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Strategic Plan for University Libraries

Mission

GVSU Libraries purposefully collect, teach, display, discover, disseminate and preserve information, in all its forms, to support the university curriculum and fuel the intellectual life of the university. We connect scholars and learners to resources. We create spaces and programs that inspire the university community and promote inquiry as an essential life skill.

Vision

GVSU Libraries are recognized leaders in developing the innovative, effective and accessible library collections, programs, spaces, services and infrastructure needed by a progressive, diverse, student-centered, community-minded, liberal arts university with a reputation for excellence.

Value Statement

Integrity  

Grand Valley State University Libraries value honesty, transparency, and the free and ethical exchange of ideas. We uphold the Library Bill of Rights and general principles of academic freedom. We hold ourselves accountable to each other and the institution and adhere to best practices in copyright, fair use, and scholarly publishing. We are leaders in advocating for open access to information and we provide support for author rights and the dissemination of scholarly and creative works. Moreover, we uphold this value by assessing and evaluating library collections and programs and accurately communicating our results to the broader community. 

 Inquiry 
Grand Valley State University Libraries value inquiry and encourage the lifelong pursuit of knowledge. We view the libraries and their services as extensions of the classroom and promote intellectual growth, critical thinking, creativity, and excellence in scholarship. The Libraries are committed to developing educational programs and robust collections that prepare individuals for academic success, meaningful careers and exemplary community service. 

 Inclusiveness 
The Grand Valley State University Libraries value inclusiveness and openness to diverse voices and perspectives. We foster an environment of mutual respect and understanding, flexibility, and teamwork among our staff and the community we serve. We are committed to removing barriers to full access and participation for our whole community. We promote collection development that reflects diverse perspectives and believe in the free and open exchange of information in order to support a well-informed citizenry. 

Community 
The Grand Valley State University Libraries value engagement and collaboration with the community, both within the institution and beyond. The Libraries play a central role in creating and facilitating partnerships that support student learning and faculty engagement and connecting scholars and ideas. 

Sustainability 
The Grand Valley State University Libraries value the development of sustainable practices. We are committed to responsible stewardship of our collections, budget, environment, and human resources through the active acquisition of relevant print and digital materials; engagement in best curatorial practices; effective allocation of staff effort; and minimization of our environmental impact. 

Innovation 
The Grand Valley State University Libraries values innovative and entrepreneurial practices that support learning, teaching, and the pursuit of scholarly and creative activities. We encourage independence and informed risk-taking and are committed to empowering outcome-oriented leaders who enable excellence. The University Libraries are models of high-quality practices and services for global higher education communities.

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

LIBRARY GOAL: GVSU Libraries develop a culture of practice in active support of inclusivity, equity, and accessibility OBJECTIVE: Increase availability of captioning and transcripts for video and audio materials

Progress

2018 Status
Achieved
Achieved in 2017 - The University Libraries have captioning/transcription requirement for all incoming audio and video materials created or digitized at Grand Valley State University.

2017 Status
Substantive Progress
Focusing on the accessibility of the library subject guides, steps were taken to make sure all embedded video content has some form of transcripts. Work has begun on accessibility best practices for including audio and visual material into subject guides.

Objective 1.B.2

LIBRARY GOAL: GVSU Libraries develop a culture of practice in active support of inclusivity, equity, and accessibility OBJECTIVE: Improve accessibility of physical spaces within the libraries

Baseline

2013-2014 Disability Services audit of Mary Idema Pew Library and Learning Information Commons

Progress

2019 Status
Substantive Progress
Operations & User Services wrote guidelines for accessible customer service and provided a staff-wide workshop helping to increase awareness for best practices. We also partnered with Occupational Therapy students to conduct research that identified more opportunities to make our spaces accessible. Some of these ideas have already been implemented.

