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How can academic libraries unlock staff capacity for new initiatives as they transition their collections from print to digital? The following are four strategies for recapturing staff time as libraries adopt new formats while still supporting older ones at a smaller volume. First, librarians should employ strategic collection development that takes into consideration opportunities for efficiencies as they make the print to digital transition. Second, libraries should implement creative reorganizations in order to scale down print services and effectively manage new digital formats. Third, libraries should rightscale their infrastructure, that is, choose the appropriate level – local, consortial/regional, national, or global – where collection management activities should take place. Fourth, libraries, library software vendors, and publishers should develop purchasing and resource discovery infrastructures that harness shared data to enable network level electronic resource management.

Public libraries are vibrant and trusted community hubs that provide services, support, and resources in a variety of ways that impact the well-being of their communities. The Network of the National Library of Medicine (NNLM) partnered with the National Institute of Health (NIH) All of Us Research Program (All of Us) to support libraries to serve as health information resources for their patrons and provide All of Us awareness through community engagement. The NNLM All of Us National Program provides infrastructure and resources to public libraries, such as free training for library staff, health information outreach funding, connections with other organizations, and free programming tools to expand health programming beyond fitness to boost digital and health literacy in their communities.

From 2007 to 2009, Kansas State University Libraries (K-State Libraries) committed to strategically assess and redevelop their organizational structure. The Libraries’ Strategic Plan and position redistributions commenced in 2007 and 2009 respectively, with adjustments in 2010 to accommodate the university’s K-State 2025 Strategic Plan. Together, these changed the roles of former subject librarians, dividing and transferring responsibilities for outreach, reference, instruction, and collection development. Among the more significant changes was the creation of departments devoted to patron groups, rather than specific academic disciplines. Illustrating how the reorganization changed the roles of traditional library services, this chapter outlines the responsibilities of three librarian positions: Undergraduate and Community Services, Faculty and Graduate Services, and Content (collection) Development. The librarians are also founding members of the K-State Libraries Arts Matrix, an ad hoc team operating within the new organization to enhance communication and expand subject expertise in the visual and performing arts. These transitions presented both opportunities for engagement and specialization, as well as challenges to communication and subject identity. These issues are addressed, including solutions offered by the matrix model. Although this study is limited by the neoteric existence of this model, and lack of precedents for comparison, K-State Libraries’ example may offer a viable model for institutions adapting to fiscal realities. Additionally, matrices may supplement the traditional subject librarian model for those seeking to enhance engagement and collaboration. This chapter offers further insight into a strategic planning process, as well as a transparent, inclusive strategy for librarians adjusting to organizational change.

The chapter focused on quality assurance and marketing of library services and products at the Midlands State University (MSU). The chapter's main objective was to identify the quality assurance mechanisms at the MSU Library. The major findings of the research were; the MSU library was practising quality assurance, staff was trained on the latest trends in the profession, the collection was multidisciplinary and in different forms, and that there were Information Communication Technologies (ICTs) used in enhancing service provision. The researcher recommended that the library needed to continuously train librarians on issues to do with quality, improve the infrastructure, introduce Research Data Management to enhance the Research Support Services and improve on the Information Literacy Skills training programmes. The author identified some areas for further research and the major one was that there is need for clarification on the concept of the 4th Industrial Revolution.

Libraries are social agencies. They exist to serve certain specific needs in our society. Changes in the environment in which libraries operate—in the technological infrastructure through which we deliver services, in the economic substrate that finances operations, in the social landscape that defines the communities that libraries serve—dictate corresponding changes in the way libraries structure and deliver services. One additional change in our environment—our emerging understanding of the nature of learning and the way learning interacts with other aspects of our environment—is likely to result in an even more rapid change in the coming decade.

The chapter discusses the importance of capacity building and need for continuous professional development for library and information science professionals in university libraries. The changing dynamics in higher education, information and communication technologies and the shift in the learning landscape has led to more demands for skills and competencies of library and information professionals. The need for training is more urgent than before. If University Libraries are to remain relevant in the 21st Century, they need to constantly adapt and have professional staff who are able to cope with such rapidly changing environments enabling them to deliver resources and services efficiently and effectively. The chapter, therefore, document the importance of capacitating staff in university libraries.

