Session Number

Parallel Session 1B

Keywords

Library, organisational design, restructuring, organisational change

Description

La Trobe University is undergoing transformative change. A new strategic plan with goals to double research income and increase technology-enabled online and blended learning provides the context for a new University operating model; reduced government funding is challenging us to work in a much more cost effective way. The Library’s challenge in this time of change is to develop a flexible model for service delivery which closely aligns with the University’s strategies and meets changing student needs, and a cost-effective operating model which enables us to be agile, resilient and respond rapidly and proactively to change. The University’s change process is enabling us to make bold changes in this time of uncertainty so we are taking the opportunity to build ‘from the ground up’, focusing on the value and impact of library services on student outcomes and research quality. Our organisational design process has challenged us to rethink traditional structures and services, and to identify new ways of working collaboratively, not only across teams within the library, but across the university. A review of our services has highlighted the importance of working in partnership with students and academics and led us to redefine our service model so that our clients truly are at the centre of everything we do. We are also refining our work processes to allow us to redirect our time and energy to the most important focus of our work – our clients. This paper will explore the challenges of redesigning service models and structures which can operate effectively in times of financial restraint and allow us to anticipate, adapt and respond to changing needs and trends over time.

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Jun 2nd, 12:00 AM

Navigating Shifting Sands: Library Redesign in a Time of Uncertainty

La Trobe University is undergoing transformative change. A new strategic plan with goals to double research income and increase technology-enabled online and blended learning provides the context for a new University operating model; reduced government funding is challenging us to work in a much more cost effective way. The Library’s challenge in this time of change is to develop a flexible model for service delivery which closely aligns with the University’s strategies and meets changing student needs, and a cost-effective operating model which enables us to be agile, resilient and respond rapidly and proactively to change. The University’s change process is enabling us to make bold changes in this time of uncertainty so we are taking the opportunity to build ‘from the ground up’, focusing on the value and impact of library services on student outcomes and research quality. Our organisational design process has challenged us to rethink traditional structures and services, and to identify new ways of working collaboratively, not only across teams within the library, but across the university. A review of our services has highlighted the importance of working in partnership with students and academics and led us to redefine our service model so that our clients truly are at the centre of everything we do. We are also refining our work processes to allow us to redirect our time and energy to the most important focus of our work – our clients. This paper will explore the challenges of redesigning service models and structures which can operate effectively in times of financial restraint and allow us to anticipate, adapt and respond to changing needs and trends over time.