• Advanced Math (Don't Worry, Not Too Complicated!) for Library Cooperation

      Radics, Kati; UCLA (2008-05-02)
      The poster will graphically present those ranges of library materials where successful cooperation can be worked out. Different graphic representations will illustrate single access library materials (books, print periodicals, un-networked CD-ROMs, etc.) and multiple access library materials (web based online resources, networked CD-ROMs, etc.). Ranges for successful cooperation not only differ along the single vs. multiple access parameters, but also along the criterion of the frequency of use: i.e. high and low use; charts will discover these correlations as well. Planning or readjustment of cooperation among multiple institutions requires the capability to extrapolate possible results in terms of the number of acquired library items, copies, and costs. The poster will present calculation methods and charts showing the possible savings, space needs and duplication level that librarians can use when thinking about future cooperation or changing the scope of the existing collaborative projects.
    • ...And Our Crystal Ball Says...: Predicting a Changing Future

      Reyes, Verónica; University of Arizona Library (2006-04-06)
      The Access & Delivery team was charged with providing the UA Libraries with a report summarizing recommended long and short-term strategies in directing the library for the future. This poster illustrates the path that the Access & Delivery team took to arrive at recommendations and strategies for the UA Library’s strategic plan.
    • Anxious Response to Change: the Leader's Role in Calming the System

      Kott, Katherine; Innovative Interfaces, Inc. (1998-04-23)
    • The ARL Initiative to Recruit a Diverse Workforce: Refining One Approach to Diversity Recruitment in Research Libraries

      Puente, Mark A.; Association of Research Libraries (2012-04-24)
      Since 2000 the Association of Research Libraries' (ARL) Initiative to Recruit a Diverse Workforce (IRDW) has provided financial support, training, and leadership development to over 150 master of library and information science (MLIS) students from traditionally underrepresented racial and ethnic minority groups. Recent iterations of this Institute of Museum and Library Sciences (IMLS) and ARL-member funded program have focused on recruitment of students with academic backgrounds in science, technology, engineering, and mathematics (STEM) disciplines. This poster will highlight program successes with respect to outputs, long-term impact on the LIS profession, and the perceived effect on career tracks of program participants.
    • Back to the Future: Emory University Libraries Step Back to Look Forward

      Nodine, Linda; Bymaster, Eric; General Libraries, Emory University (2006-04-07)
      Past: Team Reorganization. Present: Evaluation and ongoing organizational assessment. Future: Flexible organization responding to the University’s needs and strategic plan. The Library is positioning itself for active participation in the University’s Strategic Plan. Several years ago, we restructured the organization to improve our services and our work. Within the last year, an internal task force surveyed and questioned the staff to see what was working well and what needed improvement within the teams, divisions, and organization. The task force then analyzed the feedback and prepared a complete report for the organization. We are now taking that feedback and working on ways to build our strengths, improve our weaknesses, and reach our targets and goals set forth in the strategic plan. A few key areas of focus include: Communication, decision-making, inter-team collaboration, and information overload.
    • Becoming a Team Within a Hierarchical Structure: an Experiment

      Kalnin, Mary T.; Angel, Lili H.; University of Washington Libraries (1998-04-22)
      Present the experience of one section within the Cataloging Division of the University of Washington Libraries as it moved from a supervisory structure to a self-managed team. This change in structure to a concept. What makes this different from the team concept is that this team of seven members is only one of two sections that are participating in the self-managing structure within the hierarchical structure of the University of Washington Libraries at the time of this proposal. This University of Washington Libraries at the time of this proposal. This presentation will recount the team's experiences with training and how the members had to change their mode of thinking, from working as individuals supervised by one person to a group who share the load of supervisory responsibilities as a team.
    • Building a Culture of Assessment in Academic Libraries

      Wilson, Betsy; University of Washington Libraries (1998-04-22)
      For academic libraries to succeed in the new educational and information environment, they have to become more client focused, more efficient and more effective in delivering their services. Libraries have to take responsibility to incorporate into their work environment a culture of ongoing assessment, and the willingness to make decisions based on facts and sound analysis. This session will examine ways to build a culture of assessment into the academic library environment.
    • Building Community: The Sonoran Desert Knowledge Exchange

      Chapman, Kimberly; Martin, Jim; Pfander, Jeanne; Hartmann, Holly; University of Arizona Libraries (2008-05-02)
      The University of Arizona Libraries has developed several collaborative projects at local, regional and national levels. For example, the UA Libraries and the Office of Arid Land Studies at the University of Arizona have worked together on Rangelands West, a collaborative effort involving 19 Western land-grant universities. The UA Libraries and the Office of Arid Land Studies have recently partnered on a new initiative, the Sonoran Desert Knowledge Exchange (SDKE). SDKE is an emerging collaborative effort led by the UA Libraries involving more than 25 educational institutions, community organizations, and research centers. The presenters will share information about the vision of SDKE, the development and content of the project, discuss the roles of SDKE partners and participants, and examine the evolution of SDKE through the lens of collaboration. Issues surrounding the complexities of collaboration will be explored: How are transitions handled from library-led projects to more collaborative projects? What long-term vision is required to incorporate collaborative elements into project stages? What are the challenges and rewards of collaborative projects?
    • Building with a Team: A Team-Facilitated Approach to New Building Planning and Execution

