1 University of Colorado Libraries Reconsidering The Collections/TS Workflow October 16, 2006

2 Our Focus Workflow Analysis & RedesignWorkflow Analysis & Redesign Integration of ILS and Vendor SystemsIntegration of ILS and Vendor Systems Training and Animated TutorialsTraining and Animated Tutorials Product Analysis & Development for the Academic Library MarketProduct Analysis & Development for the Academic Library Market Facilitation & Strategic PlanningFacilitation & Strategic Planning Professional Seminars & WorkshopsProfessional Seminars & Workshops

3

4 Our Experience Libraries Libraries University of MichiganUniversity of Michigan Arizona State UniversityArizona State University MIT LibrariesMIT Libraries University of UtahUniversity of Utah University of MinnesotaUniversity of Minnesota Middlebury CollegeMiddlebury College Colby CollegeColby College Oberlin CollegeOberlin College University of Texas/DallasUniversity of Texas/Dallas Appalachian State UniversityAppalachian State University Cushing/Whitney Medical Library, Yale UniversityCushing/Whitney Medical Library, Yale University University of MiamiUniversity of Miami UAB, LHL of the Health SciencesUAB, LHL of the Health Sciences Denison UniversityDenison University Kenyon CollegeKenyon College University of ConnecticutUniversity of Connecticut Smithsonian InstitutionSmithsonian Institution Vendors Vendors Blackwell’sBlackwell’s Casalini LibriCasalini Libri CAVAL Collaborative SolutionsCAVAL Collaborative Solutions Common Ground PublishingCommon Ground Publishing Eastern BookEastern Book Ebook LibraryEbook Library Follett Library ResourcesFollett Library Resources HARRASSOWITZHARRASSOWITZ Innovative InterfacesInnovative Interfaces Integrated Book TechnologyIntegrated Book Technology OCLCOCLC RR BowkerRR Bowker Sage ReferenceSage Reference University of California PressUniversity of California Press XreferXrefer YBP Library ServicesYBP Library Services

5 Why Workflow Redesign?

6 Changes in Libraries Prognostications Collection Development Acquisitions/SerialsCataloging/Discovery

7 From the LITA Blog 2002 was the year of the blog2002 was the year of the blog 2003 was the year of the RSS feed2003 was the year of the RSS feed 2004 was the year of the Wiki2004 was the year of the Wiki 2005 was the year of the podcast2005 was the year of the podcast

8 TS Big Heads (January 2006) ERM ImplementationsERM Implementations Future of Cataloging/MetadataFuture of Cataloging/Metadata Casalini Enhanced Cataloging TrialCasalini Enhanced Cataloging Trial Link Resolver ImplementationsLink Resolver Implementations eBook pilot projectseBook pilot projects DigitizationDigitization Workflow/Process ReviewsWorkflow/Process Reviews (Cornell, Texas, Michigan)(Cornell, Texas, Michigan) “Hidden” Collections“Hidden” Collections Asian LanguagesAsian Languages

9 Top Tech Trends Web 2.0/Library 2.0Web 2.0/Library 2.0 Storage: Physical and DigitalStorage: Physical and Digital Blogs, Libraries and Citizen JournalistsBlogs, Libraries and Citizen Journalists E-BooksE-Books OPACs, FRBR, and Interface DesignOPACs, FRBR, and Interface Design Google Print, Scholar, and MetasearchingGoogle Print, Scholar, and Metasearching User Tagging, Automated TaggingUser Tagging, Automated Tagging Digital Rights ManagementDigital Rights Management

10 Keys to the Future? Quality learning spacesQuality learning spaces Creating metadataCreating metadata Virtual referenceVirtual reference Information literacyInformation literacy Choosing resources & managing licensesChoosing resources & managing licenses Collecting & digitizing archival materialsCollecting & digitizing archival materials Managing a digital repositoryManaging a digital repository Source: Jerry D. Campbell, “Changing a Cultural Icon: The Academic Library as a Virtual Destination” Educause Review, (January/February 2006)

11 TAIGA Forum 2006 Provocative Statement #5 “A large number of libraries will no longer have local OPACs. Instead, we will have entered a new age of data consolidation (either shared catalogs or catalogs that are integrated into discovery tools), both of our catalogs and our collections.”

12 TAIGA Forum 2006 Provocative Statement #11 “Simple aggregation of resources will not be enough. They have to be specialized for constituency use and projected into user environments (my.yahoo, e-portfolio, CMS, RSS aggregator, podcast). Workflow replaces database and website as the primary locus of attention. The library’s role is to project specialized services into research and learning workflows.”

13

14 User Expectations

15 Changing User Expectations NetGen StudentsNetGen Students Conditioned by: Amazon, Google, NetFlixConditioned by: Amazon, Google, NetFlix Undergraduates: course-centered researchUndergraduates: course-centered research Strong preference for electronicStrong preference for electronic Strong preference for full-text, multimediaStrong preference for full-text, multimedia InteractivityInteractivity Abhorrence of documentationAbhorrence of documentation 39% of college students use the library less since they began using the Internet39% of college students use the library less since they began using the Internet

16 Changing Users Peer-to-Peer file sharing, communicationPeer-to-Peer file sharing, communication Gaming trial & error approachGaming trial & error approach Zero tolerance for delayZero tolerance for delay Group learning; collaborationGroup learning; collaboration CPACPA University of Rochester “work practices” studyUniversity of Rochester “work practices” study –Dorms, frats, gyms, student union, dining halls, buses, computer center, library

17 Collection Developments RCL: Resources for College Libraries (Fall)RCL: Resources for College Libraries (Fall) WCA: WorldCat Collection Analysis (2005)WCA: WorldCat Collection Analysis (2005) OCLC: 26 million items held by 10+ librariesOCLC: 26 million items held by 10+ libraries Coordinated selection of eBooks/pBooksCoordinated selection of eBooks/pBooks Increases in A-V, media collectingIncreases in A-V, media collecting “Hidden” Special Collections and Archives“Hidden” Special Collections and Archives Blogs and other kinetic contentBlogs and other kinetic content Digital Libraries/Institutional RepositoriesDigital Libraries/Institutional Repositories Print Journal CancellationsPrint Journal Cancellations UC: 93% redundancy in Gov DocsUC: 93% redundancy in Gov Docs An “expansive” view of collectionsAn “expansive” view of collections

18 Janus Conference/CCDO RECON: Coordinate conversion of the scholarly record nationally & internationallyRECON: Coordinate conversion of the scholarly record nationally & internationally PROCON: Accelerate the transition to digital publishing—push publishers to act nowPROCON: Accelerate the transition to digital publishing—push publishers to act now CORE: Collective definition by research libraries; collect same core; different advanced materialsCORE: Collective definition by research libraries; collect same core; different advanced materials Work collectively in negotiations with publishersWork collectively in negotiations with publishers Archiving: divide responsibility for low-use print; take back responsibility from publishers for digitalArchiving: divide responsibility for low-use print; take back responsibility from publishers for digital Create and support alternative channels of scholarly communicationCreate and support alternative channels of scholarly communication

19

20

21

22

23Acquisitions/Serials More subscriptions, fewer purchasesMore subscriptions, fewer purchases More cancellations of print serialsMore cancellations of print serials ILS Web Services capabilitiesILS Web Services capabilities Role of the subscription agentRole of the subscription agent OCLC record number available in some vendor recordsOCLC record number available in some vendor records Extended consortial history at point of selection/orderExtended consortial history at point of selection/order Batch checking of orders against holdingsBatch checking of orders against holdings Ability to order eBooks from approval vendor systemsAbility to order eBooks from approval vendor systems Enhanced cataloging records from Casalini LibriEnhanced cataloging records from Casalini Libri New title alerts for facultyNew title alerts for faculty Interfaces with University accountingInterfaces with University accounting

