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. 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. 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. 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. 4!! An academic strategic plan would try to invite students to pass not just in the finals, but also in all the exams and quizes as well. The University Libraries empowers its community to discover, explore, and shape the information universe. A strong strategic plan gives shape and clarity to the library’s intentions and, when carefully written, can make a powerful case for the library’s indispensability to its sponsoring institution. Strategic planning allows libraries to evaluate their role within the community they serve. Increased number of student employee scholarships through Advancement efforts. Broaden multi-institutional partnerships to expand the range of information resources available to our user communities and support sustainable collections. The Clark College Libraries collaborates with the other departments in the Clark Libraries & Academic Success Services (CLASS) unit to develop an annual operational plan. DRAFT 1-1-18: Strategic Plan 2018-2022 Improving Library Services for All New Yorkers. DALHOUSIE UNIVERSITY LIBRARIES STRATEGIC PLAN 2015 - 2018 libraries.dal.ca. In October 2018, Provost and Chief Academic Officer Jean Morrison launched a University-wide strategic planning process and appointed a Strategic Planning Task Force. 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. 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. 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. 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. It includes strategic themes that will enhance the library’s identity as a responsive, service-oriented, and future-focused university library. The University Libraries is innovative, responsive and recognized as vital to the research, creative, and academic pursuits of WMU and the global community. Goals can be set based on community demands. Two ex- amples of marketing projects are at its end presented for linking theoretical ap-proaches to practice. It serves as a broadly based plan aimed at creating our desired future, and a systematic determination and scheduling by Library faculty and staff of key action areas, goals, and objectives in support of the University’s strategic plan. Strengthen capacity for strategic decision making throughout our organization based on shared priorities, vision and values. 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. Developed multi-institutional partnerships to increase access, share expertise and costs, and to expand access to library collections in a range of languages and formats. The alignment can be found here. Increase opportunities for student learning by investing in scalable, sustainable and technology-rich teaching focused on critical information skills. 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. Progress will be assessed annually and will guide the operational planning process. UW Bothell Library expanded faculty awareness of open access and fair use through exhibits, a film screening, and blogging. UNIVERSITY LIBRARIES STRATEGIC PLAN 2016-2021 GVSU STRATEGIC PRIORITY AREAS GVSU OUTCOMES A. The Randall Library Strategic Plan 2017-2022 is intentionally both a strategic and a tactical plan. While Libraries buildings are CLOSED until further notice, our staff are working remotely to support you. TheLibrary Strategic Plan 2016–2020sets out the University of Canterbury (UC) Library’s goals for the next five years. Copley Library’s strategic plan charts our course for the next five years. While recognizing that we serve a global community with our extensive resources and digital collections, for the purposes of this strategic plan, the primary focus of the goals and strategies is serving the needs of Western Michigan University students, faculty, and staff. Transform our working practices to enable effective collaboration, efficient use of resources and a holistic perspective on individual work. Key Strategies. 2019-21 Strategic Plan - 2020 Update; Library Organizational Model ; The goals of Northwestern University Libraries are outlined in the 2019-21 Strategic Plan. Although in a workout plan, the target is the muscle. Elevate the voices of historically underrepresented communities at UW and in the Pacific Northwest by partnering to create, preserve and increase access to culturally-relevant information resources. BURKE COUNTY PUBLIC LIBRARY 9 STRATEGIC PLAN: 2017-2021 Service Priorities, Goals, Objectives, and Representative Activities Literacy: Read for Life Goal 1: Children from birth through 3rd grade will have access to and awareness of programs, services, and resources to help them succeed in school, develop reading skills, and enjoy reading. Implemented a range of equity-informed hiring practices for Libraries searches. University Libraries Strategic Plan 2018-2023 Mission The University Libraries strengthen and enhance the teaching, research and service of the University at Albany. 