The Four R's: The Future of the Library
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The Four R's: The Future of the Library

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Reject, Rethink, Redo, Rejuvenate: A new model for academic health sciences libraries

Reject, Rethink, Redo, Rejuvenate: A new model for academic health sciences libraries

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The Four R's: The Future of the Library The Four R's: The Future of the Library Presentation Transcript

  • Library 4 R’s: Reject Rethink Redo Rejuvenate Elaine Martin, D.A. Director of Library Services Lamar Soutter Library UMass Medical School August 2013
  •  Context  Library Trends  Four “Rs”  Reject  Rethink  Redo  Rejuvenate Outline
  • Context
  •  $20 million deficit institution wide  5% cut across the board FY 2014 (all departments except those involving public safety)  Hiring freeze  Sequestration- resulting in mandatory 5-10% cuts to all NIH-funded research grants  Loss of revenue from Commonwealth Medicine  Reduced contracts with state agencies including correctional health  Clinical partner in financial straights as well  Pincus Center closing in June  Institution is preserving mission critical programs  UMMS proposed operational goals mandates all departments to decrease expenses by anticipated 10% before FY15. UMMS
  • Rising Cost of Journals Figure 1 Annual US journal price increases compared to Consumer Price Index (CPI). Sources: Annual price changes for US journals are from annual Allen Press studies. CPI is from the US Department of Labor, Bureau of Labor Statistics Figure from: Tillery, K. (2013). 2012 Study of Subscription Prices for Scholarly Society Journals: Society Journal Pricing Trends and Industry Overview. Allen Press, Inc. Retrieved on March 29, 2013 from http://allenpress.com/resources/education/jps
  • Rising Cost of Key Resources UptoDate MD Consult/Clinical Key E-Resource Packages Online Books
  • Library FY 2014  With resource inflation effective 8-10% cut  Approximately $400,000  Budget reduction in RML  5% reduction for Option Year 2  Limited to 8 month budget  Permanent staffing reductions for duration of the contract  Resulting in reduction of IDC to the library
  • Library Trends: Declining Statistics* * Lamar Soutter Library(LSL) has developed tracking methods to compile statistics which we report to the Association of Academic Health Science Libraries (AAHSL) each year.
  • Circulation  Migration from print to electronic  Migration from VHS to digital capture of class lectures  Paper reserves transitioned to the online curriculum platform.
  • ILL Lending  Licensing restrictions  National trend  Loansome Doc//copyright
  • Binding  Print reduced to core collection  250 titles in FY10  97 titles in FY13 In FY08, stopped binding due to budget cuts. Completed FY08 binding in FY09.
  • Cataloging  New ILS system cuts cataloging processing by 50%  Physical processing done by support staff  Remaining is being done by professional staff as support staff do not have the necessary skills:  Original cataloging  Connection processing (national database)  Overall volume reduced
  • Other Downward Trends  No longer participating in Federal Depository Program  No longer checking in print journals  Preservation work eliminated  Streamlined purchasing process  Less space / increase in demand for seats  Less activity at the Library Service Point (more self-service)
  • Move Towards Self-Service  Book renewals  Book holds  Virtual catalog  Self-service for headphones, reserves, etc.  24/7 access to library  Pilot was a success.  Proposed closing doors at 9pm (Sun–Thurs)/6pm (Fri & Sat)
  • National Trends  LSL trends mirror national trends.  For Example: In medical school libraries in the US and Canada, there was a 45.7% decline in total circulation between FY2008 and FY2012.* *Byrd, Gary, ed. 2010. 2008-2009 Annual Statistics of Medical School Libraries in the United States and Canada. 32nd ed. Squires, Steven J., ed. 2013. 2011-2012 Annual Statistics of Medical School Libraries in the United States and Canada. 35th ed.
  • Professional Work Is Changing The professional work is increasing in volume and becoming more complex and technology focused: Participation in systematic reviews, chart rounds, IRB Developing custom portals for departments Website consultation service Library as publisher Participating as primary staff on research grants In-depth reference requests such as  Developing complicated search strings for requests from the Office of Research or the Dean’s office.  Getting people started with research  Helping people decide where to publish Complex IR work (Institutional Repository is expanding) Complex cataloging work / metadata Library professionals are spending more time bringing services off site to locations such as Memorial and Mass Biologics.
  • Catalysts for Change  As the Library evolves, library work is changing. More of the work requires specialized, professional information science coupled with subject expertise.  Much of the support staff’s repetitive work is going away. It is being replaced by the need to be able to handle in-depth reference questions from faculty and students.  The skills necessary to do in-depth, complicated reference work are acquired by obtaining an MLS along with subject knowledge. It is not feasible for the Library to provide support staff with comparable training.  Currently these questions are referred to librarians. The librarians, whose roles are changing in response to new initiatives such as data management, e-science, and bioinformatics, are involved in projects outside the Library.
  • The 4 Rs  Reject  Rethink  Redo  Rejuvenate
  • Reject the Old  LSL’s current model is no longer viable  Resources must be redistributed  Reorganize
