The Freedman Center

Mission Statement Breakdown and Implications for Goals

Bring together a variety of technological resources

The Freedman Center has brought together in one location a sundry of technologic resources, including 40 brand new machines and an additional 15 iBooks for lending. The 40 machines in the Center provide students, faculty, and staff with access to state-of-the-art language learning software, recording, and playback equipment, along with world VHS machines, multi-region DVD players, and videoconferencing capabilities; also, there are video and audio editing machines, a newly initiated sound recording room, as well as access to digital cameras, turntables, cassette players, mixers, amplifiers, and CD-ROMs; additionally, there are several different types of scanners available, including slides, 8x11, 11x17, feeder scanners, optical character recognition, and digital microfiche reader printers. The focus of technology resources in one place will give faculty, students, and staff the ability to complete entire projects from start to finish in one place, and will encourage the integration of new modes of knowledge creation and presentation with those that have been around for hundreds of years.

Strategic Plan 2006
(Reference Numbers Refer to KSL Strategic Goals)

Operational Effectiveness

4.1.a – Number and Quality of Staff – Increasing and effectively training a number of staff members and ensuring the quality of customer service.

4.1.b – Training and Staff Development -- Training and the effective improvement of staff skill sets is imperative, especially in an environment that morphs as rapidly as the Freedman Center. Training is an important tool in the box for not only achieving goals and objectives, but in ensuring customer satisfaction and quality of service. It is an absolute imperative for creating learners that the staff of the Freedman Center know what they are doing and do it well.

4.1.c – Planning, Communications, Marketing – to effectively Create Learners, the Freedman Center must make prospective learners aware of the services and resources that are available to them.

4.1.d – Assessment – Dovetails with the need to effectively market.
• 4.1.d.1 – develop an assessment plan that collects both inputs and output measures to understand the Freedman Center’s strengths and weaknesses.
• 4.1.d.2 – establish an action plan – action plan to “evaluate the quality and/or impact of the Freedman Center’s collections, services, and operations on Case research and learning.” Critical to determining what services and equipment should be eliminated or supported.
• 4.1.d.3 – Devise a systematic, comprehensive method for tracking the use of collections and services;
• 4.1.d.5 – Weave assessment practices into the fabric of the library operations.

4.1.e – Development and Public Relations
• 4.1.e.1 – Development/Grants – an effort that raises funds for the Freedman Center.
• 4.1.e.2 – Marketing and Communications – “market collections and services to the university community…”

4.1.f – Earned Income and Cost Recovery – discover significant ways of recovering expenses and programs that have the potential for creating revenue. Program possibilities include print cost recovery, preservation services, digital and multimedia services, and interlibrary loan fees.

Digital Libraries and Technology

4.3 – Digital Libraries and Technology – Develop and make available tutorials, research guides, and pathfinders for use by students and faculty. Further enhance the Freedman Wiki site as a main source for Freedman Center documentation.

4.3.b – Cooperative Technology Ventures – are another way that the Freedman Center ensures sustainability at Case, ensuring that the technical services available at the Freedman Center work in partnership with other services at Case and are effectively utilized across campus in the service of learning goals.

4.3.d – Digital Case – Create Learners by making available resources that are not traditionally available generally—i.e. archives, special collections, brittle materials.

Personalized Services

4.4.b – Personalized Reference Service – Tutorials, guides, and online service, all tailored to meet the user’s need at the point of use, “strategies to appeal to individuals or groups.” The services traditionally associated with this area should be modified to encompass the services provided in the Freedman Center, including software and hardware walkthroughs, both in print and online.

4.4.c – Personalized Service Initiatives – Beyond the services that will be created for the library, the Freedman Center needs to focus on those services that will be specific to the Center and carefully listen and respond to the requests and desires of customers on campus. As the Freedman Center seeks to fill a void that exists on campus it is critical to listen to suggestions from the community in forming services and goals for the Center.

Library as Place

4.5.c – Freedman Center – Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products.

