Libraries
by Ann Wolpert

Public Services
by Steve Gass

Collection Services
by Marilyn G. McSweeney

Administrative Services
by Keith Glavash

Technology Operations
by MacKenzie Smith

PDF version of entire Libraries report

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MIT Libraries
Annual Report FY 2006-2007

Administrative Services

In its primary role of maintaining the operational infrastructure of the Libraries, Administrative Services accomplished an impressive number of initiatives designed to improve administrative processes and to make the most effective use of the resources allocated to the Libraries by the Institute.  In areas of space, finance, and human resources, there were ample opportunities to improve the library system, ultimately adding value to its support of MIT’s teaching and research.  The Institute strongly supported the Libraries in all three of these areas:  thoughtful study and enhancement of critical library spaces, continued budgetary support for key information resources and programs, and a renewed commitment to HR practices that address important aspects of staffing.

A significant and broad-ranging organizational change within the Institute had considerable impact on the Libraries in FY 2007:  The Report to the Provost from the Ad Hoc Committee for Academic Computing Organization Review recommended that portions of Academic Media Production Services be moved to the domain of the Libraries.  The two units of AMPS which joined the Libraries on January first included MIT Video Productions and Distance Education Acquisition and Delivery.  These two groups comprise just under twenty staff and operate on a cost-recovery business model.  Their physical location is dispersed over three buildings: NE48, which is leased space in Technology Square, houses most of the Video Productions and central administrative staff; Building 9 houses a television studio, the master control room for Distance Education classrooms, and the encoding facility; and Building 35 is where the Distance Education staff have their office space.  The administrative requirements of implementing an organizational change such as this – as with all the various aspects of the Academic Computing reorganization – have been significant.  We expect to continue to incorporate the important work and activities of AMPS into the Libraries' organization over the course of the next year. 

Budget and Finance

Budget Support

Fiscal year 2007 marked the second year of return to more traditional budget allocations following the constricted years of FY2004 and -2005.  In addition to fully funding serials inflation as a base addition to the budget, the provost responded to numerous other library requests by allocating a substantial amount in non-base discretionary funds, allowing us the flexibility to prioritize needs over the course of the year and apply resources where and when they could be used most effectively.  The top priority in this category was the development of an image tool for the School of Architecture and Planning, a long-standing need voiced by faculty and librarians alike.  Discretionary funds were also targeted towards an initiative to deliver journal articles to student and faculty desktops, to aspects of our digital library infrastructure, and to disaster preparedness for library enterprise-wide servers.  A substantial portion of these discretionary funds earmarked for digital library infrastructure is being carried forward to FY2008 in order to take advantage of the most rational project sequencing.  In addition to serials inflation and discretionary funds, the provost also responded to our request for support to the faculty in the area of scholarly communications.  A three-year commitment for a half-time staff position was made, and the results of that additional resource have already been acknowledged very positively by the faculty.  The Libraries are deeply grateful for the level of support demonstrated by the Institute’s budget commitment.

