3. Mission Statement 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.
4. Mission Statement 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.
5. Collaborative environment Brainstorming areas Hardware options Circulating equipment Roving tech help Research help Typewriter Tech coach appointments Lamination, color printing Project finishing station
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8. Break It down Movie Making DVD Creation Picture Editing Presentation Art/Drawing Web Design Screen Capture Audio Manipulation
15. Marketing Goals Our Goals were: Informstakeholders and educate them regarding new value added optionsSolidifythe library’s image and identityCreatepositive buzz- invigorate library faculty and staff
16. How We Did It Fall Kickoff 2010 was a daylong event in which we celebrated our hard work with tours of the new service points. We bowled in the stacks, played find it all. here. bingo, hole-in-one golf and book truck derby. Internal Relations donated food for the day. We ended the event with a paper airplane contest off the top floor of our 72 foot atrium. Faculty Open House Students participated in the amazing race, a scavenger hunt based on the TV show. Each stage of the race informed them of library changes and existing services. The winner of the race won a Kindle.
17. Marketing Strategies Select your target audience- Narrow your focus from the larger demographic. (i.e. students, library faculty and staff, university faculty) Choose no more than three groups. Choose one main event for each user group- Make sure the events are informative, quick and more important, fun. Create a marketing and event calendar- Start with the day of the event and go back 120 days and begin creating your marketing materials. Begin marketing no later than 60 prior to the event. Identify a theme that communicates your message- Walker Library had new partnerships and services and we needed a message and a direction that was unified. We created find it all. here. Make sure all communications from your library contain your theme- Put your message everywhere. This should be a library wide effort. Pay attention to when your user groups are available-Don’t compete with other community events (i.e. spring break, major football games, holidays) Take into account the best time & method to communicate with each user group- For example, use social media for student groups and snail mail for faculty, etc. Get internal staff on board to help sell changes-Communicate with staff early and often. Don’t keep them in the dark and don’t hoard information, and most importantly, don’t assume they know what is new in your library.
28. Feedback Made Easy Recipe Just for You Simple Built in advance Scheduled Easy to process (no Chi Square) Immediately applicable Easy to administerCan be reproduced Quick
29. Decide what you have to knowDecide what you want to know User satisfaction level User wish list Staff observation of staff model User and staff observed problems or issues What was being used and when How do users interact How can our staffing model be used in other areas of the library Is the space and services being utilized effectively How can we even more collaborative, where should we grow next?
34. Lessons Learned Keeping it in house has big rewards Feedback is critical to sustained relevance and success Must include users and staff in all phases of project management, launch, training and continual evolution of service 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 Don’t underestimate the power of student workers and committed library users If you say you want feedback be ready to respond to it all, good, bad and weird Don’t start a program if you don’t have time to continue it Expect constant change from the beginning
36. Contact Information Christy Groves – User Services SupervisorJames E. Walker Library, MTSU615-898-2652cgroves@mtsu.edu Heather Lambert -Emerging Technologies LibrarianDigital Studio ManagerJames E. Walker Library, MTSU615-494-7784hlambert@mtsu.edutwitter: heatherneptune
Editor's Notes
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 projectEconomic 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) by integrating it into what we already offered.Integration offers students greatest access to our core 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.Not just a lab but a collaborative environment- different than what is being in other areas on campus
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 spaceHUnused 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. Open source gives the ability to add programs even for a short time to accommodate facility needs- but a lot education requriedH
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- done with an emphasis on service tied to accessWe 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 Leadership structure is lateral with high level of student involvementConstant feedback and flexibility in how we work C
High level planning began in 2008- in 2009 money was lost- then new opportunity in spring 2010Tight timeline and staff from a variety of library specialties with existing responsibilities meant tight project managementSystems is a struggle we update from frequently the rest of the building, we demand more software and we have more issues. We worked out procedures for submitting requests, updating equipment and reporting problems, but still lots of growing pains- for sure the biggest hindrance to moving forward and being as reactive to students as we would like to be. Ideally we would control our own security profiles.
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.h
Staff-Boot camp for all interested employees – whether you worked in the DMS or notLynda.com log ins given to staff for self paced workStudentsChecklist- mix of self paced and taughtOngoing- blog, notebookNo one was expected to be an expert, just comfortable. Trained for service over technical skillRepurposed staffStudents who never worked with librariansLibrarians who never worked with studentsTechnology and macs no one ever worked with
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:Our goals were:Informstakeholders and educate them regarding new value added options. Solidifythe library’s image and identity.Createpositive buzz-invigorate 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.
Marketing strategies:Our goals were:Informstakeholders and educate them regarding new value added options. Solidifythe library’s image and identity.Createpositive buzz-invigorate 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.
Marketing strategies:Our goals were:Informstakeholders and educate them regarding new value added options. Solidifythe library’s image and identity.Createpositive buzz-invigorate 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.
Marketing strategies:Our goals were:Informstakeholders and educate them regarding new value added options. Solidifythe library’s image and identity.Createpositive buzz-invigorate 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
60 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
In order for it to be viable, it had to be simple. Something that could be built in advance and scheduled. Easy to process and applicable immediatelyCherry Pie - Non Exclusive. Photography. Encyclopædia Britannica Image Quest. Web. 8 Sep 2011. http://quest.eb.com/media/image.htm?mediaId=156_2396154
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
Polls for software, student feedbackSurveys, follow up surveys and focus groups with staff, librariansOnline polls general all the time thingsSoftware evaluations- what is out, what we don’t have, what we should get No 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
Within six months of its launch, the Digital Media Studio helps about two thousand students each month. Even as a secondary reference service point, over three hundred reference questions are answered each month. Microtext initially experienced a bump in popularity, and approximately three hundred Microtext questions are answered monthly. The Digital Media Studio’s individualized tech appointments are growing to about twelve per month. And as a result of the Open House and marketing campaign, over twenty Digital Media Studio tours have been conducted so far. The Library has received numerous positive customer service comment cards. Digital Media Studio personnel have made six software changes and have more planned. Digital Media Studio training and staffing models have been refined and popular equipment has been upgraded. A procedure has been developed for managing the busy times during the semester when students experience long waits to use computers. The Digital Media Studio has team leaders and Studio Assistants who conduct one on one technology help appointments. Studio Assistants contribute heavily to the staff blog, recording questions they get at the desk. Digital Media Studio personnel collaborate with anyone -- users of all abilities and levels of interest. Assistance is provided to faculty and students from all disciplines. Those who know nothing about multimedia applications are welcome. Sometimes users start simply by printing a document, but when they see the other services offered, they come back later for help with complex projects. This did not happen by accident, because, as stated above, the Digital Media Studio is firmly interconnected with users. Additionally, other departments on campus are now seeking to collaborate with the Studio on software access. They see the value of the Library’s traditional services in a light that they did not think applied to them. Further, campus faculty are asking that multimedia software demos and copyright tips be incorporated into traditional database demonstrations. 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 solution15 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 adaptable. 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. Having full staff at 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.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 accessA lot more collaboration with faculty at the assignment level. We do talks on copyright, get assignments early so when students come over we can help them, and we suggest software options that will work to get the assignment doneLOTS of need to provide copyright resource and explain copyright and fair use to faculty
We offered training to anyone who wanted to come. Surprising turnoutBuild in rapid equipment replacement cycles, software evaluation periods