 
Create Learners

One of the Freedman Center's goals is to engage faculty, students, and staff in the critical thinking skills that are central to scholarship in higher education; this includes challenging them to discover new ways of envisioning education and educational content:
• Recognize when they have an information need that can be supported by the technology provided in the Information Commons or the Freedman Center;
• Understand the different types of information sources available to them, including digital resources (excel, SPSS data, images), microfiche, etc., and learn how to incorporate such forms in presentations or new information products;
• Determine what resources are available to them and what resources fulfill their need best;
• Formulate a research strategy for any project at hand: that is, how to search, where to search, and how to collect the information once it is found: hardcopy, minidisk, cdrom, etc.;
• Understand the steps involved in creating a new document or presentation that incorporates multiple different types of media and work with Freedman Center staff to learn how to create a new knowledge vehicle;
• Output the result to a desirably format and determine whether or not the product they are creating can be viewed as a university asset;
To ensure that these standards are met, Case librarians and Freedman Center staff will work with faculty to integrate the teaching of these skills into their respective syllabi, creating highly-focused, assignment-specific methods to build these critical skills. Additionally, KSL in cooperation with ITS has proposed grants each semester for faculty to encourage the use of new technologies and their incorporation in learning.

Strategic Plan 2006

Operational Effectiveness

4.1.b – Training and Staff Development -- Training and the effective improvement of staff skill sets is imperative, especially in an environment that morphs as rapidly as the Freedman Center will. Training is an important tool in the box for not only achieving goals and objectives, but in ensuring customer satisfaction and quality of service. It is an absolute imperative for creating learners that the staff of the Freedman Center know what they are doing.

4.1.c – Planning, Communications, Marketing – to effectively create learners, the Freedman Center must make prospective learners aware of what services and resources are available to them. Marketing is one of the single most important keys to the Center’s success—it will bring in the people and increase the profile, desirability, and use of services.

4.1.d – Assessment – Dovetails with the need to effectively market. Additionally, the Plan states “designing a plan to collect data from library users/the university community in order to identify gaps between perceived and desired levels of library service,” which is a necessary component of Creating Learners, that is, identifying what they need, what services we lack. In addition, identifying services and equipment that are not used in the Freedman Center may be a budget imperative.
• 4.1.d.1 – develop an assessment plan that collects both inputs and output measures to understand the Freedman Center’s strengths and weaknesses.
• 4.1.d.2 – establish an action plan – action plan to “evaluate the quality and/or impact” of the Freedman Center’s equipment, collections, services, and operations on Case research and learning.
• 4.1.d.3 – Devise a systematic, comprehensive method for tracking the use of collections and services;
• 4.1.d.5 – Weave assessment practices into the fabric of the library operations.

4.1.e – Development and Public Relations
• 4.1.e.1 – Development/Grants – an effort that raises funds for the Freedman Center endowments and capital projects; pursue external funding, and explore cost recovery mechanisms and for-fee services;
• 4.1.e.2 – Marketing and Communications – “market collections and services to the university community…” per 4.1.c above.

4.1.f – Earned Income and Cost Recovery – discover significant ways of recovering expenses and programs that have the potential for creating revenue. Program possibilities include print cost recovery, preservation services, digital and multimedia services, and interlibrary loan fees.

Collections and Access

4.2.b – Interdisciplinary Collection Management Strategies – “developing a new model for building collections that support…interdisciplinary research and learning” will certainly encourage new and moderate users to come to the Freedman Center and explore its resources. This is an area to explore within the context of the Center, especially encouraging an interdisciplinary approach to knowledge and asset generation.

4.2.c – Areas of Emphasis – Examining the strengths and weaknesses of our collections ensures that learners are sustained over time and that our strength contributes to their strength. One of the definitions of “create” is “to produce” and it is the goal of the Freedman Center to constantly encourage learners to cultivate both fresh sources of information and fresh viewpoints.

Digital Libraries and Technology

4.3 – Digital Libraries and Technology – Develop and make available tutorials, research guides, and pathfinders for use by students and faculty. This is critical to supplementing the hands-on approach to learning the technologies in the Center.

4.3.c – Personalized Digital Library Services – ensure that faculty, students, and staff can have one-on-one training with a representative of the Freedman Center; services such as this will ideally draw users to the Freedman Center and will act as a stimulus to create learners.

4.3.d – Digital Case – Create learners by making available resources that are not traditionally available generally—i.e. new technologies and ability to convert old formats to new.

