Submitted by
Shuk C. Au Yeung, Head Librarian
Table of Contents
INTRODUCTIONThe new libraryAccess to information: how accessible are library resources Role of the library faculty: fostering information competency
Goal 2: Support the technological needs of the Library Goal 3: A strong collection of electronic resources Goal 5: The physical plant and equipment maintenance Goal 6: Library services for distance ed., underserved and nontraditional learners Appendix A: Gavilan library electronic inventory Appendix B: Examples of library activities including technology components Appendix C: Technical processing/circulation implications
"In part, the new library will be a physical space called a library. In part it will be a network accessible "space" called a library. Therefore, readers will access it by walking in the front door, moving to and through it via networks, call it on the telephone, fax to and from it, send e-mail to it, and videoconference with it. The New Library will contain information in traditional physical forms of books, magazines, microforms, visual formats, and the like. The new library will provide access to network information resources by providing users with logical and sensible means to navigate the networks. Librarians will work in both the physical and electronic library. They will locate materials, some of which will be physical, and some of which will be electronic. They will acquire these materials, organize them, and give readers physical and electronic access to them. Finally, librarians will teach each other and users about how to use the new library." (From Teaching the New Library (1996) Neal-Shuman)
Access to Information: How accessible are library resources?
Intellectual access. The complexities of finding and retrieving needed research materials require a libary to maintain a reference librarian on duty as much as possible during open hours. An ever-enlarging task on top of the usual reference support is working with faculty to better use electronic resources. This training, albeit needed, cuts into the reference librarian’s already delimited consulting time.
Physical Access. Since 1997, the library has extended its hours to 8 pm on four week nights to better meet student and faculty requests for more accessibililty. The more hours the library is open, of course, the more costly the staff support needed for that purpose. All community colleges in the Central Coast Area – except Gavilan College Library – offer weekend hours. Our present hours make it difficult for students at the Hollister or Morgan Hill campus sites to make use of library resources not available online.
Electronic access. The library attempts to meet the institutional, research and service needs of the Gavilan community by providing effective access to an array of electronic and print materials. 40 public internet stations were added in the past two years, five of which are express terminals in the main lobby and mezzanine.
24 hour access from anywhere in the Gavilan District. Access to the library has improved. The plant is open more hours per week. There are more computer terminals. Further Gavilan College Library now provides a virtual library via the Internet 24 hours a day. To increase access to these web-based resources and their print companions, the Library faculty have compiled and revised guides to these resources –in paper and electronic formats. These serve as starting points when beginning research on a discipline. The new Endeavor library system provides seamless connections with a Z39.50-compliant utility, allowing patrons to search remote resources with ease.
The Library plays an important role in Gavilan College’s strategic plan. To increase student success and retention at least 10 % above the 1998 baseline, we need to support instruction throughout the campus towards the goal of transforming courses to be more technology-based and learner centered.
Role of the library faculty: fostering Information Competency
In this era of great change in information formats, delivery models and technologies, an important new role is emerging for Gavilan library faculty. New information systems are increasing in complexity. New resources continue to spring up. In this electronic environment, library faculty have the requisite background and training to assist colleagues and students in identifying and evaluating information sources.
The Library faculty will continue to collaborate with discipline faculty to integrate information competency skills in existing or new courses. The key components of information competency skills include the ability to: + Recognize the need for information. + State a research question, problem or issue. + Determine information requirements in various disciplines for research questions, problems or issues. + Use information technology tools to locate and retrieve relevant information. + Organize information. + Analyze and evaluate information. + Communicate using a variety of information resources and technologies + Understand the ethical and legal issues surrounding information and information technology. + Use information in critical thinking and problem solving.
The components of the plan will be implemented over a four‑year period. Annual revisions will include updated specifications and cost figures in accordance with such planning documents as the Gavilan Educational Master Plan, the Strategic Plan and the Technology Plan.
