Models of Embedded Librarianship...“The Internet and Google have changed the information...

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Models of Embedded Librarianship

P r e p a r e d a n d P r e s e n t e d b yD a v i d S h u m a k e r a n d M a r y T a l l e y

A n d F r i e n d s

W a s h i n g t o n , D C J u n e 1 6 , 2 0 0 9

Funded by a Research Grant from

Special Libraries Association

2© Shumaker & Talley 2009

Acknowledgements

We wish to thank:

– The SLA Research Committee and its chair, Dr. Eileen Abels

– John Latham, SLA Information Center Director

We would not be able to make this presentation without the essential contributions of:

– Wendy Miervaldis, Part-time Lecturer in Mathematics, Catholic University of America (Statistical Consultant)

– Carla Miller and Acacia Reed, graduate students, Catholic University of America, Research Assistants

Agenda (1)

Introduction– What is Embedded Librarianship?– Why study it?

Research report– Research plan and methodology– Research findings

Recommendations and Conclusions– Success factors– Models of Embedded Librarianship

Agenda (2)

Panel discussion

– Dushanka Keane, Dupont Corporation

– Bob Oaks, Latham & Watkins LLP

– Michele Tennant, University of Florida

What Is Embedded Librarianship? What Are We Talking About?

It goes by many names: clinical librarian, specialist librarian, informationist, liaison, …

the librarian moves out of the library into a customer space …

the customer group pays the librarian’s salary …

, a special relationship is created …

Themes in the literature include:

– Specialization; specialized knowledge, roles, and functions

– Co-location with information users, away from a library

– Funding by a user group

– Shared responsibility for achieving user group’s goals

Our Vision of Embedded Librarianship

Customer Centric not Library Centric

Located in their Workplace not Our Workplace

Focused on Small Groups not Entire Populations

Composed of Specialists not Generalists

Dependent on Domain Knowledge not only Library Skills

Aiming for Analysis and Synthesis not simply Delivery

In Context not Out of Context

Built on Trusted Advice not Service Delivery

Why Study Embedded Librarianship?The traditional library service model is in decline:

“Business leaders think Google is all they need.”--SLA Alignment Project

“46% of students believe they are “very skilled at using the Internet toeffectively and efficiently search for information; 33% believe they are“expert” in this regard”

--ECAR Study of Undergrad Students and IT, 2008

“The Internet and Google have changed the information landscape.Libraries now compete for a share of the information market.”

--E. Stewart Saunders, Reference & User Services Quarterly

...many libraries report a decline in demand for reference services

The embedded model offers a way forward to:

“the quality of information, the efficiency of dissemination, and level of analysis which IPs uniquely provide”

“emphasis on relevance, access and timeliness vs. the packaging and format of distribution”

the skill sets of IPs in terms of better end-products and bottom-line results”

--SLA Alignment Project

Why Study Embedded Librarianship?

And one more thing:

Broad, analytical research on successful implementations is lacking

Somebody needed to do it! 11© Shumaker & Talley 2009

Research Goals

criteria of “embeddedness” for library and information service programs

indicators of success and identify successful (model) programs

data about the practices followed by model programs in initiating, operating, and evaluating their services

recommendations for other librarians 12© Shumaker & Talley 2009

Research Plan: Overview and Timeline

Jan. 08 July 08 Nov. 08 Apr. 09 June 09

Phase 1 Survey:Identify embedded librarians

Phase 2 Survey:Follow-up with embedded librarians from Phase 1

Phase 3 interviews:Gain in-depth understanding from a small number of successful librarians, their managers and customers

Notification of award Final report

Literature content analysis continued throughout 13© Shumaker & Talley 2009

Survey 1 Overview

Survey Sample

10,000: SLA Members

3000: Random Sample

1001 Responses

30% Response Rate

Survey 1: Design

19 Questions

3 Eligibility Questions

278 Embedded

28% of SurveyResponses

Survey 1 & 2 Populations

0 500 1000 1500 2000 2500 3000 3500

Sample

Survey 1 Respondents

Survey 1 Employed

Survey 1 Service Providers

Survey 1 Specialized …

Willing to Participate / …

Survey 2 Respondents

Overview of Findings

Organization and Industry Types

Organization Type Industry Type (5 Largest)

