Strategic Plan

In 2018 Kennedy Library aligned our Strategic Goals to support Cal Poly’s Strategic Planning Process and Strategic Plan

Strategic Goals

Goal 1 - Assess and secure our financial viability and sustainability through advancement and fiscally-sound funding and spending models

Goal 1A – Develop long-term, sustainable funding models based on projections and trends

Goal 1B – Strengthen our advancement efforts

Goal 2 -Leverage technology and data to improve user experience, align services to support the teacher/scholar model, and inform decision making

Goal 2A – Develop strategic framework for digital infrastructure

Goal 2B – Create innovative service models for technology services

Goal 2C – Define and track the qualitative value of library services and programs

Goal 3 -Develop collaborative and integrative efforts around student learning and success by instilling information literacy and critical thinking skills in the students’ academic experience

Goal 3A – Develop a strategy to integrate programmatic library instruction in the revised GE curriculum

Goal 3B – Actively participate in the development of the integrative model for student success (Graduation Initiative)

Goal 4 -Through a lens of inclusivity and diversity, create a healthy and vibrant library community and facility

Goal 4A – Develop a strategy to foster and model an inclusive environment for the campus community

Goal 4B – Create mechanisms to consistently communicate, coordinate, and recognize our efforts in the areas of diversity and inclusion

Goal 5 - Cultivate the excellence of the library faculty and staff

Goal 5A – Create library communities of practice which transcend departmental boundaries

Goal 5B – Provide internal recognition, mentorship, and career development pathways

Goal 5C – Develop library student supervising best practices and expectations and work towards building mentorship and support programs

Strategic Plan Implementation

The Library Management Team strives to make the library’s strategic planning process participatory, inclusive, and representative.  We value the ideas and contributions of all employees and we ask for everyone’s involvement in developing the strategic directions of the library.  Collectively we will be iterative and continue to improve the process by evaluating our activities, seeking feedback, and making improvements along the way.

Strategic Goal Sponsors

The Library Management Team (LMT) members serve as sponsors for the strategic initiatives and will oversee all aspects of the development and implementation of the plan.  This includes prioritizing the implementation of goals, obtaining resources to achieve success, and making modifications to the initiatives as necessary.

Each strategic goal has two library management team sponsors. Sponsors will serve as the liaison between the strategic goal team and LMT; to answer questions and provide clarification; and to assist with big picture context.  LMT sponsors guide the process, but do not make recommendations or provide solutions.  This will help to maintain the inclusive and participatory aspects of the process.

Strategic Goal Teams

Teams will develop specific recommendations regarding the topic at hand to be brought back to the Library Management Team (LMT) or the corresponding unit (e.g., Academic Services or LIT).  Teams may be posed a question to investigate, a specific topic to research, or a broad topic on which to ideate.  Expectations are to participate in the meetings, and subsequent committee activities, to think broadly and deeply about the topic, and to consider external and internal stakeholders to engage as necessary.  Strategic goals teams are advisory in nature and not final decision makersThe role of library strategic teams is not to find a solution, but rather to provide direction and make recommendations to the library units and people responsible for driving solutions.

Teams may perform activities that include but are not limited to:

  • Benchmarking (what are others doing and how do we compare?)
  • Research of Best Practices
  • Data Gathering
  • Inventories of current practices, obstacles, challenges, opportunities
  • SOAR Analysis (strengths, opportunities, aspirations, and results)
  • Holding listening sessions and soliciting feedback with stakeholders (library staff, external constituents). May be open forums, drop in lunches, informal polls at Coffee with LMT, quick online surveys, etc.

Library Vision, Mission, and Values


We connect people and inspire learning.


We are a Learn by Doing library. We help every member of the Cal Poly community engage in open and informed inquiry, and contribute through creation, innovation, and collaboration, to the quality of life of our community.


We value learning, innovation, and the diversity of individual and group experiences and perspectives that make our community sustainable, compassionate, and resilient.

These values commit us to being open, responsive, and inclusive in the relationships we build across the entire Cal Poly campus and community, including our region, state, and beyond.

Previous Library Strategic Plans

Kennedy Library’s previous strategic plans 2015-2022 and 2010-2015 are available on Digital Commons@Cal Poly.