Goal 1. Support quality instructional program. Assist innovative instruction and services relating to the use of information resources in multiple formats
Strategy 1.1: Expand library website http://www.gavilan.edu/library/ A web site reaches out beyond the walls of the library. Anyone in the Gavilan community with a terminal and a modem, day or night, may access needed information. While this makes it much easier to access needed information, it comes at a cost: an added workload on the part of the library staff. The design and maintenance of these web pages is a never-ending assignment for the library staff. This goal is to enlarge the scope and complexity of the library web site. 1.1.1 Enlarge general and specialized tutorials, and make them available for remote use via the web. Continue to develop and implement online finding aids, FAQ’s, bibliographies, pathfinders, tutorials and databases to support students and faculty in locating and using library materials and resources. Estimated cost: 4 hours per week at $44.09 per hour = $6,173 ($176.36 x 35 weeks) 1.1.2 Provide help in class websites to hyperlink access to general information from government offices, research centers, museums, and other resources providing documents and information related to curriculum content. Estimated cost: 5 hours per week @ $44.09 per hour = $7,716 ($220.5 x 35 weeks) 1.1.3 Provide hyperlinks in the OPAC to websites of related online materials Estimated cost: 80 hours (startup) at $44.09 per hour ($3,527), 2 hours per week (maintenance) at $44.09 per hour = $$3,086 ($88.18 x 35 weeks)
Strategy 1.2: Develop electronic reserve system Develop and maintain an effective electronic reserve system allowed in the new Endeavor library automation system for Virtual library access to reserve materials from any location and efficient circulation of print materials. Estimated cost: 40 hours startup @ $20 per hour = $800 and 2 hours per week maintenance at $20.00 per hour = $1,400 ($40 x 35 weeks)
Strategy 1.3: Information competency in curriculum Develop and maintain information competency courses and discipline specific course components. Impact 5 courses per year. Estimated cost: 36 hours per course @ $44.09 per hour = $7,936 ($1,587.24 x 5 courses). Funding source: California Community Colleges Chancellor’s Office (CCCCO) grants.
Strategy 1.4: Publicize reference support Better serve students and faculty by publicizing our reference support services – particularly the use of email and telephone queries. The telephone remains the best and by far the most preferred method of contact for off campus reference support. In addition, issue a quarterly newsletter to inform faculty and staff of new technology developments in the Library. Estimated cost for newsletter: 4 hours @ $32.05 per issue of newsletter = $513 ($32.05 x 16 hours).
Strategy 1.5: Provide faculty training Provide an annual workshop for faculty. There would be two components: an update of new resources and related curricular support activities (hypertext systems, better online resources, etc.) and an orientation to new products and services. Estimated cost: 40 hours @ $44.09 per hour (6 hours prep and presentation; 2 hours each for 15 attending faculty) =$1,764 ($$44.09 x 40 hours)
Total cost: One time: $27,188
Budgetary implications: Partly absorbed in routine work schedule, partly from federal and state grants, and TTIP Library Automation fund.
Funding sources: + Maximize existing funding by streamlining work procedures. + Chancellor’s Office TTIP Library Automation funds if available. + Chancellor’s Office Partnership for Excellence funds or other block grants. + External sources especially CCCCO FII and FSS grants. Goal 2. Support the technological needs of the Library
Strategies 2.1: A comprehensive automated library system 2.1.1 Serials Control: Provide a system allowing management of any multi-part materials, quick check-in of serials, automatic holdings summaries creation, prints routing slips and labels at check-in and electronic claiming of missing issues. 2.1.2 Acquisitions: Provide a system for efficient ordering workflow, hierarchical fund accounting, on-line ordering of materials, and paperless processing of orders. Items ordered moments before should be identified as on order in the on-line catalog. 2.1.3 Cataloging: Provide a system allowing for global search and replace, image linking, hyperlinks to print and electronic versions of the publication, and on-line authority headings. The cataloging module should be linked to a bibliographic utility. 2.1.4 Reporting: Provide a system allowing for various reports to be issued on key statistics. 2.1.5 Provide an online public access catalog (OPAC) for patron access using a Web-based user interface to a number of electronic resources. The automation of acquisitions and serials control makes it possible to efficiently handle serials check‑in, claiming and invoice payments. Comply with all industrial standards including the Z39.50 standard configuration or equivalent. 2.1.6 Upgrade the hardware and software of workstations and servers as needed. ($5,000) 2.1.7 Explore debit card readers for pay-for-print services. 2.1.8 Network printer ($2,500)
Budgetary implications: Library automation system was upgraded in June 2000 and paid for using TTIP Library automation funds. Little impact on future budget if Chancellor’s Office continues its present level of TTIP Library Automation funding.
