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ON FRASER
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TH
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ORLD
B. Mario Pinto. Pb.D.
Vice-President, Research
Professor
of Chemistry
MAILING ADDRESS
8888 University Drive
Burnaby BC Canada
VSA IS6
TEL:
7711.782.4152
FAX:
778.782.4860
www.sfu.ca/vpresearch
SCUP 11-35
SFU.
OFfICE OF THE VICE-PRESIDENT, RESEARCH
I
ATTENTION
Jon Driver, Chair,
seup
I FROM
Mario Pinto, Vice-President, Research
.1
RE
Li bra ry Ext ern a l Rev jew
DATE
June 24, 2011
Attached please find the following documents for information only for the
SCUP meeting on Wednesday, July 6
th
, 2011.
1_
SFULibrary
ExternalReviewFinal.pdf
2_Library Response
to 2011 External Review.pdf
3
_
ExtemalReviewLibrary
ActionPlan.
pdf
SIMON FRASER UN[VERSITY
THINKING OF THE WORLD
SFU Library External Review 2011
Report of the Review Committee
January
2011
Marnie Swanson (Chair)
University Librarian
University of Victoria
Karen Adams
Director
of Libraries
University of Manitoba
Margaret Haines
University Librarian
Carleton University
Dan Laitsch
Assistant Professor, Faculty
of Education
Simon Fraser
University
SFU Library External Review 2011
Process
Dr. Mario Pinto, Vice President, Research at Simon Fraser University, called for a third review of the
SFU Library to be conducted in January 2011. The terms of reference are attached as Appendix
1.
The members of the Review Committee were:
• Marnie Swanson, University Librarian, University of Victoria (Chair)
•
Karen Adams, Director of Libraries, University of Manitoba
• Margaret Haines, University Librarian, Carleton University
• Dan Laitsch, Assistant Professor, Faculty of Education, Simon Fraser University
The Review Committee was given an extensive suite of documents to prepare for the visit including
excellent self-study reports.
During
the three day visit, the Review Committee met with staff, members of the user community,
key committees involved in the management and governance of the Library, and senior university
administrators. The
Committee visited all three library locations and met with the executive
directors of the Vancouver and Surrey campuses.
Confidential responses
were sent to the VP Research's Office via an email feedback mechanism that
enabled input to be provided by those not able to attend meetings.
The Review Committee appreciated the support of the VP Research Office with respect to the
smooth organization
of the reviews logistics.
1
SFU Library External Review 2011
Progress since the 2004 Review
Two members of the Review Committee were involved in the previous review. We applaud the
many positive changes
that have taken place under the leadership of Lynn Copeland. In addition we
commend the tone being set by the new Dean of Libraries, Dr. Charles Eckman; staff appreciate his
open style and look forward to working with him on
the new strategic plan.
It was clear to the Review Committee
that staff on all three campuses are committed to excellent
library service and
that users are appreciative of the services they provide.
The depth
and breadth of the collections is appreciated by the Library's users, especially the faculty.
Despite the fiscal environment of
the past few years, the protection given to the collection budget in
the
current fiscal year is an essential strategy to maintain this level of satisfaction.
More specifically, with respect to
the last review, the Review Committee noted that:
• the Library's needs for collections have been taken into account when programs are
expanded
or new programs added; however, there is a need to address staffing and space
issues
at such times;
• the new Vice President Research strongly supports the Library;
• three new Associate University Librarian positions have been established;
• the new strategic plan affords an opportunity to continue the work towards a cohesive
vision, and strategic directions encompassing all
three campus libraries;
• the Library needs to continue to seek opportunities for staff at all levels and all locations to
interact and to experience each other's
work environments. Some staff indicated that there
continues to be a need to pay attention to a "respectful workplace" that carries respect
within
work units, across the Library and across the three categories of staff;
• some improvements have been made to the Bennett Library. The Committee appreciated
hearing about the plans for renovation of the third floor, removal
of the boiler and
establishment of a Research Commons. However, the condition of
the Bennett Library
continues to be sub-optimal for both users and staff;
• while the Belzberg facility remains vibrant and attractive, with the move of the School for
the Contemporary Arts to this campus, the Library has struggled to adequately serve
the
needs of its community. It is regrettable that more than 40 study spaces were lost in order
to accommodate a portion of the contemporary arts collection;
• the Surrey Campus Library is innovative and technology based, as is the entire Surrey
campus; and
• while improvements have been made, internal communication and staff training and
development clearly continue to be issues.
