OregonStateUniversity
LibrariesandPress
StrategicPlan2012‐2017
TABLEOFCONTENTS
MESSAGEFROMTHEUNIVERSITYLIBRARIANANDPRESSDIRECTOR
1
EXECUTIVESUMMARY
3
MISSIONSTATEMENT
6
VISION
7
COREVALUES
8
ENVIRONMENTALCONTEXT
ExternalAssessment
InternalAssessment
9
9
10
STRATEGICISSUES
13
STRATEGICGOALS
Goal1:ReimaginetheLearningandServiceEnvironment
Goal2:EnrichAcademicImpactandEducationalProsperity
Goal3:PlayaFundamentalRoleinKnowledgeCreationandDissemination
Goal4:SustainanIntentionalandInclusiveOrganization
15
15
18
21
24
THESTRATEGICPLANNINGPROCESSANDSTAKEHOLDERGROUPS
27
STRATEGICPLANNINGCOMMITTEE
29
MESSAGEFROMTHEUNIVERSITYLIBRARIANANDPRESS
DIRECTOR
ThestrategicplanofOregonStateUniversityLibrariesandPressarticulateshowwe
willmakeessentialcontributionstoOregonStateUniversity’sdrivetobeatopten
landgrantinstitution.AsOSUadvancestowarditsgoal,theUniversitywillpursue
severalstrategicinitiativesheldincommonwithitsaspirationalpeers:
 enhancethequalityoftheteachingandlearningenvironmentsograduates
canhelpsolvethedynamicissuesfacingtheworldtodayandtomorrow;
 increaseachievementsinresearch,scholarship,andcreativeexpression;and
 pursueglobalvisibilitytoenhanceOSU’Sinternationalreputationwhile
reachingoutandengagingwiththecitizensofthestateandbeyond.
Theagility,resourcefulness,andpioneeringspiritoftheOSULibrariesandPress
havepreparedustobeanintegralpartoftheUniversity’sachievementofthese
initiatives.Weexpecttobuilduponourpastachievements‐‐boldsuccessesat
migratinglibraryresourcesaggressivelytoelectronicformats,establishing
ourselvesastheprincipalcontentproviderforOSUfacultyandstudents,and
leadingourpeersinthepursuitofdigitallibraryinitiatives.TheOSUValleyLibrary
isalreadyrecognizedasamajordestinationfortheOSUCorvalliscommunity,
especiallyundergraduatestudents.Wehavebeenastrongpartnerinmovingthe
University’steachingmissionforwardwhilewepursuedinnovativedirectionsin
ourowninstructionprogram.Ourdigitalpublishingandcurationactivitieshave
expandedaccesstotheUniversity’sintellectualoutput,Oregon’smulticultural
history,anduniqueresourcesinthehistoryofscience.TheLibrariesandPresshave
createdandpromotedscholarshipaboutthehistory,culture,andnaturalresources
ofthestateofOregonandthePacificNorthwest.
WhileOSULibrariesandPresshavebeenbold,thisstrategicplancallsuponustobe
bolder.Thisfive‐yearplanestablishesfourbroadgoalsfortheLibrariesandPress
toundertakeinoursupportoftheUniversity’sstrategicgoals.Achievingthesefour
goalswillpositionOSULibrariesandPressasamodelforotherresearchlibraries
andpressestoemulate:
 WewillheightenthelearningexperienceofOSUstudentsthroughthe
transformationofourphysicalandvirtualspaces.Toaccomplishthis
transformationwewillintegrateandpromoteourcontentinthe
environmentswhereuserswork,interact,andseekleisure.
 Wewillestablishourselvesasauniquecontributortotheacademicsuccess
ofOSUstudents.ThecreativeandpurposefuldesignoftheLibraries’own
teachingandengagementprogramandthepursuitoffocusedresearchby
OSUlibraryfacultywillhighlightourexpertiseintopicssuchasinformation
1
literacy,informationmanagementandorganization,scholarly
communication,anddatamanagementplanning.

WewilladdressthecriticalneedtopromoteOSU”sscholarlyandresearch
accomplishmentstothecitizensofOregonaswellasthelargerscholarly
community.Wewillaccomplishthisthroughthedevelopmentofinnovative
servicesandtoolsaswellasbestpractices.Theseeffortswillassistscholars
astheycreate,display,discover,use,preserve,andcommunicateknowledge,
information,anddata.Throughthelibraryfaculty’sfocusedresearchagenda,
wewillplayasignificantroleinadvancingthescholarshipoflibraryand
informationscience.

