Ellen Knight

1
Materials Access
Restructuring Team

• Ellen Knight
• Ofelia Mujica
• Norma Perez
• Kerry Scott
• Virginia Valenzuela

2
The Charge

• Develop a plan to support and coordinate MAT work
  in the Fine Arts Branches, including staffing of
  all service sites
• Determine if MAT staff will contribute to the
  Reference Desk
• Decide on the level of staff classification
  needed to meet the needs of customers

3
The Purpose

• Review the overall team structure and decide on
  changes that need to be made to meet the current
  and future needs of our customers.
• Make recommendations after determining if MAT is
  staffed appropriately and at the right
  classifications to best meet our goals.
• Make decisions regarding workflow, support of the
  Branches, and other identified MAT issues.

4
Context

• Technological advances and consolidation of the
  teams service sites have made it necessary to
  analyze MATs organizational structure.

Technology
Consolidation
Circulation
Self-check machines
Maps, Media and Reserves (Traditional and
Electronic)
On-line databases
Electronic Reserves
Current Periodicals, Newspapers and Microforms
E-Journals Newspapers
Interlibrary Loan
5
Problem

• Inconsistent level of reference service provided
  by MAT staff at the Fine Arts/Branches service
  sites
• Classification levels of MAT Fine Arts staff are
  inappropriate to the service requirements of the
  areas
• MAT staff have expressed an interest in
  contributing to the Reference and Information
  Desks. Can we support this and still cover MAT
  service sites?

6
Problem

• Team-wide staff classifications need to match
  current work responsibilities and reflect future
  work/needs of customers
• The same level and quality of service is not
  offered at all MAT service sites

7
Solutions

• Fine Arts Librarians agreed to provide Fine Arts
  MAT staff with site-specific reference training
• Reclassified Fine Arts Staff to Library
  Specialists. This classification is appropriate
  to the service requirements of these sites
• MAT staff will not contribute to the Reference or
  Information desks. Instead, MAT will provide
  reference service at all MAT service sites
• (limited to on-line resources).

8
Solutions

• Problems 4 5 were addressed through a MAT-wide
  reclassification to the Library Specialist level
• See Reclassification Process for further
  explanation of the process used to reclassify MAT
  staff

9
Pre-Restructuring
Organizational Chart

• 1 collection maintenance work team leader
• 2 circulation work team leaders
• 3 library specialists
• 3 library assistant seniors
• 3 library assistants

• 1 maps, media and reserves work team leader
• 1 current periodicals, newspapers and microforms
  work team leader
• 5 library specialists
• 3 library assistant seniors

• 1 work team leader
• 2 library specialists
• 3 library assistant snrs.
• 1 library assistant

• 1 work team leader
• 4 library specialists

10
Post-Restructuring
Organizational Chart

• 1 collection maintenance work team leader
• 1 fine arts specialist senior
• 1 circulation work team leaders
• 13 library specialists

• 1 work team leader
• 1 special collections specialist senior
• 9 library specialists

• 1 work team leader
• 4 library specialists

11
MAT Cross-Functional Teams
12
MAT Cross-Functional Teams
Currently each of these teams is in the process
of writing their team charge.
13
Reclassification Process

• Library Specialist Expectations were used as a
  guide for self evaluation and goal setting.
• With the help of Library Human Resources (Michael
  Ray) individual work teams were able to put the
  expectations into the context of their functional
  work.
• Once a shared definition of the expectations was
  established the MAT team categorized them into
  expectations for entry level and experienced
  specialists.
• The existing Library Performance Measure
  Structure was used to guide the reclassification
  process.

14
Reclassification Process

• Staff were asked to set 2 performance or learning
  goals that demonstrated their ability to meet or
  exceed the team-defined specialist expectations.
• Individuals had peer review committees who
  offered guidance and feedback.
• Work Team Leaders served as mentors to staff
  members to help guide the process

15
Reclassification Process

• A performance measure review committee (Checks
  Balances) was formed to review staff goals and
  check for alignment and progress toward achieving
  those goals
• Each non-Specialist was given 2 opportunities to
  present their goal portfolio to the Checks and
  Balances committee October of 1999 and January
  of 2000
• Final decisions for reclassification were made by
  the Checks Balances Team

16
Work Team Leader Reassignment

• Work Team Leaders were reassigned in December of
  1999
• Work Team Leaders were asked to choose their top
  two picks for reassignment and to answer a set of
  questions written by the MAT Restructuring Team
  and approved by Library Human Resources
• A group of non-MAT-representatives from
  stake-holder teams and one human resources
  representative, made the Work Team Leader
  reassignments based on the above documentation