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Outreach in libraries has traditionally been considered the realm of public services, where librarians interact one-on-one with our patrons at the reference desk, run social media accounts, and other activities of a similar vein. In today's evolving library world, it is time to challenge outreach in its traditional sense and consider technical services work and its associated duties as outreach. This article delves into technical services work (including cataloging, archival processing, shelf maintenance, etc.) and how the results (bibliographic records, metadata, authority control etc.) are in themselves outreach.

Academic libraries develop strategic plans as instruments for grounding operational work in shared vision and measurable goals. The authors of this chapter test the assumption that technical services work is often absent in library strategic plans, even if that work is an assumed component. They explore the representation of technical services through a rich content analysis of Association of Research Libraries member strategic plans to reveal key themes and use the results as a tool to more broadly develop a set of guiding principles for technical services professionals in the 21st century. To provide valuable and relevant services to users, technical services professionals must develop bold and sustainable guiding principles informed by both their representation in their libraries' strategic plans and emerging trends in academic libraries.

To meet the challenges of the electronic library, technical services staff members must be able to articulate the value they add to the institution—not only in the realm of the library's bibliographic database but also in the larger context of building an organizational framework for electronic information and services. Technical services departments must be willing to re‐engineer processing activities and equip their staffs with both the hardware and the skills needed to meet these challenges. In Mann Library, the digital or electronic library is being built upon the traditional infrastructure of the library. Responsibilities related to selecting, acquiring, describing, and servicing networked information are mainstreamed into the operations of the library. This article describes three projects that illustrate the range of activities in which technical services staff are engaged. In these projects, technical services staff have been called upon to provide an organizational framework for numeric, full‐text, and bibliographic information.

For decades academic libraries technical services have adapted to technological advancements and changes in scholarly publishing. Traditional technical services work has decreased as processes were automated (Hertstein, Rabine, & Sweet, 2018). Technical Services departments must proactively identify areas for future growth and metrics for measuring their work. The context and language that these metrics use is vital to their understanding and function. This chapter looks at the usual Technical Services assessment measures and the goals they support. It then considers how these assessments could be reframed in order to support a goal of new service creation in Technical Services. It considers what additional benchmarks could be used as standards and norms to support goals for a future-oriented Technical Services negotiation.

The purpose of this paper is to explore the rationality differences of cognition of non-technical medical services in different groups, and to provide countermeasures for improving non-technical medical services.

Literature analysis, expert interviews, questionnaire survey and frequency analysis were taken to reveal the influencing factors of non-technical medical services. Grey correlation methods were taken to compare the rationality differences of cognition of non-technical medical services by analysis influencing factors’ scores marked by different groups.

A total of 12 influencing factors of non-technical medical services were obtained, including “doctor’s working career”, “doctor’s strict implementation of medical treatment norms and medication guidelines”, “doctor’s service awareness”, etc. And rationality differences of cognition of non-technical medical services were confirmed as follows: the doctors’ cognition was more reasonable compared with patients; the women’s cognition was more reasonable compared with men; the lower aged groups’ cognition was more reasonable compared with higher aged groups; and people with doctoral degree had a less reasonable cognition compared with others.

The authors systematically discussed the cognition differences of non-technical medical services among different people, and provided some countermeasures reasonably.

Following consideration of the central technical library services of the country, the Panel on Technical Information Services has reviewed other types of technical information services in the United Kingdom as a means of ensuring that technical information, whether recorded or unrecorded, is made available to everyone in need of it. The present report outlines some of the main considerations in the organization of a comprehensive national service of technical information and makes recommendations for improving the present service.

This paper aims to provide a systematic connection between the special institutional environment of the Dutch social housing sector, public tasks for the social housing sector, the organisational goals of housing associations, and their procurement strategy for technical management services.

Based on expert interviews, expert meetings and a literature review, a conceptual model is created that helps focusing the procurement of technical management services.

For social enterprises such as housing associations, just as all for‐profit enterprises, the determination of strategic organisational directions is essential for success. The literature review revealed few possible strategic focal points for housing associations: financial performances and social performances. The procurement of technical management can contribute shaping these performances. Making the right choices in the supplier selection, based on the strategic focal direction of housing associations, enables housing associations to improve organisational effectiveness.

The research is directed towards the organisational goals of housing associations, while the procurement strategy of housing associations should also be based on the characteristics of the different items that are procured. Further detailed research is needed to decide on appropriate procurement strategies for different products and services purchased by housing associations.

Procurement strategy and in particular supplier selection and specification choices can be adapted to the specific situation of social enterprises, such as housing associations, and be connected to the strategic directions of the individual organisation.

This paper aims at narrowing this knowledge gap, for academics, purchasers and housing associations' general managers.

This study assessed the technical (tangible) and functional (human interaction) quality of services in a first‐class international health resort and related these to service management effectiveness. Service management is effective when customers judge the overall service quality to be good, they are highly satisfied, they are willing to recommend the firm to others and they intend to re‐purchase or are predisposed to purchase additional services from the firm. The technical and functional aspects of services quality and their relation to service management effectiveness, were found to be different between the core and supplementary services, between customers and service personnel and between customers with and without experience. The results support the statement that competitive advantage in this industry can be obtained by improving the functional aspects of services management, by better performance of supplementary services and by reducing the gap in perceptions between customers and contact personnel.

Library buildings are routinely reimagined, remodeled, or built new to meet the changing needs of their community. The move from collection-centric to user-centric service models has generated numerous writings about the library as place and space. The one concept lacking in the scholarly discourse is the changing roles of librarians to meet the needs of these new spaces and places. How do librarians fit in the new equation? When addressing the professional identity of librarians, which aspect of their work will need to evolve and which will need to be let go? A critical facet of sustaining services in new spaces is the need to develop the sustainable librarian – to remove the stigma of the librarian as “jack of all trades, master of none.” In order to realize this new mindset of mastering our domain we need to begin reimagining our work. Some ways, this can be accomplished by writing increased flexibility into position descriptions and creating organizational structures to better support librarians within the new spaces. With these new developments to our professional identities, librarians may learn to employ entrepreneurial skills in order to continuously anticipate services and develop skill sets to aid the library’s ability to fulfill its purpose. The authors provide a literature review to discuss the changing role of the academic librarian to meet the evolution of the library building and services. We will provide an example through findings and practices of Grand Valley State University and how it reimagined roles in the early 2000s and continues to reimagine roles in a new building and a renovated branch library. The change of spaces and places in academic libraries to accommodate user needs and perceptions has impacted how academic librarians work in these spaces and places. Library administrators need to rethink workflows, and organizational charts by examining flexible workloads, cross-training initiatives, professional development around new skills, and the letting go of obsolete practices.

Originality/value – in this chapter, the authors will discuss how library leaders are charged with translating the new roles of their librarians to meet the needs of their community in these new spaces and how library leaders may look beyond the literature of the profession for ways to facilitate change.