Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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What is Helpful (and Not) in the Strategic Planning Process? An Exploratory Survey and Literature Review
No full textStrategic planning is a necessary undertaking for many university libraries. Through a literature review and an open-ended, exploratory survey to university libraries in Australia, Canada, New Zealand, and United Kingdom, the researcher was able to get a sense of nuance and importance of some of the parts of the process. Themes are organized into who worked on the process, the timeframe of the plan and process, prioritization and focus, environmental scanning, university plan alignment, and assembling the plan. Understanding what worked (and what did not) can help others who are tasked with taking on lead roles in the strategic planning process, and can enable libraries to create a strategic plan that works best for their staff, users, and institution
The Age Demographics of Librarians and the Organizational Challenge Facing Academic Libraries
No full textThe age demographics of the librarian workforce will create organizational challenges for academic libraries. The large baby boomer cohort, which is approaching retirement, needs to be replaced by millennials. There are a relatively small number of librarians in the Gen X cohort and in most cases, they have come late to leadership opportunities. Creating an organization that uses the skills and abilities of all three generations will be challenging and will require attention to both organizational structure and culture. It will also require a purposeful focus on leadership development and the provision of opportunities for people throughout the organization so that all can make significant contributions and can meaningfully influence the work and direction of the library
New and Noteworthy: Design Thinking in Libraries
No full textThis issue's New and Noteworthy column summarizes recent publications on design thinking, an iterative and collaborative problem-solving methodology finding applications in public, school, academic, and other library settings
Water, Mold, and Pests: The World of Preservation Disaster Statistics
No full textBeginning in 2012 and continuing to the present day, the ALCTS/ALA administers a national survey to collect preservation statistics. When the survey began, it included something unique in library history -- that is several questions that illuminated the intersection of disasters and preservation activities. Unfortunately, due to concerns about the length of the survey, questions about that topic were dropped after 2013. This means our field has information about said intersection for only two years. Furthermore, because the reports about these surveys focused on broader issues of preservation, the reports did not fully explore the findings of those years. This article returns to the data sets for the 2012 and 2013 ALCTS/ALA Preservation surveys to more fully explore their findings and to discuss their implications
Career Progression for Librarians and Archivists Without Faculty Status: A New Model
No full textIn 2013, the dean of Libraries at the University of Texas at Arlington (UTA) Libraries formed a task force composed of six librarians and charged them with completely overhauling the career progression policy for librarians and archivists that had been in place since 1995. The task force devised a new policy and a scoring rubric to assist the committee that makes recommendations regarding promotions in their evaluation process. This article describes the process of developing the policy and its accompanying rubric as well as their contents and recounts lessons learned during the first round of evaluations of candidates for promotion
Promotion & Tenure Procedures: A Study of U.S. Academic Libraries
No full textThis article reports on the results of a study of tenure and promotion procedures at U.S. institutions where academic librarians are faculty. The author surveyed librarians from 200 institutions of higher education on promotion and tenure issues, and received 104 responses. Topics covered include: who performs reviews, whether organizations use library committees and/or university wide ones, how many external reviewers are used and what they are asked to review, and what documentation guides these processes. The results were compared for (1) institutional control (public/private), (2) small, medium, and large institutions, and (3) simplified basic Carnegie classification. The statistical results are presented
Moral Leadership: Shared Accountability for Staff Growth & Development
No full textThis paper shows evidence that technology is threatening the viability of library staff positions in a real and fast moving manner. Considering the certainty of job insecurity and loss, how does a leader own her responsibility to engage staff in serious conversations regarding their current and future reskilling and employment options
Getting Started with Organizational Design at Your Library
No full textIs your library a business? Or is this even the correct question to ask? Maybe a better question is: What can libraries learn from the business world to become more successful? One such mechanism is the concept of organizational design. This means taking a hard look at an organization’s structure, culture, procedures, and systems, then assessing how things need to change (Office of Personnel Management, 2018). Thinking about your organization’s design is a foundation for strategic planning. The following section poses a conceptual framework, followed by contemplative questions to encourage your library to start or continue conversations related to organizational design in order to facilitate planning and change
Reconceptualizing Liaisons: A Model for Assessing and Developing Liaison Competencies to Guide Professional Development
No full textIn an effort to reconceptualize its liaison program, the FSU Libraries initiated a three-phase, grassroots effort to develop a set of core values and competencies, conduct a self-assessment based upon those competencies, and create a strategic training program based upon the results. We determined that our defining values guide our practice, particularly with our hybrid model of liaisons collaborating with functional experts to engage users. The results of the self-assessment indicated that liaisons felt competent in teaching and research services, but less confident engaging faculty members in areas related to scholarly communication and digital tools. Our core competencies and best practices provide benchmarks for superior service and structure for an intentional training program