• Recipe for Change

      Swinton, Cordelia; Coopey, Barbara; Harwell, Joyce; Pennsylvania State University (1998-04-23)
      Interlibrary Loan staff were suffocating under a heavy burden of an ever increasing workload. Was it possible to change from an environment where the process controlled the staff, to an atmosphere where staff control the process? Interlibrary Loan had to get ready for change. Staff needed time to shift from being apprehensive about change, to embracing it as solution for a better workplace. A Continuous Quality Improvement Team was formed, out of which emerged a new culture and a new structure. The reorganization formed two process teams (Borrowing and Lending) and a management team (Coordinating). Interlibrary Loan had to get set for change. Reorganization into teams removed many familiar routines and structures that apply meaning to one's job. Each team member sought to define his role as he learned to work unsupervised in a team-directed atmosphere. Interlibrary Loan changes. Interlibrary Loan staff members successfully moved from an environment where the process controlled the staff, to an atmosphere were staff control the process. During this transition, staff members gained invaluable experience in teamwork and developed quality service guidelines. Equipped with these new skills, ILL Teams are prepared and empowered to meet the challenges of continuous change. This is Penn State Interlibrary Loan's recipe for incorporating change. This is what worked for us. Instead of trying to make our department fit into a textbook team structure, we took the concept of teams and teamwork and applied them to our office culture, working within the University Libraries' hierarchical structure.
    • Redesigning Technical Services by Reconceptualizing Staff

      DeFranco, Francine M.; University of Connecticut Libraries (2006-04-07)
      Traditionally, technical services staff have possessed skills associated with acquisitions, cataloging, collection development, preservation and stacks management responsibilities. However in today’s rapidly changing library, technical services roles and responsibilities have changed. Technical services departments now require advanced technology, academic training, public services, and teaching skills that support innovative, independent, creative, and forward-thinking approaches to the provision of collections and services. How can libraries acquire and cultivate needed skills? What effect can new skill sets have on designing workflow, setting priorities, accomplishing goals, and meeting user expectations? This presentation will focus on the University of Connecticut Libraries process for identifying new and essential skills, recruiting new staff, and the impact new skill sets and experiences have had on changing the dynamics and directions of Technical Services.
    • Reflections on the Future of Library Collections

      Lewis, David W.; Indiana University Purdue University Indianapolis (2006-04-06)
    • The Relative Value Scale: How Relevant Is a Journal to Your Institution’s Research & Instruction?

      Dewland, Jason C.; University of Arizona Libraries (2012-04-24)
      Due to significant cuts in the University of Mississippi's library budget, a ranking system was needed to determine the value of a journal to the local research and instruction needs. Major journal rankings products are not a strong resource to measure a journal's value because they exclude many journals and do not account for local research preferences. What was created was a simple algorithm to rank the business journal collection based on varying levels of usage, citations, and pricing. This poster will present an explanation of the algorithm, the resulting rank-order list, and what journals were actually cut.
    • The Research Libraries Consortium: a Project funded by the Carnegie Corporation of New York

      Darch, Colin; University of Cape Town, South Africa (2008-05-02)
      The project - A New Model for Research Support: Integrating Skills, Scholarship, and Technology in a South African Library Consortium - aims to model the transformation and enrichment of support to researchers offered by South African academic libraries. The guiding premise of this project is that the three institutions should take advantage of existing strengths as South Africa’s leading academic libraries to sustain, improve, and consolidate the troubled research enterprise in South Africa. Funded by the Carnegie Corporation this innovative program seeks to achieve its objectives through a multi-pronged project with three closely interrelated components: 1. Building a sophisticated Web-based shared portal which will provide access to a wide range of international and local electronic content for postgraduate students and academics; 2. Enhancing the skills of existing library staff in order to create a critical mass of support for research to be offered by librarians with real subject expertise (the South African Library Academy at the Mortenson Center and observation at a major US research library). 3. Creating a technologically sophisticated physical space - a 'one-stop shop' - for postgraduates and academic staff who need assistance with research.
    • Supporting Metadata Management for Data Curation: Problem and Promise

