The Impact of COVID-19 on the Use of Academic Library Resources

The COVID-19 pandemic has greatly impacted higher education, including academic libraries. This paper compares the use of library resources (including interlibrary loan, website and discovery tool pageviews, database use, patron interactions, etc.) at three university libraries before and after the pandemic. The latter part of the 2019 and 2020 spring semesters are the time frames of focus, although two control time frames from earlier in those semesters are used to determine how the semesters differed when the coronavirus was not a factor. The institutions experienced similar patterns of use across many metrics.

Unmediated is the Message: Enhancements to Traditional Interlibrary Loan in a Canadian University

Unmediated is the Message: Enhancements to Traditional Interlibrary Loan in a Canadian University

Unmediated is the Message: Enhancements to Traditional Interlibrary Loan in a Canadian University

Unmediated is the Message: Enhancements to Traditional Interlibrary Loan in a Canadian University

Key Factors for Consortial Success: Realizing a Shared Vision for Interlibrary Loan in a consortium of Canadian Libraries

<p>Purpose</p> <p>The purpose of this paper is to identify the factors associated with the successful implementation of a shared interlibrary loan (ILL) system by the Ontario Council of University Libraries (OCUL), a consortium of 20 Ontario universities.</p> <p>Design/methodology/approach</p> <p>The paper is a descriptive review of the approaches taken in the consortial implementation of OCLC's VDX software. The paper elaborates on the building‐blocks and barriers to success as they were experienced, first by participants in OCUL's centralized implementation activities, and second at the local level by staff at Ryerson University Library, a member institution. Now end users can simultaneously search world‐wide catalogues, submit and track progress of requests, and receive materials rapidly. System functionality includes auto‐mediated interlibrary loans (direct requesting); use of link‐resolver software to transfer citation information from borrowing library catalogues to ILL request forms; and ISO peer‐to‐peer messaging.</p> <p>Findings</p> <p>Post‐implementation analysis reveals several key factors that contributed to the project's success. These include: planning, leadership, financial support, technical support, cooperation, staff commitment, communication, staff‐and end‐user centered focus, training and evaluation.</p> <p>Practical implications</p> <p>This may have broad application for similar complex projects.</p> <p>Originality/value</p> <p>The OCUL VDX implementation has achieved the originally expected economies of scale, service performance improvements and reduction in localized maintenance and system support. However, there have also been several unforeseen benefits such as the formulation and standardization of the OCUL ILL policies, and the development of Canada‐wide consortial reciprocal agreements. At the operational level, staff have had to adjust their management styles and develop confidence not only in their individual skills but also in cooperative thinking, reliance on centralized support, and in the overall system. Throughout the project the objectives have been clearly identified, and, for the most part, enthusiastically adopted, by consortium members. Recognizing that ILL is a service that is in transition, staff now look at business transformation and ways to identify, share and adopt best working practices.</p>

Key Factors for Consortial Success: Realizing a Shared Vision for Interlibrary Loan in a consortium of Canadian Libraries

<p>Purpose</p> <p>The purpose of this paper is to identify the factors associated with the successful implementation of a shared interlibrary loan (ILL) system by the Ontario Council of University Libraries (OCUL), a consortium of 20 Ontario universities.</p> <p>Design/methodology/approach</p> <p>The paper is a descriptive review of the approaches taken in the consortial implementation of OCLC's VDX software. The paper elaborates on the building‐blocks and barriers to success as they were experienced, first by participants in OCUL's centralized implementation activities, and second at the local level by staff at Ryerson University Library, a member institution. Now end users can simultaneously search world‐wide catalogues, submit and track progress of requests, and receive materials rapidly. System functionality includes auto‐mediated interlibrary loans (direct requesting); use of link‐resolver software to transfer citation information from borrowing library catalogues to ILL request forms; and ISO peer‐to‐peer messaging.</p> <p>Findings</p> <p>Post‐implementation analysis reveals several key factors that contributed to the project's success. These include: planning, leadership, financial support, technical support, cooperation, staff commitment, communication, staff‐and end‐user centered focus, training and evaluation.</p> <p>Practical implications</p> <p>This may have broad application for similar complex projects.</p> <p>Originality/value</p> <p>The OCUL VDX implementation has achieved the originally expected economies of scale, service performance improvements and reduction in localized maintenance and system support. However, there have also been several unforeseen benefits such as the formulation and standardization of the OCUL ILL policies, and the development of Canada‐wide consortial reciprocal agreements. At the operational level, staff have had to adjust their management styles and develop confidence not only in their individual skills but also in cooperative thinking, reliance on centralized support, and in the overall system. Throughout the project the objectives have been clearly identified, and, for the most part, enthusiastically adopted, by consortium members. Recognizing that ILL is a service that is in transition, staff now look at business transformation and ways to identify, share and adopt best working practices.</p>

Virtually hired: Why I can’t wait to meet my colleagues after working with them for six months

I interviewed for my dream academic librarian position in July 2020. I was thrilled beyond words to be hired as the nursing librarian for the University of San Diego in August 2020. Yes, August 2020. Yes, during the COVID-19 pandemic. I interviewed, was hired, and began working entirely on Zoom. It has been, and continues to be, a unique and strange experience.I have joined my new colleagues for committee meetings and faculty meetings. I have collaborated with them on our library’s newsletter and on our annual report. I have consulted with some of them on my LibGuides, my instructional videos, and my faculty’s database usage and interlibrary loan statistics. I have done all this sitting at my kitchen table, which, like many of our kitchen tables, has quickly morphed into my work area. I have yet to be in the physical presence of my new co-workers. I engage exclusively with their heads and torsos on my laptop screen. I do not know what kind of shoes any of them wear.