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



Andrew White, PhD

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

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