1. State of the CSUEB
Library
January 2014

2. Overview
1. Changing Environment for Academic Libraries
2. CSUEB Library 1994-2012
3. Strategic Directions
4. Strategic Planning Process

3. Changing Environment for
Academic Libraries
• Technological Change – The rise of the digital library
• Political/Economic Change
– Funding for higher education and costs to the students
– Privatization of higher education
– Need for accountability

4. 3 Eras of Library Technology
1. Paper Library (1900-1970)
2. Automated Library (1970-2010)
3. Electronic Library (2010-??)
Michael Buckland, Redesigning Library Services: A Manifesto, (1992)

5. Why do we need libraries when information
is available on digital networks?

6. Political/Economic Environment
Source: http://www.dailyfinance.com/on/college-costs-tuition-rising-student-debtinfographic/

8. Public support for Higher Education 1960-2009
Source: Why does College Cost So Much? Robert Archibald & David H. Feldman, 2011, p. 145.

9. Graduation Rates -- CSUEB
Source: http://collegecompletion.chronicle.com/institution/#id=110574

10. Increasing desire for assessment and
accountability
• Academically Adrift: Limited Learning on College
Campuses, Arum & Roska (Chicago, 2011)
http://csuh.iii.com/record=b2059204 (tons of other
recent books on higher education)
• How do Colleges demonstrate that they are worth the
cost to students/taxpayers?

11. Responses from Academic Libraries
• Redefining the Academic Library: Managing the Migration
to Digital Information Services:
http://www.slideshare.net/libraryviews/redefining-the-academic-library
• ACRL Value of Academic Libraries: http://www.acrl.ala.org/value/
• CSU Libraries Library of the Future Team (LOFT):
http://www.calstate.edu/library/documents/LOFT_Recommendations_Report
_v1_0.pdf

12. LOFT Goals 2013-2015
1. Launch the Libraries of the Future Initiative which will include:
2. Advance Print Collection Management Strategies
3. Transform Library Facilities and Services
4. Assess Library Impact on Student, Faculty, and Institutional
Success
5. Expand Shared Library Services

13. CSU Library Stats 1994-2012
http://www.calstate
.edu/library/content
/statistics/

14. Library Budget 1994-2012
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
*Library Statistics from CSU library statistics, available online at: http://www.calstate.edu/library/content/statistics/

15. Library Budget vs. Inflation 1994-2012
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
Total Budget
1994/95 Budget increased by inflation
Inflation rate calculated from: http://www.usinflationcalculator.com/inflation/current-inflation-rates/

17. Budget per FTES -- CSU Libraries, 2011/12
$700
$600
$574
$500
$441
$375
$400
$300
$204
$224
$226
$251
$254
$270
$278
$282
$282
$296
$300
$316
$321
$327
$385
$395
$332
$200
$143
$100
$-
2011/12 average budget per FTES = $305 // CSUEB = $226
$459
$462

18. Print Books Added to the Collection 1994-2012
25,000
20,000
15,000
10,000
5,000
0
1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

19. Why are we buying fewer books?
• Shift towards digital resources (ebooks, ejournals, databases)
• Through “big deal” packages, library patrons have access to
more journals than we ever had in print (currently110,287
ejournals. Centralized CO subsidies have increased access to
ejourals
• “Serials Crisis” – cost of library ejournal packages have been
increasing faster than the rate of inflation
• Flat library budgets lead to decreased buying power for
monographs if we want to maintain access to ejournals.

20. Circulation of print books, 1994-2013
250,000
200,000
150,000
100,000
50,000
0
1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
General Circ
Course Reserves
Linear (General Circ)

21. Why are patrons checking out fewer
of our books?
• Shift towards digital resources (ebooks, ejournals, databases)
• Use of Electronic Resources has increased drastically in recent
years (data in another slide)
• “Chicken or the egg” question – are we buying fewer books
because students and faculty don’t want them any more or is
circulation down because we don’t have as many new and
cutting edge titles in the collection? Both? Something else?

22. Books Added versus Circulation (for print)
25,000
20,000
15,000
10,000
5,000
0
1994/95
1995/96
1996/97
1997/98
1998/99
1999/00
2000/01
2001/02
2002/03
Books Added
2003/04
2004/05
2005/06
General Circ (div by 10)
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13

23. Physical Visits to the Library, 1996-2012
Gate Count per week
40,000
38,050
33,940
35,000
30,000
24,383
25,000
20,000
15,000
10,000
5,000
0
16,856 16,952
28,741
26,850
19,036
21,617
17,482 17,081
14,042
23,556
21,221
22,449
20,926

24. Visits per FTES -- 2012
Weekly Gate Count per FTES, 2012
3.5
3.3
3.0
2.5
2.5
2.0
1.5
1.0
0.5
0.0
2.4
1.9
1.9
1.8
1.5
1.5
1.5
1.2
0.7
0.6
0.6
0.4

25. Why are there so many students in
the library?
• Friendly, accessible service – recent customer surveys (2009 &
2013) indicate high levels of satisfaction with library employees
and services
• Only general computer lab on campus – provides access to the
Internet, printing, software and hardware support
• Few students live on campus – they need a place for group and
individual study
• Open longer hours than other places on campus
• Student Center for Academic Achievement
• Starbucks (not in library, but close)

26. Virtual Visits to the Library 2012/2013
• Searches in the Library Databases: 2,100,298
• Visits to the Library Web Site: 742,944
• Full Text Downloads of Library Articles: 797,633
• Full Text Downloads per FTES: 62
• Circulation per FTES: 6

