Rhodes University Library Report for the period 2015-2016 : maintaining the scholarly heartbeat in a time of disruption
- Authors: Satgoor, Ujala
- Date: 2017
- Language: English
- Type: Text
- Identifier: http://hdl.handle.net/10962/54313 , vital:26455
- Description: Disruption has been one of the key drivers for the reshaping of academic libraries over the years. New technologies; high cost of information resources and dwindling budgets; changing user profiles, learning styles and needs; demand for alignment to institutional imperatives and a demonstration of value to the academic project; new roles and new competencies for staff are identified as key disruptors for academic libraries. By adopting strategic thinking and strategic planning, academic libraries embrace disruption easily and become more adept to change. The Rhodes University Library (RUL) is guided by a Strategic Plan (2013-2015) which was adopted in 2012. This Plan takes into cognisance the trends and developments impacting academic libraries with specific reference to the librarian’s role in research, undergraduate student success, information literacy, new roles and competencies for librarians, and the library as place within the academic context. Therefore, the challenges presented by load-shedding and the #RUReferencelist, #Rapeculture and #Feesmustfall protests during 2015 and 2016 were seen as opportunities to review processes, reconsider and adapt practices and services through a participatory process of discussions and engagements. The RUL’ culture of learning and exposure to best practices and innovative thinking has been carefully nurtured to empower staff for optimal personal, institutional and user benefit. This report therefore highlights through its various strategies how the RUL has shaped itself within the context of national and local disruptions and added value to the teaching, learning and research endeavours of the University during 2015 and 2016.
- Full Text:
- Date Issued: 2017
- Authors: Satgoor, Ujala
- Date: 2017
- Language: English
- Type: Text
- Identifier: http://hdl.handle.net/10962/54313 , vital:26455
- Description: Disruption has been one of the key drivers for the reshaping of academic libraries over the years. New technologies; high cost of information resources and dwindling budgets; changing user profiles, learning styles and needs; demand for alignment to institutional imperatives and a demonstration of value to the academic project; new roles and new competencies for staff are identified as key disruptors for academic libraries. By adopting strategic thinking and strategic planning, academic libraries embrace disruption easily and become more adept to change. The Rhodes University Library (RUL) is guided by a Strategic Plan (2013-2015) which was adopted in 2012. This Plan takes into cognisance the trends and developments impacting academic libraries with specific reference to the librarian’s role in research, undergraduate student success, information literacy, new roles and competencies for librarians, and the library as place within the academic context. Therefore, the challenges presented by load-shedding and the #RUReferencelist, #Rapeculture and #Feesmustfall protests during 2015 and 2016 were seen as opportunities to review processes, reconsider and adapt practices and services through a participatory process of discussions and engagements. The RUL’ culture of learning and exposure to best practices and innovative thinking has been carefully nurtured to empower staff for optimal personal, institutional and user benefit. This report therefore highlights through its various strategies how the RUL has shaped itself within the context of national and local disruptions and added value to the teaching, learning and research endeavours of the University during 2015 and 2016.
- Full Text:
- Date Issued: 2017
The development agenda and new roles for librarians
- Satgoor, Ujala, Library and Information Association of South Africa (LIASA), Eastern Cape branch (Annual General Meeting : 2015 : East-London)
- Authors: Satgoor, Ujala , Library and Information Association of South Africa (LIASA), Eastern Cape branch (Annual General Meeting : 2015 : East-London)
- Date: 2016
- Subjects: Libraries and society -- Developing countries Libraries and community -- Developing countries Social justice -- Developing countries Information society -- Developing countries Library science -- Social aspects -- Developing countries Library science -- Political aspects -- Developing countries Library science -- Economic aspects -- Developing countries Freedom of information -- Developing countries
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/3498 , vital:20514
- Description: Presentation delivered at the Annual General Meeting of the Eastern Cape branch of the Library and Information Association of South Africa (LIASA), 19 August 2016. The presentation addresses the role of librarians in terms of the National Development Plan, including transformation.
- Full Text:
- Date Issued: 2016
- Authors: Satgoor, Ujala , Library and Information Association of South Africa (LIASA), Eastern Cape branch (Annual General Meeting : 2015 : East-London)
- Date: 2016
- Subjects: Libraries and society -- Developing countries Libraries and community -- Developing countries Social justice -- Developing countries Information society -- Developing countries Library science -- Social aspects -- Developing countries Library science -- Political aspects -- Developing countries Library science -- Economic aspects -- Developing countries Freedom of information -- Developing countries
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/3498 , vital:20514
- Description: Presentation delivered at the Annual General Meeting of the Eastern Cape branch of the Library and Information Association of South Africa (LIASA), 19 August 2016. The presentation addresses the role of librarians in terms of the National Development Plan, including transformation.