2018 Status
Substantive Progress
Our spaces comply with ADA standards/requirements per DSR, and we've invested in facilities upgrades throughout University Libraries to make enhancements beyond minimum standards to make our spaces more inclusive and accessible (such as more hand-push auto door openers). Interior doors to suites are still a point of difficulty for a one-handed person carrying anything. This goes beyond ADA however. Liberal Arts team holds monthly accessibility check-in meetings, discussing best practices in delivery of instruction/content with current accessibility best practices.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 1.C.1

LIBRARY GOAL: Build and reinforce relationships with student and academic services in support of undergraduate and graduate students OBJECTIVE: Develop and assess collaborative programming with targeted academic and student affairs support services

Baseline

Existing relationships with departments

Progress

2019 Status
Substantial Progress
MOUs with all departmental libraries have been completed. Programming with Housing continued. Liaison Department Heads (Liberal Arts and Professional Programs) position descriptions re-written to include liaison duties to specific support services including Veterans Affairs, TRIO, and the Career Center. Library representatives have also done work with "Adult and Continuing Studies" this past year in two areas, contributed to "Lifelong Learning on Tap" programming, and participated in conversation cafe discussions sparked by the "Unlikely" documentary.

2018 Status
Substantial Progress
University Libraries have continued their integration with the Resident Assistants training. A Library Summer Scholar created a subject guide for RAs from the RA perspective as an output of their summer research. University Libraries continued to support departmental collections around campus. We have begun the work of creating MOUs with departments to clarify the services provided. University Libraries has continued to add material held in departmental collections to our discovery layer, providing greater access to these materials.

Objective 1.C.2

LIBRARY GOAL: Build and reinforce relationships with student and academic services in support of undergraduate and graduate students OBJECTIVE: Enhance and create library programs, services, and resources for graduate students

Progress

2019 Status
Substantial Progress
Professional Programs Department Head position description revised to include liaison duties to the Graduate School. Five focus groups of health science graduate students were held and a report of findings shared with Graduate School and Libraries Leadership Team. Introductory meetings held with Graduate School liaison and graduate school deans.

2018 Status
Substantial Progress
Mapping of services provided specifically for graduate students was completed in 2017. The University Libraries continues to monitor these services and explore opportunities for furthering the relationship with all units.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 1.D.1

LIBRARY GOAL: Develop library instruction, resources, and support for hybrid and online courses OBJECTIVE: Modify and apply existing practices in library instruction to online and hybrid formats

Baseline

Current practices and policies

Progress

2019 Status
Substantial Progress
Instructional Design Librarian gave regular Universal Design of Learning check-ins at liaison department meetings. Instructional Design Librarian worked with IDeL to offer a Blackboard “refresher” for library instructors for Winter 2020. IDeL offered Panopto workshop for library instructors. Development on the Resource Market to offer virtual, point-of-need consult services. Knowledge Market partners and library colleagues have collaborated to develop pilot service for a virtual knowledge market. They've developed a searchable knowledge base called the Resource Market, which is live now, and plan to pilot the virtual service in Winter 2020.

2018 Status
Substantial Progress
Liaison librarians continue to adapt their instruction to online spaces such as Blackboard upon the request of instructors -- this integration can be creation of online videos, monitoring a discussion forum around research questions, or synchronous reference consultations. All liaisons have gone through the "Foundations of Online/Hybrid Course Development." Hired Instructional Design Librarian, Maya Hobscheid. Maya is partnering with User Experience to create point of need tutorials on frequently asked research for virtual user services. Drafted a proposed workflow to generate more online learning objects in a strategic and sustainable way. Early strategizing about the development of an online Knowledge Market at the end of 2018. Knowledge Market partners are working together on a multi-year, multi-phase project to create a virtual Knowledge Market. As of right now, we have a scope note, a steering committee, two sponsors, and a project team. Work has begun on the creation of a "help yourself" resource for students in a centralized online location that we are calling the Resource Market.

Objective 1.D.2

LIBRARY GOAL: Develop library instruction, resources, and support for hybrid and online courses OBJECTIVE: Build a collection of shared instructional resources that can be used in all instruction modalities

Baseline

Existing eLIB Repository.

Progress

2018 Status
Minimal Progress
This is no longer an active objective for the University Libraries.

2016 Status
Achieved
eLIB repository is set up and active in Blackboard, maintenance plan is in place.

Objective 1.D.3

LIBRARY GOAL: Develop library instruction, resources, and support for hybrid and online courses OBJECTIVE: Continue to evaluate the accessibility of digital materials

Baseline

Current practices and policies

Progress

2019 Status
Substantial Progress
VPATs with WCAG 2.1 Success Criteria being requested from vendors to help in collections decisions. Products not compliant with WCAG 2.0 standards must show progress toward compliance with a timeline. All new software is being evaluated for accessibility prior to purchase.

