University of Hawaii Community Colleges
Academic Support Annual Report of Program Data (ARPD)

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Review Year: College: Program:

College: University of Hawaii Maui College
Program: Academic Support Services

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Program did not provide date of the last comprehensive review.

Program Description

No Content.

Part I. Quantitative Indicators

Overall Academic Support Services Program Health:
Not Yet Applied
Student and Faculty Information Program Year  
09-10 10-11 11-12
1 Annual Unduplicated Student Headcount     5,601  
2 Annual FTE Faculty     151
2a Annual FTE Staff     147
3 Annual FTE Student     2,498

Library Overall Health Call: Cautionary
Demand Indicators Program Year Demand Health Call
09-10 10-11 11-12
4 Number of informational and reference questions per student and faculty FTE     1.2 Healthy
5 Number of students attending presentations sessions per student FTE     1
6 Number of circulations, electronic books used, full-text journal articles downloaded per student and faculty FTE     76
7 Number of web accessible computers per student FTE     0.0
Efficiency Indicators Program Year Efficiency Health Call
09-10 10-11 11-12
8 Number of informational and reference questions answered per FTE librarian     849 Cautionary
9 Number of book volumes per student FTE     26
10 Total materials expenditures per student FTE     $42
11 Total library expenditures per student and faculty FTE     $191
Effectiveness Indicators Program Year Effectiveness Health Call
09-10 10-11 11-12
12 Common Student Learning Outcome: The student will evaluate information and its sources critically     93 Healthy
13 Student and faculty satisfaction measurements using common survey questions     92

Tutoring Services Overall Health Call: Not Yet Applied
Demand Indicators Program Year Demand Health Call
09-10 10-11 11-12
14 Number of students tutored per student FTE     0.7 Not Yet Applied
15 Number of students who placed in Dev/Ed through COMPASS per student FTE     0.8
Efficiency Indicators Program Year Efficiency Health Call
09-10 10-11 11-12
16 Tutor contact hours per tutor paid hours     1.26 Not Yet Applied
17 Student contact hours per tutor paid hours     1.74
18 Number of sessions per tutor paid hours     1.34
19 Tutoring Budget per student contact hours     $16
Effectiveness Indicators Program Year Effectiveness Health Call
09-10 10-11 11-12
20 Common Student Learning Outcome: Students who receive tutoring will pass their tutored course.     0 Not Yet Applied
Community College Survey of Student Engagement (CCSSE) Survey Year
  2010 2012
21 4.h. Tutored or taught other students (paid or voluntary)
  Very Often     3.20
  Often     4.80
  Sometimes     20.70
  Never     71.40
22 13.d. Peer or other tutoring (frequency, satisfaction, importance)
  Frequencey     1.49
  Satisfaction     2.17
  Importance     2.19
23 13.e. Skill labs (writing, math, etc.) (frequency, satisfaction, importance)
  Frequencey     1.93
  Satisfaction     2.35
  Importance     2.33

Testing Services Overall Health Call: Not Yet Applied
Demand Indicators Program Year Demand Health Call
09-10 10-11 11-12
24 Number of placement tests administered per year per student FTE     2.8 Not Yet Applied
25 Number of Distance Learning tests administered per year per student FTE     0.9
26 Local campus tests proctored per year per student FTE     0.6
Efficiency Indicators Program Year Efficiency Health Call
09-10 10-11 11-12
27 Testing seats per student FTE     0.0 Not Yet Applied
28 Testing seats per total number of tests     0.0
29 Total number of tests per Testing Budget     $0
Effectiveness Indicators Program Year Effectiveness Health Call
09-10 10-11 11-12
30 Satisfaction measurements using common survey questions     0 Not Yet Applied