Wewillcontinuetouseinputgatheredthroughourstakeholders’active
participationinthisplan’sdevelopmenttoguideus.Byactivelyengaging
withOSUstudents,faculty,andsupporterswewillensurethatourstrategic
directionsmatchtheirevolvingneedsandexpectations.Wewillassessour
performanceregularlytodemonstratethevalueofourservices,collections,
andpersonnel.
Thefuturepromisesbothanexcitingandachallengingtimeforresearchlibraries
anduniversitypresseslikeOSULibrariesandPress.Meetingthechallengesofthe
futurecallsuponthestrategicdeploymentofresources,themostimportantbeing
focusedplacementanddevelopmentofthestaffandfacultyofOSULibrariesand
Press.Italsorequiresthecultivationandstewardshipofnewandongoing
supportersanddonorswhoshareourvisionfortheLibrariesandPress.Most
importantly,oursuccessdemandsongoingengagementandcommunicationwith
theOSUcampus.Thisaudaciousstrategicplanfor2012‐17representstheinitial
stepinreachingthepromiseofthatengagement.Iencourageyoutojoinusinthe
plan’slaunchandpartnerwithustoreachitssuccessfulimplementation.
FayeA.Chadwell
DonaldandDelphaCampbellUniversityLibrarian
andOSUPressDirector
2
EXECUTIVESUMMARY
ThedevelopmentoftheOSULibrariesandPressStrategicPlancomesatatimeof
extraordinarytransformationforacademiclibrariesanduniversitypresses.Weface
fundamentalchangesinhighereducation,informationtechnology,studentand
facultydemographics,andscholarlycommunication.Evolvingapproachesto
teachingandlearningarereshapingthewayweapproachthedesignofspaceinour
facilities.Theseapproachesrequire—andstudentsexpect—theabilitytoexplore,
examine,andstudycollaboratively.Weareinthemidstofarevolutionthatis
alteringhowinformationcanbeaccessedandlinkedtogether.
ResearchersarelookingtoOSULibrariesandPresstotaketheleadinmovingthe
campusforwardintoanewworldofopenscience,opendata,andopenpublications.
Innovativecoursedeliveryoptions,OpenAccesspublishing,newconsumer
technologyproducts,availabilityofcontentoutsidetraditionallibraryboundaries,
anddatamanagementmandatesbygrantfundingagenciesalsodemandshiftsinthe
waylibraries,presses,anduniversitiesfunction.
Forthosereasons,theOSULibrariesandPressStrategicPlanestablishesan
ambitiouspaceoverthenextfiveyears.Atthecore,weremaincommittedto
flexibility,innovationandresourcefulness.Inaddition,wewillmeasurethequality
ofourprogramsandservicesfocusingonourimpactonstudentlearningand
engagement,andfacultyproductivity.Weenvisionbeingatthecenterofintellectual
engagementandscholarshipatOSU,whilehelpingtheUniversityachieveitsgoalof
becomingatoptenlandgrantinstitution.
Alwaysaforward‐thinkingorganization,OSULibrariesandPresswillshapeour
futurearoundourstrengthsandvalues.Wewillembraceourreputationfor
experimentation,builduponouressentialservicesandprograms,andmaintaina
stronguser‐centeredorientation.Ourplanrecognizestheengineofoursuccess:our
world‐classfacultyandstaff,andthesignificantroletheywillplayinshapingour
future.
Infocusgroupsandconversations,ourcampusandcommunitystakeholderstoldus
thattheyrecognizeandappreciateourcoresuccesses:
 acquiring,organizing,andpreservinglibraryresourcesthatsupportresearch
andinstruction;
 teachingstudentstofindaswellasevaluateinformation;
 contributingtothedevelopmentofnewknowledge,especiallyknowledge
focusedonthePacificNorthwest;and
 developingprogramsandservicesthatimpactnotonlythecampus,butalso
thestateofOregonandbeyond.
3
Ourstakeholdersalsochallengedustocreateinspiredspacesforlearningand
engagement,offereasy‐to‐finddigitalresources,andprovideexpertguidancein
datamanagementandnewpublishingmodels.TheymadeitclearthattheOSU
LibrariesandPresscanalwaysimprovehowwetellourstory,promoteour
resourcesandservices,andexpanduponthesupportwereceivefromlibraryand
presssupporters.Wemustalsochallengeourselvestodemonstrateoursuccessat
advancingtheUniversity’sambitionsasarticulatedinitsstrategicinitiativesto:



createsignatureprogramsthatadvancethescienceofsustainableearth
ecosystems,improvehumanhealthandwellness,andpromoteeconomic
growthandsocialprogress;
provideanexcellentteachingandlearningenvironment,andachievestudent
access,persistence,andsuccessthroughgraduation;and
substantiallyincreaserevenuesresultingfromprivatefundraising,
partnerships,researchgrants,andtechnologytransfers.
TheOSULibrariesandPresslistenedtostakeholdersandacknowledgedthe
challenges.Byenactingthisstrategicplan,weseektofurtheralignourselveswith
theUniversity’sstrategicinitiatives.However,wemustremainagileenoughto
respondtonewuniversityinitiativesthatwillemergeoverthenextfiveyears.We
intendtodiscoverinnovativesolutionstothemajorregional,national,andglobal
trendsfacingOregonStateUniversityandthestateofOregon.Ourplanalso
addressestheprincipalstrategicissuesfacingthelibraryandpresscommunityasa
whole.Itacknowledgestheimportantareaswherewemustgrowasanorganization
intermsofresources,staffexpertise,andcollaboration.
Inthenextfiveyears,OSULibrariesandPresswilldirecteffortsacrossfourkey
areas:
1. Wewillsupportanexceptionallearningandresearchenvironmentinour
physicalandvirtualspaces.Thisenvironmentwillenableresearchand
learningtothriveatOSUasstudentsandfacultymeettodiscovercontent,
exchangeideas,andbuildcommunity.
2. Wewilldevelopadistinctivelibrarylearningandengagementprogramthat
addsvaluetoanOSUstudent’seducationalexperience.Ourlearningand
engagementprogramwilloptimizestudentlearningandsuccess.
3. Notonlywillweadvancethecreationanddisseminationofknowledge
throughourowncontributionstoscholarshipandpublishing,wewilllead
changesintheglobalscholarlyenvironmentthroughinnovationand
advocacy.Ourresourceswillbegloballyaccessibleandresponsiblymanaged.
Wewillbecriticaltothesuccessofresearchers,whethertheyarefaculty,
graduate,orundergraduatestudents.
4. Wewillleveragethetremendouspotentialthatalreadyexistsamongour
staffandfacultywhileinvestingintheirongoingprofessionaldevelopment.A
4
heightenedfocusonstaffwillincreaseourorganizationalcapacityfor
creativity,collaboration,adaptabilityandproductivity,aswellasenhance
effortstomeetemergingneeds.
Ourcoremissionframeseveryaspectoftheplan:Tocultivatesuperiorscholarship
andcreativity,empowerdiscovery,andpreserveanddisseminateknowledge.With
thisplan,weacknowledgeafuturethatwillredefineacademiclibrariesand
universitypresses,aswellashighereducation.Asthosenewdefinitionsevolve,we
areinspiredtobuildonouroutstandingrecordofsuccess.Weareemboldenedto
establishourselvesasafront‐runneramongresearchlibrariesanduniversity
presses.
5
MISSIONSTATEMENT
TheOSULibrariesandPresscultivatesuperiorscholarshipandcreativity,empower
discovery,andpreserveanddisseminateknowledge.Wedevelopuser‐focused
services,shareourexpertisethroughteachingandresearch,andbuildgatewaysto
uniqueresourcestofurtherthegrowthoftheUniversity,thepeopleofOregon,and
theglobalscholarlycommunity.WeadvanceOSU’slandgrantmissionby
contributingtolearnersuccess,scholarlyexcellence,andcommunityengagement.
6
VISION
TheOSULibrariesandPresswillbeatthecenterofintellectualengagementand
scholarshipatOregonStateUniversity.Students,faculty,staff,alumni,andthe
peopleofOregonwillhighlyvalueourresearch,teaching,andservices.Our
solutionstotheevolvingchallengesofhighereducationandscholarly
communicationwillserveasamodelofinnovationforacademiclibrariesand
universitypresses.
7
COREVALUES
Inengagingwithourcommunityandworkingwithourpartners,weareguidedby
thesevalues:
Access:Weendorseandadvocatetheopenexchangeofinformation.
Civility:Wecreatesafeenvironmentsfordiscoursewithinourcommunity.
Collaboration:Weactivelyseekoutpartnershipsandshareourexpertise.
Diversity:Werecognize,promote,andvaluethedifferenceswithinour
organizationandcommunity.
Innovation:Weimproveandadaptbyvaluingrisk‐takingandintellectualdiscovery.
Preservation:Wesafeguardknowledgeandthehistoricrecordforourcommunity.
Service:Wearepassionateandintentionalabouthelpingothers.
Sustainability:Wearetrustedstewardsofourresources.
8
ENVIRONMENTALCONTEXTOFSTRATEGICPLAN
ExternalAssessment
Fivekeyissueshavethegreatestimpactonhowweworkandhavedefinedour
focusforthisstrategicplan.
ChangingFaceofEducation
Thefast‐pacedevolutionofK‐20teachingandlearningmodels,therisinginfluence
oftechnology,andtheinternationalizationofhighereducationarechangingtheface
ofcollegecampusesandstudentpopulations.Theseforcesarecreatingchallenges
andopportunitiesforeveryone,especiallyfirst‐generationstudents,studentsfrom
differingeducationalbackgrounds,andinternationalstudents.Wewillleverageour
uniqueexpertisetoservethesevariedstudentpopulationstoensurecollege
preparednessandacademicsuccess.
UniversityandLibraryTrends
Academiclibrariesarecommittedtoprovidingservicesandresourcesinanever‐
changingeconomicandacademicenvironment.Inordertomeetthischallenge,
librariesareemphasizingtheiruniquecollections,patron‐drivenacquisition,data
management,onlineinstitutionalrepositories,andOpenAccessinitiatives.
TechnologyUbiquity
Meetingpatronandresearchertechnologyexpectationswillrequirenew
approachestodesigningvirtualandmobilespaces,protectingprivacyand
copyrights,andensuringinformationaccess.Wemustplayaleadershiprolein
advocatingforOpenAccess,embracingandexperimentingwithnewtechnologies,
andeffectivelyapplyingtechnologyinahighereducationcontext.
DemonstratingValue
Risingcollegeeducationcostsdemandgreateraccountability.Wemustarticulate
anddemonstratethevalueandimpactoftheOSULibrariesandPressforstudents
andfaculty,aswellasforalumni,parents,andotherstakeholders.
ScholarlyCommunicationandPublishing
Publishingbusinessmodelscontinuetoevolveinhowbesttodistributecontent,
generaterevenue,andprovideaccesstoinformation.Thisimpactslibrary
purchasingpower,effectivecontentacquisition,andthelicensingofrequired
resources.TheOSULibrariesandPressischallengedtocompeteandinnovate
withinthismarketplace.
9
OSULibrariesandPressInternalAssessment
STRENGTHS
OurPeople
OSULibrariesandPresshavecreatedaservice‐orientedculture,working
collaborativelybothwithinandoutsidetheinstitution.OSULibrariesandPress
facultyandstaffthrivewithinachangingenvironment.Wehavethefreedomto
developuniquepartnershipsandworkfearlesslyunderaleadershipmodelthat
encouragescreativityandrisktaking.Wehavedevelopedrelationshipsacross
campusandwithstateagencies,otherlibraries,consortia,andOregontribesto
shareknowledgeandprovideservicesthatextendbeyondtheOregonState
Universitycommunity.OurfocusoncollaborationensuresOSULibrariesandPress
willsuccessfullyserveourmissioninaknowledge‐basedeconomy.
OurPlaces
Ourcollaborativelearningspacesandlibraryresourcesarekeyassetsinattracting
newstudentsandsupportingthelong‐termsuccessandretentionofstudents,
faculty,andotherpatrons.
SUCCESSES
TheOSULibrariesandPresshavecultivatedareputationforbeingwilling
innovators.Withworld‐classresearchers,wetakerisksandthinkbig,positioning
ourselvestobeourusercommunity’sintellectualtouchstone.Webuildbridges,
createknowledge,andbreakdownwallstocreateasafeandinclusivespacefor
learning.
EngagedInteractions
OSULibrariesandPressaresuccessfulwhenourfacultyandstaffinteractwithour
usercommunities.Eitherone‐on‐oneorthroughthedevelopmentofinteractive
personalservices,wechangeliveswhenweplayanactiveroleinourcommunity.
Student‐CenteredFocus
