1. WHAT IF WE HAD THE OPPORTUNITY TO BUILD AN ACADEMIC RESEARCH LIBRARY FROM SCRATCH? A DREAM REALIZED OR SPITTING IN THE WIND? James G. Neal Texas Council of Academic Librarians 28 September 2010

2. 2 REVOLUTIONARY CHANGE David Close (The Meaning of Revolution): …the essential feel of revolution derives from its cataclysmic quality… it destroys people’s security and unsettles their convictions. Thomas Kuhn (The Structure of Scientific Revolutions): … the transition from a paradigm in crisis to a new one from which a new tradition can emerge is far from a cumulative process. Karl Marx (Theory of Epistemology/Theory of Ideas): …Ideas do not exist on their own…they are real only when they are translated into action. Quantitative change and qualitative change.

3. 3 PROGRESSIVE CHANGE All progress is based on a universal innate desire on the part of an organism to live beyond its income. (Samuel Butler) Those who speak most of progress measure it by quantity and not by quality. (George Santayana) Progress lies not in enhancing what is, but in advancing toward what will be. (Kahlil Gibran) Progress-movement toward a goal steady improvement

4. 4 SOME DEFINITIONS Primal Innovation creativity as first importance, as a fundamental component of organizational and individual DNA Radical Collaboration drastic or sweeping energy, and not Kumbaya Deconstruction taking apart the axioms or rules, or the incoherence of a concept, position or word Survival not relevance or impact, but persistence and adaptation

5. 5 KEY CONTEXTUAL TRENDS Ubiquitous Computing, Network, and Digital Content Customization/Personalization Web 2.0/Social Networking and Collective Intelligence Massively Distributed Collaboration Constant Partial Attention

6. 6 KEY CONTEXTUAL TRENDS Permanent Beta/Mutability Radical Restructuring and Reengineering Authorship and Writing Revolutions Self Service/ATM Expectations Openness/Rhetoric and Reality of Sharing

7. 7 KEY CONTEXTUAL TRENDS Digital Preservation/Integrity and Sustainability Repository Movement/Version Control New Majority Learner Accountability and Assessment Entrepreneurial Imperative/Resource Attraction

8. 8 WHAT ARE THE CORE RESPONSIBILITIES OF THE LIBRARY? Information Selection Information Acquisition Information Synthesis Information Navigation Information Dissemination Information Interpretation Information Understanding Information Use Information Application Information Archiving In Support of Teaching and Learning In Support of Research and Scholarship

9. 9 CHANGING LIBRARY ROLES Libraries as Consumers Libraries as Intermediaries and Aggregators Libraries as Publishers Libraries as Educators Libraries as R&D Organizations Libraries as Entrepreneurs Libraries as Policy Advocates

10. 10 THE SHIFTING VISION OF THE LIBRARY Legacy Infrastructure Repository Portal Enterprise Public Interest

11. 11 HORIZON REPORT 2009 TECHNOLOGIES Mobiles (single, portable multi-purpose device) Cloud Computing (distributed processing and applications) Geo-Everything (geolocation and geotagging) Personal Web (customized management of online content) Semantic-Aware Applications (meaning to provide answers) Smart Objects (links physical world with information)

12. 12 HORIZON REPORT 2009 KEY TRENDS Globalization (communication and collaboration) Collective Intelligence (ambiguity and imprecision) Games As Learning Tools (participation and interaction) Visualization Tools (more meaningful and intuitive) New Literacies (information, visual, technology) De-Formalism and De-Structuring of Scholarship Formal Assessment (quality and impact)

13. 13 WHO ARE OUR USERS? Students (diversity abounds) Faculty (expectations galore) Researchers (tribal differences) Administration (the bottom line) Community (local politics) Working Professionals (practical applications) Alumni and Donors (largely ignored) World on the Web (the new majority)

14. 14 WHERE DO WE INTERSECT WITH USERS? Physical Spaces Web Spaces Collections Services Applications Technologies Classroom Laboratory Bedside Collaborations Anyone Anywhere Anytime Anyhow

15. 15 RESPOND TO USER EXPECTATIONS Content Access Convenience New Capabilities Cost Reduction Participation Individual Productivity Individual Control Organizational Productivity

16. 16 EMBRACE THE “HUMAN” OBJECTIVES Success (turn out well, attain desired end) Happiness (well-being and contentment) Productivity (achieving results or benefits) Progress (forward movement or betterment) Relationships (personal connections or attachments) Experiences (observation or participation) Impact (significant effect)

17. 17 HOW DO WE KNOW ABOUT USERS? Ask Measure Listen Observe Compare Benchmark Experiment Involve Prototype Portfolio Evaluate Experience (Aha)

