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... Scoundrels Day: Promoting Active Learning in Nursing Research through librarian-presented case-based problem solving challenges Chris Bishop, MLS Diane Friedman, MSN, RN BACKGROUND: The goal of this course is to prepare entry level nurses to evaluate biomedical research for incorporation into professional practice. Throughout the semester the NSG 343 Nursing research class receives instruction from both the nursing professor and the medical librarian to locate and evaluate many primary evidence-based resources and concepts. Students learn to use library resources like PubMed, CINAHL, ClinicalTrials.gov, Natural Standard, UpToDate, Lexicomp, RetractionWatch, and QuackWatch. Awareness of scientific peer review, bias, critical appraisal, and predatory publishing are infused into the student inquiry process as they discover, investigate and write about their research interests. However, developing informed skepticism is also an aspect of critical thinking. Scoundrels Day is an advanced class exercise, developed and conducted by the librarian, in which students receive published research papers in class and use their resources to determine what is not as it claims. Using health/research cases, this team classroom activity and lightning presentation allows students to engage and appraise unfamiliar research, using resources, skills and concepts encountered throughout the semester. Using web-based library resources, each team ultimately discovers how a research study, author or concept has been a scoundrel. Take a picture to view the cases & references Scoundrel Case Examples: Green Tea Extract and TV doctors Dr. Oz Unsupported medical advice Citing sources Critical appraisal Retractions Ileal-lymphoid-nodular hyperplasia The false vaccination autism study Retractions Bias Ethics Non-Cognitive Predictors of Student Success: A Predictive Validity Comparison Between Domestic and International Students A randomized trial of facilitated family centered rounds Critical appraisal April fools Citing without reading Literature pollution Reiki Therapy and Neutropenic Patient Convicted felons Preposterous claims of mind power Predatory publishing  ...

... The Social Construction of Sex Goals and Assessments 1. Identify assumptions about sex embedded in their terminology. Assessment: Assess students ability to identify assumptions contained within terminology through their written analysis of the terms collected and through discussion with the class as a whole. 2. Identify particular sexual behaviors normalized in our use of language. Assessment: Assess students ability to see taken for granted sexual behaviors through their written analysis of the terms, small group, and classroom discussions. Articulate alternative discourses on sex. Assessment: Assess students ability to imagine alternative ways to think about and understand sex through the discussion with the whole class. Uses Demonstrate how we use language to construct and normalize views of sex Basic Steps: 1. Tell students that they are going to engage in research. 2. Ask a student to volunteer to document the data gathered. 3. Document the data in the order they are presented. 4. Students to respond to a prompt that that I give them without asking any clarifying questions. 3. Prompt: Tell me all of the different terms and expressions you know for having sex. Since this can catch students off guard, sometimes it is necessary for the instructor to offer the first response. Illustrate the construction of gendered sexual roles. Usage Notes Courses on sex, gender, and sexualities, sociological theory, qualitative research methods, or for any discussion on normalization and discursive construction. Focuses on the discursive construction of sex After collecting the different terms and expressions, I break students up into small groups and ask them to analyze the data on the board. After 10-12 minutes, I bring the class back together to discuss what they found in the terms and expressions for sex.  ...

