Earlier this month, I participated in the PALCI 2026 Retreat and Conference as a member of the plenary panel. The conference theme was “Leading with Impact,” and the panel was part of a leadership workshop on “The Institutional Strategist.”
One of my fellow panelists made a point that really stuck with me and reinforces our strategic approach. He said that libraries do a lot of wonderful things, and in discussions with other university administrators, library administrators often begin conversations with, “The library…”. When you’re in a room full of university administrators, this approach can come across as myopic.
A much more effective approach is to present the work of university libraries within the broader context of the institution. By demonstrating alignment with the university’s priorities and acknowledging external factors, such as a climate of fiscal restraint, university libraries can position themselves as effective partners. And then, university administrators begin to listen.
This is why it’s so important to ensure alignment between our strategic plan and the Rutgers EDGE Strategic Framework, which is still being refined. Likewise, it’s important to be able to talk about our work, accomplishments, and needs in alignment with the university priorities. As I said during Monday’s Fall Forum, we will connect these common strategic priorities to measurable objectives—both at the unit and on the individual level.
So, the most effective story for us to tell is not about what we do—or how many things we do—throughout the Libraries. It’s about how we impact education, discovery, growth, and engagement throughout Rutgers.