Creating the Capacity for Change - Minitex · 2008-10-30 · Creating the Capacity for Change: Transforming Library Workflows and Organizations R2 Consulting LLC 1 R2 Consulting LLC

Creating the Capacity for Change:

Transforming Library Workflows and Organizations

R2 Consulting LLC 1

R2 Consulting LLC

MINITEX October, 2008

Rick Lugg and Matt Barnes

R2’s Focus

• Library workflow analysis and redesign• Organizational redesign• Onsite change management

R2 Consulting LLC

• Product analysis and development for the academic library market

• Accelerated Strategic Planning• Sustainable Collection Development

2

R2’s Origins

• Approval plans• Workflow support at YBP

– Electronic ordering, invoicing– GOBI, Collection Manager

R2 Consulting LLC

– GOBI, Collection Manager

• PromptCat/Vendor Cataloging/Shelf-Ready• Liaison with ILS vendors• Selection-to-shelf — removing barriers • Creating a Technical Services Division

3

R2’s Origins (2)

• 2000: Rick Lugg and Ruth Fischer• 2000: eBooks for Libraries• 2001: From Selection to Access

R2 Consulting LLC

• 2001: From Selection to Access • 2001: First workflow projects• 2002: Non-book awakening• 2002-2008: 80+ workflow projects

4

R2 ExperienceLibraries

• DePaul University• University of Illinois-Chicago• Carleton-St. Olaf Colleges• UC-Santa Cruz• UC-Riverside• University of Oxford• Portland State University• University of North Carolina

Vendors• ABC-CLIO• Blackwell Book Services• Casalini Libri• CAVAL Collaborative Solutions• Common Ground Publishing• Eastern Book Company• Ebook Library

R2 Consulting LLC 5 5

• University of North Carolina• Macalester College• University of Minnesota• University of Colorado• University of Michigan• Arizona State University• MIT Libraries• University of Utah• Minnesota State University/Mankato• University of Texas at Dallas• East Carolina University• George Washington University

• Ebook Library• Follett Library Resources• HARRASSOWITZ• Innovative Interfaces• Ingram Digital Group• OCLC• RR Bowker• Sage Reference• University of California Press• Xrefer (now Credo Reference)• YBP Library Services

R2 Principals• Rick Lugg

• MLS, Simmons College• Approval plan management (1989-1995)• ILS Liaison (1995-1998)• Designed & implemented Library TS Division

R2 Consulting LLC

• Designed & implemented Library TS Division

• Ruth Fischer• M. Ed, Penn State University• Product Manager: GOBI• Product Designer: GOBI 2• VP, Library Technical Services Division

6

R2 Personnel

• Matt BaRnes, Consultant– Vice President, Blackwell Book Services

– 7 years’ experience in academic library market

– Marketing, Activity-based costing, MBA


– Marketing, Activity-based costing, MBA

– Extensive experience with eBooks, strategic planning, financial model development

• Sally Metheany, Customer Liaison

R2 Credo

• R2 believes in libraries and their missions

• R2 believes that libraries can and must do their work more effectively

• R2 believes that libraries need to reinvent

R2 Consulting LLC

• R2 believes that libraries need to reinvent themselves to compete at Web scale

• R2 believes that libraries must strike a balance between their historical role and their evolving role

8

R2 Credo

• R2 believes that libraries must find new capacity from within their existing resources

• R2 believes that libraries must shift staff efforts from print to digital, and from

R2 Consulting LLC

efforts from print to digital, and from common to unique materials

• R2 believes that libraries exist to bring value to their host institutions and their users

• 9

R2 CredoR2 Credo

• R2 believes that every library is different, and must be managed accordingly

• R2 believes that every library can improve its performance

R2 Consulting LLC

its performance

• R2 believes that our techniques can help many libraries

• R2 believes in libraries and their missions

10

Why Workflow Redesign?

R2 Consulting LLC

Why Workflow Redesign?

The Library Environment

Changes in…• Technology

• Priorities

• Higher Education

R2 Consulting LLC

• Higher Education

• Teaching & Learning

• User Expectations

• Collection Development

• Acquisitions/Serials

• Cataloging/Discovery

• Vendor Systems & Services

Changes in Technology

R2 Consulting LLC

Changes in Technology

From the LITA Blog

• 2002 was the year of the blog

• 2003 was the year of the RSS feed

• 2004 was the year of the Wiki


• 2004 was the year of the Wiki

• 2005 was the year of the podcast

• 2006 was the year of mass digitization

• 2007 was the year of the open source ILS

Six Key Technologies (2007)

• EDUCAUSE and New Media Center• Will influence teaching, learning and research

– User-Created Content– Social Networking

R2 Consulting LLC 15

– Social Networking– Mobile Phones– Virtual Worlds– The New Scholarship & Emerging Forms of Publication– Massively Multiplayer Educational Gaming

Source: Horizon Report, 2007Source: Horizon Report, 2007

Six Key Technologies (2008)

• Time to Adoption: One Year or Less– Grassroots Video (e.g. Mogulus.com, Stickam.com)– Collaboration Webs (e.g. splashup.com, jumpcut.com)

• Time to Adoption: Two to Three Years


• Time to Adoption: Two to Three Years– Mobile Broadband– Data Mashups

• Time to Adoption: Four to Five Years– Collective Intelligence– Social Operating Systems

Source: Horizon Report, 2008

Changes in Priorities

R2 Consulting LLC

Changes in Priorities

18

• Integrate E-Resources into E-Reserves

• Copyright presentations to faculty

• Last print copy responsibilities

TS Big Heads - 2007


• OCLC “Reclamation Projects”

• Government Documents transition to digital

• Digital Libraries and Institutional Repositories

• Google Book Search/Open Content Alliance

TS Big Heads - 2008• What is the IR activity within your institution?

