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Annual Report FY 2002-2003
Administrative Services
Through its efforts in budget analysis and planning, delivery services,
facilities planning/operations, financial, payroll and staff records,
personnel, and procurement, Administrative Services (AS) supports the
MIT Libraries’ mission and goals. The support provided by AS is
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
MIT Libraries and their responsibilities to the Institute. The goal of
AS is to work behind the scenes in collaboration with the Libraries’
staff and with departments throughout the Institute to insure that outstanding
staff are recruited and hired and that staff are retained, remunerated
and provided growth opportunities consistent with MIT policies; that the
Libraries’ services and resources are housed in facilities that
are well planned and well maintained – now and in the future; and
that financial resources are accounted for and fairly allocated within
the Libraries. In addition, AS reports statistics to outside agencies,
including the Association of Research Libraries (ARL).
Exciting opportunities for the MIT Libraries to pursue research activities
have been enabled through sponsored funding. With the growth of these
funded research projects has come a closer relationship with the Office
of Sponsored Programs specifically by the Associate Director for Administration,
but all facets of Administrative Services are affected: facilities, budget,
payroll and personnel. AS supports and acknowledges the significant advantage
the sponsored research programs have provided, therefore, AS willingly
works to facilitate these activities and integrate them into the overall
administrative processes of the Libraries.
In October 2002, Administrative Services unveiled its new website
which is intended to bring together in one place the services we provide.
The Associate Director for Administration and the AS Staff in collaboration
with the Director of Libraries and the other Associate Directors have
worked and will continue to work to define and refine the role of Administrative
Services.
BUDGET AND ACCOUNTING
Audit
Every department of MIT undergoes an internal, periodic audit by the
staff of the Audit Division. It was the Libraries’ turn in FY03.
Although an audit can be daunting, the positive attitude of the audit
staff and their emphasis, not only on assessing how well the Libraries
comply with Institute policies and procedures, but also on how the Libraries’
financial procedures could be more efficient, were particularly beneficial.
Although a few areas were singled out as needing some attention (compensatory
time, time cards), the report emphasized that…“the Libraries
maintain adequate financial and administrative controls and is in compliance
with Institute policies and procedures as they relate to the scope of
our review.” Processes and policies that needed immediate attention
were tended to. A re-visit by the Audit Department will take place by
the end of December 2003.
Budget
The first hints of a budget crunch became apparent during FY03. Early
in the year the Provost recommended economies be instituted to help ameliorate
possible income shortfalls in FY04 and FY05. The Libraries’ Administration
requested that all cost center managers economize as much as possible
during FY03. Through conscientious efforts, most departments were able
to return a portion of their authorized budget to the Libraries’
central budget. The savings were accomplished by keeping staff positions
vacant for a period of time as well as economizing operation expenses.
This effort will help the Libraries prepare for potentially tighter budgets
during the next few years.
The Libraries are appreciative of the continuing support provided by
the Institute Administration for the Libraries’ operating budget.
The high inflation rate for the cost of library materials has stretched
library material budgets across the country. Not many universities have
been able to maintain the support necessary to meet the inflation rate
– MIT has. This is covered in more depth in the Collection Services
section of the Libraries’ Annual Report. The Libraries also acknowledge
the support provided by the administration to fund a new technology staff
position. As the Libraries become ever more dependent upon technology
to provide support and access to services, well qualified and knowledgeable
technology staff are necessary.
Finance
The use of the MIT VIP credit card has increased within the Libraries.
Administrative Services has encouraged cost centers to use the VIP card
whenever possible. The time saved within the department, administrative
services, and centralized accounts payable is significant. Another change
that has increased the efficiency of the financial processes within Administrative
Services has been the re-designation of the Administrative Assistant position
within AS to Financial Assistant. This designation and reporting line
more closely aligns the position to the actual work completed. Since October
2002, financial processes have shown consistent improvement.
Sponsored Programs
The growth of sponsored programs within the Libraries has increased
activity in several ways. Not only has it allowed the Libraries to lead
and participate in exciting endeavors, it has brought new opportunities
for the Libraries, specifically Administrative Services, to become acquainted
with the requirements of “funded programs.” The funded programs
have fostered a close working relationship between the Libraries and the
Office of Sponsored Programs (OSP). A goal for the upcoming year will
be to streamline the reporting processes as well as to explore new opportunities
for sponsored projects.
