GLAM Strategic Plan 2020/21-2022/23
Introducing the GLAM Strategic Plan 2020/21-2022/23
By end of 2022/23, GLAM will have grown its global audiences while nurturing and supporting local communities and fostering new ways of working.
By investing in our people, our digital and our physical infrastructure, we will create new ‘spaces’ that allow a deeper understanding of culture and science past, present and future.
1. Diversity and Inclusion: Increasing diversity in our audiences, in the workplace, in our governance; reflecting diversity through our collections to become more inclusive and to create more equitable access to collections. Communicating our content in more dynamic and inclusive ways.
2. Wellbeing: Growing our places as spaces of wellbeing for staff, students, volunteers and visitors.
3. Environmental Responsibility: Reducing our environmental impact and promoting biodiversity through changes in working practices, programmes and spaces.
The six GLAM priorities support the delivery of our vision and the plans of the individual institutions and reflect the University’s strategic priorities.
Continue to champion excellence in research, teaching and public access to GLAM’s world-class collections, which is dependent upon the care and curation of the collections and on the knowledge and scholarship within GLAM.
Develop and enhance digital collections and their associated data while integrating these with physical collections to increase access for researchers and educators.
Ensure research collections (especially within the Bodleian), either acquired externally or created from outputs of Oxford researchers, are developed to support the research strategy of the University.
- Improve the physical spaces for collections by delivering new storage solutions to enhance collections care and accessibility and to facilitate research and teaching.
Focus more than ever on supporting staff at a time when they face unprecedented uncertainty and pressures.
Minimise the impact of the pandemic on the physical and mental wellbeing of our staff and volunteers through clear communication, policies and support.
By always considering staff wellbeing and modelling good behaviour, create and sustain a respectful, welcoming, supportive and inspiring work culture that fosters resilience and enables us to better face future challenges.
Deepen our knowledge of and engagement with physical and digital audiences to develop exceptional, creative, onsite and online programming and services that truly meet audience needs.
- Invest in creating inspiring visitor experiences, developing and embedding digital, hybrid or new means of programme delivery.
- Invest in audience insights and evaluation to better inform planning and programming and to ensure we are meeting changing audience needs.
- Increase our civic role to actively enhance the life of the city of Oxford and the region, working with local government and cross-sector partnerships to rebuild customer confidence.
Research & Learning
Continue to play a significant part in the University of Oxford’s research infrastructure by housing creative research programmes, enabling research from across the University and beyond, and driving innovative public engagement with research that connects with diverse audiences.
Further invest in digital tools and infrastructure to support a culture of open scholarship and digital access to collections for research.
Continue to enhance public engagement with research across GLAM (especially digital) and act as a bridge between researchers and the public.
Develop GLAM as an incubator for inter- and transdisciplinary research within the University and with other HEIs.
Enhance the research capacity and vibrancy of GLAM institutions post-REF2021 through the recruitment of early-career independent research fellows.
Teaching & Education
Further the understanding of the world and support the development of skills through collections-based, object-centred teaching across the full disciplinary range of the University.
Establish the GLAM Collections Teaching and Research Centre as the main resource for object-centred, interdisciplinary teaching in Oxford.
Develop digital delivery of teaching across all age groups to extend our global reach and impact and establish sustainable and effective ways of delivering lifelong learning.
Respond to the financial impact of the pandemic, by maximising all external income opportunities (with a particular focus on digital engagement) and improving operational efficiency and resilience.
Develop and deliver a two-year financial strategy, which will maximise external income with less reliance on physical visitors and events.
Identify opportunities for improving operational efficiency and resilience.