Mission

The George T. Harrell Health Sciences Library is central to the provision of biomedical information resources and expertise in support of the education, research, patient care, and community outreach missions of the Penn State Hershey College of Medicine and the Milton S. Hershey Medical Center.  The library creates and sustains a stimulating learning environment for the students, staff, faculty, and patients by providing high quality services, facilities and information resources in all formats.

Vision

Your gateway to biomedical information; integrating discovery, research, education, service, community outreach, and patient care.

Values

The Harrell Health Sciences Library is committed to:

• Intellectual freedom
• Equitable access to resources
• Superior service
• Agility and responsiveness
• Leadership
• Collaboration
• Diversity
• Stewardship of collections and resources
• Patron confidentiality and privacy
• Excellence in professional practice
• Scholarship in librarianship and related fields

Overview

The Harrell Health Sciences Library has undergone a number of major changes over the last three years.  Two library faculty and a new Director were hired; the ground floor of the library was converted into offices to support Medical Education and Academic Computing; space on the second floor of the library was identified for renovation into a new simulation laboratory, and this in turn is driving a complete rethinking of how the library will function and deliver services and resources in the future.  With the second floor of the library being re-purposed we will compress collections, services, staff and operations into the remaining first floor space.  In addition, the library now reports up through the Dean of Libraries for Penn State.  This provides an opportunity to leverage our collection dollars to maximum effect as well as take advantage of systems such as the SIRSI catalog, the SFX link resolver and the Illiad interlibrary loan software. The library continues to report to the Vice Dean for Educational Affairs with the budget originating from the College of Medicine. 

Because of the dual reporting structure and the budget line, the library must take into consideration the strategic plans for both Penn State Hershey and the University Libraries.  The library supports all four of the primary missions outlined in the Penn State Hershey Strategic Plan; Academic, Research, Clinical and Community Outreach.   Although the library supports all four missions, it is specifically addressed in the Penn State Hershey Strategic Plan under Academic Goal I:

To develop a “state-of-the-art” education environment that will serve the learning needs for students, faculty and the community;

• Objectives B:

To construct a Clinical Skills and Simulation Laboratory that encompasses the technical and information resource systems needed for the College to advance and demonstrate excellence in education; and

• Objective C:

To increase the integration of Library resources and services with COM and HMC teaching/research/patient systems such as ANGEL, Connected, electronic repositories and other mechanisms. 

The Harrell Library Strategic Plan integrates the above goals and objectives while using the University Libraries Strategic plan as a template to guide content, structure and direction.  

Environmental Scan (SWOT - Strengths, Weaknesses, Opportunities & Threats)

Libraries are experiencing a fundamental change in how they provide, purchase, access, and use information.  All our long-standing beliefs and assumptions are being challenged, often in ways we are struggling to understand.  Delivery of information resources is becoming transparent.  Users are unable to distinguish where their information comes from and who provides the content; whether it’s provided by the library through a license agreement or free as the result of a Google search.  Traditional publishing structures are in flux and open access publishing is creating competition for the commercial publishers.  The Federal Government has mandated submission of NIH supported research publications into the PubMed Central repository, a free digital archive of biomedical and life sciences journal literature.  Medical libraries are accelerating the process of making the shift to more accessible online access, especially for journals.  Costs for journals, regardless of format, continue to increase at rates far above normal inflation. The shift from ownership to licensing content has implication for long-term archival access.  Many health sciences libraries are experiencing a reduction in stack space for alternative uses or re-purposing library space to better meet the needs of their user populations.  Copyright and Fair Use issues are becoming increasingly complex in the digital world.  In addition, over the next 10-15 years the profession will see high numbers of skilled and seasoned library administrators retire as the baby boomers age.  These challenges offer libraries and librarians an unprecedented opportunity to reinvent their institutions and themselves, embracing the new information paradigm, while retaining the best of the past. 

