1999 was a year of transformation for RMIT University Library. Following the recommendations of the Organisational Review in 1998 the Library underwent a restructure in which four Units were established with the goal of a having a central focus on Customer Services and the meeting of customer needs. Each Unit is headed by a manager, who together with the University Librarian, Ainslie Dewe make up the Library Executive. Each of the major Library sites is headed by a Team Leader who reports to the Customer Services Manager.
The new Library units are as follows:
Business Development Services Unit (Manager Michael Robinson). This Unit acts as:
the enabling arm of the Library, providing essential infrastructure to support and enable the Units to function effectively.
the development arm, taking the Library forward in its business, marketing and planning activities.
Customer Services Unit (Manager Diana Harrison). This Unit is responsible for:
the provision of library services that make a direct contribution to teaching, learning and research outcomes.
co-ordination of the delivery of Library services at all Library service points (physical and digital) paying special attention to compliance with Library policy and maintenance of consistent standards.
Information Resources Unit (Manager Karen Johnson). This Unit is responsible for:
the provision of essential technical services across the Library. These services include selection (shared with appropriate Library staff), acquisitions and cataloguing of information resources in all formats, including print, audiovisual and digital.
the development of information resources in accordance with principles defined in the collection development policy, which further the teaching, learning and research goals of the University.
Information Strategy Unit (Manager Stephen Gillespie). This Unit is responsible for:
developing strategies and products to achieve the Library’s information technology objectives in the provision of education and training.
positioning the Library as a core participant in the University’s teaching and learning process.
In this report Library activities are categorised according to the University’s Core Business and Strategic Objectives, as the Library sees itself as a partner in the business of teaching, learning and research, as well as management.
To build a strong teaching and learning environment/culture through changing course architecture and product development and enhancement that recognises flexibility in course design, delivery and teaching processes, which make full use of new converging technologies.
To respond to the trends of internationalisation and globalisation in a manner that benefits students, staff and clients.
Library Strategic Objectives 1999
Work in partnership with teaching staff to promote innovative use of information resources on and off campus, to enhance teaching and learning.
Library Targets — Audiovisual
Library Indicators — Audiovisual
Distribute 12 000 programs to classrooms and individual media workstations.
9082 programs distributed.
Form strategic alliances with media organisations to enable video on demand facilities.
315 off-air broadcasts recorded and retained.
459 films and videos borrowed from external sources.
16 487 slides borrowed.
Links established with relevant organisations. Library members on ITAP subcommittee on video streaming.
Library Targets — Copying Services
Library Indicators — Copying Services
Produce 5 000 000 photocopies.
6 017 553 copies made.
Produce 500 000 prints from electronic sources.
432 768 copies made from network printing.
Develop desk-top publishing, scanning and other value-added services.
Service was available throughout Library opening hours.
Financial performance
Income
$712 573
Expenditure
$563 355
Earnings
$149 217
Digital printing available, scanning still under investigation.
Library Targets – Loans Services
Library Indicators – Loans Services
Review reshelving times at the major Library sites.
Quality Shelving Report reviewed to confirm action statements had been carried out.
Lend 1 million items.
1 274 462 loans and 645 719 renewals made.
Borrow 10 000 items on interlibrary loan.
19 912 RMIT applications received;
16 274 RMIT requests sent.
Document Delivery services extended to all remote and off shore students.
Remote students have Document Delivery Service. Offshore students - investigations continuing.
Reduce the average time taken to satisfy 80% of cross-campus loan requests to 48 hours.
62 699 cross campus loans requested and 16 274 satisfied.
Expand the Electronic Reserve project through the inclusion of Departmental non-copyright Reserve materials in high demand and extending to all major sites.
Major Electronic Reserve Project satisfactorily completed
Investigate and implement the use of email as a means of communication of overdue notices, hold notifications and other messages with the RMIT community.
Still under investigation.
Revisit Shelving Quality Review and further implement recommendations where appropriate.
Achieved.
Integrate E-Reserve with the Library OPAC and with other electronic services.
Achieved.
