WSU Libraries Planning Committee
Organization Chart Narrative

This narrative serves as a context and elaboration of the organization chart to which it is attached. It explains new positions and new relationships and "fills in the gaps" that cannot be adequately depicted in a traditional organization chart.

Organizational philosophy

The WSU Libraries exist as a user-centered institution.

While decentralization of many functions (Reference, Serials, Circulation, ILL/Document Delivery) still exists in the proposed new organization and is viewed as the essence of effective user service, provision has been made for improved coordination. The organization must continue to work toward a balance between user focused service and the need for consistency of functions and procedures.

Organizational culture

The proposed new organization chart does not exist in isolation. If meaningful change is to occur in the WSU Libraries, the culture must change. That change is reflected in the Planning Committee's Principles and Philosophies, the core of its work and more critical than the organization chart.

Organizational relationships

Working groups are not reflected on the organization chart but are seen by the Planning Committee as the key to an effective organization. They work in concert with the organization as that organization is portrayed on the chart. They cross boundaries and provide maximum opportunity for dialog. They are a critical part of communication and decision-making. Where issues are larger than a working group, perhaps involving policy or crossing unit boundaries, they should be referred to the Library Council for consideration.

While the decentralized model that affects Circulation, ILL and Serials does not change, it is recognized that coordination must take place. Working groups are again a key to that coordination. It is important to note that Circulation and ILL/Document Delivery are organizationally and philosophically "housed" under Access and Collection Services, the Planning Committee envisions a matrix management arrangement as these functions are clearly a part of Public Services. It is important to note that Circulation and ILL/Doc Delivery are no longer housed under Hum Soc/Holland Library - there is a more generalized approach to these functions.

Library Council - This new body will broaden participation in decision-making and provide more dialog among the various units of the Libraries. The goal is for improved communication that will lead to better informed library employees at every level of the organization. Issues will receive broader attention so ramifications of decisions will be clearer, more widely discussed and awareness will increase. The Planning Committee recommends that the Library Council include an appropriate number of people drawn from across the entire organization with selection to be determined in the implementation process. Members of the Directors Cabinet would attend meetings of the Library Council as ex-officio members.

Director's Cabinet - This is a revised version of the current Directors Council. Its membership would include Assistant Directors, the Library Director and two at-large members to be elected from the Libraries. This body would deal with the highest level decisions that affect the Libraries as a whole as well as appropriate issues at the state, regional, national and international level.

New positions

Outreach Coordinator - This person will coordinate distance learning, state university cooperation (Council of President's initiatives), and activities and programs involved in WSU's land grant mission. The person would be a negotiator, facilitator, and coordinator whose job it would be to make the WSU Libraries a vital part of WSU's extended education programs. This could include Virtual WSU, learning centers, the Western State Governors University, and other new programs. The person would work closely with all units in the Libraries which have a part of the action in this area - Library Systems, Interlibrary Loan, ECLS, etc.

LAO Office Manager - This person would coordinate accounting, purchasing, facilities, and mail activities.

Administrative Assistant - This person is the administrative assistant to the Director of Libraries.

Access and Collection Services Assistant Director - The Planning Committee believes that collection development and management is one of the most important elements of the WSU Libraries and that coordination is necessary to get beyond the "armed camp" environment where people spend time fighting over every penny of the materials budget. Someone must take into account the bigger picture and provide leadership as the "containers" of information change. That migration from print to electronic medium, no matter how rapidly or slowly it occurs, will provide challenges that dwarf current issues and disputes. The other functions under this AD are viewed by the Planning Committee as a natural fit.

Public and Research Services Assistant Director - Many of the same points made under the above paragraph on the Access and Collection Services AD are relevant here. There is a need for system-wide coordination and vision and for appropriate standardization. This person will facilitate cooperation and provide consistency across WSU Libraries in the delivery of quality services to a diverse clientele.

Human Resources Assistant Director - The human side of the organization must be on an equal footing with the rest of the organization. This person, who might not necessarily be a librarian, would bring concern for the individual and his/her growth and development to the organization. Making use of library, university and outside talent, this person would oversee programs that would benefit library employees and improve the organization through improved training and other growth opportunities.

Functions versus Positions

The organization chart in a few cases reflects both positions and functions. These are specifically covered below.

  • Preservation - there will likely not be a preservation coordinator as a position/person, but the importance of this function needs to be addressed. Much of the work will continue to be done where it is now - in Circulation, in Serials (binding), but the coordination of policy, priorities, etc. will reside in Access and Collection Services.
  • Branch Campuses - the Branch campus libraries will continue to report to their respective deans. For purposes of standardization, operational questions, etc., their communication avenue will be through appropriate working groups and coordinators as is true for other WSU libraries.
  • Employee Development and Training - these two new and important areas are seen as critical to the ability of the WSU Libraries to rise to the challenge of the rapidly changing higher education and information services environment. We must do everything we can to help individuals adjust to change so the WSU Libraries can move ahead as aggressively as it needs to. The Planning Committee believes that the Libraries should take advantage of every possible resource available, inside the Libraries, within the University, and outside when necessary to keep employees growing.
  • Evaluation of Services - the Libraries need to institute a regular and ongoing program to evaluate services, both internal operations and user services.
  • Miscellaneous points

In addition to the above, the Planning Committee believes that