University Library Annual Report January 27, 2006 Context Today‟s academic libraries are in a state of transformation as we encounter a critical historic moment in the developme nt of scholarly communication. Changes in the relationship between our scholars and the publishing industry, coupled with the ascendance of digital access over print, place enormous pressures on research libraries to respond to the needs of our users both now and in the future. This emerging environment intersects all traditional disciplines and newly developing interdisciplinary fields. The UIUC Library is seizing leadership in this arena, providing access to and integration of resources in all formats. Our print archive provides us a competitive edge as well as enormous stewardship responsibilities, and we recognize that we will continue to change from a mostly physical presence dominated by print to an organization that offers a rich array of commingled digital and print resources, offered to our students and faculty where and when they need them. The UIUC Library has set itself the goal of being a leader in UIUC‟s intellectual development and an engine of scholarly innovation and excellence. Cutting across disciplinary boundaries and expanding the borders of knowledge, the Library will provide access to and integration of information, knowledge creation and learning, while continuing to provide a network of expertise that ensures value, quality, and authenticity of information resources and providing a set of attractive spaces that are places of scholarly community and discovery. UIUC Library Faculty will continue to expand their roles as educators and teachers of information literacy in all formats at the same time as they will continue to expand their roles as researchers, developers of new technology applications, and collaborators with faculty across campus. The UIUC Library will continue to steward its information resources for scholars and students here, throughout the state, and around the world and will expand its outreach activities throughout these communities. Transformation is wondrous to some and frightening to others. But without taking the steps to transform the Library to be a vital 21 st-century collaborator, the Library will become increasingly less useful to the community and UIUC will lose the competitive edge its great library has given it for more than a century. Overall State of Library That the University Library is one of the world‟s great libraries is beyond question. The investments made more than a century ago when University administrators recognized the need to recruit and retain excellent faculty to this aspiring university situated among the corn and soy fields of the Midwest have resulted in a library to which scholars come from around the world, both physically and virtually. Today, the riches of the Library‟s collections and the excellence of its faculty and staff remain critically important factors in the University‟s success. A collaborator and partner in the educational, research, public e ngagement and economic development missions of the University, the Library does much more than make available the resources and services needed for UIUC faculty to produce cutting-
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edge research or for UIUC students to learn; we do much more than provide important resources and services to the citizens of Illinois and to scholars around the world. We offer a wide array of collaborative services that provide the tools our faculty, students, and citizens need to navigate their way through increasingly complex information landscapes. Despite the University‟s recent best efforts to protect the Library‟s budget and despite the Library‟s many strategies to use its resources more efficiently, cumulative funding reductions and the constant diminution of purchasing power for collection materials have impacted negatively all parts of the Library: personnel, collections, and operations. It is increasingly difficult to continue to meet the growing demands and expectations of the UIUC community. We can no longer provide access to much of the scholarly content faculty and students need nor can we provide as robust a set of services as they require. Additionally, many of our facilities are deteriorating badly, damaging our collections and offering spaces that are ill-suited for the ways in which people use research libraries in the twenty-first century. The Library has tried to protect both the collections budget and its permanent employees. The continuing increases in the prices of scholarly materials, the fall of the value of the U.S. dollar against other currencies, publishers‟ bundled journal packages, and the continuing proliferation of scholarly output have resulted in drastically reduced buying power. Instead of being able to provide more information resources, or even to hold our buying constant, we have had to cancel 1214 serial titles since the start of FY04. At the same time, the rise of interdisciplinary scholarship at the University has created increased demands for new content and for subject expertise we do not have and cannot afford to acquire. We invested the increased budget support we received this year primarily in our collections, enabling us to partially offset the ravages of price inflation and dollar devaluation. However, our budget still remains well below that of our peer institutions; UIUC ranks 15th among North American research libraries in total library expenditures and 19th in total material expenditures (FY04 figures). As the graph below shows, we rank 6th in the CIC for material expenditures, falling behind Michigan, Penn State, Chicago, Ohio State, and Indiana and with a gap of $6.4 million between UIUC‟s and Michigan‟s FY04 expenditures for library materials. We are aware that Minnesota‟s materials budget was increased by $2 million this year, which will move them ahead of us by more than $1 million. See Appendix A for a 40-year comparison of UIUC with its top 5 peers, Appendix B for CIC comparative data and Appendix C for a recent study comparing UCLA and UIUC library acquisitions in several non-science disciplines.
