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Librarian in Residence@ Deakin University
Clare O’Dwyer, Library Faculty Manager Bus &
Law,
Times have changed for Library Services
Faculty of Business and Law Librarians
Librarian in ResidenceMarketing Goals
• Raise Academic staff awareness of library services
• Enhance the Library brand within the Faculty through the consultation experience of professional Librarians
• Provide responsive personalised service
• Raise Academic awareness of library technologies
Strategic Planning
• Library 2012 doc @/www.deakin.edu.au/library/about/index.php
• Annual Library Action Plan key outcomes to support Teaching/Learning, Research, Internationalisation
• Library aligns with Uni Stategy
www.deakin.edu.au/library
SWOT Analysis Liaison Service
• Strength – Service strengths include ‘no-cost’ extra resource 5 FTE Librarians with extensive experience navigating complex databases, strong customer service
• Weaknesses – Not being located within the faculty and low esteem “…not regarded at Academic equals…” Disconnection from the faculty and incidental opportunities to consult.
SWOT Analysis
• Opportunity – Faculty of Bus + Law is time poor and research assistants are not highly regarded. Academics must increase research output and need assistance.
• Threats – Resistance of Academic staff to consider asking a librarian for assistance, Librarians NOT able to support Academic needs
Library Strength – DYNAMIC accessible collection
www.deakin.edu.au/library
more desktop computersmore desktop computers
free wireless browsingfree wireless browsing
access the access the library catalogue from your library catalogue from your mobile phonemobile phone
PEST Analysis – Set Direction
• Political – Bradley review Academic accountability
• Economic – Financial pressures such as reduced international student enrolments place pressure on library budgets
• Social– Economic downturn can increase students as workforce goes back to reskill
• Technology – E books, new online content and i Pads pressure more staff development to ensure quality service
www.deakin.edu.au/library
Stakeholder Segmentation
Internal - LibraryInternal – Faculty
Business and LawTransition Audience –
Admin staff, Academic staff by location
External – Peer Libraries, External partners, ALLA
Communication Plan – Key Messages
• The Business and Law Librarians are in residence once a week in the B+L Faculty (when, where and how) @ Burwood
• Which Business and Law Librarians are consulting once a week and when they will be available, how to book a time and drop in.
• Services include setting up alerts, biblio-metric tracking, how to publish into the research repository, research solutions, book/report/online purchasing, ENDNOTE and database training etc.
.
Marketing Mix – Structure for promotional success
• Product – Personalised library service
• Price - No perceived cost
• Promotion + Place + Processes – Robust Communications plan many channels
Marketing Mix – Structure for promotional success
• People – Enhances the relationship between Faculty and the Library
• Physical Evidence – The Library building is not located withing easy reach of the faculty
Evaluation
• Weekly two way feedback to the Associate Dean of Research
• Bi-monthly feedback to the faculty board meeting chaired by the Dean
• Each trimester recording ‘success stories’ and reviewing feedback offered by clients
• Annually the University Librarian meeting on a one to one basis with the Heads of School and Dean of the Faculty of Business and Law to review Liaison librarian performance
www.deakin.edu.au/library
Indicators of success
100% Increase in Business and Law Liaison inquiries in last 12 months – approx 10,000 pa
Subject guide usage has increased 300% in some bus disciplines – 68,000 hits by Jul 2011
Invitations to review courses, co author books/articles and present lectures
References
• Kotler, N, Kotler P and Kotler W. 2008, Museum marketing and strategy: designing missions, building audiences, generating revenue and resources, 2nd edn, Jossey-Bass, San Francisco.
• McGuinness, C. 2006, ‘What faculty think-exploring the barriers to information literacy development in undergraduate education’, The Journal of Academic Librarianship, vol. 32 no.6, pp.573-582.
• Rentschler, R and Gilmore A. 2002, ‘Museums: discovering services marketing’, International Journal of Arts Management, vol. 5 no. 1, pp.62-72.
• Weiner, S. 2009, ‘The contribution of the library to the reputation of a university’, The Journal of Academic Librarianship, vol. 35 no.1, pp.3-13.
• Library 2012 doc @/www.deakin.edu.au/library/about/inde.php
• Annual Library Action Plan key outcomes to support Teaching/Learning, Research, Internationalisation
• Library aligns with Uni Stategy
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