Nylink Appreciation at NYLA

October 29, 2010

The Nylink Advisory Board, SUNY Council of Library Directors, CUNY Council of Chief Librarians, and the NYSHEI Board will be hosting an informal get-together during NYLA to recognize the excellent work that Nylink has performed on behalf of libraries across the state for the past 40 years.  Librarians from all Nylink member libraries are invited to attend.  This will be a great opportunity to express your thanks and appreciation in a casual and relaxed setting.   No speeches, no fanfare, just a comfortable hour of finger food and conversation with current and former Nylink staff.  (Cash bar.)

This event will take place on Friday, November 5th, from 5-6 p.m. in the Fireplace Room at Lillian’s restaurant, located at 408 Broadway in Saratoga Springs.  If your conference schedule permits, or if you can travel to Saratoga on the afternoon of the 5th, we hope to see you at Lillian’s!

For more information, please contact Barbara Petruzzelli, Nylink Board Chair, at barbara.petruzzelli@msmc.edu or 845-569-3601.


Community Colleges & Colleges of Technology Sectors

October 25, 2010

SCLD Community Colleges & Colleges of Technology  Sector Meeting September 30, 2101

Strategic Areas Discussion Items

General Discussion

Two roles of this planning process:

–          Identifying the ways our individual campuses can contribute on some level to the elements of the SCLD strategic plan and the Power of SUNY

–          Developing a 2-5 year SUNY libraries plan that will work for our libraries

The co-conveners pointed out that the SCLD executive board will be responsible for meshing our strategic plan with the Power of SUNY.  It was also noted that there will be many automatic tie-ins with our 2-5 year plan to the Power of SUNY core values.  Our role is to add clearly articulated action items.

Sector members noted that the five strategic items developed in the Wednesday’s strategic planning do not expand our goals into new directions (outside the box) that will break down barriers within the system.  Some felt that the previous day’s discussions were a rehash of issues that have been discussed in the past.  Other members pointed out that an emphasis on the collaborative nature of the strategic ventures provides a justification of buy-in for local administrators.

Examples of recent innovations that already exemplify actions described in Strategic Items:

Item 4 – Leveraging distributed talents to lead and share innovations

  • Campuses sharing best practices for dealing with particular issues related to emerging information formats – TC3’s recent list query on handling e-book cataloging

Item 2 – Develop and implement SUNY library initiatives that benefit multiple campuses

  • SUNYOne project – Centralized purchase-on-demand service that benefits the system as well as individual campuses.

Exploration of the following ideas for developing new collaborative ventures was suggested:

–          Added employment opportunities – centralizing services for some tasks

  • Establish regional  hubs around the state for technical services

–          Develop searchable knowledge base, in a restricted wiki format, to post successes and best practices related to a wide range of services, recognizing that members must contribute as well as consume

  • Link from SCLD word press
  • Use ARL score card as basis to set up bench marks

–          Establish  a recognized scholarly online journal hosted and edited by librarians

  • SUNY-wide and  peer-reviewed
  • Way to help librarians and faculty members get published
  • Recognition of issues related to promotion committees’ recognition of online journals as legitimate scholarly publication venue
  • Possible model, Collaborative Librarianship (Colorado libraries effort)

–          Open Access Textbooks/textbook reserves

  • MIT model of streaming Open Access courses
  • College Open Textbooks Community organizational model

Sector members noted that the group has a tradition of piloting projects that serve as system-wide contributions.  The sector’s role in collaborative purchasing of e-resources with the other sector schools is hampered by differences in funding years.  OLIS and John Schumaker have been instrumental in working through these issues.

Strategic Area #1 – Create one unified vision/voice for SUNY Libraries that takes advantages of our strengths

Sector members emphasized the need for leadership in marketing and advocacy.  The status of SAC, an advisory committee originally established by the Provost to include business, academic and information administrators as well as librarians, was discussed.  Only librarians have been participating in the committee, in effect serving as a subgroup of SCLD.  As the connection to the provost has ebbed, there is movement afoot to fold SAC back into SCLD.

Formerly, SAC met monthly, set deadlines and effectively moved forward on committee objectives.  It seems logical that this group, reconstituted under SCLD, could take on an advocacy role. SAC bylaws support continued inclusion of non-SCLD members.

