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Technical Services on the Move ASERL 27 November 2007 Deborah Jakubs Rita Di. Giallonardo Holloway University Librarian Vice Provost for Library Affairs Duke University
Strategic Needs Drive Change § The success of the Bostock Library and renovated Perkins Library reaffirmed the important role of the library as a learning place for faculty and students. § As part of the University’s strategic plan, a need for more classrooms with flexible meeting spaces was identified. § Space in the Library was the logical locale for housing this contemporary learning model.
Impact on the DUL § Six departments or sections moving: § Acquisitions, Cataloging, Electronic Resources & Serials Management, Commercial Binding, RBMSCL Technical Services, Gifts § 85 staff (40% of main branch workforce) and approx 60 students § Expected move-in date: August 2008.
Crafting The “Sales Pitch” § Know your audience § Focus on quality of work life issues: more space, new furniture, better parking § Share as much information as you can § The good, the bad and the ugly § Include who is/is not moving, if known § Discuss next steps § Leave time for questions and venting
Building Buy-In § Invited speakers from other libraries with offsite technical services operations § Panel from Harvard and Pitt § Shared the good and the bad § Notes and hand-outs posted for staff unable to attend § Leave lots of time for questions and venting in department meetings, open sessions
Let the Planning Begin § Appoint a project manager with decision-making authority § Appoint a steering committee § Invite early adopters and early “resisters” to serve § Include broad representation § Develop a clear, concise charge § Develop planning assumptions § Share charge often via multiple modes of communication
Planning Committee Purpose § The Smith Building Relocation Planning Committee will develop a plan for the relocation of select Library departments and services to the Smith Building and serve in an advisory capacity on the layout of the facility.
Planning Committee Charge § § § Work with architects, facilities and ergonomic specialists to inform the design of functional workspaces that will be located in a facility separated from the main library. Capitalize on best practices employed by other large research libraries to arrive at the best workflows for fully functional and sustainable technical services in a separate facility. Review and build on conceptual plans previously prepared for TS, Approval Plans, Gifts and Commercial Binding within the Perkins-Bostock library. Identify and recommend effective solutions to address issues and concerns regarding the move of staff and operations to a separate facility. Develop efficient workflows and procedures for materials delivered to and from the Smith Building. Develop and implement strategies to engage affected staff and other key stakeholders in the planning process, as well as to keep library staff informed about progress and new developments.
Involve Staff in the Planning § Five working groups appointed: § Space Planning & Design § Workflow & Resource Planning § Administrative Support § Work Life Quality Planning § Building, Grounds & Transportation § Each working group includes liaison to Planning Committee
Space Planning & Design § § § Work with staff, Duke Facilities Management Dept (FMD), Employee Occupational Health and Wellness (EOHW) and others to identify and explore issues/concerns and assess the feasibility of ideas presented regarding workspaces and interiors at the Smith Building. Review and build on conceptual space plans previously prepared for TS, Approval Plans, Gifts and Commercial Binding in order to develop recommendations for the design of functional workspaces and interiors in the Smith Building. Capitalize on best practices employed by other large research libraries to determine the optimal design elements for a fully functional and sustainable technical services operation. Propose the elements for a standard workstation and work area that is based on functional needs; work with staff to identify special needs for individuals and/or functions, i. e. longer tables for map processing, adjustable height tables, new chair. Emphasis: Functional design grounded in sound ergonomic principles § Included training rooms, meeting spaces and large multipurpose room/staff lounge for projecting staff meetings and open sessions held in main branch. § Partnered with office furniture vendor to design systems solution that works for libraries – provide mock ups.
Administrative Support § § § Consult with the staff of the departments slated for relocation to the Smith Building as well as members of the ISS Department to identify issues related to IT support for software and hardware, including AV equipment. Review needs and make recommendations related to human resources services that may include, but will not be limited to, the management of payroll and timecard issues, student recruitment, workplace injury and general HR support. In consultation with Office Products, make recommendations for fax and photocopying needs. Identify and recommend shipping and receiving services to logistically meet the needs for the shipment/receipt of materials, mail, paper projects and toner. Emphasis: Providing core administrative support services in a decentralized environment. § Created HR Office and relocated LHR staff member to support Smith and East Campus Libraries. § Created “branch” Shipping & Receiving Operation with Supervisor/Building Manager
Workflow and Resource Planning § § § § Work with library staff, including Collections Services Management Group (CSMG), to complete a comprehensive review of existing workflows of affected and indirectly affected departments. Make recommendations on ways to streamline workflow and improve movement of materials through each stage of processing. Work closely with ISS to ensure the feasibility and ability to implement new workflows. Evaluate and make recommendations for the transportation and delivery of collection materials to and from the Smith Building. Evaluate and make recommendations regarding appropriate access to resources, collection and reference materials and students for the technical processing of materials at Smith Building. Consider impact of current and future projects (e. g. , science collections consolidation, Central Campus development) on workflow. Emphasis: Don’t take bad process with us.
Work Life Quality Planning § § Evaluate and develop recommendations for ways to maintain a high level of morale and sense of engagement and unity between and among library staff. Develop and recommend strategies for gathering information from staff to ensure relevant work life issues, such as work hours, area food service options and “staying connected, ” are identified and addressed. Capitalize on best practices employed by other large research libraries to ensure appropriate and various channels of communication are established to permit open and engaged dialogue on issues such as supervisory communications, new initiatives and “keeping up with the grapevine. ” Emphasis: Remain mindful of the impact of the move/change on staff. § Amenities: “phone booths, ” coffee service, kitchen, “March Madness” access § Offer Change Management workshops
Building, Grounds & Transportation § § Work with staff, Duke Facilities Management Department (FMD), Duke ADA Office, Duke Police and others to identify issues/concerns and make recommendations regarding the safety, security, appearance and accessibility of the building and grounds. Explore and make recommendations regarding the use of University transportation and/or personal vehicles, bikes, scooters, etc. Evaluate and develop recommendations for building maintenance and management services needed to ensure efficient, safe and clean building operations. Emphasis: Safety and security of staff § Be an advocate for parking and campus transportation § Seek alternate transportation (bike lockers) § Partner with Campus Security for education/outreach and to get the real facts about area crime
Pitfalls to Avoid § Ignoring rumor mills § Provide updates in every conceivable format and with appropriate frequency § Planning in isolation § Engage moving departments and staff currently in branches (for perspective) § Sudden Moves § It is never too early to start planning for a move like this
Keys to Success (so far) § Listening to concerns, ideas, viewpoints § Respecting the emotional distress associated with change § Regular communication through multiple channels § Small group meetings with staff moving § Project manager with decision-making authority § Monthly meetings of the Planning Committee to touch base, manage rumor control, get feedback