      Lysiak, Lynne D.; Reichel, Mary; Appalachian State University (2006-04-06)
      A concrete (pun intended) method of team building is managing a new building program from wish list to grand opening. Using Appalachian State University’s experience with its new $30 million, 215,000 square foot building as a starting point, Lynne Lysiak and Mary Reichel will discuss the advantages and disadvantages of a library team approach to a building project. At Appalachian State, the Library’s Internal Building Group comprised of 15 faculty and staff was the coordinating group for library decisions related to the building and its furnishings. This experience has helped the presenters think about questions such as how do you shape a building to meet future needs of personnel and users? How do you balance the necessity for keeping the big picture in sight while dealing with thousands of details and individual decisions? How do you have technology which is pervasive, user friendly, and flexible enough to meet today’s and the next decade’s need? How do you weigh the investment of many people’s time in the building project while still running the library? And, overall, was building with a team, a true team building experience? The presenters will share their thoughts and ideas and ask the audience to engage in discussion and participation on building for the future.
    • Career Research Beyond Google: Collaboration Done Right!

      An, Jeannie; DeGroote School of Business, McMaster University (2012-04-24)
      Since 2009, the library has collaborated with the department of Social Sciences Inquiry Program, Soc Sci 2EL0 (Career Planning Through Experiential Learning) and has delivered one lecture for this course every term. Social Sciences 2EL0 is a non-credit six week course where students are exposed to and engaged with interactive tools and resources through career planning and research. Both the course and presentation have evolved and now include such discussion topics as effective use social media and the hidden job market. Working closely with the instructor ensures students are provided the necessary tools not only to graduate, but to also prepare them for the job market and future career development and success.
    • Change is a good thing, right? New Collaborations

      Currie, Susan; Glen G. Bartle Library, Binghamton University (2006-04-06)
      In the fall of 2003, a new Director of Libraries at Binghamton University outlined a vision for transforming the University Libraries into a student centered learning community. This required reorganization of the Library public services departments, with an emphasis on improved staff morale and leadership, in order to set public services on a positive, user centered path. Within the first three months of my arrival in January 2005 as the new Associate Director of Public Services, facilities related situations dictated the merging of the Reserves, Circulation and ILL service points. This was to occur while simultaneously planning was under way for the first phase of an Information Commons collaboration between the Libraries and Computing Services. These transitions were in addition to the ongoing process of combining Reference and Access Services in a branch library, and were furthered influenced by a number of pressing matters, some predating the new Library Administration, and some set in motion by the transitions themselves taking place amid the shifting formal and informal organizational changes occurring in the Library. This session will focus on 3 specific examples of change, as described above, in the first year of reorganizing and energizing Public Services at Binghamton University Libraries and will utilize elements from the Three-Phase Transition Model (Endings, Neutral Zone, and New Beginnings) for managing the changes and transitions.
    • Changing Organizational Partnerships to Build an Information Literacy Program in the Extended Campus Environment

      Wykoff, Leslie; Diller, Karen; Washington State University Vancouver (1998-04-21)
      At WSU Vancouver, the Library, Computing and Educational Television Departments merged into the cohesive service organization called Vancouver Information Services (VIS), enabling the campus to develop and integrate program in information literacy. This paper will review the trials and triumphs of merging information technology departments and show how VIS is integral to the campus information literacy goals.
    • Charting the Course: An Inclusive Process for Strategic Planning

      Albrecht, Cheryl; Carlin, Jane; University Libraries, University of Cincinnati (2006-04-07)
      Developing a work environment that engages all staff, commits to continuous improvement, and promotes teaching and learning in line with University programs all while managing budget cuts. Sound impossible? We don't think so. At the University of Cincinnati, University Libraries has undergone a dramatic transformation through the introduction of a strategic planning process that embodies elements of appreciative inquiry, equal treatment of staff and faculty, training in facilitation and listening, and embracing leadership potential at all levels. Our presentation will focus on the strategic planning process implemented at UC: including; setting the stage, "planning the plan", staff input and development and implementation. We will share how we have "operationalized strategic planning" as we begin our second three-year planning cycle.
    • Circulation 2000: How to Focus Departmental Resources to Meet the Challenges in an Ever-Changing Environment

      Maloy, Frances; Shiel, Catherine M.; Emory University (1998-04-22)
      This presentation outlines the planning, design and implementation processes used to redesign the Circulation and Reserve Units of the Woodruff Library at Emory University. Managing the changes resulting from the redesign will also be described. The presenters will highlight what they learned from their successes and failures throughout the 2+ year period.
    • Competencies = Accomplishment and Transformation

      De Long, Kathleen; University of Alberta Libraries (2012-04-24)
    • Conference Schedule 2000

      Unknown author (2000-04-26)
    • Conference Schedule 2002

      Unknown author (2002-04-24)
    • Conference Schedule 2004

      Unknown author (2004-04-14)