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Presentations from U of Minnesota on variety of topics, including iPads in Classrooms, Active Learning Classrooms, and Collaborative Writing.

The Center for Excellence in Teaching and Learning at Texas Wesleyan University undertook a project to find out what a classroom would look like if it were designed by faculty and students-and then to build that classroom. The goal was to promote innovation in learning space design and to advance instructors' understanding of how classroom design impacts teaching and learning. Classroom.NEXT initiated a campus-wide dialogue on the design of informal and formal learning spaces, and faculty, students, and administrators identified flexibility and interactivity as key attributes to be promoted in all Texas Wesleyan learning spaces. Collaboration, particularly student-faculty collaboration, was a central component of the success of Classroom.NEXT. Faculty participants commented that they learned as much from their students about learning space design and technology as they did from the research.

"The DWRL is pleased to share our library of innovative technology-based lesson plans and classroom assignments created by DWRL Instructors. Our new online database features a wide assortment of lesson plans and assignments employing a number of technologies. The lesson plans address a broad spectrum of pedagogical activities-from initial brainstorming to electronic peer review, from interactive visual rhetoric lessons to collaborative multi-media online publications; the site also features lesson plans suitable for time spans as short as a single class and as lengthy as semester-long projects. Also, be sure to visit the DWRL's Blogging Pedagogy site which features an ongoing series of weekly interviews with individual instructors about their technology-based assignments, allowing for a more in-depth and personal look at our featured lesson plans."

Completed in 2008 to the plan laid out in 1993, the Archive provides students and scholars with access to all of DGR's pictorial and textual works and to a large contextual corpus of materials, most drawn from the period when DGR's work first appeared and established its reputation (approximately 1848-1920), but some stretching back to the 14th-century sources of his Italian translations. All documents are encoded for structured search and analysis. The Rossetti Archive aims to include high-quality digital images of every surviving documentary state of DGR's works: all the manuscripts, proofs, and original editions, as well as the drawings, paintings, and designs of various kinds, including his collaborative photographic and craft works. These primary materials are transacted with a substantial body of editorial commentary, notes, and glosses.

book from d.school at Stanford University "Appropriate for designers charged with creating new spaces or anyone interested in revamping an existing space, this guide offers novel and non-obvious strategies for changing surroundings specifically to enhance the ways in which teams and individuals communicate, work, play-and innovate. This work is based on years of classes and programs at the d.school including countless prototypes and iterations with d.school students and spaces."

  "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."

There is so much potential for museums, galleries and libraries to think more broadly about how their collections can help and inspire anyone who needs them - whether it's artists, designers, business people or academics.

Researchers at the Information School at the University of Washington released an important and thought-provoking report in late 2009: "Lessons Learned: How College Students Seek Information in the Digital Age."1 The study confirms and expands on the results of other reports. Its particular value is the size of the population studied, the diversity of institutions represented, and the use of both a survey and follow-up interviews for data collection.

PP slides from a lecture given by Dr. Jane Secker at the University of Sheffield iSchool on March 1st, 2012.

This presentation offers some interesting graphics and new ways to define what I am trying to figure out we are trying to accomplish with our instructional opportunities and classroom collaborations.

"I teach a course in the spring called Information Fluency... It's an upper division undergraduate course pitched to students who are planning to go to graduate school, giving them a chance to learn more about the way the literature of their field works as well as generally how to use library and internet tools for research."

"The messages or lack of messages from educational institutions on these practices is generating a learning black market which masks the sheer scale of these new modes of engagement."

A library class for staff? No problem, we've done hundreds of those for students. How different can it be?" was our first reaction to a proposal to develop a library orientation class for university professional and administrative staff.

Defines an "effective school library program" to be staffed by a state-certified school librarian, have up-to-date materials including technology, teaches digital literacy skills, and finally, has regular collaboration between other education professionals over curriculum. Replaces Improving Literacy Through School Libraries with Improving Literacy and College and Career Readiness Through Effective School Library Programs which would award competitive grants to underserved local schools and school districts to develop an effective school library program. Allows school librarians access to professional development funds under Title II of ESEA.

An ambitious four-part documentary on the history and cultural significance of sampling and collaborative creation. The latest installment covers the three basic elements of creativity and explores how innovations emerge.

This report presents five recommendations for the library profession: 1. Increase librarians' understanding of library value and impact in relation to various dimensions of student learning and success. 2. Articulate and promote the importance of assessment competencies necessary for documenting and communicating library impact on student learning and success. 3. Create professional development opportunities for librarians to learn how to initiate and design assessment that demonstrates the library's contributions to advancing institutional mission and strategic goals. 4. Expand partnerships for assessment activities with higher education constituent groups and related stakeholders. 5. Integrate the use of existing ACRL resources with library value initiatives.