      Westbrooks, Elaine L.; Cornell University (2008-05-02)
      Research communities and libraries are on the verge of reaching a saturation point with regard to the number of published reports documenting, planning, and defining e-science, e-research, cyberscholarship, and data curation. Despite the volumes of literature, little research is devoted to metadata maintenance and infrastructure. Libraries are poised to contribute metadata expertise to campus-wide data curation efforts; however, traditional and costly library methods of metadata creation and management must be replaced with cost-effective models that focus on the researcher’s data collection/analysis process. In such a model, library experts collaborate with researchers in building tools for metadata creation and maintenance which in turn contribute to the long-term sustainability, organization, and preservation of data. This presentation will introduce one of Cornell University Library’s collaborative efforts curating 2003 Northeast Blackout Data. The goal of the project is to make Blackout data accessible so that it can serve as a catalyst for innovative cross-disciplinary research that will produce better scientific understanding of the technology and communications that failed during the Blackout. Library staff collaborated with three groups: engineering faculty at Cornell, Government power experts, and power experts in the private sector. Finally the core components with regard to the metadata management methodology will be outlined and defined. Rights management emerged as the biggest challenge for the Blackout project.
    • Supporting Students Where They Are When They Need It: Scaling Instruction at the University of Arizona Libraries

      Kline, Elizabeth; Sult, Leslie; University of Arizona Libraries (2012-04-24)
      Continuing on the University of Arizona Libraries' long history of leveraging technology to support students in attaining information fluency, this poster will highlight two approaches for supporting students where and when they need assistance. We will discuss how the Libraries selected, developed, and refined a scalable and interactive online approach to database instruction and suggest an approach other libraries can adopt to make pedagogically sound database tutorials. We will also share a local tool designed to push course-appropriate library content and services to all courses using a course management system and our plans for modifying the tool so that faculty and librarians can work together to efficiently and easily create customized, integrated course guides.
    • Sustaining a Collaborative Organization in a Changing Environment

      Etschmaier, Gale S.; Gelman Library, George Washington University (2006-04-06)
      The Gelman Library System of George Washington University has made a transition to an organizational model that emphasizes the needs of students and working in groups. We are preparing for future changes in user needs and redefinition of services, including participation in LibQUAL+ in spring of 2006 and small "town meetings" with library staff to develop an understanding of the changing student population. In these meetings, we hope to include focus groups from a local science and technology magnet school to learn more about what future students will expect and need from academic libraries. One of the key services we hope to look at is reference and information services and how this should fit with overall services. We will also need to become "leaner" but more efficient. Some staff positions may disappear, and others may require higher or different skill levels. As we plan for the future, we will need to face the challenges of our own collaborative nature and whether this supports or inhibits change. Some areas of focus include: communication, team structures and breaking down barriers between functions, and challenges working with staff from different generations (are Gen X's ready to be the "older" generation?)
    • Testing for Usability in the Design of a New Information Gateway

      Clairmont, Michelle; Dickstein, Ruth; Mills, Vicki; The University of Arizona Library (1998-04-23)
      Seeking to understand user's needs, assumptions, and on-line behavior was critical in the design of The University of Arizona's new Information Gateway system. Focus groups helped direct the initial design and then usability studies shaped the prototypes and the end product. We will discuss both the methodology and the results of these studies.
    • Tick Tock, Tick Tock - Shortening the Strategic Planning Clock: Strategic Planning at the University of Arizona Library

      Oxnam, Maliaca; Martin, Jim; Ammon, Mona; Knowlton, Sharon; Ray, Michael; University of Arizona Libraries (2006-04-06)
      The UA Library embarked on a new long-range strategic planning process utilizing new techniques to determine our future directions. Come hear how we shortened our planning process and where we’re headed in the future!
    • To Fee or Not to Fee: Building Student Support for Additional Library Revenue

      Cuillier, Cheryl; Huff-Eibl, Robyn; Brewer, Michael; University of Arizona Libraries (2012-04-24)
      The University of Arizona has had a student library fee since 2006. The fee started out at $15/year for students and now stands at $120/year. In FY2011-12, fee revenue for the University Libraries is expected to be about $3.5 million—a critical chunk of our budget. This poster will describe the approach that enabled the Libraries to successfully implement a fee. Garnering support from student government leaders and advisory boards has been crucial. The poster will also detail how student fee money is used, challenges we’ve faced, and strategies that might work at your institution.
    • Tough Times, Tough Decisions: Streamlining, Studying and Experimenting to Save $ and Better Serve Customers

