• Director's Statement
• Objectives & Outcomes
• Additional Notable Activities

During 2000/01, library staff directed much of their creative energy and focus toward ameliorating the effects of the Honnold renovation project on our services. Many staff members were in temporary quarters at least part of the year, and the disruption of their work had corollary effects on the work of other staff. Working out of two disparate locations, Central Support Services delivered the mail on time while coordinating moves of staff furniture and equipment. Bibliographic Access Services and Preservation staff worked in cramped, temporary quarters preparing new materials for use. Special Collections staff oversaw the moves of their valuable and often fragile materials and spent the longest period of time in temporary quarters. Two campus libraries played gracious hosts to these displaced Honnold staff members.

Although challenged by the necessity of moving all servers, associated equipment, and themselves first to temporary and then to new permanent quarters, the Information Technology staff played a key role in assisting with moves and keeping operational units and user services in business throughout the term of the renovation project. Materials Handling staff struggled with housing books for which no shelving was available. While many of our book and journal collections were unavailable, Interlibrary Loan and Circulation staffs labored to obtain materials for our users from our partner libraries and to reciprocate from our limited collections whenever possible. Instruction, Reference, and Information Services shared its space with Asian Studies. Reference staff members worked tirelessly to find creative ways to meet the needs of users.

The minimal disruption to our services during the renovation project is an exceptional tribute to all our staff. Further complicating the delivery of services was the time and effort required for dealing with the energy crisis. All staff worked together to provide services and keep units functioning under trying conditions.

From our experiences during the renovation and power outages, it is evident that our greatest strength is our staff. We also benefit from strong support for the Libraries from members of our campus communities.

Looking to the future, we will seek ways to build on the strengths of our staff and on our support from The Colleges. For the latter, we will continue to work on developing a better understanding of the needs of our communities and on building more effective partnerships to enhance our services and resources. For our staff, we will build on our investments that enable us to meet the needs of our user community along with the demands of a constantly changing and challenging environment. In support of this, we have put into place a management structure designed to improve communication and decision-making; during this year, we will continually assess its success for any revisions needed. Compensation issues for all levels of staff including part-time/temporary hourly staff must be addressed; salaries competitive with the market place are essential for recruiting and retaining highly qualified and skilled staff. In addition, we need adequate numbers of staff with the correct mix of skills and experience, and we must provide all staff with adequate equipment, appropriate technologies, supportive work environment, timely training, and other support that enable them to perform their responsibilities at the highest level. Opportunities for professional and personal growth play a key role in this support.

Individual staff, operational units, and our teams achieved extraordinary results in their work during 2000/01, and Tables 1a and 1b list several of these accomplishments. As in past years, we set out an ambitious plan for the year, and Table 2 summarizes where we fell short. Tables 3 and 4 set out our Annual Operating Plan for addressing strategic objectives during 2001/02. A set of support and/or management objectives is included in this Operating Plan; attention to these is essential for us to fulfill our strategic objectives.

