Planning Academic Library Orientations

Colleges and universities throughout the world plan library orientations for first years or specific audiences such as transfer or international students. These events can vary greatly in shape and form depending on the size, resources and staff of the institution, orientation schedule, and whether it is mandatory for students. Some institutions plan day-long events, elaborate games, or scavenger hunts; some offer drop in sessions or library tours; others offer an online orientation. Planning Academic Library Orientations gathers case studies from around the world covering a wide variety of approaches as a guide to those revamping or creating new library orientations. Chapters are organized into the following thematic sections: Games; Marketing & Promotion; Partnerships; Targeting Specific Audiences; Technology; and Tours, and are cross-referenced if they touch on additional themes. Each chapter includes institutional information so readers can decide which type of orientation is appropriate for their own institution and see what resources are required. Gives guidance on best practices for academic library orientations Gathers examples from around the world to provide international perspective Empowers librarians to take aim at the anxiety felt by new and first year students Presents effective ways of introducing students to what a college/university library is, what it contains, and where to find information, while also showing how helpful librarians can be

In this refreshing new volume, strategic planning of budget management is looked at with a broad, positive perspective. Whether because of cuts in funding, enrollment decline, or academic cutbacks, the necessity for strategic planning in a university comes out of unfavorable circumstances. The chapters cover the planning process from start to finish, with an emphasis on a final goal of bringing the library’s status from one of an economic competitor to a deserving equal in the eyes of the academic community. The development of programs and long--term goals for various programs with realistic results in mind are stressed in this timely book. Strategic planning can be an effective managing tool in the midst of uncertainty and constant change. Cooperation, collaboration, and communication are all essentials for reaching this goal, and the authors of the 13 chapters describe in detail past instances in which these were successful. Readers will find that several major themes tie the diverse chapters of this book together, such as becoming successful in applying for limited institutional resources; giving the library’s goals a more prominent position among the members of the campus administration; and using the planning exercise to help the members of the academic community better understand the administrative decision-making process. Written by college and university presidents, campus planners, and librarians, this book clearly outlines the methods and benefits of strategic planning and provides an encouraging picture of what can be achieved when the process is used.

Comprehensive planning has become an essential element in the management of the modern university library. The purpose of this book is to help those now engaged in this important management function by summarizing the history of academic library planning and analyzing its practice in a group of major libraries over the past several decades. The most significant changes confronting academic libraries for the past several decades have been technological, social, and economic. Strategic planning is used as the tool for making these libraries more responsive to their environments and for helping them anticipate and prepare for change. Stanton F. Biddle examines the extent to which strategic planning is being employed, analyzes the planning documents, and develops guidelines for improving the quality of future planning efforts. The volume begins with a discussion of strategic or long-range planning taken from the literature of management and organizational theory. The next chapter reviews the historical development of large academic libraries and the history of the application of contemporary management theories and practices to their administrations through the 1970s. The following chapter focuses on the widespread dissatisfaction with traditional approaches to library management in the 1960s and 1970s. The next two chapters compare library planning source documents, and the final chapter concludes with recommendations.

An indispensible resource for librarians of all roles, the case studies in An Introduction to Staff Development in Academic Libraries demonstrate the necessity and value of integrating the library's mission statement and strategic plan with bold approaches to staff orientation, training, mentoring, and development.

This book examines the questions: how academic libraries provide value-added reference and information services in the digital age. It provides best practices from a global perspective. The book starts by looking at the information needs and info-seeking behaviours of university students and faculty. Then it examines the use cycle: consumer, instruction, and producer. It examines the resource cycle: collection development, instructor, maintenance. What are the essential elements of reference: orientation, instruction, collaborative planning, products? Focuses on information needs and information-seeking behaviours of academic library stakeholders (faculty, students, community) Focuses on technologies: impact on reference and information services (selection, access, interaction, instruction, administration), focusing on the human issues Emphasizes collaborative aspects of reference/info services (with faculty for program/course instruction, with computer services for digital integration, with other libraries for resource

Written by a team of authors with decades of library administration experience between them, this powerful resource enables academic libraries to produce plans that will offer directional guidance to employees while also demonstrating the library's power to meet institutional goals.