4.3.e – Technology Research and Development Projects – supporting new projects such as ETANA and ITR ensure that learners in the Case community are encouraged to try new approaches to learning and create sustained/sustainable resources and collaborate with others. The Freedman Center wants to be a part of this process.

Personalized Services

4.4.b – Personalized Reference Service – Tutorials, guides, and online service, all tailored to meet the user’s need at the point of use, “strategies to appeal to individuals or groups.”

4.4.c – Personalized Service Initiatives – Explore personalized services that will benefit users of the Freedman Center.

Library as Place

4.5.a –All Day/All Night – Explore ways of meeting the access requirements for users of the Freedman Center—what hours are effective and desirable.

4.5.c – Center for Digital Libraries -- Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products. Greater assortment of services, including e-texts, language learning lab, scholarly communications, CSGD.

Community Service

4.6.a – Community Service – KSL is committed to creating learners by reaching out to the Greater Cleveland community to create learners well before they ever step foot on a college campus. Cultivation of young learners is the best way to ensure that future success is possible not only for the learner but for the Cleveland Community as well. The Freedman Center will explore what role it can play in this process.

Support and Sustain Learners

To sustain is to maintain or keep in existence, to supply with necessities and to nourish, and to support from below. Each of these definitions of the word ‘sustain’ apply to the concepts envisioned by the Freedman Center. The Freedman Center will partner with students and faculty and staff to create new knowledge by exploring the use of emerging digital technologies, and making significant contributions to existing worldwide digital resources. As the use of digital technologies becomes more prevalent, it will be more important than ever for the faculty, students, and staff at Case to know how to effectively create and integrate digital materials into their work. Because this reality is imminent, it is incumbent upon the Freedman Center to move aggressively in encouraging the use of digital collections and the integration of digital materials in all instances of knowledge creation. In addition, it is critical that the Freedman Center support the efforts already underway on the Case campus. The Freedman Center will create a learning environment in which students and faculty can successfully integrate all formats of materials into a finished and complete form and it will help them to create materials and collections that can become digital assets for the community. Simply put, the Freedman Center will act as a resource for students and faculty and staff who wish to successfully complete projects from start to finish: from resource gathering through end product.

Strategic Plan 2004-2006 Reference

Operational Effectiveness

4.1.a – Number and Quality of Staff – In order to effectively sustain learners it is necessary to have a balanced number of quality staff members who can achieve the goals and objectives identified by the Freedman Center.

4.1.b – Training and Staff Development – As important to sustaining learners, and closely tied to Quality of Staff, is the notion that staff persons should be effectively trained so that they can succeed in not only their positions but so that they can support the Case community.

4.1.c – Planning, Communications, Marketing – to effectively sustain learners and contribute to the Case community, it is absolutely necessary that Freedman Center have vision and actionable methods of achieving that vision. Planning and communication is certainly central to this.

4.1.d – Assessment – Is the only way to measure the success or failure of planning and implementation. Without assessment, the Freedman Center will not know what it doing effectively and what it is failing to do—except by extreme demonstration, i.e. angry patrons.
• 4.1.d.1 – an assessment plan that collects inputs and outputs will be effective in sustaining learners by ensuring that we correct those things that are not effective and ensure quality in all aspects of service delivery;
• 4.1.d.2 – establish an action plan to “evaluate the quality and/or impact of the library’s collections, services, and operations on Case research and learning.” Absolutely necessary to sustaining learning, as sustaining is an ongoing process.
• 4.1.d.3 – systematic, comprehensive methods of tracking use of resources is critical to sustaining learners: ensuring what is used continues to be supported and developed and that what is not used is eliminated.
• 4.1.d.5 – weave assessment practices into all library operations

4.1.e – Development and Public Relations –
• 4.1.e.1 – Development and Grants – funds raised for endowments and capital projects are necessary for ensuring that resources, programs, and services are available for future members of the Case community and of material importance to sustaining learners.

Collections and Access

4.2.a – Case Libraries and Historic Collections – Rare books and manuscripts, the Dittrick Medical History Center, and the Case Archives are all resources of value to both students and faculty; converting these resources to digital assets for use by all members of the community would be a major step in demonstrating the power of what the Freedman Center can do.

