Academic Information Services Strategic Directions and Staffing Priorities

Academic Information ServicesStrategic 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

= AISMost 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 • Instructional services focus on critical thinking, problem-based learning• Liaisons with depts, English (EN111), FYE, Writing Center• Archives – cultural, historical, local & regional• EduCat, instructional technologyActive Learning• Credit courses complement broader curriculum (Liberal Studies, Public History)• Student employmentCareer Preparation• Student employment leading to graduate school or employment • Resources for exploring career options Community Engagement • Connections to regional K-12, Charter Schools, Native American schools/libraries• Local library connections – Peter White Public Library • Archives – internships

EPC Criteria (cont.)

History, development, and expectations• Why – To support students and faculty• Evolution – Changes within AIS organization – Use of technology, digital resources– Growth in student employment opportunities – Continual adaptation to changing environment

External demand • Resource sharing • Student employee placement from all AIS units• Regional and state partnerships– Libraries, Historical societies & museums– MERLOT, SLOAN-C, ELI


Internal demand – Does AIS provide essential support for others in the University? Yes.

Quality of program inputs and resources • 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


Quality of program outcomes• Student employees in graduate school and jobs related to AIS

employment • Faculty & staff productivity

• Involvement in state, regional, national organizations– 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 – Articles, presentations, development of national standards for Archives– NACO, SACO national recognition

Quality of program outcomes (continued)

• Impact on regional community• 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 • AIS 101 ongoing component of Library’s assessment


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• Archives

– MI Humanities Council ($32,000)– Nat’l. Historical Preservation & Records Commission

• Instructional Design & Technology– NSF grant partnering with STEM disciplines (pending, between $160,00 -- $200,000)

• Library – Japan Foundation materials grant ($3,500)– MI partner is LSTA grants for digital resources ($250,000+)

After use revenue• Better World Books for withdrawn library books (69% to BWB)


Costs, expenses associated with AIS • $3.5 million general fund

– 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


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 Directions1. 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 targetsPast Internal Reallocations (historical view) Librarian in Technical Services to Reference/Instruction

Reference Secretary (TOP) to Senior Library Assistant

Most RecentHelpDesk Consultant (TOP) 12 month to 10 month Ref/Instruction/Pre-K-12 (Fac/Term) 12 month to 9 month

Sen. Library Asst. (TOP) 12 month to 11 monthPost MLS Fellow (Fac 2/3) vacant, on holdDirector of ACS position eliminatedReference/Web Librarian (Fac) 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 planTwo 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 Technologisto 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 appointmentLow 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 PositionsPriority 3 – AIS Documentation & Web Support (anticipated to

be AP5)

• 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

ConclusionStaffing 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?