Gillian McCombs, Dean & Director Central University Libraries Southern Methodist University
THE PROLOGUE
CONNECTING THE DOTS
CONNECTING THE DOTS <ul><li>Various ways to move forward </li></ul><ul><li>Incremental progress </li></ul><ul><li>Cataclys...
<ul><li>2002  the first Digitization committee was born.  Comprising membership from all the libraries across the Universi...
<ul><li>2006  dcm leaves, dag is formed </li></ul><ul><li>2006  CMIT begins divestment of classroom technology support ope...
CONNECTING THE DOTS <ul><li>2007  ncds formed (library digital projects and student multimedia center)  </li></ul><ul><li>...
CONNECTING THE DOTS <ul><li>2008 Part time Digital Content Developer hired </li></ul><ul><li>2008 Funding secured for 30 i...
 
Rob Walker, Director Norwick Center for Digital Services Southern Methodist University
<ul><ul><li>Student Multimedia Center </li></ul></ul><ul><ul><ul><li>3 group rooms </li></ul></ul></ul><ul><ul><ul><li>12 ...
ACT ONE: THE WAY WE WERE
The Way We Were
The Way We Were
The Way We Were <ul><li>Media Library </li></ul><ul><li>Classroom Technology Support </li></ul><ul><li>Live Event Support ...
The Way We Were <ul><li>Media Library </li></ul><ul><li>Classroom Technology Support </li></ul><ul><li>Live Event Support ...
The Way We Were <ul><li>Oppressive budget in which 50% had to be earned by providing a/v services to the campus </li></ul>...
<ul><li>The average student had no place to work on media projects on campus </li></ul><ul><li>The library was in dire nee...
ACT TWO: THE PLAN
The Solution <ul><li>Create a new student multimedia center open to all students on campus </li></ul><ul><li>Create a digi...
ACT THREE: THE OBSTACLES
The Obstacles <ul><li>We did not have digitization equipment </li></ul><ul><li>We did not have the budget for additional s...
The Obstacles BUT OTHER THAN THAT, WE WERE IN GOOD SHAPE!
Think big, you may only have one chance at success.
Think big, you may only have one chance at success.
Think big, you may only have one chance at success. <ul><li>identified the elements of the project </li></ul><ul><li>came ...
<ul><li>Space </li></ul><ul><ul><ul><ul><li>where we want to be </li></ul></ul></ul></ul><ul><ul><ul><ul><li>what’s keepin...
Put a square peg in a round hole.
Put a square peg in a round hole.
<ul><li>We set out to repurpose an under-appreciated department and transform its role in the organization </li></ul><ul><...
<ul><li>We reserved our Mac Pro computers for the Library Digital Project operation, data projectors for the screening roo...
Make them an offer they cannot refuse.
Make them an offer they cannot refuse.
<ul><li>space </li></ul><ul><ul><ul><li>identified the space we wanted for the department. </li></ul></ul></ul><ul><ul><ul...
Show me the money!
Show me the money!
<ul><ul><li>transferred equipment to other departments </li></ul></ul><ul><ul><li>library IT contributed computers </li></...
Show me the money! <ul><li>We kept our phones (display phones cost $400 in our organization) </li></ul><ul><li>We got a co...
Show me the money! <ul><li>We hit up the Library IT department for computers (we had always purchased our own without assi...
Bring in a ringer.
<ul><li>We hired a digital collections developer part time temp to jump start the digital collections and a new technician...
If you build it, they will come.
If you build it, they will come.
<ul><li>Come up with a theme or “branding’ for the new operation that appeals to your patrons, and then advertise the heck...
If you build it, they will come.
<ul><li>We had a well attended open house </li></ul><ul><li>We partnered with student employees who also worked at the cam...
If you build it, they will come.
If you build it, they will come. <ul><li>We attend public functions on campus like the hot dog cookouts, student orientati...
If you build it, they will come. <ul><li>Offer to students for free (or extremely low rates) esoteric digital services lik...
Attention must be paid.
Attention must be paid.
<ul><li>Ongoing promotion required! </li></ul><ul><ul><li>digital signage </li></ul></ul><ul><ul><li>“ swag”  (useful) </l...
THE EPILOGUE: WHERE’S THE BEEF?
<ul><li>Where's the innovation quotient? </li></ul><ul><li>Change in culture </li></ul><ul><li>Pilot project/beta test mod...
<ul><li>Underused services - when to pull the plug and move on  </li></ul><ul><li>The power of branding -the core message ...
<ul><li>Digitization: in house or out house? </li></ul><ul><li>routine OCR scanning much faster and cheaper off campus </l...
<ul><li>Having money to “bankroll” the first collections made all the difference.  Sometimes just a couple of hundred doll...
Where’s the beef? videoconference adobe cs3 practice video editing audio editing scanning other users 10 90 53 131 11 54 1...
Where’s the beef? videoconference adobe cs3 practice video editing audio editing scanning other users 10 727 434 425 54 33...
 