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Library Materials Expenditures 1994-2004
Michigan Pennsylvania State Chicago Ohio State Indiana Illinois, Urbana Minnesota Northwestern Iowa Wisconsin Michigan State Illinois, Chicago Purdue 0 4,000,000 8,000,000 12,000,000 16,000,000 20,000,000 2004 1994
Over the last four years, the Library has reduced staff size by about 67 FTE, including 7 full-time positions by attrition, with the remaining 60 FTE comprised of losses in funds to support graduate assistants and student workers. We were able to restore part of our student wage budget in FY05, which allowed restoration of some hours of operation that were reduced at the beginning of FY05, but the recent increase in the minimum wage has further eroded our ability to employ sufficient student workers to carry out such tasks as shelving and staffing circulation desks. Salary Needs The UIUC Library‟s standards are as high as the campus‟ for hiring and retaining excellent Library faculty and academic professionals. Unlike disci plines in which there continue to be large surpluses of qualified faculty, reliable data confirm the developing crisis in academic librarianship: a growing gap between the numbers of academic librarians required in the next decade and the numbers of librarians available. Without sufficient funds to attract and retain the very best Library faculty and academic professionals, this Library will not succeed in fulfilling the role the University‟s faculty and students expect and require. Along with most other units on campus, the Library‟s salaries lag well behind peer norms. In comparison with other Association of Research Libraries (ARL) members, we rank third in size of collections, but 13th in beginning salaries and 45th (a drop of 6 places from last year) in average faculty salary. Among the CIC institutions, we continue to rank 6th in average faculty salary. We continue to experience severe
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compression problems that affect over half of our library faculty. Our median salary, at $52,265, is 69th among ARL institutions [a drop of 7 places from last year) and 10th in the CIC. This means half (51) of our faculty have salaries compressed between $45,000 and $52,265, a range of only $7,200. There is also a problem with faculty whose salaries fall into the second upper quartile. Most of them are tenured, are our unit heads and other middle managers, and have been here at least 8-10 years. Loyal and highly skilled professionals start to see that their salaries are considerably below new hires and thus become discouraged and in many cases, seek jobs elsewhere. When one of them leaves (most are too young to retire), the salary required for a new hire often well exceeds the amount that we were paying the person who left. We require $200,000 to raise the level of faculty salaries to peer averages and to decompress the most severely compressed salaries. Recognizing that this will not be possible in the current economic climate, we proposed two years ago to decompress salaries over a period of four years, at a cost of $50,000 per year. Two years ago we received $50,000 from the campus for equity, some of which was also used for academic professionals. Last year we did not receive additional equity money from campus, but provided it from our own budget. The Library‟s budget will not support this level of expenditure in the future without additional funds. Opportunities and Strategies The IDEALS initiative continues to offer exciting opportunities to preserve digital scholarship, as well as to increase our know-how in this evolving enterprise through collaborative research with campus units and external partners. IDEALS (Illinois Digital Environment for Access to Learning and Scholarship— http://ideals.uiuc.edu), which we are building with CITES, is the capacity for the University to store and provide reliable and persistent access to UIUC digital materials and scholarly content. This past year we hired a project coordinator and research programmer, organized working and functional groups, set up an organizational structure, and developed and vetted policy guidelines for collecting digital content in the IDEALS repository. We have installed repository software and are working with several units and programs (ACDIS, Global Studies, Fire Services Institute, Social Work, the Ninth Letter) that have agreed to becoming “early adopters.” Further, the Library is collaborating with the University of Michigan through the CIC to identify successful strategies to promote faculty uptake of repositories, possibly with support from the Andrew W. Mellon Foundation. A Library/GSLIS collaboration received a three-year $2.7 million grant from the Library of Congress‟ national digital preservation partnership (NDIIPP). As we enter the second year of the NDIIPP grant, we are exploring with NCSA the development of a scientific data archiving model; UIUC will host a national digital preservation symposium in 2007 with the Library of Congress‟ support. We also are poised to put in a bid for the Library of Congress Phase 2 digital preservation funding program in 2006. Additional follow-on funding opportunities have arisen to develop related services and to carry out digital preservation and information management research, including the BRAIN project (developed by John Unsworth and GSLIS) to develop a referral service that provides information about related research works to scholars who deposit their works in IDEALS.