2018 Status
Substantive Progress
University Libraries continues to evaluate accessibility of all materials and platforms on an ongoing basis. Monthly accessibility check-ins occur on the Liberal Arts team, 2018 topics included headers in Word, microphones, and next LibGuides and Alt Text Content providers are now being asked to provide detailed reports on how they meet current industry best practices and guidelines for accessibility.

Objective 1.D.4

LIBRARY GOAL: Develop library instruction, resources, and support for hybrid and online courses OBJECTIVE: Modify and apply existing in-person instruction assessment practices for use in online and hybrid instruction

Baseline

Current practices

Progress

2019 Status
Substantive Progress
Instruction statistics form adapted to capture assessment practices for both online and in-person instructional interventions to start benchmarking. Assessment conversations continued on with early strategizing for programmatic-level assessment starting at the end of 2019. Developed two online learning objects showcasing library services and resources.

2018 Status
Substantive Progress
In collaboration with the new Instruction Design Librarian, we've developed one learning object designed to support research help for students interacting with our virtual services support team. In Fall 2018 the Libraries started holding functional meetings about approaches for assessment of student learning.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 1.E.1

LIBRARY GOAL: Advance the creation, preservation, discovery, and use of content uniquely held or produced at GVSU OBJECTIVE: Develop, promote, and digitize collections of rare and unique materials which support the curriculum of the university and preserve its institutional memory, as well as highlight aspects of diversity and inclusion

Baseline

Collections of content uniquely held or produced at GVSU Libraries include the Special Collections, University Archives, Digital Collections, and Scholarworks @GVSU.

Progress

2019 Status
Achieved
Completed four digital collections, including the Veteran's History Project, B'nai Israel Temple, Summers at Saugatuck-Douglas, and over 900 issues of The Lanthorn. Developed and implemented training workshop for employees who work service desks to increase awareness on these collections.

2018 Status
Substantial Progress
University Libraries continue to host exhibits intended to promote collections of rare and unique material as well as material highlighting aspects of diversity and inclusion.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome B: Grand Valley is diverse and inclusive.

Objective 2.B.3

LIBRARY GOAL: GVSU Libraries develop a culture of practice in active support of inclusivity, equity, and accessibility OBJECTIVE: Develop library infrastructure to support continual training at all employee levels to increase inclusion and diversity awareness

Baseline

University Libraries' Value statement and individual goals as expressed in ePDP and FAP documents

Progress

2019 Status
Substantive Progress
Liberal Arts and Professional Programs team meetings include regular content on Universal Design of Learning. Operations & User Services have started implementing the Accessible Customer Service practices they developed, and also met with several underrepresented groups on campus to better identify, understand, and begin to respond to their needs. Inclusion is a regular part of discussions at staff meetings. Dean's Office has established a Strategic Area Lead for organizational development to support an inclusion and equity focused professional development framework.

2018 Status
Substantial Progress
The standing committee created in 2017 (University Library Equity and Inclusion Committee) has been renamed The IDEA (inclusion, diversity, equity, and accessibility) committee. This standing committee has been developing processes to provide and promote diversity and inclusion training for library employees, as well as increase awareness of campus-wide services, initiatives, and resources that support diversity and inclusion. Operations and User Services is also developing training to raise staff awareness of adaptive technologies in library spaces. Liberal Arts Team conducted regular "Inclusive Teaching" check-ins at staff meetings to create everyday integration of inclusive best practices in our work.

Objective 2.B.5

LIBRARY GOAL: GVSU Libraries develop a culture of practice in active support of inclusivity, equity, and accessibility OBJECTIVE: Develop a “preparing new faculty” residency program for underrepresented professionals as well as recent

Baseline

GVSU Libraries will become a member of the ACRL (Association of College and Research Libraries) Diversity Alliance program

Progress

2018 Status
Achieved
GVSU Libraries has hired it's first two faculty fellows. These 3 year termed librarians are our first ACRL Diversity Alliance fellows.