4.2.b – Interdisciplinary Collection Management Strategies – “developing a new model for building collections that support…interdisciplinary research and learning” will not only encourage new and moderate users to come to the library and explore its resources but will sustain learners by ensuring that partnerships are developed, nurtured, and grow.

4.2.d – Preservation – “to sustain” is “to keep in existence” and nothing says “keep in existence” like preservation. One of the primary functions of a library is to ensure and maintain institutional memory as well as that of the society around the institution; the Freedman Center will support this mission.

Digital Libraries and Technology

4.3 – Digital Libraries and Technology – Develop and make available tutorials, research guides, and pathfinders for use by students and faculty: sustain learners by providing an environment in which to learning resources are available 24 x 7.

4.3.b – Cooperative Technology Ventures – are another way that KSL ensures sustainability at Case, ensuring that the technical services available on campus are effectively utilized across campus in the service of learning goals. (VPN, database access, online library records, etc.); the Freedman Center will work with both the KSL and other campus departments in whatever way necessary to ensure that vital new projects are created and sustained.

4.3.d – Digital Case – Sustain learners by making available resources that are not widely available—i.e. archives, special collections, brittle materials.

4.3.e – Technology Research and Development Projects – projects such as ETANA and ITR ensure that all learners are sustained, not just here at Case but throughout the country. Shared resources and collaboration create opportunity for all learners.

Personalized Services

4.4.b – Personalized Reference Service – Tutorials, guides, and online service, all tailored to meet the user’s need at the point of use, “strategies to appeal to individuals or groups.”

Library as Place

4.5.c – Center for Digital Libraries -- Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products. Greater assortment of services, including e-texts, language learning lab, scholarly communications, CSGD. Sustain learners by providing up-to-date, current technologies that ensure they will be prepared for life beyond the Case community.

 
Innovative Partner in Providing Digital Library Services

As described in both its mission and vision statements, the Freedman Center is an innovative partner with students and faculty at Case. The Freedman Center will partner with students and faculty to create new knowledge by exploring the use of emerging digital technologies and making significant contributions to existing worldwide digital resources. Because of this evolving partnership, it is incumbent upon the Freedman Center to aggressively move forward in encouraging the use of KSL’s digital collections and the integration of digital materials in all instances of knowledge creation.

Beyond encouragement, however, and because technologies have become available that make possible the generation of digital materials, the Freedman Center must enhance its status as an innovative partner and provide a transformative learning environment—a pioneering merger of the accumulated knowledge of KSL and vibrant re-visioning of knowledge generation. The Freedman Center will bridge the gap between existing and generated resources and their use, and will create a learning environment in which students and faculty can successfully integrate all material formats into a finished and completed form. Simply put the Freedman Center will act as a resource for students and faculty who wish to successfully complete projects from start to finish: from resource gathering through end product.

The Freedman Center will be partnering with the New Media Studio, which will supplement the staff resources and staff knowledge base. In keeping with its mission to promote innovative and rich new media techniques and experiences in education at Case, New Media Studios is an excellent partner. New Media Studios has traditionally focused on faculty support services, but welcomes the Freedman Center as a place for learning technology and multimedia skills for the purpose of knowledge generation.

Finally, the Freedman Center will act as a referral point for Instructional Technology and Academic Computing’s (ITAC) MediaVision. The Freedman Center will act as an immediate referral point to ITAC for production-quality, professionally-delivered services. This level of cooperation provides dual benefit: support services for the Freedman Center in the form of expert advice and training in multimedia software and hardware; visibility for MediaVision within the Case community.

Innovative Partner in Providing Language Learning Services

As described in both its mission and vision statements, the Freedman Center is an innovative partner with students and faculty at Case. The Freedman Center will partner with students and faculty to create new knowledge by exploring the use of traditional and emerging language learning services and provide students, faculty, and staff with access to cutting-edge technologies such as video conferencing, multi-region DVD players, and new forms of traditional listen/repeat language methodologies.

The Department of Modern Languages and Literatures, within the College of Arts and Sciences, is contributing a state-of-the-art Language Learning Lab to the Freedman Center. This lab will provide cutting-edge language-learning systems including computers equipped with speech and audio capabilities, foreign-language keyboards and word processing programs, video conferencing capabilities, as well as cultural space with foreign-language books, magazines, newspapers, and television content.