24 Recent Developments ILS Web Services capabilitiesILS Web Services capabilities OCLC record number available in some vendor recordsOCLC record number available in some vendor records Batch checking of orders against holdingsBatch checking of orders against holdings Enabling vendor systems as OpenURL SourcesEnabling vendor systems as OpenURL Sources New title alerts for facultyNew title alerts for faculty Extended consortial history at point of selection/orderExtended consortial history at point of selection/order Group comparison/monitoring toolsGroup comparison/monitoring tools

25

26 Cataloging/Access Landscape RDA (Resource Description & Access); FRBRRDA (Resource Description & Access); FRBR OPAC: Discover or locate?OPAC: Discover or locate? Reduced emphasis on controlled vocabulary (UC System, Harvard)Reduced emphasis on controlled vocabulary (UC System, Harvard) Increased need for non-MARC metadata (MODS, Dublin Core, VRA Core, EADS, DOI)Increased need for non-MARC metadata (MODS, Dublin Core, VRA Core, EADS, DOI) “Satellite” systems for e-resource access (ERMs, A-Z lists, link resolvers, proxy servers)“Satellite” systems for e-resource access (ERMs, A-Z lists, link resolvers, proxy servers) Expansion of outsourced cataloging to Western European vendors, A-V vendorsExpansion of outsourced cataloging to Western European vendors, A-V vendors Re-envisioning user search (NCSU, Queens Library)Re-envisioning user search (NCSU, Queens Library)

27 Cataloging/Access Landscape RLG/OCLC mergerRLG/OCLC merger LC Series Authority controversyLC Series Authority controversy Cost of Authority ControlCost of Authority Control MERLIN/MOBIUS as gatewayMERLIN/MOBIUS as gateway WorldCat as gatewayWorldCat as gateway Google Book Search as gatewayGoogle Book Search as gateway Google Scholar as gatewayGoogle Scholar as gateway Federated search as gatewayFederated search as gateway Enhanced OPAC display; New Items listsEnhanced OPAC display; New Items lists

28

29

30 UC Bib Services Task Force “The current Library catalog is poorly designed for the tasks of finding, discovering, and selecting the growing set of resources available in our libraries. It is best at locating and obtaining a known item. […] We offer a fragmented set of systems to search for published information […], each with very different tools for identifying and obtaining materials. For users, these distinctions are arbitrary.”

31

32

33

34

35

36 Competitive Advantages The Library “brand” (quality assurance) Breadth & Depth of Print Collections Special Collections Metadata and Information Structure Relationships with Academic Departments Controlled vocabularies & classification Locally-produced Original Digital Content Archiving

37 UC-Boulder-FY 2006 Electronic Resources: 54% of materials budgetElectronic Resources: 54% of materials budget $600,000 in print serials cancellations$600,000 in print serials cancellations FY 2006: 36,000 monographsFY 2006: 36,000 monographs Key vacancies and recruitingKey vacancies and recruiting Blackwell’s; EBSCO(?)Blackwell’s; EBSCO(?) Millennium; III ERM; PeopleSoftMillennium; III ERM; PeopleSoft Serials Solutions; WebBridgeSerials Solutions; WebBridge Statewide Purchase PlanStatewide Purchase Plan CARL; GWLA; CDP; CLiCCARL; GWLA; CDP; CLiC Music; East Asia; Business; Engineering, etcMusic; East Asia; Business; Engineering, etc

38 Library Workflows

39 Organizational Structures Most libraries not currently organized to fill these rolesMost libraries not currently organized to fill these roles Workflows built on print modelsWorkflows built on print models New competencies neededNew competencies needed Access managementAccess management Copyright/digital rightsCopyright/digital rights XML and scripting expertiseXML and scripting expertise E-Resource Librarian model not scalableE-Resource Librarian model not scalable Need for expertise to reside in systems and processes, not just peopleNeed for expertise to reside in systems and processes, not just people New prioritiesNew priorities

40 The Library Workflow Resource IdentificationResource Identification SelectionSelection Ordering and Order TrackingOrdering and Order Tracking Receiving and PaymentReceiving and Payment Providing AccessProviding Access –Cataloging –Record Maintenance –Physical Prep

