Library Committee Handbook

Executive Committee



Administrative Group Priorities and Strategic Initiatives 2005-2006

Respond to user needs (articulated in graduate survey and elsewhere):

  1. *Maintain current opening hours
    *Continue to add electronic resources and deliver collection material to the desktop
    *Consolidate service points
    *Maintain electronic services (e.g., e-reserves) and develop new ones
  2. Make facilities budget more robust; create a budget that will allow the Library to respond to the user needs articulated above, and to continue to refine and refresh our user and staff spaces
  3.  Maintain current level of Library staff; continue flexibility in work assignments.  Prepare for civil service reclassifications and assure that budget can respond to them.
  4.  Sustain budget for Oak Street maintenance
  5.  Stem the erosion of the collections budget
  6.  Position ourselves to respond to ARL assessment programs, particularly in areas of strategic importance to the Library (as described in 2005-2009 Strategic Plan)

Strategies:  

 

Social Sciences Division – Budget Priorities for FY 2006

November 2004  

The Social Sciences Division recommends the following priorities for the University Library FY 2006 budget.  Within each category (collection development & maintenance; services & personnel) our recommendations are in priority order.  As articulated in our previous statement on FY 2005 budget priorities, we view collections and services as equally critical to the library’s mission, and we urge that any budget increases or reductions in FY 2006 be balanced between the two.  

Collection Development & Maintenance :

1.  Improve funding for collections generally.  

If we sustain further reductions in collection support, it will be necessary to reevaluate the mission of and expectations for the University Library and its position among its peers.  At a minimum, we must retain our current purchasing power (i.e. increase the collections budgets commensurate with cost inflation).  If possible, funds should be allocated to restore some of the serials cuts sustained in the current year. 

2.  Specifically expand electronic collections and bibliographic access to them.  

The Library should continue its investment in broadly interdisciplinary online resources, while at the same time acquiring major specialized resources in individual disciplines as they come onto the market.  

3.   Make the most of existing investments in our collections.

Carrying on in the spirit of the massive recon project, intensify efforts to enhance access to special sub-collections, such as the Woodward Advertising Collection, the extensive uncataloged children’s literature collection, and donated planning reports.

Services & Personnel:

1.  Strengthen the classified staff workforce.

Staff members who have taken on added Library-wide responsibilities and/or had the scope of their positions expanded due to loss of other positions deserve classification upgrades.  In addition, positions should be added at the most thinly staffed service points (e.g. departmental libraries with only one classified staff member) to improve efficiency and access.   

2.  Restore GA positions to .5 FTE.  

Graduate assistants perform many core functions in our libraries, provide us flexibility in meeting service needs (especially on evenings and weekends), and free librarians for vital professional activities such as user instruction.  These functions have suffered since the GA positions were reduced.  Furthermore, important newer services such as chat reference and web site development have not grown to meet demand, due to inadequate GA staffing.  

3.  Increase central support for online library instruction

With more and more online resources, and hence more and more remote use, it has become critical to deliver library instruction via the web.  Yet few departmental librarians possess the necessary expertise in instructional design and interactive web site development.  We propose sustained central support for the development and maintenance of a rich array of online tutorials and other tools that draw upon the subject knowledge of departmental librarians but conform to Library-wide pedagogical and design principles.

Continuing and future needs :

Our division identified a number of important initiatives that are of ongoing concern but are not easily framed as FY 2006 priorities.  In no particular order, these include:

 

Life Sciences Division FY06 Budget report

The Life Sciences Division discussed the FY06 budget recently.  Here are points that were brought up at that meeting:

Division members also discussed the issues of large e-journal package licenses (the Big Deals).  While we agree that long-term licensing agreements are bad because they take away budgeting flexibility, LSD members also pointed out the advantages of such packages since they provide access to a greatly expanded number of journals.  We also agree that while electronic resources are often the access method of choice for our users this is not always the case.  We should continue to pursue a mix of electronic and print materials.

 

Technical Services

  1. Academic Professional support for electronic resource acquisitions and cataloging and troubleshooting and to work also on link resolver and federated searching maintenance that we know will occur. We now have more than 28,000 unique titles in our ORR which means more troubleshooting and maintenance needs.

  2. A recurring budget line of $15,000 per year to start to support access related outsourcing activities such as buying Casalini bibliographic records (Karen has identified gift funds for this year only), purchasing other MARC records as they become available, or purchasing an authority control service. Outsourcing work that cannot be done in as cost effective a way in house or that we do not have the resources to do makes sense. 

  3. An additional 1/3 permanent GA position devoted to creating Local Data Records in OCLC which will be based in Serials Cataloging.  This will be very beneficial to the IRRC. Lynn Wiley states, "I do feel that our work to add the LDRs is the single biggest factor in our lending increases which has led to our generating more income."

 

AREA STUDIES DIVISION

LIBRARY BUDGET PRIORITIES FOR FY2006 

The Area Studies Division has identified five Library-wide priorities for FY 2006.  These priorities are not ranked. 

Oak Street Project

Support for the Oak Street Project is critical.   We recognize that completion of the project, even in phases, will provide immediate relief to congested conditions in most departmental libraries.

