Draft Strategic Plan: Call for Comment
In January 2021, the UC Davis Library initiated a four-phase strategic planning process. A draft of our strategic plan for 2022-2027 is now available for comment by the UC Davis community. The community review and comment period is part of the final phase of the library strategic planning process before implementation.
We invite you to read the draft plan below and share your feedback with us by emailing firstname.lastname@example.org by January 31, 2022.
Strategic Plan: Our Guiding Principles
Activate diversity, equity and inclusion as the cornerstone of library operations and culture.
Create welcoming physical and virtual spaces for our increasingly diverse campus community.
Empower diverse campus communities to succeed via education, public engagement, and community partnerships.
Advance our role as a catalyst for research, collaboration, and access to knowledge.
Ensure that our collections embrace equity, reflect diverse populations and adapt to meet clinical care, research and educational needs.
Spark an organizational culture rooted in empathy and transparency to enable an atmosphere of well-being and growth.
The UC Davis Library identified diversity, equity and inclusion (DEI) as the key guiding principles in our strategic plan. These principles are embedded in each of the five priorities that will guide our work over the coming years.
The library will develop and implement a formal DEI program with priorities, goals, and objectives that run across all library operations, including human resources, library management, collections, research, learning, and teaching support, and other services to our communities of students, researchers (both faculty and staff), and health professionals as well as our support of California agriculture. We will develop assessment methodologies that allow us to measure, track and continually refine our efforts. We will support innovative approaches and pilot projects to shape a DEI-centered culture and transform the Library into an engine for diversity, equity and inclusion on campus.
We strive for:
● Diversity in our collections and workforce;
● Equity in our services and programs;
● Inclusion in our spaces and planning.
We understand diversity to mean all of the identities, cultures, and experiences that comprise our communities. We are committed to building an environment that recognizes, respects and embraces the backgrounds, ideas and perspectives of our community. We affirm the UC Davis Principles of Community, and we “confront and reject all manifestations of discrimination, including those based on race, national origin (including caste or perceived caste), ethnicity, gender and gender expression, gender identity, gender transition status, age, visible and non-visible disability, sexual orientation, citizenship status, veteran status, religious/non-religious, spiritual, or political beliefs, socio-economic class, status within or outside the university, or any of the other differences among people which have been excuses for misunderstanding, dissension or hatred.”¹
We understand equity to mean that we have a commitment and an obligation to promote fairness, balance and justice. We acknowledge the existence of societal barriers and that individuals in our communities experience and have experienced challenges accessing opportunities and resources. We stand committed to understanding the impact of structural and societal inequalities, and our role as UC Davis Library is to provide our diverse communities a foundation and platform to thrive. Our plan reflects the necessity of all people taking personal responsibility for dismantling racism and systemic inequality, not placing the burden of that work on our colleagues who have been historically and structurally marginalized.
We understand inclusion as a moral commitment and responsibility to create an environment where all individuals are treated respectfully and fairly. We stand committed to implementing actions that promote a culture that ensures equal access to opportunities and resources, and provides space and support for all individuals to fully participate.
“Structural racism is an enduring problem. There is no finish line. There is no singular answer that will end racism. Our effort towards organizational change focuses on a process that institutes intentional and perpetual conversations about racism into the organizational culture.”²
² Being with Anti-Racism Organizational Change Efforts: Using a Process-Oriented Approach to Facilitate Transformation. Sherry K. Watt, Duhita Mahatmya, William Coghill-Behrends, Daniel L. Clay, Amanda Haertling Thein, Christine Annicella. Journal of College Student Development, Volume 62, # 1, January-February 2021, pp. 130-133 (Article) Published by Johns Hopkins University Press.
The library will redesign our spaces to welcome diverse users and foster their sense of belonging, representation and well-being. We will inspire an increasingly diverse campus community to leverage the library as a “third space” for inspiration and creation. Our physical environment and our online environment will be inviting, accessible, and easy to use. Our spaces will reflect the university’s mission as a land-grant institution and our attendant commitments to inclusion, responsible stewardship, and the ongoing development of agriculture. We will shift the library away from “a place to get things done” to a place where “everyone can find something meaningful that helps them grow.”
Goal 1.1: Redesign strategic parts of the library to welcome a diverse student population.³
- Study the Shields Library entrance, lobby, and circulation area for potential improvements.
- Identify ways to create a more inclusive environment in other key areas of Shields Library for a broad community of users.
- Adopt best practices for public-facing employees on issues of inclusion, accessibility, and customer service.
- Audit all art displayed in Shields Library with representation in mind.
Goal 1.2: Ensure website and virtual communications are accessible, use inclusive language and reflect the diversity of the campus.
- Identify and address representation issues throughout the library’s website, social media, and catalog.