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It is clear that the Library cannot operate its system of more than 35 units as it has in the past. We are continuing to consolidate units and services so as to use our financial resources as effectively as possible, but physical space constraints keep us from carrying out more consolidations. It is also clear that the 20th century monolithic department library model is not appropriate in the 21 st century; different models of service are required to serve faculty and students in different disciplines. Our strategies include developing an array of these models as we look toward the future. Most of UIUC‟s students and faculty want to access new materials online (and many of them still expect the Library to collect the same material in print to assure its long-term access). Usage statistics show that about 4 million full-text documents were downloaded in 2004; we expect more than 5 million documents will be downloaded in FY 05. The shift to electronic publishing has required a parallel change in internal procedures. The many details related to working with electronic publications necessitate a highly labor-intensive operation that requires knowledgeable and skilled professionals who must negotiate complex contractual agreements. Instead of routinely binding a volume after all the issues have been received and then shelving it, the electronic versions require that we provide technical support to investigate all sorts of access problems that arise at the publishers‟ sites, in the campus environment, or in individuals‟ home and office environments. We are meeting the needs of these procedural shifts by realigning and re -tooling staff, but it is clear that our staffing levels to address these needs are severely taxed. While we have approximately 3.0 FTE dedicated to electronic resource acquisition, licensing and trouble-shooting, other libraries (including ones of far smaller size) report far more substantial staffing levels. For example, Purdue University allocates 10 FTE to these same tasks. We are also committed to redesign staff jobs to make them more satisfying. The recent restructuring of library positions by the Illinois Civil Service agency has aided us in reviewing and properly classifying all of our civil service jobs. The new crossdepartmental team of staff who provide help in areas with cyclically predictable demands (e.g., reserves, interlibrary loan) also provides staff job enrichment while helping the Library cope with rising service demands. Facilities and Services Chancellor Herman provided funding for the campus to engage the architecture firm Shepley Bulfinch Richardson & Abbott to produce a conceptual framework for the eventual renovation of the Main Library. Built in the 1920s, with six additions through the 1980s, the building challenges us in many ways. Its physical infrastructure is in a state of severe deterioration and its interior spaces no longer provide facilities for twenty-first century library users. Our current attempts to consolidate libraries and services within the building offer a unique opportunity to restore the building to the vision its original designers held. Many of the departmental libraries outside of the Main Library are similarly deteriorated and outdated. It is critically important that we have facilities that will enable us to meet the needs of our collections as well as our users whom we wish to flourish in the emerging information and learning environments.
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The Oak Street Shelving Facility provides an opportunity for us to free up space in the departmental libraries and to reconceptualize and reconfigure the central bookstacks. We have begun to re-arrange the remaining volumes in a more logical way, to re-integrate partial collections that have of necessity been housed in different areas of the bookstacks, and to provide user space that allows for easier consultation both with the collections themselves and with the librarians and staff who provide advice to our users. As a result, the bookstacks will become a friendly and accessible environment, within the limits of the structure and its lack of environmental controls. Similarly, department libraries are identifying additional volumes to transfer to the Oak Street facility, freeing more space for their remaining collections. The Board of Trustees has approved the second module to the Oak Street facility, which will provide storage for as many as two million more volumes. We plan to implement a number of additional strategies in the coming year to improve service while using our resources more efficiently: Build a Learning Commons, with CITES, in the Undergraduate Library—a model program to create an environment that provides students with computing resources and an array of information services and content designed to meet student needs and work habits; Consolidate more access services in the Main Library; Initiate planning for a scholarly commons in the Main Library ; Implement and move beyond early adopter stage of the IDEALS digital repository, exploring with CITES, NCSA, and GSLIS strategies to support faculty and student needs related to the archiving of digital data sets and other research materials; Create a formal assessment capability by following through on recent recommendations from an ARL Assessment Team, with an initial aim of identifying benchmarks, statistical data collection, and other assessment infrastructure elements; Implement two electronic services to provide one-stop searching across many eresources and direct links from a journal citation to the full text of e-journal articles; Re-design the Library‟s virtual Web presence and service offerings, and implement them in the context of a Web content management system so they can be more easily updated, and organized with a cohesive look and feel; Provide access to the Library‟s resources through the University portal pilot initiative; Participate in the development of University 101 and other information instruction opportunities; Continue to expand electronic reserves and when technically possible to integrate these readings into the Illinois COMPASS learning management system to provide more seamless access for students and their teaching faculty; Recentralize many of the technical services operations that were decentralized two decades ago and reduce duplicative processes; implement new organization of cataloging, incorporating work that provides access to digital materials; Develop more interdepartmental and interdivisional staff teams to perform routine operations that are replicated in most public service units.
