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Libraries
by Ann Wolpert

Public Services
by Virginia Steel

Collection Services
by Carol Fleishauer

Administrative Services
by James Mullins

Technology Planning and Administration
by Eric Celeste

About Us > Annual Reports

MIT Libraries
Annual Report FY 2000-2001

Administrative Services

Administrative Services (AS) supports the MIT Libraries’ mission and goals in the areas of Budget and Financial, Delivery Services, Facilities/Operations and Procurement, Payroll and Staff Records, and Personnel. It would not be an overstatement to say that the services provided by AS are fundamental to the operation of the Libraries —recognizing its role in providing the infrastructure necessary to support the Libraries’ Staff in their provision of services and resources to the users of the Libraries and their responsibilities to the Institute. The goal of AS is to work behind the scenes to insure that staff are recruited, hired, retained, remunerated and provided growth opportunities consistent with MIT policies in well planned and maintained facilities, at present and in the future.

To integrate the services provided by Administrative Services more directly into the decision making processing of the Libraries, it was decided at the beginning of FY01 to create the position of Assistant Director for Administration who would administer AS and would serve on the Steering Committee of the Libraries. With the retirement of the Head of Administrative Services, a review of the role of Administrative Services was undertaken. It was determined that a department that included all administrative services would be logical, to this end, the human resources function that had been split between AS and the Director’s Office was integrated as one area within Administrative Services. It was also determined that the larger role of facility planning, short and long term, would become a responsibility of AS (with coordination and collaboration with Public and Collection Services).

To fill this new position a search was undertaken for a person to serve as Assistant Director for Administration. The Search Committee conducted a national search during Summer 2000. The search was successful and an appointment was made January 1, 2001.

Budget and Financial

A major transition took place during this past year. The retirement of the AS Department Head after many years of service, along with the resignation of the Business Services Administrator several months later, could have seriously hampered the efficiency and effectiveness of AS. However, on an interim basis, the Associate Director for Collections Services and a staff accountant on loan from the Controller’s Accounting Office provided able leadership for AS. During the Fall, a successful search was completed and the vacant Financial Administrator position was filled effective January 1, 2001.

Concurrent with this appointment came the implementation of the new integrated on-line library system. Not only does the new system integrate all facets of accessing research information for the MIT Libraries, it is also the financial procurement and auditing system for the acquisition of library resources, both print and digital products. The Financial Administrator worked closely with colleagues in SAS to insure that all present and historic records were correctly transferred and that an accurate and efficient process to procure and pay for library acquisitions is in place.

Delivery Services (DSO)

The work involved in moving materials throughout the MIT Libraries as well as distributing all mail and other delivery services requires not only coordination and cooperation of all involved, it requires strong backs. The amount of library materials moved throughout the Libraries’ has been steadily increasing. With the shift of more and more of the Libraries’ holdings into storage, either at RSC or the Harvard Depository, the requests and return of materials from these sites places additional demands upon DSO services. It can only be expected that as more materials are sent to storage these demands and expectations will increase.

Many factors come into play as materials are moved throughout the Libraries’ – not the least of which is renovation of facilities, creating difficulties in accessing loading docks or delivery sites. Coupled with this is the disruption caused by street repairs or right of way work, making it difficult to reach some delivery points. The DSO Staff has been resourceful and creative in adjusting to these challenges. This Spring, the DSO Staff began to record the number of materials distributed through its operations. In future annual reports, it will be possible to compare past and present use, as well as project demand for Delivery Services in upcoming years.

Facilities and Operations

FY01 saw significant steps taken on several critical facility issues, including: short term maintenance, building renovation and upgrades, and a major effort to identify long term facility planning.

During the Summer of 2000, construction of a fire pipeline into Building 14 was begun. Preliminary meetings were held to discuss the various phases and its impact on operations. Piping was brought through the basement of Building 14 into two newly cored penetrations to the exterior. This work affected various units of the Libraries, including Preservation Services, Document Services, Music Library, and Delivery Services.

Building 14 has long been subject to roof leaks, especially in 14S. After a particularly bad leak in February, an intensive effort undertaken by Facilities identified several problems with drainage and cracks in the roof and floor of the penthouse. Work was completed during Spring to correct the problems, and at the end of the FY01, the issues seem to have been resolved.

The Dewey Library Staff identified several safety issues with the basement of E53, including emergency signs and lighting. This was brought to the attention of Facilities who installed the necessary signs and lights. To freshen the appearance of the Dewey Library, new drapes were installed to replace ones hung when the building was built in the 1960s.

