1 REBIUN CONFERENCE. BARCELONA. 3 NOV RECONFIGURING LIBRARY BOUNDARIES AND FOCUS IN A NETWORK ENVIRONMENT. LORCAN DEMPSEY.
4 Direction? Widespread sharing of infrastructure within groups? Added value: intelligence from circ, acq,
5 Direction? Widespread sharing of infrastructure within groups? Added value: intelligence from resolution,
6 Direction? Digital discovery at network level? Shared preservation frameworks?
8 Direction? Basis for broader range of shared services? Logistics infrastructure?
9 Direction? How many data wells? The collection? Registration model? Library does A&A? Other players (Elsevier, Thomson Reuters?)
10 Direction? Discovery moves to the network level? And local/institutional curation environments?
11 Direction? Print collections consolidated in national/regional initiatives?
12 THE NETWORK RECONFIGURES THE LIBRARY Boundaries of the library are changing. as the network reduces transaction costs... and as economics and functionality encourage new approaches.
13 INSTITUTION SCALE Goodness: A large collection in central locations Organization: Structured around collection Makes it possible to see library as
15 From modernist to modern Inside Higher Ed, March 21, 2011 "Skillman Library served us well for the first 30 years of its life," Neil J. McElroy, dean of libraries & information technology services at Lafayette, said of its 1960s-era centerpiece. But by the mid- 1990s, it was "no longer suitable," due to the librarian's changing role "from steward of collections to educator" and the advent of the World Wide Web and digitization, he said.
16 THE NETWORK IS RECONFIGURING WHOLE INDUSTRIES Travel News Book retail RESEARCH & LEARNING E-research Network level services Learning
17 CONSOLIDATION AT SCALE Network encourages efficiencies of scale Context and community: rich analytics drive richer experiences The scalability of access: stronger Gravitational attraction at network level
19 Universities find it useful and economical to internalize a bundle of information-related activities As the pattern of transaction costs change, so too will the boundaries of the library. a Coasian view of the academic library
20 Boundaries Google Cataloging Resource sharing University: Library Teaching Research Administration Laboratories Sports facilities Instititutional support for research and learning A&I/E-journals JSTOR/Portico Virtual ref Shared storage
21 INFORMATION MANAGEMENT? IT Computer centre E-learning E-learning Repository, e.g. ODAI, Yale New forms of scholarly communication Press? Departments Research information management Research office Data curation and eresearch Departments
22 STRATEGY: Making choices New opportunities e-research student experience E-research, digital humanities, student experience,. Strategic choices Innovate Partner Disinvest Shared services Sustained advantage
23 SPECIALIZATION: WHAT BUSINESS ARE YOU REALLY IN? Specialise where can make an impact Externalise what is routine and can be done well collaboratively or by others Library: what is distinctive
25 Harvard Business Review (1999)
26 Attracting and building relationships with customers Service-oriented, customization Economies of scope important Develop new products and services and bring them to market Speed/flexibility important Customer Relationship Management Product Innovation Infrastructure Core components of a firm Back office capacities that support day-to-day operations Routinized workflows Economies of scale important
27 Attracting and building relationships with researchers and learners Service-oriented, customization Economies of scope important Develop new services and have them accepted Speed/flexibility important Engagement Innovation Back office capacities that support day-to-day operations Routinized workflows Economies of scale important Infrastructure
28 Shifting library boundaries Libraries externalising infrastructure economies of scale and network effects Collections Systems Discovery? Relationship management is central engagement creates distinctive local value Buildings The service turn People Patterns of externalization vary Collaborative: sharing innovation and resources Commercial: contracting for services The emergence of the cloud
29 SPACE Reconfigure around the user experience rather than around collections Social Ad hoc rendezvous Meeting place Showcase and sharing Exhibitions Specialist equipment Specialist staff GIS, Writing centre, digital humanities,
30 Find members of a group in the library.
31 EXPERTISE People are entry points Engagement with research and learning Marketing/assessment/ partnership
32 SERVICES The service turn U Minnesota, ARL Institutional profile In alignment with the University's strategic positioning, the University Libraries have re-conceived goals, shifting from a collection-centric focus to one that is engagement-based.
33 SERVICE The service turn Defining distinctive services with the clarity with which we have defined distinctive collections allows us to acknowledge that the 21st century will be marked by different, but equally valid, definitions of excellence in academic libraries, and that the manner in which individual libraries demonstrate excellence will be distinctive to the service needs, and to the opportunities to address those needs, found on each campus. Scott Walter. Distinctive Signifiers of Excellence : Library Services and the Future of the Academic Library. Coll. & res. libr. January :6-8
34 First year initiatives: Bowling Green State Univ Libs The Library First-Year Initiatives (F.Y.I.) Program strives to make meaningful connections with incoming students early in their academic career. M Publishing, U Michigan The 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 U Personal digital papers of Salman Rushdie. Have become his reference collection. Scholarly Commons, U Illinois Urbana Champaign... to serve the emerging needs of faculty, researchers and graduate students pursuing in-depth research and scholarly inquiry. Access to expertise, hardware and software.