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Collections and Preservation The collections budget is in considerable distress. Three recent requests for additional base budget funding exemplify the serious need for additional funds: 1) The American Bar Association has cited the Law Library‟s acquisitions budget as inadequate. Dean Hurd has indicated that it will be sufficient, although far from ideal, to bring that budget to the median level for all current law library collection budgets; this requires an additional $300,000-$800,000. 2) Recent focus on bioscience research has increased demands for access to life science journals. The Provost has provided $200,000/year for two years for the Library to extend UIC‟s licenses to selected journals to UIUC. We are currently analyzing the data but preliminary results show several thousand downloads of articles that were previously available to our researchers only through inter-library loan. We require $200,000 of additional base budget funding to support access to these titles beyond FY06. If these funds are not made permanent and if access cannot be extended, UIUC researchers in these areas recently identified as the focus of one of the campus‟ interdisciplinary priorities will be seriously disadvantaged. 3) Our East Asian collections have fallen to 19 th place in both size of collections and budget. With increased focus on campus for international studies and our outreach to the Asian educational and business markets, our low ranking reflects our need for additional funding for all acquisitions related to our global initiatives. These examples are just that: examples of the many areas in which the Library is unable to provide sufficient content to support excellent research and teaching programs. A minimum of $1 million added to base collection budget funds is required to improve our investment in collections that support the key areas of focus identified by the campus. Preserving our collections remains a primary responsibility of great concern. Collectively, they rank among the University's most significant capital investments totaling well over $1.5 billion in replacement value. Regrettably, substandard environmental conditions in the Library accelerate their physical deterioration, often irreversibly. The Main Library's building envelop and supporting mechanical equipment remain unsuitable, resulting in leaks throughout the building and wildly fluctuating climatic conditions that threaten both general and special collections. The challenge posed is exemplified by our inability to protect the precious Hemispheres paintings that grace the grand stairways from water damage. On campus, the Geology Library, Archives Research Center, and the Biology Library experience numerous leaks that endanger unique materials and require regular monitoring for water and mold damage. Although some facilities improvements are underway, much more needs to be done. (See Appendix E for a list of current and planned facilities improvements). Over the past three years we have made a concerted effort to increase access to materials that we already own. For example, a $1 million grant from the Mellon Foundation enabled us to upgrade approximately 1.3 million catalog records, making them more accessible to our patrons in the online catalog. We have also just submitted another proposal to the Mellon Foundation to catalog approximately 70,000 rare books that we had acquired but not made intellectually accessible. Additionally, we are near the end of re-engineering our technical processing organization to streamline workflows and enhance our ability to make all formats of materials easy for users to find.
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The University Library relies increasingly on the Internet and information technology to provide access to our considerable wealth of resources. As the Library increases the number of digital initiatives that make our collections and resources accessible to a wider audience, additional technology professionals are needed to develop and maintain the technical infrastructure of this organization, which has grown considerably over the past five years. Library faculty net, on average, $500,000 annually to support applied digital library research that is recognized internationally for its results-oriented significance and usefulness. We are seeking new sources of collaboration with organizations like CITES, NCSA and GSLIS and external partners such as OCLC, the CIC, CRL, and the Illinois State Library to maximize the potential for securing more permanent human and technical infrastructure. Our participation in the development of the Illinois Informatics Initiative (I3 ) is very important to the success of our future activities and directions; the I 3 collaborative environment has the potential to stimulate further important contributions to digital library development. Additional collection strategies include: Cancel print abstracting and indexing titles as appropriate, replace them with electronic access, and continue to monitor use of the electronic versions to assure best value; Cancel print subscriptions in favor of electronic whenever a publisher provides a trusted archive or when we can negotiate archiving of print with our UI sister libraries or with CIC libraries; Add electronic backfiles of important journals, reference books, and other useful materials to provide easier access and save shelving space in departmental libraries; Develop a last copy print archive with our sister UI libraries, and explore extending this to other academic libraries in the state; Focus renewed collection development efforts in building unique research material in all formats for future scholarship; Evaluate participating in Portico, a new service that promises to preserve and archive journals published by commercial and non-commercial organizations; Participate in a CIC pilot program to collectively purchase one print copy of journals published by Wiley and Springer (both scientific publishers), while maintaining electronic access, reducing subscription and processing and storage costs;
Recruitment and Retention Efforts Academic libraries face shortages of talented librarians and library leaders in the coming years. The Library has created several opportunities to improve both situations and continue to seek other opportunities. With funds provided by Dr. Herman, we are hosting two post-doctoral fellows in the Council on Library and Information Resources‟ new program designed to attract humanists with recent PhDs into the profession; GSLIS is providing the curriculum for the group‟s two-week training sessions and for monthly seminars delivered by LEEP technology. With funding from IMLS, we are collaborating with GSLIS and the Indiana University Library and Li brary and Information Science program to create programs to educate and train digitally-savvy librarians. Under the aegis of ARL, and together with Columbia University, UCLA,
