The Library as Partner<br />Sustaining Relevance in a Collaborative, Student Focused Technology Center<br />
About Us<br />
In the old days<br />
Mission Statement<br />The Digital Media Studio provides knowledgeable staff who offer direction to appropriate resources,...
Mission Statement<br />The Digital Media Studio provides knowledgeable staffwho offer direction to appropriate resources, ...
Collaborative environment<br />Brainstorming areas<br />Hardware options<br />Circulating equipment<br />Roving tech help<...
Break           It down<br />Movie Making<br />DVD Creation<br />Picture Editing<br />Presentation <br />Art/Drawing<br />...
integration<br />Flickr 3.2011 used with permission by Daniel Schwen<br />
Project management<br />
Training toolkit<br />
Marketing Strategies<br />
Internal Staff Come First<br />
Fall Kickoff<br />
Making Faculty Feel….<br />
Student Empowerment<br />
Connecting with Users<br />
Feedback<br />
Online polls<br />
Circle of life<br />
Where we are today<br />Flickr- 3.2011 used with permission by paolatraversa<br />
Where we are going<br />
Lessons Learned<br />Keeping it in house has big rewards<br />Feedback is critical to sustained relevance and success<br /...
fin.<br />
Contact Information<br />Christy Groves – User Services SupervisorJames E. Walker Library, MTSU615-898-2652cgroves@mtsu.ed...
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  • We are going to talk about how and why we decided to buck the trend and delibrately not use a partner like ITD, mass comm. Etc, despite having only one staff person with technology training, when opening a rich media studio in the library. We are also going to talk about how that decision and the way it was implemented created a better positioned library on campus and stronger internal staff and workflows. Finally we are going to talk about how we use feedback to remain relevant to student needs.
  • Intro: walker library, mtsu – 26,000 students, feb gate count of 946,000, still have high use of ref. drop off in circulation, etc. we opened at dms in fall 2010 to meet a student demand for more specialized software and greater options for presentations. This project is part of a larger project that will be completed this year to create commons, specialized study zones and collaborative spaces.Digital Media Studio:Partnership with students.Instead of partnering with campus departments, such as ITD, the Library undertook this initiative in-house. More interested in space, campus renewal, speed of project. Previous partnerships had mixed results. (writing center, yeah, ltitc not so much)Economic conditions and political environment didn’t make it practical for us to partner with campus departments. By conducting project in house, we could control the parameters (who uses Studio, who runs Studio) and take ownership.We repurposed (and trained) existing library personnel.Added value to existing services (Microtext), ebooks, media libraries, etc by integrating it into what we already offered.Integration of trad. Ref and tech assistance offers students greatest access to our resources.In short, this project is an example of how we were able to ensure the sustained importance of the Library as a centerpiece of campus. Not only did this prevent us from being marginalized as a traditional service point, our Studio set an example for how we can be a valuable partner to students.Bigger seat at the table, and allowed to say, sorry but future spaces are spoken for and we can and will make those changes in house. What can you bring to us?
