Ala2017 jackson arthur presentation june 22-2017finalpresentationversion
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Presentation at ALA Annual in Chicago, June 2017 by Michael Arthur and Millie Jackson.
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Ala2017 jackson arthur presentation june 22-2017finalpresentationversion
- 1. Redesigning Technical Services for the 21st Century Library: A Case Study From The University of Alabama Libraries Michael Arthur, University of Alabama Mildred Jackson, University of Alabama June 24, 2017 Co-Sponsors: ALCTS Technical Services Workflow Efficiency Interest Group ALCTS Technical Services Managers in Academic Libraries Interest Group #alctsAC17
- 3. Why Analyze Workflow? • Change in strategic direction • Evaluate legacy operations • Identify inefficient operations • Update procedures and policies • Identify single points of failure • Identify training needs
- 4. The long road to change The long road to change
- 5. Barriers
- 6. Evolution of change 2007 to 2015
- 8. 2015 brought a new vision
- 9. Cataloging Acquisitions Electronic Resources Approval plans Firm orders Selectors Liaisons Breaking down the silos
- 10. 2015 Still remained print focused
- 11. 2015 A merger formed Resource, Acquisition & Discovery
- 16. Focus on Change • Highlight Current Strengths • Note Operations that Are Key • Identify Ways to Improve Efficiency in Key Areas • Note Policies and Procedures to Improve or Eliminate • Reduce Legacy Workflow • Chart Workflow Processes-Involve all Staff Focus
- 17. Focus on: • Outreach • Liaison program • Improved stewardship • Enhanced discovery • Improved access • Faster delivery to students and faculty
- 18. Overview of technical services • Resource Acquisition & Discovery is formed • All operations under one department head • Blended workflow, breaking down barriers • Focus on efficiency and new initiatives • Eliminate silos
- 19. Changes at The University of Alabama • First workflow analysis for RAD completed Spring 2016 • Complete review of approval plan profile/new fund structure • Implementation of demand driven acquisitions and more efficient models • Full implementation of shelf ready processing • Expedited review and disposition of gift materials
- 20. Always focus on improvements • Continued reorganization January 2017 • Coordinator for Metadata (new) • Returned Metadata Librarians to Department • Transfer of Technical and Systems Librarian and professional staff positon to Department • Coordinator for Acquisitions & Electronic Resources position developed and posted
- 21. Key takeaways • Reorganization and analysis is critical • Highlights strengths and identifies inefficiencies • Build support among staff • Connect reorganization and workflow analysis to new strategic directions • Empower staff at all levels
- 22. Positive change • Use open positions to focus on new initiatives • Explore ways to work with vendors to make operations more efficient (DDA) • Follow-up with regular department meetings • Reduction in legacy materials • New policies and procedures • Workflow aligned with strategic goals
- 24. Future plans • Improved discovery • Streamline gathering/reporting of usage data • Continue monitoring DDA • Balance between selection and auto purchases • Continue reviewing procedures and priorities
- 25. Photo credits • Brown Wooden Bridge Between Lifeless Tree Under Clear Blue Sky During Day TimeI D: 82978429 © creativecommonsstockphotos | Dreamstime Stock Photos • Obstacles ID: 88559857 © publicdomainstockphotos | Dreamstime Stock Photos • Flying Pages ID: 2158396 © Maxim Golubchikov | Dreamstime Stock Photos • 3d Puzzle PiecesI D: 3880252 © Tyler Boyes | Dreamstime Stock Photos • Bifocals On PapersI D: 88894778© creativecommonsstockphotos | Dreamstime Stock Photos • Silos ID: 86290643© creativecommonsimages | Dreamstime Stock Photos • Pile of books ID 84962713 © creativecommonsstockphotos | Dreamstime Stock Photos • Drops Falling In Water ID: 88754740 © creativecommonsstockphotos | Dreamstime Stock Photos • Gorgas Library, University of Alabama • Collaboration ID: 89129143 © creativecommonsstockphotos | Dreamstime Stock Photos • Shark ID: 1092680© Kiankhoon | Dreamstime Stock Photos • Man Taking PhotoI D: 88756453© creativecommonsstockphotos | Dreamstime Stock Photos • Camera Lens On TableI D: 88756184© creativecommonsstockphotos | Dreamstime Stock Photos • Magnifying glass ID4033093 © Nikolai Sorokin | Dreamstime Stock Photos • Gorgas Library Learning Commons, University of Alabama • Key - © Carlos Sanchez Pereyra | Dreamstime Stock Photos • Red Trafic Light ID: 2228869© Ints Vikmanis | Dreamstime Stock Photos • Alarm Clock On Rustic WoodID: 89195638© creativecommonsstockphotos | Dreamstime Stock Photos
- 26. Thank you for attending this ALCTS program Your feedback is important to us! Please take a moment to complete a short online evaluation form at the URL below: #alctsAC17 http://tinyurl.com/ac17-alcts-program-eval
Editor's Notes
- MA: Thank you to ALCTS, Haley Moreno and the ALCTS Program Committee Remind audience that Millie and I will alternate during the session and that we are happy to take questions during the Q&A session Remind audience about the survey link and the cards that I distributed before the session Thank you to our sponsors: ALCTS Technical Services Managers in Academic Libraries IG & ALCTS Technical Services Workflow Efficiency IG Today we are looking back at a reorganization/workflow project that I have been involved with over almost 2 years, and will go back to 2007 when Dr. Jackson began working toward a new vision for technical services.