Budget and Finance Topics

• Rebalancing:  This key component of the Institute’s strategy for long-term financial sustainability – set to be implemented in FY2008, but planned in detail in FY2007 – will impact the Libraries primarily in the area of monograph purchasing, to which the majority of our endowed funds are restricted.  In most subject areas rebalancing was easy to accomplish because general funds are combined with endowed funds to create the total budget allocation.  In only a few cases were restrictions and circumstances such that we could not accomplish the necessary rebalancing, and those were small dollar funds.  The Aga Khan fund for the study of Islamic Architecture is the Libraries' largest endowment, supporting collections, staff, and operations for the entire program.  Since there are no corresponding general funds, it was necessary to identify indirect support for the program, which is currently paid by general funds.  In the end, after considerable study and reassurances to the collection managers on the staff, the Libraries were able to accomplish 97% of their rebalancing goal.
• Audit of collections procurement:  The Audit Division carried out a periodic examination of the Libraries in FY2007, this time focusing on our materials procurement processes.  Results were reassuring, with only two suggestions for minor improvement of controls.  The report notes that the “core procurement processes and activities within the MIT Libraries are functioning as designed and provide a good control structure.”
• SAP Payroll system goes live:  Year One of the new SAP Payroll system was successful in that it further automated and improved several key processes. While continuing to maintain central oversight and coordination of the weekly payroll process, the Libraries used the new system implementation as an opportunity to delegate more responsibility at the local level for timesheet approval, as is appropriate under audit requirements.  New processes were also put into place and successfully carried out for salary certification.
• SRS vacation tracking:  The Libraries’ payroll team reviewed the process for tracking vacation and recently implemented steps to insure adequate tracking and use of vacation leave by sponsored research staff.
• Online Computer Library Center (OCLC) services through the Boston Library Consortium:  Last July the MIT Libraries began purchasing OCLC services (cataloging and interlibrary loan utilities, as well as some electronic resources) through the Boston Library Consortium (BLC).  We formerly purchased these services through NELINET, a regional affiliate of OCLC. The move to the BLC has been marked by significant improvement in terms of customer support and financial transactions.
• AA/BA group formed:  All administrative and branch assistants in the Libraries were asked to join a new support group formed by Administrative Services in FY2007, the primary purpose of which is to discuss and provide training in the Institute’s administrative systems and practices.  Each of these bi-monthly forums highlights a particular topic – e.g., travel, payroll, account reconciliation, procurement, etc. – with the latest information about how these processes should be carried out at the local department or branch level.
• Aleph Upgrade from Version 16 to Version 18:  This upgrade, implemented in October 2006, made relatively minor changes to the accounting features of the Integrated Library System.
• Server support costs:  IS&T continued to stabilize their server support pricing model, reflecting substantial improvement in affordability and predictability for “captured market” customers such as the Libraries.
• Cost analysis:  The Senior Financial Analyst in Academic Media Production Services has begun work on two cost analyses for the Libraries – one on photocopying and a second on DSpace storage.

Human Resources

Performance Review Process

An updated process for performance review was put into place in the summer of 2006, affecting both the Administrative and support staff.  This was the first update in at least two decades.  Following the new Salary Benchmarks and Salary Review processes which were implemented in FY2006, the revision of forms and timetable for performance reviews was a natural follow-on project.  There are two key features of the new process:

• Timing:  Formerly, all support staff performance reviews were carried out in the months of December and January, immediately preceding the support staff salary review, which occurs in late January.  Administrative staff performance reviews were scheduled throughout the year on the six-month anniversary of the staff member’s original appointment date, bearing no particular timing relationship to the administrative staff salary review which occurs in April.  The fact that many administrative staff performance reviews did not immediately precede the administrative staff salary review was a disadvantage from the standpoint of creating a strong connection between annual performance review and the merit ranking which guides the salary review.  The new process is designed to strengthen the connection in the administrative staff by grouping all performance reviews into the months immediately preceding the salary review, as was already the case with the support staff.  Hence, the following schedule has been put into place:  Support staff complete their performance reviews in the months of October, November and December, followed by their salary review in January.  Administrative staff complete their performance reviews in the months of January, February and March, followed by their salary review in April.  Although this had the effect of compressing administrative staff performance reviews into just three months – where they had formerly been spread over twelve – the closer connection to the salary review was determined to be more important.  Having completed only one cycle with such a schedule, it is too early to predict its ultimate outcome; however, early signs have been positive.
• Content:  Many of the criticisms of the old performance review process had to do with the criteria which were prescribed by the forms, with very little room for alternatives.  Therefore, much of our revision effort went into creating forms which allow more flexibility in applying the particular criteria which supervisors believe are meaningful and appropriate at this particular point in the career of a staff member.  There are also more explicit opportunities for employees to call attention to their needs for development from their supervisor or from the Libraries. 