Collections

The Library should develop and preserve its outstanding collections for future generations by protecting the collection budget from further erosion.

UIUC Library has one of the best and largest collections in the world, collections that took over 100 years of dedication, expertise, and investment to build.  The Library should continue to develop excellent collections that support the teaching and research needs of the faculty and students and to offer the best possible bibliographic access to the collections. 

The Area Studies Division is known for its outstanding collections and excellent language and subject expertise.  Building on those existing strengths is a priority right now as the University seeks to expand the international dimension of research and education.

Technical Services

The Library should place a priority on developing a technical services infrastructure that stays current with new technologies. There should be an emphasis on hiring more people with a high level of expertise in library information technology, including computer programmers, as a basis for maintaining and developing the Library’s systems and procedures. 

We also need to focus our attention and resources on acquisitions and cataloging so that we can provide better access to our collections and better services to our users.  We strongly endorse the provision of adequate personnel to support units that perform direct acquisitions and cataloging of library materials. We should also support professional development of faculty and staff to enhance technical services expertise, and centralized training programs for new people in acquisitions and cataloging.

Expansion of Digital Technology

The Library needs to purchase software and equipment that is in increasing demand by staff and patrons. There is increased demand for more digital service points with access to digital equipment like flatbed, film and fiche scanners (the Slavic Library's film/fiche scanner is experiencing increasingly heavy use from staff and patrons alike since it is one of few such public access points).

The creation of the Digital Services and Development Unit is a very welcome step, but its focus is on centralized coordination of in-house activities.  There is also a need for more distributed funding of software and technical support (for tasks like OCR and encoding) as staff take on more content creation activities

Professional Development

The current level of conference travel support may be sufficient for faculty to attend one or two conferences. However, there exist various professional development workshops, training programs, and other professional opportunities offered by ALA or other organizations.  The Library needs to encourage and provide resources for library staff to participate in professional development activities that will lead to better user services.

 

SUBJECT: Special Collections Division Budget Priorities for FY2006

DATE: 1 December 2004

As per the early November request from Rod Allen, I enclose a short list of major budget priorities as recommended by the Special Collections Division units. While some of these priorities are clearly directed at individual units, our Division was quite firm in its effort to focus on programmatic needs that were division-wide or, in many case, of Library-wide value. Note that we have grouped these by function rather than in any priority sequence.

FACILITIES FOR SERVICES

The necessary facilities and equipment expenses should be budgeted to allow a FY06 move of the scanning operation from Grainger to the Main Library so that there will be better access to the kinds of copying/scanning technology needed for special collections and other oversize material. Such a configuration would decrease staff time handling material and decrease concerns for security while also provide greater scanning expertise than that currently available for such materials. The resultant service facility will support grant activity such as that for the Sandburg collection, copying of maps (which has been rendered impossible since the 2003 removal of Graphic Services from the Undergraduate Library), as well as projects for many other library units. Once in the Main Library where it could be of greater use, the scanning operation should be able to generate greater revenues given the greater ease of access.

FACILITIES FOR COLLECTIONS STORAGE

The FY06 budget should include funds for all necessary upgrades to the Oak Street storage facility so that before the close of calendar year 2005 substantial quantities of material can be moved not only from all departmental libraries, but also specific special collections storage needs can be addressed. In particular, these include several hundred cubic feet of boxed archival records, manuscript collections, as well as folio volumes from the Map and Geography Library. The immediate need for such storage is great in each of the units because current overloading of shelves means there is no room for incoming material or for rationalization of service and processing functions. Removal of several large Illinois Historical Survey collections from the stacks will ease overcrowding in its Stacks area shared with the Rare Book and Special Collections Library. Transfer of large runs of administrative office files from the Archives Research Center (ARC) will allow the move of the ALA Archives from overheated space in the Child Development Laboratory to ARC where we can better meet our contractual obligations. In addition, the Map and Geography Library needs student assistance for underprocessed sets including creating holding and item records and graphic indexes (finding aids). While present staff can do the cataloging to create the necessary full MARC records, the unit’s staff cannot take on all of the necessary physical processing.

FACILITIES FOR PUBLIC ENGAGEMENT

 

 

The exhibit space on the first floor of the main Library is a major means by which we connect the Library’s extraordinary collections with students, faculty, alumni, and visiting donors and dignitaries. Unfortunately, it is much more than sub-optimal. Ever since the September 2003 removal of the Mueller cases in the East Foyer, we have heard that upgrades of the Marshall Gallery are a target for a Friends gift, but in the interim the space remains empty and unable to meet public engagement functions which were possible there with the Mueller cases, and there seems little promise that the external funds are available. More importantly, the main northsouth corridor has for many more decades been a primary means to reach the public. Yet, the crumbling plaster, inadequacy of the wall space for other than disposable posters, and the cumbersomeness and poor condition of the six flat cases represents a serious handicap in exhibit work. No doubt, both the Marshall Gallery and main corridor will never be of showcase quality, but some modest repairs and rethinking (via a one-time exhibits consultant) could make substantial progress along with new lighting and museum quality exhibit cases that provide better preservation protection and security.

