The need for librarians to participate actively in university and library governance is crucial. Often, however, they experience difficulties gaining representation on the appropriate committees. Librarians who attempt to change the governance structure within their institutions may discover they have to overcome not only bureaucratic obstacles but also the attitudinal obstacles of both their non-librarian colleagues and those within their own profession.
Librarians may find themselves trapped in a vicious circle in which their low visibility in the institution means they have low involvement at the committee level.
Since collegiality has not traditionally extended to librarians, library managers often do not view their librarian colleagues as peers and may not seek their active involvement in decision-making. Coupled with this is the perception that if the chief librarian is a member of a committee then the library is adequately represented.
In a number of institutions librarians are already eligible for election to university governance committees from the faculty group. However, surveys indicate that in many places, librarians are rarely elected to these positions.
Where librarians are not members of governance committees, they should use whatever means are available to gain positions. If the mandate of a committee is under review then representation should be made to include librarians.
Lobbying is an important component of the process of change, and faculty support should be garnered at all times.
Acceptance into a group is largely a state of mind. Librarians must believe they belong and represent a viable constituency before their faculty colleagues will welcome them as peers. If they feel marginalized they will remain on the margin. Faculty and administration will realize the value of librarian input on governance committees only if librarians themselves prove their value. In fact, it may be through increased militancy to gain representation that they will demonstrate their worth.
In many institutions, contributions to the university and the library are defined as necessary criteria for career advancement in evaluation procedures. If jobs and promotion depend upon committee involvement, opportunities must be made available. Arguments can be made for inclusion on committees if such activities are outlined as criteria.
Additionally, by including committee work in the collective agreement as part of the workload clause, the definition of the librarians' tasks can be broadened, thus making involvement possible.
The library council is the body in which, in theory, true collegial management exists and governance decisions are made within the library. But librarians must ensure that it is a viable decision-making body and not just a forum for administration views.
Does the mandate of the committee need to be revised? Who chairs the committee? Who convenes the meetings and how often are they held? Is there an agenda committee which ensures the necessary issues are discussed at meetings? Can the council make representations to other university governance committees?
If the library council does not function productively as a collegial governance body within the library, then the librarians should work to change it.
If librarians are going to take their proper place in the academic life of the university they must participate fully in the governance committees of the institution. To fulfill this goal librarians should take steps to change the attitudes of their colleagues as well as the bureaucratic structures which limit their contributions.
By Ruth Sheeran -- Member of CAUT's Librarians Committee and a librarian at the John Bassett Memorial Library at Bishop's University. This article represents the second of a two-part series on librarians and governance.