10 Association of Research Libraries Research Library Issues 294 2018 and sustainable strategy for integrating information literacy across campus. Assembling teams to focus on specific areas of expertise led to more innovative initiatives and shorter project completion times. Exploration of Emerging Interests The new structure enabled librarians to explore emerging areas of librarianship. For example, the new model included a dedicated User Experience team, signaling the desire to look at services critically and a commitment to understanding the library from the user perspective. Similarly, the new structure afforded opportunities to grow the existing open access outreach strategy, evolve digital scholarship services, and build a sustainable pipeline for producing media content. Instead of relying on individual librarians to voluntarily take the lead in these emerging areas, teams were charged with the responsibility for initiatives that fell within their mandates. Simplified Lines of Responsibility As described in the introduction, the previous matrix management model resulted in a situation in which librarians were responsible to different managers for different functions of their jobs. Prior to the change, a librarian making a collections decision was accountable to the head of Academic Liaison, but the decision-making authority rested with the head of Collections. The new model added clarity for both librarians and managers, ensuring that librarians reported to a single manager, and managers supervised a small group of librarians. In addition to rationalizing reporting lines, this arrangement makes it easier for teams to define shared goals and execute plans. Sustainable Programs and Services Under the previous liaison structure, when individual librarians left their positions for other opportunities, essential skills and expertise were lost. Newly hired librarians were required to build faculty
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