Exploring

Program Management

Organization and Staffing

Larger Institutions

There are a number of models for staffing a successful preservation program at a large institution. The Association of Research Libraries (ARL) 1991 publication Preservation Program Models: A Study Project and Report (see Additional Resources) set out organizational and staffing models for four libraries of varying size, and it is still referenced in the library literature. ARL preservation statistics published annually show that many large research libraries have preservation departments of various sizes, ranging from part-time to full-time preservation administrators, along with library assistants, conservation technicians, and/or conservators.

Smaller Institutions

Identifying an effective staffing model for a preservation program in a small or medium-sized institution can be more challenging. In archives, historical societies, public libraries, and small college libraries, it is usually not realistic to have a separate preservation manager. In fact, many small institutions (this is particularly the case in archives) may have only one professional staff member who is responsible for all activities, including preservation. In these situations, preservation management will be a part-time responsibility for one or more staff members.

If the institution does not have a full-time preservation manager, it is best for one person on staff to be responsible for acquiring preservation information and making (or overseeing) preservation decisions. Even though a number of staff members may carry out preservation activities as part of their regular duties, it is important to have one person responsible for coordinating these activities.

In some institutions and situations, however, a committee may be more effective in managing preservation activities. In this case, each member of the committee would oversee a specific area of preservation (e.g., disaster planning, environmental control, housekeeping).

If you are responsible for managing preservation in a smaller institution, it is likely that preservation will be only one of many "hats" that you wear. Try not to be discouraged by the scope of the preservation problem. Instead, break tasks down into manageable projects that can be completed in a reasonable amount of time. Your preservation plan will help you to do this and will give you a sense of accomplishment.

Assigning Responsibility

Remember that it is pointless to assign preservation responsibilities if staff members do not have the time to carry them out. Your institution will need to make a commitment to providing staff time for preservation activities, as well as appropriate training. Job descriptions should include preservation activities, and the preservation manager should be at a high enough level within the organization that he or she can effectively work for change.