Jam To-morrow and Jam Yesterday, but Never Jam To-day: The of Theology Libraries Planning the Twenty-first Century

The future of theology libraries is far from clear. Since the nineteenth century, theology libraries have evolved to support the work of theological education. This article briefly reviews the development of theology libraries in North America and examines the contextual changes impacting theology libraries today. Three significant factors that will shape theology libraries in the coming decade are collaborative models of pedagogy and scholarship, globalization and rapid changes in information technology, and changes in the nature of scholarly publishing including the digitization of information. A large body of research is available to assist those responsible for guiding the direction of theology libraries in the next decade, but there are significant gaps in what we know about the impact of technology on how people use information that must be filled in order to provide a solid foundation for planning

Introduction: migrating heritage - experiences of cultural networks and cultural dialogue in Europe

No abstract available

Crossroads, Connections, and Creativity: Musselman Library Strategic Plan

The Musselman Library Strategic Plan grew out of two all-staff meetings held in January 2007. During the first, library staff identified areas of strength and weakness, as well as opportunities for improvement and growth. Maureen Sullivan, an organization development consultant for libraries, led the next meeting. Ms. Sullivan helped to deepen the analysis begun during the previous meeting and encouraged the staff to begin envisioning the future of the Library. In late January, Robin Wagner, Director of Library Services, formed the Strategic Planning Committee (see list of participants below). The committee’s initial tasks were to complete an environmental scan and to identify upcoming trends and best practices in library services, while formulating mission and vision statements for Musselman Library. These were presented to the rest of the staff for feedback during meetings in March and April. Also in April, the Strategic Planning Committee invited other library staff to serve on task forces charged with creating goals and action items for the plan’s four core issues (see Appendix C). Maureen Sullivan facilitated the launching of these task forces, and each group, led by a member of the Strategic Planning Committee, then met independently numerous times during the next few weeks. The final task force reports were completed in early May and shared with the entire library staff. On May 21, Maureen Sullivan led an all-staff meeting to discuss the task force recommendations. Ms. Sullivan then met with the Strategic Planning Committee and Robin Wagner to begin the process of revising, prioritizing, and incorporating the goals and action items into one cohesive strategic plan. Crossroads, Connections, and Creativity: Musselman Library Strategic Plan was submitted to Robin Wagner, on June 12, 2007. [excerpt

Musselman Library Strategic Plan 2013-2016

Musselman Library Strategic Plan 2013-2016 reflects the evolution of libraries and higher education since the 2007 adoption of Crossroads, Connections, and Creativity: Musselman Library Strategic Plan. The 2013-2016 strategic plan challenges Musselman Library to think about ways in which the library can further support its community of learners. This plan builds upon the core issues of services, collections, learning, and access that were identified in 2007 and recognizes the growth accomplished in these areas. In early 2013, Robin Wagner, Director of Library Services, formed the Strategic Planning Steering Committee in order to develop a plan to guide Musselman Library’s priorities for the next three years. Following an environmental scan, focus groups, and dialogue with library staff, the committee identified five issues confronting libraries: lifelong learning, leadership, sustainability, continual assessment, and partnerships. Working groups were formed and charged to create goals and objectives inspired by these five issues. From the work completed by the groups, the Strategic Planning Steering Committee distilled these issues and articulated goals that advance the library within four strategic directions: lifelong learning, leadership, sustainability, and continual assessment. Recognizing the foundational role of collaboration in a liberal arts environment, partnerships is integrated across the four strategic directions, goals, and objectives. The 2013-2016 plan demonstrates Musselman Library’s commitment to contribute to Gettysburg College’s mission and addresses challenges presented to a new generation of learners and scholars in an age of information abundance. [excerpt

Libraries at the crossroads

Summary of Findings American libraries are buffeted by cross currents. Citizens believe that libraries are important community institutions and profess interest in libraries offering a range of new program possibilities. Yet, even as the public expresses interest in additional library services, there are signs that the share of Americans visiting libraries has edged downward over the past three years, although it is too soon to know whether or not this is a trend. A new survey from Pew Research Center brings this complex situation into stark relief. Many Americans say they want public libraries to: support local education; serve special constituents such as veterans, active-duty military personnel and immigrants; help local businesses, job seekers and those upgrading their work skills; embrace new technologies such as 3-D printers and provide services to help patrons learn about high-tech gadgetry. Additionally, two-thirds of Americans (65%) ages 16 and older say that closing their local public library would have a major impact on their community. Low-income Americans, Hispanics and African Americans are more likely than others to say that a library closing would impact their lives and communities

Information Outlook, April 1997

Volume 1, Issue 4https://scholarworks.sjsu.edu/sla_io_1997/1003/thumbnail.jp

An introduction to overlay journals

An overlay journal performs all the activities of a scholarly journal and relies on structural links with one or more archives or repositories to perform its activities. This paper offers a briefing on the contribution overlay journals can make to scholarly communication. It explains what ‘overlay’ services are, how overlay journals have evolved and what makes their contribution to scholarly communication so valuable