William B.

Eager Memorial Library Strategic Plan, 2011

Erin Clark, Jeanne Kliewer, Karen Seong, Sara Bystrom, and Virginia Dodier

Table of Contents

Executive Summary Strategic Plan Organizational Profile Overview The Organization Guiding Values Mission Preparation and Planning Library Management Team Planning Factors Current Reality Environmental Scan SWOT Analysis Organizational Performance Gap Analysis New Priorities Strategic Profile Future Vision Strategic Initiatives Action Plan Strategic Initiatives Performance Management Contingencies Concluding Remarks Appendix: Summary Report of Team Project Activities

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Executive Summary

The William B. Eager Memorial Library of the Castor Institute of Art (CIA) has experienced tremendous growth as student enrollment has increased in the last decade. In an effort to accommodate the changing needs of students and faculty, the library is upgrading its digital services. The purpose of this strategic plan is to explain the necessary steps to accomplishing the optimal result of providing the most up-to-date services to benefit the school and library alike. The initiatives include: Digitize and upload senior theses. This will increase access to student work dating back to 2001. Some of the theses include portfolio images in slide form while more recent works are stored on CD-Rs. Online accessibility of digitized student works will showcase the talent of CIA students to the public and can be used to serve as a reference for current and prospective students. It is our goal to preserve student works digitally and enhance access to the librarys resources. Redesign and update the Library Website. This is equally important, because the improved web site will host among other things the newly digitized senior theses. Moreover, the redesigned website will contribute to increased visits and overall web traffic to the librarys site. Without updating the current site, the library will not be able to share its valuable resources effectively. Regularly updating the website and implementing changes according to feedback from students and faculty will make the website a greater asset to the school and the library. By going forward with this strategic plan, the library wishes to make good on the promises stated in our mission statement and guiding values. In addition, by expanding the boundaries of library services to go beyond lending services, it will increase the librarys visibility. This 18-month project will begin in mid-2012 and be usability tested on the 12month mark (mid-2013) to make necessary adjustments until the official launch at the end of 2013.

Strategic Plan: Goals and Objectives

Recognizing the need to move quickly, the library strategic plan team has identified two goals, each with two objectives, to be achieved in an 18-month period.

Goal 1: Digitize and upload senior theses

Goal 2: Redesign and update library website

Objective 1: Improve online access to library services and collections

Objective 1: Improve access to student work

Objective 2: Preservation of ephemeral materials

Objective 2: Improve library visibility and web presence

Organizational Profile

Overview
Established in 1969 by Dr. William B. Eager in Beaverton, Oregon, the Castor Institute of Art (CIA) is one of the leading art schools on the west coast. Over the last ten years, CIA has experienced a tremendous growth of over 50 per cent in student enrollment. All departments, including the William B. Eager Memorial Library, are tasked with building on current success, maximizing delivery of services to CIA students and faculty, and extending outreach locally, nationally, and internationally.

The Organization
The library serves 450 students, 30 faculty members, and 25 administrative and support staff members. Since CIAs enrollment has increased so drastically, the library is challenged to serve more people with staffing remaining at the same level. The library staff consists of: No. 1 1 1 8 Title Library Director Assistant Library Director Technical Services Librarian (new position) Work-Study Students Hrs./Week (ea.) 40 40 20 5

The library also relies on the assistance of CIA administrative staff including: Personnel / HR Manager Development and Marketing Officer The library also works with contractors and consultants including the schools Web Technologies Consultant.

Guiding Values
The William B. Eager Memorial Library is guided by the following values: We connect people with knowledge to support their personal creative pursuits. We use knowledge to help create life-long learners. We help our students gain researching skills to become informed and passionate citizens. We provide our community with the best services and information resources. We provide materials online to share our faculty and student talents with the academic community and public. We encourage connection and involvement through providing open access to materials for local, regional, and international communities.