... ELECTRONIC RESOURCE MANAGEMENT THEN AND NOW: MAXIMIZING EFFICIENCY WITH A SMALL STAFF By Caitlin Balgeman, Marian University and Lynn Colbert, Marian University Introduction Keeping pace with the rapid advance of library technology and electronic services can be both exciting and daunting, especially for libraries with a small (but mighty!) staff. Out of necessity, small staffs often undertake many disparate tasks in order to keep electronic resources running smoothly for users. Because of these constraints, it is useful for small library staffs to take a step back and consider re-organization in order to streamline their processes and maximize staff efficiency. As two librarians of a small staff (one veteran acquisitions librarian, Lynn Colbert, and one newcomer, electronic resource management librarian, Caitlin Balgeman), we seek to explain our current methods of re-organizing our electronic resource management (ERM) responsibilities and workflows in ways that make sense for our evolving library. For each of our three focus areas, we will describe our shifts in practice and list practical ways other small library staffs can re-focus their efforts in order to make the most of their time, and ultimately improve external service by improving internal workflows. Division of labor Electronic resource management has always been a challenge with our small staff. We migrated to a new library management system (LMS) in 2014 and the urgency to create new workflows increasingly became critical. With four full-time librarians and initially no dedicated librarian for electronic resources, we split responsibilities as best we could. The acquisitions librarian purchased the resource and the systems librarian proxied it. If it was a title used by our medical school, our health science librarian would help out. Sometimes the cataloger would get involved depending on the issue. The process changed resource to resource. Predictably, some steps would get missed. In order to properly handle electronic resources, we advocated for our next position to be a dedicated electronic resources management librarian. This allowed us to have a single individual to visit if someone had to troubleshoot an access problem or turn on items in our holdings management tool. Our current efforts in dividing workflows focus on the logical grouping of tasks rather than assignments based on who happens to be the least overloaded at the time. A common feature of librarians, particularly in small libraries, is they wear many hats. While this practice is often a necessity, and cross-training is beneficial, it means everyone can do multiple jobs. However, just because a person can do a task does not mean they should. Currently, our library is taking a step back and looking not at who is capable of various tasks, but where these tasks would fit in a persons overall job description. The advantages of this are many. It means each person can focus their efforts on related instead of dissimilar tasks. It also means if the library needs to hire for any of these positions, they are not in the awkward spot of trying to find a purple squirrel, someone who just happens to have experience in archives and acquisitions and access services, for example, or who would even want to do all of those jobs. Based on our staffs experience with transitioning to having a dedicated ERM librarian, we recommend the following: ERM task clearinghouse: Write down all of the tasks and steps involving electronic resource management that happen in your library and look at who currently does them. As a staff, decide whether these make sense, and what can be consolidated or simplified. Evaluate your job description: Go over the job description you were given when you were hired. Are these tasks actually what you spend your time on? Investigate your institutions process for updating your description if need be; doing so will help your colleagues if you leave, and will help you focus your efforts and explain your value at your current institution. Holdings management Holdings management can be incredibly tricky depending on the vendor. If it is a popular collection, the vendor may have already provided the title list to the LMS provider and access is a simple click of a box. However, when it comes to newer resources, the workflow can be a lot messier. Decisions need to be made to determine if someone should contact the vendor to persuade them to provide their information to your LMS provider or if a KBART (Knowledge Base and Related Tools) file needs to be created by a librarian. Initially for us, KBART files were created by the systems, cataloging, and health science librarians depending on who had the availability at the time. This put unnecessary responsibility and stress on everyone. Communication amongst our small staff is very good, but having more people making adjustments in the knowledge base (KB) means more potential guesswork for the others when trying to troubleshoot or puzzle out what has been done previously. By working to consolidate some of these KB-related tasks under the electronic resource management position, we hope to minimize some of the guesswork and have the ERM librarian become a more primary contact both for users and providers when e-resource issues arise. Document, document, document: Whether it is within your LMS or a simple shared document, make sure to keep track of critical information for each resource from purchase to promotion. This eases the workload transition from multiple people to a single ERM librarian. Seek out best practices: Determine who at your institution has knowledge that should be documented and passed on to an ERM librarian, and look to consortia or other institutions for insight into how to improve resource management. Use this period of change as an opportunity to crowdsource new information and put it into practice. Vendor contacts and troubleshooting Troubleshooting, like other areas, has been handled very scattershot in the past. The resource and time constraints determined who handled troubleshooting. Familiarity and previous contact with a vendor representative also played a role. However, like other issues mentioned previously, some steps were missed. Troubleshooting can require several points of contact with a vendor, either via email or phone or both. If multiple people are working on an issue, there is potential for duplication of work or missed steps along the way. In order to minimize mistakes and create efficiency, assigning certain tasks to an individual is critical. This area is definitely a