Implement self-service borrowing and renewal services at Central and Bundoora libraries and the Business Information Centre.
Not achieved due to faulty equipment.
Integrate the Brunswick Printing and Textiles Library with RMIT University Library’s circulation systems, policies and services.
Achieved.
Promote participation by Library Liaison staff in course development/ refurbishment teams through the LINCs, Faculty Boards and liaison with DOTQs to ensure the integration of Library services into teaching and learning programs.
A number of courses have liaison input into course development. Academic Board approves Liaison Librarian membership on course development teams Nov. 1999. IST by Applied Science DoTQ provided to Library staff outlining role of DOTQ and course approval process.
Library staff are informed of changes in the teaching and learning environment and emerging technologies.
Staff briefed by Teaching and Learning Strategy staff and DLS staff during year.
To be responsive to changing education and training requirements for more tailored, more convenient and more cost-effective education.
To gain a competitive edge through a responsive focus on students and other client needs.
To encourage successful participation by a diverse range of students from all social, cultural and economic groups.
Library Strategic Objectives 1999
Teach students and staff to become information literate as a basis for life-long learning and real world problem solving.
Library Targets – Reference and Enquiry Services
Library Indicators – Reference and Enquiry Services
Respond to 175 000 information enquiries.
193 948 queries responded to.
All new students to be offered a Library orientation session as part of the Faculty orientation activities.
Proportion of new students participating in library orientation tours in the first four weeks of the academic year.
Conduct three meetings for each Faculty with staff and student representatives to elicit feedback and integrate library and Faculty developments.
Three rounds of LINC meetings held during year (one round at Carlton).
Participate in the development of and adopt national performance measures for reference and enquiry services.
Business Library strategic project utilised CRIG performance measures for references services.
Allot 500 hours of staff development time to keep reference and enquiry staff up-to-date with developments in information provision.
Investigate and implement a World Wide Web messaging service to assist in answering standard enquiries.
Virtual reference service investigated and pilot project designed and scheduled for 2000.
Investigate match between Library values and customer values using CAUL Client Congruence survey.
CAUL Survey conducted and results investigated. Recommendations developed for 2000.
Library Targets – Information Skills
Library Indicators – Information Skills
10 000 students participating in formal information skills classes, including at least 4000 VET students participating in formal and orientation level information skills sessions.
18 846 students undertaking formal information skills training including at least 6803 VET students; 1148 classes held and 1094.4 hours taught.
Develop customised online literacy modules for courses.
Completed: CH700, GB704, Fashion toolkit, Information literacy for VET staff. In progress: RMIT 101, ArtFind, Sports medicine.
Offer a variety of sessions for academic staff at convenient times for them.
Achieved.
Advertise structured sessions on a walk up/bookable basis at nominated times throughout the year.
Structured sessions advertised on walk-up/bookable basis at nominated times throughout year.
Teams to investigate characteristics of their nominated client group, develop profiles, and identify and advocate library services that respond to identified needs.
Teams have identified characteristics of client groups and developed links with representative bodies. Contact points at each site for each client group.
Ensure customer focussed perspective in all customer services policies.
Ongoing. Customer charter developed. Staff attended Customer Services training sessions at RMIT.
Provide adaptive technology and access to software for customers with disabilities at all major sites.
Adaptive technology available at Central, Carlton, BIC.Not yet at Bundoora.
Further develop learning environment through establishment or further development of learning centre facilities at library sites.
Learning Centres: Carlton — phase one complete. Bundoora — building works partially completed; ex-ITS staff integrated and cross training of staff completed. Central — building works begun December 1999. Brunswick — building works partially completed.
To nurture an applied research and development environment which meets the strategic needs of Australian and international organisations and provides a basis for a continually invigorated education and training program, curriculum, and delivery modes.
To strengthen strategic alliances and partnerships with industry, education institutions and the community both in Australia and overseas.
Library Strategic Objectives 1999
Increase knowledge base available to researchers for the development of new knowledge, by using IT to improve access to information world wide.
