We wanted a living document that would inspire action—not a plan that would sit on the shelf and be forgotten. To begin, we took the time to carefully articulate our mission, vision, and values—a process that has since proven to be infinitely valuable, having laid a strong foundation for the work ahead.

When I look back to where we began, I see immense value in the time we spent reflecting on who we were as an institution and who we wished to be. Defining these statements helped us truly commit to the work we were doing and identify areas for growth. While it is easy to look back on these moments fondly, I also remember the unease and anticipation during the process. Exploring a new type of strategic plan was a risk: we knew we had to establish new processes for this brand new model. However, with the ever-changing landscape of libraries, higher education, and the world at large, we all believed in the value of this approach to strategic planning.

Entering our fourth year of Catalyst, the Libraries’ Strategic Plan, we remain committed to the mission, vision, and values we established. Each year, initiative teams have produced usable products, generated new ideas, and reimagined the spaces and services of the libraries. Together, we have committed to facilitate an inclusive community, transform the Libraries’ environment, and forge meaningful partnerships. We have persevered past the initial stages of uncertainty and stayed focused on creating sustainable systems that drive change.

This yearly recommitment and investment in strategy would not be possible without the dedicated staff within the Libraries. I appreciate the infrastructure this team has built and am enthusiastic about the progress we will continue to make together.