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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
• 50,00 students; 5,300 staff
• Library has 140 staff; budget ca $35 m
• Significant structural change over last decade
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
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
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
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 things
• Get out more
• Redefine Library role in research support
No service desks
• Help Zone
• Learn from customer service models in other places
• Implemented quickly
• Does not function all hours library is open
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
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
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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Wells future libraries toronto 0501 unsw

  • 1. UNSW Library Options and opportunities Andrew Wells, University Librarian Future of Libraries Toronto, 1 May 2014
  • 2. Outline • Options for change at UNSW • Opportunities arising from change
  • 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. 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. 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. 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.
  • 8. Space changes • Have been well received • 2.5 m visits to libraries in 2013
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. 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
  • 16. No service desks • Help Zone • Learn from customer service models in other places • Implemented quickly • Does not function all hours library is open
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. 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
  • 22. 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
  • 23. 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