Instructional Program Plan 

Robert E. Swenson Library/Learning Resources Center
Spring 2012

I. Background, Evaluation & Analysis
A. Program Description

Overview

The Cabrillo College Library contributes to the college mission by serving as a thriving intellectual center and providing instructional focus through a full range of information resources and services. The library successfully provides an active learning environment that nurtures and reinforces self-directed inquiry.

Reference and Public Services

The Library offers a rich array of core reference and information services. Librarians are available for questions and consultation at the Reference Desk in person or by telephone during all hours when the library is open. The library has also responded to the growth in the campus’ Spanish-speaking population by providing bilingual service at its primary service points, Reference and Circulation.  

During the 2010/11 academic year, over 260,000 students, faculty, staff, and community members came to the library. The library’s circulation of books, videos, and other materials continues at a robust pace, with over 35,000 recorded checkouts and in-house uses during 2010/11. Additionally, over 36,000 checkouts of course reserve materials serving virtually every campus department were recorded, a 55% increase over the past 5 years. Of particular note is the continued dramatic increase in student printing in the library, reflecting the increasing use of the Internet and online databases for research and class assignments. The number of pages printed during 2010/11 was 222,000, an increase of 400% in the past 5 years. This explosive growth was made manageable by the introduction of a campus-wide self-service printing system in 2007, and the introduction of student technical assistants for users of the new technology.

Information Technology Status in the Library

The library has  63 public student computers, 21 circulating laptop computers, a 26-computer classroom, plus an additional 32 staff computers. All three of the library’s network servers have been moved to IT, and two of the three have been virtualized. Content on the library servers continues to be maintained by library staff.

Most of the library’s public computers are now 8 years old, and should have been replaced several years ago. Staff computers have slowly been updated in recent years, with only a handful remaining that are older than 4 years.  Nearly all student computers will need to remain on the older operating system, Windows XP, as only the newest computers are able to handle the new campus standard of Windows 7. The new Virtual Desktop technology being implemented on campus starting early 2012 should ultimately help address the library’s aging computer problem. This technology allows application software to reside on network servers rather than individual student computers, and allows a variable collection of software for students, determined by their accounts. Not only should this technology eventually cut costs on computer replacements in the future, but it should lessen individual computer support demands and provide a more cost-effective method for the college to manage its software licenses. Assuming the initial experiences are successful, the library will convert an initial cluster of 6 computers to the VDI technology during Spring 2012, with further rollout to be scheduled.

Assistive technology available within the library includes a Jaws/ZoomText workstation, three Kurzweil reader/scanner workstations, and one enlarger/reader workstation.  Media services include 11 TV/VCR/DVD stations, two microform viewers, and a single remaining audio listening station.

The Collection

Print Books
Successful academic and occupational programs depend upon the availability of a sufficiently large and sufficiently current library collection. As the library is not an archival collection but rather an active current collection for campus-wide program support, the currency of the collection is the most significant measure, reflective of its usefulness to the campus.  The library has over 70,000 print books in its collection, 37% of which were published from 2000 to present, up from 21% five years ago. Usage of print books, however, continues to decrease, a phenomenon happening at most libraries in the country as the shift to online information continues to expand.

Electronic Books
The recent growth in the use and popularity of electronic books is impacting every library in the country, including Cabrillo’s library. The library’s electronic book collection has more than doubled, from 12,077 titles five years ago to the current nearly 30,000 titles. Now that user acceptance is increasing, we expect the percentage of our book collection represented by electronic books to continue to rise in the coming years. The challenge to the library will be in learning how to navigate the rapidly evolving and contradictory e-book market. We lost our primary source of e-books when the new owner of our regular source of e-books discontinued participation in collection purchases through the Community College League.

Online Databases
The library currently subscribes to 29 online databases, representing over 15,000 periodical titles, most of which are available fulltext, plus thousands of other sources. Two years ago the library subscribed to 34 databases, but with the recent loss of state TTIP funding we were forced to re-evaluate our subscriptions and initiate a number of cancellations, to ensure we had the money to pay for our remaining databases. However, a hopeful sign is the new systemwide database purchase plan, being initiated in 2012. Under this plan, a core collection of databases is being purchased at the state level, for use by all California community colleges. Once the new collection goes live, each college can then use their own funds for any other databases needed for their students.

