Bursting out of the box

Abstract

PurposeThis article aims to summarize recent outreach efforts at The Washington State University Libraries. Taking outreach beyond the traditional library liaison relationship produced unexpected partnerships across campus with such diverse groups as New Student Programs and Residence Life.Design/methodology/approachThe Library Instruction Department at Washington State University was looking for areas where expanded efforts would be most beneficial to the majority of its students. Connection was resumed with liaison areas, which had been previously established, to bring a focus to student needs. Offices centered on student life, such as Residence Life and New Student Programs, were the focal point of these efforts.FindingsWSU's Library Instruction Department was welcomed as a partner program most everywhere it went. Consequently new areas of outreach have been established where none had existed previously and the library's reputation has been boosted campus‐wide.Practical implicationsResults include a more visible library presence across campus as well as opportunities for future collaborative relationships that bring research, education and university life together. Discussion of various programs and activities provide details about the challenges of making these connections and the rewards in making new contacts that publicize library services in non‐traditional means.Originality/valueBecause so much is on the web, marketing the academic library in a personalized manner has become increasingly important on a large university campus. Establishing alternative marketing strategies geared towards the primary student audience will help build relationships across campus and consequently bring students through the doors.

Insourcing library outreach: Engaging technical services in outreach to student organizations

“…Libraries are using outreach to engage with underserved patron populations (Helton 2010;Mathuews and Lewis 2017;Rutledge and LeMire 2016;Walter 2005) as well as other unique populations such as first-year students (Currie 2009;Collins and Dodsworth 2011), international students (Langer and Kubo 2015;Li, McDowell, and Wang 2016), and distance education students (Holloway 2011;Ziegler 2017). Libraries frequently report collaborating on outreach activities with campus units such as student services (Crowe 2010;Love and Edwards 2009;Ursin Cummings 2007), student organizations (Engle 2011), and academic departments (Cannady, King, and Blendinger 2012).…”

“Bringing the library to you!”

“…It is imperative that librarians plan and work earnestly so that valuable time taken from their regular duties is not wasted and this calls for effective collaboration with other departments in charge of students' services. Cummings (2007) reports on a creative venture at the Washington State University, where the Library Instruction Department collaborated on an initiative in the Spring of 2004 reaching out to students who utilize the library via their laptops and computers on halls well after the library's closing hours. The programme entitled "The Library in Your Room" would direct students to important library websites such as LibGuide pages, article index and "Ask us" pages which would bring together contact information for the library.…”

“…The programme entitled "The Library in Your Room" would direct students to important library websites such as LibGuide pages, article index and "Ask us" pages which would bring together contact information for the library. Cummings (2007) NLW 116,5/6 describes the concept of a door hanger similar to "Do not disturb signs" at hotels was created. This was done to include a courtesy statement to focus their themes of civility and politeness.…”

Potential Rating Indicators for Cyberinsurance: An Exploratory Qualitative Study

“…Both models 4 have in common three different layer of abstraction to distinguish activities of information management in enterprises. [34,35] The three layers are organised as follows from top to bottom (cf.…”

“…Sarbanes-Oxley Act in the US, the Basel II accord for financial services companies and others) requires executives to implement a proper risk management in their organisations. Adding to this, rating agencies recently announced that as part of their evaluation of the quality of management they will start to incorporate a review of enterprise risk management [4]. ISO/IEC 73:2002 defines risk management as co-ordinated activities to direct and control an organisation with regard to risk.…”