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| Library newsletter |
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State of the Library
January 15, 2004 Jennifer A. Younger Edward H. Arnold Director of University Libraries Welcome to the fourth annual State of the Library address. Often the immediacy and assumed newsworthiness of events prescribes their place as the opening topic, and indeed this is the case with the water emergency in the Hesburgh Library last week. Damage and loss to books and journals was minimal due to the rapid and effective action of library and university staff. Clearly, the plans and routines in place allowed us to respond on multiple fronts - moving books and journals, covering ranges with plastic, mopping up floors, all the while dealing with the many questions from the library, campus community and the media. Special thanks go to Ross Fergerson and Liz Dube for their work in directing the cleanup and treatment of materials. Overall, together with other University staff and contractors, we did an outstanding job in minimizing the damage to our collections and as happened last time, there will be an occasion for expressing our collective gratitude. Lou Jordan mentioned yesterday at LAM the significance of conveying accurately
to the outside world what happened last week, that this was an emergency, not
a disaster. While we hope the attention focused on the library’s old HVAC
system will result in upgrades sooner rather than later, we also want to convey
that we are nevertheless well positioned to securely store books and journals,
particularly rare and unique items. I am writing with that message to the Advisory
Council and other important benefactors. We will also want something on our
web site, in Access and in other places, about our capabilities for safely storing
the materials in our care. Accomplishments Preventing a disaster is only the most recent example of our many and diverse accomplishments. There are of course many other accomplishments, many of which are well discussed in the department, committee and division annual reports posted on the library Intranet. Some accomplishments are known through conversations among us, in meetings and elsewhere. I heard this morning, e.g., that there are 15 and 17 students respectively taking the chemistry literature course Thurston Miller, Chemistry/Physics Librarian, is teaching. Watching the rotating graphic on the library web site is a another good way to learn about new and/or expanded services and collections. In less than 5 minutes, I found the following: Leisure reading at the library! Read for Fun! In assessing the state of the library in previous years, the answer was easy - the library was in excellent shape. Last year I qualified that overall assessment by noting the major cloud on the horizon, the effect of the decreasing income and continuing high inflation in the costs of books and journals. This year, I doubt that any of us feel the library is in excellent shape. Cutting approximately $1 million worth of commitments for books and serials over two fiscal has left an indelible mark on the library collections as well as on us. When we add to that the budget reductions for personnel and general operating expenditures, which resulted in a reduced level of services, it is no wonder we have days of feeling we are at the bottom of the mountain, looking up the steep slope, rather than at the top of the mountain, eagerly anticipating new challenges. Yet, despite all the problems that have come our way, the library is fundamentally sound. We have survived the year with real accomplishments. The single most visible is of course the lower level renovation. The years of design has paid off handsomely and the move of books, serials, microfilms and staff into that space, while not complete, is well underway, and in fact has moved faster than anyone thought possible. But there are achievements less visible to the naked eye and I will mention two. One is the pending rollout of a redesigned library intranet site. Ready access to the library information, policies and procedures we need in our jobs has been a long standing concern and just as we have improved access tools for library users, we are now improving the tools we use as well. Also in the category of less visible is this: we have maintained and strengthened our working relationships with departments, colleges and the University administration. One of our traditional strengths has been the extensive network of ties between the library and the rest of campus. We converse with the campus community through committee and other meetings, focus groups, surveys, and numerous hallway conversations, and at many levels. We talk about specific questions, especially what materials to buy or not buy, as well as broader issues, such as changes in scholarly publishing. All of us are involved in talking with various people and groups on campus; it is then through our internal sharing of information that we can develop library services and collections. Over the last two years, we have consulted more rather than less, a process that has taken more of our time, but which has - and will - enhance our ability to deliver library services and collections of value to the campus community. It is always difficult to turn from an enumeration of accomplishments but I turn now to what lies ahead and that is schizophrenic conditions, murky waters, and hard choices. What lies ahead: schizophrenic conditions, murky waters, and hard choices At the Advisory Council on University Libraries fall meeting, Jim Neal who is both a member and the Vice President for Information Services and University Librarian at Columbia University, reflected on the environmental influences coming to play on the academic research library. Some of you also heard his presentation in which he outlined major trends and developments. Never one to speak obliquely, Jim listed 18 revolutionary changes that have resulted in schizophrenic conditions surrounding research libraries. Because we ourselves are participants, these revolutionary changes are immediately familiar, e.g.:
Because we ourselves are participants, it is not until il we think about these changes collectively - as Jim did for us that day - that we can see how turbulent the environment truly is, an environment that Jim terms “schizophrenic condition.” Those seven conditions are: • Physical versus virtual Much of the competition comes from changing library roles. • Libraries as consumers As is usual, we are faced with choices. But our choices are made harder because
financial resources are limited, the waters are murky and we are choosing between
good things. And, although we are always intent on choosing wisely, the importance
of doing so simply adds to the pressure we feel. But, this year, next year and
more than likely some years into the future, a flat budget, which is effectively
a budget cut for the library materials and supplies budget, means it is not
business as usual. The saga of limited resources in the face of unlimited needs
guarantees we will be making choices. In the following discussion (LAM Minutes, December 10, 2003), several department heads responded with additional points: • Perception of no authority for making decisions It is not business as usual but we are taking actions and forging ahead It is not business as usual and it isn’t surprising that our pulse is
disturbed or that we are distressed. We have to recognize that it takes time
to adjust to new conditions, to find our sea legs and decide what to do. We
can and will define appropriate actions so that we will be successful under
new conditions, new being especially the budget cut this fiscal year. That process
has been underway on multiple fronts. In last year’s state of the library, I outlined the action priorities
that we are using to set priorities in tough times. Today, I will again use
those action priorities in speaking to what we are doing. This remains our most important priority. Although the University Libraries has always preserved jobs and salaries for regular staff, we see around us the effects of the slow economy as acquaintances or family experience job cutbacks. We remain, however, firmly committed to preserving jobs for regular staff and faculty. This fiscal year has not seen much turnover - there are only 3 vacant positions at the present time. We will during this budget cycle evaluate current department needs for additional resources - student, staff or faculty - continuing as well to look at internal recruiting first, going outside as we did in hiring a new head of the library system department only in very selected cases. We do not have the library budget for next year. While the signals to date are positive for salary increases, it is unlikely there will be any additional monies to restore the loss of positions from last year. Unfortunately, those dollars are gone for now. February will see the beginning of a year long time study in which we ask everyone
to record the activities they are involved in during each of four weeks. I recognize
there is concern that the results could be used to lay off staff but again let
me state we are committed to preserving jobs and salaries of regular staff and
faculty. Over the summer, the Strategic Planning Steering Committee (SPSC) recommenced its planning efforts in response to a request from the Provost for an implementation plan. Fully understanding that the strategic plans of all campus units would require new resources over a ten year period, the Provost asked us to focus on what could we do in the near future without new resources. That implementation plan - completed by the SPSC with your help - has resulted in the next iteration of the library strategic plan. That version is soon to be on the library web site. Parker Ladwig has sent to the Committee for final comments before posting. The plan is a little different than last year, but that is a natural byproduct of an evolutionary strategic planning process. Our plan is not set in stone for five years and this year’s plan reflects the most important priorities and goals of departments and divisions as these priorities and goals shifted slightly from last year. The Committee is holding open forums at end of January and I encourage you all to participate in the discussions of how your department can use the plan for setting its goals. Major goals encapsulated there reflect next steps in meeting the challenges
outlined in fall 2002 • Provide enhanced and secure access to the Libraries resources and services Top priority Within these goals, the top priority is to articulate for ourselves and the university what it means to provide library collections and information services to meet curricular, research and archival needs. What are the definitions and criteria for use-based research collections and premier/special collections? What is the role of information services in meeting curricular, research and archival needs? How do library collections and information services work together? What is the appropriate balance for the needs of various departments and programs? The Collection Development Committee is taking the lead on this issue and is even now circulating preliminary definitions to discussion participant. In the end, creating answers will involve all subject librarians, liaisons, and many library departments. Why is this so important? Because about 40% of the library budget and 45% of
library expenditures are for library materials. Thus, it is critical that we
use those funds for maximum value, that our goals are congruent with what our