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University of Texas, and University of Washington Libraries, we have created the Research Library Leadership Fellowship program; 20 potential library leaders, including one from UIUC, are participating in a two-year program, which began with a 5-day Institute at UIUC in February 2005. In partnership with GSLIS, we are now spearheading development of a program in the Midwest to attract minorities to the profession; we are currently seeking federal grant support. If we are to thrive in the future, we must continue to participate and invest in these types of programs, but they are costly in terms of both money and time. As we look towards the future, it is clear that access to content and the expertise of Library faculty and staff will be the key factors of the Library‟s success. The last decades have taken their toll on the collections, both in terms of lack of resources with which to purchase or license content and in the deterioration of their physical containers (i.e., books, tapes, photographs, etc.). They have also taken their toll on staff. Although many Library faculty and staff look forward eagerly to implementing new ways of meeting user demands, some Library faculty and staff understandably feel threatened by the changes already introduced and the proposed future changes that are necessary for the Library‟s continued relevance. Despite our considerable investment in training and professional development, some staff still feel unprepared for the new skills that are needed. Comparatively mediocre salaries and poor physical working conditions additionally fuel low morale. The reduced service hours during the recent Holiday season provided a needed, but temporary, lift to Library personnel. It is critically important that we find additional ways to reward this loyal and hard-working group of people who provide the backbone of support for UIUC faculty and students as well as for the many citizens of Illinois who use the University Library. International Opportunities As pointed out in last year‟s annual report, the Library has exceptional international collections, staff, and services, which we promote not only to the UIUC user community but to users around the world. These resources allow the Library to serve as a bridge between University of Illinois faculty and students and the world of learning and information beyond our borders. Our 2003 International Strategy http://door.library.uiuc.edu/administration/services/policies/library_intl_strategy.ht m laid the foundation for our future work. The recent appointment of a Global Studies Librarian (funded by the Center for Global Studies) and librarians with language skills and intense knowledge of the cultures of many countries are helping strengthen the Library‟s focus. Over the last few years, the Library has increased its recruiting activities to reflect our international character, hiring specialists in Russian, Chinese, Japanese, the Middle East, South Asia, Portuguese, Spanish, and Italian and recruiting faculty and staff from England, Togo, France, Australia, Pakistan, India, Japan, and China. These librarians and the collections they develop and maintain are perceived by some faculty to be „icing‟ on a cake that we cannot afford. However, we believe that we cannot afford not to support these critical resources, which provide the backbone of support for UIUC and other scholars. UIUC has attracted grant funding for a remarkable number of international centers, and with these comes some support for specialized Library faculty (e.g., Korean, Global Studies) and expanded collections. Our
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challenge is to find $250,000 to continue these positions when the grant funding ends. Since its inception in 1991, the University Library and its partners in Illinois have benefited from the presence of librarians from around the world who have come for training and professional development to the Mortenson Center for International Programs. Many Library faculty have established long-lasting professional relationships with their international colleagues, and such contacts have improved our ability to deliver services to users. Partnerships with the Japanese Association of Private University Libraries, Sungkyunkwan University, South Korea‟s most prestigious institution of higher education, and South African universities, among others, come as a result of the Mortenson Center‟s work. The Center has received grants from the Carnegie Foundation, the MacArthur Foundation, the Institute for Museum and Library Studies, and the Illinois State Library for training and assessment programs in the State of Illinois and throughout the world. Coupled with the Mortenson Center, the Library‟s traditionally strong international focus is well positioned to continue to support the University‟s faculty and students in t heir research, learning, and outreach activities. Special Collections Academic research libraries are taking advantage of the burgeoning proliferation of digital materials in different ways. Stanford and Michigan have arranged with Google to digitize the bulk of their holdings over the next decade. We currently are examining opportunities to join the Open Content Alliance, which sponsors digitization of public domain materials, and a new initiative proposed to the CIC by the University of Michigan, also to digitize materials in the public domain. Many other libraries have ceased purchasing many print volumes and are weeding their print collections. Along with a few other libraries, we continue to strive to meet our mission of providing longlasting access to the materials in which the University has invested for more than a century. In effect, our print collections are becoming very special and along with the extraordinary collections that are found in our Rare Book and Manuscripts Library, the University Archives, the Illinois Historical Survey Library, the Map and Geography Library, and in select other departmental libraries, will continue to distinguish this Library for generations to come. We expect to attract additional special collections, through gifts and purchases, which will help us maintain the purpose for which this Library was established so long ago: to recruit and retain the very best possible faculty and students. But we face several challenges: these collections require processing, special handling, and environmentally controlled storage space, all of which are expensive. Users also require spaces for reading these materials that we cannot now provide. Without these fundamentals in place, we are unable to make newly acquired materials available soon or to attract additional gifts of important collections. Financial Opportunities The campus campaign for the Library holds the promise of raising $30 million to enhance collections and preservation efforts, secure faculty positions, and improve library facilities. We have met the Mellon Foundation‟s challenge to raise $1.4 million for an endowment for preservation staff, to which Mellon will be adding $700,000. DIA‟s efforts have increased the visibility of the importance of support for the Library.
