Colleges and universities face a variety of pressures. Two pressure points are adjusting to the evolving landscape of higher education and using finite resources efficiently and effectively. Technology-enhanced “flipped” classrooms, the rise of digital scholarship, and a keener focus on assessment are examples of the former. Space, time, money, and staff expertise are examples of the latter. These pressures become even more pointed at smaller institutions. How have academic library and information technology organizations been contributing toward effective solutions? Some have embraced a path toward greater convergence of IT and library services. Has doing so enabled institutions to adjust sooner and more quickly to shifts in our higher education environment? Has it stimulated innovation? Has it helped eliminate duplicative effort?
NITLE Shared Academics seminar leader Terry Metz delves into these questions, explores why and how the work of technologists and librarians is growing more and more similar, and highlights some colleges that have aligned technology and library talent in more integrated ways. Examine the benefits and challenges of converging IT and library services and consider future implications.
NITLE Shared Academics: Examining IT and Library Service Convergence
1. Examining IT and Library Service
Convergence: One Path for
Embracing the Future
NITLE Shared Academics Seminar
Terry Metz, Seminar Leader
March 18, 2014
3. 2014 NITLE Line of Inquiry
How might we increase our environmental
awareness to improve planning and
decision-making and expand our
capacity to adapt in the midst of
continuously changing conditions?
4. Big Assumptions
Managing and coping with change is the
biggest challenge for both IT and library
professionals at our colleges.
IT units and libraries that cultivate and
building strong, collaborative relationships
with one another will find themselves at an
advantage when dealing with
change.
5. Examples of Issues Facing Campus
Information Service Organizations
increasing complexity
some lack of clarity (or confusion) over information
resource management
silos and duplication of effort
pressure from senior leadership to become more
efficient, e.g., “do more with the same and/or less”
shift to “cloud computing”
insatiable expectations
6. If you’re attending this seminar,
are you…
working at an institution that’s already converged
information services
working at an institution that’s begun considering
convergence of information services
concerned or anxious that your institution might
move in this direction
7. Poll: What do we mean by
“IT/library service
convergence”?
a) a wishful-thinking gimmick used by senior administrators to save
money
b) either the IT or library operation becomes subservient to the
other unit
c) all—or nearly all—library and IT services are aligned under a
single leader
d) a plausible result of increased pace of technology adoption—as
well as scholarly publication changes—in higher education
e) a viable option when considering how to enhance service to
students and faculty
f) a fad that’s run its course
8. Comparing Professional Perspectives
IT Issues Panel’s
Top-Ten IT Issues,
2013
Research Planning
and Review
Committee’s
2012 Top Ten
Trends in Academic
Libraries
9. • Leveraging wireless and a growing variety of mobile devices
• Leveraging technology to improve student outcomes
• Developing an institution-wide cloud strategy for better right sourcing
and solutions
• Developing staffing and organizational models to accommodate
changing IT environment and facilitate agility
• Facilitating better understanding of info security; balance between
openness and security
• Funding IT strategically
• Developing sustainable strategy for online learning
• Supporting IT consumerization trends (e.g., BYOD)
• Transforming business processes with IT
• Using analytics to support institutional outcomes
10. • Communicating value with compelling evidence
• Curating data—especially developing standards, institutional
repositories, and cloud-based solutions
• Preservation of digital collections
• Adapting to rise in online instruction as effort to increase higher
education ROI
• IT-driven change
• Accommodating expectations for highly mobile environments
• Normalizing patron-driven e-book acquisition—and subsequent
licensing and e-book lending challenges
• Keeping pace with rapid changes in scholarly communication and
publishing models
• Staffing—hiring, and redeploying and retraining existing staff
• User behavior and expectations of convenience
11.
12.