FACILITIES AND OPERATIONS
Construction Projects
At the beginning of FY03, two large construction projects were underway,
funded by a combination of CRSP funding and gifts — Preservation
Services and the E. Martin (1944) and Ethel Wunsch Conservation Lab (Hallor
Associates, architect).
MIT
Libraries Preservation and Wunsch Conservation Center
Additionally, within Hayden Library, the 24-hour study room, the entrance/access
services area, and the Science Library reference area (Tappe Associates,
architects) were under renovation. The projects began in May and were
to be completed by the start of classes in September 2002 (actual completion
was at the end of October). With help and cooperation from various departments
in the Libraries, staff adjusted services, moved work spaces, and relocated
materials temporarily to make these projects possible. The result was
a modern, fully functional, preservation and conservation space and a
long overdue facelift to the Hayden entrance that enhanced the attractiveness
of the space, while making it much more efficient for users and staff.
The 24-hour and group study rooms have been well received by students,
staff and others around the Institute and help to meet the need evidenced
in The Report of the Presidential Task Force on Student Life and Learning
for more community space within the Institute. The impact of the renovation
within the Science Library is clearly evident. The MIT community is able
to gain access to this secure, safe facility at all hours using their
MIT ID card.
 
24-Hour
& Group Study Rooms and Science Reference/Hayden Access Services
Hayden Library
An outcome from the projects was the relocation of the Libraries’
training room from Hayden basement to the former Reserve Book Room (14N-132).
The new Digital Instruction Resource Center (DIRC) has garnered high marks.
The DIRC currently houses 21 training stations, an LCD projector, ADA
station and scanner. The goal is to improve the functionality of DIRC
as funds permit.
Facility Planning
Two planning projects made progress during the year. Moore, Ruble, and
Yudell, and Sasaki Associates completed a program statement and a preliminary
design for the Dewey Library for Management and Social Sciences. The proposed
facility will be an integral piece of the MIT East Campus project. It
is anticipated that this project will progress through final schematics
during FY04, once funding has been identified.
The second project began in October 2002, when the Provost charged and
appointed a Steering Committee to coordinate the planning of a new Engineering/Science
Library (ESL). The ESL Planning Committee, appointed by the Steering Committee
and comprised of library and facility staff, began planning during the
winter. Early on, the firm of DEGW was chosen as a consultant. Benchmark
data was collected during the spring. A workshop of library and information
professionals was held in April to assess the status and forecast the
future direction of engineering and science instruction and research.
The discussion helped inform the ESL Planning and Steering Committees
about factors that could impact the planning for the ESL and its ability
to meet the challenges presented by the 21st century. A preliminary program,
with potential sites identified, will be completed during the fall of
2003.
Stata Kiosk
A Libraries kiosk will be located on the ‘student street’
in the Stata Center. This kiosk will house technology to access the resources
of the Libraries along with an area where librarians can provide small
group instruction. It is anticipated that the kiosk will be ready in January
2004.
CRSP Projects
The Libraries submitted seven projects to CRSP for review and approval
during FY03. Of those seven, two were funded and will be completed in
FY04. The number one priority for the year was the creation of the Archives
Storage Center (ARC) in the Stata Center. This project includes state
of the art humidity control, compact shelving, processing areas, a secured
vault and a very high-end security system that could include fingerprint
recognition and moisture detection systems. The space will allow the Libraries
to provide a more secure, controlled atmosphere for fragile and valuable
materials presently housed on campus as well as materials returned from
RSC and the Harvard Depository. The project is to be completed in early
January 2004, with occupancy in late spring.
The second funded project is the construction of an ADA compliant rest
room on the first floor of the Hayden Library. When the Library was built
in 1949, there were no ADA requirements. Hayden Library had no restroom
facilities for disabled users. This ADA unisex restroom will be accessible
through the 24-hour study room. Construction is to be completed in September
of 2003.
Ergonomics
The Ergonomic Survey was completed in FY03. The Environmental Health
and Safety Office surveyed every workstation and job function in the Libraries.
