Title: Bibliotecarios en la escena universitaria: evaluacin, ascenso, y derecho de permanencia
1Bibliotecarios en la escena universitaria
evaluaciĆ³n, ascenso, y derecho de permanencia
- By
- Jeanette M. Mueller-Alexander
- Arizona State University Libraries
- Tempe, Arizona, USA
- September 16-18, 2007
- Boca del Rio, Veracruz, Mexico
23 Systems of Employment
- Classified System, Professional Class
- e.g. US Civil Service
- Faculty Status
- Librarian is a faculty member
- Academic Professional Status
- Librarian is NOT a faculty member but treated
very similar to faculty
3Academic Professional
- are nonclassified employees who are involved
with research or teaching programs, have advanced
degrees and/or specialized training, require
professional and intellectual freedom, and report
to a person below the level of senior vice
president and provost or vice president. - ACD 50503 Academic categories
4Why seek faculty like status?
- In 1937, Philip O. Keeney was fired over
censorship of the contents of the University of
Montana Library. - He and his wife, who was also fired, were
disliked for their political beliefs. - He tried to form a branch of the AAUP (faculty
union) at the University - In 1939, reinstated by Montana Supreme Court
5Why seek faculty like status?
- Faculty status protects against hiring and firing
based on - Selection of material added to the library
collection - Library Policies
- Research in controversial areas
- Support of unpopular theories
- Political or religious beliefs or activities
6Employment Systems Common Features
- Annual Performance Review
- Promotion Process
- Job Security
7Annual Performance Review
- Sets goals and determines if goals are met.
- Classified System
- Goals are set by supervisor
- Evaluation is determined by supervisor
8Annual Performance Review
- Sets goals and determines if goals are met.
- Faculty and Academic Professional System
- Goals are set by faculty or AP with the advice
and consent of the supervisor - Evaluation is written by faculty or AP and
commented on by supervisor
9Promotion Process
- Classified System
- Each rank has set levels of administrative
responsibility. There are pay grades within each
rank. - To move up the ranks, must apply for new position
with more responsibility and higher rank. - Rigid hierarchical system.
10Promotion Process
- Faculty or Academic Professional
- There are at least 3 ranks
- Assistant
- Associate
- Full
- There are no pay grades. Pay increases are merit
based. - Promotion is based on job performance,
research/professional development, and service. - Administrative responsibilities are a separate
contract and not connected with promotion or
tenure in the faculty or AP ranks. - Self-governing, collegial system.
11Job Security
- Classified System
- Must pass probationary period often 6 months 1
year for professionals - Can be terminated at any time before probation
ends - After probation ends, must go through formal
process with documentation to terminate employment
12Job Security
- Faculty or Academic Professional on tenure
track - Must pass probationary period of a maximum 6
years. - Can be given a terminal 1 yr contract in any year
if there is no progress towards promotion and
tenure. Poor annual reviews and/or probationary
reviews are major factors. - Failure to achieve tenure results in a terminal 1
year contract. - After probation ends, must go through formal
process with documentation to terminate
employment. Poor annual reviews can trigger a
post-tenure review.
13Types of AppointmentsAcademic Professional
- Continuing Appointment
- Probationary appointment with continuing status
- Multi-year appointment
- Year to year appointment
- ACD 50503 Academic categories
14Level of Job Security
- Year to Year least secure appointment -- can be
terminated each year - Vulnerable to fiscal crisis
- Multi-year can be terminated for
non-performance at the end of the contract - Probationary with continuing status most often
terminated with a final 1 yr contract if
probation is not passed in year 6 - Continuing Appointment most secure appointment
-- must stop performing to trigger a post
continuing appointment review. Have up to 3 years
to improve before termination.
15Which type of Appointment?
