University Library SANTA CLARA UNIVERSITY

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1 University Library SANTA CLARA UNIVERSITY Strategic Plan

2 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 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 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 communityfocused staff are integral partners in creating and cultivating physical and virtual learning environments for open inquiry and academic excellence. 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 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

3 1 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 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 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.

4 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 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.»» 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.

5 3 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. 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.»» Objective 2: Identify and advocate for new positions based on priorities and staffing needs.

6 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. 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. 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 selfserve research assistance options for our user communities.»» Objective 1: Offer online learning modules via the library webpages.

7 5 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 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. Thank you to the Strategic Planning Committee Goal 1: Create a common understanding of assessment and educate library staff on assessment planning and methodologies. Objective 1: Develop and implement a speaker and workshop series beginning in Objective 2: Create a shared assessment reading list and bibliography. 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. Objective 1: Conduct regular assessment projects throughout the library.»» Objective 2: Communicate the results of assessment to our communities. 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

8 The Jesuit University in Silicon Valley SCU OMC /13 1,000

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