Update on the Library transition

first_imgFebruary 10, 2012Dear Members of the Harvard Community,Earlier this week, President Faust wrote to you about the singular importance of Harvard’s libraries and why changes are essential to ensure that they continue to set the standard for academic libraries worldwide. Today, I write to share how a new organizational design and strategic direction, recently recommended by the Library Board, will position the Harvard Library to respond to the evolving expectations of the 21st century scholar.The new Library organizational design enables Harvard to respond nimbly to the constantly shifting demands of the Information Age. It replaces a fragmented system of 73 libraries spread across the Schools with one that promotes University-wide collaboration. The new Library will harness both the power of a unified Harvard and the distinctive contributions of the Schools, which will retain responsibility for work that requires deep knowledge of research, teaching and learning needs within their respective domains.  These changes will benefit everyone who uses the Harvard Library. A single access policy will make borrowing easier at every library location. Library experts in all subject areas will be available to answer questions and deliver information quickly. Working together, we can leverage Harvard’s buying power, set a high and consistent standard for service delivery and pursue a University-wide collection development strategy that strengthens our holdings.In pursuing this new strategic direction, we will make better use of the resources we commit to acquisitions and collection management. There also will be changes that affect staff at every level of the library system. The details of many of these changes are being developed, and they will be announced in the coming weeks. It is clear at this point, however, that they will include but not be limited to adjustments in how and where many staff members perform the work that has made the library one of the University’s greatest treasures.Our goal is straightforward — to enable investment in innovation, in digital infrastructure, in the services we provide, and in our collections. The Board’s recommendations address opportunities for improvement that repeatedly surfaced during two years of study. The strengths of our Library are extraordinary, and begin with the excellence of the Library staff.  The support for research, teaching and learning that they provide is unequaled. Their understanding of user needs is unmatched. And among academic institutions, our collection is unrivaled. Yet we are not organized to make the best use of these remarkable assets. Finding many of these resources in the current system of “coordinated decentralization” can be challenging. Scholars struggle to navigate more than a dozen access policies. And much of the collection is inaccessible simply because resources haven’t been properly allocated to process it.In recent decades, the libraries have struggled to collect the books, journals and other research materials desired by faculty and students.  They have had to cope with steadily rising prices, the cost of providing both electronic and paper versions, the expansion of the University’s intellectual horizons and the duplication of efforts throughout a disjointed library system. Our analysis showed that these challenges have persisted despite the fact that Harvard spends on average more than twice as much as its peer universities on its libraries, devoting 3.3% of its overall budget to libraries while its peers spend on average 1.9% of their budgets.The new organizational design unifies functions that occur within all libraries — Access Services, Technical Services and Preservation and Digital Imaging Services. The shared services will enable greater focus on the needs of the user community as the Library improves workflows, policies, infrastructures and reporting structures system-wide. The new organization will enhance physical and digital access to the entire collection and related resources — regardless of School affiliation — through a robust Library portal (expected to launch this year), mobile devices, self-checkout and mobile checkout. The majority of people who work in the libraries will learn in the next two weeks whether their role will remain associated with their local library or be designated as part of the new shared services structure. Working groups are already being formed to develop processes and standards that will be applied within each service area and across the broader system.These changes will be supported by a new approach to Library technology, which will allow us to use information resources in exciting new ways. The library-focused resources of the Office of Information Systems (OIS), as well as IT staff working in the Harvard College Library, will join with the expertise of Harvard University Information Systems (HUIT). This combination of assets will more strongly align Library and University technology strategy and goals, and it will increase interoperability between library systems.The new strategic direction will encourage the Library to partner with Schools to create a single point of procurement for e-resources. It will also support collaboration between the Library and the Schools to implement a system-wide collection development strategy and a system-wide access policy. The strategic direction also commits the Harvard Library to providing greater and faster access to materials housed outside Harvard, as recent partnerships with Borrow Direct and the HathiTrust demonstrate. Since the launch of Borrow Direct in June, for example, Harvard patrons borrowed several thousand items not available in the Harvard Library collection and received them twice as quickly as they would have with Interlibrary Loan.Work has already started on an infrastructure to build digital collections and to support new approaches to library services.  The changes will position the Library to lead in scholarly communication and open access, to design next generation search and discovery services, and to accelerate digitization and digital preservation.The Harvard community uses the Library for diverse purposes.  The new Harvard Library will meet the varying needs of our community members.  It will offer increased access to information resources within Harvard and beyond its gates. Faculty and students will enjoy faster checkout and delivery of information to their computers and mobile devices, and improved access to reserves during peak periods. Library staff will be able to make decisions and collaborate in ways that continuously improve services.Change of this magnitude is challenging and understandably prompts many questions and concerns. We recognize that members of the talented Library staff are anxious to see how the transition will affect them as individuals, and we are confident that our new strategic direction will ultimately produce gratifying new responsibilities and career development opportunities. As President Faust noted, it is inevitable that we will need to adjust our plans as we work through the details of this process together. But I want to reassure you that this new direction for the Harvard Library is the product of a lengthy and deliberate process, and that it has been shaped by deep organizational analysis and widespread consultation with many individuals and groups in the libraries and across the Schools.Moving forward, the choices we need to make as we implement this new vision for the Harvard Library will rely heavily on the knowledge and experience of the staff and library users, and we will be looking to faculty members and other members of our community for guidance in their areas of expertise as we develop a broad collection development strategy and establish metrics by which we can measure the progress of the new organization. This will ensure that we meet the rising expectations of the Harvard community in the 21st century and — ultimately — that we will continue to set the standard for academic libraries worldwide.Alan M. GarberProvostlast_img read more

