Why Market? Reflections of an academic library administrator

Purpose - The paper looks at the assumption that the captive audience of students and faculty lessens the need to market the academic library. The paper highlights the challenges experienced by academic libraries and discusses the vital importance of focusing library marketing and services on the needs of the clients rather than the needs of the library itself. Findings - Academic libraries are affected by many of the same issues found in public and special libraries, particularly changing information access and distribution models and budget restrictions, resulting in the need to market library services to clients. Academic libraries need to ensure that library marketing focuses on client needs

School-community libraries of South Australia: The lived experience. A report of 2018 research results

SSHRCNon-Peer ReviewedAustralia has widely embraced the joint use library structure. Many Australian states have guidelines around joint use libraries and the Australian Library and Information Association has developed its own policy. In particular, the state of South Australia has over forty joint use libraries and is unique in its statewide programmatic approach to school-community libraries. The purpose of this research project was to learn from the robust South Australian experience in establishing, working with, and managing rural and remote joint use libraries. Initially the research project aimed to look broadly at the variety of joint use library models in place in the state. Visits to joint use libraries near Adelaide and in the southeastern corner of the state, initial discussions with the Interim Director of the State Library, and further reading resulted in a narrowing of the project’s focus. Ultimately, the project explored the potential of the South Australian school-community library program as a model for rural and remote community libraries. Research questions focused on what is working well with the program and where there are challenges. This report is a summary of what was heard during the project’s data-gathering phase, between August and December 2018. The report contains no recommendations, as the purpose of the project was to learn from the current school-community library program in South Australia, not to review it. The report was provided to the Libraries Board of South Australia, the Department for Education (South Australia), and the Local Government Association (South Australia) to help inform their work in delivering library services to schools and communities across the state

A position of strength: The value of evidence and change management in master plan development

Peer ReviewedLibraries are experiencing significant change in how space is being used as well as increasing pressure from their funding and governance bodies to demonstrate the continued need for library physical space. There is a growing demand for library spaces that reflect different ways of accessing and using information, support learning and building community, and encourage creativity and the creation of new knowledge. To assist them in determining how to move forward, many libraries are developing master plans – multi-year high-level plans providing direction and vision but allowing flexibility to accommodate unanticipated needs – for their physical spaces and service delivery models. The challenge for libraries is to ensure that their master plans reflect the dynamic world in which they are situated and are supported by clients and other library stakeholders

Sustainable growth with sustainable resources: Using change management, participative consultation, and grassroots planning for a new future

Purpose: Libraries are situated in an ever-changing research, teaching, learning, and scholarly communications environment. Faculty and students have new and different expectations that are compelling libraries to expand their offerings. At the same time, their broader institutions are also facing changing times and academic libraries are being asked to demonstrate value and justify the use of limited and high-demand resources. In order to address the resulting challenge, the University of Saskatchewan (U of S) Library undertook a process to deliver relevant and responsive (and, therefore, reflective and adaptable) library services while working within its current librarian complement. Significant changes were necessary for this to be successful: the librarians would need to undertake new responsibilities, learn new skills, and engage with learners and researchers in new ways. The paper aims to discuss these issues. Design/methodology/approach: The U of S Library chose to meet this challenge through a multi-part approach comprised of regular participative consultations with librarians and a grassroots-based planning process underpinned by change management methodology. Findings: This approach resulted in widespread employee engagement, from initially clarifying the necessary change and throughout the change implementation. This led to a sense of ownership, responsibility, and accountability. Originality/value: Change is difficult and often met with resistance. The U of S Library presents a case of successfully engaging library employees throughout a change process, demonstrating the importance of bringing together participative consultation, grassroots planning, and change management as a combined change implementation approach

