Category Archives: Information Profession

2014 OLA presentation on RDM

(n.b.:  This post about my RDM co-presentation at the 2014 OLA SuperConference is very, very late. I had decided to let it go in February and not publish it. However, now that the term is winding down and I’m finding time to look back on the past three months, I’ve noticed that the event still sticks out in my mind, so I’ve decided to present the slides to everyone.   -m.)

What's a blog post without a wordle?In January 2014, I co-presented a session, Research Data Management: an Introduction, at the OLA SuperConference in Toronto.  Working with Jeff Moon of the Queen’s University Library, we led a thorough session on RDM basics to the crowd. Jeff, always the great teacher that he is, spoke first by introducing RDM – what it means in terms of stewardship and infrastructure, its place within Canadian librarianship, how it is implemented, etc.  The Queen’s Library has developed a great model for RDM through the work of Jeff and Alex Cooper: it is scalable, it is built on local and consortial resources, and it develops in-house knowledge. It is one of several RDM units that Canadian librarians should investigate when considering RDM, in my opinion.

I followed Jeff by discussing RDM within the organizational context of the library and the university. In many ways, RDM touches upon all the “traditional” library functions: acquisitions and collections, access, reference and research, preservation, IT, etc., and I firmly believe that an RDM programme can’t fully succeed without engendering collaboration with colleagues from all these areas. Not all of our libraries have a wealth of resources to develop our RDM programmes, but we certainly aren’t going to get good mileage if we can’t bring together all library functions to develop our data collection infrastructure and use our information management expertise to serve this pressing need within the Canadian research enterprise.

There were two other major points I touched on in the presentation, which I want to reiterate in text. First, a strong RDM programme is going to require buy-in from your entire team of librarians, including liaison librarians.  As others have noted (e.g.: Witt, Hswe and Holt;, Gabridge,) liaisons are our colleagues with subject expertise and with developed networks within their departments. Furthermore, when RDM eventually becomes a Tri-Council obligation (as I expect it to become), we are going to require help from liaisons to make sure that we don’t drown in a deluge of work. Secondly, make sure you reach out to your campus Office of Research Services, your IT Services, and to your Research Ethics Boards.  These groups are allies, they are valued stakeholders on campus, and they have a wealth of expertise in the research enterprise.  Research Data Management is not the domain only of librarians, and we can’t forget that. RDM requires our colleagues across campus, both in the faculties and in administrative units. I hope to write more on this during the spring since I’m working on this particular area at the moment myself.

You can find slides from our presentation at this link, under Session 413, and I’ve embedded mine below.  (And yes, it was a damn fine cup of coffee.)

20140320_worldle_RDM_digital_infrastructure

Research Data Management Highlights: Digital Infrastructure Summary Summit 2014 Summary Document

This week, a very significant document regarding the future of research data management and digital stewardship landed on my desktop. This is a PDF all academic librarians in Canada must read – whether or not you are tasked with RDM. If you are in IT, Research Facilitation, REB, Industry Compliance, or are a researcher or an administrator, then you should read this, too. It conveys the pressing importance of RDM to the profession, and it shows that we have an opportunity at hand if we take it – or a storm brewing if we turn it away.

The document is the Summary Report for the Digital Infrastructure Summit 2014This conference was hosted by the Leadership Council for Digital Infrastructure in January 2014. Group representation included CARL, CRKN, CANARIE, TC3+, and CUCCIO; in all 140 participants took part (p. 1). This document outlines the outcomes of the summit, which argued that RDM is lacking in Canada, that a sincere commitment to digital stewardship and not just technology is required to move forward, and the time to act is now (p. 1). If you are a Canadian academic librarian, download the document and read it now.

Note: I was not a participant of this summit and am only summarizing the PDF in regards to RDM in Canada for librarians. I’m standing on the shoulders of giants when I write this post.

This document asks What is Digital Infrastructure (DI)?, considers the existing problems that are hampering the development of an effective DI in Canada, and traces a clear path forward on which the Canadian research enterprise should move. Research Data Management and the people involved in it are front and centre in this document, and this means academic librarians and preservationists. The library has a significant role to play, and we are expected to contribute.