2017 Status
Minimal Progress
The University Libraries has joined the ACRL Diversity Alliance

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 2.E.1

LIBRARY GOAL: Implement active, engaged Strategic Workforce Management OBJECTIVE: Explore leadership training, including project management and leadership skills

Progress

2019 Status
Substantial Progress
More than a dozen library employees attended Library Management Skills Institute II (LMSI II) in May 2019, and more attended LMSI I later in the year. Sent comittee chairs to facilitation training & community engagement training.

2018 Status
Substantial Progress
Multiple members of the University Libraries attended Library Management Skills Institute Multiple members of the University Libraries attended project management training

Objective 2.E.2

LIBRARY GOAL: Implement active, engaged Strategic Workforce Management OBJECTIVE: Foster brave conversations, including training and rules of engagement

Baseline

Appreciative Inquiry initial survey to the Dean of Libraries. Further baseline information gathered at the August library convocation meeting.

Progress

2019 Status
Substantial Progress
3 members of the University Libraries were provided with conversation cafe training, designed to facilitate and lead discussions around difficult topics. Operations & User Services was re-organized into three new areas of oversight, spanning across all library locations. Each functional team has developed values and purpose documentation and is working to further establish workflows, and cohesion.

2018 Status
Substantial Progress
Thanks for the Feedback workshops were delivered in Summer 2018 and December 2018. Most University Libraries faculty and staff attended Interpersonal Effectiveness in the Workplace sessions offered by Elisa Salazar.

Objective 2.E.3

LIBRARY GOAL: Implement active, engaged Strategic Workforce Management OBJECTIVE: Co-create a framework for professional development allocations

Progress

2019 Status
Achieved
Developed and implemented the framework and guidelines for PSS professional development submission process.

2018 Status
Substantial Progress
Framework for faculty/AP professional development allocations developed and utilized for fiscal year 2018-2019. Framework for PSS professional development opportunities has been developed and is in the process of review.

Objective 2.E.4

LIBRARY GOAL: Implement active, engaged Strategic Workforce Management OBJECTIVE: Document hiring and on boarding best practices

Progress

2019 Status
Substantial Progress
Created internal hiring form and hiring workflow chart for adjunct/temp hiring. Developed guidelines for search chairs, and templates for interview questions, email communications with candidates, feedback forms for those who interact with candidates throughout the interview process, and a communication template for dialogue following on-campus interviews. GVSU's Affirmative Action officer and Human Resources' hiring team lead provided a training at a Leadership Team meeting.

2018 Status
Achieved
Implemented search kick off meetings with search chairs and Dean's Office to coordinate and timeline all searches.

Outcome F: GVSU Libraries create strategies to advance both internal and external library communications

Objective 2.F.1

LIBRARY GOAL: Evolve through strategic conversations OBJECTIVE: Enhance and coordinate orientations and training for all library employees

Baseline

Current documentation like new employee orientation

Progress

2017 Status
Achieved
This objective has evolved and is now listed as Objective 2.E.4

2016 Status
Minimal Progress
2.F.1 a. and b. to be completed in 2017

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome B: Grand Valley is diverse and inclusive.

Objective 3.B.4

LIBRARY GOAL: GVSU Libraries develop a culture of practice in active support of inclusivity, equity, and accessibility OBJECTIVE: Evaluate existing collections and collection practices and identify and address gaps in diversity

Baseline

Collection policies that reflect University Libraries Value "promote collection development that reflects diverse perspectives"

Progress

2019 Status
Substantive Progress
A new general collection policy, including a diversity statement, is in progress.

2018 Status
Minimal Progress
University Libraries collection development policies are under review

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 3.C.3

LIBRARY GOAL: Build and reinforce relationships with student and academic services in support of undergraduate and graduate students OBJECTIVE: Map existing relationships with all campus units

Baseline

Existing relationships

Progress

2019 Status
Achieved
Achieved in 2017

2018 Status
Minimal Progress
No progress to report

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 3.E.2

LIBRARY GOAL: Advance the creation, preservation, discovery, and use of content uniquely held or produced at GVSU OBJECTIVE: Develop and implement procedures, technologies and services for the acquisition, discovery, and preservation of digitized and born digital collections

Baseline

Special Collections & University Archives, Technology and Information Services, and Scholarly Communications have areas of overlapping interest and responsibility in the development of procedures, technologies and services supporting uniquely held and produced content. The Digital Collections Work Group – a successor to the Digital Object Management Committee – has coalesced around these issues

Progress

2019 Status
Substantial Progress
University Libraries created a Collections and Digital Scholarship team that created procedures and workflows for digital collections. Received an IMLS planning grant and to explore feasibility of statewide digital preservation network.

