|
|
J Med Libr Assoc. 2006 July; 94(3): 245–247. | PMCID: PMC1525304 |
Copyright © 2006, Medical Library Association A management case study: challenges of initiating an information service in molecular biology and genetics Barbara A. Epstein, MSLS, AHIP, Director Health Sciences Library System, University of Pittsburgh, 200 Scaife Hall, 3550 Terrace Street, Pittsburgh, Pennsylvania 15261 The explosive growth of molecular biology and genetics research, and its pervasive presence in the activities of leading academic health sciences centers, has highlighted the need to develop specialized information services to support researchers, students, and clinicians in these areas. Similarly, the growing array of complex bioinformation management software packages suggests a new role for libraries. Information professionals with varied academic preparation and experience are already skilled in providing instruction and consultation, licensing electronic resources, and developing Websites and teaching materials, yet few possess the subject knowledge to offer reference and consultation services in this rapidly evolving subject area. Library managers, who rarely have subject expertise in this area, face unique challenges in developing institutional support and a working structure for new information services in molecular biology and genetics. The University of Pittsburgh Health Sciences Library System (HSLS) has initiated an active and wide-ranging program (described by Chattopadhyay et al. elsewhere in this issue). In this editorial, I share my perspective on the successful planning and management of such programs, in the hope that my experience might serve as a roadmap for others. Because the University of Pittsburgh has a well-supported research program in the basic sciences, top administrators were receptive to the idea of a new information service to provide specialized support to researchers in molecular biology and genetics, staffed by an information specialist with expertise in molecular biology and genetics as well as library and information technology. But the details of how such a program would actually work were unclear. Generation of institutional support The management team began with several activities designed to identify the target user community and pique their interest. First, HSLS hosted a two-day bioinformatics-focused conference taught by staff from the National Center for Biotechnology Information (NCBI). Next, we identified a program at the University of Washington Health Sciences Libraries that was similar to the one we wished to develop and invited its leader to Pittsburgh as a consultant. While in Pittsburgh, the consultant gave a presentation about his work to an invited group of faculty and administrators who had been identified as key stakeholders and potential champions of such an information service. We then assembled a nine-person planning committee composed of senior library managers and faculty leaders in basic research, computational biology and bioinformatics, and human genetics. These stakeholders had varying ideas about the scope and services of a bioinformatics support program. Though several models were considered, the group ultimately decided that the program should be library-based given the library's expertise in information management and user support. It was clearly recognized, however, that the success of this new service would depend on input, support, and guidance from a variety of departments, centers, and individuals in other areas of the health sciences. Key roles planned for the information specialist in molecular biology and genetics included: - developing the service in coordination with the existing programs and services of HSLS
- developing relationships with appropriate departments, research programs, faculty, researchers, postdoctoral associates, and graduate students to understand their needs
- employing the knowledge gained from these contacts and a review of available information resources to initiate consultation and training in molecular biology and genetics and to recommend purchase or license of commercial bioinformatics software
The library anticipated that the experience and credibility gained in the initial phase would generate support for a more comprehensive information service. Given the diversity of academic disciplines represented on the planning committee, one of the most difficult challenges in recruiting an information specialist was developing consensus on the optimal educational and research background. Some felt that advanced research experience was necessary; others felt that a background in bioinformatics was critical, while others stressed programming ability. After much discussion, the group agreed that the ideal candidate would possess subject expertise (preferably, an earned doctorate in molecular biology, cell biology, genetics, or an equivalent field), a strong interest in teaching, the personal initiative to establish a new program, and excellent communication skills in English. The position was advertised in Science, Nature, Nature Cell Biology, The Scientist, and related online listings. The committee deemed it unlikely that they would find someone with both subject expertise and experience in providing information services because of the small number of similar library-based programs and the absence of established training programs. HSLS faculty librarians would work closely with the hired candidate to ensure that the design of the new program included a strong library service orientation and was coordinated with other library programs. The committee was fortunate to identify a candidate with an appropriate combination of credentials: a doctoral degree with teaching experience in biochemistry, research experience as a postdoctoral fellow, and experience as a “knowledge engineer” in a bioinformatics software research and development company. The HSLS information specialist in molecular biology and genetics was hired to begin in May 2002 with the rank of faculty librarian, and the new information service was launched the following month. Integration of bioinformatics expertise into library workflow Integrating this new information professional into the library culture presented a unique challenge. The specialist functions as a member of the reference department and reports directly to the associate director overseeing information services and reference. Because the new information specialist did not have experience working in a health sciences library, he received a thorough introduction to the service environment and culture of HSLS, its instructional curriculum, and its digital environment and print resources. Though the specialist does not share in departmental assignments such as staffing the reference desk, he attends reference department meetings and provides regular updates about his activities as well as overviews of new resources. HSLS reference librarians are generally appreciative of a subject expert in the department for referral of complex questions. Likewise, once the specialist became familiar with the types of questions handled by reference librarians, he was able to refer user queries appropriately. The HSLS approach to managing the information service can be described as “supportive autonomy.” As a subject expert, the specialist is given the leeway to determine the best mix of services and training