COLLECTIONS SECURITY

 

 

In an era of declining collection funds, it is even more important that we provide better security to protect and retain the priceless and irreplaceable items we already hold. Currently, Rare Books and Special Collections Library has insufficient staff to monitor the reading room whenever there are readers using material, and an additional 20 student hours per week would address this problem.

The Map and Geography Library, needs a security gate as well as additional student hours to provide better monitoring and control over the collection and to stem the lost of bound volumes of reference and other book materials. A gate alone cannot solve all of the problem, but no progress can be made without a gate.

COLLECTIONS ACCESS

 

A graduate assistant is needed in the Rare Books and Special Collections Library to check, classify and mark or remark volumes for which new records are provided by the matching utility in the recent Mellon project. There is also a need to deal with items that turn out to be duplicates, and other anomalies. (Note: we have been unable to obtain practicum students for this work despite active advertisement.) In addition, within other Division units, as well as in other departmental libraries, attention is needed to the bibliographic records which were mismatched in the machine conversion work of the Mellon project.


 

CPS Division Members

 

In developing the following budget priorities for FY06, CPS Division members began by reexamining principles that we established during the FY04 budget planning discussions and reaffirmed in FY05.  

·        To simplify access to the Library’s services and collections

·        To increase user competence.

·        To increase use of the Library, both onsite and remote.

·        To increase collaboration within and across divisions for improvements in access, service, efficiency, and productivity.

·        To provide stewardship for the Library’s collections in all formats.  

We reaffirm these principles as ones that continue to determine our division’s priorities, and we’ve added one more: 

·        To maintain core central services to offset the decline in decentralized services.  As smaller units close, merge, or shorten their hours, users gravitate to the larger open service points.  Because of this, across the board cuts are no longer viable; central service points must be adequately staffed if they are to meet user demands that were previously met elsewhere. 

Given the above principles, CPS endorses the following, but has not ranked their priority:   

§         Continue commitment to fund the Oak Street Rapid Accession Project, which will continue through the end of calendar year 2005, and subsequent shift of the Main Bookstacks in early 2006. (Attachment 1)

§         Provide a pool of money for staff upgrades.

§         Our division endorses and urges support for the proposal submitted by Mary Laskowski for increased staffing support for the Media and Reserves Center in the Undergraduate Library.  This is an example of a growing centralized service.

§         Our division endorses and urges support for a .5 FTE librarian for the Reference Library. (Attachment 2.)  Again, this is an example of a centralized service unit that is absorbing service activities previously dispersed elsewhere.  The Services Advisory soon will be recommending that all library units link to the Ask-a-Librarian chat service, which is supported heavily by the Reference Library and the Undergraduate Library.

§         CPS supports the NEX proposal in monetary concept with the understanding that the proposal does not require any additional funding beyond that currently allocated to the NEX unit head position.  (Attachment 3.)

§         FY06 wage budget increases/cuts should be differentially allocated so that centralized public service points that employ GAs for direct patron service can increase their GAs percent time appointments (in the case of budget increase) or not have to reduce appointment times (in the case of budget cuts). 

Oak Street Budget FY06

 

 

 

 

 

Salaries and Wages

 

 

 

 

 

Basic barcoding wages (6 months)

$6,425.00

40 hours/week (supplemented by $12,500 from Circ Dept wages and 1.75 FTE from contributors)

Basic stabilization wages (6 months)

$14,500.00

30 hours/week plus grad hourly supervisor (with additional 3.6 FTE from contributors)

Vacuuming, unpacking, sizing, wages (12 months)

$9,640.00

40 hours/week (with additional 2 FTE needed from contributors)

Daleann Stark salary differential (min. 6 months)

$8,342.00

Reclass from LTA to Academic Professional

 

 

 

Equipment and Supplies

 

 

 

 

 

Barcode labels

$2,500.00

Approximately 135,000 labels at $18/1,000

Conservation supplies

$25,000.00

Estimate from Jen Hain based on this year's expenditures

Trays, handles, backplates

$50,000.00

 

 

 

 

Other

 

 

 

 

 

General supply budget

$3,000.00

Estimate (stickers; post-it notes; printer ink cartridges; streamers; misc.)

When-To-Work software

$250.00

Confirmed price with vendor

 

 

 

TOTAL

$119,657.00

 

ATTACHMENT 1
 

ATTACHMENT 2

Request for a Permanent .5FTE Reference Position 

The Reference Library would like to request the CPS Division’s support for a permanent .5FTE reference librarian (position currently held by Ron Banks). Our primary justification for this position is to enable us to provide professional coverage of essential reference services (in-person, phone, e-mail, and chat) during core service hours. Considering the complexity of the library system and its rich on-site and online resources, at least one service point should function as the ‘court of last (or first!) resort’ for users throughout the library system during normal operating hours. The Reference Library is uniquely positioned to fill that role, and one of our principles is to have a professional staff member available for assistance during the hours that patrons are most likely to use the library (in person or remotely).

