is another notable trend in structural arrangements, reflected in the recently converged academic service model adopted at Exeter, the reconverged academic services directorate at Birmingham, and reconverged student services at Queen Mary (University of London). In addition, the deconverged library service at King’s now reports to the College Secretary via the Director of Students & Education; similarly at Bristol, the reporting line is via the Deputy Registrar, responsible for “the student-facing and education-related services”.

It is debatable whether a PVC reporting line is preferable to the COO line, particularly where the PVC portfolio has a focus on teaching/students. Reporting directly to the COO role can position the library director alongside other professional service heads, including both student services and research services, which is particularly valuable in the context ofthe relevant manager had other responsibilities (e.g., Planning & Resources, Collection Development/Management, Special Collections, User Services, Service Development). In one novel example, at the University of Manchester, research services, teaching and learning support, and academic engagement were distributed among three different members of the leadership team, and combined with other related responsibilities. At Edinburgh, the merged Information Services organization separates consultancy including library liaison services (in the User Services Division) from other library-based research and learning services (in the Library & Collections Division).

Academic Services was the descriptor used most consistently, found in the job titles of seven senior managers. However Research, or Research & Learning (or Learning & Research) featured in seven titles of associate/assistant directors/heads of division or equivalent. The word Liaison was included in four titles,