13. Sampling of Objectives for Embracing
IT/Library Service Convergence
Enhancing capacity to meet needs and expectations
of users in world rapidly transitioning to digital modes of
scholarly communication, teaching, and learning
Improving user experience by providing services more
elegantly, seamlessly
Seeking greater efficiency; streamlining both oversight
and control of expensive tools and resources; reducing
overlap in missions, structures, and budgets
Positioning institution for challenges of an
increasingly digital, technology-reliant future
14. Other Motivations
Resolving serious crisis in one of the organizations
Peer/competitor institutions trying it/adopted it
Using opportunity of vacancy in either the IT leader or
library director positions, or both
15. Potential Benefits of
Converged Approach
Increased alignment with institutional mission and goals
Clearer, sharper focus on users and their overall needs
Nurturing of flexibility, adaptability, and innovation
Greater budget flexibility and more efficient use of
resources
Richer, more forward-thinking professional
development opportunities for IT/library staff
More effective responses to to emerging
technologies
17. Challenges/Other Considerations
Leadership
Maintaining a delicate balance
Incentive primarily to save money, reduce staffing, or trim
numbers of direct reports
Outcome cannot be easily predicted with certainty
18. Sampling of Convergence
Readiness Conditions
Administrative dimension—extent to which
administrative responsibilities, governance
structures, and budgets are merged in ways
idiosyncratic to institution
19. Conditions for Readiness (cont’d)
Physical dimension—ways in which space
for people, services, and functions are
shared, as well as proximity of these spaces
on campus
20. Conditions for Readiness (cont’d)
Operational/collaborative dimension—
extent to which IT and library staff and
leaders already work cooperatively on
projects, share financial resources, and
delivery services jointly
21. Conditions for Readiness (cont’d)
Cultural dimension—extent to which
participants experience significantly
separate organizational cultures, have
evolved understandings about working
together, or are actively developing joint
values, service philosophy, and organic
sense of purpose, and unified/shared
service models
22. Some Ingredients for Success
Senior leaders help campus community understand
rationale/reasons for adopting convergence path
Campus community, especially faculty, understand why
path was chosen and what expected and desired
outcomes might be
Leaders must help staff of existing IT/library units
understand value of integration for that particular
institution–as well as define success
Encourage IT/library staff to visit/consult other
institutions where convergence is succeeding
23. Sample of Locations Employing Converged
IT/Library Operational Approaches
Allegheny College
Bates College
Beloit College
Brandeis University
Bryn Mawr College
Bucknell University
Carthage College
Colby-Sawyer College
Connecticut College
DePauw University
Dickinson College
Hamilton College
Kalamazoo College
Kenyon College
Lafayette College
Lake Forest College
Lehigh University
Luther College
Mount Holyoke College
Middlebury College
Occidental College
Ohio Wesleyan University
Pacific Lutheran University
Rhodes College
St. Lawrence University
St. Norbert College
St. Olaf College
Sewanee: The University of the South
Southwestern University
SUNY Brockport
University of Richmond
Ursinus College (just adopting)
Wellesley College
Wheaton College (MA)
24. CLIR CIOs Group
Informal group of about 25
liberal arts institutions with
merged IT/library service
organizations that routinely
engaging in dialogue about
these issues
25. Thought Experiment
If we could completely redesign a
user-centered information support
model for our colleges, what would it
look like?
27. Some Suggested Readings
ACRL Research Planning and Review Committee (2012) “2012 top ten trends in
academic libraries: A review of the trends and issues affecting academic libraries
in higher education,” College & Research Libraries New, 73(6) (June): 311–320.
Online at: http://crln.acrl.org/content/73/6/311.full (accessed February 6, 2014)
Each trends includes a brief discussion and references to further reading. A
follow up Environmental Scan 2013 document was based on this trends
report. http://www.ala.org/acrl/sites/ala.org.acrl
/files/content/publications/whitepapers/EnvironmentalScan13.pdf
Susan Grajek and the 2012-2013 EDUCAUSE IT Issues Panel (2013) “Top-Ten
IT Issues, 2013: Welcome to the Connected Age,” EDUCAUSE Review, 48(3)
(May/June): 31–57. Online at:
http://www.educause.edu/ero/article/top-ten-it-issues-2013-welcome-connected-age
(accessed February 6, 2014)
Presents top-ten IT-related issues facing higher education institutions.
Frames each issue with discussion and set of strategic questions.
28. Suggested Readings (cont’d)
EDUCAUSE Online Library search results for “IT-library Merger” tag. Online at:
http://www.educause.edu/ero/article/greater-sum-its-parts-integrated-itlibrary-organization
(accessed January 29, 2014).
