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Library Staff Update


Title: Next Steps Author: Library Last modified by: ckieswet Created Date: 6/7/2000 4:00:43 PM Document presentation format: On-screen Show Company – PowerPoint PPT presentation

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Title: Library Staff Update

Library Staff Update
  • Mark Haslett
  • University Librarian
  • University of Waterloo
  • June 24, 2003
  • aka Day 55

What Ill cover
  • Address What does the University Librarian do?
  • Outline briefly the role of the Library and some
    of our achievements strengths
  • Provide an update on current initiatives
  • Provide good news on Campaign Waterloo
  • Review some Budgetary issues
  • Questions discussion

What does the University Librarian do?
  • This position is accountable to the Associate
    Provost, Academic and Student Affairs for
    directing the provision of library services and
    resources in support of the teaching and research
    programs of the University.

Specific accountabilities
  • Develop strategic plans for the Library
  • Develop library information resources
  • Recruit, train, develop and retain excellent
  • Explore and facilitate opportunities for new and
    expanded funding
  • Ensure that the Library is promoted as an
    important and effective element of the University

My role is in part to
  • Stay abreast of changes in the scholarly
    communications environment
  • Be a visible articulate advocate for the
  • Track trends, and look at the big picture
  • Help frame the issues
  • Support risk-taking

My approach is to
  • Listen
  • Pay attention
  • Work carefully to build consensus
  • Make hard choices when needed
  • Remain intellectually curious
  • Facilitate, support promote the work of others

Some Personal Observations
  • Balance sustainability and innovation
  • Focus on both flexibility and stability
  • Pay attention and listen to needs of our users
  • Listen for the hype rhetoric vs. reality
  • Instill a service ethic

My vision of an excellent library is one that
  • Keeps its eye on its core business of
    facilitating effective access to scholarly
  • Adapts to evolving trends in scholarly
  • Seeds new initiatives promotes partnerships,
  • Is at its best when working together to build

Some of my activities in May June
  • Library staff activities and functions meetings
    with departments, groups individuals
  • Presentation at Engineering Faculty Council
  • Senate meetings
  • Meetings of the Senate Undergrad Grad/Research
  • ARL, CARL, OCUL, TUG meetings
  • CFI RKN proposal approval
  • Several Campaign Waterloo and Library events
  • Convocation

The Librarys Strategic Directions
  • 1 Increase the breadth and scope of information
  • 2 Enhance and integrate access to information
    resources and services
  • 3 Respond to changing approaches to scholarly
    communications and reinforce the University
    communitys understanding of the effect of the
  • 4 Assess the effectiveness of library services
    and information resources

Strategic Directions (contd)
  • 5 Support students in the development of
    information discovery and critical evaluation
    skills information literacy
  • 6 Strengthen organisational infrastructure
    (cultural, physical, technological, and
    financial) to enhance learning, teaching and
  • 7 Marketing and promoting the Librarys
    resources and services

The evolving library environment
  • Digital print
  • Wired wireless
  • Physical place virtual
  • Learning space social place

Fostering partnerships collaboration
  • Complex and evolving environment
  • Make effective use of limited resources
  • Two minds are better than one
  • Shared knowledge, experience, expertise
  • Spirit of generosity

In preparing for the Nov. 2002 Review of IT for
Learning, Research, and Administration at UW, I
  • The Library collaborates well and on an ongoing
  • We consult and engage with our users/clients
  • The Library has positive and effective working
    relationships with IST, the LT3 Centre, the
    Faculty computing offices, and other campus
    information resource providers

The staff of the University of Waterloo Library
are its major strength
  • I continue to be impressed with their dedication,
    willingness to work in partnership with others,
    and in particular their strong service and
    user/client focus.
  • My role has largely been to support them,
    encouraging their service focus, looking for
    opportunities to build on their strengths,
    removing roadblocks, finding resources, promoting
    their efforts and the services they provide, and
    listening carefully to them and to our users.
  • It has also been a goal of mine to ensure that
    lines of communication and accountability are
    clear while at the same time providing
    opportunities for creativity.

Some UW Library initiatives
  • Cambridge Architecture branch
  • Cognos Web Reports Training initiative
  • E-Reserves service extension of Phase 2
  • GIS project is now in Phase 2
  • Information Commons for Davis Porter
  • Online Reference evolving
  • Public Workstations Networks upgrades
  • VDX / Racer went live June 18th
  • Web/database development projects
  • We are now wired for wireless in Davis, Porter

  • The Canadian National Site Licensing Project
  • a collaborative initiative of sixty-four
    universities in Canada
  • test the concept of licensing electronic
    scholarly publications on a national basis
  • funded as a three-year pilot project by the
    Canada Foundation for Innovation (CFI) (20M),
    with participating universities and provincial
    revenue partners contributing matching funds

CNSLP - Goals
  • Increase quantity, breadth depth of research
  • build capacity, within and across multiple
  • share costs and reduce economic barriers to
  • Maximize use and utility of content for
  • speed transition from print to electronic
  • encourage large-scale adoption of digital formats
  • Influence the marketplace
  • reduce volatility and unpredictability
  • achieve advantageous terms and conditions for
  • develop new models

CFI RKN (Resource Knowledge Network) proposal
  • Builds on the success of the CNSLP project
  • A digital library in the social sciences and
    humanities areas
  • 63 Universities are signatories
  • Four year project
  • CFI adjudication process underway
  • Results in February 2004
  • http//

