SPEC Kit 331: Changing Role of Senior Administrators · 43
Library (storage facility) increased emphasis on unique resources and integrated discovery. Metadata Development:
cataloguing, metadata creation, and processing. Most significant change: creation of special materials unit (archival,
fine arts, and visual materials) preparation of materials for the storage facility. Discovery Systems: operation,
enhancement, and ongoing assessment of discovery and delivery systems. Includes support for: integrated library
system, inventory retrieval system, remote access to electronic library resources, interlibrary loan and document delivery
software, workroom booking system. Collections Development: collections budget management, electronic resources
management, selection and ordering of new resources, gifts-in-kind, collection development analysis.
Case 18
AUL for Public Services
Reports Librarians Other professionals Support staff Other staff
2008 Reference, Education &Outreach
Access Services
Medical Library
Design Services
Web Services
4 2 1
2012 Reference, Education &Outreach
Access Services
Medical Library
Design Services
Web Services
Information Technology
Development
4 4
The libraries’ information technology unit was relocated from technical services to public services to facilitate and
highlight the increasing role for IT in supporting the libraries’ online presence as a public service point. This change also
promoted greater integration between IT &web services (which was already located in public services). Development
operations were placed under public services to emphasize the role of this unit in leading outreach to all campus and
community stakeholders.
Case 19
Director, Financial &Physical Resources
Reports Librarians Other professionals Support staff Other staff
2011 None
2012 Dean’s Office clerical/administrative staff 1 3
The Director, Financial &Physical Resources is responsible for overseeing all of the library’s funding sources (including
the acquisitions funding), as well as space for our seven physical locations. The redesign was necessary to bring a
strategic and comprehensive focus for budgeting and financial management, as well as to put in place robust internal
Library (storage facility) increased emphasis on unique resources and integrated discovery. Metadata Development:
cataloguing, metadata creation, and processing. Most significant change: creation of special materials unit (archival,
fine arts, and visual materials) preparation of materials for the storage facility. Discovery Systems: operation,
enhancement, and ongoing assessment of discovery and delivery systems. Includes support for: integrated library
system, inventory retrieval system, remote access to electronic library resources, interlibrary loan and document delivery
software, workroom booking system. Collections Development: collections budget management, electronic resources
management, selection and ordering of new resources, gifts-in-kind, collection development analysis.
Case 18
AUL for Public Services
Reports Librarians Other professionals Support staff Other staff
2008 Reference, Education &Outreach
Access Services
Medical Library
Design Services
Web Services
4 2 1
2012 Reference, Education &Outreach
Access Services
Medical Library
Design Services
Web Services
Information Technology
Development
4 4
The libraries’ information technology unit was relocated from technical services to public services to facilitate and
highlight the increasing role for IT in supporting the libraries’ online presence as a public service point. This change also
promoted greater integration between IT &web services (which was already located in public services). Development
operations were placed under public services to emphasize the role of this unit in leading outreach to all campus and
community stakeholders.
Case 19
Director, Financial &Physical Resources
Reports Librarians Other professionals Support staff Other staff
2011 None
2012 Dean’s Office clerical/administrative staff 1 3
The Director, Financial &Physical Resources is responsible for overseeing all of the library’s funding sources (including
the acquisitions funding), as well as space for our seven physical locations. The redesign was necessary to bring a
strategic and comprehensive focus for budgeting and financial management, as well as to put in place robust internal
