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In 2004 the library was committed to best
practice in service provision and resource management while
still ensuring financial and administrative accountability.
Providing coordinated and consistent
services and resources under the 'One Library' banner while
still meeting individual campus needs
Ensuring consistent quality through planning and policy
In all its planning the library strives
to ensure consistent policy and practice in all branches with
the goal of delivering the same high quality of service and
resources to all library users regardless of location. Some
examples of endeavours include:
- Ensuring consistent service at information
desks
A working group of reference
librarians worked to construct an online manual that would
enable staff on the information desks in all branches to provide
up to date and accurate advice for library users about
facilities and services library-wide. As the library
increasingly relies on casual and part-time staff to provide
critical in-person help, the manual will be a valuable tool for
those staff to be confident in the advice they provide to
library users. The manual will be available for use in first
semester 2005.
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Introducing an intranet and staff newsletter
An internal communications
package, including an intranet and newsletter, was introduced in
2004 to provide a consistent, authoritative information sources
for staff about their workplace, to promote the perception of
the library as a single organisation with many parts working
together, and to reduce perceived barriers to cooperative action
such as physical distance and historical differences.
Other
initiatives include:
- implementing a master plan for facilities
development and refurbishment applicable to all buildings and
facilities of the library;
- updating and improving consistency of human
resources procedures and policies applicable to all library
staff;
- restructuring online and print communications to
reflect of a single, cohesive organisation;
- taking a coordinated, consistent approach to
introducing Monash academic staff to the library; and
- providing equitable access to the library's print
and electronic resources regardless of a user's campus.
Providing a planning and improvement
framework for activities and services
Updating the quality review
In response to the library's self review in
2003, the external quality review panel recommended a number of
initiatives which, if undertaken, would improve the quality of
library services. In addition to taking the recommendations into
account in developing the 2004 Strategic Plan, the
library prepared a prioritised action plan to record progress in
implementing the panel's recommendations. The University
Librarian also reported on the progress made to the
Vice-Chancellor's Group (Quality).
Change has been noted in the following
areas that were highlighted for attention:
- the University Librarian's increased participation
in senior university policy making forums;
- improved funding for the library's collections
resulting in a rise in ranking in the Group of Eight
universities;
- alignment of the library's staffing structure with
recently introduced approaches to learning and teaching at the
university;
- progress in planning improved library buildings
and study environments for students and staff;
- increased opening hours at Caulfield and Berwick
branches; and
- training of library staff in teaching methods in
support of the university's student centred learning approach.
The library was represented on the
university's Quality Support Services Network and contributed to
workshops organised by the Centre for Higher Education Quality
to prepare units for self review.
Participating in the Monash Experience
Questionnaire 2003
Monash University Library performed
exceptionally well in the two questions relating to library
services in the Monash Experience Questionnaire Report made
available in 2004.
- 90.4 per cent of students agreed that library
services are broadly accessible.
- 88.9 per cent of students agreed that library
resources are appropriate for their needs.
Comments made by students showed overall
their high satisfaction with library services. The library was
singled out as a quality service, with students commenting on
the excellence of library staff. Issues that students said
needed to be improved most often related to fines and opening
hours. Feedback is obtained regularly and these matters are
consistently reviewed to improve the student experience.
Creating the Library Strategy Group
During 2004 the terms of reference and
activities of the Library Strategy Group were formalised. The
primary objective of the Group is to review and suggest
amendments to update strategic planning documents, in particular
the Library Strategic Plan. The Group met on six occasions
during the year, with each session being attended by about 40
senior staff. Topics covered were:
- an overview of Monash University's Support
Services Division;
- a workshop on the results of the staff opinion
survey;
- a workshop on the impact of electronic resources
on learning and teaching;
- revision of the Library Strategic Plan for
2005-2007;
- an overview of policies on prevention of bullying
and occupational violence, discrimination and sexual harassment
grievance procedures; and
- an overview of the ARROW project.