18. 18 HILDRETH ON SYSTEM DESIGN Metaphorical Consistency Display Legibility Audience Suitability Simplicity of Design Ease of Navigation Searching Power

19. 19 THE LIBRARIAN IN THE ACADEMY USER RELATIONS Stranger Servant Parallel Friend Partner Customer Team

20. 20 ENHANCE THE STUDENT EXPERIENCE Technology Ubiquity Point-of-Need Information Web-based Services Technology Sandbox Privacy Space Social Success Support Services Information Fluency Post-graduate Access Career Assistance

21. 21 ENHANCE THE FACULTY EXPERIENCE Personal Advancement/Recognition Contributions to Scholarly Literature High Quality Instructional Experiences Successful Students Work on Innovative Projects Collaboration with Interesting Colleagues Financial Compensation Remuneration for Own Work Excellent Laboratory, Library and Technology Support Opportunities to Experiment with Technology

22. 22 COLLECTION DEVELOPMENT SOME KEY ASSUMPTIONS Academic Research Libraries Will Continue To Develop Comprehensive Collections In All Formats Collections Will Seek To Align With University Academic Priorities and Funding Realities Coordination of Collection Development Across the Research Library Community Will Remain Marginalized Academic Research Libraries Will Increasingly Focus on Distinctive and Unique Collections In Service To Regional and National Scholarly Audiences

23. 23 COLLECTION DEVELOPMENT SOME ADDITIONAL ASSUMPTIONS Academic Research Libraries Will Build Innovative Bi-Lateral and Tri-Lateral Partnerships To Expand Content Access and Delivery Preservation and Archiving of the Cultural and Scientific Record Will Remain Balkanized and Episodic National and Global Information Policies Will Not Facilitate the Deep Collection Collaboration Needed Work of Collection Building Will Require New Approach To Professional Staffing and Organization

24. 24 COLLECTION DEVELOPMENT SOME ADDITIONAL ASSUMPTIONS Collections Will Need To Align More Intimately With Teaching and Learning Processes User Communities Will Create Their Own Tools For Discovering, Disseminating and Managing Content Academic Research Libraries Will Assume Expanded Roles As New Scholarly Communication Business Models Are Implemented More Focus Will Be Placed on Data Capture and Analysis To Support Collection Development Decisions

25. 25 BUILD THE DIGITAL LIBRARY QUALITY = CONTENT + FUNCTIONALITY Published/Licensed Content Primary Content Open Web Content Institutional Content Multimedia Content Integrated Services Software Tools

26. 26 PRESERVE AND ARCHIVE THE CONTENT Archive as RepositoryHOLD Archive as PersistenceACCESS Archive as CurationSECURE Archive as Steward CARE Analog Digital Conversion Born Digital Disaster Preparedness

27. 27 TRANSFORM SCHOLARLY COMMUNICATION The Urge To Publish Crisis In Scholarly Publishing Roots Of Dysfunction Electronic Strategies New Economics/Competition Quality Assurance Permanent Archiving Asia Factor

28. 28 HIGHER EDUCATION CORE INTERESTS Competitive Market Easy Distribution and Reuse Innovation Applications of Technology Quality Assurance Permanent Archiving

29. 29 ADVANCE THE REPOSITORY MOVEMENT Discipline Repositories Institutional Repositories Departmental/School Repositories Individual Repositories Government Repositories National Repositories Publisher Repositories

30. 30 SUPPORT THE NEEDS OF BIG SCIENCE Massive Data Unstructured Data/Curation Extraction Distribution Collaboration Visualization Simulation

31. 31 SUPPORT GLOBALIZATION GOALS OF UNIVERSITY International Collections International Students/Researchers Faculty Research Collaboration Challenges Of Language Challenges Of Standards Challenges Of Law Challenges Of Culture

32. 32 Trompe L’oeil Library Library Use Trends Technology As Catalyst Learning Space Social Space Collaborative Space Flexibility And Adaptability RETHINK LIBRARY SPACE PLANNING AND IDENTITY

33. 33 SOME QUESTIONS ABOUT CONCEPTION AND APPLICATION OF SPACE __________________________ 1.Why do individuals enter a space? MOTIVATION/OBJECTIVE 2.How do individuals navigate a space? TRANSPORTATION/CIRCULATION 3.How do individuals use a space? EXPERIENCE/PRODUCTIVITY 4.What is balance among FUNCTION, USABILITY and AESTHETICS?

34. 34 SOME QUESTIONS ABOUT CONCEPTION AND APPLICATION OF SPACE __________________________ 5. How do individuals relate to each other? PRIVATE/COLLABORATIVE/PUBLIC 6. What is the symbolic role of space? EMOTIONAL/SPIRITUAL 7. How does a space reflect/advance larger organization? MISSION/SUCCESS/FEEL 8. How does a space enable FLEXIBILITY and ADAPTABILITY?

