With our involvement and leadership, the campus has embedded an
intellectual property librarian into its implementation of the Common and
Collaborative Learning Environment (MOODLE), which ideally will replace
some 26 separate and distinct course management systems formerly used by
departments and schools. This work and the work of our Scholarly
Communication Steering Committee has enhanced the library’s support to
faculty and graduate students in managing their own intellectual property
and in determining what can be posted on course websites as well as how
licensed information is incorporated into course packets produced by the
campus bookstore.
These efforts have helped us enhance our support of undergraduate
education as it changes at UCLA. As departments mature their undergraduate
capstone requirements, the library is called upon to provide access to primary
source materials for a significantly enlarged student base. This calls for new
directions in instruction and engagement and will increase the demand on our
unique resources.
To more adequately support the implementation of the UCLA IT strategic
plan and enhance the digital scholarship role that the library plays on the
campus, a new Associate University Librarian (AUL) for Digital Initiatives and
Information Technology was appointed in April 2010. Four units that previously
reported to different AULs and the Deputy University Librarian now combine to
form a new direction focused on digital scholarship and other IT initiatives.
Three of these units, the Digital Library Program, Web Services, and Library
Computing Services, were all created or refocused during the last five years.
Now their challenge is to work together in support of the library. The AUL for
Digital Initiatives and Information Technology also supports an increased effort
to coordinate the library’s information technology programs with those of
various units across the broader campus. This new structure will guide us as we
begin to work with the campus to address the “data challenge.”
We have worked tirelessly with our broader UC colleagues in collection
development, preservation, digital asset management, and resource sharing.
UCLA manages one of the regional facilities for our colleagues. We participate
broadly in the planning and design of new services, such as those directions
recommended by the Bibliographic Services Task Force.
I am occasionally asked what all of this means for the library and for UCLA.
“What are your goals?” I generally respond that for me it is all about keeping
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Restructuring at UCLA Library
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C O N T I N U E D
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OCTOBER 2010 RESEARCH LIBRARY ISSUES: A BIMONTHLY REPORT FROM ARL, CNI, AND SPARC
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