Ill workflow assessment

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Ill workflow assessment

  1. 1. ILL Workflow AssessmentEric Robinson - WiLS
  2. 2. Reasons for consulting People are curious - like an outsiders look Directors want to know work is being done well Make the day-to-day work easier and efficient Recommendations for service opportunities
  3. 3. Consulting Process1) Get questions and concerns to answer in workflow analysis from the partner library.2) Write up „Goals and Expectations‟ and make sure that questions above are addressed.3) Modify survey and early assessment appropriately for the specific borrowing partner.4) Send „Goals and Expectations‟ for approval and give early partner library „to-do‟ list of questions and survey(s) to complete.5) Set up site visit team and date.6) Decide on the style of final report – tooled only for a director or for an entire staff?7) Both partner and WiLS work on their separate pre-visit tasks.8) Choose appropriate interview questions.9) Site visit.10) Build report – use Goals and Expectations as skeleton of report.11) Present report.
  4. 4. ILL Assessment checklistSee HandoutThe checklist is a checklist from STARS/RUSA for their Best Practices star listGives us the groundwork for an ILL operation
  5. 5. Goals and expectationsSummary of Library and ILL ServiceDescription of staffing, ILL BudgetSoftware and AutomationConsortial Borrowing and Comm. Doc. Del.Copyright and LicensingService Priorities for patronsMeasuring productivity and evaluating servicesFuture services and challenges
  6. 6. Site visitThere are usually early nervesWe are there to make the day-to-day life of librarians easierThe day is meant to: explore the goals and expectation questions, see how the work is done in its element, and learn the constraints on the current workflow
  7. 7. Snippets of the results - reportingStaffingStaffing for the ILL department is currently at a bare bones level. Further in the report, it is illustrated that the lending volume is continuing to rise while the borrowing volume has plateaued in the past few fiscal years. If the volume continues to steadily rise, mainly as a result of Rapid requests, immediate staffing additions should be considered to maintain the quality of the ILL service. The current professional staff structure should not be added to if the volume rises. Student staff should be employed and utilized in more processes for which only staff are currently responsible. Staff would need to re-tool their internal documentation to provide ample support for either internal or cross-departmental student employees.
  8. 8. Snippets of the results - reportingFinancialTwo areas of growth are 1) greater use of collection development funds for ILL purchasing and 2) greater pools of reciprocation. The use of collection development funds could be considered a pass- through cost if the borrowing service were allowed to cap direct purchases at around $15. If the cost-per-unit is controlled, then the option of reselling book purchases either through an annual book sale or Better World Books could bring the direct expense of ILL purchases under $10 per use. (While the reimbursement through re-sale may be questionable, the direct cost of shipping loans to the original lender would be avoided in this model.) “Library A‟s” borrowing service should immediately try to create reciprocal relationships with the top 10 charging libraries (by volume of fulfillment). If a small number of these 10 libraries no longer charged “Library A”, the direct cost of request fulfillment will go down further.
  9. 9. End results of visitsImproved staffing and equipment supportHighlight steps towards changes and new servicesReduce turnaround timeIllustrate technology possibilitiesCreate a contact for future support

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