35. 35 SOME NEW GUIDELINES FOR FUTURE PLANNING AND DESIGN OF LIBRARY SPACE 1. Focus less on statistical and operational formulas. 2. Focus more on diversity of need and personal adaptability/customization. 3.Design for the agile rather than the static. 4.Start with the user and not the collection. 5. Start with the technology and not with the staff.

36. 36 SOME NEW GUIDELINES FOR FUTURE PLANNING AND DESIGN OF LIBRARY SPACE 6. Bring the classroom into the library. 7. Bring the academy into the library. 8. Conceive the library five years ahead. 9. Think more about playground and less about sanctuary. 10. Prepare for anxiety, disruption and chaos.

37. 37 PARTICIPATE IN THE ENTREPRENEURIAL ACADEMY LEVERAGING ASSETS NEW CUSTOMERS/MARKETS FINANCIAL MANDATE COMPETITIVE MANDATE PRESTIGE MANDATE DEVELOPMENT AND RISK CAPITAL BUSINESS PLANNING CULTURAL FIREWALLS

38. 38 SETTING THE R&D AGENDA INDIVIDUAL PROFESSIONAL INTEREST IMPORTANCE R&D AGENDA ORGANIZATIONAL NATIONAL PRIORITY NEED

39. 39 THE R&D ENTERPRISE IN THE LIBRARY New Knowledge Creation Laboratory for Experimentation Magnet for New Skills/Capabilities Venue for Faculty Collaboration Venue for Corporate Collaboration Solve Library Problems Solve Information Problems Solve Technology Problems

40. 40 THE R&D ENTERPRISE IN THE LIBRARY Potential for Capitalization/Technology Transfer Foundation and Federal Funding Library Credibility and Visibility Support for Decision Making Organizational Culture Digital Library Program Development Organizational Risks

41. 41 PROMOTE COOPERATION Library Systems Local and Regional Cooperation State Projects Multi-State Projects National Consortia/Projects International Partnerships Researcher Collaboration Publisher Collaboration Collaboration with Technology Organizations Corporate Partnerships Business Partnerships REACHING OUT TO CULTURAL COMMUNITY PROMOTING NEW COMBINATIONS THRU PUBLIC-PRIVATE PARTNERSHIPS

42. 42 THE CONTEXT FOR INNOVATION AND COLLABORATION Rapidly Shifting User Behaviors/Expectations Redundant Inefficient Library Operations Aging Service Paradigms Increasing Emphasis on Unique Resources Need to Achieve Scale and Network Effects Through Aggregation

43. 43 THE CONTEXT FOR INNOVATION AND COLLABORATION Advance Open Architecture Mandate for Systemic Change Acceleration of Collective Innovation New Economic Context

44. 44 RADICAL COLLABORATION SOME REQUIREMENTS Bi- and Tri-Lateral Combinations Sustainability/Business Plan Legal Framework Governance Structure Risk Capital Competitive Spirit

45. 45 ARENAS FOR COLLABORATION Centers for Excellence Mass Production New Infrastructure New Initiatives Quality/Productivity/Innovation

46. 46 2CUL PROJECT What is 2CUL? A transformative and enduring partnership between two major academic research libraries based on a broad integration of resources, collections, services and expertise.

47. 47 2CUL PROJECT Why the Columbia and Cornell University Libraries? Major research libraries New York state Private Ivy institutions Similar academic characteristics Record of collaboration Record of innovation Budget challenges Will and interest

48. 48 2CUL PROJECT Where have research libraries successfully collaborated? Licensing of electronic resources Cooperative cataloging Interlibrary loan/document delivery Information policy advocacy Offsite shelving facilities Digital archiving

49. 49 2CUL PROJECT What are the goals of 2CUL? Achieve major integration of operations, services, collections and resources Reduce cost of overall library activities to direct resources to new priority areas Increase revenues through joint proposals for funding, new products and services, and business opportunities marketed to academic and research customers Establish an independent service entity and governance structure that supports 2CUL Expand 2CUL beyond initial partners, and model collaboration for other groups of research libraries and for other divisions at the university

50. 50 2CUL PROJECT Where are we initially focusing our work? Technical services (acquisitions, cataloging, e-resource management) Collection development/global resources Technology infrastructure/digital preservation Communications Resource development New services for students and faculty New business/entrepreneurial services for other libraries Business planning and governance

51. 51 PREPARE FOR ACCOUNTABILITY AND ASSESSMENT Institutional Expectations Government/Funder Mandate Measures Of User Satisfaction Measures Of Market Penetration Measures Of Success Measures Of Impact Measures Of Cost Effectiveness System Design For Usability

