Transcript Academic Information Services Strategic Directions and Staffing Priorities Educational Policy Committee November 15, 2010

Academic Information Services
Strategic Directions and Staffing Priorities
Educational Policy Committee
November 15, 2010
Strategic Planning
On a continuum – some things happening now
have been on AIS’ plan even before there was
AIS (i.e., when identity was Olson Library)
Components include:
 Services
 Facilities
 Staffing
 Budgets
Documents include:
 Mission statements
 Strategic plans
 NMU Road Map to 2015
 Policies
 Outcomes assessment
 EPC criteria
Context – A Brief History
Olson Library
+ Instructional Media Services
+ Central UP & NMU Archives
+ Academic Computing Services
+ Instructional Technology & CITE
= AIS
Most of these changes transpired in late 1980s and early 1990s
Facilities – Learning Resources Center
(LRC)
• Original design – Library on 3 floors, Learning
Resources Division on 1 floor
• Faculty offices on 1st floor – temporary = 25 years
• Various renovations brought in Academic
Computing Services (HelpDesk, Micro Repair),
computing labs, distance education classroom,
faculty offices (again but temporary = 2 years),
expanded food service (Fieras and Starbucks), All
Campus Tutoring, Writing Center
Recent Restructuring
• AIS/Academic Computing Services – AdIT
• Programmers moved from ACS to AdIT
• Micro Repair moved from ACS to AdIT
• HelpDesk remains with AIS
• Instructional Media Services (IMS) and
Instructional Technology become Instructional
Design and Technology
Recent restructuring impacts
• Facilities use – vacant ACS offices becoming
Instructional Design & Technology (fulfilling a
20+ year goal to move IMS to first floor)
• Budget shifts
• Staffing changes
• Mission statements - revisions
Instructional Design and Technology
• 5 years ago began process of revamping
Instructional Media Services and Instructional
Technology (including CITE)
• Retirement of Reference/Media Services
Librarian
• Reallocated funds to create two positions:
Reference/PreK-12 Librarian (term) and Director of
Instructional Design, Technology & Media
• Now finalizing restructuring to IDT
AIS Mission Statements
• AIS Mission Statement
Academic Information Services supports teaching, learning, scholarship,
and community outreach activities by providing information resources,
access to educational technology, and instructional services to help
students and employees acquire information and technology skills that
contribute to lifelong learning and productive citizenship. (Accepted by AIS
Dean’s Advisory Council; 3/19/09)
• AIS Unit Mission Statements
 Archives – revised 3/19/09
 Computing HelpDesk – revised 10/5/10
 Instructional Design & Technology – revised 10/18/10
 Lydia M. Olson Library – revised 3/19/09
EPC Criteria
Align with Mission & Vision of Academic Affairs
Intellectual Foundation
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Instructional services focus on critical thinking, problem-based learning
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Liaisons with depts, English (EN111), FYE, Writing Center
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Archives – cultural, historical, local & regional
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EduCat, instructional technology
Active Learning
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Credit courses complement broader curriculum (Liberal Studies, Public History)
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Student employment
Career Preparation
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Student employment leading to graduate school or employment
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Resources for exploring career options
Community Engagement
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Connections to regional K-12, Charter Schools, Native American schools/libraries
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Local library connections – Peter White Public Library
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Archives – internships
EPC Criteria (cont.)
History, development, and expectations
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Why – To support students and faculty
Evolution
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Changes within AIS organization
Use of technology, digital resources
Growth in student employment opportunities
Continual adaptation to changing environment
External demand
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Resource sharing
Student employee placement from all AIS units
Regional and state partnerships
– Libraries, Historical societies & museums
– MERLOT, SLOAN-C, ELI
EPC Criteria (cont.)
Internal demand – Does AIS provide essential support
for others in the University? Yes.
Quality of program inputs and resources
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Equipment – maintained, updated, replaced (e.g.
EduCat, software, digital resources equipment)
Facilities – recent improvements; on renovation
list, tentative plan incorporates ASNMU interests
Faculty – expertise, engaged
Students – hiring matches our expectations of
professionalism, customer service, cooperation
EPC Criteria (cont.)