Digital Infrastructure and Soft Skills

One of the document’s biggest takeaways – and what I argue should be one of the first talking points you should use when discussing research data management – is that digital infrastructure (DI) is far more than technology alone. The executive summary states in clear, plain language that digital infrastructure includes “our ability to capture, manage, preserve, and use data . . . data are infrastructure, as are the highly skilled personnel who facilitate access to data, computational power and networks” (p. 1). DI requires “skilled knowledge management personnel” (p.1) who have technical capacity, but as we see elsewhere in the document, also can participate in local and national policy formulation and interpretation, understand project management, and have the capacity to collaborate and lead in their own field and in others. These are a suite of advanced “soft skills” that are concomitant IT knowledge and experience, and they are bound together with other essential criteria such as sustained funding and ongoing government and industry support, which allow research data management to flourish rather than wither on the vine. A successful solution that addresses near-team and long-team RDM issues requires skilled, committed resources on the ground who are leading the way. DI cannot be left to colleagues on limited term appointments or to our grad students. It demands institutional memory and it requires organizational vision.

I’ve mentioned the argument in the above paragraph in a post long ago, but I’ll take this opportunity to link out again. Chuck Humphrey states this in clear terms when he explains that RDM is the “what” and the “how”, and digital stewardship is the “who”, and both are necessary requirements in RDM infrastructure. If you are a librarian, then read Chuck’s website. If you are a Canadian librarian, then read it again. And again.

What’s wrong with Canada’s Digital Infrastructure?  

The Leadership Council has cut right to the chase in their document. They want you, the reader, to know right away that there are real issues affecting digital scholarship in Canada:

  1. Our research data are a national asset, and they are not stewarded properly (p. 1). Canada needs to get up to speed, quickly. It needs RDM and it needs it now. It requires data storage infrastructure it doesn’t have at present. It requires better skills training. It requires better software development. (Fellow Librarians: This is all about us.)
  2. There is very little governance and coordination (p. 1-2). There are many, many players, from funding agencies to libraries to standards organizations to researchers themselves. We are all trying hard to fix this, but we’re not working together. Our governance model is weak. Time is lost, efforts are duplicated, and we are spinning our wheels. (Fellow Librarians: This is very much about us. Get in there and make it happen.)
  3. There is very little federal policy regarding DI (p. 2). This is related but distinct from the second point. With little direction from government, the community is looking in all directions all at once. Greater coordination, planning, and sustained, reliable investment would be beneficial to the national research enterprise. (Fellow Librarians. This, too, is about us. Do. Take part. Take charge.)

I support it's not a blog post if you don't add a worldle.

How to act. How to improve RDM. How to solve this crisis.

Note: I am focusing on mainly on RDM and digital stewardship in this post; the original document gives equal attention to other areas such as governance, policy, and funding.

Research data management/stewardship is as yet the weakest link in the Canadian DI landscape, despite the massive increases in the amount of data being created daily through the research process. There is currently no agreed-upon strategy and/or the capacity to protect this valuable public asset, with little capacity to support access, use and reuse by a wide range of users. (p. 6)

The document makes a strong case not just for increased technical infrastructure but for greater knowledge management, project management, and policy analysis. We simply cannot allow ourselves to dump data files one after another onto a server and then hope that serendipity or an as-of-yet uncoded search algorithm will help us organize, preserve, and provide access to these files in the future. Research data – especially publicly funded research data – are a public good, and they require maintenance, management, and care.

The document highlights significant RDM gaps in Canada that must be addressed. These are:

