SPEC Kit 339: Innovation and R&D · 99
UNIVERSITY OF MINNESOTA
Supporting the Cycle of Knowledge. Strategic Priorities for the University Libraries (excerpts)
https://www.lib.umn.edu/pdf/ULibraries_strategic_planning.pdf
4 Teaching and Learning: Strengthening Campus Capacity and Enriching Student Experience
Libraries’ collections and campus-wide licenses for digital content provide critical course resources. The Libraries’
longstanding programs to build information literacy skills are expanding through partnerships with faculty in curriculum
redesign in support of the University’s competency-based learning outcomes. Integrating content, learning tools, and course-
specific resources within a mature campus learning infrastructure will support and enhance place-based and online learning.
Strategies
Partner with campus units to
understand faculty workflow and
needs in the development of courses.
Assist faculty with incorporating
evidence-based learning, essential
inquiry, and problem-solving skills
into the curriculum.
Integrate Libraries’ content
and staff expertise in course
management systems such
as Moodle, with attention to
embedded mechanisms to develop
student information literacy.
Expand cost-effective online
strategies to support courses
through online tutorials and system-
generated Library Course Web Pages.
Leverage Libraries’ physical spaces
for campus collaborations and
learning support such as the SMART
Learning Commons and Institute for
Health Informatics.
Collaborate with collegiate units to
share Libraries’ resources beyond
campus (e.g., History Day and
College in the Schools) and leverage
Minitex programs to support the
information needs of Minnesotans.
Goal
The Libraries will support
education through increased
integration of critical content
and tools in the curriculum
and through programmatic
investments in physical and
virtual learning environments.
5 Organization: Developing Agility and Advancing Efficiencies
As the Libraries’ roles expand through more active engagement with academic programs and development
of infrastructure, the capacities required within the organization shift as well. These trends also require new types
of expertise, strategies that are inherently collaborative (within the University and within the academy), and
organizational agility to reconfigure resources to respond to changing demands and a changing economic context.
STRATEGIC DIRECTIONS FOR 2011– 2013 (CONTINUED)
Strategies
Strengthen the Libraries’ assessment
expertise to support ongoing
evaluation of services and functions
and to further workflow efficiencies.
Develop capacities and systems for
data capture and evidence-based
decision making.
Focus staff development investments
to support achievement of strategic
initiatives, leveraging expertise in
the Libraries and on campus.
Prepare managers to develop
and realign staff expertise for
new initiatives, reassignments,
and working across
organizational boundaries.
Goal
Invest in staff and
organizational capacity
for innovation,
collaboration, risk taking,
and assessment to meet
emerging priorities
and demands.
THE FUTU
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