Designing a Better Organization

Last week marked my one year anniversary as the University Librarian at McMaster.  Those of you who are familiar with my personal blog know that it has been an eventful year, to say the least.  Over the past 12 months we have made significant organizational changes that have affected nearly every member of the staff.  Over the course of the year I have given numerous public presentations on our transformation as have many of my staff.  I thought it might be of interest to those of you reading Designing Better Libraries to hear about our transformation process and the outcomes as of the writing of this entry.  After all, designing better libraries also means dealing with issues related to staffing and organization.

Setting the process in motion

Prior to my arrival the McMaster University Library was a fairly traditional organization. The organizational structure and the functions of the various units had been rooted in traditional library roles and services.  It was clear during the interview process that the challenges were related to a lack of space/unattractive spaces, declining budget (particularly monographs) and personnel (some might ask “what’s left”?) and that those challenges were substantial.

The three biggest challenges related to staffing included:

 

– the lowest number of professional librarians among members of the Association of Research Libraries;

– high percentage of staff in “back office” operations; and

– staff members who had not been given the opportunity or encouragement to expand their skills to meet the changing demands of our students and faculty.

 

The four biggest opportunities at the time included:

 

– recognition by the staff that change was needed;

– recognition by the University Administration that change was needed;

– recognition by the staff union that change was needed; and

– existing vacancies generating salary savings.

These opportunities allowed us to make changes that were difficult but essential for us to move forward with our plans of “transformation”.  Making significant changes without a recognition of need and without some flexible funding would have been much more complicated and potentially much more difficult.

 

By December of 2006 we were able to offer (in collaboration with the staff union) a voluntary separation package that included:

 

– an incentive for up to 10 individuals to voluntary separate.  (The offer was only made to all unionized staff regardless of age or years of service.);

– an agreement that these positions would not be filled again as they were previously defined;

– copy cataloging as a function and unit would be eliminated (shelf-ready and PromptCat would be used instead); and

– the remaining copy catalogers would be redeployed to existing vacancies or other positions that best matched their skills and abilities.

 

Ultimately eight individuals took the voluntary separation package which amounted to an early retirement for these particular individuals.

 

Restructuring the organization

The library has since been restructured into three divisions:

 

– Collections and Facilities (including traditional TS duties and storage)

– Teaching, Learning and Research (including Research Collections, Maps, and traditional public services such as circulation, ILL, etc)

– Library and Learning Technologies (including digital initiatives, the website, the ILS, etc)

 

In general, the restructuring allowed us to increase our emphasis on public service, particularly the “user experience”; increase emphasis on development of digital resources; integrating the libraries into teaching/learning.

 

Filling vacancies

In 2002 ACRL released its report “Top Issues Facing Academic Libraries”    which identified the need to “find and retain quality leadership” as one of the top priorities.  During the transformation process we created seven new librarian positions.  They include the following five positions that have been filled to date (these are linked to the announcements about the positions):

Digital Strategies Librarian

Digital Technology Development Librarian

Immersive Learning (Gaming) Librarian

Marketing, Communications, and Outreach Librarian

Teaching and Learning Librarian

Two remaining positions are still “in process”

– Archivist Librarian

– e-Resources Librarian

Almost all of these positions were created to fill existing needs, not merely replace existing individuals.  They are reflective of our future direction with a strong emphasis on technology and partnerships.

Providing additional training for existing staff

We also recognized a need to provide training for the existing staff to update their skills, particularly in the area of “web 2.0”.  Amanda Etches-Johnson and the Emerging Technologies Group put together “Learning 2.0 @ Mac”, “a hands-on, immersive learning program that provides an opportunity to explore Web 2.0 tools and the impact these tools are having on libraries & library service”.   This was a “twelve step” program during which participants made use of freely available tools for blogging, social bookmarking, wikis, etc.  Participants were provided with the training and the work time to explore the tool and consider the ways in which it could be used in our library. As a result, most staff now have blogs, Facebook sites, etc.  More about the program can be found at:  http://macetg.wordpress.com/about-learning-20-mac/

In general, what we have tried to accomplish in designing our new organization is hiring for new skills but also acknowledging existing staff needs by developing a highly engaging training program.    This Friday we begin a strategic planning exercise that will help us identify where we go from here.  For more information you can continue to monitor this blog or my personal blog at ulatmac.wordpress.com

Libraries and Gaming

In yesterday’s New York Times there was an article on gaming and the elderly.  It seems that video gaming among this particular population is trending up.  In fact, “older users not only play video games more often than their younger counterparts but also spend more time playing per session.”  The article also found that individuals 50 and older “accounted for more than 40 percent of total time spent” and that “women spent 35 percent longer” than men.

