University Libraries

Persistent link for this communityhttps://hdl.handle.net/11299/5436

Historical note: The Libraries have a rich portfolio of collections, services, and public programming. Distributed in 14 facilities with collections including over 6.5 million volumes and a rapidly growing virtual collection of electronic resources, the Libraries provide critical resources in support of the University's comprehensive programs and land-grant mission. The Libraries are an integral part of the campus life and a significant collaborator within the state, national, and international research library communities.

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Browsing University Libraries by Subject "academic libraries"

Now showing 1 - 5 of 5
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    Embracing INTO: Library Plans and Campus Collaboration to Serve an Increased International Student Population
    (Collaborative Librarianship, 2013) Farrell, Shannon L.; Cranston, Catherine L.; Bullington, Jeffrey S.
    Universities are using private recruitment agencies to fast-track internationalization initiatives and realize tuition-based revenue increases. Colorado State University (CSU), with this dual aim of increasing the proportion of international students on campus and generating income via out-of-state tuition, signed a contract with INTO, a British organization that works to recruit international students to attend partner institutions from countries across five continents. International students, although not a homogeneous population, as a whole do bring unique challenges. Our study examined how both campus and the library could prepare for the expected large influx of international students. Seeking to understand the INTO model and the effect it would have on campus, particularly in terms of resource planning, we conducted a series of interviews with INTO staff, librarians at other U.S. INTO institutions, and CSU faculty and staff who would interact most substantially with the INTO population. Various campus departments have made significant preparations to prepare for the growing INTO population, and we identified several steps that the CSU Libraries could take to better serve these students, including enhancing existing services and fostering new campus collaborations.
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    First Year of "Creating a Data Management Plan": A New Workshop Offered by the University of Minnesota Libraries.
    (2012-04-25) Petsan, Beth; Lafferty, Meghan; Johnston, Lisa R
    This poster was presented at the USAIN (United States Agricultural Information Network) 2012 Conference in Minneapolis-St. Paul, MN (April 29-May 2, 2012). The topic is a University of Minnesota Libraries' workshop called "Creating a Data Management Plan for your Grant Application."
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    Participatory and Ethical Strategic Planning: What Academic Libraries Can Learn from Critical Management Studies
    (Library Trends, 2019) Leebaw, Danya
    This paper introduces a subfield of management studies, “critical management studies” (CMS), in order to rethink mainstream management practices in academic libraries, with strategic planning as an illustrative example. Mainstream management models from the corporate sector prioritize efficiency, productivity, and numerical measures for assessing impact. Academic libraries have generally borrowed uncritically from this mainstream management praxis, but how well does this serve our needs, especially when it comes to the most complex issues we face? CMS draws on critical theory to interrogate the methods and goals of mainstream management, with an emphasis on denaturalizing “taken for granted” practices and prioritizing ethics and worker equity. After providing a brief overview of the history and adoption of mainstream management in academic libraries, this paper focuses on strategic planning as an illustrative exploration of CMS principles in an academic library context. Strategic planning is a common managerial practice that has been embraced by academic libraries and generally modeled after mainstream approaches. Yet, CMS scholars contend that traditional strategic planning reproduces workplace inequities and universalizes managerial interests. In this article, I employ ideas from CMS to rethink library strategic planning by opening participation, reframing problems, and embracing our ethical agency.
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    Power and Status (and Lack Thereof) in Academe: Academic Freedom and Academic Librarians
    (In the Library with the Lead Pipe, 2020-09-16) Leebaw, Danya; Logsdon, Alexis
    Academic librarians do not experience full academic freedom protections, despite the fact that they are expected to exercise independent judgment, be civically engaged, and practice applied scholarship. Academic freedom for academic librarians is not widely studied or well understood. To learn more, we conducted a survey which received over 600 responses from academic librarians on a variety of academic freedom measures. In this article, we focus specifically on faculty status for librarians and the ways this intersects with academic freedom perceptions and experiences. Even though all librarians who answered our survey share similar experiences when it comes to infringements on their freedom, faculty librarians are more likely to feel they are protected in their free expression. We find it useful to situate librarians within a growing cohort of “third space” academic professionals who perform similar duties to traditional faculty but lack tenure and its associated academic freedom protections. We argue that more attention needs to be paid in the library profession to academic freedom for librarians, and that solidarity with other non-traditional faculty on campus is a potential avenue for allyship and advocacy.
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    Preparing Our Librarians for the Future: Identifying and Assessing Core Competencies at the University of Minnesota Libraries
    (Association of College and Research Libraries, 2010) Crowe, Stephanie H.; Jaguszewski, Janice M.
    In 2007, the University of Minnesota Libraries developed and administered a self-assessment tool to all liaison librarians and archivists. The purpose of the assessment was to document the liaisons' current knowledge, skills and abilities (KSAs) and map them against the KSAs that are expected to be needed in the future. The gaps were then analyzed to identify professional development opportunities for current staff as well as traits to seek when considering future hires.