Other Materials
The library has 5,425 videos/DVDs in the collection, consisting largely of titles requested by faculty for specific educational programs. There are also 150 print periodicals and newspapers that the library continues to subscribe to, down from over 400 titles not many years ago.

Library Instruction

Formal instruction in the library consists of two components: credit courses and course-related instruction sessions.
Both programs are facilitated by the use of the library’s electronic classroom with 24 student workstations.

Credit Courses
Library 10, Information Research, is the library’s primary credit course offered. Since the late 1980s, Library 10 has been the one unit co-requisite to the college’s transferable English 1A course. Library 10 reaches approximately 700-900 students per semester, with one section open to students not enrolled in English 1A. The course has evolved considerably over the past two years, yet has remained consistent with our core pedagogical elements. Library 10 has changed from a workbook-based course with several in-person turn-ins to a primarily online Blackboard course, with all student work now submitted online. Library 10 students continue to receive in-person orientations in their English 1A classes during the start of each semester, and continue to come to the library to pick up a course handbook, to work on the course independently and obtain assistance from librarians, or to attend one of the study/review sessions we began offering in Summer 2011. The elimination of in-person turn-ins should help eliminate a barrier to student success, since many students missed deadlines because they could not, or neglected to, come in person to the library on the required dates. In addition, the BlackBoard environment has allowed us to contact students more regularly, and increase the frequency of turn-in exercises for a more sustained and regular instruction experience.

Library 100, Introduction to Information Skills, is a new .5-unit in-person basic skills library course, offered annually and funded by the Title V grant as of Spring 2011. Our initial experience with the course was very promising, in spite of enrollment problems due to logistical issues with the STARS program. We hope that this course continues to help meet the needs of basic skills students, and receives funding in the future to grow and serve more than a handful of the students who can benefit from it.

Library 18, Advanced Internet Searching, is a one-unit online course offered in the Spring, providing students with an opportunity to delve into more sophisticated aspects of information retrieval and manipulation.

Course-related Instruction
The library has a very active course-related instruction program. Librarians partner with classroom faculty to develop structured exercises tailored to each course which provide exposure to the research process as well as appropriate electronic and print resources. Between 80-90 instruction sessions are created and conducted every semester, and are held in the library’s classroom, in other campus classrooms, or at the Watsonville Center. Information literacy partnerships with faculty have occurred in over 50% of the departments within Instruction. With the retirement of Instruction Librarian Topsy Smalley, who was responsible for well over 50% of these sessions, it will be a challenge for the library to continue to effectively manage and deliver this vital service.

Distance Education and Services to Remote Users

The distance learner has access to all of the library’s 29 online databases and nearly 30,000 electronic books, can check the status of their checked-out books and renew their titles, and can send an email reference question to a librarian and get a response within 24 hours.

The growing Watsonville Center has been a focus of our attention in recent years. In partnership with the Center’s director, Rachel Mayo, the library has been able to establish a librarian presence 10 hours per week in the Integrated Learning Center. This consistent presence has enabled us to considerably increase the services offered in Watsonville. Watsonville now has a heavily-used course reserves collection, a new basic skills level browsing collection of Great Little Books that students can check out, several print periodical subscriptions funded by the Student Senate, a small core collection of reference books, and a scheduled librarian available to assist students in their research. The ILC library-related areas were remodeled in 2010, to provide better space and access to student materials housed there.

Staffing

  • The library has two contract librarians and a library director, plus two vacant contract librarian positions.
  • In 2009, the library lost half of a full-time technical services position due to budget cuts, as well as 20% of our Library Computer Systems Technician, re-allocated to Blackboard support for the Distance Education program. The library now has 7 classified staff positions, totaling 6.3 FTE, down from 8 FTE prior to 2003.

 

With the retirement in December 2009 of the library director, the library has been in an ongoing fluctuating situation with regards to administration. From January 2010 until June 2011, the library was coordinated by a faculty library director, reporting to the Dean of Matriculation. Beginning in July 2011, a temporary administrative library director position was created, and has provided more consistent ongoing management for the library. However, it is unknown at this time what will come next once this temporary position ends in June 2012. The ongoing quality and support for the library’s services will be very dependent upon the future administrative arrangements for the library.

