Reconfiguring Library Boundaries
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Reconfiguring Library Boundaries



Presented at RLUK Member's Meeting pre-conference, 24 November 2011

Presented at RLUK Member's Meeting pre-conference, 24 November 2011



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Reconfiguring Library Boundaries Reconfiguring Library Boundaries Presentation Transcript

  • RECONFIGURING LIBRARYBOUNDARIES RLUK pre-conference, London. November 24 2011Lorcan Dempsey, OCLC @lorcanD
  • Preamble
  • Money Network Microsoft research Impact
  • Scaling Institutiona Webscale Group Personal l
  • CONSOLIDATIONAT SCALE Network encourages efficiencies of scale Context and community: rich analytics drive richer experiences The scalability of access: stronger gravitational attraction at network level
  • CONSOLIDATIONAT SCALE Network encourages efficiencies of scale Context and community: rich analytics drive richer experiences The scalability of access: stronger Gravitational attraction at network level
  • INSTITUTIONSCALEGoodness: A largecollectionin central locationsOrganization: Structured aroundcollectionMakes it possible to see library as
  • Pic: Günter Waibel
  • Some directions
  • Direction?Widespread sharing of infrastructure withingroups?Added value: intelligence from circ, acq, …
  • Direction?Widespread sharing of infrastructure withingroups?Added value: intelligence from resolution, …
  • Direction?Digital discovery at network level?Shared preservation frameworks?
  • Direction?Commodity: How many data wells?The collection?Registration model? Library does A&A?Other players (Elsevier, Thomson Reuters?)
  • More than 75% of requests to SFX originate externally (Google Scholar, PubMed, etc.). U Minnesota, DiscoverabilityDirection?Discovery moves to the network level …..
  • Direction?….. And to local/institutional curation environments.
  • Direction?Print collections consolidated innational/regional initiatives?
  • Stewardship/scarcity high low In many Low-High collections Low-Low Books & Journals Freely-accessible Newspapers web resources Gov Documents Open source software low CD & DVD Maps Uniqueness Newsgroup archives Scores High Low Stewardshi Stewardshi p p High-Low High-High Research & Learning high Special Collections Materials Rare books Local/Historical Newspapers Institutional records Local History Materials ePrints/tech reports Archives & Manuscripts Learning objects Theses & dissertations Courseware In few E-portfolios collections Research data Prospectus Insitutional websiteCOLLECTIONS GRID(Lorcan Dempsey and Eric Childress, OCLC Research)
  • Outside in Bought, licensedIncreased consolidationMove from print to licensedManage down print In Many Collection sMove to user-driven models LicensedAim: to discover High Purchased Low Stewardsh Stewardsh ip ipInside out In Few CollectionInstitutional assets: special collections, sresearch and learning materials, institutional records, …Reputation managementIncreasingly important?Aim: to *have* discovered … to disclose
  • Affiliations ResearchPublications Teaching Service
  • Boundaries
  • THE NETWORKRECONFIGURES THELIBRARYBoundaries of the library are changing ……. as the network reduces transaction costs …..…. and as economics and functionality encourage new approaches.
  • ROLEA university investment in sharedinformation management.
  • INFORMATIONMANAGEMENT? IT New forms of scholarly communication Computer centre Press? Departments … E-learning Research information management E-learning Research office Repository, … Data curation and eresearch e.g. ODAI, Yale Departments
  • STRATEGY:Making choices New opportunities e-research student experience reputation/expertise Strategic choices Innovate Partner DisinvestE-research, digital Shared services humanities, student experience, …. Advantage
  • SPECIALIZATION: WHATBUSINESS ARE YOUREALLY IN?Specialise where can make an impactExternalise what is routine and can be done wellcollaboratively or by othersLibrary: what is distinctive
  • Harvard Business Review (1999)
  • Attracting and building relationships Develop new products and with customers services and bring them to “Service-oriented”, customization market Economies of scope important Speed/flexibility important Customer Relationship Product Management Innovation Infrastructure Back office capacities that support day-to-day operationsCore components “Routinized” workflowsof a firm Economies of scale important