Actions discussed to invigorate governance structure:

–          Engage and tap into library staff talent to serve on subcommittees (librarians and support staff)

–          Build cooperative relationship with CUNY by establishing a SCLD liaison to CUNY

–          Identify governance group as information source on library issues for higher level administrators to consult when library-related issues are considered

–          Currently many small projects underway among a limited number of campuses

  • no governance structure to sustain and expand SUNY wide
  • lack of SUNY-wide initiative undermines to ability to justify collaborative projects to local administrators

Example of possible projects:

–          Common cataloging services to generate shared bibliographic records and records for e-resources

  • Way to re-energize staff – change in routine

Suggestions for SUNY-wide governance committees

–          Information literacy tutorials

  • education assessment

–          Resource sharing/Collection Services (IDS-like)

  • Relates to strategic area 4 – people working across SUNY to build tools

–          Advocacy, Marketing, PR

  • Establish  SUNY Librarian
  • Establish regional groups
    • Potential for cross-sector communication
    • Way to involve staff

Strategic Area #2 – Develop and implement SUNY library initiatives that benefit multiple campuses…….

Items from previous discussions relevant to this strategic area:

–          Resource sharing/collection services

–          Regionalization

–          Development of searchable knowledge base in wiki format

  • Possible platforms Confluence, PB wiki, Netcipia
  • Drew Urbanek, Chris Rudecoff, and Sarah Weisman to explore options

–          Subject-based collaborative collections

–          Open access journal

–          Collectively funded services (staff) – (ALEPH management-like staff model) – multi-campus funded staff

  • Release time for campus staff or new person
  • Local campus issues to rationalize this approach to local administrators (good item for knowledge base)

–          Shared assessment data/ARL score guide

  • Develop common metrics

–          Instruction

  • Online information literacy tools
  • Address staff and administrative skill gaps

Strategic Area #3 – Develop inspirational leaders

The group stressed the importance of developing leadership at both the service and director levels.  Leadership training opportunities to explore:

–          Mentoring

–          Harvard Leadership Institute for Academic Librarians

–          Local leadership programs – also promotes links into community

–          ARL library management workshops

–          NYLA emerging leaders workshop series

–          Chairs academy – more focused on academics

–          SUNY administrators training

–          Shadowing or staff exchanges

–          Encourage development of leadership programs within SUNYLA

Strategic Area #5 – Capitalize on both traditional and non-traditional partnerships

Time ran out as the group discussed tie-ins with developing partnerships with public and k-12 libraries.

Summary Notes

Ideas for SUNY Plan

  • Knowledge Sharing
  • Link from WordPress to Wiki
  • ARL Scorecard
  • Peer-reviewed, Open – Source Journal
  • Open – Source textbook Model
  • Subject Collections, e.g. Nursing
  • Harness the Power of our Staff
  • Investigate Possibility for Harmonizing Practices, e.g. Common Cat’g Practices
  • Is it Time to Move from Grass Roots Efforts to Formalizing Them?

Governance Structure

  • Assessment
    • Scorecard
    • Resource Sharing
      • Collections
      • Services
      • Marketing, P.R., Advocacy, Branding
        • Tips & Tools @ Various Levels
        • “SUNY Librarian”
        • Regionalize
        • Budgeting/Finances

Develop & Implement SUNY Library Initiatives that Benefit Multiple Campuses

  • Subject Collections
  • Collection Services
  • Open Access Journal
  • Multi-Campus Funded Services (Staff)
  • Knowledge Base Wiki (Drew, Sara, Mary, Chris)
  • Shared Assessment Data & Common Metrics

Develop Inspirational Leaders

  • Mentoring
  • Leadership Institutes
  • Staff Exchange
  • “Chairs” Academy
  • Address skills Gaps
    • For Administrators
    • For the Staff

Colleges of Arts & Sciences Discussion

October 20, 2010

SCLD Colleges of Arts & Sciences Sector meeting

— 3 year plan – make it short and get it done

— problem statement, challenge statement, vision for 3 years of what libraries are and will face

1) create single vision/voice

— base content of vision on goals articulated in numbers 2-5

— re-conceive SCLD and SAC into one new and unified leadership voice that plans and works in support of SUNY libraries, including new membership on the governing board not based on sector representation but instead leadership skills and topical interests

— create task forces to implement the goals of the plan, as well as semi-independent committees that can benefit from unified guidance — collection development, information literacy, marketing, advocacy?

— provide guidance for and consolidate like activities and groups to foster stronger collaborations and efficiency

— make a space for subcommittees to participate in governance and reporting gatherings

— empower the leadership group to make decisions in timely ways that allow for nimble decision making and implementation

— compose leadership groups that must meet quarterly, while task forces meet monthly

2) develop initiatives that support multiple campuses

— main focuses: cataloging, collection development, bibliographic management, digital collections, digital scholarship

— each broken into significant, keenly defined individual projects with clear charges and timelines, including:

— SUNY scholarship and digital collections

— address ebooks — work with vendors to build SUNY-wide collections, and build the bibliographic infrastructure to support them

— plan for use and disposition of bibliographic holdings while considering ILS and discovery needs. single catalog as part of central infrastructure?

