5.E.3 The institution regularly and systematically evaluates the quality, adequacy, and utilization of its library and information resources and services, including those provided through cooperative arrangements, and at all locations where courses, programs, or degrees are offered. The institution uses the results of the evaluations to improve the effectiveness of these resources.
The semester/annual assessment reports are the most concrete evidence that we systematically evaluate our services, as the adequacy of the collection and the utilization of the resources and services are all items that are monitored in the assessment. Suggested actions for improvement from Assessment Reports are incorporated into next semester or next year’s goals and are indicated as such by an asterisk.
A representative list of changes/improvements that were implemented as a result of assessment activities (assessments plans, surveys, committee reviews, etc.) demonstrates our commitment to continuous improvement. Of particular note are the changes/improvements that have come about this academic year as a result of the self-study process and the efforts of this committee.
Also, we have also done targeted studies, using benchmarks. For example, a benchmarking the size of our materials budgets against the those of similar colleges (Budget Committee Report 2003) confirmed that our materials budget was small. A similar comparision was done with the actual size of the collections. Enlarging the collection became a program budget priority, and a core collection budget was requested beginning in Spring 2007 and again through a Campus Initiative in Spring 2008. While the core collection initiative has not been funded, regular funding for materials purchases has increased and the collection has doubled in size from 2002 to 2008.
Another assessment that has been done is to track the impact of new furnishings on use of the library space. Though only a study of 6 months, there appears to be a significant increase in use of the library as a place to study, read, and relax.
Monday, March 30, 2009
Sunday, March 22, 2009
Standard 5.E.2 – Planning and Evaluation
5.E.2 The institution, in its planning, recognizes the need for management and technical linkages among information resource bases (e.g., libraries, instructional computing, media production and distribution centers, and telecommunications networks).
Can you think of some evidence of linkages? I suspect these other functions are performed by IT, and while we work and cooperate with them, I do not think we have any formal linkages. The Librarian does serve on the Web Committee.
Can you think of some evidence of linkages? I suspect these other functions are performed by IT, and while we work and cooperate with them, I do not think we have any formal linkages. The Librarian does serve on the Web Committee.
Tuesday, March 10, 2009
Standard 5.E.1 – Planning and Evaluation
We are starting a new group of indicators, all involving planning and evaluation of library resources and services. We are moving into the home stretch of this process, and I have spent quite a bit of time preparing this information for the committee. I will be on vacation next week, so you have plenty of time to give some feedback! So here is the element statement for this group of indicators and the first indicator in this group.
Standard 5.E – Planning and Evaluation
Library and information resources planning activities support teaching and learning functions by facilitating the research and scholarship of students and faculty. Related evaluation processes regularly assess the quality, accessibility, and use of libraries and other information resource repositories and their services to determine the level of effectiveness in support of the educational program.
5.E.1 The institution has a planning process that involves users, library and information resource staff, faculty, and administrators.
The Director of Library Services actively participates in the institution’s three core functions of planning and evaluation: 1) Goal setting, 2) Budget planning, and 3) Assessment.
1) Each year the Library Director, in collaboration with the Library Technical Assistant, drafts departmental goals (see sample), derived from the mission and institutional strategies of the college and the mission statement of the Library. Proposed goals are forwarded to Leadership (Administration) for approval and are published on the website. At the end of each year, a final evaluation or reporting on progress toward these goals is prepared through semester reports (see sample)and annual reports (see sample) which are also published on the website.
2) Each year the Library Director prepares a budget request , (sample budget request) tied to departmental stated goals, and also participates as a standing member of the Budget Committee.
3) Assessment Reports on library resources and services are prepared each year and are published on the website. Though imperfect, we are trying to transition to a student learning outcomes based assessment. (see Assessment Report for Spring 2008)
There is no formal process to guide planning of library services, such as an internal advisory board, though periodic surveys of students, campuses, and faculty have been conducted for input. In a 2008 survey of faculty, when asked to rate, on a scale of 1-5, “I am provided an opportunity for input on library services and resources,” 18 of 19 responded with a score of 5, and 1 responded 4.
