Developed university-adopted licensing principles to influence negotiations for our largest contracts and moved toward more sustainable subscription and publishing models. Invest in developing, recruiting and retaining staff to provide new skills in support of changing university needs. As partners in research and education, and leaders in delivery and preservation of library collections, we will leverage technology and reward innovation to ensure the University Libraries will be a destination of choice. Enhance current and emerging forms of scholarship and learning by increasing access to and acquisition of interdisciplinary and multi-format resources. Created targeted, collaborative outreach and programming opportunities through Libraries Dawg Daze and other events to help students learn about library services that contribute to academic and personal success. Embarked on concept phase for Open Scholarship Commons, a designated library space to foster digital and open scholarship for students and faculty. Initiated implementation of Faculty Open Access Policy to increase public availability of UW faculty research publications. In order to align with the vision and values of the University of Washington, the UW Libraries will pursue strategies and initiatives that support the evolving needs of our user communities. UNIVERSITY LIBRARIES STRATEGIC PLAN 2016-2021 GVSU STRATEGIC PRIORITY AREAS GVSU OUTCOMES A. Enhanced library facilities through improved user spaces and expanded hours at Suzzallo-Allen, Friday Harbor, Music, Engineering, Odegaard, Foster Business, at UW Tacoma libraries. Partnered with 60 U.S. and Canadian research libraries on the CRL World Press Archive, which will digitize 5 million pages of underrepresented international newspapers from the early and mid-20th century. Developed targeted student learning opportunities, through unique programs like Libraries Dawg Daze, and the East Asia Library karaoke language learning sessions. It includes strategic themes that will enhance the library’s identity as a responsive, service-oriented, and future-focused university library. Improved research lifecycle support through assessment of STEM and Health Sciences faculty and graduate-student needs. In October 2018, Provost and Chief Academic Officer Jean Morrison launched a University-wide strategic planning process and appointed a Strategic Planning Task Force. The University Libraries empowers its community to discover, explore, and shape the information universe. UW Tacoma Library began development of a grant-funded information dashboard to measure and promote open access scholarship at the Tacoma campus. Expanded support for faculty and student research needs through investments in large datasets and digital collections, including historic fire insurance maps, business-establishment and consumer household data, and 40,000 e-books published in the Chinese Republican Era. Completed first-ever independent evaluation about Libraries communications, fundraising, role, and impact with more than 90 staff, Friends of the Libraries, UW Press, and community philanthropists. Improve researcher workflows by expanding support for the entire research lifecycle. This paper presents the application of a strategic planning model developed by Oliver Hensley and Martin Schoppmeyer for the Society of Research Administrators. 2018-2023 Strategic Plan In order to align with the vision and values of the University of Washington, the UW Libraries will pursue strategies and initiatives that support the evolving needs of our user communities. Transform our working practices to enable effective collaboration, efficient use of resources and a holistic perspective on individual work. 2019-21 Strategic Plan - 2020 Update; Library Organizational Model ; The goals of Northwestern University Libraries are outlined in the 2019-21 Strategic Plan. These values serve as a "lens" through which we, with our users, set priorities and make resource allocations. Focusing on these goals will allow us to embrace the challenges of the changing library environment and lead our students and academics into a new … * o! The 2018-2023 Libraries Strategic Plan establishes our goals, guides our decisions and shapes our budgeting and resource allocation. Provided third year of Libraries Growth Opportunity Learning Development (GOLD) training for 11 Libraries staff. Progress will be assessed annually and will guide the operational planning process. Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities. Established new workflows to digitally preserve valuable archival materials from the Pacific Northwest Marches and Rallies collection, the Joseph Rock ethnographic films, and Washington State Jewish Archive’s oral histories, ensuring availability to current and future users. As the Libraries implement this strategic plan, we commit to the Foundational Values below, which describe how we conduct ourselves and how we want to be treated by others. Increased number of student employee scholarships through Advancement efforts. Published instructional-support content in Canvas to support information-related teaching and learning goals in the UW Seattle Expository Writing Program. Adoption of this plan for excellence affirms the general intent and direction articulated by the association’s core ideology, envisioned future, shorter-term goals, and objectives. Enabled UW students, faculty, and researchers to securely collect, store and discover clinical research data through support for tools such as REDCap and Leaf. Goal 1: Make the user experience central to the design and delivery of all services Objective 1.A: Investigate our users’ library service experience and devise a plan for improvement. A strategic plan that establishes a vision for the future and a set of measurable goals and objectives to help guide