From The Libraries
Information is all around us these days, with so much available on the Web. It is fair to raise the question of the role of the academic library in this new world of electronic access to the printed word. In fact there is a very clear role for the academic library. Not only does the library continue to provide access to traditional and still important sources of knowledge, but the library now plays a very important role in helping people to navigate through the vast array of material of varying levels of quality and completeness that can be reached electronically.
Because of this new information landscape, the MIT Libraries have recently been taking a serious look at their services. With the goal of making the Libraries more responsive to the needs of the MIT community, the Public Service units – all divisional and branch libraries as well as the Institute Archives and Document Services – recently completed a major review and are now implementing changes and improvements. The underlying principle is that a place of MIT’s caliber requires world-class library services. Providing this service requires a user-centered philosophy that is shared by staff at all levels.
Other related goals that emerged during this process include the creation of an environment in which staff understand the paramount importance of being knowledgeable about the information needs and use patterns of members of the MIT community, and the creation of an overall sense of the MIT Libraries that transcends the many individual units around the campus and leads to a better sharing of resources to deliver consistently high quality services.
In order to accomplish all of this, it has been important to seek ways to create a more flexible organization capable of responding rapidly to change and to the needs of those who make use of the Libraries. It is also important to find ways of developing skills and enthusiasm so that library staff at all levels will take the initiative and will make on-the-spot decisions to ensure timely service.
Ginny Steel, associate director for public services, has initiated and led this Public Services Redefinition Process throughout 1998 and its implementation in 1999. The process made use of the spring 1998 library survey of undergraduate and graduate students as well as input from the Faculty Committee on the Library System and other faculty suggestions and comments. A series of task forces, composed of library professional and support staff, developed a values statement, a list of service priorities, recommendations for improved organizational structure, methodologies for measurement and assessment, and mechanisms for achieving effective communication within the organization.
The values statement speaks of the MIT Libraries as a learning community within learning communities, and the desire of the staff to offer excellent services and to make the MIT Libraries easier to use. Services include: providing well-chosen and well-organized collections – both print and electronic – as well as convenient access to materials not held at MIT, instruction in information literacy for both current and future needs, and the collecting and preserving of unique materials produced at MIT. Also in the values statement is the intention that the organizational culture within the MIT Libraries will encourage creativity, innovation, flexibility and a dynamic attitude toward work and change.
A number of priorities were identified; these are gradually being introduced as new or enhanced services that will be announced as they become available. Some of these priorities are self-service book circulation, Web access to library instructional materials, improvements in library space and equipment, and providing a clearer and more content-rich Libraries’ Web site.
Three major structural changes are now taking place as a result of the redefinition process.
One of the Redefinition task forces investigated methods of measuring library service quality. The group also sponsored several programs for library staff to learn about these methods, and, more important, to learn about developing "a culture of assessment" – a continuous process of obtaining qualitative and quantitative feedback on service quality and then finding ways to improve service. In order for this culture of assessment to work, it is necessary for staff to understand and to participate fully in the process. One of the ways in which this effort will move forward in the Libraries is to have a member of each of the functional groups (for example, Instruction) who takes the lead in developing ways to measure the success of that particular function. Another aspect of assessment is the need to develop simple but effective methods of collecting and analyzing data.
The job of carrying through many of the recommendations of the Public Services Redefinition is being handled by the Implementation Leadership Group; co-convenors are Deborah Helman of Barker Engineering Library and Michael Leininger of the Rotch Library (architecture and planning). Leininger comments, "The MIT Libraries are embarking on a long-term change in focus. We are re-organizing ourselves and streamlining our structure and our internal processes, with the library user in mind. As a result of these changes, we believe that clearer and more consistent policies will enhance ease of use in the various library units at MIT."
What are some of the enhanced services that are under consideration or in the planning stages for 1999-2000?
New and enhanced services will be announced as they become available. Watch this "From the Libraries" column, as well as information at the libraries and on the Web for updates during the coming academic year.