52. 52 MARKET THE LIBRARY Match Capabilities of an Organization with Needs and Wants of Communities Served Existing Products to Existing Markets MARKET PENETRATION Existing Products to New Markets MARKET EXTENSION New Products for Existing Markets PRODUCT DEVELOPMENT New Products for New Markets DIVERSIFICATION

53. 53 DEVELOP NEW RESOURCES FUNDING STRATEGIES Operating Budget Reallocation New Operational Resources External Fundraising Research/Service Grants Co-Investment Public/Private Partnerships Technology Transfer Entrepreneurial/New Business Development

54. 54 ADVOCATE THE INFORMATION POLICY AGENDA INTELLECTUAL FREEDOM PRIVACY CIVIL LIBERTIES EDUCATION PROGRAMS RESEARCH PROGRAMS INTERNET DEVELOPMENT TELECOMMUNICATIONS GOVERNMENT INFORMATION APPROPRIATIONS WORKFORCE POLICY FIGHTING THE COPYRIGHT WARS HOPE/POWER/ACTION THROUGH COLLABORATION

55. 55 FERAL PROFESSIONALS IN THE INFORMATION ORGANIZATION Professionals With Diverse Academic Credentials Wide Range of New Professional Assignments Professional Roles of Support Staff and Students ____________________________________ Impact on Values, Outlooks, Styles, Expectations Impact on Community Understanding, Recognition, Respect Impact on Organizational Relevance and Impact

56. 56 EXPECTATIONS FOR THE INFORMATIONAL PROFESSIONAL Commitment to Rigor Commitment to Research and Development Commitment to Assessment and Evaluation Communication and Marketing Skills Political Engagement Project Development and Management Skills Entrepreneurial Spirit Resource Development Skills Leadership/Inspirational Capacity Deep Subject or Technical Expertise

57. 57 BUILD NEW ORGANIZATIONAL MODELS Conventional Administrative Hierarchy and Academic Governancy/Bureaucracy Centralized Planning and Resource Allocation Systems and Loosely Coupled Academic Structures and Maverick Units and Entrepreneurial Enterprises

58. 58 ORGANIZATIONAL STRATEGIES AT COLUMBIA Center for New Media Teaching and Learning Center for Digital Research and Scholarship Electronic Publishing Initiative at Columbia Copyright Advisory Office Center for Human Rights Documentation and Research Center for Popular and Global Music Digital Centers for Social Sciences, Humanities, Sciences

59. 59 THE PROSPECTS FOR CHANGE IN LIBRARIES Defensive Diversification Receivership Doing Less with Less Expense Reductions Doing More with Less Entrepreneurship Structural Change Repositioning

60. 60 PLANNING AND TRANSFORMATION Too much planning and too little strategic thinking. Existing structures and processes built for slower pace of change. Academic program planning not linked to institutional strategic planning. Resource allocations not linked to strategies. Planning cycles expenditure-based rather than strategic.

61. 61 SOME INSTITUTIONAL ACTIONS Build the Campus Technology Infrastructure Bring Information Services and Academic Computing Together Massively Redeploy Library Space For Academic Collaborations Organize Systematic Usability/Assessment Capability Align Resources To A New Uniqueness/Stewardship Model Advance Policy Education and Advocacy Role

62. 62 FURTHER INSTITUTIONAL ACTIONS Market Resources and Services For Penetration and Diversification Create Web Harvesting Capacity As Part of Collections Program Partner With Faculty On Research Data Capture, Curation and Archiving Rethink Literary Education Role of Library Creatively Invest Collection Funds For Discovery, Access and Archiving Leadership for Research Information Management

63. 63 SOME COLLECTIVE ACTIONS National Program of Mass Digitization of Collections Global Partnership Among National Digitization Efforts More Systematic and Rigorous Approach to Standards and Best Practices National Program of Research Library R&D Accelerate Concept to Market for Systems and Tools New Scholarly Communication Business Models and Assessment Strategies

64. 64 FURTHER COLLECTIVE ACTIONS Connections With South Asia and East Asia Professional Staff Preparation and Development Investments In Policy Action For Openness and Barrier Free Access National Program For Preservation/Leadership and Priorities Investigate Appropriate Public-Private Partnerships Radicalize Research Library Working Relationships

65. 65 HOW DO WE FEEL? Anxious - an abnormal and overwhelming sense of apprehension and fear Disrupted - interruption of normal course or unity, thrown into disorder Chaotic - state of utter confusion, unpredictability in the behavior of complex systems “Our age of anxiety is, in great part, the result of trying to do today’s jobs with yesterday’s tools.” Marshall McCluhan “One of the litmus tests is that a disruptive technology enables a larger population of less skilled people to do things that historically only an expert could.” Clayton Christensen The Innovator’s Dilemma “Chaos often breeds life, when order breeds habit.” Education of Henry Adams