Provides access to articles, reports, presentations, and podcasts on this
topic.
Chris Ferguson, Gene Spencer, and Terry Metz (2004) “Greater Than the Sum
of Its Parts: The Integrated IT/Library Organization,” EDUCAUSE Review, 39(3)
(May/June): 38–47. Online at:
http://www.educause.edu/ero/article/greater-sum-its-parts-integrated-itlibrary-organization
(accessed January 29, 2014).
Provides brief overview of issues to evaluate before considering a merger of
IT/library organizations.
29. Suggested Readings (cont’d)
Susan Heid Culture Morph: Campus Technology. Chatsworth, CA: Campus
Technology, June 1, 2007. Online at:
http://campustechnology.com/articles/2007/06/culture-morph.aspx (accessed January
30, 2014).
Offers brief overview of possibilities made available through library/IT
collaboration.
Arnold Hershon (1998) “Integrating computer and library services: an
administrative planning and implementation guide for information resources,”
CAUSE Professional Papers Series #18. Boulder, Colorado: CAUSE. Online at:
http://www.educause.edu/library/resources/integrating-computing-and-library-services-administra
(accessed January 27, 2014)
Although published 16 year ago, many of the basic topics discussed and
considerations raised remain relevant today.
30. Suggested Readings (cont’d)
Christopher D. Barth (2011) Convergence of Libraries and Technology
Organizations: New Information Support Models. Chandos Information
Professional Series. Oxford: Chandos.
http://www.woodheadpublishing.com/en/book.aspx?bookID=2098&ChandosTitle=1
This is the best single comprehensive, published source on this topic.
32. Graphics Credits
All graphics from the Noun Project thenounproject.com
•Slides 1, 6, 31 – Jeremy J Bristol http://thenounproject.com/term/merge/11510/
•Slide 2 – Michela Tannoia http://thenounproject.com/term/book/25335/
•Slide 3 – NITLE http://www.nitle.org
•Slide 4 – Pieter J. Smits http://thenounproject.com/term/library/6857/
•Slide 5 – Thomas Uebe http://thenounproject.com/term/microchip/4955/;
Piotrik Chuchla http://thenounproject.com/term/graph/21531/
Brady Clark http://thenounproject.com/term/square-peg-round-hole/27142/
Andrew Forrester http://thenounproject.com/term/cloud-computing/2567/ (and Slide 11)
•Slide 7 – Ariel Liu http://thenounproject.com/term/poll/14229/
•Slide 8 – www.educause.edu and www.acrl.org
•Slide 7 – Ariel Liu http://thenounproject.com/term/poll/14229
•Slide 8 – Michela Tannoia http://thenounproject.com/term/book/25335
•Slide 11 – Simple icons http://thenounproject.com/term/chart/31051/
OCHA Visual Information Unit http://thenounproject.com/term/analysis/4187/
Duke Innovation Co-Lab http://thenounproject.com/term/mooc/27476/ (and Slide 12)
Leonard Ellom Quist http://thenounproject.com/term/change/26326/
33. Graphics Credits (cont’d)
• Slide 12 – Luis Prado http://thenounproject.com/term/money/11012/; OCHA Visual Information Unit
http://thenounproject.com/term/staff-management/4185/; San Salido Martinez
http://thenounproject.com/term/devices/23601/; Venkatesh Aiyulu http://thenounproject.com/term/wireless/6036/
• Slide 14 – Jakob Vogel http://thenounproject.com/term/evolution/3985/
• Slides 15 & 16 – SuperAtic Labs http://thenounproject.com/term/puzzle/22586/
• Slide 17 – Juan Pablo Bravo http://thenounproject.com/term/heavy-load/26964/
• Slides 18-21 – Hrag Chanchanian http://thenounproject.com/term/check-box/876/
• Slide 18 – Hubert Orlik-Grzesik http://thenounproject.com/term/gears/16876/
• Slide 19 – Michael V. Suriano http://thenounproject.com/term/museum/9491/
• Slide 20 – Duke Innovation Co-Lab http://thenounproject.com/term/collaborative-learning/27467/
• Slide 21 – Baruch Moskovits http://thenounproject.com/term/collaborate/30964/
• Slide 22 – Juan Pablo Bravo http://thenounproject.com/term/mountain-climbing/14893/
• Slide 24 – CLIR logo http://clir.org
• Slide 25 – Rediffusion http://thenounproject.com/term/question/29387;
