Big Fish in a Little Pond:
Autonomy in an Academic Branch Library

Odin L. Jurkowski

Some people may feel uncomfortable overseeing a branch library. There are different sets of problems to overcome and a great deal of responsibility involved. The collection is smaller, resources are fewer, staffing is less, and one sometimes feel forgotten about from the main institution. On the other hand, one has an unparalleled degree of autonomy and can gain a great deal of experience in day-to-day managing. It all depends on how you look at it. There are two types of people in this world: a small fish in a big pond, or a big fish in a little pond.

At a time when most institutions are eliminating centralization and standardization techniques in the hopes of reducing costs, libraries (and many other industries) realize that people need to be physically available in order to manage and deal with patrons. Indeed, the trend today is toward decentralization to reach further and become incorporated into a diversity of market places. In fact, successful enterprises nowadays support decentralization strongly. As James Nordstrom of Nordstrom, Inc. sums it up, "Set a general tone for the staff, and then get the hell out of the way."¹

While we will never completely cut ourselves off from our parent institutions, and we rely heavily on access to electronic resources via Web links as well as other personal assistance, we must be able to function day-to-day on our own. A recent study showed that branches with the highest success rate were those whose managers believed the branch could "thrive independently" from the parent institution.² Branch libraries need to follow the guidelines of the parent institution, attempt to emulate an image as well as follow the basic institutional standards set forth, and look to the main campus for as many resources as possible. But the branch library cannot be micromanaged; they must be free to make decisions on their own. They cannot be managed by someone who is not there; no one else can understand what the needs of the patrons are, what problems arise and which ones need immediate attention. One simply can't manage from a distance. All you can do is make sure that the branch librarian has all the assistance they need.

Of course there are always advantages to working on the main campus. The greatest advantages are the "intangibles:" there will certainly be more in-house experts in a variety of fields that are easily available to consult.³ There is the opportunity of having casual discussion in the hallways, on a moments notice, or simply by bumping into each other. This proximity to peers makes for a thriving atmosphere, which leads to change and progress. Of course, the main campus also has the larger budget and can afford more equipment and materials as needed.

Being at a branch campus, one can often feel cut off psychologically as well as physically. Communications mistakes seem exaggerated, there are fewer people to bounce ideas off of, and it can sometimes make one feel lonely. In fact, shortly after beginning my position as a branch librarian I learned of a position being filled at the main library by noticing their name listed on their Web site. Furthermore, these problems continued instead of improving. I never really know what to expect in terms of staffing. Since then, there have been other staff changes, which I heard about after the fact.

I also have had other problems with the main library. Inter-library loan (whether it be something simple as getting a book from the main library or a standard interlibrary loan request) is incredibly slow. Of course, they state problems of staff shortages, but it seems more like out-of-sight, out-of-mind. My only recourse has been to keep reminding them of the requests we're waiting for.

The advantages of working at a branch campus are important to look at. Because there is a great deal of autonomy, one can get a lot of experience in a broad number of areas. This makes for a short learning curve, and can add greatly to a career. In a larger setting, one might feel as if you have blinders on, simply working day-to-day doing the same job, only a piece of the entire library setting. At a branch, one has to be able to do everything. I cover not only larger responsibilities, such as management of support staff, collection

157

development, reference, bibliographic instruction, development and maintenance of our Web site, budget and library endowment considerations, but many day- to-day tasks as well. This might include ordering paper and supplies, publicizing the library to faculty and students, and maintaining an organized library setting. It also is a chance to move up the ladder. Staying in a single position for too long can be debilitating, but a branch job adds so much to experience that it can help your career progress.

Because a supervisor is anywhere from a few blocks to miles and miles away, one really does have to be able to handle most things alone. It becomes one's own responsibility to come into work because no one really sees if you're putting in the hours. You have to put forth the energy to improve the library instead of sitting back and resting on the work done by the previous librarian. There is always work to be done, always improvements to be made, and always decisions about the future of the library, the direction it takes, and ways of publicizing its offerings.

As for any concerns about being cut off from the main campus, a branch librarian has to realize that instead he/she will be joining the staff of that branch campus. There is a sense of cohesion between all of the departments at a branch. Indeed, the computer lab can be a great asset when one needs assistance with computer questions or problems. There always will be other staff to consult, chat with and work with. Staff members have various backgrounds in a wide variety of disciplines and interests. Faculty members can become superb resources as well. There is a difference however. Everyone at a branch campus is in the same boat. That forms a sense of cohesion among the staff, and everyone tends to be a bit friendlier, providing assistance to each other whenever possible.

The autonomy of overseeing a library for the basic everyday needs is quite an enjoyable task. Of course, one still reports to the main campus, but no matter where you go you still have to report to someone anyway. Even the director of a main campus library reports to others within the college or university administration, and public library directors still need approval from their library boards. There will be times to work together, and many days to simply do what you think should be done.

On the other hand, even the library staff from the main campus can always be reached via phone, e-mail, fax or courier when needed. While the communication may not be very free flowing, the branch librarian needs to take the initiative since the main campus often does not. I recently have been making the effort to visit the main library about once a month. It's the only way to come face to face with people, since I have yet to have anyone from the main library visit my branch. In fact, there are many library staff members who have never been out to my branch and, therefore, really do not understand what is offered and how things are handled. Another way to increase contact is to try to get people on the phone instead of sending a fax or e-mail. That way, you can chat and try to keep up with new developments you might not hear about otherwise.

As a branch librarian, I feel a strong sense of autonomy as a distant part of the library system. It is a wonderful atmosphere working for a branch library on a branch campus. I don't expect the main library to stand over my shoulders and help me with every minor detail of my job. All that I ask for is open communication about important library events and the ability to work together when needed to improve overall library services for all our patrons. For all the experience and the authority it provides, I wouldn't pass it up for a minute. I definitely prefer the smaller pond.

Footnotes

1. Lubove, Seth. "Don't Listen to the Boss, Listen to the Customer: Autonomy encouraged among Nordstrom department store managers and general managers." Forbes 156 (1995), p. 45.

2. Maynard, Roberts. "Fostering Success in a Branch Office." Nation's Business 85 (1997), p. 12.

3. Brophy, Beth and Jim Impoco. "Out of Sight, But not Mind: A branch-office job need no longer mean banishment to corporate Siberia." U.S. News & World Report 105 (1988), p. 33.

*0din L. Jurkowski, Head Librarian, Louis W. Biegler Library, Daniel F. and Ada L. Rice Campus, Illinois Institute of Technology, Wheaton.

158