The survey found that educating the end users and providing some new equipment
could solve virtually all ergonomic needs. The Libraries made a major
effort to purchase the majority of the equipment reflected in the surveys,
including eighty new chairs, thirty new keyboard trays and many specialized
pointing and keyboard devices. Few departments have made as concerted
an effort to meet the ergonomic needs of staff as the Libraries have.
Insurance
MIT has been confronted, along with other academic institutions, with
a substantial increase in the cost of insurance. Since the collections
of the Libraries are a major asset of the Institute, a significant effort
was made this past year to assess their value and the likelihood of loss.
A creative and workable solution was developed and agreed upon by the
Libraries and the Office of Risk Management. It insures the collections
for their value and replacement, yet reduces the premium.
PERSONNEL
Recruitment
The Libraries filled six administrative staff positions as a result
of serious searches during FY03, each falling neatly into one of three
categories. Two of the six were library department head positions –
Head, Institute Archives and Special Collections and Head, Engineering
and Science Libraries. Both searches required a pro-active recruitment
strategy, as well as significant time and attention on the part of the
Associate Directors for the respective areas, to build strong applicant
pools. Cost of living in the Boston area represented a major challenge
in recruiting for and filling these two positions.
Two of the remaining four positions filled were programmer positions in
Systems and Technology Services – one of which was a new position
created to support the Library Systems Manager. The job market was in
our favor in recruiting to fill these positions and we received a significant
number of applications for both. We were even fortunate to hire an MIT
graduate to fill one of the positions.
The final two administrative staff positions filled this year were temporary,
specialist positions. Both represented additions to the Libraries' headcount
and are funded by soft money. The position of Conservator was posted as
a two-year position, funded by an anonymous donor whose gift was designated
for the building of a conservation laboratory and implementation of a
conservation program. The Metadata Specialist position, another temporary,
two-year position, was recently filled and is funded by OCW project funds.
Both positions have the possibility for extension dependent on funding.
The number of support staff positions filled this year was 17 –
one more than was filled last year. Four of these positions were clerical
positions, two were full-time Library Technology Experts, and the remaining
were library assistant positions. Three of these represented internal
transfers.
Worthy of note this year is the number of former voucher employees who
were selected to fill these positions. One third of the new support staff
hires had been working for the Libraries as voucher employees. In response
to the decline in student interest in library employment, we have turned
to the voucher payroll to hire temporary help for carrying out what were
traditionally student worker responsibilities. These voucher employees
provide valuable support for lower level tasks which otherwise would fall
back onto the already full plates of support and administrative staff.
The added benefit is that we gain first hand experience with these individuals
and are able to more successfully assess their knowledge, skills and competencies
when they apply for regular support staff positions. The investment in
their training during their voucher status pays off as well for those
who end up joining the regular staff.
Our support staff recruitment program continues to be enhanced by MIT's
tuition assistance benefit. Local library school students seek out MIT
for this benefit, as well as the opportunity for gaining stimulating and
meaningful work experience in an academic library setting. Almost half
of the FY03 support staff hires are or will soon be enrolled in the library
school at Simmons College.
Recruitment initiatives related to sponsored research have become more
commonplace in the Libraries over the past several years with the development,
operationalizing, and federation of DSpace. During FY03 the position of
DSpace Programmer and Project Manager were posted and filled. Due to the
more immediate project demands and grant deadlines, searches to fill these
positions were generally somewhat abbreviated and fast-paced.
Retention
The Libraries’ termination rate remained stable this year at under
10%. Thirteen support staff left the Libraries' employ, five citing relocation
and one citing the desire for further education as reasons. Once again
the Libraries supported the growth of the library profession as three
support staff obtained librarian positions at other institutions after
completion of the MLS.
Three of the five administrative staff departures were attributed to
retirement. These long-term employees, who provided between 13 and 24
years of distinguished service to the Libraries, will be sorely missed
and the resulting vacancies represent significant restructuring and recruitment
challenges. The positions vacated were Head, Bibliographic Access Services,
Communications Coordinator, and Lindgren Librarian.
