SIMON FRASER UNIVERSITY ? S.04-56
1. Memorandum

SIMON FRASER UNIVERSITY ?

S.04-56

Senate Committee on University Priorities ?

Memorandum

TO:

Senate

FROM:

John

Chair,

Waterho

SCUP

Vice Preside , Academic

RE:

Library External Review ?

DATE:

July 19,200V

For Information

On behalf of the Senate Committee on University Priorities (SCUP) I would like to

submit to Senate for information the Library External Review Report, the Library's

response, and the plan outlining the Library's objectives in the period leading up to its

next scheduled review. SCUP reviewed these documents at its July 7, 2004 meeting.

end.

C: B. Clayman

L. Copeland

G. Nicholls

SIMON FRASER UNIVERSITY

SCUP 04 - 25

OFFICE OF THE VICE-PRESIDENT, RES

Memorandum

To:

Members of SCUP and Senate

FROM:

Bruce P. Clayman

Vice-President, Research

SUBJECT: ?

Library External Review ?

DATE:

June 28, 2004

The Report of the External Review Committee for the SFU Library was received by my office on

May 4, 2004. According to the terms of reference for the review, the following should occur.

The Library will review the report and the comments provided, and prepare a plan

describing the Library's objectives in the period leading up to its next scheduled

review. The first section of the plan should provide the Library's response to the

external review, in particular the reviewers' recommendations. The University

Librarian and the Vice-President, Research will negotiate the final draft of the

plan to be forwarded to the Senate Library Committee, Senate, etc.

Senate will receive, for information, a summary of the external review and a copy

of the unit's approved academic plan. Members of Senate may review full docu-

mentation in the University Librarian's office.

Three years after the approval of the Library plan, the Library will report to the

Vice-President, Research and the Senate Library Committee on its progress in

implementing its academic plan.

In compliance with these terms, the Library has prepared a response to the review and a draft

plan describing in outline form the Library's objectives in the period leading up to its next

scheduled review. I have reviewed the response and draft plan with University Librarian Lynn

Copeland and arrived at a mutually agreed-upon plan.

All three documents are attached to this memorandum. I am now submitting them for the infor-

mation of SCUP and Senate.

I am pleased to see the reviewers note that Library staff, under Lynn Copeland's leadership, are

'respected for the quality of their work and their strong service ethic.' The recommendations and

response include suggestions for future directions of the Library. I support these and note that

action has already begun on several recommendations.

In particular, I want to highlight the following points:

Planning and Organization (Recommendations

1-6,10-12)

With respect to both research and teaching, the Library's role is evolving dramatically and I con-

cur with the process of re-visioning outlined in the Report. In this context, I have asked the Li-

brary to prepare a detailed Three Year Plan in Fall 2004. In the interim, I have approved the hir-

ing of an additional two Associate University Librarians in recognition of the expanding com-

plexity of the operation. I agree with the Report that it is essential that the Library continue to

participate fully in University planning. In order to make most effective use of resources and to

provide the most cohesive and integrated services, the Surrey and Belzberg Libraries must be an

..............

-. ?

-..

Page 2

integral part of the SFU Libraries and I continue to believe their budgets should be integrated

under the University Librarian's administrative portfolio.

Space

The Report and Response address several issues relating to the Bennett Library and the Surrey

and Belzberg libraries. For the latter two, space is a crucial issue and must continue to be ad-

dressed as the levels of activity on those two campuses increase.

The Bennett Library must provide a milieu for both learning and research activities. With respect

to learning, the 'Learning Commons' concept suggests the changing role of the Library and li-

brarians as technology and pedagogy more effectively address students' requirements; this con-

cept should be fully explored and supported. While the building has the space for anticipated

collection growth over the short term, a comprehensive plan to utilize most effectively the space

consistent with the Library's vision must be developed and funded. Space for contemplative

study must be provided. Individual collections such as the Media Collection and more vault

space for Special Collections are desperately short of space and the required renovations must be

funded.

Communications and Staff support (Recommendations

9, 13)

I am pleased to note that the Library is undertaking initiatives to improve support for staff and

internal communications, and to deal with immediate building issues.

University Librarian Lynn Copeland will be available to attend meetings of SCUP and Senate

when this report is on the agenda for information.

cç cQ_

attachments

ll.

