Proposed "Across-the-Library" Model
Across-the-Library Model-- This model reflects a functional approach to organizing the work of the Library. What this means is that staff performing the same functions in different departments will now work together in the same group--regardless of department or location. For example, Access Services: The staff performing the functions of lending and borrowing materials, maintaining the stacks, managing their facilities, providing information, securing copyright, and providing ILL and document delivery will work together in the same group, whether that staff is located in Art, Music, Science or Clapp.
Some of the significant benefits to this approach are:
Patron
* The patron benefits from a staff who can be responsive, make decisions, and provide back-up for each other (all staff have the necessary skills and knowledge).
* The patron benefits from consistent policies and procedures that will result from a single functional group setting those policies and procedures for the Library.
*The patron benefits from members of the staff across the Library planning how to deliver services in the context of the whole organization. Everyone is on the same page.
* The patron benefits from working groups who can anticipate and respond to patrons' needs.
* The patron benefits as a result of the improved communication: all staff are able to state and interpret policy based on a shared understanding of patrons' needs.
* The patron benefits from a staff empowered to customize services to meet individual needs.
* The patron benefits from improved services delivered by staff released from administrative duties.
Staff
*The staff benefit from working directly with and reporting to the people who perform the same functions as they.
* The staff benefit from the increased decision-making authority they will carry.
* The staff in the department libraries benefit by being more integrated into the organization.
* The staff benefit from a greater degree of collaboration and at the same time benefit from a model which promotes individual empowennent and accountability.
* The staff benefit from reduced fragmentation in areas of responsibility.
* The Vice President for Inforination Services and College Librarian benefits from having fewer direct reports and a Management Group in place for the Library. This allows the VP to focus on IS-wide and College-wide planning and program development.
Organization
* The Library benefits from a more integrated organization and from the establishment of a Management Group serving in an advisory capacity to the VP.
* The Library benefits from having a Management Group who represents all Library interests in planning and decision making.
* The Library benefits from having a Management Group with clear responsibilities for communication within the groups and across the organization.
* The Information Services organization benefits since the Library's reorganization along functional lines helps to clarify where collaborative efforts across IS can take place most efficiently. And patrons benefit when these collaborative efforts permit IS to respond to their needs in an integrated way.
Access Services--As noted in the first paragraph, Access Services brings together the people across the Library who are performing the same functions. The integrated delivery of these front-line services will result in consistent policies and services, while allowing for flexibility in staffing. Staff in the branch libraries will no longer be isolated but working in collaboration with their colleagues in the same group.
Activity Groups--Certain common cross-functional activities may benefit from the formation of activity groups composed of staff who are involved in that work. Activity groups may last for specific periods of time or may be "permanent" depending on the need. The SC has identified some areas which could be the focus of such groups, for example: Banner user's group and/or student hiring and payroll. We anticipate ideas for an Activity Group emerging from any staff member from any group. The Management Group will approve the formation of new Activity Groups.
Archives--Archives is in a direct reporting relationship to the Vice President of Information Services and College Librarian because of its distinct institutional mission. While the Archives department does collect, process, organize, preserve, and provide reference for materials, those materials are not collected to support the curriculum but to document and preserve the history of the College. It is this unique and important institutional mission that places Archives more appropriately in a direct reporting relationship to the VP. Members of the Archives staff will have the same opportunity to serve on various Library activity groups as any other member of the Library staff.
Digital Technologies-- During the time the Library has undertaken this process, Digital Technologies has undergone its own reorganization, combining support for Library computing infrastructure and systems management with the development, management and support for the Campus Wide Information System. Over time, some functional activities may be further integrated into relevant parts of the IS organization. So for now, the structure of this new group remains unchanged by the Library redesign process.
Information Ordering and Processing--- The work analysis forms for Monographic Acquisitions/Cataloging and for Serials identified the many functions that both areas have in common. In an effort to streamline our operations, make the most effective use of staff expertise, and to focus on user needs, the SC recommends integrating the ftinctions of monographic and serial acquisitions and cataloging. We recognize that there may be a need for serials and/or monographs specialists within this newly combined work group. Similarly, in the context of streamlining the workflow, it is more efficient to integrate the end-processing and binding of materials into this group.
Information Resources Management--- In this model, a smaller number of staff will do collection management work but in a more concentrated way. Collection development will have greater consistency not simply be fit into the time available around other primary work responsibilities. This will permit us to consolidate staff effort and, thereby, build greater expertise and responsiveness. By integrating preservation with collection management into the newly formed Information Resources Management group, the staff will take a holistic, sustained and proactive approach to evaluating the collections. Staff in Information Resources Management will collaborate closely with Research & Instructional Services staff to ensure that collections and instructional services are developed in an integrated way, with the disciplinary needs of students and faculty as their focus.
Knapp Media and Technology Center--During the time the Library has undertaken this process, the Knapp MTC has undergone its own reorganization, with the purpose of integrating its functions into similar functional areas within IS. As a public cluster for computing, it is now under the direction of User Services, allowing all the cluster functions across campus--training, staffing, maintenance, policies--to be integrated. Over time, other functional activities in Knapp may be further integrated into relevant parts of the IS organization. Sojor now, the newly reorganized Knapp, still in the process of implementing its new organizational structure, is unchanged by the rest of the Library redesign.
Library Management Group--Provides overall management and leadership for the Library, serves as an advisory group for the VP, and participates in IS-wide planning. The Management Group will have autonomy in decision making and will meet with and report to the VP. Each member of this group will have the dual responsibilities of managing his/her functional group as well as serving on the Management Group. An Assistant to the Management Group will provide administrative support for the group as well as such integral support as public relations, communication, statistics, and reports for the Library.
Research & Instructional Services--The work analysis forms indicate the need for a group of staff dedicated to the planning and delivery of research and instructional services across the Library. This model brings together staff performing these front-line services from all parts of the Library, forming a group whose focus is planning for, learning about, and delivering these services campus-wide. Integrating Special Collections within the Research & Instructional Services group recognizes the significant role this department plays in delivering these services. Staff in Research & Instructional Services will collaborate closely with Information Resources Management staff to ensure that collections and instructional services are developed in an integrated way, with the disciplinary needs of students and faculty as their focus.