- Audit the library’s website for accessibility.
Goal 1.3: Make library materials and services easier to find through improvements to our website and other digital communication channels.
- Redesign the library website to help users find the services they need.
- Enhance the library’s presence on social media and other emerging channels to reach and engage more library users, particularly students.
- Explore opportunities to use digital tools to make it easier to navigate library buildings and find library materials and services.
Goal 1.4: Promote sustainability as part of our stewardship of campus buildings and a dimension of equity.⁴
- Promote sustainable practices by the library.
- Develop a sustainability initiative to encourage environmentally responsible behaviors among library users.
⁴ Directly related to “Encourage a culture of sustainability and take pride in our identity as a green campus” in Goal 3 of To Boldly Go.
We will position the library as an inclusive center for academic, creative and intellectual life on campus. We will work with faculty and staff to provide educational support for graduate and undergraduate students, researchers, and health professionals. We will actively support life-long learning, academic student success and academic retention initiatives. We will develop diverse and culturally inclusive programming that encourages members of all campus communities to see themselves reflected in the services we provide. We will partner with the university, the local Davis/Sacramento community, and external organizations on initiatives and projects that align with our focus on diversity, equity, and inclusion.
Goal 2.1: Improve library experiences for those who are studying and/or working remotely, at university locations outside of Davis and Sacramento, or in a hybrid model.6
- Investigate the challenges our users face when accessing resources from off campus and address them.
- Research and adopt best practices for remote and hybrid library instruction, including synchronous and asynchronous modalities.
Goal 2.2: Identify ways to get broad and diverse input on the library’s diversity initiatives.
- Gather input in ways that do not place an undue burden on the very communities we seek to serve.
Goal 2.3: Develop campus and community partnerships for the library to advance diversity, equity, and inclusion.
- Promote awareness of library services to historically and structurally marginalized students.
- Develop and co-sponsor library events and exhibits through which members of all campus communities see themselves reflected in the intellectual and creative life of campus.
- Support campus research and life-long learning around diversity, equity, and inclusion.
Goal 2.4: Following principles of accessibility and universal design for learning, provide multiple modalities of educational support to the campus.
- Deepen our collaboration with Disability Management Services and the Student Disability Center to improve the accessibility or inclusiveness of our services, resources and events.
- Audit library instruction materials for accessibility.
- Incorporate an accessibility audit for our electronic resources.
Goal 2.5: Establish an undergraduate student success program, focusing on what the library can uniquely contribute.7
- Design and implement an undergraduate student success program in consultation with campus stakeholders.
- Assess the campus appetite to co-locate a suite of campus student success initiatives hosted in an area of Shields Library.
Goal 2.6: Increase our investment in Open Educational Resources (OER).8
- Improve the affordability of course materials by continuing to work with content providers in support of the Equitable Access Program and eliminate restrictions on the use of metadata, abstract, and full-text.
- Support and promote the creation, adaptation, adoption and curation of OER by our instructors and students.
Goal 2.7: Promote the adoption of best practices for culturally relevant teaching.
- Use diverse images and examples in library instructional materials to better engage our students.
- Empower campus instructors to have access to diverse images and examples for their instructional materials to better engage our students.
5 Directly related to “Take bold steps to close gaps in academic outcomes for students from underrepresented, first-generation and socioeconomically disadvantaged backgrounds” in Goal 1 of To Boldly Go.
6 Directly related to “Continue to evaluate the possible roles of online education at the undergraduate level” in Goal 1 of To Boldly Go.
7 Directly related to “Provide an educational experience that prepares all of our students to address the needs and challenges of a diverse and changing world” in Goal 1 of To Boldly Go.
8 Directly related to “Addressing Affordability” in Goal 3 of To Boldly Go.
“All information belongs to everybody all the time. It should be available. It should be accessible to the child, to the woman, to the man, to the old person, to the semi literate, to the presidents of universities, to everyone. It should be open.” — Maya Angelou9
We will strengthen relationships across campus to grow recognition of the library as an important partner at all stages of the research cycle. We will work to understand the needs and barriers of our diverse constituencies to conduct research and to collaborate. We will empower equity in access to knowledge, whether open access or restricted data (e.g., clinical data). We will strategically advance research by facilitating creation of new collaborations.
Goal 3.1: Enable entry for all users to FAIRER (Findable, Accessible, Interoperable, Re-usable, Ethical, Reproducible) data-driven research.
- Incorporate data ethics learning objectives in our data and computational educational offerings and research engagements.
- Partner with historically and structurally marginalized users on campus to understand barriers to entry into data-intensive disciplines and help users overcome these barriers.
- Increase outreach to historically and structurally marginalized students and recruit historically and structurally marginalized workshop instructors.