  • Lack of a core RDM resource (p. 8)
      • Canada requires a national data service, which can lead in stewardship, policy, and education. RDC, CARL, and CRKN all have assets to contribute in this regard; RDC has shown incredible strength in this area already
  • Lack of strategy (p. 9)
    • Canada has no high-level strategy framework guiding debate and decisions on standards, infrastructure and distribution access networks, obligations to existing international agreements; funding
  • Lack of Policy leadership (p. 9)
    • Tri-Council should take the next step and implement RDM policy under consideration.
  • Weak RDM culture (p. 9-10)
    • The benefits that RDM brings must be better articulated.
  • Lack of understanding of Digital Infrastructure (p. 10)
    • It is incumbent that stakeholders demonstrate to the greater community that digital infrastructure necessarily includes the data, and the professionals who steward them
  • Lack of training (p. 10)
    • RDM training is inconsistent at present and must be improved in the short-term for practitioners and researchers alike
  • Weak policy on long-term data lifecycle management (p. 11)
    • Like any collection, data must be managed in part because its supports are not without cost. Management will include asking tough questions like what should be preserved, if we have the means and capacity to preserve it, and for what length of time. I recommend that we all have discussions about data collection policies as soon as possible. Locally, in our consortia, and nationally.
  • Lack of Storage (p. 11)
    • Storage capacity for all disciplines must be addressed. RDM is in no way an “X not Y” proposition. We must serve all discipline, departments, faculties, and researchers.
  • Means to foster acceptance (p. 11)
    • This is a tricky issue. We need our researchers to accept and be a part of RDM. Compliance should be required, but strict policies at the outset may prevent too much pushback. There will be give-and-take in the beginning.
    • Note: The original document refers to “compliance” here. I don’t want to use that term. Do we need sticks? Yes. Do we want to use them? Only if we have to. But from the outside, we must have the attitude that everyone is a partner in this venture.

Good data stewardship is not just a researcher’s responsibility, but it also needed at institutional, organizational, national, and disciplinary levels. (p. 10)

Making things happen and getting things done.

The LC provides a roadmap for action and results in its summary report from its 2014 Digital Infrastructure Summit. I am focusing on RDM-related activities and policy in this post since they are both so important to me, so I do encourage you to read the entire document yourselves to see the entire action plan.

The LC’s ways forward for RDM and policy include:

  • Maintain the Leadership Council and analyze its organizational structure (p. 17-18)
    • A steering committee is required and the LC has done a good job this far. That said, there are clamours and a need for greater representation. Consider increasing membership, developing an executive committee, form working groups, and establishing a Charter and Secretariat
  • Engage government (p. 19)
    • The LC had developed a strong community-driven response to RDM challenges. That said, push government – again – for improved coordination of policy and funding
  • Establish a national RDM network (p. 20)
    • Working on CARL and CRKN’s leadership and experience in this area, establish a network focusing on services, tools and tech, and education
  • Create an RDM pilot (p. 21)
    • Develop pilot discipline-based RDM programmes in three domains: astronomy, social sciences, and medical genomics
  • Coordinate with CRKN’s Integrated Digital Scholarship Ecosystem (ISDE) (p. 22)
    • Engage with this initiative that will enable next-gen library collaboration for seamless access, and improved infrastructure
  • Develop an RDM metrics pilot (p. 22-23)
    • For assessment, understanding performance

If you have made it this far in the post, then I offer you my congratulations. There is a lot of information to synthesize, but it is vital that academic librarians in Canada understand what is on the horizon for our profession, and what role will be expected of us. As this post shows, the work that follows – the opportunity we can take hold of – is as much resource-related and people-related as it is tech-related. To discuss digital infrastructure is to discuss the people who make it happen. Research Data Management doesn’t happen on its own. RDM requires careful planning, policy interpretation, technical capacity, and a thorough understanding of resource management.  

And yes, this is an opportunity for us. But we must be ready for what is to come. RDM will soon become the coordinated response to big data in Canada as it is elsewhere in the developed world, and it will mean work. But this is our work. It is our field. Take heed, take note, ask questions, and get set. Plan for this, and get set to play a leading role, because things are going to get busy.

tl;dr : read this now.  apply it to your work.

 

Research can be hard. That’s okay.

Joe Hardenbrook has written a great post on the issue of making (re)search exciting or fun, which you should all read.  It drives home some opinions that I bet a lot of us share, mainly being that research isn’t necessarily exciting.  And that any “excitement potential” held in a research project is dependent more on the subject matter and the researcher than it is in any tool at hand.  Kudos to Joe for speaking plainly and truthfully on this subject.

