Organisation of library management and financial resources

1
Organisation of library management and financial
resources

• Copeter project
• June 2003
• J. Gilbert P. Niesten
• Universiteit Maastricht

2
Contents

• Universiteit Maastricht and its Library
• Financing and budget
• Library service contracts
• Strategy
• Organization
• Human resource management

3
Universiteit Maastricht

• Youngest Dutch University
• Start in 1973 as Medical Faculty officially
  opened in 1976
• Rapid expansion in 1980s with Law, Economics,
  etc.
• Problem based learning (PBL) as trade mark
• Now 12 000 students and 2 500 staff, divided over
  7 faculties
• Internationalization programmes, and students
• Innovation university college, regional health
  centre, etc.

4
University Library

• Supports PBL, UL incorporates learning resource
  centres
• Concentration on two sites, as with university
  itself
• Recent rebuilding programmes on both sites
• More/better study facilities, more PCs,
  integration of learning resource centres and
  computer facilities, server based computing
• Close national and regional cooperation with
  other libraries (UKB consortium)

5
Library facts and figures

• Library staff 90 fte, gt 100 people (many
  part-time)
• Opening hours gt 80 hours a week, including
  weekends
• 30 000 visitors per week
• 600 000 volumes
• 150 000 loans per year
• 40 000 ILL (in/out) per year
• 4 000 print journal subscriptions, even more
  e-journals
• Growing use of digital services

6
Library Goals

• Goal
• To support Education and Research (and Health
  Care) in the area of Scholarly Information
• Target groups
• Students
• Staff (researchers/lecturers)
• Doctors
• Hence accent on consumer-driven services

7
Financing system

• User-driven let faculties decide if they want
  more or less library
• Faculties get money to buy in services (not
  only UL)
• UL offers its services in Product catalogue
  (specs, prices)
• Product catalogue renewed yearly
• Services grouped into product categories
• Media
• Facilities,
• Training, user support
• ILL

8
Budget

• UM integral costing
• UL budget 10 million p.a.
• Media 2,5 m
• Personnel 4,5 m
• Buildings 2,0 m
• Furniture, Apparatus 1,0 m
• Costs charged nearly all to faculties (and
  hospital)
• Library service contracts
• Library automation and innovation centrally
  financed

9
Library service contracts

• Start in 2001, for 2-year contract period
• Contracts subject to yearly revision, extra
  services on demand
• Revision in 2003 faculties want more choice,
  library wants to refine catalogue
• Some services in central contract also
  contracts with third parties
• System still under debate, but is basis for 2004
  - 2006

10
Library strategy

• Publication of library strategy document in 1998
• Balanced development of library (four-in hand)
  as
• Traditional library
• Digital library
• Teaching library
• Businesslike library
• Commented by faculty (and students!) and approved
  as part of university policy

11
New strategy document

• 2003 Need for new strategy
• Why?
• New university strategy
• Growing role of UL in learning environment
• Substitution of print by e-journals need for new
  type of catalogue
• Intellectual property issue
• Need to redefine regional role of library
• Involvement of faculties
• Extension of scope to scholarly information

12
Organization

• 2 Libraries, 1 organization
• Matrix organization hierarchical departments (5)
  and faculty librarians (7) as library
  representatives
• Management team general director and 2 library
  directors
• Faculty library committees
• 2 Interfaculty library com.s
• Library as independent service centre

13
Organization

• What and how
• Products
• Services
• Faculty librarians
• answering what
• vis á vis
• Departments
• knowing how

14
Job of the faculty Librarian

• Information analysis on basis of wishes and
  complaints filtering
• Can something be solved with or without money?
• Discussion with and in departments what changes
  for the library are involved by solving the
  problem?
• Minimum quality standards!

15
Matrix organisationwhat how

• Faculty librarians
• One faculty librarian for every faculty
• 100 library employee!

• Departments
• Acquisition, cataloguing
• Information, study facilities and document
  delivery
• Academic librarians
• ICT
• Support

16
HRM

• Optimal balance between personal and
  organisational interests
• Change from control and care to commitment
  and education
• Shift from library definition of quality to user
  definition of quality

17
More major influences

• Need to be aware of any costs involved in
  rendering services
• Shift from paper to electronic
• Internationalization bilinguality
• Distant users

18
Profile of the library employee

• Client-oriented
• Aware of any costs involved
• Able to negotiate to get financial means
• An expert in library content matters, including
  rendering services to the distant user
•  

19
Conclusion

• UM library is a customer- oriented organisation
• This is reflected in the services, financing, and
  organisation of the library
• Human resource management is a key success factor