Campaign Waterloo
  • Good news

Creating the Next Generation Library
  • A 10 million dollar campaign for the Library

Achieving our goal
  • Put together a strong volunteer team
  • Build an extensive prospect list
  • Enhance relationships with our current and
    prospective donors
  • Encourage support from the campus community

Campaign Team
  • Honorary Chairs Anna and Julian Porter
  • Co-chairs Hilde and John English
  • Team members include Don Cowan, Dona Harvey,
    Wilf Jenkins, Peter and Betty Sims, and Hajra

Campaign Waterloo
  • And the good news is
  • 1 million dollar donation to build an
    Information Commons in Davis has been received
    from a major financial institution
  • Includes money over 5 years for infrastructure
    and staffing
  • Official announcement will be in the fall

The budgetary challenge facing us
  • Library budgets split in two
  • Acquisitions (approx. 6,000,000 )
  • Operating (approx. 7,275,000 )
  • Salary (6,439,000)
  • Non-salary (836,000)

Operating budget
  • The current challenge
  • Addressing a 145,500 ongoing expenditure
    reduction beginning in 2003/04
  • In the context of having already sustained
    394,100 (5.5) cut to base in 2002/03
  • The latter was addressed partly by cutting
    approx. 180,000 from the Librarys computing
    budget, and partly by releasing vacant positions
  • Our flexibility has been significantly reduced

Operating budget (contd)
  • Reduction is ongoing
  • i.e. to our base budget
  • we cannot use one time only funds as part of the
  • Flexibility on non-salary side is gone
  • I am committed to NOT cutting positions with
    people in them
  • Therefore, need to look to retirements,
    vacancies, etc.

Operating budget (contd)
  • The luck of the draw factor when finding funds
    based upon vacancies
  • Everything I have heard suggests that there is
    consensus that the Library has been very thin at
    the top for quite awhile.
  • Therefore

Operating budget (contd)
  • We will find most of the 2003/04 reduction by
    releasing the funds from the upcoming resignation
    of Paul St-Pierre and the retirement of Susan
  • The significant challenge will be how to address
    the loss of those positions in the longer term

Operating budget (contd)
  • Some very positive news is that we have been told
    that we can fill one ongoing new position
  • The other positive news is that we expect we will
    receive some one-time funding from Indirect
    Research funds which in the longer term may be
    added to our base budget
  • As well, we are making effective use of Co-op
    students and contract positions

Operating budget (contd)
  • With some imagination and flexibility I am
    convinced we can make this work.
  • How we will do so still requires further
  • Some considerations
  • Use of other sources of revenue, including
    Campaign Waterloo funds
  • Bridging to the future
  • Positions that become vacant in the future
  • Use of Co-op students and contract librarians
  • The current organisational review

Organizational review issues
  • Listening input phase
  • Decisions which need to be made
  • Establishing a framework timeframes for
    discussions decisions

Good news recap
  • New position allocated
  • Campaign Waterloo news
  • Possibility of one-time ongoing funds
  • A strong foundation on which to build The
    Waterloo Library has good staff and programmes.

Questions discussion
Questions asked following Marks presentations to
staff on June 24, 2003
  • 1st Session
  • Question In essence were losing 1 librarian,
    instead of 2?
  • Answer Yes
  • Question Have the secondments (Fayes, Carols,
    and Christines) been taken into account?
  • Answer The secondments are part of what needs
    to be considered when determining what we will do
    about the vacant positions. We will also want to
    consider things such as a programme for hiring
    library science co-op students and upcoming
    retirements. For the time being we need to focus
    on bridging until other options open up. We
    will have more success in making a case for
    additional positions if we can demonstrate
    success in pursuits that fit in with larger
    institutional directions, e.g. providing
    employment opportunities for co-op students.
  • Question The government is supposed to be
    giving money for the double cohort. Are we
    getting some?
  • Answer We received some additional funding for
    the acquisitions budget. We have not received as
    much additional funding for the double cohort as
    we would like.

Questions asked (contd)
  • 2nd Session
  • Question If either the vacant assistant or
    associate librarians position is not filled will
    the salary be used for other salaries?
  • Answer Although we will be releasing Sue Moskal
    and Paul St-Pierres positions when they become
    vacant, we need to release 145,500 effective May
    1. Well use funds from the vacant
    assistant/associate positions to bridge finance
    the 145,500. Beyond that were not yet sure how
    we will use the money if one of the two positions
    is not filled.
  • Question Can the Library offer an early
    retirement programme, even if the rest of the
    University does not?
  • Answer No
  • Question Whats the status of the
    organizational review?
  • Answer Were in the information gathering stage
    and are starting to see themes emerge, e.g. the
    collections area needing overall coordination of
    the sort provided by David Emery. Were
    continuing to gather information and look for
    themes. Well need to align our budgets with our
  • Question Have end dates been established for
    the review?
  • Answer An end date has not been established but
    this will not be a never-ending exercise. We
    should know what we want to do with the assistant
    and associate positions by the end of the summer.
    Determining how well manage the vacancies
    created by Sue and Pauls departures may extend
    into the fall. Its important to remember that
    when Joan left we put things in place to carry us
    through to the end of this calendar year.