Cabinet discussed the Communications Audit Implementation Chart that had been distributed in advance of the meeting and a list of Communications Audit Key Recommendations, which included make communications a priority, appoint a "Marketing/Communication Team," develop and budget for a marketing communication plan, strengthen the Libraries' visual identity, manage the message, make the Libraries more comfortable and attractive, practice two-way communication, harness the power of word- of-mouth marketing, and seek to build partnerships. Boyle also discussed the Rutgers Business School MBA Team Consulting Program at Newark and New Brunswick, which delivers professional and cost effective consulting services to a client company, and an offer from our communications consultants to conduct educational programs for us and develop a marketing plan. Following a discussion of each of the key recommendations, Cabinet decided to establish the Marketing/Communication Team now. We will pursue with the Rutgers Business School to engage the MBA team over the summer to assist in developing a marketing plan. We will also engage the Communications Audit consultants to develop an educational process for the Marketing/Communication Team. Will begin implementing the recommendations that will not effect adversely our overall strategic plan.
Zapcic distributed to Cabinet a worksheet to provide the University context for RUL decision-making process for establishing short- and long-term fundraising goals, and guiding questions and perspectives that will help shape RUL expectations for its fundraising program. In this interim stage between our just completed capital campaign and the university's next campaign, Zapcic would like Cabinet to set short-term goals for the next two years. In the meantime, fundraising hasn't stopped, D21 is still moving ahead and we are working on stewardship projects and ways to elevate the level of our gifts. Zapcic will work with Marilyn Wilt to develop an educational program to assist Cabinet with fundraising, and provide insights on the benchmarking survey done for the Foundation that will inform our planning.
Although it was not a formal agenda item, Gaunt discussed with Cabinet the DRAFT University Librarian's Cabinet Goals for 2004-05. A few minor changes need to be made. Under "Support University's Goal of Achieving Academic Excellence in Programs," formal test beds will be conducted with departments at Rutgers (not OIT). Under "Enhance Service and Constituency Relations," the Marketing Communications Team will be formed; we will begin implementation of selected recommendations, and arrange training. Under "Expand Resources Comparable to Peer AAU Institutions," grants should be both strategic and enduring; they should receive proper oversight in a timely way, and be properly managed. Changes will be made and the revised goals sent out.
Gaunt reminded Cabinet members that Sheila Creth was invited to give us a process for addressing challenges that we might face over the next five years, and demonstrated how we could address these challenges through changes in structure, culture, policies and/or processes. In looking at some of the challenges identified, it appears that there might need to be changes in structure that would facilitate moving to the next level. As it is unlikely that we will get additional lines in the near future with the state budget situation as it is, we need also to think about how we use our human resources to maximum benefit. Based on the Creth discussions, comments that have been made over the last several months, and our own observations, we may want to focus on factors that should characterize our organizational structure to meet our challenges: changing the cultural perspective of two competing organizations (local and central) to a system-wide perspective. We are all system-wide personnel as we work in a system (RUL); we each have a contribution to make to the system regardless of our position in the libraries, and we need to count on leadership on all campuses for RUL's success. Reduce unnecessary redundancies (some redundancies reinforce communication) that are built into our structure; some of these are faculty structure and administrative (working) structure. Design a structure that supports how we will work into the future and our priorities-- our work is changing and so are the technologies that support us. Facilitate cross campus work through focused groups at the working level, and escalate the use teleconferencing for more sharing and participation. Combine operations where there is a need to work more closely. Maintain flexibility and not rigidity in working structures.
Cabinet also touched on issues of recruitment into our organization, as well as how our structure reflects the university structure in New Brunswick and other peer ARL libraries. It was agreed that we would continue the exploration at our next meeting and determine a process for involving librarians and staff in the discussion.