Mission
The William B. Eager Memorial Library supports the curricular, creative, and research needs of the Castor Institute of Art community. It provides students with the tools needed to prepare for professional careers, become life-long scholars, to use information with integrity, and to practice curiosity and determination in all areas of knowledge seeking.
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Preparation and Planning

Library Strategic Plan Team:

Karen Seong, Library Director Oversees project planning and implementation Recruits and hires personnel (with Personnel / HR Manager) Prepares budget requests, writes grants (with Development and Marketing Officer) Sara Bystrom, Assistant Library Director Volunteer coordinator Staff trainer Virginia Dodier, Personnel / HR Manager Recruits and hires personnel (with Library Director) Manages project schedule Jeanne Kliewer, Development and Marketing Officer Prepares budget requests, writes grants (with Library Director) Promotes website Erin Clark, Web Technologies Consultant Redesigns website Advises on digital technology
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Planning Factors
Need to raise funds Budget requests Grant applications Need to recruit and train staff, work-study students and volunteers 1 half-time Technical Services Librarian to maintain equipment, assign metadata, upload files, and work with the Web Technologies Consultant 8 work-study students to scan thesis documents and slides Volunteers to assist with scanning Need to update equipment Purchase scanner(s) for digitizing items o Canon DR 9080C or Fujitsu 6670 for scanning documents o Fujitsu 6770A or Epson Expression 1640XL for scanning slides o Bookeye scanners for books and manuscripts Need to update digital technologies Create a Flickr account Add a digital repository such as DSpace Need to improve website design Enhance navigability through tabs and pull-down menus Upload recently scanned items to the Library home page Include both search box and browse options Include a comment box Allow website visitors to create their own tags for images Web designer can work with students to create visually appealing backgrounds
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Current Reality

Environmental Scan
This strategic plan is the librarys proactive response to challenges affecting its delivery of services to a rapidly growing student body in a rapidly changing technological environment. The following is an outline of the situation which led to formulation of the strategic plan. Library resources and assets Personnel 2 full-time, 1 half-time staff positions 8 part-time work-study positions Collections More than 18,000 books, including reference Subscriptions to leading art databases, journals and serials Approximately 2000 senior theses (documents and slide sets) Equipment 20 online computer work stations for students 4 online computer work stations for staff 2 catalog-only computer terminals 2 photocopiers, 1 scanner, 1 digital camera Facilities 5000 sq. ft. on each of 2 floors Funding Operating, personnel and capital budgets guaranteed by the institution Special projects funded by grants Community outreach Active volunteer program Friends of the Library support group Web presence Website designed 2000, last updated 2005 Internal problems affecting library services

Understaffed Out-of-date computer hardware and software Out-of-date website limits outreach, visibility and service delivery
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External trends affecting library services

Increasing enrollment puts pressure on small staff Increasing competition with other departments for institutional funding Increasing competition with other institutions for grant funding Increasing student demand for enhanced virtual learning experiences Increasing student demand for access to national and international resources

Impact of strategic plan implementation

Collection: digitization of senior theses dating from 2001 to present Equipment: updated hardware and software for digitization project Funding: support for budget increase requests and grant applications Community outreach: volunteer opportunities Web presence: increased visibility for library and institution; improved services to students and community

SWOT Analysis

Positive
STRENGTHS Community support
Knowledgeable and experienced staff Steady growth of school and student enrollment Support of faculty and students A lot of student interest in participation Abundance of material to digitize

Negative
WEAKNESSES No consortium
Size of the library Limited resources/space Small staff Budgetary concerns

INTERNAL EXTERNAL

OPPORTUNITIES Opportunity to market our school by showcasing

student works More website visits Open source software available Marketing library while promoting student works Attracting future donors

THREATS Possible drop in enrollment

Students not using the website Website failure Not getting enough funding to replace computers and software. Time constraints 10

Organizational performance
Current status Senior thesis artwork is currently archived on slides and CD-Rs, which according to circulation statistics and polling of library employees are underutilized because students are unaware of them as a resource. Measured by: o Responses to user survey sent out last academic year

User survey also suggest that students and staff alike would be eager to look at past thesis projects and would be more likely to do so if these were digitized. Measured by: o Number of hits to new digitized collection compared to requests for senior thesis slide sets and CD-Rs.

Circulation and reference report low numbers of community members and local artists are actually using the library or even know that it is open to the public. There has been little effort in the past to spread the word about library access to community members. Measured by: o Number of guest library passes issued

Marketing could address this issue as well as gain CIA a higher profile, which would hopefully attract more potential students and funding. Measured by: o Number applications in academic year 2012-2013 compared to prior years o Number of community partnerships and donations

The library website has been reported to be antiquated and confusing by students. Historically, we have had someone work on web site design and navigation internally. Todays student is a savvier web user, so we will outsource the web design and usability part of the project. Our aim is to improve the website to be more intuitive and user friendly. Measured by: Conducting usability tests during construction of the new website Asking users to rate ease of use of both old and new sites on scale of 1-5 Number of hits website receives Length of time spent on website

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Thesis Usage Statistics

Academic Years
20062007 Usage statistics for slide sets and CD-Rs 12 20072008 22 20082009 14 20092010 33 20102011 28 20112012 26 20122013 n/a n/a 20132014