Another identified weakness in our planning process is that there is no documentation of formal acceptance of departmental goals by administration.
Standard 5.E – Planning and Evaluation
Library and information resources planning activities support teaching and learning functions by facilitating the research and scholarship of students and faculty. Related evaluation processes regularly assess the quality, accessibility, and use of libraries and other information resource repositories and their services to determine the level of effectiveness in support of the educational program.
5.E.1 The institution has a planning process that involves users, library and information resource staff, faculty, and administrators.
The Director of Library Services actively participates in the institution’s three core functions of planning and evaluation: 1) Goal setting, 2) Budget planning, and 3) Assessment.
1) Each year the Library Director, in collaboration with the Library Technical Assistant, drafts departmental goals (see sample), derived from the mission and institutional strategies of the college and the mission statement of the Library. Proposed goals are forwarded to Leadership (Administration) for approval and are published on the website. At the end of each year, a final evaluation or reporting on progress toward these goals is prepared through semester reports (see sample)and annual reports (see sample) which are also published on the website.
2) Each year the Library Director prepares a budget request , (sample budget request) tied to departmental stated goals, and also participates as a standing member of the Budget Committee.
3) Assessment Reports on library resources and services are prepared each year and are published on the website. Though imperfect, we are trying to transition to a student learning outcomes based assessment. (see Assessment Report for Spring 2008)
There is no formal process to guide planning of library services, such as an internal advisory board, though periodic surveys of students, campuses, and faculty have been conducted for input. In a 2008 survey of faculty, when asked to rate, on a scale of 1-5, “I am provided an opportunity for input on library services and resources,” 18 of 19 responded with a score of 5, and 1 responded 4.
Another identified weakness in our planning process is that there is no documentation of formal acceptance of departmental goals by administration.
Thursday, March 5, 2009
5.D.6 Personnel and Management
5.D.6 The institution provides sufficient financial support for library and information resources and services, and for their maintenance and security.
Over the past decade, budgetary support for the library has increased (sample of recent budget), particularly by growth of the book/materials budget. Expenditures for other library resources and services(magazines, online databases, library systems) have remained relatively constant, but cooperative arrangements, especially with the Mansfield Library of The University of Montana and with a statewide cooperative, have provided precipitous growth of our electronic resources and have provided technical support for our library cataloging and circulation systems for inventory control of materials.
In the college’s building expansion, which from planning to opening occupied the middle half of the decade, the college committed a significant portion of the expansion budget -- in space, aesthetic design, and furnishings --to a new library with physical prominence in the building. This improved space (an increase from 1,496 to 3,200 square feet) has significantly impacted the library’s ability to house and expand the collection and to provide services to the college community.
The library does not have a security system to detect book theft. However, as the small size of the collection allows for an annual inventory, we know that currently, theft of materials is negligible, averaging over the past 8 years a loss of 10 items per year by theft. Another 6 items per year were lost, on average, due to unreturned items that were checked out.
Over the past decade, budgetary support for the library has increased (sample of recent budget), particularly by growth of the book/materials budget. Expenditures for other library resources and services(magazines, online databases, library systems) have remained relatively constant, but cooperative arrangements, especially with the Mansfield Library of The University of Montana and with a statewide cooperative, have provided precipitous growth of our electronic resources and have provided technical support for our library cataloging and circulation systems for inventory control of materials.
In the college’s building expansion, which from planning to opening occupied the middle half of the decade, the college committed a significant portion of the expansion budget -- in space, aesthetic design, and furnishings --to a new library with physical prominence in the building. This improved space (an increase from 1,496 to 3,200 square feet) has significantly impacted the library’s ability to house and expand the collection and to provide services to the college community.
The library does not have a security system to detect book theft. However, as the small size of the collection allows for an annual inventory, we know that currently, theft of materials is negligible, averaging over the past 8 years a loss of 10 items per year by theft. Another 6 items per year were lost, on average, due to unreturned items that were checked out.
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