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Two Libraries, One Plan:Combining and Refining Technical Services
Across Two Campuses
Living the Future 6: Wow! Where Next?April 5-8, 2006
Representing the Library Technical Services Denison-Kenyon Work Redesign
Team
Andrea PeakovicLibrary and Information
ServicesKenyon CollegeGambier, OH
Ellen P. ConradWilliam Howard Doane
LibraryDenison UniversityGranville, OH
Our Context
Both are members of the Five Colleges of Ohio consortium (plus Oberlin, Ohio Wesleyan, & College of Wooster)
Share an online catalog & joint storage facility All are members of OhioLINK
Statewide union catalog Direct, patron-initiated borrowing from any institution
Consortial purchase of 100+ databases Denison and Kenyon are similar in size, acquisitions
and technical service staffing
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”
Planning Groups
Pre-planning committee Study and brainstorm
Reengineering the Corporation (Hammer & Champy)
Planning task force Charge: To create a robust system for combined
library technical services in which the focus in on constantly evolving patron information needs, research patterns, and desires. The system must be flexible, transferable, malleable, and adaptable.
And so they did! Implementation team
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
Reading plans Web searches Conferences
Living the Future 5 Information exchange
All-staff meetings Minutes & monthly reports Email distribution list
Drafting final plan
Task Force Retreat
Two-day retreat, Roscoe Village Task Force, Directors, and Consultant
Key Outcomes 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 OhioLINK would bring about this standardization."
May 31, 1994Paul Gherman, Kenyon College
Evolution of a Vision…
Grant Proposal: “A single collection management unit…responsible for:” [paraphrased] Acquiring resources in all formats; Managing resources to maximize usefulness; Improving users’ access to resources—both physical and
virtual; Leading the Ohio5 consortial collection development
initiatives; Managing the Ohio5 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: 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
Developing Key Processes
Process Map Grant proposal
Key Work Activities Map Retreat
Work Process Model Task force
Staffing Model Implementation team
The Workflow Model
Implementation
Three member implementation team began January, 2005
Workflows refined Staff involvement integral part of workflow
refinement Frequent meetings with staff to encourage
involvement and participation in the process Combined approval plan initiated Daily delivery between Denison and Kenyon Staffing allocations and recommendations
made
Combining Workflows
Implement workflows in phases, beginning with books Largest portion of our workflow Easiest to begin with
Use YBP for major vendor Use of GOBI for all ordering Utilize PromptCat records Materials arrive shelf-ready Received and cataloged at Denison All non-YBP materials are ordered and cataloged
at Kenyon Online electronic order form developed
YBP work processes
Electronic invoicing Shelf-ready materials Change PromptCat profiles Design new property stamps Transition orders to GOBI Change shipping addresses Develop mechanisms for quality
control
Non-YBP work processes
Develop online order form Create and modify vendor accounts Train staff in invoicing and Millennium Materials non-mainstream
Foreign language and/or publishers Scores Art
Identify local cataloging practices
Lessons Learned
Details, details, details! The devil is in the details!
Property stamp Spine labels PromptCat profiles CatDate field in order records
Trial and Error Communicating while testing new processes
Time-consuming process Expect work imbalances
Staffing Model
SelectionYankee/Non-Yankee books & CD’s
A-V Media
Ordering/Receiving/FastCatYBP books, Approvals—1.5 FTE
Non-YBP books, Approvals—1 FTECD’s—0.5 FTE
A-V Media—0.5 FTEGov Docs—0.5 FTE
Gov Doc Maps—0.5 FTESerials—2 FTE
Total: 6.5 FTE
Approval Plan
CatalogingBooks & CD’s—1 FTE
A-V Media—1 FTEElectronic—1 FTE
CONStor Prep—0.5 FTEGifts & Other Projects—1 FTE
Total: 4.5 FTE
Electronic, gifts, deselection, remote storage materials
User AccessCatalog Enrichments & Enhancements—1 FTE
Coordination of Training—0.5 FTE
Total: 1.5 FTE
20%
DRAFT Staffing Model
*Please note—the FTE’s represented above are preliminary projected estimates!
Rev. 8/4/05
Total: 12.5 FTE
Staffing Recommendations
Collected staff preferences in new workflow Job positions/FTEs were not defined Staff expressed interest in multiples
areas Comparison of staff preferences and
staffing allocations in model Loose assignment of job duties
Full job descriptions forthcoming
Team Structure
Two-tiered team structure Each staff assigned to two teams
Process teams: based on the staffing model Ordering/Receiving/FastCat Cataloging User Access
Material Type Teams: based on materials streams defined in the plan Books/CDs/Gifts Electronic/Gov Docs/Serials A-V Media
Professional Staff Roles
Professional staff structured differently at Denison and Kenyon Denison: Head of Cataloging, Head of Acquisitions,
Deputy Director Kenyon: Head of Technical Services
Title change to: Head of Collection Development Focus on work processes
Professional staff positions were not included in allocations
Some direct involvement in work processes Electronic resources and original cataloging
Managing the New Combined Unit
Associate Director of Collection Services Newly created Kenyon position Manages combined unit
½ time at Denison and Kenyon Supervises Kenyon support staff
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
Reflections from Staff Retreat
Develop communication system first Keep momentum moving
Don’t sacrifice doing it right Expect things won’t go smoothly
Plan for surprises Outcomes not immediate It takes time and iterations Retreat for all TS staff early in process
More reflections…
Hire or appoint a project leader early in the process
Keep selectors and other staff apprised of changes and contacts
Be upfront about real goals, even if it means downsizing
Remember and revisit your inspiration 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/ohio5/libres/lwrtf/lwrtf.html
Bibliography
Application to the Andrew W. Mellon Foundation: Library Technical Services Work Redesign. [Grant proposal] 2003. http://www.denison.edu/collaborations/ohio5/libres/lwrtf/proposal.html
Cochrane, Lynn Scott and Christopher D. Barth. “Cooperative Work Redesign in Library Technical Services.” submitted in October 2005 for publication in Library Administration & Management.
Conrad, Ellen P. and Andrea Peakovic. “Denison University & Kenyon College Library Technical Services Work Redesign.” OVGTSL 2005 Annual Conference. 12 May 2005. http://www.denison.edu/collaborations/ohio5/libres/lwrtf/2libraries_1plan.ppt
Greever, Karen E. and Debra K. Andreadis. “Technical Services Work Redesign Across Two College Libraries.” Technical Services Quarterly. 24.2 forthcoming 2006.
Hammer, Michael. “Reengineering Work: Don’t Automate, Obliterate.” Harvard Business Review. 68.4 (1990): 104-112.
Hammer, Michael and James Champy. Reengineering the Corporation. New York: HarperCollins, 2001.
Hayes, Jan and Maureen Sullivan. Mapping the Process: Engaging Staff in Redesigning Work. [Wheeling, IL: North Suburban Library System], 2002.
Plan for Library Technical Services Work Redesign. [Final plan] 2004. http://www.denison.edu/collaborations/ohio5/libres/lwrtf/planning_report.pdf
Snyder, Monteze M. et al. Building Consensus: Conflict and Unity. Richmond, IN: Earlham Quaker Foundations of Leadership Program, 2001.
“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