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sha towers

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

crln.acrl.org/...202.full

role concept_map library librarian services development academic libraries liaison organizing strategic planning

shared by sha towers on 15 May 15 - No Cached
  • 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
  • ...16 more annotations...
  • 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
  • sha towers on 15 May 15
     
    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
sha towers

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

www.readability.com/...sfzyke98

libraries entrepreneurial liaisons services essential future of libraries strategic planning higher education

shared by sha towers on 01 Aug 14 - No Cached
  • 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.
  • ...20 more annotations...
  • 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.
  • 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
  • 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
  • Listen also for areas of emphasis that you might not think of as relevant to the library.
  • 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
Jeff Steely

Developing an Institutional Research Data Management Plan Service | EDUCAUSE.edu - 0 views

www.educause.edu/...h-data-management-plan-service

research data management

shared by Jeff Steely on 22 Jan 13 - No Cached
  • nstitutions and researchers have worked together for years on streamlining and improving campus processes to sustain institutional research at all levels. The challenges have been and are many. The new EDUCAUSE ACTI Data Management Working Group (ACTI-DM) white paper, Developing an Institutional Research Data Management Plan Service, provides guidance on developing research data management planning services at higher education institutions, based on a broad sampling of trends in these services at institutions across the U.S. and internationally.This white paper includes three key sections: What Should be Included in the Data Management Plan (DMP) Developing a DMP Service at Your Institution Skill Sets Required for a DMP Consulting Service
Jeff Steely

Felix - 0 views

libjournal.uncg.edu/...162

shared by Jeff Steely on 16 Dec 11 - No Cached
    • Jeff Steely
      Jeff Steely on 16 Dec 11
       
      What if we considered library "clients/users/patrons/etc." as "members"? How would we provide services differently? What behaviors do "members" exhibit, what expectations do they have?
  • Service design can enable institutions to respond to these changes and enhance the experience of students and faculty by embedding services within learning spaces – services that promote interaction, provide access to experts, and respond directly to user needs.
  • learning space service design as the process of holistically designing the service interactions among people, information, technology, and space so that services are usable, useful, desirable, and effective
sha towers

Explore - "Cities smash us together. Cities force us to... - 1 views

exp.lore.com/...us-together-cities-force-us-to

cities companies innovation human friction interaction creativity

shared by sha towers on 30 Jun 12 - No Cached
  • sha towers on 30 Jun 12
     
    pondering the ways this applies to libraries and liaison services
Ellen Filgo

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

chronicle.com/...flip-the-model-a-pre-print

future of libraries academic libraries publishing pedagogy user-focus

shared by Ellen Filgo on 28 Oct 13 - No Cached
  • Ellen Filgo on 28 Oct 13
     
    ""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.""
sha towers

This article relates to… - chroniclevitae.com - 1 views

www.readability.com/...sfwig6mq

education academic libraries teaching and learning higher education

shared by sha towers on 08 Jul 14 - No Cached
  • sha towers on 08 Jul 14
     
    "It's also not the only way to build institutional unity. What if instead of devoting time and resources to making analogies about customer service, we put learning first? What if the conversations, the trainings, the memos, and even the job descriptions emphasized this simple question: How does what I do make this a better place for students to learn and develop?"
sha towers

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

chronicle.com/...132885

chronicle higher education libraries quiet

shared by sha towers on 20 Jul 12 - No Cached
  • 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."
Ellen Filgo

Lessons Learned: How College Students Seek Information in the Digital Age - 0 views

projectinfolit.org/...ll2009_Year1Report_12_2009.pdf

information literacy students libraries research

shared by Ellen Filgo on 15 Dec 09 - Cached
  • Ellen Filgo on 15 Dec 09
     
    A report of findings from 2,318 respondents to a survey carried out among college students on six campuses distributed across the U.S. in the spring of 2009, as part of Project Information Literacy. Respondents, while curious in the beginning stages of research, employed a consistent and predictable research strategy for finding information, whether they were conducting course-related or everyday life research. Almost all of the respondents turned to the same set of tried and true information resources in the initial stages of research, regardless of their information goals. Almost all students used course readings and Google first for course-related research and Google and Wikipedia for everyday life research. Most students used library resources, especially scholarly databases for course-related research and far fewer, in comparison, used library services that required interacting with librarians. The findings suggest that students conceptualize research, especially tasks associated with seeking information, as a competency learned by rote, rather than as an opportunity to learn, develop, or expand upon an information-gathering strategy which leverages the wide range of resources available to them in the digital age.
Jeff Steely

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

scholarlykitchen.sspnet.org/...-comes-to-the-academic-library

future of libraries strategic planning

shared by Jeff Steely on 11 May 11 - No Cached
  • Jeff Steely on 11 May 11
     
    Thought provoking piece on the message our services send
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