Go to:
Discussion
Online Doc
File
Poll
Event
Meeting Request
Picture
Eileen Theodore-Shusta's picture

PASDO Disc. Group, Session I, minutes 2010 midwinter

2010 Midwinter Meeting Agenda
Saturday, January 16, 2010

10:30 a.m. – 12 Noon

Westin Copley Place – Great Republic

 

 

Notes taken by Julie Brewer and Andrea Stewart

 

  1. Welcome and Introductions  (5)

 

  1. Announcements from the Group (10)

 

            Andrea Stewart reported that she is a co-editor with Carlette Washington- Hoagland and Carol Zsulya of the forthcoming 4th edition of the ALA Staff       Development Handbook which is expected to be completed by fall 2010.  The       editors hope it will be published as both a print and digital publication as well.

 

  1. 3.                  Impact of the Economy on Institutions

 

            Four institutions, including University of Maryland, University of Minnesota, Ohio University and University of California Los Angeles, provided written summaries prior to the meeting about the impact of the economic down. 

 

            The University of Maryland provided additional information on some of the        strategies that have been implemented for coping with the budget reductions, such as encouraging retirement, tuition increase, and a campus library fee that may become a broader campus technology fee.  There is still potential for layoffs, but some retirements have helped.  Another round of furloughs is expected.  The managers’ group is addressing staff morale by having dialogs on what the role of managers should be during the down turn.  The purpose of the dialogs is to raise awareness about how the impacts are affecting managers themselves, as well as their staff.  No formal training has been provided yet, but workshops on change and stress management are possible.  A positive outcome of the reductions is that staff are working harder and stepping up.   They are much more focused on showing value to the organization. 

 

            Library administration is committed to not cutting the acquisitions budget.  This    priority is a result of a recent report from a campus blue ribbon committee, as well as the assessment of an external committee of library deans.  Both reports noted that the library’s acquisitions budget was particularly low.  The reviews came about when the library had an interim dean. The library has benefitted from the provost’s increase attention during this period. The provost provided additional money for acquisitions and did not cut the library operating budget as much as other campus departments.

 

            UC Irvine was one of the few institutions to report that collections were being      cut, as well as staff.  Irvine is cutting collections by 20%.  UC San Diego is also cutting collections.

 

            The University of Kentucky reported that federal stimulus money has helped        minimize the negative economic impact.  Staff has not had raises for two years, but the University does not plan to raise the cost of health benefits.  Employees pay $26/month. 

 

            The University of Minnesota reported on the retirement incentive initiative.          The University of Iowa also has a retirement incentive, but was surprised that           library staff participated in the program at a lower rate than other employee groups on campus.  The University of Maryland clarified that they do not have a formal retirement incentive and that one must take great care in how retirement is “encouraged.”

 

            The University of Florida has worked with vendors to negotiate more cost            savings.  They have also worked through the legal system to change wording on        endowment funds to expand the scope of materials that may be purchased from           previously more limited funds. 

 

            The George Washington University reported that employees received a merit      increase last year.  This year merit increases will be implemented using ranges for 5 merit levels.  GW has not been as hard hit by the down turn because funding is argely tuition driven with less dependence on endowment payouts. GW aims to raise $60 million over 5 years to supplement endowment payouts. GW’s  president has created an Innovation Task Force with two committees looking to create efficiency, effectiveness and innovations as a way to save money.  Money from these efforts will go into a different fund for new academic initiatives. The Library hopes to receive some of those new funds. The Gelman Library fund raising goal is $3 million for next year.

 

            The University of Minnesota anticipates a 2% merit increase.  However, they are also looking at furloughs.  Adding a 27th pay period to the bi-weekly pay cycle will also have the effect of a minor pay reduction.  This happens once every 10 years.

 

            The economy in Indiana has fared better than other states during the down turn.    Purdue University is required to cut 10% out of the remainder of this year and will cut 20% next year.  There is a “soft freeze” on hiring, although they are ecruiting an HR administrator.  The Library has reverted salary lines to the University and is considering closing on weekends.  The travel budget has been cut, but back filled with money from other sources.  No raises are expected for 2011.  Indiana University announced furloughs, but Purdue has not.

 

            The University of Houston reported that the impact of the down turn has been     delayed in Texas, as well.  They are now facing reductions in state funds, although the Library receives less than 50% state funds.  The Library is currently recruiting and the pools are the best they have been in years.  It’s the silver lining to very dark cloud.

 

            OCLC is affected by the down turn in library budgets.  20 FTE positions are         frozen.  No merit increases. 

 

      The University of Illinois Chicago has furloughs.  Staff with higher salaries          required to take more days off.  There is a hiring freeze and reduction in force for support staff.

