V alue engineering: TS redesign SEAL-S CSULB March 8, 2013

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