March 15, 2005
Building on models used by several divisions, faculty members should continue to think about their collections as a whole across the library, rather than as specialized unit-based collections.
Models of internal collaborations that support interdisciplinary research (e.g., Medieval Studies) should be extended by the AUL for Collections to other areas of interdisciplinary study that arise throughout the University.
The AUL for Collections, with advice from the CDC, should identify a collection of titles essential to the campus’ teaching and research mission, thus ensuring continuing access to the most important resources for our users.
The fund structure should be assessed fully and re-tooled as necessary.
The role of special collections (some of which are located outside of the Special Collections Division libraries) should be articulated by the University Librarian and the AUL for Collections in consultation with the Special Collections Division.
The nascent Institutional Repository will pave the way for the Library’s ability to develop another collection component in the future. BITF recommends that:
The University Librarian and the AUL for IT Planning and Policy should encourage Library faculty and to become involved in the repository’s development.
Regular communication about the repository, even during its ‘quiet phases,’ is imperative to its success. Library faculty and staff should receive regular updates from the IR coordinator and the AUL for IT Planning and Policy. The University community should also receive regular, but less frequent, communications.
Under the guidance of the AUL for Collections and Division Coordinators, selectors should work more collaboratively to leverage current resources, both within the Library and with external libraries. On a campus with an increasingly global perspective, our subject experts in both international and broad disciplines need to work together to maximize the materials needed by students and faculty. Our international collections, and the allocations that support them, should be more closely intertwined with collection development in general subject areas. UIUC Library faculty should be playing key roles in developing new collaborations (e.g., UIUC’s leadership role in ARL’s emerging Global Resources Network).
The Library should continue to centralize electronic reserves services in the Undergraduate Library, which should continue to receive support from CAMELS.
The Library should continue to centralize print reserves in the Undergraduate Library, particularly for smaller units in the Main Library.
The Library should charge a small group, with representatives from the Undergraduate Library, Information Literacy, IRRC, Grainger, and other appropriate units to develop a plan to create more integrated classroom support services.
Appoint a task force to examine the mission, role, presence, and collection policies of central reference and undergraduate services, as well as their relationship to reference services offered throughout the Libraries, and deliver to the University Librarian a set of recommendations to determine how they can best support the majority of our Library users and the librarians who serve them.
Under the leadership of the AUL for Services, the Library should examine opportunities, in addition to those that will be recommended by the Access Strategy Team, to consolidate and centralize technical services activities now carried out in various units into central technical services units.
The Library should charge a small group, with representatives from technical services and public services units, to examine the desirability and feasibility of moving from Dewey to LC classification.
The Library should charge a small group of faculty and staff from public services and technical services to examine how to improve technical services quality control, streamline processing, eliminate duplicative efforts, automate statistics keeping, and improve services to users by assigning alternative tasks to staff in technical services and departmental library units.
Electronic Resources and IT
Focus on integrating and improving interoperability of electronic resources.
IT should provide firm guidelines and support for more consistency among Library web pages.
Systems should keep the Gateway updated and refreshed.
The head of the Digital Services and Development unit should develop aggressive outreach plans to implement new digitally-based support services.
IT, Systems, and DSD should support new communications tools to reach out to the Library’s users, and in turn to provide users with better ways to communicate with the Library.
The AULs for Services and IT Planning and Policy should convene a group to develop a plan for a research commons.
The Library should allocate resources to develop and maintain a web site and to reallocate a portion of a Library Faculty member’s time to work on scholarly communications issues.
At least one more interdepartmental staff team should be created to provide emergency short-term coverage to public service units and to carry out call-slip activities in the Main Library.
Develop a team to retrieve materials from departmental libraries when they are closed.
Appoint a full-time training coordinator.
A small committee, led by the training coordinator and with representatives from HR and public and technical services units, should be charged to articulate the core competencies staff need to be successful and to develop a plan to provide more robust training opportunities, delivered by both the Library and other organizations.
Continue to test new models of service delivery. Under the leadership of the AUL for Services, consider different models for improving services in all libraries, in and outside of the Main Library Building.
Redefine the Women and Gender Resources Library as a physical library and configure the WAGR Librarian’s position using the Biotechnology Librarian model.
Consolidate the History and Philosophy Library into the Newspaper Library space in 246 Library.
AUL for Services should convene a group to examine implications of GPO’s aggressive move to eliminate print documents.
Track changes in the University’s structure and consider different Library structures and models to best serve the changing needs that will ensue.
Working with the architect chosen for the Main Library preplanning study, develop the concept of reductions in service points to reduce confusion and improve service in the building.
Invest in adding personnel to activities that will increase the availability of financial resources to improve services (i.e., Development, revenue-generating activities).
Continue to advocate with University administrators for additional resources for the Library.
Use the methods and techniques that will come through the Library participation in ARL’s 2005 assessment program to assess the effectiveness of the BITF’s recommendations.