[[email protected]] 2010 – © University of ViennaBrno, Bibliotheca Academica 2010 1 Reshaping Tasks Paolo Budroni, University of Vienna, Library

[[email protected]] 2010 – © University of ViennaBrno, Bibliotheca Academica 2010

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Reshaping Tasks

Paolo Budroni, University of Vienna, Library and Archive Services

[Reshaping Tasks – The Future Role of Research Libraries: Moving from Research to Practice]

Reshaping Tasks – The Future Role of Research Libraries: Moving from Research to Practice


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Reshaping Tasks/ Abstract


[Reshaping Tasks – The Future Role of Research Libraries: Moving from Research to Practice]

Research libraries are rapidly changing shapes. They are currently evolving into new ICT-driven, research environments.These have the opportunity to play a major role in building cross-disciplinary teams, in servicing the research community, and in integrating archival sciences and businesses. Upon this, they must also face challenges resulting from their past and their traditions. Contemplating this new landscape means also to consider their future role as an active partner for researchers, teachers, students, administration, and how they can not only maintain and deliver well structured information, but also become an area of innovation, a social area, a teaching area, a learning area, and, of course, to be established as a renowned digital and analogue research library.



3

Intro


2. Tradition and innovation: current approaches

1. Maintaining and delivering information over the long term

3. A possible future role of scientific libraries

4. Conclusions


4

Intro





4. Conclusions


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Maintaining and delivering info over the long term/ 1


The library was recreated in 1777 from the collections of dissolved Jesuit

monasteries. The library statutes …

Historical background: When Duke R. founded the university in 1365, he also established a university library. Thus the University Library…

In the course of the 19th century, the University Library became …

A milestone in the library's history was the introduction of library

automation as early as 1986. In 1998 the integrated library system

ALEPH was introduced, …


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Maintaining and delivering info over the long term/ 2


Re-definition of roles ?

Do we really need a re-branding ?

How to cope with transformations in law, in society, in budget, in

tasks…?

Who defines the rules?


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Challenges and current approaches





4. Conclusions


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Librarians

University Staff

The Library

Wishes, duties

O

O

O O

O

O

ResearchTeaching

They enter the world of the Library

PERMISSIONS

CO-OPERATIONS

O O O

Other guests

Administration

Happy Users

STRUCTURES

TRADITIONS

COLLECTIONS

OPENING HOURS

TERMS OF USE

RANGE OF SERVICES

Tradition and innovation – challenges and current approaches


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Tradition and innovation - challenges and current approaches


… face rapid changes

… focus on innovation

… dynamize organisational structure

… promote a continuous professional development

… adopt services to changing circumstances

… introduce flexible use of resources

… adopt actions guided by principles such as sustainability,

equal opportunities and efficient time-management


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The Library

O

O

O O

O

O

VISION OBJECTIVESSTRATEGY MISSION STATEMENT

IMPLEMENTATION

O

O

O

O

O

O

O

O

O

My library, my fields of action:

Vision, Strategy, Fields of Action

Active partner for researchers, teachers, and students

Space of innovations

“Teaching Library”

“Learning Library”

Digital and analogue library


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The Library

O

O

O O

O

O

Organisational culture

O

O

O

O

O

O

O

O

O

Dynamic and focus on innovation;

Support change and innovation



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Thinking beyond the established rules and “out of the box”;

Actions guided by sustainability, equal opportunities, efficient time management

The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR



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Aims: to be balanced and transparent;

To merge into larger and competent units;

Meet modern standards The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR

Budget, infrastructure,

facllities



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Recognised, appreciated, valued by both the library management and the users;

Assigned according abilities, skills and experience

The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff



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Aims of a service providing library:

To tailor services to Users’ need; To further the research, teaching and learning;

To provide access;

Cross-disciplinary approach

The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services



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The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services

Collections

Build and preserve all-university collections (printed and electronic);

Make them accessible and re-usable



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The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services