- Full Text:
- Date Issued: 2016
Celebrating libraries in 20 years of democracy : an overview of library and information services in South Africa
- Authors: Satgoor, Ujala
- Date: 2015
- Subjects: Libraries , Library administration -- South Africa , Information services -- South Africa , Public libraries -- South Africa , Library science -- South Africa
- Language: English
- Type: Article
- Identifier: vital:6997 , http://hdl.handle.net/10962/d1019841 , ISSN ISSN: 0340-0352 , http://journals.sagepub.com/doi/10.1177/0340035215585100
- Description: Since the establishment of the first public library in 1818, the South African library and information services landscape has also been a reflection of the socio-political order and developments in the country. This article presents an historical perspective as well as an overview of libraries in South Africa since 1994, the context within which libraries function, library governance and legislative framework, government funding for redress, library technologies, library and information services education and the professional association. The article further highlights the importance of libraries in meeting the goals of the national development agenda towards entrenching a strong democracy and an educated and informed nation , Original publication is available at: http://dx.doi.org/10.1177/0340035215585100
- Full Text:
- Date Issued: 2015
- Authors: Satgoor, Ujala
- Date: 2015
- Subjects: Libraries , Library administration -- South Africa , Information services -- South Africa , Public libraries -- South Africa , Library science -- South Africa
- Language: English
- Type: Article
- Identifier: vital:6997 , http://hdl.handle.net/10962/d1019841 , ISSN ISSN: 0340-0352 , http://journals.sagepub.com/doi/10.1177/0340035215585100
- Description: Since the establishment of the first public library in 1818, the South African library and information services landscape has also been a reflection of the socio-political order and developments in the country. This article presents an historical perspective as well as an overview of libraries in South Africa since 1994, the context within which libraries function, library governance and legislative framework, government funding for redress, library technologies, library and information services education and the professional association. The article further highlights the importance of libraries in meeting the goals of the national development agenda towards entrenching a strong democracy and an educated and informed nation , Original publication is available at: http://dx.doi.org/10.1177/0340035215585100
- Full Text:
- Date Issued: 2015
Leadership excellence in African librarianship - the Carnegie Library Leadership Development experience
- Satgoor, Ujala, AfLIA International Conference (1st : 2015 : GIMPA Conference Centre--Accra), African Library Summit (3rd : 2015 : GIMPA Conference Centre--Accra)
- Authors: Satgoor, Ujala , AfLIA International Conference (1st : 2015 : GIMPA Conference Centre--Accra) , African Library Summit (3rd : 2015 : GIMPA Conference Centre--Accra)
- Date: 2015
- Subjects: C. Walter & Gerda B. Mortenson Center for International Library Programs Carnegie Library Leadership Project South Africa Library Leadership project Library administration -- Study and teaching -- Africa Library science -- Study and teaching -- Africa Academic libraries -- Africa Library education -- Africa
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/3506 , vital:20515
- Description: African librarianship is determined by the socio-cultural, developmental, economic and political contexts within which it is located. The importance of developing leaders within the library and information services (LIS) sector has never been as crucial as it is today. There is a critical need to develop the next generation library leaders who are able to respond and adapt LIS to the needs and demands of community development imperatives, emerging technologies for access to information and knowledge, and most importantly recognise its ability to impact the intellectual capital of the continent. The current model of library practice is steeped in managerialism and positional leadership that disallows innovation, creative thinking and a dynamic organisational culture to evolve. The Carnegie Library Leadership project, located within the University of Pretoria, was designed to address the above by identifying those with the potential to be the next generation library leaders and who will be able to make an impact within and beyond their institutions. The programme recognised that the transition from managers to leaders is not an easy journey but commences with the path to personal leadership, which then leads to more effective public leadership. This approach has succeeded in developing dynamic young professionals who are succeeding in elevating the standards of practice within their institutions and contributing to the development of the profession nationally. This paper therefore aims to share the rich content, learning and outcomes of the programme, and how it may be used for future development opportunities.