Innovative Partner in Providing Multimedia Services

As described in both its mission and vision statements, the Freedman Center is an innovative partner with students and faculty at Case. The Freedman Center will partner with students and faculty to create new knowledge by exploring the use of emerging digital technologies and making significant contributions to existing worldwide digital resources. Because of this evolving partnership, it is incumbent upon the Freedman Center to aggressively move forward in encouraging the use of KSL’s digital collections and the integration of digital materials in all instances of knowledge creation.

Beyond encouragement, however, and because technologies have become available that make possible the generation of digital materials, the Freedman Center must enhance its status as an innovative partner and provide a transformative learning environment—a pioneering merger of the accumulated knowledge of KSL and vibrant re-visioning of knowledge generation. The Freedman Center will bridge the gap between existing and generated resources and their use, and will create a learning environment in which students and faculty can successfully integrate all material formats into a finished and completed form. Simply put the Freedman Center will act as a resource for students and faculty who wish to successfully complete projects from start to finish: from resource gathering through end product.

The Freedman Center will be partnering with the New Media Studio, which will supplement the staff resources and staff knowledge base. In keeping with its mission to promote innovative and rich new media techniques and experiences in education at Case, New Media Studios is an excellent partner. New Media Studios has traditionally focused on faculty support services, but welcomes the Freedman Center as a place for learning technology and multimedia skills for the purpose of knowledge generation.

The Freedman Center will offer four multimedia workstations, each and every one capable of full multimedia creation functions: video and audio conversion and production, scanning, flash and multimedia presentation creation, and much more. In addition to the current number of scanners in the Scanning Lab, eight new scanners will be purchased including a slide scanner and planetary scanner for bound volumes.

The Freedman Center will provide students and faculty with a transaction desk that is the main access point for a variety of services, as well as assistance with connectivity issues, and access to materials that will be lent. The Freedman Center will be responsible for the lending of laptop computers, and the operation of the microfilm reader/printers. In addition, the Center will provide one-on-one and small group training in the use of the multimedia technologies. Faculty who are hampered by the time required to convert materials to digital format may benefit from a drop-off production service that will alleviate this pressure by providing modest conversion service, in most cases for no charge. When physical media, such as CD or DVD or high-quality oversize color prints are required, a cost of materials charge will be assessed. The charging of fees will also be required for projects that are seen as occupying a significant amount of lab time, i.e. the scanning of an entire collection of slides.
Using digital library, language learning, and multimedia services to help achieve research, scholarly, artistic goals

Following are examples of ways in which the services of the Freedman Center will complement learning at Case. This says nothing of the artistic capabilities and possibilities of the equipment in the Center, nor of the artistic potentials encouraged by such a gathering of equipment and services for use by the student, faculty, and staff populations. After all, a Sony DSR-PD150 camera was used to shoot Pieces of April, Tadpole, The King is Alive, and Charlotte Sometimes - feature films that were transferred to film and had theatrical distribution; and MAYA, the high end 3-D graphics and animation software used by Hollywood professionals to create effects for Star Wars, Mummy Returns, Lord of the Rings, Harry Potter , etc. is now available for G-4 Macintoshes.

Literature–Discovery and a New Medium for New Learning
The Tuesday assignment for a sophomore seminar class: English Literature and Language Study for the Internet. Four students head to the Commons at KSL. The students want to save time, and that means no web surfing.

At the Reference/Research Consultation Desk, librarian Bob starts them on a database cluster search. They narrow it down to a theme, target classical and modern poems, find folklore and religion, and take Bob’s suggestion to add a sound file for illustration. Bob has introduced them to Adam, who helps them imbed a foreign language video clip in their document. A week later after a follow-up from Bob, the group takes it to another level and decides to build a web page to showcase their summer solstice celebration poems–complete with text, sky charts (from the astronomy librarian), sound files in 3 languages, and reviews of the most famous poems. Their assignment has evolved into a practical project and will be used by a nearby junior high school where another KSL librarian does outreach. Research became fun to explore…and will entice new, younger scholars, as well.

