Library Strategy

We will deliver our strategic goals through a values-based approach. We are working to decolonise the Library. Our areas of activity in decolonising practices, collections and services are outlined in our Decolonisation Statement.

The mission of the Library is to help our students and staff have the best possible experience in their education and research.

 

Strategic Goals 2025

We actively collaborate with students and staff to create and deliver the spaces, collections and services that they need in Education and research. We work together with partners and organisations that reflect our values to engage with our wider communities.

  • We will embark on a refurbishment plan for the Main Library in parallel with the design and construction of a new Library as part of the University’s West Slope development. The two buildings will be designed with our users to complement each other and provide the services and spaces required for 21st century learning.
  • We will work closely with Partners in East Sussex County Council and Brighton and Hove City Council to deliver The Keep Strategic Plan.
  • We will collaborate with the University’s Research Centres, including the Sussex Humanities Lab, contributing our distinct skills, knowledge and resources to further the University’s research ambitions.
  • We will work with our communities to shape our digital, physical and unique and distinct collections to support research; we will deliver the Wellcome funded BLDS project by October 2022 and participate in the development of UK Collective Collections Strategy.

We take a polite and kind approach to working with our colleagues and students ensuring everyone is treated fairly with dignity and respect

  • We will work within our own Library Division to ensure that every member feels that their work and wellbeing is valued and respected. Staff will be supported through training and formal and informal networks around wellbeing. The value of kindness will underpin all communication, discussion and decision-making within our Division.
  • We will listen to the Student Voice and academic colleagues and ensure our services and support are aligned to their needs and integrated to seamlessly work alongside those delivered across the University.

We demonstrate an inclusive approach to delivering accessible and sustainable resources and spaces for our community.

  • All of our existing and future services will be subject to an Equality Impact Assessment process in line with the University’s Equality and Diversity Charter.
  • In line with the University’s Learn to Transform strategy, we will work to embed the new Academic Skills strategy to support all students to develop the academic skills that they need. This will include the redevelopment of the Skills Hub by July 2022.

We design and deliver our services with integrity, actively seeking input into our decision-making in order to enhance the learning experience of our students, the activities of our researchers and the engagement of our wider community.

  • We will maintain and build upon our Customer Service Excellence accreditation, demonstrating the appropriateness of all our services.
  • Working closely with our academic community, we will undertake a procurement process to ensure that the reading list system is fit-for-purpose and meets the University’s pedagogic requirements by September 2023.
  • Working closely with our PS colleagues and the academic community, we will undertake a procurement process to ensure that the Institutional Repository is fit-for-purpose and meets the needs of the University.

We have the courage to disrupt the conventional view of an academic library through innovative practice.

    • We will support our research and education community to transition to Open Practice.
    • Our Library processes will evolve to cease any reliance on print or paper-based products by 2025; administrative processes will become a ‘paperless office’ and resource acquisition will concentrate on e-provision only.
    • We will decolonise our collections and working practices and in doing so will challenge our preconceived ideas and develop our understanding of structural inequality.

 

Library Leadership Team

July 2020

Revised Aug 2021