"Job Profile Director Library"
Faculty/Division Research and Job Grade Development 20 DATE PROFILE WAS LAST REVIEWED July 2011 NAME JOB TITLE Director: Library Services INCUMBENT Vacant Deputy Vice-Chancellor: DEPARTMENT/SECTION Library SUPERVISOR/MANAGER Research & Development JOB TYPE Deputy Vice-Chancellor: Support DIVISION HEAD (ACADEMIC/SUPPORT) Research & Development MAIN JOB OBJECTIVE/S The Director: Library Services is a specialised professional who will drive the strategic vision and scholarly support trajectory for the provision of academic information services at a research intensive University; leads and manages the University Library (including 2 branches); is a member of the Senior Management Team and participates fully in all relevant leadership, management and governance structures of the University. The Director will have overall responsibility for the staff budget, research and academic collection, services, facilities and equipment in the University Libraries (including 2 branch libraries). The Director is also the line manager for the SEALS Trust and Library Systems Manager based at NMMU in Port Elizabeth. DESCRIPTION OF KEY RESPONSIBILITY AREAS STANDARD EXPECTED STRATEGIC RESPONSIBILITIES including: - Strategic leadership that aligns institutional library and Demonstrate depth & breadth of information needs with and advances the University’s values, knowledge & understanding of vision, goals & strategies academic information services sector Demonstrate, as is exhibited Drive the scholarly support trajectory of the library services, and through the general culture of all the integration of library staff activities and roles into the library services a pro-active strategic research, teaching, learning and community approach to service delivery and an engagement goals of faculties, departments, and other scholarly appreciation of the critical scholarly entities of the University. support role of the library Demonstrate ability to identify Developing and overseeing implementation of strategies and opportunities & recommend policies to ensure appropriate levels and availability of changes information services and resources to the academic and Articulate a compelling vision that research community of the University provides direction for the Rhodes University Library Ongoing assessment of the information environment within, and Identification of needs and design external to, Rhodes University, and adapting policies, strategies of appropriate strategies to and resources to manage such changes advance the strategic goals of the institution Drafting & proposing of policy related to the direction and Formulate strategies that are development of the University Library’s services and facilities achievable, realistic & current Formulate strategies that are clearly stated, communicated, internalised and implemented by Library staff MANAGEMENT OF THE DIVISION/DEPARTMENT (financial and resources) including: - Evaluation of resource requirements is accurate and Leading and managing the Rhodes University Library (including resources are well-utilised. 2 Branch Libraries) Serviceis realistic in terms of resources and compares favourably Holding financial accountability for all aspects of the Library’s to similar institutions with similar budget (includes Support Staff Temporary Assistance budget) resources. Services provided by the Division Having overall responsibility for the Library’s collection and for meet accepted standards which are 2 the design, implementation and evaluation of the Library’s benchmarked with similar services and facilities institutions. Realistic (in terms of staffing and Providing leadership in developing a professional, service- resources and nature of institution) oriented and user-friendly environment within the Library and targets and goals are set to ensure ensures effective management and development of Library staff service delivery as well as ongoing and Student Assistants continuous improvement. Regular performance assessment Leading and managing innovation in the Library’s collections, against agreed criteria contained in user services and the digital content arena job profiles Appropriate systems and processes Ensuring the University collections, services and facilities are exist to ensure that sections developed and managed in response to the changing needs of operate efficiently & effectively the academy and research enterprise Collections and services delivered at appropriate levels Fully accountable for advancing and implementing the Quality library spaces supported by University Policy on Transformation in the Rhodes Library advanced technology & expert staff Goals set by sections achieved Executive responsibility and oversight for all aspects of staff within the timeframes negotiated. development across the library services Corrective action taken on non- performance Recognition given for excellent performance Institutional policies applied consistently across the sections Motivated and trained staff Diverse and talented leadership developed across Rhodes Library, especially at senior and middle management levels Increased cohort of academic librarians able to engage, shape and