? QUESTIONS
 
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Carpe Digital, or, Reinventing a 1980s AV Center as an Entrepreneurial Digital Services Center

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Carpe Digital, or, Reinventing a 1980s AV Center as an Entrepreneurial Digital Services Center

Gillian McCombs and Rob Walker, Southern Methodist University

The creation of the Norwick Center for Digital Services (NCDS) was an overnight success, five years in the making! This presentation describes the entrepreneurial project in broad brush strokes. Staff transformed a library department on the decline- a 1980′s audiovisual center that provided classroom technology support and video check-out – into a digital services center that better serves the library and its patrons. The presenters chronicle how staff tackled the challenges and delivered the goods in less than a year, thus providing a much needed, more agile model for change in the organization.

The presenters share what they learned along the way, including overcoming financial, spatial, technical and personnel hurdles by thinking outside the box (from within a box) and other creative concepts that contributed to the overall success. They talk about future directions and the political ramifications of repositioning the unit as the University (under revitalized Provostial leadership) ramps up its approach to digital technology.

The presenters passionately believe in enjoying their jobs and having fun in the workplace. They plan on keeping a smile on your face during this presentation as they test your knowledge of popular movies along the way.

Gillian McCombs is Dean and Director of the Central University Libraries at Southern Methodist University.

Rob Walker is the Director of CUL’s Norwick Center for Digital Services (NCDS).