OSULibrariesandPressaresuccessfulwhenweworkwithourusersandrespond
totheirneeds.Asthesizeanddiversityofourusercommunityevolves,wewill
continuetoworkwithandlistentoourpatronstoensurewecontinuetomeettheir
evolvingneeds.
10
ResearchStewardship
BecauseOregonStateUniversityisalandgrantinstitution,theOSULibrariesand
Presshaveauniqueresponsibilitytodisseminateresearchandinformationtothe
peopleofOregonandtoworkwithotherculturalheritagecentersstatewide
toenablelearningforallOregonians.
CollectionsofDistinction
FromdigitalcollectionshighlightingLinusPaulingtoourinstitutionalrepository,
OSULibrariesandPress’digitaleffortsshowcasethosecollectionsandresources
uniquetoOregonStateUniversity.Additionally,astheonlyuniversitypressin
Oregon,theOSUPresssupportsthecontinuedintellectual,culturalandsocial
developmentofOregonandtheWest.
CHALLENGES
WhiletheOSULibrariesandPresshaveanumberofstrengthsinkeyareas,there
aresubstantialopportunitiesforimprovementaswell.
ExpandingtheFocusofDiscovery
AsOSULibrariesandPressmoveforward,weareexpandingthedefinitionof
discoverytoincludehighlightinglocalcollections,morecloselyintegrating
interlibraryloanandacquisitionsprocesses,providingcomprehensivedata
discoveryservices,andofferingamoreholisticsearchthatcanreturncontextual
answerstoawiderangeofquestionsaboutOSULibrariesandPressresources.
ProvidingInputIntotheCurriculum
Wewillworkacrosscampustocreateaninstructionprogramthatensuresstudents
developthetoolstobesuccessfulatOregonStateUniversityandinaknowledge‐
basedeconomy.
EmphasizingtheFacultyLibrarianScholar
Sharingourexpertiseinorganizing,curating,anddisseminatinginformation—
especiallyinthistimeofchangingmodesofscholarlycommunicationandswift
increasesinthevolumeofinformationavailable—isacriticalareaofimprovement
whereOSULibrariesandPressfacultycanbepartnersintheresearchenterprise.
TellingOurStory
Wemuststrengthenourconnectionswithoutsidestakeholders.Tobesuccessful,
OSULibrariesandPresswillcontinueexplainingtheimpactthatwehaveon
11
researchandeducationacrossOregon,andbeyond,tocampusstakeholders,donors
andgrantingagencies.
NEEDS
SeveralfactorswillcontinuetochallengetheOSULibrariesandPressintothefuture.
ChangingSkillSets
Changesintheinformationlandscapeandthelibrary’sroleoncampusrequirenew
trainingandexpertiseaswetransitiontodigital‐basedservicesandenvironments.
Wemustalsostrengthenourroleasaninformationproducerandpublisher.
TransitioningInfrastructure
AsOSULibrariesandPressadvanceourdigitalmission,astronginformation
technologyinfrastructurewillremainvitalformaintainingthelibrary’sroleas
historianandrecord‐keeper,aswellasfordevelopingnewmethodsofaccessto
digitalcollections.
LettingGoofthePast
Newtechnologiesarechangingthewayinwhichlibrariesdeliverinformation,
supportresearch,andcurateandpreservecollections.OSULibrariesandPress
facultyhaveatraditionofdevelopinginnovativeprogramstosupportthelearning
andresearchprocess.However,wemustbewillingtoreallocateresourceswhena
programbecomesunnecessaryorobsolete.Forthelibrarytoremainnimble,we
mustshiftgearswhennecessary.
AdjustingtoChangesinFundingforHigherEducation
WhileitwouldbenaïvetoignoretherolethateconomicpressureshavehadonOSU
LibrariesandPress,simplypointingthemoutisnotenough.OSULibrariesand
Pressmustrespondbycultivatingnewfundingopportunities.Wehaveidentified
threechallengestoovercome:
1. DedicatedStaffTimeforFundraising
2. StrengtheningandCultivatingSupportfromExistingPartners
3. IdentifyingPotentialPositionsforEndowment
12
STRATEGICISSUES
CompetitiveResearchEnvironment
Inahighlycompetitivefundingenvironment,researchersmusthavetimelyaccess
toinformationtocompeteforresearchandgrantfunding.Thelibraryhasto
respondtotheirneedsinawaythatmakeseffectiveuseofourservicesand
resourcesthroughouttheresearch,writing,publishing,andpreservationprocesses.
Researcherswilluseourexpertisetoaddresschangesinthegrantapplication
process.
TechnologyLandscape
Complexitieswithsupportingmultipleplatformsforpatroninteraction,mobile
devices,e‐books,andmovementfromprinttodigitalresourcesallofferunique
staffingandfundingchallengesthatlibrariesmustmeettoremainviable.Asmore
studentsuselibrariesvirtually,OSULibrariesandPressmustdevelopandsustain
effectiveserviceandresourcedeliverysystems.
EvolvingStudentDemographics
Changingstudentdemographicsaffectservicedelivery,collectiondevelopment,
learningneeds,anduseofresources.Agrowingnumberofstudentsrepresenting
broaderagerangesanddemonstratingincreasingdiversitymeansthatOSU
LibrariesandPressmustrespondbydevelopingnewandexpandedservices,
resources,andapproachestoteaching.
NewPublishingParadigms
TheOSUPresshasa50‐yeartraditionofpublishingscholarshipofandaboutthe
PacificNorthwest.Whileitsscopehasallowedthepresstoprosperinan
increasinglyvolatilepublishingmarket,wemustfindabalancebetweentraditional
andnewparadigmsinpublishing.
GrowthofOpenAccess
OSULibrariesandPresshavetakenaleadershiproleineducatingtheUniversity
communityaboutOpenAccessissues.Inthelongterm,thegrowthofOpenAccess
willaffectthecostsofprovidingresearcherswithaccesstowhattheyneed.
13
DemandsonSpace
Evolvingmodelsofteaching,learning,andresearchrequireflexiblespacesandour
users’successdependsonaccessandavailabilityofthesespaces.AstheOregon
StateUniversitypopulationgrows,morespaceandresourceswillbeneededfor
individualandgroupworkwithintheValley,GuinandOSU‐Cascadeslibraries.
Continuingtomovefromprinttodigitalresourceswillopenupphysicalspaceto
accommodateincreasedemphasisoncollaborativelearning.
NeedforDiversifiedFunding
Fundingcontinuestobeahighpriorityinhighereducation.OSULibrariesandPress
mustactivelydiversifyourrevenuestreambyincreasingprivateandgrantfunding
resources.
TellingOurStory
AsOSULibrariesandPressevolve,wemustcommunicatethesechangestopatrons
andstakeholdersanddemonstrateourvaluetotheUniversity.OSULibrariesand
Pressneedtomorebroadlyconveyourimpactonteaching,research,and
communityengagement.
WorkforceExcellence
AstherolesofOSULibrariesandPressfacultyandstaffchange,innovationand
engagementmustbesupportedtosustainacohesivecultureofexcellence.Wecan
achievethisthroughcareerworkforceopportunitiesanddepartmentalcross‐
training.
14
GOAL1:REIMAGINETHELEARNINGANDSERVICEENVIRONMENT
OSULibrariesandPresswillreimagineandimplementdynamicphysicalandvirtual
spacestorespondtodemandandevolvingapproachestoteachingandlearning,
scholarship,andprofessionaldevelopment.Wewillcontinuetocultivatean
innovativeenvironmentoflearningandengagementthatempowersstudentsand
faculty.
Respondingtostudentneedsformorecollaborativespace,theValleyLibrarymade
significantfacilitychangesinimplementingourpreviousstrategicplan,including
creatingadynamicLearningCommons.On‐sitelibraryusehassoaredwithgate
countsincreasing24percentbetweenAY2008‐09andAY2011‐12,anddemandfor
additionalspaceforcollaborativeandindividualstudyhascontinuedtorise.As
universityenrollmentcontinuestogrow,weanticipatespaceneedsforstudentswill
becomecritical.Overthepastfiveyears,wehavecontinuedtomovefromprintto
digitalandnearly80percentofcurrentexpendituresareforelectronicresources.
Thisrapidchangeininformationformatcreatestheopportunitytoreimagineour
spacesandcreateafacilitythatisonthecuttingedge.Wehavealsowitnessed
dramaticincreasesintheuseofourvirtualenvironmentandmustincreaseour
capacitytorespondtotheneedsoflearnersandresearchersanytime,anywhere.
CoreValues:



