Library Disrupted: Change by Design

The duPont-Ball Library’s Strategic Plan

2019-2023

3,150 UG Students

42% Non-White UG Students

226 FT DeLand Faculty

What’s Changed in Five Years?

The Library is serving a larger,

more diverse undergraduate

student population as well as

more faculty

+ 15%

+20%

+10%

15.43%

9.93%

0.00%

-0.16%

-5.00%

0.00%

5.00%

10.00%

15.00%

20.00%

UG Student Growth Faculty Growth Librarian/Library StaffGrowth

Library Budget Growth

% UG Student Growth vs. % Library Staff and Budget Growth:2013-2019

What’s Changed in Five Years?

The Library is more electronic

81 81

82

86

87

78

79

80

81

82

83

84

85

86

87

88

2013-14 2014-15 2015-16 2016-17 2017-18

Percent Materials Budget Spent onElectronic Information

120,000

140,000

160,000

180,000

200,000

220,000

240,000

2013-14 2014-15 2015-16 2016-17 2017-18

Number of Print Books (Blue) Vs.Number of Ebooks (Red)

90,000

100,000

110,000

120,000

130,000

140,000

150,000

160,000

170,000

200

220

240

260

280

300

320

340

360

2013-14 2014-15 2015-16 2016-17 2017-18

Number of Print Journals (Blue) Vs.Number of E-journals (Red)

What’s Changed in Five Years?

The Library staff is better educated

“You like disruption and innovation. You have great ideas about libraries

and want to help create an exceptional academic library in today’s fast-

paced technological learning environment. You want to engage library

users through face-to-face information literacy instruction, online

tutorials, and social media. You want to serve as a role model for students

from diverse backgrounds. You want to work collaboratively with a small

team of librarians in a place where you can make a difference.”

18 Masters

20 Bachelors

5 Associates53%

2013-2014Library Staff with College Degrees

100%

2018-2019Library Staff with College Degrees

The duPont-Ball librarians and staff met many times during

the 2018-2019 academic year to develop our Strategic Plan.

Our work included:

• Reviewing the University’s Roll-Ahead Strategic Goals

• Reviewing Academic Affairs’ work on distinctives and the Value of a Stetson Education

• Reviewing the Library’s mission statement

• Reviewing our three broad areas of focus: Teaching and Lifelong Learning, Collaboration, and Innovation

• Refining goals for each area of focus

• Identifying specific action plans to address goals

• Creating a duPont-Ball Library Strategic Map, 2019-2023

• Developing desired outputs and measures of assessment

The Strategic Planning Process:

2019-2023

DuPONT-BALL LIBRARY MISSION

The duPont-Ball Library librarians and staff advance

teaching and lifelong learning, collaboration, and innovation

through library services, information resources,

technologies, and facilities.

Teaching and Lifelong Learning

Collaboration Innovation

Increase Awareness of Information Services and Collections

Support Information Literacy Learning

Outcomes

Improve and Expand Library’s Online Presence and

Resources

Optimize Space and Furniture for

Maximum Impact

Create a Mix of Collections that

Maximizes Resources

Develop and Expand Targeted Faculty Collaborations

Engage with Students to Support Their Learning and

Research Needs

Collaborate with Faculty and Staff to

Enhance Experiential Skill Development

Collaborate with Development and

Academic Affairs to Ensure Adequate

Funding

Create Structured Library Faculty and Staff Development

Offer Access to and Support Emerging

Technologies

Continue to Build an Archives with

Distinctive Special Collections

Create a Green Library and Lessen

Our Carbon Footprint

Seek Support and Funding for an

Innovation Center

Create and Implement a Library

Internship

Design the Library Environment to

Support the Neuro-Diverse Student

Support Innovative Pedagogies

Successful Campus Partnerships

Innovation Lab for Experiential Learning

Archives with High-Interest Special Collections

STAFFING TECHNOLOGY INCLUSIVE ENVIRONMENT

LIBRARY STRATEGIC MAP: 2019-2023