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sha towers

Being Essential Is Not Enough, Part 2 | Peer to Peer Review - lj.libraryjournal.com - 0 views

  • Solving a problem that already exists for your faculty (such as compliance with a mandate) is more likely to generate support for the library than trying to convince the faculty that they have a problem.
  • Listen also for areas of emphasis that you might not think of as relevant to the library.
  • Sometimes aligning your library with institutional goals and programs means creating new services, and sometimes it means adapting old ones. Since our host institutions are always changing, it always means responding quickly and nimbly to new programs and priority shifts.
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  • Instead, she worked with her leadership team to create a two-part document: the first section outlined the library’s significant achievements over the past year, and the second explained what we want to do in the coming year.
  • the message our vice president received was not “Here are all the reasons why you ought to give the library more money.” Instead, it was “Here are some of the most important ways in which the library is moving the university towards its goals, and here are ways in which we could do that even better if we had more resources to work with.”
  • Thus, the message our vice president received was not “Here are all the reasons why you ought to give the library more money.” Instead, it was “Here are some of the most important ways in which the library is moving the university towards its goals, and here are ways in which we could do that even better if we had more resources to work with.”
  • Map your library’s programs and services to the mission of the university and you will be seen as an essential strategic partner, not just another piece of costly infrastructure.
  • Takeaway lesson: Map your library’s programs and services to the mission of the university and you will be seen as an essential strategic partner, not just another piece of costly infrastructure.
  • Solving a problem that already exists for your faculty (such as compliance with a mandate) is more likely to generate support for the library than trying to convince the faculty that they have a problem.
  • offering dedicated collaboration space for use by faculty working in those clusters, reaching out to the clusters with targeted information about existing technology offerings in the libraries, and “providing dedicated subject specialists for each faculty cluster to work across the life-cycle of their research to offer guidance and connections to services
  • Sometimes aligning your library with institutional goals and programs means creating new services, and sometimes it means adapting old ones. Since our host institutions are always changing, it always means responding quickly and nimbly to new programs and priority shifts.
  • Listen also for areas of emphasis that you might not think of as relevant to the library.
  • ask yourself what the library might do differently (or what it might already be doing) that could have an impact on that goal, even if the goal doesn’t seem to be connected directly to library services.
  • ask yourself what the library might do differently (or what it might already be doing) that could have an impact on that goal
  • , even if the goal doesn’t seem to be connected directly to library services.
  • not just what your campus leaders and spokespersons say, but how often and in how many contexts they say it that will tip you off to a particularly important or emerging area of institutional focus
  • It’s not just what your campus leaders and spokespersons say, but how often and in how many contexts they say it that will tip you off to a particularly important or emerging area of institutional focus
  • If the library is doing things that don’t help further the goals and strategies laid out in them, ask yourself why—and unless the answers you come up with are unusually compelling and can be defended (with a straight face) in conversation with your provost or vice president, seriously consider discontinuing them. If your library is doing things that actively undermine those goals and strategies, stop doing those things immediately. As you consider establishing new programs or practices in your library, ask yourself from the very beginning how those new programs or practices will help further the strategic mission of your institution.
  • If the library is doing things that don’t help further the goals and strategies laid out in them, ask yourself why—and unless the answers you come up with are unusually compelling and can be defended (with a straight face) in conversation with your provost or vice president, seriously consider discontinuing them.
  • your library is doing things that actively undermine those goals and strategies, stop doing those things immediately. As you consider establishing new programs or practices in your library, ask yourself from the very beginning how those new programs or practices will help further the strategic mission of your institution.
  • no library that aligns itself to institutional priorities will end up serving all programs and all academic disciplines equally
  • our budgets and programmatic support should not be distributed equally across disciplines, but should reflect the curricular and strategic emphases of our host institutions.
  • means your monitoring of institutional communications for strategic hints will have to be sensitive to nuance
sha towers