Staffing and Recruitment

The Libraries’ recruitment program was moderately active in FY2007. Ten administrative staff positions were filled, representing a slight decrease in recruitment activities from the previous year. Only six positions were filled as a result of the serious search process, which is somewhat unusual for the Libraries. Four searches were waived. In two of these cases candidates within the organization who were highly qualified and whom we wanted to retain were appointed to the positions. To fill the vacant, endowed Conservator position, a highly respected and qualified expert in the field of conservation was recruited and hired. And finally, the traditional search process was waived and targeted recruitment strategies used to fill the position of Executive Director for the DSpace Consortium – a critical position with unique qualifications and experience requirements.

Interestingly, only half of the Libraries’ ten administrative staff vacancies in FY2007 were librarian vacancies – a fact that demonstrates the changing landscape of libraries. Two of the remaining five were positions in support of DSpace – those of Product Manager and DSpace Consortium Executive Director. Two positions were technology-focused, with responsibilities for programming, domain management, and desktop support. And the remaining appointment was to a circulation supervisor position, which while filled through the serious search process, was filled by one of the Libraries’ own support staff members. 

There was no recruitment activity among the sponsored research staff in FY2007.

The decrease in administrative staff and SRS recruitment activity was replaced by a significant increase in support staff recruitment. A total of 25 positions were filled in FY2007 – approximately 25% of the support staff. This represents a 45% increase from FY2006 and a more than 60% increase from FY2005. Ten of the positions were term positions of one- to three-year durations – a practice which enables the Libraries to assign staff resources more effectively as priorities and services shift and evolve. The majority of newly-filled support staff positions were those of library assistant, with just two administrative assistants and one computer support assistant appointed.

Applicant pools for support staff positions remain strong with a significant number of applicants possessing solid library experience. In many cases, successful candidates were enrolled or planned to enroll in library school, which supports the value placed by the Libraries, as well as potential employees, on the MIT tuition assistance benefit. One support staff recruit was a former MITemps program worker in the Libraries and two new hires came from elsewhere at the Institute.

The MITemps program continues to be a valuable resource that enables the Libraries to maintain its standard of high quality service and to carry out short-term projects in the face of staff vacancies and student recruitment difficulties.  In FY2007 the Libraries employed about one dozen “associates” through the MITemps program as Library Assistants as well as Librarians.

In response to the ever-present challenge to find librarians with sci-tech backgrounds, the MIT Libraries took a creative and direct approach to “growing our own”. With the departure of the physics librarian, the opportunity arose to use the headcount to create an opportunity for a highly-qualified library support staff member who is an MIT alumnus with a strong interest in the library profession. The three-year term position of Library Liaison for Physics was created to be mutually beneficial:  the Libraries and the user community will benefit from this person’s background in math and physics, and he will benefit from the Libraries’ and MIT’s support of his library degree. This is a unique opportunity for the Libraries to fill a critical void in the organization as well as the library profession, and for a support staff member and MIT graduate to gain valuable pre-professional and professional-level experience in the MIT Libraries environment.

For the first time in the Libraries’ history, we engaged the services of a search firm in FY2007 to fill the vacated position of Associate Director for Collection Services. The position, now re-titled Associate Director for Information Resources, merges within one directorate the acquisition and management of information resources with the processes and systems that support and promote their accessibility. We anticipated that the unique scope of this position, coupled with the critical position it plays within the Libraries’ senior administration, posed particular recruiting challenges and warranted aggressive and concentrated strategies for which we did not have the resources. The firm of Isaacson, Miller was retained to facilitate this search, which remains ongoing.

Affirmative Action and Diversity

Despite our focused efforts to create a more diverse workforce, none of the appointments to the administrative staff in FY2007 were underrepresented minorities. With the departure of one minority staff member early in the year, the administrative staff percentage dropped to 8%.  Minority representation among the support staff has consistently been and remains slightly higher at 10%.

In FY2007, approximately 15% of all applicants for administrative staff positions were identified as possible underrepresented minorities. This is a slight decrease from last year but still a significant percentage when compared to previous years. Unfortunately, half of these minority applicants did not meet the basic education or experience qualifications of the positions for which they applied. Although we did not find a successful candidate in the remaining half, we did conduct telephone screenings with these twelve candidates to give us a better understanding of their qualifications and to establish connections with them for possible future consideration. Of the twelve, only two met the basic job qualifications of the positions for which they applied and were brought to campus for full interviews. In the end, however, the successful candidates had both the basic and the preferred qualifications. 

