TWO YEAR FIVE YEAR

Program/Date PLAN PLAN

LIBRARY PROGRAM: ACTION PLAN 2015-20
REVIEW PROGRAM CITATION RESOURCE
RESPONSIBLE PARTIES DELIVERABLE DELIVERABLE
RECOMMENDATIONS AND RATIONALE IMPLICATIONS

PROGRAM PURPOSE AND UNIVERSITY GOALS

Need for additional
tenure-track and lecturer
librarians
AVP/Provost Funding will be needed Tenure-track and Tenure-track and
Library Self-Study/External
proportional to lecturer librarians lecturer librarians
Review/Faculty input from University and Program
CI's spring 2015 Continuous growth
Improvement meeting

“The library’s workforce has

been stagnant while campus
FTE has grown, creating
exceptional stress on public-
facing departments.”
(External Review, pg. 1)
Need for additional library AVP/Provost Funding will be needed Library staff in the Library staff in the
Library Self-Study/External
staff proportional to areas of: circulation areas of: Unique
Review/Faculty input from University and Program Collections,
CI's spring 2015 Continuous growth Interlibrary Loan,
Improvement meeting Technical Services
“Human capacity in the
library has been greatly
outpaced by rising student
FTE. There is inadequate
staffing for key public service
operations. All library staff
take shifts covering the front
desk on nights and
weekends, using between
twenty and forty percent of
their weekly shifts for desk
coverage.” (External Review,
pg. 5)
Need for additional AVP/LibraryProgram Funding will be needed Increase number of Double the number
Library Self-Study/External
student workers proportional to student workers to of student workers
Review/Faculty input from
University and Program 2009 levels (before from current (2014-
CI's spring 2015 Continuous
growth Library lost funding 15) levels to assist
Improvement meeting
due to furloughs) with: book
Library lost funding for processing,
student workers due to digitization, point
furloughs of services support,
closing support,
facilities support.
Sustainable student Library Self-Study/External CIO/Finance Funding will be needed Facilitate proper Review printing
printing solution; Review/Faculty input from to implement and printing system as
classroom and public CI's spring 2015 Continuous sustain a printing management necessary
computing equipment Improvement system that supports services or decline
meeting/Mission pillar of student achievement to serve as a
being student centered. and eliminates printing/IT service
distraction from Library point
“Persistent issues with core mission and faculty
campus technology create reassignment to IT issue
obstacles in the student
learning workflow. These
issues include a slow,
unreliable printing system;
spotty wireless connections
throughout the building,
including in classrooms
intended for mobile laptop
use; outdated and
inadequate classroom
equipment, such as aging
laptops, projectors with low
lumens and early-2000s-era
graphics resolution”.
(External Review, pg. 5)

Logical allocation of faculty

resources

ACHIEVING EDUCATIONAL OUTCOMES/ASSESSMENT

Dedicated Library Program
seat on General Education
Committee
Systematic curriculum
mapping to inform the
Library's information
literacy instruction
program
Sustainable alternative to
maintain Library’s digital
presence
At the time of the self-
study, this was not a
consideration- it has since
become a feasible reality
CI's General Education
Student Learning Outcomes
for Information Literacy
(3.1/3.2)
As the Library is key to GE
Learning Outcomes a seat
will allow Library to inform
committee on signature
assignment assessment and
contribute meaningful data
to CI’s electronic portfolio
system
External Review/ Faculty
input from CI's spring 2015
Continuous Improvement
meeting.
“A systematic curriculum
mapping project could aid in
minimizing duplicate
instruction, allowing the
library to expand instruction
in overlooked areas, without
putting an additional
instructional burden on very
busy library faculty.”
(External Review, pg. 2)
Resources can stay up-to-
date and accurate to support
student learning and faculty
research
Boost support to online and
distance learners
DEVELOPING RESOURCES TO ENSURE SUSTAINABILITY
Academic Senate approval Library faculty service Permanent Library
Permanent Library
commitment seat on the GE
seat on the GE
Committee. Library
Committee. Library able to collect and
able to work with contribute
faculty on meaningful
developing signature assessment data
related to GE
assignments,
outcomes 3.1/3.2,
targeted authentic
signature
assessments, etc assignment data,
etc. to CI's
electronic portfolio
system
Library faculty time Dual map exercise: In consultation with
Information Literacy
(i) Map the the faculty in each
Coordinator/Instruction
University’s current discipline, identify
Librarians
curriculum where in the
(including curriculum
identifying courses information literacy
offered online) and instruction should
(ii) map the entirety occur, and alter
of previous few information literacy
years’ library program’s focus as
instruction sessions necessary
Reference and Instruction Librarian and staff time; Identify services and Implementation
Librarians/AVP potential cost of replacement options and assessment of
hardware/software Library’s digital
presence
Update Library Bylaws
Unified Library
Management System
(ULMS)
At the time of the self-
study, this was not a
consideration- it has since
become a feasible reality
Develop instruction,
services and collection
development strategies
for distance and online
students
Develop plan for Library
physical space
considerations: faculty and
staff office space; Library
service points; Library
collections space; Writing
Center space, etc.
These Bylaws were created
in 2009 and need to be
updated
Taking advantage of
Chancellor’s Office support
Leverage resource sharing
across the CSU to benefit CI
students and faculty
Library Self-Study/External
Review
“The personalized research
help services the library
delivers on-site at the
Channel Islands campus
could not be affordably
replicated at other sites
without additional human
resources.” (External Review,
pg. 3)
Library Self-Study/External
Review
“Creating more space for
computing and desks would
help the Library meet
student needs during times
Library Program
Chancellor’s Office/Library
faculty and staff
Provost/AVP (for funding and
direction) /IT/Instruction
Librarians
Provost/Facilities/Academic
Planning
Library faculty time Expanded/updated Revisit Bylaws as
Bylaws needed
Staff retraining on new Begin Completion of
ULMS; Librarians will implementation of installation of
need to instruct CI ULMS ULMS; initial
students and faculty on assessment of
how to use new ULMS ULMS
Funding will be needed
Identify Strategies Strategies for
proportional to
for providing, providing, growing
University and Program
growing and and sustaining
growth. Additional
sustaining library library instruction,
librarians and staff;
instruction, services services and access
software/hardware;
and access to library to library
training
collections to collections to
distance and online distance and online
students students
Identify & explore Have in place a
options such as solid plan and
videoconferencing implementation of
by appointment for services as
distance/online identified in year 2
students and short report.
instructional videos
to supplement
information literacy
instruction.
Funding will be needed Revisit/amend
Develop
proportional to recommendations
recommendations
University and Program for accommodating
for accommodating
growth and sustaining
and sustaining
physical spaces
physical spaces for:
faculty and staff
Implement first
offices; service
steps of plan and
 of high demand.” (External points; space for advocate for
Review, pg. 1) library collections; completion of plan
Writing Center
Student feedback from space, Learning
assessment Resource Center
space

CREATING A LEARNING CENTERED ORGANIZATION/STRUCTURE

Update Library Strategic Ongoing assessment and Library Program Faculty/Staff time Updated Strategic Assessment of
Plan evaluation of University and Plan Strategic Plan
Academic Affairs Strategic
Plans

The Program Action Plan is an agreement among appropriate AVPAA and Program to implement recommendations that emerged during the program review
process. These recommendations were derived from the program’s self-study, the external review, administrator input, and the Continuous Improvement
review. Through the Program Action Plan, the goal is to integrate program review results into Academic Affairs planning and budgeting. To the extent that resources
and changes in program and division strategic priorities permit, the Action Plan identifies two-year and five-year targets for implementation of recommendations.