Over the past few years, we’ve undergone significant staff attrition. Even after the current vacancy is filled this spring, we will only have 4.5 FTE Reference librarians. With other responsibilities in Reference, library committee work, research, etc. the librarians can work an average of 12 hrs/wk at the desk. Thus the total number of professionally staffed desk hours available for any given week is 54, assuming no one is sick, on vacation, at a conference, or needs time to complete a research project. Given this best-case scenario, since the library is open 83.5 hrs/week, users would have the benefit of a professional staff member only 65% of opening hours (and in reality, fewer hours are actually available). If we add a .5FTE librarian who would have fewer ‘off desk’ responsibilities, we can provide professional coverage up to 75% of the hours the library is open. 

It may be worth noting that this position was approved by the Executive Committee for FY04 (we had requested 1 FTE, but it was reduced to .5FTE), but subsequently withdrawn due to budget constraints. 

Why is core professional staffing important? 

Though implementation plans have yet to be finalized, much recent discussion has centered on the consolidation of service points. As noted above, Reference is in a key position to play a role in the provision of system-wide information service in the absence of other qualified staff. We cannot effectively function in this capacity by relying solely on graduate assistants whose regular turnover and early steep learning curve mitigate against having the type of expertise that’s necessary. It’s also worth noting that the reference service provided during these times is virtual as well as on-site. 

What other responsibilities would the person in this position hold?

Additional responsibilities in our unit are dynamic and flexible, depending on situational demands, individual expertise, etc. At this point, having an additional person in Reference would enable us to provide more support to instructional programs and to the Oak Street project, as well as special projects in Reference such as the post-Oak Street reorganization of the Reference Room.    

CPS Division Coordinator

 

RE:                  Newspaper Library 

CC:                  S. Clark, L. Hinchliffe, M. Mallory, L. Wiley 

RECOMMENDATION:  

After extensive discussion and review, the tenured members of the 2003-2004 CPS Advisory Committee (Kruger, Wiley, Hinchliffe, Mallory) recommend that, upon the retirement of Sharon Clark, the Library fill the position of head of the Newspaper Library through the internal reassignment of a qualified UIUC librarian and that the unit remain autonomous.  We also recommend that the Newspaper Library remain in the Central Public Services Division (perhaps renamed Newspaper and Microforms Library once the Bookstacks microfilm collection is transferred to this unit). During the course of our review, we met with Sharon Clark, the staff of the newspaper library, and Karen Schmidt.  Prior to the Advisory Committee’s review, Jo Kibbee met several times with Sharon Clark to explore a possible merger of the Newspaper Library with the Reference Library, and her report provided us with substantial background information, and the Advisory Committee met with her and Sharon to discuss their report. The rationales for these recommendations, as well as a summary of other scenarios that were discussed, follow. 

Scenarios Discussed: 

1.      Open the position to a national search : While we do feel that the Newspaper Library needs a professional librarian leading it, we believe this goal can be achieved without the time and expense of a national search at a time when our budget resources are so limited.

2.      Merge the Newspaper Library with another library unit (either CPS or non-CPS): We discussed this option extensively, but do not consider it to be optimal.  The units considered for merger with the Newspaper Library were Reference, Government Documents, Central Circulation and Bookstacks, and Communications. A merger would not eliminate the need to have a librarian with primary responsibility for oversight of newspaper collections, operations, and staff, and it also has administrative/recruitment drawbacks, which we outline below. 

Attached is a proposal developed by Jo Kibbee that explores the possible merger of the Reference Library with the Newspaper Library.  The CPS Advisory committee does not endorse this proposal because of the reasons stated above, but also because it was more costly than either the current situation or the reassignment scenario described below. 

3.      Reassign a qualified UIUC librarian to assume the position of head of the Newspaper (and Microforms) Library.  Several current UIUC librarians might make exceptional candidates for reassignment to this position, and particular attention could be paid to those in units which might be adequately compensated for their loss by the addition of a high level civil service position or an academic professional position to their staff (paid for out of Clark’s salary line.)  We are aware of several possible candidates in CPS, and undoubtedly there are other excellent candidates in other divisions.  If the person identified was currently untenured, a CPS unit head could be assigned as a temporary mentor, if necessary.  We favor this option not only for its cost saving advantage over a national search, but also for the opportunity it provides for a current UIUC librarian who may be interested in managing a unit.  

The remainder of this document will provide our rationale for why we believe we need a unit head for the Newspaper Library and why this unit’s placement in the Central Public Services Division continues to be optimal. 

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WHY A UNIT HEAD?

Background

The Newspaper Library holds a world class collection and is an inestimable resource for primary research. While newspaper collections in most research libraries are administratively grouped within periodicals/microforms collections, ours has up to this point focused solely on newspapers and has been administered as an autonomous unit managed (at least in recent years) by a librarian. It also occupies a newly remodeled, functional, and aesthetically pleasing space. The size of this library’s collection will soon almost double when the microforms collection that is currently housed on Deck 7E of the Bookstacks is transferred administratively and physically to the newly remodeled Newspaper stacks space on decks 5E and 6E, as has been planned for several years.