— move towards a single bibliographic database for SUNY, based on a SUNY model for shared cataloging services, including financial models and system-wide sustainability

— prepare for system-wide migration to next-generation ILS based on results of above plans and issues

— decrease duplication and increase breadth of both services and collections

— create a new Collections committee that unifies existing initiatives — C4D, university sector collections committee, SUNYOne, subject-based interest groups, etc — and continues those successes under a unified charge

— use successful cross-sector projects as models for creation of new projects

— continue to support and advocate for single sign-on across SUNY libraries

3) inspirational leaders

— assign a task force to consider ways to build leadership talent within SUNY:  use SCLD treasury to support or sponsor librarians to attend leadership symposia, workshops, etc, develop a leadership program within SUNY to support middle managers in libraries, in coordination with CPD’s new certificate programs, SCLD sponsorship of speakers and workshop track at SUNYLA conference

— develop a program to pair new SUNY library directors with experienced mentors

4) leverage distributed talents for innovation

— if we fix issue 1 in re: leadership, then new ideas needing distributed talent will have a clear path and resources for success

— envision ways OLIS might change in coordinating and supporting SCLD’s centralized and distributed initiatives as we make changes to bibliographic control that change the OLIS workload

— consider the role of the OLIS in supporting the initiatives produced by planning and action discussions of the SCLD/SAC leadership

5) capitalize on partnerships

— immediately begin SUNY student council outreach, and maintain regular communications

— create communication, marketing and advocacy best-practices materials that are centralized and shareable, related specifically to the value of libraries

— address vertical communication issues between governing boards and libraries and librarians, and parallel organizations like SUNYLA.

— consider the roles of and potentials of outside groups like NYLA, NYSHEI, 3Rs, etc. (with our one voice), as well as internally to CIO and CAO group.


Sent from my iPad (J. Rogers) 9-30-10 Uploaded to this site 10-20-10


Doctoral Sector Discussion- Fall 2010 Meeting

October 20, 2010

SCLD Strategic Planning
We discussed possible objectives and action steps pertaining to the “plans” that grew out of the facilitated meeting:

1. Create one unified vision/voice for SUNY libraries that takes advantage of our strengths

Objective: Revise the SCLD governance structure. This would include redefining the relationship among SCLD, SAC and SUNYLA.

Action Step: Appoint a Blue Ribbon Panel that would include past presidents of SCLD and chairs of SAC to make recommendations about a new structure. This panel should also include some newer SUNY library directors who could offer
fresh perspectives on governance.

Objective: Encourage affinity-based groups of libraries that would work on projects of mutual interest.

Action Step: Provide time for these groups to meet during SCLD meetings. Perhaps on the second day of the meeting. Instead of sector meetings?

2. Develop and Implement SUNY Library initiatives that benefit multiple campuses…

Objective: Emphasize that these initiatives could be based on interest, programs, sectors, geography, etc. Encourage thinking broadly about the ways in which the SUNY Libraries can develop partnerships and working groups.

Objective: Include oversight of and support for these groups in the new governance structure.

3. Develop inspirational leaders….

Note: Add “and nurture” after “Develop”

Objective: Set up a group to bring appropriate leadership opportunities to SUNY librarians at all levels. These opportunities should also be available to librarians outside SUNY.

Objective: Create opportunities for SUNY library directors to exchange strategies for coping with HR issues, government relations, University counsel, etc.

4. Leverage distributed talents to lead and share innovations

Note: We did not discuss this separately as it seems to be included in #2.

5. Capitalize on both traditional non-traditional partnerships

Note: We did not discuss this separately as it seems to be included in #2.

Community of Science/Thomson/Reuters “indicators”/SciVAL – Andrew and Austin will ask their VP for Research about reports that one or more of these have been purchased at the SUNY level. They will also talk to them about the requirement that PIs include their plans for archiving their data in their NSF grant proposals.

SUNY REACH – Andrew gave an overview of this project which is a partnership among the health science centers and SUNY Optometry to conduct collaborative research projects in 5-6 areas. It has been endorsed by the SUNY Provost. Researchers working these projects want access to the information resources on other campuses. One solution is to give faculty participating in these projects joint appointments. A library content fee might be another.

Weeding/last copy/storage – this would be an example of an affinity group. Do we want to take this to the SUNY Executive Board to establish such a group? This effort could begin with an inventory of storage space at all SUNY libraries or at libraries within a defined geographic area.