Quality of program outcomes
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Student employees in graduate school and jobs related to
AIS employment
Faculty & staff productivity
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Involvement in state, regional, national organizations
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MI Library Association Board of Directors, conference planning,
conference proposal review
MI Council of Library Deans subcommittees on Collection Development
and Interlibrary Loan/Resource Sharing
American Library Association
Popular Culture Association, with literature connection
Michigan Archival Association
Scholarship
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Articles, presentations, development of national standards for Archives
NACO, SACO national recognition
Quality of program outcomes (continued)
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Impact on regional community
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Tribal libraries consultations
Geographic mapping for Peter White Public Library
MeL e-Library trainer for local libraries
Archives workshops on preserving local documents,
family histories
Learning outcomes assessment
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AIS 101 ongoing component of Library’s assessment
EPC Criteria (cont.)
Size, scope, and productivity of the programs
• Library measures as reported in Academic Library
Survey (formerly IPEDS) (FYES: FTETF Library Fac is 981:1)
• Archives collections and acquisitions – political,
economic, government records and papers
• Computing HelpDesk questions exceeded 33, 500
for FY10
• Instructional Design & Technology – EduCat
requests exceeded 1,000 in Fall 2010 semester
EPC Criteria (cont.)
Revenue and other resources
Grants
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Archives
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MI Humanities Council ($32,000)
Nat’l. Historical Preservation & Records Commission
Instructional Design & Technology
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NSF grant partnering with STEM disciplines (pending, between $160,00 -- $200,000)
Library
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Japan Foundation materials grant ($3,500)
MI partner is LSTA grants for digital resources ($250,000+)
After use revenue
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Better World Books for withdrawn library books (69% to BWB)
EPC Criteria (cont.)
Costs, expenses associated with AIS
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$3.5 million general fund
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Established labor, student labor
Library Acquisitions
Equipment & computer systems
Efficiencies and cost cutting
• Shared purchasing through Midwest Consortium Library Services
• Open source software adoption (e.g., EduCat, Shiboleth, etc.)
• Access rather than ownership
• Combined service point (Library Circulation + Reference)
• Digital instructional tools for EN 111, UN100
EPC Criteria (cont.)
Impact, justification, and overall essentiality
Opportunity analysis, including collaborative relationships
• These factors are articulated within strategic directions
documents, outcomes assessment plans, resource and
services use data, and instructional data
• Factors are evaluated on an ongoing basis
Library Strategic Directions 2009-2015
• Based on David W. Lewis, “A Strategy for Academic Libraries in the First
Quarter of the 21st Century,” College & Research Libraries (2007)
• Adapted to NMU environment
• Affects physical facility
• Involves all AIS units, particularly Archives which has a long standing
collaboration with Library
• Reflects shifts in needs of students & faculty; local use patterns; changes
in publishing; multiple methods for delivering services and resources; and
regional, state, and national partnerships
• Impacts staffing plan and budget priorities
Five Library Strategic Directions
1.
Continue the migration from print to electronic collections and
capture the efficiencies made possible by this change.
2.
Retire legacy print collections while maintaining discipline-based
core titles and preserving access to resources.
3.
Redevelop the library as the primary informal learning space on
campus and continue to develop partnerships with other campus
units that support research, teaching, and learning.
4.
Reposition library expertise, resources, and information tools so
they are embedded into the teaching, learning, scholarship, and
research enterprises.
5.
Migrate from purchasing materials to curating content.
