new chancellor, new president, and you're interim dean... what's the plan?
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New Chancellor, New President, and You’re Interim Dean …
What’s the Plan?
Andrew White, PhDInterim Dean and Director of LibrariesDirector, Health Sciences Center LibraryStony Brook University
ALA June 26, 2010
Stony Brook UniversityFast Facts
• 24,000 students and 2,100 faculty• Long Island’s largest single-site employer, providing more than 14,000 employees with full- or part-time jobs• More than 150 majors, minors, and combined-degree programs• Six interest-based Undergraduate Colleges for all freshmen• One of 4 research centers in State University of New York system
Libraries Profile
• Two campus libraries, administratively separate• Health Sciences Center Library
• Single site• Library staffing approximately 30 FTE
• Melville Library• A primary site along with 5 branches• Library staffing approximately 70 FTE
Stony Brook University Medical Center
Frank Melville Jr. Memorial Library
Timeline
• June 2009 - New State University Chancellor• July 2009 - New campus President• July 2009 – New HSC Lib Director• Sept. 2009 - External review of campus
library• Nov. 2009 - Resignation of Library Dean• Dec. 2009 - Appoint HSC Lib Director as
Interim Library Dean
My Assignment (I did choose to accept it)
• Provost charge:– begin the process of reorganization– budgetary review
• Administration pledges additional funds to the Library’s base acquisitions budget– Effective July 2010.– In spite of campus and state budget crisis
Overall Strategic Planning Priorities
• Address immediate campus needs• Identify big-picture state system-wide library
initiatives– Look for synergies with institutional and aspirational
peers, i.e.• Collection development
• Off-site storage
• Scholarly communication / IRs
– One size does not fit all
Interim Strategies and Steps
• Analysis of the Library and its administration– New Library Faculty Advisory Committee– Meet with existing teams and committees to assess
effectiveness and appropriateness– Conduct staff interviews individually, with a non-
biased member of the new Advisory Committee also present
– Summary report of interview observations• Spot themes from the staff comments.
Staffing culture
• Stratification – Librarian faculty– Professionals– Classified
• 2 Unions• No systematic succession planning• Accumulation and inequitable distribution of job duties
– Retirements– Resignations– Position attrition
Constraints
• Repurpose existing staffing– Refilling vacated positions under budgetary
review• Unions
– Demotions unsupported– Reassignments with same compensation
• Repurpose salary savings– Changed / increased job duties compensated
with existing payroll
Unknowns
• State budget• Campus budget• Early retirement incentives• Changes in staffing
Organizational Change
• Phased – Some top-down decisions– Identify gaps in library services/operations– Provide staff development and advancement
opportunities
• Meet the needs of the campus • Align library with educational and research
missions• Flexibility to respond to new innovations in
information formats and access
Technical Services Changes
• Rebrand as Resource Management• P vs. E
– Distinctions by process and policy– No staffing distinction– Cross training
• Reduce copy cataloging activities• Repurpose staff knowledge base
Phased Approached
• Identify Associate Director positions– Adjust administrative reporting functional units
• Fill immediate administrative personnel needs• Identify strategic directions as an organization• Identify staffing needs/skill sets to achieve strategies• Create staffing opportunities to address missing
human capital:– Training– New job duties– New positions– Unit restructuring
Staff participation
• Monthly all-staff meetings– Address mission, vision, values– Q&A related to consultants’ reports and interview
summaries
• Library Staff wiki
Q & A
Andrew White, PhDInterim Dean and Director of LibrariesDirector, Health Sciences [email protected]