Technology Resources Overall Health Call: Healthy
Demand Indicators Program Year Demand Health Call
09-10 10-11 11-12
31 Number of online courses per year per total number of courses (live and online)     715% Healthy
32 Number of student, faculty and staff computers per IT desktop support staff     300
33 Number of technology workshops for faculty per faculty FTE     9
34 Number of technology workshops for staff per staff FTE     9
35 Number of technology workshops for students per student FTE     18
Efficiency Indicators Program Year Efficiency Health Call
09-10 10-11 11-12
36 Average response time for Help Desk calls     4 Healthy
37 Average processing time for work orders     8
38 Total number of computers per Computer Services Budget     $1,000
Effectiveness Indicators Program Year Effectiveness Health Call
09-10 10-11 11-12
Common survey questions Healthy
39 1) I am satisfied with the customer service of the Help Desk/computer services staff.     4
40 2) I am satisfied with the response time of the Help Desk/computer services staff.     4
41 3) The computers on campus meet my needs.     3
42 4) I am satisfied with the quality of work of the instructional design faculty and staff.     2
Community College Survey of Student Engagement (CCSSE) Survey Year
  2010 2012
43 4.j. Used the Internet or instant messaging to work on an assignment
  Very Often     49.40
  Often     23.90
  Sometimes     19.50
  Never     7.20
44 9.g. Using computers in academic work
  Very Much     59.90
  Quite a Bit     21.80
  Some     14.50
  Very Little     3.80
45 12.g. Using computing and information technology
  Very Much     39.10
  Quite a Bit     32.50
  Some     19.50
  Very Little     9.00
46 13.h. Computer lab
  Frequency     2.27
  Satisfaction     2.64
  Importance     2.54

Last Updated: February 4, 2013

Part II. Analysis of the Program


Requested information from the program review template.