work in progress. Currently, there are instances where another librarian will still contact the vendor or provider directly about an issue, especially if it is pressing and they have the opportunity to remedy it right away. However, in our new model, other librarians are passing more issues and pertinent vendor information to the ERM librarian in order to foster familiarity with each of the providers and take on the often time-consuming work of monitoring an issue to its resolution. Vendor contact master list: Generate a vendor contact master list, or update your existing list by gathering information from all the librarians who talk to vendors. Divide and conquer: Determine a point person for tasks such as troubleshooting technical issues, purchasing and renewal, etc. Decide if you want these to be under the same person or different people, then stick with your arrangement. It takes time to get used to, but the division will eventually make tasks and jobs simpler. Assessment Assessment of electronic resources traditionally came at renewal time. The library uses a shared spreadsheet of all the subscription resources on it along with cost, downloads, and cost per use. In order to justify a renewal, the cost per use had to be less than the cost to borrow it via interlibrary loan from another institution. It required a lot of pulling data on behalf of the acquisitions librarian and plenty of math skills. However, with the new LMS, there came the promise of being able to cross reference the license to use to have a more streamlined approach to pulling data. While this functionality evolved, we did not have the staff to be able to utilize it to its full potential. Now that our institution has a dedicated ERM position, we are making a more concerted effort to assess the use of our electronic collections, and to make this a combined effort with acquisitions assessment of print material use. Additionally, the ERM librarian is becoming the point person for reporting statistical usage on electronic resources out to our consortium. Because of the clarification of duties in other areas of electronic resources, when it comes to assessment, our library is looking to use these position delineations to simplify combined efforts between acquisitions and ERM. Instead of the acquisitions librarian having to work with multiple librarians to get a clear picture of electronic resource use, we are moving towards a model in which acquisitions can work with ERM and have a solid foundation from which to make renewal and collection development decisions before consulting subject liaisons. Put it on the calendar: Make a plan for regular periods of assessing your collections (ideally, have it coincide with renewals so you can use the data in your decisions). Make this a regular part of your larger electronic resource management workflows. Get to know your LMS: Utilize your LMSs reporting and workflows to streamline data pulling so more time is spent on analyzing the data than collecting it. Conclusion Libraries are constantly evolving as the landscape of technology, resources, and services shifts, and this can be a challenging place for small library staffs to thrive. Certain tasks and planning can fall by the wayside due to time constraints. Even when this is not the case, it is easy to fall into the mentality of I can just take care of this myself, especially for helpful, service-oriented librarians. When undertaking a transition such as ours, there will be growing pains at the beginning where it feels like tasks are taking longer. However, always keep in mind the longterm goals of logical, simplified processes and increased staff efficiency when short-term inconveniences arise. Staying on top of new methods requires librarians to make time for strategizing in order to better organize themselves and therefore better serve their users. Caitlin Balgeman Electronic Resources Librarian Marian University cbalgeman@marian.edu Lynn Colbert Acquisitions Librarian Marian University lcolbert@marian.edu  ...

... The item referenced in this repository content can be found by following the link on the descriptive page.  ...

... Objective I wanted to increase LibGuide usage/awareness. Question: Would placing a shortcut for a medical resource specific LibGuide on first year osteopathic medical students' (OMS-1) university issued iPads lead to an increase in medical resource LibGuide usage?. Background Marian University's COM opened in 2013. Medical library resources are 95% online only -- however there was no specific online access point outside of the undergraduate library's website. I made the decision to utilize the LibGuide platform from Springshare as the defacto website for our medical library. Methods Results Conclusions Placing the shortcut/app on all incoming OMS-1 students university issued iPads resulted in an increase of medical LibGuide usage via the iPad. Additionally, overall medical LibGuide usage (from any type of computer) increased 160%. 4,000 OMS-1 2014 two months no shortcut/tile/app OMS-1 2015 two months with iPad shortcut/tile/app My first step was inserting a small bit of code into our administrative portal on LibGuides. This allowed an iPad user to create a shortcut on their iPad. Future Plans For Fall 2015 there are plans in the works to utilize the OMS-1s university issued iPads to promote more tools and resources from Academic Technology. 3,000 This shortcut created a tile (made to look like a dedicated app) to appear on the iPad home screen. I worked with I.T. department to push out the shortcut to all (OMS-1) university issued iPad home screens. On the surface it seems that placing a well tiled, visually appealing shortcut/app/tile for medical resources directly on OMS-1s university owned iPads increases both the usage of the LibGuide via the iPad as well as the overall usage of the LibGuide itself, possilby through promotion and awareness. Further study outside of usage statisitcs would give us a better and deeper understanding of how library resources are accessed. 2,000 We heavily publicized the app during orientation. Utilized Google Analytics to track operating system and mobile usage of the medical LibGuide. For More Information 1,000 Chris Bishop, MLS Marian University College of Osteopathic Medicine cbishop@marian.edu 317-955-6584 @crbishop Compared the medical LibGuide usage of two consecutive OMS-1 classes over a two month period One OMS-1 class had the app tile on their iPad the other class did not. 0 Overall Statistics from any computer/device Windows Desktop Mac Desktop iOS  ...

