When I was installed to lead the libraries in 2012, I was asked to give an address on my vision for the libraries at my installation. One of the things I said was that it was “truly an honor to lead this wonderful institution in a time that is endlessly fascinating and ripe with opportunities.” Nothing about that statement has changed for me in the last 10 years. I also said that it was “essential that we transition to a primarily digital future through the creation of a digital library strategy to meet the needs of 21st-century students and faculty.” To that end, I articulated seven aspirations:

  1. Create a 10-year Strategic Facilities Master Plan for the iconic Rush Rhees Library to provide a roadmap for the evolution of our collection and learning spaces to support a digital future.
  2. Evolve and develop our collaborative learning spaces to achieve the convergence of technology, content, spaces, and expertise in support of the curriculum, most notably, experiential learning, undergraduate research, and online education. 
  3. Showcase new technologies to enable students and faculty to achieve their learning and research aspirations and to equip students for their careers. 
  4. Transition to primarily electronic collections all the while continuing to effectively steward our print collections.
  5. Focus on special collections, investing heavily in collecting and digitization, using these to collaborate with faculty in building the curriculum and supporting their research. 
  6. Support the research enterprise through the creation of a center for digital scholarship to assist faculty engaged in digital research and to support the life-cycle of faculty research through research data management, e-publishing, copyright, and preservation services. 
  7. Position subject librarians as collaborative partners to support experiential, project-based learning, embedding literacies into the curriculum, and contributing to online learning environments.

I can proudly say we accomplished these goals, and more, including:

  • Greater integration of Miner and Sibley Libraries as we work to develop enterprise systems and services at the University libraries, understanding that we are stronger together.
  • Activities in relation to sustainable scholarship, including open access, open educational resources,and copyright.
  • Greater focus on equity, diversity, and inclusionthrough ongoing learning and integration into our strategic plan, services, learning spaces, and collections.

While I can point to these accomplishments, that doesn’t mean the work is done. There is always more to do to ensure the libraries continue to grow and develop. And I can say from my experience as dean that it can’t be done by any one person. 

I had the privilege of leading an incredibly talented, dedicated, compassionate, and motivated group of professionals. My successor, Kevin Garewal, will soon learn just how fortunate he is to be inheriting this group. 

To circle back to my start, when I first arrived at Rochester, I was prepared to hit the ground running, even though to that point, my entire career—and to a great degree, my life—had taken place in Canada. My thinking was Canada isn’t that different from the States. But I quickly found that wasn’t the case, and that my onboarding was going to be trickier than expected. 

The crux of my learning curve was the University itself. For example, my staff politely smiled when I made the mistake of presuming Rochester’s Convocation occurs at the end of a student’s university career—as it does in Canada. There was also the moment on my tour of Rare Books and Special Collections where I had to remain quiet because we were at the Seward Room, and I didn’t know who William Henry Seward was. 

At the conclusion of my almost 10 years, I’m reflecting on what I have learned as much as what I’ve helped the libraries accomplish. I’m now abundantly familiar with Seward, as well as Frances, Fanny, Augustus, William Jr., and the Seward’s pets. I’m also quite familiar with much of Rochester’s history, traditions, and many of the other aspects of its culture that make it unique and special. This is information I’ve retained not only because it was part of my job, but also because it was important to me. I will always carry a fondness for the University of Rochester. 

I am leaving with a heart filled with memories and experiences that I expect to revisit frequently during my retirement. And for that, I have to express my gratitude once more. Thank you.

Lastly, the best “going away” present you could give me is for you to have a wonderful holiday season and a happy and healthy 2022. 
 

Mary Ann Mavrinac
Vice Provost and Andrew H. and Janet Dayton Neilly Dean
University of Rochester Libraries