1. Organisation of library management and financial resources Copeter project June 2003 J. Gilbert & P. Niesten Universiteit Maastricht

2. Contents Universiteit Maastricht and its Library Financing and budget Library service contracts Strategy Organization Human resource management

3. Universiteit Maastricht Youngest Dutch University Start in 1973 as Medical Faculty; officially opened in 1976 Rapid expansion in 1980’s with Law, Economics, etc. Problem based learning (PBL) as ‘ trade mark’ Now 12 000 students and 2 500 staff, divided over 7 faculties Internationalization: programmes, and students Innovation: ‘university college’, regional health centre, etc.

4. University Library Supports PBL, UL incorporates “learning resource centres” Concentration on two sites, as with university itself Recent rebuilding programmes on both sites More/better study facilities, more PCs, integration of learning resource centres and computer facilities, server based computing Close national and regional cooperation with other libraries (UKB consortium)

5. Library facts and figures Library staff: 90 fte, > 100 people (many part-time) Opening hours: > 80 hours a week, including weekends 30 000 visitors per week 600 000 volumes 150 000 loans per year 40 000 ILL (in/out) per year 4 000 print journal subscriptions, even more e-journals Growing use of digital services

6. Library Goals Goal To support Education and Research (and Health Care) in the area of Scholarly Information Target groups –Students –Staff (researchers/lecturers) –Doctors Hence: accent on consumer-driven services

7. Financing system User-driven: let faculties decide if they want more or less library Faculties get money to “buy in” services (not only UL) UL offers its services in ‘Product catalogue’ (spec’s, prices) Product catalogue renewed yearly Services grouped into product categories: –Media –Facilities, –Training, user support –ILL

8. Budget UM: integral costing UL budget: ~ € 10 million p.a. –Media ~ € 2,5 m –Personnel ~ € 4,5 m –Buildings ~ € 2,0 m –Furniture, Apparatus ~ € 1,0 m Costs charged nearly all to faculties (and hospital) Library service contracts Library automation and innovation centrally financed

9. Library service contracts Start in 2001, for 2-year contract period Contracts subject to yearly revision, extra services ‘on demand’ Revision in 2003: faculties want more choice, library wants to refine catalogue Some services in ‘central’ contract: also contracts with “third parties” System still under debate, but is basis for 2004 - 2006

10. Library strategy Publication of library strategy document in 1998 Balanced development of library (four-in hand) as: –Traditional library –Digital library –Teaching library –Businesslike library Commented by faculty (and students!) and approved as part of university policy

11. New strategy document 2003: Need for new strategy Why? –New university strategy –Growing role of UL in learning environment –Substitution of print by e-journals; need for new type of “catalogue” –Intellectual property issue –Need to redefine regional role of library Involvement of faculties Extension of scope to ‘scholarly information’

12. Organization 2 Libraries, 1 organization Matrix organization: hierarchical departments (5) and faculty librarians (7) as library representatives Management team: general director and 2 library directors Faculty library committees 2 Interfaculty library com.’s Library as independent service centre

13. Organization What and how Products Services Faculty librarians answering ‘what’ vis á vis Departments knowing ‘how’

14. Job of the faculty Librarian Information analysis on basis of wishes and complaints; filtering Can something be solved with or without money? Discussion with and in departments: what changes for the library are involved by solving the problem? Minimum quality standards!

15. Matrix organisation what how Faculty librarians One faculty librarian for every faculty 100 % library employee! Departments Acquisition, cataloguing Information, study facilities and document delivery Academic librarians ICT Support

16. HRM Optimal balance between personal and organisational interests Change from ‘control and care’ to ‘commitment and education’ Shift from library definition of quality to user definition of quality

17. More major influences Need to be aware of any costs involved in rendering services Shift from paper to electronic Internationalization: bilinguality Distant users

18. Profile of the library employee Client-oriented Aware of any costs involved Able to negotiate to get financial means An expert in library content matters, including rendering services to the distant user

19. Conclusion UM library is a customer- oriented organisation This is reflected in the services, financing, and organisation of the library Human resource management is a key success factor