Libraries and Educational Technologies - James viewMemorial Hall technology installation begun for 18 full Technology classrooms, one auditorium tech classroom system, and five classrooms for geology with data projection capability. Seventy-five percent of general classrooms ...

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<p>Libraries and Educational Technologies</p> <p>James Madison University</p> <p>Libraries &amp; Educational Technologies</p> <p>Self Study Report</p> <p>December 2006</p> <p>Executive Summary</p> <p>Rapidly changing user expectations and the behaviors that accompany them have significant and far-reaching implications for L&amp;ET services, content, and facilities. As our student population becomes more demographically diverse, they bring with them a variety of needs and expectations for support. Concerns about the preparation and readiness of incoming students have also begun to emerge. New faculty bring with them constantly changing expectations for teaching and research support. All of these factors have serious implications for almost all aspects of L&amp;ET services, for both internal and external L&amp;ET constituents. </p> <p>Across the organization, L&amp;ET is proud of the variety of services offered, even as it struggles to provide a clear picture of all possible services to users. The JMU community expresses high levels of satisfaction with L&amp;ET services. Standard technology classroom systems are available in almost every classroom across campus. Blackboard is highly regarded as the universitys course management system. The library liaison program is widely recognized as an exemplary service. Faculty development opportunities in instructional technology and information literacy are taken advantage of by faculty from all academic departments. Web services enable L&amp;ET staff and users to create content, provide access to services, and to play a vital role in promoting the organization. In addition to the library web site presence, L&amp;ET supports the systems for accessing local collections, including LEO Library Catalog, the Madison Digital Image Database, and streaming servers to name a few. </p> <p>A swiftly changing area of service is the provision of online education. Online education includes programs that require no physical attendance at JMU and hybrid programs that use web-based instruction in conjunction with traditional face-to-face instruction. Many instructors use online instruction simply to augment traditional face-to-face instruction. L&amp;ET offers several virtual collaborative spaces and continues to explore new products and emerging technologies to enhance the online learning experience. </p> <p>L&amp;ET provides numerous types of trusted, authoritative content from the traditional books and journals to new forms such as digital images, streaming audio and video, and datasets. The activities related to managing content are critical to the organizations ability to serve our patrons well; customer service is an important aspect of evaluating, selecting, and ordering materials; cataloging and preserving materials; and obtaining needed materials from other libraries.</p> <p>More content is now available electronically and often requires mediation from librarians, staff, and programmers. Digital content also requires server space, bandwidth, and often licensing. Funding all aspects of digital content is a challenge. Open access content holds the potential to relieve some of the financial burdens that the new formats have brought, but it comes with its own set of maintenance requirements. Membership in and contributions to consortia, like the Virtual Library of Virginia (VIVA), will be essential to the provision of library services. </p> <p>A new library building will be completed in March 2008. Designed following the information commons model, the new facility includes an integrated service desk for circulation, reference, reserves, and media; flexible and technology-enhanced study and production space; and a 24-hour study and computer lab with a coffee bar. The fifth floor of the new building houses both the Center for Instructional Technology and the Center for Faculty Innovation, a department in Academic Affairs, and includes a faculty seminar room that will be available for programs related to faculty development, teaching, and scholarship.</p> <p>Even as plans are underway for the opening in 2008, L&amp;ET staff and users yearn to redesign existing spaces and create more flexible spaces that are well-equipped with technology and conducive for collaboration. An increase in the use of the librarys virtual services has expanded, but this has not lead to a decrease in usage of the physical space. In addition to providing spaces for people, L&amp;ET devotes a large amount of resources to housing and maintaining network infrastructure, computers, and applications, which make work in our facilities possible. </p> <p>A significant issue for L&amp;ET is staffing: obtaining the resources necessary to hire sufficient personnel to preserve successful existing services while providing for emerging needs. The professional skills required for the provision of high-quality services have also increased. </p> <p>Libraries merged with Educational Technologies to form one organization in 1998. In the past five years, huge achievements have been made in both areas of the organization and in some cases, with both units working together. However, L&amp;ET still faces the challenge of understanding which of its structures truly span the organization and which are still tied to either the library or educational technologies area. Committee formation and membership and communication processes are obvious places for greater integration to occur. </p> <p>Through numerous focus groups, interviews, and research efforts, the Strategic Planning Team identified key findings for many areas of the organization. Strategic goals have been drafted based on these findings; however, the opportunity for organizational feedback will likely not exist until the new year and that feedback will be critical. The contributions of the External Review Team are also warmly welcomed as a means of identifying appropriate strategic goals.</p> <p>Key Findings:</p> <p>People:</p> <p> L&amp;ET is understaffed, which limits opportunities to preserve successful existing services while developing new services. </p> <p> Data reporting across the departments and divisions within L&amp;ET is inconsistent. In keeping with the move toward accountability, L&amp;ET needs a more unified way of gathering, analyzing, and using data. </p> <p> Central coordination of communications to L&amp;ETs external community is critical to inform our users about our services. </p> <p> New and emerging technologies mandate a more planned approach to staff development in order to keep skills current. </p> <p> The identity of the Educational Technologies division within the L&amp;ET organization and the relationships among the Ed Tech units are ambiguous and require clarification.</p> <p>Physical Space:</p> <p> Users cite lack of group study space and lack of computers as major problems. The new east campus library in early 2008 promises increased study spaces and services, but Carrier Library and the Music Library must also be redesigned to recreate a functional user space.</p> <p> Media Resources Equipment Loans needs a suitable new location to provide optimal service.</p> <p> More staff spaces are needed as new positions are created.</p> <p>Systems and Applications:</p> <p> The need for data storage will continue to grow as content requires more space. Larger content will also require greater bandwidth.</p> <p> The use of open source applications and operating systems within the organization is growing. L&amp;ET must stay informed of this emerging approach to integrating software systems into the organizations computing infrastructure.</p> <p> There is a growing demand for Mac machines and therefore Mac technical support.</p> <p>Content:</p> <p> L&amp;ET needs to make a commitment to open access. Recognizing that open access does not mean free, L&amp;ET must secure funding for open access publishing. </p> <p> Users have increasing expectations for online content. The desire for online content, however, is highly discipline specific. While the sciences want predominantly online content, the humanities still desire ready access to print materials. The shift in user expectations will continue to challenge library budgets, staff, and services. </p> <p> An awareness program must educate faculty on scholarly communication issues and provide assistance to faculty in publishing their research, perhaps in partnership with the Center for Faculty Innovation. </p> <p> The increase in electronic resources puts an increased demand on the network infrastructure and on staff to negotiate licenses, design more intuitive web interfaces, and assist users in accessing library resources.</p> <p> L&amp;ET must provide support for emerging forms of content, such as blogs, podcasts, and wikis, and consider the implications of new devices for viewing content.</p> <p> The Library needs a strategy for supporting a digital reference collection and promoting its usage. </p> <p> The Library should use optimal methods for collection analysis and assessment.</p> <p> By partnering with larger institutions in the state, L&amp;ET is able to subscribe to packages of journals and databases that would otherwise be unaffordable. It is important to sustain current collections through cooperative licenses and look for future opportunities. </p> <p> In order to successfully meet the special software and dataset needs of the University, designated funding must be allocated on a continuing basis with periodic adjustments for price increases and licensing changes. </p> <p> Preservation of digital content, including purchased content and unique content held in Special Collections, is a major concern.</p> <p>Services:</p> <p> Students prefer to use virtual services and spaces for finding information. They also want easily navigable systems that delineate clear paths to information. L&amp;ET must use the knowledge of users preference for services like Google and Yahoo to create intuitive search paths and consistent pages that provide point-of-need assistance.