University Library SANTA CLARA UNIVERSITY

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S A N T A C L A R A U N I V E R S I T Y

Strategic Plan

2013-2018

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This is a time of great change and transition for higher education and

academic libraries. We must constantly re-evaluate our environment

and position ourselves to meet both the existing and future needs of

the University and the larger community. The University Library’s new

strategic plan provides a clear path for the library’s activities over the

next five years. Focusing on five broad priority areas, the strategic plan

emphasizes the needs of our communities and focuses on building

engagement and partnerships.

University Library Strategic Priorities:

1. Create a culture of engagement

2. Redefine and transform collections

3. Develop a staff for the 21st century library

4. Cultivate dynamic learning environments

5. Cultivate a climate of assessment

The first of our five priorities focuses on engaging with our communities,

which include not only the students, faculty, and staff of Santa Clara

University, but also the larger community within the region and beyond.

Our second priority identifies the shift in how we acquire and make

accessible our collections, including the unique resources of Santa Clara

University. In order to put our plan into action, priority three focuses on

providing our library staff with the training and resources to learn new

skills. With the increasing usage of both our physical and virtual learning

environments, priority four articulates how we will meet the changing

needs of our communities. Finally, in order to know how well we’re

meeting the needs of our communities, priority five describes a plan for

implementing a comprehensive assessment program.

The creation of the new strategic plan is the result of a comprehensive

process that began with a committee consisting of seven library

staff members in November 2012. Additionally, a student and faculty

representative were sought to help create the plan. Feedback from the

entire library staff and through faculty and student focus groups helped

refine each priority. Our strategic plan complements the University’s

mission to build an academic community that educates leaders

of competence, conscience, and compassion and that cultivates

knowledge and faith to build a more humane, just, and sustainable world.

Jennifer Nutefall

University Librarian

M E S S A G E F R O M T H E U N I V E R S I T Y L I B R A R I A N

Vision Statement

The Library is a

vibrant and vital

center for learning,

inspiring both

intellectual pursuits

and community

engagement.

Mission Statement

The Library advances

the University’s

mission to educate

engaged and

accomplished

citizens through our

dynamic services and

unique, extensive

collections. Our

community-focused staff are

integral partners

in creating and

cultivating physical

and virtual learning

environments for

open inquiry and

academic excellence.

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U N I V E R S I T Y L I B R A R Y S T R A T E G I C P L A N

Priority 1:

Create a culture of engagement

Library staff will initiate outreach and

conversations to create collaborative

and sustainable partnerships. We will

anticipate the needs of our communities

and exceed their expectations to create a

circle of engagement and dialogue.

Goal 1: Determine the needs of

our students.

»

Objective 1:

Create a library student advisory board starting in fall 2013 that will meet on a regular basis.

»

Objective 2:

Create and implement a personalized librarian program starting in fall 2015.

Goal 2: Initiate sustainable

partnerships across campus.

»

Objective 1:

Implement a funded three-day workshop or grant program for faculty to incorporate information literacy into their courses by 2015.

»

Objective 2:

Partner with key departments and organizations on campus to increase the library’s visibility.

Goal 3: Establish a

comprehensive and consistent

marketing, advertising, and

communication program.

»

Objective 1:

Identify staff and/ or redefine a position to assume responsibility for creation and distribution of marketing and advertising materials.

»

Objective 2:

Librarians will communicate at regular or designated intervals with the student, faculty, and staff groups they support.

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U N I V E R S I T Y L I B R A R Y S T R A T E G I C P L A N

Priority 2:

Redefine and transform collections

In order to best serve our communities,

the library will tailor collections to meet

the changing academic environment

of greater collaboration, rapid rate of

information generation, and the migration

to online scholarship. New methods of

providing access to collections will expand

and enhance research opportunities and

highlight SCU’s intellectual content and

unique materials, both print and online.

Goal 1: Tailor collections

and institute new models

of acquisition to meet

the changing academic

environment.

»

Objective 1:

Fully implement an electronic book demand-driven acquisition (DDA) plan by winter quarter 2014.

»

Objective 2:

To increase accessibility, continue to migrate appropriate collections to online formats.

»

Objective 3:

Support SCU’s initiatives in online education.

Goal 2: Fine-tune our

collections to match the current

print and online needs of our

communities.

