role of a 21 st century research library in the academy – cornell approaches
DESCRIPTION
Role of a 21 st Century Research Library in the Academy – Cornell Approaches. Anne Kenney Xin Li July 3, 2009. Quick Introduction. University Founded in 1865 20,800 students 3,000 faculty 11,500 staff “Hottest Ivy” university Library A top-10 U.S. research library - PowerPoint PPT PresentationTRANSCRIPT
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ROLE OF A 21ST CENTURY RESEARCH LIBRARY IN THE
ACADEMY – CORNELL APPROACHES
Anne KenneyXin Li
July 3, 2009
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QUICK INTRODUCTIONUniversity University
• Founded in 1865
• 20,800 students
• 3,000 faculty
• 11,500 staff
• “Hottest Ivy” university
LibraryLibrary
• A top-10 U.S. research library
• 7.9 million print volumes
• 393,000 e-books
• 55,000 electronic journals
• $50 million annual budget
• 461 staff
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THE LIBRARY IN ITS ACADEMY
Research institutions are in the business of provoking thought and libraries should aid and abet that process.
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• June 18, 2009 data
• 134 learning professionals around the world
• #125 Google Maps
• # 127 RSS feedsSource: http://www.c4lpt.co.uk/recommended/
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5
THE SHIFTING CONTEXT OF THE LIBRARY
• Customization
• Openness
• Self Service
• Mutability
• Productivity
• Usability
• Assessment
• Marketing
• Strategic Action
• Business Plan
• Competition
• Resource Development
Presentation by James G. Neal, Vice President for Information Services and University Librarian of Columbia, for the ACRL New England Chapter, 2008
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DISCOVER, SHARE, PARTICIPATE, CREATE
Sources:
Data.gov, June 20, 2009
New York Times, May 17, 2009
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THE CHALLENGE
From “maintaining relevance” to being indispensable
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TIMELESS STRATEGIES
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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WHAT MATTERS TO CORNELL?
Strategic Plan 2008
• Recruitment and retention of a quality and diverse faculty and staff
• Increased diversity of students
• Commitment to inter- and cross-disciplinary research and teaching
• An international focus
• Public service, land grant mission and beyond
• Expansion and improvement of graduate and professional programs
• Improvement and innovation in undergraduate teaching
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POSITION THE LIBRARY
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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WHAT ARE THE BIG ISSUES?
• Undergraduate students– Information competency– Learning outcomes
• Graduate students– Attrition and completion rates
• Faculty– Digital processes and content– Interdisciplinary research
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WHAT CAN THE LIBRARY DO?
• Undergraduate students– Information competency– Learning outcomes
• Graduate students– Attrition and completion rates
• Faculty– Digital processes and content – Interdisciplinary research
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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LIBRARY INTERVENTIONS - UNDERGRADUATES
• Creating authentic and engaging research assignments
• University of California-Berkeley model
• Co-sponsored and funded by the Library and the Vice Provost for Undergraduate Education
• Students reported increase of their research skills
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A librarian and a professor review plans for a freshman writing seminar.
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BIOG 1103 POSTER PROJECT
Week 2 Student groups of three conduct orientation behavior study on fish, pillbugs or flesh fly larvae
Week 3 Record data based on scientific approach, using replications and non-parametric statistical tests
Weeks 3-4 Conduct primary literature research on the subject
Week 6 Submit the first version of poster
Week 11 Peer review of posters produced by other students
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BIOG1303 EVALUATION RUBRIC FOR POSTERS
• Bullets use of rubrics clearly articulate expectations to students
• Used in both peer review and instructor reviews
• Examples include:
– use of proper scientific nomenclature
– statement of hypothesis(es) and prediction(s)
– proper citations to methods, figures, statistical procedures, and sources
– details results of analysis/testing and indicates significance level
– interprets/evaluates reported results with respect to hypothesis
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STUDENTS CONDUCT PEER REVIEW OF FELLOW STUDENTS’ POSTERS
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TAS SELECT BEST POSTER
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PUBLIC DISPLAY OF AWARD POSTERS
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MEASURING IMPACT
• Intervening at time of curriculum revision
• Meeting accreditation standards in Middle States review of the university
• Co-partnering with faculty in competition for Howard Hughes Medical Institute challenge grant to demonstrate excitement and creativity of science to undergraduates
• Longitudinal assessment
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WHAT CAN THE LIBRARY DO?
• Undergraduate students– Information competency– Learning outcomes
• Graduate students– Attrition and completion rates
• Faculty– Digital processes and content– Interdisciplinary research
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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LIBRARY INTERVENTIONS - GRADUATES
It takes longer to complete a doctoral degree today than 25 years ago.
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IMPACT IN THE HUMANITIES
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QUESTIONS FOR THE LIBRARY
• At what point(s) in their programs are graduate students particularly vulnerable? Prior to passing their qualifying exams? In the writing phase?
• How does regular use of library services and collections impact attrition and completion rates?
• What library services could be envisioned as part of an intervention strategy to reverse these trends? How would such intervention be measured?
