Stanford University Libraries' Strategic Directions

Strategic planning is common to many organizations. It is used to set institutional priorities and common goals, to focus resources, and to establish desired outcomes. The strategic plan itself, however, can be limiting. With a two- to three-year focus, the detailed road map captured in the strategic plan can make an organization less responsive to unanticipated changes in the environment. How can an organization take advantage of the many benefits of strategic planning without being tied to the strictures of a strategic plan? The Stanford Libraries resolved to develop a series of Strategic Directions and Pathways making use of the GOST (Goals, Objectives, Strategies, and Tactics) framework, taking advantage of the benefits of clear Goals and Objectives, without being tied to overly limiting Strategies and Tactics.

Input to the creation of strategic directions should be as wide as possible. Although the University Librarian and his team of Directors are ultimately responsible for leadership decisions, team members, especially those in middle-management positions, have direct ties to the Libraries’ patrons and thus bring a hands-on perspective to the process. Library team members can both help to refine the Strategic Directions and to set clear, grounded Pathways.

In daily operations, the Libraries’ focus can be pulled in many directions: from structural under-resourcing to enhancing the patron experience; from deeper engagement with key Stanford partners to improved services to support interdisciplinary research; from collection development to space utilization. The Strategic Directions, however, should distill these concerns into a stable set of complementary principles to help the Libraries make balanced decisions on how best to shape the information ecosystem for Stanford’s faculty and students. 

After a collaborative effort to identify the areas of greatest future impact, the Libraries adopted four Strategic Directions:

• Innovate to address the changing scholarly landscape.
• Deliver collections to address current and future needs.
• Promote open, FAIR (Findable/Accessible/Interoperable/Reusable) and equitable access to information.
• Strengthen staff diversity, collaboration, and well-being.

These four directions form a stable core of priorities that will serve the Libraries for many years to come.

Innovate to address the changing scholarly landscape

Innovation will always form the heart of the Stanford Libraries. Shifts in Scholarly Communication have been dramatic, as have increasing demands for data transparency from funders and governmental organizations. A rapidly evolving information ecosystem demands an equally responsive library.

Deliver collections to address current and future needs

Research at Stanford is built upon an expansive set of distinctive physical and digital resources. The Libraries must both anticipate researcher needs and rapidly respond to their requests for additional data. Through spaces designed for intellectual exploration of and interaction with our collections, the Libraries provide foundational support for the University’s mission of research and teaching.

Promote open, FAIR (Findable/Accessible/Interoperable/Reusable) and equitable access to information

Collections are of no use to researchers without fair and equitable discovery and access. Library expertise can help simplify and facilitate access to complex information sources while ensuring that discovery metadata provides access to resources and information that cover topics, beliefs, and ideas from a wide range of perspectives and time periods.

Strengthen staff diversity, collaboration, and well-being

A diverse staff that is treated with equity, inclusivity, and belonging is a strong staff. By energizing our internal communications, providing opportunities for training and development for all, and developing clear structures and expectations, the library can strengthen staff motivation and team building to serve campus needs.

Through these four Strategic Directions, the Library can provide a stable, yet flexible, pathway forward in a rapidly evolving information ecosystem. The three pillars of innovation, collections, and access, built upon the bedrock of a diverse and empowered staff, create a dynamic web of support for Stanford’s mission.