Optimization of ILL Student Employees and Resources through Departmental Consolidation at the University of Nebraska-Lincoln

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Having merged their Circulation and Interlibrary Loan units, presenters will discuss how and why they combined their student work forces into a single group. The results will be discussed in regards …

Having merged their Circulation and Interlibrary Loan units, presenters will discuss how and why they combined their student work forces into a single group. The results will be discussed in regards to the number of personnel, materials processed, and the financial considerations. Additional discussion will review how these have impacted services, cost savings, and their influence on future performance goals. Presentation by Joyce Melvin & Michael Straatmann

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  • 1. Optimization of ILL Student Employees and Resources through Departmental Consolidation Presented by Joyce Melvin and Michael Straatmann
  • 2. Or Getting Together to do More with Less Presented by Joyce Melvin and Michael Straatmann
  • 3. Joyce Melvin Interlibrary Loan Manager User Services, University of Nebraska Lincoln Michael Straatmann Circulation Manager User Services, University of Nebraska Lincoln
  • 4. BACKGROUND
  • 5. University of Nebraska – Lincoln • ARL Library, Center for Institutional Cooperation • Largest library in Nebraska – 3.4 million volumes 2011-12 • 145,000 circulated items • 807,000 walk-in users • 103,000+ ILL loans with 77% fill rate 65% Lending & Document Delivery
  • 6. Trends at UNL Libraries • Circulation trends continue in seeing a decrease in number of items physically circulated. • Interlibrary loan trends continue in seeing an increase in number of items both lent and borrowed. • Off-site/High-Density storage removes a significant percentage of collection out of direct patron access.
  • 7. Steps forward? In 2012, it was encouraged that these two departments at UNL should undertake a feasibility study for these two units to merge, both physically and organizationally. • Literature Review (see Bibliography) • Consultants (Rayna Bowlby, Lars Leon, and Barbara Preece)
  • 8. But, I thought this was about students…
  • 9. WHERE WE STARTED
  • 10. “Old” Circulation Space
  • 11. Facilities
  • 12. Staffing Circulation – 8.0 FTE •Desk Supervisor •Evening Supervisor •Stacks Management •Reserves •Fines/Billing •Delivery Interlibrary Loan – 6.5 FTE •Borrowing •Lending •Document Delivery •Reception
  • 13. Student Staffing ILL Tasks – 1.5 FTE • Scanning • Copying • Retrieval • Shipping • Delivery Circulation Tasks – 5.5 FTE • Sorting • Shelving • Shelf-reading • Inventory • Barcoding • Staffing Service Points
  • 14. Student Supervision • Circulation Students – Desk Supervisor – Stacks Supervisor • ILL Students – Student Supervisor – All staff – functional supervisors/trainers
  • 15. Staff Interviews • Workflows • Position Descriptions • General feelings and thoughts about potential futures
  • 16. Internal Working Groups • Aimed for balance of “innovators”, “traditionalists” and “slow-adopters” • 3 groups of staff, 1 group of managers • Additionally, each manager was assigned as a mentor to each group • Each group was tasked with creating a model of integration. – How would the new department function? – How would reporting work? – How would students be best utilized? – Etc.
  • 17. Services and Resources Each group was allowed to present to everyone and were queried on: • What resources would be needed for the plan? • What services would be impacted? Improved? • Why was their plan the best?
  • 18. WHERE WE AIMED FOR
  • 19. Ground Rules • Maintaining a sense of continuity for staff by proceeding with the basic premises of the community-designed integration plan. • Emphasizing the integration of our unit into one cohesive whole, negating any plan which might revert “us” back into Circulation and ILL. • Utilize already existing management and supervisory knowledges and strengths. • Must improve services and efficiencies!
  • 20. Collation of Plans • Managerial/Mentor group was tasked with collating each of the plans, while observing the ground rules. • Plan was then presented back to staff. • In order to succeed, it was strongly felt that staff buy- in was essential.
  • 21. Costs? • Physical – Remodeling of space – New furnishings and equipment • Personnel – Student turn-over – Additional training (cross-unit) • Services – Some slow down during adjustment phase
  • 22. Facilities
  • 23. Staffing Borrowing & Customer Service  Reserves  ILL Borrowing Desk Services • Evening Supervisor • Fines/Billing • Reception • Desk Supervisor Materials & Student Employees • Student Supervisor • ILL Lending Staff • Delivery • Stacks Management
  • 24. Student Staffing • Sorting • Shelving • Shelf-reading • Inventory • Barcoding • Retrieval • Scanning • Copying • Shipping • Staffing Service Points Combined Student Staff – 5.5 FTE
  • 25. Student Supervision • One Student Supervisor – Responsible for all training and supervision – Rely on other staff to provide needs and supplement training • Exception – Desk student scheduling
  • 26. WHAT WE GOT!
  • 27. Unforeseen Changes Shifting Organizational Priorities How to Respond?
  • 28. Staffing Borrowing and Reserves 7.0 FTE – Reserves – ILL Borrowing – Fines/Billing – Reception Circulation and Materials 8.5 FTE – Desk Supervisor – Student Supervisor – ILL Lending Staff – Delivery – Stacks Management – Evening Supervisor
  • 29. Student Staffing • Sorting • Shelving • Shelf-reading • Inventory • Barcoding • Retrieval • Scanning • Copying • Shipping Combined Student Staff – 3.0 FTE Staffing Service Points – 1.5 FTE - MIA
  • 30. DOES IT WORK?
  • 31. Quantitative ILL Turnaround Times •Copies – Searching & Scanning Lending Reduced 43% Doc Delivery Reduced 13% •Loans – Searching Lending Reduced 11% Doc Delivery Reduced 7% Student Employees – Wage Budget Reduced 5% – Hours Reduced 30%
  • 32. Anecdotal Improved Communications More Resources for Tasks & Training Improved Shipping More Interests in New Tasks More Dynamic Environment Better Morale – for everybody!
  • 33. WHAT’S NEXT ?
  • 34. Bibliography • Alarid, T. & Sullivan, C. (2009). Welcome to the neighborhood: Merger of interlibrary loan with access services. Journal of Interlibrary Loan, Document Delivery & Electronic Reserve, 19, 219-225. • Austin, B. (2010). Moving beyond the amalgam. Journal of Access Services, 7(3), 145-58. • Cheung, Ophelia; Patrick, Susan; Cameron, Brian D.; Bishop, Elizabeth; and Fraser, Lucina, "Restructuring the Academic Library:Teams-based Management and the Merger of Interlibrary Loans with Circulation and Reserve" (2003). Librarian and Staff Publications. Paper 2. http://digitalcommons.ryerson.ca/library_pubs/2 • Fritts, J. (1993). Sharing the load: a model for interlibrary loan/circulation cooperation. Journal of Interlibrary Loan, Document Delivery & Information Supply, 4(1), 55-66. • Tribble, J. (1991). Merging library operations. Library Administration and Management, 5(3), 151-54.
  • 35. ©2007 The Board of Regents of the University of Nebraska. All rights reserved. Joyce Melvin ILL Manager & Michael Straatmann Circulation Manager University of Nebraska Lincoln - Libraries