Elihu Burritt Library
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Mission Statement
Vision Statement
Goals and Objectives

Appendix I:
Environmental Scan and Works Consulted
Appendix II:
CCSU Mission and Vision Statements, Strategic Plan
Appendix III:
Excerpt from 2010 top ten trends in academic libraries
Appendix IV:
Committee Assignments - Year One


The Elihu Burritt Library at Central CT State University satisfies the 21st century learning and research needs of its community of learners by facilitating knowledge creation and inspiring intellectual curiosity and lifelong learning.



In 2015, the Elihu Burritt Library will, for the campus community, be:



GOAL 1:  Fully integrate the library’s collections and services with the University’s curriculum and strategic priorities.

This goal and its objectives align with the following University Strategic Plan objectives:

GOAL 2:  Facilitate the seamless, timely delivery of scholarly materials in the format desired by students, faculty, and staff through a multiplicity of delivery channels available to a 21st century library.

This goal and its objectives align with the following University Strategic Plan objective:

            4.3: Internal support for scholarship

GOAL 3: Leverage the library’s existing space to create a variety of flexible, welcoming learning spaces that fulfill the educational and social needs of the campus community.

This goal and its objectives align with the following University Strategic Plan objectives:

GOAL 4:  Expand the library’s reach through broader engagement with the campus community and beyond.

This goal and its objectives align with the following University Strategic Plan objectives:



Appendix I: Environmental Scan

As part of the Burritt Library’s strategic planning process the committee members were asked to participate in an environmental scan.  There is a list of works consulted at the end of this document.  In addition to these resources members visited the library websites of CCSU’s peer institutions as well as several inspirational libraries.  Additionally, the committee held several meetings with key campus stakeholders in order to gain insights into their departmental priorities and to gain a deeper understanding of the library’s place within the context of the larger university mission.  This document is divided up as follows:


Reports of Environmental Scans of Readings and Websites

The Committee met to discuss readings and evaluation of websites and, over a series of discussions, certain trends did emerge:

Report of Stakeholder Interviews

Campus Stakeholders interviewed by the Strategic Planning Committee:

Campus Trends Identified by Stakeholders

Dr. Bachoo and Dr. Lemma placed much emphasis on improvement of the physical plant. Deans Kremens and Pease both focused on growing academic programs and an increased need for resources, especially electronic resources. Dr. Tordenti gave the Committee valuable information on the changing needs of students.  Overall, several themes emerged:

Academic Library Trends 




Works Consulted


Appendix II: Central Connecticut State University Mission and Vision Statements

II. A. Mission Statement

Central Connecticut State University is a community of learners dedicated to teaching and scholarship that emphasizes development and application of knowledge and ideas through research and outreach activities, and prepares students to be thoughtful, responsible and successful citizens. As a comprehensive public university, we provide broad access to quality degree programs at the baccalaureate, master's, and doctoral levels.
Elements of distinctiveness:
CCSU identifies the following as distinctive elements within the Connecticut State University system of four constituent universities:
• International Education
• Workforce and State Economic Development
• Community Engagement
• Interdisciplinary Studies and Cross-Curricular Initiative

II. B. Vision Statement

Central Connecticut State University aspires to be recognized for:
• graduating broadly educated, culturally and globally aware students who will contribute
   meaningfully to their communities as engaged professionals and citizens;
• contributing to knowledge through scholarship; and
• fostering societal improvements through responsive and innovative programs.

II. C. University Strategic Plan

Follow or copy and paste this link to the CCSU Strategic Plan in PDF: http://www.ccsu.edu/uploaded/departments/AdministrativeDepartments/Presidents_Office/CCSUStrategicPlan2011FINAL.pdf






Appendix III: Excerpt

Excerpt from:

2010 top ten trends in academic libraries
A review of the current literature

ACRL Research Planning and Review Committee

Academic library collection growth is driven by patron demand and will include new resource types. Budget reductions, user preferences for electronic access to materials, limited physical space, and the inability to financially sustain comprehensive collections have led many academic libraries to shift from a “just-in-case” to a “just-in-time” philosophy. This change has been facilitated by customized patron-driven acquisitions programs from some major library book distributors, improved print-on-demand options for monographs, patron desire for new resource types, and resource sharing systems, such as RapidILL, offering 24-hour turnaround time for article requests. Still to be determined are the long-term effects of this change on the ability of academic libraries to meet their clientele’s information needs, the stability of some of the new access methods, and implications for future scholarship. Increasingly, libraries are acquiring local collections and unique materials and, when possible, digitizing them to provide immediate, full-text online access to increase visibility and use. Access to full-text sources, not the discovery of the sources, is a major issue for scholars.

These materials may include special collections, university archives, and/or the scholarly output of faculty and students. Libraries also recognize the need to collect, preserve, and provide access to digital datasets.









Appendix IV: Committee Assignments - Year One

Strategic Plan – Year 1
Committee Assignments as Developed by Carl Antonucci, Director of Library Services

Library Staff Assessment Committee- Carl, Kim, Dana, Chip, Barbara
Objective 1.5a – Identify and develop strategies for reviewing the library’s organizational structure and staff assignments
Collection Development and Weeding Policy Committee – Kristin, Lynn, Coleen, Alberto, Laurie, Steven, Rick
Objective 2.1 –  Create a 21st century collection development policy that addresses collection building strategies for all library resources and that balances the traditional  “just in case” model with “just in time”/ on demand models.
Objective 3.2 – Create additional student space through the development and implementation of a weeding policy and/or off-site storage of underutilized materials
Space Committee – Carl, Theresa, Renata, Edward, Norm, Sarah Lawson, Susan, Steven
Goal 3 - Leverage the library’s existing space to create a variety of flexible, welcoming learning spaces that fulfill the educational and social needs of the campus community
Information Literacy Assessment Committee – Nick, Barbara, Susan, Andy
Objective 1.5c – Ensure the fulfillment of student-centered strategic objectives through assessment of student learning that takes place in the information literacy instruction sessions and the LSC 150 course
Digitization Committee – Dana, Arianna, Ewa, Renata, Jaime, Edward
Objective 2.4 – Support student and faculty scholarship by developing a digitization on-demand program for the library and by centralizing library wide digitization projects and initiatives
Patron Driven Acquisitions Committee – Chip, Dana, Steven, TzouMin, Lynn
Objective 2.5 – Pilot a Patron Driven Acquisitions project for the purchase of electronic books with the other CSU libraries
Electronic Reserves Committee – Kim, Heidi, Jaime, Susan, Kristin
Objective 1.2 – Make library collections and Services available in CCSU’s Course Management System (e.g., reserves, tutorials, collections, etc.)