Collections

Multiple definitions of Users (institution, single user, guest…)

Users



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The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services

Collections

The “culture of co-operations”, national and transnational;

Monitoring of the information market

Users

Co-operations



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The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services

Collections

Brand management, event management; fund-raising,

raise awareness of the library’s assets and services

Users

Co-operations

Public Relations



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The Library

O

O

O O

O

O


O

O

O

O

O

O

O

O

O

CSR


facllities

Library staff

Services

Collections

The “Teaching Library”: Improvement of research and

information literacy skills

Users

Co-operations

Public Relations

Knowledge and

Information services



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The Library

O

O

O O

O

O

VISION OBJECTIVESSTRATEGY MISSION STATEMENT

IMPLEMENTATION

O

O

O

O

O

O

O

O

O

My library, my fields of action:

Vision, Strategy, Fields of Action

Active partner for researchers, teachers, and students


“Teaching Library”

“Learning Library”

Digital and analogue library


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Research Activities Documentation

Digital Asset Management Systems and Long Term Preservation of Data, Institutional Repository

Open Access Policy

Bibliometrics

Collections (all-university collections)

The research ilbrary as an agent of innovative developments within the research institution’s information management framework.

Some examples:

Self Archiving Services


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Opportunities





4. Conclusions


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Stability of digital resourcesStructuring the research community round the libraries issueFocussing on open platformsMore automation in support of workflowsCost effective solutions and re-use of contentCross disciplinary teams

Maintaining and delivering info over the long term

and defining a new identity


Arising questions about the future role /1


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Closing the gap to the “next generation”Commercial “Content provider” vs. “Real content provider”What came first: form or content?Research Libraries : “Content provider” vs. “Service provider”

Going beyond the usual technology-dependent advice and

methods


Arising questions about the future role /2

Closing the generation gap


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Arising questions Rethinking


What really matters is not weather a particular system is

perfect or true (“true” is an arbitrary term), but rather how well

it functions for the respective user/user groups.

Not only “convergence of technologies The convergence of

knowledge

Efficiency is the measure of this “truth”


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Open the settings and the systems to Multiplicity


Code for selection – rethinking the guide for action/ 1

Adopt Lightness

Have preferences for Quickness

E.g. creation of codified opportunities for the researchers, such as codified chat rooms or institutional blog (publish, share, quote, comment)

E.g. lightness of the information structured in accordance with generally accepted standards complete opportunity to store everything into an institutional repository quickly, easily and inexpensivelyUse of persistent signatures (for digital objects and for authors)

E.g. The user may never get lost in the system


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Invest resources in Exactitude


Code for selection- rethinking the guide for action/ 2

E.g. semantic and sintactic accuracy in the structure of information No “blank spaces” should exist, avoid “null values”

E.g. not only the visibility of the library Institutional blogs

Increase Visibility


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Conclusions





4. Conclusions


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Cross-disciplinary approach, convergence of knowledge is needed


Conclusions/ 1

Structure the research community round the research library issue

Re-define the role of users: data provider and consumers

Cross-disciplinary teams that integrate computer science and

linguistics with library, archival science and business

Introduce a policy of open and free access not only for the

consumption of published information, but also in the very

process of publishing itself

Assign more functions and more rights to the users


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Conclusions /2

Take seriously the “next generation”

End-user should be in a position to be able to implement the knew

knowledge gained by linking it with other content (e.g. online),

formation of data sets inside of the system/repository, form

virtual dossiers or new digital books

Enhance information transfer and communication between users

(data suppliers and consumers) designing your Institutional

Repository as a multimedia marketing tool

Effectiveness is the measure, not the tradition

Offer special training and expertise to thel library staff


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Maintaining and delivering information over the long term

Thank you


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Documents

[[email protected]] 2010 – © University of ViennaBrno, Bibliotheca Academica 2010 1 Reshaping Tasks Paolo Budroni, University of Vienna, Library