Objectives & Outcomes

Objective	Outcome
Initiate a study of how/why students use library facilities, review programs that bring them to the libraries, and determine optimum use of buildings/space.	SGM studied and consequently modified the hours of operation to reduce the late nights by one hour Sun.-Thurs. and by two hours Fri-Sat. These times, in addition to being difficult to staff, were lightly used by users. This year will be a "pilot project" with continuing monitoring of usage and concerns from users. Sprague modified public photocopying to improve access to copying in the library and accountability for bound journal volumes.
Explore options for expanding virtual reference services.	Newly configured service for patron-initiated journal article requests (ingenta) now augments ability of our patrons to quickly acquire books from other locations (Link+).Report prepared on Virtual Reference; as first step, the Reference Team has recommended that we participate in a 24/7 Pilot Reference Project. We will promote existing services, e.g., "Ask a Librarian" to faculty, students, and staff.
Improve faculty understanding of how the Libraries and librarians can enhance student learning throughout the curriculum.
Establish standards for re-shelving books.	We have revised our staffing structure, adding a permanent, half-time staff position and increasing the number of student staff shelvers.
Continue Weingart retrospective conversion and cataloging projects.	Progress is being made and more of the collections are available via the opac (Blais).Gift collections were cataloged with Weingart money.
Initiate a "re-thinking of collections" vis a vis electronic resources, i.e., how they are funded, processed, accessed, and used.	Data purchased from Serials Solutions is available on our web site and lists electronic journals accessed by virtue of subscription to aggregators such as Academic Universe.
Develop workflow for "life" of electronic resources.	CD Workflow process has been implemented for new titles. Electronic resources being consistently catalogued.
Address periodicals specifically in a "re-thinking of collections."	Three SPT's completed their work--multi-disciplinary journal lines created to facilitate sharing costs of these titles; several databases moved to FirstSearch to maximize our access to item level full-text; and a new database access tracking system was implemented. New subscriptions particularly in biology were started with KGI and Weingart funds. Weingart also enabled us to fill in back runs of much desired titles.
Prepare for and begin implementation of preservation of collections initiative.	Preservation consultant from AMIGOS Imaging & Preservation Service completed a preservation survey of buildings, collections, and services. The annual-staff safety meeting was held in March.
Implement training in integrated system Web modules.	A working group has been established to discuss implementation of Millennium (web) Circulation; questions and one-on-one training addressed as needed in person and via email.
Develop plan for digitization of unique collections.
Begin review of Web sites.	Minor changes to improve access to specific resources and services: added a link in "Services" for Reference & Instruction, moved "Services" and "Hours" to the top of the Gen Info menu, and moved "Databases by Subject" and "Subject Specialists" to the top of the Research menu.
Provide space for direct links to reference and instruction services.	The Library Awareness and Reference & Instruction CPTs created a page that identifies these programs and services.
Continue office applications training.	Basic and intermediate Excel sessions and E-mail sessions conducted. Microsoft Press Interactive Training - Office 2000 for new users.
Objective	Outcome
Complete Honnold Renovation.
Return all services and relocate staff to permanent quarters.
Complete collections shifts.	General book collections shifts in Honnold are complete. Periodicals shift (pre-1990 on compact shelving) is nearing completion. The Special Collections staff with the help of volunteers were able to unpack and relocate 85%(?) of the collections.
Finalize furnishings, signage, and arrangement of Honnold and Mudd buildings.	A mix of various types of study spaces has been achieved.
HVAC replacement on Mudd side.	HVAC replacement is complete with areas in Honnold falling within a comfortable range.
Develop and implement plan for emergency power/lighting in Honnold/Mudd.	Emergency power and lighting has been installed on Honnold side of the building. All IT servers are on the emergency generator and all servers and networking equipment are on uninterruptible power supplies.
Begin investigating options for entry (MDI) system and possible new one-card system at The Colleges.	IT has gained considerable experience this year in working to accommodate the Pomona College community's use of a new card system.
Develop an assessment plan for library services in preparation for library review in conjunction with WASC.	Library Awareness did preliminary investigation and sent a report to the Directors and Team Leaders Group in the spring.
Review statistics on database use and their correlation with entry statistics.	Staff have been assigned to work on analysis of statistics.
Refine intra-library communication channels.	New organizational structure is in place.
Review and revise emergency team structure and functioning.	Emergency Preparedness Standing Team has been established with a defined charge; work is underway.
Develop a proposal for archiving college records.
Invest in staff through developmental programs.	Violence in the Workplace training was held along with MS Office applications training already mentioned. Other programs included those on emergency preparedness, CPR, and first aid. Keck funds provided for training on active learning and improving "one shot" learning sessions. In addition, individual staff attended workshops and seminars on information technology training, virtual reference, supervisory skills, and other topics.