  • This was losing relevance and value. Outdated, unused equipment resulted in wasted space.There was little if any interaction with patrons in this space.Our outdated and unused equipment was often out of order or broken with no resolution in sight.This was not a customer service, customer friendly area.Unused space- microtext spaceH
  • Unused spaceDidn’t interact actively with patrons, lots of passive signageAcres of unused equipmentOften broken with no resolution in sightNot the most customer friendly
  • This is the beleaguered and sometimes despised mission statement but for us it was a crucial exercise. . Our mission is to fulfill students’ stated need for provide a specialized service point.We wanted the Studio to be something that reached across barriers (both technology , customer service, and research) so that students could know how to create a presentation that reflected the world that we live in. We wanted to provide them relevant applications that would be beneficial for them as they embark on their careers, i.e., something beyond powerpoint. Staff across library departments came together to really say what the space should be and we wrote itup. Then it became an accounting tool to make sure we weren’t backing away from services when theyseemed to overwhelming. It also helped us design the space, order materials and create policy.For example: knowledgeable staff- some librarians were concerned that they would have to learn a lot of software, so we had to figure out how to stay true to the mission and not overwhelm our human resourcesLatest digital tools and unique facilities- requires a major commitment by us to stay current on software and hardware- we use emerging tech librarian and heavy input from our student workers and users to guide our choicesUsers of all abilities, disciplines, level and interest- work with professors in all disciplines, encourage students who know nothing to come in. Sometimes they start by printing and come back later for help other projects. C
  • This is the beleaguered and sometimes despised mission statement but for us it was a crucial exercise. . Our mission is to fulfill students’ stated need for provide a specialized service point.We wanted the Studio to be something that reached across barriers (both technology , customer service, and research) so that students could know how to create a presentation that reflected the world that we live in. We wanted to provide them relevant applications that would be beneficial for them as they embark on their careers, i.e., something beyond powerpoint. Staff across library departments came together to really say what the space should be and we wrote itup. Then it became an accounting tool to make sure we weren’t backing away from services when theyseemed to overwhelming. It also helped us design the space, order materials and create policy.For example: knowledgeable staff- some librarians were concerned that they would have to learn a lot of software, so we had to figure out how to stay true to the mission and not overwhelm our human resourcesLatest digital tools and unique facilities- requires a major commitment by us to stay current on software and hardware- we use emerging tech librarian and heavy input from our student workers and users to guide our choicesUsers of all abilities, disciplines, level and interest- work with professors in all disciplines, encourage students who know nothing to come in. Sometimes they start by printing and come back later for help other projects. C
  • One Stop Shop1. Project finishing. This is very popular with students.2. Lamination and color printing. We do extend a charge, but only for cost recovery3. Our hardware includes high end computers, large monitors, scanners, task lightingC
  • 1. Run open source and commercial software. Open gives us lots of options, but a trade off with upkeep, “known commodity” factorProvide access to both pc and mac. We wanted to provide students with as many options as we could, but we had limitations due to funding. H
  • Let’s examine each piece of software we offer….
  • What makes us unique: (jury still out on whether or not we are mythical)This was a Library project. We did not partner with IT on this (political campus environment and funding issues). Library staff are now seeking to utilize Studio (and even work public service hours!) because they feel comfortable with this Library generated initiative. Sense of ownership  C
  • We utilized a very team oriented approach to the project. Similarly to the Studio’s unique user experience (technology integrated with research assistance integrated with multimedia applications), our use of internal (Library) resources and personnel was entrepreneurial. It was critical that we utilized good project management strategies and workflow to balance the Studio’s integration into the Library. We worked closely with Library personnel to solicit their involvement on the project .We provided timely updates to all personnel on the project’s progress and actively solicited input. These communication endeavors ensured buy-in from personnel, even from those who were not well versed in the technology applications.I have a lot project management experience but the committee had a variety of people on it with different levels of exposure and none of us had any time so I do my best to create accountability and planning mechanisms that would be helpful but not overwhelming.h
  • Book for behavioral, cultural thingOnline for changing, how tos- students edit thisWe have numerous mechanisms to assist our DMS staff in the training process.We have a notebook at the desk for quick consultation on DMS procedures and policies.We have a more in depth online policies manual which our students can even edit.We have a drive on the staff computers with common documentsWeekly emails for all level of staffStaff compose training tips and add to the training materials
  • Marketing strategies:We wanted to make clear from the outset that the Studio provides technology to accommodate and appease a wide array of users and abilities. So our promotions weren’t too tech heavy Large social media program – nothing formal to my arrival – now we have over 560 followers on fb and active foursquare, blog and twitter accountsSocial media: Hey retweet this! Stall Wall News- internal general populationStudio Notes- student designed- use QR codes in studio but we also put in plain linksScreen savers- student designed- keep them up to date, let them know of new software, pollsInclude relevant and timely QR codes to connect to the DMS site, etc.Our marketing plan was crafted during the inception and planning of the Studio to ensure we included both internal staff (creates institutional support and buy-in) and external users.Did the usual full court press too, newspaper articles, press releases, tv interviewsCulminated in a campus wide amazing race that students could enter to win an kindle.