History Comes to Life, with Art
A graduate art history student discovers Calvino’s book Invisible Cities. She has worked before with a Ericka, a Commons librarian, who now suggests that the student identify a modern city that interests her. She identifies Seattle, using historical newspapers and primary resources, and also refers back to 13th century works for the Cities.

She places the imaginary cities of the book against a backdrop of Seattle, recreating them through digital photography and digital painting, using Photoshop available in the Commons, and with a referral to a staff member in the nearby [Multimedia] Digital Center. Finally, she collaborates with David, a librarian-specialist in urban policy, as she creates a work about the fundamentals of the urban environment¬–throughout the centuries. After securing copyright permission for images and text from the original Italian and translated English, her work evolves into a book that has already received inquiry from a publisher.

Give faculty, students, and staff the capability to reformat materials and move between the virtual and physical world

One of the primary goals of the Freedman Center and the Information Commons that will surround it is to provide students and faculty with the ability to convert materials from one format to another for inclusion in projects. There are numerous formats for materials available nowadays, including microfiche, digital data, digital images, digital video, digital sound, as well as more traditional analog video and audio forms, as well as print or hardcopy materials. Because so much of learning today moves between digital and hardcopy formats, it is incumbent on the Freedman Center to provide patrons the ability to move seamlessly from one format to another easily.

The provision of an Electronic Thesis and Dissertation service is one such example. Today it is entirely likely that a candidate for a Masters or Doctoral Degree will submit his or her final document in both a print and an electronic format. The ability to create both forms is a practical necessity. Moreover, today many final projects include digital or multimedia elements: a PhD Dissertation on sleep apnea may include video recordings of the patients sleeping, as well as other measures, such as ECGs.

Another example is a Faculty Emeritus Professor who wishes to see his life’s work in slides converted to a digital format and burned onto a CD, possibly with some form of interactive element wrapped around to challenge up-and-coming medical students.

The Freedman Center will be the focal point for the Case Community for this type of service and development.

In addition, the Freedman Center will develop a Scholarly Communication Service. This service will serve as a resource on fair use, copyright, and intellectual property policies as they relate to library collections, services, and the creation of digital materials. If a librarian who specializes in these issues is not hired, a currently existing position will be enhanced to become familiar with the issues involved in intellectual property and will be available for guidance and support.

 
Support Case libraries

As much as the Freedman Center desires to support and sustain the faculty and students at Case, it is also mission critical that the Freedman Center support the staff. Nearest and dearest to the Freedman Center are the staff in KSL, where the Center is housed. There are several initiatives outlined in the strategic goals for KSL that will require the participation of the Freedman Center for their completion. This, however, is in no way meant to be a slight to the remaining staff at Case, as the Freedman Center will work with all staff to support whatever departmental initiatives they may have—an example from earlier will suffice: a secretary from the medical school comes into the Freedman Center because a faculty member is giving a poster session at a major conference: the faculty member needs his older slide presentation converted to PowerPoint. The Freedman Center will guide the secretary through this process.

Strategic Goals Itemizations

Operational Effectiveness

4.1.f – Earned Income and Cost Recovery – discover significant ways of recovering expenses and programs that have the potential for creating revenue. Program possibilities include print cost recovery, preservation services, digital and multimedia services, and interlibrary loan fees.

Collections and Access

4.2.a – Case Libraries and Historic Collections – Rare books and manuscripts, Dittrick Medical History Center, could include Archives as well.

4.2.d – Preservation – “since the mid-1990s, the Kelvin Smith Library has started a…program to preserve the intellectual content of books that have become brittle…the brittle books preservation program provides digital copies of these at-risk materials that were published prior to 1923 and are in the public domain.”

Digital Libraries and Technology

4.3.d – Digital Case – Create Learners by making available resources that are not traditionally available generally—i.e. archives, special collections, brittle materials.

4.3.e – Technology Research and Development Projects – projects such as ETANA and ITR ensure that all learners are sustained, not just here at Case but throughout the country. Shared resources and collaboration create opportunity for all learners.

 

Library as Place

4.5.c – Center for Digital Libraries – Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products. Greater assortment of services, including e-texts, language learning lab, scholarly communications, CSGD.

