This document discusses strategies for streamlining library operations through technology and process improvements. It outlines how implementing RFID technology through renovations has enabled self-service checkouts and returns, consolidating service points and freeing up staff time. Lessons learned include focusing on usability, avoiding complexity, and weeding collections before implementing RFID. Data shows the library has maintained or increased services like programs and visits with slightly reduced staff through these changes. The goal is reallocating resources from declining to growing services to sustain relevance and meet demands with existing budgets.

1. Streamlining Operations
HPL’s Experience
RFID Technology & More
Future of Libraries – Oct. 2016
Paul Takala, Chief Librarian/CEO

2. Why?
1. Improve service – solve problems for customers, enable self-service,
provide new and better service
2. Increase staff capacity – improve & eliminate staff workflows, improve
transparency, communication and engagement
• Avoid costs – save money
● Greatest opportunity to meet new service demands is by reallocating
existing resources

3. Successful Technology Change
● Understand the problem - Keep it simple
● Requirements get too complicated
● Much of the complexity is rarely used.
(80 – 20 rule)
● Make it behave the way people expect
● Don’t waste energy on marginal items
● Technology needs to be functional, useful and used

4. Innovating the Right Problem
at the Right Time

5. Sustainability Strategy
Cost avoidance
● Empower customers to interact via self service
● Simplify then automate repetitive tasks that do not add value
● Remove unnecessary steps from work flows
● Use renovations to reduce the need for staffing (consolidate service
points)
● Rationalize use of spaces
“Eliminating wasteful activities in the service delivery chain will result in
improved customer service. Improved customer service will lead to significant
cost reduction” John Huber

6. Sustainability Strategy
Maintaining Relevancy
● Reduce resources spent on declining legacy services & transfer
resources to services that are growing in demand
● Pilot new services before allocating significant resources – then
increase to meet growing demand
● Work with other partners to develop shared solutions that reduce the
need for infrastructure and support

7. Recent Operating Budgets
Increases
7
Year
Council
Direction
Library Submission
2010 2.0% 2.1%
2011 2.0% 0.7%
2012 0.0% 1.0%
2013 0.0% 0.0%
2014 0.0% 0.2%
2015 ------ 1.5%

8. Staffing & Activity Summary
2001 2012 2013 2014
% Change
from 2001
Staff FTE 320 314 309 309 -3.4%
In person
visits
3.3 million 3.78 million 3.72 million 3.8 million 14%
Circulation of
Materials 4.5 million 7.2 million 7.2 million 6.8 million 51%
Computer
Sessions 294,350 747,797 850,033 780,000 165%
Program
Attendance
34,792 123,059 153,570 161,000 363%
Wifi Sessions NA 300,000 347,000 542,000

9. Supporting Life Long Learning,
Literacy - 2014
9
• 8,400 programs, 161,000 participants
• Average #Programs/Day = 24
• Average Attendance /Day = 460
• After school Homework Help
• Pre-school story time programs
• Read to Your Baby
• Distributed 11,000 free books
• Telling Tales Festival – 6000 attended
• Library Instruction for Newcomers
• Seniors Programming…

10. Significant Process Changes
● Centralized Selection of library materials
● Simplified processing & increased support from vendors
● EDI (Electronic Data Interchange)
● Reduced labelling, standard Dewey numbers
● Pre-processing of library materials
● Reduced Shipping
● Floating collections
● Smarter filling of hold request
●Using SharePoint for internal communication

11. Self-service – Non-RFID
● Renew library items if rules allow
● Place an item on hold for pick-up at a library
● Pick-up an item on hold
● Access account information
● Move to drop-in programs
● Secure access to DVD/CDs without the need for staff intervention
● Reserve computer time
● Online library fine payments via ecommerce

12. Embracing Self-service – RFID
• Staff CKI, CKO using RFID
• Self-service check-out using RFID self check stations
• Self-service returns using Material Handling Systems
RFID Renovations: Used renovations needed for installation of RFID
equipment to consolidate service points
• Integrated circulation and information desks at many locations
• Consolidated services on one floor at Saltfleet

13. Barton Renovations
BEFORE
AFTER

14. Red Hill Renovations
BEFORE
AFTER

15. Terryberry Renovations
AFTER

16. RFID Equipment – Self Checks

17. RFID Equipment - Sorters
● Central - 848,509 (11 bins)
● Terryberry - 632,145 (7 bins)
● Turner Park – 528, 095 (9 bins)
● Ancaster - 364,383 (3 bins)
● Westdale - 302,753 (mini sorter )
Now adding sorters to: Red Hill,
Waterdown, Dundas, Barton

18. Central Sorter

19. RFID Lessons Learned
● Efficiency improvements require a system implementation
● Renovations provide opportunity to implement RFID
● RFID has enabled better merchandising of the collections
● RFID equipment is very important, but so is furniture and positioning
● Follow the standards for spacing equipment (distance between self
check and gates…)

20. RFID Antenna
Table Top
Poor Read Range
Good Read Range
RFID Antenna
Metal Screws,
computer cables,
bad surface area
RFID Lessons Learned
●Metal causes problem:
● RFID readers/antennas create a reading zone that is symmetrical
below and above the antenna
● Cable Management it is critical.

21. RFID Lessons Learned
● Avoid complexity and reduce points of failure
● Table top instead of under-mounted reading pads
● Accept non tagged items – make it a backroom issue not a customer
service issue
● Remove receipt printers from sorters
● Sorters need a lot of space, customers need space to place items,
equipment and materials interfere with readers
● Don’t forget about the furniture…costs of Kiosk vs Table Top, flexibility

22. RFID Lessons Learned
● Weeding, weeding, BEFORE tagging
● Running the pilot project first
● RFID has helped enable staff spend more time on higher value customer
interactions
● Increase in circulation without increasing staff
● Most customers respond very positively to RFID
● More privacy; quicker check-in
● Implementation anxiety is mostly temporary

23. Closing Thoughts
● Most reliable way to get the resources needed to meet new service
demands is by creating the capacity internally
● Successfully implementing process changes takes a lot of time & work
– Spasms of enthusiasm do not work
● Focus on the real needs of customers to analyse procedures
● Staff vacancies needs to be evaluated as they come-up
● Have a system-wide not departmental perspective
● Staff engagement is critical. If staff know you are committed to using
attrition to find savings then there will be a lot less resistance to change

24. Questions
Paul Takala, Chief Librarian/CEO
Hamilton Public Library
ptakala@hpl.ca
905-546-3215