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State of the csueb library
 

State of the csueb library

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  • If Library funding per FTES kept up with the rate of inflation from 1994-2012, current budget would be $6,082,494*If Library funding per FTES kept up with CSU Tuition increases from 1994-2012, current budget would be $12,611,296* Inflation rate calculated from: http://www.bls.gov/data/inflation_calculator.htm
  • NCSU is adding 6,000 books per month
  • 894,593 visits in 2012/2013 – 69 visits per FTES

State of the csueb library State of the csueb library Presentation Transcript

  • State of the CSUEB Library January 2014
  • Overview 1. Changing Environment for Academic Libraries 2. CSUEB Library 1994-2012 3. Strategic Directions 4. Strategic Planning Process
  • Changing Environment for Academic Libraries • Technological Change – The rise of the digital library • Political/Economic Change – Funding for higher education and costs to the students – Privatization of higher education – Need for accountability
  • 3 Eras of Library Technology 1. Paper Library (1900-1970) 2. Automated Library (1970-2010) 3. Electronic Library (2010-??) Michael Buckland, Redesigning Library Services: A Manifesto, (1992)
  • Why do we need libraries when information is available on digital networks?
  • Political/Economic Environment Source: http://www.dailyfinance.com/on/college-costs-tuition-rising-student-debtinfographic/
  • Public support for Higher Education 1960-2009 Source: Why does College Cost So Much? Robert Archibald & David H. Feldman, 2011, p. 145.
  • Graduation Rates -- CSUEB Source: http://collegecompletion.chronicle.com/institution/#id=110574
  • Increasing desire for assessment and accountability • Academically Adrift: Limited Learning on College Campuses, Arum & Roska (Chicago, 2011) http://csuh.iii.com/record=b2059204 (tons of other recent books on higher education) • How do Colleges demonstrate that they are worth the cost to students/taxpayers?
  • Responses from Academic Libraries • Redefining the Academic Library: Managing the Migration to Digital Information Services: http://www.slideshare.net/libraryviews/redefining-the-academic-library • ACRL Value of Academic Libraries: http://www.acrl.ala.org/value/ • CSU Libraries Library of the Future Team (LOFT): http://www.calstate.edu/library/documents/LOFT_Recommendations_Report _v1_0.pdf
  • LOFT Goals 2013-2015 1. Launch the Libraries of the Future Initiative which will include: 2. Advance Print Collection Management Strategies 3. Transform Library Facilities and Services 4. Assess Library Impact on Student, Faculty, and Institutional Success 5. Expand Shared Library Services
  • CSU Library Stats 1994-2012 http://www.calstate .edu/library/content /statistics/
  • Library Budget 1994-2012 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 *Library Statistics from CSU library statistics, available online at: http://www.calstate.edu/library/content/statistics/
  • Library Budget vs. Inflation 1994-2012 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Total Budget 1994/95 Budget increased by inflation Inflation rate calculated from: http://www.usinflationcalculator.com/inflation/current-inflation-rates/
  • Budget per FTES -- CSU Libraries, 2011/12 $700 $600 $574 $500 $441 $375 $400 $300 $204 $224 $226 $251 $254 $270 $278 $282 $282 $296 $300 $316 $321 $327 $385 $395 $332 $200 $143 $100 $- 2011/12 average budget per FTES = $305 // CSUEB = $226 $459 $462
  • Print Books Added to the Collection 1994-2012 25,000 20,000 15,000 10,000 5,000 0 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
  • Why are we buying fewer books? • Shift towards digital resources (ebooks, ejournals, databases) • Through “big deal” packages, library patrons have access to more journals than we ever had in print (currently110,287 ejournals. Centralized CO subsidies have increased access to ejourals • “Serials Crisis” – cost of library ejournal packages have been increasing faster than the rate of inflation • Flat library budgets lead to decreased buying power for monographs if we want to maintain access to ejournals.
  • Circulation of print books, 1994-2013 250,000 200,000 150,000 100,000 50,000 0 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 General Circ Course Reserves Linear (General Circ)
  • Why are patrons checking out fewer of our books? • Shift towards digital resources (ebooks, ejournals, databases) • Use of Electronic Resources has increased drastically in recent years (data in another slide) • “Chicken or the egg” question – are we buying fewer books because students and faculty don’t want them any more or is circulation down because we don’t have as many new and cutting edge titles in the collection? Both? Something else?
  • Books Added versus Circulation (for print) 25,000 20,000 15,000 10,000 5,000 0 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 Books Added 2003/04 2004/05 2005/06 General Circ (div by 10) 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
  • Physical Visits to the Library, 1996-2012 Gate Count per week 40,000 38,050 33,940 35,000 30,000 24,383 25,000 20,000 15,000 10,000 5,000 0 16,856 16,952 28,741 26,850 19,036 21,617 17,482 17,081 14,042 23,556 21,221 22,449 20,926
  • Visits per FTES -- 2012 Weekly Gate Count per FTES, 2012 3.5 3.3 3.0 2.5 2.5 2.0 1.5 1.0 0.5 0.0 2.4 1.9 1.9 1.8 1.5 1.5 1.5 1.2 0.7 0.6 0.6 0.4
  • Why are there so many students in the library? • Friendly, accessible service – recent customer surveys (2009 & 2013) indicate high levels of satisfaction with library employees and services • Only general computer lab on campus – provides access to the Internet, printing, software and hardware support • Few students live on campus – they need a place for group and individual study • Open longer hours than other places on campus • Student Center for Academic Achievement • Starbucks (not in library, but close)
  • Virtual Visits to the Library 2012/2013 • Searches in the Library Databases: 2,100,298 • Visits to the Library Web Site: 742,944 • Full Text Downloads of Library Articles: 797,633 • Full Text Downloads per FTES: 62 • Circulation per FTES: 6
