Ontario Academic Librarians Speak Ontario Confederation of University Faculty Associations

Methodology OCUFA invited academic librarians at Ontario universities to respond to an on-line questionnaire. The questions addressed organizational restructuring, the impact of budget cuts and service changes over the past 3 years. More than 200 responses from all Ontario universities, representing a response rate in excess of 30 per cent, were received between September 13 and October 12,

Age 16% under 34 35% % % % Over 65 91% full time permanent 4% full time contract 4% part time permanent 78% female 22% male Years of service 2% less than 1 year 16% 1 to 5 23% 6 to 10 18% 11 to 15 9% 16 to 20 32% over 20 years Respondent demographics 3

Significant organizational change is occurring across all Ontario university libraries… 69% reported organizational change or restructuring 33% report that they have held the same position for the past 3 years but the duties have changed “Restructuring appears to be used to reduce the number of professional librarians and therefore the services provided by them.” 4

Changes are positive for… 5

Changes to collections practices Delays in technology investments 6

Written comments emphasize budget constraints, technology advancements and expanded student enrolments impact on staff morale, assignment of additional duties, no new hires, imposed decisions from senior management concern about further changes or cuts 7

Changing programs and services Respondents report that organizational changes have enhanced the amount of digital and technological investments that impact collections, service offerings, outreach, and scholarly support Respondents also report reduced staffing positions, reduced services, and less attention being paid to the collection 8

New areas most frequently noted: Assessment Public relations Undergraduate experience Scholarly communications Digitization New/emerging technologies “There seems to be a push to always try something new, even with reduced staff. The ‘something new’ does not replace previous activities but rather is only added to them” 9

Budget constraints 10

Budget constraints impact library personnel… 71% of respondents agree that attrition has been used as a budget reduction tool 39% note increased use of contract staff 34% agree that early retirement incentives have been used “Much more emphasis on farming out work to committees - not hiring the professional to do the job.” 11

Personnel Tactics to Meet Budgetary Constraints “…positions are left vacant, positions disappear, our numbers are dwindling.” 12

Reductions in services 13

Changes in Tasks “We are forced to outsource our cataloguing and processing of books…. The quality of the online catalogue will suffer - is already suffering” 14

Representative comments Written responses highlighted No maternity or sabbatical leave replacements Restructuring positions to reduce headcount “Virtually all departments have suffered from very significant staff reductions.” “Staffing… positions are left vacant, positions disappear, our numbers are dwindling.” 15

Budget constraints impact operations… 67% of respondents agree that changes to collections practices have been instituted 49% agree that technology investments have been delayed 39% agree that support for faculty and students has been reduced 16

“Collection development and cataloguing have been slashed.” 40% report services previously done within university libraries are now outsourced Written comments highlight cataloguing, acquisitions, collection development and technological services Some tasks are also now provided by other staff: reference, cataloguing etc. 17

“We now operate for 4 semesters. Students are taking courses and profs are teaching the full year -- there is no down time.” “ More Librarian energies have been put towards communication/marketing/outreach than before. We hired a librarian to focus on this. It's half of her job. The ripple effect has been great. “ 18

“The Office of the University Librarian was considerably expanded increasing the number of Librarian positions that are under the direct control of the UL. “ “Administration offices expanded at expense of research collections, group study space for students expanded at expense of collections, print reference collections moved out of sight lines by the UL's demand. Most reductions have affected access the Humanities and Social Sciences print collection (and yes, these are still heavily used!), and reference services.” 19

Workload “Staff reductions of all kinds, with expectation of greater service by remaining staff 20

Individual librarians feel the impact 70% report increased workloads 42% report fewer opportunities to pursue individual research or scholarship 41% report fewer professional development opportunities Overwhelming written comments emphasize increased workloads squeezing out professional development and research opportuni ties 21

Time to pursue other activities 22

Perception of senior management 23

Collegiality between academic librarians and managers is impacted… 74% agree that senior managers make most major decisions 44% report that they had no involvement in decisions made in organizational changes 32% disagree that working in their library feels like being part of a team 24

Senior library management negatively perceived… 46% agree that trust levels are low within university libraries 40% disagree that their library has a clear long-term purpose and strategy 38% disagree that senior managers have high credibility “…there is not enough leadership, we stumble along through each crisis without creating the avenues for long-term revitalization” 25

Most major decisions are made by the senior management team “As librarians, we are not generally included or even kept up to date about overall plans…” 26

Our library has a clear long-term purpose and direction The senior management team has a short-term orientation 27

Senior management team has high credibility in this library Involved in the decision making process about the proposed changes 28

What Next? Inform faculty colleagues and discuss findings – February OCUFA Board Meeting OLA Explore implications for collective bargaining Share findings with library associations and librarian committees Monitor other surveys and studies Follow-up survey, Fall

Canary in a coalmine Outsourcing vs. traditional co-operation Workload squeezing out scholarship and service – Isolation – Decision making – Academic NOT Librarianship Restructuring – Library services and collections – Members' professional work and scope Enhanced managerialism: – collegiality, trust, short term orientation