Rutgers University Libraries
Reorganization
March 3, 2006
Marianne Gaunt
University Librarian
Why Reorganize
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Address New Needs
Align Units to How People Work
Leverage Technology for Change
Create Needed Positions
Address Structural Confusion
Better Utilize Existing Talent
Streamline Where Possible
Maximize Resources
New Management Structure
(Current 9; New 9)
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University Librarian
AUL Administrative Services
AUL Collection Development and Management
AUL Digital Library Systems
AUL Instructional and Research Services
AUL Facilities Planning and Management
AUL Planning and Organizational Research
Director Dana Library
Director Robeson Library
University Librarian
• Create an Advancement Office
• Add Communications
AUL for Administrative Services
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Budget
Personnel
Training and Development
Relocate Assessment, Planning, Space
AUL for Collection Development
and Management
• System-wide collection development
policies
• Collections budget management
• Special Collections and University Archives
• Add Preservation Officer/Staff
AUL Digital Library Systems
• Development, deployment, management library
systems, infrastructure, software
• Digital preservation/archiving
• Acquisitions, Cataloging, Systems offices
• Add: NB Collections services
• Add: SCC programmers, network staff
• Add: Digital architect librarian
• Add: Digital project management librarian
AUL for Instructional and
Research Services
• System-wide public services coordination: policy
and services development
• Management of public services personnel
reporting to AUL
• Current Ill and document delivery staff
• Current Shipping and receiving staff
• Current Imaging Services staff
• Current Webmaster staff
• Add: NB Access services staff
• Add: New Brunswick Librarians
AUL Facilities Management and
Development
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System-wide Capital Planning
Facilities Oversight
ADA Compliance
Building Security and Disaster Planning
Development of new learning spaces
Liaison to University Capital Planning Office
Assists AUL IRS
New Brunswick Campus building responsibilities
AUL Planning and
Organizational Research
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Strategic Planning
Develops and manages assessment program
Manages special projects
Researches Issues; Drafts reports
Analyzes and distributes data for statistical
analyses
• Liaison with Washington Office for legislative
issues
• Internal copyright expert; consultant
• Primary contact with University Counsel
Dana and Robeson Library
Directors
• Campus-based responsibility for program
development and support
• Continued move of local technical services
operations to centralized management and
delivery of services
• Participation in access services functional
groups and shared responsibilities in P4P
reviews
Outcomes
• Realigned positions to create a focus on planning,
assessment, facilities, preservation
• Began development of advancement office to
support capital campaign and fund raising
• Built backup into network and programming
support
• Streamlined local technical service operations to
free staff for other work
• Provided AUL IRS with librarians and staff
working directly with the public
Outcomes….cont’d
• Eliminated confusion for recruitment with
NB and system-wide administrations on the
NB campus
• Engaged access services staff across the 3
campuses
• Positioned the organization better for
additional changes
Process From Here
• Identify Areas that May Not Be Addressed
• Finalize Decisions on Reporting That Have
Not Been Determined
• Plan to Fully Transition by July 1, 2006
• Make Changes between Now and July 1
that Are Easy to Implement
• Realign Budgets before FY06/07
• Review Impact on Current Faculty Structure
Process From Here…. Cont’d
• Document Final Reorganization Plan
• Create Final Position Descriptions for
Recruitment
• Establish Search Committees
• Engage Search Firm
• Advertise Positions
• Inform Community of Changes