... With suspended expectations, interinstitutional digital collaboration has proven a win-win situation. I n fall 2008, a collaborative partnership was formed between the libraries of two Indiana universitiesMarian Colleges (now Marian University) Mother Theresa Hackelmeier Memorial Library, where author Mandity serves as systems/technology librarian, and the University Library at Indiana UniversityPurdue University Indianapolis (IUPUI), where author Johnson is digital initiatives project coordinator. The digital nature of this collaboration would benefit both institutions and result in making a complex digital collection come to fruition. Marian University Plans a Digital Experiment Marian University is a small academic institution in Indianapolis. Though its status as a university is still in its infancy, it has much history as a college since its official founding in 1937. The archives at Hackelmeier Memorial Library contain within its collection By Jennifer Johnson 18 | NOVEMBER 2010 www.infotoday.com COMPUTERS IN LIBRARIES from real challenges to virtual reality: realizing your collection through digital partnership a wealth of information representing the growth of the institution, so it has been a priority of the library to find a way to both preserve and promote that content. One source of such content, a faculty-supervised, student-run publication called The Phoenix (spanning the years 19371981) was designated an ideal object to serve not only as a collection of historical significance but also as a timeline of the institutions development and output. In a time of increased digitization highlighting local content, digitizing The Phoenix seemed a logical though ambitious project to undertake. Hackelmeier Recognizes Its Digital Limitations As anyone who has undertaken such a project knows, digitization requires numerous resources in planning, staffing, and equipment. The publication of The Phoenix and Edward Mandity www.infotoday.com NOVEMBER 2010 | 19 COMPUTERS IN LIBRARIES from real challenges to virtual reality: realizing your collection through digital partnership Digitization requires numerous resources in planning, staffing, and equipment. spanned a period of 44 years, and with roughly seven issues published per year at four pages an issue, an estimated 308 issues containing more than 1,200 pages would need to be scanned. Even before the digitization process could begin, library staff at Marian realized its inadequacy in both available staffing and equipment needed to undertake the actual digitization. At the time of the decision to digitize, the library was staffed by four full-time degreed librarians who, in addition to their assigned areas of responsibility, possessed other rotating duties that ultimately would hinder the necessity of a consistent and devoted oversight of a digital project such as this. Hackelmeier Memorial Library also has at its disposal numerous work-study students employed throughout the academic year. However, the library staff decided that its student employees should not be chosen to participate in the project, particularly due to their own inconsistency of schedules and general lack of experience in scanning, metadata creation, and usage of collection management software. Also, spending the time to train and retrain students in each phase would simply take too long. Ultimately, other alternatives were needed for implementation of the project. Another serious challenge was the lack of available equipment. The biggest obstacle involved obtaining scanning equipment needed for handling the newspapers issues. The Phoenix, an oversized publication with dimensions of 11.75" x 16", proved too large for our standard-sized library scanners with their dimensions of 8.5" by 11.7". Any attempts at partial digitization were considered unprofessional, and the alternative option of purchasing an oversized flatbed scanner, with many models having a minimum price of $10,000, was entirely unfeasible. Furthermore, Hackelmeier Memorial Library belongs to a consortium of small academic libraries (PALNI, the Private Academic Library Network of Indiana) that, while providing member licenses of the digital collection management software CONTENTdm (version 4.3), did not possess when this project began the more current version (version 5). This proved difficult for streamlining the capture of optical character recognition (OCR), an essential functionality when scanning items such as newspapers such as The Phoenix as opposed to the timely manual transcription of text. Without access to newer versions of CONTENTdm containing a built-in OCR extension, specifically version 5, and without the proper staffing assistance, the reality of undertaking a digital project of this magnitude soon seemed overwhelming. In light of Marians lack of staffing and equipment, only two options remained. Without the resources needed, one option would be to apply for a grant. The State Library of Indiana offers library digitization grants. But while certainly helpful, the award of such a grant would not cover the cost of a suitably oversized scanner or address the lack of devoted staffing and the outsourcing of the digitization on 20 | NOVEMBER 2010 www.infotoday.com As a small academic institution, Marian University just did not have the equipment necessary to digitize The Phoenix. IUPUI supplied the oversized