Access
Civility
Service
StrategicIssues:




TechnologyLandscape
EvolvingStudentDemographics
DemandsonSpace
CompetitiveResearchEnvironment
Strategies
3.
Strategies
1.1.Simplifythelibraryexperience.
a. Completetheco‐locationofservicedesksintheValleyLibrary.
b. Redesigncoursereserves.
15
c. ImplementupdatedmapsandothernavigationalsystemsfortheValley
Library,includingseatfinding.
d. ImplementtechnologytoenablestudentstofindpeerswithintheValley
libraryeasily.
1.2.Buildadiscoveryexperiencethatdeliverscontentimmediatelyand
establishesthesubjectordiscipline‐specificcontextsforinformation.
a. Pursueprojectstoprovidegreaterstudentaccesstoelectronictextbooks.
b. Fullyimplementpurchase‐on‐demand(POD)andpatron‐driven
acquisitions(PDA).
c. ImplementPrimoasareplacementfor1Search,theexistingunified
searchtoolforalllibraryresources.
d. Realizestaffefficienciesandimprovementsinaccesstoresourcesasa
resultofmigrationtoasharedILSwithintheOrbisCascadeAlliance.
1.3.Redesignphysicalspace.
a. Encourageconversationswithfacultyandstaffacrosscampusregarding
changingapproachestocollectionstocreateflexibilityinphysical
environmentplanning.
b. RedesigntheValleyLibrarythird‐floordocuments,microforms,andmaps
areas.
c. RedesigntheValleyLibraryfifth‐floorSpecialCollectionsandArchives
ResearchCenterspacetoenableintensiveinteractionwiththelibrary’s
uniquespecialcollections.
d. Createspecificstudyareastosupportlearningcommunitieswithinthe
ValleyLibrary.
e. RenovatetheGuinLibrarytoenhancemeeting,office,andcollaborative
workspaces.
f. PartnerwithOSU‐Cascadesfaculty,administration,andstudentsto
identifyandaddresslibraryspaceneedsattheCascadescampus.
1.4.Supportcommunityandlearninginvirtualspaces.
a. IncreasetheaccessibilityofSpecialCollectionsandArchivesResearch
Centervirtualcollections.
b. ImplementtheResearcher’sToolbox,afocusedWebapplicationthat
providesuserswithdiscipline‐specificcontextwithinfindingaidsand
improvestheaccessibilityofourdigitizedarchivalcollections.
c. Developanalumniportaltosupportlifelonglearningandcareer
development.
d. DeveloponlineenvironmentstosupportEcampususersandthe
communitiesservedbyOSUExtensionService.
16
1.5.Createaforumthatwelcomesandengagesallcommunities.
a. ImprovetheusabilityoftheValleyLibraryrotundaforlibraryevents.
b. ImplementroutineOregonStatePresseventsintheValleyLibrary.
c. Usethelibrary’sphysicalandvirtualspacestocreativelyshowcase
resourcesofinteresttotargetaudiences,includingnewfaculty,new
students,studentadvisers,andmentors.
d. Developannualreadingprograms.
MeasuresofSuccess:
PeriodicallyduringAY2012‐2017:Patronsatisfactionsurveys,userexperience
studies,andassessmentmeasuresreflectapositiveuserexperiencein
locatingandaccessinginformation.Assessmentmeasurespinpointsuccessesat
developingdiscoveryplatformsandportalsthatconnectuserstocontentin
meaningfulorrelevantways.
AnnuallybetweenAY2012and2017:Thenumberofco‐sponsoredcommunity
eventsheldinlibraryfacilitiesincreasesby5percenteachyear.Participant
feedbackindicatesthatthespaceandprogramsmeetcommunityneeds.
ByAY2014:Establishingamasterspaceplanassistsincreatingand
maintaininglibraryspaces(i.e.,5thflooroftheValleyLibrary)thattransformthe
environmentswhereusersandstaffworkandinteract.
ByAY2017:Theamountofspacedevotedtoindividualandcollaborativestudy
intheValleyLibraryincreasesfrom17to25percentofthetotalbuildingspace.
17




GOAL2:ENRICHACADEMICIMPACTANDEDUCATIONALPROSPERITY
OSULibrariesandPresswilldeliveraspecializededucationalexperiencefocusedon
informationliteracy,theresearchprocess,andcompetencyusingtoolsfordoing
research.Theeducationalexperiencewillcontributetothegrowthandeducational
prosperityofOregonStateUniversitystudents.Wewillaccomplishthisby
maintainingarigorousfocusonacademicexcellenceandoverallstudentsuccess.By
providingenhancededucationalopportunitiesshapedbytheUniversity’slearning
goalsandstudents’readiness,experiences,andaspirations,wewillprepare
studentstoassumeameaningfulroleintheglobalcommunity.
Theevolvingfaceofstudentandfacultypopulations,thestaggeringchangesto
educationaldeliverymodels,thegrowingneedtobridgelearninggapsofincoming
studentpopulations,andthefundamentaldemandforinformationliteracyexerts
newpressuresondeliveryofhighereducation.ToprepareOregonStateUniversity
studentsforacademicandworkplacesuccess,wewillprovideeducationalofferings
thatimprovecriticalthinking,scholarlycommunication,datamanagement,and
engagementwiththeresearchenterprise—skillsthatarecriticaltostudentsuccess.
Wewillembedourselvesintothecurriculumandinitiateuniversity‐wide
conversationsaboutthefutureoflearning,contributingtoamorerobustlearning
environmentacrosscampus.
CoreValues





