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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

2020 Status
Achieved
We continue to prioritize the procurement/purchasing of access to streaming videos that provide closed captioning services, however if transcripts are unavailable alternative resources have been investigated to identify potential options for caption creation. Also, our DVD digitization service has grown significantly due to the pandemic and move to online teaching requests approved based on a fair use analysis, have captions embedded in the videos we make available via the Panopto platform. Consistently ensure our learning objects have alternative texts and captions when available on our website. Special Collections now document expectation of captioning for ingesting new born digital materials for content creators.

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.

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

2020 Status
Achieved
When returning to campus, the libraries will finish reviewing door pull weight to ensure they remain accessible Added/adding standing desks as well as different working height surfaces in Steelcase Library and the new Frey Learning Centre Added white noise system in the Steelcase library to provide a more inclusive workspace for those distracted by low levels of noise Accessible customer service best practices have become part of the onboarding process for all new service desk employees

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.

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

2020 Status
Substantial Progress
Liaison to Veteran's Affairs and Career Center conducted a review of the literature for further collaboration/service level ideas. Systems & Discovery Services Department worked with the Operations & User Services Department to develop web calendar and web presence to promote collaborative events and train staff in web best practices and accessibility. Continue to support departmental libraries across campus and facilitate access to and setup of the Inventory Tool (from IM) for management of their collection. Worked with the Art Gallery to ingest their digital collections into the libraries’ discovery system as well as OCLC system (international). Librarians worked with Housing to deliver an orientation session to Residence Assistants. Maintained contact during the pandemic. Liaisons and other faculty involved in campus efforts. Of note: a liaison is serving on a living-learning community task force; another is serving on a first-year experience task-force. We also have representation on an interdisciplinary and multi-office Community Reads project. Additionally, the Dean is involved in Strategic Enrolment Management Planning, the Kirkhof reimagining and the first year experience. Increased collaboration with Democracy 101 for the election period

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.

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

2020 Status
Achieved
Scholarworks Team partnered with Graduate School to develop a workflow for new policy requiring students to submit graduate culminating projects into our institutional repository. Continued outreach paused during fall as the Graduate School was going through some internal transformations. Collaborated to deliver graduate school focus groups for student input Developed a graduate student Libguide Liaisons engage in graduate programs’ orientations It is now a work expectations assigned to the Head of Professional Programs

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.

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

2020 Status
Achieved
Successfully transitioned to mostly synchronous and asynchronous instruction to meet campus needs in response to the pandemic. Previous years’ preparations made the transition smooth. Liaisons currently implementing a plan to improve the assessment of student learning in library instruction sessions both in-person and online. All liaison participated in the online teach certification process and/or refresh. Systems & Discovery Department worked to improve accessibility and usability of LibGuides with liaisons The Knowledge Market partners and library colleagues launched the Virtual Knowledge Market, offering synchronous online consultations for students seeking academic support, as well as an online resource market for just-in-time help Created best practices and guidelines for use of instructional video repositories, YouTube and Panopto. Liaisons developed a substantive number of instructional videos and other online learning objects both in response to the shift to online instruction due the COVID-19 pandemic and to strategically prioritize synchronous and asynchronous instruction. Hired a student video production worker to support video production. Launched a Digital Skills Consulting Service Pilot as part of the Knowledge Market.

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.

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

2020 Status
Achieved
Instruction materials created in move to remote instruction created with accessibility and UDL best practices. Completed accessibility audit of library discovery system prior to transition, MOU with ReShare (North American open system for resource sharing) to evaluate accessibility, and accessibility improvements in ILLiad (interlibrary loan software) and LibGuides. Matthew Reidsma and Melina Zavala published an article in May 2020 in Code4Lib on using Voluntary Product Accessibility Templates (VPATs) to do spot accessibility checks for non-experts. The Acquisitions and the Electronic Resources Management team continues to request VPATs from providers that we purchase new products from; we also have provided the collections team with information identifying providers who have shown no progress or have been unable to supply us with a VPAT, in order to aid in the process of resources to consider for cancellation, related to budget downsizing.

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.