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Meeting the campaign’s goal is an extremely high priority; at present we have raised nearly $20 million. Library faculty have attracted considerable funding from a variety of state and federal funding agencies (NEH, IMLS, NSF, Illinois State Library) as well as from the private sources such as the MacArthur, Delmas, Mellon, and Carnegie foundations in calendar year 2005; more than $5 million has been received from funding agencies over the past three years. These efforts recognize the strength of the Library‟s people, programs and collections, advance our ability to enhance them, and solidify relationships with local and global partners. We continue to seek external funding opportunities and currently have major proposals pending review and action at the Mellon Foundation and the Institute of Museum and Library Services . Recognizing that neither of these strategies will provide sufficient funds to advance our collections or services, we continue to seek opportunities to generate additional revenues. The first year of a licensing arrangement for the ABSEES (American Bibliography in Slavic and East European Studies) database with EBSCO enabled us to generate a steadier flow of income. We have re-invested revenues from IRIS (Illinois Research Information Service), which is licensed to universities across the country, into a modern software infrastructure that will support both ABSEES and IRIS and can be easily updated by the Library‟s IT units. We are exploring additional licensing opportunities for the IRIS grant information content. The Library‟s LibPrint public printing software is currently licensed to half a dozen campus units, generating sufficient revenue to support all of the Library‟s printing supplies and one FTE developer. We continue to refine our pricing schedules and are developing a cohesive internal reproduction service to support user requests for copies of Library materials in any format (microfilm, digital, or print). Soon, a gift shop will open on the Main Library‟s entry floor. We are developing these services carefully and strategically to ensure that they comply with the Library‟s and the University‟s basic values. CONCLUSION The University Library is a special resource on this campus, signifying the institution‟s ongoing commitment to provide the greatest possible level of support for research in all disciplines. New Library initiatives are strengthening our abilities to collaborate with faculty throughout campus to enhance their research and instructional activities. We seek to become more engaged and commingled throughout the University while remaining a distinctive and important entity on campus. The Library symbolizes UIUC‟s excellence and is a critical factor in the university‟s quest for preeminence. In many ways the Library is emblematic of UIUC‟s pursuit of brilliance. The slow and steady underinvestment in the Library that characterized the last thirty-five years has left it without sufficient resources to enable UIUC to move forward to the level or at the pace it desires. Without additional funding, and despite our efforts to make more efficient and effective use of our resources, Library services will continue to decline and collections will not keep up with those of our peers. The erosion of this central campus resource will have a direct negative impact on research productivity and learning. The result of the low funding levels in relation to that of our peers is inevitable: within the next decade we will fall from our ranking as the country‟s third-
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largest library to fourth, then fifth, and then below. No longer will UIUC be able to point proudly to its Library as a symbol of preeminence.
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APPENDIX A COMPARISONS WITH PEERS, 1964-2004
VOLUMES
18000000
16000000
14000000
12000000 Berkeley Harvard UIUC Michigan Toronto Yale
10000000
8000000
6000000
4000000
2000000
0 1964 1969 1974 1979 1984 1989 1994 1999 2004
13
TOTAL STAFF
1200
1000
800 Berkeley Harvard UIUC Michigan Toronto Yale
600
400
200
0 1964 1969 1974 1979 1984 1989 1994 1999 2004
14
MATERIALS EXPEND
30000000
25000000
20000000 Berkeley Harvard UIUC Michigan Toronto Yale
15000000
10000000
5000000
0 1964 1969 1974 1979 1984 1989 1994 1999 2004
15
TOTAL EXPEND
120000000
100000000
80000000 Berkeley Harvard UIUC Michigan Toronto Yale
60000000
40000000
20000000
0 1964 1969 1974 1979 1984 1989 1994 1999 2004
16
VOLUMES Berkeley 1964 1969 1974 1979 1984 1989 1994 1999 2004 2965087 3634819 4505201 5597154 6504230 7366672 8078685 8946754 9812997 Harvard 7245321 8087790 9028385 9913992 10707266 11781270 12877360 14190704 15391906 UIUC 3747871 4428501 5328375 5759666 6615550 7561615 8474737 9302203 10191895 Michigan Toronto Yale
3224063 2059248 4702876 4009184 3225333 5452757 4548527 4212074 6350824 5135952 4320444 7246195 5661789 5040357 8044765 6237521 5821745 8718619 6664081 6563330 9485823 7195097 8668036 10294792 7958145 10032197 11389504