The library’s faculty positions are undergoing considerable transition, for the first time in many years. Due to a retirement and a reassignment of one contract librarian to fill a temporary administrative library director position, the library is down from four full-time contract librarians to two, as of Fall 2011. Although many of the responsibilities have been assigned to various adjunct librarians, the lack of continuity and full-time presence represents a grave danger to the library’s ability to sustain its effectiveness as a premier student service center.

In addition, the library’s classified staff positions have also been in flux. Two positions became vacant in late 2010, and both were filled in 2011 after many months of temporary help. One of the two positions was reduced to a half-time position in 2009, constraining the flexibility of the technical processing area of the library. Another position,  the library’s Computer Systems Technician position, was assigned in 2009 to support the Distance Education program for 20% of the time. This reassignment has put at risk the future stability of the growing and increasingly complex technical environment within the library.

It is also worth noting that the library relies heavily upon student workers, funded through our temp-hourly budgets. Student employees represent over 250 hours weekly in the various library functions, without which the library would simply cease to function.

The above staffing changes have given the library an opportunity to establish increasingly flexible practices for its staffing and assignments, resulting in numerous staff and librarians engaged in supporting services and activities not traditionally found within their original responsibilities. While this provides for a strongly advantageous dynamism in our staffing, the risk remains that we may ultimately be trying  to do too much with too few staff.

 

B. Relationships   

The library does not consider itself an isolated service operation, but rather a strong component of the overall college mission of student instruction and success.The library works as an integral part of the college and has close relationships with most departments within Instruction, Information Technology, Student Services, and Administrative Services. All of the full time library faculty, the library director, and several adjunct faculty serve on regional library committees and college-wide committees such as Faculty Senate, Curriculum, Technology, Distance Learning, Staff Development, Basic Skills, Honors, and CCFT.

Instruction
Students and faculty from nearly every department on campus make heavy use of the library’s growing course reserve materials, its nearly 100 desktop and laptop computers, the rich collection of online resources, and our print and video/DVD collections. The library has a strong partnership with the English department through the co-requisite classes of English 1A and Library 10, with instructors and librarians working together on student success, course needs, and collection building. The library’s course-related instruction program is now reaching instructors in 50% of all campus departments, every year providing students with over 160 classroom presentations using exercises created in partnership between the course instructor and a librarian. The library’s collection development program offers every college division and every faculty member the opportunity to contribute to the selection and maintenance of its holdings. Interactions with other learning centers are also increasing, with the Math Learning Center’s conversion in Fall  2011 to the library’s online system for checking out textbooks, the change to the Tutorials reporting structure, and the initiation in Spring 2011 of a regular Learning Centers Council meeting for discussion of shared issues and concerns.
 
Information Technology
The library has a strong partnership with Information Technology. The library’s technical staff work closely with IT on support, development, planning, and maintenance of the library’s applications, servers, and desktops. All of the library’s servers have been relocated to IT, in order to benefit from IT’s regular maintenance and attention. The library regularly interacts with Watsonville and Aptos CTC staff on the ongoing maintenance and development of the relatively new campus pay-for-print system. In addition, both the Watsonville and Aptos CTC labs house collections of circulating course reserve textbooks, with ongoing training and support provided by library staff on use of the library’s online system.

Student Services
The Counseling department hosts more Information Literacy sessions for individual classes than any other department on campus. The library director works closely with the Student Senate on a number of ongoing initiatives, most notably the ongoing grant of $15,000 annually for the provision of a single copy of the most expensive required textbooks for check-out at the library, the CTC, or the Watsonville Center. Librarians work with Admissions & Records staff on the challenges of registration for the Library 10 co-requisite class, and with DSPS on numerous issues involving students with special needs.

Administrative Services
The library works closely with the Bookstore on annually providing updated course reserve textbooks in the library for students. Also, as the largest employer of students on campus, the library works closely, and often, with Student Employment.

Relationships with Non-Cabrillo Organizations
The Cabrillo College library is an active member of the Monterey Bay Area Cooperative Library System (MOBAC), a strong local library consortium. The library director and several librarians and staff are members of the various MOBAC committees covering Reference, Technology, Interlibrary Loan, and administration. These consortium relationships serve to improve a Cabrillo student’s access to the resources of other libraries as well as enabling our library to retain currency and relevancy in the services we provide. In addition, the library is able to borrow for Cabrillo students and faculty many  materials from libraries both within MOBAC and from other libraries, through our interlibrary loan service.