Watch The King and I’s Kelli O’Hara Win Best Quick Change at the Tonys

first_img The King and I Show Closed This production ended its run on June 26, 2016 Kelli O’Hara didn’t just collect the Tony for Best Leading Actress in a Musical at Broadway’s biggest night on June 7—she takes home the Award for Best Quick Change! Check out the incredible video below as The King and I’s leading lady switches (Catherine Zuber’s Tony-winning) costumes during the Rodgers and Hammerstein tuner’s performance on the telecast. While Tony winner Ruthie Ann Miles sings “Something Wonderful,” in just 46 seconds O’Hara is ready for her “Shall We Dance?” turn with Ken Watanabe. The Tony-winning revival is playing at Lincoln Center’s Vivian Beaumont Theater. Related Shows View Commentslast_img read more

Millennials in the workforce: What are we looking for?

first_img 14SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr In the coming years, Baby Boomers will be approaching retirement, inevitably leaving gaps in the workforce that will need to be filled. Lucky for business owners across the U.S., Millennials are here and ready to work. In fact, studies show Millennials have now become the majority in the U.S. workforce.As a Millennial who will be entering the workforce full-time in a year from now, there are certain things that I am looking for in a future employer, and after a number of lengthy conversations with my cohorts, many of my Millennial counterparts seem to agree.Recruiting Millennials can be challenging if you’re not aware of our general interests and goals. We have very different views on business and leadership, want more from the companies we choose to work for, and possess a different skill set than previous generations. To attract Millennials to your organization, you will have to adapt to satisfy these different attributes. continue reading »last_img read more

Slower EMV transactions not enough to drive mobile payments…yet

first_imgMillions of U.S. consumers have learned that while EMV chip card transactions are safer than traditional magnetic stripe card transactions, they can be slower.Since the implementation deadline last October, the time it takes for a consumer to complete an EMV transaction has been around 15 seconds. By comparison, swiping a magnetic stripe card takes just two seconds. Although 15 seconds really isn’t much, it can feel like a long time compared to what consumers are used to. Consumer confusion regarding having to insert the card into the reader, rather than swiping, could add to this time increase. Some experts predict the resulting frustration could lead to an uptick in mobile payment usage just to get through the point-of-sale faster.Although this may eventually be the case, it will likely take more time for EMV to truly drive mobile usage. This is true for a couple of reasons. First, merchant acceptance of EMV is still hit or miss. Secondly, even though the prevalence of smartphones means more consumers have access to a mobile payment-compatible device,  many EMV-ready merchants have not yet enabled the contactless capabilities of their terminals, limiting consumers’ mobile wallet options.Coupons and loyalty programs are likely to be a greater short-term driver of mobile payments than slower EMV transaction times.  If a consumer can pay with his or her mobile device and receive a coupon redemption or earn loyalty points, that could be enough to choose a mobile wallet over plastic. continue reading » 25SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

Are your members engaging in risky behavior?

first_img 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Older isn’t always wiser. Though we’ve all been fighting fraud for years, it seems many of us are getting worse – not better – at it. According to a report by Aite Group, consumers are engaging in risky behavior, even when they know they should not. Among the risky behaviors on the rise:20% left their smartphone unlocked when not using it (11% in 2014).18% threw papers with account numbers in the trash without shredding them (13% in 2014).14% used online banking or shopped the internet without security software or on a public computer (7% in 2014) continue reading »last_img read more

Hatem Ben Arfa mocks former boss Unai Emery after Rennes stun Arsenal in Europa League

first_imgAdvertisement Hatem Ben Arfa fell out with Unai Emery at PSG (Picture: Getty)Rennes star Hatem Ben Arfa couldn’t resist a dig at former manager Unai Emery after his side’s 3-1 win against Arsenal.The French side take a two-goal lead to the Emirates next Thursday after they saw off 10-man Arsenal in north-west France.Emery managed Ben Arfa during his time at PSG and fell out with the hot-tempered Frenchman, consigning him to the club’s reserves for around 15 months.Ben Arfa is now suing his former club for a loss of earnings and he took a dig at Emery after Rennes’ win, claiming the Spaniard ‘hasn’t changed’.ADVERTISEMENT Metro Sport ReporterThursday 7 Mar 2019 10:48 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link359Shares Hatem Ben Arfa mocks former boss Unai Emery after Rennes stun Arsenal in Europa League Advertisement Ben Arfa was the catalyst for his side’s win (Picture: Getty)‘My motivation was to play a solid match, to win and get ourselves into a good position to go through,’ said Ben Arfa.AdvertisementAdvertisement‘That’s what was in my head.‘But I did see the same Emery, as agitated as ever. I looked over at him a few times and that made me laugh a little. He hasn’t changed.’More: Arsenal FCArsenal flop Denis Suarez delivers verdict on Thomas Partey and Lucas Torreira movesThomas Partey debut? Ian Wright picks his Arsenal starting XI vs Manchester CityArsene Wenger explains why Mikel Arteta is ‘lucky’ to be managing ArsenalRennes scored immediately after Sokratis’ red card and the French side capitalised on their man advantage.Nevertheless, Emery is confident that his side will progress to the last-8.‘The result for the first 90 minutes is hard for us but we are going to start the next match next week with 11 vs 11 and with the same respect we have had the first half,’ said Emery.‘We are going to do that at home. ‘I have confidence with our players, our supporters helping us’.MORE: Paul Merson and Phil Thompson explain why Alexis Sanchez has flopped at Manchester United Commentlast_img read more