 
Educate the Case Community in the Effective use of Technologies and Serve as a Laboratory for New Approaches

One of the primary goals for the Freedman Center is to provide a hands-on facility where faculty, students, and staff can learn how to use cutting-edge technology. A primary position of the Freedman Center is project-based training: that is, learning is best achieved when the learning is practical and applied. To this end, not only will the Freedman Center take a project/learning-based approach to teaching, it will provide incentives for the Case Community to do the same.

One such example of such an incentive is the Freedman Center Fellows Program, which encourages the use of information and instructional technologies to redesign courses and build teaching tools that support the development of information and research skills objectives for undergraduate students. Three Freedman Fellows will be named annually and each will receive a stipend of $5,000 to be spent on curricular re-design projects to be carried out during the summer (between June and August). The award may be used to supplement salary. In addition, research assistance (100 hours of librarian time), instructional design expertise (100 hours of instructional design assistance), and UCITE consultation will be available to Freedman Center Fellows if appropriate and desired.

Another example in the Freedman Center of learning how to use cutting-edge technology is the implementation of video teleconferencing capabilities at the language learning machines. It is hoped that students using the facility will make contact with other students, both in the United States and in other countries, to not only learn by prosper by the use of interactive technologies that make the larger world just a bit smaller and more personal.

In addition, the Freedman Center will develop a Scholarly Communication Service. This service will serve as a resource on fair use, copyright, and intellectual property policies as they relate to library collections, services, and the creation of digital materials. If a librarian who specializes in these issues is not hired, a currently existing position will be enhanced to become familiar with the issues involved in intellectual property and will be available for guidance and support.

Develop and support innovative ways of creating, managing, using, sharing, and preserving information and technology resources

One of the primary goals for the Freedman Center is to provide a hands-on facility where faculty, students, and staff can learn how to use cutting-edge technology. A primary position of the Freedman Center is project-based training: that is, learning is best achieved when the learning is practical and applied. To this end, not only will the Freedman Center take a project/learning-based approach to teaching, it will provide incentives for the Case Community to do the same.

One such example of such an incentive is the Freedman Center Fellows Program, which encourages the use of information and instructional technologies to redesign courses and build teaching tools that support the development of information and research skills objectives for undergraduate students. Three Freedman Fellows will be named annually and each will receive a stipend of $5,000 to be spent on curricular re-design projects to be carried out during the summer (between June and August). The award may be used to supplement salary. In addition, research assistance (100 hours of librarian time), instructional design expertise (100 hours of instructional design assistance), and UCITE consultation will be available to Freedman Center Fellows if appropriate and desired.

Another example is a Faculty Emeritus Professor who wishes to see his life’s work in slides converted to a digital format and burned onto a CD, possibly with some form of interactive element wrapped around to challenge up-and-coming medical students.

Strategic Goals Itemizations

Operational Effectiveness

4.1.f – Earned Income and Cost Recovery – discover significant ways of recovering expenses and programs that have the potential for creating revenue. Program possibilities include print cost recovery, preservation services, digital and multimedia services, and interlibrary loan fees.

Collections and Access

4.2.a – Case Libraries and Historic Collections – Rare books and manuscripts, Dittrick Medical History Center, could include Archives as well.

4.2.d – Preservation – “since the mid-1990s, the Kelvin Smith Library has started a…program to preserve the intellectual content of books that have become brittle…the brittle books preservation program provides digital copies of these at-risk materials that were published prior to 1923 and are in the public domain.”

 

Digital Libraries and Technology

4.3.d – Digital Case – Create Learners by making available resources that are not traditionally available generally—i.e. archives, special collections, brittle materials.

4.3.e – Technology Research and Development Projects – projects such as ETANA and ITR ensure that all learners are sustained, not just here at Case but throughout the country. Shared resources and collaboration create opportunity for all learners.

Library as Place

4.5.c – Center for Digital Libraries – Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products. Greater assortment of services, including e-texts, language learning lab, scholarly communications, CSGD.

Develop partnerships with other departments and/or organizations to develop materials, cultivate funding, etc.