Qing Li http://thenounproject.com/term/add-template/13005/; http://thenounproject.com/term/layout/13009/; http
://thenounproject.com/term/layout/13008/
• Slide 26 – Daniel Llamas Soto http://thenounproject.com/term/enigma-box/37899/
34. Graphics Credits
All graphics from the Noun Project thenounproject.com
•Slides, 1, 5, 33 – Jeremy J Bristol http://thenounproject.com/term/merge/11510/
•Slide 3 – Pieter J. Smits http://thenounproject.com/term/library/6857/
•Slide 4 – Thomas Uebe http://thenounproject.com/term/microchip/4955/;
Piotrik Chuchla http://thenounproject.com/term/graph/21531/
Brady Clark http://thenounproject.com/term/square-peg-round-hole/27142/
Andrew Forrester http://thenounproject.com/term/cloud-computing/2567/
•Slide 6 – Rediffusion http://thenounproject.com/term/question/29387
Qing Li http://thenounproject.com/term/add-template/13005/;
http://thenounproject.com/term/layout/13009/; http://thenounproject.com/term/layout/13008/
•Slide 7 – Ariel Liu http://thenounproject.com/term/poll/14229
•Slide 8 – Michela Tannoia http://thenounproject.com/term/book/25335
•Slides 10 & 11 – Venkatesh Aiyulu http://thenounproject.com/term/wireless/6036/
Simple icons http://thenounproject.com/term/chart/31051/
OCHA Visual Information Unit http://thenounproject.com/term/staff-management/4185/
Ugur Akdemir http://thenounproject.com/term/lock/1559/
•Slide 17 – Jakob Vogel http://thenounproject.com/term/evolution/3985/
•Slide 18 – SuperAtic Labs http://thenounproject.com/term/puzzle/22586/
35. Graphics Credits (cont’d)
All graphics from the Noun Project thenounproject.com
•Slide 20 – Juan Pablo Bravo http://thenounproject.com/term/heavy-load/26964/
•Slides 21-24 – Hrag Chanchanian http://thenounproject.com/term/check-box/876/
•Slide 21 – Hubert Orlik-Grzesik http://thenounproject.com/term/gears/16876/
•Slide 22 – Michael V. Suriano http://thenounproject.com/term/museum/9491/
•Slide 23 – Duke Innovation Co-Lab http://thenounproject.com/term/collaborative-learning/27467/
•Slide 24 – Baruch Moskovits http://thenounproject.com/term/collaborate/30964/
•Slide 25 – Juan Pablo Bravo http://thenounproject.com/term/mountain-climbing/14893/
•Slide 27 – CLIR logo http://clir.org
•Slide 28 – Froz http://thenounproject.com/term/meeting/28970/
Daniel Llamas Soto http://thenounproject.com/term/enigma-box/37899/
Hinweis der Redaktion
Thank you, Georgeanne. Welcome everyone. We’ll spend our time today exploring how some NITLE-like institutions have chosen to provide information services to their students, faculty, and staff in a non-conventional way. That way is to converge IT and library resources and services into a single administrative unit. The goal is to achieve more effective outcomes than when these two units operate separately.
One of the reasons this topic interests me is because for nine years I led at effort at Wheaton College, Norton, MA to combine the services of IT (including what was then referred to as administrative computing, academic computing, media services, the language lab, and the library) into a single administrative unit that was collectively more optimally aligned with the strategic needs of the college than these various service units may be been able to accomplish independently.
IT/library service convergence is referred to with a variety of terms. Do any of have other terms you think might be added to this list?
As many of you may already know, NITLE decided to focus its energies along five “lines of inquiry” in 2013-2014. Last fall NITLE’s executive director, Michael Nanfito, contacted me and asked whether I might offer a Shared Academics seminar on the topic of my choosing that addressed one of these lines. That invitation evolved into the seminar you’re attending today. I selected the topic of IT/library service convergence and decided it was best aligned with the line of inquiry you see on this page.