UIUC’s Newspaper Library is one of 13 charter members of the International Coalition on Newspapers (ICON), housed at the Center for Research Libraries, which is involved with preservation, bibliographic access, indexing, and copyright issues for newspapers around the globe. Moreover, since 1995, the Newspaper Library has been integrally associated with the Illinois Newspaper Project (INP).This NEH funded initiative is a highly ambitious inventory, cataloging, and preservation project which employs a Senior Cataloger and two assistant catalogers. The Newspaper Librarian is the Principal Investigator responsible for writing the grant proposal and providing administrative oversight to the project, such as hiring the assistant catalogers. Grant awards since 1996 have totaled approximately $2million with the next phase requested at $1 million.  

The Newspaper Library functions as the central campus node for access to official current and historical news sources.  Its collections are multidisciplinary and global, and their importance to scholars cannot be overstated.  Its actual and potential user base includes students and faculty, researchers from near and far, and other departmental librarians, all of whom have diverse academic backgrounds and research interests.  They also have varying levels of information literacy.  An expert who has substantial knowledge of the collections and is highly-skilled in promoting the Newspapers Library’s services is essential in order to meet local user expectations and demands, and to maximize access and use by them and the library’s other constituents.  To adequately assist patrons, this expert must also be familiar with other institutions’ newspaper collections in the US and elsewhere.  Moreover, the department’s expanded role as the Library’s main facility for housing and viewing microforms, many of which are primary resources, reinforces the need to have a specialized professional librarian in charge.  Only an authoritative peer will be successful at increasing the Newspaper Library’s visibility, and in communicating, collaborating, and developing programs and services with other library and teaching faculty on this campus. 

The following qualifications are repeatedly mentioned in job descriptions appearing at the Special Libraries Association News Division’s “About News Librarianship” web site (http://www.ibiblio.org/slanews/newbies/newbies.html):  excellent communication and writing skills; exceptional capabilities in retrieving information using traditional and online searching; outstanding news judgment in evaluating information and stories; facility  with new technologies and resources; understanding of issues, problems, and trends within the field; and willingness to pursue continuous professional development.  A fulltime librarian with a well-defined, focused job description will be able to maintain the required level of expertise and skills in this rapidly-changing specialty.  He or she will then be in a position to market the Newspaper Library’s unique resources to library and teaching faculty and their students. 

Administrative Issues/Responsibilities 

We think there are several administrative reasons why an autonomous head for the Newspaper Library is best. Working against the idea of a merger (vs. autonomous unit head) is our concern about possible administrative overload for the unit head, if the unit Newspaper were to merge with was already a large one. Also, as our investigation has shown, there is a significant amount of administrative work involved with the unit by virtue of the national and international scope of the collection, the liaison work necessary with campus constituencies, and the grants administered by Clark. In a merger scenario, we believe it would be difficult to draw the line between the respective responsibilities of the unit head and the librarian who would be primarily responsible for this work. Also, the more the job lines are drawn, the less sense the merger makes unless the “ receiving” unit head agrees to take on a lot more work. The administrative work is significant especially in light of the transfer of the 93,000+ microfilm collection from Bookstacks to Newspaper (described further below).  We believe that this position would hold less appeal for several of our talented librarians, who would make excellent candidates for reassignment, if they did not have the authority of a unit head.   

Collection Issues  

The Newspaper Library houses a world renowned collection of newspapers critical to research on campus and also to scholars’ world wide. The collection is a jewel of national prominence that must be maintained and supported under professional guidance. Newspapers require particular attention as they cover multiple formats, have specific cataloging demands and require different preservation attention. A pressing demand currently is how to handle the multiple format options for newspapers in choosing to purchase another format of one title and the economic pressures that result. There are other issues as well, including making the best choice for long term preservation of unique titles and in developing and maintaining excellent access strategies for all the formats acquired. Currently consistent online access to newspaper titles is not available in the new directory to Online Research Resources which must be addressed. Newspapers present certain opportunities and challenges in Illinois as overlapping packages are available and must be sorted through and the Illinois Newspaper project requires ongoing responsibilities that others in the state look to our University Library to fulfill. 

The Newspaper Librarian will also work with several unit libraries such as Communications, many of the libraries within Area Studies, with Modern Languages, Special Collections and the History library in collaborating on consistent collection plans for newspaper acquisition, access and preservation practices. 

The Newspaper Library will be taking on the management of all the extensive non- newspaper microforms collection formerly housed on Deck 7.  This collection of approximately 92,000 reels of film will require significant work during that move but also requires extensive updates and subsequent communication about and adherence to the collection policies governing the purchase and processing of new titles. This important collection has received little attention in recent years due to workload changes and staffing shortages in Central Circulation and Bookstacks. The librarian overseeing the collection must meet with fund managers for wide agreement and dissemination of new practices. Follow up on processing will require regular communication with Technical Services and the Facilities manager. 

The Newspaper Library occupies a beautiful and underutilized new space. The space has considerable potential to showcase the collections that await the attention of a new librarian. The library can highlight other primary research resources as well as newspaper titles held in other units. 

There are unique responsibilities and opportunities for a librarian undertaking the collection management of the newspaper titles.  The Library has much invested in this collection and space which now require a librarian to make the collection decisions needed and to provide for the effective transfer of the microfilm collection and to collaborate with other librarians and scholars to highlight the treasures in the collections. 