2
SFU
Library External
Review 2011
Findings of the Current Review
1. Strengths
The Review Committee recognized the strengths noted below in addition to the many others
identified in
the self-study documents:
• The university has treated the Library equitably in times of budget reductions;
• All staff are genuinely excited about a new stage of development for the Library and are
committed to excellent service
and innovation;
• Faculty value the liaison model; there is general enthusiasm for the Library on all three
campuses;
• The Student Learning Commons has been established and is well received;
• Library staff report increased activities supporting community engagement; and
• The Library has been recognized as a leader in scholarly communication, including
becoming
an official partner in the PKP project.
Recommendation
1:
That the upcoming strategic planning process recognize and support the identified strengths
and programs currently in place across the library
and support those programs as reasonable
within
the new strategic plan.
2. Space
The Review Committee heard repeatedly about the challenges of space in all three libraries.
Deferred maintenance
and cleaning services are clearly problems at Bennett and detract from the
user and staff experience in this facility. Climate controlled environments for Special Collections also
need to be expanded. Both Belzberg
and Fraser Libraries identified the need for more space.
Recognizing the
current fiscal environment, the University still needs to place a high priority on
adequate space for students, staff and collections.
The Review Committee was
reassured to hear the senior university administration's commitment to
reallocating freed up space such as that occupied by the boiler to library purposes.
Recommendation
2:
The
University and the Library give high priority to the adequacy of library space.
Recommendation
3:
A Library Advancement Officer be hired as soon as possible to develop the Library's case for
support for physical facilities and to identify potential donors.
Recommendation
4:
In the context of the space crisis, that a plan be developed for weeding all collections with a view
to future participation in a province-wide shared
print repository.
3
SFU Library External Review 2011
3. Staff
The liaison librarian model is greatly appreciated on campus and the planned review of the model
will be critical to its continued success. It
is clear that workload is an issue and there is interest in
determining things the liaison librarians can stop doing. The committee agrees with the self study
report that there is both a challenge and an opportunity to look at new roles, such as support for
data management, scholarly communication, and content for an expanded institutional repository.
Recommendation
5:
That the review examine and identify system-wide leadership for the evolving role of liaison
librarians, and also identify expertise requirements, training and support, goal setting and
recruitment issues.
Many staff identified the need for training
and development opportunities and a transparent process
for allocating training resources. In addition, staff
at the Belzberg and Fraser Libraries note the
difficulty in participating fully in staff training and development activities and in dealing with
unplanned absences.
Recommendation
6:
Identify the skill-sets required to fulfill the strategic directions and develop an appropriate
training strategy for all staff.
4. Organizational structure
The Review Committee recognized the positive impact of the new AUL structure. However,
questions were raised
about the roles and workload balance of the AULs. It was also asked whether
they should be out of scope, as is common practice in other university libraries and with comparable
positions in the Faculties. The current organization chart appears to make the
AULs responsible only
for the Bennett Library. It is
not clear how system-wide initiatives led by the AULs are implemented
on the Surrey and Harbour Centre campuses.
Some staff saw a need to strengthen the relationship between collections and acquisitions
in order
to balance workloads. The Review Committee agrees and has a further question about the
separation between Special Collections and Collections.
Recommendation
7:
That once the strategic plan is completed, there be a review of the organizational structure to
ensure
that it is the most effective structure for achieving the plan.
5. Systems
Both the meetings and the self study reports acknowledge the challenge of sustaining external
systems-related projects. The Review Committee agrees
and believes that the Library needs to
establish
the priorities for the work of the staff in the Systems division. The Library may need to
choose between continuing to maintain external projects,
and developing new, innovative internal
systems projects.
4
SFU Library External Review 2011
The Review Committee noted that in other universities, collaboration between Library Systems and
other technology support units can make a contribution to emerging areas such as management of
research data.
Recommendation
8:
The strategic plan needs to establish the priOrities for systems developments, both in-house and
externally.
6. Committees and Communications
The Library has some support for external communication; however, internal communications
continue to be a challenge. Library staff report feeling unable to cope with the
amount of
information they receive and
are confused about the dissemination of that information: blog, staff
intranet, email, etc. The Review
Committee questions whether monthly reports, for example, are the
most effective way of communicating and the most efficient use of staff time.
Recommendation
9:
That management investigate how to improve internal communications including consideration
of a more effective communication strategy than currently exists.