Based on the decrease in staffing, decrease in hours, stagnate budget, and increased demands from greater student FTE, new programs, and costs for resources, overall the library’s health is cautionary. With the new demands on it, the library continues to stretch its already overstretched staff, infrastructure, and budget.
Since the college’s Carnegie Classification has changed (current classification:  Assoc/Pub4: Associate's--Public 4-year Primarily Associate's) and our FTE has increased, many of our online resources have increased in cost, some almost doubling. The library has relied on online resources to make up for its loss of staff and subsequent decrease in hours. For the past three years, the library has had generous support from outside sources to shore up its flagging budget. The technical services staff has been especially creative in budgeting and working with vendors.
Summary of services
The library is open 46 hours per week.
Through the library website students have access to all online resources twenty-four hours a day.
Four faculty
outreach librarian–responsible for service to outreach sites and general reference;
public services librarian–responsible for circulation services (including public computers and public equipment) and instruction;
reference librarian–responsible for general reference;
technical services librarian–responsible for library technical services. Additional duties of head librarian. This librarian is also the library webmaster.
Each librarian is assigned to a subject area to develop (books, media, online resources, etc.). Library faculty work with faculty in their specific subject areas to develop the collection and determine needs to ensure that the library is support current and upcoming programs and endeavors. All UHMC faculty are contacted multiple times a semester and asked for suggestions concerning collection development.
Three civil service
1 circulation assistant (LA IV)
1 circulation assistant (LA IV)–temporary, not on org chart
1 technical services technician (Library Technician VI)
1 FTE student assistant
The library provides access to outreach students via the library website and the efforts of the outreach librarian. Although a student’s home campus should be able to fulfill the student’s needs, students may access materials from other UH libraries via intra-system loan. For a full accounting of this outreach services, please refer to the summary of outreach services in the appendix (Outreach Services).
In addition to the social networking on the Internet, the library tries to connect with students through participation in campus events, like the New Student Orientation (NSO) and the campus email “blast.” At events, the library distributes its very popular “pink pencils” with the website URL. We also free distribute “skinny cards.” These popular calling cards have the library’s URL and telephone number. Students like them because they are unique and look modern.
Strengths and weaknesses
Library use has increased since 2009. Even with the increase of the student FTE has been considered, student use of the library has increased greatly. This has happened even though the library staff is smaller, forcing the library to curtail its hours. This is an important indicator of strength, since use demonstrates that the library is fulfilling the needs of its constituents or they would not be using the library.
Comments from students are generally positive. All concerns are addressed and student suggestions are implemented if appropriate and feasible.
The library website and up-to-date resource. Students can text, instant message, email, or chat online with a reference librarian whenever the library is open. All online library resources are available via the website.
The library hosts events (art shows, poetry events, spontaneous coffee service, cake and snacks, lunch) to engage the campus community. Events may be viewed on the library blog ( Last year we made pizza and chili a few times. We went around the library with the food on a cart and distributed it to the students. Some students came to the library when they saw the Facebook post announcing that there was food. 
Because libraries are more than buildings and books, the UHMC Library has a strong presence on the Internet. Most of these services are available via the library’s About Us page (
Library Homepage (
UHMC Library Blog-news from the library
Twitter-microblog with news from the library
Facebookâ-social network, run by library student workers)
flickr-library-centric pictures
YouTube-videos made by library student workers and friends bookmarks, previously we used
Students and faculty may contact a librarian in many different ways. Information and directions are on the library website’s Ask Us page ( UHMC Library was the first library to offer instant messaging and texting to its patrons. Services we offer are:
instant messaging
texting (SMS) via a mobile telephone
in person
LibGuides ( This application is an online framework that allows librarians to create and share guides. Currently there are 25 guides on varied subjects. In total there have been about 2,169 views since the guides were introduced.
Students would like longer hours and more services than the library can provide with its current budget and staffing. The library has compensated for this by providing excellent online resources. Students may access most of the library’s online resources off campus at anytime on most internet enabled devices.
The library instruction program (which impacts students success, retention, and persistence) requires an information literacy librarian who could devote his full time to developing the program, providing classroom instruction, and faculty/student workshops. This would also include building assessment tools to evaluate students prior to information literacy instruction and after instruction.
The library is short two civil service positions. Services to students have been curtailed because of this shortage and new services are not being offered.
Improvement and expansion of services to students and faculty requires the addition of the information technology APT. This position would support new technologies and enable the library to offer more services to students. This position would also assist the librarians in developing technology solutions, such as, an in-house proxy server for user authentication; ability to track student usage of technology resources by classification; create online applications to support library services; develop mechanisms to deliver a better distance education experience online.
One Library Assistant IV position is temporary. This position is in constant danger of being cut. This would leave the library with one access services clerk. These positions are imperative to keeping the library building open.
Students would like longer hours and more services than the library can provide with its current budget and staffing.
The library needs better mechanisms to evaluate its services. This is especially true of its instruction program.
The library budget is stagnating and does not reflect increases in the costs of resources or the increase in students and their needs. The allocation to the library from the general college budget has decreased (from .03% in 2006 to .02% in 2011). When the increase in student FTE is considered, the budget has decreased by 26%, while the cost for resources has increased.
The library building is continuing to prove inadequate. The renovation in 2007/08 was a stopgap that helped with health and safety issues. The building is too small for the campus FTE. The electricity and infrastructure are too old to handle a modern library. Twenty years ago the head of computing services said of the building, “It was built when electricity was a novelty.” It was true then and is even truer now.
Significant program actions 
Library Technician V position was abolished to free the position for new the Access Services Technical Support APT position. This position has been permanently lost. The library position was approved by the chancellor and moved to computing services. Bradley Duran currently fills it.
The library access services staff is down to two people. There were 4.5 FTE five years ago when the campus student body was much smaller.
The library is developing better mechanisms for student feedback on library services. More targeted questions were added to the user survey. All registered students were sent the survey in the fall and spring semesters.
The library is working with the administration to develop better assessment tools for the library SLO.
Two new databases:
 Art & Architecture Complete–A leading database for the study of art and architecture, this database provides full-text coverage of 380 periodicals and more than 220 books.
Music Index–This database contains cover-to-cover indexing and abstracts of articles about music, musicians, and the music industry for more than 480 periodicals, as well as book reviews, obituaries, news, and selective coverage for more than 200 periodicals.
Result of Prior Year’s Action Plans
Access services APT (1.0 FTE) position still lost.
Library Assistant IV (.5 FTE) position still lost.
Library Assistant IV (1.0 FTE) position (filled) is still temporary.
New faculty position (information literacy librarian) has not been created.
Collection development
Database user statistics have been evaluated; two new databases have been added.
One new student computer was added. This computer is an ADA workstation with:
Dragon Dictate
The library continues to be open 46 hours per week.
The library faculty is continuing to work with the administration to develop tools for assessing the program. Ellen Peterson, Betsy Knight, Eric Engh, John McKee, and David Grooms developed the current strategic plan.
The library proves it value though consistent and strong usage statistics. If students and faculty did not find value in the library, they would not use it. The following shows a comparison of usage between 2007 and 2011.
2007 2011 % change
Gate Count/student & faculty FTE 14 54 +286%
Circulation (physical books)/student & faculty FTE 9 18 +100%
Online books & articles retrieved/student & faculty FTE 13 67 +415%
These statistics, which are based on FTE, show a huge increase in the use of the library and its resources. This is especially interesting considering that the library decreased its hours by 29%.
The survey results are generally positive (overall 91% positive) and the comments reinforce this. The library is making a positive impact in students’ success. Of students who stated an opinion, 92% said that the library helped them get better grades. 87% stated that the library’s computer resources contributed to their success at the college. Of faculty that stated an opinion, 92% indicated that they were satisfied with the library; 88% indicated that they found the library’s resources adequate.
Some student and faculty comments on the library’s value:
 “Staff is always looking for innovative ways to increase the utilization of the library's resources, I can tell they really want the students to succeed, and I've always really appreciated it!”
“The library resources helps me a great deal when I use them. The library has an atmosphere that is welcoming and comfortable. Mahalo”
“During my first semester (Sp12) I hadn't yet received Pell Grant funds and was unable to afford my own PC. The facilities at the library helped ensure that I didn't fall behind schedule with classwork at the very start of my academic journey.”
“[T]he library has evolved to an amazing resource for us Nursing students...especially the Bachelor of Science of Nursing as we are in need of many research articles.”
“It's a little cold, and the toilet paper in bathrooms all over campus is too thin now: it's a waster.”
While the library has value and can prove this value, its resources are not adequate to its task. The UHMC students need and deserve a better library. The library provides excellent resources and services considering its constraints. For the sake of student success and the college, the library requires a building, budget, and staffing commensurate with the task it is assigned.