  • Reorganization
  • Historical Progression to Current Reorganization DATE ACTIVITIES 2007 Levels Program: Support Staff Career Path Program, emphasizing cross training introduced to staff 2007 Technical Services eliminated 2009 Reference Department reorganized into specialty areas 2009 Reference Desk eliminated; Single Service Desk opened 2009 Triage/Pager Reference Model begins 2010 Outreach Continuum defining outreach and embedded librarians at LSL developed. 2010 Strategic Plan: Future of the Library developed 2011 Librarians are embedded in research grants and actively forming partnerships with faculty, clinicians and researchers 2011 - 2013 Self-Service Team Recommendations implemented 2012 Embedded librarian job description approved 2013 24/7 Library access instituted 2013 Fellows Program developed and Fellows job description approved 2013 New Reference model developed– appointment based
  • Director Assoc. Director Comm, Tech, Global Relations Assoc. Director Library Operations Assoc. Director History & Archives Assoc. Director RML Head: Education & Clinical Services Head: Research & Schol. Comm Services Head: Technology Initiatives Head: Licensing & Copyright Institutional Repository Libr Embedded Librarian Embedded Librarian Embedded Librarian Library Asst I Librarian, e-resources Library Asst I Vacant Eliminated Supervisor: Public Desk Supervisor: ILL Library Asst II Library Asst I Vacant Eliminated Library Asst I Library Asst I Library Asst I Library Asst I Library Clerk Library Clerk O3’s Staff Accountant I Fin. Asst III Administrative Asst II Project Coordinator Librarian, Info & Special Coll Network Coord Consumer Health Info Coord Proj. Coord: Outreach Technology Coord Financial Assistant Administrative Assistant Project Director: Public Health Project Coordinator Project Coordinator Project Coordinator Embedded Librarian Current FY13
  • Director Assoc. Director Comm, Tech, Global Relations Assoc. Director Library Operations Assoc. Director History & Archives Assoc. Director RML Head: Education & Clinical Services Head: Research & Schol. Comm Services Head: Technology Initiatives Institutional Repository Libr Embedded Librarian Embedded Librarian Embedded Librarian Library Asst I Librarian, Electronic Resources Supervisor Library Fellow O3’s Staff Accountant I Fin. Asst III Administrative Asst II Project Coordinator Librarian, Info & Special Coll Network Coord Consumer Health Info Coord Proj. Coord: Outreach Technology Coord Financial Assistant Administrative Assistant Project Director: Public Health Project Coordinator Project Coordinator Project Coordinator Embedded Librarian Library Fellow Library Fellow Library Clerk Library Clerk Re-Org FY 2014 Supervisor
  • Rethink the Librarianship Model  Rethinking the Library in “mission critical” terms leads us to a totally professional model that better meets the needs of faculty, students, and staff of UMMS.  As we take a more universal view of what it means to be a librarian, we concentrate in new areas:  Data services  Embedded librarians  Focus on UMMS programs  Questions to address?  Will our library continue to be “equal access” ?  Will we provide baseline service, but move to an entrepreneurial chargeback model “pay to play”?  Will our budget fluctuate based on who uses our services and who can pay?  What changes do we need to make to morph into a Library that continues to meet the needs of the medical school as it changes?  Do librarians need a physical library to be librarians?
  • Redo  Implement a new model based on professional librarians in new roles.  Funnel our resources into mission critical areas.
  • Approach  Increase opportunities for librarian participation in:  Education  Research & Clinical programs  Outreach  In-depth reference  Information Science Research  Fill positions that support mission critical work  Eliminate staffing at the Library Service Point and redesign service model  Implement operational efficiencies  Think about succession planning
  • Summary of Staffing Changes  Transition staffing from current non-MLS support staff to recent MLS graduates  Layoff 5 support FTE  Cut 2 vacant support FTE  Recruit 3 MLS degreed Library Fellows
  • New Reference Model  No Desk  No Paging System  No “on call” Librarians  New Model:  Consultation service model; appointment based  Librarians off-site; assigned to specific projects or departments  Less “library as place” based service  More librarians going out of Library to provide service.  More grant funding for partial salary support – charge back model of reference service.
  • Summary of Library Fellows Program  Provides a two-year work experience emphasizing hands-on learning and research into topics of information management, medical librarianship, and the biomedical sciences.  Incorporates training, professional development, and research.  Guides the fellow toward a professional career in academic medical Librarianship.  LSL is the learning laboratory for exploring the ins and outs of assisting clinicians, researchers, educators, and students with their information needs.  Fellows contribute to LSL by performing meaningful projects and assignments and bringing passion and new ideas about librarianship to the organization.
  • Rejuvenate  New, optimistic view of the Library.  Flexible and ready to change as needed to meet current needs.  Opportunities for individual growth  Creating an environment that promotes contributions to the profession of Librarianship.
  • Creating Opportunities for the New Health Sciences Librarian: LSL Fellows Program For more information contact: Elaine Martin, D.A. Director of Library Services Lamar Soutter Library UMass Medical School elaine.martin@umassmed.edu