Two ex- amples of marketing projects are at its end presented for linking theoretical ap-proaches to practice. Library Strategic Plan. 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. Partnered with UW Office for Faculty Advancement to launch recruitment best practices training series for Libraries staff. Provided third year of Libraries Growth Opportunity Learning Development (GOLD) training for 11 Libraries staff. 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. Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities. 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. 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. 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. 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. These values serve as a "lens" through which we, with our users, set priorities and make resource allocations. 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. Grand Valley is diverse and inclusive. 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. 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. 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. Provided sexual harassment prevention training and implicit bias training to all Libraries staff. The University Libraries empowers its community to discover, explore, and shape the information universe. 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: 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. 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. Foster an equitable and inclusive culture for Libraries staff through programs, mentoring, hiring, retention, and training. Facilitated the Graduate Student Research Institute and Research Data Management online courses to equip graduate students with critical research skills. Goals can be set based on community demands. Develop scalable, strategic and sustainable models of collection development, preservation and stewardship. University Libraries Strategic Plan 2018-2023 Mission The University Libraries strengthen and enhance the teaching, research and service of the University at Albany. 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. 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. Increase opportunities for student learning by investing in scalable, sustainable and technology-rich teaching focused on critical information skills. Transform our working practices to enable effective collaboration, efficient use of resources and a holistic perspective on individual work. Northwestern University Libraries deliver a suite of state-of-the-art information and research services across multiple physical and digital locations. Improve access for diverse user communities to physical and digital resources through universal design and accessibility compliance. UW Bothell Library expanded faculty awareness of open access and fair use through exhibits, a film screening, and blogging. The University Libraries is innovative, responsive and recognized as vital to the research, creative, and academic pursuits of WMU and the global community. 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. UW Tacoma Library began development of a grant-funded information dashboard to measure and promote open access scholarship at the Tacoma campus. 2019-21 Strategic Plan - 2020 Update; Library Organizational Model ; The goals of Northwestern University Libraries are outlined in the 2019-21 Strategic Plan. 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. Enabled UW students, faculty, and researchers to securely collect, store and discover clinical research data through support for tools such as REDCap and Leaf. Develop and advocate for new and evolving library spaces that address student enrollment growth and changes in scholarship and learning. The Clark College Libraries collaborates with the other departments in the Clark Libraries & Academic Success Services (CLASS) unit to develop an annual operational plan. Enhance current and emerging forms of scholarship and learning by increasing access to and acquisition of interdisciplinary and multi-format resources. 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. The University Libraries is innovative, responsive and recognized as vital to the research, creative, and academic pursuits of WMU and the global community. The 2018-2023 Libraries Strategic Plan establishes our goals, guides our decisions and shapes our budgeting and resource allocation. This document also available in .PDF format (; 269k). 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. DRAFT 1-1-18: Strategic Plan 2018-2022 Improving Library Services for All New Yorkers. Embarked on concept phase for Open Scholarship Commons, a designated library space to foster digital and open scholarship for students and faculty. * o! Improve communication to foster effective and equitable ways of working. UW Libraries COVID-19 Updates. Strengthen users' ability to efficiently find and use necessary information by improving the discoverability and access to collections. 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… 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. Key Strategies. 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. 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. 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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