41 E-Resources Workflow Resource IdentificationResource Identification Trials / Decision TrackingTrials / Decision Tracking SelectionSelection License Evaluation / NegotiationLicense Evaluation / Negotiation Ordering and Order MaintenanceOrdering and Order Maintenance Payment / Pre-paymentPayment / Pre-payment Activation / RegistrationActivation / Registration CatalogingCataloging Holdings MaintenanceHoldings Maintenance Resource DiscoveryResource Discovery Access ManagementAccess Management Usage TrackingUsage Tracking Renewals / CancellationsRenewals / Cancellations

42 Resource Identification SearchingSearching Faculty/Patron RequestsFaculty/Patron Requests Approval Plan ProfilingApproval Plan Profiling Notification ServicesNotification Services GiftsGifts Retrospective ListsRetrospective Lists Publisher AnnouncementsPublisher Announcements Critical and Literary ReviewsCritical and Literary Reviews

43Selection Approval Book Accept/RejectApproval Book Accept/Reject Gift Selection/De-selectionGift Selection/De-selection Cancellation/Renewal of JournalsCancellation/Renewal of Journals Trials of E-Resources/Decision trackingTrials of E-Resources/Decision tracking Use of Vendor Web Databases for electronic form selectionUse of Vendor Web Databases for electronic form selection Fund Code AssignmentFund Code Assignment Format PreferenceFormat Preference Activity visible in ILS or vendor database or local tracking systemActivity visible in ILS or vendor database or local tracking system

44Ordering Duplication ControlDuplication Control Fund ManagementFund Management Order Record Visible in ILSOrder Record Visible in ILS Subscription RenewalsSubscription Renewals Electronic ordersElectronic orders Claiming, Substitutions & CancellationsClaiming, Substitutions & Cancellations License negotiation and signingLicense negotiation and signing

45 Receiving and Payment Verify receipt (match materials to invoice) and correct errorsVerify receipt (match materials to invoice) and correct errors Serials check-inSerials check-in Update library systemUpdate library system Discharge fundsDischarge funds Approve invoicesApprove invoices Make payment (university accounting)Make payment (university accounting) Sort and route materialsSort and route materials

46 Providing Access MARC recordsMARC records –Produced by library –Produced by vendor –Produced by OCLC Record MaintenanceRecord Maintenance –Create Item Records –Set and Display Holdings –Link added copies –Link added volumes Shelf PrepShelf Prep –Binding –Call Numbers and Spine Labels –Theft Detection –Ownership Stamps Electronic AccessElectronic Access –License management –Link maintenance –A-Z Lists

47 Serving the Patron Timeliness AND AccuracyTimeliness AND Accuracy Patron services rely on collections and technical services working as a whole.Patron services rely on collections and technical services working as a whole. Workflow changes should directly benefit the patron.Workflow changes should directly benefit the patron.

48 What Are Patrons Telling Us? More of them want remote access to resourcesMore of them want remote access to resources There is more and more demand for electronic resourcesThere is more and more demand for electronic resources They want simple, effective keyword searching across heterogeneous resourcesThey want simple, effective keyword searching across heterogeneous resources They want links from citations to full-textThey want links from citations to full-text They want 24-hour turnaround on ILL transactionsThey want 24-hour turnaround on ILL transactions “Don’t make me think!”“Don’t make me think!” How does this all relate to the work of Collections and Technical Services?How does this all relate to the work of Collections and Technical Services?

49 What is the T/S Workflow Telling Us? Let the workflow speakLet the workflow speak Perform a workflow auditPerform a workflow audit Establish a “big picture” withEstablish a “big picture” with –Flowcharts –Key Measures –Specific Costs What’s getting done? At what cost?What’s getting done? At what cost? What’s not getting done? At what cost?What’s not getting done? At what cost? Print vs. electronic emphasis?Print vs. electronic emphasis? Which tasks are most highly valued by library staff?Which tasks are most highly valued by library staff?