In addition to the UCSC library borrowing privileges available to current Cabrillo faculty, there is a long-standing agreement between the Cabrillo College Library and UCSC which specifically allows Cabrillo students to obtain short-term borrowing rights at the UCSC libraries.  

C. Costs

Library percentage of Base College Expenditures  

 

2005/06

2006/07

2007/08

2008/09

2009/10

Library Base Expenditures

$1,117,812

$1,139,575

$1,219,018

$1,172,245

$1,118,917

Base College Expenditures

$25,688,668

$26,934,725

$29,023,043

$28,658,802

$27,072,480

Library Pct of College Expenditures

4.35%

4.23%

4.20%

4.09%

4.13%

As with all service operations, the costs of the library appear high when compared to the college as a whole. The college library is a service-oriented, staff-intensive function that must be responsive to the information needs of students and faculty. The instructional component of the library program also contributes to the college through WSCH, albeit typically less than one percent.

Library Percentage of College WSCH

 

2005/06

2006/07

2007/08

2008/9*

2009/10

Fall Semester

0.71%

0.63%

0.70%

1.32%

0.68%

Spring Semester

0.64%

0.62%

0.70

1.44%

0.79%

* Figures for 2008/09 represent a change to using weekly census instead of positive attendance that year by the Planning & Research Office for Library 10. Positive attendance counting was resumed in 2009/10.

The Library’s budget for collections has been relatively stable for the past several years, primarily from a combination of college general funds and lottery funds. Funds for the library’s databases, however, continue to be problematic. With the elimination in 2009 of allocations to libraries from the state’s TTIP program, which provided $34,500 annually specifically for electronic resources, the library was forced to evaluate its database subscriptions and ultimately cancel $20,000 in database subscriptions so far.  However, a very positive development is the passage of an initiative at the state level which will, beginning in 2012,  provide a set of basic databases for every California community college. This new initiative will hopefully enable us to maintain a rich and suitable collection of databases for our students.

 

 

 

D. Student Learning Outcomes

Core Competencies

Like other campus services, the library uses the college-wide Core Competencies  for assessing services, rather than create unique student learner outcomes pertaining to the many services provided by the library. The library’s completed Assessment Analysis forms are attached to this document. For several years, we have incorporated student self-assessment questions on the core competencies into our annual services survey, and discuss the results during our departmental FLEX meetings.

Communication: More than half (58%) of the responding students indicated that they “almost always” or “frequently” communicated more effectively as a result of their activities in the library. (Fall 2009)

Critical Thinking & Information Competency: Not surprisingly, over three-quarters (82%) of the responding students indicated that they “almost always” or “frequently” improved their ability to find and evaluate information as a result of their activities in the library. (Fall 2009)

Global Awareness: Over half (55%) of the responding students indicated that they “almost always” or “frequently” used the library as a way to learn new information and discover more about the world. (Fall 2010)

Personal Responsibility & Professional Development: More than one-third (37%) of the responding students indicated that they “almost always” or “frequently” improved their group participation skills (a sub-listing under this competency) as a result of their activities in the library. Interestingly, eliminating students who have been here for less than one year, this figure rises to 50%. (Fall 2010)

Library 10
For the Library 10 program, the librarians elected to use a culminating works-cited exercise contained in the course as our end measure of student learning outcomes. This exercise calls upon students to use most of the skills they learn in L10: searching various tools, selecting quality sources, and citing them correctly. During Spring 2010, all L10 librarians collected detailed statistics on this exercise for students in a total of 13 sections, representing 239 students.  The results were largely positive, and were documented in an earlier Services Assessment Analysis Form. As this study was conducted during the last semester before we migrated student required exercises online to the Blackboard system, it served as a baseline comparison for a study of the same exercise within the new online environment. In Spring 2011, statistics were collected for a total of 15 sections, representing 237 students. The new results were discussed during the library’s Fall FLEX meeting, and are documented in one of the attached Services Assessment Analysis forms.

Library 18 and Library 100
The Library 18 course was taken over by a new librarian in 2011, and is in the process of being reviewed and revisited. Course SLOs are a culminating exercise, which will be analyzed and documented at the end of Spring 2012. Library 100 is being taught in Spring 2012 for only the second time, after which the course SLOs, consisting of a pre- and post-test, will be analyzed and documented.