  • Internal buzz was generated through weekly updates in the Library newsletter.We also successfully created internal staff buzz through the wildly successful Fall 2010 Staff Kickoff.The results of these efforts were unsolicited requests from staff outside the User Services department seeking regular involvement in staffing the DMS.This has resulted in even more cross departmental partnerships across the Library, as well as the opportunity for staff to learn new skills.
  • We knew that faculty needed to be managed a bit. Sometimes they think that there isn’t anything for them in the library, but we know differently. So this studio was a way to do three things 1. reintroduce them to the library2. but more importantly to reach faculty who have discounted the library and give them a new reason to come in. I.e. theatre, documentary history, electronic communication, etc. Plus new faculty we hit hard, try to get them early. But it paid off. 3. Give everyone the image of the library as a doer – not just a partner – And some labs run by departments (electronic communications) have said to us, can you host our software, we will pay for it but don’t have the service and expertise and benefits you do. Vital in an situation where space, funds and staff are all an economy.
  • Using media sources and media instruction to add dimension to library instruction and research projectsSuddenly professors are excited who may not have been before
  • Word of mouthEmpowered blog postsUpdate training proceduresBecome team leadersWeekly updatesOur DMS student assistants are empowered to be a part of our ongoing evolution as a student centered technology, research, and multimedia service point.Our students create their own blog posts on tips and tricks they have learned by working with users at the DMS help desk. They also can update training procedures on what they have learned.Their expertise is extremely valuable and dynamic. One outstanding student was promoted to a team leader who now provides weekly online updates to the other DMS students regarding important DMS activities and news.4. After much consultation and growing pains- librarians and students are peers in the dms. Each has their own role. Work together – no hierarchy. And students training each othermousepad
  • Sat down and looked at the seven main types of feedback and we said, ok so each semester what do we have to know and what would we like to know? For the have to know things we decidedSatification levelWish listStaff model effectiveProblems Want to knowHow to do they interact with us?How can we apply these models of reference to the larger library?Are students utilizing the space to its best effectivenessHow can we be more collaborative with our usersWe said, ok. So as expected the have to know is a bit quantitave and the want to know is a bit qualitative so lets try and create tools that regardless of who is here they can be done and then lets focus on a long term project for the sort of big picture things and this is what we came up withFor concerns, problems, wish items- record verbal feedback, online form, paper formSame for satisfaction but we also do a 60 survey each semester for one week or until we get a 15% sample size that asks those have to know questionsThen we also do a more longitutional survey on staff satification (circle of life) since we are so new and we want to apply the staffing model to a larger area60 second survey (include example)Staff surveyLibrarian surveyFollow –up solution surveyImpromptu surveysInviting software requests (include example)Software of the month (include advertising example and request form example)Walk around help in DMS garners solicitation of impromptu feedbackSurveys serve to keep us aware of problems, so that we can continue to resolve, grow, and create solutionsCollaborate with faculty for teaching software apps
  • Polls for software, student feedbackSurveys, follow up surveys and focus groups with staff, librariansOnline polls general all the time thingsNo logLabstatsKeep all of this in a chronicleMonthly, we have about 18 toursHelp about 2,000 students- 300 reference, 300 microtext, rest techTech coaches growing- last month we did 12- students list what specialities they have and they do some of these- most turn into reference help. Don’t know the topic more than the software
  • Surveys, follow up surveys and focus groups with staff, librariansSolutions poll- tallied results, summarized and ask for solutions for top problemsFocus group- students – eh?Had help from grad. StudentTurn around less than a month
  • Currently we are interconnected with each other and with our users.Stats on usage- 15,000 gate count Other departments seeking collaboration with DMS on software access- and they see the value of our traditional services in a light that they didn’t think applied to them prior. theatre comes over for library instruction (play databases) and copyright tips when making own musical production public history library instruction and microtext instruction, copyright tips and training on imoviePhased to team staffing solution8 excellent service comment cards in first two semestersOutsourcing or partnering marginalizes the role of the library, now we have added value for potential partnerships that we have more control overWe can sustain what we do and we have knowledge about future projects – don’t have to rely on outside opinions Strengthened our internal relationships
  • In a word. Flexible or adapatable. Some things we didn’t expect:Slow pace our users are adjusting to open sourceWe did anticipate need for specialized and personalized training.Launch of dedicated training room.Inclusion of faculty in training and orientation to services and technologies offered in the DMS.4. Seeking night team management personnelWe are actually using this project as a model for next one – First Floor Info Commons.As a result of the DMS’ success, we haven’t been so quick to say we can’t do it regarding our next project. Further, we are confident that we can do this one internally, as well. We have gained both confidence and practical knowledge.7. We are adding a training room with 2 pc’s and 2 macs for small group training, as well as a green screen, skype, audio equipment for recording, practice presentation equipment, lynda.com access
  • We offered training to anyone who wanted to come. Surprising turnout
  • Sustainingrelevance21

    1. 1. The Library as Partner<br />Sustaining Relevance in a Collaborative, Student Focused Technology Center<br />
    2. 2. About Us<br />
    3. 3. In the old days<br />
    4. 4.