Emphasize:
Planning
Decision-making
Expanding capacity to adapt amidst continuous change
When I consider the topic of IT/library service convergence at liberal arts colleges, I do that within the context of two conditions that I’m referring to today as “Big Assumptions.”
There are two things that many of us working in IT and libraries would give an arm and a leg for:
First, wouldn’t we love to have a magic lever, dial, button, or switch that would make the rate of change slow…or even stop…for a while?
Second, wouldn’t it be marvelous if we had a crystal ball that could predict with some level of certainty exactly where the world of information service provision will evolve over the next decade or so?.
So one of the assumptions I work under is that change for IT/library professionals will be perpetual during our professional work lives.
Besides the overall rate of change, we could collectively probably come up with another two dozen or so pressing issues that those of us in IT and libraries are also trying to improve. I’ve listed just a few of them here.
I’m willing to wager than each of you can identify a time when at least one, if not more, of these factors influenced an information services decision or action in some way at your institution.
As email and other information services migrate to the cloud, colleges’ information-technology employees are spending less of their time running complex in-house systems and more time helping faculty members and administrative colleagues—as well as students—make the most of services provided by companies like Google. That shift sets a higher premium our “softer skills” in communication, consulting, and project management.
That’s one finding of a recent EDUCAUSE report, “Today’s Higher Education IT Workforce,” that was based on a survey of more than 2,000 people by EDUCAUSE the education-technology organization. I’d be willing to wager that there is a similar transition occurring in some of our libraries, too.
Now that I’ve set some context for the topic of service convergence, I’d like to ask members of today’s audience what motivated them to attend. Let’s take a minute for some of you out there to share with the group. Do any of the three motivations listed on this slide describe you?
Thanks to those who provided feedback to that previous question. Now I’d like to take a minute for you to participate in a flash poll that I hope will give us some collective insight about perceptions of of IT/library service convergence.
Thank you; now let’s consider and discuss for a moment.
Because I believe many of the challenges facing IT and library organizations on our campus have much in common, I thought it would be an interesting exercise to compare what two of our professional associations consider are the most pressing issues or trends among their respective memberships. I asked myself would their be some overlap in what these two professional associations discovered.
Make note that the 2014 version of the EDCAUSE checklist will be published next month in the EDUCAUSE REVIEW.
The EDUCAUSE report appear annually each spring in the March/April issue of the EDUCAUSE REVIEW. The 2014 list will be published next month. Give time for audience to read and react…
These items are listed in rank order.
For those in IT, does this list seem to ring true in your experience? Does the ranking seem reasonable?
These items are not listed in rank order.
For those in libraries, does this list ring for you? Does the ranking seem reasonable? Which might you rank nearest the topic if your were to prioritize them?
Mention the ACRL Environmental Scan 2013 document
HIGHLIGHT:
Funding efficiencies
Staffing
Convenience, particularly access and mobility
Online learning/flipped classrooms (really?)
Links between access to scholarly information and improved student outcomes?
In addition to the potential areas of similarity/overlap we can see in these EDUCAUSE and ACRL reports, there may be other motivations for embracing greater IT/library service convergence. Here are a few examples.
SOME ADDITIONAL COMMENTS:
Users don’t find it easy to distinguish clearly between the tool and content, and they can be confused about whom to consult for help in accomplishing their work.
Much confusion can be resolved by blending the operations of the IT help desk and the library reference desk; by collocating IT and library functions in a single campus location (often the library); by undertaking integrated visioning and planning; and by fostering joint instruction programs for students and faculty; and by designing new professional positions that combine the expertise of librarians and technologists
Putting academic technologists’ offices in the library augments the library’s capability of meeting a continuous need—promoting library services and resources. Academic technologists who become more familiar with the library’s digital resources become another pool proselytizers for library services, especially with faculty.
COMMENTS: It’s rare to have converged organizations formed organically from within the IT and library organizations themselves.