Library partnerships and organizational culture: a case study

Uncovered in the course of a 2011 study looking at partnerships between academic and public libraries in Canada was a unique series of partnerships among a college library, public library, regional library system, and school district library system in Medicine Hat, Alberta. With little or no additional funding, these libraries have partnered to deliver library services beneficial to both their primary clients and the broader community. Through a case study of the libraries, it is possible to determine the value and the challenges of partnerships and the elements of organizational culture necessary for successful partnerships

Working Together: Joint Use Canadian Academic and Public Libraries

The research purpose was to learn about existing joint use public-academic libraries in Canada including their establishment, structure, benefits, and challenges and to determine the requirements for successful partnerships. Following a literature review, a short survey was conducted to gather data on the number, location, and types of public-academic library partnerships. In-depth telephone interviews were then held with key personnel from joint use libraries to learn more about the libraries and the nature of the partnerships. The research surfaced three unique examples of joint use public-academic libraries. In addition, key requirements for successful partnerships that were posited through the literature review were supported by the research data – commitment, a shared vision, and a need that requires fulfillment. Possible limitations of the research are the initial survey’s reliance on responses from academic library directors and the survey timing. There is limited information about partnerships between Canadian public and academic libraries and no single document that brings together data on partnerships across Canada. With this study, public and academic libraries will learn of successful joint use Canadian public-academic libraries along with the key requirements for sustainable partnerships

Working Together: Joint-Use Canadian Academic and Public Libraries

The research purpose was to learn about existing joint use public-academic libraries in Canada including their establishment, structure, benefits, and challenges and to determine the requirements for successful partnerships. Following a literature review, a short survey was conducted to gather data on the number, location, and types of public-academic library partnerships. In-depth telephone interviews were then held with key personnel from joint use libraries to learn more about the libraries and the nature of the partnerships. The research surfaced three unique examples of joint use public-academic libraries. In addition, key requirements for successful partnerships that were posited through the literature review were supported by the research data – commitment, a shared vision, and a need that requires fulfillment. Possible limitations of the research are the initial survey’s reliance on responses from academic library directors and the survey timing. There is limited information about partnerships between Canadian public and academic libraries and no single document that brings together data on partnerships across Canada. With this study, public and academic libraries will learn of successful joint use Canadian public-academic libraries along with the key requirements for sustainable partnerships

Researching in communities: a librarian's checklist

Based on experiences from two case study research projects, the authors provide a simple six-point checklist for other researchers developing community-based research projects

Mutually beneficial: partnerships between public and academic libraries in Canada

Joint use school and public libraries have a long history in Canada and, particularly in rural Canada, many of these realtionships continue. The lanscape for public and academic libraries is significantly different. There are 70 university, just over 200 college and technical institute, and over 3000 public libraries in Canada, yet few joint use academic and public libraries exist. This does not reflect a reluctance among academic and public libraries to work together, however. While actual and joint use might not be common, there are many examples of mutually beneficial partnerships between public and academic libraries. This paper provides an overview of the diversity of public-academic library partnerships that can be found across Canada, before focusing on Canadian examples of joint use libraries - unique partnerships created in response to an expressed need

Serving remote communities together: a Canadian joint use library study

Libraries play a key role in the social and economic health of communities. For remote communities, however, library resources (space, library materials, furnishings, technology, and staff expertise) can be difficult to access and costly to provide. Joint use libraries are a possible solution. Through the joint use library structure, partners share the costs of establishing and maintaining the library. Shared space, materials, expertise, and operational costs result in libraries that are more economically viable and, therefore, more likely to be sustainable. In 2013, an exploratory case study research was conducted of two joint use libraries in northern Manitoba, Canada, involving a college and two communities to assess the partnership structure, community perception of the library, the college's rationale for participation, and the benefits to the communities and the college. In addition, the research aimed to determine key factors in the partnerships' success. Using interpretive methodology, qualitative data were gathered through small group and individual semi-structured interviews. Quantitative factual data provided context for the libraries' development. The research highlighted elements critical for joint use library success and presents components of a possible joint use library model between a post-secondary institution and a community