Some members of both the Library Planning Committee and the Library Council indicated a lack of
clarity
about the roles of these two bodies. Furthermore, members of Library Council were unsure
whether they were there to represent a constituency or to communicate the discussion to others.
Some members felt that their time would be better spent on task groups relevant to their expertise
and responsibilities.
Recommendation
10:
That the number and role of committees and task groups be reviewed following the strategic
plan.
The
Committee was surprised there was so much commentary on the Theses Office, including
several e-mail messages.
Users have a sense that instructions are onerous and responses not
prompt It was not clear to the Committee why the Library has an enforcement role in this process
rather than the Faculty of Graduate Studies.
Recommendation
11:
That in consultation with the Faculty of Graduate Studies, the Library review its role in the
submission
of theses.
Conclusion
The Review Committee once again wishes to recognize and commend the SFU Library staff and their
achievements under the leadership of Lynn Copeland. With the new leadership of Charles Eckman, and
the development of a new vision and a strategic plan, the Library will clearly play an important role in
the future success of Simon Fraser University.
5
SFU Library External Review 2011
Summary
of
Recommendations
Recommendation
1:
Recommendation
2:
Recommendation
3:
Recommendation
4:
Recommendation
5:
Recommendation
6:
Recommendation
7:
Recommendation
8:
Recommendation
9:
Recommendation
10:
Recommendation
11:
That the upcoming strategic planning process recognize and support
the identified strengths and programs currently in place across the
library and
support those programs as reasonable within the new
strategic plan.
The University and the Library give high priority to
the adequacy of
library space.
A Library advancement officer be hired as soon as possible to develop
the Library's case for support for physical facilities and to identify
potential donors.
In
the context of the space crisis} that a plan be developed for
weeding all collections with a view to future participation in a
province wide shared
print repository.
That the review examine and identify system-wide leadership for the
evolving role of liaison
librarians} and also identify expertise
requirements} training and support} goal setting and recruitment
issues.
Identify
the skill-sets required to fulfill the strategic directions and
develop
an appropriate training strategy for all staff.
That once
the strategic plan is completed, there be a review of the
organizational structure to ensure
that it is the most effective
structure for achieving the plan.
The strategic plan needs to establish the priorities for systems
developments, both in-house and externally.
That management investigate how to improve internal
communications including consideration of a more effective
communication function than currently exists.
That the number and role of committees and task groups be reviewed
following
the strategic plan.
That in consultation with the Faculty of Graduate Studies, the Library
review
its role in the submission of theses.
6
SIMON FRASER UNIVERSITY - LIBRARY
8888 University Drive,
Burnaby,
BC
Canada V5A lS6
TEL 778.782.3265
FAX 778.782.3023
MEMORANDUM
ATIENTION
FROM
RE:
Mario Pinto
Vice President, Research
Charles Eckman,
Dean of Library Services and
University Librarian
Response to External Review
2011
DATE
PAGES
www.lib.sfu.ca
June
20, 2011
10f4
The External Review Committee report reflects a thoroughgoing review of SFU Library programs,
operations and University support. The
SFU Library appreciates the Report's acknowledgment of
the Library staffs commitment to excellent service, high ratings by Library users of its services
and collections, and SFU's historic commitment to the Library collections budget
The Library is currently in the final phase of a strategic planning process. The External Review
Committee's report and recommendations form a critical part of the environmental scan. We fully
intend to address all of
the External Review Committee's recommendations as appropriate in
forming and implementing
the new vision and strategic plan.
~
~
Recommendation
1:
That the upcoming strategic planning process recognize and support the
identified
pro.qrams
strengths
as reasonable
and programs
within the
currently
new strate.qic
in place
plan.
across the library
and support those
,_J
The strengths of the Library's service programs have been identified in user surveys (2010
Lib Qual and Undergraduate Student Surveys), by staff in the Staff Survey, and by the External
Review
Committee throughout the report. The strategic planning process underway provides a
further opportunity to clarify those strengths. During April, Library
Council members engaged in
an Appreciative Inquiry exercise
that surfaced impressions of these strengths among Library staff,
and a series
of focus group exercises with faculty and students confirmed these assumptions. The
SIMON FUASER UNIVERSITY
THINKING OF THE WORLD
new vision and strategic plan will build upon these strengths and identify areas where additional
capacity is required.
Recommendation
2:
The University and the Library give high priority to the adequacy of library
~
space.
