New chancellor, New president, and You're Interim Dean... What's the Plan?


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Andrew White, PhD
Interim Dean and Director of Libraries
Director, Health Science Center Library
Stony Brook University
ALA Annual - June 26, 2010

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New chancellor, New president, and You're Interim Dean... What's the Plan?

  1. 1. New Chancellor, New President, and You’re Interim Dean … What’s the Plan?<br />Andrew White, PhD<br />Interim Dean and Director of Libraries<br />Director, Health Sciences Center Library<br />Stony Brook University<br />ALA June 26, 2010<br />
  2. 2. Stony Brook UniversityFast Facts<br />• 24,000 students and 2,100 faculty<br />• Long Island’s largest single-site employer, providing more than<br /> 14,000 employees with full- or part-time jobs<br />• More than 150 majors, minors, and combined-degree programs<br />• Six interest-based Undergraduate Colleges for all freshmen<br /><ul><li>One of 4 research centers in State University of New York system</li></li></ul><li>Libraries Profile<br /><ul><li>Two campus libraries, administratively separate
  3. 3. Health Sciences Center Library
  4. 4. Single site
  5. 5. Library staffing approximately 30 FTE
  6. 6. Melville Library
  7. 7. A primary site along with 5 branches
  8. 8. Library staffing approximately 70 FTE</li></li></ul><li>Stony Brook University Medical Center <br />
  9. 9. Frank Melville Jr. Memorial Library<br />
  10. 10. Timeline<br />June 2009 - New State University Chancellor<br />July 2009 - New campus President<br />July 2009 – New HSC Lib Director<br />Sept. 2009 - External review of campus library<br />Nov. 2009 - Resignation of Library Dean<br />Dec. 2009 - Appoint HSC Lib Director as Interim Library Dean<br />
  11. 11. My Assignment (I did choose to accept it)<br />Provost charge:<br />begin the process of reorganization<br />budgetary review<br />Administration pledges additional funds to the Library’s base acquisitions budget<br />Effective July 2010.<br />In spite of campus and state budget crisis<br />
  12. 12. Overall Strategic Planning Priorities<br />Address immediate campus needs<br />Identify big-picture state system-wide library initiatives<br />Look for synergies with institutional and aspirational peers, i.e.<br />Collection development<br />Off-site storage<br />Scholarly communication / IRs<br /> One size does not fit all<br />
  13. 13. Interim Strategies and Steps<br />Analysis of the Library and its administration<br />New Library Faculty Advisory Committee<br />Meet with existing teams and committees to assess effectiveness and appropriateness<br />Conduct staff interviews individually, with a non-biased member of the new Advisory Committee also present<br />Summary report of interview observations<br />Spot themes from the staff comments.<br />
  14. 14. Staffing culture<br />Stratification <br />Librarian faculty<br />Professionals<br />Classified<br />2 Unions<br />No systematic succession planning<br />Accumulation and inequitable distribution of job duties <br />Retirements<br />Resignations<br />Position attrition<br />
  15. 15. Constraints<br />Repurpose existing staffing<br />Refilling vacated positions under budgetary review<br />Unions<br />Demotions unsupported<br />Reassignments with same compensation<br />Repurpose salary savings<br />Changed / increased job duties compensated with existing payroll<br />
  16. 16. Unknowns<br />State budget<br />Campus budget<br />Early retirement incentives<br />Changes in staffing<br />
  17. 17. Organizational Change<br />Phased <br />Some top-down decisions<br />Identify gaps in library services/operations<br />Provide staff development and advancement opportunities<br />Meet the needs of the campus <br />Align library with educational and research missions<br />Flexibility to respond to new innovations in information formats and access<br />
  18. 18. Technical Services Changes<br />Rebrand as Resource Management<br />P vs. E<br />Distinctions by process and policy<br />No staffing distinction<br />Cross training<br />Reduce copy cataloging activities<br />Repurpose staff knowledge base<br />
  19. 19. Phased Approached<br />Identify Associate Director positions<br />Adjust administrative reporting functional units<br />Fill immediate administrative personnel needs<br />Identify strategic directions as an organization<br />Identify staffing needs/skill sets to achieve strategies<br />Create staffing opportunities to address missing human capital:<br />Training<br />New job duties<br />New positions<br />Unit restructuring<br />
  20. 20. Staff participation<br />Monthly all-staff meetings<br />Address mission, vision, values<br />Q&A related to consultants’ reports and interview summaries<br />Library Staff wiki<br />
  21. 21. Q & A<br />Andrew White, PhDInterim Dean and Director of LibrariesDirector, Health Sciences Library<br /><br />