SPEC Kit 330: Library Contribution to Accreditation · 115
Brigham Young University
Northwest Commission on Colleges and Universities (NWCCU). Library and Information Resources 5
reflects the fact that in 2003 (the most current rankings available), BYU ranked near the median
among ARL research libraries.
BYU libraries have been organized to encourage strong communication between the libraries
and their various constituencies, as well as internally among library departments.
Structures are in place to encourage input and discussion of ideas from students, faculty, and
library employees at all levels and to foster professional and staff development.
The libraries enjoy a positive working relationship with the Office of Information
Technology and continues to cooperatively build and maintain technology-based programs
and services that benefit the entire academic community.
BYU libraries benefit from strong institutional budgetary support, as well as endowments to
fund Special Collections acquisitions and digital reformatting programs.
BYU libraries successfully repurpose positions as individuals retire or terminate.
Challenges and Recommendations
Add to library endowments to supplement collection development and support digitization
Continue to reallocate positions to areas of greatest need; the Hunter Library will seek one
additional full-time librarian.
Work with OIT and CID to find resources to accommodate the ever-increasing storage
capacity needs for digital library content and other learning objects used in online courses.
5.E Planning and Evaluation
In a 2004 address, President Samuelson reminded the university that preparing for the
future requires both recognizing those things that must change and those things that should never
change. The libraries seek to follow President Samuelson’s directive by annually updating their
strategic plans and setting tactical objectives that lead to appropriate change while remaining true
to the missions of the university and The Church of Jesus Christ of Latter-day Saints.
The Lee Library’s strategies for creating change are stated in a Web-accessible document
titled Moving Toward the Future (RE 5.2). This document brings together the library’s vision,
mission, values, strategies, and goals. Long-term strategies and goals are set for a five-year
period and are reviewed and updated annually. Each year, the library prioritizes a subset of goals
that become the focus of activity for the next 12 months. Librarywide goals prioritized for 2005–
2006 deal primarily with planning for future space needs and improving outreach services for
students and faculty.
Strategic planning and goal setting for the Lee Library as a whole are the responsibility of
the administrative council. An ongoing process that invites input and comment at all levels of the
organization ensures that strategic plans and goals are widely disseminated to library
departments and employees. After a series of discussions, held primarily during the spring and