Creating Service Level Agreements with the Faculties
The
library continued to provide quarterly reports to faculties on
the measurement of key performance indicators in its service
level agreement with the faculties. (See Appendix 2 for details
of reports during 2004.)
Keeping staff informed of library initiatives
An
information day for library staff was held in February 2004 with
two sessions at Clayton and Caulfield campuses. The University
Librarian, directors and other key library staff provided an
update on library initiatives and directions for 2004. More than half the 150 staff who attended the two sessions rated
the days as excellent. In future it will be held as a staff
development and training event at Clayton, with all staff
invited to attend.
Managing resources in a
cost-effective manner
Participating in the ARLAC consortium
Monash University Library is a leading
member of the Academic and Research Libraries Acquisitions
Consortium (ARLAC) - a collaboration between 11 academic and
research libraries in Victoria and South Australia. In late 2003 ARLAC released a joint Request For Proposal for the supply of
overseas and Australian books and ancillary services for 2004 to
2006.
YBP Library Services, a US company,
together with its UK subsidiary Lindsay and Howes, was selected
by ARLAC libraries as their preferred service provider for
overseas English language books, and James Bennett Pty Ltd was
selected as preferred service provider for Australian books.
Under contracts signed with these providers
Monash University has received very favourable terms of trade,
in return for an agreed level of business with these companies.
2004 was the first year of the new three-year contracts. Monash
University Library exceeded its agreed level of expenditure with
both service providers, and was satisfied with the operation of
the agreements.
Purchasing of electronic resources
Again in 2004 the library was able to take
advantage of favourable terms for the licensing of access to
electronic resources through the Council of Australian
University Librarians (CAUL). This enabled the library to
significantly expand the range of databases, electronic journals
and e-books available to Monash users.
The library's Digital Resources Librarian,
was elected to the CAUL Electronic Information Resources
Committee (CEIRC) representing Dataset Co-ordinators in
university libraries. CEIRC is an advisory committee providing
recommendations and advice to CAUL on matters relating to
electronic information resources, such as cooperative
purchasing, IT infrastructure, mirroring, archiving, publishers'
pricing models, licence agreements, and intra-consortium
cost-sharing models.
The Australian Vice-Chancellor's Committee
(AVCC) negotiated on behalf of all university libraries a
renewal subscription for Web of Knowledge from 1 January
2005 to 31 December 2009. This delivers a substantial
sector-wide saving to universities over the five years.
The significant budget increase in 2004
provided the library with an opportunity to negotiate major
discounts with publishers for perpetual access to backsets of
electronic journals. This enabled the library to relocate some
printed journal runs to offsite storage at the CARM Centre as
part of the refurbishment of the Hargrave-Andrew Library.
Managing serial subscription
During
2004 the library became aware of reports in the press about the
financial health of one of its major journal vendors. A risk
management strategy was developed to reduce the financial risk
of prepayment of 2005 subscription renewals. The library is now
collaborating with Group of Eight libraries to negotiate
improved risk management strategies with all major journal
vendors.
Operating within a marketing and
communications framework
Building infrastructure for marketing and communications
activities
The
library's Marketing and Communications Operational Plan 2003
- 2005 continued to be implemented during 2004. In 2004 the
following strategies were commenced or completed in an effort to
meet the objectives outlined in the plan:
- Developing and
implementing communications plans for key library initiatives,
including:
-
the refurbishment
of the Hargrave-Andrew Library, including addressing
communications needs of various stakeholders; and
- a trial of extended
operational hours for the library's online chat help service.
- Improving awareness
and understanding of the library and its services by:
- redesigning and
rewriting key areas of the library website based on the
usability principles to create a cohesive information set;
- developing and
distributing branch hours cards and maintaining branch
brochures;
- maintaining a
monthly 'library news' column on the home page of the library
website (34 items were posted on the home page and on the 'library news' section in the my.monash portal);
- providing articles
and information on the library to university and external
publications on a regular basis, resulting in 16 library news
items appearing in university publications and eight library
items in external publications;
- further improving
professional print and online communications by recruiting and
training a Publications and Web Assistant; and
- coordinating,
updating, producing and distributing library publications and
library-related sections of university publications.
