The Libraries in many ways instantiate the University’s academic ambitions and this Plan articulates the role we can play in the greater social, moral-ethical, and democratic goods that are embodied in Seton Hall’s Mission and Strategic Plan.
Like all strategic plans, this one will be iterative, but our statements of mission, vision, values, and goals are meant broadly to set the trajectory of our work for the better part of the next decade. It is our objectives that will be reviewed annually; progress will be assessed and they will be renewed as a guide to our daily, weekly, monthly, semester and year’s work. In other words, specific activities and projects will be undertaken to accomplish our objectives, which in turn are meant to be specific articulations of the work needed to accomplish our goals, in turn shaped to articulate our means of achieving our vision, mission, and embody our values. All of this is of course in parallel to and in support of the broader ambitions of Seton Hall University, which are articulated in the “Strength to Strength” document of 2011.
The Seton Hall University Libraries’ Strategic Planning process began immediately upon the arrival of the new Dean of University Libraries with an adaptation of the SWOT Analysis process conducted through individual meetings with all library staff and faculty, starting July 3rd, 2012. Those meetings finished in three weeks on July 24th, 2012. The results were compiled and analyzed and edited. It was distributed, along with background documentation on the processes and trends in the profession, in preparation for a July 30th, 2012 all-library meeting to discuss the results, and a draft of a Mission, Vision, and Values document. As a result of the July 30th meeting and the strong consensus around those documents coming out of the meeting, volunteers were requested to assist the Dean in the formulation of the rest of the Strategic Plan: honing and editing the Mission, Vision, and Values document and discussion of goals within its context along with the SWOT Analysis. By August 1, the committee was complete, and thanks and acknowledgement here go to Marta Deyrup, Tracy Jackson, Kathleen Dodds, Paul Chao, James Harrington, and Denise D’Agostino for their reading, editing, commentary, and discussion in shaping this plan.
The Strategic Planning Committee met, reviewed and revised drafts of these documents in the month of August, with work concluding in the first weeks of September 2012. Broadly adapting the work of Matthews , this Strategic Plan consists of 1) this Preamble giving background on the process; 2) the Libraries’ Mission, Vision, and Values statements; 3) nine broad Goals derived from those statements; 4) an Objectives document (appended here); 5) an internally distributed Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis document; with 6) an internally distributed document titled “Organizational Culture, Climate and Interaction” as an appendix. Items 1 through 4 will be posted on the Libraries’ web page, along with periodic renewals and revisions.
The entire Seton Hall University Libraries organization has expressed a strong desire for renewal, growth, and vital contribution to the work of the University. This Strategic Plan was able to be formulated relatively quickly because of the urgency of those sentiments. Our next steps are to affirm and carry through on this important work and achieve our organizational ambitions in helping the Seton Hall communities.
The Seton Hall University Libraries support excellence in academic and individual work, enable inquiry, foster intellectual and ethical integrity and respect for diverse points of view through user-focused services and robust collections as the intellectual and cultural heart of the University.
The Libraries are at the heart of Seton Hall’s intellectual ambitions and the first source for scholarship and information where students’ needs are the library's top priority, faculty find the resources essential for their teaching and research, and students graduate with the realization that the library is indispensable.
Service: We provide user-centered, prompt, responsive, and friendly services, spaces, and robust collections for Seton Hall and our local and world communities; we value professional growth by study, anticipation, and response to the evolving needs of our communities with flexibility, innovation, and continual reassessment.
Access: We provide unhindered and clear access to all forms of information while respecting individual privacy, autonomy, and free inquiry.
Learning: We educate and assist our users to identify, evaluate, and utilize information and its tools in their coursework, research, careers, and daily lives.
Community: We create community and a welcoming environment conducive to research, dialogue, and work by treating our colleagues and users with dignity, honesty, and good humor, with respect for social and cultural diversity and through our own cooperation and clear communications.
Collaboration: We actively seek partnerships to improve service and increase access to information as we collaborate among library staff, within Seton Hall and within the broader library community.
Preservation: We share with all libraries the responsibility of preserving the cultural and intellectual legacy of human endeavor and knowledge for current and future use, particularly those materials that speak to the University’s Catholic mission and tradition of service.