decisions is essential to Boston University’s long-term growth and evolution. Increase access to and improve dissemination of UW scholarship by leading the development of institutional open access publishing, resources and technologies. While Libraries buildings are CLOSED until further notice, our staff are working remotely to support you. During the 2017-2018 year the Libraries will focus on a set of 46 initiatives and tactics, representing activity streams that are associated with every goal. Providing library deans, directors, and university librarians with up-to-date guidance, this book LIBRARY SERVICES STRATEGIC PLAN 2018–2021 OUR STRATEGIC ACTIONS Working in partnership with other departments and academic colleagues across the university we aim to deliver a consistent and inclusive service, free of barriers, meeting the needs of the university community. The University of Cincinnati Libraries are at the center of the academic mission of the university. The Randall Library Strategic Plan 2017-2022 is intentionally both a strategic and a tactical plan. ACRL’s leadership views strategic thinking and planning as an ongoing process. Enhance University initiatives focused on the success of diverse student populations through strengthened partnerships and Libraries-wide support. Through a content analysis of academic library strategic plans, this study examines the stated directions and goals of libraries to discover the extent to which they are monitoring and addressing emerging and traditional program and service areas, providing a perspective on how academic libraries are addressing current issues, and how they plan to allocate resources in response to trends. If a comprehensive document can be created, there are a lot of positive impacts that the library board, the employees, and the community can experience. B. University Libraries Strategic Plan 2018-2023 Mission The University Libraries strengthen and enhance the teaching, research and service of the University at Albany. The 2018-2023 Libraries Strategic Plan establishes our goals, guides our decisions and shapes our budgeting and resource allocation. TheLibrary Strategic Plan 2016–2020sets out the University of Canterbury (UC) Library’s goals for the next five years. This in-depth learning experience aims to strengthen personal confidence, teach self-management, foster change management skills, and improve interpersonal skills. Strengthen contributions to campus-wide initiatives on equity and social justice by actively partnering with UW faculty, staff and students to support equity-focused research, teaching, learning and staff development. Now, more than ever, marketing should be a part of the library's overall strategic planning process. Address the student affordability crisis by leading efforts on open educational resources and other approaches that improve access to resources and services. Increased access to rare music scores through for researchers worldwide through digitization and preservation efforts. Strategic planning allows libraries to evaluate their role within the community they serve. Hosted and partnered on numerous inclusion and accessibility-focused programs, including the launch of an environmental equity awareness project, supporting transcription and close-captioning for disability communities, and usability and accessibility improvements in Libraries digital systems and physical spaces. The plan, comprised of four pillars which intentionally intersect in scope and vision to promote the Undergraduate Residential Experience, Trans-Institutional Programs, Education Technologies and Healthcare Solutions, is guided by the following goals: The goals, outcomes and activities for the plan stem from the College's Strategic Plan, one-year institutional goals, the Academic Plan as well as plans created by other college departments, councils, and committees. Key Strategies. Goals can be set based on community demands. The University Libraries is innovative, responsive and recognized as vital to the research, creative, and academic pursuits of WMU and the global community. From setting a vision for the library to articulating its mission to establishing a set of goals for achieving that mission, the board can and should be involved. Collaborated with faculty and students to create and collect oral histories on Japanese American and Latino experiences in the Tacoma community and on community leaders who contributed to the founding and development of the UW Tacoma campus. DALHOUSIE UNIVERSITY LIBRARIES STRATEGIC PLAN 2015 - 2018 libraries.dal.ca. Strategy 1: Design a data gathering process to understand how various user groups experience library services via investigative techniques, such as ethnographic studies, observation, focus groups, and advisory groups Strategy 2: Analyze data and report findings to stakeholders Strategy 3: Develop an implementation plan for improving library services based upon the evidence gatheredStrategy 4: Employ benchmarks to measure performance and quality of services, Strategy 1: Review how service points are supporting user needs, employing techniques such as blueprinting services and using Secret Shoppers Strategy 2: Analyze current reference and research consultation practices to identify opportunities to expand the reach and effectiveness of the service Strategy 3: Identify redundancies and streamline services based on findings, Strategy 1: Develop, communicate, and implement a standard of quality customer service across all library locations Strategy 2: Develop materials used to orient all new library employees, including students and regardless of classification Strategy 3: Establish a sustainable library-wide student employee customer service training program Strategy 4: Identify resources needed to sustain high-quality user experience and customer service, Strategy 