This “make research fun” issue is something that I often struggle with, especially when reading some LIS blogs and Twitter streams that veer into the subject.  ”How do I make research exciting?”  ”How can I make this assignment fun?”  ”How can I keep them interested enough to see all of ProQuest’s search refinements?”  ”Will they pay more attention in my one-shot if I launch into a stand-up comedy routine?”  I don’t buy into the argument underlying questions like those.  I’ll speak candidly here: I do not believe that it’s our job to make research “fun.”

I’m not a killjoy at work, and I promise that Steeleworthy’s Office Hours is not all doom and gloom, but neither am I some one who is going to pretend that research is something it’s not. Research is work.  Research can be frustrating.  Even for the best researchers on the planet, research can be difficult.  The advice and consultation I give can definitely help researchers of all kinds (students, faculty, staff, community members, etc) make their research more efficient by systematizing their work and improving their search precision, and this will make their work easier had they not spoken to me first. If our researcher’s excitement or interest is piqued in the research process – if they found cheap thrills as librarians and archivists do when they’ve found the needle in the haystack – then I’m thrilled and I know I’ve done my job. But “excitement” should not be our primary measure here.  Our main purpose (our main duty) is to collect the best of the world’s information, master its systems, and then help others access this information and master the systems themselves.

What it comes down to for me is how we present ourselves and our work to our users.  Our users don’t expect us to be fun-makers.  Our users come to us because they need help finding stuff.  If we can put a smile on their face along the way, then we’re doing them a service, but only if we’ve helped them find that information in the first place.

I’m going to end this by quoting Joe:

I’m a realist: Will they be excited? Chances are, no. But will they think the research process seems a little more doable and will they be willing to seek help? Yes.

We’re here to help people master research. In many ways, the library is where the job gets done at university. I really do hope that everyone enjoys their work, whatever their work is. And I also hope that everyone enjoys the classes they are enrolled in and the assignments they are working on. But those assignments are still work, and I don’t want to play down the effort required to get the job done.  I have an excellent demeanour with my users and I’m confident that many of them see me as a team player who will help them through their research. But I won’t lie to them. I’m not going to say that some one is going to have a blast writing an essay when really they just want to have watched last night’s season premiere of Revenge.  Instead, I speak honestly to my users. “Is this going to be work?” Yes, probably.  ”Is it going to take some time?” Yes, likely.  ”Is it going to be the worst thing to ever happen in my life?” Not at all.  “Are there tools and techniques I can use to make my work more efficient?” Yes, definitely.  “Can you help me?” Yes, obviously. I am already.

September Projects, 2013

I’m stating the obvious by telling you that September is a busy month in academics.  The start of the school calendar changes the mood, tempo, and pulse of a university campus, and it shifts things at the library into full gear as we roll out all programming and services. Here are a few of the things I’ve been contributing to lately, which has kept me busy in a good way (as opposed to the bad kind of busy).

Changing liaison duties

I’ve taken on liaison duties in Sociology and Social Work while a colleague is on sabbatical this year, and I’m also part of a group that is expanding the Library’s services to the University’s students who are cross-registered at the Balsillie School of International Affairs.  This has already translated to a large increase in my in-class instruction, especially for Social Work, which is its own Faculty and has its own small library. Taking on these subject-based duties has been a great opportunity since they’ve given me greater everyday contact with faculty and researchers whose work touches on socio-economic data or would benefit from research data management support and consultation.  Simply put, it’s a lot easier to push data management planning when you already have a built-in relationship with the researcher, so I expect my subject-based work in Sociology and Social Work to benefit our RDM programme.

Outreach to Faculty and Students

This term, I’m offering a full slate of seminars on research data management, bibliometrics, and data access through the library. I developed these seminars with a graduate student/faculty audience in mind, partly to help the Library increase its presence within graduate programming and in the university’s research enterprise. While I don’t expect large numbers because this is the first time in a few terms that we developed a suite of seminars with graduate or faculty research in mind,  I do hope they begin to build on our growing profile as a center of research facilitation on campus.  (This could be a blog post in its own right; I may have to write more on it in the future.)

