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Similar to Making It Work: Putting One University Library’s Strategic Plan in Context for the Life Sciences Libraries
Making It Work: Putting One University Library’s Strategic Plan in Context for the Life Sciences Libraries
- 1. Making It Work: Putting One University Library’s Strategic Plan in Context for the Life Sciences Libraries Greg Rowell, MSc, MISt Head Librarian, Woodward Library and Hospital Branch Libraries University of British Columbia Library (UBCL) WMLA Conference, March 26 th , 2010
- 2. Some thoughts aboutstrategic planning Building a Strategic Plan for UBC Library Environmental scan Internal & External factors UBC Library Strategic Plan Key Strategic Initiatives Critical Enablers The Way Forward for Us The Way Forward for Many ‘ Making it Work’ WMLA 2010 - Rowell Making this Talk Work
- 3. ‘ Making itWork’ WMLA 2010 - Rowell Putting it together….
- 4. Scaling mountains ‘Making it Work’ WMLA 2010 - Rowell
- 5. UBCL Strategic PlanningCommittee Timeline Engaging stakeholders Wordsmithing How I came to hate the verb “foster” “ This time we really mean it” What really happened ‘ Making it Work’ WMLA 2010 - Rowell
- 6. Critical point inevolution of academic libraries Transformative changes in virtually all areas By failing to respond – do we risk irrelevancy? Many internal and external forces at play over ~5 years, what forces will have most impact on libraries? on UBC Library? on UBC Life Sciences Libraries? Environmental scan ‘ Making it Work’ WMLA 2010 - Rowell
- 7. Current and previousUBC Library reports previous strategic plan, annual reports to Senate, External Review, LibQual, UBC Strategic Plan Bibliography - “ Twenty-nine reports about the future of academic libraries ” Rossall et al., 2008; Saw &Todd, 2007; Wesch, 2008 NHS Library Review NLM’s Long Term Plan 2006- 2016 Lindberg and Humphries, 2005 And many more…. Guiding Documents ‘ Making it Work’ WMLA 2010 - Rowell
- 8. Some critical UBC Library metrics… 5.5 million volumes held at UBC Library… and growing…. ~261,000 e-books, 65,000 serials, 327,000 e-resources 1421 Teaching & Orientation sessions to 32,000 students! More than 6.3 million articles viewed ~ Three (3) million loans to students, faculty & community Three (3) million + annual visits ~200,000 questions answered 5.6 million + visits to website http://www.library.ubc.ca Institutional Repository (cIRcle) Community engagement well supported locally (IKBLC) ‘ Making it Work’ WMLA 2010 - Rowell
- 9. Environmental Scan: 6Internal Factors ‘ Making it Work’ WMLA 2010 - Rowell UBC Library – A large, decentralized organization
- 10. Library’s IT infrastructure‘ Making it Work’ WMLA 2010 - Rowell
- 11. Sustainable collectionfunding models required ‘ Making it Work’ WMLA 2010 - Rowell
- 12. Culture of entrepreneurship not strategically-pursued ‘ Making it Work’ WMLA 2010 - Rowell
- 13. Career development & training programs are inconsistent ‘ Making it Work’ WMLA 2010 - Rowell
- 14. Promote sustainable, healthy & respectful workplaces ‘ Making it Work’ WMLA 2010 - Rowell
- 15. Student Learning Research Excellence Community Engagement Aboriginal Engagement Alumni Engagement Intercultural Understanding International Engagement Outstanding Work Environment Sustainability ‘ Making it Work’ WMLA 2010 - Rowell Place and Promise: The UBC Plan
- 16. Internal Factors Strengths– metrics, community engagement UBCL is a large, decentralized organization IT infrastructure is insufficiently resourced Sustainable collection(s) funding needed Culture of entrepreneurship, marketing & rapid innovation not strategically /consistently pursued UBCL development & training programs are inconsistent UBCL & University promote sustainable, healthy & respectful workplaces UBC Strategic Plan ‘ Making it Work’ WMLA 2010 - Rowell Environmental Scan
- 17. Technology is changingconstantly… ‘ Making it Work’ WMLA 2010 - Rowell (9) External forces
- 18. How millennial areyou? Take the quiz! http:// pewresearch.org/millennials/quiz /
- 19. Social Networking Users% of adults who use social networking sites Mar Aug Dec Jan 05-10 2005* 2006* 2008* 2010** change All 5 11 27 41 +36 Millennial 7 51 71 75 +68 Gen X 7 10 38 50 +43 Boomer 5 4 13 30 +25 Silent 2 * 2 6 +4 SOCIAL MEDIA adoption, policy and development: Exploring the way forward for academic libraries. Hooker, 2009
