Strategic Directions 2019-2024

Strategic Direction 1: Enhance the Student Experience

Rationale: The E.H. Little Library exists to support and facilitate the success of Davidson students. In order to provide the best experience possible for our students, we will better understand how students experience the library’s spaces, resources, programs and services—and then actively use this information to guide our work. In line with Davidson’s strong tradition of providing experiential learning opportunities via student employment, we will increase the quality and depth of training for student employees and explore new models of student-centered support.

Goals 2019-2021

  • 1.1 Cultivate a robust peer tutor program in collaboration with Technology & Innovation (T&I) and Center for Teaching & Learning (CTL) partners.
  • 1.2 Identify and implement effective measures to assess the library’s programs, spaces, services and resource utilization as experienced by our students.
  • 1.3 Foster a welcoming and inclusive learning environment through collections, outreach, and collaborations.
  • 1.4 Develop a student-centered liaison model which expands partnerships with first-year programs, Center for Teaching & Learning, Student Life, Career Services, the Center for Civic Engagement and other community partners.

Strategic Direction 2: Expand Access

Rationale: Today’s scholars are discovering, creating and sharing information in new and innovative ways. Librarians play an important role in expanding the global impact of traditional scholarship, stewarding born-digital materials, supporting digital scholarship and advocating for equitable and sustainable access to information​.

Goals 2019-2021

  • 2.1 Develop a digital scholarship service model in collaboration with T&I and CTL partners.
  • 2.2 Expand efforts to identify, digitize, and make Davidson’s unique collections, especially those that provide opportunities for engaging with our complicated history, discoverable across the globe.
  • 2.3 Design a cohesive and intuitive web presence to facilitate access to the library’s services and resources, implementing best practices of universal design.
  • 2.4 Review, develop and implement an effective records management program in collaboration with T&I and other campus partners.
  • 2.5 Lead and implement initiatives to advance open, inclusive, and equitable access to information.

Strategic Direction 3: Reimagine the Library

Rationale: The College’s public commitment towards racial equity and justice calls us to reimagine spaces, services, pedagogical approaches, and programming initiatives through a DEI lens. Through this ongoing work, the library will support anti-racist learning initiatives, dialogue across differences, and advance intercultural competence.

Goals 2019-2021

  • 3.1 Lead the Library of the Future Task Force in creating a cohesive proposal for the future of the Davidson College Library.
  • 3.2 Ensure the technological infrastructure is in place to meet present and emerging research, teaching and learning needs.
  • 3.3 Establish sustainable initiatives and develop anti-racist practices to support dialogue across differences and advance intercultural competence.
  • 3.4 Create and implement a robust plan to market the library’s resources, programming and services.

Strategic Direction 4: Support a Diverse & Engaged Workforce

Rationale: The unique expertise and dedication of our staff are what makes E. H. Little Library shine! A vibrant library work culture depends on the staff’s ability to respect diversity, collaborate, communicate, adapt and embrace change. As we create a roadmap for the future, workflows, roles, and structures will be re-evaluated. As workflows, roles, and structures shift, we will provide opportunities and support for our staff to adapt, learn new skills, and participate more fully in the intellectual life of the campus community.

Goals 2019-2021

  • 4.1 Expand our commitment to recruit, hire, and retain a diverse and engaged library staff.
  • 4.2 Define expectations and create opportunities for staff to develop expertise, cross-train, grow professional networks, expand cross-organizational collaborations, and stay abreast of current trends in the profession.
  • 4.3 Explore opportunities to participate in regional and national library diversity initiatives.
  • 4.4 Explore models for internal advancement and develop recommendations for an internal recognition program for library staff and student employees.

Strategic Direction 5: Showcase Academic Excellence

Rationale: The Library is one of the most visited buildings on campus—and is the ideal space to celebrate the scholarly and creative work of our community through ongoing programming and display. The development of online institutional repositories allows for the global showcasing of student and faculty scholarship. We will create innovative models and sustainable workflows to showcase and celebrate the scholarly work of the Davidson College community.

Goals 2019-2021

  • 5.1 Expand efforts to showcase student, staff, and faculty scholarship through programming and physical/virtual library spaces.
  • 5.2 Develop an exhibits program in alignment with the curriculum and larger campus conversations.
  • 5.3 Participate in national and international open access and open scholarly publishing initiatives. 

Strategic Direction 6: Collaborate and Connect 

Rationale: As 21st century research, teaching, and learning practices continue to evolve, so must the ways we collaborate to support richer teaching and learning experiences for our faculty and students. Through cross-campus and cross-institutional collaborations, we are able to broaden our perspectives, problem-solve, experiment, and develop new models to advance the liberal arts in the digital age. Shared resource collaboratives provide opportunities to expand access, discovery, and use of scholarly resources. 

Goals 2019-2021

  • 6.1  Facilitate local and globally connected pedagogical initiatives that will help our students learn and thrive
  • 6.2  Create pathways for students to participate in consortial collaborations that expand learning opportunities and experiences
  • 6.3  Provide collaborative frameworks for faculty and staff to actively lead, experiment, and develop innovative learning experiences for our students
  • 6.4  Empower students to leverage technology to achieve and demonstrate competency in their learning goals
  • 6.5 Expand access and discovery of scholarly resources via the power of shared resource collaboratives.