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  • Hi, I’m Gillian McCombs, Dean &amp; Director of Central Univeristy Libraries in Dallas, TX.
  • In preparing for today’s presentation on how the nCDS was born, it was necessary for us to look back from where we are now and connect the dots forward, because though the nCDS may have seemed like on overnight success, it was actually several years in the making. 
  • Naturally, every project starts with that first dot, a vision that someone has that gets broken down into a plan that leads to the eventual execution of the project.   There are other dots along the way... a combination of incremental progress and cataclysmic events that propel a project toward its eventual completion.   And then ultimately, is that final dot, the end product, what you envisioned when you first started down the path?   Connecting the dots that led up to our project, which we will delve in to more detail shortly, we noted:
  • Whie the nCDS may seem like an overnight success, it was actually 6 years in the making.
  • You’ll notice the flurry of activity in 2007 as we got the ball rolling and momentum picked up
  • At this time I’d like to introduce Rob Walker, Director of the Norwick Center to present some of the key details that led to the success of the re-invention of the Norwick Center.
  • Hi, I’m Rob Walker, director of the Norwick Center for Digital Services. To backtrack a little bit, I started working at SMU in 1998, when I was hired as a manager of audio visual services for the media center.
  • Today, the Norwick Center for Digital Services is currently comprised of three areas: also... software, large format printing scanning, etc This is a long way from the way we were...
  • Not exactly Gill and I but what the heck!
  • Not exactly Gill and I but you get the picture
  • When I arrived in 1998 as technology manager, the CMIT provided up to five distinct services for the campus and had five full time staff (director plus 4 employees) and a handful of student employees. And though we did have our own budget separate from the library’s, the budget was designed to pay for classroom technology support by charging users for live event and videography services.
  • And of these five services only one was a direct benefit to the library. And that service, the media library, was being absorbed by the circulation department. I don’t know about you but I saw the writing on the wall, in terms of long-term job security within the library! Especially since the library was the greatest contributor to our budget. Give an example of our most grievous error - the Bush Promenade non-taping.
  • The budget was particularly oppressive, because I was on the front lines earning the money. I recall a greater percentage of our budget being spent on student labor for the DELIVERY of equipment to the classroom. A holdover from the 1980’s.
  • Compounding our problems, we were also faced with the following: Only one collection of merit. And did I say...
  • On paper, it was very simple. Based on feedback we got from student groups, direction from our strategic plan, and peer review we identified areas which needed improvement and set about the path of transformation.
  • Naturally we faced some obstacles to this plan
  • Being a classroom support operation, our equipment centered around classroom technology and video/live event equipment. Of the old CMIT staff, one would remain with the classroom support operation, one did not want to participate in the new department and only one was a technologist. Our experience was concentrated in multimedia creation, video editing. We had no campus-wide solution in place for asset management, and other than ITS, no one was willing to partner with us for a DAm. Further, there were student technology labs across campus, but they were reserved for students enrolled in specific classes ad not open to the general student population.
  • Being a classroom support operation, our equipment centered around classroom technology and video/live event equipment. Of the old CMIT staff, one would remain with the classroom support operation, one did not want to participate in the new department and only one was a technologist. Our experience was concentrated in multimedia creation, video editing.
  • So, here’s how we went about achieving our goal. Your results may vary. In an organization unaccustomed to dynamic change, take the opportunity to think  boldly, especially if you want the operation to act boldly   
  • Attenborough was trying to take out 250 men. We were trying to create a new department, but we faced similar challenges: in that we identified our needs and developed a plan to meet those needs. The plan was quite simple really in that we... Give example about architectural drawings, taking one for the team
  • We identified a space in the library that would be ideal for the new operation. The problem was that is was already occupied with a non-library group. We identified the hardware and software requirements for the new operation, and we needed a dozen expensive Macs and other specialized gear. We needed to find funds for new technology, improvements to the space (furniture) and additional staffing. Of the three remaining CMIT employees, one was a technologist/manager, one was an administrative director and one employee did not want to participate in the venture. We saw needs for a student center supervisor and a digital collections developer.
  • DIY spirit
  • Looking first at our assets, we had the remnants of the media operation, and two positions (plus a director) . The media operation had it’s own small endowment and small operating budget. so we scavenged what could, namely some computers and video gear, and two positions. in short....