Organization and Industry Types

61% of Academic Respondents provide specialized services (61:39 ratio)

6 of the 17 Industry Types have a larger percentage of special service providers than non-special service providers

Embedded Percentages by Industry TypeOrganization Specialized

Education 59%Financial Services 56%Information Services, Data Processing 54%Technology (Computers and technology) 54%

Biomedical and Pharmaceutical 52%Media 51%

Longevity

of Respondents are in programs initiated 7 or more years ago

30%37% 40%

52% 47% 50% 53%

2 to 9 10 to 24 25 to 99 100 to 499

500 to 999

1000 to 2499

2500 to 9999

10,000+

Total Employees

Organization Size

Large institutions are more likely to offer Specialized Services20© Shumaker & Talley 2009

Describing Embedded Librarians: Knowledge

Embedded Librarians acquire domain

knowledge through continuous

learning, but not always through

formal degrees in a related subject.

Knowledge

Survey 2, Q13, 14

• Post -bachelors degree24%

• Undergraduate degree in a related field

• MLS80%

• Attend classes, conferences in customers’ domain80%

• 5+ years experience50%

respondents did not have a degree in progress and most rated the delivery of services as very successful.

Building Relationships

Embedded Librarians’ build strong

relationships with their customer

groups, generating services and feeding

demand.

Train group members

Meet with senior group members

Collaborate on e-workspace

Attend group’s work-related

meetings

Regular customer meetings re info

Attend domain-related class or

conference

Collaborate with group on work

Services

Embedded librarians combine their expertise in information services with their domain knowledge to provide sophisticated contributions to their customer groups’ work.

Customer Groups reward them with increased demand for services.

Services

Organizational Models

Implementation of embedded

library services programs differs

widely among organization types.

For-Profit: Academic

Academic:more likely to:

For Profitmore likely to:

Academic:more likely to:

For Profitmore likely to:

Provision of Services

Overview of Findings

How Do You Spell Success?

Self-evaluation

Growth

Longevity

1%Very successful

Successful

Neither successful nor UnsuccessfulUnsuccessful

Very unsuccessful

No Opinion

Self Evaluations

Survey 2, Q 37

116 responses

Objective Indicators of Success

Group 1Demand for servicesNumber of services Staffing over time

have all gone up:

11 respondents

Group 2Demand for servicesNumber of services Staffing over time

have all remained flat or declined:

Not so sure …

16 respondents

Significant Differentiators – 1

Marketing and PromotionWord of Mouth advertising*Print Promotional Materials*Formal Orientations**

*Most significant – 1% Level **Significant – 5% Level

To-day!

Service EvaluationMetrics Are Used to Evaluate Services*Financial Measures (e.g. ROI) Are Used*Anecdotes Are Used**Numeric Counts Are Used:

Research Projects*Documents Delivered**Reference Questions**Training Session Attendance**

*Most significant – 1% Level **Significant -- 5% Level

ServicesIn-Depth Research*Competitive Intelligence**Instructional Responsibility shared with faculty** Data Analysis**ILL/Document Delivery**

*Most significant – 1% Level **Significant at 5% Level

Management Support

Organization Management authorization notrequired to initiate specialized services*

Customer manager facilitated integration**

Customer manager provides input to performance review**

Written agreement exists with Customer**

Library manager authorized services**

Continuing education is required**

Conclusions and Recommendations

leadership by library managers is criticalHire librarians who can build strong relationships with their customersLet them learn the organization and the subject domainEmpower them to offer the right servicesBuild alliances with customer managementSupport the work of embedded librarians with:

Effective promotionSystematic evaluationConsistent two-way management communication

The Virtuous Cycle for Embedded Library Services

1. Hire staff who can build relationships

5. Support librarians’ work

• Effective promotion• Systematic

evaluation• Consistent two-way

management communication

2. Let them learn the organization and the subject domain

3. Empower them to offer the right services4. Build alliances with

customer management

David Shumakershumaker@cua.edu

Mary Talleymary.talleygarcia@gmail.com