    5. 5. Mission Statement<br />The Digital Media Studio provides knowledgeable staff who offer direction to appropriate resources, train users on the use of media applications and collaborate on projects. We offer the latest digital tools and unique facilities to enable the exploration of rich digital media for learning experiences, collaboration and creative expression. The Digital Media Studio is a welcoming, collaborative space for users of all abilities, disciplines, levels and interests. <br />
    6. 6. Mission Statement<br />The Digital Media Studio provides knowledgeable staffwho offer direction to appropriate resources, train users on the use of media applications and collaborate on projects. We offer the latest digital tools and unique facilities to enable the exploration of rich digital media for learning experiences, collaboration and creative expression. The Digital Media Studio is a welcoming, collaborative space for users of all abilities, disciplines, levels and interests. <br />
    7. 7. Collaborative environment<br />Brainstorming areas<br />Hardware options<br />Circulating equipment<br />Roving tech help<br />Research help<br />Typewriter<br />Tech coach appointments<br />Lamination, color printing<br />Project finishing station<br />
    8. 8.
    9. 9.
    10. 10. Break It down<br />Movie Making<br />DVD Creation<br />Picture Editing<br />Presentation <br />Art/Drawing<br />Web Design<br />Screen Capture<br />Audio Manipulation<br />
    11. 11.
    12. 12. integration<br />Flickr 3.2011 used with permission by Daniel Schwen<br />
    13. 13. Project management<br />
    14. 14. Training toolkit<br />
    15. 15. Marketing Strategies<br />
    16. 16. Internal Staff Come First<br />
    17. 17. Fall Kickoff<br />
    18. 18.
    19. 19.
    20. 20. Making Faculty Feel….<br />
    21. 21.
    22. 22. Student Empowerment<br />
    23. 23. Connecting with Users<br />
    24. 24. Feedback<br />
    25. 25. Online polls<br />
    26. 26. Circle of life<br />
    27. 27. Where we are today<br />Flickr- 3.2011 used with permission by paolatraversa<br />
    28. 28. Where we are going<br />
    29. 29. Lessons Learned<br />Keeping it in house has big rewards<br />Feedback is critical to sustained relevance and success<br />Must include users and staff in all phases of project management, launch, training and continual evolution of service<br />Have a clear vision of what you want to offer and how it will enhance what you already do and tell anyone who will listen- early and often<br />Don’t underestimate the power of student workers and committed library users<br />If you say you want feedback be ready to respond to it all, good, bad and weird<br />Don’t start a program if you don’t have time to continue it<br />Expect constant change from the beginning<br />
    30. 30. fin.<br />
    31. 31. Contact Information<br />Christy Groves – User Services SupervisorJames E. Walker Library, MTSU615-898-2652cgroves@mtsu.edu<br />Heather Lambert -Emerging Technologies LibrarianDigital Studio ManagerJames E. Walker Library, MTSU615-494-7784hlambert@mtsu.edutwitter: heatherneptune<br />

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