Initiative Review Group III Progress Report: April 30, 2001
Identify expertise needed; evaluate, define, implement, and effectively shift existing staff resources to support current, enhance, or new programs.
Members:
Jan Dixon, Karen Myers, Amanda Hunt, Barbara Dean, Ellen Williams, Liz Justice
IRG #3 has met weekly, to study and discuss the realign resources initiative. Our first task has been to "brainstorm" to understand the scope and implications of this initiative, to determine the initial framework. We have shared the task of writing draft sections of report, as a means to organize our initial ideas.
We will now forge ahead within the framework outlined, to research the topics/issues. We are collecting information on the experiences of other academic libraries, particularly through the literature and library webpages. With these additional insights, we will refine our draft into the final report.
Section 1: Briefly describe the background, present setting/structure which applies to the initiative[With research and further discussion, our understanding of the relevant background for this initiative will be expanded and clarified.]
The present setting/structure of existing personnel resources is best described by an organizational chart. The attached chart indicates, by department, the number of positions filled and the classification of each position, (see University Libraries Organizational Chart 4/17/01).
The present structure has evolved as University Libraries' departments have attempted to provide required programs and services to the university community. The present organizational hierarchy is controlled to a certain extent by such external factors as human resources guidelines and by OPM requirements and procedures.
In the present setting, it has been possible to "downsize" in some areas/departments by not filling positions as they have become vacant. However, it has been much more difficult to add or upgrade positions. As a consequence in the present structure, retention has been a chronic problem in some positions. Presently, there is no clear criteria for the realignment of staff resources in the University Libraries.
Section 2: Develop an inclusive list of issues that must be addressed/considered for that initiative, consulting non-group personnel as appropriate.
[Issues (*) are arranged within a topical outline]
[This list will be refined for the final report by expanding the issues included and by rearranging the list according to ranking of priorities of the issues.]
I. Current
A. Organizational structure
* Departments and their employees
(from University Libraries Organizational Chart)
* Programs and Services
* Policies and Procedures
B. Positions - descriptions
* Departments - services and programs
* Personnel management policies- Library, Human Resources, State OPM
C. Library personnel resources
* Inventory
employee skills
employee knowledge and expertise
employee interests and career goals
* Questionnaires
"dream job" description
* Retention methods
II. Managing Change (don't forget the people!)
A. Models of library organization
* Study personnel models: peer libraries, ARL libraries, others with recent restructuring
* Identify library personnel responsibilities (from UA Libraries Organizational Chart)
B. How to change the organizational structure
* To support current, enhanced and new programs
* To support current, enhanced and new services
C. How to redefine positions
* Identify department position needs to support programs and services
* Identify new skills and knowledge requirements (including collection development, computer and information technology, subject, and personnel management)
* Identify problem areas
* Reallocate existing employee positions to fit new needs
* Reclassify employee positions to fit new requirements * Make recommendations and propose new positions (including personnel management; library programs coordinator; technology specialist within departments)
* Revise personnel management policies
D. How to shift personnel
* Study employee positions
* Match department position needs with staff resources (inventory)
* Provide choices to employees
* Make selections of employees to fill position needs
* Include training (coordinate with IRG #16)
* Conduct follow-up evaluations and make adjustments, over time
E. Human impacts
* Transition advisors (to assist employees with career planning, choices, referrals, retirement considerations, anxieties)
* Stress management
* Conflict resolution
* Retention program
* Recognition (honors, incentives, and rewards)
F. Communication
* Information sessions
* Written updates
* Suggestions
* Workshops
* Consultation with other IRGs
* Promote the realignment process
III. New
A. Modified organizational structure
B. Restructured positions
* New responsibilities
* New skills
C. Shift of personnel
* Realignment
* Reclassification as necessary
* Mentoring
Section 3: Briefly describe how the initiative fits into the long-term goals and/or fulfills the mission of the University Libraries.
[This description will be expanded in the final report.]
To reach the goals of the mission statement, existing staff will need to be shifted - relocated and reclassified to be utilized more efficiently and effectively. With growth in new and more complex information sources provided by the University of Arkansas Libraries, the shifting of the staff will require retraining, particularly in rapidly changing library technology, and reclassification of some existing staff. Such changes in the staff also responds to the greater demands on the University Libraries with the University's future increasing enrollment and increasing research across the curriculum.
Section 4: Indicate other of the initiatives that should be considered in connection to, coordinated with, or that may overlap the initiative.
[With further research and discussion, other initiatives may be identified in the final report.]
The final work of this initiative will be affected by many of the other IRGs because of the directive to shift existing staff resources to support current, enhanced, or new programs. The groups that will primarily provide direction are: #1 which will develop services and infrastructure to address current user needs; #2 which will assess and recommend changes to existing programs; #4, 5, 8 and 9 which will make recommendations about new programs. There is a more complicated relationship with IRG #10. Because they are charged with fiscal support for staffing, the recommendations from this initiative must be considered within the overall identification of the financial needs of the Library, and will require continuing adjustment as the changes are implemented.
In turn, recommendations from this initiative will affect the work of other groups. These groups are primarily: #5 because the recommendations may change the size and workflow of departments and affect their physical office requirements; #15 because the focus of departments may change and require reconfiguration of any existing department web pages; and #16 because shifting of existing staff resources must consider the human impact of reorganization and provide adequate training.
Section 5: Note any initiatives or considerations that are lacking from those delineated thus far which may be essential to the planning and redefining process.
[With further research and discussion, other initiatives may be identified in the final report. We would appreciate clarification about "Organizational Structure" from Library Administration because the broader implications of Library restructuring will affect our final report, especially the recommended composition of the Initiative Planning Team and the recommended timeframe for implementation.]
In our discussions, we have considered changes to the organizational structure of the Library. While we believe it could come within the scope of Initiative #3, it could also be addressed as a separate initiative, related closely with Initiative #1 and #2 as well as this initiative.
Although channels for communication within and among the Library departments exist, none of the initiatives seem to address evaluating and improving this aspect of the organization. Initiatives # 6, 9, 10, 13, 14, 15, 16, 17 all incorporate elements of inter- and intra-Library communications, but no group appears to be specifically charged with this matter.
Section 6: Recommend names of individuals who are essential (i.e., add to, delete from, or leave intact the list of the IRG) to the Initiative Planning Team that works on developing and implementing the initiative in the subsequent phase.
[With further research, discussion and communications with other initiative groups, the recommended individuals may be changed in the final report.]
The existing team will continue into the next phase (to be confirmed in the final report), and at least two individuals will need to be added:
- Head of department that is undergoing a major realignment;
- Reference librarian with expertise regarding organizational change and human impacts.
Section 7: Recommend based on best educated guess, the amount of time that will be required to effectively develop the plan for implementing the initiative.
[The amount of time will be refined in the final report, with further understanding of the timeframe and workflow of the planning effort.]
This initiative will be active throughout the strategic planning project. It must progress in accordance with and in anticipation of the implementation of other prioritized initiatives, to which it plays an integral role as identified in section 4.
Section 8: Recommend the priority level to be assigned to this initiative in the three-to-five year planning phase.
Priority 1, mission critical. Successful completion of this initiative will be necessary for the progression and development of other initiatives.