Library Targets
Library Indicators
Develop a more convenient and tailored Document Delivery service by offering electronic transmission of documents by implementing LIDDAS.
LIDDAS not implemented due to external constraints.
Develop liaison links with research centres to promote library services supporting research.
Still to be implemented – some links established e.g. Polymer Technology Centre, Research and Development at Bundoora.
Increase information literacy programs for post graduate students by 10%.
Achieved.
Provide customers with timely access to relevant sources of research information through improved turnaround times for document delivery, one request form for all types of document delivery and cross campus copies.
Turnaround time improved. One request form for all copies and copy charges for cross campus dropped.
Pursue and expand links with relevant industries to identify library support for workplace training/courses.
BIC program developed in response to industry feedback. At Carlton a resources list was developed for workplace training.
Library Targets – Information Resources
Library Indicators – Information Resources
Partially offset effect of devaluation of Australian dollar on the acquisitions rate by increasing the information resources budget by 10%.
Not achieved.
Increase the proportion of the information resources budget expended on electronic information resources over three years to 25% of the total amount expended on information resources, targeting full text resources particularly.
Modest improvement in the percentage of total information resources budget spent on electronic resources - to 17%.
Identify, select and make available additional electronic resources that support principally innovative curriculum and delivery modes for coursework programs.
Digital Library paper successful – Strategic Investment Funding secured for 2000.
Full implementation of conspectus methodology for collection evaluation and development purposes.
Not achieved.
Reduce the time between the selection of materials and the time they are available for use by a further 20%.
Turnaround times reduced for items purchased through YBP.
Complete Serials Purchasing and Processing Quality Review and commence the implementation of the review’s recommendations.
Review deferred until new subject team-based Unit structure fully implemented.
Review the value to users of information resources purchased on a consortium basis.
Significant savings accrued to Library through its participation in CAUL consortium purchases of digital resources. The Library participates in VARLAC (Victorian Academic and Research Libraries Acquisitions Consortium). The Consortium led the tender for the supply of monographs to YBP.
Support the coursework activities of the Department of Hospitality, Tourism and Leisure on the William Angliss site by transfering a working collection of information resources from Central Library and confirming a service agreement with the William Angliss Library.
Service agreement confirmed, however resources were not relocated to William Angliss Library.
Increase Textile and Printing student access to periodicals by transferring all back issues from remote sites and creating an integrated collection at the Printing and Textiles Library.
Achieved.
Provide online catalogue access to the complete print collections of the Printing and Textiles Library.
Achieved.
Transfer collections supporting the teaching and research activities of the Department of Fine Art from Bundoora Library to Central Library.
Achieved. Approximately 3000 titles relocated.
Transfer collections supporting the instrumentation course from Bundoora Library to Central Library.
Achieved. Approximately 300 titles relocated.
Weed Central Library monograph collection of outdated/unused items.
December 1998-February 1999 Central Library monograph collection weeded of approximately 12 000 volumes. December 1999-February 2000 Central Reference collection weeded of 1000 volumes.
Weed Bundoora Library audiovisual collection.
As part of an ongoing weeding project, approximately 3000 items weeded.
Support the continuous replacement of damaged items and superseded editions of textbooks.
Replacement funds allocated at all sites. Damaged items assessed for repair, discard or replacement.
Complete weeding, binding and maintenance project for Central Library Periodicals Collection, with a view to interfiling pre-1980 and post-1980 sequences.
Not achieved.
New materials list to be made available on the Library’s Home page.
Not achieved.
Successful implementation of the National Library’s Kinetica System.
Achieved.
Library Targets – Information Systems
Library Indicators – Information Systems
Upgrade all Library terminals to comply with Corporate Administrative Desktop Environment standard.
An extensive rolling plan (commenced 1998) continued to upgrade Library staff and public PCs to the CADE environment.
Introduce an integrated graphic user interface for all public services by the completion of the 1999 academic year.
New technology-based services introduced.
Make the Library’s CD-ROM network available on the RMIT wide area network.
The Library’s CD-Rom network was made available within the RMIT domain.
Make all ERL compatible databases available over the University’s network.