users value. We are just starting the most intensive period of budget preparation for the coming fiscal year. We know there are many pressures and needs, but we must continue to earmark funds for new opportunities.. In the past, we have used funds from a new opportunities endowment established by Mr. Arnold for things such as the SPARC membership, expanding the information technology budget, putting aside some dollars ($50K) for small programmatic renovation projects, the early strategic planning meetings as well as future work on communication and strategic planning with the consultant, Lou Wetherbee, and the library brochure now being written. The library brochure is important for its use in fund raising for the library in the next capital campaign. Action priority 4: Reward and support efforts to do things differently
and more cost effectively, and/or that result in working smarter, not harder
We can support efforts to do things differently also through training and the purchase of tools with which to foster efficiency. E.g., the purchase of the self check-out hardware/software is one example. Another is the annual licensing of chat reference software, which allows reference to offer a new service. There are other examples to be found in upgraded software in Cataloging, support for participation in beta testing as is happening for ArtSTOR, and the time for the development of new services such as the virtual new bookshelf and new searching within the library catalog. Action priority 5: Review library services and collections for value
and importance to users At the same time, there are many evaluative efforts taking place. The library instruction coordinator and participants have been particularly active in soliciting input and feedback on library instruction through special focus groups and ongoing student course evaluations. While we have chosen not to repeat the LibQUAL+ survey this spring, it is in our future plans. Action priority 6: Target efforts in seeking new endowments, gifts and grants to library priorities There is no such thing as a free grant and so grants too must be directed toward library priorities. A major proposal is out to the National Endowment for the Humanities (NEH) right now to preserve the monograph literature in Catholic theology. We have the largest collection outside of Library of Congress in North America of about 6,000 volumes. Seek money for the microfilming. The Graduate School will help us with some one time funds for personnel costs ($100K) but we too will have to make this a high priority in the library. While grants do offer significant assistance, there is no such thing as a free grant and obviously if we are successful, grants are candidates for new opportunities money. With Emory University in the lead, we are participating in a Civil War portal that will highlight Civil War diaries and letters we own and participating in a collaborative, virtual collection of Irish literature, for which we would hope to digitize selected titles within the Loeber Collection. We are also part of the OCKHAM library network grant, which is aimed at integrating the National Science Digital Library (NSDL) into traditional library services. The stand alone NSDL has created its own set of resources and services in support of scientific education. The next step, obvious in hind sight once the grant was proposed, is to explore how the traditional library community can facilitate and expand access to the content and services of the NSDL. What is learned and operationalized in this proposal will more than certainly enhance the ability of libraries, including us, to better meet the info needs of library users. Discussions just getting started with Columbia and Emory on possibilities for publishing opportunities in the area of theology, which for us could mean digitizing and making broadly accessible our monographic holdings in Catholic theology. Last, we are writing a grant to support our summer program of recruiting students who can add to the diversity of librarians in academic librarianship. I use the term recruiting lightly as these are high school seniors who have not yet begun to make career choices. Why is this important? Diversity is important to Notre Dame and to librarianship. Although we cannot know if any of these students will ever become librarians, there is an expanding job market for librarians and we must help ensure there will be a good pool of candidates who will bring diversity to the profession. And, on the horizon, we anticipate an increased level of involvement and responsibility in the Latin Americanist Research Resources Program (LARRP), hosted in part by the Association of Research Libraries (ARL) Global Resources Program. There are no details yet but grant possibilities will likely be part of the next round of activities. Yesterday at the regular monthly meeting of Library Administrators and Managers (LAM), I mentioned that we continue to receive new endowments and gifts. When possible, we are promulgating two strategies to University Development. The first strategy emphasizes the need for general purpose funds. Within that, when benefactors have in mind specific subjects, that we attempt to broaden the scope there as well. We recently received a bequest for an endowment in support of German studies which we will focus on the Humanities with attention to support for German studies. The second strategy recognizes the challenges of managing a large number of
funds each of which has a small dollar yield. Therefore, we are encouraging
the use of multi-contributor endowments. Although still in the early stages
of growth, there is an endowment honoring Maureen Gleason, former deputy director
of the University Libraries, which was established at the time of her retirement.