Diana Shipping Extends Kamsarmax Charter with Cargill

first_imgGreek dry bulk owner Diana Shipping has entered into a time charter continuation contract with Geneva’s Cargill International.Under the deal, the company’s Kamsarmax dry bulk vessels, the Myrto, would continue working for Cargill for a period of about nine to eleven months.The parties agreed a gross charter rate of USD 14,000 per day for the 2013-built bulker.Diana Shipping said that the new charter period commenced on July 18, 2019.The employment is expected to generate around USD 3.57 million of gross revenue for the minimum scheduled period of the time charter.last_img read more

‘Yes’ to a joint after work but ‘no’ to medicinal marijuana – Gareth Morgan

first_imgNewsHub 12 September 2017Family First Comment: Oh dear. Confusion reigns. He needs to spend some time reading information on our website www.saynopetodope.nz The Opportunities Party (TOP) leader Gareth Morgan says while he supports the full the legalisation of marijuana, medicinal use of the drug is a different story.Dr Morgan answered yes to smoking a joint after work on Friday, but no to medicinal use of marijuana during a Facebook live interview with Newshub political reporter Jenna Lynch.“It’s not that I don’t want it but there’s not substantial evidence that it is anything more than a placebo… I want full legalisation,” Dr Morgan says.READ MORE: http://www.newshub.co.nz/home/election/2017/09/yes-to-a-joint-after-work-but-no-to-medicinal-marijuana-gareth-morgan.htmllast_img read more

Hospital Program Brings Additional Physicians To DCH

first_imgDearborn County Hospital will start a Hospitalist Program for inpatient care beginning on Wednesday, October 16. The program will bring four new physicians to DCH and provide for around-the-clock onsite care.A hospitalist is a physician whose practice is dedicated entirely to providing care for patients while they are hospitalized. Hospitalists do not have offices in the community, rather they partner to work cooperatively with and are in touch with area primary care physicians and specialists to oversee and coordinate care for patients during periods of hospitalization.During the patient’s hospital stay, hospitalists will consult and communicate with the patient’s personal primary care physician on a regular basis, in order to better care for the patient’s overall needs. Upon the patient’s discharge, their personal physician will resume providing care.“Hospitalists are utilized in all Cincinnati hospitals and in fact, most facilities throughout the country,” explained Roger D. Howard, DCH President/CEO. “With the rapidly increasing number of regulations and new developments in healthcare today, it is difficult for physicians to keep abreast of all the changes. Hospitalists make it possible for primary care physicians to concentrate on office based medicine, allowing them to care for more patients.”“There is a shortage of primary care physicians now and it will become worse in the near future,” continued Mr. Howard. “Currently, the majority of primary care physicians looking to start a new practice or relocate their existing practice want to refer to and work with a hospital that has a hospitalist program. By partnering with the hospitalists for inpatient care, DCH and the community derive two major benefits. First, it helps our primary care physicians to better address the community’s needs by increasing the number of available office appointments. Secondly, it allows DCH to be more competitive in the recruitment of top flight primary care physicians.To learn more about the DCH Hospitalist Program, please visit the hospital’s website at www.dch.org.last_img read more

Bulldogs Come Up Short Against Squires

first_imgThe 7th Grade Batesville Bulldogs lost to South Dearborn 36-26.The Bulldogs were led in scoring by Lyle Oesterling who had 12.  He was followed by Bryson Bonelli with 7, Grant Peters with 5, Cole Pride with 2.  Max Baumer pulled and Trenton Roell pulled down some big rebounds.The Dogs will be back in action against Milan at home Thursday night.Courtesy of Bulldogs Coach Ben Pierson.The 8th Grade Bulldogs played well last night, but ultimately fell to the Squires 51-44.The Bulldogs had opportunities at the charity stripe, but failed to connect often enough to pull ahead. Eli Pierson led the way scoring with 13, followed by Cole Werner with 10. Ean Loichinger had 8 with several offensive put backs. Travis Lecher and Cooper Wilhelm added 4 a piece. Rounding out the scoring was Zach Wade with 3 and Ian Powers 2.The Bulldogs play at home Thursday against Milan. Come and support you BMS Bulldogs!Courtesy of Bulldogs Coach Clint Pride.last_img read more