35 SYSTEMS Engagement, cloud and collaboration Focus on engagement Resource guides, integration with learning management, widgets, etc Recommendation Move to cloud for infrastructure ILS, ERM, Discovery: move to cloud-based solutions Deep collaboration Shared systems infrastructure: Orbis Cascade Alliance, 2CUL
36 DISCLOSURE VS DISCOVERY
38 Sourcing Scaling Institution Group Web Collaborative Dspace VuFind Tripod: (Tri-college library catalog) RePEc Public Bibliographic Standards (LC Classification, MESH, LCSH) Rero, REBUIN, Bibsys, Libris PubMed Third-Party VTLS Virtua (hosted ILS) JISC Collections worldcat.org
39 Rick Luce, LIBER 2011, Barcelona
40 Scaling Web Cooperative cataloging Resource sharing Google Books/Scholar Mendeley Web-scale Externalization 4 Group Collaborative Externalization 2 Licensed e-content Hosted systems Institution Self- Sufficiency 1 Straight Externalization 3 Internalized Collaborative Public Third-Party Sourcing
41 Scaling Google Books Web Hathi Trust Europeana Web-scale Externalization 4 Group Collaborative Externalization 2 JSTOR Proquest Institution Self- Sufficiency 1 Straight Externalization 3 Life cycles? Internalized Collaborative Public Third-Party Sourcing
42 SOME DIRECTIONS Strengthening engagement Systems for engagement Relationship with campus partners Marketing and assessment The service turn Externalising infrastructure Give things up? Deep collaboration Cloud Just in case to just in time Sharing Innovation and expertise New skills Organizational innovation External relationships are even more critical: Strategic choices
43 Park Guell, Barcelona: Park [Guell] name in ceramic tile mosaic on enclosing wall, (AG036) Retrieved via Thank
FINAL REPORT March 17, 2006 The Changing Nature of the Catalog and its Integration with Other Discovery Tools Prepared for the Library of Congress By Karen Calhoun Cornell University Library Ithaca, NY
On the Record Report of The Library of Congress Working Group on the Future of Bibliographic Control January 9, 2008 WORKING GROUP ON THE FUTURE OF BIBLIOGRAPHIC CONTROL Richard Amelung Associate Director
Getting the Word Out Academic Libraries as Scholarly Publishers Edited by Maria Bonn and Mike Furlough Association of College and Research Libraries A division of the American Library Association Chicago,
Paper Collaboration in an Information Commons: key elements for successful support of e- literacy. Susan Beatty, University of Calgary Canada Hester Mountifield University of Auckland New Zealand Susan
Use of social media by the library current practices and future opportunities A white paper from Taylor & Francis OCTOBER 2014 2014 Taylor & Francis Group CC-BY-NC Why study social media in the library?
Reprinted with permission of IS&T: The Society for Imaging Science and Technology sole copyright owners of Archiving 2009 Final Program and Proceedings. This Library Never Forgets: Preservation, Cooperation,
A Proposal for a Research and Teaching Program Version 5.0 Roelf Woldring firstname.lastname@example.org 416-427-1567 Content 1. Entrepreneurship: A Core Component of A Canadian Business School s Curriculum 3
Cataloging and Metadata Education: A Proposal for Preparing Cataloging Professionals of the 21 st Century A response to Action Item 5.1 of the Bibliographic Control of Web Resources: A Library of Congress
Big Data Strategy Issues Paper MARCH 2013 Contents 1. Introduction 3 1.1 Where are we now? 3 1.2 Why a big data strategy? 4 2. Opportunities for Australian Government agencies 5 2.1 What the future looks
IBM Industries White paper Business analytics in the cloud Driving business innovation through cloud computing and analytics solutions 2 Business analytics in the cloud Contents 2 Abstract 3 The case for
strategic plan 2011-2015 Europeana Strategic Plan 2011-2015 1 Acknowledgements We would like to express our thanks to everybody who has contributed to the Strategic Plan. We would also like to thank the
A White Paper from K-12 Technology Support Requirements To continuously improve the quality, depth and breadth of K-12 Technology Support - consider an opportunity to explore alternative models for providing
No Brief Candle: Reconceiving Research Libraries for the 21 st Century August 2008 Co u n c i l o n Li b r a ry a n d Information Resources No Brief Candle: Reconceiving Research Libraries for the 21st
manufacturing service small business nonprofit government education health care Baldrige Excellence Builder Key questions for improving your organization s performance Improve Your Performance The Baldrige
IS 2010 Curriculum Guidelines for Undergraduate Degree Programs in Information Systems Association for Computing Machinery (ACM) Association for Information Systems (AIS) Heikki Topi Joseph S. Valacich
The Massachusetts Open Cloud (MOC) October 11, 2012 Abstract The Massachusetts open cloud is a new non-profit open public cloud that will be hosted (primarily) at the MGHPCC data center. Its mission is
Dr. Stephen C. Schoonover is the president of Schoonover Associates, Inc., a management consulting firm that specializes in leadership and executive development, organizational effectiveness, change initiatives,
TAKING OUR PLACE: U NIV ERSITY O F MAN ITOBA 2 0 1 5-2 020 STRATEGIC PLAN TABLE OF CONTENTS Message from the President...3 Introduction... 4 Planning Context....5 Consultations: What We Heard....7 Acknowledgement...
1 NIUSI ACCREDITATION STANDARDS: A BLUEPRINT FOR INCLUSIVE SCHOOLS Elizabeth B. Kozleski 1 Carolyn Jefferson-Jenkins Deidre Magee Anne Smith Jim Lundstrom About Us The National Institute for Urban School
Strategic Plan Fiscal Years 2011-2016 the Librarian s Letter This Strategic Plan describes the Library of Congress goals and strategies for serving the Congress and the American people. It is the result
Last revisi on: July 18, 2011 An updated, revised and short version of this article has been published in Nature Reviews Drug Discovery 2012 (June 1), doi:10.1038/nrd2973-c1 P-D-R Blueprint for an Ideal
Business Process Outsourcing Accenture Learning BPO Services Helping talent-powered organizations drive growth, efficiency and high performance through learning With its learning BPO services offering,