- Determined at the time of the creation of the
position - Continuing appointment is for positions
- That need Intellectual Freedom protections
- Collection Development
- Bibliographic Instruction
- Original Cataloguing
- Public Services
- Are paid with permanent recurring monies
16Academic Status vs Classified
- Classified
- Job performance is most important
- Research/Professional Development and Service is
optional. May or may not be encouraged. - Annual Review is 1 document, 1 page long
- Academic
- Job performance is important
- Research/Professional Development and Service are
required. - Annual Review packet requires 6 documents
- Stays within the Library
- Additional reviews and documents required for
probationary status, promotion, and tenure. - Reviewed by 4 levels in the Library or academic
unit, then - Reviewed by 3 levels in the University, including
the President - Can take 10 months to complete the process
17Academic Professional Review
- Job Performance
- Professional Development and Contribution
- Continuing education
- Professional Participation
- Research and/or Dissemination
- Teaching
- Consulting
- Service
- ASU libraries Librarians' handbook
- Retention, continuing appointment, and promotion
criteria
18Academic Professional Review Documents
- Current job description
- Current curriculum vita
- Goal statement for the evaluation period
- Activity report (self-evaluation) for the
evaluation period - Annual Performance Review Checklist (Annual
performance evaluation and cover sheet.2007) - Written Evaluation by the Primary Evaluator
- Merit Level Rating (Annual performance
evaluations merit level ratings and
definitions.2007)
19Sample Job Description
- COLLEGE University Libraries, Arizona State
University - DEPARTMENT Reference Services
- NAME
- TITLE Reference Librarian/Business Bibliographer
- POSITION SUMMARY
- Serves as Reference Librarian/Business
Bibliographer for W. P. Carey School of Business
departments Economics, Information Systems,
Marketing, and Health Management and Policy and
the non-departmental areas of International
Business and Small Business. The following
areas of responsibility for these subjects
include reference service, collection
development, faculty liaison, specialized public
services (database searching, orientation and
instruction, specialized reference), and
department management. Participates in
professional development and service activities.
Reports to the Head of Government Documents and
Social Sciences Services.
20Sample Job Description (cont.)
- ESSENTIAL FUNCTIONS
- Reference Fulfills an assigned share of
reference desk service, including evenings,
weekends and occasional holidays maintains a
current working knowledge of general reference
tools in the social sciences, humanities, fine
arts, education and business develops and
maintains the reference collection in assigned
subject areas. - Faculty Liaison Maintains current awareness of
curriculum and research needs and interests in
assigned subject areas incorporates knowledge of
these needs and interests into other job
responsibilities as appropriate provides a
channel of information between the University
Libraries and the academic units. - Instruction and Orientation Provides specialized
instruction and orientation, including tours,
lectures and individual consultation develops
instructional programs and materials in
conjunction with LIST prepares written guides
and other materials to facilitate access to
collections and resources in areas of subject
specialty participates in general orientation
activities as needed. - Collection Development Devotes nine hours a week
to the selection, liaison, and formal assessments
of information and materials covering the areas
of Economics International Business Small
Business Marketing Health Administration and
Policy, and Community Resources and Development.
The business related information collected has a
special focus on the areas of intensive
collecting taxation and auditing services
management purchasing and logistics management
financial aspects of the health industry, and
total quality management. Maintains active
liaison with faculty so as to properly coordinate
their needs with Library goals and priorities.
Keeps abreast of resources and developments in
electronic formats. These duties are performed
in cooperation with the other Bibliographers in
the related fields of business, accounting,
finance, supply chain management, information
management, political science and public
administration. - Specialized Reference Develops expertise in
assigned subject areas and maintains current
knowledge of research tools and trends in these
subjects provides specialized reference and
research assistance in assigned subject areas,
including identification of specialized sources
and consultation on development of research
strategies maintains current awareness of new
technologies, databases and search techniques in
assigned areas participates in programs to
develop, assess or implement new technologies in
assigned subject areas assists with specialized
resources in other subject areas when
appropriate. - Department Responsibilities Contributes to
departmental governance and operations fulfills
specific reference department responsibilities as
assigned. - Professional Activities Maintains current
awareness of advances in academic librarianship
and reference service participates in library
governance serves on committees and other
task-forces as appropriate engages in
professional development and contribution and in
service activities beyond direct position
responsibilities as required by the criteria for
the promotion and continuing appointment of
academic professionals in the University
Libraries. - Other Performs other duties as assigned.
