No abstract

T he technical services community has long struggled with making sound, evidence-based decisions about bibliographic control. This has been demonstrated recently by controversy over the 2006 Library of Congress (LC) decision to change its practices for series authority control, concern over the impending implementation of Resource Description and Access (RDA), the increasing need to better integrate library bibliographic data with nonlibrary web data, and requests from library administrators to document the value of investment in cataloging operations. The ability to make evidence-based decisions has been hindered by a lack of both operational definitions of value and methods for assessing cost and value within larger institutional constructs. To date, libraries have not developed robust cost/benefit metrics, and those for bibliographic control are even further lacking. The development of cost/benefit analyses for libraries may be difficult, but faced with limited resources and an array of directions in which to move forward, libraries find that articulating the varied cost/value propositions in measured and concrete ways is increasingly necessary.

What began in 1998 as the Colorado Digitization Project is now known as the Collaborative Digitization Program (CDP), or CDP@BCR. The CDP’s Heritage West database represents not only the primary product of the organization, but also one of the oldest continuously-operating collaborative repositories of cultural heritage metadata in the country. As a basis for the author’s forthcoming quantitative and qualitative analysis of Dublin Core metadata in Heritage West, the following article offers a history of how the CDP has, over time, organized and managed the metadata provision for its digitization projects.

Specific strategies for psychological, health, and academic outreach at a university counseling center are presented. Primary and secondary preventative programs targeting three identified groups -students, faculty/staff and resident assistants -are discussed. All strategies presented require a minimum of staff and financial resources. Effectiveness as measured by percentage of target population reached is presented. It is suggested that the communication of effective outreach strategies may encourage other student service agencies to adopt and expand upon the programming.