SFU LIBRARY EXTERNAL REVIEW 2004

Report of the Review Committee

April 2004

Karen Adams

Director of Library Services and Information Resources

University of Alberta

5 ?

Lynne

• ?

Associate Professor Biological Sciences

Simon Fraser University

Michael Ridley

Chief Librarian

University of Guelph

Marnie Swanson, Chair

University Librarian

University of Victoria

Introduction

In accordance with the terms of reference, this review concentrated on documenting current conditions at the Simon

Fraser University Librar

and identifying opportunities for improvement. Over the course of the three day visit, the

External Review Team met with staff, members of the user community, key

c ommittees involved in the

management and governance of the Library. and senior university administrators. All three library locations were

toured. The Team had been provided in advance with extensive and comprehensive documentation, including the self-

study.

The

quality of that documentation was superb, and provided a firm basis for the meetings on-site. In addition.

the Vice-President. Research had set up an e-mail feedback mechanism that enabled written feedback for those who

had been unable to attend the meetings and one written submission was received through campus mail.

Current Conditions

Since the last review many positive changes have taken place, including the leadership of the Library. The Review

Team heard repeatedly of the hi

h esteem in which the university community and the Library staff hold the

University Librarian. It is clear that she has taken the Library to new heights, and that, overall, the library staff is

respected for the quality of their work and their strong service ethic.

The Team heard the community's appreciation for the increased resources that have enabled the Library to expand its

electronic resources and to create new services in support of the teaching, learning and research activities of the

University. It is clear from the self-study that the Library staff are making significant progress towards the resolution

of issues that were identified during the course of the study.

More specifically, the Team noted the following observations which document, in part, the success of the Library:

We heard repeatedly of the success of the new liaison program in energizing the librarians and responding to the

needs of faculty and students. Faculty refer with pride to 'my librarian.'

The University's commitment to increasing the Library's materials budget since the last review has resulted in

overall growth in the Library's collections and specifically in the dramatic increase in the availability of

electronic resources. Realignment of the budget in support of disciplinary and program needs has been effective.

Course-integrated library instruction clearly contributes to both the learning objectives of the course and the

skills of the student. Faculty noted that papers were of higher quality because of the instruction program, a clear

indicator of the Library's contribution to student learning outcomes. As one faculty member noted, 'The library

staff are part of our teaching staff.'

• ?

The appropriate and flexible responses of the Library staff to individual concerns and survey results were noted.

A proactive attitude of continuous improvement marks the staff's approach to service.

Through participation in University governance, committees and task forces, the library staff are fully engaged

in the life of the University. This participation has enabled them to be partners in decision-making and problem

solving for the institution.

This Library is a leader in innovation, including information technology systems, the Information Commons.

unmediated interlibrary loan, institutional support for alternative models of scholarly communication, and

digitization projects such as

Our Roots/Ns Racines

and the

Canadian Multicultural Heritage Project.

The Library is contributing to the University's profile in the community through activities like public

presentations, communit

events, and an active gifts-in-kind program.

/LJ.

The Library is valued for its stron

commitment to University-wide collaborations, such as those with

.•

Academic Computing Services, and faculty research projects. The Library has also played a vital role in

supportin g

the Canadian Centre for Studies in Publishing.

• The Library has an excellent track record in province-wide collaboration, bringing benefits both to SFU and to

the broader library community. For example, there was stron

support within the postsecondary community for

moving the Electronic Library Network (ELN) under the umbrella of this Library.

• The Library is a full participant in regional and national collaborations that license electronic resources, and has

provided leadership within western Canada in the development of the virtual western Canadian university library.

As one staff member with long service noted, "We are the best we have ever been." This sentiment was echoed by

faculty comments on the return of the library to prominence as a center of learning activity on the campus.

1. Opportunities for the University

As Simon Fraser University expands and evolves it has a unique opportunity to re-imagine the nature of library

service

the 3 campus Universit

. In this vision the Library will maintain its centrality to the academic

mission and it will act as a source of both innovation and traditional support. This future is one where the

Library

is an

active agent in a distributed model (virtual and physical resources; central and branch locations;

vertical and horizontal functions). In this new arrangement it will be important to maximize both the common

core services that will be provided centrally and the local ability to innovate and be relevant close to the user

community.