Goal 1) Provide expert assistance, instruction, and an innovative suite of user services which are responsive to the needs of our community and changing circumstances.
Goal 2) Build up and preserve print, digital, and other materials using selection criteria that reflect the academic priorities of the University, current collection strengths and significant research in all areas of study pursued at the University.
Goal 3) Provide effective organization and presentation of information and collections and access to information located elsewhere.
Goal 4) Create and maintain a physical environment that fosters learning and research and encourages use and interaction.
Goal 5) Communicate the library’s services and resources effectively, expand outreach and develop opportunities for our users to communicate about and shape those services and resources.
Goal 6) Develop strategic alliances and cooperate with other organizations for the advancement of scholarship, efficiency, and University goals and objectives.
Goal 7) Contribute to the academic, ethical, and cultural growth of the University community.
Goal 8) Foster an organizational culture and work structures that are agile, communicative, transparent, resilient and flexible, embrace change and encourage teamwork.
Goal 9) Secure the resources to meet Seton Hall University Libraries’ goals and objectives.
(The Goals addressed in the Strategic Plan are in bold parentheses at the end of each Objective)
Objective 1: Design, staff, and build an opening day collection and space for the Seton Hall University School of Medicine (1-9)
Objective 2: Create and embed learning objects as close to the point of need as possible (1, 5, 8)
Objective 3: Investigate, select, and deploy alternate service/teaching tools and technologies (1, 5, 8)
Objective 4: Reformulate the liaison model to encompass encounters such as embedded Library faculty work, online presence, in-class, assignment development (1, 5, 8)
Objective 5: Manage services more effectively with deeper data, randomly collected, triage of research consultations, assessment of services and teaching (1, 3, 5, 8)
Objective 6: Investigate, select, and deploy more sophisticated mapping, wayfinding, and/or signage for the stacks (for instance, a locate-the-book app) and the building (1, 3, 4, 5)
Objective 7: Develop a Reference and Instruction mission statement, curriculum mapping, synergies between these services, and other forms of literacy (e.g. data vs. statistical literacy), and develop a presence in Seton Hall’s online courses (1, 2, 3, 5, 6, 7, 8)
Objective 8: Define and play a role in Digital Humanities at Seton Hall (1-3, 5-9)
Objective 9: Shift/compact the periodicals collection, finish its inventory (2-4, 8)
Objective 10: Shift the circulating collection to allow room for growth (2-4, 7-8)
Objective 11: De-duplicate, inventory and selectively shape/evaluate the circulating collection (2-4, 7-8)
Objective 12: Expand the profile of the Institutional Repository (1-3, 5-8)
Objective 13: Enhance the Libraries’ discovery tool and the WMS library management system (e.g. the KnowledgeBase, etc. and its performance with ILLIAD/RAPID) (1, 3, 5-8)
Objective 14: Develop a data management plan for faculty who are developing grant proposals (1-3, 5-8)
Objective 15: Institute a purchase-instead-of-borrow program/process (1-3, 5, 8)
Objective 16: Grow the budget to address strategic needs (7, 9)
Objective 17: Organize, expose, and preserve the Seton Hall University Museum Collection (2-9)
Objective 18: Manage Special Collections space efficiently and effectively (1-4, 7-8)
Objective 19: Develop a basic digital preservation program in Special Collections (1-4, 7-9)
Objective 20: Work with Advancement on top fundraising priorities (9)
Objective 21: Continue enhancing the website through user and Library faculty feedback (1, 3, 5-8)
Objective 22: Digitize selected Seton Hall assets to highlight the University, mission, and depth of resources (e.g. Padilla de Sanz papers, Priest’s cassettes, Seton Hall University Museum Collection) (1-3, 5, 8)
Objective 23: Develop Alumni and guest printing capacity (1, 6)
Objective 24: Develop cohesive messaging and outreach (e.g. student surveys and feedback, newsletter) to shape the website, services, building functions, etc. (1, 4, 5-7)
Objective 24: Expand access to electrical for students (4, 9)
Objective 25: Develop events/speakers relevant to the Seton Hall community (6, 7)