MIT Libraries remain competitive in the marketplace as a result of MIT's
commitment to improving librarian salaries. According to the recently
released (2002-2003) Association of Research Libraries (ARL) Annual Salary
Survey, MIT remains competitive in the standings of 114 academic and research
libraries, rising two steps from last year's ranking in Average Professional
Salary and an impressive eight steps in Beginning Professional Salary
(see below). Among the 22 selected peer institutions in this group, MIT
remains fairly competitive at 9th, just below Harvard.
MIT Improves Standing Among ARL Peers
| |
2000-2001 |
2001-2002 |
2002-2003 |
| Beginning Professional Salary |
15 |
17 |
9 |
| Average Professional Salary |
23 |
18 |
16 |
The special attention of the MIT administration to improving librarian
salaries, as well as the improvement in the vacation benefit, represent
significant strides in enhancing the Libraries' ability to attract and
retain librarians and other administrative staff. As the cost of living
in the Boston area continues to negatively impact recruitment and retention
efforts, it will be important for us to maintain and even enhance our
competitive position.
Affirmative Action
Despite the low minority applicant trend we traditionally experience,
almost one quarter of the candidates interviewed this year for administrative
staff positions were underrepresented minorities. With the appointment
of one of those candidates, the Libraries increased its minority representation
among administrative staff, which now stands at 5%. Offers were actually
made to two minority candidates this year, but we were unsuccessful in
one negotiation due to salary and cost of living issues. Minority representation
among the support staff remains higher than administrative staff at 13%.
Support Staff Reclassification Project
A significant amount of time was spent this year on the Institute's
support staff reclassification project. Hours were spent in collaboration
with the Libraries' compensation specialist from HR to discuss and plan
communication and job assessment strategies and the application of classification
and compensation policies in a systematic and equitable way. The Associate
Director for Administration and the Personnel Administrator kept staff
informed of procedures, process and project status through all-staff meetings
and e-mail communications. Since the Library Assistant job description
had not been revised for over ten years, the Personnel Administrator and
Compensation Specialist elected to meet with department heads and functional
groups of library supervisors to assess the daily business of the Libraries,
the current role of library assistants in carrying out their responsibilities,
the complexity of those responsibilities, and the impact technology has
had on daily work. From the information gathered at these meetings, they
created the Library Assistant Job Level Guide, a comprehensive document
that describes the Library Assistant I, II, and III jobs, outlining the
responsibilities, qualifications, and job descriptors for each. This tool
was then used by library supervisors to classify the library assistants
in their areas based on their review of individual responsibilities and
performance. These recommendations were reviewed by the Personnel Administrator,
Associate Director for Administration, the Libraries' Human Resource Officer
and the Compensation Specialist and, in some cases adjusted, before the
final review and approval of the Libraries' Steering Committee.
It is understandable that economic conditions limited the funds available
to fully address market and equity issues revealed through the process.
We worked closely with the Libraries' HRO and Compensation Specialist
to carefully assess individual salaries, experience, qualifications, and
performance and to apply salary adjustments accordingly with the limited
amount of funds. The most egregious cases were addressed first, of course,
with remaining funds allocated as equitably as possible within the established
guidelines.
The tremendous amount of work within the condensed timeframe did not
permit the resolution of some classification issues. Closer scrutiny of
the Local Technology Expert position is warranted relative to the Computer
Assistant classification. This issue, along with the development of a
process for position reclassifications and support staff promotions, will
be addressed in the coming year.
Rewards and Recognition
In late June the Libraries came together for the third annual Rewards
and Recognition Luncheon and ceremony where the collective and individual
accomplishments of 21 of our colleagues were recognized. Five individuals
and four teams received certificates of appreciation and cash awards as
part of the Libraries' Infinite Mile Program for their contributions in
the areas of Innovation and Creativity, Communication and Collaboration,
Results, Productivity, and Outcome, and Community (see Appendix
A ).
The Libraries' Spot Award program continues to be a success, with thank
you submissions up this year by 50%. The program consists of a monthly
drawing of four names from a pool of submitted “thank you’s”.
The award is $100 in gift certificates to vendors such as The Home Depot,
Amazon.com, and Simon Malls.