Part of this vision can reinvent the Library as the "student learning centre" by creating a one-stop partnership

of support services for student learnin

. With this new focus as the student learning centre the Bennett Library

can transform its "Information Commons' into a "Learning Commons" and more holistically support the

needs of students. This challenge will move the library from being more than the heart of the institution to

being the very lifeblood that courses throughout the University. The future for the Library at Simon Fraser

University is bold, innovative and effective, and one that can be achieved through strong support from senior

leadership

the University and the Library.

1.1 Academic Planning

It is

critical to the achievement of the University's mission that library services are relevant to the

academic plan. At present, it is not clear that this is always successful. For example, the "W" courses

appear to fail to capitalize fully on the Library's expertise. The Library must be a full participant in the

academic planning process and related decision-making.

Recommendation 1:

That the

senior management of the Library become an integral part of academic planning and related

decision-making.

1.2

Program Expansion

Under the current model, the Library prepares an impact statement to accompany the process of approving

. new courses and programs, and new resources are allocated upon approval. In the three-campus university,

with distributed programming there is a need for core information resources, services, and staff expertise

in new locations. The current model does not reflect this.

Recommendation

That the Library's resource needs be taken into account when courses and programs are expanded to a new

location, or the delivery mechanism for a program or course changes.

1.3 Reporting relationships

The community applauded the support afforded the library by the Vice-President, Research, especially the

increases in financial allocations for the materials and operating budgets. It is clear that the library has

benefited from reporting to the Vice President. Research. However, the challenges of expanded academic

programming on a three-campus university suggest that alignment with the Vice-President, Academic

may be beneficial. In any case, the direct reporting relationship between the University Librarian and a

Vice-President is essential to continued success.

Recommendation 3:

That the University Librarian continue to report to a Vice-President.

2. Opportunities for the Library

The Library has nurtured and grown an atmosphere of expertise and enthusiasm that has allowed it to be an

innovator and a leader in library service. This culture of change and innovations is fundamental to the

continuing success of the Library and must transcend the movement to a mature management model. For

example, as the Library expands its services to the other campuses, in order to build community in this

environment, innovative technologies such as videoconferencing and virtual presence, alongside traditional

methods like cross-campus visits by staff, may prove useful.

2.1 Organizational structure

During the transition phase since the last review, the University Librarian has chosen to maintain a close

relationship with the heads of the functional areas in the Library. This has been important to the renewed

success of the Library. Now that her leadership is established, it is time to move to a management model

that reflects the maturity of the relationships in the organization and allows the development of a new

generation of managers. At the same time, the Review Team noted the exceptionally large span of

control for the University Librarian, with thirteen people reporting directly to her, leaving less time for

crucial activities like strategic planning and fund-raising.

Recommendation 4:

That three Associate University Librarian positions be established:

• ?

one with responsibility for functions like budget, human resources, facilities, collections, and ILL;

•

one with responsibility for functions like reference, loans, the Belzburg and Surrey libraries and

Special Collections; and

• ?

one with responsibility for functions like systems, processing and ELN.

2.2 Management Processes

Since the last review new management committees such as Library Council and the Library Planning

Committee have been established to provide greater staff input to management decision making. While

staff generally expressed satisfaction with these committees, it was not clear which groups and/or

Ilo.

. ?

individuals are responsible for overall strategic and operational planning; how priorities are determined; or

how decisions are made.

ecommendation

That whatever new mana

ement and governance structure is chosen, there be a clear delineation of

mandates and accountabilities.

Recommendation 6:

hat the Associate University Librarians with the University Librarian create a cohesive vision and

strategic direction for all three campus libraries.

2.3

The Respectful

Workplace

The Library has undergone rapid change, increasin

its staff and changing its services. It is a challenge to

maintain a supportive workplace in such an environment. To make matters more complex, some of the

new services have intensive technology, with the result that more traditional service activities like loans

and stack maintenance may appear of less value to the organization than the newer technology-based

activities.

While it is clear that the senior groups are comfortable in their collegiality, there is a need to establish a

respectful workplace that carries that respect within work units, across the Library, and across the three

categories of staff. One staff member noted that staff in other units "don't see us."

Recommendation

. ?

That the Library actively seek opportunities for staff at all levels and all locations to interact, be it

through social events, secondments, staff exchan

es, committee work, or other mechanisms, as well as

seeking opportunities for staff to experience each others' work environments, even for short periods of

time.