  • Looking first at our assets, we had the remnants of the media operation, and two positions (plus a director) . The media operation had it’s own small endowment and small operating budget. so we looted and/or scavenged what could, namely some computers and video gear, and two positions. we sold live event gear, our minivan, and extra video production gear One of the employees was not a good fit for the new venture, and so instead of having to deal with the hassle of letting him go and all that would entail in HR, I simply found him a new job with a different company that paid more than he was making for me. We then hired a person better suited to the new venture.
  • We made an offer to the non-library unit that occupied the prime space we desired for the center. Like the Godfather, they really didn’t have a choice, since the co-operative effort that placed them in the space prime was not a success., so the writing was on the wall for their tenancy anyway. Since our organization was not used to dynamic change and had not embraced digital (anything other than what they were alreay doing was additional work) we offered to basically do all of the work to mount the initial digital collections, since we hadn’t had much activity otherwise.
  • Change cost center model.We had to find creative ways to finance the project, in a short period of time. We sold (and continue to sell) gear to the organization taking over the a/v business. We sold off the “microvan”. We were compensated for a position we lost. We aligned ourselves with the Library IT office to help finance additional computers and software. We used the all the funds we could lay our hands on. We also did a lot of the work ourselves - non-contract “Anthro” furniture, infrasturcture (plasma and projectors) and we took advantage of routine maintenance to improve the spaces.
  • We aligned ourselves with the Library IT office to help finance additional computers and software. We used the all the funds we could lay our hands on. Since the project had momentum, no one was really willing to say no to us. We also did a lot of the work ourselves - non-contract “Anthro” furniture, infrasturcture (plasma and projectors) and we took advantage of routine maintenance to improve the spaces.
  • We aligned ourselves with the Library IT office to help finance additional computers and software. We used the all the funds we could lay our hands on. Since the project had momentum, no one was really willing to say no to us. We also did a lot of the work ourselves - non-contract “Anthro” furniture, infrasturcture (plasma and projectors) and we took advantage of routine maintenance to improve the spaces.
  • In a moment of serendipity, we found a digital collections developer! The wife of a new emplyee looking for part-time work and a ContentDM expert. Gill scrambled to find the funds. We also hired a recent SMU graduate with experience helping students .
  • We had faith that if we built the student center and better digital collections, that people would come. But we didn’t leave it up to faith. We worked it. We took an aggressive (ie, non-library approach) to marketing the center: headlines in the campus newspapers and library publications plus other techniques to get our name out there. Even a logo on the cycling club’s jersey!
  • We took an agressive (ie, non-library approach) to marketing the center: headlines in the newspapers and library publications plus other techniques to get our name out there. Even a log on the cycling club’s jersey! We came up with the “Carpe Digital” brand and applied it to everything.
  • We took an agressive (ie, non-library approach) to marketing the center: headlines in the newspapers and library publications plus other techniques to get our name out there. Even a log on the cycling club’s jersey!
  • We came up with offbeat ways to get the students in the center, like “Walkerisms”, offbeat advertisements that may appeal to the target audience. We celebrate offbeatness.
  • We came up with offbeat ways to get the students in the center, like “Walkerisms”, offbeat advertisements that may appeal to the target audience.
  • We came up with offbeat ways to get the students in the center, like “Walkerisms”, offbeat advertisements that may appeal to the target audience.
  • i . Target faculty for student projects, ii. c. Have the freedom to act fast i. We are free to purchase equipment (under $1,000) as required to achieve our digitization needs, film projectors, reel-to-reel audio machines, etc ii. We had funds to help digitization of projects, and that helps the stakeholders make decisions to proceed
  • Have the freedom to act fast We are free to purchase equipment (under $2,500) as required to achieve our digitization needs, film projectors, reel-to-reel audio machines, etc We had funds to help digitization of projects, and that helps the stakeholders make decisions to proceed . No spiders and “bots” truly accurate numbers
  • Have the freedom to act fast We are free to purchase equipment (under $2,500) as required to achieve our digitization needs, film projectors, reel-to-reel audio machines, etc We had funds to help digitization of projects, and that helps the stakeholders make decisions to proceed
  • We present useful data to our superiors, using custom written applications.
  • The trend this year was a reduction in video editing and increase in the use of Adobe applications.. We now feel comfortable updating to CS4.
  • Looking back at these dots,  I’d say, and Rob would probably agree that we are exactly where we want to be:  we have a well-used student center, one that has been the model for other centers on campus, vibrant digital collections, and a nascent digital operation already equipped with state of the art scanners, large format printers and large format digital photography.  We have learned a lot along the way, particularly about the “domino effect” our actions had, both in and outside our organization (along the way we angered a dean, and lost our original director). At no time, though, have we ever thought the project was not worth the effort or the “consequences”.   The progress was definitely incremental, but cataclysmic events created recognizable cattle prod moments that we effectively used to advance the project dramatically.
  • Carpe Digital, or, Reinventing a 1980s AV Center as an Entrepreneurial Digital Services Center

