1. Who will be doing the selection and interviewing for the proposed new positions within the Library?

Should the changes proceed, the recruitment and selection of the new proposed positions will be the responsibility of the PVC Learning Resources. 

2. Can you explain why none of the newly-created positions advertised so far have been filled by staff recently made redundant?  Is this because of the cost of the ‘equalisation’ process where recently-redundant staff must be rehired at their former salaries for 2 years? 

No.  The State Sector Act requires the University to advertise vacant roles and make appointments based on merit.  The application of the University’s selection process and redeployment assistance allows the process to operate in a fair and supportive manner.  Redeployment information will be collated and presented at a later date.    

3. In framing the proposal at this time, the University does not seem to be taking full advantage of the new PVC’s extensive “experience in the leadership and development of academic libraries” (HR FAQ). Why was the review of Learning Resources not deferred until after the arrival of Sue McKnight?

Professor McKnight has been able to make a contribution to the Change Proposal and will be on site to review submissions and provide advice before decisions are made.

4. What do you consider are the key attributes of a successful “change manager”?

• The ability to see the need for and opportunities offered by a future different from the present and its current trajectory
• The ability to articulate the need for change and the opportunities change creates
• Ability to identify leaders and sponsors within the organisation and work with them on the need for change
• The skill to create the vision for the change – develop vision statement with input from the organisation
• The skills to communicate the vision – talk widely, address concerns, listen, tie everything to the vision
• The capability to remove obstacles – look at structures to see if they are in line with the vision, the authority to shape the organisation
• The willingness and ability to create short term wins
• The long-term vision and strength to build on the change – analyse results, set new goals, develop a continuous improvement culture
• The fortitude to anchor the change in the culture – talk about progress, share success stories about the change process
• Curiosity to be open to new ideas, discipline to assess the risks and opportunities and courage to stand up to those who through fear, anxiety, self interest or for whatever reason resist change

5. I think that the disestablishment of the Macmillan Brown Library Manager position and the subsequent loss of specialised skills and knowledge puts our research collection of New Zealand and Pacific materials at risk. This is contrary to the University’s stated intention under section 6 of the Charter Approach to Treaty of Waitangi Obligations to ”pursue the protection of Māori culture and other possessions”. Could you comment on this?

We acknowledge the feedback that you provide, find it very useful and will consider this with other submissions made on the proposed changes.

6. According to the Charter the special character of the University is reflected in, amongst other things “The scope and quality of our libraries, especially our Central Libraries and the Macmillan Brown Library Collection”. I see the ‘de-professionalising of library manager positions, particularly the Macmillan Brown Library manager position, as a major threat to the continued quality of our libraries.  Could you comment on this?

The proposal is not suggesting the “de-professionalising” of library manager positions, rather the proposal seeks to:

• provide a more focused approach to supporting academic staff and students by professional librarians who will have responsibility for developing the University’s information resources
• ensure that the library spaces which house the collections and other resources are managed by a manager focused on ensuring high levels of services, and ensuring that the centres, equipment, etc are adequately staffed and that all technology and systems are operating
• provide support in the acquisition and management of information resources by the proposed Library Support Services team

7. Did you provide workload statistics to the project STAR team to assist them when making their decision to disestablish the four staff in the Interloans team?

No decisions have been made to disestablish the roles in the Interloans team. A change proposal has been released and staff have the opportunity to provide their feedback before a final decision on the proposed changes is made.  The proposal is to transfer the interloans function to the support side of the library operation where the staff performing them will not be required to provide service on public circulation desks and focus fully on interloans. We look forward to receiving further feedback through the submissions process.

8. The proposal has established Library Centre Managers.  However, no attempt appears to have been made to make these positions of equal workload. eg The EPS and Law Centre Managers will have seven direct reports and the Central Centre Manager will have 24.  One reason given to me for requiring two Academic Liaison Managers is that more than 20 staff is too many for one manager.

The Learning Resources change proposal proposes that the new proposed position of Library Centre Manager (Central) is supported by the five existing Assistant Librarian roles in the day-to-day management of the Library Assistants. Two of the five Assistant Librarians provide after-hours supervision to library staff.

9. The Centre Manager roles do not require library qualifications or experience.  However, it is their responsibility to train, coach and provide professional development for their staff.  It will be an odd structure to have a system whereby the trainer does not understand the environment within which they are training and developing.

The University is of the view that the proposed Centre Manager role does not require a library qualification, however does need the leadership skills to manage a team which will include facilitating access to professional development and providing encouragement and support to enable the achievement of development goals.  This is a competency that managers need to possess, it is not unusual for managers to manage a team of specialists.

