Skip to the content of the web site.

Library Managers • Minutes

Managers/LBPC May 13, 2003
9:00 a.m., LIB 428

Present: Susan Bellingham, Lorraine Beattie, Eric Boyd, Betty Graf, Mark Haslett (Chair), Sharon Lamont, Richard Pinnell, Shabiran Rahman, Susan Routliffe, Mary Stanley, Linda Teather, Annette Dandyk (Recorder)

Regrets: Jane Forgay, Christine Jewell, Debbie Tytko

  1. Business Arising from April 15, 2003 meeting

    #1.Ontarians with Disabilities Act

    Mark and Jane have met with Janet. Janet will update the Managers and LBPC at the June meeting.

    #5.b. TUG Reports Training Team

    Membership of the TUG Reports Training Team will consist of: UW – Baiba Turner, Susan Arruda; UG - Alan Gale, Pamela Jabobs; and, WLU - Linda Cracknell, Vera Fesnak. Outside trainers have been appointed to provide training on May 29 and June 5.

  2. Organizational Structure of the Library

    Mark expressed his desire to initiate discussion on the organizational structure of the Library. He stressed the importance of having a common understanding of the current context. Staff will be given an opportunity to provide input – through departmental meetings, committee meetings, and one-on-one conversation with Mark. Managers should raise the matter with their supervisors and staff, and include the topic at departmental meetings. The long process that led to his appointment has already provided significant feedback, comments, and concerns from staff. Mark will be at ARL, OCUL, and CARL meetings in May and will have an opportunity to engage colleagues in discussions about organizational structure. While he is not convinced the Library needs a complete organizational overhaul, he does believe that change is natural, evolutionary, and can be constructive. Areas of focus still have to be identified, however organizational structure is an issue that needs to be addressed sooner rather than later.
    Action: Managers

    Before changes occur, context needs to be set for the following issues:

    • Assistant University Librarian vacancy (Joan’s position): the position was not filled when Joan retired, because it was believed that the new University Librarian should be involved in hiring someone for such a key position. Interim measures are in place (ISR Management team; contract librarians; co-op students; Susan R has taken on much of the IR role). Mark is interested in hearing from the ISR Management team and ISR staff on how the current arrangement is working. Shabiran indicated that the ISR department has already met to evaluate operations to date, and to determine if changes were necessary during the interim period. The department and Susan agreed that the team is working well. A few issues were identified, including lack of representation from Davis ISR on the team. Shabiran will forward the notes from the meeting to Mark.
      Action: Shabiran

    • Associate University Librarian vacancy (Mark’s former position): it is not clear at this time if the position needs to be filled, but if it were, it would likely not be as currently written. Mark will seek input from others on this before a decision is made. He will continue to attend UCIST (University Committee on Information Systems and Technology) meetings for the time being, and participate in campus discussions on the recent IT Review, especially on matters relating to strategic planning. He will also continue to meet with the Systems Managers, although less frequently.

    • The Library Service Environment: There have been significant changes, specifically with the increase in the number of resources that are delivered electronically. The DLCC (Digital Library Coordination Committee) examines some of the ways these changes are handled. Several years ago the UW Library reviewed how functions with respect to electronic resources are carried out in Cataloguing and Acquisitions. They may need to be reviewed again.

    • The UL’s time: Mark discussed the ongoing need for the University Librarian to be visible in a variety of areas, for example, at Senate, other campus academic planning committees, and particularly with Campaign Waterloo. Mark needs to commit more time to this high profile fundraising initiative.

    • Retirements: Upcoming retirements will need to be dealt with proactively.

    • Budgets: The IR (Acquisitions) budget is in a reasonably good position to meet our needs in the 2003/2004 fiscal year, even without new money.

      The 2% expenditure reduction for 2003/04 takes the operating budget’s cuts to over $500,000 in the past two years, primarily from vacant positions and the IT (computing) budgets. In conjunction with announcing the campus-wide 2% cut from operating budgets, the Vice President Academic and Provost also announced the possibility of additional funds for new strategic initiatives. The Library may be in a position to receive some of this strategic funding, and Mark hopes to learn sometime in May if that is the case. A 2% cut amounts to approximately $150,000. The Library IT budgets can’t endure further cuts. The rationale for filling all current and upcoming vacancies will be reviewed on a case-by-case basis, however no decisions about how to meet the cut will be made until the budget position is clearer.

    Mark spoke about the Library’s evolving organizational structure and history, as he views it:

    • The Library has a flexible, hybrid matrix organizational structure; while not perfect, it is indicative of a maturing and evolving organization;
    • The Library has committed and dedicated staff, with a strong service and client focus;
    • The Library consults and engages with clients on an ongoing basis;
    • The Liaison Librarian structure has considerable merit and has served UW well, but perhaps now is the appropriate time to review the structure. The Hill Report states that the Liaison Librarian structure is well received;
    • Not unlike others, the UW Library needs to pay attention to demographics and plan for upcoming retirements.

    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. Mark will send a message to staff some time next week stating that these discussions have been initiated, outlining the key issues, and describing next steps. An all-staff meeting will be scheduled near the end of June.

The next meeting is scheduled for June 17

If you have any queries or concerns about this page, please contact .

July 29, 2005