Strategic Objectives

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Introduction

As an active participant in the teaching, research, and service missions of the Institute, the Georgia Tech Library is poised to define the technological research library of the 21st century.

For students, the Library is a gathering place – cultivating intellectual inquiry, the development of critical thinking skills, promoting academic discourse, and fostering lifelong learning and knowledge enhancement. In this capacity, the Library is integral to the retention and overall success of Georgia Tech students. For faculty and researchers, our most compelling priority is to enrich their teaching, research and learning – contributing to their knowledge advancement and research output with resources and services to meet their needs.

Over the past 11 years, the Library has achieved many significant accomplishments in support of the Institute's mission. Since being recognized as the "2007 Association of College & Research Libraries' Excellence in Academic Libraries" winner, the Library has been proactively addressing budgetary issues caused by increasing costs and demands, meeting the ever-evolving information needs of our primary users, responding to major changes in the scholarly communication arena, embracing the dynamic transformations in technology, and cultivating the skills of our staff to provide services and resources needed in the 21st century.

The 2002-2007 and 2007-2011 Strategic Plans were dynamic, living documents which served as roadmaps to guide our organizational priorities. Like most academic libraries, we are in a period of transition as technology and pedagogy continue to shift and evolve. This environment, however uncertain, is rife with possibility.

To this end, this 2013 – 2016 Strategic Objectives document outlines four objectives that are designed to help the Library define the technological research library of the 21st century.

Strategic Objectives 2013-2016

I.  Reimagining the Library for Learning Excellence

The goal of this project is to redesign library spaces and services to match the changing needs of the 21st century learners and researchers. This will involve a major transformation of the Crosland Tower and Gilbert Memorial Library (collectively, the "Library Towers"). It will also require print collections be moved out of the building into an off-site service facility jointly constructed and operated with Emory Libraries. Future steps include gathering key information, identifying resources and developing strategies in the following areas:

  • Gathering data within the Georgia Tech community (faculty, students and staff) to understand the future direction for curriculum, pedagogy, and research.
  • Increased engagement with the Georgia Tech community through town hall meetings, focus groups and other forums.
  • Investigating leading-edge technology to support a re-imagined Library for the 21st century.
  • Service and Staffing to support new models for research and library learning spaces.
  • Partnership and Collaborations to efficiently and effectively maximize new library spaces, services and technologies.

II.  The Emory and Georgia Tech Partnership

The two immediate goals of the Emory and Georgia Tech Partnership are: creating a shared collection and building the Library Services Center (LSC), an off-site storage facility. The ultimate goal of this partnership between the Georgia Tech and Emory Libraries is to create a seamless collection with all Emory resources available to Georgia Tech students, staff and faculty, and vice versa.

III.   Reaffirmation of Accreditation

The goal of this project is to manage the 10-year SACS reaffirmation for Georgia Tech by providing information and resources to support a successful and sustainable reaffirmation process.

IV.  Organizational Health & Clarity

As we move forward with radically transforming Library services and spaces to meet evolving library user needs in the 21st century, it is increasingly critical to assess and nurture the health of the organization.

In an effort to get a clearer understanding of our organizational health the Library will undertake the ClimateQUAL survey, an organizational Climate and Diversity Assessment of library staff perceptions concerning (a) their library's commitment to the principles of diversity, (b) organizational policies and procedures, and (c) workplace attitudes. It is an online survey with questions designed to understand the impact perceptions have on service quality in a library setting. The survey addresses a number of climate issues, such as diversity, teamwork, learning, and fairness, as well as current managerial practices, and staff attitudes and beliefs.

Additionally, reorganization of Library responsibilities, departments, and assignments will occur as the organization's purpose evolves. First, the Director of Business Operations will assume responsibility for managing the SACSOC reaffirmation project and the Library Services Center project. Secondly, a newly redefined position (Director of Library Learning Excellence Security and Facilities) will report directly to the Vice Provost for Learning Excellence and Dean of Libraries.

Conclusion

The Strategic Objectives document is a dynamic, living document meant to serve as a roadmap to guide the prioritization of opportunities and resources to advance the vision and mission of the Library and Institute. Research libraries exist within an increasingly complex scholarly ecosystem as students and faculty pursue new modes of learning and research. Our challenge is to design services and physical spaces that make high-quality scholarly resources and easy to use discovery tools available. The 21st century research library, physical and virtual, should to be a well-designed tool supporting the creation of new knowledge vital for living in a complex world.

See also, Strategic Plan 2007-2011