170 · Representative Documents: Program Evolution
CORNELL UNIVERSITY
Strategic Objective III.1 Formalize the Network of Library Liaisons… Appendix 2
11
The following general insights and recommendations emerged from the discussions with library
directors and outreach coordinators:
The success of our liaison efforts depends on resources, but also on a chemistry between the
department/program and the liaison
Resources among libraries vary
Being in the building where the college is makes liaison much easier
While everyone uses CountIt, only Management is piloting a Customer Management System.
There is a feeling that not enough information is provided for liaisons on library-­‐wide initiatives.
Leverage resources across the system to ensure liaison sustainability (e.g. Olin and FA, Mann
and Vet)
Collaborate with other functional units (e.g. DCAPS, Metadata Services, IT) to create a
production line behind public services liaison activities
Provide a consistent level of liaison engagement across the system that is customized for the
local audience
Formalize the liaison program based on department and program affiliation but also on subject
areas
Provide a “best-­‐practices” blue-­‐print for liaisons
Provide training for liaisons and encourage them to increase subject expertise and knowledge of
departments
Provide regular information on library-­‐wide initiatives for liaisons
Leverage expertise in areas that span subjects more effectively (e.g. RMC, GIS, data curation,
visual resources)
Make time for liaison activities and make this activity a priority
Specify expectations, make liaison activities part of the performance dialogue, provide measures
of success
Provide a forum to share the information both with staff in the units and across the system
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