WSU Libraries Planning Committee
Working Group Structure

The WSU Libraries Planning Committee has identified the following partial list of working groups as appropriate ones to support the recommended organization chart. As implementation proceeds other working groups may be established, as necessary or appropriate.

• Director’s Cabinet
  Small group of primarily top administrators whose role relates to the "big picture."

• Library Council
  Broad based representative group whose role relates to practical/operational issues.

• Circulation
• Collection Development
• Copyright
• Interlibrary Loan
• Electronic Resources
• Employee Development
• Government Documents
• Health and Safety
• Human Resources (Personnel)
• Preservation
• Reference
• Serials
• Systems
• User Education

Working groups are responsible for defining issues, gathering information, problem solving, and identifying and communicating with the various stakeholders during those steps. While the specific composition/membership and charge of each working group should be determined in the implementation process, there are some ground rules or expectations from the Planning Committee that need to go forward. Working groups should, whenever possible, make operating decisions regarding their arenas and be accountable for those decisions. It may be necessary to bring some larger issues to the Library Council, but the working group should make decisions as appropriate. It may take some time for working groups to develop a sense of when decisions are appropriate and when the issue needs to be taken to a higher authority.

It is expected that some working groups may be fluid in their membership as issues being considered change, while others will be more fixed as representative of specific units. Membership is expected to be broad-based and rotating. As issues are uncovered, stakeholders should be informed of pending discussion so that they can attend working sessions. Meetings should be open to anyone who wants or needs to attend. It is suggested that membership include a "wild card" person - someone who is not directly involved in the subject of the working group or might not naturally be included in the working group - someone who can look at issues in an objective and dispassionate way.

Communication must be effective for working groups to succeed. It is suggested that agendas be circulated to stakeholders in advance of meetings and that meeting minutes also be circulated promptly.

Working groups should be encouraged to have liaisons with other working groups as appropriate. They should not operate in isolation and should be free to "cross pollinate".

Working groups are encouraged to rotate chairs on an annual basis.

Training may be needed for effective working group participation so that operation, communication and decision making are as effective as possible.

 

January 8, 1997