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The need for renewal of Library spaces is a top Library priority identified in its Self Study. The
Library appreciates
the affirmation of this need by the External Review Committee. The Library
has moved forward with addressing
some space issues as evidenced by the work progressing on
the Bennett and Belzberg facilities. University commitments to these initiatives are evident based
on allocations from the relevant University budget lines for the Bennett Library renewal as well as
for
the Student Learning Commons renovations at both the Belzberg and Surrey libraries.
Further evidence of University commitment is provided by the presence of the Bennett renewal
initiative
as a high priority on the current Five Year Capital Plan.
Recommendation
3:
A Library advancement officer be hired
as
soon as possible to develop the
Library's case
for support for physicalfacilities and to identify potential donors.
The Library appreciates the affirmation of this critical need. The Library and Advancement agreed
in early February to co-fund a Library advancement position. The position has been posted,
recruited
and a new Associate Director for Advancement
l
Library Services will begin work in July
2011.
Recommendation
4:
In the context of the space crisis, that
a
plan be developed for weeding all
collections with
a
view to future participation in a province-wide shared print repository.
The Library has begun to review its print journal collections and recommends weeding titles
whenever trusted digital equivalents are available. The Library is participating in a BC Research
Libraries Group initiative
to develop a shared storage facility program that will focus on low-use
l
"last-copy' books and journals. This program is tied strategically to the Bennett Library facility
renewal initiative. The Library is also participating in a Western
Canada regional approach under
the auspices of the Council of Prairie and Pacific University Libraries.
Recommendation
5:
That the [anticipated] review Eo/the liaison librarian program] examine and
hl
identify system-wide leadership for the evolving role of liaison librarians, and also identify
~
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The review of the liaison librarian program is well underway. The review involves stakeholder
consultations, examination of the evolving and appropriate roles of liaison librarians, and
recommendations regarding new expertise, training, goal-setting and recruitment requirements.
A report is anticipated in September 2011.
Recommendation
6:
Identify the skill-sets required to fulfill the strategic directions and develop
f!
an appropriate training strategy for all staff.
:1
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The Library recognizes the need to identify these skill-sets once the new vision and strategic
directions
are identified. Responsibility and support for developing a training strategy will be
identified once the process is complete.
Recommendation
7:
That once the strategic plan is completed, there be a review of the
organizational structure to ensure
that it is the most effective structure for achieving the plan.
The Library administration will conduct a review of the organizational structure's effectiveness in
achieving
current strategic goals once the new vision and strategic plan is completed.
Recommended changes if any will be vetted appropriately and moved forward through the
University administration.
Recommendation
8:
The strategic plan needs to establish the priorities for systems
developments} both in-house and externally.
~
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The Library administration acknowledges the ongoing need for such a prioritization process. We
are moving forward with a sustainability review of existing Systems "external" initiatives and
intend to incorporate this review into standard processes for considering new initiatives. An
important criterion here will be the extent to which the proposed project provides direct benefit
to related Library functions and the SFU community. We will also develop a clearer set of
protocols for proposing new "internal'J Systems projects and prioritizing existing ones.
The Library works closely with SFU Information Technology Services (ITS) as is evidenced for
example
by the Bennett Library Information Commons program. New collaborative projects
involving
ITS-Library partnership are in the discussion phase. The Library is represented on
several
CIO committees: the Web Experience Librarian serves on the CMS Steering Committee;
3
the AUL for Processing and Systems serves on the Research IT Committee; and the Dean serves on
the
IT Strategies Committee.
Recommendation
9:
That management investiBate how to improve internal communications
including consideration of a more effective communication function than currently exists.
The Library recognizes the challenge of ensuring concise, accurate and timely communication
across organizational silos. Several staff have identified "information
glut" (that is, over-
communication) as a key issue. Addressing this challenge will include the reduction of formal,
hierarchical communication paths and enhancement of less formal and technology-enhanced
paths. The new vision and strategic plan will contain an explicit objective
that responds to this
recommendation.
Recommendation 10: That the number and role of committees and task groups be reviewed
following the strateBic plan.
This is a critical issue that relates to effective use of staff time, as well as the issues outlined in the
recommendations regarding organizational structure and communication. The Library intends to
incorporate the question
of number and role of committees and task groups in addressing both
organizational structure and communication. The over-riding principle will be ensuring
that staff
time is focused upon on the provision of research and learning services.
Recommendation
11:
That in consultation with the Faculty of Graduate Studies, the Library
review its role in the submission of theses.