Older gamers are getting into gaming because it is good exercise – both intellectually and physically.  Casual games provide them with a way of keeping their minds engaged and active. The more physical games like the WII can provide them with a way of getting physical exercise.

The article mentions that research on the impact of gaming on diseases like dementia is sparse.   However, the latest research in neurobiology is coming to the conclusion that our brains are not as “hard wired” as we previously suspected.  (See Marc Presnky’s article on digital natives)  Until recently we were taught that external stimulation had relatively little affect on the structures of the brain.  Researchers are now finding that this simply is incorrect.   In fact, gaming seems to have had a profound impact on our brains.  Prensky suggests that we now think differently as a result of the introduction of technology into our daily lives.

What does this have to do with designing better libraries?  Well, quite a bit!  All educators – including librarians – need to develop an understanding that technology has had a profound impact on how we act AND how we think.  We need to develop systems that reflect how learners learn today. Libraries and library systems have traditionally taken a very linear and very text-based approach to accessing resources.  This approach, it turns out, may actually be detrimental to the educational process.

The first rule of education is engagement.  Games are by their very nature engaging.  As a result, our users are turning up in these environments more and more often.  They are there and we need to be there as well.  So, my post is a question really….what is the library community doing about getting into gaming in significant ways?  Who are the leaders in this area and what are they doing to make library resources and services more accessible through game environments?

Jeff Trzeciak – My first post

I am a little behind my fellow contributors to this blog so this is simply an introduction to me and what I’ll be blogging about.

About me

I am currently the University Librarian at McMaster University in Hamilton, Ontario.   While I am in academia now I started my career (more than 20 years ago) in a public library and have worked over the years with special libraries, archives and museums.  For eight years I worked at Wayne State University in Detroit where they have an ALA-accredited MLS program.  My experience there gave me a glimpse into the changing nature of librarian education.

I have only been at McMaster since July but we have already made some significant changes.  We are going through a transformation process, which you can read about on my blog.

About my contributions

I am particularly interested in the application of new technologies within libraries.  Gaming (MMORPGs) and virtual worlds (Second Life) are of special interest to me.  Some of you may have seen my post “I want a gaming librarian” and may be interested in knowing that we are, in fact, hiring a gaming librarian.  This position will provide leadership in the development and implementation of innovative, highly engaging, habitable environments for teaching and learning.  Our forray into Second Life, where we now offer reference services, has been well received by the Hamilton community. How can these emerging and highly popular technologies be incorporated into libraries so that we can reach our users wherever they are?
I am also interested in new models for the organization.  I know there is some resistance to the “2.0” moniker but I’m going to use it anyway!  What is “leadership 2.0” or as one of my librarians recently asked what is “administration 2.0”?  Given the radical redefinition of library resources, services and facilities, how do we radically redefine our organizations as well?  What does that mean?  What will they look like?  More importantly, how do we redefine our organizations given the constraints of our parent organizations?  (universities, school districts, corporations, government agencies, boards, etc)

Finally, I will also, out of necessity, blog about changing space.  Our Science Engineering Library, a building straight out of the 70’s – left virtually unchanged since its construction – is on the university’s capital campaign for a $4 million dollar face lift.  What kind of space should it become?  How do we appeal to this generation of student?  What should it include?  What should be removed?  In particula, how do we strike a balance of “collections” (which are used less and less often) with “technology” and “collaboration space”?  This will be a major challenge for us over the next couple of years.

So, I will have a wide variety of topics to blog.  I’m looking forward to it – watch this space – it should be fun!