All ERL compatible databases were made available over the University’s network.
Implement transaction logging on GEAC Advance to prevent data loss and customer dissatisfaction stemming from hardware or software failure.
Transaction logging was not implemented due to major project of purchasingnew hardware for the Library’s ILMS.
Implement user information network printing capabilities at selected sites for selected services.
Network printing extended to Central Library, Bundoora Library and Carlton Library.
Replace or upgrade all library terminals older than four years or incapable of utilising the Library’s networked services satisfactorily.
The majority of public PCs inthe major Library sites were given the WINU menu running under Windows 95. A rolling plan to replace Library PCs older than fouryears including PCs that were non-Y2K compliant was funded from ITAP funds.
Modify the integrated library system to permit the outstanding recommendations of the New Materials Processing quality assessment to be implemented.
The implementation of outstanding quality recommendations was completed.
Introduce a program that ensures library staff have a basic level of competency in the use of electronic mail, word processing and other basic information technology skills.
A training package was compiled and trialled during 1999. It was extended though the Library Staff Development Plan.
Begin the review of an upgrade to the integrated library system.
The review of an upgrade to the ILMS was not commenced due to funding not being available for a replacement until 2001.
To build a diverse and stable revenue base by increasing revenue from sources other than government grants.
To use continuous improvement processes to enhance quality of service provision and processes.
To attract and retain highly skilled and motivated staff and to reward excellent performance.
To create a safe, enriching and satisfying work environment in which people are motivated to develop.
To design and deliver staff development programs that equip staff for the changing environment in which they will work.
To improve administrative practices so that they are more responsive to the needs of staff, students and the University community.
To practice quality management in all RMIT activities.
To enhance administrative and management effectiveness and efficiency through a substantial upgrade of information technology infrastructure and capabilities.
To ensure that RMIT is internationally competitive through systematic monitoring of its performance in its core function areas by benchmarking against its competitors and the use of indicators of diversity and excellence.
Library Strategic Objectives 1999
Maximise investment in information resources to ensure they correspond with learning and research needs of the University.
Maintain asset with pleasant study conditions conducive to effective learning and equal opportunity for all customers.
Ensure safe and pleasant working conditions for staff.
Library Targets
Library Indicators
Increase revenue from copy services and network printing by promoting service.
Not achieved.Reduction in copying resulted from increased electronic access ex-Library.
Provide information literacy training and web publishing services to groups external to the University.
Virtual Campus Online learner’s guide developed. Carlton provided info literacy and web publishing to external groups
Review information literacy provision and implement improvements.
Assessment tool developed and in use. ILWP held staff development day to increase awareness of IL issues and develop standards across campuses.
Showcase outstanding activities by staff in a number of forums.
Three showcases held.
Reinvigorate and implement staff mobility program.
Staff mobility procedures developed: not yet ratified by Library Board.
Develop effective, efficient and happy teams and groups.
Team meetings established, annual staff development days held for all teams, and concerns identified.
Overdues process revised to encourage prompt return of resources.
Process revised; recommendations to be implemented start of academic year 2000.
Strategic areas projects carried out by teams are reviewed and follow up action identified and carried out upon completion.
Strategic projects implemented; review completed for user survey and e-reserve project. Review of others still to be done.
Benchmark library services with equivalent organisations.
Not achieved although various CAUL surveys completed.
Benchmark TAFE services against other TAFE institutions through VATIL statistics.
Achieved
Study Hall
Study Hall
Open Central Library for 75.5 hours per week throughout academic year.
Achieved.
Open Bundoora Library for 71 hours per week throughout academic year.
Achieved.
Open the Business Information Centre for 71 hours per week during semester, commencing at the start of VET year.
Achieved.
Open the Carlton Library for 61 hours per week during term time.
Open 71 hours.
Open Bundoora East service point for 40 hours per week during semester.
Achieved.
Open the Aerospace Resource Centre 35 hours per week during semester.
Achieved.
Meet student demand for access over the Easter period by opening Central and Bundoora libraries and the Business Information Centre on Easter Monday and Easter Tuesday.