Community / Website Statistics

Key-__ =projected 20062007 Website visits Average time spent on website (minutes) No. of library guest passes No. of CIA Applicants 15,363 20072008 15,774 20082009 17,207

Academic Years
20092010 16,543 20102011 17,49 8 18 20112012 17,222 20122013 n/a 2013-2014 20,666 (20% increase) 25 (60% increase) 74 (100% increase) 771 (25% increase)

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Gap Analysis
The library houses the collection of past senior theses, which are available only for use within the library. Each thesis includes a paper and documentation of the artwork that was created in conjunction with the paper. Documentation of the artwork is on CD-Rs, from recent years, and in slide sets, from years back. The library hopes to scan the papers and slides and upload the digitized thesis files, going back to 2001. This totals 935 theses. The senior theses are a valuable resource to the CIA community as well as the art community at large. The library is hoping to increase access to the senior theses and increase website access by digitizing the thesis papers and slide sets. At the same time, the library will be revamping its website and hopes to increase use, since although the student population has grown web site use has remained stagnant in the last few years. Once the senior theses have been digitized and appropriate metadata assigned, they will be uploaded to a new version of the librarys website. Not only will this increase access to them for members of the school, but also members of the community at large.

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New Priorities

Strategic Profile
With a future growing increasingly digital, a majority of academic libraries maintain digital collections that encompass the work of their students and faculty, and websites that provide visitors with ease of use and a user-centered experience. In order to assert the web presence of our institution, the library is undertaking a shift toward a digital repository. The collection will consist of senior theses from 2001 to the present, chronicling the talents that have graced our school. The library will work with the Web Technologies Consultant to create a fresh display and interface for our website, which will advertise our new digital collection and improve the user experience. Work-study students and volunteers will scan thesis documents and slides and the Technical Services Librarian will assign metadata and upload files to the online collection. Through creating a new website and digital collection, the library hopes to share the work produced by our students and bring the school into the digital future.

Future Vision
The library will be strategically positioned at the intersection of art, design and information for generations to come. We will continue to serve our students, alumni, faculty, and staff, and extend our outreach to communities both local and virtual across the country and the world. We will provide accessible inspiration to maximize the creativity and meet the information needs of all our communities. As a result of these innovations, we will attract ever more talented students, more qualified faculty and staff, more supportive alumni and community partners, and make even more of an impact on visual culture at home and abroad.
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Strategic Initiatives
Background We have been consistently acquiring and cataloguing books and periodicals to support student curriculum, weeding dated and low-circulating materials to make space for more relevant titles as well as teaching information literacy to incoming students, providing databases via the library website. By enriching our website with more useful data, we are aiming to increase visits to the new website and provide more substantial materials for the visitors. When unveiling the new digital collection, we plan to redesign the website to facilitate the changes. The library will continue to provide students with these services while planning to upgrade our services to include more digitized materials with web accessibility.

Goal 1: Digitize and upload senior theses

We have counted 935 individual senior theses (papers, slides and CD-Rs) dating back to 2001. In order to accomplish this project in a timely manner, the half-time Technical Services Librarian plus the eight work-study students and an unknown number of volunteers will together dedicate at least 50 hours per week to scanning, assigning metadata and uploading. We will attempt to digitize 18 theses per week. Because it is our plan to rigorously digitize these materials, it would be important to purchase a more up-to-date digital scanner as well as computer hardware that could handle a terabyte of information and compatible software. SMART goal Specific: We will digitize and upload 935 senior theses at the rate of 18 per week. Measurable: In the next 18 months, theses will be digitized going back to 2001. Attainable: The work will take at least 50 hours a week. We will have 40 hours of student work dedicated to this and 10 hours from the Technical Services Librarian, plus an unknown amount of volunteer time. Realistic: This allows us to digitize the theses at the rate of 18 a week. Time: We will digitize 935 theses in 18 months.
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Objectives 1. Improve access to student work. Since the physical copies of senior theses do not circulate, people only have to access them on campus. Creating digital access would provide people with access anywhere. Since the older theses have documentation of the artwork in slide format, they are not really accessible to anyone, since that technology is outdated. They need to be transferred to a format that is usable today. 2. Preservation of ephemeral materials. Slides and CD-Rs can easily become damaged. Digitizing them will protect them.