1: Conduct self-study and gather feedback on uses and space issues including traffic, noise levels, technology, furnishings, appearance and comfort, in both public and staff areas Strategy 2: Design inclusive physical spaces that provide a welcoming and barrier-free environment for a diverse population Strategy 3: Develop and communicate a viable timeline for making needed changes Strategy 4: Implement changes to improve overall functionality of space, Strategy 1: Improve wayfinding and signage to make the facility more navigable and collections more discoverable Strategy 2: Create more clearly-defined quiet study areas Strategy 3: Modernize library furnishings and technology Strategy 4: Enhance and expand areas for group study, Strategy 1: Define a vision for a new Waldo library facility Strategy 2: Work with University Facilities, OIT, Student Services and an architectural firm to design a new multi-use facility that includes a renovated Waldo Library Strategy 3: Collaborate with the College of Fine Arts to develop a vision and plan to refresh the Maybee Music and Dance Library Strategy 4: Explore demands on the Zhang Legacy Collections Center and Swain Education Library and create a plan to keep facilities relevant and responsive to user needs, Strategy 1: Update wireframe to improve website navigation and optimization for mobile devices Strategy 2: Update infrastructure and process for creating content and publishing it to the website Strategy 3: Identify, transfer, and create content for inclusion in the Content Management System (CMS), Strategy 1: Define target audiences and scope for each part of the Libraries’ online presence, including LibGuides, E-learning, Social Media, and GoWMU Widget Strategy 2: Develop a clear content strategy for each part of the Libraries’ online presence Strategy 3: Identify staff expertise needed to continually plan for and manage a modern, interactive, and dynamic online presence Strategy 4: Identify ways to take full advantage of the new CMS design templates and other modalities in the University Libraries online presence to effectively promote library resources and services, Strategy 1: Develop a procedure and schedule for conducting usability testing on entire Libraries online presence and for regularly incorporating feedback from testing in future iterations of these interfaces Strategy 2: Evaluate all aspects of the Libraries online presence to ensure adherence to ADA standards for accessibility Strategy 3: Use available analytics tools to track usage of the Libraries online presence and make decisions to improve and revise based on data, Strategy 1: Engage with our community to learn their aspirations and goals Strategy 2: Develop strategic partnerships around shared initiatives Strategy 3: Connect programs and initiatives with relevant collections, individuals, and services Strategy 4: Curate events and exhibits that showcase existing strengths within the Libraries and the University, Strategy 1: Develop resources to support faculty understanding of open education resources and create tools to assist faculty in finding and evaluating these resources for classroom use Strategy 2: Develop programming that educates the community about copyright, author rights, open access, and other issues related to scholarly publishing Strategy 3: Maximize features of the Institutional Repository to enhance the university’s reach Strategy 4: Articulate a plan for a research data services program, Strategy 1: Assess current activities and impact of the libraries’ digitization effort Strategy 2: Develop a strategic plan for library digitization Strategy 3: Continue to participate as a member of the Michigan Digital Public Library of America Sub-Hub, Strategy 1: Develop metrics to assess student learning of information literacy concepts at the program level Strategy 2: Work with faculty and academic departments to integrate information literacy concepts into the new General Education curriculum, expected to begin implementation in Fall 2018 Strategy 3: Increase percentage of students receiving information literacy instruction through Baccalaureate-level writing courses Strategy 4: Partner with the Office of Faculty Development to provide workshops on information literacy for instructors Strategy 5: Develop an outreach plan to support the specific needs of graduate students, as both students and instructors, Strategy 1: Examine services and activities and identify redundancies, outdated processes, and areas where combining services and activities will enhance service excellence Strategy 2: Review and update all staff and faculty position descriptions to reflect current practices and needs of the organization Strategy 3: Develop a plan to transition to the new organizational structure and have new structure in place by Fall 2017, Strategy 1: Develop and invest in building staff expertise to support strategic priorities Strategy 2: Identify human resources gaps and recruit talent to strengthen the libraries’ ability to meet emerging needs Strategy 3: Increase the diversity of faculty, staff, and student employees through culturally unbiased and inclusive hiring efforts Strategy 4: Encourage and reward innovation Strategy 5: Review and update policies and procedures to ensure consistency across all libraries and departments, Strategy 1: Enhance mechanisms for sharing information used for managing internal communication by cleaning up files and restructuring network spaces Strategy 2: Coordinate various internal communications to improve awareness of what is happening across the Libraries Strategy 3: Standardize channels for documentation of policies and procedures and communication of timely information, Western Michigan UniversityKalamazoo MI 49008-5200 USA(269) 387-1000Contact WMU. 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