Changing workflows changing processes

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Changing workflows changing processes

  1. 1. TECHNICAL SERVICES: CHANGING WORKFLOWS, CHANGING PROCESSES, PERSONNEL RESTRUCTURING…OH MYChristine Fischer, Head of Acquisitions, UNCGNCLA Biennial Conference10/6/2011 1
  2. 2. OUR ENVIRONMENT University of North Carolina at Greensboro • Established 1891 • Doctoral-granting, research-intensive institution • Enrollment: 18,425 • Over 100 undergraduate, 61 masters and 26 doctoral programs 2
  3. 3. THE UNIVERSITY LIBRARIES Include main library (Jackson Library) and a separate Music Library Affiliates: Multicultural Resource Center, Interior Architecture Library Current holdings 3.3 million items Access to 44,000 journals electronically 60 support staff and 34 librarians 3
  4. 4. UNIVERSITY LIBRARIES:PLANNING FOR CHANGING NEEDS Respond to user needs and suggestions (various focus groups; LibQUAL 2008, spring 2012) Respond to the external environment in higher education, academic libraries, publishing, and the economy 4
  5. 5. The ReviewProcessthroughout thelibraries 5
  6. 6. Trends and Emerging Concepts Departmental [12/2010] job/task analysis [1/2011] SkillsDevelopment Performance[starting 8/2011] Management Plans [new work plans 9/2011] ClimateQUAL [10/2011] 6
  7. 7. SUPERVISOR:RELAY WHAT YOU KNOW Be up front about what is coming or what you think might be coming Encourage staff to ask you or the administration about rumors Listen to staff concerns and ideas 7
  8. 8. LIBRARY-WIDE REPURPOSING Two staff positions  Two staff positions moved to ERIT moved to SCUA 1. Digital projects 3. Special Collections 2. Support team 4. University Archives 8
  9. 9. EFFECT ON ACQUISITIONS DEPARTMENT(WHICH INCLUDES SERIALS) FY2011 FY2012 9 staff 7 staff 1 librarian 1 librarian 2 positions reallocated to other departments 9
  10. 10. STAFFING CHANGES Repurposed positions  Binding/Serials to University Archives  Gifts/Acquisitions to ERIT (Electronic Resources and Information Technology) Support Team 10
  11. 11. THE PROCESS Staff reallocation - Stress on employee and colleagues - Sense of loss of control - Grief over loss of former role - Tension during transition + Opportunity to learn new skills + Sense of contributing to library goals + Chance to work with a variety of colleagues 11
  12. 12. MANAGING THE CHANGES Provide support • Open communication & listening • Involving staff in the process • Setting clear goals • Training • Recognizing staff by showing that their work contribution is valued 12
  13. 13. THE DEPARTMENT’S NEW STRUCTURE Reassigned key responsibilities and essential tasks (Career Banding) Provided training Informed all library employees of changes Updated departmental web pages Reevaluated procedures 13
  14. 14. CONTRIBUTING FACTORBudget in FY2012 Collections budget reduced by $1MM Current collections budget $2.8MM Less material to purchase and receive (More reports to generate) 14
  15. 15. …ANOTHER FACTOR Building renovation project • One staff member’s office won’t move until new SCUA space is available for use • All related moves on hold • Binding space • Receptionist’s office • Gift room • Book sale 15
  16. 16. CHANGE IS ONGOING  Help staff manage in an environment of constant change  Volunteer or volunteered 16
  17. 17. HOW TO DO MORE WITH THE SAME (ORFEWER) NUMBER OF PEOPLE Faith and confidence in your staff Willingness to troubleshoot and tweak workflows and procedures Lots of chances to have feedback Know when to move on with not much looking back 17
  18. 18. CONTRIBUTING OUR SKILLS Ebooks / print serials to e-resources Patron driven acquisitions ILL purchase on demand DVDs (instructional and entertainment) Copy cataloging Lease plans – popular titles / audiobooks* 18
  19. 19. NEW ROLES: GETTING IT JUST RIGHT  Keep the level of detail manageable so as not to overwhelm  Provide enough information or direction to offer context and allow for success  Getting it just right will vary from person to person – enough to have pride and ownership but not so much as to feel it can’t be accomplished 19
  20. 20. WHAT SHOULD WE STOP DOING? Each department prepared list of activities to consider discontinuing Some activities were stopped immediately Selected activities up for further discussion • Gifts processing • Institutional repository tasks • Applying purchases to pooled fund codes rather than departmental (PDA, instructional films) 20
  21. 21. MAKING IT A SUCCESS  Training  Developing integrated workflows  Resolving issues & troubleshooting  Improving efficiency  Ownership 21
  22. 22. RESOURCESChimato, Mary Carmen. “How an Economic Crisis May Improve Your Management Skills: Strategies for Making It Through Uncertain Times.” College & Research Libraries News 70.6 (2009): 342-344.Morrissett, Linda A. “Library Staff Reallocation: A Humanistic Management Approach.” The Southeastern Librarian 44.1 (1994): 12-15.Taber, Anne Marie, and Mary Jane Conger. “Relevance Recognized: Value-added Cataloging for Departmental and Digital Collections.” Cataloging & Classification Quarterly 48.6/7 (2010): 585-601. 22
  23. 23. THANK YOU Christine Fischer cmfische@uncg.edu 23

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