Funding sources: CCCCO TTIP Library Automation funds
Strategy 2.2: Support the development of impending information technology 2.2.1 Wireless networking 2.2.2 Open source software 2.2.3 Pursue emerging technologies to improve teaching and learning
Cost: Unknown.
Funding source: To be determined.
Strategy 2.3: Establish an annual review of workstation efficiency and create an incremental replacement policy for worn or dated equipment. 2.3.1 Replace 30 old workstations in the electronic Library to bring all up to standard. 30 x $1,400 = $42,000 2.3.2 Replace 15 student workstations each year at $1,400 each. Total: $14,000 for a complete turn-around every four years. 2.3.3 Network printer ($2,500)
Cost: One time, $42,000. $14,000 annual, recurring.
Funding source: Unknown. To be determined.
Strategy 2.4: Electronic security systems We will continue to use an electronic security system to protect a collection worth over a million dollars. Each item coming into the library has an electronic strip or patch added. If not checked out properly, the security gate sounds an alarm.
Cost of electronic strips is $.30 each x 600 for books and magazines, VCRs, etc. and annual maintenance cost of the 3M Security system is $1,300 per year. Maintenance goes up each year, and the security system needs to be replaced in 5 years in 2005. Cost: $7,000
Strategy 2.5: Equipment protection Besides the library collections, there is growing need in libraries to protect public access PCs from theft. A major concern is the physical security of the library building after hours. Banks of computers are a temptation that thieves may find hard to resist. The library is, in fact, a security nightmare, with people coming and going through doors that often do not latch, weekend classes or class assignments allowing entry without supervision of any kind, and after-hours art exhibits where there is no guard on duty in the library to deter theft. The remedy is to only allow people into the library space when there is a guard of some sort on the site. This would entail, it is estimated 15 hours a year at $15.00 pr hour Annual cost: $225.
Budgetary implictions: Some.
Funding sources: Only a small part will be absorbed in the regular budget.
Goal 3. A strong collection of electronic resources. Provide a strong collection of electronic resources with effective patron access and maintain the collection through use of effective security measures.
Strategies 3.1: Provide access to electronic resources. Comply with State guidelines to provide core database systems for delivring information resources to students and faculty in the library or at their desktops at a residence or office. 3.1.1 EBSCO: Academic Search. 1984 to date, monthly. Over 2000 titles indexed and available in full text. Cost: $ 8500. 3.1.2 ProQuest. ProQuest is another major library resource dating back to 1986. The library also "owns" back files in CD-ROM format. A related database is CINAHL for full-text nursing periodicals for $4,400 annual subscription. Cost: ($7000 + $4,400) = $1,1,400. 3.1.3 Westlaw online is available from any terminal in the library. annually. It provides near comprehensive support for any legal matter, curricular support for small business, criminal justice, paralegal and other courses. Cost: $1,300. 3.1.4 Other electronic databases includeinclude RAND for statistics and Title Sources (bibliographic database), etc. which might change with budget variations and course requirements. Cost: $2,000.
Strategy 3.2: E-books
Budgetary implications: Little impact if Chancellor’s Office continues its present level of TTIP funding.
Funding sources: CCCCO TTIP Library Automation funds
Goal 4. Staffing Needs. Provide adequate staff to support the technology and resources, and to provide adequate training to the staff and faculty. There has been no increase in staff positions for the past 12 years. The library needs a system manager who has responsibility for acting as liaison between the staff and the vendor, between the library and MIS department, and maintain the library network; individual staff workstations and the student-networked computers.
Strategy 4.1: Increase library faculty and staff to maintain a technology infrastructure and services adequate to support the instructional programs on the main campus and at satellite campuses. Since our OPAC server is housed at CSUMB, and we are part of a consortium with Hartnell and MPC, the system manager will also need to coordinate with members of the consortium. Cost: Systems manager @ level 33 = $42,000 including benefits. 4.1.1 Increase one FTE library faculty = $60,000 including benefits 4.1.2 Increase one FTE classified staff = $42,000 including benefits
Cost: $102,000 annually.
