doctoral fellow who has cast her lot with us. Another has assumed a challenge as
an area studies bibliographer. And another is working in our “Collecting Los
Angeles” initiative with indigenous populations in Los Angeles. With each
retirement and each resignation, we examine the position and redefine it to meet
new and changing needs in supporting UCLA programs.
We are not looking for a “generic” librarian, we seek out librarians who can
do reference and instruction and use new social networking technologies in their
work. We seek librarians who are strong subject specialists and understand the
literature of the disciplines that they will serve. We are challenged to provide
librarians who can support teaching and learning but who also understand and
support the scope of research done at UCLA. I want librarians who promote the
library’s value-add to research through
collaboration, breaking down artificial boundaries
of the internal organization chart, and going
beyond the physical walls of the library and into
virtual space to speed messages and images back
and forth. We need experts who can connect with
researchers and show them what the library can
do for them, and then plan with them what we
can do together. Our experts then bring back some of these researchers and work
with them inside our libraries. Some of our experts are embedded in the
departments where the students are.
Enhance the Career Path for Seasoned and Talented Staff
As mentioned above, we are rethinking a number of our senior staff positions
to assume responsibility for portions that used to be assigned to librarian unit
heads—management of facilities, processing of personnel forms, acquiring
supplies and outside services, maintaining technology, and handling student
employment. UCLA has always had a very talented pool of staff for which this
opportunity significantly enhances their development. Again, it is critical that
their development be supported with a strong staff development portfolio.
Embrace the Potential Contributions of Students
As we restructure, we are increasingly dependent on the talents of the students
who study at UCLA. They serve as desk assistants, oversee night and weekend
services, and take on tasks beyond reshelving materials. Perhaps the most
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Restructuring at UCLA Library
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C O N T I N U E D
)
OCTOBER 2010 RESEARCH LIBRARY ISSUES: A BIMONTHLY REPORT FROM ARL, CNI, AND SPARC
I want librarians who promote the library’s value-
add to research through collaboration, breaking
down artificial boundaries of the internal
organization chart, and going beyond the physical
walls of the library and into virtual space to speed
messages and images back and forth.
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