qqml2015 murphy derven
TRANSCRIPT
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“all changed and changed utterly”
Technological innovation in two Irish libraries
Hugh Murphy, Senior Librarian, Maynooth University LibraryCaleb Derven, Head, Technical & Digital Services, Glucksman Library,
University of Limerick
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Introduction• Within 5 years, library services at
Maynooth and Limerick have been completely transformed
• Changes have varied across technologies and services
• Sustainability was key - changes occurred in context of national recession
• Fine balance between using technology to do a better job and the seductions of “techno determinism”
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Background
• Irish context: staffing difficulties, financial and other limitations.
• Challenges enabled innovation
• While similar changes occurred in both Limerick and Maynooth, we note only the most dramatic and relevant of each.
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Literature Review• Incremental vs. radical change - is the
former innovation? (Ettlie, et al., 1984)
• Organisation support is an enabling factor for innovation (Balk, et al., 2014)
• Library leadership is a factor in innovation (Jantz, 2014)
• Institutional size influences capacity to innovate (Nowvskie (2013)
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Literature Review, continued
• Technical vs. Administrative innovation
• Economic crises enabled innovation, but leadership served a significant role
• “ If leaders have a positive attitude toward change, then initiation of an innovation becomes possible.” (Jantz, 2014)
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Literature Review - Size Matters
• Size can impact on the capacity of the institution to innovate. (Ettlie, 1984)
• Importance of decentralised and non-hierarchical approaches (Nowviskie, 2013)
• Innovation creates a public value (Balk, 2014)
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Technologies
• Kaizen-type approach - iterative and focused on improvements
• Necessity of apt context
• Technology as enabler, not prime mover
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Audio Visual transformation (MU)
• Starting from a low base
• Policy as important as service
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Audio Visual Transformation (MU)
‘wow’ factor v service provision
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Use Case 2 - Adopting a Discovery Solution
• Nationally - consortial purchasing body which means similar resources across institutions
• Search across resources = changed perception of library services
• Technology means Library seen as ‘better’
• Market determines products and services; library doesn’t drive the innovations
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Adopting a Discovery Solution (MU)
• MU implementation of Summon and new website at the same time
• Initial testing with students -hugely positive
• General increase in e-resource usage (‘easier’)
• Strong positive feedback from most users
• Some find transition difficult (education)
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Adopting a Discovery Solution (UL)
• UL: European Documentation Centre material loaded monthly into Summon
• Clear, quantitative evidence that discovery solution is preferred searching route for most students
• Website redesign during 2015 will allow us to revisit single search box on Library homepage
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3D Printing (MU)
“Gartner predicts that the 3D printer market will have revenue growth rates of over 100%, beginning in 2018. Revenue
will grow fastest in enterprise 3D markets, while unit shipments will expand rapidly in the consumer 3D market, with more-low-
cost units driving broader adoption”
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3D Printing (MU)•Give users what [we think] they want
•Broadens service provision
•Not all users want books (print or ‘e’)
•Increased traction with academic departments
•Staff views on technology opened / challenged
•Library seen as innovative
•Library as ‘centre for everything’ on campus
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Collection Management Workflows (UL)
• Increasing reliance on provision of shelf-ready services set the stage
• Faster and more efficient access of material for students and academic staff
• Staff willingness to embrace new roles and tasks
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• All stages of the acquisitions process directly utilize EDI
• Single workflow: bibliographic record created at point of ordering
• Over 90% of books are put into stock automatically at the book sorter
Collection Management Workflows (UL)
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Digital Library Services (UL)● Change of work practices in
collection management at Limerick = new focus on descriptive metadata, digital imaging and digital standards
● Staff retrained in digitisation and metadata practices
● The adoption of an open-source, community-of-practice-based digital repository allows the full range of users to access unique collections
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Use Case 5 - Digital Library Services
• Staff expertise refocused on new areas: cataloguers on unique collections, others on digitisation
• Innovative services and practices directly enabled by shifts in ordering process
• Building innovative, digital services strengthens the strategic role of the Library
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Use Case 5 - Digital Library Services
• Omeka• Hydra• Incrementa
l• Scalable
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Conclusions
• Strategic role of innovation on local and national levels
• Direct staff benefit - re-orienting key skills
• Future innovation – strategy
• Library becomes ‘centre for everything’ on campus
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BibliographyBalk, H., Library Innovation: Enablers and Obstacles. Library Innovation: Enablers and Obstacles. Available at: https://libraryinnofactors.wordpress.com/ [Accessed May 10, 2015]
Balk, H., Kwant, E. & Neudecker, C., 2014. What makes innovation work? Innovation practice in the National Library of the Netherlands. IFLA journal, 40(3), pp.157–168
Ettlie, J.E., Bridges, W.P. & O’Keefe, R.D., 1984. Organization Strategy and Structural Differences for Radical versus Incremental Innovation. Management Science, 30(6), pp.682–695
Jantz, R.C., 2012. Innovation in academic libraries: An analysis of university librarians’ perspectives. Library & information science research, 34(1), pp.3–12
Jantz, R.C., 2014. The Determinants of Organizational Innovation: An Interpretation and Implications for Research Libraries. College & Research Libraries, pp.crl14–580
Nowviskie, B., 2013. Skunks in the Library: A Path to Production for Scholarly R&D. Journal of Library Administration, 53(1), pp.53–66
Vinopal, J. & McCormick, M., 2013. Supporting Digital Scholarship in Research Libraries: Scalability and Sustainability. Journal of Library Administration, 53(1), pp.27–42.
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Thank youHugh Murphy,
Senior Librarian,
Maynooth University Library
[email protected] @hughtweet
Caleb Derven, Head,
Technical & Digital Services, Glucksman Library, University of
Limerick
[email protected]@calebderven