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Stony Brook University

Progress Update 2016 - Strategic Plan Design 2015 - 2018


Stony Brook University Libraries inspires learning, research, scholarly inquiry and service in an environment dedicated to the open exchange of ideas and information. The University Libraries are engaged in scholarly, cultural and artistic interactions with Stony Brook University, its regional and global communities by:

  • Promoting academic engagement
  • Building, preserving and providing access to rich and diverse collections
  • Developing responsive library spaces for diverse user communities
  • Fostering an innovative culture of learning and assessment


The University Libraries is an essential partner in Stony Brook University’s mission of global leadership in research, discovery, and learning, positioning ourselves as the hub of collaboration, digital innovation and scholarly endeavors. We enable the dissemination,  preservation, and creation of new knowledge by remaining committed to delivering world-class  physical and digital content and services critical to research, education, and outreach, now and in the future.

Guiding Principles

  1. Promote Academic Engagement

We are committed to participating in the entire life cycle of the research, teaching, and learning process that emphasize critical thinking and innovative forms of expression.  We identify priorities that guide strategic efforts to foster academic collaborations and cultivate enduring partnerships to enable student, faculty, and research success.

  1. Build, Preserve, and Provide Access to Rich and Diverse Collections

We equip students, faculty and researchers with the means to reach their fullest potential by ensuring an equitable and balanced collection development profile that (a) reflects and anticipates the University's teaching, research and clinical requirements; (b) deploys seamless and flexible technology in discovery of relevant information in all formats; and (c) implements sustainable policies and procedures to ensure the availability and integrity of information resources now and into the future.

  1. Develop Responsive Library Spaces for Diverse User Communities

We design library space to increase productivity and develop communities of learning. We benefit curricular and research initiatives with library facilities, technologies and services and we design flexible/multi-purpose spaces in a high technology environment

  1. Foster an Innovative Culture of Learning and Assessment

We encourage and enable all staff to contribute to the development of the library as a learning organization that acquires knowledge and responds appropriately to a rapidly changing environment. Learning organizations (a) create a culture that encourages and supports continuous employee learning, critical thinking, assessment, and risk taking and innovation of new ideas, (b) allow experimentation, and value employee contributions, (c) learn from experience and experiment, and (d) disseminate the new knowledge throughout the organization for incorporation into day-to-day workflows.

Design Process

Strategic Design Task Charge: Lead the process of facilitating the participation of each library unit in the development of the strategic plan.  Gather input from Team Leaders; edit and finalize plan.

Strategic Design Task Force Members:

  1. Ann Gleason (Head of Health Science Library)
  2. Brenda Polis (Executive Assistant to the Dean of Libraries)
  3. Janet Clarke (Associate Dean for Research and User Engagement)
  4. Jennifer DeVito (Head of Access Services)
  5. Nathan Baum (Associate Dean for Collection Strategy and Management)
  6. Susan White (Head of E-Resource Management)

Team Leaders Charge: Lead the process of facilitating the discussion in the development of the strategic SMART Goals for respective library unit.

Team Leaders Members:

1.  Michael Huang (Head of Health Science Team)

2.  Bushra Butt (Metadata Team)

3.  Janet Clarke/Heath Martin (Liaison Team)

4.  Jennifer Devito (Access Services)

5.  Linda Catanese (Administrative Support Team)

6.  Lis Pankl (Academic Engagement)

7.  Heath Martin (Lead Selectors)

8.  Shafeek Fazal (Library Technology Team)

9.  Sherry Chang (Evening/weekend Operations and Facilities)

10. Kathy Machin (E-Resources; Serials Team)

11. Kristen Nyitray (Special Collections & University Archives)

12. Jason Torre (Preservation)

13. Michael Huang (Global Library Initiatives)

14. Laura Costello (Research & Emerging Technologies)


Library units are asked to:

  • Envision and design strategic goals for each of the four principles.
  • Identify at least two goals for each principle, (no more than five) using the SMART Goals guidelines (Specific, Measurable, Achievable, Realistic, Timely). 


“Library Strategic Planning Calendar”: A Shared Calendar is made available to all members of the library organization with target dates.


Phase 1: Departments and units create their strategic goals for each principle. (April 24-May 29)

Phase 2: Task force organizes comments and strategic goals. (June 1-June 12) 

Phase 3: Discussion of draft- All-staff meetings. (June 15- June 19)

Phase 4: Finalize internal plan/document draft. (June 22- June 26)

Phase 5: Create public (draft) document.  (June 29- July 10)

Phase 6: Town Hall Meetings/Campus Input. (September 2-16)

Presentation to University Senate.  (September or October)

Phase 7: Finalize plan. (October)

Phase 8: Implementation. (October)