96 · Survey Results: Survey Questions and Responses
It’s more difficult to get involved with some departments. Some are resistant to allowing librarians to speak at
department meetings, be on listservs, etc. No budget for marketing. Librarians’ lack of subject background in
some disciplines.
Keeping up with demand for teaching. Finding balance between “traditional” services and new liaison roles.
Establishing successful communication lines among distributed liaisons.
Lack of enough librarians to provide in-depth assistance. Thin coverage for extensive tasks, such as BI work with classes.
Lack of response from some campus departments or faculty.
Lack of response or interest from busy faculty members. Time consuming for librarians, especially those assigned
multiple departments. Difficulty understanding and meeting diverse needs of faculty.
Lack of subject and language expertise within the library adequate to cover all departments. Some liaisons doing work
at a small percentage of their time. Not a primary role.
Lack of understanding of value of librarian work by university community. Lack of sufficient staff and expertise to cover
all academic departments and research areas this is very labor-intensive. Uneven skill sets and effort among liaisons.
Liaisons have multiple job responsibilities, so prioritizing is a challenge, and as a companion to this, not all librarians
in our institution have liaison responsibilities, which may hinder the overall effectiveness of our program. Performance
evaluation lines of responsibility. Liaisons have difficulty making time for continuing training given the pressure of
multiple job responsibilities.
Liaisons understanding their roles and adapting to them. Dynamic landscape. Change in personnel throughout
the campus.
Low staffing spread too thin. Hard to convey importance of activities to library management. Lack of marketing and
technology support to evolve services.
Making sure every department has a liaison. Not overloading a liaison. Replacing a liaison who has multiple
departmental assignments.
Meeting diverse disciplinary needs for liaison services. Managing individual liaison workloads. Balancing traditional and
emerging services.
Meeting the diverse needs of a large campus community. Assessing the effectiveness of the liaison services offered.
Making the students and faculty aware of the services offered by liaison librarians.
More requests and opportunities than staff can handle. No additional funding to support program. Users who are more
aware of resources request more than library can afford.
Moving from if-you-build-it-they-will-come support model to outreach-focused partner model. Finding ways to scale
liaison services with shrinking staff and constantly changing needs. Balancing traditional liaison skills with new
academic needs.
Not all departments participate. Victims of our success so not enough liaisons. Some liaisons focus too much in one area
such as collections or instruction and need better distribution of services.
Not all liaisons are as proactive in service development as they could be. Workforce development to address the
changing needs can be a challenge.
Not enough liaisons to satisfy the needs of all faculties and departments across campus. Difficulty in giving up or
stopping some services. Creating a common focus/vision for the liaison program.
Previous Page Next Page