28. Library Strategic Directions
• Library as Physical Place
• The Digital Library
• Library Collections
• Information Literacy
• Communication (Internal and External)

29. Library as Place
• New roof, new furniture, more
computers, electric outlets
• Increase the number of group study
rooms
• Develop areas close to the new west
window and the East entrance to the
library
• Consolidate book collections
• Improve wayfinding in the library

30. 3 Phase Plan
• Phase One: A Collaborative Study Lounge – phase one of the plan can
be accomplished immediately without significant de-selection or
shifting of the library collections. It focuses on creating a new study
lounge on the Lower Mall of the library and takes advantage of the
new natural light in the building to brighten up the lobbies on both
floors of the library.
• Phase Two: A New Roof – maintenance on the library roof has been
deferred for several years. It is essential that the roof be replaced to
protect library employees, patrons, collections, and study areas.
• Phase Three: Consolidating the Collection and Increasing Study Space
– phase three is a long term plan that will take advantage of the CSU’s
Libraries of the Future initiative to reduce the size the library’s physical
collection and develop new areas for student study. The library will
develop this phase as part of its strategic planning process.

31. Phase 1 – New Vista for CSUEB Library
• I. Lower Mall Collaborative Study Lounge
• II. Upper Mall Quiet Reading Lounge
• III. Remove Wood Paneling from both Floors of the Library
• IV. New Sign on the East Entrance of the Library

32. Phase 1 -- LM

33. Phase 1 – Furniture Ideas

34. Phase 1 – East Entrance

35. Phase 2 – New Roof
Library Leak Map

36. Phase 2 – New Roof

37. Phase 3: Consolidating the Collection
and increasing study space
• Reducing the Size of the Physical Collection
• Enhancing Group Study Areas and Classrooms with Technology
• Collaborating with Other University Departments
• Improving Way Finding in the Library
• Providing Services at the Library’s East Entrance
• Celebrating Diversity with Library Exhibits

38. The Digital Library
• New Library Web Site – updated and
evolving
• Better Integration with campus systems:
Blackboard, PeopleSoft, ect.
• Improved technology in the library –
updated computers, collaborative
technology
• Implement technology and procedures to
better evaluate use and effectiveness of
digital collections -- better analytics

39. Library Collections
• Books – fewer outdated, unused titles, (deselection), more new, current content.
Consolidation of print collection on one floor
• Collaborative collection management with
other CSU libraries
• Evaluation of Digital Resources and the “big
deal”
• Implement technology to increase efficiency
in the management of electronic resources

40. Information Literacy
• Evaluation and assessment of
student achievement in IL
• High Impact Practices and
Innovation
• Training and support for
instructors

41. Communication (Internal
and External)
• Outreach to students and faculty
• Assessment of library services
• Development and fundraising
• Communication between library
departments
(intranet, meetings, ect.)
• Better coordination and integration
of services internally and with
campus?

42. Timeline – Strategic Planning Process
• 5 Strategic Direction Committees (Winter-Spring
2014)
• Faculty & Student Focus Groups (Winter-Spring
2014)
• Library Retreat (Summer 2014)
• Publish Strategic Plan (Summer/Fall 2014)

43. 5 Strategic Direction Committees
(Winter-Spring 2014)
• Call for volunteers for each of the committees
• You could be appointed to a committee if there are not enough
volunteers
• Brainstorming sessions
• Communicate with library users and library employees
• Develop list of potential goals, objectives, priorities, hopes

44. Faculty & Student Focus Groups
(Winter-Spring 2014)
• Library Advisory Committee project
• Will talk with groups about how they use the library and the
topics of the strategic directions
• Possibly a survey

45. Library Retreat (Summer 2014)
• Committee Reports
• Reports on the Focus groups
• Discussion of Library Mission and Values
• How does the library contribute to the new Academic Affairs
strategic plan
• Some kind of “voting” on the various goals and objectives

46. Publish Strategic Plan (Summer/Fall
2014)
• Develop draft plan after retreat
• Ask for feedback from library staff and campus stakeholders
• Finalize and publish plan
• Figure out how to implement it

47. Library Mission
• The mission of the University Library at California State
University, East Bay is to provide user-focused quality services and
collections in support of undergraduate and graduate
programs, faculty research, and the general information needs
of the diverse community. The University Library provides access
to recorded knowledge in all formats regardless of ownership.
Consistent with the teaching mission of the university, the library
assists students in becoming information competent, critical
thinkers, and life-long learners. The University Library provides
physical facilities to foster individual and collaborative teaching
and learning and to encourage the exchange of ideas.

48. Library Goals
•
Identify, acquire, organize, preserve, and provide access to pertinent recorded knowledge to support
teaching, research, and creative activities.
•
Recruit, hire, and retain, quality faculty and staff committed to delivering excellent services in response
to the rapidly changing needs of the diverse user community.
•
Offer formal and informal instruction to promote information literacy.
•
Provide an easily accessible, user-friendly and safe environment that fosters teaching and learning for
both library users and library employees.
•
Apply appropriate technological innovations to achieve productivity and efficiency, as well as provide
library services to distant learners and information seekers.
•
Communicate library services to raise awareness and promote partnerships with university
organizations, other libraries and educational institutions, and local communities.
•
Create a forward thinking, dynamic organization that is responsive and flexible in order to achieve its
mission and goals.
•
Continue to improve the library’s effectiveness through systematic, ongoing outcome assessment.