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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?

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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
      Stratification
      Librarian faculty
      Professionals
      Classified
      2 Unions
      No systematic succession planning
      Accumulation and inequitable distribution of job duties
      Retirements
      Resignations
      Position attrition
    • Constraints
      Repurpose existing staffing
      Refilling vacated positions under budgetary review
      Unions
      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
      Phased
      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:
      Training
      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
      Andrew.White@stonybrook.edu