- Full Text:
- Date Issued: 2015
- Authors: Satgoor, Ujala , AfLIA International Conference (1st : 2015 : GIMPA Conference Centre--Accra) , African Library Summit (3rd : 2015 : GIMPA Conference Centre--Accra)
- Date: 2015
- Subjects: C. Walter & Gerda B. Mortenson Center for International Library Programs Carnegie Library Leadership Project South Africa Library Leadership project Library administration -- Study and teaching -- Africa Library science -- Study and teaching -- Africa Academic libraries -- Africa Library education -- Africa
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/3506 , vital:20515
- Description: African librarianship is determined by the socio-cultural, developmental, economic and political contexts within which it is located. The importance of developing leaders within the library and information services (LIS) sector has never been as crucial as it is today. There is a critical need to develop the next generation library leaders who are able to respond and adapt LIS to the needs and demands of community development imperatives, emerging technologies for access to information and knowledge, and most importantly recognise its ability to impact the intellectual capital of the continent. The current model of library practice is steeped in managerialism and positional leadership that disallows innovation, creative thinking and a dynamic organisational culture to evolve. The Carnegie Library Leadership project, located within the University of Pretoria, was designed to address the above by identifying those with the potential to be the next generation library leaders and who will be able to make an impact within and beyond their institutions. The programme recognised that the transition from managers to leaders is not an easy journey but commences with the path to personal leadership, which then leads to more effective public leadership. This approach has succeeded in developing dynamic young professionals who are succeeding in elevating the standards of practice within their institutions and contributing to the development of the profession nationally. This paper therefore aims to share the rich content, learning and outcomes of the programme, and how it may be used for future development opportunities.
- Full Text:
- Date Issued: 2015
Rhodes University Library Services Annual Report 2014 : "Our Scholarly Heartbeat"
- Authors: Satgoor, Ujala
- Date: 2015
- Language: English
- Type: Text
- Identifier: vital:7947 , http://hdl.handle.net/10962/d1020651
- Description: Library Director's Message: 2014 was indeed a momentous year for South Africans who embraced the opportunity to assess, evaluate and celebrate what has come to pass during these two decades of democracy. The library and information services (LIS) sector adopted the theme “Celebrating libraries in 20 years of democracy” which enabled several conversations to be held around three simple questions posed by Michael K Buckland: 1.What kind of work we do? 2.How can we do our work? 3.Why do we do our work? Buckland further asserts that modern society exists on a foundation of documents of all genres and forms, which are not just objectified knowledge but that they affect us aesthetically and emotionally. The use of documents is a cultural activity, be it through discussion or the exchange of documents. Vesa Souminen, in his book, Filling Empty Spaces, identifies that the crux of a good librarian’s role is to create arrangements of documents that are meaningful for users. In the face of technological advances, the relevance of libraries and librarians is raised and the need to create an awareness of what we do has never been as important as it is today. There are four accepted practices that define how we do our work: •Organization of information – selecting, collecting, organizing, categorizing, indexing, filtering and retrieval •Information in society and information policy – complementing and balancing the effects of the influence of the distribution and use of information in society •Technology for information which enables existing services to be performed differently as well as to develop different and better services •Management of information services – the art of achieving results through well-‐skilled competent people and how to survive and thrive in a political and economic environment. So why do we do what we do? Because it matters what people know! What people know is important to the individual, to an institution and to society. We do not only support technical knowledge but also cultural understanding, aesthetic insight and human behavior. Our role is to facilitate understanding of our shared identity that are collected and preserved in the records, documents, texts, etc that are our specialty. So when we say our purpose is to serve a community, we must be able to relate to the priorities and values of our role in that community. Given the above, the Rhodes University Library (RUL) embraced the 2nd year of its strategic plan (2013-‐2015) wholeheartedly with the express aim of consolidating practice, technology, providing universal access and ensuring an enabling environment and services for the broader Rhodes community. It therefore gives me great pleasure to present the 2014 annual report of the Rhodes University Library (RUL) which details how collectively the staff ensured that the defined practices were translated into reality.
