To serve these libraries, a library automation system must include a full suite of modules for each aspect of library operation, be able to handle extremely large collections, provide sophisticated features, adhere to library standards, and sustain many multiple users and a high volume of transactions.
The systems selected by these libraries can be considered the best available for large research libraries. Bailey has personal experience with this phenomenon. Current Issue: November A Content Analysis of News Articles on Library-Press Collaboration Mei Zhang, Xiaofei Wei More university presses and academic libraries have started to collaborate in the scholarly publishing field, and it becomes important to investigate how this message of collaboration has been delivered to the academic community, since this community includes both creators and users of scholarly works.
Principle 5. Collections Performance Indicator 5. Sample Outcomes Faculty use resources to support their educational and research needs. Faculty locate data sets needed for their research.
Sample Outcome Faculty choose to deposit their scholarly work in the institutional repository. Principle 6. Space Performance Indicator 6. Sample Outcome Students recognize the library as a welcoming environment. Principle 7. Sample Outcome Library administration participate on campus-wide decision-making committees. Principle 8. Personnel Performance Indicator 8. Sample Outcome Faculty and students consider library personnel sufficient in quantity to meet their research and instruction needs.
Sample Outcome Faculty and students consider library personnel sufficient in quality to meet their research and instruction needs. Sample Outcome Student employees list library personnel as academic and employment references. Sample Outcome Personnel roles align with new library services.
Principle 9. External Relations Performance Indicator 9. Sample Outcomes The community demonstrates its appreciation of the library. The community demonstrates active use of the library. Appendix 2: Benchmarking and Peer Comparison Use and Value of Institutional Peer Comparisons Many academic institutions use benchmarks to identify their strengths and weaknesses in comparison to similar institutions.
An institution may have two peer groups: An actual peer group provides comparable institutions. An aspirational peer group provides institutions that model what the institution aspires to be in the future.
Principle 1: Institutional Effectiveness Number of degrees or other formal awards conferred. Graduation rates. Retention rates. Library expenditures to institution expenditures percentages. Principle 2: Professional Values Number of seats librarians hold on campus committees.
Number of workshops or library consultations offered on issues, such as copyright. Principle 3: Educational Role Participants at group presentations. Per enrolled student. Number of group presentations. Number of information literacy courses for credit. Elective information literacy course for credit. Number of repeat faculty requestors of instruction services. Percentage of faculty who requested instructional services in the past academic year.
Number of information literacy sessions per instructional librarian. Number of courses in which librarians are embedded. Principle 4: Discovery Number of reference questions transactions. By means of asking. By length of time to answer the question. Ratio of reference transactions to student enrollment. Per part-time student. Local use of online guides. Principle 5: Collections Total library materials expenditures per student.
Per full-time graduate student. Total library materials expenditures per faculty. Per part-time faculty. Per full-time faculty. Total library materials expenditures percentages. Materials expenditures to total library expenditures percentages. Collections use per student. Per graduate student. Interlibrary loan. Unique items through WorldCat Local. Type of learning spaces and accompanying technology available to user community. Number of hours open each week during academic sessions.
Number of days open each fiscal year. Gate counts. During extended hours of fall and spring semesters. Library expenditures percentages. Materials expenditures as percentage of total library expenditures.
Other operating expenditures as percentage of total library expenditures. Total operating expenditures per student. Total expenditures per faculty. Principle 8: Personnel Salary and wages expenditures.
Per undergraduate student. Per faculty. Of professional staff per enrolled student. Enrolled students per full-time equivalent FTE staff.
Full-time graduate students per FTE staff. Staffing percentages. Percentage of support staff out of total staff. Support staff salaries. Total staff salaries. Salaries as percentage of total library expenditures.
Professional development funding. UNC University Libraries. NC State University Libraries. Northwestern Libraries. University of Notre Dame Hesburgh Libraries.
The Ohio State University Libraries. Ohio University Libraries. The University of Oklahoma Libraries. Oklahoma State University Libraries. University of Oregon Libraries. University of Ottawa Library. Penn Libraries. Penn State University Libraries. University of Pittsburgh University Library System. Princeton University Library. Rice University Library. University of Rochester River Campus Libraries. Rutgers University Libraries. University of Saskatchewan University Library. Smithsonian Libraries and Archives.
University of South Carolina Libraries. USC Libraries. Syracuse University Libraries. Temple University Libraries. The University of Tennessee, Knoxville, Libraries. University of Texas Libraries. Texas Tech University Libraries.
0コメント