Paper ID #20593An Integrated Data Management Plan Instructional ProgramWilliam H. Mischo, University of Illinois, Urbana-Champaign William Mischo is Head, Grainger Engineering Library Information Center and Professor, University Library at the University of Illinois at Urbana Champaign (UIUC). He has been a Principal Investigator on a number of digital library grants from the National Science Foundation (NSF), including the National Ethics Portal grant, several National Science Digital Library (NSDL) grants, and the Digital Library Initiative I grant. He has also received an Institute of Museum and Library Services (IMLS
2006-677: FACULTY LIBRARIAN PARTNERSHIPS FOR INFORMATIONFLUENCY INSTRUCTION: PLANNING AND PRELIMINARY ASSESSMENTAlysia Starkey, Kansas State University-SalinaBeverlee Kissick, Kansas State University-Salina Head of LibrariesJudith Collins, Kansas State University-SalinaJung Oh, Kansas State University-Salina Page 11.633.1© American Society for Engineering Education, 2006Faculty librarian partnerships for information fluency instruction: planning and preliminary assessmentThis paper provides guidelines for writing effective information fluency assignments, derivedfrom face-to-face collaboration with faculty/librarians from two regional universities
Paper ID #12072Analyzing Data Management Plans: Where Librarians Can Make a Differ-enceSara M. Samuel, University of Michigan Sara is an engineering librarian at the University of Michigan University Library where she is a liai- son to the Electrical Engineering and Computer Science Department and the Atmospheric, Oceanic and Space Sciences Department. Sara has a bachelor of arts from Hope College and a Master of Science in Information from the University of Michigan.Mr. Paul F. Grochowski, University of Michigan Paul Grochowski is an engineering librarian at the University of Michigan.Ms. Leena N Lalwani, University of
Paper ID #21191Graduate Research Data Management Course Content: Teaching the DataManagement Plan (DMP)Dr. Joseph H. Holles, University of Wyoming Associate Professor, Department of Chemical EngineeringMr. Larry Schmidt, University of Wyoming Larry Schmidt is an associate librarian at the University of Wyoming and is the current Head of the Brinkerhoff Geology Library. He holds BS degree’s in Chemistry and Biology, MS Degree in environ- mental engineering from Montana State University and received an MLS from Emporia State University in 2002. His interests lie in providing undergraduate and graduate students with information
venues for target patron groups and a plan to supervise marketing projects weredesigned. Future plans include evaluating specific marketing venues for their effectiveness inreaching specific target markets.IntroductionLibrarians have been talking (and writing) about marketing for years. For the most part,librarians have accepted that marketing must be done, but marketing is infrequently the primaryjob description of a librarian.1A marketing plan and marketing tools, if well designed, can help tocreate a constant awareness among library staff and faculty for the need to reach out to patrons.Marketing effectively informs and compels patrons to use library services, which in turnproduces positive user experiences as they successfully use library
and compares the statistical use patterns before and after the change. Theuniversity library ultimately changed its plan to more closely meet user needs by limiting thenumber of publishers, maintaining high use titles, and selecting specific titles as needed.Additionally, problems that were encountered before and after the change are discussed.IntroductionPurdue University is a tier-one research university with approximately 40,000 students andsupports undergraduate and graduate students in computer-related departments and schools in theColleges of Science, Engineering, Technology, and Management. The Purdue UniversityLibraries system is a decentralized system with 13 locations. Three libraries regularly purchasecomputer books. The addition
.IntroductionSince the announcement from the National Science Foundation that all grant funding proposalssubmitted after January 2011 must include a data management plan (DMP), academic librarieshave experimented with ways of providing support and education for researchers at theirinstitutions. At the University of Minnesota, we saw strong demand for guidance on writing andcomplying with this requirement. This high level of interest required a cross-disciplinaryapproach to teaching data management skills1. Although successful, this instructional approachdid not facilitate in-depth, domain-specific skill building. Starting in October 2011, theUniversity of Minnesota, along with partners at Purdue University, the University of Oregon andCornell University
Engineering LibrariesAbstract: This article describes the marketing and outreach efforts and related assessmentactivities of the Columbia University Libraries Science & Engineering division. Our marketingand outreach plan incorporated a three step approach to connect with our user base. The stepsincluded launching a monthly newsletter, marketing our extensive electronic resources, andimplementing a robust workshop schedule. Our assessment of these activities has showncontinual growth of campus interest in our services and resources.Introduction University administrations seem to believe that the growth and accessibility of electroniccollections, justify the closure of library spaces. Institutions have