Organizing the liaison role: a concept map (Judith E. Pasek) - 0 views

  • Building relationships with STEM faculty and students therefore requires an active outreach approach rather than simply waiting for individuals to contact librarians.
  • meeting faculty informally and face-to-face at departmental functions is a key outreach strategy, and that outreach techniques need to be tailored to fit the local academic community, adapted for departmental variation.
  • Being visible means creating opportunities for communication by being present where your “customers” (i.e., faculty and students) are located
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  • variety of options for initiating interactions with potential customers
  • Being relevant requires currency and an understanding of the subject matter of interest to the customer.
  • keeping current with rapid changes in technology, research directions, curriculum offerings, and scholarly trends
  • For student engagement, it means making an effort to connect to their experiences and interests to add meaning and put learning processes into context.
  • Being useful means matching resources and information to the purpose (e.g., research, coursework) and needs of the customer
  • High-quality service also involves anticipating needs and being proactive in providing services
  • Faculty are pressed for time, so offering services that can save them time can win their respect and support.
  • Timeliness means being responsive and prompt in answering questions and scheduling consultations. It also means providing services at the point of need, timing delivery to when information and services are most needed or effective.
  • The four elements of proactive customer service—visibility, relevance, usefulness, and timeliness—are interrelated and of equal importance in the implementation of liaison services.
  • The liaison concept map is meant to be a starting point for organizing and planning activities that facilitate greater connections with academic faculty and students.
  • Becoming an effective liaison librarian in today’s environment involves moving from a role peripheral to academic research and teaching, to a more integral and integrated presence within departments and programs
  • Faculty satisfaction with library liaisons increases when they have recent and direct communication, they know the name of their assigned liaison librarian, and they receive more types of services.4
  • Engaging faculty and building long-term relationships can be enhanced by shifting focus to showing interest in their research, offering newer research services (e.g., data management and repository support), and identifying opportunities for partnership.
  • While developing relationships with individual faculty members is essential, the process of making initial contacts can be orchestrated at the departmental level.
  • Building awareness of library services is a necessary first step to engagement, as faculty tend not to view librarians as instructors or research consultants
  • Keeping up with trends and adding to the liaison librarian toolkit are essential to remaining relevant and effective
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    concept map for thinking about the various pieces of the liaison librarian role, focusing on visibility, relevance, usefulness, and timeliness. used for conversation with team of librarians to take a higher altitude view of what we're trying to accomplish and then specifically how we go about doing that
Jeff Steely

Critical Assets: Academic Libraries, a View from the Administration Building - 5/1/2010... - 0 views

  • libraries should support learning that involves collaboration—i.e., getting students to spend time talking to one another in spaces in the library."
  • reinvest in a traditional position, the subject librarian
  • help scholars in the prepublication phase
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  • not particularly concerned about the expense of maintaining libraries. Funding libraries was perceived as the cost of being part of higher education. CAOs were more interested in outcomes—how much were the libraries being used? How central were they to the mission of the institution? In what ways did they enhance the reputation of the college or university?
Ellen Filgo

FLIP THE MODEL (a pre-print) - The Ubiquitous Librarian - The Chronicle of Higher Educa... - 2 views

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    ""Academic libraries are encountering a critical inflection point. In our case it isn't a single technology that is disrupting our established system, but a barrage of advancements in publishing, pedagogy, and user preferences. The landscape is shifting around us, and the future of scholarship requires us to develop new skills, design new environments, and deliver new service capacities. In short, we need new operating models.""
Jeff Steely

Academic publishers make Murdoch look like a socialist | George Monbiot | Comment is fr... - 0 views

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    Engaging commentary on the pricing policies of academic publishers
sha towers

At Libraries, Quiet Makes a Comeback - Technology - The Chronicle of Higher Education - 0 views

  • The buzzing of smartphones, the clacking of computer keys, the chatter of study groups: Academic libraries aren't the quiet temples to scholarship they used to be. Personal portable technology takes some of the blame. So does the current pedagogical emphasis on group work. In response to students' devices and habits, many librarie
  • According to Elizabeth Leslie Bagley, director of library services, the students asked for designated quiet zones. "They supported the idea of not having laptops and iPods" in those spaces, she says. "They are pretty vigilant about policing it."
Jeff Steely