Through our increased efforts to learn more about applicants who may be underrepresented minorities, we have become acquainted with several individuals whom we would like to recruit to the MIT Libraries in the future. In particular, we interviewed a candidate for a non-librarian supervisor position who is an underrepresented minority and who we believe could be successful in another type of position in the organization. Although he did not have the level of experience required for the open position, we believe that the MIT Libraries would be an excellent environment for him to develop his skill base and to support his interest in librarianship as a profession.  We have maintained contact with this candidate and hope to find a place for him on the Libraries' support staff, where he can take advantage of the numerous experiences and development opportunities that exist within our organization. In this case MIT’s tuition assistance benefit will be an attraction to employment here as well.

It was learned after the close of one of our librarian searches that our candidate pool included an underrepresented minority. We are on the lookout for positions within our organization that match her qualifications, with the hope that we may be able to recruit her in the future.

The Libraries also committed resources to development opportunities for minority librarians currently on staff. Our encouragement and nomination support resulted in the acceptance of a Librarian I into the Association of Research Libraries’ (ARL) Leadership and Career Development Program (LCDP). The LCDP is an 18-month program to prepare mid-career librarians from underrepresented racial and ethnic groups to take on increasingly demanding leadership roles in ARL libraries. Funding for this librarian’s participation (between $8,000-10,000) covers tuition, travel, meeting registrations, etc.  This is an exciting opportunity for the librarian to develop leadership skills and to learn more about the research library environment.  Beyond our support of this individual, this also represents a rare opportunity for the MIT Libraries to support ARL’s initiative to address the needs of research libraries as a whole for a more diverse professional workforce.

Travel funding was provided to one of our librarians for participation in the Joint Conference of Librarians of Color. Again, this was a welcome opportunity for the MIT Libraries to support a librarian in her own growth and development, and as she contributes to discussions surrounding diversity issues and initiatives in the profession.

Finally, the agenda for June’s Library Council Retreat – an annual event for library department heads and senior managers – focused the morning session on recruiting a more diverse workforce. We enlisted the assistance and expertise of individuals from MIT Human Resources and OED, who helped facilitate and participated in a lively discussion of the challenges we face in identifying, recruiting and retaining a diverse staff.  We explored and brainstormed strategies for what we/they as managers can do to break down barriers, develop and support diversity within our organization, and to identify and develop underrepresented minority librarians in the profession. This resulted in a list of action items for implementation next year and in ensuing years.

Retention

The Libraries' overall retention rate for FY2007 was roughly 85%, which is about 5% lower than the previous year. This is due in large part to the high volume of support staff departures – nineteen. Six of these were recent MLS graduates, five of whom found librarian positions in other organizations and one who took an administrative staff supervisor position within our own organization. One employee left to focus full-time on earning the MLS. Although the impact felt by the departure of these experienced and highly skilled staff members is significant, it is inspiring to us as an organization to contribute to the growth and development of these future librarians and to witness the value that employers place on pre-professional experience in the MIT Libraries. Relocation was the reason for five other departures, with educational pursuits and health issues among some of the other reasons.  In one instance, that of the only support staff to leave a technology position, compensation issues were cited. 

The retention rate for the administrative staff was higher than that of the support staff at 92%.  The Assistant to the Director, after working for several years toward an MLS, received her degree, along with a professional librarian position in the Boston area. Another departure was that of the Associate Director for Collection Services, who retired after nearly 18 years of distinguished service at MIT. Both departures were of significant impact to the Libraries’ administration. Of the remaining staff departures, one was due to the end of a term appointment and the others were the result of individual life choices associated with parenthood and outside interests. One librarian and one non-librarian took positions in other libraries in the Boston area.

Two of the Libraries’ six sponsored research staff members left in FY2007 at the end of their term appointments.

