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 RLI 272 20 Restructuring at UCLA Library ( 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.