scanner needed to accommodate copies of The Phoenix. behalf of Hackelmeier Memorial Library. Initiating the project thereby required a final option: asking for interinstitutional assistance by incentive of a digital partnership. Marian University and IUPUI Enter Into a Partnership Marian University is only minutes from Indiana Universitys Indianapolis campus (IUPUI), which contains Indiana Universitys school of library and information science (SLIS). Asking IUPUI for assistance seemed a logical option to consider. After consultation with IUPUIs Jennifer Johnson, it was decided that IUPUI would undertake the digitization as a special project for its digital library students. Students were introduced to the project details by Marian librarian Edward Mandity. The students were then free to plan and undertake the various stages comprising a typical library digitization project. Initial exercises included creating a mission statement; identifying project management skills needed; and contemplating copyright and usage statements suitable for the collection. Students were then introduced to the concepts and practice of scanning, in terms of progressing through the steps COMPUTERS IN LIBRARIES from real challenges to virtual reality: realizing your collection through digital partnership Three of the Phoenix pages digitized by IUPUI students for creating a complete collection. Specifically, these steps included utilizing IUPUIs scanning equipment and learning digitization best practices set by Indiana state standards. Students were then tasked with creating a metadata schema that was relevant to both Marian University and a general newspaper collection. The students were encouraged to consult with the Marian University librarian as well as Indiana state metadata standards to make sure varying subjects and relevant fields were adequately met. Finally, students were introduced to CONTENTdm, the popular content management system used by both IUPUI and Marian University. Through this platform, students were tasked to implement their consistent metadata schema and template for batch uploading, thereby applying quality control to the collection through a controlled vocabulary. The Partnerships Results Marian gets a digitized collection. In two semesters of work (over the fall 2008 and fall 2009 semesters), 35 students in the S652 Digital Libraries course were able to scan roughly 26 years (19411967) of issues from the total 44 years during which The Phoenix was published. Having completed approximately 60% of the project with the work of two completely distinct groups of students not only scanning material but also coordinating a consistent metadata scheme is an impressive accomplishment. Given time and guided supervision, the potential for undertaking a large-scale collaborative digitization project is a reasonable way to realize the creation of a digital project needing initial momentum. IUPUI student reception. One of the most important achievements of the project, in addition to creating a deliv- erable collection, was to provide digitization students with a real-world experience in a typical digitization project conducted in an academic library setting. In both distinct classes that participated, many if not most of the students were highly receptive to the experience as a whole. Lucy Grogg, a 2009 SLIS graduate, provided encouraging testimony: Participating in the creation of digital images and metadata for Marian University and their Phoenix newspaper was one of the most valuable and meaningful experiences I had as a student. Through interacting with a real customer and actually getting to do the work I was able to internalize the knowledge and information far more effectively than I ever would have through just listening to lectures, reading course material and writing essays. More than that, I was able to be part of a team providing an actual service to a customer while at the same time developing the beginnings of digitization skills. As a result of taking this course I can now when asked in an interview proudly say I did this and it helped [this institution] as opposed to I heard/read/wrote about this and then made a PowerPoint about it. With library job searching now being a cutthroat game any student with an interest in the digital library field who is looking to get ahead would be wise to participate in a project of this type. The benefit of experience earned by the SLIS students, as evidenced in Groggs comments, served not as a latent achievement but rather as a reward for all involved participants within librarianship. www.infotoday.com NOVEMBER 2010 | 21 COMPUTERS IN LIBRARIES from real challenges to virtual reality: realizing your collection through digital partnership It was critical to let the students determine the course of description and presentation. What Did We Learn? Overall, interinstitutional collaboration is a worthwhile option for making cost-prohibitive digital projects able to be realized. The inevitable flexibility of an open-ended timeline and resulting collaborative questions do not negate the positive impact for both institutions participating in the collaboration; indeed, since publishing the collection, The Phoenix has already served as a primary resource for researchers at both institutions. Patience and partnerships. As important as planning is to the whole process of