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SUSTAINING RELEVANCE: Operating a Collaborative, Student Focused Technology Center
| Date post: | 21-Dec-2014 |
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Education |
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SUSTAINING RELEVANCE:Operating a Collaborative, Student Focused Technology Center
In the olde days
The Digital Media Studio provides knowledgeable staff who offer direction to appropriate resources, train users on the use of media applications and collaborate on projects. We
offer the latest digital tools and unique facilities to enable the exploration of rich digital media for learning experiences, collaboration and creative expression. The Digital Media Studio is a welcoming, collaborative space for users of all
abilities, disciplines, levels and interests.
Mission Statement
The Digital Media Studio provides knowledgeable staff who offer direction to appropriate resources, train users on the use
of media applications and collaborate on projects. We offer the
latest digital tools and unique facilities to enable the exploration of rich digital media for learning experiences,
collaboration and creative expression. The Digital Media Studio is a
welcoming, collaborative space for users of all abilities, disciplines, levels and interests.
Mission Statement
Collaborative environment
Roving tech help
Circulating equipment
Brainstorming areas
Lamination, color printing
Research help
Tech coach appointments
Project finishing station
Hardware options
Typewriter
Break It down
Movie Making
DVD Creation
Picture Editing
Presentation
Art/Drawing
Web Design
Screen Capture
Audio Manipulation
Integration
Flickr 3.2011 used with permission by Daniel Schwen
Project Parameters$45,000 budget
(additional equipment support)
Small library systems team- 3 full time
PC only campus
Limited qualified staff- had to retrain
and repurpose human resources
16 week timeline
Defined physical footprint
Project ManagementKey-PaperlessFlexibility Future evaluationComplete policies and procedures
Tools-Modified Gantt ChartTimelinesWeekly summaries
Training
Training Toolkit
Marketing Goals
Our Goals were:
Inform stakeholders and educate them regarding new value added options
Solidify the library’s image and identity
Create positive buzz- invigorate library faculty and staff
How We Did ItFall Kickoff 2010 was a daylong event in which we celebrated our hard work with tours of the new service points. We bowled in the stacks, played find it all. here. bingo, hole-in-one golf and book truck derby. Internal Relations donated food for the day. We ended the event with a paper airplane contest off the top floor of our 72 foot atrium.
Students participated in the amazing race, a scavenger hunt based on the TV show. Each stage of the race informed them of library changes and existing services. The winner of the race won a Kindle.
Faculty Open House
Marketing StrategiesSelect your target audience- Narrow your focus from the larger demographic. (i.e. students, library faculty and staff, university faculty) Choose no more than three groups.
Choose one main event for each user group- Make sure the events are informative, quick and more important, fun.
Create a marketing and event calendar- Start with the day of the event and go back 120 days and begin creating your marketing materials. Begin marketing no later than 60 prior to the event.
Identify a theme that communicates your message- Walker Library had new partnerships and services and we needed a message and a direction that was unified. We created find it all. here.
Make sure all communications from your library contain your theme- Put your message everywhere. This should be a library wide effort.
Pay attention to when your user groups are available- Don’t compete with other community events (i.e. spring break, major football games, holidays)
Take into account the best time & method to communicate with each user group- For example, use social media for student groups and snail mail for faculty, etc.
Get internal staff on board to help sell changes- Communicate with staff early and often. Don’t keep them in the dark and don’t hoard information, and most importantly, don’t assume they know what is new in your library.
Marketing Strategies
Internal Staff Come First
Fall Kickoff
Making Faculty Feel….
Student Empowerment
Connecting with Users
Feedback
Feedback Made Easy
SimpleBuilt in advance
Scheduled Easy to process (no Chi Square)
Immediately applicableEasy to administerCan be reproduced
Quick
Recipe Just for You
Decide what you have to know
Decide what you want to know
User satisfaction levelUser wish listStaff observation of staff model User and staff observed problems or issuesWhat was being used and when
How do users interactHow can our staffing model be used in other areas of the libraryIs the space and services being utilized effectivelyHow can we even more collaborative, where should we grow next?
Circle of life
Observe/Surveystudents & staff
Solutions pollFocusgroup
New procedures & policies
Where we are today
Flickr- 3.2011 used with permission by paola traversa
Where We Are Going
Lessons LearnedKeeping it in house has big rewards
Feedback is critical to sustained relevance and success
Must include users and staff in all phases of project management, launch, training and continual evolution of service
Have a clear vision of what you want to offer and how it will enhance what you already do and tell anyone who will listen- early and often
Don’t underestimate the power of student workers and committed library users
If you say you want feedback be ready to respond to it all, good, bad and weird
Don’t start a program if you don’t have time to continue it
Expect constant change from the beginning
fin.
Contact Information
Christy Groves – User Services SupervisorJames E. Walker Library, [email protected]
Heather Lambert -Emerging Technologies LibrarianDigital Studio ManagerJames E. Walker Library, [email protected]: heatherneptune
