Abstract

The aim of this paper is to explain some ways of innovation that are being extended to Spanish public libraries, and to consider that these changes require a more flexible model of management and service. To illustrate these new models we describe libraries such as Alhóndiga Bilbao, Cubit at Zaragoza, and Library at Tenerife space for arts (TEA). These libraries have been created with adifferent model, mainly conditioned by their location inside big cultural or arts centres, where they coexist with other cultural services and events.

Abstract

The public library and the promotion of reading is still an indissoluble tandem, meaning the library has a large responsibility for the promotion and dissemination of authors and their works. The goals of these cultural activities must be explicit and clearly defined, and must offer an added value as a public service with social impact. They do not have to follow the commercial trends or maintain the conventional formats, which sometimes are obsolete. Are current activities in the public library as useful for traditional readers as for the so-called digital natives? Are we prepared to offer activities that are attractive to young people today? In this society, characterized as the knowledge, global, multicultural, digital, 2.0 society, are public libraries able to defend their policies to promote reading?

Abstract

The main issues covered at the seminar “New paradigms in the management of public libraries: library and social development”, held at the Cultural Office of the Spanish Embassy in Caracas (Venezuela) are discussed, highlighting two key issues: the contrast between American and European models of library systems, and the growing importance of the “multiauthority” concept.

Abstract

The Sedic Health Science Group organized the 1st Technical workshop on health science libraries in the 21st century: electronic, virtual, digital and hybrid. The aim was to update the view of health science libraries within the technological environment, sharing professional experience, methodologies and practices. In the first session, 12 autonomous communities (a designation for geopolitical regions within Spain) reported on their virtual library projects, which are in different phases of development. The second session addressed new concepts in acquisitions, such as national licensing of electronic resources and “pay per view”; new approaches to accessibility, including open access repositories and open access digital books; and new tools for integrating catalogue listings of library resources with metasearch, webbridge, and individualised data bases.

Abstract

This article details one university library’s experience in managing the needs of students and professors in Architecture and Building Engineering degrees. The authors describe channels of communication, use policies, marketing efforts, and planning. Marketing campaigns must be adapted to the academic calendar. Ultimately, the marketing efforts have proven transformational in integrating a new culture of management in the library for both users and staff.

Abstract

Based on the idea of a just-in-time library, not just-in-case, and a shift from supply to demand as the engine of management, 10 library innovation actions are proposed. Examples of these actions are: Less is more; Don't buy, rent; No storage for just-in-case; Discard old habits and concepts; Make your library visible, etc.