Instruction Issues  

The Newspaper Library's instruction program has a great deal of potential for growth and increased impact on student learning and classroom teaching. Newspapers are an important source of information for students in almost all areas of study but also have unique features which make them just different enough from other information resources with which students may already be familiar to create a need for expanded instructional services to courses making heavy use of newspaper materials. Due to the importance of newspaper for many different groups of campus learners, in addition to direct instruction for users, the Newspaper Library could also expand its impact on student learning through collaborations with subject-based libraries throughout the UIUC system to incorporate instruction about news sources into other course-integrated instruction sessions.  

Staffing Issues  

Current staff and their self-reported responsibilities in the Newspaper Library are as follows: 

NAME/POSITION

RESPONSIBILITIES/DUTIES

Sharon Clark, Newspaper Librarian

Overall management of unit; collection development; work with newspaper vendors and subject specialists in the library; consultation with campus faculty; PI on newspaper grant proposals; oversees searches for grant funded positions.

Fung Simpson, Assistant Newspaper Librarian (50%)

Cataloging (non INP); Voyager record maintenance; website development and maintenance; newspaper database maintenance; public service

Rene Erlandson, Visiting Assistant Professor, Illinois Newspaper Project (100%)

Principle cataloging for the INP for UIUC owned titles; will oversee microfilming project in 2005 for Chicago and downstate newspapers held at UIUC (collating/shipping newspapers to film vendor; inspecting film upon receipt; cataloging film)

Teresa Walker, Visiting Assistant Professor, Illinois Newspaper Project (100%)

Also catalogs for the INP; travels extensively.

Greg Homerding, Library Technical Specialist (100%)

Acquisitions; collection development; public service; bibliographic instruction with visiting classes

Glen Martin, Library Clerk 3 (100%)

Daily operations; student supervision; equipment maintenance

 

Once the microfilm collection is transferred from Bookstacks to the Newspaper Library, the unit will need at least one additional half-time clerical position to help with maintenance work on this collection.  Several years ago, Bookstacks had a full-time LC3 performing these duties; this is no longer the case; this position was reduced to half-time for budgetary reasons several years ago.  When it last went vacant, it was not filled as plans to move the collection to Newspaper were well underway.  The triage work currently being done with this collection is performed by Scott Mann as time permits; therefore, there is no position to transfer to Newspaper with the collection. 

We believe that Glen Martin is currently working out of class for the amount and variety of responsibilities he currently has.  By comparison, the LC3s working at the Main Circulation Desk have a considerably more narrow scope of responsibilities. His position should be audited for possible upgrade to an LTA. 

Budget Issues  

The FY05 salary line for the newspaper librarian is approximately$80,700. The scenario we have outlined will still result in budgetary savings once the following are taken into consideration:

 

 

WHY CENTRAL PUBLIC SERVICES?  

The CPS Advisory Committee believes that Central Public Services is the appropriate divisional home for the Newspaper Library.  Like other CPS units, it houses a centralized multi-disciplinary collection in many different formats.  Also, its public service components intersect frequently with those of the Reference Library, Government Documents, and Central Circulation. 

RE:  Main Library Network upgrade costs  

This year CITES will receive approximately $20 million in one-time funding to upgrade the campus network infrastructure over the next five years in over 150 buildings.  Most of this work will be paid for by CITES, but some costs must be borne by the units.  Further, the main Library needs to construct a server room, which will be significantly less expensive if it is constructed concurrent with the proposed CITES work, and we need to upgrade 84 network jacks to the current category 6 cable standard.  This memorandum presents the approximate costs to the Library for the campus network upgrade, as well as the new server room and the network jack upgrades, and attempts to break out these costs in a modular way so that they might be spread out over at least two if not three fiscal years, if at all possible.  All of this work is necessary—it is simply a question of when we expend the funds and how we might spread out the costs over multiple fiscal years.  I am seeking your advice on identifying funding sources and prioritizing their expenditure to accomplish these activities in the coming years.  We ought to bear in mind that last year Library IT was able to set aside $80,000 in the Technology Plant account, of which a significant amount could be put toward these activities, in combination with other monies.  Please also be aware that the unit heads in the affected units have NOT yet been notified—this information ought to be held as confidential until we have had an opportunity to discuss with them. 

Several years ago when the funding ran out for network upgrades, the main Library building was at the top of the list, and we remain near that spot in the current CITES campus plan.  The main Library still has a number of areas in which the network infrastructure(category 3 wiring and old network switches and routers) is badly outdated, which results in slow network delivery of information, and requires considerably more of ours and CITES’ staff time to maintain and repair.  

CITES network design planners, working with Jeff Schrader and Lee Galaway, have identified three areas in the Library that CITES must use to build new network closets (Communication Equipment Rooms or CER’s) to support the upgraded infrastructure wiring and communications equipment.  In addition, there are several areas (Info. Desk, BEL, and Archives) where a total of 84 category 5 network jacks ought to be upgraded to category 6 for optimal performance, and uniform network support.  Below I have drawn an overall picture of targeted work, costs, and potential timing: 

Location

Approx. Library Cost

Projected FY Work**

Room 220 (SE Corner)-Cataloging

$0

Spring 2005? (FY’05)

Room 416—Map & Geography (CER)

$0

Spring/summer 2005 (FY ’06)

Room 416—Map & Geography (server room)

$50,000

Summer 2005 (FY ’06)?