Citation management

Our Library has taken a close look at RefWorks and has also considered what kinds of citation management systems our users use.  What we’ve known all along is that many people use RefWorks and many people do not.  We asked ourselves why we commit our support only to one service when our users will always work with their personal preferences in mind, and we decided that giving information and advice on RefWorks alone just doesn’t cut it.  If we are to support or know something about citation management and research management, then we shouldn’t limit ourselves to only one tool.  Going forward, our library is now supporting RefWorks, Zotero, and Mendeley by offering instructional sessions, consultation, and in some cases, even research collaboration between the researcher and the librarian through these tools

Data and Statistics

Don’t think that this project or the next (RDM) are subordinated to the others I’ve mentioned because they’re at the bottom of this list.  That’s far from the truth as both areas have seen significant change in the past few months.  On the Data and Stats side alone, data librarians in Canada are busy dealing with a new EULA for Canada Post postal code products (e.g., the PCCF) and what it means for researcher access and use. This issue alone has eaten up probably half of my time in the past two weeks since the new EULA changes long-standing practices for researchers who use these products, and the library, which administers licences on their behalf. A lot of time has been given to consultation within the data community and within the library to produce new practices, and I’m now rolling out a PR and education campaign.  If you are Laurier faculty and use postal code products, be on the look out for more news on this very shortly.  If you’re faculty at another university in Canada, you may want to contact your own data librarian.

Research data management

RDM has been the largest part of my work at Laurier.  We’ve been developing a research data management programme, based largely on consultative support that helps researchers and research groups learn about and then develop flexible data management plans that speak to their current and future research needs.  Next month, I’ll be attending CASRAI’s ReConnect2013 conference to build upon my current knowledge and to see and learn what others are doing in this area across Canada and in other jurisdictions.  We have a couple of RDM projects on the go already, and I would like to increase that number on campus since the service the Library provides offers clear benefits to the researchers in terms of meeting funding obligations, providing research management planning, and improving access to and citation of produced work after the research has ended.  Laurier researchers: let’s chat.

The Beastie Boys Library Sabotage Mashup

While I generally don’t get too geared up for zany library funtimes (because I want people to take me seriously since I do serious work), this video is definitely worth watching.  It mashes up one of the greatest bands of the late 20th century with a little LIS:

http://vimeo.com/66169135

Happy Monday!  Now everyone go listen to favourite Beastie Boys album on rdio

 

Work with me: Limited Term Business Librarian Opening

The Laurier Library is searching for great candidates for another limited term posting.  We have a 1-year, limited term part-time appointment for a Business and Economics Librarian at our Waterloo campus.  Working with our other Business and Economics Librarian, the person who takes on this position will hit the ground running and be quite busy interacting with the School of Business and Economics – the largest faculty at Wilfrid Laurier University.

I promise that this would be an incredible learning opportunity for new or recent grads, and also a chance to gain and build upon your existing experience with business and economics librarianship. 

The Laurier Library : We Mean Business

The Laurier Library : We Mean Business

Business and Economics students at Laurier work with stats and data quite a bit, so I expect to collaborate often with who ever fills this position.  I’m happy to answer any general questions you might have about the posting, the university, and living in Waterloo, Ontario.

See our Business Librarian posting here.  The application deadline is August 5, so start moving on this one soon.

-Michael.

Recently published : Incorporating Online Instruction in Academic Libraries

Here’s my opportunity to influence all of your summer reading lists. The article that I co–authored with my colleague, Pauline Dewan, Incorporating Online Instruction in Academic Libraries: Getting Ahead of the Curve, has just been published in the Journal of Library & Information Services in Distance Learning.

These children are using a computer to help them solve their homework problems

This (with other reports, presentations, and articles), is the culmination of a large project Pauline and I undertook to assess our Library’s online teaching and learning programme in 2012. During the course of that project, we conducted a thorough literature review and analysis of the state of online instruction in our library, and generally in North America. The recommendations we made regarding goal formation, acquiring stakeholder buy-in, technological formats and delivery, and organizational change, can speak well to many libraries’ online teaching and learning programmes.

We also have an extensive bibliography that touches on policy, analysis, information literacy, and organizational behaviour – check this out because we’ve done a lot of heavy lifting, which may you help you in your own work.