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

2020 Status
Achieved
An instruction assessment rubric was created and piloted in Fall 2020 with First Year Writing. Rubric can apply to both in-person and online teaching to assess student learning and guide programmatic strategizing. A new student learning assessment toolkit was developed to support in-person and online instructional assessment. The Knowledge Market began collecting student survey data for virtual consultations, some of which mirrors the in-person consultation survey and some of which is new for assessing our virtual services.

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.

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

2020 Status
Substantive Progress
Archives launched the COVID-19 Journaling project, which aimed/s to capture the diverse experiences of GV community members during the pandemic; submissions are accepted in multiple modes, and have included a postcard exhibit in the library spaces to encourage student engagement in-person.

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.

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

2020 Status
Achieved
Continue the faculty fellows program All departments have developed learning opportunities. Of note, Scarlet Galvan developed an interactive Collections & Digital Scholarship curriculum for faculty fellows, complete with high-impact learning experiences. Supported fellows with job interview exercises, reference contacts, and letters of support. Developed a 6-month success plan in collaboration with faculty fellows. Continued to support and engage with MLIS practicum students to advance strategic library projects and their knowledge and experience in the profession Streamlined mentoring program and access to leadership To date, have a 40% placement rate into continuing positions. 3 Faculty Fellows remain in the program

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.

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

2020 Status
Achieved
Created and instituted strategic area lead focuses to grow emergent leaders and affiliated skills Clear expectations for performance for leaders Coaching support from the Dean on a semester basis ACRL Fostering change cohort Growing organizational development focus and support. Of note, IDEA 2.0, anti-racism taskforce Planning to re-offer project management training Offering several times a year peer-led development around leadership aptitudes.

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.

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

2020 Status
Achieved
Continued onboarding and calling to of the libraries working principles, which include respect and empathy Start-up meeting included personal development topics related to prioritization, communication and more Creation of anti-racist taskforce Support of courageous, powerful, generative questions Brave space agreement for wiki-a-thon; exploring events template for future

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.

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

2020 Status
Achieved
Documented the onboarding processes for each employment class.

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.

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

2020 Status
Substantive Progress
General collection policy, including a diversity statement, now exists. Collection negotiation principles now exist.

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

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

2020 Status
Achieved
Developed and documented a process for a holistic programmatic review including values, decision making criteria, templates and accountabilities. 5 areas have completed topical programmatic review to streamline and focus resources. For example: completed a digital preservation programmatic review, which recommended software solution and reallocation of staff time to create a preservation program as well as remaining active participants in the statewide digital preservation network.

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.

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

2020 Status
Achieved
Now 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.

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.

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

2020 Status
Achieved
Complete - there is now a multi-year plan with facilities.

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.

Objective 3.E.8

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

Progress

2020 Status
Achieved
Complete - training has been provided and it is included in onboarding

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.

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

2020 Status
Substantive Progress
Communication Functional Committee launched in 2020 to strategic messaging across different platforms: web ads, digital/physical signage, social media, liaison messaging. A proof-of-concept Annual Review was drafted. More proactive outreach with campus communications outlets to push story ideas was started. Additionally, it coordinates communication plans across website, physical space, social media, and administration. Made progress on scheduling and creating web ad spaces and scheduling. Continued practices from previous years. Iterated Leadership Team Talking Points to more regular updates from the Dean with a rotation of guest posts to standardize internal communications.

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.

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

2020 Status
Substantive Progress
Created a user engagement strategy and calendar that informs planning for communication across multiple mediums, including social media, digital displays, and building signage.

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.

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

2020 Status
Substantial Progress
All departments shifted communications at the department level to all virtual; employed a variety of technologies (email, chat rooms, zoom, google docs) to facilitate shared work and also a sense of shared purpose. Maintained opportunities to connect with colleagues in social ways to mitigate stresses of pandemic. This was a deliberate effort in a year of uncertainty and strain. Leadership remained open to feedback, maintained communication. Many departments adjusted the meeting schedule to nurture connectedness and awareness of each others' work, and created ways to support each other.

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.

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

2020 Status
Achieved
Programmatic review and strategic planning

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

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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