lead an academic library Rhodes Library staffing structure has a representative demographic profile SERVICE DELIVERY (specific to Division) including: - Provision of appropriate information services that relate to the Rhodes University Library needs of academic staff, researchers and students recognised as a leader among academic & research libraries, nationally & internationally Satisfied library users (academics, researchers, students & external users) Exceeds library sector baseline benchmark Ensuring provision of well managed and cost-effective ICT Well designed and equipped ICT systems, infrastructure, facilities and equipment that relate to environment for academic the needs of users and align with the ICT strategies of the community institution Ongoing management and use of appropriate technology that delivers information in a changing digital environment. SPECIFIC FUNCTIONAL RESPONSIBILITIES including: - Manage a robust communications and marketing strategy that Regular and effective library promotes the University Library services & facilities communications within, & beyond university community Complete and accurate information Interactive communication Manage Library budget & funds in accordance with University Awareness of resourcing issues and financial procedures and processes needs Regularly monitor expenditure 3 against approved budget allocations Corrective action taken on overspend/underspend Appropriate structures for Develop & sustain well-managed relationships that advance the accessible & open communication vision and strategic goals of the institution Consultation where appropriate Excellent knowledge of environment & its influence on library Networking through good relations with internal & external parties eg SA University Library Directors Decision-making with the Library Management Team Make & communicate informed decisions Transparent & participative Clearly documented & available to relevant managers Participate fully at senior level in all relevant leadership, Proactive engagement with the management and governance structures of the University Senate Library Committee & other stakeholders on academic information services eg strategic direction, advise on policy, trends & best practice Responsibility for additional areas that may be delegated after consultation by the DVC: R&D. DIRECT CONTACTS OF THE JOBHOLDER (INTERNAL AND EXTERNAL) INTERNAL CONTACT: TYPE OF CONTACT DAILY/MONTHLY PURPOSE OF CONTACT ANNUAL Deputy Library Director Daily Dealing with strategic & operational matters including HR, finances; deputising on behalf of Director; representing Library Services Library staff Daily Course of work, functioning of the Library and specifically with the service delivery of User Services Library Management Team Daily Deputy Library Director & Line Managers responsible for managing, organising, planning of library services SEALS Trust & Library Systems Manager Daily Line reporting for effective running of SEALS Office (Port Elizabeth), shared server facility based at Rhodes University, oversight of SEALS funds and accounts held at Rhodes University, Staff member schedule and work content Council Quarterly Stakeholder and policy issues Senate Quarterly Stakeholder and policy issues Library Committee Quarterly Stakeholder & policy issues Senior Administrative Management Meeting As required Participation & input on library matters DVC:R&D Weekly Dealing with strategic & operational matters relating to Library Services & relevant institutional matters Deans, HoDs, Institute Heads As required Input on library matters User constituencies As required Collaboration to determine information & service delivery needs EXTERNAL CONTACT: 4 TYPE OF CONTACT DAILY/MONTHLY PURPOSE OF CONTACT ANNUAL University Library Directors in SA & As required Professional & library issues, networking, internationally determine best practice within research libraries Community of Library & Information As required Representing Library at professional practitioners and specialists eg SANLiC, organisations to develop & support academic & CHELSA, LIASA, IFLA research library services. Contribute to best ASSAf, NRF, OCLC practice for academic & research libraries SEALS Trust and Consortium – contact with As required Rhodes University Library Director is a Trustee, Trustees from member institutions and currently also the line manager responsible for SEALS staff member Service providers As required To purchase materials etc Contractors As required Maintenance of buildings and equipment Information service providers As required New developments & service agreements Local community As required Use of and access to library services Fund-raisers & donors As required Mainly iro innovation and projects eg Library Building Project, CCNY funded Research Libraries Consortium JOB REQUIREMENTS EDUCATION AND EXPERIENCE Masters Degree in Library & Information Science OR; Masters Degree in a subject discipline PLUS Post-graduate diploma in Library & Information Science AND 10 years relevant experience is required. Relevant experience includes: - Previous experience in an academic or research library with exposure to all areas of Library operations