Technology Services

** The following input was provided by Dr. Debasis Bhattacharya, Interim Vice Chancellor for Information Technology (date: 10/16/2012)

The Information Technology and Media department at the University of Hawaii Maui College provide technology services to the campus and community.

The information technology services include the following:

1. Hardware troubleshooting and fixes

2. Software troubleshooting and fixes

3. Technology support for UHMC Outreach centers in Lanai, Molokai, Hana and Lahaina

4. Project management for various campus projects including CRM Banner, Document Management etc.

5. Networking support and management (wired and wireless networks)

The media services include the following:

1. Cable broadcasts over Oceanic Time Warner channel #55

2. Online classes over the UH HITS system

3. Production of campus shows and coverage of other media events

Since this is the first year that the Technology Services has been analyzed in detail, there is little historical information that can be used to compare with past performance.
Highlights for the IT and Media group include the introduction of the UHMC Helpdesk using the Zendesk ticket management system:
Here are some help desk statistics since we started using Zendesk on August 8, 2012:

1. Number of tickets solved - 513 (IT: 348, Media: 62, Tier 1 Help: 42 + Escalation)
2. Resolution times: Solved < 2 hours: 101; Solved < 8 hours: 161, Solved < 24 hours: 220
3. Inquiries from prospective students forward to the Registrar: 69
4. Users who rated Good on IT/Media services: 45; rated Good and provided comments: 74
5. Entire cost for using Zendesk by 18 UHMC "agents" for a year through July 2013: $4666
The number of online courses (not classes) offered in F11 and SP 12 was: 28
This figure represents 6.33% of the total course offered by UHMC during that period.
During the current fiscal year through July 2013, the IT and Media department plans on collecting data that will provide more insight and comparison in future evaluations.