Additional Notable Activities

• BAS coordinated improvements in Blais database of records for materials owned by the Libraries. The database of cataloging records was sent to Marcive for authority control. Marcive provided over 500,000 authority records and upgraded 370,000 bibliographic records with new headings.
• A Copy Center was established in the Honnold Mudd Library. In its first year of operation, the Center served a total of 8,154 customers. Peak periods of usage were October, November, and April. Although the copy center is open 9:00 am to 10:00 pm Monday through Thursday, noon to 5 p.m. Saturday, and noon to 10:pm Sunday, 75% of the customers used copy center services between the hours of 10:00 am and 6:00 pm. Additions during the year were a color copier, a higher speed production copier that includes a saddle stitch unit, and binding equipment. Copiers in the copy center are networked to the copy center computer, allowing documents to be electronically transmitted for printing. Staff is being trained in the operation of all equipment.
• The Copy Center also assumed responsibility for the public copiers located in various areas of Honnold/Mudd and the campus libraries. The public copiers produced 699,621 copies; copiers used most frequently were those located in the periodical section of Honnold/Mudd; least frequently used copiers were those located at Denison and Sprague. Again the peak period of usage was October, November and April.
• The CGU/CUC split was the impetus for review of our hiring and payroll procedures for hourly temporary staff (formerly student assistants).
• A special library team developed internal procedures for Honnold/Mudd staff to follow in the event of power outages and power switches.
• We have been very successful in filling vacant positions this year. Marsha Biscar (Library Assistant II) was hired as Information Desk Assistant in December; David Jackson (Library Assistant II) was hired as Circulation Assistant in January; William T. Hill (Library Assistant II) joined the Materials Handling staff in March; and Stanja Powell (Library Assistant III) joined the staff of Bibliographic Access Services in May.
  As a result of the dedicated work of search committees and the involvement of staff and other members of The Colleges community, we were able to staff the Web Administrator position and two librarian positions. In December James Otto transferred from his position as Digital Projects Specialist to that of Web Administrator; in March Sheri Irvin was hired as Government Publications Librarian, and in May Cindi Trainor was appointed Information Technology Coordinator.
• Preservation and BAS collaborated on processing the Russian collection. Designated portions of the collection were catalogued and items needing special treatment (photomounts, fumigation, binding, etc.) were processed.
• California Collection was catalogued and processed by Preservation and BAS.
• Migrated several periodicals indexing/abstracting services off our UNIX-based OVID system; these databases are now offered via web-based vendors.
• Redundant fiber was installed to Honnold/Mudd along with a fiber switch.
• I.T. provided support to the CARS Project Management Office; this included rebuilding their network and upgrading all staff and classroom workstations to Windows 2000 and Office 2000.
• Servers and computers used throughout the libraries were updated, including implementing new security strategies and applications as needed; additional III Millennium modules were installed.
• The Denison Librarian consulted on architectural plans for the Ellen Browning Scripps Reading Room (to be located adjacent to Denison Library), was involved in all steps of the development, and advised on the writing of a grant to the Ellen Browning Scripps Foundation to reprocess the papers - a project which is currently in progress.
• The Science Libraries undertook weeding and shifting of the bound journal collections in earnest. Duplicate canceled-runs of math, physics, and chemistry were withdrawn. Blais records were changed. The subject areas of emphasis for each building were used as guidelines for the location of the remaining run. Two incomplete runs were merged in the one location as necessary.
• A major organizational restructuring addressed communication and decision-making. The most significant result of this is biweekly meetings of a-newly constituted Management Council composed of operational unit coordinators, Leaders of Teams, the Associate Director, Assistant Director, and Budget Director and convened by the Director. The Council's primary responsibilities are to serve as a communications link to staff; to participate in developing, finalize, and implement Operational and Strategic Plans; to establish Teams as necessary for operational and planning projects and act on recommendations of those Teams; and to oversee the Operations Budget.
• The Instruction Group developed and implemented a booklet of library orientation activities for new undergraduates, to be completed during the first 3 weeks of fall semester. Called "Passport to the Libraries," the orientation involved students in a variety of activities, which introduced them to the four library buildings and to basic resources and services available through the Libraries. As an incentive to participate, students who completed all 16 Passport activities were entered in a drawing for prizes.