Goal 2. Redesign and update the library website

In order for the digitized thesis collection to be utilized, the library needs to update the website to integrate the digitized collection. The most effective way to present the material will be to include a subset of the main website that allows for its own searching and browsing. This will hopefully draw attention to other resources on the library website and result in higher visitor statistics. This will also become a good marketing piece for the school in order to entice new students. SMART goal Specific: We are going to use an open source platform, such as Drupal. Measurable: Increase website use by 20 per cent. Attainable: The redesign will be done by the Web Technologies Consultant with the assistance of the Technical Services Librarian. Realistic: We are retaining 65 per cent of the existing web site, but trimming down to make it easier to navigate. This will mean that most of our content is there once the framework is made. Time: Basic design and digital uploading within 12 months, usability testing and improvements for 6 months following. Objectives 1. Improve online access to library services and collections. With increased traffic to the librarys website, it will showcase student achievement and the schools profile to current and prospective students and the greater art community at large.
2. Improve library visibility and web presence.

By updating the librarys website, we hope to increase visitors to the website.

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Action Plan

Performance Management
Redesigning the library website will facilitate the added feature of digitized student work while the availability of digitized online resources will attract more visitors to the web ite and increase the use of the librarys online resources. In addition to providing this valuable service to students and faculty alike, it is in our long-term plan to utilize the website as a marketing platform for the school and for library services by showcasing student works. Increasing the quality of digital content will bring a positive impact on the library and its users alike. Potential resource conflicts between the initiatives may include going over-budget, exceeding the time constraint, and being short-staffed. These issues will be managed by efforts to adhere strictly to the timeline while planning to allow if such issues rise. We will monitor progress against milestones by: Specific work products (inspection of finished work as we move ahead) Reports and records, such as financial records and project management records, etc. Checklists that can be completed by a supervisor listing specific, observable criteria that need to be met in order for an action to be considered complete Direct observations Rating scales that define, as precisely as possible, behaviors at different levels of performance (behaviorally anchored rating scales) Commendations, constructive or critical comments received about the final product

After the official launch of our new website, we will monitor the number of web site visits and compare the data with the numbers from before the project was launched. We will test the website usability and accessibility before the official re-launch of the website and after. We will ask student volunteers chosen at random to participate in these studies as well as faculty and staff. We will keep an open mind and leave room for adjustment in our strategic planning. In case we do not finish digitizing what we have planned, we can hire one more work-study student to speed up the digitization process.

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Action Plan Timeline

Month/Purpose Preparation Actions Requests for increase in operating, capital, and personnel budgets Applications for special project grants Software and hardware purchased or acquired Technical Services Librarian hired Web Technologies Consultant Hired Thesis papers and slides scanned and digitized Metadata assigned to digital files Digital files uploaded Basic layout designed Digital archive added Usability studies conducted and analyzed Updates to website based on usability studies User surveys conducted and analyzed Website metrics analyzed

1 18 Theses digitization 1 12 Website redesign 13 18 Usability (ongoing after) Assessment

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Project Budget
Thesis Digitization
Labor Technical Services Librarian (1/4 time of $44,000/yr.) Work-Study Students -40hrs./wk. X $9/hr. X 52 wks. Subtotal Hardware and software Scanner DSpace digital storage (open source) Subtotal Total

$11,000 $18,720 $29,720 $489 0 $489 $30,209

Website Redesign
Labor Technical Services Librarian (1/4 time of $44,000/yr.) Web Technologies Consultant (contract) Subtotal Hardware and software Hosting fees Drupal (open source) Subtotal Marketing Web marketing/optimization Print marketing (art publications and local papers) Subtotal Other Usability testing (test subject compensation) Staff training Subtotal Total Grand Total

$11,000 $4,000 $15,000 $180 0 $180 $650 $425 $1,075 $450 $550 $1,000 $17,255 $47,464
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Contingencies

It is possible that we could harm a thesis, such as breaking its spine, in the process of scanning it. This is somewhat likely to occur. We will train all people involved in the process to know how to handle things properly in order to lower the risks. If some theses are harmed, we will seek to repair them. It is also possible that our scanner will break. We will provide work-study students with extensive training on how to use the scanners (especially the slide scanner, because they can be tricky). It is not likely that with properly trained staff that either scanner will break, but accidents do happen. If a scanner does break, we will need to allocate money from another part of the budget in order to replace or repair it. Since we are working with a single web designer as opposed to design firm, complications could occur if the staff is unsatisfied with the designers product or if something unexpected were to happen to the designer hired. We will research and have a few contacts for back up designers in case this were to occur. The worst case scenario to adding so much additional content to our website, there is the potential for the server to crash and lose our data. This is not likely to occur because we will be in extensive contact with the schools IT department to let them know that we are going to need considerable more space dedicated to the library web site before the project begins. We will need to make a good estimate of the amount of additional space we will need for our site. We will also make sure that adequate backup servers are in place. In the case that the server lost our data, we would just have to start over and come up with a more realistic goal with how many theses we will have digitized by a set time.