We need to keep abreast of trends in new technologies and plan with our users in mind.  It is important that we are aware of changes within our institutions, at the state level and at the national level.  These policy decisions can and do have an impact on what we do and how we do it.  Reduced grant funding as a result of flat NIH budgets, changes in scholarly publishing, (i.e. the mandated submission of NIH supported research publications) and imposition of new laws such as HIPPA, all influence how we can contribute to our organizations most effectively.  We need to continue to recruit and retain skilled staff and professionals.  And most importantly, we need to acquire skill sets other then those traditionally attributed to Librarians (i.e. Bioinformatics, Web design, Marketing etc...).  As new roles for librarians emerge, these new skill sets will allow us to better leverage our expertise as information managers, sense-makers, educators and content creators and providers. 

To better understand our local circumstances and identify priorities for the next five years, library faculty and staff engaged in an environmental scan using the SWOT technique, identifying a list of issues under each of the headings; strengths, weaknesses, opportunities, and threats.  As a result of the analysis, a number of broad areas of focus emerged. 

These areas reflect both internal and external influences. Change is being driven by technological innovation, political and economic priorities and necessities, as well as the changing culture and demographics of our community.  We have aligned the areas of focus identified through this process with the five areas of strategic focus outlined in the University libraries 2008-2013 strategic plan. These areas of focus also dovetail into the strategic goals and objectives included in the Penn State Hershey Strategic Plan.  We explicitly address budgets and financial sustainability in the section titled Agility.  It is important we recognize the need to effectively manage our budget, while also adequately supporting the services, resources and staff necessary to achieve our goals and objectives as they pertain to Penn State Hershey’s mission and vision.

While we are moving to an access model based on online delivery of information -- the concept of “library-as-state-of-mind”; it is also important to recognize that the “library-as-place” concept continues to have value.  Quoting Freeman, “The library is the only centralized location where new and emerging information technologies can be combined with traditional knowledge resources in a user-focused, service-rich environment that supports today’s social and educational patterns of learning, teaching, and research.” [1] 

Strategic Plan:  FY 2008–2013

Services

Goal 1 – University Libraries:

The University Libraries will meet the needs of current and future students and faculty through enhanced services that inspire learning and enable the discovery of information resources.

Priority – Harrell Health Sciences Library:

We will enhance learning through the provision of a state-of-the-art learning environment.

Strategies:
 

1.1  Create a welcoming physical environment designed to support discovery and learning through the integration of technology, information resources, and services, taking into consideration the impact of re-purposing the second floor into a simulation laboratory and incorporating the concept of a Learning Center. 

Tactics:

• Reconfigure the first floor of the library creating a balance between collections, study areas, staff areas and service points.
   
• Purchase and install compact shelving, consolidating remaining print collections.
   
• Reconfigure study areas using the compact shelving to create quiet zones, acquire additional furniture as needed.
   
• Acquire 12 additional public-use PC’s when funding is available.
   
• Update the library book security system.
   
• Construct an additional staff office on the first floor and relocate staff currently housed on the second floor.
   
• Continue to provide patient/community access to library resources and public access computers.
   
• Improve signage.
   
• Continue to plan for the Phase 2 renovation of the library to include: the installation of a consolidated, centralized service desk; the construction of a gathering /lounge space at the entrance of the library; and the reconfiguration of staff office space for better utilization of existing space. 

1.2  Continue to leverage our expertise and build instructional partnerships within the COM in support of the curriculum.

Tactics:

• Integrate EBM training into the medical curriculum years 1-3.
   

• Seek out opportunities to integrate information literacy, knowledge management, and informatics skills throughout the COM curriculum.
   
• Participate in LCME, JCAHO and other accreditation reviews as appropriate, ensuring compliance with requirements.
   
• Seek to have at least one library faculty member serve on a CUMED committee at Penn State Hershey.

1.3  Maintain relevant library services and develop new service models designed to address changing patron needs and expectations.

Tactics:

• Design, develop and implement a new Library Liaison Program intended to increase interactions with Penn State Hershey faculty, clinicians, staff, students and administration.
    