e.g. research collection development, user services for under- and postgraduate students, HR issues, Performance Management, budget and financial management , ICT applications & electronic library & information tools, scholarly communication trends, staff development & training At least three years’ experience working at a strategic level with senior management in an institution At least eight years’ management experience and with a proven track record for effective leadership and management in budgeting , staffing and collection development Expertise in managing teams and project management teams is essential Exposure to ICT applications and electronic library and information tools Previous experience should include introducing innovation, leading change and influencing individuals to change current thinking and behavior Having been an advocate for transformation and change COMPETENCIES – I.E. KNOWLEDGE, SKILLS AND ATTRIBUTES 1. TECHNICAL COMPETENCIES Deep understanding of the academic information services sector and the challenges facing research universities and their libraries, Knowledge & understanding of Higher Education in South Africa Professional standing in the information services sector evidenced by eg invitations to present papers, publications, participation in national forums Sound knowledge and understanding of performance measurement and evaluation in academic libraries Sound knowledge and understanding of ICT practices, applications & tools in academic libraries Experience and understanding of marketing and promoting library services in a university environment. 2.LEADERSHIP Ability to think strategically and creatively at library and institutional level Successful track record of experience at senior management level in a university/research library Highly collaborative orientation: ability to consult others and get their input on matters Decisive and innovative leadership Personal credibility and an ability to engender respect and instill confidence in people at different levels within the institution High level of professionalism and conduct that will enhance the reputation of the University 3.MANAGERIAL 5 Proven track record in ability to motivate and lead staff, manage human, financial and physical resources Strong track record of service delivery Extremely professional with high personal standards, able to produce work of a superior quality Excellent organisational and communication skills and proven ability to work effectively with a wide range of constituencies Decision-making skills, able to be objective, flexible but decisive Problem-solving skills: logical and analytical Ability to prepare policy documents Proven ability to understand, interpret and create budget documentation at library and institutional level Strong sense of accountability Commitment to transparent management, being open about decisions taken and mistakes made. 4. PEOPLE SKILLS/INTERPERSONAL Excellent interpersonal skills with an ability to relate to staff at different occupational levels as well as across diverse cultures Champions diversity: culturally aware and sensitive, fosters an attitude of appreciating diversity in others Appropriately assertive, but extremely diplomatic in interactions with others Able to gain the trust of others, able to keep confidences Networking skills, able to persuade and influence others 5. ADMINISTRATIVE SKILLS Sound computer literacy: able to work with a word processor (as per unit standard 117924), spreadsheets (as per unit standard 116940), the internet/web browsing (as per unit standard 116931), a presentation package (as per unit standard 116930) and e-mail (as per unit standard 116935) Critical administrative skills including good organisational and planning skills as well as problem-solving and time-management skills. Ability to develop logical and effective administrative systems and processes Sound numerical ability Ability to budgeting and interpret the detail of financial statements appropriate to a senior executive manager in a complex organisation, and an excellent cost control track record A sound ability to communicate both verbally and in writing (required to have strong writing skills) in English. The ability to communicate in other official languages will be an advantage. High level of time management skills Good problem-solving orientation, committed to continuous improvement Able to manage multiple demands 6.WORK BEHAVIOURS Strong service ethic with a track record of good patron service and continuous improvement Strong service orientation with a results focus combined with a strong sense of accountability Able to work independently as well as a member of a team Ability and willingness to take and provide direction Actively seeks feedback, able to withstand criticism and use constructive criticism to improve Personal flexibility: willing to consider alternative perspectives and ideas Willingness and ability to make difficult decisions independently High level of professionalism that enhances the reputation of the University Shows initiative, can self-start and self-motivate Able to manage multiple demands ORGANISATION STRUCTURE SHOW THE ORGANOGRAM/STRUCTURE FOR THE