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Concluding Remarks

Carrying out this strategic plan is critical in achieving the librarys mission. It is within the librarys mission that we provide outstanding service and access to a resource-rich environment. Without digitized theses, the library is not providing outstanding service or easily accessible resources. Therefore, the library is seeking a way in which to better serve its patrons by providing easy access to the senior theses through digitization and a new website as a platform for access. The library will hire a half-time Technical Services Librarian who will have an MLS and a background in art. This person will spear-head the thesis project and train student workers on how to scan. The Technical Services Librarian will be in charge of inputting all metadata, to ensure quality. The library will work closely with the Web Technologies Consultant to redesign the web site and work out any technical kinks. All library staff can work on tidying up web content so as not to be a large burden on a few people. Since most of the content is being reused from the old site, there should not be too much work to do. The project is a large one but an exciting one. It will greatly increase access to one of the librarys most valuable resources. With staff time specially set aside, both student and professional, there should be no problem in digitizing 10 years of theses in 18 months. There is built in wiggle room to allow for problems to arise and be overcome. Through this, the library hopes to provide easier access to the schools community as well as to the art community at large.

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Appendix: Summary Report of Team Project Activities

LI805: Leadership November 30, 2011 Erin Clark, Jeanne Kliewer, Karen Seong, Sara Bystrom, and Virginia Dodier

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Summary Report of Strategic Plan Team Activities

Our first meeting as the Eager Beavers was held during the class weekend for LI805. For an hour we compared our leadership strengths and assigned roles that suited our individual capabilities. Karen was assigned as the team leader for the Eager Beavers, responsible for informing all members on project announcements and advancements. Karen also created agendas that helped keep the online meetings focused and productive. The agendas listed specific topics to cover, leaving the remaining minutes open to address any further questions or concerns. We selected a team name and chose art school libraries as our library type at our first meeting. Team members wanted to concentrate on digitization and digital repositories, a fast emerging trend among academic institutions. With digitization as our focus, the objectives and goals were easy to formulate. Our first goal was aimed at sharing senior theses online. This would be achieved by scanning and uploading senior theses. Our second goal was to redesign the library website to streamline the appearance and functionality for an improved user experience and web presence for the institution. Team members decided the most effective form of communication was Skype for weekly group meetings and Google Docs for collaborating on project sections. The meeting concluded with our first Skype meeting scheduled the following Sunday evening. During the first few weeks of team brainstorming and meetings, we learned how to function as a group, recognizing our individual work strengths, including members who excelled at budgetary planning, writing, or computer skills. Karen was proficient in keeping all team members involved and encouraging new ideas. Before our first Skype meeting, she posted a Google Doc that prompted members to add their ideas for a school name, providing examples to help start the discussion. Jeanne excelled with financial issues and internet tools. During the first week, she created the strategic plan tasks spreadsheet which condensed pages of instructions into an easy to use table. She also created the organizational profile and future vision, introducing new ideas for the library's profile. Jeanne introduced tools to ease communication, including Dropbox for compiling and sharing images and documents. Sara looked at the bigger picture, ensuring that all individual pieces were consistent and flowed smoothly. She incorporated her personal experience from working in the Charles Voorhies Fine Art library at the Pacific Northwest College of Art, introducing their mission statement and guiding values as a model to work by. Virginia also provided years of personal experience with art libraries, identifying unforeseen obstacles that the team didn't consider previously, including the number of slides that could be feasibly digitized for a small art college. She used this knowledge to ground members' ideas into realistic examples. Erin was assigned as the note-taker for the group, recording decisions and topics covered at weekly meetings and posting them to a Google Doc for future access by team members. During the group's norming stage, a regular schedule and roles were established. Each week a meeting was held initially on Sunday evening at nine, but was later moved to Tuesday night at seven. When the date needed to be altered, all members were notified days
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Summary Report of Strategic Plan Team Activities (Cont.)

before the scheduled time. Team members created an individual or collaborative Google Doc and posted it online before the meeting so members could review the sections and contribute comments later that evening. The organizational profile, which summarized the library's historical background, collections, and involvement with the community, was used during our meeting to make final adjustments to the library profile and objectives. The performing stage included creating a due date in which to complete the first draft of the project by. This would allow us to dedicate one week for each of the sections, including the organizational profile, preparation/planning, and current reality. The November 7 due date gave us time to review and edit any inconsistencies. With a majority of the project components complete, the team has transitioned to preparing for the presentation of our strategic plan. Our focus is now on the style and layout of the report for our plan and design for the visual presentation. The previous anxiety surrounding project details has eased and team members feel increasingly prepared for our presentation during the coming class weekend.