Library Staff Salaries

The latest data from the Association of Research Libraries (ARL) Annual Salary Survey displayed below is from fiscal year 2006. Although this data shows a disappointing picture of MIT’s average professional librarian salary in comparison to our library peers, we are optimistic about gaining ground in the future. The impact of recent allocations of salary funds to address equity and market issues will be reflected in the survey data next year and perhaps more significantly the following year. 

Table 9.   MIT Continues to Lose Ground Among ARL Libraries
(number signifies rank among all 113 libraries)

Among a group of 21 selected peer institutions in ARL, MIT advanced a single step forward in average professional salary. However, since Harvard advanced a single step as well, the gap between Harvard and MIT remains the same.

Table 10.  MIT Keeps Step Behind Harvard in Average Professional Salary Among Peer Group*
(number signifies rank among group of 21 peer libraries)

*MIT, Harvard, Berkeley, UCLA, Connecticut, Princeton, Columbia, USC, Dartmouth, Yale, UMass Amherst, Brown, Michigan, Northwestern, Virginia, UT Austin, Duke, Wisconsin, Penn, Georgia Tech, Purdue

As mentioned above, several salary allocations were received by the Libraries this year which will have a positive impact on our future standing among ARL peers. A small pool of dollars from the Compensation Office’s contingency fund was made available to the Libraries and applied late last year. These funds were used to address some internal equity and compression issues that existed among a few individuals in the Librarian I and II levels. As with all salary monies, the increases were applied judiciously and against a set of criteria which included individual job performance and organizational retention objectives. Not surprisingly, these increases were very well received and each librarian recipient expressed sincere appreciation for the Libraries and the Institute’s attention to salary issues.

Interim increase pools for both the administrative and support staffs were made available by the Compensation Office in FY2007.  These funds were used for a librarian promotion that was a result of the established promotion process, for off-cycle merit increases when appointment dates disqualified individuals from participation in the annual merit review, and for interim increases to retain several individuals. A comprehensive market review of librarian salaries is currently in progress in consultation with the Compensation Office.  On the support staff side, the interim increase pool represented a rare opportunity to address internal equity and compression. The Libraries were able to adjust the salaries of 14 individuals (about 15% of the support staff), bringing their salaries to a more reasonable position in their respective salary ranges. Criteria for the distribution of the funds included the staff member’s position in salary range, years of experience and performance rankings. Again, these increases were very well received by staff and were seen as recognition by the Libraries and the Institute of the value of their contributions.

A market review of computer support assistants conducted by the Compensation Office resulted in increases for a small number of library support staff in these positions in FY2007. Unfortunately, these adjustments came too late to retain one of these staff who departed to a higher-paying position outside of MIT. We are grateful, nonetheless, to the Compensation Office for their support in helping us bring these salaries closer to the market norm.

The interim increase pools, market reviews, and special allocations are tangible demonstrations of the Institute’s commitment to recruiting and retaining high-quality staff. We gratefully acknowledge the support of the Office of the Provost and the Compensation Office in monitoring and addressing salary issues in the Libraries. Attention to these issues is critical to ensuring our ability to attract and retain the best and brightest amid the challenges of a competitive marketplace and the high cost of living in the Boston area.

Rewards and Recognition

The Infinite Mile and Spot Awards continue to be valuable and meaningful programs for library staff. Although nominations for the Infinite Mile Award were down this year, the heartfelt appreciation and enthusiasm for colleagues and for the program were stronger than ever at this year’s event. The June 13th award program, “directed and produced” by the R&R Committee, was a spoof on “a night at the Oscars” and was a testament to the creative and fun-loving spirit of the library staff.  From the 29 nominations received, one team and seven individuals were recognized for contributions in the categories of Innovation and Creativity, Communication and Collaboration, Results, Productivity, and Outcome, and Community. 

The Spot Award continues to be a heavily used program for expressing everyday appreciation for a job well done, lending a helping hand or recognizing the “little things” that support a colleague or contribute to a collaborative effort. Participation remains steady at a monthly average of about 225 thank you notes. Four names are drawn monthly from the “thank you” pool and recipients receive $100 in gift certificates. The annual Infinite Mile Award event also includes the opportunity for the “last chance drawing” when four additional names are drawn from the pool of “non-winners” of the past year.

