Middlebury

 

Goals for FY 2014

 

LIS Goals: 2013-14 and Beyond

Note: These goals are still in draft form as we consult with campus stakeholders.

Based on these broad areas of focus, we have established the following goals for the upcoming year. Some of these goals are multi-year:

Innovation

  • Collaboration/Alignment with CTLR.  We are embarking on a strategic planning effort with our colleagues in CTLR to envision how the College can best support faculty and students in the rapidly changing world of pedagogy, inquiry, and scholarly communication.
  • Video/media enhancements.  We have a host of media projects, systems, and platforms that are all in the process of being reimagined.  These include our pilot project to create an on-line language learning lab; the major improvements to our videoconferencing facilities and infrastructure; an analysis of our video recording and streaming workflows and systems. 

 Sourcing Strategy

  • Evaluate data storage models.  Data storage requirements are growing at an unsustainable rate – simply buying more capacity is not optimal.  Rich media, research data sets, legal and compliance requirements and the pervasive nature of technology in academic, administrative and recreational activities throughout the institution has transformed our data storage requirements.  Capacity, performance and scalability requirements differ for various purposes and types of data allowing for efficiencies to be realized using storage techniques that include archiving, tiering and snapshots for optimizing how and where data is stored and protected.  The outcome is more efficient use of data storage, less expense without sacrificing essential services.

  • Telephone system.  Our current telephone system will reach end-of-life in a few years. We will develop requirements for a replacement of that system, and explore options that include hosting parts or all of that system off-campus.

Access

  • Develop wireless standards.  We will continue our efforts to survey the campus to identify gaps in our wireless coverage, and to explore next generation protocols and expanded coverage in order to meet the growing demand for wireless services in our classrooms, laboratories, libraries, and residences. 

  • Journal review.  We are continuing our on-going practice of looking critically at our methods for providing access to journal literature, and working closely with academic departments to review current subscriptions.

  • Assess public computer labs.  The proliferation and increased sophistication of student-owned technology, combined with new ways to provide access to academic software, allows us to take a hard look at the number of public computers we have on campus, and whether the current model is serving us well.

  • Create more smart classrooms.  We will continue our multi-year efforts to expand the number of smart classrooms on campus to address increased demand for more such rooms.

  • Mobile and byod efforts.  As our community increasingly accesses our services via an array of various devices (laptops, phones, tablets), we will continue to focus our efforts on ensuring that we develop methods for providing access to services and resources that are as device-agnostic as possible.

Quality and Reliability

  • Improve security posture.  Through a combination of education, policy, procedure, and technology, we will continue to reduce our security risks.

  • Improve customer service through Service Level Agreements.  We have developed Service Level Agreements which commit us to responding to requests for service within specific timeframes based on the priority of the request. Through monitoring how well we are meeting these agreements, and through ad hoc customer satisfaction surveys, we believe that we will improve our overall customer satisfaction.

  • Process inventory and contingency plan renewal.  As part of our on-going maintenance of our disaster recovery and business continuity efforts, we will work with key administrative offices to ensure that their process inventory and contingency plans are maintained and assessed on a regular basis.

  • MIIS web application integration.  We’ll be working closely with our colleagues at MIIS to make improvements in how data from Banner flows into our web applications in order to improve the quality of data available via these applications.

  • Improve MIIS network.  We are working closely with our colleagues at MIIS to upgrade their network, and to establish common infrastructure to allow us to collaborate more effectively.

  • Staff professional development focus.  In order to ensure that we are able to provide high-quality support to our community, we are embarking on an internal process to improve our professional development opportunities for all LIS staff, with a particular

Efficiency

  • Document imaging plan and implementation.  We will be working with key administrative offices to develop a multi-year plan for rolling out a document imaging and workflow system (NOLIJ) to improve access to key information, and to facilitate more efficient collaboration within and among offices across our various campuses.
  • Prioritization and governance improvements.  We will be taking a critical look at how we currently prioritize our work. This will take the form of looking at the various ways in which people and offices can request work from us, how we go about evaluating and prioritizing these requests, and how we communicate the current status of requested work. At a higher level, we will also be looking at how we can be more strategic in our use of our resources to pursue work that will allow the College to achieve its strategic objectives.
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