Room 225A—Slavic (NE Corner)

$30,000 (build new office)

Spring 2006  (FY ’06)

Replace 84 Cat. 5 jacks (Info. Desk, BEL, Arch.)

$46,200($29,400 if server room 416 built earlier)

FY ’07?

 

The locations for new CER’s above have been targeted jointly by CITES and the Library based on campus-wide criteria that CITES has developed to conform to networking standards and to support future upgrades.  CITES has outlined in more detail its needs and recommendations related to the upgrade in the attached document.  In addition, Library IT proposes dividing room 416 into two rooms, one a CER and the other a server room.  The Library currently houses over 20 servers in its network closet in Room 19C—a room traversed by steam pipes.  Needless to say, the potential loss of Library online service due to a leak or a rupture of one of these pipes is nothing short of catastrophic—the Library does not currently have a comprehensive off-site backup for our production systems that serve both public and staff activities.  One additional note related to the new server room construction in Room 416—if the server room is built sooner in the plan, as suggested, we will need to replace fewer category 5 jacks running into Room 19c.  That will enable us to shave the cost of the jack replacement from $46,200 to $29,400. 

**I have asked CITES to indicate their proposed timing for each of these projects.  It will probably be up to six weeks before they are able to determine their time frame for starting, so the time frames indicated above reflect a mix of the Library’s financial and construction priorities geared with the informal discussions with CITES, and may not necessarily correspond to CITES’ production needs.  We may have to do some negotiating with CITES on the final time table for these projects. 

There will be scheduling needs and internal costs associated with these projects, in addition to new construction.  For example, Room 416 in the Map & Geography Library houses the map folios, for which a new location must be found, whether that would be storage in Room 1 or elsewhere.  The area slated for the new office in Room 225 Slavic Library will have to be cleared out, which may require some additional storage.  Library IT is working with Jeff Schrader and Bob Burger to plan for these transitions.  Paula, Bob, Jeff and I intend to meet with the unit heads in the affected units soon to discuss options for the transition. 

Program Work Plan

Main Library, Building No. 41, UIUCnet Upgrade 

This plan discusses the space allocation issues related to providing networking communications equipment rooms (CERs) required to upgrade the University Main Library Hall from CAT 3 building wiring to CAT 6 wiring and to increase the data transfer rate from 10 Mbps to 100 Mbps.  

This plan affects the following spaces in the Main Library: 

·   Room 19C (existing)

·   Room 246 (existing)

·   Room 220 (SE Corner)

·   Room 225A

·   Room 416

 

An evaluation of the Main Library was performed to investigate potential CER locations.  Criteria for selecting locations included potential availability for use, adequate size to accommodate high-speed equipment, location with respect to distance limitations for cable runs, and availability of vertical chase to route cables between floors.  In the case of the Main Library, a consideration of esthetics was included. 

CITES Communications Technologies plant engineering determined that three additional CER locations would be needed in addition to the existing two CER locations. 

Existing CER Room 19C  

Room 19C is a subdivided using cages to provide both a CER and departmental servers. This CER would remain with no changes other than the potential addition of a rack to support CAT 6 path panels.  Existing CAT 3 panels would be removed.   No changes in space allocation are required.  Air conditioning, served by a ceiling mounted Liebert unit will need to be repaired and upgraded.   

Existing CER Room 246L

Room 246L on the north-west section of the library is accessible through Room 246.  The room is cooled using a Liebert wall mounted evaporator unit piped to a compressor/condenser unit on the roof.  A 4” conduit is used to route liquid and gas through to the forth floor and on to the roof.   This CER will provide for service to the west side of the library and to stacks.  Also will provide service to west side of 4 th floor. No changes in space allocation are required.  Additional vertical chase conduits may be required.

Creation of New CER in Room 416  

In order to support the 4 th floor office areas, a new CER would be constructed in the center of the east end of the building.   The proposed space is room 416 which is currently used as periodical and map storage and is accessible from room 425.  Library IT staff propose dividing the room into two rooms, one a CER and the other a server room.  Access would be via hallway.  An additional door would be installed to provide for access to the server room.    Air conditioning would be installed as wall mounted evaporators with condenser/compressor units mounted on the 2 nd floor rooftop adjacent to the west.   This space would be allocated to CITES and removed from the department.  

Creation of New CER in Room 220  

In the north second floor wing accessible from the north end of the second floor reference area, a CER would be constructed in the southeast corner.  This space is currently in cubical space and is occupied by Stephanie Baker.   Approximately 100 square feet would be eliminated by the construction of a CER to obtain a 10’ X 10’ room.  The  impact to the library would be the loss of approximately 100 square feet of office in the staff area.   Dimensions may vary slightly as design is finalized however listed dimensions are worst case.  The room constructed would be allocated,  reassigned to CITES and removed from the department.   

Creation of New CER in Room 225A  

In order to provide routing for the South side of the library building on floors one, two and three, a new CER would be constructed in the existing office space in room 225A.   This space is currently occupied by the head of the Slavic and Eastern European Library, Miranda Beaven Remnek.      The impact will be the loss of an existing office for this librarian.   The constructed CER would be allocated and reassigned to CITES and removed from the departmental spaces.  