- 20. Enriching students’ experiences‘ Making it Work’ WMLA 2010 - Rowell “ Students – our most important critics – are struggling to find meaning and significance in their education.” Wesch, 2008
- 21. (Enough) Social, interactive,personal, customizable & flexible spaces… ‘ Making it Work’ WMLA 2010 - Rowell http://www.bdcnetwork.com/article/440251-12_Major_Trends_in_Library_Design-full.php
- 22. ‘ Making itWork’ WMLA 2010 - Rowell Digital content will grow exponentially
- 23. The power of data … citation rates for cancer clinical trials found that trials sharing data were cited ~70% more frequently …” (Piwowar HA, Day RS, Fridsma DB. Sharing detailed research data is associated with increased citation rate. PLoS ONE 2(3) cited in: Data Management Awareness Toolkit Prepared for the CARL Data Management Working Group by Kathleen Shearer, November, 2009.) “ Every day I wake up and ask “How can I flow data better, manage data better, analyse data better” says Rollin Ford Data, data everywhere -- A special Economist report on managing information http://www.economist.com/surveys/displaystory.cfm?story_id=15557443&fsrc=rss ‘ Making it Work’ WMLA 2010 - Rowell
- 24. Increased emphasis onresearch & interdisciplinarity ‘ Making it Work’ WMLA 2010 - Rowell The Future of Research and the Research Library
- 25. Developing research capacity in librarians Research potential (ability of individuals) Research networks , collaboration (groups of individuals/organizations) Research capacity (Utility-multidisciplinary ) ‘ Making it Work’ WMLA 2010 - Rowell Rossall et. al., 2008 Hope Leman - http://www.researchraven.com
- 26. Evidence-Based Scholarly CommunicationConference “… focused on how librarians who support translational medicine research can work to make that research more widely accessible. This is especially relevant for this type of research, which strives to increase the pace at which new discoveries go from “bench to bedside to community.” ‘ Making it Work’ WMLA 2010 - Rowell Marcus Banks, UCSF Library
- 27. Library 3.0: who has the skills? ‘ Making it Work’ WMLA 2010 - Rowell Saw & Todd, 2007
- 28. Radical transformation(s) in scholarly publishing & communication ‘ Making it Work’ WMLA 2010 - Rowell
- 29. Increased mandate forcommunity engagement ‘ Making it Work’ WMLA 2010 - Rowell
- 30. Collaboration & communicationare key ‘ Making it Work’ WMLA 2010 - Rowell knowledge to enhance our capacity for innovation
- 31. Increased demand forresources & accountability ‘ Making it Work’ WMLA 2010 - Rowell
- 32. External Factors Technology changing constantly Trend toward enriching student experiences Users expect spaces - both virtual & physical - to be social, interactive, personal, customizable and flexible Digital content will grow exponentially Increased emphasis on research & interdisciplinarity Radical transformation in scholarly publishing/ communication Increased mandate for community engagement, locally, nationally, and on a global scale Collaboration & cooperation are key to success Increased competition for resources & accountability demand ‘ Making it Work’ WMLA 2010 - Rowell Environmental Scan
- 33. ‘ Making itWork’ WMLA 2010 - Rowell UBC Library Strategic Plan
- 34. Mission, Vision, ValuesPillars 5 Key Strategic Areas Goals and potential actions Foundation 4 Critical Enablers of Success ‘ Making it Work’ WMLA 2010 - Rowell UBC Library Strategic Plan
- 35. UBC Library advancesresearch, learning and teaching excellence by connecting diverse communities, within and beyond the University, to the world’s knowledge ‘ Making it Work’ WMLA 2010 - Rowell Our Mission …
- 36. Vision We area globally influential research library, inspiring knowledge creation, exploration and discovery ‘ Making it Work’ WMLA 2010 - Rowell
- 37. Values The UBCLibrary values Service excellence Intellectual freedom & pursuit of knowledge Collaboration with campus & community partners Stewardship of collections & institutional resources Innovation, creativity & risk-taking An open, inclusive & respectful work environment Opportunities for leadership & individual growth throughout organization ‘ Making it Work’ WMLA 2010 - Rowell
