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This strategic development plan outlines the assessment of an academic library's strengths, weaknesses, opportunities, and threats (SWOT analysis). It emphasizes the need to enhance staff capabilities, foster collaboration, and modernize resources while navigating challenges such as outdated technology and limited budgets. The plan includes actionable three-year objectives, including training, recruitment of skilled personnel, organizational restructuring, and expansion of services. The aim is to create a dynamic learning library that meets the evolving needs of the research and learning community.
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Group 4 May 13, 2013 Members: Shamsudin IBRAHIM LEE Cheng Ean LI Wanyue WONG Cho Chuen YAO XiaoXia YU Ti ZENG Shan
Strengths • Reserves the world’s largest shale gas in the country • 400 years of history of the library • 3,000 strong faculty in the library • Average staff with good performance • 36 staffs hold university degree • The library has hard-working, self-motivated, loyal, and committed staffs
Weaknesses • Close door policy • Lag behind in development • Limited electronic resources • Technology is out of dated • AUL is not collaborative and even snobbish • Average age of staff is 45 years old • Foreign language skills are not existent • Less percentage of professional staffs • Limited budget
Opportunities • New king with open door policy • New director from US with lots of working experience • New possibility of new funding • Gifts, proposals, ideas and English books from all over the world • Additional budget for staffing • Training and development • Staffs with university degree maybe easier to develop • New director • Self-motivated and hard-working staffs
Threats • New director may not be familiar with the library and the country being away from the country • Staff may not cooperate and embrace changes • Other university libraries may not want to cooperate with AUL • Senior staffs may not want to pick up new knowledge, skills and technology
Mission • Establish a learning library for providing emerging services for the research and learning community.
Strategic goals • Create a learning climate in the library • Enhance the skills and competencies of staffs • Build an evaluation and incentive system • Reengineer the organization • Provide new services • Cooperate with other university libraries
Action Plan for 1st year • Training and development • Train staffs in self skills and area of responsibilities • On the job training • Mentoring • Attachment and internship programs • Attend conferences and seminars outside of the library • Organized talks and workshops in the library • Recruit new staffs • Hire 10 staffs with IT skills and English proficiency • Restructure the organization • Some staffs may exchange job duties
Action Plan for 2nd year • Continue training and development • Build an evaluation system • Implement a recognition and reward scheme • Staffing • Ask about 5 senior staffs to retire • Ask those staffs (about 5) without learning motivation to leave • Recruit 6 new professional staffs with subject knowledge • New services • Catalog English materials • Provide Information literacy programs • Cooperate with other 5 university libraries • Host seminars to share work knowledge and experience
Action Plan for 3rdyear • Continue training and development • Restructure the salary scheme • Including benefits and compensations • Staffing • Promote those who have demonstrated abilities based on the results of evaluation • Suggest tostaffs (about 5) who cannot meet the requirements of evaluation to leave • Recruit 5 new professional staffs • New Services • Upgrade library system… • Continue cooperating with other university libraries
Staffing statistics Notes: Total number of the staff is 70 professional staffs=27; IT staffs with English proficiency=10; Support staffs=33 Ration between professional and support staffs improve to 1:1
Q & A Thanks for your listening
