Beyond the Library of the Future - University Library Strategic Plan 2019-2021 adelaide.edu.au/library - The University of Adelaide
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Beyond the Library of the Future
University Library Strategic Plan 2019-2021
adelaide.edu.au/library
Introduction Themes that form a framework for
the plan:
In early 2016 the University officially endorsed the
Library of the Future Report and its recommendations. Leadership in Information Management
This strategic document was the outcome of an Highly skilled, motivated and innovative
extensive consultation process, coordinated by a
staff
comprehensively representative committee from across
the University. Quality facilities, resources, systems and
services
The report made 25 recommendations for “a bold and agile fu-
ture library” under the themes of Library Services, Library Proactive partnerships
Collections, Library Organisation, and Library Facilities and
Systems.
In what has been a period of significant change, most of the These themes have been cross-referenced
recommendations from that report are now completed or against the University’s strategic pillars:
embedded in policy and practice. Without losing sight of the
invaluable work that informed that report, it is now time to
move on. Connected to the global world of ideas
A rich and diverse community of talent
In the latter stages of 2018, library staff were actively engaged in
a series of workshops to develop a new strategic plan that Research that shapes the future
would take us “Beyond the Library of the Future”.
A 21st century education for a growing
A matrix-like approach to presenting the library’s strategic community of learners
priorities demonstrates clear alignment with the University’s
strategic direction and will ensure the library continues to be a The beating heart of Adelaide
bold, agile, and essential contributor to the learning, teaching
and research aspirations of the University.The Five Pillars for a great 21st century university and how the library will contribute
A 21st century education
Connected to the global A rich and diverse Research that shapes The beating heart of
for a growing community
world of ideas community of talent the future Adelaide
of learners
Leaders in information Enabling global access to Establishing a reputation Capturing, preserving and Enabling discovery of, and Telling the stories of the
management and discovery of the nationally and archiving the University’s access to, resources and University through the
University’s scholarly internationally for scholarly outputs services for learning and development and
Demonstrating value to the maintenance of deep,
University through best information resources systems, services, and teaching
broad collections, archives,
practice in information anytime, anywhere expertise in information and records
management, incorporating management
FAIR principles
Staff who are highly Challenging traditional Fostering a culture of Specialising in targeted Embedding flexible Delivering an active and
skilled, motivated and in- modes of delivery and innovation and excellence research support services services to meet a greater relevant community
novative exploring new in the delivery of range of needs from engagement program
opportunities high-quality services and different types of stu-
Library Adopting a whole library
expertise dents and discipline focus
approach and fostering a
strategic
One Library culture
priorities
Quality facilities, re- Improving impact by Prioritising the student Increase investment in Instilling a proactive and Positioning the library as a
sources, systems, and ser- enabling discovery of, and experience and curating library collections in creative approach to place of cultural safety,
vices access to, the University’s scholarly resources for recognition of their value delivery of services and valued as a unique and
Adopting a business function research outputs success in learning, and importance as a spaces iconic centre for scholars
approach to review and teaching, and research significant University and the community
development of facilities, re- asset and essential piece
sources, systems and services, of research infrastructure
and using data, analytics and
other measures for success
Proactive partnerships With vendors, publishers, With professional bodies, With faculties, schools, With students and stu- With Alumni, Friends of
and other libraries Council of Australian the Division of Research dent bodies, other stu- the Library, State Library of
Engaging as a trusted and
University Librarians and Innovation, research dent South Australia, galleries,
neutral partner to achieve
(CAUL), library and infor- institutes, postgraduate services units, faculties, and museums
what we can’t do alone
mation science educators, students, and Information and schools
and schools Technology and Digital
Services (ITDS)Leaders in Information Management
Take the lead in the development of a Digital
Preservation Strategy and Information Management
Policy for the University
Continue to improve access to, and discovery of,
library information resources
Advocate and communicate on emerging trends and
issues in scholarly information practice, including
Open Access and developments in FAIR programs
and projects
Operational Plan Objectives 2019-2021Staff who are highly skilled, motivated,
and innovative
Perform a skills audit to formulate
development plans for all staff
Undertake workforce planning to identify
single points of failure and solutions to
address
Develop an internal communications planQuality facilities, resources, systems and services
Undertake an audit of all data and statistics collected,
review for value and purpose, and identify those that
best inform development and improvement
Develop a physical collection management plan for
each library and store
Produce a service catalogue
Improve financial management processes and
procedures, with an emphasis on those associated
with the library resources budget
Undertake space and service reviews for Waite and
Roseworthy libraries
Review library and UniARK systems, applications and
integrations; identify future priorities and implement
a new support model with ITDS
Develop and embed an online information literacy
training program
Provide researchers with top quality research
support and servicesProactive partnerships
Grow the Library Endowment fund to increase
investment in the development of deep and
broad library collections, prioritising the purchase
of primary source digitised content, electronic
books, and electronic journal archives
Formalise agreements with internal and external
partners
Develop an engagement plan, including an
external communication plan
Review Rare Books & Special Collections and
University Archives’ potential to develop academ-
ic and community engagement
Work with relevant areas of DASE on the
University’s recruitment and retention strategy
and consequential projects and activities
Leverage Yaitya Ngutupira and appointment of
Indigenous Liaison Librarian to develop
engagement with Wirlta YarluPlan effectively,
establishing
timeframes, budget,
scope, and
responsibility
Engage and empower
Ensure staff are
staff by fostering a
appropriately
positive and energetic
skilled
culture
SUCCESS
In order to be
successful we will:
Put in place the
Prioritise and plan
relevant and necessary
internal and external
systems, processes,
communication
and policiesSee evidence of
improved team
culture
Observe that
staff have Achieve our
increased their goals
skill set
SUCCESS
We will know we are
successful if we:
Have examples of
Complete projects
positive follow up and
consequences, and evidence within the
of continuous improvement pre-defined
for individuals, teams, and parameters
the library as a wholeUniversity Library
The University of Adelaide
2019 University Library
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