2018 Status
Substantial Progress
Previous work contributed to the creation of the new Collections & Digital Scholarship team.

Objective 3.E.3

LIBRARY GOAL: Advance the creation, preservation, discovery, and use of content uniquely held or produced at GVSU OBJECTIVE: Increase capacity to support the creation, use, management, and preservation of digital content in a diverse range of formats

Baseline

Currently held unique content

Progress

2019 Status
Substantive Progress
Ran a usability test with students on the Digital Collections site in an effort to find issues with resource discovery within the Digital Collections space (their website and Omeka).

2018 Status
Substantive Progress
Previous work contributed to the creation of the new Collections & Digital Scholarship team.

Objective 3.E.4

LIBRARY GOAL: Develop a practice of holistic, multi-year fiscal management OBJECTIVE: Develop multi-year projecting and tracking model for budeting

Progress

2019 Status
Substantial Progress
Beginning to model 3-4 year projections to help plan for further cuts if needed. Also developed a 5 year adjunct overload spending projections to inform potential future hiring. Operations & User Services developed and executed user research plans to inform and recommend improvements to spaces and services. Also documented UX improvements including cost and anticipated impact.

2018 Status
Substantive Progress
All budget lines within the University Libraries budget have moved to a 2 year projection model. User Experience research plans have been developed and implemented to continue to inform spending. A log to track impact and return on investment has been created.

Objective 3.E.7

LIBRARY GOAL: Develop a practice of holistic, multi-year fiscal management OBJECTIVE: Develop a multi-year plan for all library sites

Progress

2019 Status
Substantive Progress
We have developed a plan for the upcoming year in accordance with Facilities Planning guidelines, and have worked to internally document plans for future years, although this is still in progress. We conducted a space visioning facilitation for our Special Collections & University Archives.

2018 Status
Substantive Progress
Work continues on multi-year facilities plans for each library location.

Objective 3.E.8

LIBRARY GOAL: Evolve through strategic conversations OBJECTIVE: Develop Appreciative Inquiry Framework and Implementation plan

Progress

2019 Status
Substantial Progress
Most units and committees have worked through a strengths-based approach to re-imagining their culture. Core workplace principles are now embedded throughout the work-life cycle. Knowledge in the organization of the methodology and tools are now widespread, and the use of generative questions are frequent.

2018 Status
Minimal Progress
Work has begun to identify an Appreciative Inquiry task-force as well as development of a scope note for task-force.

Objective 3.E.9

LIBRARY GOAL: Evolve through strategic conversations OBJECTIVE: Assess needs, impact, and costs (ROI) for library service models in order to inform priorities

Progress

2019 Status
Minimal Progress
Beginning to review ROI at a more micro level, building upon the macro level work we've already done.

2018 Status
Substantial Progress
Needs assessment for the Curriculum Materials Library completed. Needs assessment for institutional repository software completed, exploration of alternative platforms underway. Working with student senate, campus-wide Open Educational Resources (OER) taskforce created.

Outcome F: GVSU Libraries create strategies to advance both internal and external library communications

Objective 3.F.2

LIBRARY GOAL: Create strategies to advance both internal and external library communications OBJECTIVE: Develop a library-wide marketing and communication strategy

Baseline

Document current strategies

Progress

2019 Status
Substantial Progress
Social Media marketing and communication operationalized with move of responsibility to a team of UX employees. Created a user engagement calendar to help coordinate and guide the various ways UL connects with users. Communications Approval workflows drafted. Communications Functional Group charge drafted. Annual Report proposal drafted.

2018 Status
Substantive Progress
Re-started the Marketing and Communications committee which created a social media plan and began implementing in Summer 2018. Project management tools have been developed to systematically generate content over time, and to help measure communication messages over time. Marketing and Communications committee did a needs assessment of faculty and staff across the Libraries. Based on the findings of the assessment, input from the Committee Chair, and a discussion with Leadership Team it was decided a more agile approach to group configuration should be investigated for 2019.