  • Library Strategic Directions • Library as Physical Place • The Digital Library • Library Collections • Information Literacy • Communication (Internal and External)
  • Library as Place • New roof, new furniture, more computers, electric outlets • Increase the number of group study rooms • Develop areas close to the new west window and the East entrance to the library • Consolidate book collections • Improve wayfinding in the library
  • 3 Phase Plan • Phase One: A Collaborative Study Lounge – phase one of the plan can be accomplished immediately without significant de-selection or shifting of the library collections. It focuses on creating a new study lounge on the Lower Mall of the library and takes advantage of the new natural light in the building to brighten up the lobbies on both floors of the library. • Phase Two: A New Roof – maintenance on the library roof has been deferred for several years. It is essential that the roof be replaced to protect library employees, patrons, collections, and study areas. • Phase Three: Consolidating the Collection and Increasing Study Space – phase three is a long term plan that will take advantage of the CSU’s Libraries of the Future initiative to reduce the size the library’s physical collection and develop new areas for student study. The library will develop this phase as part of its strategic planning process.
  • Phase 1 – New Vista for CSUEB Library • I. Lower Mall Collaborative Study Lounge • II. Upper Mall Quiet Reading Lounge • III. Remove Wood Paneling from both Floors of the Library • IV. New Sign on the East Entrance of the Library
  • Phase 1 -- LM
  • Phase 1 – Furniture Ideas
  • Phase 1 – East Entrance
  • Phase 2 – New Roof Library Leak Map
  • Phase 2 – New Roof
  • Phase 3: Consolidating the Collection and increasing study space • Reducing the Size of the Physical Collection • Enhancing Group Study Areas and Classrooms with Technology • Collaborating with Other University Departments • Improving Way Finding in the Library • Providing Services at the Library’s East Entrance • Celebrating Diversity with Library Exhibits
  • The Digital Library • New Library Web Site – updated and evolving • Better Integration with campus systems: Blackboard, PeopleSoft, ect. • Improved technology in the library – updated computers, collaborative technology • Implement technology and procedures to better evaluate use and effectiveness of digital collections -- better analytics
  • Library Collections • Books – fewer outdated, unused titles, (deselection), more new, current content. Consolidation of print collection on one floor • Collaborative collection management with other CSU libraries • Evaluation of Digital Resources and the “big deal” • Implement technology to increase efficiency in the management of electronic resources
  • Information Literacy • Evaluation and assessment of student achievement in IL • High Impact Practices and Innovation • Training and support for instructors
  • Communication (Internal and External) • Outreach to students and faculty • Assessment of library services • Development and fundraising • Communication between library departments (intranet, meetings, ect.) • Better coordination and integration of services internally and with campus?
  • Timeline – Strategic Planning Process • 5 Strategic Direction Committees (Winter-Spring 2014) • Faculty & Student Focus Groups (Winter-Spring 2014) • Library Retreat (Summer 2014) • Publish Strategic Plan (Summer/Fall 2014)
  • 5 Strategic Direction Committees (Winter-Spring 2014) • Call for volunteers for each of the committees • You could be appointed to a committee if there are not enough volunteers • Brainstorming sessions • Communicate with library users and library employees • Develop list of potential goals, objectives, priorities, hopes
  • Faculty & Student Focus Groups (Winter-Spring 2014) • Library Advisory Committee project • Will talk with groups about how they use the library and the topics of the strategic directions • Possibly a survey
  • Library Retreat (Summer 2014) • Committee Reports • Reports on the Focus groups • Discussion of Library Mission and Values • How does the library contribute to the new Academic Affairs strategic plan • Some kind of “voting” on the various goals and objectives
  • Publish Strategic Plan (Summer/Fall 2014) • Develop draft plan after retreat • Ask for feedback from library staff and campus stakeholders • Finalize and publish plan • Figure out how to implement it
  • Library Mission • The mission of the University Library at California State University, East Bay is to provide user-focused quality services and collections in support of undergraduate and graduate programs, faculty research, and the general information needs of the diverse community. The University Library provides access to recorded knowledge in all formats regardless of ownership. Consistent with the teaching mission of the university, the library assists students in becoming information competent, critical thinkers, and life-long learners. The University Library provides physical facilities to foster individual and collaborative teaching and learning and to encourage the exchange of ideas.
  • Library Goals • Identify, acquire, organize, preserve, and provide access to pertinent recorded knowledge to support teaching, research, and creative activities. • Recruit, hire, and retain, quality faculty and staff committed to delivering excellent services in response to the rapidly changing needs of the diverse user community. • Offer formal and informal instruction to promote information literacy. • Provide an easily accessible, user-friendly and safe environment that fosters teaching and learning for both library users and library employees. • Apply appropriate technological innovations to achieve productivity and efficiency, as well as provide library services to distant learners and information seekers. • Communicate library services to raise awareness and promote partnerships with university organizations, other libraries and educational institutions, and local communities. • Create a forward thinking, dynamic organization that is responsive and flexible in order to achieve its mission and goals. • Continue to improve the library’s effectiveness through systematic, ongoing outcome assessment.