Our organization has set the following strategic priorities in pursuit of our mission and to become an increasingly welcoming, inclusive part of the campus community:
JMU Libraries Strategic Priorities 2021-2024
- We will pursue organizational excellence: providing high-quality library and educational technology services and resources to our campus community, living fully our Libraries values, and working to realize our statement of aspirational culture.
- Implement the recommendations of the Dean’s Action Committee on Organizational Culture to continue cultivating an organizational ethic of care and better live our aspirational culture
- Continue project to build an organizational structure that reflects our values, actively engages our users, and leverages our position as a core component of the campus intellectual infrastructure
- Streamline virtual and physical pathways to our services and resources to increase the visibility of our services and prioritize a user-centered approach
- Continue to investigate and plan for the implications of JMU’s move to national status
- Continue to focus Libraries’ collection development work on the user experience, trends in scholarly communications, and evolving patron needs
- We will prioritize equity, inclusion, diversity, and access in all aspects of our work, and undertake self-examination and concrete action to become an actively anti-racist and anti-discriminatory organization.
- Define and disseminate equity, diversity, and inclusion (EDI) terms and concepts in a manner that can be applied to our operational and strategic work
- Prioritize EDI in programming, collections, and scholarly communication
- Establish and implement effective practices for recruiting and retaining a diverse workforce
- We will document and integrate lessons learned from the ongoing COVID-19 pandemic to promote organizational resilience.
- Prepare for the future by cultivating greater organizational resilience
- Advance scenario-based planning in the library
- Solidify our campus partnerships and internal collaborations with special attention to the findings of the Pandemic-Related Learning and Innovation Taskforce
- In partnership with Furious Flower Poetry Center and supported by external funding, we will conclude our Flowerings planning grant activities and begin implementing a new, community-centered model for integrated Libraries support of a living, interdisciplinary and archival center for scholarship and the arts.
- Conclude and disseminate findings from the Flowerings planning grant
- Complete process to secure and apply major funding for identified Flowerings needs related to personnel and infrastructure
- Create and implement an organizational structure and staffing model for a new approach to digital scholarship and distinctive collections
- Explore, invest in, and implement needed digital infrastructure and workflows to support delivery and preservation of Furious Flower audiovisual materials
- Engage with instructional partners to enhance grant outcomes and support teaching, learning, and scholarship using Furious Flower/Libraries collections
- We will plan for Carrier Library Renovation and Expansion, creating a safe and welcoming building for all members of our community.
- Craft, forward, and use a vision and set of guiding principles for the building, centered in other strategic Libraries priorities
- Create preliminary design, working drawings, and interiors to implement the vision
- Work with campus partners to ensure funding for Carrier Library Renovation and Expansion and off-site storage remains an institutional and legislative priority
- Plan for a successful period of interim service provision during the 2023-2026 Carrier renovation
- We will review progress on our Academic Program Review (APR) implementation plan, evaluate and implement remaining recommendations, and prepare for our next APR.
- Review our APR implementation plan and interim report considering what has been accomplished and our current environment
- Implement any recommendations not yet complete if they are still appropriate and if not, document relevant changes
- Undertake a Self-Study in support of our Spring 2025 APR
Last refreshed Summer 2022
Next major planning cycle begins Spring 2024