 

E. Student Success

It is difficult to measure overall student success in the library. Most services in the library are typically on-demand and transaction-based. The student’s success can only be inferred by the result: did they understand the librarian’s answer, were they able to find the desired website or magazine article, etc. We can only infer that the sum of these small successes adds up to the larger student successes in an individual course, or in a program of study. In addition, library services are primarily in support of instruction, serving as a complement to assignments and study efforts in numerous classroom instruction programs. Learning that takes place in the library, or because of the library’s services, can not be isolated to the library, but must be considered part of the overall picture of student success: do students complete their research assignments, find the appropriate study materials to pass their classes, etc.

Somewhat easier to measure is whether the library is providing a sufficient variety of services, and in sufficient quantity, to meet perceived and projected student need levels. If we have few students waiting excessively to speak to a librarian, if we have few students unable to check out their required course reserve materials, then the levels of service provided are sufficient. From observations, the library rarely has students waiting more than a few minutes to speak to a librarian or be assisted with any of the varied Circulation services, students who are not provided with acceptable print or electronic resources on their topic, and only occasionally has students who cannot be provided requested course reserve materials at the time of their request.

Retention rates for Library 10 are close to retention rates for its co-requisite course English 1A, and both are lower than retention rates for the campus as a whole. Both measures for Library 10 undoubtedly suffer from the fact that it is not an in-person class. We hope and expect that the conversion to online exercises in 2010/11 will bring a measureable improvement to these figures as the frequency of individual student contact via email begins to increase.

Success

Fall 2006

Fall 2007

Fall 2008

Fall 2009

Fall 2010

Library 10

52.4%

55.6%

62.9%

59.4%

57.7%

English 1A

61.9%

62.8%

68.6%

65.3%

64.9%

College

66.7%

67.3%

68.5%

69.7%

71.0%

Retention

Fall 2006

Fall 2007

Fall 2008

Fall 2009

Fall 2010

Library 10

68.9%

71.0%

83.4%

77.5%

80.5%

English 1A

74.4%

76.1%

81.6%

82.3%

82.6%

College

80.6%

80.6%

85.7%

85.3%

85.8%

 

F. Results of Student Surveys

The library continues to be the most highly rated student service on campus. In the 2008 Cabrillo College Student Climate Survey, of the 1035 students asked to rate their overall experience with the library, over 50% responded with “excellent.”  Students also appear to be voting with their feet: the library is regularly the busiest service center on campus, with between 8,000-10,000 students coming to the library every week.

Beginning in 2005, the library has also conducted an annual services survey, distributed to 200+ students every Fall semester. These surveys have provided us not only with ongoing measures for student satisfaction with the library, but also with specific information on changing patterns of library use by students, awareness of issues highlighted by the respondents, and student self-evaluation on the campus core competencies. Every Spring FLEX week, the entire library staff reviews the results of the previous semester’s survey, and identifies any action or planning needed as a result. Some of the primary findings of these surveys so far:

  • The percentage of students who come to the library to study has risen from 75% in 2006 to 89% in 2011. This figure echoes anecdotal reports of the increasing seriousness of our students in recent years.
  • Students always seem to want more computers, even after we increased the number in 2010 by over 20%.
  • Additional group study rooms continue to be one of the most frequently-mentioned requests.
  • The percentage of respondents bringing their own laptop has risen from 8% in 2006 to 35% in 2011. This growth prompted the library to expand the number of available electrical outlets during 2011.
  • Newer students who have been at Cabrillo less than one year are harder to please, and somewhat less aware of the benefits of the library than continuing students.

 

G. Curriculum Review  

Library 10, Information Research

  • Reviewed & updated course description, 2011
  • Reviewed pre- and co-requisites, 2011
  • Course SLOs reconfirmed by library faculty, Spring 2011

Library 18, Advanced Internet Searching

  • Course introduced in 2005, originating instructor retired in Spring 2011. New instructor will likely be changing elements of course, and we will update course description at that time.

Library 100, Introduction to Information Skills

  • New course, introduced in 2010, first taught Spring 2011

Library 15 AZ, Special Topics in Library Research

  • Not currently being offered

 

II. New Directions

Note on overall staffing situation
The first two sections below document the library’s current precarious staffing situation, seriously impacting our faculty, administrative, and classified staff. With the staffing holes described below, the library is increasingly building a house of cards – our services are being maintained and expanded where possible and necessary, but our situation is very, very far from sustainable. If we are to continue to have the quality of library Cabrillo students have come to expect, it is vital that these staffing  issues be addressed.