digitization, so too is recognizing the importance of patience with regard to the completion of the project. Given the number of issues to digitize, Hackelmeier Memorial Library was forced to accept an open completion date for the project. Typically, the digital libraries course at IUPUI is scheduled only for the fall semester, meaning that interruptions in the projects workflow would be inevitable. Also, being an introduction to the technical aspects of digitization, it was accepted that the library science students would not rush through the scanning process while learning the various techniques and equipment. Furthermore, the digitization resources held by IUPUIs University Library are continuously utilized for its own time-sensitive and noncollaborative projects, and it was accepted that Marians priority was lower than that of IUPUIs own work. Flexibility helps partnerships succeed. Having flexibility in the metadata creation was extremely important as well. Students were encouraged to research the publication and proceeded to question the librarians at Marian regarding the nature of The Phoenix. Furthermore, in order to fully grasp the concepts of metadata creation and usage, it was critical to let the students determine the course of description and presentation. With an average class size of 15 students, there seemed ample opportunity for debate and research about the schema, yet one important consideration was the deadline factor. Knowing that the metadata phase of the project was but one aspect of the whole process, students forced to collaborate within a team-based digitization project such as this required a consensus on a realistic and definite time frame. With two separate classes participating in the project, it became accepted that scanning methods and, more importantly, metadata creation were subject to increased flexibility in collection structure and timeline. Some Questions Remain This project has brought several collaborative questions regarding ongoing maintenance to the fore. Particularly, housing the collection has provided the participants with a significant issue for consideration. As a way of streamlining the process, IUPUI graciously agreed to perform the digitization and metadata creation as well as temporarily house the col- 22 | NOVEMBER 2010 www.infotoday.com lection, unconditionally, until Marian and, specifically, its consortium (PALNI) is able to host it; Marian University currently links to the collection from its webpage. Several other interesting questions have been raised relating to the housing and editing of the collection: Is it not only feasible but acceptable to have both institutions house and even promote the collection on multiple servers? Alternatively, once completed, would or could the collection serve as a digital sandbox, even if publicly viewable, for future SLIS courses to edit in learning about the digitization process? Will editing eventually be necessary for the collection, and who (from which institution) will be the primary editors? Should the digitization be completed before the collection is shared, if agreed that it is a viable option? All questions are valid and will have to be explored more closely as the projects collaboration progresses. Conclusion Hackelmeier Memorial Library has benefited greatly from the partnership because one of its important historical and cultural manifestations is now widely available for viewing (though not completely finished). Certainly, IUPUI with its school of library and information science is clearly an integral partner, not only providing a virtual space to house the material (however temporarily) but also a cost-efficient working group for developing the project. Furthermore, its curriculum is enhanced by providing a relevant and hands-on experience that many students lack within their courses. In conclusion, with suspended expectations, interinstitutional digital collaboration has proven a win-win situation that, while necessitating ongoing participation in lieu of increased expenditure, ensures productive and realized outcomes. References CONTENTdm Digital Collection Management Software by OCLC. (n.d.). Retrieved from www.contentdm.org. Dublin Core Metadata GuideIndiana Memory Project. (Feb. 8, 2007). Indiana State Library. Retrieved from www.in.gov/library/files/dig_metast.pdf. Johnson, Jennifer. Course Evaluation. S652 Digital Libraries. Indiana UniversityPurdue University Indianapolis. March 18, 2010. Hackelmeier Memorial Library, Marian University. (n.d.). Program of Digital Scholarship, University Library. Retrieved from www.ulib.iupui.edu/digitalscholarship/collections/MCNewspaper. Proposed Digital Imaging Standards and Best Practices. (Feb. 8, 2007). Indiana State Library. Retrieved from www.in.gov/library/files/dig_imgst.pdf. Jennifer Johnson serves as the digital initiatives project coordinator at IUPUI University Library. She was an adjunct faculty member for the school of library science (SLIS, Indianapolis) in 2008 and 2009 and taught the Digital Library course. Her email address is jennajoh@iupui.edu. Edward Mandity serves as systems/technology librarian at Marian University in Indianapolis. He received his M.L.S. in 2007 and can be reached at emandity@marian.edu. Copyright of Computers in Libraries is the property of Information Today Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.  ...

