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Ricker Library’s 2019-2021 Strategic Plan

Our goals are based on the University Library’s Framework for Strategic Action and influenced by the College of Fine and Applied Arts’ Strategic Plan. For how these goals have translated into action, see our latest unit report and our initiatives.

 

SD1: Pro-active and trusted partners in scholarship, discovery, and innovation

  1. Implement sustainable approaches to collection development policies and initiatives that facilitate open access to resources.
  2. Optimize discovery of, access to, and accessibility of all library resources, collections, and services.
  3. Foster information and data services throughout the knowledge creation cycle to support innovative methods of scholarship.
  4. Develop and apply emergent, sustainable services to enhance scholarly innovation, interdisciplinary engagement, and partnerships that support collaboration and

Ricker’s Contributions:

  • Investigate electronic resources that promote emerging areas of education and research across liaison areas, such as sustainability and design thinking

SD2. Transformative learning experiences

  1. Design, implement, and assess library education initiatives that address and promote multiple literacies (data, information, textual, visual, linguistic, etc.) and critical thinking.
  2. Advance co-curricular programming and practices that connect learning to information-rich resources.
  3. Strengthen collections in all formats in order to facilitate and advance the diverse nature of learning, teaching, and emergent areas of research.
  4. Build spaces and integrate technologies as part of the Library’s teaching and learning support services to enhance accessibility, academic success, and wellness.
  5. Enhance liaison, consultation, and reference services that leverage the expertise of the library and disciplinary subject experts to support learning and research pursuits.

Ricker’s contributions:

  • Provide strategic outreach opportunities designed to reflect campus interests, such as invited guest speakers, as well as current curriculum needs
  • Work with student groups to provide cocurriculuar programming and engagement
  • Capture student engagement
  • Outreach outside of the library, such as the many buildings across campus in which art, design, and architecture students work and live
  • Use unrestricted funds to promote student growth, such as instituting a prize for research at Ricker

SD3. Societal and global impact

  1. Establish collaborative partnerships, both within and outside the campus, to engage the global diversity of the student body and address local and global grand challenges.
  2. Implement library outreach and engagement programs to advance community research, learning experiences, and social well-being.
  3. Provide access to collections and services that uphold the university’s responsibility as a land-grant institution.
  4. Advance the Library as a place of convergence for excellence in innovative services and programs to illuminate and address real world issues.
  5. Promote community engagement and experiential learning to expand global-mindedness.

Ricker’s contributions:

  • Conduct diversity audit of collections
  • Ensure that resources and services are reflective of campus, state, and national diversity
  • Investigate spaces (physical and digital) for accessibility

 

SD4. Strategic investments for a sustainable library environment

  1. Strengthen an inclusive working environment that hires a diverse staff, promotes creativity and collective action, and values and nurtures the success of every Library colleague.
  2. Support innovative research and practices in library and information science to establish the Library as a global leader in the research library ecosystem.
  3. Build active, sustainable partnerships in order to expand access to, and diversity of, collections and services.
  4. Secure funding for strategic collections in unique and specialized areas, to build a globally-recognized and accessible Library.
  5. Develop, mentor, and inspire the next generation of library and information science professionals.
  6. Apply assessment and evidence-based practices to make strategic investments to advance the mission of the university.

Ricker’s contributions:

  • Promote learning culture across librarian, staff, and student roles
    • Share lessons learned from professional development opportunities
    • Continuously assess excellence across services provided
    • Solicit expertise from across campus
    • Visit libraries and other units across campus to learn from them
    • Ensure diversity and bias training
    • Promote graduate assistant learning, ensure that they are contributing in significant ways through projects; learn from their learning experiences
  • Build partnerships across campus in key areas, including liaison areas but also
    • Engineering
    • ACES
    • Siebel Center
    • Spurlock museum