• Continue to build and expand the Harrell Library Education Program with an emphasis on patron needs and demand.
   
• Migrate to the Illiad Document Delivery System, integrating with existing library systems to improve service.
   
• Explore opportunities to partner with the new Simulation Laboratory/Learning Center to integrate EBM and informatics skills into the overall simulation experience, emulating patient-centered evidence based care.

1.4  Support clinical information needs and support lifelong learning.

Tactics:

• Promote copyright and open access information literacy through outreach and training.
   
• Sponsor an annual symposium targeting a significant information related topic identified by faculty, staff and students.  Copyright Symposium, Sept. 2008.
   
• Provide library orientation for new residents, incoming medical students, graduate and nursing students annually.
   
• Look for opportunities to integrate electronic information resources and services into COM and HMC teaching/research/patient systems such as Connected™, Angel and Mediasite.
   
• Re-design the Harrell Library Website utilizing a user focused approach emphasizing the delivery of collections, information resources, and services at the point-of-need.

1.5  Maintain and enhance our outreach role as a Resource Medical Library for the Middle Atlantic Region (Region 1/MAR) of the National Networks of Libraries of Medicine.

Tactics:

• Continue to participate as a full member in the DOCLINE ILL system.
   
• Participate in the planning and assessment activities of Region 1 through Library Director Membership on the Regional Advisory Committee and through staff participation on MAR committees and task forces.
   
• Serve as an information resource for the region, participating in outreach activities, offering training on NN/LM classes, and applying for funding through subcontracts to support these activities where appropriate.

Strategic Indicators:

• Assess overall user satisfaction with library services and resources.
• Assess the effectiveness and impact of our instructional program based on student and faculty feedback.
• Track and analyze usage of library services and resources.

Collections

Goal 2 – University Libraries:

We will develop excellent collections and information resources in support of scholarship and research worldwide, while promoting new models of scholarly communication based on the developing Cyber-infrastructure.

Priority – Harrell Health Sciences Library:

We will leverage available dollars to enhance existing collections and expand access to resources in multiple formats through collaboration with University Libraries, effectively supporting the educational, clinical and research missions of Penn State Hershey.

Strategies:

2.1    Further develop our partnership with the University Libraries to broaden our resource base and extend access across all Penn State campuses. (See Appendix A)

Tactics:

• Identify and negotiate new collaborative agreements for access to additional affordable electronic resources in support of interdisciplinary programs in health and life sciences and other cross-campus initiatives.
   
• Explore opportunities to purchase electronic journal back-files as they become available.
   
• Proactively adopt systems and practices, such as the “I Want It”, SFX linking,  ILLIAD and the SIRSI ILS that promote seamless access for our users to resources across all of PSU.
   
• Actively engage in decision making groups that impact collection development across Penn State, i.e., collection development committees, selectors groups, and on listservs, wikis, blogs, etc.

2.2    Continue the transition to a primarily electronic collection that will be accessible “anywhere anytime” for our users.

Tactics:

• Build the collection of books in electronic formats.
   
• Transition to using approval plans in order to streamline the selection and acquisition processes.
   
• Purchase new journal titles in only an electronic format.
   
• Participate in more site license agreements with UP, through PALINET, etc.
   
• Digitize archives documents/ catalog digital learning objects.
   
• Participate in the ongoing Google digitization project as appropriate.
   
• Add relevant resources in multimedia formats, targeting those that would enhance and support the SIM lab experiences.

2.3  Build a stronger local, national, and international reputation for collaboration.

Tactics:

• Increase participation in worldwide systems such as OCLC, WorldCat, DOCLINE, Google, by entering more complete holdings information for electronic resources.
   
• Partner with library in Serbia by sending them our print holdings duplicated by electronic coverage.
   
• Participate in national and international associations and their units that focus on collection development policies and practices, such as the Medical Library Association, the National Library of Medicine, as a Resource Library in the National Network of Medical Libraries.
   
• Develop better mechanisms of branding and marketing the Harrell Library as the source for providing access to electronic resources to various user groups.