- 38. Key Strategic Areas Enhance Student Learning Exceptional learning and research environments Accelerate Research Promote knowledge creation, dissemination & exchange Manage Collections in a Digital Context Develop digital library, maintain print, enhance discovery Engage with Community Local, national and international collaborations Create an Exceptional Work Environment Encourage leadership, collegiality, diversity & individual growth ‘ Making it Work’ WMLA 2010 - Rowell
- 39. Critical Enablers Change& Engagement Strategy commit to organizational change, engagement and innovation IT Infrastructure build and resource our IT infrastructure Culture of Assessment foster a culture of assessment Sustainable Budget & Capital Development realign budgeting to support strategic priorities ‘ Making it Work’ WMLA 2010 - Rowell
- 40.
- 41. Reference and InstructionCurriculum mapping modes of delivery Collections Digitization initiatives Research – support and our own Engage with Community ICON, iPAL, BCLA, Development projects – space The way forward for LSLs ‘ Making it Work’ WMLA 2010 - Rowell
- 42. The wayforward for many Canadian Virtual Health Library Report of a National Review of NHS Health Library Services in England: From knowledge to health in the 21 st Century - Hill, 2008 Charting a course for 21 st Century: NLMs ’ Long Range Plan 2006 - 2016 ‘ Making it Work’ WMLA 2010 - Rowell
- 43. ‘ Making itWork’ WMLA 2010 - Rowell
- 44. Evolving healthcare knowledgeauthority Charismatic - bureaucratic – sapiential Four key purposes for the NHS Library, to support: Clinical decision-making for patients/ clinicians Commissioning decision & health policy making Research Lifelong learning by health professionals NHS Library Review ‘ Making it Work’ WMLA 2010 - Rowell
- 45. NLM’s Long TermPlan Seamless, uninterrupted access to expanding collections of biomedical data, knowledge & health information Trusted information services that promote health literacy and reduction of health disparities worldwide Integrated, biomedical clinical & public health information systems that promote scientific discovery and speed translation of research into practice A strong and diverse workforce for biomedical informatics research, systems development & innovative service delivery ‘ Making it Work’ WMLA 2010 - Rowell
- 46. Medical libraries to 2015 Government-funded research more available Rich interconnections between genetics data, aggregated clinical & public health data High-quality health information in many languages More librarians “in context” to decrease risk of inefficient/incomplete data EMR – smart systems matches information to patient Lindberg and Humphries, 2005 ‘ Making it Work’ WMLA 2010 - Rowell
- 47. ‘ Making itWork’ WMLA 2010 - Rowell Questions??
- 48. Greg Rowell HeadLibrarian Woodward Library & Hospital Branch Libraries UBC Library 2198 Health Sciences Mall Vancouver, BC, Canada Phone: 604-822-4970 Email: greg.rowell@ubc.ca
Editor's Notes
- #2 Thanks for inviting me. I was asked to speak here today about the future of health libraries – I twisted that request into talking about UBC Library strategic plan. This presentation is not a template for all libraries, rather an example the evolution of a strat plan of a library of a large institution and the framing of it for an LSL division of that. That said hopefully there will be a lot of take-aways for health librarians in general no matter where they work But one cautionary note….the actual strategic plan only really means something to the institution it was created for…it get’s created by the work of a committee and spit out to be interpreted across the organization and beyond. This is why I have chosen to focus most of talk on the Env scan. Why the flying-machine picture? It’s by Leonardo da Vinci (1452-1519) , architect, sculptor, painter, inventor, musician, engineer, the quintessential Renaissance man well known for his anatomical drawings but h e had over 100 drawings that illustrated his theories on flight. This one is believed to be from around 1480. I think Da Vinci was an i ncredible thinker, a visionary , and in the context of strategic planning - a metaphor for “what’s possible”. An exhibit of his work on at VAG until mid to late May.