2.4 Space in the Bennett Library

Bennett Library Space Planning

• While the Library faces many decisions regarding the use of space in the Bennett Library it appears,

that if used appropriately and imaginatively the Library has adequate space for its future needs. The

incremental space planning which has characterized recent attempts to address the problems of specific

floors or services is not a good long-term strategy. The challenge for the Library is to create a holistic

strategy with a to 10 year horizon that can be enabled through a multi year implementation that is

financially sustainable.

Recommendation 8:

That a long term approach to space planning in theBennett Library be undertaken using external

expertise and taking the opportunity to re-ima

ine the Library's current and future activities in

consultation with other members of the campus community.

Condition of the Bennett

Library

The condition of the Bennett Library has become sub optimal for both users and staff. A clean facility

and comfortable, ergonomic furniture are essential to a welcomin

and productive learning and

working environment. Allowing the building to continue to deteriorate only reinforces user disrespect

S ?

for the facility. Hence while a lon

term space plan will address many of these issues, action must be

taken immediately.

Recommendation 9:

That in the short term, continued priority be given to building cleanliness and that a strategy for

renewal of both staff and public furniture be developed and implemented.

2.5 Librar y

Service on the Vancouver campus

The

rowth and transformation of Harbour Centre into the SFU 'Vancouver campus requires a parallel

evolution in the nature of effective and coherent library service. The new vision of these services must

enable an interactive presence in all parts of the downtown campus and facilitate an effective program of

community outreach. Renovating the mezzanine floor of the Belzberg Library responds to a short term

need to relieve existin

pressures but it is not a sufficient long term strategy that supports a renewed

vision of library services. The Belzberg Library can act as the critical hub of these services and enable

extensions throu

hout the Vancouver campus and thereby becoming the lifeblood of this growing, diverse

and exciting campus. '

Recommendation 10:

That a vision of library services to the present and planned Vancouver campus be created and that a plan

reflecting that vision be created for the Belzberg Library expansion.

2.6 Librar y

Service on the Surrey campus

The development of the Surrey campus is an exciting new opportunity for.the University and the Library.

The culture of innovation and entrepreneurship that is part of the Surrey campus is be

inning to be

reflected in the Library's services and collections. While strong support from the Bennett Library is

critical, the Library's future development of its services and collections should be Consistent with the

pedagogical approach of the Surrey campus. In addition, by pooling the Surrey Library budget allocation

with the overall library bud

et, greater flexibility of staffin

and services could be achieved.

Recommendation 11:

That the Surrey campus library be as innovative and technology based as is the campus academic

program.

Recommendation 12:

That the Surrey Library budget be integrated with the Bennett library budget under the responsibility of

Elie University Librarian.

2.7

Self Study

As noted earlier, the self-study contains a wealth of information that describes the Library's response to

the previous review, and identifies other service improvements that have been undertaken. In response to

user needs, the Librar

has increased its hours, developed a model training program for information desk

and other public service staff, and launched the 'Ask us Here' reference service in busy areas on campus -

to name just a few of the positive changes.

Continuin g

to be self-reflective through processes like self study is important. In this library, as in most

organizations with substantial staff playing diverse roles, workin

different hours, and providing service

in three locations, effective communication remains a constant challen

e. The Review Team noted with

approval the emphasis placed on communication and training in the

Overview

document, as we heard

both praise for new initiatives in these two areas, and concerns that there is still work to do on

communications and training.

• ?

Recommendation 13:

That the Library continue its emphasis on internal communications and trainin

for

staff,

and continue to

monitor its achievements and aspirations in these areas.

Conclusion

We wish to acknowled

e and commend the SFU Library staff for the significant accomplishments they have achieved

since the last external review. Under Lynn Copeland's strong leadership it is clear that the Library is well positioned

to deal

with

the future challenges of a rapidly growing three campus university.

j q-

Summary

of Recommendations

Recommendation

1: ?

That the senior management of the Library become an integral part of academic

planning and related decision-making.

Recommendation

2: That the Library's resource needs be taken into account when courses and programs

are expanded to a new location, or the delivery mechanism for a program or course

changes.

Recommendation 3:

That the University Librarian continue to report to a Vice-President.

Recommendation 4:

That three Associate University Librarian positions be established:

• ?

one with responsibility for functions like budget, human resources, facilities,

collections, and ILL;

• one with responsibility for functions like reference, loans, the Belzburg and

Surrey libraries and Special Collections; and

• one with responsibility for functions like systems, processing and ELN.