Sharper Focus:
analyzing user’s service needs
providing consulting and technical assistance
designing and using networked resources
developing training tools and documentation
instructing students, faculty, and staff in all of the above
retraining IT and library staff in new technologies and developing new skill sets
Innovation: (1) Kenyon College experiment with Information and Technology Consultant model, and (2) Steven Bell’s Blended Librarian model
Sharper Focus:
analyzing user’s service needs
providing consulting and technical assistance
designing and using networked resources
developing training tools and documentation
instructing students, faculty, and staff in all of the above
retraining IT and library staff in new technologies and developing new skill sets
Innovation: (1) Kenyon College experiment with Information and Technology Consultant model, and (2) Steven Bell’s Blended Librarian model
If saving money is the leading motivator for change, this nearly always leads to downward spiral in service quality and IT/library staff morale—which can quickly become debilitating.
Real ROI is achieved in longer term, through more efficient use of resources, increased capabilities, and cost avoidance.
[GRAPHIC: If possible, it would be nice to be able to display both a checklist and administrative graphic image log on this page.]
[GRAPHIC: If possible, it would be better to be able to display only graphic images on this page., i.e., to make comparison verbally combined with graphic symbols?]
Administrative integration encourages more shared information, coordinated planning, and joint approaches to decisions, with heads of separate information units reporting to same person.
Should CIO report to Provost, CFO, or President?
[GRAPHIC: If possible, it would be nice to be able to display both a checklist and physical dimension graphic image log on this page.]
With increased physical integration, campus community can be offered services more seamlessly regardless of ways in which IT and library organizations are otherwise combined
[GRAPHIC: If possible, it would be nice to be able to display both a checklist and collaboration graphic image log on this page.]
Often has greatest impact on “middle” of converged organization, especially overlapping public-service domains of each (e.g., IT help desk and library reference, instruction and pedagogy, classroom support, planning for public and other learning spaces, virtual services)
[GRAPHIC: If possible, it would be nice to be able to display both a checklist and administrative graphic image log on this page.]
The management expert, Peter Drucke, famously said that culture eats strategy for breakfast. If strategy is for breakfast then your structure is for lunch. Culture will overcome any structural chart or any reorganization.
Variations of the three challenge factors and the interplay of the four dimensions of readiness vary considerably from campus to campus. Campus leaders need to understand and explore these principles through amply discourse before making a decision on where and how best to integrate, and they then need to adapt and tailor the principles appropriately to the local setting
Awareness of these dimensions helps to understand:
nature of potential for integration
where most fruitful possibilities might reside for leading the effort
overall likelihood for success
[GRAPHIC: If possible, it would be nice to be able to display both a recipe or ingredients graphic image log on this page.]
[GRAPHIC: If possible, it would be better to be able to display only graphic images on this page., i.e., to make comparison verbally combined with graphic symbols?]
Why consultant might be helpful:
Additional professional development opportunities might be needed in areas of change management, appreciative inquiry, cultural change, or leadership training
NOTE: Nearly all of these ingredients require action from campus senior leadership…
With ineffective leadership or inappropriate leadership (i.e., leadership that doesn’t match the needs and culture for that particular organization and institution) dysfunction is a likely result.
Ultimately, it’s whether a professional defines himself or herself and their work around what they do, rather than how they do it, that determines their ability successfully navigate cultural change in the information services profession.
Professional boundaries must be porous.
Bad: What become most important is “what” one does, not “why” one does it. When attempting to foster change in an organization, the more individuals who can define themselves around “why” they do what they do, the easier the change management process will progress. Individuals who instead spend their time defining themselves by “what” they do will inevitably have a difficulty transition to make, and more often than not will also make the transition difficult for others around them. Defining professional identity around “why” is not a natural path to choose. A key to growing and nurturing this important perspective is intentional leadership and mentoring—perhaps the most critical piece of staffing in a converged organization.
Institution must be willing/able to acquire necessary assistance for integration efforts (e.g., retaining consultants trained in organizational development and redesign)
This is not a comprehensive list. It reflects both current and previous NITLE members, as well as a few other institutions.
Group member representatives—known as the CLIR CIOs—first met in May 2002 at CLIR’s invitation.
Some important concluding questions about IT/library service convergence:
Has doing so enabled institutions to adjust sooner and more quickly to shifts in our higher education environment?
Has it stimulated innovation?
Has it helped eliminate duplicative effort?