Budget source: College general fund.
Strategy 4.2: Faculty and staff training 4.2.1 Provide continuing education opportunities for librarians, discipline faculty and staff to update their library technology and research skills. Cost: Ongoing within current budget. 4.2.2 Explore methods to provide staff training and development. These include 1) using grant funding for instructional improvement, 2) release time for the Reference/Technology Librarian, 3) sabbatical and grant proposals to understand current methods for library programs to assist in instructional improvement and developing new regular and/or short information competency courses. 4.2.3 Provide systems training. As systems become more complex, staff training increases in importance. Not only will the library purchase staff training from the vendor of each system or product at time of initial purchase, but also it will budget for refresher training each year. The typical automated library system requires two days of on‑site training per module; refresher training typically is one‑half day per module. 4.2.4 Provide refresher training for online reference services. This training is usually done regionally, rather than on‑site at the library. The library will seek to send one or two staff members to such training, and will have them train the others. CD‑ROM products generally come without training; therefore, the library will assign a staff member to become familiar with each product using the manual and hands‑on practice. The staff member will in turn train other members of the staff. Develop an electronic campus-wide training calendar.
Goal 5. The physical plant and equipment maintenance. Develop and maintain a physical plant and instructional equipment that will optimize learning and research needs of students and faculty
Strategies 5.1: Physical plant 5.1.1 Climate control. A $3.1 million Library/Media/TV addition was completed in December 1995, expanding the Library from an area of 14,077 to 21,758 square feet. A serious obstruction affecting the use of the library is the lack of air-conditioning. During the summer session and early fall, the library reaches temperatures of 90 and above. For several months, excessive heat keeps students from using the Electronic Library with its banks of electronic equipment. Cost: $80,000 (campus-wide initiative and Title V funding.) 5.1.2 Optimize the present library plant. The expanded library plant resulted in an instructional problem: the reference collection is walled off from the reference librarian. The practice of spotting students needing assistance with reference tools – electronic or print – is hampered by the present layout. TTIP funds were used to expand the electronic library area allowing for up to two classes to concurrently receive library instruction. A computer projecter and screen acquired with TTIP funds makes this instruction more effective. However, more needs to be done to improve the instructional areas. 5.1.3 Provide "express catalogs" near building and reference area entrances. We have placed standing-height terminals offering access to the library near the entry of the library. We plan to provide one "express catalog" device for each 500 persons entering a building during the day. Additonal terminals providing this information are located on the second floor of the library plant. 5.1.4 Provide “express catalogs” at Hollister and Morgan Hill sites. 2 + 2 @ $1,300 each = $5,800. 5.1.5 Standard data cabling and wireless technology. Continue to use standard data cabling and explore the use of wireless technology. 5.1.6 Support an enlarged electronic library. The library now has established an "electronic library” of PCs to provide access to a variety of electronic publications, whether mounted on the local automated library system, local CD‑ROM towers, another library's platform, or an online reference service. Cost of 6 annual replacement computers @ $1,300 each = $7,800. 5.1.7 Electronic resources complement the library’s print collection, rather than replace it. Due to the expanding use of class visits each day, the planning target should be no less than one PC for each 100 persons entering the building in the course of a day. Presently there are 58 terminals in the electronic library allowing full Internet access. 5.1.8 There is not yet enough information in electronic form to make it possible for effective reference or research work to be done without consulting printed sources. The reference staff assists with both print and electronic materials. Qualified library staff members should be immediately at hand to assist those using reference materials in print form or found in the electronic library area.
Total cost: One time: $86,800. Annual: $7,800
Budgetary implication: None.
Funding sources: Title V for air-conditioning, and TTIP funds.
Goal 6. Library services for distance education and underserved and nontraditional learners. Extend a full range of library services to distance and nontraditional learners, Hispanic students, - and persons with physical limitations using innovative dissemination methods
Strategy 6.1: Support distance education programs 6.1.1 Provide access to a full range of library services for students and faculty in distance education, including library instruction, reference, borrowing and reserve services. 6.1.2 Provide delivery of library materials.
