Denison University & Kenyon College Library Technical Services Work Redesign OVGTSL 2005 Annual Conference May 11 -13, 2005
Representing the Denison-Kenyon Library Technical Services Work Redesign Team Andrea Peakovic Library and Information Services Kenyon College Gambier, Ohio Ellen Conrad William Howard Doane Library Denison University Granville, Ohio
Our Context ¡ ¡ Both are members of the Five Colleges of Ohio consortium (plus Oberlin, Ohio Wesleyan, & College of Wooster) Denison, Kenyon, OWU, and Wooster share an online catalog All five college libraries share a joint storage facility All are members of Ohio. LINK *statewide union catalog of 88 academic libraries (public, private, research to community colleges) *direct patron-initiated borrowing from any institution *consortial purchase of 100+ databases
Library Profiles ¡ Denison l l 8, 400 volumes/yr 1, 200 periodicals Federal documents depository ¡ 35% selection 10 FTE’s ¡ Includes parttime and split positions ¡ Kenyon l l 6, 200 volumes/yr 1, 200 periodicals Federal documents depository ¡ 34% selection 10 FTE’s ¡ Includes parttime and split positions
Andrew W. Mellon Foundation Grant January 1, 2004 – August 15, 2005 Goal of the Project “To improve access to information resources and create value-added services for our patrons through the cooperative efforts of the libraries of Denison University and Kenyon College”
Pre-Committee & Its Charge ¡ Pre-committee: 3 Directors, 1 TS Head, 1 Cataloging Head, 1 Public Service Librarian, 1 Online Catalog Manager, 1 Paraprofessional Cataloger ¡ Background study l ¡ Created grant proposal l l ¡ ¡ Reengineering the Corporation (Hammer & Champy) Process map Case for action Vision statement Budget Plan for the Task Force Hired Project Consultant
The Task Force & Its Charge ¡ Task Force: four from Denison (2 librarians, 2 support staff) five from Kenyon (2 librarians, 3 support staff) and the consortium system manager l l ¡ Facilitator was appointed by Directors Hired consultants Charge: Create a robust system for combined library technical services in which the focus is on constantly evolving patron information needs, research patterns, and desires. The system must be flexible, transferable, malleable, and adaptable.
Objectives of the Project ¡ ¡ ¡ Apply dramatic efficiencies to 80% of what we currently purchase Streamline receipt and delivery Reallocate resources to enhance our collections so they better serve our users. Empower our technical services division to create new services and manage information in all formats Enable our users to fully realize the liberal arts in an age of electronic information.
Key Planning Processes ¡ Vision Statement ¡ Planning Assumptions and Principles ¡ Workflow Model ¡ Final Plan
Significant Task Force Activities ¡ ¡ Task Force retreat All-staff retreat Workflow evaluation by outside Consultants Background information l l l ¡ Information exchange l l l ¡ Reading plans Web searches Conferences All-staff meetings Minutes & monthly reports Email distribution list Drafting final plan
Task Force Retreat ¡ Two-day retreat, Roscoe Village l ¡ Task Force, Directors, and Consultant Key Outcomes: l l l l l Work redesign principles Planning assumptions List of questions Environmental assessment Vision—the ideal Development of initial work redesign What we need to know and learn Group agreements Timeline
Evolution of a Vision… ¡ "The organizational restructuring of the four libraries was discussed to allow for the consolidating of technical services functions. Monographs could be purchased and cataloged through a single monographic department for the four colleges. Serials might be acquired and processed through a single department. Standards for cataloging would need to be accepted by each of the four colleges, however, membership in Ohio. LINK would bring about this standardization. " May 31, 1994 Paul Gherman, Kenyon College
Evolution of a Vision… ¡ Grant Proposal: “A single collection management unit…responsible for: ” [paraphrased] l l l ¡ Acquiring resources in all formats; Managing resources to maximize usefulness; Improving users’ access to resources—both physical and virtual; Leading the Ohio 5 consortial collection development initiatives; Managing the Ohio 5 off-site storage facility; Continuously adopting, adapting and innovating ways to make research more comprehensive & efficient to use. “This unit will organize its work process around the current and future needs of our patrons, making no assumptions about existing processes, while fully embracing technological and managerial innovations in our field. ”
Vision Points from All-Staff Retreat ¡ Categories we identified: l l l l Staff and staffing issues CONSORT Catalog Service User needs/desires Use of space Technical resources (vis-à-vis use of systems Miscellaneous
Final Vision Statement ¡ ¡ ¡ BE COURAGEOUS! Act as a collaborative unit to best serve users at multiple locations Provide intellectual representation of collection as a whole Foster a culture of staff empowerment that effectively utilizes and rewards individual strengths Enable research and development capacity for entire organization Appreciate that as we combine our processes, there may be activities best implemented separately
Internal Summary
Internal Summary (cont. )
Planning Assumptions and Principles ¡ ¡ ¡ A combined collection that is greater than the individual collections 24 hour turnaround time in material movement between the two schools Staff from Denison and Kenyon will become one unit, thereby creating time to devote to managing other formats The mainstream of materials’ acquisition will be created and automated to streamline work Focuses on the typical processes within the whole system
Process Map from Grant Proposal
Key Work Activities Map
The Workflow Model
Critical Points of the Plan ¡ A combined technical service team for the two libraries that will be on the leading edge of technology and user service ¡ Work processes that are combined to enhance efficiency and allow for more flexibility to address user needs ¡ A work process that is location independent and expandable
Central Recommendations of the Plan ¡ A joint approval plan including combined selection, budget, and accounting for the two campuses ¡ Expedited delivery to ensure seamless user access of campus collections ¡ Replace paper with electronic flows wherever possible ¡ Increase the use of vendor provided services ¡ Concentrate our intellectual resources in areas that we cannot automate
Implementation ¡ Implementation Team began January, 2005 l Three member team: Denison librarian, Kenyon paraprofessional, Consortium Systems Manager ¡ Workflows refined l l ¡ ¡ ¡ Staff involvement integral part of workflow refinement Frequent meetings with staff to encourage involvement and participation in the process Location of various functions determined Combined approval plan initiated Evaluation of daily delivery between Denison and Kenyon
Words to the Wise (from the Weary : ) ¡ ¡ ¡ ¡ Define and study concept of redesign Develop group agreements for Task Force and working criteria Use consensus for decision-making Balance size of Task Force with good subject/work area coverage Open and frequent sharing of information Hire professional consultants Realize change brings about conflict and hurdles Be courageous!
“Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old. . . inventing completely new ways of accomplishing work. ” Hammer and Champy, p. 36
Stay Tuned for Updates www. denison. edu/collaborations/ohio 5 /libres/lwrtf. html
Bibliography
“Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old. . . inventing completely new ways of accomplishing work. ” Hammer and Champy, p. 36
Скачать презентацию Denison University Kenyon College Library Technical Services
f516804ba98e4ea78928ff37fabd5db3.ppt