Helen Heinrich, California State University, Northridge Chair, Technical Services, Oviatt Library

 Campus  36,000 students (undergraduate and graduate)  4,000 Faculty and Staff  Oviatt Library  1.4 million volumes  350,000 e-books  62,000 e-journals  120 A&I and full-text databases  Technical Services Staff  Acquisitions/Materials Processing/Bindery (6 f/t staff)  Cataloging/Database Maintenance (1.5 librarians, 9 staff)  E-Resources (1 librarian, 1 staff)  5 p/t student assistants

 Changing User Expectations (for Collections):  Single gateway  Findability and availability of materials  Rich metadata (TOC, book previews, etc.)  Online access (text and media)  Seamless citation-to-full-text transfer  Mobile interface  Tablets

 Before  Acquisitions: ▪ orders ▪ payments  Cataloging: ▪ title-by-title cataloging ▪ “gold standard”  Materials processing / bindery

 Now:  All of the above +  Provision of big (meta)data for discovery:  Batch records for owned/licensed materials  PDA administration  Access to e-resources  ERM implementation and maintenance  Maintenance of knowledgebase(s):  Link resolver (SFX)  SerialsSolutions: discovery layer, MARC service, e-packages

 Cataloging: ▪ Apps ▪ Ereaders ▪ Content of ereaders  Collection shifts: ▪ De-accessioning ▪ Location changes ▪ Circ changes

 Skills  Shrinking resources ▪ fiscal ▪ human  Promptness of service  Morale  Respect!

cognitivedesigner.com

Revise Results Reorganize Review

 Mandate from library administration  Staff interviews  Internal workflow audit  External audit: regulations, new technology  Cost analysis: ▪ Money and/or time savings in outsourcing?

 Streamline and simplify procedures  Eliminate duplication  Eliminate unnecessary tasks:  “Less work, not more people!”  Adjust quality standards to reality  Principle of “low hanging fruit”  Maximize use of staff expertise  Aim for “one-touch” handling; provide cross- training  Trust and leverage technology

 Consolidate functions  Reinforce communication  Eliminate fragmentation within the department  Trust your colleagues’ expertise  From the expectation of mistake to expectation of correctness  Abandon perfectionism  Ensure continuity of efficiencies throughout the cycle

 Batch records:  SerialsSolutions ejournals and ebooks,  Paced spending evenly throughout the year  Consolidated vendors  Implemented electronic ordering and invoicing Discontinued outdated auditing trail practices  Implemented automated copy-cataloging with WCP  Reduced claiming & filing  Simplified physical processing  Implemented shelf-ready services  Vendor authority control

 Manual transactions eliminated: 12,000 /year  Bibliographic searches eliminated: 7,000 /year  Overall savings : 3 months of FTE / year  No backlog  2 positions in DBM and Authority Control reassigned to:  New electronic resources unit (1 librarian, 1 staff)  Cataloging  1 position in Cataloging reassigned to digital collections

 Freed four positions (through attrition)  One reassigned to digital materials (new)  Others absorbed into existing ones  Reduction in student employee budget: 50%  Reduction in turnaround time from receipt to shelving: 75%  2009 CSUN Team award  2 Digital Services positions granted (IR, digital collections)

 ETD workflow  Archon implementation, EDA to MARC metadata  Walk the talk: keep the changes current  Take responsibility for continuing innovation  Make annual/bi-annual evaluations  Leverage vendors’ knowledge  Keep enthusiasm high

Thank you! Helen Heinrich