individual librarians as well as the effectiveness of our education program as awhole. Information gathered from these assessment processes will be used in a variety of ways,including individual goal-setting for the following academic year, changing lesson plans to moreclosely align with students’ needs and abilities, and generating specific and concreterecommendations for improving teaching and pedagogy for each instruction librarian. This paperreports on the process of developing each of these data collection methods, the information thathas been gathered, and how that information has been applied to the improvement of our libraryinstruction program.Background/RationaleThe library education team at Michigan Technological University, a mid-sized
with comprehensive research for business plans where she was the Manager of Instructional Services at Babson's Horn Library. In her work at Babson, she led all aspects of research and instructional support. In addition to other initiatives she has also served as liaison to the math and science divisions and to the humanities faculty At Babson she sought and gained integration with their First Year Experience, second semester Rhetoric, and upper level management courses. She is known for her experience with and vision for information literacy, her strong technology background, and her commitment to the students and faculty
in Biotechnology from Jiangsu University of Science and Technology (Zhenjiang, China).Mr. Brian Westra, University of Iowa Brian Westra is the Data Services Librarian for the University of Iowa Libraries. He assists researchers with the management and sharing of research data. Brian teaches workshops and a course on data man- agement and consults with researchers on data management plans and implementing good data prac- tices across the data lifecycle. He curates data published in the institutional repository, and works with stakeholders across the university to improve data sharing and broaden the impact of research through FAIR-aligned practices and infrastructure. American
Quality Function Deployment (QFD). QFD is a “… means of translating customer requirements into the appropriate technical requirements for each stage of product development and production….” 4 Originally developed in Japan in 1966, QFD entered the US marketplace in 1983 with a paper published in Quality Progress.5 QFD is a heuristic design process that usually follows a four step design progression of 1) product planning, 2) parts deployment, 3) process planning, and 4) production planning, Figure 1. Associations Associations Associations Associations Engineering Parts
activities.The objectives were strengthened by the fact that a new baccalaureate degree program using GIStechnology was being planned. It was envisaged that with the new program, opportunities wouldarise for students in other disciplines to have a minor degree in GIS. This would have increasedthe use of the GIS resources in the library. The status of the new program will be discussed laterin this paper.The implementation of the geospatial data visualization support system began with the purchaseof a dedicated computer and proprietary software ArcGISTM, together with some digitaldatabases to compliment current collection within the Penn State University system. Also, it waseconomically prudent to conduct an inventory of freely available databases such as
, not only mentions outreach as a viable path to follow, but evendiscusses displays like those that this paper concentrates on. The article calls for a systematicapproach towards diversity efforts, with assessment as an integral part of any program. [12]RECENT OUTREACH HISTORYMost outreach done by the Engineering Library is in collaboration with programs created by themain university library. For these events (Open House, De-stress Fest, etc.), the EngineeringLibrary acts as a satellite location, with much of the planning and direction coming down fromthe University Libraries' Outreach Coordinator. The staff has some local control, but the dates,times, and focus of the events are set by someone else.A former librarian had begun a small program
for group discussion and consultation on this floorand expect it to be a more active floor. The carpet on the first floor is the most worn and in needof replacement. This is where this process began. Since the Provost was responsible for thechoice of carpet in 1999, we needed his support and approval to have the carpet replaced. Withhis consent, all was on target for replacement over Thanksgiving and Christmas breaks in 2006.Enter the concept of an information commons with flexible learning spaces and the opportunityto reclaim space in our building from Academic Information Services (AIS), and the process wassuspended. Carpet replacement had not required an approved plan. The anticipated changes inthe project required that we submit a plan to
considered strong enough tocapture the vision in the Libraries’ strategic plan. The lab was envisioned as a space withrelevant, current technologies, to ignite creativity in anyone who was a part of the UTAcommunity. Additionally, the opportunity to be one of the MIT-affiliated FabLabs, was seen asnot only good for enhancing students’ experience, but also as a great marketing tool for theuniversity. In short, the Libraries administration decided to build a FabLab because FabLabshave the technology and the educational focus that makerspaces do not.Although such labs are generally associated with Engineering, the Libraries’ leadership decidedthat the vision would be expanded beyond the normal STEM (Science, Technology, Engineering,Mathematics