- #3 Outline for today’s presentation Some thoughts about the process Environmental Scan - considers key External Factors and Internal factors I’m going to spend a good chunk of my time on the environmental scan Strategic Plan: Mission Vision Values highlight Strategic directions (pillars) Life Science Libraries - Woodward Library, 3 Hospital Branch Libraries Macro – meso – micro
- #4 For those of you into solving puzzles - this is one picture of how the strategic planning process might go OR
- #5 If you’re like me - and you’re more into mountain biking there’s this view of how the process might go…… Big drop off on one side….step cliff up on the other….always climbing a hill….
- #6 The reality is that the process seemed somewhere in between the jig-saw puzzle coming together on some days and the perilous path up the side of a cliff on other days Committee - Broad based membership - Members chosen from many units and from many employee groups CUPE, M&P, General Librarians, Division Heads - Chaired by the Associate University Librarian, Planning & Community Relations Timeline – Oct to Feb Engaging stakeholders – consultant helped run the sessions Internal and external groups consulted. Great staff turn out to internal sessions. Ok turn out to external sessions. Lots of phone calls to Deans etc, LAC consulted, other groups on campus also consulted Wordsmithing Real attempt to pick meaningful language but it seems some words always over used to a certain extent One pet peeve word of mine became “foster” (promote, further, advance, cultivate, encourage, look after…) This time we really mean it… Inside joke of committee – previous strat plan was a very lengthy and elaborate document that was perceived by librarians and staff to be largely ignored. These things only have meaning from the inside. In the end you have a document that only makes sense to people on the inside.
- #7 We are at a critical point in the evolution of academic libraries. In virtually all service areas – collections, reference and instruction, technical services, use and delivery of print materials, the emergent digital library, our research roles, our relations with faculty and our relations with our communities – transformative changes are taking place. There is a growing sense that if our libraries fail to respond to these changes, we risk becoming irrelevant. While many forces are at play, the following are those which the steering committee thought are likely to have the most direct impact on UBC Library over the next 5 years. These forces have been summarized from: 1) work done by the UBC Library Strategic Planning Steering Committee, with the assistance of others, and 2) from other environmental scans, seminal articles and reports (available on the Strategic Planning website) Chances are if it’s affecting us – it will likely be affecting you…
- #8 Report to Senate 2008, 2009 Library Strategic Plan 2004-2007 Implementing Learning and Research Furthering Learning and Research Operations plan Budget, Space Planning, Services and Collections, Cultural Survey, Staffing Plan LibQual UBC Library External Review (2008) Space Plan; Report of UBC Library Research Working Group
- #9 Start from our Strengths – our holdings Library resources well used by students and faculty viewed well by University administration Extensive reference service use Teaching powerhouse Community engagement initiatives are well supported through the IK Barber Learning Centre and other branch and campus libraries and help us play a major role in helping UBC realize its community and alumni initiatives But there are some challenges…..