50 Our Methodology Understand the current contextUnderstand the current context Overall information environmentOverall information environment LocalLocal Identify best “possible” practicesIdentify best “possible” practices Demonstrate the benefitsDemonstrate the benefits Plan and implement changesPlan and implement changes

51 R2 Methodology Understand the current contextUnderstand the current context Identify best “possible” practices and prioritiesIdentify best “possible” practices and priorities Demonstrate the benefitsDemonstrate the benefits Adjust and implement changesAdjust and implement changes

52 R2 Workflow Principles Know your costsKnow your costs Incorporate “systems thinking”Incorporate “systems thinking” Take full advantage of existing resourcesTake full advantage of existing resources Simplify and standardize requirementsSimplify and standardize requirements Create a mainstreamCreate a mainstream Automate the mainstreamAutomate the mainstream Outsource when effectiveOutsource when effective Establish quantifiable goalsEstablish quantifiable goals Measure performanceMeasure performance Control quality via samplingControl quality via sampling Make strategic choicesMake strategic choices

53 Incorporate Systems Thinking ensure a broadly shared “big picture”ensure a broadly shared “big picture” –eliminate departmental barriers –teach people to ask “why” –teach people to know “why” –focus on interdependencies provide common/shared systems and toolsprovide common/shared systems and tools –eliminate individual solutions –view for all

54 Create a Mainstream Create a Mainstream critical mass of similar activitycritical mass of similar activity it must be easily understood and recognizableit must be easily understood and recognizable always seek to expand the mainstreamalways seek to expand the mainstream –standardize –consolidate –eliminate outdated exceptions define legitimate exceptions for manual interventiondefine legitimate exceptions for manual intervention

55 Design a Linear Process maximize value added at each stagemaximize value added at each stage complete each stage as early as possiblecomplete each stage as early as possible complete each stage before beginning the nextcomplete each stage before beginning the next establish specific requirements for each stageestablish specific requirements for each stage eliminate hubs - disallow the “expert” mentalityeliminate hubs - disallow the “expert” mentality fully document the processfully document the process train and cross-train (ensure skill redundancy)train and cross-train (ensure skill redundancy) calculate capacity and track throughputcalculate capacity and track throughput

56 Automate the Mainstream “batch” the work“batch” the work understand and fully utilize all features of ILSunderstand and fully utilize all features of ILS take advantage of vendor services and systemstake advantage of vendor services and systems use standard data transfer protocolsuse standard data transfer protocols reserve human resources for exception processing, problem solving, and special projectsreserve human resources for exception processing, problem solving, and special projects

57 Trust the Process eliminate paper, use the systemeliminate paper, use the system don’t assign blame, emphasize problem solvingdon’t assign blame, emphasize problem solving avoid manual transcription, broaden system accessavoid manual transcription, broaden system access never adopt a permanent procedure to review or to recheck ALL --- use sampling techniques to ensure accuracynever adopt a permanent procedure to review or to recheck ALL --- use sampling techniques to ensure accuracy accept 98% accuracy: “good enough” vs. perfectaccept 98% accuracy: “good enough” vs. perfect

58 Establish Quantifiable Goals inter-departmental (e.g. dock to shelf)inter-departmental (e.g. dock to shelf) echo the library’s missionecho the library’s mission emphasize service to patronemphasize service to patron speed to shelf; accuracyspeed to shelf; accuracy be specific (use numbers)be specific (use numbers)

59 Measure Performance collect Weekly Key Measurescollect Weekly Key Measures make them publicmake them public track progresstrack progress predict your workflowpredict your workflow focus on productionfocus on production reward good resultsreward good results

60 Make Strategic Choices anticipate the futureanticipate the future –short term –long term set prioritiesset priorities enable the organizationenable the organization stop doing things (so that you can)stop doing things (so that you can) start doing new thingsstart doing new things

61 R2 Methodology Understand the current practiceUnderstand the current practice Identify best “possible” practicesIdentify best “possible” practices Demonstrate the benefitsDemonstrate the benefits Adjust and implement changesAdjust and implement changes

62 Combined Benefits of Exported Order Records, PromptCat Records and Expanded Approval Plans

63 Understand your current practice collect documentscollect documents interview staffinterview staff ask questionsask questions gather your ideasgather your ideas understand local systems and toolsunderstand local systems and tools

64 Contact us

65www.ebookmap.net