The installation of a series of panels depicting the history of the School of Humanities, Arts, and Social Sciences (SHASS) caused a major refurbishing to take place along the corridor in 14N. This was accomplished by collaboration and coordination between the Libraries and SHASS. The result is a much brighter and attractive corridor in close proximity to the entrance to the Humanities and Science Libraries in Hayden.

Aeronautics and Astronautics Library

FY01 saw the completion of the work on the Aero/Astro Library. Begun during FY00, the complete re-thinking and re-designing of this library has enabled it to be more fully integrated into the teaching and learning processes of the departments it serves. Located adjacent to laboratories, it is easily accessible to students and faculty as their need for information arises. The space was designed to accommodate print materials, access to digital resources, study space and staff work areas. Although less square footage than the older facility, the use of compact shelving and excellent design has made the space more effective in meeting its mission.

CRSP FY01 Project

In order to house as many print materials as possible within Building 14, it was determined that installation of compact shelving (moveable shelving that reduces space dedicated to aisles), should be investigated for the basement of 14. After an engineering study determined that only a limited portion of the floor had the strength to support compact shelving, a CRSP proposal was funded in FY01 that provided for the installation of compact shelving in this section at the center of the basement. While the capacity was not what had been hoped, the new compact shelving is expected to extend the shelving capacity for up to five more years. The project began after the end of classes in May 2001 and is underway during the summer of 2001. For further discussion of this important project, especially the impact upon collection shelving and storage, please see the Annual Report of Collection Services.

A second project was also funded as part of the FY01 CRSP projects, which is the renovation of Hayden Libraries entrance. This project is expected to include the integration of the Reserve Book Room into the immediate area and to provide a 24-hour study room. Due to planning delays and the review being undertaken by Shepley, Bulfinch, Richardson, and Abbot during FY01 of Building 14 (see below) that could have impinged on this project it was decided to delay this project until FY02.

CRSP Proposals FY02

The libraries responded to the call for FY02 CRSP proposals by submitting two projects. The MIT Libraries had been given an anonymous gift to support the creation of a Preservation Services Laboratory. The gift was to purchase the necessary equipment and cover some staff costs. The Preservation Services Laboratory will eventually become part of an integrated Preservation Services Center, which will house both the Preservation Services Laboratory as well as a new digital projects laboratory. Funding is now being sought for this companion Digital Projects Laboratory. In order to house the additional equipment and staff necessary for such a Center, the Libraries had to identify space adjacent to the site of the current Preservation unit. The concurrent impact required a juggling of space between the original Preservation unit, the Library Systems Office and the Institute Archives. In Spring 2001 the Libraries were informed that this project had received CRSP support. Planning will begin during Summer 2001, with the project to begin during IAP, January, 2002.

Long Term Facility Planning

During FY01 a major effort was begun to assess the long-term facility needs of the MIT Libraries. Since the MIT Libraries are housed in facilities that basically have not changed since the 1960s with the completion of the Dewey Library, the ability of the Libraries to house collections and provide services consistent with the needs and expectations of students and faculty of MIT at the beginning of the 21st century is seriously compromised.

The FY 00 Libraries Master Plan, prepared with the assistance of Shepley Bulfinch (SBRA) architectural firm, called for combining the Engineering and Science Libraries into one facility. In FY 01, the Libraries again contracted with Shepley Bulfinch to assist with a Feasibility Study of Building 14 to discover its potential for housing a combined engineering and science library as well as the central services currently housed there. Their report was received in May, 2001. It concluded "that an expanded Building 14 would not effectively accommodate the programs for both the Science and Engineering Library and the Library Central Services".

The report includes the following components: analysis of existing building conditions, analysis of compliance with building codes, program for a Science and Engineering Library, program for the Libraries’ Central Services, proposed architectural diagram, preliminary phasing and project cost estimates. Even with the proposed aggressive and expensive expansion plan, the Building 14 library facilities would fall 20% short of program needs for a combined Science and Engineering Library and Central Library Services. However, the feasibility study illuminated a number of opportunities for improving library facilities in Building 14 and will continue to inform viable alternatives for functional program accommodation. It has already been of great use in planning the compact shelving project for the basement and in providing reliable data for continued space planning.

Payroll & Staff Records

At the invitation of Financial Systems Services, the Staff Administrator participated in the development and testing of an alternate platform on the Web for journal voucher preparation. Voucher employees hired for projects or unfilled positions increased from 12 in 1999/00 to 40 in 2000/01. In order for Library Council members to track voucher payroll expenditures, a form was created. To facilitate the links between Human Resources and the Libraries Payroll, the Staff Administrator assumed responsibility for correcting errors and/or resolving problems with payroll status.