21Sample Job Description (cont.)
- QUALIFICATIONS
- Required
- American Library Association accredited Master of
Library Sciences/Information degree. - Strong background in business or a
business-related field. - Strong interpersonal and communication skills.
- Experience and/or demonstrated interest in public
service. - Experience and/or training in the use of
electronic reference resources and other library
technologies. - Preferred
- Academic training in business.
- Relevant professional experience.
- Reference experience.
- Experience in using business reference sources.
- Training or experience in collection development,
and/or library instruction.
22Sample Goals and Self-Review
- These goals are all methods by which I can keep
or expand my expertise and improve my skills to
meet the Hayden Reference Services Mission
Critical and the University Libraries Strategic
Directions. - JOB PERFORMANCE
- A. Reference
- GOAL Continue working with project leaders in
the development of virtual reference services - Strategy Continue to provide early morning
email service - MET When there are emails, it takes between
fifteen minutes to two hours to empty the ASKALIB
folder each morning. Mondays take the longest.
Average time is about 30 minutes. March 2006 -
Feb 16, 2007 I answered 877 email reference
questions for ASKALIB. - B. Team Participation
- GOAL Assist in the redesign of the Subject
Guides and Course Guide Web pages to Facilitate
updating. - Strategy Continue work with the PHP working
group. Complete the phase of getting Reference
input into subject terms. - Cancelled Redirected the PHP software project
was cancelled by LIST. Now in the process of
converting my subject guides to wiki format as
appropriate for each guide. Started with the
Marketing Resources. - Function Computer Co-ordinator
- MET I continue to troubleshoot minor computer
problems and advise when to go to LIST. I forward
messages about IT changes to the Hayden reference
group, both Social Sciences and Humanities.
23Sample Goals and Self-Review (cont.)
- C. Collection Development
- GOAL Work with Departmental Faculty Liaisons
on the core list of journals and essential
databases - Strategy Update list of core journals owned
not owned with format notations - Strategy Update list of essential databases
- In Progress Due to the reorganization of the
University we have had to start over. One
department changed campuses and is now assigned
to someone else. Another of my departments is
trying to compile a list based on their new
directions. - GOAL Storage Project When project is resumed,
continue to identify books for storage - Strategy Cull through a call number list
identifying classic authors that need to stay and
sending the rest to storage - In Progress While I havent submitted another
list to the stacks manager for transfer, I did
approve that the RAND series in Hayden Journals
which are being transferred as they are
re-catalogued as part of a special cataloging
project. - D. Bibliographic Instruction
- Total BI sections 14 - 126 UG, 80 G, 11 F, 15
O, Teach time 21.1 hrs, Prep time 14.5 hrs - GOAL Redesign of the Business Web pages and the
Class Assignment web pages - Strategy Maintain current pages until new web
design released - MET partially I was not able to update every
single page, I did update all the errors, broken
links, etc. as I found them. The process takes
longer since I cannot load pages myself, but must
submit them to LIST. - Strategy Continue working on conversion of web
pages to database format with the PHP working
group. - Cancelled When the project was cancelled by
LIST, I began working on a wiki for marketing and
advertising sources. - Strategy Work with Marketing Faculty to
redesign the guides for MKT302 and integrate it
into blackboard. - MET One of the MKT 302 professors has had me
build the marketing information pages in
Blackboard specifically for his sections of 302.
There are 2-3 sections each semester. - Exceeded I was the librarian for a Learning
Community Class, the same class as offered last
year. I made several class presentations, met
with the students as needed and placed all the
helpful websites and guides on the Blackboard
pages. I am now assigned to work with a new Film
Studies class. The class does not use Blackboard.