Access
Service
Diversity
Collaboration
Innovation
StrategicIssues


TechnologyLandscape
EvolvingStudentDemographics
Strategies
4.
STRATEGIES
2.1.Developnewcurricularofferingsthatexpandoureducationalimpact.
a. SecureaLibraryandInformationStudies(LIS)designationinthecourse
catalog,whichwillletlibraryfacultyfullyparticipateintheUniversity’s
educationalmission.
b. CollaboratewithEcampus,theUniversityHonorsCollege,andother
academicunitstooffercoursesthathaveapositiveimpactonstudent
successandstudents’long‐termpursuitofknowledgeforpersonalor
professionalreasons.
18
c. Applylibraryfacultyresearchandexpertisetoinform,assess,and
promoteoureducationalimpact.
d. Expandworkshopandinstructioneffortsintonewareasrelatedtothe
researchprocess,datamanagement,andscholarlycommunication.
2.2.Deliverexperientiallearningopportunitiesinconjunctionwiththe
University’slearninggoals.
a. BuildanOSULibrariesandPressexperientiallearningandinternship
programforbothgraduateandundergraduatestudents.
b. Developtoolsthatmeasureexperientiallearningoutcomes.
2.3.Initiatecampusconversationstoembedourexpertiseacrossthe
University’scurriculumandenrichOSU’seducationalmissionandthe
studentexperience.
a. Designanddevelopactivitiestostimulateconversationandactionon
emergingtopicssuchasthefutureoftheundergraduateresearchpaper,
datamanagement,andcompetency‐basededucationinhighereducation.
b. CreateincentivesforOregonStateUniversityfacultyandgraduate
studentstorestructurecurrentcourses,assignments,andinstructional
materialstomorefullyintegratelibraryandinformationscience(LIS)
content.
c. Leadtaskforcesandcommitteesdrivingcampus‐wideinitiativesrelated
totheUniversity’seducationalmission.
d. Increaselibraryfacultyparticipationongraduatestudentcommittees,
thesiscommittees,andothereducationalserviceopportunities.
2.4.Targetspecificstudentpopulationsanduniversityperformance
outcomeswherewewillhavethegreatestimpact.
a. Strengthenrelationshipswithcampusstakeholdersaroundtargeted
studentpopulationsandcampuseducationoutcomes.
b. Developperformanceassessmentdashboardsthatindicateongoing
impact.
c. Reachouttointernationalpartners,students,andcampusorganizations
toreducebarrierstolearningandaccess.
MeasuresofSuccess:



ByAY2014‐AY2017:TheLibraries’educationalprogramsexpandtomeetthe
uniqueneedsofOSU’sincreasinglydiversestudentpopulation.
ByAY2014:Increasedexperientiallearningopportunitieshaveameasurable
impactonstudents’persistenceandsuccessatOSUandaftergraduation.
ByAY2015:OSUstudents,faculty,andadministratorsatOSUacknowledgethe
educationalimpactoftheLibraries’instructionalprogram,especiallyin
distinctiveareassuchasscholarlycommunication,informationliteracy,anddata
management.FeedbackindicatesthattheLibraries'coursesandworkshopsare
19

effectiveinpreparingstudentstouseinformationtosolveproblemsandmake
decisions.
ByAY2016:For‐creditcoursesofferedbyOSULibrariesandPressandin
collaborationwithotherunitsincreaseinnumberandscope.
20
GOAL3:PLAYAFUNDAMENTALROLEINKNOWLEDGECREATIONAND
DISSEMINATION
OSULibrariesandPresswillactasapartnerandadviser,usingourexperienceand
resourcestotransformscholarlycommunicationwithintheUniversity.Wewill
workwithourcommunitiestopromoteOpenAccesstoscholarlycommunication
andshiftourfocusfrombeinggatekeepersofinformationtobeingcollaboratorsin
thecreationanddisseminationprocess.
Asatrustedrepository,wewillcuratetheintellectualoutputoftheOregonState
Universitycommunity,workingwithothercampusunitstoprovidethetoolsand
infrastructurenecessarytosupporttheentirelifecycleofthatdataincluding
selection,certification,maintenance,preservation,discovery,andlong‐termaccess.
OurdigitalpublishingandOpenAccessinitiativeswillexplorenewmodesof
knowledgedisseminationtoenhanceacademicdiscoursebyremovingbarriers
relatedtoaccessandcost.Theresearchoflibraryfacultywillinformthisprocessby
investigatingnewscholarlycommunicationmodels,creatinginnovativetoolsand
services,andmeasuringoureffectiveness.
CoreValues:





Access
Collaboration
Preservation
Innovation
Sustainability
StrategicIssues:




NewPublishingParadigms
GrowthofOpenAccess
CompetitiveResearchEnvironment
TechnologyLandscape
21
Strategies
3.1.Partnerwithresearcherstooptimizeeffectivenessandvisibilityof
scholarship.
a. Increasedatamanagementactivitiesandoutreach.
b. Developnewmetrics,methods,andtoolsformeasuringandtrackingthe
impactofscholarship.
c. Championtheadoptionofauniversity‐wideOpenAccesspolicy.
d. PromoteOpenAccessinthefacultytenureprocess.
e. EducateandprovideassistancetotheOSUcommunityaboutfederaland
stateagencyrequirementsandlegislationpertainingtoOAandrelated
scholarlycommunicationissues.
3.2.Accelerateandsupportresearchbylibraryfaculty.
a. Articulateandshowcasetheresearchinterestsandexpertise
ofindividuallibraryfacultymemberstofacilitateinternalandexternal
researchcollaborations.
b. Pursuegrantsforlibraryresearchprojects.
c. Identifysignatureresearchareasthatbuildonlibraryfacultyexpertise.
d. Provideresearchinfrastructureandfundingopportunitiestostrengthen
libraryfacultyresearchactivity.
3.3.Developknowledgecreationanddisseminationopportunities.
a. LeadtheOregonStateUniversitycommunityindevelopingnewOpen
Accesspublishingopportunitiesthattakeadvantageofthedynamic
natureofthemediumandredefinethenotionofscholarlyoutput.
b. WorkwithOregonStateUniversityfacultytodevelopopeneducational
resourcessuchasOpenAccesstextbooks.
c. ExperimentwithnewdeliverymodelsforOSUPresspublications.
d. PromoteuseoftheLibraries’uniquecollectionsassourcesforknowledge
creation.
e. Partnerwithinterestedcampusgroupstorecordanddisseminatethe
historyofOregonStateUniversity.
3.4.Pursueneweconomicmodelsrelatedtoscholarlypublicationand
supportforuniversitysignatureareas.
a. Identifyandadvancealternativepublishingmodelsandfundingfor
digitalpublishing.
b. Developadditionalfundingsourcestosupportsignaturecollections.
c. Advocateforfacultytoengageinnewpublishingmodels.
3.5.Createarobustandflexibledigitalpreservationandcuration
infrastructure.
a. Createalong‐termpreservationsystemforuniversityscholarshipand
digitalcollectionsdevelopedandcuratedbyOSULibrariesandPress.
22
b. Identify,prioritize,andpreservethecollectionsofdistinguishedscholars
withintheOregonStateUniversitycommunity.
c. PartnerwithothercampusgroupsresponsiblefortheUniversity’s
academiccomputinginfrastructuretobuildandsupportresearchdata
storageandmanagementsolutions.
MeasuresofSuccess