Objective 3.F.3

LIBRARY GOAL: Create strategies to advance both internal and external library communications OBJECTIVE: Review and update policies and procedures to ensure consistency across libraries

Baseline

Current policies/practices

Progress

2019 Status
Minimal Progress
Reviewed and updated guest user policy, by request of Provost's Office. This document is still in process as it needs to be reviewed by the Board of Trustees.

2018 Status
Minimal Progress
Review of policies and procedures started.

Objective 3.F.4

LIBRARY GOAL: Create strategies to advance both internal and external library communications OBJECTIVE: Assess and enhance library internal communication and opportunities for feedback at all levels

Baseline

Individual and some departmental plans

Progress

2019 Status
Substantial Progress
Conducted an internal evaluation of the variety of communication methods used within the organization (e.g., town hall meetings, intranet, donuts with the Dean, Executive Team office hours) and shared summarized results with Libraries' faculty/staff. Several iterative improvements were made in response to the feedback. Wednesday Wows messages started for peer-to-peer recognition. Multiple departments regularly post department updates on intranet to communicate work with colleagues.

2018 Status
Substantive Progress
Facilitated conversations focused on co-creating various elements of work and communication efforts in Operations and User Services is ongoing. A core group of PSS and management have been collaboratively reviewing roles and workflow in course reserves. Implemented consistently structured conversations at the annual review process added specific questions about how the supervisor can better support the individual Library Council deployed a survey to learn of efficacy of that communication model and asked for alternatives resulting in the disbanding of Library Council and different communication and feedback mechanisms, including; Dean meetings with the different employee classes, town halls, executive team office hours, diagonal slices of faculty/staff meeting for coffee breaks with the Dean or one of the Associate Deans.

Objective 3.F.5

LIBRARY GOAL: Evolve through strategic conversations OBJECTIVE: Have ongoing discovery conversations on topics such as; Digital collections, Space Management, and Communications

Progress

2019 Status
Achieved
Through operational planning and continued dialogue, colleagues have a shared understanding of the core mission and vision for the libraries. Core workplace principles have been established, adopted, and woven into the work expectations. Increasing communications is supporting a shared, healthy work culture. Unit heads have training to advance a healthy workplace as well as to handle concerns that arise.

2018 Status
Substantive Progress
The University Libraries explored the strategic evolution of digital collections work allowing for and examination of potential synergy, overlap, and intersections between library departments. White paper written and shared. This work resulted in the merging of smaller teams into the new Collections and Digital Scholarship team. Creation of the IDEA (inclusion, diversity, equity, and accessibility) committee.

Objective 3.F.6

LIBRARY GOAL: Evolve through strategic conversations OBJECTIVE: Reaffirm a shared purpose and focus in order to strengthen working culture and alignment to University/Libraries mission

Progress

2018 Status
Substantial Progress
All departments had conversations about Rules of Engagement and adapted them further for their own departmental use.

2017 Status
Substantive Progress
"Rules of engagement" developed: Everyone has wisdom, We need everyone’s wisdom for the wisest result, There are no wrong answers, The whole is greater than the sum of its parts, and Each person will hear others and be heard We are empowered in our process Each take care of comfort needs "Core workplace values" developed: 1) Ask how this benefits students 2) Enable an entrepreneurial culture 3) Take informed risks 4) Approach others with respect and empathy University Libraries staff wide meeting included a structured conversation and exercises to explore "Who are our library users?"

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 4.E.4

LIBRARY GOAL: Advance the creation, preservation, discovery, and use of content uniquely held or produced at GVSU OBJECTIVE: Pursue collaborative opportunities and increase participation in university and community-based efforts that advance digital scholarship and research initiatives

Baseline

Current collaborations

Progress

2019 Status
Substantial Progress
University Libraries hosted and facilitated a digital humanities working group, digital scholarship office hours, and hired a faculty fellow to support digital scholarship and research.

2018 Status
Minimal Progress
University Libraries continues to seek opportunities to advance and support digital scholarship and research.

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