10. It is noted in the FAQs that library hours will not be changed.  Have you asked any of the current Library Managers whether they are able to staff their libraries if the proposed document is accepted?

The proposal acknowledges that it may become necessary to review whether current staffing levels and rostering arrangements would provide an appropriate level of support for the new structure moving forward.  In addition, the transition to any new structure will need to be managed carefully taking account of operational demands.

11. I have heard you say a number of times that by reducing general staff you will be able to employ more academic staff and pay them more than you can now.  At what point in the future do you think the University will have money to do this?

Last year, in anticipation of releasing resources as a result of changes under STAR, we announced the attention to establish two new Research Institute. They are beginning to operate now, so we are already moving to promote research and teaching. As we continue to find better ways to organise ourselves, we will have more such opportunities to focus our efforts. That said the constant erosion of real resources provided by the Government means we must continually review what we do for effectiveness and efficiency. Standing still is not an option when the environment around you is changing.

12. Please advise an estimate of the cost of making the 36 library staff redundant?

No decisions have been made, this is a proposal and staff have the opportunity to provide their feedback before a final decision on the proposed changes is made.  Detail about compensation associated with disestablishments is captured in employees employment agreements.

13. I believe you have recently commented that the Library could have been open over the Easter break when the University was closed.  Is this something you want the Library Managers to factor into their staffing budgets?

Yes. But there is no more money so they must come up with a business case to redeploy money from lower value, manual transactional activity like issuing materials and ordering through the use of technology such as self-issue and order plans. 

14. Please explain how library assistants, many of whom hold professional qualifications, will receive relevant and stimulating professional development to enable them to progress in their career from a branch manager who has no qualification or experience in the field?

The University is of the view that the proposed Centre Manager role does not require a library qualification, but does need the leadership skills to manage a team. This will include facilitating access to professional development and providing encouragement and support to enable the achievement of development goals.  There will continue to be a substantial amount of library expertise in the new structure (should the changes proceed), which the Centre Managers can facilitate access to, with other professional development opportunities.  The Centre Managers will have the skills to train their staff in the customer service elements of their role.

15. Please explain what you understand the matrix structure to mean with regards to the two Academic Liaison Managers and the current Information Librarians.

The proposal is for the two groups to work as an integrated team to ensure consistent application of best practice across the University, within their focused area of expertise.

16. How much input did Sue McKnight have into the change proposal? What did she think of the current change proposal?

Professor McKnight has had visibility to the evolving proposals since March. She is the first to admit that distance is an impediment to her engagement and is looking forward to being in Christchurch to engage directly with staff.

17. Under the current proposal two of the three current positions dedicated to the Library’s ILS (Horizon) are disestablished. Has the University a plan to mitigate the risk of a library system failure given that the experts have been disestablished?

As you are aware this is a proposal, no decisions have been made about the proposed changes. The proposal provides for three proposed eResource Co-ordinator roles which would provide the support for the Library’s e-learning applications. The proposal is for three full-time roles which will ensure better coverage and back up is provided for service provision.

18. Do you have plans to extend the opening hours of the ICT Service Desk to match the hours that the Library is open over the Academic Year (34 weekends and open until 10 pm on four weekdays)? It would be a great boon to students and library staff who work ‘extended hours’ to have more than one University public service available.

This is something the PVC Learning Resources will give consideration to.

20. If the Learning Resources Change Proposal goes ahead is there any provision for a transition or implementation phase between managers and library qualified staff leaving and new, possibly inexperienced and unqualified staff beginning? Who will be expected to orient and train these new staff?

Following the consultation process on the proposed changes a decision will be made by the Vice-Chancellor, at which time a transition plan will be developed to support the implementation of the decisions made.

21. Branch Library Managers are currently professional library positions with a strong background in the subjects of the Colleges and Schools that their libraries serve. Because of this, Branch Library Managers are able to effectively represent the Library at College Faculty Meetings, and the Colleges and Schools at Library management  meetings.  How would you see the branch libraries providing this high level support to their customer groups under the new structure?

It is envisioned that the new Academic Liaison roles will have a prominent role at Faculty and School level supported by the Liaison Librarians who will engage with academic staff on an individual level. This will ensure a more coherent and consistent approach across the academic faculties and colleges.

22. Is the VC aware that two positions as Information Librarian in the Education Library and MB has some Māori services attached to it, which have been excluded from the generic Library Liaison position that was included for me in the Change Proposal?

Yes, the Vice Chancellor has received feedback reflecting this and looks forward to receiving further feedback through the submissions process.