    1. 3. Gillian McCombs, Dean & Director Central University Libraries Southern Methodist University
    2. 4. THE PROLOGUE
    3. 5. CONNECTING THE DOTS
    4. 6. CONNECTING THE DOTS <ul><li>Various ways to move forward </li></ul><ul><li>Incremental progress </li></ul><ul><li>Cataclysmic events </li></ul><ul><li>Vision + plan + end product </li></ul>
    5. 7. <ul><li>2002 the first Digitization committee was born.  Comprising membership from all the libraries across the University, it was charged with the responsibility of establishing strategic directions. </li></ul><ul><li>2004 digital content manager hired for two year period to jump start digital collections in conjunction with digital committee </li></ul><ul><li>2004 strategic alliance formed </li></ul><ul><li>2005 stars for students floated </li></ul><ul><li>2005 Information Commons Created </li></ul>CONNECTING THE DOTS
    6. 8. <ul><li>2006 dcm leaves, dag is formed </li></ul><ul><li>2006 CMIT begins divestment of classroom technology support operation to ITS </li></ul><ul><li>2007 media library moved from CMIT to circulation (Rob provided architectural drawings and provided compact shelving estimates) </li></ul><ul><li>2007 CMIT fully divests classroom technology support operation </li></ul><ul><li>2007 CMIT divests live event support operation </li></ul><ul><li>2007 ACS vacates FLE space (rob provides architectural drawings &quot;through&quot;CUL’s architectural planner) </li></ul>CONNECTING THE DOTS
    7. 9. CONNECTING THE DOTS <ul><li>2007 ncds formed (library digital projects and student multimedia center) </li></ul><ul><li>2007 &quot;Carpe Digital&quot; branding born </li></ul><ul><li>2007 Project partnership solicitation from another University involving an SMU trustee </li></ul><ul><li>2007 The Dean decreed that the library WOULD purchase a Digital Asset Management system </li></ul><ul><li>2007 nCDS divests campus videography service </li></ul><ul><li>2008 DAG tasked with selecting a dam </li></ul><ul><li>2008 ContentDM purchased </li></ul>
    8. 10. CONNECTING THE DOTS <ul><li>2008 Part time Digital Content Developer hired </li></ul><ul><li>2008 Funding secured for 30 item pilot project (the first digital project for the nCD) </li></ul><ul><li>2008 Ten digital collections posted online </li></ul><ul><li>2008 Part time DCD made permanent part time </li></ul><ul><li>2008 nCDS manager promoted to director </li></ul>
    9. 12. Rob Walker, Director Norwick Center for Digital Services Southern Methodist University
    10. 13. <ul><ul><li>Student Multimedia Center </li></ul></ul><ul><ul><ul><li>3 group rooms </li></ul></ul></ul><ul><ul><ul><li>12 individual stations (24” iMacs) </li></ul></ul></ul><ul><ul><li>Library Digital Projects </li></ul></ul><ul><ul><ul><li>all forms of digitization </li></ul></ul></ul><ul><ul><ul><li>metadata </li></ul></ul></ul><ul><ul><ul><li>standards </li></ul></ul></ul><ul><ul><li>Screening Room </li></ul></ul><ul><ul><ul><li>videoconferencing </li></ul></ul></ul>Norwick Center for Digital Services
    11. 14. ACT ONE: THE WAY WE WERE
    12. 15. The Way We Were
    13. 16. The Way We Were
    14. 17. The Way We Were <ul><li>Media Library </li></ul><ul><li>Classroom Technology Support </li></ul><ul><li>Live Event Support </li></ul><ul><li>Campus Videography Services </li></ul><ul><li>A/V Design and Installation </li></ul>
    15. 18. The Way We Were <ul><li>Media Library </li></ul><ul><li>Classroom Technology Support </li></ul><ul><li>Live Event Support </li></ul><ul><li>Campus Videography Services </li></ul><ul><li>A/V Design and Installation </li></ul>
    16. 19. The Way We Were <ul><li>Oppressive budget in which 50% had to be earned by providing a/v services to the campus </li></ul><ul><li>The greater part of the earned budget was spent on providing student labor for the unfunded classroom support operation </li></ul><ul><li>Classic “robbing Peter to pay Paul” scheme </li></ul>
    17. 20. <ul><li>The average student had no place to work on media projects on campus </li></ul><ul><li>The library was in dire need of a digital service point </li></ul><ul><li>Library digital collections were woefully under developed </li></ul><ul><li>75% of what we did was not for the library! </li></ul>The Way We Were
    18. 21. ACT TWO: THE PLAN
    19. 22. The Solution <ul><li>Create a new student multimedia center open to all students on campus </li></ul><ul><li>Create a digital services operation for the library and reduce the services offered to the campus at large </li></ul><ul><li>Implement library digital collections in a more efficient manner </li></ul><ul><li>Eliminate the “chargeback” budget </li></ul><ul><li>Become truly library-centric </li></ul>
    20. 23. ACT THREE: THE OBSTACLES
