Bringing Down the Empire: Remaking Our Work, Our Libraries, Our Selves

As Director of Library Digital Strategies and Innovations, Suzanne leads the development and implementation of digital strategies for the Harvard Library community. Her work includes examining trends in information technology and digital library development and identifying opportunities for innovation within the Library and with external partners. During her fifteen years as a Harvard librarian, Wones has advocated for user-focused innovations and developing creative solutions to advance the mission of the University. As Executive Director of the Harvard Law School Library, she led operations and programmatic efforts, as well as strategic planning and budget management. Suzanne also stewarded faculty/library relationships, and managed all daily activities of the HLS Library, including collection development, case studies, digitization, and academic technology. Working in libraries since 1993, Suzanne has held roles in Inter-Library Loan, Microforms, Circulation, Reference, and Administration. As a manager, she is an activist for redefining positions to meet the needs of library users and to matching employees to positions where they can thrive. Suzanne holds a MS in Information, Library and Information Services from the University of Michigan, Ann Arbor, as well as a MA in American History from the University of New Hampshire and a BA in History from the University of Massachusetts, Amherst

User-Based Data Collection Techniques and Strategies for Evaluating Networked Information Services

published or submitted for publicatio

ULS FY14 Planning and Budget Report

This document was submitted by the University Library System (ULS) to the University of Pittsburgh's provost's office on March 1, 2013. Incorporating the work of the ULS FY14 Planning Task Force, it reports ULS accomplishments for 2012-2013 and strategic priorities for 2013-2014

Planning strategically, designing architecturally : a framework for digital library services

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

About the Contributors to Library Trends 42 (3) Winter 1994: Library Finance: New Needs, New Models

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INSPIRAL: investigating portals for information resources and learning. Final project report

INSPIRAL's aims were to identify and analyse, from the perspective of the UK HE learner, the nontechnical, institutional and end-user issues with regard to linking VLEs and digital libraries, and to make recommendations for JISC strategic planning and investment. INSPIRAL's objectives -To identify key stakeholders with regard to the linkage of VLEs, MLEs and digital libraries -To identify key stakeholder forum points and dissemination routes -To identify the relevant issues, according to the stakeholders and to previous research, pertaining to the interaction (both possible and potential) between VLEs/MLEs and digital libraries -To critically analyse identified issues, based on stakeholder experience and practice; output of previous and current projects; and prior and current research -To report back to JISC and to the stakeholder communities, with results situated firmly within the context of JISC's strategic aims and objectives

Information Outlook, April 2007

Volume 11, Issue 4https://scholarworks.sjsu.edu/sla_io_2007/1003/thumbnail.jp

Marketing Youth Services

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