Contract Faculty and Administrative Staffing
With the retirement of one contract librarian and the reassignment of another to fill a temporary administrative library director position, the library is down from four full-time contract librarians to two, as of Fall 2011. The reduction in continuity and full-time presence represents a real danger to the library’s ability to sustain its effectiveness as a premier student service center. The library’s success over the years has been heavily dependent upon having sufficient full-time faculty to successfully and energetically pursue and support new and evolving services and programs, and effective leadership to provide direction, guidance, and planning for the library’s efforts. We do realize that we are not unique in these challenging economic times, and that many departments are forced to depend more heavily upon their adjunct faculty when vacancies occur. However, we are unique in being primarily a very large service operation within instruction, rather than a classroom-based instruction operation. It is impossible for part-time faculty to completely provide the oversight and planning needed for core library services. We will of course be consolidating, reassigning, and juggling responsibilities as needed during these transition times, but we do believe that it is vital for the library’s future health and success that we fill open contract positions as quickly as possible. Aligned with College Master Plan Goals B2, C2, D1.

Technical Staffing
In 2009 the library’s Computer Systems Technician position was assigned to support the Distance Education program for 20% of her time. This represents a reduction in library staffing for supporting the one area that is absolutely certain to grow in the future. In recent years, the library’s technical environment has been enriched by the introduction of two virtualized servers, a self-service shared student printing system with network and local components, an increasing number of electronic books requiring specialized attention and a Library 10 program conversion to a heavy Blackboard presence. In addition, the library’s 100+ aging student computers require increasing amounts of attention to maintain their functionality and speed, and the likely introduction of Virtual Desktop technology in 2012 in the library will require the library Systems Technician  to be the only staff member outside IT having to provide specialized technical management  for VDI technology.  Aligned with College Master Plan Goals B2, B3, D2, Distance Education Plan page 4 item a (“…providing ongoing system administration…”) and page 6 item h (“Align technology support, training, student support, and Library information literacy goals”), and Technology Plan p.76 (“Hire a Database Administrator…to help administer WebCT (or similar product) database.”)

Online Database Funding
In 2009, allocations to libraries from the state’s TTIP program were eliminated, which reduced Cabrillo’s available electronic resource funds by $34,500. The library was forced to re-evaluate its database subscriptions and ultimately cancel $20,000 in database subscriptions during 2010/11.  On a positive note, the passage of an initiative at the state level has, beginning in 2012,  provided a set of basic databases for every California community college. The vendor selected by the state, EBSCOhost, is fortunately our primary database vendor, and the state package includes most of the databases we have been subscribing to from this vendor. Funds formerly dedicated to EBSCOhost databases can now be redirected to other databases. This new initiative will hopefully enable us to maintain a rich and suitable collection of databases for our students. Aligned with College Master Plan Goals B1, B3, C2, Distance Education Plan page 5 item d.

Library Space
Space in the library building has become an increasingly high-profile issue in recent semesters. The library is regularly filled to capacity, and far exceeds the fire marshal limit of 143 during daily class pass-through times. For most weekday hours, students can be found at every computer, every table on the main floor, and in most individual study carrels as well. The only library space not currently regularly filled to capacity is on the second floor, and we have been experimenting with ways to increase student use of that floor, including opening the second floor door, increasing the number of electrical outlets and adding scavenged comfortable chairs to the breezeway area. These experiments have been very promising, as we have already seen the daily peak of students on the second floor go up to over 50 and 60 students, numbers not seen in ten years. In addition, students completing the annual Library Services Survey frequently ask for more group study rooms, which are all in use for most of the second half of the semester. We will continue to examine existing library space, and will continue to repurpose areas from less-used activities to more student-centered purposes. However, we will not be able to increase the number of group study rooms and other group study options without a significant building remodel or influx of facilities funding support. Aligned with College Master Plan Goal B1.