Training and Professional Development
Responsibility for providing training opportunities for library staff
is shared by many groups and individuals in the Libraries including Administrative
Services. The Libraries' Instruction Committee developed a reporting form
for collecting library instruction activity statistics, which was used
this year for reporting in-house training activity as well. Though the
form is not yet used universally throughout the library system, it is
anticipated that this tool will become a valuable resource in assessing
training activity in the Libraries.
For FY03 there was a total of 32 training sessions reported which provided
training support for 369 participants. These participants include both
administrative and support staff. The training sessions range from technology-oriented
programs (Aleph Staff-Mode Catalog, Eudora Tips and Tricks, Writing for
the Web, BrioQuery, EndNote), to local library skill development (Barker
Basic Reference, Census Data, Lexis/Nexis Overview), to general information
and personal skill development (Helping Patrons with Disabilities, Planning
an IAP Session, The Art of Presenting). Trainers were pre-dominantly library
staff members, with a few sessions facilitated by IS trainers or vendors.
More than half of the sessions took place in the Libraries' newly created
Digital Instruction Resource Center.
Two major training and development programs were not captured via this
above report form. In January, the Libraries, along with Harvard University
Libraries, co-sponsored "Library Management Skills Institute I -
The Manager", facilitated by the Association of Research Libraries.
A total of 34 attendees, evenly divided between Harvard and MIT, spent
three days at the MIT Faculty Club where they engaged in learner-driven
activities, developed specifically for academic library professionals,
to build skills and awareness in recognizing and expanding the ability
to influence others, making effective decisions, coaching employees, understanding
behavioral styles and preferences, working in groups and teams, and practicing
facilitative leadership.
The Libraries' Advisory Committee on Workplace Issues, in keeping with
one of its charges, conducted the session "What Do You Think?"
for some 20 new library staff members this spring. The program was designed
by library staff as a means of raising awareness about harassment and
to provide a formal orientation to the Institute's Policy on Harassment.
Attendance is a requirement for all new library employees.
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 and contribution to the profession and provided financial
support for travel, lodging, and registration fees to the two-thirds of
the administrative staff who participated in these activities last year.
At the beginning of this fiscal year the Libraries implemented a revised
policy for funding professional development activity, which, in addition
to revising funding rates, suggested serious consideration by library
staff of limiting travel to two events per year.
STAFF SERVICES
Delivery Services
The winter of 2002/2003 will likely go down as presenting one of the
greatest challenges to Delivery Services. Delivery Services staff were
resourceful in making deliveries amid variable weather conditions and
campus construction sites (particularly the Stata area). Even with these
additional challenges, the activity level of materials moved from the
RSC to the other libraries increased 11%.
Payroll
Internal record keeping of hours and policies associated with compensatory
time was clarified, triggering some new processes and procedures. A standardized
time card and a compensatory policy were devised and agreed to by the
Libraries and Human Resources.
In the fall, the Libraries adopted the “vacation tracker”
as provided by Human Resources for the management of vacation accrual.
This is in preparation for eventually integrating the SAP Payroll system
into the Libraries’ operations.
The Libraries are continuing to experience difficulty in hiring students.
The opportunities afforded MIT students in academic departments and labs
are more consistent with career goals as well as generally offering a
higher hourly pay rate. This has required the Libraries to turn more and
more to voucher, temporary employees. Although this has served as a good
pool and a testing ground for full-time regular employees when vacancies
occur, it does mean that the Libraries’ hourly budget is stretched
more now than it was three or four years ago due to the necessity of paying
EB on voucher employees’ wages.
AN OVERVIEW
All in all this has been a year of major accomplishments for Administrative
Services. Although the work of Administrative Services is not always visible,
the members of the department take pride in their work in creating the
infrastructure for the front line services of the Libraries and Institute
Archives. There are many day to day “emergencies” that each
member of the department responds to that are too numerous to mention
here. A day in Administrative Services is never boring and although each
day brings a new challenge, it also provides a “reward” –
knowing that the work, needs, or efforts of a colleague has been supported.
James L. Mullins
Associate Director for Administration
webmaster@libraries.mit.edu
This page was last updated on
Thursday, 16-Jul-2009 07:54:40 EDT
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