»

Objective 1:

Starting in fall 2014, work with departments to assess each discipline’s collection to ensure key works are included and irrelevant materials are eliminated.

Goal 3: Make SCU’s intellectual

content and unique materials

freely accessible to the world.

»

Objective 1:

Identify staff and/ or redefine positions to assume primary responsibility for managing the technology and content of SCU’s institutional repository, Scholar Commons.

»

Objective 2:

Work with faculty and academic departments to deposit content into Scholar Commons.

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Objective 3:

Encourage participation in Scholar Commons and in Scholarly Communication, the initiative that champions barrier-free academic publishing in order to make the results of scholarly research more widely available.

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U N I V E R S I T Y L I B R A R Y S T R A T E G I C P L A N

Priority 3:

Develop a staff for the 21st century library

The library will strengthen its

commitment to lifelong learning by

developing a workforce that values high

standards, creativity, and flexibility to

meet the changing demands of the 21st

century information landscape. A highly

skilled and collaborative library staff will

better prepare our communities to excel in

their academic pursuits and beyond.

Goal 1: Invest in our staff

by providing support for

professional development and

continuing education.

»

Objective 1:

Every library staff member will attend at least one job-related learning event over the next two fiscal years.

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Objective 2:

At least once every two years, either individually or in small groups, conduct site visits to appropriate libraries and other workplaces for information gathering, networking, and sharing of knowledge and practices.

Goal 2: Recognize outstanding

contributions and celebrate

success.

»

Objective 1:

Create a comprehensive awards and recognition program.

Goal 3: Undertake workforce

planning to help ensure the

right people with the right skills

are in the right positions in an

ever-changing environment.

»

Objective 1:

Revise and update all position descriptions by the end of calendar year 2014.

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Objective 2:

Identify and advocate for new positions based on priorities and staffing needs.

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U N I V E R S I T Y L I B R A R Y S T R A T E G I C P L A N

Priority 4:

Cultivate dynamic learning environments

The University’s “library for the 21st

century” advances learning and research

trends in both the physical and virtual

environments. The library will adapt

our environments to provide expanded

and inviting spaces for individual study,

collaborative work, and access to an

increasing range of academic support

services in technology-rich settings.

Goal 1: Adapt our physical

spaces to meet the changing

needs of our communities.

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Objective 1:

Partner with IT and Media Services to reconfigure the first floor to allow more space for collaborative learning and to increase student engagement with the library.

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Objective 2:

Expand the work area in Archives & Special Collections, to accommodate the space needs of digital initiatives, the California Jesuit Province, and new staff.

Goal 2: Increase the number

of campus academic support

services available in the

Learning Commons.

»

Objective 1:

Invite the Writing Center to provide services in the Learning Commons.

Goal 3: Increase virtual

self-serve research assistance

options for our user

communities.

»

Objective 1:

Offer online learning modules via the library webpages.

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U N I V E R S I T Y L I B R A R Y S T R A T E G I C P L A N

Thank you to the

2012–13 Strategic

Planning Committee

Diane Hildebrand Facilitator/Organization Development Specialist, HR Christa Bailey Information Specialist Technology Support Nicole Johnson Student representative David Jones

Library Systems Manager

Erin Louthen

University Archivist

Elizabeth McKeigue

Associate University Librarian for Public Services

Jennifer Nutefall

University Librarian

Amy Randall

Faculty representative/Associate Professor, History department

Michal Strutin

Science Librarian

Deborah Whiteman

Head of Archives & Special Collections

Priority 5:

Cultivate a climate of assessment

Library staff will integrate assessment

into all activities in order to continually

improve resources, collections, and services.

An ongoing and comprehensive assessment

program will drive decisions based on facts,

research, and analysis.

Goal 1: Create a common

understanding of assessment

and educate library staff on

assessment planning and

methodologies.

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Objective 1:

Develop and implement a speaker and workshop series beginning in 2013.

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Objective 2:

Create a shared assessment reading list and bibliography.

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Objective 3:

Create a common definition of assessment and a template description of assessment to be placed in redefined position descriptions.

Goal 2: Implement assessment

projects throughout the library.

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Objective 1:

Conduct regular assessment projects throughout the library.

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Objective 2:

Communicate the results of assessment to our communities.

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SCU OMC-8311 11/13 1,000

S A N T A C L A R A U N I V E R S I T Y

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