  • Attracting and building relationships Develop new with researchers and learners services and have them accepted “Service-oriented”, customization Speed/flexibility important Economies of scope important Engagement Innovation InfrastructureBack office capacities thatsupport day-to-day operations“Routinized” workflowsEconomies of scale important
  • Shifting boundariesLibraries externalising infrastructure – economies of scale and network effectsCollectionsSystemsDiscovery?Relationship management is central – engagement creates distinctive local valueBuildingsThe service turnPeopleAggregate social/analyti cs dataPatterns of externalization varyCollaborative: sharing innovation and resourcesCommercial: contracting for servicesThe emergence of the cloud
  • SPACEReconfigure around the user experiencerather than around collections.Infrastructure >> engagement Social Ad hoc rendezvous Meeting place Showcase and sharing Exhibitions Specialist equipment Specialist staff GIS, Writing centre, digital humanities, …
  • Find members of a group in the library ….
  • EXPERTISE People are entry points Librarans returned in search .. UMich Engagement with research and learning Marketing/assessment/ partnership
  • SERVICESThe service turn U Minnesota, ARL Institutional profile In alignment with the Universitys strategic positioning, the University Libraries have re- conceived goals, shifting from a collection-centric focus to one that is engagement- based.
  • SERVICEThe service turnDefining distinctive services with the Scott Walter. “Distinctive Signifiersclarity with which we have defined ofdistinctive collections allows us to Excellence”: Libraryacknowledge that the 21st century will be Services and the Future of themarked by different, but equally valid, Academicdefinitions of excellence in academic Library. Coll. & res. libr. Januarylibraries, and that the manner in which 2011 72:6-8individual libraries demonstrate excellencewill be distinctive to the service needs,and to the opportunities to address thoseneeds, found on each campus.
  • First year initiatives: Bowling Green State Univ LibsThe Library First-Year Initiatives (F.Y.I.) Program strives tomake meaningful connections with incoming students early intheir academic career.M Publishing, U MichiganThe University of Michigan Press, the Scholarly Publishing Office, Deep Blue (the University’s institutional repository service), the Copyright Office, and the Text Creation Partnership,Salman Rushdie Archive, Emory UPersonal digital papers of Salman Rushdie. Have become his reference collection.Scholarly Commons, U Illinois Urbana Champaign... to serve the emerging needs of faculty, researchers andgraduate students pursuing in-depth research and scholarlyinquiry. Access to expertise, hardware and software.
  • SYSTEMSEngagement, cloud andcollaboration Focus on engagement Resource guides, integration with learning management, widgets, etc Recommendation (aggregation) Move to cloud for infrastructure ILS, ERM, Discovery: move to cloud-based solutions Deep collaboration Shared systems infrastructure: Orbis Cascade Alliance, 2CUL
  • Externalization
  • Collab Public Third party Webscale Repec PubMed Worldcat.orgScaling Group Tripod OhioLink COPAC Institutional Dspace Hosted LMS VuFind Sourcing
  • Rick Luce, LIBER 2011, Barcelona
  • Google Books/Scholar Mendeley Web-scale Web Externalization Cooperative cataloging 4 Resource sharingScaling Collaborative Group Externalization 2 Licensed e-content Hosted systems Self- Straight Institution Sufficiency Externalization 1 3 Internalized Collaborative Public Third-Party Sourcing
  • Google Books Web-scale Web Externalization Hathi Trust 4 EuropeanaScaling Collaborative Group Externalization 2 JSTOR Proquest Self- Straight Institution Sufficiency Externalization 1 3 Internalized Collaborative Public Third-Party Life cycles? Sourcing
  • SOME DIRECTIONS Strengthening engagement Systems for engagement Relationship with campus partners Marketing and assessment The service turn Externalising infrastructure Give things up? Deep collaboration External relationships are Cloud even more critical: Just in case to just in time Strategic choices Sharing Innovation and expertise New skills Organizational innovation
  • RECONFIGURING LIBRARYBOUNDARIES RLUK pre-conference, London. November 24 2011Lorcan Dempsey, OCLC @lorcanD