Information consulting is essential to the success, lasting impact, and viability of academic libraries. Traditional liaison programs, while helpful, are too passive and lack impact. Topics such as the driving forces behind the need for information consulting, the implications of implementing a consulting program, and the elements of successful consulting are explored. The viability of academic libraries is increasingly at risk due to organizational developments, technological changes, the changing nature of information services, and the evolution of scholarly communication. These developments are forcing libraries to face the challenge of remaining viable and integral participants in research and educational processes at academic institutions. Academic libraries must continue to market and provide value-added services to increase their efficacy, visibility, and image on college campuses. In such a time of challenge and opportunity, academic librarians and libraries must be effectively integrated into the instructional and research fabric of colleges and universities. Information consulting with scholars facilitates the integration of libraries into critically important teaching, learning, and research processes.Information consulting is a dynamic, interactive process in which librarians are full partners with faculty and students, facilitating teaching and research. The information consultant cultivates active partnerships with students and scholars, collaborating on the design of meaningful learning experiences for students and providing relevant valueadded information. Key elements of information literacy and scholarly information are integrated into the consulting relationship. Delivering the right information to the right people at the right time underscores the value of librarians and libraries. To remain relevant, librarians must become effective consultants. By engaging scholars in an

This paper consists of a case study that examines the trends in current and preferred methods of communication within a tertiary organisation. The study takes into account current communication theory and other factors such as the organisational culture and leadership style.Communication is a key aspect here. 'Communication' is a word and a concept that comes up in all kinds of fora and in all kinds of circumstances. It is generally agreed that 'good communication' is essential to any well-run organisation. Communication is one of the core management processes at any level of an organisation, as staff in particular, need to receive information that is meaningful to their work and their commitment to the organisation.The initial study was specifically of the methods used by a chief executive when communicating the planning process to staff within their organisation. Questionnaires were used to discover current ways in which staff received their information, what staff considered to be the most effective method for them to receive information, and what was their preferred channel of communication. The results of structured interviews with the chief executive and general feedback from staff on communication initiatives were also part of the methodology.As a follow-up to this study a further survey of the staff of two different faculties took place to see if the findings about the organisation are reflected at a micro level, within the daily running of faculties. The progress of communicating the planning process, which is still continuing, is also updated.The results and findings should help managers plan communication that is not only effective but also relevant and acceptable to those involved.