Academic Affairs – Year-end Report – Part B – Planning and Assessment
LIBRARY
Mission:
College strategic objectives:
1.Create institutional repository for QCC
2. Increase faculty publications
Division strategic objectives:
1.Participate in university wide repository, Academic Works
2.Continue support for faculty by workshops on Academic Publication and copyright
Note: Relevant college-wide strategic objectives should be selected from the college’s strategic plan. Each division strategic objective should align with a college-wide strategic objective.
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Assessment tool in place
Excellent service (90%positve
surveys)
Target outcomes
Excellent teaching in information literacy
sessions
Excellent service at circulation and reserve
desks
Aleph version 21 working by Fall 2015
Implementation of Aleph version 21
Faculty ready to use Primo by Fall
2015
Implementation of Primo (cross platform
search tool)
Target usage, as shown in vendor
supplied statistics, to be
determined
Use of newly added databases and
eresources
Drop in student complaints about
noise and overcrowding
Creation of more quiet space and effective
library behavior policies (re noise, food,
sitting in aisles, recreational activity
Better collaboration between
library faculty and staff
Eliminate legacy functions that do not
contribute to the library’s mission
Faculty and staff understand one another’s
jobs and treat each other respectfully
Move of Media Services to ACC
Elimination of EReserve
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Actual outcomes
Assessment tool under development
Patron and staff surveys completed. Rare reports of
patron dissatisfaction have to do with unrealistic
expectations (e.g 3 week loans for textbooks).
Library staff were not given actual staff surveys but
trends were shared.
Implementation successful
Recommended action plans*
Complete development of assessment tool for one shot
instruction session and pilot use of tool
Based on reported trends our assessment committee is holding
regular meetings to address issues such as lack of
communication, lack of input from support staff and perceived
inequity in workload distribution
No further action needed at this time
Faculty reviewed Primo and decided that the
product was not sufficiently developed to be used
effectively with our students
Faculty continue to review improvements in Primo so that they
can revisit the decision to defer its use as our primary search
tool
New silent study space opened. Provides excellent
space for students
Still need to work on procedures to achieve appropriate use of
space (honoring quiet zones on the main floor, no recreational
use of library space and food policies)
Staff members started to attend library faculty
meetings
Accomplished
Note: Ereserve benefits are now available through
Blackboard
Acceptable level of improvement for now
Recognized that usage involves not only the
number of times a product is used or the cost
per download. Also need to consider the
impact of some products that appear to be
costly
Determine guidelines for retention of databases that take
into consideration both cost and impact
No further action needed at this time
Academic Affairs – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
1. Division strategic objective: Support college General Education Objectives (not specified in College Strategic Plan)- especially Pathways Objectives #2 (Use analytical reasoning to identify issues or
problems and evaluate evidence in order to make informed decisions) and #4 (Use information management and technology skills effectively for academic research and lifelong learning)
Department strategic objectives
Insure that information literacy
instruction is available to all QCC
students
Indicator(s)