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LIBRARY INTERVENTIONS - GRADUATES
• Extend library privileges to graduate students who are no longer enrolled
• Re-conceive library facilities to provide graduate students from across disciplines with an intellectual sense of community and a neutral, safe place
• Build on Information Competency Institute to create 4th year graduate student institute
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MEASURING IMPACT
A carefully selected set of strategies, defined by qualitative and quantitative data, could be crafted in cooperation with the Graduate School, and then tested, implemented, and measured overtime to determine their impact on reversing attrition and completion rates.
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WHAT CAN THE LIBRARY DO?
• Undergraduate students– Information competency– Learning outcomes
• Graduate students– Learning and research– Degree completion
• Faculty– Digital processes and content– Interdisciplinary research
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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LIBRARY INTERVENTIONS - FACULTY
• In-process research
• New media art
• Data-driven science
• Inter-disciplinary research
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IN-PROCESS RESEARCH
• Repository for physics, math and computer science papers
• 500,000 total submissions
• 27 million full-text downloads in 2008 = 74,000 a day
• Challenge: sustaining the success and library brand
arXiv e-print repository
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New Media Digital interfaces
and artistic experimentation by international, independent artists.
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DATA-DRIVEN SCIENCE
DISCOVER Research Service Group
• Formed in 2008• Domain scientists• Library• Center for Advanced Computing• Fedora Commons
“To facilitate data-driven science
at Cornell by developing
cross-disciplinary data archiving
and discovery tools.”
Focuses
• Curation• Preservation• Mining • Visualization
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INTER-DISCIPLINARY RESEARCH
PeopleResearch and publications
Academic centers and programs
Challenge: integrating scholarly resources and services
ontology model
Facilities and Labs
Events and seminars
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MEASURING IMPACT
• Enabling new forms of scholarly expression on a global scale
• Securing support/advocacy at the Provost level
• Co-partnering with faculty and research centers
• Adoption at other universities
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IMPLEMENTATION
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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ORGANIZATION - YESTERDAY
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Scholarly Resources and Special Collections
Chief Technology Strategist
Central Library Operations
Teaching, Research, Outreach, and Learning Services
Information Technologies
Administrative Services
What does she
do?
Strategic Initiatives
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ALIGNMENT – IDEAS BEHIND IT
Speed and Cost
• Buy
• Borrow
• License
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MANAGING TRANSFORMATION – STAFF
• Organizational climate survey
• Strategic Alignment Group
• Management Council
Forest and trees, we need to have both.
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DECISION MODEL
Source: http://www.flickr.com/photos/bud_caddell/3651299665/
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ALIGNMENT – SKILLS
– IT– Subject specialists– Informatics– Data-miners– MBAs
– Legal advisors– Designers– Public relations experts– Analysts– Demographers
• Reduced emphasis on Master of Library Science• Diversity of expertise
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THE POWER OF MANY – COMBINE AND DIVERSIFY
“The research library should be redefined as a multi-institutional entity.”
No Brief Candle: Reconceiving Research Libraries for the 21st Century, Council on Library and Information Resources, 2008
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SOME BOLD ASSERTIONS
Made at a plenary panel session at the Association of Research Libraries annual meeting in May 2009.
1.There is a collective wealth held hostage by redundant operations and collections at ARL libraries.
2.Many of the things we compete over don’t make our institutions more competitive.
3.Our history of collaboration may ironically make it more difficult to do radical collaboration.
4.Our staff would rather do more work than give up doing some things.
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SAMPLE AUDIENCE RESPONSES
There is a collective wealth held hostage by redundant operations and collections at ARL libraries.
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COLLECTIVE WEALTH OF ARL MEMBERS
2007/2008
Association of Research Libraries
$3,914,758,950
10% savings = $391M!
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PARTNERSHIP WITH LIBRARIES
• 2CUL – A deep partnership between Cornell and Columbia Libraries
• Initial areas of focus:
− collection development
− technical services
− Infrastructure
• Testing model for potential to expand
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PARTNERSHIP WITH NON-LIBRARIES
• Google: digitization
• Amazon.com: print on demand
• Internet Archive: free digital library
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Research Libraries in the 21st CenturyA balance between physical and virtual presence
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LIBRARY STRATEGIC PLANNING TASK FORCE
CHARGEThe Library must plan for a future in which:
• Library facilities are fewer in number and reconceived
• The local collection is smaller, but much more highly specialized and considered in the context of integrated collective partnerships with other leading research libraries
• Resources are redirected to meet new demands
• Services and expertise are closely aligned to university priorities
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SHOW EVIDENCE
Big IssuesKey Interventions
OrganizationalAlignment
MeasuringResults,Adjust
Focus on Academy Needs
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DATA REPORTING TO DATA MINING
• Learning outcomes- Does library make a difference for student and faculty?
• Benchmarking− How well we are doing compared to…?
• Performance indicators− As a business, how are we doing overall?
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MAKE THE LIBRARY KNOWN
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KEYS FOR SUCCESS
• Understanding the big challenges facing the academy
• Intervening early and often
• Partnering with key stakeholders
• Securing university support
• Factoring in things beyond our control
• Documenting the impact
• Being a powerful marketer
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Thank You!