desire to properly address these challenges in my new work environment, I lookedfor frameworks to help organize thoughts, plans, and goals in order to be solutions oriented andforward thinking. Solution-focused therapy, while primarily applied in the field of psychology,has also been applied to organizational studies and workplace culture as it emphasizes coaching,finding cooperation, feedback, conflict resolution, and situation management [1]. Thisframework provided a method to rank problems, identify factors outside of my or my unit’scontrol, and craft solutions [2]. This model was originally appealing because it provided aframework for discussing these problems with my entire unit; by emphasizing solutions,cooperation, and feedback, the
set. Thefourth is to perform a data audit for the entire department or academic unit. Each of the methodshas its positive and negative attributes, which may influence which type of interview is best for agiven department or researcher. Each of these tools simultaneously allow the librarian to get toknow the researcher’s individual scientific process and help the researcher to learn the breadthand depth of the issues involved in curating scientific data. They also provide openings for thedevelopment of relationships, both with the individual and with the department as a whole.In the wake of the NSF data management requirement, speaking to a department faculty meetingabout data management plan requirements and the contribution information
Assessing Information Literacy in Engineering: Integrating a College-wide program with ABET-driven assessmentAs part of a college-wide effort, the Picker Engineering Program at Smith College developed acurriculum-integrated information literacy plan, and adopted information literacy criteria drawnfrom ACRL standards and faculty input. A review of the plan with an eye to assessment as wellas a revision of our ABET outcomes criteria and assessment plan led us to a second round ofinformation literacy criteria development. We sought to integrate the information literacyassessment plan with the overall ABET assessment plan for engineering. This process enabledus to streamline our criteria and facilitated the development of a realistic and rigorous
usedpersonas, popular in web interface and product design, to package much of our data into a formthat can be used for planning spaces and services within the new library. Such efforts to studyour users have enabled us to keep students and researchers at the heart of designing new spacesand services. It should be noted that this paper does not discuss the findings of the data collectedin detail, but focuses on our processes of gathering user-research data and effective methods foruser studies that are applicable in other libraries.II. Designing for the userProviding excellent spaces, services, technologies, and websites are now fundamental to themission of the academic library. At the heart of these efforts is the need to design with the user inmind
. ABET’saccreditation criterion 3.h, which requires that students recognize ‘…the need for, and an abilityto engage in life-long learning’, codifies the importance of these skills.3Certainly, lifelong learning requires strong content knowledge. Without fundamental subjectknowledge, there is no foundation upon which to learn new concepts and skills. However, asABET and the National Academy of Engineering above have noticed, students need to acquireother skills in order to be successful. Shuman, Besterfield-Sacre, and McGourty4 propose thatengineers undertaking lifelong learning need to ‘…demonstrate reading, writing, listening, andspeaking skills, demonstrate an awareness of what needs to be learned; follow a learning plan;identify, retrieve and organize
cultivating a Community of Practice(CoP) framework in the workplace. It will examine how such a framework can be applied to anacademic library environment to foster a collaborative, inclusive, and healthy workplace whiledirectly supporting the library’s strategic plan and directions.The conceptual Reference Trainers CoP framework outlined in this paper will provide anexample of how libraries can utilize their institution’s Learning Management System (LMS) forthis purpose, and offers recommendations and considerations for developing a CoP frameworkready for implementation.As a community of like-minded individuals engaged in cooperative training and resource-sharingactivities, creating a Reference Trainers CoP can provide support for those pursuing
students [9], is considered the flagship science and technology institutionwithin the University of North Carolina system. The College of Engineering (COE) has nineacademic departments and an enrollment of more than 10,000 students, which includes roughly7,000 undergraduate students [10].In recent years, the strategic plans for both NC State and the College of Engineering haveincluded undergraduate research as a high-impact educational experience that can increasestudent success[11], [12]. To this end, NC State offers research opportunities to undergraduatesin a variety of environments. Students can conduct research through paid semester- or year-longlab-based experiences; department or college honors programs; credit-giving, research-basedclasses