2.4    Further integrate use of Harrell Library resources into the education, research, and patient care environments both at Penn State Hershey and across Penn State as a whole.

Tactics:

• Distribute information about and gather feedback/input for improved collection development through the Liaison Program.
   
• Build communication about the collection resources and services through the CUMED.
   
• Further investigate and implement when possible companion systems that integrate use of library resources with the Connected system.
   
• Promote links to library web site from departmental Web sites.
   
• Continue the promotion and collaboration with research and the NIH open access initiative. Maintain the Penn State wide NIH Public Access Policy webpage designed to support the mandated NIH open access requirements.
   
• Provide relevant “point of care” resources to support patient care and medical education.

Strategic Indicators:

• Investigate and track overall user satisfaction with the library collections.
   
• Continue to review collections expenditures balancing current needs with available funds.
   
• Monitor use of print and electronic collections.
   
• Benchmark Harrell Library collections and services with AAHSL statistics and other medical library standards.

Information Technology

Goal 3 – University Libraries:

We will pursue strategic partnerships to develop and implement innovative information technology services and systems.

Priority – Harrell Health Sciences Library:

We will collaborate to develop and support a “state of the art” technology infrastructure that is nimble, flexible, secure and robust to meet the changing needs and expectations of our users.

Strategies:

3.1  Improve Access to resources

Tactics:

• Redesign the Harrell Library Web site employing a user driven, knowledge commons approach, incorporating Web 2.0 technologies where appropriate. (RSS, Wiki, Blog etc.)  Use the Penn State Hershey selected CMS to host and manage the website (Alfresco).
   
• Design a Library icon for distribution via email for the purpose of marketing the Library and its resources.
   
• Create a database that warehouses digital learning resources created at Penn State Hershey utilizing the Content-DM software.
   
• Implement Illiad Interlibrary Loan/Document Delivery software, aligned with the existing implementation by University Libraries.
   
• Implement SFX link resolver software, aligned with the existing implementation by University Libraries. (user service that enables access to all licensed journals down to the article level from searched databases)
   
• Support PDA use through the provision of courses teaching patrons how to utilize them in their daily personal and professional lives.
   
• Continue to upgrade equipment, computers, peripherals and software as needed to support evolving patron needs and staff productivity. (i.e. photocopiers with scanner capabilities, wireless support for handhelds, etc.)
   
• Utilize new technologies as they become available to improve and simplify information discovery and delivery.

3.2  Improve technology support

Tactics:

• Recruit a Faculty Librarian for the proposed Knowledge Integration/Emerging Technologies position.  Seek budget support in FY 09/10 fiscal year.
   

• Provide addition IT support for both staff and patrons through staff training and increased awareness of current support services both at Hershey and University Park.
   
• Improve staff/faculty technical knowledge, skills, and abilities through professional development and training opportunities, incorporating goals and objectives into the annual review process.
   
• Provide baseline support for patrons requiring assistance with online library materials utilizing the Library Liaison Program as a point of contact.
   
• Seek IT support to enable WiFi access to handheld computers and other mobile devices. (Palm T|X, etc.)
   
• Implement Web 2.0 technologies to support Library users’ needs.
   
• Develop skills needed to support the Alfresco CMS.
   
• Develop online tutorials on the use of various library resources and databases to ensure stable support of Harrell Library technology needs.
   
• Explore options for information delivery in the automated patient record system, Connected™.

3.3  Develop strategies that will enhance relationships between the Harrell Library, Penn State Hershey IT, University Libraries and ITS in order to eliminate barriers and improve access to information resources across all campuses. (See Appendix B)

Tactics:

• Seek input from faculty/clinicians/staff and student by using online surveys and focus groups to inform the discussion.
   
• Continue participation on the COM Student IT Committee.
   
• Work with University Libraries, ITS and Penn State Hershey IT to enable single username and password access to online resources for library users reducing barriers to access and discovery. (Identity Management issues)
   
• Ensure Harrell Library is included in all discussions and decision making related to review of existing digital information systems and identification of next generation library applications and services.
   
