IV. Recommended Structure The BRC envisions a retailored framework that encourages new approaches to working together, making decisions and solving problems, as well as a new organizational structure with newly defined positions and modified reporting structures. To accomplish this goal, the BRC has created an integrated organization which retains a certain amount of the specialization found in the old structure but also incorporates collaborative leadership and decision-making. The structure includes Production Groups which are based on the traditional technical services tasks of acquisitions, bibliographic control and preservation. In addition, the BRC recommends that there be teams that coordinate the work flow that crosses Production Groups and Divisions. The two components of this structure are further described below.

Production Groups are responsible for the day-to-day work of the division, such as acquiring, cataloging, and preserving library materials. Each faculty and staff person in TSD will be a member of a Production Group. The Productions Groups may be further organized into functional sub-units called Production Teams. The Acquiring Production Group, for example, consists of four Production Teams: Ordering, Business, Continuing Resources, and Licensing.

Appendix E contains diagrams of each Production Groups and the smaller Production Teams defined within each group. Each set of diagrams also includes suggested staffing and leadership models for each Group. Further organizational details of the individual production groups and teams will be developed and implemented by the members themselves once the groups and teams have formed. Some groups have already begun this process; members of the Cataloging Department developed a detailed model for organizing the Monographs/Continuing Resources Cataloging Production Team members into small subject teams populated with at least one expert in monographs and one expert in serials cataloging. The BRC fully supports this proposal, and includes it as Appendix G.

All members of the Production Group will work collaboratively to set and accomplish the group's goals, and evaluate the group's performance on an on-going basis. In order to build and sustain this kind of work environment, the BRC proposes a leadership model for the Production Groups that will include a Production Group leader, team leaders (for those groups that are subdivided into production teams) and additional members from the Group. While the Production Group leader will monitor the Group's overall work, identify required resources, and facilitate communication within the Group, much of the responsibility for decision-making will rest with the more inclusive leadership "team." The creation of a "team" will encourage greater participation in the management of the work and support consensus building and fully informed decision-making. Each Production Group will have an opportunity to determine the shape and size of the leadership team that will be necessary to effectively make decisions and steer the work of the Group.

The BRC believes that organizing people into Production Groups rather than hierarchical units and departments will increase communication across the division, broaden the skills of all staff, and increase staff involvement in leadership and decision-making. For example, the BRC decided to merge the Monograph and Serial Cataloging Units into the Original Monographs & Continuing Resources Production Group with the intention that all the catalogers will train and learn from each other and thus be able to do a wider variety of work. This will eliminate many of the hand-offs that hamper the current system, streamline the original cataloging process, and make the Group more flexible in dealing with ever changing workloads and types of material.

Appendix F contains scenarios for Production Groups and Coordinating Teams. These scenarios are intended to help illustrate the principles behind the proposed structure. Crafting the scenarios allowed the BRC to envision how processes, staffing resources and coordination of activities might work in the new models. They are not intended to be prescriptive regarding the specifics of the work or the staffing that may be articulated within the Production Groups.

The library support staff Performance Review Development Process, (PRD) will be conducted by the employee and the individual's supervisor. The Faculty evaluation process is under review by a Faculty Assembly Task Force. The BRC agrees that all participation in teams should be reflected in PRD's, work plans or development plans.

The purpose of the TSD Coordinating Teams is to assure collaboration and coordination in designing and implementing policies and processes that involve multiple TSD Production Groups and/or other library divisions. Coordinating Teams will examine TSD and cross-divisional policies and workflows. Coordinating Teams may recommend major policy or workflow changes; the TSD Planning & Leadership Team will discuss these recommendations and implement proposed changes for improvement.

Some Coordinating Teams will assume and continue the work of previously existing committees and groups. The Authorities Coordinating Team and the Policies Coordinating Team will replace the TSD Cataloging Policy Committee, the Continuing Resources Coordinating Team will replace the TSD Serials Committee, and the GovDocs Processing Coordinating Team will replace the GovDocs Processing Group. Others of the proposed coordinating teams are entirely new, including the Digital Library Coordinating Team and the Training Coordinating Team. Several of the existing TSD committees will remain (e.g. TSSAC, Preservation Committee, Disaster Salvage Squad).

The Coordinating Teams should not, however, be thought of as merely new names for old committees. The new groups will work as self-managed teams, applying the principles of shared decision-making and consensus, with all team members sharing the responsibility for leadership in solving problems and improving processes. Each Coordinating Team will be responsible for reviewing and revising its charge, and for determining the terms of service and schedule of rotation of membership on the team. Team members will be people across the Libraries who are involved in the actual work that is the purview of the particular Team. It is expected that only a few appointments on the Coordinating Teams would be linked firmly to an individual's job appointment/position in their Production Group - one example of a firm link would be to have the catalogers with specialization in continuing publications serve on the Continuing Resources Coordinating Team. Coordinating Teams will have a leader who reports for, and represents the Team on the TSD Planning & Leadership Team.

The Blue Ribbon Committee received other suggestions for additional Coordinating Teams. These suggestions included a team to coordinate cataloging priorities, and a team to coordinate special collections cataloging. However, the BRC is not proposing the creation of these teams at this time. The BRC recommends a process improvement team (PIT) be formed to examine the issue of cataloging priorities, to determine whether and how priorities could be incorporated as an ongoing, routine aspect of technical services processing. In regard to special collections cataloging, the BRC recommends that for the near term, liaisons between the cataloging production groups and special collections units be reviewed and strengthened, as a means to address these issues.

The following presents an idea of the key responsibilities and possible membership of six TSD Coordinating Teams.

AUTHORITIES COORDINATING TEAM

Responsibilities: