Strategic plan for the University of North Texas (UNT) System outlining the organization's vision, mission, and values, as well as specific, five-year goals for each of the system's campuses: the main Denton campus, UNT Health Science Center in Fort Worth, and UNT Dallas.

Compilation of architectural drawings documenting planned construction and renovations for Willis Library as of May 2018. The first page includes an index to the rest of the schematics which outline the various components of the project including demolition and HVAC (heating, ventilation, and air conditioning) work, mechanical piping, electrical and lighting, and fire sprinklers for each of the five floors (lower level and floors one through four). Each sheet includes technical details, schedules, notes, and other relevant technical information for the work.

This document brings together the preliminary literature and practice survey with the experiences and vision of those working to spur change in their communities every day. It catalogs how these efforts are initiated and sustained; the tools and methods available to assess community need and evaluate impact; and the skills and competencies required to implement and sustain new efforts successfully. It also uses the concepts of social wellbeing and collective impact to situate museums and libraries as critical sites within broader institutional and interpersonal networks of community resources. These are complementary conceptual frameworks to help museums and libraries contextualize and tailor their efforts to catalyze positive change. Together. The document is divided into the following sections: • The Introduction traces the increasing importance of anchor institutions (typically universities and hospitals) to contextualize the evolving efforts of museums and libraries and the broad content areas in which they are expanding their activities. It also presents the social wellbeing and collective impact frameworks that are referenced throughout the document. • The Continuum of Museum and Library Community Initiatives describes the types of efforts that can improve social wellbeing for residents. This section catalogs key considerations for museums and libraries as they design …

The FY 2016 Performance and Accountability Report for the Institute of Museum and Library Services comes as IMLS begins a yearlong celebration marking its 20th Anniversary. In the last 20 years, IMLS has worked to benefit libraries of all types: public, research, academic and tribal; and museums of all disciplines: history, botanic gardens, aquariums, science and technology centers, children’s museums and zoos. With the help of a range of partners, IMLS has inspired libraries and museums to advance innovation, learning and civic engagement. That work will continue into the coming years as libraries and museums are urged abd encouraged to “Reimagine the Future” and how they can best serve the communities in which they reside. Those goals are reflected in this year’s report: to continue to focus on creating a nation of learners by preserving and providing broad public access to collections and content; and promoting policies that ensure robust library, museum, and information services for all Americans. IMLS continues to be an outstanding steward of federal funds and will continue to look for ways to achieve even greater impact on library and museum services throughout the United States.

Many libraries and museums have recently invesetd resources to implement maker programs or makerspaces. This project defines “making” as building or adapting objects using real tools and real materials and engaging learners in the process of using these tools and materials. While these programs and spaces serve a variety of goals, they overwhelmingly serve as sites of ambitious learning. As the maker movement grows by leaps and bounds, the field itself knows relatively little about how to support learning within these spaces. This report introduces a framework to support learning in library and museum makerspaces. There are three elements to the framework: purpose; people; and pieces and parts. Through a description of the framework, as well as case studies on how making and makerspaces are being implemented around the country, this document aims to share ways that we can nurture and grow conditions for learning within making experiences.

The Institute of Museum and Library Services (IMLS) is the primary source of federal support for the nation’s approximately 123,000 libraries and 35,000 museums and related organizations. Our mission is to inspire libraries and museums to advance innovation, lifelong learning, and cultural and civic engagement. Our grant making, policy development, and research help libraries and museums deliver valuable services that make it possible for communities and individuals to thrive. As part of its mission, IMLS conducts policy research, analysis, and data collection to extend and improve the nation’s museum, library, and information services. IMLS research activities are conducted in ongoing collaboration with state library administrative agencies; national, state, and regional library and museum organizations; and other relevant agencies and organizations. IMLS research activities are designed to provide consistent, reliable, complete, and accurate indicators of the status and trends in library and museum services and to report timely, useful, and high-quality data to Congress, the states, other policy-makers, practitioners, data users, and the general public. Accordingly, IMLS is responsible for providing policymakers, researchers, and the general public with information about public libraries in the United States. Public libraries have a long tradition of serving as community anchors—providing a wide array of …

The NDP at Three report describes grants and explores themes which emerged from the first three years of grant-making under the national digital platform (NDP) funding area in the IMLS Office of Library Services.

The Institute of Museum and Library Services (IMLS) is an independent grant making agency and the primary source of federal support for the nation’s approximately 120,000 libraries and 35,000 museums and related organizations. IMLS helps ensure that all Americans have access to museum, library, and information services. The agency supports innovation, lifelong learning, and cultural and civic engagement, enabling museums and libraries from geographically and economically diverse areas to deliver essential services that make it possible for individuals and communities to thrive. The agency’s mission is to inspire libraries and museums to advance innovation, learning, and civic engagement and to provide leadership through research, policy development, and grant making.Those goals are reflected in this year’s report as IMLS continues to be an outstanding steward of federal funds. IMLS will continue to look for ways to achieve even greater impact on library and museum services throughout the United States.

In April 2015, President Obama launched the ConnectED Library Challenge to ensure that all school children have access to the learning resources available in public libraries. The report highlights the responses of communities across the nation to answer the White House’s challenge to public librarians, superintendents, and public officials to collaborate so that every student has access to the many learning resources of their local library. The report outlines the conditions gleaned from these responses that point to indicators of successful partnerships and some of the many different forms these collaborations are taking.

The Museum Assessment Program (MAP) is a cooperative agreement between IMLS and the American Alliance of Museums (AAM). Since its inception in 1981, MAP has helped more than 5,000 small and mid-sized museums of all types strengthen operations, plan for the future, and meet standards. In the spring of 2017, AAM commissioned an evaluation of the program. The final report includes an executive summary, background and methodology, data analysis, and case studies.

The brochure provides an overview of the agency mission, vision, goals, and objectives, and includes highlights of IMLS initiatives and projects.

IMLS convened a meeting in November 2017 to discuss strengthening the formal education component of the Laura Bush 21st Century Librarian Program. The report summarizes issues and themes from that meeting.

The report provides details on IMLS digital library funding since 2015 and explains three focal areas identified within the digital library infrastructures and initiatives portfolio of the National Leadership Grants for Libraries Program and the Laura Bush 21st Century Librarian Program.

The Public Libraries in the United States Survey (PLS) examines when, where, and how library services are changing to meet the needs of the public. This FY 2015 PLS summarizes the reported data provided by 98 percent of public libraries and outlets in the United States.

The State Library Administrative Agencies Survey: Fiscal Year 2016 report provides highlights of the Fiscal Year 2016 State Library Administrative Agencies (SLAA) Survey, which collects financial, staffing, and service information from every SLAA in the 50 states and the District of Columbia.

From October 2 to November 20, 2017, a working group of individuals representing multiple NDSA member institutions and interest groups conducted a survey of organizations in the United States actively involved in, or planning to start, programs to archive content from the Web. This effort builds upon and extends a broader effort begun in three earlier surveys, which the NDSA Web Archiving Survey working group has conducted since 2011.The goal of these surveys is to better understand the landscape of Web archiving activities in the United States by investigating the organizations involved; the history and scope of their Web archiving programs; the types of Web content being preserved; the tools and services being used; access and discovery services being offered; and overall policies related to Web archiving programs. The responses from this survey document the current state of U.S. Web archiving initiatives and the comparison with the results of the 2011, 2013, and 2016 surveys enables an analysis of emerging trends. This report describes the current state of the field, tracks the evolution of the field over the last few years, and points to future opportunities and developments.

The Performance and Accountability Report (PAR), an annual agency requirement from the Office of Management and Budget, presents the agency’s program and financial management results, key accomplishments, and new initiatives during FY 2018.

The State Library Administrative Agencies Survey: Fiscal Year 2014 report provides a view of the condition of state library administrative agencies in the 50 states and the District of Columbia for Fiscal Year 2014. The data includes state library agency identification, governance, public service hours, service outlets, collections, library service transactions, library development transactions, services to other libraries in the state, allied operations, staff, income, expenditures, and electronic services and information. State libraries administer federal funds through the IMLS Grants to States program and play a crucial role in helping libraries within their state meet the demand for content and services by establishing statewide plans for library services, investing in technology and content, and providing support for local programming. While the state libraries continued to offer a wide array of library services in 2014, the study results showed a multi-year pattern of decreases in revenues, expenditures, and staffing that coincided with the Great Recession of 2007-2009. The revenue from federal, state, and other sources to state library agencies totaled $1.1 billion in FY 2014, a 17 percent decrease in revenue from FY 2004.The report is useful to Chief Officers of State Library Agencies (COSLA), policymakers in the executive and legislative …

The selected Horse Photos in this book represent samples images produced by the two most prolific equine photographers, Ray Bankston and Don Shugart between 1962 and 2000. While Ray Bankston and Don Shugart traveled extensively, many of their clients, including prominent ranches and prestigious performance horse events, were located in Texas, home of the American Quarter Horse Association, the National Cutting Horse Association, and the American Paint Horse Association. In addition to formal portraits of famous horses and their owners and riders, their photo collections also contain never-before-published informal shots of riders and horse-show exhibitors, as well as those of farms, ranches, rodeo arenas, and performance rings of a bygone era. Where available, the dates when horses were photographed are noted, as well as the names of their owners, riders, trainers, and the ranches and farms that represent them.

In 1942, Colonel Curtis E. LeMay and his 305th Bomb Group left Syracuse, New York, bound for England, where they joined the Eighth Air Force and Royal Air Force in war against Germany and her allies. Over the next three years LeMay led American air forces in Europe, India, China, and the Pacific against the Axis powers. His efforts yielded advancement through the chain of command to the rank of Major General in command of the XXIst Bomber Command, the most effective strategic bombing force of the war. LeMay’s activities in World War II are well-documented, but his personal history is less thoroughly recorded. Throughout the war he wrote hundreds of letters to his wife, Helen, and daughter, Jane. They are published for the first time in this volume, weaved together with meticulously researched narrative essays buttressed by both official and unofficial sources and supplemented with extensive footnotes. History remembers “LeMay, the Commander” well. From Wright Field, Ohio, to Hokkaido, Japan, will yield a better understanding of “LeMay, the Man.”

The System Development Life Cycle (SDLC) process applies to information system development projects ensuring that all functional and user requirements are met by using a structured and standardized process during all phases of a system’s life cycle. Systems developed according to information technology (IT) best practices are more likely to provide secure and reliable long‐term performance. The Office of the Inspector General (OIG) engaged CliftonLarsonAllen’s (CLA’s) to perform an audit of the Library’s SDLC process to assess the maturity of the Library’s current policies and practices and to evaluate the efficiency of Information Technology Services’ (ITS) process for structuring, planning, and controlling the development of the Library’s vital information systems. This included an assessment of ITS’ compliance with the Library’s SDLC policy and the application of generally accepted IT best practices. In its report, CLA identified several weaknesses in the Library’s SDLC process that places the Library at risk of developing IT systems that are not adequately documented and lack cost and performance data needed to properly monitor and make prudent IT investment decisions. By optimizing its current SDLC process, the Library can mitigate these risks while improving efficiency and governance of IT system development.

Report summarizing the findings of a project to "evaluate the impact of the National Digital Newspaper Program (NDNP) since its beginnings in 2004. Information about the program was obtained through interviews of project directors, performance reports from the awardees, and a survey of NDNP participants developed by the National Endowment for the Humanities (NEH) and the Library of Congress" (p. 2)

The Library of Congress has established policies and procedures for managing its information technology (IT) resources, but significant weaknesses across several areas have hindered their effectiveness: -Strategic planning: The Library does not have an IT strategic plan that is aligned with the overall agency strategic plan and establishes goals, measures, and strategies. This leaves the Library without a clear direction for its use of IT. -Investment management: Although the Library obligated at least $119 million on IT for fiscal year 2014, it is not effectively managing its investments. To its credit, the Library has established structures for managing IT investments—including a review board and a process for selecting investments. However, the board does not review all key investments, and its roles and responsibilities are not always clearly defined. Additionally, the Library does not have a complete process for tracking its IT spending or an accurate inventory of its assets. For example, while the inventory identifies over 18,000 computers currently in use, officials stated that the Library has fewer than 6,500. Until the Library addresses these weaknesses, its ability to make informed decisions will be impaired. -Information security and privacy: The Library assigned roles and responsibilities and developed policies and procedures …

Memoir written by Annie Margaret Rankin Warner and Virginia "Jenny" Louise Rankin Marshall of stories on growing up in West Texas from 1866-1995.