      Anaya, Toni; Begay, Wendy; Huff-Eibl, Robyn; University of Arizona Libraries (2006-04-06)
      In the past several years, circulation and shelving statistics as well as the usage of print reserves have declined. At the University of Arizona Libraries, we are moving from a traditional mediated service environment towards increased user self-sufficiency, where the basic circulation transactions become unmediated. Come learn how we have implemented open holds, reserves, self check-in, streaming audio and soon streaming video. Learn how we have consolidated services into a single desk, the challenges we faced and competencies required to create a new future for your circulation staff.
    • Town and Gown: Public and Academic Libraries Collaborate in Service

      Rivera, Alex; Sykes-Casavant, Gabrielle; University of Arizona Libraries (2008-05-02)
      The University of Arizona Libraries offers its users more than just access to our print collections - we also provide electronic document delivery, presentation practice rooms, group study rooms, and helpful research and reference assistance in person, by phone, or by live chat or email. These services support the academic needs of our students and our campus. Campus life, however, is more than academics - and that’s where the Pima County Public Library (PCPL) steps in. Visit the "Town and Gown: Public and Academic Libraries Collaborate in Service" poster session and see how Pima County Public Library and The University of Arizona Libraries launched an exciting new collaboration that brings PCPL librarians to campus to increase awareness among students, staff and faculty of the great online and branch services that all of our public libraries offer.
    • Training For Transition: A Training Program For Staff Transitioning To Public Services

      DeFranco, Francine M.; University of Connecticut (1998-04-23)
      This presentation will outline the training program established at the University of Connecticut, Regional Campus Libraries. The purpose of this program is to prepare technical services staff moving to public services positions and to enhance the skills of reference librarians assuming new responsibilities as a result of strategic initiatives and new services. The presentation will include discussion of the proposal, needs assessment questionnaire, and training topics.
    • TriUniversity Group of Libraries: Experiences and Lessons from a Comprehensive Collaborative Initiative

      Ridley, Michael; Gillham, Virginia; Shepherd, Murray; Haslett, Mark; University of Guelph; Wilfrid Laurier University; University of Waterloo (1998-04-23)
      In January 1995 the Tri-University Group of Libraries (Wilfrid Laurier, Guelph and Waterloo) was formed as a collaborative partnership to enable the coordination of their services and resources in such a manner that the three libraries were perceived and experienced by their user community as a single library serving the needs of the three institutions. This presentation will explore the key administrative and leadership experiences of the collaboration outlining the need to adopt new organizational techniques and evolve new organizational cultures if such collaborations are to be successful.
    • Two Libraries, One Plan: Combining and Refining Technical Services Across Two Campuses

      Peakovic, Andrea; Conrad, Ellen P.; Kenyon College; Denison University (2006-04-07)
      The Libraries of Kenyon College and Denison University, supported by a Mellon Foundation grant, have collaboratively redesigned and merged their technical services departments into one combined unit, through the creation of a joint department of Collection Services. As members of the Five Colleges of Ohio and OhioLINK consortia, both libraries have a long standing history of cooperation. This venture, however, takes cooperation to a new level of collaboration by merging one department within two distinct libraries, geographically separated on two campuses. This presentation will be geared towards providing valuable insight to other libraries who might be considering new ventures in collaboration and work redesign. Key elements of this unique plan will be highlighted, such as staff empowerment and redefined workflows, while the focus of the presentation will be on the process undertaken in planning and implementing the redesign project. Recognizing that successful reorganization at this level is not a given, the presenters will include a frank discussion of both the keys to success, as well as those things that have been bumps in the road, so that others may anticipate both the challenges and rewards of rethinking the role of technical services within our libraries.
    • UNLV Libraries at the Center of Student Learning

      Fabbi, Jen; Brown, Jen; Zald, Anne; Hoover, Steven; University of Nevada, Las Vegas Libraries (2012-04-23)
    • Virtual Environments at NCSU Libraries

      Boyer, Josh; North Carolina State University Libraries (2012-04-23)
    • We Value Leadership Throughout Our Organization

      Spencer, Gene; Bucknell University (2006-04-07)
      Over the past several years, Bucknell University has been deeply engaged in creating a combined Library/IT organization. Because of the complex work of merging two related but very different organizations (with vastly different organizational cultures), we have had to be purposeful and thoughtful about developing a new culture that brings the best of our traditional organizations forward. Early in the process, we developed a set of "values" which includes "We Value Leadership Throughout the Organization." Success depends on all members of the organization providing appropriate leadership in their work. Our leadership value has an impact on our professional development, communication and collaboration activities. This presentation describes how we are putting significance to this value and what it means for our entire staff, as well as people in "leadership positions."