Rod Library Organizational Structure Plan 2015

Transcription

1 1 Rod Library Organizational Structure Plan 2015 Overview This plan documents the results of a planning process undertaken during 2014 for more effectively structuring departments, staff, and operations of Rod Library at the University of Northern Iowa. The planning process was initiated at the request of Dean Cox in March The process was spurred on by a number of factors: The retirement of the Head of Technical Services; New initiatives such as the Learning Commons, institutional repository, Museums, etc., which had no obvious place in the existing organizational structure; Existing initiatives which are currently conducted by committees (i.e. public relations) which we desire to move to a position; The need for improved flexibility to allow for the addition of new positions as new needs arise. A Reorganization Task Force was formed by Dean Cox in March 2014 to examine the existing structure and to identify an organizational structure which best meets our mission and helps us best achieve it. The task force, chaired by John Wynstra, consisted of librarians and library staff from various departments and employee types. The final report of the Reorganization Task Force is included as Appendix A of this report. Background Rod Library s current organizational structure includes five departments and the Dean s Office. The departments include Reference and Instructional Services, Collection Management and Special Services, Technical Services, Access Services, and Library Information Technologies. This organization has been in place since 2004 when the Acquisitions and Cataloging departments merged to form Technical Services. All department heads report to the Dean, as do three Deans Office staff members. The Reorganization Task Force began its work by gathering input from staff at library wide meetings utilizing a circle of voices approach. They also collected input through a library-wide survey, open forums, through a presentation at staff development day, and various other means. The task force also analyzed the organizational charts of other libraries as part of this process. The original timeline for the task force had an end date of June 9, but that deadline proved too ambitious, and the task force s timeline was extended until December This also allowed the input of Technical Services consultants Carol Diedrichs from Ohio State University and Lisa German from Penn State University to be included in final decisions. Goals of the Reorganization

2 2 This reorganization of Rod Library s overall structure is intended to accomplish a number of goals, shaping library operations for months and years to come. The primary goals were to create an organizational structure that: Aligns library organization structure with the library s role in campus strategic priorities; Effectively merges the Museum unit and provides flexibility to incorporate future new positions as the needs arise; Promotes synergies between work with similar functions to improve the flow to work processes and communication; Promotes transparency and the free flow of ideas and information among everyone in the organization; Enables the Dean of Library Services to focus on external objectives and strategic directions, such as fundraising and promoting campus awareness of Library services. The Task Force focused on the top level of the libraries organizational structure and functions that occur under each. On January 8, 2015 the Library Administrator s Council met and discussed the Reorganization Task Force s report, the organizational charts they presented, and a number of variations from the Dean. In the end there was general consensus around what will be below presented, with final decisions having been made by the Dean. Top Level Organization Structure The new organizational structure (see Appendix B) will include three divisions, all of which report to the Dean. In this arrangement the Dean will act as Chief Executive Officer (CEO) and will deal primarily with external functions, and the Associate Deans and Assistant Dean will act as Chief Operating Officers and will deal primarily with internal functions, including daily operations. While the Dean will also direct these top level managers, the intent of this structure is to allow the Dean to focus on external objectives as suggested in the goals above. All current staff and operations will be reorganized within these top level functional units or divisions as described in the remainder of the plan. Divisions are the largest organizational structures and fulfill core library functions. Many of the functions listed under the Administration and Planning Division are prospective and staffing is yet to be determined. Content Discovery Division This division acquires, maintains, and provides access to all of the library s information and resources. The new name refocuses the work of this division away from what was once primarily a print world to one which acquires information in various formats and which preserves and provides access to born digital and locally created or curated material. Data driven decision making has also been a strategic direction, and the continued analysis of our collections and stewardship of what are limited resources is also the work of this group.