This reflective chapter examines recent trends in social work–public library partnerships. The chapter begins by framing interprofessional collaboration between social work and public libraries as a vehicle for the collective impact that can create lasting and sustainable change in communities. Next in the chapter is an overview of the current state of public libraries’ capacity to support individuals in crisis through community partnerships. Next is a description on how interprofessional collaboration can support public libraries in general and the importance of collaboration with social work more specifically. A presentation of the existing models of public library–social work partnerships and their impact on the role of public libraries in their communities follows, with a discussion of the services provided by public libraries, and how partnerships might change the nature of social work practice. Finally, the chapter concludes with a discussion of the barriers and challenges to these partnerships with an eye toward the future of such partnerships and developing their capacity to enhance the health and wellbeing of their patrons, and the safety and resilience of their cities and communities.

This chapter discusses the Learning Theater, a flexible library space that permits substantial patron involvement in designing dynamic environments to meet diverse learning goals.

We use a case study method to describe and discuss the Learning Theater.

We found that many challenges associated with designing and building a radically different library space to support patron learning goals can be resolved by eliciting patron input in all phases of the process.

We offer three lessons for other libraries intent on developing dramatically new kinds of library spaces: engage the community of users early and throughout, new spaces require robust communications to convey the possible set of uses to the community, and a flexible infrastructure and a responsive staff are key to meeting demands for unanticipated uses.

Our experience in developing the Learning Theater as part of the library education program suggests that libraries can share greater control of new flexible facilities and partner in the creation of intellectual properties to make best use of those facilities in more powerful ways than has typically been done in the past.

This chapter analyzes major trends in rural public libraries, beginning with a discussion of changes in service offerings since the advent of the Internet. These outlets are now better able to help patrons with their employment, education, and civic engagement needs than they have been at any point in the past. However, rural public libraries still lag behind their peers in broadband speeds, technological infrastructure, and various forms of service and training offerings that use these technologies. The difference in public offerings is not only due to problems of technology, but also limited funding for staff, aging and small buildings, and a lack of state and regional support to allow these libraries to achieve economies of scale. As libraries nationwide shift to focus more on public programming and digital offerings, these factors will be barriers to rural outlets keeping up with modern trends in the field.

This study uses Institute of Museum and Library Services (IMLS) and Digital Inclusion Survey data to analyze trends among rural public libraries. The authors returned to the original data sets from these studies to find nuance between types of rural outlets, primarily dividing this information based on libraries’ distances from more densely populated areas. These statistical data are supplemented through qualitative interviews with professionals in the rural library field. Key findings include:

• Rural public libraries have made major strides in improving broadband quality and increasing related service offerings since the advent of the Internet in the mid-1990s.

• Rural libraries still lag behind those in more populated areas in terms of technical infrastructure and training offerings, and this becomes more acute among those located farther from population centers.

• As the public library field places a greater emphasis on public programs, rural libraries’ small and aging buildings will likely be a barrier to them keeping up with their peers.

• The lack of regional consortia and strong state libraries in some parts of the country limits rural libraries’ abilities to achieve economies of scale and negatively impacts the range of services they can offer their patrons.

Rural public libraries have made major strides in improving broadband quality and increasing related service offerings since the advent of the Internet in the mid-1990s.

Rural libraries still lag behind those in more populated areas in terms of technical infrastructure and training offerings, and this becomes more acute among those located farther from population centers.

As the public library field places a greater emphasis on public programs, rural libraries’ small and aging buildings will likely be a barrier to them keeping up with their peers.

The lack of regional consortia and strong state libraries in some parts of the country limits rural libraries’ abilities to achieve economies of scale and negatively impacts the range of services they can offer their patrons.

Rural libraries have often been combined together in statistical analyses of their service offerings. This chapter shows nuance between these outlets, demonstrating that libraries that are distant and remote from population centers face more difficulties than those on the fringes of cities and suburbs. Likewise, while much of the advocacy surrounding rural libraries has focused on the need for improved broadband and technological infrastructure, this study moves on to study how building infrastructure, low staff funding, and a lack of mechanisms for collaboration will hinder libraries’ abilities to keep up with modern changes in the field.