2026 to 2029 Strategic Plan
HSL 2026 to 2029 Strategic Plan
Our current plan is built around leveraging the organization's collective strengths and visions for the future
In 2026 HSL executive leadership, guided by the principles of Appreciative Inquiry and working with IMAGINE Lucha Lab, LLC, an external organizational development consultation company, facilitated a strategic planning process that prioritized the organization's collective strengths and visions for the future. The result of these efforts is a 2026 to 2029 library strategic plan that resonates with every HSL employee.
The plan is built around a vision, mission and four primary aspirational pillars that will guide our work. Leaders and subject matter experts within our organization will lead us towards achieving our goals.
Vision
To be indispensable experts and partners in the academic health sciences, empowering our community with the knowledge, skills and support needed to improve health.
Mission
We enable success in education, research and healthcare by connecting the academic health sciences community to trusted knowledge, developing and applying our own professional expertise to meet community needs and building meaningful partnerships.
Pillar 1: Trusted First Stop for Research Support in the Health Sciences
We provide trusted research support for the health sciences community by building scalable and sustainable services and expertise that address researchers' needs. We aim to be a visible, recognized partner in the success of the health sciences research community.
Pillar 1 Objectives:
Clarify and communicate HSL's role, services, and expertise across the researcher base within the health sciences colleges.
We will explore researcher needs, analyze the findings and tailor our marketing and communications to address identified gaps and distinguish ourselves from other university entities.
Develop a sustainable service model for research support and data services by identifying priority services and levels of support and exploring a team approach to providing these services. We will consider the full realm of current HSL research support areas: data, public access, open access, research impact, medical visuals, ETI services and special collections research.
We will identify priority services to provide sustainable approaches to supporting research needs, collaborating with partners within Ohio State when additional expertise is needed.
Develop a sustainable and scalable evidence synthesis service model that strengthens internal expertise, uses appropriate technologies, reaches priority audiences more effectively and clarifies team-based approaches to service delivery.
We will explore and define tiers of service that make sense and continue to enhance our knowledge around AI tools directly connected to evidence synthesis.
Pillar 2: Leading in Emerging Technologies and Research Practices
The HSL is viewed as a leader in the realms of emerging technologies and research practices, requiring consistent learning and skill-building on the part of the organization.
Pillar 2 Objectives:
Develop knowledge and expertise in AI and emerging technologies to guide students, faculty and researchers to appropriate tools and research practices.
We will identify and build expertise in AI and emerging technologies as well as provide guidance to students, faculty and researchers regarding the appropriate use of AI in research practices.
Build organizational capacity for AI and evolving research practices by creating regular opportunities for HSL faculty and staff to learn, experiment and collaborate on thoughtful integration of AI into library roles and services.
We will place intentional value on continued learning for library faculty and staff as it relates to new technologies and how to integrate new technology competencies into unit teams and daily work.
Pillar 3: Prioritizing Communication, Collaboration and Strategic Partnerships
We will build a strong foundational organizational culture through collective ownership of the HSL's mission, services and strategic direction. Clearer communication, stronger internal connections and intentional external engagement will strengthen external awareness of the HSL's position as a strategic partner and health sciences expert across the academic health sciences community and beyond.
Pillar 3 Objectives:
Build internal organizational intelligence through a culture of shared understanding and collective ownership of the HSL brand, where every employee takes responsibility for consistently communicating and advancing the HSL's services and value.
We will work cross-functionally to increase library staff and faculty awareness of employee roles and initiatives across the library.
Optimize and streamline intentional, scalable partnerships within The Ohio State University and with external organizations to make HSL services and value visible, accessible and tailored to library audiences.
We will evaluate and tailor library partnerships to support strategic priorities and areas of continued growth.
Utilize consistent, timely and relevant internal and external HSL communications to promote information transparency with HSL employees as well as with external library audiences.
Discover library information that library audiences find most relevant and helpful, and leverage existing communication channels to maximize engagement and awareness with library communications.
Pillar 4: Supporting Student Success in the Health Sciences
The HSL supports student success through equitable access to books, journals, technology and other learning materials, a safe and comfortable learning environment, expert consultation and programming that enhance learning for students and educators. The HSL will continue to lead in providing and evaluating services, spaces and collections that will positively impact student success.
Pillar 4 Objectives:
Evaluate student resource needs and curate resources to align with these needs to enhance student success in the health sciences.
We will gather and evaluate data to determine if changes to library resources should be considered.
Evaluate student space needs and curate HSL spaces to align with these needs to enhance student success in the health sciences.
We will gather and evaluate data to determine if changes to library spaces/space usage should be considered.
Explore the development of the ETI as a strategic resource for advancing student learning, research project support, academic success and wellbeing support.
We will explore ways to grow student engagement with the EdTech Incubator and promote usage and long-term sustainability of emerging technology as a library service.
Create a sustainable plan for funding collections, considering fiscal realities and annual inflation, to effectively support resource needs.
We will determine feasible funding mechanisms for the long-term sustainability of library services and resources.
Stephanie Schulte
