TSD Program Review: Structure, Values, & Principles

Background Information
May 4, 2001

This document summarizes the progress that the BRC has made thus far, organizing the concepts that have been raised in the discussions.

We want a structure that:

• Supports the library's vision and strategic directions
• Streamlines functions and eliminates duplication of effort
• Shows clearly defined roles and responsibilities
• Ensures cost-effectiveness (allocates resources effectively)
• Is flexible and evolves with changes in library and division goals, new technologies, and enhanced procedures (continuous improvement)
• Incorporates the principles of teams (promotes collaboration with strategic partners; coordination of related work processes)
• Expresses an integrated relationship with the overall library organization
• Promotes communications and collaboration across the organization

Organization Values:

• Quality service to our primary clientele. Our primary clientele include: students, faculty, University departments, staff within the library, and the scholarly community
  • Supports customer focus - responsive service
  • Excellence - balance of quality and quantity
  • Cooperation and teamwork - both inside and outside of Technical Services
  • Effective communication between units/functions and across all staff levels
• Effective and efficient use of all resources. This includes not only library resources such as staff, equipment and supplies, but also includes contractor and vendor services which we use to provide service to our clientele
  • Good stewardship - maximizing use of available resources (people, time, $$)
  • Physical environment, infrastructure - appropriate and sufficient tools and facilities
• Staff who continuously learn, evaluate and participate in a changing work environment
  • Development of core competencies and an appropriate learning curriculum/mentoring program
  • Staff who are leaders and serve as resources for projects inside the library as well as for national and regional initiatives
  • Shared decision-making - encourage collaborative and creative problem-solving
  • Systems thinking - an environment that encourages a vision broader than TSD
  • Self mastery - respect for others, assume the best and create pride in achievements
  • Culturally diverse staff

Organizing principles:

• The structure will be administratively centralized
• The structure will be supported by teams which serve to provide leadership and coordination between physically separate production groups and divisions
• The structure will be based on a 5 year vision of TSD's future
• The structure will allocate staff resources to accommodate the work loads
• The structure will support a streamlined workflow
• The structure will rely on a staff that has a broad knowledge base and is cross trained in multiple activities
• The physical space will affect our administrative structure
• The structure will not include workflow or procedures in detail

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