- MA: set the tone for analyzing workflow and exploring reorganization. Highlight Current Strengths Note Operations that Are Key Identify Ways to Improve Efficiency in Key Areas Note Policies and Procedures to Improve or Eliminate Reduce Legacy Workflow Chart Workflow Processes-Involve all Staff Back to MJ
- MJ: Administrative view going back to 2007 when she began as Associate Dean for Research and Instruction
- MJ first to cover Paper tracking, Redundency Addressing vendor changes including migration to Yankee from Blackwell, Resistance to changes MA: silos and traditional structure in acquisitions and cataloging Various degrees of empowerment and willingness to take on new challenges Entrenched senior librarians and staff, Adherence to old ways and unwillingness to change with the new vision back to MJ
- MJ
- MJ
- MJ expands on vision for technical services from administrative view Back to MA
- MA: managing process Overview of technical services then and now When to do a workflow analysis: In conjunction with reorganization (staffing and/or physical relocation) Following departure of key positions , New University or Library Strategic Plan With hiring of new Department Head, Prior to implementation of new initiatives that will impact workflow
- MA: print was still primary format for monographs in August 2015 First steps, new approval plan profile Shelf ready processing DDA GOBI/EBSCO Back to MJ
- MJ: why the name” What New Vision for 21st Century Librarywere the initial goals? MA: Highlight Current Strengths Note Operations that Are Key Identify Ways to Improve Efficiency in Key Areas Note Policies and Procedures to Improve or Eliminate Reduce Legacy Workflow Chart Workflow Processes-Involve all Staff initial planning, ideas for workflow analysis
- MA: Changes in user expectations New modes of content delivery Emerging purchasing models MJ: Administrative Changes open doors: Anticipated changes to liaison model Retirements and staff turnover Administrative Support and Directives back to MA
- MA: Changes in user expectations New modes of content delivery Emerging purchasing models MJ: Administrative Changes open doors: Anticipated changes to liaison model Retirements and staff turnover Administrative Support and Directives back to MA
- MA: Important to encourage buy in as much as possible Build support Involve staff at all levels Get feedback Empower staff Create Change Environment Highlight Current Success
- MA: Inefficient operations Resistance to change Power players in the library system Staff and librarian created silos and reluctance to be forthcoming with information BACK to MJ
- MJ back up for first part of FOCUS ON
- MJ: covers outreach, liaisons, stewardship MA: enhanced discovery, improved access, faster delivery of content Inefficient Operations Ellimate Bottlenecks Ways to integrate across functional areas Training Needs (eliminate single points of failure, implement succession planning) Opportunities for Cross Training Situations Where Staff are Doing Work Without a Clear Understanding
- MA: key results from workflow analysis and reorganization
- MA: Key to this is two part reorganization process Spring 2016 and January 2017
- MA: cover the slides and expand as time permits Back to MJ
- MJ: Liaisons More Focused on Outreach to Faculty New Fund Structure Centralized Coordination for Collection Development Move Away From Librarian Selection Rely on Profile Centralized Processing of Materials back to MA
- MA: New Marketing Program for Collections Host Publisher and Vendor Lunch & Learns Publisher Forums Collaboration Between Technical Services and Liaisons Assist Liaisons with Accreditation Reports Technical Services Actively Engaged with Liaisons
- MA: do not react to change, be a change agent Empower people, align to university and library strategic goals Support the vision and values of your organization
- MA: Continue to Explore New Modes of Content Delivery and Purchasing Look at Open Positions as an Opportunity Keep Current Regarding New Initiatives Align Department and Staff Goals to Strategic Plan Manage Change with A Focus on Meeting User Needs.