Happy reading,

-m

Making Things Happen and Getting Things Done

This post has been a long time in the making. Several weeks ago, my fellow librarian and friend, Meg Ecclestone, wrote about maintaining subject expertise in LIS. This is a good topic to discuss in any profession, but it’s especially so within academic librarianship since we’re constantly interacting with researchers from so many different fields. Of course, how exactly a librarian should maintain subject expertise is not a new concern that’s recently bubbled to the surface, so I won’t speak too much about it, especially since Meg did a good job summarizing some tips on this issue. Instead, it got me thinking about Making Things Happen and Getting Things Done (which are two unofficial slogans of the MLIS programme at Dalhousie University’s School of Information Management).

At the heart of things, Meg was talking about professional development. How do you stay ahead of the game? How do you keep up with new developments in your field, or how do you stay proficient in your work? Some professions require constant credential re-certification (which is a good thing – think about that the next time you’re in hospital), while others have a more informal approach. Recently, I’ve been fortunate enough to have started a new position, so I’ve had a number of conversations with people about how to keep your skills sharp and find positive gain. For those of you looking for a quick way out of this post, know that the answer is found in hard work and perseverance. For those of you looking for detail, I offer some advice, below. These suggestions are not new, profound, or original. But I think they bear repeating because they are so consequential to getting ahead and finding personal fulfillment on the job.

Steeleworthy’s Advice on Making Things Happen and Getting Things Done (Regardless of Your Profession)

  • Meet People.

Whatever you want to do in life, you’ll never get to do it unless you get out there and meet people. Most people are good people, most people want to meet other people, and most people want other people to succeed. We are social creatures. People like to share knowledge, expertise, and experience, so you have a lot to gain by going to events, arranging informational interviews, and developing a presence on social media. The message here is clear: meeting people helps you learn things and do things. You stand to live and work in an echo chamber if you do not meet others inside and outside the library. And you never know what sort of opportunity these new colleagues might bring. If you are not convinced, I invite you to read Graham Lavender’s post on how networking brought clear gains to his everyday life.

  • Do Things (or: Make Mistakes) (or: Learn).

My advice is to just do things. Understand that some mistakes will happen along the way, and that is okay. Do not be afraid to try a new workflow, to take on a new project, or to state an opinion. If you don’t give yourself the opportunity to try new things, it will be very difficult to master anything at all. I promise you that you will make mistakes. There will be times when you will do something wrong or will be completely misinformed. But so long as you keep yourself open to new ideas and are willing to treat these experiences as learning moments, you will likely come out ahead in the long run. Have faith in your ability to get the job done and in your colleagues’ ability to offer help and guidance along the way. And remember, there is no try. Only do. It’s cliché now, but it’s true.

  • Read. Write. Learn.

I don’t care if you prefer the scroll to the codex or the stone tablet to the electronic tablet; your preference for format is inconsequential. What matters is that you read. You must read and you must stay informed on advances and arguments and debates in your field. But it doesn’t end there. For the love of all things holy and sacred in your world, write. Reading the latest material and the classic volumes is not going to get you anywhere if you cannot explain your opinions on the subject matter. The act of writing will help you understand what you have read, and it will help you express your thoughts on the matter. This is why I blog. When I blog, I force myself to think closely about a subject and to express an opinion. That opinion may be wrong or misinformed at times (see: Do Things, above), but it’s part of the learning experience. Reading – and writing – is how you can take command of your subject matter. So start a journal or a blog, or create a Tumblr to get all your thoughts in one place (like commonplace books of old). And consider writing for publication. You will be better for it, and you will help others better themselves, too.

  • Form Opinions.

Open mouth, insert foot. This kid is going in for the kill.

This is related to reading and writing, but it’s important enough to be its own action. It’s important that you formulate opinions on topics, and not only in your writing. Remember to speak up, be heard, and contribute to the teams you are a part of. The workplace is a team environment and people are going to want to know what you think. Don’t worry too much about being misinformed. It’s worse to be stubborn than it is to be misinformed, because those who are misinformed still have the chance of taking in the bigger picture and learning an issue fully. I want you, whoever you are right now, to not be afraid to open your mouth and insert your foot at your next meeting.  You can always take your foot out and apologize and learn from the mistake (see: Do things, above).