Part III. Action Plan



Strategic Plan
The University of Hawaii, Maui College Library has developed its Strategic Plan for the period 2012-2015. This plan was developed to align with the University of Hawaiʻi, Maui College Strategic Plan ( and the WASC-SR standards and core values for Student Services Units. Specifically, we have addressed issues that focus on support for teaching and research.
The library has developed this strategic plan to focus on five areas: information literacy, collection development and access services; staffing and staff development; intellectual environment; and marketing. Each area is integral to the effective and efficient operations of the library, both now and in the future.
Strategic Divisions
1. Information Literacy
GOAL: Promote information literacy throughout the academic community by teaching users to find, evaluate, and make intelligent and ethical use of information resources.
1. Collaborate with faculty to incorporate basic information literacy competency skills into more and more general education courses.
2. Incorporate information literacy components into all levels and disciplines of instruction by designating a librarian to work with each discipline or program.
3. Develop additional methods for assessing and evaluating information literacy instruction effectiveness.
4. Continue to develop print and online tools to enhance students’ information literacy skills, with a focus on LibGuides.
5. Institutional CASLOWs 
2. Collection Development & Access Services
GOAL: Provide user-friendly access to information resources in all formats and the support services needed to make intelligent use of these resources.
1. Build strong collections that reflect the changing mix of print and electronic resources in a complex, consortium environment.
2. Continue to replace the print collection, particularly journals and reference materials, with their digital counterparts.
3. Expand the collection of non-traditional academic resources, including graphic materials, digitized content, and audio-visual materials.
4. Collaborate with faculty and UH System librarians to make Hawaiian Studies resources accessible by acquiring, organizing and delivering them in the most effective formats.
5. Update and improve library web pages to reflect new and emerging information discovery services, with an emphasis on ExLibris' search and discovery system (Primo).
6. Consider e-book leasing and other innovative practices that could improve interlibrary loan delivery and services.
7. Provide quality reference assistance through in-person and virtual references services, and develop tools to measure the effectiveness of these services.
3. Staffing & Staff Development
GOAL: Recruit, develop, retain, and motivate a diverse and well-qualified staff team who can make a significant contribution to the academic mission of the college.
1. Evaluate library staffing needs and workspaces to improve the efficiency of departmental operations.
2. Lobby for positions.
a. reclassify temporary LA IV to permanent 
b. restore library’s “lost” APT position
c. create information literacy librarian
3. Provide structured orientation, library training and tutorials for all staff members and student assistants including thorough training on the ExLibris Primo system.
4. Provide training and growth opportunities that encourage staff members to develop expertise related to their profession and job assignments including attendance at library conferences and training sessions, participation in the governance of library cooperatives and organizations, and the monitoring of current professional literature.
4. Intellectual Environment
GOAL: Create a comfortable, safe and user-friendly environment for study, research, and information sharing.
1. Focus on transforming spaces to inspire learning, innovation, connections, and discovery.
2. Transform the reference section to accommodate additional study areas.
3. Redesign the reference desk to ensure that it continues to function as a user-friendly point of contact between patrons and librarians.
4. Cultivate opportunities for additional space.
5. Marketing
GOAL: Promote the usage of library resources and services through a program of advertising and user education.
1. Enhance library web pages to facilitate patron access to all library services.
2. Use displays and exhibits to promote the library’s collections and unique resources.
3. Engage in creative marketing practices, such as contests and giveaways, to help promote a positive library branding and to attract new visitors to the library.
4. Ensure that the library is represented at campus activities, including job fairs and student services events.
Action Plan
Goal Item Steps Resources Person/s responsible Timeline Outcome indicator Status
AP 1 – (Strategic Plan Goals 2 & 4) Improve services stabilize staffing reclassify temporary LA IV to permanent 
restore library’s “lost” APT position
create information literacy librarian position number and funding Chancellor, VCAA Fall 2012 increase in the number of full-time staff which will lead to increased services that students are requesting and need to succeed ?
AP 2 – (Strategic Plan Goal 1) assessment Create better mechanisms for assessment of library functions, including reference and instruction. Staff time librarians Spring 2011 Assessments will be in place and utilized, giving the college a better understanding of the library and its functions. In process
AP 3 –(Strategic Plan Goal 4) Increase the number of public access computers and student study areas Purchase and configure computers and furniture library budget, infrastructure, and space Library staff & computing services 2012 Up to 5 new computers for students In process

Technology Services

During the upcoming year through July 2013, the Information Technology and Media department plans on completing the following projects:

  1. Banner CRM
  2. Dashboard
  3. Document Mgmt Project
  4. Google Floor Maps Project
  5. Institutional Reporting
  6. Network Ops
  7. OTW Digital Converter Project
  8. PC Admin and Software Ops
  9. R25 Space Utilization
  10. Science Building Project
  11. Undergrad Research Project - Networking & IDS
  12. Unitrends Backup
  13. VOIP
  14. Web Site - Existing
  15. Web Site - New V1.0
  16. CyberPatriot Project

Part IV. Resource Implications



AP 1.1:  position number
AP 1.2:  creation of APT new position
AP 1.3:  creation and funding of new faculty position
AP 2:  Cost of furniture, computers, and software ($25,000), personnel time to configure, install, and support. 

Technology Services

The IT and Media Department works with the UHMC community to provide informatino and media services. The following positions are vacant and require placement in order for the department to perform in a signficantly enhanced and efficient manner.

1. APT position - Webmaster

2. APT position - Technical Help Desk

3. APT position - Graphics Designer

4. APT position - Media clerical support

Program Student Learning Outcomes

No Program Student Learning Outcomes were entered by the program.