1. Rutgers University Libraries Reorganization March 3, 2006 Marianne Gaunt University Librarian

2. Why Reorganize Address New Needs Align Units to How People Work Leverage Technology for Change Create Needed Positions Address Structural Confusion Better Utilize Existing Talent Streamline Where Possible Maximize Resources

3. New Management Structure (Current 9; New 9) University Librarian AUL Administrative Services AUL Collection Development and Management AUL Digital Library Systems AUL Instructional and Research Services AUL Facilities Planning and Management AUL Planning and Organizational Research Director Dana Library Director Robeson Library

4. University Librarian Create an Advancement Office Add Communications

5. AUL for Administrative Services Budget Personnel Training and Development Relocate Assessment, Planning, Space

6. AUL for Collection Development and Management System-wide collection development policies Collections budget management Special Collections and University Archives Add Preservation Officer/Staff

7. AUL Digital Library Systems Development, deployment, management library systems, infrastructure, software Digital preservation/archiving Acquisitions, Cataloging, Systems offices Add: NB Collections services Add: SCC programmers, network staff Add: Digital architect librarian Add: Digital project management librarian

8. AUL for Instructional and Research Services System-wide public services coordination: policy and services development Management of public services personnel reporting to AUL Current Ill and document delivery staff Current Shipping and receiving staff Current Imaging Services staff Current Webmaster staff Add: NB Access services staff Add: New Brunswick Librarians

9. AUL Facilities Management and Development System-wide Capital Planning Facilities Oversight ADA Compliance Building Security and Disaster Planning Development of new learning spaces Liaison to University Capital Planning Office Assists AUL IRS New Brunswick Campus building responsibilities

10. AUL Planning and Organizational Research Strategic Planning Develops and manages assessment program Manages special projects Researches Issues; Drafts reports Analyzes and distributes data for statistical analyses Liaison with Washington Office for legislative issues Internal copyright expert; consultant Primary contact with University Counsel

11. Dana and Robeson Library Directors Campus-based responsibility for program development and support Continued move of local technical services operations to centralized management and delivery of services Participation in access services functional groups and shared responsibilities in P4P reviews

12. Outcomes Realigned positions to create a focus on planning, assessment, facilities, preservation Began development of advancement office to support capital campaign and fund raising Built backup into network and programming support Streamlined local technical service operations to free staff for other work Provided AUL IRS with librarians and staff working directly with the public

13. Outcomes….cont’d Eliminated confusion for recruitment with NB and system-wide administrations on the NB campus Engaged access services staff across the 3 campuses Positioned the organization better for additional changes

14. Process From Here Identify Areas that May Not Be Addressed Finalize Decisions on Reporting That Have Not Been Determined Plan to Fully Transition by July 1, 2006 Make Changes between Now and July 1 that Are Easy to Implement Realign Budgets before FY06/07 Review Impact on Current Faculty Structure

15. Process From Here…. Cont’d Document Final Reorganization Plan Create Final Position Descriptions for Recruitment Establish Search Committees Engage Search Firm Advertise Positions Inform Community of Changes