... Consortial Collaboration in the Cloud: An innovative group implementation of web-scale management Lauren Magnuson, PALNI, CSU Northridge Edward Mandity, Marian University Josh Petrusa, Butler University Cynthia Wilson, OCLC Image by: Kate Haskell https://flic.kr/p/3SvhB Overview: The PALNI Web-Scale Migration Web-Scale Migration Goals The Migration Process Rethinking MARC: The Tech Lessons Learned and the New Normal Context PALNI Consortium 23 Private Institutions First Academic Library Group to select WorldShare Management Services Selection Summer 2013 Implementation Fall 2013 Va - Image: http://www.lib.utexas.edu/maps/united_states/indiana_90.jpg Do We Need To Change? Does a system migration necessarily mean sweeping consortial and institutional change? Could it? Image by: Trevor King - https://flic.kr/p/kNidr6  Aleph hosted by ExLibris - shared bibliographic database, separate HOL/Item by libraries Primo installations for each library - all separate and disconnected, but all pulling from same Aleph database SFX installations for most libraries No resource sharing within products, only via ILL, state courier service Advisory Groups at the consortial level to provide some support to library staff Migration Apprehensiveness Syndrome Where We Were Image by: Trevor Bancroft - https://flic.kr/p/oj4fiP Now First Group implementation of WMS - we are all connected via WorldCat Local, each have separate WMS installations Can see group information in Acquisitions Can share licenses, KB collections, vendor information, etc. across group, and across WMS community Consortial borrowing will go live soon Product updates regular, currently highly tied to our needs Image by: fla m - https://flic.kr/p/8kAyRc Analyzing and Deciding: Why? Complexity: specifically of old system, translated into processes, workflows Enhance collaboration: instead of solely kvetching together, share more Reduce cost! Webscale benefits: share with global user community, advantages of support, updates, etc. NO CLIENTS TO UPDATE, CONFIG FILES TO MANAGE = staff roles Bibliographic simplification: Viewing ourselves as partners in a larger network Image by: Troy Tolley - https://flic.kr/p/8nUJMp Change is Hard; Changing 23 Institutions Separately but Together is Harder N a a migration: new support and technological frameworks Hand-holding, clear guidance on what data decisions would mean: Coordinator support Structure of steering committee, main contacts at each institution, support of community resources, previous consortial groups Convincing some that this would be ok despite all the moving parts Helping libraries make GOOD DECISIONS (#leadership) Individual data becoming group data; individual decisions becoming group decisions. Image by : William Creswell - https://flic.kr/p/72euWr Consortial Leadership Image by: Megan West, PALNI Interactions Between PALNI & OCLC Web-scale task forces (pre-implementation) Steering/implementation meetings (weekly) Coordinator meetings (weekly) Cohort meetings (weekly) Office Hours (weekly) Data/KB/Authentication team meetings (weekly - midway) Workflow Analysis meetings Change Management Workshops (2) Circ/RIO task force meetings Individual inst. - progress report meetings IT/authentication meetings Service Config gatherings Implementation: Implications, Expectations What was most important for Marian? Maintaining the timeline to ensure smooth transition Sacrifice granularity for functionality - circulation / reserves Having staff knowledgeable of roles (acq/kb/circ), following implementation progress Tough Choices: Preparation Implementation - a focused effort, a commitment to making some key choices for smooth transition: Retaining LHRs Not retaining MFHDs Committing to LDAP early and notifying IT appropriately, routinely. Migrating/not migrating - item histories, no active loans, no fines, no holds Deleting patrons/items before migrating & upload (weeding!) Commitment to flexibility & patience... Data Migration Overview Information Gathering Data Processing Da a M a Questionnaire Ta Sc a Tab Sa T Pa Authentication C a Da a E ac Ta a Da a L a V ca Image by: Cynthia Wilson https://flic.kr/p/p9JPa Information Gathering Image by: Mark Smiciklas: https://flic.kr/p/cu3jnE Data Migration Questionnaire Allows WMS Implementations to understand your data and plan for the migration process Creates conversation between WMS Implementations and library project leads to discuss potential issues of concern Helps libraries prepare for and understand the migration process Image by: Cynthia Wilson https://flic.kr/p/52qj8F Common Decision Points I 856 B /S a /T porary Records C N E c c Resources G Documents b N L ca Bibliographic Data O R c R a L ca Holdings Records S a Image by: Cynthia Wilson https://flic.kr/p/cdoDpb Translation Tables Location Translation Table o Maps location IDs/codes (shelving locations) in your local system to WMS (holding library code, shelving location and branch) Pa o Ta la i Table Maps patron codes in your current system to patron types in WMS Bill Reason Translation Table Image by: Gonzalo Saenz https://flic.kr/p/7dAWde Scope Statement After the data