- #10 Internal 1 Even with considerable expertise and talent - the Library is a large, decentralized organization - “silos” in the organization may limit opportunities and create barriers to change. Potential impacts are that we may : - lack agility to achieve transformational change, or ability to speak in a unified voice need to ensure management, leadership and communication skills and practices are more even
- #11 Internal 2 The Library’s IT infrastructure has not been sufficiently resourced to keep pace with massive technological change. Potential impacts are that we may: not realize the digital library in its fullest potential
- #12 Internal 3 A sustainable collection funding model is required to meet faculty and program needs. Potential impacts are that we may: further erode collections purchasing power find that increased demand for digital resources undermines our ability to purchase print resources
- #13 Internal 4 A culture of entrepreneurship, marketing, and rapid innovation is not strategically and consistently pursued. Potential impacts are that we may: - find the library becomes less relevant if we do not achieve the fundamental redefinition of services, roles, and resource deployment needed. Need to better market (communicate) services and collections…. Should we pursue payment and fee for service models? (@$240 million in grants come into health sciences faculties each year – we should be strategically pursuing a cut of this funding)
- #14 Internal 5 The Library’s career development and training programs are inconsistent. Potential impacts are that we may: be unable to transform the organization and individual roles to support new directions experience morale declines if opportunities for career growth remain limited need to creatively address issues regarding lack of job mobility
- #15 Int 6 The Library and the University have made a commitment to a sustainable, healthy and respectful workplace. Potential impacts are that we may: need to ensure this is fostered library-wide and its scope extended continue to assess organizational climate and library culture on an ongoing basis
- #16 Probably one of the most influential things to happen to UBC Libraries will be the implementation of the UBC Strategic Plan The University’s core commitments are to student learning , research excellence and community engagement . The remaining commitments have been chosen to support UBC’s core mission, capitalize on strengths and focus attention on where the University most needs to grow. See one pager. Must also consider how our plans align with UBC Strat Plan - so that resources follow
- #17 Review
- #18 Technology has had—and will continue to have—a significant impact on higher education. Nearly two-thirds (63%) of survey respondents from both the public and private sectors say that technological innovation will have a major influence on teaching methodologies over the next five years Economist Intelligence Unit – Educause – Horizon says Increased use of online delivery to support self paced learning Expanded access to educational resources Publishing will evolve through rise of online peer review, texts online & updating in real time Online collaboration tools potentially make greatest contribution to educational quality in next 5 years Online gaming and simulation software use on the rise 1 Technology is changing constantly and creating new ways of accessing and using information, anytime and anywhere, in collaborative virtual environments. Potential impacts are that we must: position ourselves for technological change and innovation select technologies based on maximum value, usability, scalability and ability to deliver services in users’ virtual space make access easier for our users respond with dynamic delivery of content and software that supports self-paced and social learning
- #19 No one size fits all…. What’s in a Name? Generational names are the handiwork of popular culture. Some are drawn from a historic event; others from rapid social or demographic change; others from a big turn in the calendar. The Millennial generation falls into the third category. The label refers those born after 1980 – the first generation to come of age in the new millennium. Generation X covers people born from 1965 through 1980. The label long ago overtook the first name affixed to this generation: the Baby Bust. Xers are often depicted as savvy, entrepreneurial loners. The Baby Boomer label is drawn from the great spike in fertility that began in 1946, right after the end of World War II, and ended almost as abruptly in 1964, around the time the birth control pill went on the market. It’s a classic example of a demography-driven name. The Silent generation describes adults born from 1928 through 1945. Children of the Great Depression and World War II, their “Silent” label refers to their conformist and civic instincts. It also makes for a nice contrast with the noisy ways of the anti-establishment Boomers. The Greatest Generation (those born before 1928) “saved the world” when it was young, in the memorable phrase of Ronald Reagan. It’s the generation that fought and won World War II.