TOTAL STAFF Berkeley 1964 1969 1974 1979 1984 1989 1994 1999 2004 371 406 450 390 451 459 493 428 426 Harvard 449 771 766 791 796 926 1000 1040 1137 UIUC 322 388 460 536 415 417 394 400 400 Michigan 334 520 475 472 407 444 435 461 475 Toronto 316 863 871 681 627 637 547 510 539 Yale 390 492 585 564 530 580 524 562 604
MATERIALS EXPEND Berkeley 1964 1969 1974 1979 1984 1989 1994 1999 2004 1201220 1216757 1897960 3164447 4920756 7182794 10469495 12883612 16117813 Harvard 1061724 1533222 2462802 4262774 7067186 10568940 14378067 21225358 27884613 UIUC Michigan Toronto Yale
924569 692468 491574 997616 1471315 1553398 2197585 2016524 2157854 1618671 2616026 2319152 2759245 2529438 2891078 3099221 4369205 4180888 4491332 4387200 5649902 7080443 6900753 7943400 7513611 10664110 9117090 11460000 9446551 15752654 13656705 17661000 12346960 18785711 18090524 27485613
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TOTAL EXPEND Berkeley 1964 1969 1974 1979 1984 1989 1994 1999 2004 4408411 5728070 7973177 14520865 20261037 29480699 35278578 37959895 53263903 Harvard 5257150 7658538 10564174 16623983 24658246 40905537 63923050 77021323 99746303 UIUC 2983449 4579116 7164751 9184092 13586014 17194948 21534639 26700017 33557443 Michigan 2972636 5918516 6973671 9453606 13664200 21111158 30252302 39310808 46737671 Toronto 1610526 7324449 11361542 12636872 17443209 24564320 29439327 35697404 47556426 Yale 2394744 6589632 9041982 11364328 16981300 26896746 33487000 42791000 65212582
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APPENDIX B The source data depicted on the chart on page 3 is reproduced below. Note that Illinois has now fallen to 6th place in the CIC for materials expenditures. Expenditures for Library Materials, 1994 and 2004 University Michigan Pennsylvania State Chicago Ohio State Indiana Illinois, Urbana Minnesota Northwestern Iowa Wisconsin Michigan State Illinois, Chicago Purdue 1994 $10,664,110 $7,715,741 $6,200,721 $6,626,478 $7,707,210 $7,513,611 $8,065,114 $5,520,891 $5,678,249 $7,246,709 $4,679,271 $4,162,242 $3,998,423 2004 $18,785,711 $15,054,040 $13,462,639 $12,621,148 $12,617,116 $12,346,960 $11,817,047 $11,227,930 $11,033,545 $10,596,306 $8,778,721 $7,337,590 $7,257,363
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APPENDIX C OVERLAP STUDY OF UCLA AND UIUC SELECTED COLLECTIONS Conducted by UCLA By Publication Date UCLA Illinois 1995-1999 2987 3001 2000 699 639 Anthropology 2001 668 582 2002 687 528 2003 492 417 2004 396 321
3500 3000 2500 2000 1500 1000 500 0 19951999 2000 2001 2002 2003 2004 UCLA Illinois
Overlap
6000
UCLA Illinois 5929 2879 UCLA 100.00% 48.56% 2879 5488 Illinois 52.46% 100.00%
5000 4000 UCLA 3000 2000 1000 0 UCLA Illinois Illinois
Uniqueness
3100
Unique 3050 UCLA 51.44% 2609 Illinois 47.54%
Shared by 2 2879 48.56% 2879 52.46%
3000 2900 2800 UCLA 2700 2600 2500 2400 2300 Unique Shared by 2 Illinois
20
By Publication Date UCLA Illinois 1995-1999 7391 6644 2000 2004 1523
English Literature 2001 1914 1271 2002 1670 1174 2003 1458 1020 2004 1099 888
8000 7000 6000 5000 4000 3000 2000 1000 0 19951999 2000 2001 2002 2003 2004 UCLA Illinois
Overlap
16000
UCLA Illinois 15536 7508 UCL:A 100.00% 71.05% 7508 12520 Illinois 59.97% 100.00%
14000 12000 10000 UCL:A 8000 6000 4000 2000 0 UCLA Illinois Illinois
Uniqueness
9000
Unique 8028 UCLA 51.67% 5012 Illinois 40.03%
Shared by 2 7508 48.33% 7508 59.97%
8000 7000 6000 5000 4000 3000 2000 1000 0 Unique Shared by 2 UCLA Illinois
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By Publication Date 1995-1999 50770 43742 2000 12015 10140
History
UCLA Illinois
2001 11908 9674
2002 10886 8393
2003 9518 6949
2004 6939 4669
60000 50000 40000 30000 20000 10000 0 19951999 2000 2001 2002 2003 2004 UCLA Illinois
Overlap
120000
UCLA Illinois 102036 47940 UCLA 100.00% 46.98% 47940 83567 Illinois 57.37% 100.00%
100000 80000 UCLA 60000 40000 20000 0 UCLA Illinois Illinois
Uniqueness
60000
Unique 54096 UCLA 53.02% 35627 Illinois 42.63%
Shared by 2 47940 46.98% 47940 57.37%
50000 40000 UCLA 30000 20000 10000 0 Unique Shared by 2 Illinois
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By Publication Date UCLA Illinois 1995-1999 12013 11900 2000 2783 2531
Political Science 2001 2691 2408 2002 2585 2145 2003 2310 1687 2004 1742 1209
14000 12000 10000 8000 6000 4000 2000 0 19951999 2000 2001 2002 2003 2004 UCLA Illinois
Overlap
25000
UCLA Illinois 24124 13143 UCLA 100.00% 54.48% 13143 21880 Illinois 60.07% 100.00%
20000
15000
UCLA Illinois
10000
5000
0 UCLA Illinois
Uniqueness
14000
UCLA Illinois
Unique 10981 45.52% 8737 39.93%
Shared by 2 13143 54.48% 13143 60.07%
12000 10000 8000 6000 4000 2000 0 Unique Shared by 2 UCLA Illinois
23
By Publication Date UCLA Illinois 1995-1999 17050 17993 2000 3912 3942
Sociology 2001 3845 3664 2002 3936 3439 2003 3350 2779 2004 2549 2019
18000 16000 14000 12000 10000 8000 6000 4000 2000 0 19951999 2000 2001 2002 2003 2004 UCLA Illinois
Overlap
35000
UCLA Illinois
UCLA Illinois 34642 19881 100.00% 57.39% 19881 33836 58.76% 100.00%
30000 25000 20000 15000 10000 5000 0 UCLA Illinois UCLA Illinois
Uniqueness
20000
UCLA Illinois
Unique 14761 42.61% 13955 41.24%
Shared by 2 19881 57.39% 19881 58.76%
18000 16000 14000 12000 10000 8000 6000 4000 2000 0 Unique Shared by 2 UCLA Illinois