Plans for the coming year include a review and re-design of the program for the purposes of incorporating our new colleagues from AMPS and for rekindling the interest of library staff in the Infinite Mile program.

For the second consecutive year, library staff members took great pride in the recognition of a colleague through the MIT Excellence Award program. Our Library Systems Manager received an individual award for Innovative Solutions for her work in managing and developing Barton, for finding creative and innovative ways to solve problems and enhance system capabilities, and for sharing her knowledge and expertise with not only the MIT community but with the national and international Aleph community.

Other Human Resources Topics

• Promotions - One archivist was promoted in FY2007 in accordance with the established librarian/archivist promotion policy. In this case, the archivist was promoted from Librarian/Archivist I to Librarian/Archivist II. The process for this particular promotion through the professional ranks requires that the entry-level archivist, together with his or her supervisor, prepare a promotion plan that outlines development goals. This plan is begun approximately six months after appointment and promotion generally occurs after two to four years in the position. Criteria for promotion include independence and initiative in fulfilling responsibilities, demonstrated understanding of the mission and philosophy of the organization and the Institute, system-wide contributions, commitment to skill development, and increasing involvement in outside professional activities.
• Annual Staff Reception – The Libraries held its annual staff reception in January. This event is a time to celebrate the staff of the MIT Libraries, to introduce new employees, and to recognize the 10-, 20- and 30-year service milestones of library employees.  Seven staff members were recognized this year – four for 10 years of service; two for 20 years of service; and one for 30 years of service.  It is noteworthy that since we recognized our first group of 30 year service awardees ten years ago, there have been between one and five staff members in that category every year thereafter.  This is a testament to the dedicated and loyal staff in MIT Libraries organization.
• The January 2007 staff reception was also an opportunity to introduce and welcome staff members from Academic Media Production Services (AMPS), who became part of the Libraries' organization at the beginning of the calendar year. Library and AMPS staff alike were excited to meet new colleagues and to begin to think about the numerous opportunities for synergy and mutual benefit that this new organizational structure provides.

Facilities and Operations

New Engineering, Science, and Humanities Library

For the second consecutive year the Libraries worked to gain momentum and put firm plans into place for a new Engineering, Science and Humanities Library.  FY2006 saw the emergence of a potential scheme involving the combination of some space in Hayden (Building 14) with some space in the Walker Memorial (Building 50).  But by the fall of 2006 this so-called Hayden/Walker Concept was determined to be fatally flawed for a number of reasons.  With the spring 2007 meeting of the Corporation Visiting Committee on the horizon, MIT’s senior administration acted aggressively to identify other potential solutions to the growing inadequacy of the Libraries’ physical facilities.  The essence of that planning involves the renovation and expansion of the whole of Building 14 in several stages over a number of years, the final of which would include the north wing, once the School of Humanities occupants move into new quarters elsewhere.  By including the entire building and by adding high-density book storage, the facilities and program of the Libraries stand a very good chance of meeting the needs of the Institute for the next thirty years.

Space Projects for FY2007

• CRSP funded the renovation of the entrance and front desk in the Dewey Library (Building E53).  This deferred maintenance was triggered by the exclusion of Dewey from the New Sloan School Building Project.  It amounts to a very substantial improvement to the appearance and functionality of the Dewey first floor.  Now that we know Dewey will continue to be located in E53, there are a number of further space improvements to be made in the future.  As a precursor to that, a CRSP-funded study was also completed in FY2007 to determine that the floors on all three levels of the library can accommodate the weight of compact shelving.
• IS&T carried out a major upgrade of the network in Building 14.  Network problems in this building have plagued the Libraries for many years due to the location of our servers facility in the Hayden Basement.  The positive impact of the upgrade has been felt throughout the building and beyond, with a bump up in speed from ten to 100 megabits per second.
• A study was completed by MIT Facilities in FY2007 to examine potential water damage to library collections.  Problems were noted in Rotch, Hayden, and Barker libraries, with corrective actions begun and continuing into FY2008.
• A new Exhibit Space was begun with the generous gift of an anonymous donor to the Libraries; other gifts are expected to complete the project.  This handsome space is located on the first floor of the north wing of Hayden, between the Archives and the DIRC.  Once completed, it will be used to display treasures from the Libraries’ Special Collections.
• Minor changes to several areas of the Hayden Library were carried out with library funds:  shelves and workstations at the front end of the Science Library were rearranged to improve user space; a small private conference room was created out of a former closet in 14E-210, our central cataloging and acquisitions staff space; and a former darkroom in Document Services was emptied for repurposing as a workroom.