Strategy 6.2: Explore innovative dissemination methods to meet local information needs
Strategy 6.3: Cooperate with local high schools, CSUMB and public libraries 6.3.1 Explore ways to use our technology infrastructure to cooperate with local public libraries to provide library support for Gavilan College students. 6.3.2 Explore possibilities to cooperate with local high schools and CSUMB to train students to be information competent.
Strategy 6.4: Extend a full range of electronic services to Hispanic students, non-traditional learners.and persons with physical limitations 6.4.1 Hispanic students: Enlarge online access to materials in Spanish and enhance access to local historical information and the Hispanic heritage of the region, e.g., ESL website and listserv. Estimated cost: 100 hours (startup) at $44.09 per hour = $4409. 2 hours per week at $44.09 per hour = $3,086 annually. 6.4.2 Nontraditional learners: To meet Gavilan district resident needs in locating and using information in selected fields explore innovative dissemination methods 6.4.3 Persons with physical limitations: The library has installed JAWS for Windows on one terminal. This product will have to be updated within three years at approximately $500. Investigate and acquire alternate keyboard devices for at least two terminals. Cost: $1,000.
Total cost: $8,495, if library staff is increased as requested in Goal 4: staffing needs.
Budgetary implications: Some.
Funding sources: CCCCO TTIP funding, CCCCO and federal grants.
Appendix A: Gavilan Library Electronics Inventory
Hardware
Computers: 1 File Server 1 CD Server with 28 CD Drives 74 PC’S (65 public access; 9 staff) 2 laptops (1 MAC and 1 PC) 1 Stand -alone system for ProQuest CD ROM
Audio/Video: 6 VCR/TV combinations 1 TV 1 VCR
Printers: 4 HP LJ 5MP 2 HP LJ 5L 1 HP LJ 8150 Network Printer 1 HP 2000C color printer
Data Projector: 1 data projector with 1 screen
FAX: Danka Omnifax L535
Software Office suite on all workstations DSPS: Jaws on one terminal
Databases
ProQuest CD ROM system. This system, a collection of approximately 1000 periodicals go back to 1986, serves as an index and guide to most of the library’s journals maintained in print or microform or electronic formats. This CD-ROM “add-on” to the electronic online version of ProQuest is an inexpensive insurance policy for always having access to key journals when, as happens, the online versions are unavailable.
RLIN (Research Libraries Information Network). Fees: Hourly connect charge $3.55, $0.20 per record.
Title Source II, Baker & Taylor. Cost: $1,000 annually.
Marcive bibliographic database. Cost: $0.40 per record
Appendix B: Examples Of Library Activities That Include Technology Components.
Library Mission: + Support the use of innovative technological facilities, resources, and ideas to enhance student learning. + Assist in the development of interdisciplinary courses and programs, which help students recognize connections between disciplines. + Encourage academic risk-taking and collaboration between members of the campus learning community. + Maintain a web site and use innovative technological facilities and resources to enhance student learning.
To support instruction and innovation involving a technology component, the library has: + Partnered with discipline faculty partnered with discipline faculty for delivery of information and instruction. + Designed instructional programs for information access. + Taught students and faculty how to access information, whatever its format or location, and how to evaluate what they find + Served as consultants on information resources, issues and problems. + Developed and implemented information policy + Created information access tools. + Selected, organized, and preserved information in all formats. + Served as leaders and facilitators in introducing information technologies and ensuring their effective use.
