Library Disrupted: Change by Design The duPont-Ball ...
Transcript of Library Disrupted: Change by Design The duPont-Ball ...
Library Disrupted: Change by Design
The duPont-Ball Library’s Strategic Plan
2019-2023
3,150 UG Students
42% Non-White UG Students
226 FT DeLand Faculty
What’s Changed in Five Years?
The Library is serving a larger,
more diverse undergraduate
student population as well as
more faculty
+ 15%
+20%
+10%
15.43%
9.93%
0.00%
-0.16%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
UG Student Growth Faculty Growth Librarian/Library StaffGrowth
Library Budget Growth
% UG Student Growth vs. % Library Staff and Budget Growth:2013-2019
What’s Changed in Five Years?
The Library is more electronic
81 81
82
86
87
78
79
80
81
82
83
84
85
86
87
88
2013-14 2014-15 2015-16 2016-17 2017-18
Percent Materials Budget Spent onElectronic Information
120,000
140,000
160,000
180,000
200,000
220,000
240,000
2013-14 2014-15 2015-16 2016-17 2017-18
Number of Print Books (Blue) Vs.Number of Ebooks (Red)
90,000
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
200
220
240
260
280
300
320
340
360
2013-14 2014-15 2015-16 2016-17 2017-18
Number of Print Journals (Blue) Vs.Number of E-journals (Red)
What’s Changed in Five Years?
The Library staff is better educated
“You like disruption and innovation. You have great ideas about libraries
and want to help create an exceptional academic library in today’s fast-
paced technological learning environment. You want to engage library
users through face-to-face information literacy instruction, online
tutorials, and social media. You want to serve as a role model for students
from diverse backgrounds. You want to work collaboratively with a small
team of librarians in a place where you can make a difference.”
18 Masters
20 Bachelors
5 Associates53%
2013-2014Library Staff with College Degrees
100%
2018-2019Library Staff with College Degrees
The duPont-Ball librarians and staff met many times during
the 2018-2019 academic year to develop our Strategic Plan.
Our work included:
• Reviewing the University’s Roll-Ahead Strategic Goals
• Reviewing Academic Affairs’ work on distinctives and the Value of a Stetson Education
• Reviewing the Library’s mission statement
• Reviewing our three broad areas of focus: Teaching and Lifelong Learning, Collaboration, and Innovation
• Refining goals for each area of focus
• Identifying specific action plans to address goals
• Creating a duPont-Ball Library Strategic Map, 2019-2023
• Developing desired outputs and measures of assessment
The Strategic Planning Process:
2019-2023
DuPONT-BALL LIBRARY MISSION
The duPont-Ball Library librarians and staff advance
teaching and lifelong learning, collaboration, and innovation
through library services, information resources,
technologies, and facilities.
Teaching and Lifelong Learning
Collaboration Innovation
Increase Awareness of Information Services and Collections
Support Information Literacy Learning
Outcomes
Improve and Expand Library’s Online Presence and
Resources
Optimize Space and Furniture for
Maximum Impact
Create a Mix of Collections that
Maximizes Resources
Develop and Expand Targeted Faculty Collaborations
Engage with Students to Support Their Learning and
Research Needs
Collaborate with Faculty and Staff to
Enhance Experiential Skill Development
Collaborate with Development and
Academic Affairs to Ensure Adequate
Funding
Create Structured Library Faculty and Staff Development
Offer Access to and Support Emerging
Technologies
Continue to Build an Archives with
Distinctive Special Collections
Create a Green Library and Lessen
Our Carbon Footprint
Seek Support and Funding for an
Innovation Center
Create and Implement a Library
Internship
Design the Library Environment to
Support the Neuro-Diverse Student
Support Innovative Pedagogies
Successful Campus Partnerships
Innovation Lab for Experiential Learning
Archives with High-Interest Special Collections
STAFFING TECHNOLOGY INCLUSIVE ENVIRONMENT
LIBRARY STRATEGIC MAP: 2019-2023