    21. 24. The Obstacles <ul><li>We did not have digitization equipment </li></ul><ul><li>We did not have the budget for additional staff </li></ul><ul><li>We only had one technologist on staff </li></ul><ul><li>We did not have space for a student center. </li></ul><ul><li>We did not have a digital asset management system. </li></ul><ul><li>As a print oriented operation we had not fully embraced digital and were not used to dynamic change. </li></ul><ul><li>We did not have a supportive campus infrastructure. </li></ul>
    22. 25. The Obstacles BUT OTHER THAN THAT, WE WERE IN GOOD SHAPE!
    23. 26. Think big, you may only have one chance at success.
    24. 27. Think big, you may only have one chance at success.
    25. 28. Think big, you may only have one chance at success. <ul><li>identified the elements of the project </li></ul><ul><li>came up with an executable plan </li></ul><ul><li>made sure the executables were met, even if we had to step on toes to do it. </li></ul><ul><li>made provisions for the “politics” </li></ul>
    26. 29. <ul><li>Space </li></ul><ul><ul><ul><ul><li>where we want to be </li></ul></ul></ul></ul><ul><ul><ul><ul><li>what’s keeping us from being there </li></ul></ul></ul></ul><ul><li>Technology </li></ul><ul><li>hardware & software </li></ul><ul><li>Financial </li></ul><ul><li>for technology, space improvements and staff </li></ul><ul><li>Personnel </li></ul><ul><li>reorganize existing staff identify staff deficiencies </li></ul>Think big, you may only have one chance at success.
    27. 30. Put a square peg in a round hole.
    28. 31. Put a square peg in a round hole.
    29. 32. <ul><li>We set out to repurpose an under-appreciated department and transform its role in the organization </li></ul><ul><li>We needed to leverage the technical and human resources available to us. </li></ul><ul><li>We needed to shed the elements that had no value to the new operation or would hold us back from achieving the goals </li></ul><ul><li>We had to think outside the box (strangely, from within a box). </li></ul>Put a square peg in a round hole.
    30. 33. <ul><li>We reserved our Mac Pro computers for the Library Digital Project operation, data projectors for the screening room, and enough video production gear to produce our own content. </li></ul><ul><li>We reserved any equipment that we felt would help us in our digitization efforts (think vintage gear) </li></ul><ul><li>We hired employees better suited to the new model. </li></ul>Put a square peg in a round hole.
    31. 34. Make them an offer they cannot refuse.
    32. 35. Make them an offer they cannot refuse.
    33. 36. <ul><li>space </li></ul><ul><ul><ul><li>identified the space we wanted for the department. </li></ul></ul></ul><ul><ul><ul><li>worked with the non-library unit that was in the space to relocate them to other spaces </li></ul></ul></ul><ul><ul><li>digitization </li></ul></ul><ul><ul><ul><li>met with the library collection holders to offer help for projects </li></ul></ul></ul><ul><ul><ul><li>offered help with cataloging, digitization and collection development </li></ul></ul></ul>Make them an offer they cannot refuse.
    34. 37. Show me the money!
    35. 38. Show me the money!
    36. 39. <ul><ul><li>transferred equipment to other departments </li></ul></ul><ul><ul><li>library IT contributed computers </li></ul></ul><ul><ul><li>used endowment funds, salary savings, budget remnants </li></ul></ul><ul><ul><li>purchased non-contract furniture where possible </li></ul></ul><ul><ul><li>used our expertise to install all equipment including the screening room, and a vga-over-cat5 digital signage system </li></ul></ul><ul><ul><li>used the campus plant for routine maintenance like painting and ceiling tiles </li></ul></ul>Show me the money!
    37. 40. Show me the money! <ul><li>We kept our phones (display phones cost $400 in our organization) </li></ul><ul><li>We got a commitment from the Dean for the ContentDM funds </li></ul><ul><li>We finally tapped our endowment </li></ul><ul><li>We incurred only minor renovation costs, as we were moving into a finished space. </li></ul><ul><li>The other entity bore all the costs of the renovation of our vacated space </li></ul>
    38. 41. Show me the money! <ul><li>We hit up the Library IT department for computers (we had always purchased our own without assistance, so now it was our turn for some love) </li></ul><ul><li>We “sold” off assets to the new a/ provider to the campus and used those funds to help finance the venture </li></ul><ul><li>we even deferred money to this fiscal year! </li></ul><ul><li>We got budget relief from the VP of the tenant operation allowing us to no longer have to earn money </li></ul>
    39. 42. Bring in a ringer.
    40. 43. <ul><li>We hired a digital collections developer part time temp to jump start the digital collections and a new technician to staff the multimedia center. </li></ul><ul><li>The developer had direct experience with digital collections and ContentDM had to find the $$ to make her perm. </li></ul><ul><li>The developer had the freedom to pursue digital collections and set metadata standards. </li></ul><ul><li>The multimedia operator was a recent SMU graduate with experience helping students with media projects. </li></ul>Bring in a ringer.