1. Required non-credit course similar to
ST100
2. Increase in embedded classes
Expected outcomes
70% of QCC students receiving library
instruction
Action plan/timeline
Discuss request with VP and bring it to
Curriculum Committee
Who
Chair and Public
service librarians
Adequate and appropriate space for
use of college archives
Increase in space for archives and
exploration of grant funding for
digitization of some archival materials
Organized program of peer support in
place
Teaching observations by senior faculty
Archives are used in teaching and we
expect an increase in their usage
Discussions with administrators
regarding space
Chair and
Archivist
More library faculty using innovative
practices in teaching
1. Pair faculty members for low stakes
observations
2. Plan observations by senior faculty
members
All library faculty
Better assessment of teaching
Actual outcomes
2. Division Strategic Objective: Promote use of open source materials (as in EN 101 online handbook project).
Department strategic objectives
Continuation of OER incentives
Indicator(s)
Creation of at least 8 more OERs
by QCC faculty members
Expected outcomes
Dependent of funding for OER
incentives
Action plan/timeline
Support university wide OER initiatives and
find ways to fund from our own budget
Who
OER committee
and chair
Actual outcomes
Who
Library faculty
members
Actual outcomes
Who
Actual outcomes
3. Expand & support faculty use of CUNY’s Academic Works & other open educational resources
Department strategic objectives
Usage of Academic Works (CUNY
institutional repository)
Indicator(s)
Increase in submissions to
Academic Works
Expected outcomes
Action plan/timeline
Continue to make faculty members aware of Academic
Works and when it is possible to submit work
4. Maintain average faculty scholarship at 0.6 or above
Department strategic
objectives
Continue to assist faculty
members with scholarly
publications
Indicator(s)
Expected outcomes
Offering of several workshops on academic
publishing and related topics, including copresenting in CETL publication workshops
Positive comments on feedback
forms from faculty members who
participate
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Action plan/timeline
Academic publishing workshop planned for fall
semester
Co-presenting in any publication workshops
offered by CETL
Prof. Barbara
Bonous-Smit
Academic Affairs – Year-end Report – Part B – Planning and Assessment
5. Increase faculty publications in prestigious journals & presentations at national conferences
Department strategic
objectives
Monitor journal and database
subscriptions to insure that
adequate resources are
available to support faculty
scholarship
Indicator(s)
Reports from departmental
liaisons of faculty
knowledge of and
satisfaction with library
resources to support
scholarship
Expected outcomes
Improvement in faculty
awareness of resources to
support their scholarship
Action plan/timeline
1. Require reports from departmental liaisons about contact
with faculty members from academic departments
2. Institution of Marketing Committee to insure that faculty
members are aware of resources and services currently
available
3. Improvement of library web page so that faculty members
can find the journals they need
Who
Actual outcomes
Prof. Devin McKay
(faculty outreach)
Web Services librarian
(line currently occupied
by a sub; search to take
place in Fall 2015
6. Reach goal of over 6% FTEs online by 2018.
Department strategic
objectives
Improved library support for
faculty members involved in
elearning
Indicator(s)
Expected outcomes
1. Faculty satisfaction with library
portion of elearning institute
2. Faculty use of embedded
librarians and library
participation in Blackboard
Action plan/timeline
Who
Actual outcomes
1. Completion of search for Emerging Technologies Librarian
2. Involvement of Emerging Technologies Librarian in Elearning
Institute
3. Faculty outreach librarian working with Emerging
Technologies librarian to insure that faculty members are aware
of possibilities for embedded librarians in Pnet and Fnet classes
Emerging
Technologies
librarian and Prof.
Devin McKay
(faculty outreach)
7. Increase measured quality of online & Web enhanced courses based on Quality Matters rubric
Department strategic objectives
1. Make library website more usable for students who use the
library from off campus locations
2. Continue and improve chat reference to provide library
service for students who use the library from off campus
locations and at odd hours
8. Copyright compliance (not specified in College Strategic Plan)
Department strategic
Indicator(s)
objectives
Support college-wide
Fewer instances of copyright
compliance with copyright and issues in regard to course
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Indicator(s)
1. Usability studies of library
website
2. Increase in number of chat
reference sessions
Expected
outcomes
Expected outcomes
Action plan/timeline
1. Successful search for Web
Services librarian who has skills
needed for usability studies
Action plan/timeline
1. Participate in CUNY wide copyright committee
2. Offer workshops on copyright
Who
Actual outcomes
Who
Prof. Sheila Beck and
other faculty members to
Actual
outcomes
Academic Affairs – Year-end Report – Part B – Planning and Assessment
fair use law
Notes
•
•
•
•
materials used in the college
3. Establish departmental copyright committee charged with keeping current on
copyright issues and serving as a resource to the college
be determined
Add tables for additional division strategic objectives and corresponding department strategic objectives, as needed.
For each division strategic objective, the department should have one or more strategic objectives intended to support that department in the achievement of the division objective. Each department strategic objective should have at least one indicator (key performance
indicator) and one expected outcome, with an action plan and timeline to achieve that outcome.
At the mid-year point, the department reports partial or preliminary outcomes. At the end of the year, the department reports actual outcomes.
An indicator is the measurement by which the objective will be assessed. The outcome is the product of the work in support of achieving the objective. For example, if the strategic objective for Admissions is “to expand feeder high schools,” the indicator might be “applications
received from new feeder high schools,” and the expected outcome might be “at least one application from five new feeder high schools.”
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).