Librarian in Residence@ Deakin University

Clare O’Dwyer, Library Faculty Manager Bus &

Law,

Times have changed for Library Services

Faculty of Business and Law Librarians

Librarian in ResidenceMarketing Goals

• Raise Academic staff awareness of library services

• Enhance the Library brand within the Faculty through the consultation experience of professional Librarians

• Provide responsive personalised service

• Raise Academic awareness of library technologies

Strategic Planning

• Library 2012 doc @/www.deakin.edu.au/library/about/index.php

• Annual Library Action Plan key outcomes to support Teaching/Learning, Research, Internationalisation

• Library aligns with Uni Stategy

www.deakin.edu.au/library

SWOT Analysis Liaison Service

• Strength – Service strengths include ‘no-cost’ extra resource 5 FTE Librarians with extensive experience navigating complex databases, strong customer service

• Weaknesses – Not being located within the faculty and low esteem “…not regarded at Academic equals…” Disconnection from the faculty and incidental opportunities to consult.

SWOT Analysis

• Opportunity – Faculty of Bus + Law is time poor and research assistants are not highly regarded. Academics must increase research output and need assistance.

• Threats – Resistance of Academic staff to consider asking a librarian for assistance, Librarians NOT able to support Academic needs

Library Strength – DYNAMIC accessible collection

www.deakin.edu.au/library

more desktop computersmore desktop computers

free wireless browsingfree wireless browsing

access the access the library catalogue from your library catalogue from your mobile phonemobile phone

PEST Analysis – Set Direction

• Political – Bradley review Academic accountability

• Economic – Financial pressures such as reduced international student enrolments place pressure on library budgets

• Social– Economic downturn can increase students as workforce goes back to reskill

• Technology – E books, new online content and i Pads pressure more staff development to ensure quality service

www.deakin.edu.au/library

Stakeholder Segmentation

Internal - LibraryInternal – Faculty

Business and LawTransition Audience –

Admin staff, Academic staff by location

External – Peer Libraries, External partners, ALLA

Communication Plan – Key Messages

• The Business and Law Librarians are in residence once a week in the B+L Faculty (when, where and how) @ Burwood

• Which Business and Law Librarians are consulting once a week and when they will be available, how to book a time and drop in.

• Services include setting up alerts, biblio-metric tracking, how to publish into the research repository, research solutions, book/report/online purchasing, ENDNOTE and database training etc.

.

Marketing Mix – Structure for promotional success

• Product – Personalised library service

• Price - No perceived cost

• Promotion + Place + Processes – Robust Communications plan many channels

Marketing Mix – Structure for promotional success

• People – Enhances the relationship between Faculty and the Library

• Physical Evidence – The Library building is not located withing easy reach of the faculty

Evaluation

• Weekly two way feedback to the Associate Dean of Research

• Bi-monthly feedback to the faculty board meeting chaired by the Dean

• Each trimester recording ‘success stories’ and reviewing feedback offered by clients

• Annually the University Librarian meeting on a one to one basis with the Heads of School and Dean of the Faculty of Business and Law to review Liaison librarian performance

www.deakin.edu.au/library

Indicators of success

100% Increase in Business and Law Liaison inquiries in last 12 months – approx 10,000 pa

Subject guide usage has increased 300% in some bus disciplines – 68,000 hits by Jul 2011

Invitations to review courses, co author books/articles and present lectures

References

• Kotler, N, Kotler P and Kotler W. 2008, Museum marketing and strategy: designing missions, building audiences, generating revenue and resources, 2nd edn, Jossey-Bass, San Francisco.

• McGuinness, C. 2006, ‘What faculty think-exploring the barriers to information literacy development in undergraduate education’, The Journal of Academic Librarianship, vol. 32 no.6, pp.573-582.

• Rentschler, R and Gilmore A. 2002, ‘Museums: discovering services marketing’, International Journal of Arts Management, vol. 5 no. 1, pp.62-72.

• Weiner, S. 2009, ‘The contribution of the library to the reputation of a university’, The Journal of Academic Librarianship, vol. 35 no.1, pp.3-13.

• Library 2012 doc @/www.deakin.edu.au/library/about/inde.php

• Annual Library Action Plan key outcomes to support Teaching/Learning, Research, Internationalisation

• Library aligns with Uni Stategy