migration questionnaire and translation tables are finalized: Implementation manager creates scope statement Library approves scope statement Library extracts bibliographic records from legacy ILS and sends records to Batch Services Data Migration Begins Image by: Cynthia Wilson https://flic.kr/p/eLp8p Third Party Authentication LDAP CAS Shibboleth EZProxy Note: WMS currently offers single-source authentication. Ongoing patron loads Tab delimited XML Patron Load Frequency: As often as daily. Image by: Cynthia Wilson https://flic.kr/p/qNkAJ Image by: Neerav Bhatt: https://flic.kr/p/bEd42i Configuration Batchload project set-up Setting up the library as a WMS subscriber o WorldCat Registry o WorldCat Local/Discovery Taking the data from the translation tables and adding it into the system o Patron Types o Shelving locations o Bill Reasons (if loading fines) Data Extraction Transformation Data Load Data Verification L WMS Add appropriate roles and permissions to library staff members V Patron Data V Bibliographic Data V Circulation Data (if applicable) D c aa a or concerns using screen shots and notes E c c a c OCLC Service Configuration, then verify Policies D a begin using WMS Circulation and/or Acquisitions Image by: Pacific Northwest Agricultural Safety and Health Center: https://flic.kr/p/bEd42i Rethinking MARC for E-Content: The Tech Open Refine Rethinking MARC for E-Content: The Tech Print and Electronic serial and ebook records (MARC MFHD records from Aleph) SFX / Link Resolver Activations MARC > KBART CSV (Python) OpenRefine Cleanup: Insert OCLC Numbers; clean field data XML > KBART CSV (XSLT) Upload KBART into the OCLC Knowledge Base MARCkbart.py (Python) if record['245'] is not None: publication_title = record['245']['a'] if record['245']['b'] is not None: publication_title = publication_title + " " + record['245']['b'] github.com/lpmagnuson/marckbart SFX to KBART (XSLT) github.com/lpmagnuson/SFXtoKBART Sample Open Refine Recipes Scenario: Get beginning and ending dates from an 866 summary field string (e.g., 1990-2009) Add C l Ba ed value.split('-')[0] Thi C l For the last number in a range = value.split(-)[1] = More Sample Open Refine Recipes Scenario: Most summary statements start with a v., or contain parenthesis to define date ranges. However, a small subset just give the date range (e.g., 1987-1990). How to find all summary statements that begin with numbers: 1. On the column that you want to filter, choose the column drop down and choose "Text Filter" 2. 3. Enter ^[0-9] and check the "regular expression" box Only the rows that begin with a number will be returned More Sample Open Refine Recipes Situation: Some data from MarcEdit came through that has a leading 0 Edit Cells > Transform Expression = value.substring(1) Returns everything starting with character 1 (all strings start at position 0). If you have multiple characters (e.g., 4) to remove at the beginning of a string, use value.substring(5) XSL for Patron Migration from Aleph Day to Day in the New Normal C a a WMS, ba a c Ma a PALNI : F b ca ( . ., a b ca ), easy item migration Rethinking lending periods, fine policies, notifications and KB settings Transition as upgrade WorldCat Local to Discovery Testing, but not actively promoting holds, waiting on PALSHARE Experimentation with the KB - custom collections, erroneous linking, deactivating problematic OA/subscribed collections Day to Day, Continued Communication hierarchy OCLC Support PALNI-Hub communication Listserv presence / enhancement requests Anticipating student worker / circ confusion Where to scan/search Managing temporary items Overrides, logging in/out (students forget) Policy Mapping - PALNI c c ( c ) a a a Lessons Learned Internal communication Encourage early ownership & experimentation, staff participation E b ac I Utilizing Support: phone / email More documentation (circulation policies) could have prevented some anxiety Trust the coordinators! Working/planning within timeline i i ial gh ch ice all ed for early testing, configuration End Result? A confluence of common needs and interests, resulting in a successful, anticlimactic move to production. B A a a a c b b WMS c a a PALNI vision while reclaiming a clearer glimpse of collections and workflows. Power of the New Tool Changing minds through functionality? Change management; an opportunity for leadership No library is an island, no matter how remote within the state or limited in resources Sharing = good is a difficult concept Abandoning legacy practices a b a ( OK) Image by: Exploratorium - https://flic.kr/p/btPQu1 Telling New Stories We get to do ______ now! Better sharing and ILL - eresources, licenses, etc. Sharing! Advocating with other libraries for updates and development New challenges for new times The whole process demonstrated to all the future of our collaboration W (a !) bac Our future is in the network, in group level work which allows us to appropriately balance effort towards our uniqueness Image by: shredded77 - https://flic.kr/p/4oFezN New Organizational Structure Image by: Megan West, PALNI Working Together. Image by: lollyman https://flic.kr/p/7JYZqT  ...