Library instruction which include a technology component: 1. Publications and help guides 2. Online tutorials 3. Library Orientations. To assist students to cope with opportunities for learning in the digital age, library orientations and tours have been expanded since spring 1997 to include information competency training. Library orientations provide structured presentations with handouts and exercises, for example, on preparation of bibliographic citations and web site citations. An online “virtual library” tour takes the visitor step-by-step through the major research tools available through the Gavilan library. Also, an online “physical library” orients the visitor on the library layout and its products and services. This is particularly useful for the Hollister and Moran Hill sites, which operate without a librarian or library collection. 4. Reference one-on-one instruction 5. Research consultations 6. Drop-in routine training (on OPAC and databases) 7. Classic 50-minute one-shot sessions for a specific class or group 8. Course-integrated instruction ties to a specific subject or group. 9. Library Courses and Modules. Since Spring 1997, Gavilan Library has written five library instruction courses, co-listed with the Computing Department (CSIS) or the Allied Health Department (AH) + LIB 3/CSIS 3: Internet and Information Competency + LIB 6/CSIS 6: Web Authoring + LIB130/AH 130: Internet and Consumer Health + LIB 140: Internet and Information Competency for Health Professionals + LIB 141: Advanced Search Techniques for Health Care Professinals + Cyberspace and Censorship: team-taught a three-unit semester-long class in spring 1998 10. Library instruction in class presentations and assignments in History, Child Development, ESL, Guidance, and Humanities courses. 11. Collaborated with discipline faculty in the design of web pages and web assignments. Evaluated usefulness of existing web-based resources such as The American Studies Crossroads project, and the Global Health Network.
Information competency statewide initiatives through grant projects. The Library participated in two State grant projects. 1. In 1998, Information Competency Plan for the California Community Colleges 2. In 1999-2000, the Library was awarded a $35,000 Fund for Student Success grant “Information Competency in Allied Health,” allowing the Allied Health and library faculty to work together to revise the Allied Health curriculum. Twenty-five courses are being redesigned to include an information competency component, thus vertically and horizontially integrating information competency practices across the Allied health curriculum. Results include the development of newly revised courses. Provided hands-on training in several meetings with the Allied Health faculty. In addition, the library faculty provided 12 formal campus-wide Internet training sessions between 1997 and 1998, all of which were well-attended, averaging 25 participants per session. Formal classes and informal group discussions, e.g. brown bag lunches, were provided on website creation. These sessions attracted an average of six faculty members at each session that created their own web pages.
Monterey Bay Area Cooperative Library System (MOBAC) A full member of MOBAC, Gavilan Library participated in its connectivity project designed to link its members together electronically and allows access and eventually borrowing of their joint collection via the Z39.50 standard. Cost of subscription to the system is $1,200 with an estimated 64 hours (64 x $44.09 = $2,822) in staff time to cover committee meetings.
Appendix C: Technical Processing/Circulation Implications under the Endeavor system
The cataloging module is linked to a bibliographic utility. We plan to install a more efficient local system for acquisitions and cataloging. Key points in the redesign are:
1. Orders for books (average of 450-900 a year) would flow from the Chief Librarian to Acquisitions. 2. The Acquisitions staff creates a book order using a book vendor’s online database. 3. Bibliographic orders for a potential order are obtained from a bibliographic utility. 4. Bibliographic records are downloaded into the Gavilan Catalog database to check for duplicates. If not duplicated, the records are made immediately available in the catalog, with the notice attached that the book is on order. This means that within moments of ordering, all patrons know the book is on order along with the date ordered. This facilitates putting book reserves on the title from the instant it is ordered. 5. The book record that is downloaded is full MARC. This process of immediate downloading reduces the editing of MARC records to a brief verification of basic information matching the book and assignment of ID number, which provides its circulation status. This editing is an electronic process and eliminates duplication of several steps in the processing of book into the collection. Cost: This process will entail enrollment into a bibliographic utility and a cost of approximately 30 cents a book. 6. An important side benefit of this system is that it allows a more streamlined processing because of this new database management system
B. Circulation Implications
1. Provide a system allowing management of any multi-part materials, quick check-in of serials, automatic holdings summaries creation, prints routing slips and labels at check-in, electronic claiming of missing issues. Much of the hands-on work of processing a magazine into the collection is eliminated with this system. 2. Circulation will be configured with off‑line backup so that the library can continue to charge and discharge library materials when the system is not available. Circulation will also include patron telephone and e‑mail notification for overdues and recalls. Telephone renewal will be made available. The patron access catalog has been configured with a Web‑based user interface, as these are more intuitive than character‑based user interfaces. The latter has the advantage of being familiar to many users, and it allows a common user interface to a number of sources of electronic information. 3. A website ordering system will allow online ordering of books and photocopies of periodicals for offsite use. May 2000, revised April 2001 |
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