DEPARMENT OR ATTACH THE STRUCTURE INSTITUTIONAL HEAD Vice-Chancellor IMMEDIATELY ACCOUNTABLE TO DVC: R&D THIS POST 6 Director: Library Services MANAGEMENT/SUPERVISORY DUTIES & NUMBER OF SUBORDINATES Provide leadership for 41 (2 Part-time) employees with regard to performance output, development, discipline & grievance procedures, performance appraisals, motivation etc. This includes the SEALS Trust and Library Systems Manager Manage a large operational & capital budget Manage and coordinate a variety of library systems and processes impacting across the University’s teaching, learning and research environment. Direct reports - 2 senior manager level namely: Deputy Director: Library Services, Head Librarian: Technical Services and 1 direct report at Secretary & PA level. The SEALS Trust & Library Systems Manager reports to the Rhodes University Library Director. Indirect – 36 staff and approximately 80 student assistants 2 Head Librarians (GR 16) 8 Principal Librarians (GR 15) 12 Librarians (GR 14) 1 Principal Technical Officer (GR 12) 6 Assistant Librarians (GR 11) 1 ICT Specialist (GR 11) 3 Senior Administrative Assistants (GR 7) 3 Administrative Assistants (GR 6) Total posts: 39 (includes 2 Part-time posts) INDICATE THE NUMBER OF JOBHOLDERS IN THE DIVISION/DEPARTMENT ON THE SAME JOB LEVEL AND/OR WHO HAVE THE SAME JOB TITLE None. This is the most senior post in the Library TYPICAL DEVELOPMENT PATH What is the typical development path for a person entering this position and where is their next career move likely to be? Principal Librarian, Head Librarian, Deputy Library Director, Director: Library Services (a senior executive position). Depending on the whether the incumbent has the relevant education, experience, and competencies required for the job, the individual could consider a move into Senior Administrative Management in the University. Career progression is dependent on the availability of posts and the job incumbent doing a good job in his/her current role. FUNCTIONAL RESPONSIBILITIES (only if applicable) PROJECT MANAGEMENT RESPONSIBILITY Various library & institutional projects to ensure currency or to upgrade facilities, services & infrastructure and grow the digital local content collections. PROCESS MANAGEMENT RESPONSIBILITY This individual is responsible for the processes of academic library and information services in the University to ensure that sections operate effectively and efficiently in support of the institution’s strategic goals/initiatives. COST/FINANCIAL CONTROL (i) Is the jobholder responsible for any aspect of cost control or for materials, stock or equipment? If yes, what is the monetary value and to what extent is the person accountable or responsible? Yes, the University Council approves a budget that is allocated for the running of the Library Services Division and includes cost control of the grants for Information Resources (print and electronic), capital furniture & equipment, binding, , stationery & printing, telephone & postage, sundry. This is approximately R14.5m excluding staffing costs that are managed from a central budget. In addition the Support Staff Temporary Assistance budget is managed within the Library (approximately R0.75m per annum). Indirectly, the Library Director, in collaboration with the SEALS Trust & Library Systems Manager, provides oversight for the SEALS Trust budget and accounts managed by Rhodes University on behalf of the consortium (approximately R2.7m) (ii) Does the jobholder have a direct responsibility for controlling operational costs or expenses? If so, what is the annual budget (ignoring direct and indirect remuneration costs)? Yes – as above LEVEL OF RESPONSIBILITY Who must authorize, review or clear decisions taken with regard to the jobholder’s functions? 7 This is the most senior position in the Rhodes University Library Services Division and is therefore empowered to make decisions. Some decisions must, however, be made within the delegation of authority and will be with the DVC:R&D or Council What percentage of tasks can be carried out without supervisory input and/ or control? 98% What critical decisions is the jobholder normally authorized and empowered to make? All decisions relating to upholding the Library’ mission and vision Decisions regarding effective/efficient use of the Rhodes University Library Services Division Budget Decisions regarding administrative & staffing matters within the Rhodes University Library Services Division Decisions regarding the daily operating costs associated with the SEALS office and staff member’s duties. PLANNING (i) What is the longest (macro) period that the jobholder has to plan ahead? 3 years (ii) Typically how long are the micro phases/time periods that the macro planning is divided into? 1 to 2 years ADDITIONAL INFORMATION Who prepared the job profile? Director: Library Services in consultation with HR and DVC: R&D Please list all those who have been consulted in the drafting of this profile. Director: Library Services, Deputy Director: Library Services, DVC:R&D, HR Signature of the line manager Signature of the employee Date Date Signature of the HoD / Director (where she/he is not the line manager Date