- Full Text:
- Date Issued: 2015
- Authors: Satgoor, Ujala
- Date: 2015
- Language: English
- Type: Text
- Identifier: vital:7947 , http://hdl.handle.net/10962/d1020651
- Description: Library Director's Message: 2014 was indeed a momentous year for South Africans who embraced the opportunity to assess, evaluate and celebrate what has come to pass during these two decades of democracy. The library and information services (LIS) sector adopted the theme “Celebrating libraries in 20 years of democracy” which enabled several conversations to be held around three simple questions posed by Michael K Buckland: 1.What kind of work we do? 2.How can we do our work? 3.Why do we do our work? Buckland further asserts that modern society exists on a foundation of documents of all genres and forms, which are not just objectified knowledge but that they affect us aesthetically and emotionally. The use of documents is a cultural activity, be it through discussion or the exchange of documents. Vesa Souminen, in his book, Filling Empty Spaces, identifies that the crux of a good librarian’s role is to create arrangements of documents that are meaningful for users. In the face of technological advances, the relevance of libraries and librarians is raised and the need to create an awareness of what we do has never been as important as it is today. There are four accepted practices that define how we do our work: •Organization of information – selecting, collecting, organizing, categorizing, indexing, filtering and retrieval •Information in society and information policy – complementing and balancing the effects of the influence of the distribution and use of information in society •Technology for information which enables existing services to be performed differently as well as to develop different and better services •Management of information services – the art of achieving results through well-‐skilled competent people and how to survive and thrive in a political and economic environment. So why do we do what we do? Because it matters what people know! What people know is important to the individual, to an institution and to society. We do not only support technical knowledge but also cultural understanding, aesthetic insight and human behavior. Our role is to facilitate understanding of our shared identity that are collected and preserved in the records, documents, texts, etc that are our specialty. So when we say our purpose is to serve a community, we must be able to relate to the priorities and values of our role in that community. Given the above, the Rhodes University Library (RUL) embraced the 2nd year of its strategic plan (2013-‐2015) wholeheartedly with the express aim of consolidating practice, technology, providing universal access and ensuring an enabling environment and services for the broader Rhodes community. It therefore gives me great pleasure to present the 2014 annual report of the Rhodes University Library (RUL) which details how collectively the staff ensured that the defined practices were translated into reality.
- Full Text:
- Date Issued: 2015
Rhodes University Library Services Annual Report 2013 : "Our Scholarly Heartbeat"
- Authors: Satgoor, Ujala
- Date: 2014
- Language: English
- Type: Text
- Identifier: vital:7946 , http://hdl.handle.net/10962/d1011894
- Description: Library Director's Message: It gives me great pleasure to present the 2013 annual report of the Rhodes University Library (RUL). The challenges confronting most organisations are “an increasingly diverse workforce, a multicultural customer base and a global market place” resulting in a complex environment that is not easy to navigate. However this very complexity can be hugely beneficial to an organization as its diversity allows it to seek innovative solutions based on the varied experiences and backgrounds of this same diverse workforce. Henry Ford said: Coming together is a beginning. Keeping together is progress. Working together is success. The process of defining the type of organization the staff of the RUL want went a long way towards creating an environment of trust, consultation, communication and openness. After a series of discussions, the final Strategic Plan, 2013‐2015 was presented and adopted by staff on 07 March 2013. The expanded culture statement clearly articulates the values, environmental, service, people and governance culture that the RUL aims to embrace. The Faculty Library teams also identified priorities and crafted action plans to realize relevant strategies. The general feeling is that this exercise has given teams the opportunity to work in a more focused manner. Overall, this result is reflective of the participative process that witnessed a shift towards a greater sense of responsibility and ownership of the RUL. The RUL focused on strengthening its presence in the following areas: • Marketing and raising the visibility of the faculty liaison services and its benefits for the academic endeavour • Group and individual training was held throughout the year, which garnered successes for many of the faculty library teams. This is to ensure optimal discovery of content for our users benefit • Information and computer literacy is critical for undergraduate academic success. The Information Commons and the Personal Librarian Programme proved to be innovative ways in addressing this challenge. • Creating and maintaining an environment that supported an exceptional learning and research experience. Access to appropriate physical facilities, learning and knowledge resources, and professional staff at every level is an imperative • Increasing the visibility of the exceptional Rhodes research output. The transition to a new institutional repository platform was indeed challenging but the future looks positive • Collection development based on optimal use of grant allocations for developing strong core and active collections that support the academic endeavor but also encourages independent critical thinking and intellectual development. When asked, staff have described 2013 as “a busy, motivating, rewarding, affirming, challenging, successful, stressful, engaging and hectic year” that was defined by leadership, teamwork, growth, consolidation and development. So based on the above, I can declare that 2013 was indeed a vibrant and rewarding year for the RUL and would like to acknowledge the entire team for their contributions towards ensuring the reality of the RUL as “a desired space”.