Recommendation

5: ?

That whatever new management and governance structure is chosen, there be a

clear delineation of mandates and accountabilities.

Recommendation 6:

That the Associate University Librarians with the University Librarian create a

cohesive vision and strategic direction for all three campus libraries.

Recommendation

7: That the Library actively seek opportunities for staff at all levels and all locations

to interact, be it throuah social events, secondments, staff exchanges, committee

work, or other mechanisms, as well as seeking opportunities for staff to

experience each others' work environments, even for short periods of time.

Recommendation 8:

That a long term approach to space planning in the Bennett Library be undertaken

using external expertise and taking the opportunity to re-imagine the Library's

current and future activities in consultation with other members of the campus

community.

Recommendation 9:

That

the short term, continued priority be given to building cleanliness and that

a strategy for renewal of both staff and public furniture be developed and

implemented.

Recommendation 10:

That a vision of library services to the present and planned Vancouver campus be

created and that a plan reflecting that vision be created for the Belzberg Library

• ?

expansion.

Recommendation 11:

That the Surrey campus library is as innovative and technology based as is the

campus academic program.

Recommendation 12:

That the Surrey Library budget be integrated with the Bennett library budget under

the responsibility of the University Librarian.

Recommendation 13:

That the Library continue its emphasis on internal communications and training

for staff, and continue to monitor its achievements and aspirations in these areas.

//0.

Re:

fo:

Library

Bruce

ResearchClaymanReview

W.A.C.

Report

BENNETT

2004

LIBRARY, SIMON FRASER

Date:From:

UNIVERSITY

June

University

Lynn

Copeland

2004

Librarian

This positive Report is a result of the effo'rts of all Library employees who are rightly 'respected for the quality of

their work and their strong service ethic' (p.2). The Report sets out the direction that a vision for the Library

should take as we embark upon our next Three Year Plan in Fall 2004.

Given the increased emphasis on online delivery and the Library's record of technological innovation,

adequate

nevertheless

branch

the faculty,

space as

student

areas requiring

and employee

significant

surveys

attention.

and the Report

This supports

identify

the

the Bennett

continued

Librar

importance

building

of the

and

the

Library

Report

as place.

as a Learning

The Library

Commons;

must serve

and

two

the second,

competing

space

human

for quiet

space

contemplation.

needs:

the first,

Both

what

must

is characterized

be met as the

campuses.

and

building

scope

and

relating

library

services

the branch

continue

libraries,

their

crucial

evolution.

to resolve

The

Report

as University

also addresses

expansion

issues

continues

of service,

on both

organization

branch

The term 'Learning Commons' is often used synonymously with 'Information Commons', but the Report

continue

suggests

the

explored.

former a deeper complex of services. The possibilities for achieving a true Learning Commons will

The

Report

affirms the Library's belief in the importance of communication and staff involvement and suggests

areas for improvement. It also suggests an adequate organizational structure to Support this management style.

The recommendations suggest ways to strengthen library service, basically continuing in the direction of the past

years. In preparing this response, consultation meetings were held with all staff employee groups, with the

ng Committee and Library Council, and with branch library staff. Responses to specific recommendations

are outlined below.

decision

Recommendation

making.

1: That the senior management

the Library become an integral part

academia planning and related

This is integral to the success of Library services, and to a large extent already pertains. For example, the

University Librarian is a member of the VP/ Deans' committee and Deans' Council and participated in the Three

Year Academic Plan development process; the Library is represented on a variety of Senate, technology, learning

technology, distance learning and other committees, a librarian was recently appointed to the Student Learning

curriculum.

Services Task Force, and we expect to participate in the development and delivery of the new undergraduate

Recommendation 2: That the Library's resource needs be taken into account when courses and programs are expanded to a

new location, or the delivery mechanism for a program or course changes.

When

new courses are developed, the Library resource requirements are reviewed and funding identified during

the approval process; however, where new programmes are developed whose library resource requirements are

primarily for research (such as the Faculty of Health Sciences), or where courses or programmes are relocated to

another campus, Library resource requirements may not be considered, to the detriment of students and

researchers. These needs to some extent have been met through inter-campus delivery and electronic resources.

