 Last
updated:
September 9, 2003
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Institutional Capacity
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INSTITUTIONAL CAPACITY: INTRODUCTION More than a decade has passed since the last full review of the Libraries. Although attempts have been made to incorporate assessment of the Libraries in WASC reaffirmation visits to Pomona College in 1992 and Claremont Graduate University in 1993, this approach has proved to be less than satisfactory. A different approach is necessary not only to examine how the Libraries contribute to the mission of The Colleges, individually and collectively, but to address the issues of where we should focus our efforts and how we should direct and manage our resources for the future. From a broader perspective, changes in governance are also behind the desire for a substantive review of the Libraries, a unit of the Claremont University Consortium (CUC). CUC became a separate entity in 2000 with a formal corporate separation from the former Claremont University Center that also had included the Claremont Graduate University. CUC remains the central coordinating and support organization for The Claremont Colleges. CUC, an educational support organization, now has a Chief Executive Officer and governing board. The CUC Strategic Plan, adopted by the Board in 2000 (Exhibit A2) includes as one strategic goal for its 28 services and programs to "Enhance Service Quality." A direct result of that goal is development of a plan and processes for assessment of all CUC services. Maintaining sustained, meaningful engagement with The Colleges presents a significant challenge for the Libraries. For many years, The Colleges' administrators have reflected upon the concept of a central common library system shared by all of The Claremont Colleges. The dedication of Honnold Library in 1952, was viewed by Harvey S. Mudd as "the most significant event in the history of Claremont College [marking] the fulfillment of a prime objective" of the founders of The Colleges. Mudd saw the central and common library as one of the keystones to the plan for the Associated Colleges. The Agreement Regarding The Honnold Library for The Claremont Colleges (1971 and 1991 Addendum on Ownership and Responsibility for Property), the most recent iteration of the library operating agreement, describes the library's purpose: "To serve the library needs of students and faculty members, The Claremont Colleges have established a system of libraries which are centrally administered with a unified budget, known as the Honnold Library for The Claremont Colleges [Libraries of The Claremont Colleges]. The member institutions have agreed through this central library system to provide and maintain library facilities and services capable of supporting instructional and research programs such as are found in universities of comparable size and scope." We continue to be inspired by the ideal of the central and common library serving all of the member institutions. At the same time we recognize the difficulties of communicating with, and fulfilling the expectations of seven very different and independent institutions. The complex nature of The Claremont Colleges mitigates against the kind of close relationships one would expect to find on a single campus. The Libraries, like all units in CUC, serve all The Colleges but belong to none. This issue is central to understanding the organization of The Claremont Colleges. In the case of the Libraries, it is evidenced, for example, by college administrators indicating they do not know enough about the Libraries' service levels, digitization plans, resources, and the like; by new academic programs being developed without consultation with the Libraries, often resulting in insufficient local materials to support teaching and research; and by each college making plans to develop its own digital library, not thinking of the Libraries as the local expert in managing information resources. Four areas where we have determined a need to strengthen services and programs are included in our strategic plan. These four concerns were identified through feedback from our users over several years as well as through discussions with library staff. Our staff have been particularly interested in areas that affect their ability to deliver services of the highest quality, present challenges, and offer the potential for professional growth and job satisfaction. Our first concern is the Libraries' ability to develop book, journal, and other collections that reflect changes in curriculum and that are comparable to those of other libraries that support premier undergraduate and graduate programs. The second area involves strengthening collaboration with faculty to enhance learning. The third area focuses on how well we meet the needs of our students and faculty for spaces for study, research, collaboration, and reflection. The final area focuses on our continuing development of a digital library. These four areas form the basis for a thorough self-evaluation, and a thorough evaluation by the external review team. The areas were selected for in-depth examination for several reasons:
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