Transforming the Traditional Academic Library to a Teaching and Learning Library

1. Transforming the Traditional Academic Library to aTeaching and Learning Library Orthella Moman Director of the Library and College Archives Patricia Strong Library Public Services Assistant Tougaloo College

2. Table of Contents • Abstract • Tougaloo College Strategic Initiatives • Library Mission Statement • Library Strategic Initiatives • Steps to Implementing the Teaching and Learning Library • Questions Discussion HBCU Library Alliance Leadership Institute 2008

3. Abstract • Expected Institute Outcome for the Tougaloo College Participants • “We envision bringing back to our campus the nucleus of a conceptual and strategic framework in which to transform the library from a traditional academic library into that of a teaching and learning library.” (Application Benefits Statement) • Achievement of the Expected Outcome • Yes HBCU Library Alliance Leadership Institute 2008

4. College Strategic Initiatives • College Redesign/Restructure Initiative – Tougaloo College will redesign and restructure its programs, personnel, and functions to become a more efficient and effective 21st Century institution • Enrollment Initiative – Tougaloo College will increase its enrollment by 5% annually to achieve a stable base of 1,000 students • Global Curriculum Initiative – Tougaloo College will revise and update its curriculum for 21st Century careers and professions HBCU Library Alliance Leadership Institute 2008

5. College Strategic Initiatives • Alternative Educational Programs Initiative – Tougaloo College will develop programs that address the needs of adult and non-traditional learners through flexible scheduling, alternative delivery models, and other marketplace strategies • Improved Campus Facilities Initiative – Tougaloo College will provide excellent and functional campus facilities • Resource Development Initiative – Tougaloo College will stabilize and diversify its financial resources to provide stable funding for its programs and services HBCU Library Alliance Leadership Institute 2008

6. College Strategic Initiatives • Marketing Plan Initiative – Tougaloo College will develop a marketing plan that addresses state, regional, and national needs and constituents • Technology Initiative – Tougaloo College will provide its faculty and students with current technology resources HBCU Library Alliance Leadership Institute 2008

7. L. Zenobia Coleman LibraryMission Statement The Library identifies and provides the information and library resources needed by members of the College community in their study, teaching, research, public service and professional development; instructs and assists in the use of library resources and services; shares in the development and implementation of the College’s educational and research programs; cooperates with other libraries and information providers; and participates in area, state, national, and international professional library activities. HBCU Library Alliance Leadership Institute 2008

8. L. Zenobia Coleman LibraryStrategic Initiatives • Develop the Resources Collections • Assure a high quality library faculty and library professional staff • Expand the role of the library in the learning process • Expand the library participation in the academic community • Develop an infrastructure to support a teaching and learning library HBCU Library Alliance Leadership Institute 2008

9. Steps to Implementing the Teaching and Learning Library

10. Steps to Implementing theTeaching and Learning Library • SWOT Analysis • Conceptual and Strategic Framework Development • Service Centered to Learner Centered Planning HBCU Library Alliance Leadership Institute 2008

11. SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats HBCU Library Alliance Leadership Institute 2008

12. Strengths • Supportive Institutional Administration • Library program equals disciplinary programs • Dedicated, cooperative and flexible library faculty and professional staff • Library faculty and disciplinary faculty centralized shared governance participation HBCU Library Alliance Leadership Institute 2008

13. Weaknesses • Library faculty vacant positions • Library professional personnel understaffed • Limited library budget • Facility technology upgrades HBCU Library Alliance Leadership Institute 2008

14. Opportunities • SACS Principles of Accreditation • CR 2.12 • CS 3.3.1 • CS 3.8.2 • CS 3.8.3 • Collaborations • CMLC • PALMS • HBCU Library Alliance • National Civil Rights Museum HBCU Library Alliance Leadership Institute 2008

15. Threats • Aging of Library Faculty and Professional Staff • Geographic Location • Other Higher Education Institutions HBCU Library Alliance Leadership Institute 2008

16. Steps to Implementing the Teaching and Learning Library, Cont.

17. Conceptual and Strategic Framework Development • Engage faculty, administrators, library staff, and students at significant levels of participation • Align with Institution philosophy and mission • Align with Library mission • Comply with Accrediting Agency standards and requirements • Insure that the framework provide a context for sustainability and institutionalization HBCU Library Alliance Leadership Institute 2008

18. Service Centered to Learner Centered Planning • Assure a high quality library faculty and library professional staff • Expand the role of the library in the learning process • Expand the library participation in the academic community • Contribute to institutional improvement • Establish a communication plan HBCU Library Alliance Leadership Institute 2008

19. Questions / Discussion