• Partner with University Libraries, ITS, Penn State Hershey IT, as well as with faculty and other institutions, to investigate and develop Cyber-infrastructure that supports large scale, collaborative e-science.
   
• Participate in developing a Shared Digital Repository (SDR) through our relationship with University Libraries and their membership in the CIC.
   
• Actively participate in decision making groups that impact Information Technology and infrastructure across Penn State, i.e., Hershey IT, DLT and ITS committees, and on listservs, wikis, blogs, etc.

Strategic Indicators:

• Evaluate user satisfaction with online services and resources.
   
• Explore user perceptions of infrastructure, access, barriers, and ability to provide technical support.
   
• Successful implementation of new and existing information applications and systems.

Diversity

Goal 4 – University Libraries:

We will embrace diversity in thought and culture to promote the free expression of ideas among all members of the Penn State community.

Priority – Harrell Health Sciences Library:

We will foster diversity and nurture human resources.

Strategies:

4.1  We will strive to maintain and enhance a welcoming climate that promotes equitable access, civility, and respect.

Tactics:

• Continue to recognize the need to be aware of cultural differences and disabilities when designing services and resources.
   
• Collaborate with Student Diversity groups to provide a forum for sharing information.
   
• Support, through faculty release time, the language Interpretation Services provided by the Hershey Medical Center and affiliated clinics.
   
• Continue to support the initiatives of the Deans Council on Diversity and Penn State's "A Framework to Foster Diversity: 2004-2009".

4.2  We will provide professional development opportunities for all employees, enabling them to assume new roles and develop expertise required to serve a diverse population.

Tactics:

• Provide funding and release time for faculty and staff to support professional development and training opportunities.
   
• Cross train staff to encourage the acquisition of new knowledge, skills, and abilities while also creating a more flexible workforce.  Maximize the use of existing talents.
   
• Create opportunities for all library employees to advance a shared, inclusive understanding of the value of diversity to our culture and workplace.

4.3  We will strengthen and sustain processes that encourage the recruitment, hiring, and retention of a diverse library workforce at all levels.

Tactics:

• Partner with both University Libraries HR and Penn State Hershey HR to ensure hiring practices support and reflect our values.

Strategic Indicators:

• Participate in employee satisfaction and workplace climate surveys.
   
• Monitor employee demographics for recruitment and retention.

Agility

Goal 5 – University Libraries:

We will be an agile organization that proactively addresses the changing needs of our patrons and employees.

Priority – Harrell Health Sciences Library:

We will be an agile and responsive organization, continuing the role of library as central to achieving the missions of Penn State Hershey, consistent with the vision of the founding Dean, Dr. George T. Harrell. 

Strategies:

5.1  We will emphasize workforce development and training programs to improve knowledge, skills and abilities to better serve our patrons.

Tactics:

• Reorganize the library to create a flatter team-oriented structure, eliminating silos, encouraging cross-training and outreach to better serve our patrons.
   
• Review and update all library faculty and staff job descriptions to reflect current practices and the reorganization of the library. (see Org. Chart, Appendix C)
   
• Provide funding and release time for faculty and staff to support professional development and training opportunities.
   
• Support staff development opportunities focused on technical skills, enabling a broader understanding of technology and to generate ideas for technological innovations.
   
• Seek out opportunities for faculty and staff participation on committees at the college, campus and University levels.

5.2  We will manage and use our resources responsibly and efficiently with a focus on long-term fiscal sustainability.

Tactics:

• Re-allocate resources as necessary to maximize collection expenditures while continuing to develop and provide state-of-the art services and online resources.
   

• Identify and pursue grants, contracts and other funding opportunities.
   
• Work with the Penn State Hershey University Development and Alumni Relations office to develop a campaign designed to build a library targeted endowment.

5.3  We will promote and market library services and resources, both internally at Penn State Hershey and across Penn State University, and externally to our partners and community.

