Excerpt
Guided by a client-centered approach to service, the Libraries will be an agile, creative,
and data-driven organization that:
• Ensures seamless discovery and access to scholarly information sources.
• Manages knowledge, with an emphasis on MIT-created content.
• Provides faculty, students, and staff with expert support and training to find,
evaluate, manage, and use resources.
• Creates high-quality spaces for both reflective and collaborative work and study.
• Leads initiatives to inform and shape the future of libraries and scholarly research.
Full documenthttp://libstaff.mit.edu/futurestate/DesiredFutureState2.0.pdf
Strategic Directions
- Create the Next Generation Research Library Organization
In order to be flexible and agile in response to evolving needs of the MIT community, we must re-align our organization and staff to better manage our content, and design and deliver information services that are based on the needs of a broadly networked interdisciplinary, international, and virtual community rather than on the legacy of a 50-year old geographical footprint. We must use sound assessment practices to make strategic choices about where to place our resources in service to the community. - Build and Strengthen Relationships with Faculty, Students, and the MIT Community
Continue to seek community input and build strategic alliances with constituencies we serve to remain relevant and define new services that meet client needs. Our success depends on both broadening and deepening our engagement with faculty, students, and research staff; developing relationships that appropriately integrate library services and collections into the teaching, learning, and research life cycle; embedding services where our users work; maximizing their productivity; and effectively promoting and communicating our services. - Advocacy for Information Policy
Expand and enhance our advocacy for developing and promoting sensible information policies for copyright and intellectual property, and technical policies for identity management. Seek to effect licensing principles and public policy consistent with these policies. Collaborate with faculty on new initiatives for author’s rights and scholarly communication. - Improve Infrastructure for Content Management and Delivery
MIT’s intellectual output is increasingly produced in digital form; similarly, we increasingly manage digital content that we acquire, license, or digitize. It is essential that we identify, build, and maintain infrastructures to ensure that we acquire, store, preserve, manage, and provide access to our resources for the long term and in the most efficient way possible. - Transform Library Space
Key facets of this transformation include: providing quality spaces for both reflective and collaborative work; providing technology-rich collaborative tools, and expertise and specialist services to support them; and rethinking the role and location of tangible collections to support these realigned spaces and services. - Collaborate with Strategic Partners Outside the Libraries
Expand and extend strategic partnerships with DUE, IS&T, Harvard, MIT research labs, OCW, publishers, commercial companies, and open source communities, as well as enlist new partners, to leverage expertise, maximize - Enhance Staff Capabilities
Align and develop staff skills with our strategic directions to ensure success. Continue to recruit talented staff with strong and diverse backgrounds. Create mechanisms to ensure necessary professional development in a dynamic environment.