Organisational structure – next steps

1. Organisational structure – next steps Mark Haslett University Librarian University of Waterloo February 19, 2004

2. 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

3. 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.

4. 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. The staff in all areas appear to work very well in teams, and autocratic direction would be disastrous.”

5. 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

6. 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

7. 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

8. 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

9. 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.

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

11. 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

12. 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.

13. 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

14. 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.

15. Current org structure

16. New org structure

17. 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

18. “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

19. “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

20. “Managers, ISR”

21. 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

22. 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

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

24. 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

25. Questions & discussion