Tactics:

• Design and develop a marketing program to improve visibility and increase use of library services and resources.
   
• Create a library logo designed to improve “brand” recognition.
   
• Utilize the Library Liaison Program to promote library services and resources through outreach.
   

• Work with the Library Advisory Committee to communicate initiatives, issues, and garner feedback and support.   
   
• Incorporate marketing and promotion into the new library website design.
   
• Maintain and update promotional material on a regular basis.
   
• Design and publish an online library newsletter using Web 2.0 technology.

5.4  We will strengthen and improve our assessment programs to measure outcomes and impact of our services and resources.

Tactics:

Strategic Indicators:

• Increased participation in staff development/training programs.
   
• Utilization of assessment outcomes to identify new services and/or improve existing services and resources.

Appendices

Appendix A: Accelerating the Transition to a Digital Collection

Excerpted from:

The University Libraries Strategic Plan 2008/2009 – 2012/2013

The University Libraries are a geographically dispersed collection and are guided by the principle that no matter which campus students attend, nor where faculty members reside, they should have equitable access to all library resources. A student at Penn State Erie should have access to the same resources as a student at Abington, University Park, or a student taking classes online. Likewise, faculty should have access to resources for teaching and research at the point of need. Therefore, the Libraries view the transition from primarily print to primarily digital collections as its main collection development strategy. To date, with the aid of funding from information technology student fees, the Libraries have internally managed the conversion from predominantly print to a large and growing variety of electronic databases and digital resources while remaining sensitive to the maintenance of the traditional print and special collections that represent the mainstay of many areas of research and scholarship. Nevertheless, even with the infusion of IT funding to support central licensing of electronic databases for all Penn State campuses, and attempts to maintain a base level of internal funding to support dispersed print collections, the current collections funding model cannot sustain adequate development of information resources in an age that requires accelerating the transition to digital collections.

The declining value of the dollar and inflation in the publishing industry for both print and electronic resources places pressure on the budget for library materials that is unlike any other.  While the Consumer Price Index has risen between 1.6% and 3.4% each of the last ten years, library electronic journal and database costs have risen between 7% and 12% each year. When coupled with the falling dollar, the ability of the Libraries to purchase new or convert to electronic resources is significantly declining over time. In addition, the collections budget continues to erode because of increasing licensing costs for currently held e-journals and databases. Budget recycling also will exacerbate the problem because the Libraries cannot continue to meet recycling goals from faculty and staff salaries alone without damaging the ability to provide the services necessary to support access to and use of our collections. Nor is budget recycling alone likely to provide the funds to accelerate the transition to electronic resources when it also must support the Libraries’ new strategic initiatives in building the Cyberinfrastructure needed to advance online collections and services. 

The prevalence of interdisciplinary and collaborative research, along with new and developing programs in nursing, life sciences, homeland security, international affairs, computational science, and medicine, create a critical need for access to current journal literature anywhere, anytime. Reallocation within the collections budget alone cannot meet the needs of Penn State faculty or student expectations. In response to the most recent LibQUAL+™ survey of user satisfaction with the Libraries, Penn State students and faculty were consistent in stating that, “we need more electronic journals and more databases.” In 2008, and beyond, the ability to access the content in electronic journals and databases is a necessity, not a luxury. Shifting funds from the print to the electronic side of the collections budget alone will not sustain the fiscal resources necessary for the Libraries to support an advanced curriculum and keep the University competitive.