The Case for Mutability: Library 2.0 and Implications for Academic Library Staffing, Or... - 0 views

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    Jim Neal on the future of libraries
Ellen Filgo

Joint Statement on Faculty Status of College and University Librarians | AAUP - 0 views

  • Indeed, all members of the academic community are likely to become increasingly dependent on skilled professional guidance in the acquisition and use of library resources as the forms and numbers of these resources multiply, scholarly materials appear in more languages, bibliographical systems become more complicated, and library technology grows increasingly sophisticated. The librarian who provides such guidance plays a major role in the learning process.
  • Because the scope and character of library resources should be taken into account in such important academic decisions as curricular planning and faculty appointments, librarians should have a voice in the development of the institution’s educational policy.
Jeff Steely

The Myth of Browsing | American Libraries Magazine - 1 views

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    "Although today's academic library users may feel that browsing is an ancient scholarly right, the practice is in fact no older than the baby-boomer faculty who so often lead the charge to keep books on campus."
sha towers

The (Social) Reader's Dilemma: Content + Container = Context - The Ubiquitous Librarian... - 0 views

  • “Content, not containers!” This has been a library theme for a while now: unbundling the meat from the sandwich. It’s about the text and/or images, not necessary the printed vessel.  As scholarly material migrates to digital platforms, the focus is on the content, not the boundaries of “journals” or “books.”
  • Yesterday I downloaded The Fourth Paradigm: Data-Intensive Scientific Discovery, which is a free PDF. Thanks Microsoft. I’m reading it on my iPad via my Kindle app and everything is fine, right? No! It’s not a Kindle book. It doesn’t allow me take notes, share passages, or sync across devices. Those might not sound like big deals, but they are—or they have become to me. My reading experience is linked to functionality, not just to the content.   So here is this free book, free content, that is essentially useless to me—to the way I want to use it—to the way I work with information. The content is free, but it’s the container I’m willing to pay for. It’s the container that makes the content valuable.
  • Access is no longer enough. I don’t just want to have the content in a digital format. I need it to live and breed and interact with my other content and with the content of my colleagues. It’s the infrastructure and tools around the content that I am willing to pay for. It’s the platform that will continue to grow and make the content more valuable to me over time. This isn’t about preference, but about performance. It’s about creating context.
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  • I want to do stuff with my information, not just read it.
  • Take Facebook—it’s not really about storing your photos, but about commenting, liking, and tagging. It’s the functionality, packaged together with other lifestyle curation tools and processes. It’s about using the container to connect with a community via a very personal context.
Jeff Steely

Changes to Liaison / Instruction in the University Library: A Message from the Universi... - 0 views

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    Some similarities, some differences in what McMaster is doing and possible futures we have discussed.
Jeff Steely

The strange case of academic libraries and e-books nobody reads | TeleRead: Bring the E... - 0 views

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    Interesting article, and the discussion in the comments is even better.
Jeff Steely

Bike Sharing Comes to the Academic Library « The Scholarly Kitchen - 0 views

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    Thought provoking piece on the message our services send
Jeff Steely

Understanding Library Impacts on student learning | In the Library with the Lead Pipe - 0 views

  • We should focus on the ‘high-impact’ activities in which faculty expect students to demonstrate their best work. Capstone experiences and upper level coursework within the academic major seem to fit the bill for four year institutions.
  • information behaviors vary by academic major as well? Our assessment tools should be sensitive to these differences.
sha towers

In the Library with the Lead Pipe » What Is Digital Humanities and What's it ... - 0 views

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    this is a must read! gold mine of important ideas and challenges for where we need to put our attention  /st
Jeff Steely

Raising your internal profile as an academic liaison librarian | Research Information N... - 1 views

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    "In the current financial climate where every penny counts, raising our internal profile has never been more vital. There are people making decisions on what jobs are vital to the institution's goals and they are not necessarily aware of what librarians contribute, making our posts vulnerable to redundancy. It has therefore never been more essential to make non-library colleagues sit up and take notice of the excellent work we do."
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