- #20 Data from surveys conducted by the Pew Research Center’s Internet & American Life Project. Question wording varied from 2005 to 2008. The 2005 item was worded “Use online social or professional networking sites like Friendster or LinkedIn.” The 2006 item was worded “Use an online social networking site like MySpace, Facebook or Friendster.” The 2008 item was worded “Use a social networking site like MySpace, Facebook or LinkedIn.com.” **Question wording: Have you ever created your own profile on any social networking site? Over 1,000,000 million views - clearly no longer a fad and we must figure out a way to approach users in their own (virtual) turf Directed study project with Dean Purpose to examine the role of institutional strategies, policies and guidelines that support social media and lead to its use in academic libraries Social media drivers and barriers that exist in Canadian academic libraries will be part of a Dean’s CARL survey research that he plans to conduct in 2010. 1. Social media programs are important in the academic library; users are out there, and it is becoming negligent to ignore them as a mode of meaningful connection any longer. Also, various social media programs can mesh nicely with a research mandate of a university that may encourage collaboration with research peers nation- or worldwide. 2. The literature is rife with case studies, or reports of single programs that have either been started or have been underway for a very short time. There is a gap in the literature between these one-off papers and a meaningful framework of applying social media an academic library setting more generally. 3. An outdated or inactive social media presence for a library is worse than none at all. So, there should be specific strategies supporting the librarians that do the work in order that it can be sustained; ideally then social media (or their ilk) should be explicit in the strategic plan. Planning needs to underpin any new initiative in academic libraries, and social media programs, though perhaps easier to set up initially, should be no different. 4. Policies (specific dos-and-don'ts) can be helpful, and are sometimes necessary to avoid embarrassment or lawsuits, but we have to be careful not to stifle innovation or creativity in the name of covering our asses.
- #21 2.Trends in higher education are toward enriching the student experience through new distributed learning models; curricular redesign and pedagogical practice; community service learning; promotion of diversity and intercultural understanding; continual measurement of engagement and learning outcomes; attention to social aspects of learning. Wesch M. Anti-Teaching: Confronting the Crisis of Significance. Education Canada, 48 (2):4-7, 2008. M ICHAEL WESCH is a cultural anthropologist at Kansas State University exploring the impacts of new media on human interaction Wesch – Significance. A major issue for both academics and librarians is the idea of academic significance, introduced by the award winning American educator Michael Wesch in a 2008 paper. He said: “Students – our most important critics – are struggling to find meaning and significance in their education.” Last semester 1 invited my students to tell the world what they think of their education by helping me write a script for a video to be posted on YouTube. As part of the exercise, we created a survey measuring student involvement and engagement in various learning activities. On average, our survey sample of 131 students reported reading less than half of the assigned readings, and further perceived only 26 percent of the readings to be relevant to their lives. Others noted that they often buy hundred dollar textbooks that they never open and pay for classes that they never attend. The video, "A Vision of Students Today" was viewed over one million times in its first month
- #22 3. The Library will continue to experience pressures managing physical space. Users increasingly expect spaces, both virtual and physical, to be social, interactive, personal, customizable, and flexible. Potential Impacts are that we must : radically redesign our physical spaces and implement service models that reflect user preferences, campus priorities, and that promote social and cultural exchange fully develop our web presence as our primary entry point ensure delivery to mobile devices The Library will continue to experience pressures managing physical space. Potential impacts are that we may: find space management continues to predominate our resource and change agenda experience continued challenges with staff and user space 12 Major Trends in Library Design By Thomas Sens, AIA, LEED AP -- Building Design & Construction, 12/1/2009 12:00:00 AM
- #23 4. Digital content will grow exponentially and challenge our ability to manage it, particularly web content; scholarship, teaching and learning resources; special and hidden collections; research data; e-science; e-books and mass book scanning; and new media in all forms. Potential impacts are that we must: move from being content consumers to content creators, curators and stewards, especially for our unique assets and collections assist our users in managing and preserving this content expand and coordinate our digital library infrastructure, digitization services and programs define libraries’ value and role relative to other providers, especially commercial ones
- #24 Right now in Canada, the vast majority of research data is being lost. For example, a study of SSHRC-funded research projects found that only 3 out of 110 studies had archived their data in a repository, and those 3 were all housed in the US 3. Research data in Canada are not being systematically managed and therefore, valuable data are under-utilized. While certain disciplines and research projects have institutional, national or international support for data management, this support is available for a minority of researchers only. A crucial aspect to creating data with long-lasting usability is to ensure that the accompanying documentation is user-friendly, clear, and comprehensive. Ideally, metadata and documentation should be produced at the start of a research project and enhanced throughout the course of the data life-cycle. Planning and support from data professions at the initial stages of the research project can significantly reduce the time and money needed to provide long-term access.