It is an endowment to which many people have already contributed and one that
we wish to grow to a very large sum, well into the millions of dollars. We have
discussed how we can effectively steward such contributions and in consultation
with Development, we have determined we can provide appropriate recognition
and continuing stewardship. If benefactors who have already created an endowment
wishes to give more, we are suggesting they contribute to their own endowment,
thus increasing the income we receive but without adding to the number of individual
funds to be managed. There are obstacles to this priority, especially a lack of time and a decrease in funds, but we must pursue investment opportunities vigorously. We must take full advantage of local programming - in the library and on campus - to acquire new skills. Just as we offer training to library users, e.g., a program listed in the recent OIT e-mail on training listed “EndNotes for Engineering Faculty,” we have to develop and participate in such programs for ourselves. The Training and Development Committee has a lead role, but they depend not only on your participation but also on your suggestions, so please help them out and let them know what kinds of new skills you need. Department heads will need as well to manage ongoing job priorities to ensure time for training and we do that by making training part of department and individual job priorities. Our library action priorities put an emphasis on setting priorities and making choices. The same is true in other organizations as they face a future in which it is not business as usual. Last week, the executive director of the Association of Research Libraries (ARL) announced that Stanford University Library had decided to withdraw from ARL. In the ensuing flurry of emails among remaining members, one stands out for the challenges it posed to the ARL membership. Karin Wittenborg, University Librarian at the University of Virginia, diagnosed
the problem this way: “In my ten year years with ARL, I have been deeply
disappointed in the Association and feel that we have had much less impact on
the scholarly community than we should have. While I may be in a minority of
dissatisfied members, I think we need to think much more strategically about
the future. ... ARL could benefit richly from an objective and rigorous review.
While ARL recently (2001) surveyed its membership about priorities, the results
appeared to confirm an adage I have heard many times: ARL should be all things
to all people. This is blatantly impossible and is at the core of my concerns.
From my perspective, ARL tries to cover too much territory, rather than focus
on what it is uniquely positioned to do well. Resources are spread too thin
and outcomes are too diffuse. While we should congratulate ourselves on our
accomplishments, we should also evaluate whether our pooled resources have had
the kind of impact they should. I would like to see a much stronger and effective
organization, but I do not think it will happen incrementally. I believe we
need to act soon to make some very tough decisions about priorities and capabilities
so that we can allocate our resources in ways that will make important strategic
differences to our institutions and to the broader scholarly community. ARL
has made some changes recently, but I think of them as tweaks rather than as
transformational. Doing business as usual is akin to sticking our heads in the
sand.” In concluding there are two questions of importance. Can we look forward to better morale next year? Are we doing the right things? Yes on both counts. As I mentioned earlier, it is not surprising that we are distressed and disturbed. Our equilibrium has been disrupted and it will take time and effort to regain a high comfort level with what we are doing. But, the state of the library - despite the problems we face - is fundamentally sound and we should have every expectation we will continue to offer outstanding services and collections to our users. Obviously, financial and human resources play into what we can do, but in making the best choices we can about what to do with the resources at hand, we are providing good services now and laying the groundwork for successfully garnering more resources in the future. I am confident we will create a solid array of excellent library services and collections of high value to our constituencies. That is the essential ingredient in morale and we are on the way to lifting our spirits just as we did in the past. You are an energetic and talented library staff. I am proud to be associated with you. Thank you for coming. The floor is open for questions.
Neal, James G. Thinking about the future of the academic research library. A paper delivered at the annual meeting of the Advisory Council for University Libraries, University of Notre Dame, 7 November 2003. Wittenborg, Karin. On the Stanford Matter. Email sent to the ARL Directors Discussion List, Monday, 12 January 2004. Accessed 1/15/04. |
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