Access and Hours
As a result of ongoing budget cuts, beginning in 2010 the library reduced its Friday hours from 9am-4pm to 11am-4pm, and closed the second floor door of the library continuously. We subsequently received fairly frequent complaints from students and staff about both closures, and were seeing impacts to library use and accessibility. We decided to seek creative solutions for reversing both of these closures in spite of having no additional funding. Beginning in Fall 2011, the library’s Friday hours were restored to 9am-4pm, staffed in the morning by one of our remaining full-time librarians. Also as of Fall 2011, the second floor of the library was again open during prime hours Mon-Thurs, staffed by student assistants. Due to the decrease in use of print books from the main stacks, the Circulation Desk no longer continually requires the depth of student staff we previously provided, so we re-allocated some of the student staffing to cover the second floor. Any further restoration of library open hours will likely need to await additional funding. Aligned with College Master Plan Goals A5, B1.

 

 
Watsonville Center Support
The growing Watsonville Center has been a focus of our attention in recent years. As of 2010, there is a librarian presence of 10 hours per week in the Integrated Learning Center, enabling us to considerably increase the services offered in Watsonville. The future Green Technology Center will undoubtedly have an impact on library service needs in Watsonville. The library director will pursue conversations with Chuck Mornard on the expected library needs for the coming new programs. As the size of the Watsonville Center grows, it becomes even more important to minimize the geographic disadvantage and provide good quality basic library services for Watsonville students. The library needs to provide at minimum a half-time position in Watsonville dedicated to library services, for consistency of support and access. For maximum flexibility, and to retain an onsite Library 10 instructor, this position should be a faculty librarian. Aligned with College Master Plan Goals A5, B1, C2.

Library 10 Evolution
Beginning in 2011, Library 10 was changed from a workbook-based course with several in-person turn-ins to a largely online Blackboard course, with all student work now submitted online. One of the primary goals of the migration to online was to minimize the excessively bureaucratic logistics required of students simply to turn in and pick up their graded materials. We also expect that success and retention figures will gradually increase, with more frequent assignments and student contact in BlackBoard. However, an unanticipated effect of this migration is that many Library 10 students are now more unaware of the ancillary benefits available in the library, since they are no longer required to go there so frequently. We strongly believe that students benefit considerably from a familiarity with the services and research support available in the library. These students do continue to come to the library to pick up a handbook, but we need to ensure that they know they can also come  to work on the course independently and obtain assistance from librarians, or to attend one of the study/review sessions we began offering in Summer 2011.  We also continue to work with the English program chair and individual English 1A instructors to encourage the practice of bringing their classes in to the library during the semester for instruction and research sessions with a librarian, a practice that is followed by some but not all English 1A instructors. Aligned with College Master Plan Goals B1, B3, C2.

 

Library 100
Our initial experience in Spring 2011with Library 100 was very promising, in spite of enrollment problems due to logistical issues with the STARS program. Completing students and librarian instructors were very enthusiastic in their feedback about the class. As this class targets one of the principal at-risk populations – basic skills students – we feel that the course has the potential to grow considerably and someday perhaps become a co-requisite to English 100, similar to the English 1A and Library 10 co-requisites. Once the course is taught a few more times, we should be in a better position to begin working with the English department in discussing future possibilities, and identify possible future funding sources.  Aligned with College Master Plan Goals A5, B1, C2.

 

 

III. Goals and Recommendations:  

1. Over three-quarters of the students completing the annual services survey indicated that they almost always or frequently improved their ability to find and evaluate information as a result of their activities in the library. To help achieve this success with students outside of the library, we need to continue to meet ongoing need for library course-specific classroom instruction by replacing open full-time librarian faculty position.  (CMP B2, C2, D1)
We need to replace this position in order to consolidate the broadly available library services formerly provided by this position, and currently distributed among numerous adjunct faculty. This position would be flexible enough to meet the growing demand for instruction services, and be able to more effectively pursue new initiatives and services as well as evolution of existing services. As a service operation providing instruction services, the library is heavily dependent upon its full-time faculty for the flexibility to offer services whenever and wherever they are needed.
COST: $66,000/year. 

2. In order to continue to successfully provide students with a complement of library services that enable them to better their information competencies, we need to provide for consistency of library student services by retaining ongoing administrative Library Director position. (CMP B1, B2, D1)
Administrative leadership for the library is essential if we are to maintain consistency of services to students, and allow us to maximize the use of faculty resources for student service and instruction rather than administration. The existing temporary administrative Library Director position is in place through June 2012 only.
COST: $113,565/year.

