Gumberg Library Strategic Plan
VISION: Gumberg Library will elevate student, faculty and staff success and enhance the reputation of Duquesne University.
MISSION: Gumberg Library empowers Duquesne’s pursuit of scholarly and creative achievement, intellectual exploration, and service to our community.
1. Teaching and Learning: Gumberg Library will contribute to student success through innovative instruction and faculty and staff partnerships that focus on learners as critical and creative thinkers and knowledge producers.
1.1. Develop opportunities for intellectual exploration that inspire learning and the life of the mind beyond the traditional course of study.
1.2. MODIFIED: Integrate library teaching, learning and assessment throughout the curriculum through a variety of course modalities.
1.3. MODIFIED: Make available opportunities for personal and professional development for faculty and staff. (DUSI 4)
1.4. TABLED due to changed priorities
1.5. NEW: Update UCOR 100 and UCOR 103 in alignment with Bridges learning objectives and demands for online learning options.
2. Library Spaces: Gumberg Library will offer collaborative virtual and physical spaces that inspire research and learning.
2.3. REMOVED due to changed priorities
2.4 NEW: Collaborate with the new Medical School on the renovation of the 3rd floor, converting the space for students in the health professions.
2.5 NEW: Explore adding collaborative virtual spaces to library service provision.
2.6 NEW: Collaborate with campus partners to create strategies for ensuring the safety of students and staff in the library’s physical space.
3. Access to Information: Gumberg Library will provide an expert level of service that enhances the discoverability of information and connects users to needed resources.
3.1. Continuously develop a functional, responsive and beautiful web presence for the library.
3.2. Develop innovative methods to provide access to information to support the changing needs of researchers.
3.3 NEW: Maximize availability of resources by updating information access and collection management strategies.
4. Special Collections: Gumberg Library will develop and preserve rare and unique primary sources and specialized collections curated by experts.
4.1. Identify unique collections and materials for acquisition, particularly those reflecting the University mission or related to existing collection areas.
4.3. Make unique collections more accessible through a variety of discovery tools.
4.4. MODIFIED: Complete the digital preservation strategy and funding source for resources collected or created by the Library.
5. Research and Scholarship: Gumberg Library will participate in original research and publishing efforts, make the scholarly activity of Duquesne accessible, and enhance the scholarly impact of the university.
5.3. Develop and market expert services in support of specialized and emerging research and scholarly trends.
5.6 NEW: Develop a strategy for data management (acquisition, storage, training).
6. Engagement in Community: Gumberg Library will collaborate with campus and regional communities to create meaningful activities and relationships.
6.1. Develop mission-related community outreach programs, both on campus and in the local region.
6.2. TABLED due to changed priorities
6.3. Highlight existing engagement efforts to encourage further collaboration and enhance the university and library reputation.
7. Organizational effectiveness: Gumberg Library proactively adapts to changing needs of library users, based on professional standards and sound stewardship principles.
7.1. MODIFIED: Provide education and opportunities to staff that enhance library services and improve workflows.
7.2. Measure library effectiveness through systematic data analysis and standardized library and university metrics.
7.4 NEW: Develop a strategy for increasing equity, diversity and inclusion among library staffing and in library services.
7.5 NEW: Evaluate business continuity planning process to apply lessons learned and include readiness scenarios.
Note: Because GLSP numbers are used in individual performance reviews and in unit, department, and committee annual reports, we made the decision to create new numbers for modified and new goals and tasks. Please see previous year’s plans for missing numbers, indicating they were completed or modified goals/tasks.
May 1, 2020