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 1980’s 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, > 100 people (many part-time) • Opening hours: > 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’ (spec’s, 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. Faculty librarians One faculty librarian for every faculty 100 % library employee! Departments Acquisition, cataloguing Information, study facilities and document delivery Academic librarians ICT Support Matrix organisationwhat how

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