3. Students are extremely dependent upon the library’s technical environment for their success in researching and coursework. Ensure ongoing functioning of student technical environments by restoring Library Computer Systems Technician position to 100% assignment to the library. (CMP B2, B3, D2, DE Plan p.4 item a & p. 6 item h, Tech Plan p.76)

The complexity of the library’s technical environment is increasing considerably, with the addition of self-service printing, the expansion of Library 10 into the BlackBoard environment, the growth of e-books, and the new virtual desktop technology coming to campus in 2012. We need to provide secure, robust staff technology support in order to ensure the reliability of our student technology services, both existing services and future needs.
COST:  $19,355/year (cost of 20% of position).

4. Over three-quarters of the students completing the annual services survey indicated that they almost always or frequently improved their ability to find and evaluate information as a result of their activities in the library. We need to help achieve this success with students at the Watsonville Center by establishing a regular significant librarian presence. (CMP A5, C2)
The library has managed to steadily increase the library services available at the Watsonville Center, and is now providing a minimal 10 hours per week of librarian presence, to help serve and support the growing needs of students at the Center. Providing a 20 hour per week presence would allow us to further expand and enrich the library services available at the Center, and position us more effectively to meet the coming needs of the Green Technology Center.
COST:  $28,053 = 13.5 Academic Specialist TUs

5. In order for students to successfully pursue their research in the library’s physical collections, the library needs sufficient technical resources. Restore flexibility of back-office responsiveness by returning Library Specialist half-time position to full-time. (CMP B2, D2)
Restoring this position in Technical Services to 100% would enable the library to increase the promptness of processing library materials and textbooks for use by students and faculty.
COST: $40,861.

6. Students are extremely dependent upon the library’s technical environment for their success in researching and coursework. Provide students with reliable computing environment by updating library student computers. (CMP B1, B3)
The library’s student computers are some of the most heavily used computers on campus. Replacing the library’s aging computers would improve their reliability and expand their functionality to meet growing student demand.
   53 computers in the main library computer area, @ $785 each
   26 computers in the library classroom, @ $785 each
TOTAL COST: $62,015.

7. Over three-quarters of the students completing the annual services survey indicated that they almost always or frequently improved their ability to find and evaluate information as a result of their activities in the library. We need to help achieve this success with basic skills students by expanding Library 100 program to multiple sections. (CMP A5, B1, C2)
Although this is a long-term goal, we do feel that it would be extremely desirable to expand the scope of the Library 100 course to provide more than the single section currently being offered annually and funded by the Title V HSI grant. We would like to pursue with the English department an exploration of expanded association of the Library 100 and English 100 courses, possibly even including establishment of a co-requisite pairing of the two courses. This would require considerable study before approaching reality, but this would help us reach a much greater proportion of the students who currently assess at the basic skills level.
COST: Unknown at this time

8. Provide students with a more effective learning environment by initiating a review of the library building space, for possible future remodel or expansion. (CMP B1)
With the library regularly exceeding fire marshal capacity every day, it is apparent that more students are seeking out the library’s services than we can readily serve within our existing space. In addition, the changing student needs indicate that we would serve our students best by being able to increase space allocated to group study, which we would not be able to do without outside assistance. We would like to begin working with Facilities to review our existing space, our future needs, and work toward identifying the space needs of our library in years to come.
COST: Unknown at this time, likely significant.

9. Enhance student access by continuing to keep upstairs doors open during regular hours. (CMP A5, B1)
Beginning in Fall 2011, the library was able to once again have the upstairs doors to the library remain open and staffed during daytime hours Monday-Thursday. This has helped us minimize the physical barriers to student access of the library, particularly for those students who are taking advantage of the learning center operations behind the library. In order to retain this on an ongoing basis, we need to ensure that the primary downstairs Circulation service needs do not suffer at the start of future semesters. We will pursue flexible staffing approaches with existing staff, and will plan sufficiently in advance to enable us to maintain smoothly functioning services at all service desks.
COST: None at this time.

10. Promote student awareness of library services by pursuing ways to ensure Library 10 students become aware of other library services. (CMP B1, B3, C2)
With the conversion of all Library 10 student turn-ins to BlackBoard, we have discovered that many Library 10 students are now unaware of the variety of other services, information sources, and support available in the physical library. We want to ensure that students taking Library 10 are made aware of the full range of services available in the library, and will be pursuing this goal via multiple avenues: maintaining ongoing in-person study sessions for key turn-ins, explore the possibility of incorporating an in-library exercise within the course, etc.
COST: None at this time.