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Ensure that the Library meets or exceeds the requirements and standards of best practice in the Australian academic library sector.
The Library actively contributes data to a range of University, national and international surveys. The Monash Experience Questionnaire and the InSync survey which is also administered to seven of the Group of Eight libraries provide valuable, objective measures of the Library users’ perception of the facilities and services offered.
To lead and support the creative management of the university’s scholarly information
Copyright
The University Copyright Officer is based in the Library and performs advisory, consultative and educational roles on Library projects and across the University. In 2006 the Copyright Advisory Group became a subcommittee of the University's Strategy and Resources Committee. Progress was made on the development of the compliance policy and procedures to assist staff, students and other authorised users with their compliance responsibilities under the copyright law. Information and education sessions were increased across the University with copyright training provided to sessional academic staff as part of their induction program.
Provide a planning and continuing improvement framework for activities and service
Library users survey 2007
The biennial user satisfaction survey was administered in May 2007 and the results were very positive, showing that overall satisfaction among Monash University Library users has risen to 75.3% in 2007 from 73.5% in 2005. For the second time the Library improved its standing by one quartile so that Monash University Library ranks in the top 3 of the Group of Eight Libraries which participate in the survey.
The survey was conducted online from 2 to 16 May 2007 and generated a total of 3993 responses. While this is lower than the 4133 responses in 2005, the figure was still the third highest response rate among the academic libraries participating in the survey.
>>Click here for a larger view of graph
Changes to the Library Service Level Agreement to include a new learning skills service statement, summary of services and Key Performance Indicators (KPIs) for the learning skills service were prepared with input from the University’s Centre for Higher Education Quality (CHEQ), the Pro Vice Chancellor (Research) and the Faculty of Education. The General Library Committee has endorsed the new service statement and Key Performance Indicators for use in 2008.
Learning skills has been incorporated into the Library’s information literacy program’s reporting tool and a database for recording and reporting consultations has also been developed. The database will serve as an effective teaching resource and will significantly enhance reporting to faculties on areas of student need, such as cohorts of students requiring targeted attention.
A separate 2007-08 Learning Skills Strategic and Operational Plan was completed during 2007 and has been incorporated as a new Key Area in the 2008‑10 Library Strategic Plan.
Provide an energised, innovative work environment
A policy and set of procedures have been developed to encourage and support innovation by Library staff. Guidelines for identifying, developing and implementing innovative practices have been made available to staff and the Library has made a commitment to providing an environment where such practices can be identified, supported and implemented appropriately. An example was the establishment of a wikis and blogs advisory committee to assist staff in the selection and use of these technologies.
Manage resources cost-effectively
Information Resources Division
A restructure of the Library’s Information Resources Division was completed in June 2007. Three new Departments were created, replacing the previous nine teams: Electronic Resources, Monograph Resources, and Collection Management, Finance and Storage.
The aims of the new structure are to:
- create a more effective and client focussed structure by integrating the previously fragmented teams;
- realign priorities and resourcing to match University, Library and information industry strategic directions;
- define a wider information management role for the Information Resources Division; and
- create a strong leadership team in the Division which is aligned to the University and Library Strategic Plans and responsive to customer needs.
Library management restructure
As a result of the stringent 2007 budget, the Library management team was restructured from five divisions to four by merging the Information Systems and Corporate Services Divisions to create a new Central Services Division.
Continue to improve Library marketing and communications programs
To support the implementation of the Library’s Learning Skills service, a communication strategy was developed and delivered to a wide range of University stakeholders, including faculty academic staff, boards and committees and student groups. An email bulletin to deans and associate deans teaching was delivered, as were web, email and MUSO updates. A suite of print publications was developed and delivered for second semester campus and faculty orientation. They were made available in the Library and at campus and faculty service desks throughout the semester.
As a result of the Insync User Survey, a concerted effort has been made to improve communication with our user community through reviewing a number of the Library’s long standing publications such as the z card and the teaching and research publications to ensure that they remain succinct and relevant.
To provide an effective staff performance and development program
Professional Development Framework
A project charter was developed in 2007 to provide a clear vision and action plan for staff development and training in 2008 and beyond. The project charter is the beginning of a process to develop a Professional Development Framework.
The Conference Attendance Model and the Management Skills Development Program have been fast-tracked to address immediate needs in these two areas. The Framework will ensure that Library staff skills are enhanced so that they are better able to keep pace with a rapidly changing environment, better assist in the achievement of the Library’s strategic goals and enable individual staff members to enjoy more satisfying careers
Conference attendance model
A conference attendance policy and guidelines were developed because attendance at conferences is one of the Library’s annual training and professional development priorities. Staff expressed a wish for a fair, transparent process for the selection of staff who wish to attend conferences. Discussion forums on the proposed model were held at all branches and staff endorsed a model where staff would be invited to apply for attendance through a written application to a selection committee which will evaluate the applications based on a publicised set of selection criteria. The model will be put in place in 2008.
Targeted training program implemented
The Management Skills Development Program was designed to provide career development opportunities for Library staff. The program includes formal management skills training, participation in recruitment and selection activities and exposure to human resource issues. It targets staff who aspire to progress to management positions. Successful transition from being a team member to a leader is one of several expected outcomes of the program. Participation requires the supervisor’s support. The Library will offer two placements as part of a pilot program in 2008.
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