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Rethinking the role of academic libraries: Exploring New Models
Transcript of Rethinking the role of academic libraries: Exploring New Models
“We don't just need change, we need breakthrough, paradigm-shifting, transformative, disruptive ideas.”
What can we create today that will be essential tomorrow?
reskilling / upskilling
Trend 1: Deliver user-centered library services
Trend 2: Disruptive change - new scholarly eco system
new roles in research services:
focus on interdisciplinary research, create program and centre profiles,
provide workshops & consultations
expanding roles in support of teaching and learning:
creating and teaching online
embedding literacy content
partnering with academics
new types of librarian positions focused on data, copyright, intellectual property, and
negotiation, licensing and contract management
Trend 3: Open Scholarship
Willing to have flexibility to try new things -- take risks.
Collaboration is key
Mathews, B. (2012). Think Like A Startup: a white paper to inspire library entrepreneurialism.
“We have to exceed our imaginations. We can’t just find new ways of doing the same old things. What we really need right now are breakthrough, paradigm-shifting, transformative, and disruptive ideas.”
How can we expand our notion of teaching—particularly from the perspective of instructional support and innovation?
merged service points
patron driven acquisitions
Services driven by what our users do rather than by collection development, reference, and instruction.
Library as a mechanism
LLS and IM:
with emphasis on a consistent, seamless service
"The overarching framework for all changes is an increasing focus on what users do (research, teaching, and learning) rather than on what librarians do (collections, reference, instruction)."
We have to invest in preparing ourselves before we engage with academics, students and researchers. It's not just knowledge and preparation that's required, it is deeper change in mindset - one that also requires opportunism.
What we need to do?
be open to new ideas
engage with stakeholders
be prepared for the paradigm shift
1. User centred services
2. Ongoing disruptive change
3. Open Scholarship
4. Space revolution
5. Library plus - the rise of information
6. Atomised knowledge and changing consumption of information
7. Smart content replacing static collections
8. Library as publisher
9. Online; mobile and ubiquitous
How can we engage with faculty and establish collaborative partnerships across our institution?
Open Access is a means to an end - the next ( most important ) bit is what comes next - how we respond
Open Scholarship = Impact
- increase the reach
- increase the influence
Deliver services “in their space” ; where they work, play and learn;
Don't enter through our carefully constructed pathways and doors - delivering where they are - eg. TALIS Reading list
Role in Information (digital) housekeeping
- data management; publishing; metadata; preservation; organisation; linking
New services - Old skills
- Identifier service
- Data services
Trend 7: Smart content replacing static collections
Rapid innovation in teaching and learning
Competition for discovery avenues
Online and flipped classrooms
Mobile, “state of the art” digitally enabled library services
New models of scholarly communication, linking scholars directly with other scholars and students
Key 2: Collaboration
In an era of un-relenting change – surviving and thriving in the new scholarly landscape.
Griffith 2020 initiatives call for a step-change.
“Library” as a mechanism
LLS and IM as partners
Advocates, consultants, advisors with an emphasis on consistent, seamless services
Have outlined the trends, the challenges and now we need to collectively design and deliver the Griffith library response
Bite size for re-purposing; re-use; re-shaped
Need to facilitate this - skills in licensing, negotiation; technical systems; supporting pedagogy and presentation and delivery modes
Content not neatly packaged and discrete but a mash-up - online content platforms which allow access to journals and books; subscription based resources; metadata and social networking options
Trend 6 - Atomised information;
consumption of knowledge
Trend 8: Library as publisher
New role – Library press plus traditional University Presses
Open Scholarship = supported by subscription publishers; open access and institutional repositories. Library works across and within all three - not either/ or
Trend of traditional University Presses closing in 1980’s and 90’s and starting up again in 200’s (USydney and ANU)
Internet allows minnows to survive
- greater range of publishing options
- broad and growing academic discourse options available complement traditional academic outputs
Atomising publishing - scholarly works fragmented; ice-berg - snippets to lead to greater depths.
Personalised anytime, anywhere, technology-enabled learning
New ways of reading and digesting information
Digital natives - multi-media and accessibility expectations
Harnessing collective intelligence
Key 1: Organizational flexibility must meet changing user needs
Competition for our “core”
- discovery = Google
- authoritative materials – OER
- applying skills – social networks
60% library resources are currently under commercial not statutory licenses
Scholarly resources required and expected by students and researchers now more than a printed work – data, multimedia, hybrid, open and what next?
Libraries no longer own things which sit on shelves
Publishers trying to find new business models
- textbook as a learning object
- consumerised - deal directly with student
Challenge is responding in tight budget situation
New roles mean a new use of space, physical and digital.
Need to provide spaces for collaboration and foster interdisciplinary research.
We can't support digital scholarship, media production, collaboration, and other methods of scholarly communication in environments designed for print access and individual study spaces.
Trend 4: Spaces
Trend 5: Library plus: the rise of information management
Anywhere, anytime, any device
Increase focus on alignment with business drivers
Understand impact of services – development of service catalogue and clarity around responsibilities
Analytics and altmetrics
Planning and management framework to replace the well-intentioned, but somewhat fragmented improvement efforts of the past. Many of our activities generate real but largely unquantifiable value.
Key 3: Demonstrate value