  • Ask Questions and Take Advice (See Also: Meet People).

When you’re new to the workplace or the field, you will be surrounding yourself with people who have a lot of knowledge to share, so pick up this wisdom whenever you can. Show yourself as willing to listen and learn (be willing to listen and learn, for that matter). Don’t be afraid to ask questions; there are no stupid questions. And though you may have to schedule a different time, never turn down an invitation for coffee with a colleague. Listening to people and taking advice are the first steps you can take to turn your book-smarts to street-smarts.

  • Make goals, set timelines, and assess your work.

I’m not asking that you let Google Calendar rule your life. I am suggesting that you’ll never get something done until you turn it into something you can work toward and schedule time for. And be prepared to assess your work. Don’t aim for perfection on all things or you will start suffering from the law of diminished returns. Instead, aim for excellence, pat yourself on the back when you get it, and evaluate how you can do better the times you wish you did.

So there you are: good pieces of advice to live by. I’ll summarize it all by mentioning the official slogan from the university where I took my BA: Age quod agis, or, What you do, do wellI am certainly no wunderkind in my field and I don’t profess to be one at all. But I do give it my all at work to carry my load, contribute to the team, learn from my colleagues, and make a difference in my field.  And there is fulfillment in that.

The former director of my library school once playfully remarked that many people are ultimately hired based on whether the hiring committee wants to work with them at 8:30 on a Monday morning, and I think there’s some truth to that. So many of my suggestions above are social in nature. They are about learning from and contributing to the workplace.  And that’s how you make things happen and get things done: find your niche and do whatever you can to make a meaningful contribution and to make yourself amenable to your peers.  That’s how you make positive results for yourself in the end.

My current nameplate is only an ODESI nameplate, but we'll fix that in time.

New positions, new titles, new roles

Happy Spring!  We’re almost there, people, I promise.

I’m beginning this post with that statement since it recalls an entry I wrote last year about taking on a limited term appointment as Wilfrid Laurier University’s Government Information Librarian. It was a rather productive year as the GovInfo Librarian, and I loved my time in the job. Moving to Ontario gave me the opportunity to meet many colleagues in Canadian LIS who I would otherwise only get the briefest introductions to at national conferences. It also meant shifting “consortial cultures” as I moved from a CAUL province to an OCUL province and had to learn a brand new vocabulary of committee names and acronyms. And it also meant having to re-learn what “hot, hazy, and humid” means, let alone the value of central air.

But I digress, it was a pretty good year. The past 12 months has been full of new colleagues and friends, introductions to new scholarly resources, publishing and speaking opportunities, and a chance to “make a difference” at the workplace.  Sometimes, you leave the office later in the day than you intended, but you leave later because you really do enjoy your work.  And that’s a good thing.

My current nameplate is only an ODESI post-it, but we'll fix that in time.

My current nameplate is only an ODESI post-it, but we’ll fix that in time.

Like February of 2012, February of 2013 was a month of changes, and March 2013 is a month of announcements. I’ve now accepted an appointment as the Laurier Library’s Data Librarian. Needless to say, I’m quite excited by this news and can’t wait to get the ball rolling. One of my main responsibilities in this portfolio is to help develop the Library’s research data management infrastructure and to facilitate research data access, usage, and collection on campus and in the communities we serve.  There are some big steps involved, but my plan is to leverage the knowledge gained at CARL’s RDMI summit in January 2013 as we roll out services and resources to students, staff, and faculty on at Laurier.

Reports will follow, as they have in the past. (I’ve thought about starting a brand new blog to collect my thoughts on data management together in one place. I’ll post a link here if I do.)  In the mean time, I’ll leave you first with a link to the photoblog my spouse and I maintained while work forced us to live in different provinces for an entire year – check it out: I must say we did an awesome job.  And I’m also going to leave you with some YouTube clips. It’s impossible to talk about being a data librarian without making a Star Trek reference:

And also this one.  When talking about living in Waterloo, ABBA will sooner or later be mentioned. Without fail..

-mike.