ByAY2015:Along‐termdigitalpreservationsystemistestedandestablished,
enablingthecurationofcollectionsdevelopedandmaintainedbyOSULibraries
andPress.
BYAY2015:ScholarsArchive@OSUisthedefactorepositoryforscholarship,
educationalresourcesandappropriatedataproducedatOSU.
ByAY2016:Focusedeffortstosupportandhighlightlibraryfacultyresearch
heightensoverallproductivity,visibility,andscholarlyimpact.
ByAY2016:Ouradvocacy,innovation,andeducationaleffortsleadtochanges
inthecreation,dissemination,andpublishingofresearchandscholarshipat
OSU.Asaresult,researchersandscholarsadoptmoreopenaccesspublishing
anddisseminationstrategies.
ByAY2017:AllnewOSUPresspublicationsareavailableinprintande‐book
formatstoextendaccesstosignificantscholarship,especiallydistinctiveworks
aboutOregonandtheWest.
23
GOAL4:SUSTAINANINTENTIONALANDINCLUSIVEORGANIZATION
Withcommunitiesofusersthatareconstantlyevolvinganddiversifying,OSU
LibrariesandPresswillstrivetoreflectourusers’diversitywhilebuildingaculture
ofexcellenceandcivility.
Wewillrespondtoourstakeholders’needs,prepareourselvesfornewrolesandbe
accountabletothosewhosupportus.Wewillrigorouslygather,analyze,and
synthesizeevidenceaboutwhatwedoandwhatourusersdoandusethatevidence
tomakecleardecisionsandconfidentlytellourstory.Wewillcommunicate
internallyandexternally:whyandhowwecollectevidence,howweuseittoinform
decisions,andwhatitshowsaboutourimpact.Thisintentionalprocesswillallowus
tosustainaculturethatistransparent,respectful,innovative,andinclusive.
CoreValues





Civility
Service
Diversity
Collaboration
Sustainability
StrategicIssues



WorkforceExcellence
TellingOurStory
ChangingDemographics
Strategies
5.
STRATEGIES
4.1.BuildcapacityacrosstheOSULibrariesandPress.
a. Supportandacknowledgeprofessionaldevelopmentactivities,including
short‐termdevelopmentalopportunitiesandskillbuildingwithpractice.
b. Developskillsincollecting,analyzing,andusingevidenceinmeaningful
ways.
c. Practiceandadvocateforcivilitythroughdailyinteractions.
d. Identifyandprovidethetoolsneededtogatherevidence,analyzeresults,
andcommunicateourimpact.
e. IncreasethediversityoftheOSULibrariesandPressworkforce.
f. Createapost‐MLISfellowship.
4.2.MakeOSULibrariesandPressevidenceaccessibletoourcommunities.
a. Preserveandmakeaccessibleourwhitepapers,professionalreports,and
assessmentprojects.
24
b. Reviewandrefreshtheevidencewesharetoensureitremainsrelevant
anduseful.
c. Usethelibrarywebsitetotransparentlyshareourevidence.
d. Developworkflowsthatempoweralllibraryunitstopostmeaningful
dataandinformationabouttheworkwedoanditsimpact.
e. Developlibrary‐widepoliciesandprocessestoensureuserdatais
collectedandsharedethicallyandappropriately.
4.3.Intentionallypromoteourservices,resources,andsuccesses.
a. Hireamarketingandcommunicationscoordinator.
b. Developacohesivecommunicationsandmarketingplan.
c. ConsistentlycommunicateourstoriestotheOregonStateUniversity
communityandbeyond.
d. Demonstratetheimpactofourworkwithstudentstocurrentand
potentialdonors.
e. Captureandshareourusers’storiestoillustrateourimpactontheir
success.
4.4.Examinetheissues,concerns,andaspirationsofourkey
constituentsandarticulateourcontributiontothemfromOSU
LibrariesandPress’uniqueperspectives.
a. UseexistingOregonStateUniversitydatainnewwaystolearnmore
aboutourusers’experiences.
b. Gatherinformationfromourusersabouttheirneedsandexperiencesat
bothphysicalandvirtualpointsofuse.
c. Assessourservicesandinstructionbysurveyingrecentalumnitoexplore
whattheyreallyneedtoknowtosucceedbeyondOregonStateUniversity.
Takewhatwelearnfromalumnisurveystoadaptandimproveservices
tocurrentstudents.
d. Workwithindividuals,programsandunitssupportingOSU’s
internationalizationagenda,includinginternationalstudents,OSU
studentsstudyingabroadandOSUfacultyengagedininternational
researchinordertoensurethatOSULibrariesandPress’servicesand
resourcesreflecttheUniversity’sincreasinglyinternationalscope.
MeasuresofSuccess


ByAY2013‐AY2017:Student,staff,andfacultyemployedintheLibrariesand
Pressreceivesupportandencouragementtoincreasetheirparticipationin
relevantexternalandinternalworkshopsandconferencesidentifiedas
importantfortheirprofessionaldevelopment.
ByAY2015:Allstaffarepreparedtoidentifyanduserelevantassessmentdata
thatisorganizedandreadilyavailable.
25