Nevertheless, gaps can be created, for example with respect to the Masters in Public Policy located downtown

and arts courses offered at Surrey. Some funding has been established for the Faculty of Health Sciences and

research needs for Surrey. This issue requires, however, ongoing attention.

Recommendation

agree.

3: That the University Librarian continue to'report to a Vice-President.

1/.

Recommendation 4: That three Associate University Librarians be established

This recommendation generated considerable discussion within the Library. It would be an increase from one to

three ALTLs. Given the increasing complexity, size and role of the Librar

, I feel it is important to provide

appropriate direction for the Library through this type of re-organization. Over the past six years, a number of

CUPE, librarian, APSA and positions have been created and others discontinued as work requirements have

changed, in large part because of the transition to online resources. This continues to be the case, with the 2004/05

budget cut and operating increase permitting flexible and strategic allocation. As the Report implies (Section 2.1)

there is a need to provide strategic direction, improve communication, and ensure that appropriate attention is

paid to the day to day management of

the Library.

Recommendation 5: That whatever new management and governance structure is chosen, there be a clear delineation

mandates and accountabilities.

The Terms of Reference for the Library Planning Committee and Library Council have been posted on the Library

staff web site and will be reviewed periodically and.further communication undertaken. The terms of reference

and membership for other Task Groups and Committees should also be communicated to staff and kept up-to-

date. Other useful information such as the Library organization chart should be posted on the staff web site. Most

of these Task Groups are formed through activities of the Library Council.

Recommendation 6: That the Associate University Librarians with the University Librarian create a cohesive vision and

strategic direction for all three campus libraries.

A Three Year Plan will be developed in Fall 2004 in consultation with staff and librarians, and a cohesive vision

and strategic direction will form part of that plan.

Recommendation 7: That the Library actively seek opportunities for staff at all levels and all locations to interact, be it

through social events, secondments, staff exchanges, committee work, or other mechanisms, as well as seeking opportunities

for staff to experience each others' work environments, even for short periods

time.

Recommendation 13: That the Library continue its emphasis on internal communications and training for staff, and continue

to monitor its achievements and aspirations in these areas.

We strongly support these recommendations. A number of opportunities exist for staff to participate in Library

decision making. These include the seven elected members on the Library Council, the active Library Diversity

Working Group, the Building Well Being Task Group, the Safety Committee and others. The programme for

information exchange about work in individual units and divisions should be revived. A Staff Training Task

Group is to report in June, addressing these issues and identifying processes for followup. Several secondments

and brief staff and librarian exchanges have occurred and been very successful. As circumstances permit, further

opportunities will be sought and pursued.

Recommendation 8: That a long term approach to space planning in the Bennett Library be undertaken using external

expertise and taking the opportunity to re-imagine the Library's current and future activities in consultation with other

members of the campus community.

Most of the recommendations regarding the building in the 1991 Cohen report have either been implemented or

no longer pertain. In particular, the University's Capital Plan includes replacement/ removal of the boiler from

the building and renovation of the space for library stacks. This will eliminate the need for an extension to the

building for some time. A discussion paper regarding the Library building is under development and will be

used as a basis for further consultation and as a vision document for any external expertise which is sought.

Recommendation 9: That, in the short term, continued priority be given to building cleanliness and that a strategy for

renewal of both staff and public furniture he developed and implemented.

Responses to the faculty, student and staff surveys all mentioned the physical condition of the Library as

unacceptable. The Building Well Being Task Group is looking into specific problems and will be making

recommendations for improvement in June. A limited amount of funding is available for additional cleaning.

Staff furniture is replaced or repaired when problems are reported.

Recommendation 10: That a vision of library serr.nces to the present and planned Vancouver campus be created and that a

reflecting that vision be created for the Belzberg expansion.

The Library has planned to develop such a vision once the renewed direction and academic plan for the

downtown campus are completed. This will bring more certaint

to campus initiatives with significant library

implications, such as the possible move of the School for Contemporary Arts downtown. Belzberg Library

services will expand to encompass the Segal building once it is occupied. The proposed renovation to the

Belzberg Library mezzanine has been a short-term strategy to address existing pressures and a longer term space

and collections plan will be part of the library's renewed vision and service plan.

program.

Recommendation 11: That the Surrey campus Library be as innovative and technology based as the campus academic

As noted in the

Report (p.2),

the Library as a whole has been a leader in making effective use of technology and

our expectation is to continue to do so for all students and faculty. Support for individual programmes, the SlAT

programme in particular as noted here, may be an opportunity for particularly innovative services.