After consulting with the Dean of Graduate Studies as recommended, the Library's role in ensuring
that theses are submitted in accordance with University technical formatting requirements
established by the office of the Dean
of Graduate Studies will continue. Submission protocols have
recently been changed to
support full electronic processing. Implementation of the new
electronic submission process - and the recent hiring of a new Library Thesis Assistant - afford an
opportunity to simplify and streamline procedures.
In addition, the "Research Commons" that is
planned for the Bennett Library second floor adjacent to the Thesis Defence Room will include
advising functions
that relate to graduate thesis work (how to obtain copyright clearance, etc.).
The thesis advising function will be a core component of the Research
Commons suite of services.
4
Unit under review
LIBRARY
EXTERNAL REVIEW - ACTION PLAN
Date of Review Site visit
JANUARY 18-21, 2011
Responsible Dean,
CHARLES
ECKMAN
Vice President
MARIO PINTO
Note:
It is not expected that every recommendation made by the Review Team be covered by this Action Plan. The
major thrusts of the Report should be identified and some consolidation of the recommendations may be possible while
other recommendations
of lesser importance may be excluded.
Should an additional res
be warranted it should be attached as a s arate document.
1 PROGRAMMING.
1.1 Action:
1.1.1 The Library's strategic planning process
will
recognize and support identified strengths and programs currently in place
across the library and support those programs as is possible in the context of the new direction and vision. (External Review
Recommendation #1)
1.1.2 Resource implications: None
1.1.3 Expected
completion date: Summer 2011
1
2.1 Action:
2.1.1 The liaison librarian program review will examine and identify system-wide leadership for the evolving role of liaison
librarians. The review will explore how to adjust or expand the roles of liaison librarians to accommodate enhanced support
for faculty and student research activities. The review will identify expertise requirements, training and support, goal
setting and recruitment issues. (External Review Recommendation #5)
2.1.2 Resource implications: Unknown
2.1.3 Expected completion date: Fall 2011
2.2 Action:
2.2.1 The Library will review its role in the submission of theses in consultation with the Dean of Graduate Studies. (External
Review Recommendation #11)
2.2.2 Resource implications: None
2.2.3 Expected
completion date: Summer 2011
-'0<-"
3::
::'ADI\1I~ISTRATION'-
3.1 Action:
3.1.1
The Library's organizational and committee/task group structures will be reviewed to ensure that it is the most effective
structure for achieving the new strategic plan. (External Review Recommendations #7, #10)
3.1.2 Resource implications: Unknown
3.1.3 Expected completion date: Summer 2011
3.2 Action:
3.2.1
Procedures and criteria for prioritizing systems developments, both in-house and externally, will be established. (External
Review Recommendation #8)
3.2.2 Resource implications: None
3.2.3
Ex ected com letion date: Summer 2011
2
.4WORKING:.ENVIRONMENT.
4.1 Action:
4.1.1 Management will investigate in consultation with Library staff how to improve upon existing internal communications for
responding to diverse staff communication needs. (External Review Recommendation #9)
4.1.2 Resource implications: None
4.1.3 Expected
completion date: Fall 2011
y ••
:'~~
-
'~
.~~
5.FACILITIES.
&'O'PERATIONS(OTHERl
5.1 Action:
5.1.1 The University and the Library give high priority to the adequacy of library space. (External Review Recommendation #2)
5.1.2 Resource implications: Potentially considerable depending on scope
5.1.3 Expected
completion date: Ongoing
5.2 Action:
5.2.1 In
the context of the space crisis, that a plan be developed for weeding all collections with a view to future participation in a
Province-wide,
shared print repository. (External Review Recommendation #4)
5.2.2 Resource implications: Unknown pending business modeling for the Provincial repository
S.2.3 Expected completion dates: Fall 2011 for the weeding program proposal; ongoing for Provincial repository planning
5.3 Action:
5.3.1
A Library advancement officer be hired as soon as possible to develop the Library's case for support for physical facilities
and to identify potential donors. (External Review recommendation #3)
5.3.2 Resource implications: cost-share between Advancement and Library (ideally self-funding)
5.3.3 Expected completion date: Summer 2011
3
The above action plan has been considered
by
the Unit under review and has been discussed and agreed to
by
the Vice President, Research.
Dean (signed)
Date
Nam~
•••
~
Title ••• Dean of Library Services/University Librarian.
(1, ... I
1 .. :1
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..........................................
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