Personnel

Recuitment

Recruitment and search activities in the MIT Libraries continued to receive a high level of energy and attention in FY01. The Libraries filled 13 administrative and professional staff positions as a result of serious searches. In addition to traditional librarian positions, these newly filled vacancies included a Library Technology Consultant, an Analyst/Programmer, a GIS and Statistics Specialist, a Financial Administrator, and several non-librarian supervisor positions. Also included in this total were the search to fill a Libraries’ Steering Committee position, Assistant Director for Administration, and a newly developed position in the Libraries, that of Director of Development. Two additional administrative staff level positions were filled through the waiving of the serious search process and internal promotions of highly qualified support staff (Library Technology Consultant and Supervisor, Dewey and Humanities Processing) and another was filled through the upgrade of a support staff position (to Facilities and Operations Administrator), again creating an opportunity for an internal promotion.

The Libraries also conducted a record number of serious searches to fill Sponsored Research Staff positions this year. Grants from Hewlett-Packard and the Mellon Foundation for the DSpace Project and for the E-Journals Archiving Project have provided funding to fill several "hot skill" positions. The Libraries now have four Sponsored Research Staff associated with these exciting projects, a Project Planner for E-Journals Archiving, and for the DSpace Project – a Systems Curator and two Senior Marketing Development Managers.

The largest number of positions filled throughout FY01, however, was among support staff. A total of 32 positions were filled this year, which represents approximately one-third of the Libraries’ support staff headcount. A competitive local job market has clearly taken its toll on the Libraries’ ability to attract and retain library assistants. Salary requirements for many of these incoming library assistants have created internal equity issues, which will require analysis and attention over the next year.

The recruitment of student assistants in the Libraries remains a challenge. There are many other jobs on and off campus that offer better wages and more meaningful career opportunities for students. In order for many library departments to carry out routine, basic services, it has become necessary to hire temporary hourly/casual employees. While this strategy has proven effective in some cases, it can only be for a limited period of time and does not allow the Libraries to establish valuable relationships with the student community.

Retention

The Libraries recorded 26 terminations this year – 9 from the administrative staff and 15 from the support staff. Of the 9 departing administrative staff members, 2 retired and 2 left the workforce for family reasons. Exit interviews with other departing staff members show salary still to be one factor impacting the decision to leave the MIT Libraries. Another of the factors cited for leaving the Libraries is the perception of a heavy burden on limited staff. A clear message from several of these departing staff members was that the Libraries do not have enough staff to accomplish the innovative things they want to do and still maintain effective patron services.

The Libraries have seen a significant impact of the special allocation provided in FY01 for market adjustments to librarian salaries. These salary increases have been noted by staff as recognition on the part of the Institute of their value to the teaching and research programs of MIT. These salary increases have also improved the MIT Libraries’ competitive position among our peers.

According to the Association of Research Libraries’ (ARL) recent salary survey (reporting 1999-2000 data), MIT ranked 23rd of 122 in Average Professional Salary. This figure is up from 39th last year. Among our true peer institutions (22) in this group, the MIT Libraries have risen in the standings from 16th to 12th. It is worth noting, however, that seven of the peer institutions out-ranking MIT are located in the northeast.

MIT has improved its standing in Beginning Professional Salary as well, up from 37th to 15th within the entire ARL group, and up from 14th to 8th among our true peer group. Again, a number of the peer institutions outranking MIT are New England institutions, including Harvard.

Statistics support that MIT’s ranking among its peer institutions, both for beginning and average professional salaries, has substantially improved as a result of the Institute’s attention to enhancing the MIT Libraries’ position in the competitive marketplace. These statistics also indicate that continued attention to librarian salaries will further improve MIT’s competitive edge against other academic library peers such as Harvard, Princeton, Stanford, and the UC system.

Two of the fifteen support staff departures were due to retirement. While salary is an issue in attracting new support staff it does not appear to be a direct factor in support staff departures. A significant number of last year’s support staff terminations can be attributed to job advancement or career pursuit. It is worth noting that five (one-third) of the 15 positions vacated this year were by employees who had been with the Libraries for one year or less, however, several of these were attributable to performance issues.

Administrative Services’ staff has begun collaborating with the Compensation Office to analyze market data and assess salaries of both administrative and support staff in the Libraries. In addition to reviewing salary data, the Libraries’ have provided compensation staff with information regarding recruitment and retention challenges for library staff in the form of a "Strategic Workforce Planning" document.

Rewards and Recognition

By all accounts the Libraries’ implementation of the Institute’s Rewards and Recognition initiative was a success. Operating under a significant time constraint, the Libraries’ design team developed programs for both the Infinite Mile Award and the Spot Award during the first half of the year. On June 27 a luncheon was held for library staff to celebrate the contributions of all staff members during what has been a very demanding year. The luncheon was followed by a celebratory and even moving presentation of the Infinite Mile Awards. Within each of the award categories (Innovation and Creativity; Communication and Collaboration; Results, Productivity, and Outcome; and Community), four individuals and four teams — a total of 25 staff members — received a certificate of appreciation and a cash award.