BYAY2015:Coordinatedcommunicationeffortsfurtherawarenessofthe
LibrariesandPressvalue,expertise,anduniquecontributionstotheUniversity
andexternalstakeholders.
ByAY2016:DonorsupportforstrategicinitiativesoftheLibrariesandPress
increases.
ByAY2016:Directedrecruitmentpracticesandstrategiesdiversifythe
applicantpoolsforstudent,staff,andfacultypositions,leadingtoamorediverse
workforce.
ByAY2017:Consistentandformalmethodsforgatheringandcommunicating
feedbackandanalyzinguserdataaddtoourunderstandingoftheimpact
resourcesandserviceshaveonspecificconstituents.
ByAY2017:NewprogramsdevelopedinpartnershipwithOSU’sDivisionof
InternationalProgramspromoteinternationaleducation,research,and
engagement.
26
THESTRATEGICPLANNINGPROCESSANDSTAKEHOLDERGROUPS
TheOSULibrariesandPressStrategicPlanningCommitteebeganworkingwith
consultantTomDowlinginMay2012.TheStrategicPlanningCommitteewas
chargedwithcreatingaplanthatwouldarticulateOSULibrariesandPress’strategic
directionforthenextfiveyears.Thegroup’smajorobjectivesweretoidentify
strategicissuesandenvironmentalfactorsthatwillimpactresearchlibrariesand
universitypresses,solicitfeedbackfromadiversegroupofstakeholders,develop
andembedmeasuresofsuccessforgoalsandstrategies,andalignourstrategies
withthestrategicinitiativesofOregonStateUniversity.Ourgoalwastodevelopa
planthatsethighaspirationsforhowOSULibrariesandPresswouldaddressour
strategicissuesaswellassupportOregonStateUniversity’sgoaltobecomeatop
tenlandgrantuniversity.
Thecommitteeinformeditselfthroughrelevantliterature,conductedan
environmentalscantoidentifyissuesandtrendsandassessstrengths,challenges,
andopportunities,andengagedwithstakeholderstocontributeinputaboutthe
strategicdirectionswemustpursue.BecausestakeholdersarecriticaltoOSU
LibrariesandPress’long‐termsuccess,thecommitteesoughtinputfrominternal
andexternalstakeholdersthroughouttheplanningprocess.Stakeholdergroups
included:








Undergraduateandgraduatestudents,OSULibrariesandPressstudentworkers
andstudentleadersfrommultipleorganizations,includingAssociatedStudents
ofOregonStateUniversity(ASOSU),InternationalStudentsofOregonState
University(ISOSU)andtheGraduateStudentUnion
OSULibrariesandPressfacultyandstaff
AssociatedeansofresearchfromtheAdvisoryGroupfortheVicePresidentfor
Research
GraduateSchooladministration
UndergraduateEducationCouncilmembers
FacultySenateLibraryCommitteemembers
LeadershipteamsfromAcademicAffairs,StudentAffairs,InternationalStudies,
InformationServices,OSUPressEditorialBoardandtheDivisionofOutreach
andEngagement
OSULibrariesandPressAdvisoryCouncil,theprincipalvolunteerleadership
groupwhosemembershipincludesdistinguishedalumniandfriends
StakeholdersaretheheartofOSULibrariesandPress’servicesandmission.Many
havechosenOregonStateUniversityfortheireducation,research,andemployment.
Weserveallstudentsincludingundergraduatesandgraduatesonandoffcampus.
Wealsosupportthefacultywhoteachandproducescholarship.Ourstakeholders
includesignificantsupportersandadvocatesforOSULibrariesandPress,including
universityadministration,donors,friends,parents,andalumni.Theyarealso
establishedcollaboratorsorrepresentfuturestrategicpartners.Aseriesoffocus
27
groupswithstakeholders,heldinJune2012,figuredprominentlyinshapingthe
plan’sdevelopment.Workinginfourwritingteams,thecommitteeusedthe
responsescollectedandanalyzedfromthefocusgroupstodraftaninitialplan.
OSULibrariesandPress’greatestresourceisitsemployees.Thisincludesfull‐and
part‐timefacultyandstaff,studentworkers,interns,andgrant‐fundedstaffwhowill
becalledupontocommittheircreativity,energy,andexpertisetosuccessfully
launchandimplementnewstrategicinitiatives.InAugust2012,thisearlydraftwas
vettedinanopenmeetinginvitingOSULibrariesandPressfaculty,staff,andstudent
workerstointeractwithcommitteemembers,posequestionsaboutthedraft’s
components,andprovidecomments.Thedraftoftheplanwasalsoavailableonline
forallpersonneltoreviewandprovidecommentsandsuggestions.
UsingthiscriticalfeedbackfromOSULibrariesandPressfacultyandstaff,the
writingteamsrevisedtheplanagaininpreparationforexternalreviewsscheduled
inSeptemberandOctober2012.Stakeholdergroupsrepresentingfacultyleaders,
universityadministrators,anddonors,aswellasgraduateandundergraduate
studentsparticipatedinmultiplereviewsessionsledbypairsofcommittee
members.Thefocusofthesesessionswastoclarifymission,visionandvalues,
prioritizeissuesandchallenges,andseekfurtherinsightaboutgoals,strategies,and
actionsaswellasassessmentmeasures.Thecommitteeincorporatedinputfrom
thesegroupstofinalizethestrategicplaninNovember2012.
Overall,theOSULibrariesandPressstrategicplanningprocessdemonstratedthe
committee’scommitmenttocollaboration,reflection,andanalysisandopen
engagementwithmultiplecommunities.Theprocessstrengthenedpartnerships
withinourorganizationandacrosscampus.Subsequentdraftsimprovedonthe
previousiterationasthecommitteefocusedourresourcesonfourmajorgoalsand
outlinedwaystoassesstheachievementofourobjectives.Thefinalplanreflectsthe
committee’ssuccessfulefforttoestablishadynamicdirectionforOSULibrariesand
Pressoverthenextfiveyears.
28
STRATEGICPLANNINGCOMMITTEE
LaurieBridges
FayeA.Chadwell
Anne‐MarieDeitering
KerriGoergen‐Doll
TomJohnson
DeanJones
JessiccaLawhead
TerryReese
TrevorSandgathe
StevenSowell
RickStoddart
JanetWebster
EvvivaWeinraub
TomDowling
JoLynnO’Hearn
InstructionandEmergingTechnologiesLibrarian
DonaldandDelphaCampbellUniversityLibrarianand
OSUPressDirector
FranklinMcEdwardProfessorforUndergraduate
LearningInitiatives
ResourceAcquisitionandSharingManager
DigitalApplicationsLibrarian
UnixAdministrator
InterlibraryLoanCoordinator
GrayFamilyChairforInnovativeLibraryServices
SpecialCollectionsandArchivesLibraryTechnician
CollectionsandResourceSharingDepartmentHead
AssessmentLibrarian
HeadLibrarian,MarilynPottsGuinLibrary
Director,EmergingTechnologiesandServices
Facilitator/Consultant,CollegeofBusiness
AdministrativeAssistant
29