The University Libraries have made a strong commitment to the transformation from a print collection to one which is primarily electronic. It is actively working to reallocate collection dollars based upon University priorities in new and emerging disciplines. In order for the conversion to digital collections to continue and to accelerate to keep pace with curricular and research needs, additional funding is required. Librarians have compiled a list of resources that faculty and students want which totals more than two million dollars (base budget). To help address this need, the first year of funding for any strategic investment funds returned to the Libraries, regardless of the amount, would be allocated toward accelerating the transition to digital collections. During years 2 through 5, funding would be allocated across Collections, the Knowledge Commons (Appendix B), and Cyberinfrastructure (Appendix C) based on the needs and best potential for impact. (original document)

Appendix B: Cyberinfrastructure, e-Content, and Data Stewardship

Excerpted from:

The University Libraries Strategic Plan 2008/2009 – 2012/2013

The Cyberinfrastructure, e-Content, and Data Stewardship program is a collaborative effort between the University Libraries and ITS to support the emerging content and data management requirements of e-science and e-research. Future access to digitally based research data is critical to maintaining the scholarly record. Our goal is to build on existing services and infrastructure in both organizations to provide a cohesive suite of access, security, discovery, preservation, curation, repository, archival, and storage services for born digital data. We will standardize on services and approaches that extend benefits beyond the needs of e-science and that can be applied equally to digital content stewardship in areas such as digital library collections, electronic records, and Electronic Theses and Dissertations. The program will require investments in new services and infrastructure to keep Penn State competitive for faculty and future research funding.

E-science or e-research is typically defined as collaborative, distributed, large-scale, and data intensive.  The enabling technical infrastructure, including high performance computing and networking, has become more persistent at research institutions. Long-term stewardship of the outputs of the computational sciences is recognized as our next challenge. The emergence of this research has begun to force changes to the traditional scholarly communications model and require attention to how this data is integrated into the formal scientific literature and scientific collections. Our development of this program recognizes increasing expectations from the National Science Foundation and other funding agencies for program applicants to provide a sustainable data management plan, including the provision of open access to data. This program for Cyberinfrastructure, e-Content, and Data Stewardship will provide Penn State’s researchers with scalable services to meet these requirements and remain competitive for funding.

The Libraries and ITS now estimate the initial cost of this program to be at least $2.2M over five years, and the expenses to be shared roughly equally by both. Both the Libraries and ITS budgets include requests for strategic investment funds to support the development of this program. Both organizations will also support the program through reallocations of staff and re-descriptions of positions following retirements. With our own strategic services in place, we will be better positioned to pursue collaboration with other institutions as well as pursue external funding for the development of this program.

The activities and milestones outlined here for the first three years of this new program are clearly tentative since much of our initial efforts will consist of needs assessments in different areas, which, combined with some initial prototyping, will enable us to set more concrete directions and strategies.

The first year, 2008/2009, will entail development of a governance model, targeted needs assessments, some initial service and infrastructure prototypes and pilots, as well as some strategic hiring to enhance our expert teams. The major expense in this year will be for new hires in the Libraries and in ITS-Digital Library Technologies (DLT) that will oversee major elements of the planning, and these will be supported primarily through internal reallocations.

In the second year, 2009/2010, we will collaborate with specific researchers or communities to test and refine some initial services around data collection, storage, and access, including social science and science data. The projected expenditures for this year will include major staffing investments, possibly including data curators/archivists and metadata/documentation experts in the Libraries, new systems developers in DLT, and one new graduate research assistantship in both organizations. Significant investments in new storage infrastructure will be made by ITS.

In the third year, 2010/2011, we expect to have in production fully functional services for some specific data types and services supporting ingest, access, and resource discovery. By this year, we should aim to have basic infrastructure in place that would allow us to seek external research funding for future experimental developments. However, by the third year, we can state planned outcomes only provisionally. The projected key investments in year three include new subject experts and service managers to coordinate the program’s operations, digital preservationists/technologists, and documentation/metadata experts in the Libraries. ITS proposes to expand significantly their investments in storage infrastructure through strategic investment funds.

We anticipate that this program plan will develop iteratively as we conduct targeted needs assessments and complete initial phases in the first two years. Activities in years four and five will build on the results of the first three years and should expand the program’s capacity to support research across the University. By academic year 2012/2013, our Cyberinfrastructure, e-Content, and Data Stewardship program, developed jointly by the Libraries and ITS, will enable the University to manage and preserve the data created by e-research, and to remain competitive for top faculty and research dollars.