Abstract
In the last few years academic libraries in the United States embraced the new Commons model, where each of these commons, such as learning commons, research commons, subject and format commons, etc., has its own specific characteristics and role within the library. However, this new trend mainly has been the result of increased reliance on electronic collections and increased need for collaborative work. Users want continuous access to all resources in a variety of locations, which is not always feasible due to resource and staffing limitations. To adapt to this new model, library spaces have been transformed to accommodate the needs for collaborative work. Additionally, staff skills and duties have also been transforming with librarians and support staff becoming partners in the research process as opposed to being transmitters of information. We will briefly discuss different commons models and give examples of challenges and successful space transformations. We will explore the skillsets of the new workforce needed for this new reality and the new positions in Libraries that are advertised. Like academic libraries, iSchools will have to adapt as well since this is where new members of the workforce are cultivated and educated. At the same time, professional development in the libraries is an important component of bringing current staff up to speed in the changing environment. We will also share our experience with implementing library commons and discuss the different commons that exist at the University of Maryland Libraries, such as the Terrapin Learning Commons, Research Commons and its subsidiaries Research Commons @ EPSL (Engineering and Physical Sciences Library) and Research Commons @ MSPAL (Michelle Smith Performing Arts Library), and Media Commons.
Abstract
To remain a relevant part of the academic experience, a library must be adaptable and focus on offering the proper blend of services in a rapidly changing environment. The library organizational structure is key to this process: It ensures that services are provided efficiently while at the same time reflecting and highlighting the library’s strategic approach. When organizational structure is allowed to develop organically over time, it may at some point no longer meet current expectations and require deeper intervention.
This presentation focuses on the organizational transformation initiated by the new library director at the Vienna University of Technology Library. We aimed to increase the library’s level of institutional embeddedness and to expand its service portfolio in the areas of publication and research support. The process was launched during the transition to a new library software; there was very little time for employee involvement, so a concise workshop format was used to draw up measures that would allow us to achieve strategic change.
The process provided an opportunity to develop a best-practice model for the benefit of other departments, as it took place against the background of a university-wide reorganization, and it was supported and monitored by the university’s HR department. The preliminary outcomes and lessons learned will be presented at the conference.
Abstract
Issues raised in a Senate Review of the Dalhousie Libraries prompted the Libraries to conduct an Operational Review in 2012. One of the results coming out of these reviews was the introduction of a new organizational structure in 2013, establishing five Associate University Librarian roles with system-wide responsibilities. Coupled with this was the University Librarian’s strategic initiative to encourage librarians to “follow their bliss” and select an area of expertise, moving away from a traditional liaison model. This program encouraged the development of specialization in an area that would meet a system-wide need. Happening simultaneously with the review process was a merger with a significantly smaller university, bringing a fifth, and remote, library into the system. The merger heightened the need to find ways to strengthen the library system into one cohesive and cooperative system. This paper discusses how the establishment of the new AUL roles and encouragement of librarians to serve in system-wide areas of expertise was vital to transforming the library system and breaking down the silos of the individual libraries. This restructuring increased the Libraries’ ability to support the university’s new strategic plan and placed the Libraries in a position of strength within the university. The success of the new model is examined in the context of the subsequent Senate Review, which was recently completed.