Both programs were explicitly designed around peer-recognition. The impressive number of persuasive and heart-felt nominations received for the Infinite Mile Award was truly gratifying and reflected the great respect and appreciation library staff members have for one another. The Spot Award Program, a monthly drawing from a pool of submitted "thank you’s", kicked off at the June 27th award event. The program was well received and thank you’s have already begun rolling in.

Affirmative Action

It is discouraging to note the decrease in the Libraries’ minority representation among the administrative staff. With the departure of two Asian females since July 2000, the percentage of underrepresented minorities on the administrative staff is now at 3%. One of the librarians took a position at the Harvard Business School and the other elected to devote more time to her young family. In both cases the MIT Libraries developed and supported creative strategies to try to retain these individuals, including sponsorship in the Association of Research Libraries Leadership and Career Development Program for underrepresented minority librarians in the former case, and the creation of a job share arrangement in the latter. Though ultimately unsuccessful, both strategies enabled us to retain these librarians in our employ for a longer period of time.

Despite diligent recruitment efforts in the serious search process we have been able to identify only a very few minority applicants in our candidate pools. This is a trend experienced by academic and research libraries across the country, as the percentage of minority library school students remains low. Of that small portion of minority students, few are electing to pursue librarianship in the academic setting. The highly competitive job market for librarians in general as well as MIT’s need for librarians with sci/tech backgrounds are added complications.

Recruitment for the majority of librarian positions involves a full national search where positions are posted with various American Library Association minority groups. Full or limited local searches are conducted to fill non-librarian, professional positions and a local affirmative action source, such as The Bay State Banner, is used. Each applicant pool is diligently reviewed to identify any possible minority applicants, and to interview those applicants who meet the qualifications. Of the searches conducted this year, a total of six minority candidates were interviewed.

Minority representation on the support staff is much more encouraging. Of currently filled positions, 13% are from underrepresented minority groups.

Training

In order for library staff to keep up in the fast-paced, ever-changing world of technology, they must be proactive in seeking out and participating in skill development opportunities. The Libraries, in turn, must provide an environment that supports and encourages continuous learning.
Responsibility for providing technology training opportunities for library staff is shared by many groups and individuals in the Libraries outside of Administrative Services. For non-technology training, many library staff avail themselves of MIT’s Office for Organization and Employee Development offerings, which are convenient and receive good reviews. Several specific opportunities were organized this year for library staff members:

In an effort to develop strong presentation skills in our library professionals (for bibliographic instruction in the classrooms, demonstrations of library technologies and systems to the MIT community, presentations to Visiting Committee, donors, etc.) a workshop was scheduled last summer with a local trainer. Approximately 12 staff members learned how to present themselves and their material more effectively, through group exercises, videotaping, and critiquing.

In response to a request from some newer supervisors, a special session of "Giving Performance Appraisals" was scheduled with MIT Human Resources. With the many competing priorities in the Libraries at that time, only 4 supervisors were able to attend. In preparation for the 2001 support staff performance evaluation cycle, another special session is planned.

Complaint Handler’s Training, led by Prof. J. Samuel Keyser, was scheduled for 13 staff members in December 2001. It has been the Libraries’ goal to provide this training to all supervisors as well as all committee members of the Libraries’ Advisory Committee on Workplace Issues.

Participation in professional organizations and conferences is also an important way for librarian and other professional staff to receive training and keep up-to-date with current technologies and best practices in the library profession. The Libraries place a high value on professional development opportunities and provide financial support for travel, lodging, and registration fees. Despite the fact that this funding only represents partial funding of these important development activities, statistics show that the majority of the Libraries’ professional staff participates regularly in some type of funded professional activity. Professional associations include the American Library Association, Library and Information Technology Association, American Society of Information Science, Geological Society of America, and the American Chemical Society.

Procurement

The procurement of library supplies and equipment and the monitoring of all contracts with vendors are completed by the Facilities and Operations Administrator. Due to the illness since February 2001of the Facilities and Operations Administrator, members of the AS staff have shared many of the duties. The Staff Administrator assumed much of the day-to-day supervision of facilities, procurement, and parking.

Conclusion

This has been a year of great change for the staff of the Administrative Services Department. With significant personnel changes, the integration of other operations within the department, and a new department head, it has been a challenging time for all involved. However, it has been an opportunity for the AS staff to pull together and to learn more about each area within the department.

— James Mullins