Mark Haslett
University Librarian
University of Waterloo
February 19, 2004
1

What I’ll cover






How we got to this point
Issues & concerns
Goals & objectives
Immediate term issues
Mid & longer term matters
Next steps

Questions & discussion
2

Opportunities and challenges






Ensure that the Library’s organizational structure reflects and supports scholarly communication and information resource sharing at UW;
Maintain and further develop client focus;
Ensure that the lines of accountability are clear, but not so rigid that there is no flexibility;
Build on supervisory and management strengths within the
Library;
Ensure there are continuous opportunities for staff training and development;
Address retirements and staffing requirements in a proactive fashion.
3

Hill Report

“The Liaison Librarian structure was widely appreciated. …The structure, together with the outcomes of the work performed needs continuous nurturing and refinement .”

“The Assistant University Librarians should be giving much of their time to the development, discussion, implementation and assessment of beneficial changes and new initiatives in their areas of responsibility. Currently, this senior management responsibility is subservient to performing the duties typically carried out by line supervisors and department heads.”

“The Library is fundamentally a service organization, and direction, co-ordination and accountability is needed at all levels to provide and sustain effective and efficient services. direction would be disastrous.”
The staff in all areas appear to work very well in teams, and autocratic
4

Some personal observations


The complexity and challenges of the contemporary academic research library are affecting us all:




Increased integration of services & resources
We need to continue our focus on extending our digital resources while at the same time maintaining a focus on the development and maintenance of our print resources
Adequate space for our print resources, study and instructional purposes, and staff is a significant concern
New skills and expertise are being called upon
Abiding concerns



Davis & Porter cultures & history
Still recovering from SERP
Attention to Cataloguing
5

Some personal observations cont’d.

We need to create growth opportunities especially in the middle-management area so that we have skilled managers ready to step into more senior roles as we progress through the
2000’s looking to 2010.

We have a flexible, well-trained and service-oriented staff who have a good understanding of more than just their own specific area of responsibility. We need to ensure this continues.

Clearer lines of communication among areas are still needed.
We need to:

 be clear about who reports to whom & why ensure that there are good lines of communication among departments and groups
6

Some personal observations cont’d.





Balance sustainability and innovation
Focus on both flexibility and stability
Pay attention and listen to needs of our users
Service to our users should continue to be our watchword
We need to ensure we keep our focus on our core “business” and we need to continue our tradition of promoting and providing for opportunities to deliver our services in new and better ways
7

My vision of an excellent library is one that




Keeps its eye on its core business of facilitating effective access to scholarly information
Adapts to evolving trends in scholarly communications
Seeds new initiatives & promotes partnerships, and
Is at its best when working together to build bridges
8

Expenditure reductions




Reductions to date have been ongoing
 i.e. to our base budget
 we cannot use one time only funds as part of the reduction
Flexibility on non-salary side is gone
I am committed to NOT cutting positions with people in them
Therefore, need to look to retirements, vacancies, etc.
9

So where do we go from here?



Bite size pieces
Current staff complement is static (if not diminishing)
Address areas which need attention immediate


Management of ISR functions
ILL/DD


Cataloguing
Executive level
10

Library Executive


New name
Membership & role

The Library Executive Committee consists of the
University Librarian, Associate and Assistant
University Librarians, and the Director, Library
Resources Management

The Library Executive Committee provides leadership for the Library’s strategic planning, policy development, financial administration, and resource allocation
11

Associate University Librarian,
IR&S
The Associate University Librarian,
Information Resources & Services (AUL,
IR&S), is accountable to the University
Librarian for the strategic planning, development and provision of information resources and services in the Library ensuring they remain responsive to the needs of the user community.
12

The AUL, IR&S, is responsible for







Managing and developing the Library's information resources and services at a strategic level
Contributing to the execution of the Library's strategic goals and objectives
Directing, coordinating and supporting managers, functions and activities within the information resources and services areas
Ensuring effective planning and development of the Library's
Information Resources budget
Participating in the administration of the University Library
Representing the Library in senior decision making forums, including external agencies
Representing the University Librarian in his/her absence
13

Associate University Librarian,
Information Technology Services
The Associate University Librarian,
Information Technology Services (AUL,
ITS), is accountable to the University
Librarian for the strategic planning, development and provision of information technology services in the
Library ensuring they remain responsive to the needs of the user community.
14

Current org structure
Manager,
Cataloguing
Acting Head,
InterLibrary Loan and Document
Delivery
Manager, Library
Communications and
Development
Assistant University
Librarian,
Information
Resources
Associate University
Librarian,
Information Services
& Systems
Assistant University
Librarian,
Information Services
University Librarian
Secretary
Director, Resources
Management
Manager, University
Map and Design
Library and Branch
Libraries
Head, Special
Collections
ISR Departments
Systems
Development
Manager, Library
Acquisition Unit
Head, User Services
Coordinator,
Facilities
Management 15

New org structure
Associate University
Librarian, Information Resources &
Services
Manager, Library
Communications and
Development
Associate University
Librarian,
Information
Technology Services
University Librarian
Secretary
Director, Resources
Management
Manager, University
Map and Design
Library and Branch
Libraries
Head, Special
Collections
Manager,
Cataloguing
Systems
Development
Managers, ISR
Manager,
InterLibrary Loan and Document
Delivery
Manager, Library
Acquisitions Unit Head, User Services
Coordinator,
Facilities
Management
16

Static staff complement

Liaison functions pooled & shared

Davis group & Porter group


Pooling by faculties or broad disciplinary areas vs. departments
Staffing complement to be determined


Opportunity to create some new managers

3 – 4 positions?

Potential needs in other areas, e.g. Cataloguing
Use funds from vacant Assistant UL position to help fund a Library Internship Programme
17

“Managers, ISR”





Davis & Porter cultures & history
Create opportunities for some new managers
Provide for clear accountability, support,
& lines of authority
Pooling of liaison function responsibilities
Static staff complement assumed
18

“Managers, ISR”

Three models



An earlier approach: Heads of Davis &
Porter
Current approach: ISR team management based on HR, Facilities & Communications
A new team management model based on information resources & services functions
19

“Managers, ISR”
Associate University
Librarian, Information
Resources & Services
Manager,
Information
Resources
Manager,
Information Literacy and Reference
Manager, Academic
Liaison
Manager, Library
Acquisitions Unit
Manager,
InterLibrary Loan and Document
Delivery
20

New model







Focused managerial attention to different functions, e.g. information resources, information literacy & reference, academic liaison …
Functional managers
Working together … team approach for academic liaison function
Recognise subject strengths broadly defined
Ensure flexibility and adaptability
Build expertise & strengths
Recognise fiscal constraints
21

ILL/DD


The matter of where ILL/DD fits best within the organization needs to be decided upon
A review group will be formed to outline options with pros & cons
22

Cataloguing …

A group will be formed to review needs
& opportunities in the Cataloguing area
23

Next steps




Bite size pieces
Meeting of Library Management group and all librarians Tuesday Feb. 24
Development of terms of reference for
ILL/DD and Cataloguing & meeting with staff
Timeframes
24