Goal 3.2: Strengthen collaboration among campus researchers and between the library and partners on campus.10
- Augment the features and scope of our Aggie Experts researcher profiles platform.
- Leverage and grow partnerships across campus to expand research computing support, increasing ease of access to computational resources.
Goal 3.3: Invest in the stewardship and reuse of data.
- Increase the awareness and reuse of existing UC Davis research data.
- Increase the awareness and reuse of data acquired by or stewarded by UC Davis.
- Continue investing in research and development around how modern web technologies (such as linked data) can improve how we represent UC Davis assets to the world.
Goal 3.4: Steward data around research outputs to highlight UC Davis excellence as a Minority-Serving Institution (recognition pending).
- Expand our bibliometrics program to reflect the diversity of the scholarship on the campus.
- Explore the potential of external partnerships with open citation initiatives to increase the impact of UC Davis research.
Goal 3.5: Continue our pursuit of knowledge equity in publishing.
- As more open access agreements are reached, adapt our promotion of open access to those UC Davis researchers most impacted by those new agreements, incorporating emerging findings on why some researchers may not default to open access.
- Work with faculty to integrate learning objectives around copyright in the curriculum.
- Explore the feasibility of formalizing a UC Davis Open Scholarship Initiative to promote and foster open scholarship (inclusive of open science) practices at UC Davis.
9 Interview: How Libraries Changed Maya Angelou’s Life. (Note: the article contains references to traumatic events.)
10 Directly related to “Creating a support system to help campus researchers recognize new possibilities for collaboration and initiate partnerships” in Goal 2 of To Boldly Go.
The library will develop our collections to support the changing needs of the campus community, including open scholarship and open education. We will pursue both open access and digitization strategies to foster increasingly equitable access to knowledge. We will embark on responsive partnerships with campus and community stakeholders to fill gaps in our collections.
Goal 4.1: Build diverse collections using both emerging best practices and new modalities of community input.
- Develop a plan to audit the library collections holistically to identify gaps created by systemic problems in publishing and curation.
- Cultivate partnerships with academic units and other stakeholders to identify areas where the collection should grow to support our users.
- Reimagine our support for archival processing to increase our capacity and throughput.
Goal 4.2: Cultivate digital collections to support research, instruction, clinical care and public engagement.
- Increase and improve access to strategic collections through digitization and securing publishing and re-use rights as appropriate.
Goal 4.3: Explore ways the library may provide support and expertise for local communities that are looking to preserve their own archives and histories.
- Strengthen support, outreach and advocacy for community-centered archiving practices, particularly in Sacramento, Solano and Yolo counties.
- Support campus units and initiatives that share an interest in archiving community-driven collections to document overlooked histories and experiences.
The library will inclusively and equitably aid our employees in achieving professional and personal excellence. We will acknowledge our colleagues as “whole people,” and meet them with empathy and honesty in a place of safety and trust. We know that respect contributes to a culture of innovation: knowing there is an expectation of mutual respect allows team members to feel comfortable speaking up and sharing new ideas, inspiring a spirit of innovation, risk taking, and development.
Goal 5.1: Promote morale, wellness and effectiveness for all library employees.11
- Promote campus resources to enhance library employee wellness.
- Develop end-of-life strategies for library services that are no longer as relevant or salient to the campus.
- Honor and celebrate our successes within the library organization and through appropriate campus channels.
- Explore opportunities to make employee work spaces more welcoming and comfortable.
Goal 5.2: Cultivate strong relationships and trust throughout the library workforce at all levels and at all locations.
- Implement best practices for collaborating asynchronously and when working at geographically distributed sites.
- Develop best practices for assembling library task forces and committees using an equity lens.
- Formalize a framework for library administration to gather input and feedback from employees and to share information broadly on the priorities and activities of all library units and committees on a regular basis.
- Create and implement networking and collaboration opportunities across the library matrix.
Goal 5.3: Hire, empower and retain a diverse workforce that better reflects the communities that we serve.12
- Review our hiring practices to identify and implement potential improvements.
- Create a multi-year recruitment plan for vacant positions that is shared with all library employees.
- Implement and harmonize retention efforts across the library.
- Promote the ongoing development of all library employees.
Goal 5.4: Provide and support growth opportunities for all library employees around diversity, equity, and inclusion.
- Create capacity for the library by defining and recruiting a career position to play a leadership role in the library’s organizational effectiveness, especially in the areas of diversity, equity, and inclusion.
- Develop robust opportunities for personal growth in the areas of diversity, equity, and inclusion.
11 Directly related to “Encourage a culture of wellness on campus” in Goal 3 of To Boldly Go.
12 Directly related to “Identify, attract and retain a diverse faculty and staff” in Goal 3 of To Boldly Go.