Strategic Direction and Goals


What Middlebury College Needs from LIS

To achieve our vision of being a global liberal arts college for the 21st century, Middlebury College needs from LIS the following:

● technology-enhanced spaces for teaching, learning, and inquiry

● infrastructure designed for a population distributed across the globe

● powerful, secure, and easy-to-use platforms for collaboration and communication

● support for a wide-array of devices that connect to this infrastructure

● access to collections that support inquiry in a broad range of disciplines

● sophisticated consulting services that provide leadership and guidance in how all of the above can support the ambitions of the College

Pedagogy, inquiry, and scholarly communications are all changing rapidly. As a community, we must stay current with emerging trends, and provide opportunity and support for innovation and experimentation, and develop mechanisms for allowing the diffusion and adoption of successful innovations across the institution.

On the administrative front, we similarly need to consider how we can use technology to be more efficient,

improve communication, and use data in our decision-making, planning, and assessment efforts.

To do this, we must build partnerships with individual faculty and staff, departments, and programs to support existing efforts, and to help imagine and put into place technology-supported improvements at all levels: the course, the major, the curriculum, and the program. To that end, we must ensure that technology and library services are considered both operationally and strategically during the formation of new programs, and the re-imagination of existing programs.

The Five Major Areas of Focus for LIS: 2013-

Based on these broad needs, we have established five major areas of focus to help organize our efforts in the coming years. Focusing on these five areas will provide a shared framework for us to prioritize our efforts, and to connect our efforts to what the College needs from us in the coming months and years.

  1. Sourcing Strategy: We will continue with our on-going, multi-year planning for identify the appropriate sourcing strategy for our various services. We have been working from our inventory of current services to regularly measure the costs and benefits  for critical systems. Based on this analysis, when appropriate, we then develop plans for moving those services to the most appropriate environment.

  2. Access: The manner in which people access our services and resources is changing. We need to look strategically at both the devices that attach to our network, and the network itself to ensure that our methods for providing secure access to resources are supporting the evolving needs of our community from wherever they are connecting.

  3. Quality and Reliability: How do we define success? How do we measure success? How do we establish shared expectations around the various services we provide? For those services where it is appropriate, we want to establish benchmarks and metrics that will allow us to have a common understanding with our community about the quality, timeliness, reliability, and security of the services we provide.

  4. Innovation: How do we support the College’s efforts to innovate at all levels of the curriculum? How do we align ourselves with other parts of the College that also foster innovation? How do we assess pilot projects and scale them up to work across the College?

  5. Efficiency: We have made great strides in using technology to automate manual processes, to create electronic workflows to replace paper-based processes, and to provide better access to data for decision-makers. And yet there remains a great deal of work to be done, as the College needs to do everything it can to stream-line back office operations, to promote collaboration amid and among offices, and to provide accurate and timely information to decision-makers at all levels of the organization.


last updated: July 2013