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APPENDIX D CHANGES IMPLEMENTED in 2004/05 Consolidated all of our electronic reserves activities in the Undergraduate; Closed the Women and Gender Resources Library in the Main Library; distributed the collections to appropriate locations; located the WAGR Librarian in the Women and Gender Studies Program; relocated the WAGR staff member to the Undergraduate Library‟s electronic reserves center; made the WAGR Librarian available to students during evening hours in the Education and Social Sciences Library; Consolidated the History, Philosophy and Religion Library and the Newspaper Library into renovated space occupied by the Newspaper Library on the Main Library‟s second floor; relocated most microfilm in the building adjacent to the History, Philosophy and Newspaper Library and acquired state-of-the-art microfilm reader/printers that enable digital replication and distribution of materials on microfilm; reinvigorated the NEH-funded Illinois Newspaper Project and positioned it for future NEH funding; Continued to move materials from all our libraries into the Oak Street Library Facility, reallocating staff to process materials and operate the space; we exceeded our target of 800,000 volumes before the end of December 2005; Launched the IDEALS (Illinois Digital Environment for Access to Learning and Scholarship—http://ideals.uiuc.edu) digital repository—a joint initiative with CITES with support from the Provost to collect, preserve and make accessible the digital scholarship and significant institutional output of faculty, staff, and graduate students; Through the TOP program, hired a librarian to gather and analyze collection use and overlap with other peer libraries; Continued our collaboration with UIC and UIS to purchase or license information resources more economically; renegotiated our UI contract with Elsevier, saving some $265,000; Consortial arrangements with the CIC and CARLI for licensing of digital content realized cost savings of some $150,000; Reconceptualized the physical space in the Chemistry Library to take advantage of an opportunity to move to new space in Noyes Lab; Consolidated revenue -generating services and developed a strategy for their expansion to a variety of user audiences; Reviewed and re-tooled our Western European acquisitions program; Consolidated support for digital library and digitization activities and moved the new Digital Services and Development unit to the Main Library; Developed and recommended a consolidated approach to creating digital content; Led a campus partnership to develop a responsive and proactive disaster plan; In partnership with the IUB, and with the financial support of the Provost‟s Office, implemented a pilot study that places one copy of required textbooks on reserve in our Undergraduate Library, to lessen financial burdens on students; Helped lead the consolidation of three consortia of Illinois academic libraries into one: Consortium of Academic and Research Libraries in Illinois (CARLI)
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which has strengthened negotiating power with vendors and is offering new resources and services to its member libraries; Surveyed UIUC undergraduate students to determine their overall satisfaction with library services, collections and facilities, part of an ongoing assessment program to generate feedback from our users in order to meet their changing needs; Initiated implementation of SFX, a link-resolver which facilitates electronic access to full-text articles; Began a program to shift and reorganize the Main Stacks as materials are relocated to the Oak Street
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APPENDIX E FACILITIES IMPROVEMENTS The Library and campus have recently completed a number of important facilities projects: replacement of built-up flat roofing systems with single membrane systems that cover approximately 50% of the Main Library stacks and various other flat roof areas of the building; the replacement of the original translucent draperies with perforated roller shades in the Undergraduate Library (funded by a private donor); start up of the renovated reheat coil/air system in 50% of the Main Library, providing improved air quality.
Other projects are pending initiation or funding release: replacement of gutters and downspouts on the Main Library, which will eliminate numerous moisture penetrations of the building envelope; replacement of the slate roof of the Horticulture Field Laboratory building that houses the Archival Research Center; design and installation of fire suppression systems in the Main Library book stacks and the Undergraduate Library. Several initiatives to improve the Main Library‟s environment are in the planning stage: masonry pointing, window and door rehabilitation/replacement; numerous minor roofing repairs; and replacement of the inefficient and outdated HVAC systems in the building. In addition to the Main Library, renovation and relocation of the Chemistry Library, the oldest departmental library on campus, will be completed in June 2006, presenting a “new model” library for the 21st Century with a focus on electronic access to materials.
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