All work is done in the class session where the
other librarian I were introduced and in
individual meetings with the groups. - GOAL Provide instruction for Education classes
for the next 3 years
24Sample Goals and Self-Review (cont.)
- PROFESSIONAL DEVELOPMENT
- A. Continuing Education
- GOAL Improve and update business knowledge, web
design expertise, and database design knowledge - Strategy Attend seminars/workshops, as
schedule permits, to maintain, improve, and/or
acquire new knowledge and skills needed for this
professional growth. - B. Professional Participation
- GOAL To improve my knowledge and skills as a
librarian by - Strategy Attend and participate in all
professional workshops and monthly or annual
meetings - MET Attended 7 workshops and meetings sponsored
by SLA, ARLA, and Dynix/SIRSI - GOAL Be elected or appointed to positions in
my Professional Associations - Strategy Volunteer or accept nominations to
positions in professional associations. - MET I was elected as a Director of the
Advertising Marketing Division of Special
Libraries Association. - GOAL Host the Transborder Library Forum in
Tempe in February, 2007. - Strategy As Co-Chair, plan the conference and
work with the committees created. - MET The conference starts on Feb 20, 2007
- C. Research and Publication
- GOAL Maintain sabbatical research project
- Strategy Keep searching the Internet and
updating the web pages - MET While the FORO conference planning and the
reorganization of the Library and the University
have slowed the level of active searching for new
web sites, I have been able to do at least one
update.
25Sample Goals and Self-Review (cont.)
- SERVICE
- A. ASU Committees
- GOAL Serve on ASU committees
- Strategy Submit name for committee service.
- MET I was an Alternate on the AP Grievance
Committee. I was elected last Spring to the
Committee as a full member. - B. University Libraries Committees
- GOAL Get elected to a University Libraries
Committee - Strategy Volunteer to run for one of the
committees. - MET I am now Secretary of the Librarians
Council for FY2006-07 - C. ARLA (Area Reference Librarians Association)
- GOAL Continue the distribution list of the
organization - Strategy Keep the Distribution List up to date
via regular communications with the members - MET The distribution list is up to date. New
names are added and old ones removed as I receive
the information. - D. Special Libraries Association
- GOAL Serve on an SLA committee
26With all the reviews and documents required, why
would anyone want to be an academic?
- Status -- Requires accredited terminal
professional degree (in the US, it is an ALA
accredited Masters degree) - Professional achievements are recognized and
rewarded (promotion merit pay increases) - Encourages continuous improvement and life-long
learning (travel research grants available) - Intellectual Freedom protection
- All charges must be investigated by the
University prior to dismissal or reprimand on
grounds other than intellectual freedom
27Which employment status is best?
- Depends on the organizational structure
- Public and other governmental libraries often use
a classified system - Any type of academic status requires support of
the faculty and administration. - Organizational history can play a role
- Professional Association support
- ALAs ACRL supports academic status
28Faculty or Academic Professional
- Faculty status for those who teach courses
- There is a Library Information School
- Library offers credit courses in research
- Status supported by teaching faculty of other
academic units - Usually requires a PhD
- Academic Professional for those who dont teach
courses - Non-faculty professional status supported by
teaching faculty of other academic units - PhD not required, only terminal professional
degree
29What does it take to make the change?
- Political will to make the change
- Takes a vote of the Faculty Senate
- Have well developed policy procedure manuals as
the foundation for the new status. - New ones are created modeled on the existing
ones. - ASUs Creating Administrative Manuals
- Sufficient numbers of professional staff on firm,
recurring money to justify the change over time. - Willingness to not force existing staff to make
the change, especially if benefits change. - No labor unions
- Labor unions complicate matters but they are not
impossible to work with
30Should the Change be Made?
- Maybe
- How many staff have Library degrees or are
required to have Library degrees? - What are the institutional expectations of the
Library and its services? - What is the stance of AMBAC?
- While ALA and ACRL do support faculty status, it
is still controversial.
