Access to and use of appropriate library materials and resources are critical parts of the teaching and learning process. USC Columbia intends to ensure that students, faculty, and staff have access to appropriate and adequate library resources by determining usage of library materials through regular assessment of the quality and use of library resources and services.

Educational effectiveness goals and objectives include:

1. Understanding the expectations of those we serve and improving the services we provide;
2. Developing user-focused products and services and educating users in the most effective and productive use of those services;
3. Developing a team of motivated professionals who understand and practice a philosophy of public service that is focused on customer satisfaction;
4. Provide an exceptional workplace and environment that attracts, develops and encourages employees who are enthusiastic and will achieve high levels of productivity;
5. Making full use of available resources and aggressively pursue new ones;
6. Building and maintaining high quality support that increases the productivity of the entire University.

Multiple assessment methods used:

1. An on-going facilitated strategic planning process involving all employees of the library at every level;
2. A formal library users survey conducted on a semi-annual basis;
3. Information solicited from the Faculty Committee on Libraries;
4. Attendance by library staff at academic unit's faculty meetings to solicit input and raise the profile of the libraries in service to the academic community;
5. Focus groups from a variety of the libraries' constituents;
6. Group discussions among staff using facilitation techniques to bring out information from front line workers;
7. Teams and task forces made up of a cross-section of employees from all departments;
8. Open meetings addressing specific areas of library service encouraging review from a variety of perspectives.

All assessment tools are working well. Especially important is the semi-annual user survey which asks the questions: what is the library doing well and in what areas does the library need to improve. The survey also ask what is the library not doing that it needs to do. Information obtained from the survey and other assessment methods is thoroughly discussed. Key factors were openness in discussions, assurances that all ideas are welcome, and the careful recording of information from each type of assessment activity. Detailed discussions between administrators and support staff resulted in documents throughly documenting what is working, what is not working, what needs refinement, and what needs to be investigated.

Results:

The Library has a comprehensive strategic plan with goals and objectives spelled out in detail. The strategic plan contains a Unit Assessment Plan which details how attainment of goals will be measured and list criterion levels. Each area within the library has recorded assessments, plans, and visions in a "Models of Service" document. The strategic plan and the "Models of Service" documents are made available to all library employees for discussion, feedback, and action. That all staff had input into the documents has considerably enhanced commitment among employees in putting plans into action. That all staff have access to all documents has increased awareness of the effects of each area's work on other areas and increased understanding of the potential effects on the library's service.

A few specific examples of improved service resulting from assessment activities:

1. Planning and soon implementing a proxy server that will allow for remote access to library databases from off campus locations;
2. Acquisition of Web of Science and Lexis Nexis databases for the Columbia campus;
3. Task forces actively investigating enhanced document delivery services;
4. Installation of a second multi-media classroom in the Thomas Cooper Library;
5. Greatly enhanced working relationships and appreciation of interdependence and teamwork as the foundation for services to constituents.

Innovative approach:

1. This assessment is innovative in its approach. The use of trained facilitators resulted in improved communications in meetings and clear methods to set directions and prioritize. The involvement of all staff is crucial to obtaining comprehensive information, making informed decisions, and promoting commitment. The dissemination of all information to all staff is crucial to building trust and allowing ideas to flow freely.
2. The approach can be used in any organization committed to open communication with a willingness to learn new techniques for generating ideas and information. The organization must also value the work and ideas of all employees and communicate this value to the employees.