40 Association of Research Libraries Research Library Issues 294 — 2018 Background Strategic Plan as Springboard Following the appointment of a new university librarian (UL) in 2013, the UCR Library embarked on a strategic and holistic planning process to identify the needs of campus stakeholders, to develop vision and goals, and to create a road map to ensure that we continue to meet and anticipate the campus curricular and research needs. Working with an external consultant using the appreciative inquiry strengths-based approach over a seven-month period, the library facilitated meetings, workshops, focus groups, and other forums in order to surface and support insights and aspirations of the library and campus-wide stakeholders to inform the UCR Library Strategic Plan. The vision and mission of the final Strategic Plan2 were broad and focused on empowering positive change, accelerating academic achievement and the creation of knowledge, and energizing campus engagement in and transformation of local, national, and international arenas. This was heady stuff. It was clear to Library Administration that if we were to position ourselves to meet the lofty goals we were setting, we would need to make some profound changes to the actual work we were currently doing in research and instructional services, as well as in our organizational structure. Not surprisingly, the UCR Library had a very traditional setup of reference librarians who were also subject specialists. There were two parallel discipline-based departments in which librarians/subject specialists spent their days doing a mix of traditional reference, course-based library instruction, research- support workshops, and a smattering of collection development. Nothing significant had changed in responsibilities or structure for 10 to 15 years. Developing Framing Questions After the strategic planning process wrapped up in the summer of 2014,