- #25 5. Increased emphasis on research and interdisciplinarity. Potential impacts are that we must: ensure collections, spaces, services, roles are aligned with a heightened research and interdisciplinary agenda engage more closely with faculty research and develop our internal research capacity deepen librarians’ commitment to faculty engagement through an elevated liaison role more fully support the graduate student experience support all students as they develop research skills and assume roles as knowledge creators There are three different aspects of the functions of the research library that can be seen as providing potential scenarios. 1) The library as a learning centre focusing on the provision of learning materials and support for learning processes. 2) The library as a knowledge centre being a co-creator in the production of knowledge closely connected to active research groups. 3) The library as a meta-knowledge institution working as a catalyst for knowledge synthesis, the organization, evaluation and consolidation of knowledge College of Health Disciplines Interdisciplinary learning - leads to interdisciplinary practice DEFF (Denmark’s Electronic Research Library) European Report from 2009
- #26 under developed skill – using evidence in our own practices Under developed skill – critical appraisal research skills in graduate Library school curriculum are minimal so we need to create space for librarians in practice Need to develop research priorities Engage in research communities If we succeed in this the library becomes seen as a knowledge centre that is a co-creator of knowledge closely connected with active research groups Hope Leman - http://www.researchraven.com – a search platform for publishing and networking opportunities in the health sciences - Find info about conferences, calls for papers, publishing opportunities
- #27 Marcus is smart and a former NLM fellow - has risen fast - great blogger - wrote what I think is the most sane article on Google scholar I have read http://www.bio-diglib.com/content/2/1/2
- #28 Many of you have probably heard of “Library 2.0” well this article in …..introduces the idea of Library 3.0 which focuses on the technology and information skills needed for the future in library staff Subject expert Archives, specical collections E-data Library 3.0: where art our skills?
- #29 6. A radical transformation in scholarly publishing and communication is occurring and creating new business and distribution models. Potential impacts are that we must: work more closely with faculty and publishers to create and sustain new models assist the University in promoting and preserving its intellectual capital develop and share expertise in Intellectual property and rights management
- #30 7. Increased mandate for community engagement, locally, nationally, and on a global scale. Potential impacts are that we must: - provide services to students and faculty as they work locally, nationally, and globally - partner with other libraries, organizations and communities in new and unprecedented ways to develop collections, services, repositories, programs become more active in international knowledge exchange NNLM Monday March 8 (HLIB NW) -- The NLM is pleased to announce the solicitation of quotations from organizations and libraries to design and conduct projects that will improve access to HIV/AIDS related health information for patients, the affected community, and their caregivers
- #31 8. More than ever collaboration, cooperation and communication (knowledge translation and exchange) will be critical for success. Universities are breeding grounds for innovation and there is a need to transform these discoveries into commercial successes Therefore we need to build new relationships with faculty, students, campus stakeholders, and the community and form new strategic and operational alliances, and convergences, with other libraries, cultural and memory organizations, and even consider public private partnerships to make this happen.
- #32 9. There is increased competition for resources and demand for accountability. Potential impacts are that we must : collect and present evidence of value , including qualitative evidence ensure decisions are assessment and data-driven and support is provided to these activities coordinate and expand our marketing and communication efforts and develop a culture of entrepreneurship actively seek external and non-traditional funding, by building partnerships with campus stakeholders, faculty, donors, government
- #33 Review
- #35 We live in an age of convergence – with technology driving connections that link people and ideas in unprecedented ways. In this dynamic environment, research libraries are poised to redefine themselves and the way they create, access and preserve knowledge. At UBC Library, we accelerate the research process through our collaborations with faculty and students. We promote scholarly expression by championing Open Access and other initiatives that bring the world’s knowledge to UBC, and connect UBC’s knowledge to the world. At the core of all we do is our commitment to user-centred service that advances teaching, learning and research excellence. The Library, and the expertise vested within it, must both lead and adapt to face the challenges posed by our information-intensive age. Over the next five years, we will continue to develop our digital collections, and safeguard the knowledge legacies of the past, while ensuring accessibility for the future. We will harness new tools for information creation and discovery, and configure our services and spaces to meet our users’ needs. We will encourage lifelong learning among the people of British Columbia and beyond, through the Library, and the Irving K. Barber Learning Centre’s innovative programming.
