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Value Engineering: Technical Services Redesign at Oviatt Library, California State University, Northridge

Explore the transformation of Technical Services at Oviatt Library, improving workflows, saving time and resources, and enhancing user experience through innovative strategies. Discover the challenges faced, the redesign process, and remarkable results achieved.

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Value Engineering: Technical Services Redesign at Oviatt Library, California State University, Northridge

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  1. Helen Heinrich, California State University, Northridge Chair, Technical Services, Oviatt Library Value engineering: TS redesign SEAL-SCSULBMarch 8, 2013

  2. California State University, Northridge • 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

  3. Background • 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

  4. Role of Technical Services • Before • Acquisitions: • orders • payments • Cataloging: • title-by-title cataloging • “gold standard” • Materials processing / bindery

  5. Role of Technical Services • 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

  6. Role of Technical Services • Cataloging: • Apps • Ereaders • Content of ereaders • Collection shifts: • De-accessioning • Location changes • Circ changes

  7. TS Challenges • Skills • Shrinking resources • fiscal • human • Promptness of service • Morale • Respect!

  8. Point A  Point B cognitivedesigner.com

  9. Workflow Redesign: 4Rs Revise Review Reorganize Results

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

  11. Revise • 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

  12. Reorganize • 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

  13. Workflow Changes • Batch records: • SerialsSolutionsejournalsand 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

  14. Results • 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

  15. Results (cont’d) • 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)

  16. Going forward • 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

  17. Questions? Thank you! Helen Heinrich helen.heinrich@csun.edu

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