One such example of such an incentive is the Freedman Center Fellows Program, which encourages the use of information and instructional technologies to redesign courses and build teaching tools that support the development of information and research skills objectives for undergraduate students. Three Freedman Fellows will be named annually and each will receive a stipend of $5,000 to be spent on curricular re-design projects to be carried out during the summer (between June and August). The award may be used to supplement salary. In addition, research assistance (100 hours of librarian time), instructional design expertise (100 hours of instructional design assistance), and UCITE consultation will be available to Freedman Center Fellows if appropriate and desired.

The Department of Modern Languages and Literatures, within the College of Arts and Sciences, is contributing a state-of-the-art Language Learning Lab to the Freedman Center. This lab will provide cutting-edge language-learning systems including computers equipped with speech and audio capabilities, foreign-language keyboards and word processing programs, video conferencing capabilities, as well as cultural space with foreign-language books, magazines, newspapers, and television content.

The Freedman Center will be partnering with the New Media Studio, which will supplement the staff resources and staff knowledge base. In keeping with its mission to promote innovative and rich new media techniques and experiences in education at Case, New Media Studios is an excellent partner. New Media Studios has traditionally focused on faculty support services, but welcomes the Freedman Center as a place for learning technology and multimedia skills for the purpose of knowledge generation.

Finally, the Freedman Center will act as a referral point for Instructional Technology and Academic Computing’s (ITAC) MediaVision. The Freedman Center will act as an immediate referral point to ITAC for production-quality, professionally-delivered services. This level of cooperation provides dual benefit: support services for the Freedman Center in the form of expert advice and training in multimedia software and hardware; visibility for MediaVision within the Case community.

Other partnerships will be developed by strategically identified needs as well as by effective marketing, public relations, and communications efforts.

Strategic Goals Itemizations

Operational Effectiveness

4.1.c – Planning, Communications, Marketing – to effectively Create Learners, KSL must make prospective learners aware of what services and resources are available to them.

4.1.e – Development and Public Relations
• 4.1.e.1 – Development/Grants – an effort that raises funds for library endowments and capital projects; pursue external funding, including NSF, and NEH.
• 4.1.e.2 – Marketing and Communications – “market collections and services to the university community…”

4.1.f – Earned Income and Cost Recovery – discover significant ways of recovering expenses and programs that have the potential for creating revenue. Program possibilities include print cost recovery, preservation services, digital and multimedia services, and interlibrary loan fees.

Collections and Access

4.2.b – Interdisciplinary Collection Management Strategies – “developing a new model for building collections that support…interdisciplinary research and learning” will certainly encourage new and moderate users to come to the library and explore its resources.

Digital Libraries and Technology

4.3.b – Cooperative Technology Ventures – are another way that KSL ensures sustainability at Case, ensuring that the technical services available on campus are effectively utilized across campus in the service of learning goals. (Vpn, database access, online library records, etc.)

4.3.c – Personalized Digital Library Services – “developing a complete ‘digital library user environment’—sometimes known as a Digital Dashboard—that will allow users to create their own customizable workspace.” Services such as this will ideally draw users to the library and will act as a stimulus to Create Learners.

4.3.d – Digital Case – Create Learners by making available resources that are not traditionally available generally—i.e. archives, special collections, brittle materials.

4.3.e – Technology Research and Development Projects – projects such as ETANA and ITR ensure that all learners are sustained, not just here at Case but throughout the country. Shared resources and collaboration create opportunity for all learners.

Library as Place

4.5.c – Center for Digital Libraries – Implementing quality services, programs, and standards that exceed the expectations of students and faculty with regard to learning and creating digital assets, integrating technology tools into courses, and creating media-enhanced instructional products. Greater assortment of services, including e-texts, language learning lab, scholarly communications, CSGD.

Community Service

4.6.a – Community Service – KSL is committed to creating learners by reaching out to the Greater Cleveland community to create learners well before they ever step foot on a college campus. Cultivation of young learners is the best way to ensure that future success is possible not only for the learner but for the Cleveland Community as well.

  • Freedman Fellows 2011 Announced
  • Freedman Fellows Program 2011
  • Freedman Center Fellow Program 2010
  • Freedman Fellows 2009 Announced

Kelvin Smith Library | 11055 Euclid Avenue | Cleveland, OH 44106-7151 | 216-368-3506