- Working towards
improved, consistent communication in library buildings by:
- authoring a summary
of findings and recommendations regarding notices in the
library; and
- enabling consistent
communication regarding regulations for food, drink, noise and
mobile phones by recommending a single, evidence-based approach
to be adopted at all branches.
- Facilitating
internal communication by:
-
establishing a
library staff newsletter, including conducting a consultation,
developing templates and an editorial policy; and
- developing design
elements for the newly created library intranet.
- Evaluating and
improving on communications initiatives undertaken in 2003,
including:
- the Naming
Policy for External Communications;
- a library-wide
process for welcoming new academic staff ; and
- content and
distribution of redeveloped publications.
Providing an effective environment
for staff performance and development
Implementing the Performance Management Scheme
2004 was
the first complete year of operating under the revised
university-wide performance management scheme. In all
approximately 140 staff completed performance plans during the
year and participated in a mid-cycle review during June and July
as part of the library's commitment to the development of a high
performance culture consistent with the university's values,
statement of purpose and strategic directions.
Developing a strategic approach to staff development
opportunities
Following
the appointment of a staff development officer in 2003,
considerable work has been undertaken to develop a strategic
approach to address the library's learning and knowledge
requirements. The university's performance management scheme
provides the means by which the organisational staff development
needs can be identified and in 2004 more than $100,000 was spent
in this area. By year's end an aggregate of 754 courses had been
attended by staff at all HEW levels, including specialist
training for systems staff in areas critical to the library's IT
operations.
In
addition, 13 staff were granted study leave to undertake
tertiary courses during the year and the library was represented
at a number of key professional conferences.
Recruiting new staff
During
2004 there were 18 external appointments and 13 internal
promotions, transfers or secondments in the library.
A total of
414 casual contracts were raised for the year to meet peak
demands in the various libraries and administrative areas.
Consistent with earlier work undertaken in 2003 to implement a
standard induction procedure for continuing staff, the library's
Human Resources and Staff Development Unit introduced a
comprehensive induction program and checklist for all casual
staff at the beginning of the year.
Reviewing classification levels
The
university's classification management system provides for
internal review processes to ensure the salaries paid to staff
are in accordance with the prescriptions contained in the
enterprise agreement. In all a total of 18 applications were
considered in 2004. Of these 12 were new positions (including
two replacement positions) requiring classification. Four
positions were classified higher, one position was reduced in
level and one position was confirmed at its original level.
Introducing a 'Shadowing' program
In 2004 a
structured staff shadowing program was introduced to enable
staff to observe and gain a better understanding of the
different occupational roles within the library as well as a
staff exchange and secondment program aimed at supporting staff
to take on short term positions outside the library.
Introducing online employee self-service
This year
also saw the introduction in the library of the university's new
Employee Self Service initiative enabling staff to make
various on-line human resources transactions instead of using
the existing paper-based system. This service was initially
trialled in single division before being rolled out to other
areas. The new system has proven popular, with a high staff
take-up rate. Completion of the roll-out to all areas is
expected in mid-2005.
Reviewing and updating position descriptions
The
library has progressively reviewed position descriptions as part
of the performance management process to ensure they are
up-to-date and in the required university format. In addition,
the majority of position descriptions were available to managers
to view electronically this year as part of a library-wide
campaign to centralise important data.
Acting on results of the 2003 staff perception survey
The
library regularly conducts opinion surveys to ascertain the
views of staff about the library's performance. The most
recent survey was held in 2003 and a further survey is
planned for 2005. Actions undertaken in 2004 following the
last survey included the introduction of a monthly on-line
staff bulletin, development and implementation of human
resources policies relating to staff secondments, exchanges
and shadowing opportunities, information sessions for senior
staff on the performance management process and further
activities to support the "one library" strategic goal. |