 

  1. Discussion Topic:  E- Learning Resources (Julie Brewer, U Delaware) (15)

 

            We addressed a set of questions regarding knowledge learning, not e-conference   and meetings.

                        How are people tracking e-learning?

                        How is staff reporting it?

                        How is this being integrated into learning plans?  Strategies?

 

            U Alabama:  contracted with Skillport to offer skillsoft classes; library       purchased enough seats for everyone on staff last year.  Paid $16,000 for 140 seats.  Enthusiastic, but as practicality set in, few people could incorporate time into their workday to take advantage.  Now commit up to $5K.  Don’t want to abandon offering Skillport, but have purchased fewer seats.

 

            NCSU:  Libraries’ IT dept. is tailoring software where staff would register            through this portal; HR could monitor what training staff are enrolled in. Staff submit requests for travel and time used to learn while at work.  Just beginning to integrate into staff dev. program.  Working with dept. heads to find appropriate training for supervisors.  Have lists of training for different supervisors and competency needs within dept.

 

            OCLC:  Uses Mindleaders which provide a list of workshops that are ready to      enroll in.  Staff register, track progress, who participated and produces certificates when graduate.  Tie in other sessions.  Rosetta stone – purchased courses.      Parameters are tight – must finish course in 12 weeks.  Jerome Offord manages this e-training. Staffing is down from 9 FTE to 4.

             U Minn:  not specifically in response to recession, but did a study several years     ago for a total training system – 18,000 employees.  Implemented position management number and types of training they might need.  Registration system - staff sign up for a session, system records it and goes into personal training record. System displays who signs up and classes that were not attended, but signed up for. Other training offered – HIPPA training at U level. 

 

            UC (system wide level):  Class in Sexual Harassment required.  Have a robust       system which tracks what staff is taking.  Ethics briefing introduced in past two          years.  UCLA campus: learning management systems – haven’t seen it yet.  San Diego:  same system-wide reminder. Robust training system that tracks training; library feeds in to create a tracking system.  Mandatory classes on safety and security that get tracked. UCLA:  Surprise retirement.  There is still a demand for in-person classes.

 

            GW:  Employees can take Skillport classes (no charge to the Library).  In 2010,     Library is developing a new Performance Management System.  HR Manager is beginning “A Year in Conversation”, starting in January; allows employees to set aside time to work on performance goals related to the strategic plan.

 

            KU:  effect on campus wide training unit?  Cutting staff? 

 

Assessment of external training --How build into learning plans?

 

            U Arizona:  Changed two teams. Instructional Support Services – can’t do face to face training, push for online training.  Required a lot of training for that team. Training budget this year is being used for specific purposes for work staff need  to do this year.  Invested $15K to have a lot of courses on instructional support –built into performance plan for the year.  Watching this to see how it works. 

 

            NCSU:  Train on campus, turnover in staff doing training; changing content,         sometimes better, sometimes not.  Rely on people to report if the training is good or not.  Continuing struggle to find a time to report back on training.

 

            UCLA:  Getting to the deeper levels – how show on the job training made a          difference? 

 

            U Delaware:  Pat Wagner sent an e-mail before conference that learning from online training source doesn’t stick.

 

            OCLC:  Every employee fills out a development plan for year.  Trying to find out how you know when staff have taken the knowledge and made it work – how to assess this and made the process better.

 

            U. Minn:   Part of it is timing of training and time to implement it.  If have project in mind and it requires software you are learning – positive impact.  Applying it right away is very important, e.g., Access software.

 

  1. 5.                  Other Discussion (10)

 

            Judy Sacket, University of Kentucky, asked whether other campuses are using       Digital Measures, a higher education data management tool that compiles information such as performance appraisals, faculty vitas and outreach report into one system.  The University of Iowa is exploring a new talent management system.  The University of Maryland reported having a home grown system more like what Kentucky is using. 

 

            Jerome Offord, OCLC, asked what are libraries are doing related to diversity training during economic downturn.  OCLC has started a diversity dialog series with a book entitled What If: Short Stories to Spark Diversity Dialogue, by the author Steve Robbins.  The University of Arizona is using another book for training related to unconscious biases.

 

 Topics for discussion at Annual Meeting (5-10)

 

  1. Jean McCullough, Manager of Human Resources and Diversity Programs at The George Washington University, will be invited to report on a “Year in Conversation”, a new performance management process being introduced at the Gelman Library.
  2. Jerome Offord, OCLC, will report on his research project related to succession planning in ARL libraries
  3. Further updates on impact of economy.  Jerome developing a web form to collect data.
  4. Follow-up on e-learning conversation