3 3 The Content Discovery Division encompasses the following functions: Collection Management: Emphasis over time will be less on selection of materials and more about ongoing analysis of collections. Acquisitions Interlibrary Loan: Included to allow more synergy in the acquisition of materials regardless of where the request originates. Cataloging/Metadata Digitization/IR: All digitization functions will be centralized within this new division. Scholarly Communication: The education piece related to scholarly communication may end up in the hands of the library s liaisons. Access Services: Included to emphasize the role of the department in collections. IT Discovery: Would include members of the Library IT department who work most closely with the discovery system to allow for a closer work relationship between this function and other collections and metadata functions. Learning and Research Division This division educates library users in making the best use of the library s collections and resources. The new name emphasizes the role the library plays in student learning and the student and faculty research process and moves all functions where learning is paramount under the same umbrella. The previous Special Services areas Fine & Performing Arts, Youth, Special Collections & Archives, and Museums, are included in this division not to downplay the value of their collections in support of student learning but to emphasize the role the librarians and staff play in educating users in their use. The Learning and Research Division encompasses the following functions: Reference: Includes just-in-time instruction and assistance as well as research consultations. Instruction: Credit courses, on shot sessions associated with a particular class or group. Outreach: Included because of the educational emphasis of the programs presented to new groups. Liaisons: Still being solidified, this group of librarians would spend their time working more directly with faculty and communicate with them regarding library needs, services, and changes. Some librarians who work primarily in other areas may also participate on a limited basis in the liaison program. Learning Commons Fine & Performing Arts Collection Youth Collection Special Collections and Archives Museums Administration and Planning Division

4 4 This division is probably the most diverse and represents the biggest change proposed in the organizational chart. The Administration and Planning division supports the success of the library as an organization through staff development, fundraising, public relations, planning and assessment. It centralizes financial and administrative functions, some of which were previously scattered throughout the organization, and provides a platform to meet the needs of the staff of a growing organization through professional development, rewards systems, diversity training, public relations, and assessment, many of which are currently coordinated by library committees. This demonstrates a commitment on behalf of the Dean to provide the level of support that staff have requested but which has never previously been operationalized. The head of the area is an Assistant Dean, meaning it could be held a P&S professional rather than a faculty member. This is not uncommon in libraries across the country. Many of the positions in this division do not exist and filling them will involve discussion and resource reallocation. The Administration and Planning Division will include not only the current staff of the Dean s Office but the following functions: Administrative support: Dean s office assistance, as well as support for search committees, faculty files, etc. Budget/Business Operations Facilities Human Resources: This includes contract interpretation, management training and assistance, etc. Diversity Organizational Development: This is in many ways an enhancement to the role of the current Employment Development Committee. Could include orientation, change management, staff development and training programs, communication enhancement, employee recognition, etc. PR/Communications/Web: This creates a relationship between PR and the Web. Event coordination IT Infrastructure: Would include members of the Library IT department which support the equipment and technologies of the library. Next Steps and Questions There are a lot of unanswered questions. Here are some attempts to answer them. 1) When will this organization plan go into effect? Some changes will begin immediately, but the real change will occur on July 1, 2015, once the ADs are on board. 2) How will the Associate and Assistant Dean positions be filled? Positions may be filled through internal or external searches, at the discretion of the Dean. All current staff will be eligible to apply for any new position. There are many strong leaders within the organization and allowing them to move into leadership positions will maximize existing staff resources and instill a sense of advancement within the Rod library staff. That being said, in some cases an outside view may be beneficial to progression of the organization. These searches will begin immediately.

5 5 3) Will there be department heads in the divisions? No. Unit leaders will exist to coordinate various functions within each division. 4) Who will decide how the divisions are organized? Discussion will take place within divisions led by the Associate or Assistant Dean to determine the number of units of unit leaders in each division. 5) What will happen to the LAC? The Library Administrator s Council as it currently is structured will be retired and a new Library Leadership Team (LLT) created which will include the Dean, the two Associate Deans, and the Assistant Dean. This group will meet three times a month. Once a month a meeting of the LLT with unit leaders and others in leadership positions will be convened. 6) Will this new organizational structure improve communication? A change to our organizational structure will not in and of itself improve communication. That must be an ongoing effort. Cross divisional teams will be encouraged to successfully complete complex projects. This new organizational structure has been created with broad involvement of library staff, and holds great promise for more effective library operations that are better aligned with campus priorities. Thanks to the members of the Reorganization Task Force, and all library staff for your input and participation in this process.