Steps taken toward fund capture for
reallocation and/or meeting budget
reduction targets
Past Internal Reallocations (historical view)
Librarian in Technical Services to Reference/Instruction
Reference Secretary (TOP) to Senior Library Assistant
Most Recent
HelpDesk Consultant (TOP)
Ref/Instruction/Pre-K-12 (Fac/Term)
Sen. Library Asst. (TOP)
Post MLS Fellow (Fac 2/3)
Director of ACS
Reference/Web Librarian (Fac)
12 month to 10 month
12 month to 9 month
12 month to 11 month
vacant, on hold
position eliminated
voluntary furlough
(2.17 FTE + furlough)
Reallocation dollars
Staff changes offer some opportunity for internal
reallocations to growth areas
A portion of captured dollars directed toward
budget reduction targets, e.g. Director of ACS
position elimination used to (a) meet AIS share of
Academic Affairs reduction and (b) achieve
President’s target of $375,000 in restructuring AIS
and AdIT; currently working with Finance &
Administration to determine remaining funds
AIS Staffing Plan
5-year rolling plan
Two components
• Current positions – changes, vacancies
• New/modified positions (reallocations)
Both components need to fit missions, AIS
strategic plans, NMU Road Map, budgeting
plans (AIS, Academic Affairs, NMU)
AIS Staffing Plan – Current Positions
• Senior Library Assistant (TOP) – filled but reduced to .92
FTE (initial savings: base salary of new employee vs. 44 year employee + FTE
reduction)
• Library Cataloger (Fac/TE) – advertised; position revised as
Cataloger/Metadata in keeping with Library Strategic
Directions (initial savings: base salary of Asst Prof vs. 40 year Prof)
• Post MLS Fellow (Fac 2/3) – vacant; on hold but have
recommended filling; consistent with strategic directions;
non-renewable 2-year term; funding reserves tapped if
needed (one time funding)
• Instructional Media Services Supervisor (AP) – pending
retirement (01/11); reconfigure to bridge Instructional
Media Services and Instructional Technology; service hours
exceed 5 days/week and 8 hours/day
AIS Staffing – Current Positions (continued)
• Restructuring of Instructional Design &
Technology unit plus upcoming retirement has
necessitated the review of 3 positions:
o Instructional Technologist
o Instructional Media Services Supervisor
o Redesigned IMS Supervisor (retirement position)
• Worked with Human Resources
o Matched with O-Net
o Matched with CUPA
AIS Staffing:
Adjustment of Previous Decision
Computing HelpDesk Consultant (TOP) reduced to
10 months; discovered this is not working well
Recommended increase to 11 month appointment
Low financial impact, but gain improved service
Cost $3,790
Funding source – savings from Senior Library
Assistant change from 12 to 11 months
More than 33,500 HelpDesk interactions in FY10
AIS New/Modified Positions
Reallocations
Priority 1 – Instructional Technologist (AP7)
• Top priority for past 3 years in AIS staffing plans
• Growth in use of course management system
• Assist faculty with design and construction of web-enhanced,
hybrid (blended), online courses and programs
• Design team environment
• Exploration of emerging technologies
• Funding possibility resulting from elimination of Director of
Academic Computing Services
Road Map to 2015 - Meaningful Lives and Leveraging Campus
Attributes
AIS Reallocations Positions (cont.)
Priority 2 – Archives/Records Management
Specialist (anticipated to be AP4)
• Ranked as 2nd or 3rd priority in last 3 years AIS staffing plan
• Support required for NMU records retention & destruction,
both print and electronic (350-400 cubic feet of print material
annually using 350 state approved retention schedules)
• Assist with NMU institutional repository
• Fund partially with difference in Cataloger/Metadata
position; partially from Academic Affairs
Consistent with Library Strategic Directions and NMU Road Map
AIS Reallocation Positions
Priority 3 – AIS Documentation & Web Support
(anticipated to be AP5)
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Ranked 3rd or 4th in past 3 AIS staffing plans
Combined two proposed positions in light of recent restructuring
Support for Library, HelpDesk, and Instructional Design and Technology
Instructions, policies, procedures for communicating the potential, the
limitations, and the legal obligations of resources, software, hardware,
network applications used campus-wide for classes, research, and
presentations
• Web-based and mobile
• Funding – reallocation from outside AIS if done now or from possible
future reallocations
Connections to Library Strategic Directions and NMU Road Map
Conclusion
Staffing positions are one of the building blocks in a process to sustain and enhance
the most appropriate, productive, and effective AIS services (i.e. programs)
Also in the works:
• A fiscal plan to seek ongoing support for Library acquisitions that is consistent with
the strategic plan
• Revisions to the LRC program statement and renovation plan that incorporate AIS
changes with selected features sought by ASNMU
• Equipment and renovations to support a high-tech interactive classroom and a
redesigned CITE (partial funding from NSF grant if awarded)
• Plans for relocating Archives onto the LRC 3rd floor
• External review of Library materials associated with the Holocaust and Human
Rights to ascertain collection strengths
• Targeted opportunities for staff professional development, particularly for our TOP
and AP employees, to enhance skills and knowledge and thus improve services
and morale
• Increased involvement with information literacy and embedded librarianship
• Feasibility analysis for providing HelpDesk and basic Archives support at the newly
configured Public Services desk
Questions?