Achieved.
Cater for 1.5 million user visits.
1 934 226 visitors
Increase staff numbers competent to provide First Aid.
Library Targets – Management and Administrative
Library Indicators – Management and Administrative
Identify and implement staff development programs specifically directed at the Libraries’ transition towards operating in a digital environment and continuous improvement methodologies.
Staff Development Plan established, identifying training needs and focussing on training requirements resulting from restructure andDevelopment of Learning Centres.
Continue to implement the organisational review of RMIT University Library.
Extend the application of quality management processes with the appointment of a new quality teams to examine a major process of the Library.
Strategic and operational/ management planning processes in place and plans developed. Proportion of Library income from non-government grant sources.
Generate $1 000 000 gross revenue from commercial activities.
Not achieved.
Monitor the transfer of departments to Bundoora and, when appropriate, complete the planning for the second stage expansion of the Bundoora Library.
Collections continued to be moved in accordance with the move of Fine Arts to City campus. Second stage expansion of Bundoora Library formally abandoned in favour of a review of existing space utilisation in Building 210, subsequently undertaken in 2000.
Review and renew service agreement with the Melbourne Institute of Textiles and William Angliss Institute for the provision of library services to RMIT staff and students located in their respective areas.
Agreement with MIT superseded by their formal merger with RMIT. Considerable effort invested into integrating MIT libraries into the RMIT University Library network, including integration of staff positions, service alignment and systems integration. Planning for the closure of the Pascoe Vale Library and its merger into the Brunswick Library was completed.
Present key strategic operational planning documents to the relevant senior bodies of the university for consideration and adoption.
Interim Performance Plan for 1999 developed, in view of continuing development of new organisational structure. Library discussion paper on digital library resources warmly received by the University, with consequent increase in budget for electronic resources.
Establish a team to propose a professional development and review process which links the Libraries’ objectives with training.
Replace 30-year old furniture in the Central Library staff room and provide office furniture which satisfies occupational health and safety requirements to ensure a safe and pleasant working environment for staff.
Achieved. Work Environment Committee established to cover all OHS issues, including emergency procedures, in the Library.
Library Quality Self-Assessment project carried out. Services benchmarked against accepted performance indicators. Expenditure ratios benchmarked against Australian academic library medians.
Continue the development of output-based budgeting linked to the teaching and learning strategy and research objectives.
The Library was involved in the steering committee in the Faculty of Engineering pilot of the Activity Based Costing project, which has subsequently lead to its roll-out across the University in 2000.SAP successfully introduced and many Library finance processes changed to adapt to new system.
Produce a Libraries’ newsletter to promote new products and services.
Achieved. Four issues produced and sent to staff as well as being available at Library sites for students. In addition, a Marketing Plan was developed and the development of other promotional material was carried out.
Establish a team to explore the issue of customer needs.
CAUL Client Congruence Survey conducted.
Review the direction of and services provided by the Libraries’ External Studies Unit.
The new IT learning centre at Carlton Library (Building 94, Level 3) was launched with an afternoon tea on Monday 10 May 1999 at 4.00 p.m.
The Carlton Library Learning Centre was designed to provide a total learning environment with access to electronic and online resources, computers with up-to-date software and access to print resources and a range of other facilities. This means improved access to PCs and Macs in an open and flexible environment containing both resources and facilities for all study requirements, more networked printing facilities and increased opportunities to use the services and facilities of the Library Learning Centre because of extended opening hours.
In addition to the 20 PC laboratory that already existed at Carlton Library (and the 21 catalogue/electronic database access terminals), the new facility contains an additional 50 PCs and 10 Macs. In total there are 60 machines available for open access/general use. There is also be a training room containing an additional 20 PCs, which can be booked by teaching staff for classes, and a room wired with points for 20 laptops (though these will not contain CMAP connections to access the University LAN until phase 2 of the project).
University Librarian Ainslie Dewe speaks at the launch of the new Learning Centre at Carlton Library
From their inception the Learning Centre facilities were heavily used by students, who were invited to join the launch celebrations