- #39 Pillars Enhance student learning – students evolving needs demand that we deliver a responsive integrated program and create exceptional learning and research environments. Library’s extensive teaching programs equip students with skills for life-long success in an info-intensive world Accelerate Research – Lib critical to research endeavour. Our expertise connects faculty and students with local and global info resources and enables new forms of knowledge creation, dissemination and exchange Manage Collections in a Digital Context – Content is our strength. As we develop the digital library we will maintain our commitment to print collections and provide powerful tools for discovery Engage with Community – through local, national and international collaborations we exchange perspectives and resources with diverse communities. Our CE encourages effective use of resources and contributes to the economic, cultural and social well-being of the people of BC and beyond Exceptional Work Env – Library commits to a respectful, healthy work env that encourages leadership, collegiality, diversity, individual growth and opportunity
- #40 Develop CHANGE AND ENGAGEMENT STRATEGY We must commit to organizational change, engagement and innovation . This includes transforming service models; communicating and supporting new expectations and roles for librarians, managers and all staff; and identifying work and activities that must stop. IT INFRASTRUCTURE (Develop and IT Plan) We must build and resource our IT infrastructure to help the Library continually evaluate its use of technology and ensure that technology funding and infrastructure are aligned with service goals. CULTURE OF ASSESSMENT We must develop an effective, sustainable and practical program of assessment and foster a culture of assessment at UBC Library. There is already a draft of an Assessment Plan and Program, November 2009 SUSTAINABLE BUDGET AND CAPITAL DEVELOPMENT Like the University itself, the Library must realign budgeting to support strategic priorities . This will require us to change how we allocate funds and gain new resources through other sources. Capital fund development for new and renovated buildings will be a focus.
- #42 Work Environment – create meaningful work for PSLAs and TSLAs Curriculum mapping What are we teaching? To whom are we teaching? How are we teaching it?
- #45 Lengthy report Sapiential authority – authority derived from knowledge Up til 1950 charismatic authority – authority of the medical profession was the dominant type of authority 1950 until recently – bureaucratic authority dominated as a result of vast resources being used up to prevent treat and cure disease. But still many problems existed errors, poor quality healthcare, poor experience of patients, waste, unknown variations in policy and practice, failure to introduce high value interventions, uncritical adoption of low value interventions, failure to recognize uncertainty and ignorance. Sapiential authority not a managerial innovation rather a harnessing of the “third industrial revolution” driven by citizens, knowledge and the Internet. Must recognize how citizens use the internet to change healthcare and use this force as best we can.
- #46 Canada – Canadian Virtual Health Library - $800,000 to develop pan Canadian approach to the delivery of health information….many provincial initiatives Built on 4 goals with many recommendations
- #47 Dr. Lindberg is the director and Ms. Humphreys is the deputy director of the National Library of Medicine, National Institutes of Health, Bethesda, Md. NIH, CIHR grant funded work – open access 6 months to a year Not really a model but identification of how current practices will flow into future practices Just as access to electronic information is more pervasive, so in 2015 more librarians and information specialists are deployed “in context” outside the library to improve quality, to reduce the risks associated with inefficient or incomplete retrieval of the available evidence, and to do community outreach. Many librarians have advanced training in both subject- matter disciplines and information science. It is common to find librarians working as part of health care teams, writing grant proposals, serving on institutional review boards, working as bioinformatics database specialists within science departments, serving as faculty members in evidence-based medicine courses, and being involved in multilingual health-literacy programs and community partnerships. Kathy Murray – Job posting at U of Alaska Knowledge Management Librarian position – one of duties – functions as integral member of the EHR implementation an support team in the support of information access and availability
- #48 In the end whether we’re from a large academic health library or a small hospital library it’s about connecting with our users, and connecting our users with information and the tools to use it. Keeping up with current trends and finding simple ways to adopt and integrate new technologies into what we do in ways that are relevant to our users will be what matters most.