</p> <p> Use of the Librarys virtual resources continues to increase. Staffing and maintenance of the virtual services must be adequately addressed. </p> <p> The Library Liaison program faces some challenges: unified library communication, support for instruction and collection development, and assignment to academic departments. Librarians expressed a need for more coordination for this program in order to explore how to best serve the campus and the many ways students study and faculty teach. </p> <p> With improvements in database technology and searching technologies, the functionality of the integrated library system (ILS) as a discovery tool must improve. </p> <p> The complexity of library instruction competes with the scarcity of time each liaison has with students. </p> <p> The Library will increase efforts to collaborate with faculty on developing information literacy assignments into coursework of majors.</p> <p> Reference as a service must serve a growing non-traditional student population. Not only have user expectations and behaviors changed, but the information they need to access has also changed. The simplicity of the traditionally defined library reference service belies its complexity today. </p> <p>Acknowledgements</p> <p>The Self Study and Strategic Planning Team thanks everyone who contributed to the development of this document. Their contributions were invaluable. We especially want to thank Ralph Alberico, Dean of Libraries &amp; Educational Technologies, for his constant support, extraordinary leadership, and inspiring vision.</p> <p>Strategic Planning TeamAcademic Affairs</p> <p>Jody FaganDouglas Brown, Vice President</p> <p>Kevin HeggJerry Benson, CISAT</p> <p>Jenne McCabeDavid Brakke, Science &amp; Mathematics</p> <p>Karen SnivelyLinda Halpern, General Education</p> <p>Melissa Van VuurenDavid K. Jeffrey, Arts &amp; Letters</p> <p>Jim WestMarilou Johnson, Visual &amp; Performing Arts</p> <p>Sarah Cheverton, Co-ChairRobert Reid, Business</p> <p>Sharon Gasser, Co-ChairPhillip Wishon, Education</p> <p>Documentation TeamOther Consultants</p> <p>Cheri DuncanT. Dary Erwin, AVP, Assessment &amp; Public Policy</p> <p>Patricia Hardesty Dale Hulvey, AVP Information Technology</p> <p>Rita Gentile Jim Schaeffer, Associate Dean, Outreach Programs</p> <p>Reba Leiding, ChairDonna Sundre, Executive Director, CARS</p> <p>Vicki Wise, Asst. Director of Institutional Research</p> <p>L&amp;ET Documentation ConsultantsL&amp;ET and JMU Staff Assisting with Focus Groups</p> <p>Mary Ann ChatelainBrian Charette, AVP, HR Training &amp; Performance</p> <p>Ellen DefrieceDr. Karen Ford, Social Work</p> <p>Alma Hale-CooperJennifer Testa, Training &amp; Development</p> <p>Bill HartmanCathy Thomas, Human Resources</p> <p>Claudette Lee Diane Yerian, Training &amp; Development</p> <p>Susan ThomasKathy Clarke, L&amp;ET</p> <p>Claire Clemens, L&amp;ET</p> <p>L&amp;ET LeadershipBrian Cockburn, L&amp;ET </p> <p>Ralph Alberico, DeanJody Hess, L&amp;ET</p> <p>Mary Ann ChappellKristi Lee, L&amp;ET</p> <p>Sarah ChevertonMeris Mandernach, L&amp;ET</p> <p>Jeff Clark</p> <p>Brian CockburnL&amp;ET Staff Assisting with Self Study Document</p> <p>Sharon GasserCraig Baugher</p> <p>Jerry GillMary Ann Chatelain</p> <p>Jennifer KeachEllen Defriece </p> <p>Reba LeidingAlma Hale-Cooper</p> <p>Sandy MaxfieldBill Hartman</p> <p>Jim MazouCheryl Lantz</p> <p>John McGeheeClaudette Lee</p> <p>Patrick Stinnett</p> <p>Susan Thomas</p> <p>Mission-Vision-Values Team</p> <p>Ralph Alberico</p> <p>Special Thanks</p> <p>Mary Ann ChappellPhil DuBose, Associate Dean, College of Business</p> <p>Sarah Cheverton</p> <p>Facilitator, Mission-Vision-Values Team</p> <p>Jeff ClarkDiane Foucar-Szocki, Department Head, Learning, </p> <p>Kathy Clarke Technology and Leadership Education</p> <p>Sharon Gasser</p> <p>Team Building Consultant</p> <p>Kevin HeggDiane Yerian, Director of Training</p> <p>Susan Huffman</p> <p>Team Training Facilitator</p> <p>Jenne McCabe</p> <p>TABLE OF CONTENTS</p> <p>2Executive Summary</p> <p>6Acknowledgements</p> <p>9I.Introduction</p> <p>11II.Self-Study Methodology</p> <p>13III.Libraries &amp; Educational Technologies Milestones</p> <p>17IV.Mission, Vision, and Values</p> <p>19V.Goals and Objectives</p> <p>21VI.Environmental Scan</p> <p>21A.External to JMU</p> <p>211.Demographics</p> <p>222.State and Federal Influences</p> <p>233.Technology</p> <p>254.Scholarship and the Information Marketplace</p> <p>26B.Internal to JMU</p> <p>261.Student Enrollment</p> <p>272.Programmatic Expansion</p> <p>273.Funding</p> <p>284.Faculty and Instruction</p> <p>285.Lifelong Learning and Access</p> <p>29VII.Organization and People</p> <p>29A.Organizational Structure</p> <p>361.Standing Committees</p> <p>362.Communication</p> <p>393.Partnerships</p> <p>424.Advisory Councils</p> <p>425.Data Reporting</p> <p>43B.People</p> <p>431.Employees and Positions</p> <p>452.Classified Staff</p> <p>463.Library Faculty</p> <p>474.Administrative/Professional Faculty</p> <p>475.Student Employees</p> <p>486.Faculty and Staff Credentials</p> <p>507.Professional Development and Training</p> <p>518.LibQual+ Survey Data</p> <p>52C.L&amp;ET Budget</p> <p>54D.Key Findings</p> <p>55VIII.Physical Spaces</p> <p>55A.Carrier Library</p> <p>57B.CISAT LibraryHealth Sciences Building</p> <p>57C.Music LibraryMusic Building</p> <p>58D.Equipment LoansSpotswood and Carrier Library</p> <p>58E.College of Education ServicesMemorial Hall</p> <p>58F.New Library on East Campus</p> <p>59G.LibQUAL+ Survey Data</p> <p>60H.Key Findings</p> <p>61IX.Systems and Applications</p> <p>61A.Hardware</p> <p>64B.Costs for Systems and Applications</p> <p>65C.Key Findings</p> <p>66X....</p>


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