Creation of Vertical Chase Space East Wing  

In order to provide for vertical chase space, existing closets on the east side of the south stairway near the center of the reference area would be utilized.  These closets are on the 2 nd and 3 rd floors with an open area on the interim landing between the two floors (additional landings due to high second floor ceilings.)

The existing closets would be keyed to ‘CM’ and allocated and reassigned to CITES.   The impact to the library would be the loss of two small closets currently unused on the 3 rd and 2 nd floor.   On the landing between the 2 nd and 3 rd floor, the corner would have added 4” conduits floor to ceiling.  These would be painted to match the current two-tone paint scheme. 

Horizontal Pathways in Offices  

For esthetics reasons, in order to preserve the look and feel of the high ceilings in 4 th floor (shown) and other offices, plant engineering proposes to route cables in wall mounted molded raceway or to provide cable trays with wood veneer to match existing dark oak door and ceiling trim.  

Required Actions by Library Administration

1.                 Confirm availability and reassign room 416 to CITES.  Contact Terry Ruprecht (twruprec@uiuc.ed) at 333-7900 or assistant Robyn Camp (rcamp@uiuc.edu) at 244-9010 to reassign.  

2.                 Confirm availability of room 220 area for new CER construction. New CER will need to be reassigned to CITES.  

3.                 Confirm availability of room 225A area for new CER construction. New CER will need to be reassigned to CITES.  

4.                 Confirm acceptability of 3 rd and 2 nd floor closets for vertical chase use.  Closets will need to be reassigned to CITES.
 

Questions on this plan may be directed to either Gary Rypski (grypski@uiuc.edu) at 265-0244 or Paul Lucas (pblucas@uiuc.edu) at 265-6700 or CITES Communications Technologies.

THE ARTS AND HUMANITIES DIVISION’S RECOMMENDATIONS TO THE BUDGET GROUP FOR THE LIBRARY’S

November 22, 2004

In creating this document, I have identified as Division Priorities the two highest ranking requests from all the division libraries: additional student assistant hours for collection maintenance activities, such as shelving, shifting, and shelf-reading as well as restoring the graduate assistantships to 50%. With these basic elements of necessary staffing restored, the division will be able to sustain its mission during FY06.The items identified as priorities for the entire University Library are those requests which are beyond the scope of the division. The ArtStor request, for example, is pan-disciplinary and will serve the entire University Campus.

The third section represents those individual library needs which are particular to certain of our libraries beyond the student and graduate assistantship priorities.

Tom Kilton, Coordinator

Arts and Humanities Division  

I.  PRIORITIES FOR THE ENTIRE UNIVERSITY LIBRARY

1.  Fill “traditional” front-line library faculty positions for delivering direct services to users and building collections. 

2.  Support for ARTstor which is a pan-disciplinary resource necessary for the entire campus. Inappropriately named, it should be called IMAGEstor because its scope extends far beyond coverage of traditional fine arts and includes components devoted to Native Americans, the image of African Americans in Western art, and  anthropological  images. The image data base is expanding and will contain 600,000 pictures by summer 2006.  Supported by the Andrew W. Mellon  Foundation, the impact and importance of ARTstor will parallel that of JSTOR for providing a way to enhance scholarship, teaching and learning.
3.  Increase collections dollars to subject funds across the Library.   This should include the restoration of the so-called “auxiliary” funds (replacements, serial sets, and general funds).  

II.  PRIORITIES FOR THE ARTS AND HUMANITIES DIVISION

1.  Provide an extra 10 hours a week of student assistants for each of the Division’s libraries.

2.  Restore each of the 35%-time graduate assistants to 50%-time.

III.  ADDITIONAL PRIORITIES FOR SOME INDIVIDUAL LIBRARIES IN THE ARTS AND HUMANITIES DIVISION. 

CLASSICS LIBRARY

1. Repair of plaster at the top of the window over the librarian’s desk.

2. Repair of plaster in the ceiling, the condition of which requires protective sheets of plywood over a portion of the stacks in 419a.

HISTORY LIBRARY

1.  Funding for signage.

2.  Funding for capital improvements: remodeling of the circulation desk; repair and painting of water-damaged ceiling (now that the roof has been repaired); improved lighting for the stacks (particularly over the 100s and 200s).

MODERN LANGUAGES AND LINGUISTICS LIBRARY

1.  A Quarter-time graduate assistant to assist Caroline Szylowicz in the Kolb-Proust Archive. 

RICKER ARCHITECTURE AND ART LIBRARY

1.  Undergraduate student wages to restore hours from 8 to 10 p.m. Monday-Thursday and Sundays 5-10 p.m. Estimated cost: $5,408 for academic year 2006 based on wages of $6.50 hourly with two students working.

2.  Restoration of ½ time clerk to assist with stacks maintenance and supervision of students related to stacks maintenance; assistance with clerical tasks related to collection development. Effect on collection: Limited shelf reading to none; limited stacks maintenance and supervision of students; backlog of filing and searching related to acquisitions. The latter two items have resulted in duplicate ordering.