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. Enhance current and emerging forms of scholarship and learning by increasing access to and acquisition of interdisciplinary and multi-format resources. Library Strategic Plan. Enhanced library facilities through improved user spaces and expanded hours at Suzzallo-Allen, Friday Harbor, Music, Engineering, Odegaard, Foster Business, at UW Tacoma libraries. UW Tacoma Library began development of a grant-funded information dashboard to measure and promote open access scholarship at the Tacoma campus. Objective 1.a. During the winter of 2015, Dal Libraries staff developed a new series of strategic priorities, designed to align with the priorities outlined in Inspiration and Impact: Dalhousie Strategic Direction 2014-18 (Appendix “A”). 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. Provided third year of Libraries Growth Opportunity Learning Development (GOLD) training for 11 Libraries staff. The plan defines our key priorities, allowing us to rationalize what successful pursuits we continue, what new initiatives we begin and what activities we modify or suspend in the interest of maximizing our impact on our institution and communities. Facilitated the Graduate Student Research Institute and Research Data Management online courses to equip graduate students with critical research skills. The University of Cincinnati Libraries are at the center of the academic mission of the university. Providing library deans, directors, and university librarians with up-to-date guidance, this book Prioritized the preservation and digitization of archival papers and photographs representing diverse collections, including drawings by Eddie Sato, photographs from the Seattle Camera Club, and more than 100 archival items from Jewish, Pacific Northwest community, and the university. Improve communication to foster effective and equitable ways of working. Strategic Planning in Academic Libraries: A Practical Guide | Connor, Elizabeth | ISBN: 9780789037008 | Kostenloser Versand für alle Bücher mit Versand und Verkauf duch Amazon. Increase access to and improve dissemination of UW scholarship by leading the development of institutional open access publishing, resources and technologies. Improved research lifecycle support through assessment of STEM and Health Sciences faculty and graduate-student needs. The 2018-2023 Libraries Strategic Plan establishes our goals, guides our decisions and shapes our budgeting and resource allocation. Partnered with UW Office for Faculty Advancement to launch recruitment best practices training series for Libraries staff. In its commitment to provide comparable experiences for all UW students, faculty, and staff, the University Libraries operates on a principle of “One Library: Three Campuses” that involves collaborative planning, centralized work functions, and shared outcomes that balance priorities in common with unique, local needs across the Bothell, Seattle, and Tacoma campuses. The Libraries’ Strategic Plan goals have been mapped to align closely with the Roadmap to our New Century. Academic Strategic Plan In 2013, Vanderbilt University launched an Academic Strategic Plan designed to shape the future of higher education. 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. B. Enhance University initiatives focused on the success of diverse student populations through strengthened partnerships and Libraries-wide support. The 2018-2023 Libraries Strategic Plan establishes our goals, guides our decisions and shapes our budgeting and resource allocation. 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 … Published instructional-support content in Canvas to support information-related teaching and learning goals in the UW Seattle Expository Writing Program. UW Libraries COVID-19 Updates. But an academic strategic plan does not only target the students, it targets the whole institution. It is possible to provide a strong argument that for the last decade, the prevailing dimension for academic libraries has been one of harshness with an accompanying renewal strategic environment. GOAL 1: All New Yorkers will have improved access to library resources that advance and enhance their personal, educational and working lives. Address the student affordability crisis by leading efforts on open educational resources and other approaches that improve access to resources and services. Enhance the ability of researchers to measure and communicate the impact of their scholarship. 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: In a way, it is like a workout plan. A New Strategic Planning Model for Academic Libraries Douglas G. Birdsall and Oliver D. Hensley Models provide a framework for visualizing effective action. Strengthen users' ability to efficiently find and use necessary information by improving the discoverability and access to collections. 2014-2019 Strategic Plan; Action Plan 2017-2018; Action Plan 2018-2019 Improve access for diverse user communities to physical and digital resources through universal design and accessibility compliance. Much has been written recently about ways to market the academic library, but there is more to marketing than simply hanging a flyer or distributing a bookmark. 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. Enhanced access to rare archival materials documenting the Lushootseed language and Native American linguistics through digitizing recordings projects. Increased access to rare music scores through for researchers worldwide through digitization and preservation efforts. * o! 