opportunities to satisfy user needs and is clearly viewed as the “public face” of this initiative. Library managers provide guidance through regular meetings and feedback on how to best achieve mutual goals, while taking care not to micromanage program activities. The specialist is expected to demonstrate initiative in reaching out to the user population of researchers and students in the basic sciences and to identify subject areas and resources of emerging interest. In the complex environment of a large academic health sciences enterprise, it is important to “brand” the information service as a library program to provide an institutional context for its services and resources. The specialist has developed strong working relationships with many library departments outside of reference: he suggests new print and electronic tools to be purchased or licensed by the resource management department; he turns to the systems department for specialized programming for the Website; and he works with information services to coordinate marketing for classes and workshops. The specialist provides frequent updates to the HSLS senior management group, which includes leadership from all areas. These updates are not just activity reports and wish lists, but also include scientific background to keep library administrators informed about subject advances. This frequent and open communication has fostered a climate of trust, as library administrators who are not subject experts have become comfortable in relying on the information specialist's recommendations and advice. Growth of the service and new challenges The specialist has gained entrée into the community of researchers and faculty in the basic sciences through personal introductions and meetings and regular publicity in the bimonthly HSLS Update newsletter and on the library's Web page. Members of the planning committee have also championed the service to their communities, and the specialist provides overviews at departmental and other meetings. He also attends lecture series and other educational events. As the information service has grown from a fledgling project to an established library program, both the senior management team and the specialist face several challenges: - Licensing and providing access to new types of electronic resources: The information specialist has recommended that HSLS purchase or license several commercial information products, in addition to the many excellent open access databases available. Generally, negotiation for licenses for these bioinformatics resources varies in certain aspects from negotiations for other library licenses. Vendors of software in molecular biology and genetics are often more accustomed to dealing with corporate customers than large academic enterprises. Their generic licenses may focus on commercial uses of the software, rather than needs in the open academic environment. Similarly, copyright and intellectual property restrictions focus more on protecting trade secrets than supporting scholarly content. Vendors are also used to dealing with individual purchasers, rather than site licensing for a large enterprise. Thus, license negotiations can be lengthy and protracted, with both parties requiring more legal guidance than usual. HSLS has been able to negotiate satisfactory licenses with most vendors of desired products.
- Balancing the demands of various user constituencies and determining the extent of in-depth consultation to be offered: A university's scientific research establishment is a complex organization, with multiple schools, departments, interdisciplinary centers, and linkages with other local and national research centers. As word of this new service spread through marketing and positive user experiences, library administrators and the information specialist faced difficult questions about the scope and depth of services offered. Should the specialist actually find the answer to questions or teach users how to do their own research? What workload parameters would justify a recommendation that a lab hire its own postdoctoral assistant rather than depend solely on the information specialist? Resolution of these kinds of questions requires tact and sensitivity to the research environment.
- Departmental versus grant funding: As the benefits of the information service became evident, more than one researcher offered to include partial funding in grant applications for the information specialist's services. One lab director volunteered to provide the information specialist with office space and a computer to facilitate interaction. Library management considered carefully the relative advantages and disadvantages of such support and decided to decline such offers, with the rationale that the information service was intended to be a community benefit for all researchers and students in the basic sciences, and not only for the use of a few labs that provided funding. Stable support through the library budget frees the information specialist to focus on providing service rather than spending time writing grant applications for salary funds.
- Scaling the service: Information in the field of applied bioinformatics is increasing at an exponential rate. The university's research community is also growing. Keeping updated about new developments is a formidable task. Demands for consultation, presentations, and teaching eventually surpassed the capabilities of one person and necessitated hiring a second specialist to share the expanding responsibilities. Generating support and funding for such expansion is always a challenge, as is recruiting a second individual with appropriate experience, abilities, and interests. The library was able to identify funding to hire a full-time assistant information specialist in molecular biology and genetics to share the teaching and consultation responsibilities of the information service and to assume primary responsibility for its Web portal. Initially, the assistant has focused on teaching existing workshops, so that the senior information specialist can develop new workshops and update his own knowledge and skills.
- Ensuring professional growth and developing a satisfactory career path: Becoming a library-based information specialist is an unconventional career path for someone with a scientific doctorate. It could be difficult for such a person to resume a research career as a bench scientist or qualify for a tenure-stream faculty appointment outside the library. With one foot in the research community and the other in the library, the specialist does not have a ready-made peer group. Library administrators must provide opportunities for professional development and support linkages between specialists and the research community. Development of an appropriate career and salary ladder is essential to attract and retain such professionals. In the case of HSLS, this need led to an unpaid adjunct appointment in the department of cell biology and physiology in the school of medicine. Other incentives will be developed in the future.
The HSLS experience to date demonstrates that the integration of scientists into library staff can lead to a synergistic collaboration between librarians and scientists that ultimately enhances the knowledge and skills of both. Most important, however, are the significant benefits to the overall university community.
|
This article has been