31Supporting documents online
- Academic affairs policies and procedures manual
(ACD). (2007). Retrieved August 8, 2007, from
http//www.asu.edu/aad/manuals/acd/index.html - ACD 50503 Academic categories. Retrieved
8/9/2007, 2007, from http//www.asu.edu/aad/manual
s/acd/acd505-03.html - ACD 50611 Post-tenure review. Retrieved
8/9/2007, 2007, from http//www.asu.edu/aad/manual
s/acd/acd506-11.html - ACD 50709 Post-continuing appointment review.
Retrieved 8/9/2007, 2007, from http//www.asu.edu/
aad/manuals/acd/acd507-09.html - ACRL -. Retrieved 8/9/2007, 2007, from
http//www.acrl.org/ala/acrl/index.cfm - ACRL - A guideline for the appointment,
promotion, and tenure of academic librarians.
Retrieved 8/9/2007, 2007, from http//www.acrl.org
/ala/acrl/acrlstandards/promotiontenure.cfm - ACRL - ACRL standards guidelines. Retrieved
8/9/2007, 2007, from http//www.acrl.org/ala/acrl/
acrlstandards/standardsguidelines.cfm - ACRL - white papers and reports. Retrieved
8/9/2007, 2007, from http//www.acrl.org/ala/acrl/
acrlpubs/whitepapers/whitepapersreports.cfm
32Supporting documents online (cont.)
- Annual performance evaluation and cover sheet.
(2007). Retrieved August 8, 2007, from
http//www.asu.edu/lib/admin/forms/AnnPerfEvalCv.d
oc - Annual performance evaluations merit level
ratings and definitions. (2007). Retrieved August
8, 2007, from http//www.asu.edu/lib/admin/forms/A
PMeritLev.doc - ASU libraries Librarians' handbook contents.
Retrieved 8/9/2007, 2007, from http//www.asu.edu/
lib/library/lc/handbook/index.html - ASU libraries Librarians' handbook Retention,
continuing appointment, and promotion criteria.
Retrieved 8/9/2007, 2007, from http//www.asu.edu/
lib/library/lc/handbook/E2.html - Creating administrative manuals (CAM). Retrieved
8/10/2007, 2007, from http//www.asu.edu/aad/manua
ls/cam/index.html - Librarians' handbook. (2007). Retrieved August 8,
2007, from http//www.asu.edu/lib/library/lc/handb
ook/index.html - Probationary review cover sheet. (2007).
Retrieved August 8, 2007, from http//www.asu.edu/
lib/admin/forms/ProbRevCov.doc - Promotion and/or continuing appoaintment cover
sheet. (2007). Retrieved August 8, 2007, from
http//www.asu.edu/lib/admin/forms/PromConApptCov.
doc
33Article References
- Church, G. M. (2002). In the eye of the beholder
How librarians have been viewed over time. The
Reference Librarian, (78), 5-24. - A guideline for the appointment, promotion, and
tenure of academic librarians Approved at ALA
annual conference, june 2005.(2005). College
Research Libraries News, 66(9), 668-676. - McReynolds, R. (1997). Trouble in big sky's ivory
tower The montana tenure dispute of 1937-1939.
Libraries Culture, 32(2), 163. - Ruess, D. E. (2004). Faculty and professional
appointments of academic librarians Expanding
the options for choice. Portal, 4(1), 75-84. - Threat to tenure forecast Union power
seen.(1975). Library Journal, 100(12), 1174-1174.
- Welch, J. M. (2006). Loosening the ties that
bind Academic librarians and tenure. College
Research Libraries, 67(2), 164-176.
34Contact Information
- Jeanette M. Mueller-Alexander
- Business Reference Librarian
- Hayden Library
- Arizona State University
- P.O. Box 871006
- Tempe, AZ 85287-1006
- USA
- Phone 1-480-965-3084
- Fax 1-480-965-9169
- Email mue_at_asu.edu