Strategic Directions

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Strategic directions are key issues to which we must pay attention in order for the Library to respond effectively to the University of Guelph strategic plan, and advance our own mission. Action on strategic directions, together with attention to continued development of our core functions (to acquire, maintain, organize and provide access to ideas and information), will ensure that we can carry out our mission effectively. The strategic directions should be given prominence when resources are being allocated and priorities assigned.

We must recognize initiatives that are not working as we would like, and revise or terminate them. Initiatives that are not well thought out should not be implemented.

Enrich the User's Experience

The challenges of accessing and managing the plethora of information and technologies for learning, teaching and research are daunting tasks for both new and experienced library users. This complexity can be managed through well designed and integrated information systems, services and tools which empower the user and promote self-reliance. User support and expertise in the areas of information literacy and information technology needs will be key contributions that the Library makes in support of the University's learning and research missions.

The contemporary academic library may be thought of as an "academic town square" — a supportive learning environment and meeting place with a diversity of resources, services and options. It is both a physical place, such as the Learning Commons or the Library building, and a virtual place, such as can be fostered through the Portal. It is a place for contemplation, for active engagement and for the celebration of learning and research. Most importantly, it is a place where the various disciplines and constituencies of the University can be visible to one another, and can meet and interact to exchange ideas and perspectives thereby creating new areas of knowledge and understanding.

Create and Sustain an Agile Information Space: IT Infrastructure

iCampus services and resources will be "always on, anytime, anywhere, just for you". The infrastructure will enable services and resources that have maximum availability and are accessible through a wide variety of devices (desktops, laptops, tablets, PDAs, cell and smart phones).

The infrastructure will support personal information environments and remain connected to the rich resources of the enterprise and the larger global Internet. Mobility, personalization, and ubiquity will characterize the services offered through this architecture and infrastructure

Building Information Collections - the Digital Imperative, the Transformation of Scholarly Communication and Responsible Stewardship

Strong scholarly collections in support of research and learning are central to the way in which the Library will help the University to encourage discovery, self-directed and resource-based learning. While print collections will remain a core and important pillar of the Library's provision of scholarly information, an increased emphasis will be placed on digital resources in a wide variety of formats and media, as these offer maximum accessibility for all users and increase the Library's ability to disseminate information content widely throughout all of the campus's learning, research and teaching spaces. This content will include the expanding set of digital objects, information resources, and data collections that are being established across campus.

The Library's ability to provide information collections which will meet the needs of the academic community is profoundly impacted by factors unique to the research library community. These factors include: constant and high inflationary pressures on electronic and print serial subscriptions and book acquisitions; increased demand for new resources resulting from rapid advances in discovery tools and the value of digital content to researchers and students; and the evolution of totally new services which support technology-assisted learning modalities — for example paying for copyright permissions to use materials in learning management systems, or re-allocating staffing resources to provide support for delivery of digital content.

Building Collaborative Relationships to Achieve Goals

The Library will establish, reinforce and sustain partnerships with key stakeholders (Colleges and academic departments, the Centre for Open Learning and Educational Support and others) to contribute to the creation of learner-centered environments which are enriched with high quality information resources, services and technologies and make effective and efficient use of campus resources. Explicitly linking the library to research initiatives will benefit both researchers and graduate students.

Collaboration with other libraries at a local, provincial, national, or international level has been instrumental in creating an environment in which all of the partners achieve more than they could alone. The library relies on these partnerships, and enhancing them in the future will allow for the sharing of expertise and the maximizing of economic efficiencies. Our successes with TUG, OCUL, CARL and others are evidence of the need to continue to build these relationships.