- Full Text:
- Date Issued: 2014
- Authors: Satgoor, Ujala
- Date: 2014
- Language: English
- Type: Text
- Identifier: vital:7946 , http://hdl.handle.net/10962/d1011894
- Description: Library Director's Message: It gives me great pleasure to present the 2013 annual report of the Rhodes University Library (RUL). The challenges confronting most organisations are “an increasingly diverse workforce, a multicultural customer base and a global market place” resulting in a complex environment that is not easy to navigate. However this very complexity can be hugely beneficial to an organization as its diversity allows it to seek innovative solutions based on the varied experiences and backgrounds of this same diverse workforce. Henry Ford said: Coming together is a beginning. Keeping together is progress. Working together is success. The process of defining the type of organization the staff of the RUL want went a long way towards creating an environment of trust, consultation, communication and openness. After a series of discussions, the final Strategic Plan, 2013‐2015 was presented and adopted by staff on 07 March 2013. The expanded culture statement clearly articulates the values, environmental, service, people and governance culture that the RUL aims to embrace. The Faculty Library teams also identified priorities and crafted action plans to realize relevant strategies. The general feeling is that this exercise has given teams the opportunity to work in a more focused manner. Overall, this result is reflective of the participative process that witnessed a shift towards a greater sense of responsibility and ownership of the RUL. The RUL focused on strengthening its presence in the following areas: • Marketing and raising the visibility of the faculty liaison services and its benefits for the academic endeavour • Group and individual training was held throughout the year, which garnered successes for many of the faculty library teams. This is to ensure optimal discovery of content for our users benefit • Information and computer literacy is critical for undergraduate academic success. The Information Commons and the Personal Librarian Programme proved to be innovative ways in addressing this challenge. • Creating and maintaining an environment that supported an exceptional learning and research experience. Access to appropriate physical facilities, learning and knowledge resources, and professional staff at every level is an imperative • Increasing the visibility of the exceptional Rhodes research output. The transition to a new institutional repository platform was indeed challenging but the future looks positive • Collection development based on optimal use of grant allocations for developing strong core and active collections that support the academic endeavor but also encourages independent critical thinking and intellectual development. When asked, staff have described 2013 as “a busy, motivating, rewarding, affirming, challenging, successful, stressful, engaging and hectic year” that was defined by leadership, teamwork, growth, consolidation and development. So based on the above, I can declare that 2013 was indeed a vibrant and rewarding year for the RUL and would like to acknowledge the entire team for their contributions towards ensuring the reality of the RUL as “a desired space”.
- Full Text:
- Date Issued: 2014
New Frontiers of Librarianship
- Authors: Satgoor, Ujala
- Date: 2013
- Language: English
- Type: Conference paper , text
- Identifier: vital:6976 , http://hdl.handle.net/10962/d1007308
- Description: Paper delivered at the Sabinet Client Conference, 6 September 2013
- Full Text:
- Date Issued: 2013
- Authors: Satgoor, Ujala
- Date: 2013
- Language: English
- Type: Conference paper , text
- Identifier: vital:6976 , http://hdl.handle.net/10962/d1007308
- Description: Paper delivered at the Sabinet Client Conference, 6 September 2013
- Full Text:
- Date Issued: 2013
Rhodes University Library Services Annual Report 2012 : Library Director's message
- Authors: Satgoor, Ujala
- Date: 2013
- Language: English
- Type: Text
- Identifier: vital:7945 , http://hdl.handle.net/10962/d1011893
- Description: Library Director's Message: It gives me great pleasure to present the 2012 annual report of the Rhodes University Library Services. Since 2010 the staff have experienced a variety of impactful changes which included a new building, a new organisational structure, a new practice model and a change of leadership. Change refers to altering one’s approach or attitude; a process which enables transformation, becoming different or doing things differently. Peter Drucker defines innovation as “change that creates a new dimension of performance.” Therefore 2012 can be described as a year of engagement, conversations, consultations, reviews, participation, collaboration and redefinition. In addition to ensuring the delivery of professional services to the Rhodes community, strategy development, quality of service, continuing professional development, human resources management and national professional engagement defines this period. Therefore an effective organization must be prepared to grasp the opportunities, alongside the threats, by responding to the challenge of change to continue adding value to its defined audience. An innovative organization focuses on the following four significant areas: • Alignment of internal strategies to corporate/institutional goals and strategies • People, skills and roles • Defined workflows or processes • Cultural engagement and support The process towards crafting a new strategic directions and articulating an organizational culture commenced with a 2-day intervention on June 14-15 2012 