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  "Old models of library operation may disappear, but that does not mean they can't be replaced.  Academic libraries' central book model is temporarily insulated by high prices, but change will come just the same.  The time provided by this insulation should be used to explore sources of content like local special collections with clear ownership and distribution rights.  Without restrictions like those imposed by many third party vendors, special collections can provide a proving ground for next generation interfaces and services. This home-grown expertise within libraries can then be applied on a wider basis in the future.                 The examples and efforts discussed in this column share one thing at their core, and that is that they are services made by libraries, for libraries.  As a collective institution, libraries have great expertise in building sustainable preservation systems capable of lasting many years.  Third party vendors do not have a proven track record on building long term preservation systems for electronic resources at this point in time.  By placing our trust, funds, and collections in the hands of those third parties we turn libraries into middlemen.  For the short term gain of providing easy access to next generation library services, we risk disintermediation by those vendors and removal from the service equation entirely.  Libraries of all types and sizes can look inward and grow from our strengths.  Major publishers and content providers aren't likely to allow new services with the same scope libraries enjoyed in the past.  Fortunately, special collections and collaborative efforts are accessible to even the smallest library as perfect opportunities for gaining relevant experience and expertise.  By basing that experience and expertise on homegrown services built by and for libraries, they can ensure a sustainable future of next generation services."

The University of North Carolina at Chapel Hill's School of Information and Library Science celebrated the ending of its 80th anniversary year by taking a forward look at the future of our field and its graduates. The Information Professionals 2050 (IP 2050) Conference brought in information and library science leaders who discussed key issues related to future visions, skills and values. Themes of the day included the areas of the 1) Information Industry, 2) Libraries and Archives, 3) Education and 4) Information Trends. The contributors are thought leaders of our profession and included: * Marshall Breeding, director for Innovative Technologies and Research, Vanderbilt University Libraries * Anne Caputo, executive director, Dow Jones' Learning and Information Professional Programs * Bonnie Carroll, president, International Information Associates * Mary Chute, deputy director for Libraries, Institute for Museum and Library Services * Lorcan Dempsey, vice president and chief strategist, OCLC * Michael Eisenberg, professor and dean emeritus, University of Washington School of Information * Buck Goldstein, University entrepreneur in residence and professor of practice, Department of Economics University of North Carolina at Chapel Hill * William Graves, senior vice president, Academic Strategy at Ellucian * Elizabeth Liddy, dean and trustee professor, Syracuse University School of Information Studies * Charles Lowry, executive director, Association for Research Libraries * Joanne Marshall, alumni distinguished professor, University of North Carolina at Chapel Hill * Nancy Roderer, director, Johns Hopkins University Welch Medical Library * Roger Schonfeld, director of research, Ithaka * David Silver, associate professor, University of San Francisco * Duncan Smith, co-founder, Novelist (EBSCO Publishing) Moderators included, * Susan Nutter, vice provost and director of Libraries, North Carolina State University * Sarah Michalak, university librarian and associate prov

"Academic libraries that choose to emphasize services that are relevant in a digital world strike the authors as the most likely to find fertile ground." Academic libraries that choose to emphasize services that are relevant in a digital world strike the authors as the most likely to find fertile ground. They would be entering a realm of many opportunities; a realm characterized by rapid and discontinuous shifts. These institutions would be well advised to begin the process now. The trend-line is clear and the shift to a digital environment has tremendous momentum. Libraries cannot afford to wait until the smoke has cleared and the digital revolution is complete to take action. First the risk of being subordinated to more nimble entities within (and perhaps outside of) the academy is significant. Libraries will be hard pressed to reclaim lost territory once others fulfill these roles successfully. Second, the shift to a predominantly digital environment began more than a decade ago, shows no sign of slowing, and is creating a cascade of associated changes.

nstitute of Museum and Library Services announce the publication of "Libraries and Museums in an Era of Participatory Culture." The report details the events of the October, 2011 convening of fifty-eight library, museum, and cultural heritage leaders from thirty-one countries. Together, the participants developed a set of recommendations to help libraries and museums embrace new possibilities for public engagement that are made possible by societal and technological change. The deliberations identified "imperatives for the future" including accepting the notion of democratic access, placing a major emphasis on public value and impact, and embracing lifelong learning.

An excellent presentation slide deck about the direction libraries could go. Slides I found most interesting / useful: the comparison of metrics on slide 6, the distribution models on slide 11, the library building example on slide 15, the "eras" of slide 17, the PDA rules on slide 28 - fascinating!, and the distribution of library space on slide 36 - raises good questions for us. The last slide ties it all together really well. This would be a great conversation starter!

Deb, I think this would be right up your alley. He's asking a lot of the same questions you ask, with some interesting links on the last page to other resources. Sections: 1. Is higher ed too big to fail? 2. Innovators wanted 3. Think like a startup 4. Lean startups 5. Build, Measure, Learn 6. Three Essential Qualities 7. Too much assessment, not enough innovation 8. A strategic culture (not plan) 9. Microscopes and telescopes 10. Real artists ship

An interesting opinion piece on the future of the LMS.  Try reading this and replacing "LMS" with "library database" ... what would that look like? 

Contains link to presentation at RLG by David Lewis outlining a strategy for academic libraries with the following points: "Complete the migration from print to electronic collections Retire legacy print collections Redevelop library space Reposition library and information tools, resources, and expertise Migrate the focus of collections from purchasing materials to curating content"

Libraries are changing, despite their facades. And they're changing to high-tech service companies with embedded librarians, according to some library professionals. Of course, that assumes they aren't defunded out of existence. For ladies and gentlemen of a certain age, the library is changing too fast. For kids, it's changing too slow.

Future U is a multipart series on the university of the 21st century. We will be investigating the possible future of the textbook, the technological development of libraries, how tech may change the role of the professor, and the future role of technology in museums, research parks and university-allied institutions of all kinds.

Steven Bell looks at trends in unaccredited education (OER, for-profit) and postulates on what it might mean for academic libraries. 

The video is a look at some upcoming technology and the potential impact on libraries. Very interesting, but no mention of the sustainability of these things / these directions. Long, but worth watching.

Would I subscribe to my books instead of outright purchasing them? We subscribe to Pandora, but we consume that music in a wholly different, almost mindless way. Books require a much more deliberate investment of time, no matter how easy it might be to get them. I'm not sure it's really the same model as the author here implies.

LITA 2011 Keynote, October 1, 2011