Speaker: Galadriel Chilton, University of Connecticut
Used TERMS as a framework for developing an eresources team and a course at University of Wisconsin.
How are we going to systematically ensure that our eresources knowledge evolves and continues?
75% of UConn’s budget is for e-content. The human resources was 3.25 FTE when she arrived, but now they are at 5.65 FTE. The only other unit smaller is the digital scholarship and data curation team created a year ago.
Why does collection development for non-ERM staff exist as a term for non-electronic monograph acquisitions? In 2014? How do we establish eresources teams and teach this to staff?
TERMS helps build a framework for discussion among her students and her work team. The Core Competencies was used for class reading and discussions with her team, and became a framework for submitting training requests. TERMS has been a lighthouse for them, and they’ve continued to go back to them and review the cyclical process to identify successes and areas for improvements.
Only 19% of the ALA accredited LIS programs cover ERM topics, yet 73% of recent job ads require ERM competencies.
The financial resources are be allocated, what about the human resources to do our work. Eresources positions are not entry-level, and yet the spend in that content is increases. How can we expand/grow the ERM skill-set to more of our staff positions? This is not a new problem. We’ve been talking about this as a profession since 2000 or earlier.
The Core Competencies should be for the entire library, not just the ERM staff.
We need to eliminate the delineation between print and electronic management/acquisitions.
Establish partnerships with LIS programs. Establish paid fellowships that are at least two fiscal years in length. Get support from library administrators for adequate staffing and the time to teach courses, etc.
Good strategies for training staff: Listening to them and knowing what they already know how to do. Making analogies from what you know to what they know. Small chunks at a time.
Are the NASIG Core Competencies a laundry list of the ideal rather than true core competencies that can be expected at the beginning of an ERM career? No. The point is that no one person can do everything ERM. But, these are the things that are needed to manage eresources, regardless of how many people it takes to do it.
Audience member says she had to fail badly with only two staff in order to get the change needed to have a sufficient number of people on her team.