starting a bachelor of science in mechanical engineering scheduled to begin fall 2018.College leadership chose mechanical over other fields in engineering based on student demandand the support of local industry based on the current and future job market in the area.This comes during a time of unprecedented growth for DSU, which was granted Universitystatus in 2013. In fall 2017, Dixie State had the highest enrollment percentage increase amongUtah’s public colleges and universities for its second consecutive year. During 2016-2017,consistent with the DSU strategic plan the university added seven new baccalaureate majors andplans to add five more (including mechanical engineering) in the next year, along with its firstthree master’s programs [2
advantages of reference desk mergers atCalifornia State University, Sacramento.19 Dodd gives good advice on strategic planning witharchitects and administrators.20 Popescu gives a detailed report of the result of student focusgroups and their input for library spaces.21Cornell has 3,051 undergraduates, 1,426 graduates, 236 faculty, and 217 staff in the College ofEngineering, which has 12 schools. There are 2.5 engineering librarians, down from 9.5 FTEstaff when this author started work 25 years ago. Administrative consolidation had already takenplace with the Engineering, Mathematics, and Physical Sciences Libraries cluster, who sharestaff and expertise. The director of the Mathematics Library also became the director of theEngineering Library. In
and saying “Fellas’ I am the truth, I’ll tell you what you are doingright and I’ll tell you when you’re making mistakes. Every team member knows right up frontthat not only will I tell them the truth-but I will do so as soon as possible,”(Krzyzewski &Phillips, 2000, p.75). This straight forward approach eliminates possible excuses or negativeadjustments. This can be is a valuable approach, because now your staff members know exactlywhere you stand-always with the truth. As simple as it may seem, the problem may fall back onthe manager (librarian or coach) because it only works as long as they are consistent and fair.The test occurs when a project sequence (library) or game plan (coach) goes wrong (assumingthe task is executed correctly
, introductory engineering courses. He has had experience in the classroom as an adjunct professor at Rowan University. In this role, he helped develop a series of experiments for a freshman engineering course that explored introductory engineering concepts through chocolate manufacturing, and another series of experiments involving dissolvable thin films for a similar course. Alex is also the president of the Syracuse University Chapter of ASEE, and has been working diligently with his executive board to provide seminars and workshops for their fellow graduate students. Alex’s plans upon graduation involve becoming a professor or lecturer, specifically at a primarily undergraduate institution.Mr. Alexander J. Johnson
teams of three to five students each. In 2006-2007, fifteen ID2050 courseswere offered. Prepared with information about projects, with topics ranging from NoiseMonitoring in San Juan, Puerto Rico to Assessing Prepay Water Metering in the InformalSettlements of Windhoek, Namibia, librarians begin to formulate a research plan to guide theproject teams. To assure continuity, as some projects are continuations of prior student work orsponsor assignments, librarians are assigned to specific project centers. Certain faculty serve asProject Center Directors even though instructors of ID2050 courses vary each year. This meansthat librarians have the opportunity to work with different faculty each term, even though theyare assigned to a specific Project
plagiarism problem came from the Directorof Student Conduct and Conflict Resolution, who reported an 85% increase in plagiarism casesbetween 2007 and 2009 (88 cases in 2007-08 vs. 163 in 2008-09). For the most current year(July 1, 2009 - February 15, 2010) 125 cases of academic dishonesty were reported, of which64% (n=80) involved plagiarism. It is especially noteworthy that these data indicate (1) themajority of academic dishonesty cases reported on our campus involved plagiarism, and (2) thefrequency was increasing.In early 2009, the library learned of plans for the formation of a university-wide AcademicIntegrity Task Force. The charge of the committee was to determine if there was an issue withacademic integrity on campus; ascertain if there
resourcegaps if a school or program experienced a poor enrollment and a lower budget. In general,library collection development decisions were driven by budget policies rather than byuser need.In 2011, KSL formed a task force consisting of faculty and several librarians. The goalwas to create a collection and budget strategy that adapted with new research needs andreflected a fairness in meeting all faculty expectations for access to databases, journals,and books (i.e. prevent subscription inflation from overtaking the book budget). The taskforce proposed a plan that was approved by the Faculty Senate. The plan allowedlibrarians to decide how to allocate collection development budget dollars, since they