UNSW Library
Options and opportunities
Andrew Wells, University Librarian
Future of Libraries
Toronto, 1 May 2014
Outline
• Options for change at UNSW
• Opportunities arising from change
UNSW and UNSW Library
• Major research-intensive university
• Scientific, technical, professional, medical strengths
• 50,...
2003 structure
UNSW LIBRARY ORGANISATION – 2003
Pro-Chancellor (Education)
Professor Adrian Lee
UNIVERSITY LIBRARIAN
Andre...
Scenario planning
• Identified three options for 2007/8
– Status quo
oNo support (until you change things)
– Digital
oNot ...
New structure
• Abolished special libraries
• No ‘front-room/back-room’; team work and integration
encouraged
• No technic...
Space changes
• Have been well received
• 2.5 m visits to libraries in 2013
Opportunities
• Rethink traditional services
• Stop doing things or do them differently
• Release resources to do new thin...
No service desks
• Help Zone
• Learn from customer service models in other places
• Implemented quickly
• Does not functio...
Self-help
• Self-help suits online environment
• 90% of borrowing is self-help
• RightNow software installed 2013
• Knowle...
Stop doing things or do them differently
• No information literacy classes – all students must
complete online tutorial an...
Release resources for new things and new
ways
• Develop new services
– Research impact
– Research data management – Librar...
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
Wells future libraries toronto 0501 unsw
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Transcript of "Wells future libraries toronto 0501 unsw"

  1. 1. UNSW Library Options and opportunities Andrew Wells, University Librarian Future of Libraries Toronto, 1 May 2014
  2. 2. Outline • Options for change at UNSW • Opportunities arising from change
  3. 3. UNSW and UNSW Library • Major research-intensive university • Scientific, technical, professional, medical strengths • 50,00 students; 5,300 staff • Library has 140 staff; budget ca $35 m • Significant structural change over last decade
  4. 4. 2003 structure UNSW LIBRARY ORGANISATION – 2003 Pro-Chancellor (Education) Professor Adrian Lee UNIVERSITY LIBRARIAN Andrew Wells QUALITY AND PLANNING Isabella Trahn BIOMEDICAL LIBRARY Jill Denholm LAW LIBRARY Susan Knowles PHYSICAL SCIENCES LIBRARY Rhonda Langford SOCIAL SCIENCES AND HUMANITIES LIBRARY Pam O’Brien COLLEGE OF FINE ARTS LIBRARY Jill More DEPUTY UNIVERSITY LIBRARIAN Susan Lafferty LIBRARY INFORMATION TECHNOLOGY SUPPORT UNIT Fred Piper MONOGRAPHS DEPT Sue Munro SERIALS DEPARTMENT Bev Crane DOCUMENT DELIVERY UNIT/ INTERLIBRARY LOANS Gil Darby USER SERVICES DEPARTMENT Claire Hill RESOURCES MANAGEMENT UNIT Vacant UNIVERSITY ARCHIVES Guilaine Buckley ONLINE SERVICES DEPARTMENT Tony Cargnelutti
  5. 5. Scenario planning • Identified three options for 2007/8 – Status quo oNo support (until you change things) – Digital oNot for 2007 – moving this way now – ‘Learning Village’ oEmbrace shift to digital oReuse space taken up by print collections oEmbed Library in research and teaching plans
  6. 6. New structure • Abolished special libraries • No ‘front-room/back-room’; team work and integration encouraged • No technical services department; no ‘reference’ department • Structure reflects importance of digital information and online services
  7. 7. Space changes • Have been well received • 2.5 m visits to libraries in 2013
  8. 8. Opportunities • Rethink traditional services • Stop doing things or do them differently • Release resources to do new things • Get out more • Redefine Library role in research support
  9. 9. No service desks • Help Zone • Learn from customer service models in other places • Implemented quickly • Does not function all hours library is open
  10. 10. Self-help • Self-help suits online environment • 90% of borrowing is self-help • RightNow software installed 2013 • Knowledge Base develops in response to client needs • With 50,000 students, we have to enable self-sufficiency
  11. 11. Stop doing things or do them differently • No information literacy classes – all students must complete online tutorial and quiz called ELISE (Enabling Library and Information Skills for Everyone). Cannot re- enrol unless passed • No EndNote classes – this became an industry. Provide online self-help • Outsource ‘traditional’ technical services – eg, print processing
  12. 12. Release resources for new things and new ways • Develop new services – Research impact – Research data management – Library leading Research Data Management Plan – Research publications management – Library implemented Symplectic Elements in 2013 – Direct support for academic staff and higher degree research students
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