Recommendation 12: That the Surrey Library budget he integrated with the Bennett Library budget under the responsibility

of the University Librarian.

The Belzberg collection budget is a part of the Library's collection budget but that of the Surrey Library is

separate. This makes it difficult to allocate and, particularly, to share the cost of resources appropriately.

Both the Belzberg and Surrey Library operating costs are part of the their respective campus budgets. Both

budgets, particularly the Surrey staff complement and the Belzberg equipment budget, are not adequate. This has

meant at times differential services and support, and presents difficulties during illness and vacation times

because of the small branch staff. Adequate funding and a single operating budget would result in more holistic

cost-effective library service.

/3.

W.A.C. BENNETT LIBRARY, SIMON FRASER UNIVERSITY

To:

Bruce Clayman

From:

Lynn Copeland

VP Research ?

University Librarian

Re: ?

Library objectives in the period leading up to the next

Date: ?

June 24, 2004

review

Based on the Library Review and Response, the following objectives are identified for the period

leading up to the next scheduled review.

A. GENERAL

Objective A.1. Prepare a detailed Three Year Plan to be completed Fall 2004.

Objective A.2. Ensure adequate planning resources are in place, that there is a clear delineation of

mandates and responsibilities, and that a cohesive vision and strategic direction for all three campus

libraries is created.

Objective A.3. Continue to ensure that Library senior management is an integral part of academic

planning and related decision making.

LIBRARY COLLECTIONS

•

Objective B.1. Continue to ensure that the Library's print and electronic collections meet the

requirements of SFU faculty and students. In particular:

• identify on-site requirements for print collections for courses held at Harbour Centre or Surrey

• identify core collection requirements for new programmes

C. PHYSICAL FACILITIES

Objective C.1. Develop a plan for physical facilities to meet campus needs and identify funding, taking

into account the diverse requirements for two competing human space needs: the first, the

collaborative activities of the 'Learning Commons' and the second, space for quiet study and research.

Faculty and students have identified physical facilities as an important issue, and consultation with

them must form part of the plan.

Most pressingly,

• develop adequate space for the Media collection

• double the size of vault space for Special Collections

• support the request for funding to complete the Mezzanine renovations at Harbour Centre

• ensure adequate space is provided for the SFU Surrey 'LMIC' (Library, Media and Information

Commons)

• develop an instruction room on floor 2 to accommodate increasing demand for meeting and

instructional space in the Library and alleviate the pressure on Rm.7200

• Improve the cleanliness of public and staff space in the Library

JL/-.

In addition,

• Develop a long term plan for the Bennett Library that takes into account shelf space

requirements as well as the need for space for research and learnin

, takin

advantage of the

potential for space made available by the relocation of the boiler

• Ensure adequate and appropriate space for Library services for the downtown and Surrey

campuses as they expand

D. SERVICES

Objective D.1 Explore the potential for a deeper complex of 'Learnin

Commons' services and facilities

in conjunction with appropriate campus departments.

The success of the joint ACS and Library services provided through the Information Commons and the

delivery of NCCC Learning Skills Workshops in the Library suggests that there may be further

collaborative student-oriented services which could be provided on Floor 2 of the Library. Among

similar Canadian universities, there are a variety of models for similar services.

Objective D.2 Develop a service plan for the Belzberg Library to support the Harbour Centre Academic

Plan when it is finalized.

LIBRARY RELATIONSHIPS

Objective El That the Library continue to foster its relationships and engage in collaborative projects

with internal and external groups to enhance the quality of services to SFU (for example, the Synergies

and the Multicultural Canada projects).

Objective E2. That the Library work to strengthen its Advancement activities to obtain resources to

enhance its services, space and collections.

SUPPORT FOR LIBRARY STAFF

Objective F.1. Improve the work environment for Library staff through:

• Implementing, where feasible, the recommendations of the Library Staff Training Task Group.

• Creating opportunities for staff at all levels and

all

locations to interact, be it through social

events, secondments, staff exchanges, committee work, or other mechanisms, as well as seeking

opportunities for staff to experience each others' work environments, even for short periods of

time.

• Continuing to emphasize the importance of internal communications.

• Implementing, where feasible, the recommendations of the Library Building Wellbeing Task

Group.