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 San Antonio Public Library is developing a strategic plan to provide a cohesive vision and direction for the next five years and beyond and position the Library as a relevant and high-achieving organization to better serve the community. Grand Valley is diverse and inclusive. As BU looks ahead to the next decade, we are developing a vision that builds on the success of our previous 2007 strategic plan, Choosing to Be Great, and its 20… Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities. 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. C. Grand Valley has mutually beneficial relationships, partnerships, collaborations, and … This in-depth learning experience aims to strengthen personal confidence, teach self-management, foster change management skills, and improve interpersonal skills. Western Michigan University Libraries is committed to a user-centered approach in all aspects of its programs and services, designing for the needs of its community in both the physical and online environments. Tri-campus libraries expanded support for open pedagogy and open educational resources through faculty-development, student-authored texts, a dedicated Open Education Librarian, and the launch of Pressbooks faculty authoring platform. ACRL’s leadership views strategic thinking and planning as an ongoing process. Develop scalable, strategic and sustainable models of collection development, preservation and stewardship. Advance digital and interdisciplinary scholarship by collaboratively investing in infrastructure and leveraging expertise in new areas of research support. 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. This paper presents the application of a strategic planning model developed by Oliver Hensley and Martin Schoppmeyer for the Society of Research Administrators. Launched the student and faculty curated “Recommended Reads for Equity” collection in Odegaard Library, and tri-campus student reading programs focused on equity and social justice. No library can continue to meet changing community needs let alone experience continuous improvement without committing to strategic planning on a regular basis. This assignment is about the development of a general strategic marketing plan for academic libraries in Germany and can be used as a guideline for libraries that want to develop concrete marketing strategies for several products and services. 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. OutlineofStrategicDirectionsand*Goals* * •!StrategicDirection1:Serve*as*the*campus*hub*for*scholarly*communication*and*knowledge*creation. Invest in developing, recruiting and retaining staff to provide new skills in support of changing university needs. Developed Academic Year 2014- 15, Revised for 2016-2017 BACKGROUND AND RATIONALE In March 2013, the University of California, Riverside hired a new University Librarian with extensive experience in the creation and management of unique physical and digital collections in support of the research and teaching mission of universities. Develop and advocate for new and evolving library spaces that address student enrollment growth and changes in scholarship and learning. 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. The University Libraries is innovative, responsive and recognized as vital to the research, creative, and academic pursuits of WMU and the global community. Provided sexual harassment prevention training and implicit bias training to all Libraries staff. 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. Foster an equitable and inclusive culture for Libraries staff through programs, mentoring, hiring, retention, and training. UCR Library Strategic Plan . Embarked on concept phase for Open Scholarship Commons, a designated library space to foster digital and open scholarship for students and faculty. Developed university-adopted licensing principles to influence negotiations for our largest contracts and moved toward more sustainable subscription and publishing models. Enabled UW students, faculty, and researchers to securely collect, store and discover clinical research data through support for tools such as REDCap and Leaf. This document also available in .PDF format (; 269k). Now, more than ever, marketing should be a part of the library's overall strategic planning process. Developing a library strategic plan is essential to be a coordinated and collaborative effort among the library’s stakeholders. Initiated implementation of Faculty Open Access Policy to increase public availability of UW faculty research publications. You may also see recruitment strategic plan examples. 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. Download Planning Documents. Developed targeted student learning opportunities, through unique programs like Libraries Dawg Daze, and the East Asia Library karaoke language learning sessions. Northwestern University Libraries deliver a suite of state-of-the-art information and research services across multiple physical and digital locations. These values serve as a "lens" through which we, with our users, set priorities and make resource allocations. Improve researcher workflows by expanding support for the entire research lifecycle. 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.
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