Team Meeting Minutes

Saturday, September 17th Team name: Eager Beavers Roles: financial editor leader organizational profile secretary Tools for communication: skype, gmail, and google docs Library: academic art school library Goals/objectives: 1. Digitize collections -market collections and services -preserve materials 2. Redesign website -access to digitized items -increase web presence of institution

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Team Meeting Minutes (continued)

Sunday, September 25th First draft due: November 7th Second draft due: November 17th One week will be dedicated to each section of the project and a google doc will be made for each of the six portions. This week: Organizational profile and decide on school name Sara: Organizational profile - The Organization Jeanne: Budget, Mission Statement Virginia: Timeline Erin: Guiding values Karen: Organizational profile - Overview Sunday, October 2nd Split up roles for the Preparation/Planning portion of project Watch Norma Rae for Leadership Lens assignment Next meeting: Sunday, October 9th, 9 pm Sunday, October 9th Name of school: Castor Institute of Art 450 students Name of library: William B. Eager Memorial Library 18,000 books 5,000 sq ft Art books are for reference only Collection to be digitized: archive of student and faculty work slides (senior projects) 15,000 slides from 1969+ 100 students/year Possible back stories: A director was recently hired More staff is needed to match the growth in enrollment The library wants to move from old technology (slides) to new technology Web designer: the library will get a grant to hire a designer to redesign the website Staff: 1 director, 1 full-time librarian (reference/cataloging), 2 part-time assistants (circulation), student workers
Presentation: use word templates or make own Project: make story consistent Use Dropbox to compile pictures for presentation Next meeting: Tuesday, October 18th, 7pm Tuesday, October 18th Scan slides and papers and upload to online repository Upload more images to Dropbox Each group member will use a different color when leaving comments on Google docs This week focus on making story consistent Next Meeting: Tuesday, October 25th, 7pm

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Team Meeting Minutes (continued)

Tuesday, November 1st The library will dedicate 30 hours a week toward updating and adding to the digital collection Buy scanner ($400) for scanning materials Work on formatting for presentation Use Word for presentation Use Dropbox for compiling documents Choose theme color Jeanne is Budget Director Make an organizational chart for appendix Break down plan month by month (18 month long project) Next Meeting: Tuesday, November 8th, 7pm Thursday, November 17th Sara will start formatting the Strategic Plan this week Add more images for Powerpoint presentation Add Tuckman's stages of team development to presentation Start on Powerpoint and include basic talking points Group members selected lines from each section they wanted to include in the Powerpoint Presentation idea: each group member will present their own sections Jeanne and Karen will work on the Powerpoint presentation Two weeks left before final due date Make any last edits to Sara's version of the Strategic Plan The team will focus on the speech portion of the presentation during our next meeting Next Meeting: Tuesday, November 22nd, 7pm Tuesday, November 22nd Strategic Plan is saved as a pdf in Dropbox Presentation time: 20 minutes maximum Powerpoint presentation idea: 4 slides each person Edited Powerpoint presentation -searched for additional images for slides -put school logo at top of each slide -wait to establish speaking order until all slides are completed One week until Strategic Plan is due Work on Powerpoint over the weekend Add Tuckman's stages to presentation -discuss at end of presentation E-mail Jeanne and Karen if you want to add any talking points to the Powerpoint presentation E-mail Sara if you want to make any last minute changes to the Strategic Plan Next Meeting: Sunday, November 27th, 8pm
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Team Meeting Minutes (continued)

Sunday, November 27th Review of Strategic Plan document -minor problems addressed and fixed Review of Powerpoint -start to decide who does what for presentation -change order of a few Next meeting: Tuesday, November 29th, 7pm Tuesday, November 29th Edited presentation -finished up deciding speaking order and roles -practiced speech with Powerpoint slides -added images to slides -added Tuckman's theory to Powerpoint and presentation -added Summary Report, Concluding Remarks, and Current Realities slides Next Meeting: Friday, December 2nd, 4:30 pm in front of classroom to practice presentation

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