170 · Representative Documents: Program Evolution
CORNELL UNIVERSITY
Strategic Objective III.1 Formalize the Network of Library Liaisons… Appendix 2
11
The following general insights and recommendations emerged from the discussions with library
directors and outreach coordinators:
• The success of our liaison efforts depends on resources, but also on a chemistry between the
department/program and the liaison
• Resources among libraries vary
• Being in the building where the college is makes liaison much easier
• While everyone uses CountIt, only Management is piloting a Customer Management System.
• There is a feeling that not enough information is provided for liaisons on library-‐wide initiatives.
• Leverage resources across the system to ensure liaison sustainability (e.g. Olin and FA, Mann
and Vet)
• Collaborate with other functional units (e.g. DCAPS, Metadata Services, IT) to create a
production line behind public services liaison activities
• Provide a consistent level of liaison engagement across the system that is customized for the
local audience
• Formalize the liaison program based on department and program affiliation but also on subject
areas
• Provide a “best-‐practices” blue-‐print for liaisons
• Provide training for liaisons and encourage them to increase subject expertise and knowledge of
departments
• Provide regular information on library-‐wide initiatives for liaisons
• Leverage expertise in areas that span subjects more effectively (e.g. RMC, GIS, data curation,
visual resources)
• Make time for liaison activities and make this activity a priority
• Specify expectations, make liaison activities part of the performance dialogue, provide measures
of success
• Provide a forum to share the information both with staff in the units and across the system
CORNELL UNIVERSITY
Strategic Objective III.1 Formalize the Network of Library Liaisons… Appendix 2
11
The following general insights and recommendations emerged from the discussions with library
directors and outreach coordinators:
• The success of our liaison efforts depends on resources, but also on a chemistry between the
department/program and the liaison
• Resources among libraries vary
• Being in the building where the college is makes liaison much easier
• While everyone uses CountIt, only Management is piloting a Customer Management System.
• There is a feeling that not enough information is provided for liaisons on library-‐wide initiatives.
• Leverage resources across the system to ensure liaison sustainability (e.g. Olin and FA, Mann
and Vet)
• Collaborate with other functional units (e.g. DCAPS, Metadata Services, IT) to create a
production line behind public services liaison activities
• Provide a consistent level of liaison engagement across the system that is customized for the
local audience
• Formalize the liaison program based on department and program affiliation but also on subject
areas
• Provide a “best-‐practices” blue-‐print for liaisons
• Provide training for liaisons and encourage them to increase subject expertise and knowledge of
departments
• Provide regular information on library-‐wide initiatives for liaisons
• Leverage expertise in areas that span subjects more effectively (e.g. RMC, GIS, data curation,
visual resources)
• Make time for liaison activities and make this activity a priority
• Specify expectations, make liaison activities part of the performance dialogue, provide measures
of success
• Provide a forum to share the information both with staff in the units and across the system