Space Project Pending for FY2008

• In the early spring of 2007 we learned of valuable compact shelving which was to be discarded as a result of the razing of the Dibner Institute (Building E56).  This shelving was nearly identical to what the Libraries had requested to be installed on the first floor of the Library Storage Annex (Building N57) for the FY2008 CRSP cycle.  Since the Institute had already approved that project for FY2008, we were able to persuade CRSP to pre-approve the expense of removing and installing the compact shelving in the LSA.  By doing so, the Institute realized savings of approximately $250,000 over the cost of new compact shelving, and completed the first floor portion of the project earlier than expected.  In addition, CRSP will fund new standard shelving on the fourth floor, allowing us to realize maximum capacity in the entire building.  Unfortunately no floors except the first can bear the weight of compact shelving.

Other Operations Topics

• Delivery Services:  A new support staff employee was hired to replace a MITemp, stabilizing staffing in the unit which performs an increasingly important role in the Libraries’ print materials delivery strategy.  That strategy included extending the delivery of Interlibrary Borrowing requests to all public service units in FY2007.
• New Administrative Assistant in Administrative Services:  A new MITemp joined the staff in August 2006, and was appointed to the in November.
• Streamlined Computer Capital Equipment Request Process:  For many years the Libraries have made use of a time-consuming process for requesting, reviewing and approving new computer equipment.  Much of that time and effort had to be spent on routine upgrade and replacement requests required to sustain the Libraries’ desktop computing infrastructure.  Led by the Head of Systems and Technology Services, a small group of staff designed a new process near the end of FY2007 to be implemented beginning in FY2008, which separates routine equipment upgrades from those which support new service initiatives.  By doing so we will reduce discussion and process time in deploying standard equipment, focusing instead on understanding and justifying the potential equipment investments which will move the Libraries forward in strategic ways.
• Capital Equipment and Special Project Funding:  This was formerly known as the Non-Computer Capital Equipment Process.  Just under $100K was allocated to library departments in FY2007 for the purchase of furniture, non-computer equipment, and minor space changes.  This followed a year of no allocation at all for this type of expense, so the list of needs was extensive.  We hope to avoid deferring such expenses if possible in the future, favoring instead a regular investment of annual funds.
• Incorporation of Academic Media Productions Services (AMPS):  In addition to the organizational, fiscal, and human resources impacts resulting from the incorporation of AMPS into the MIT Libraries, their space administration requirements are quite substantial in terms of location and complexity.  They are currently spread among three buildings – NE48, 9, and 35 – all of which will be in flux over the next few years.  There will be many space moves in the future as their role is redefined and solutions are identified. 

Looking Ahead

In addition to its regular operations, Administrative Services expects to focus special attention in FY2008 in several areas, including:

• Continued engagement in building and space planning for the proposed renovation and expansion of Hayden Library;
• Implementation of pro-active strategies for increasing diversity in our recruitment, staffing and retention processes;
• Implementation of any organization and process changes resulting from the appointment of a new Associate Director for Information Resources;
• The second round of staff salary market studies;
• Updating and revamping the Rewards and Recognition Program; and
• Continuing towards the full incorporation of AMPS into the Libraries organization.

Keith Glavash
Associate Director for Administration

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This page was last updated on 11/20/07