which was facilitated by Dr Noel Pearse. This exercise proved to be an invaluable experience for the staff, who by taking ownership of the subsequent development of the strategic focus areas and the organisational culture statement, were able to articulate their thoughts, concerns, aspirations and expectations of their organisation. The four strategies identified will go a long way to strengthening and consolidating the RUL: • Positioning the RUL in the intellectual midst of the University community • Dynamic user services to advance the RU research, teaching and learning endeavours • Staff development • Technology and innovation The LibQual online library quality survey conducted during 13-31 August 2012 was a success, which surpassed our expectations. The comparison between the 2005 and 2012 results show a significant improvement in the perceptions of the RU community towards the quality of service, information resources and the library as place. This affirmed that the new Library building and Faculty Library liaison model are serving to locate the library positively in the academic endeavor. However while we savour these results, concerns have been raised about the lack of awareness and proper use of the wide array of electronic resources available. Therefore we will be focusing on a concerted marketing and training campaign to ensure that the subscription-based electronic resources are optimally used by the RU community, especially the academics. I wish to acknowledge the sterling and creative work of the team that led this project. We also bade farewell to Ms Jeanne Berger, who was the former Deputy Director and Acting Director in April 2012. Together with the former Director, Gwenda Thomas, Jeanne drove the reconstruction and renewal project of the RUL. I acknowledge both Gwenda and Jeanne, the University Management and all those who contributed to the realisation of the vision of a modern 21st century academic library.
- Full Text:
- Date Issued: 2013
- Authors: Satgoor, Ujala
- Date: 2013
- Language: English
- Type: Text
- Identifier: vital:7945 , http://hdl.handle.net/10962/d1011893
- Description: Library Director's Message: It gives me great pleasure to present the 2012 annual report of the Rhodes University Library Services. Since 2010 the staff have experienced a variety of impactful changes which included a new building, a new organisational structure, a new practice model and a change of leadership. Change refers to altering one’s approach or attitude; a process which enables transformation, becoming different or doing things differently. Peter Drucker defines innovation as “change that creates a new dimension of performance.” Therefore 2012 can be described as a year of engagement, conversations, consultations, reviews, participation, collaboration and redefinition. In addition to ensuring the delivery of professional services to the Rhodes community, strategy development, quality of service, continuing professional development, human resources management and national professional engagement defines this period. Therefore an effective organization must be prepared to grasp the opportunities, alongside the threats, by responding to the challenge of change to continue adding value to its defined audience. An innovative organization focuses on the following four significant areas: • Alignment of internal strategies to corporate/institutional goals and strategies • People, skills and roles • Defined workflows or processes • Cultural engagement and support The process towards crafting a new strategic directions and articulating an organizational culture commenced with a 2-day intervention on June 14-15 2012 which was facilitated by Dr Noel Pearse. This exercise proved to be an invaluable experience for the staff, who by taking ownership of the subsequent development of the strategic focus areas and the organisational culture statement, were able to articulate their thoughts, concerns, aspirations and expectations of their organisation. The four strategies identified will go a long way to strengthening and consolidating the RUL: • Positioning the RUL in the intellectual midst of the University community • Dynamic user services to advance the RU research, teaching and learning endeavours • Staff development • Technology and innovation The LibQual online library quality survey conducted during 13-31 August 2012 was a success, which surpassed our expectations. The comparison between the 2005 and 2012 results show a significant improvement in the perceptions of the RU community towards the quality of service, information resources and the library as place. This affirmed that the new Library building and Faculty Library liaison model are serving to locate the library positively in the academic endeavor. However while we savour these results, concerns have been raised about the lack of awareness and proper use of the wide array of electronic resources available. Therefore we will be focusing on a concerted marketing and training campaign to ensure that the subscription-based electronic resources are optimally used by the RU community, especially the academics. I wish to acknowledge the sterling and creative work of the team that led this project. We also bade farewell to Ms Jeanne Berger, who was the former Deputy Director and Acting Director in April 2012. Together with the former Director, Gwenda Thomas, Jeanne drove the reconstruction and renewal project of the RUL. I acknowledge both Gwenda and Jeanne, the University Management and all those who contributed to the realisation of the vision of a modern 21st century academic library.
- Full Text:
- Date Issued: 2013
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