    41. 44. If you build it, they will come.
    42. 45. If you build it, they will come.
    43. 46. <ul><li>Come up with a theme or “branding’ for the new operation that appeals to your patrons, and then advertise the heck out of it. </li></ul><ul><li>We created a logo in house that was approved Gill. </li></ul>If you build it, they will come.
    44. 47. If you build it, they will come.
    45. 48. <ul><li>We had a well attended open house </li></ul><ul><li>We partnered with student employees who also worked at the campus newspaper and got two front page articles, including one headline. </li></ul><ul><li>Digital Signage (interactive) </li></ul><ul><li>Free swag (useful) </li></ul><ul><li>Usb flash drives </li></ul><ul><li>Free blank dvd’s and cd’s for all students for an entire year (instead of water bottle giveaways) – branded, naturally! </li></ul>If you build it, they will come.
    46. 49. If you build it, they will come.
    47. 50. If you build it, they will come. <ul><li>We attend public functions on campus like the hot dog cookouts, student orientation and faculty technology seminars. </li></ul><ul><li>This year we are producing television commercials for the campus cable system. </li></ul><ul><li>Meet with RA’s, the Pan-Hellenic organization and student organizations </li></ul>
    48. 51. If you build it, they will come. <ul><li>Offer to students for free (or extremely low rates) esoteric digital services like film to video transfer and minidisc to file transfer – specific services needed by the student filmmaker’s association on campus. </li></ul><ul><li>Offer to perform digitization and metadata chores to collection holders to remove impediments </li></ul>
    49. 52. Attention must be paid.
    50. 53. Attention must be paid.
    51. 54. <ul><li>Ongoing promotion required! </li></ul><ul><ul><li>digital signage </li></ul></ul><ul><ul><li>“ swag” (useful) </li></ul></ul><ul><ul><li>flyers </li></ul></ul><ul><ul><li>campus public spaces </li></ul></ul><ul><li>faculty workshops (target like-minded faculty) </li></ul><ul><li>video race competition (2009) </li></ul><ul><li>new apps and peripherals attract students </li></ul><ul><li>well paid students (with an iTunes gift card “bonus” each semester) </li></ul><ul><li>remain agile! </li></ul>Attention must be paid.
    52. 55. THE EPILOGUE: WHERE’S THE BEEF?
    53. 56. <ul><li>Where's the innovation quotient? </li></ul><ul><li>Change in culture </li></ul><ul><li>Pilot project/beta test model in use for the first time </li></ul><ul><li>Allowing non-MLS staff to play a leadership role (no librarians were harmed, or even involved, in this project) </li></ul><ul><li>Technology staff were seen as having a role in understanding our users </li></ul>Where’s the beef?
    54. 57. <ul><li>Underused services - when to pull the plug and move on </li></ul><ul><li>The power of branding -the core message that we operate by  </li></ul><ul><li>Grassroots advertising never underestimate the value of student relationships (especially students who work for the campus newspaper)  </li></ul><ul><li>The “numbers” - data collection and presentation of data  </li></ul><ul><li>The use of Google analytics helps give hyper accurate usage statistics for our digital collections and helps us allocate resources accordingly </li></ul><ul><li>useful for both digitization and advertising purposes </li></ul>Where’s the beef?
    55. 58. <ul><li>Digitization: in house or out house? </li></ul><ul><li>routine OCR scanning much faster and cheaper off campus </li></ul><ul><li>when quality is important, digitization stays in-house </li></ul><ul><li>again, never underestimate student relationships </li></ul><ul><ul><li>we’ve had students make automated processes that have saved months of work </li></ul></ul><ul><ul><li>one student worked for the Dallas Museum of Art and gave us great information on a project we were collaborating on </li></ul></ul>Where’s the beef?
    56. 59. <ul><li>Having money to “bankroll” the first collections made all the difference. Sometimes just a couple of hundred dollars was all it took. </li></ul><ul><li>Unintended consequences </li></ul><ul><li>The power of branding and having a unique message </li></ul><ul><li>Digital collections: start small, and grow them </li></ul><ul><ul><li>“ pony” collections </li></ul></ul>Where’s the beef?
    57. 60. Where’s the beef? videoconference adobe cs3 practice video editing audio editing scanning other users 10 90 53 131 11 54 131 total users 480
    58. 61. Where’s the beef? videoconference adobe cs3 practice video editing audio editing scanning other users 10 727 434 425 54 338 702 total users 2690
    59. 63. ? QUESTIONS

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