• Where and how is non-MARC metadata created in your organization? Integrated?

• How is your library advancing new scholarly

R2 Consulting LLC

• How is your library advancing new scholarly communication models & who is involved?

• How is your library providing access to hidden collections? Is Cataloging processing archival material?

• ERMS – are they worth it?20

• Quality Learning Spaces

• Creating Metadata

• Virtual Reference

• Information Literacy

Keys to the Future?


• Information Literacy

• Choosing Resources & Managing Licenses

• Collecting & Digitizing Archival Materials

• Managing a Digital RepositorySource: Jerry D. Campbell, “Changing a Cultural Icon: The Academic Library as a Virtual Source: Jerry D. Campbell, “Changing a Cultural Icon: The Academic Library as a Virtual Destination” Destination” EducauseEducause Review, Review, (January/February 2006) 17(January/February 2006) 17--30.30.

Library Training Needs: 2007-2010

• Web 2.0/Library 2.0 – emerging technologies• Managing budgets & seeking new funding• Marketing & promoting library services• Workforce & succession planning

R2 Consulting LLC

• Workforce & succession planning• Managing e-resources• Demonstrating the value & ROI on libraries• Library design & space planning

Source: CAVAL Training Needs Survey (2006-2007)

22

TAIGA Forum 2006

Within 5 years…

“A large number of libraries will no longer have local OPACs. Instead, we will have entered a


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.”

Fiesole Collection Development Retreat (2007)

“While in the past researchers had to build their information-gathering activities around the library’s workflows…


Libraries today must build their services around user workflows in order to survive.”

Reported by Tony Ferguson, The Charleston Report (May/June 2007)

Taiga Forum 2008

“Libraries have begun to actually trust

R2 Consulting LLC

“Libraries have begun to actually trust their users.”

[Comment from wrap-up]

25

The Library in Blackboard


“Discovery Happens Elsewhere”

• The library website is not the front door

• Connect multiple discovery environments to library fulfillment

R2 Consulting LLC

• Put library resources in the user’s workflow

• Place library resources in places which aggregate demand

SOURCE: Lorcan Dempsey, OCLC

27

Changes in Higher Education

R2 Consulting LLC

Changes in Higher Education

“Cost-Conscious Colleges”

• “…The University of Maryland system figured out how to educate 6 percent more students while cutting baseline operating costs by 3% and holding

R2 Consulting LLC

operating costs by 3% and holding average annual tuition increases to less than 2 percent.”

Source: Washington Post, 11/16/07“Cost-Conscious Colleges”, Steven Pearlstein

29


• “Anyone can now […] call up a report on how each campus, and the system as a whole, is performing on 31 measures, such as acceptance and graduation

R2 Consulting LLC

such as acceptance and graduation rates, […] and the percentage of operating expenditures going for administration and instruction.”


30


• “For the current academic year, [Chancellor] Kirwan’s big push is to require each campus to redesign one course by replacing the standard lecture format with a combination

R2 Consulting LLC

standard lecture format with a combination of computerized learning, taped lectures, individual counseling and small group discussions.”


31

Costs and Libraries

• 3,617 academic libraries in the US• Aggregate holdings: 1 billion books, serial

backfiles, and other printed materials

R2 Consulting LLC

backfiles, and other printed materials• 22.2 million printed items added in 2006• $2.4 billion on information resources• $786 million (32.75%) is for e-resources

Source: NCES Statistics 2006

32

Changes in Teaching & Learning




Changes in User Expectations

R2 Consulting LLC

Changes in User Expectations

Web 2.0/Library 2.0

“Web 2.0 is a philosophy that customers are in control.”


control.” --Dick Costolo, FeedBurner

Net Gen Students


Changing Users

• NetGen Students• Conditioned by: Amazon, Google, NetFlix• Undergraduates: course-centered research• Digital natives


• Digital natives• Strong preference for full-text, multimedia• Interactivity, visual cues, tutorials• Abhorrence of documentation• Naiveté about resource quality• 2% of users begin search from library Web site


Changing Users

• Retiring faculty• Peer-to-Peer file sharing, communication• FaceBook; iTunes• Gaming trial and error approach • Zero tolerance for delay


• Zero tolerance for delay• Group learning; collaboration• CPA


Study & Research Spaces


Library Service Models

• Undergrad Perspective– combine reference, tech support, coffee,

office supplies, circulation– Self-service is what they’ve grown up with

R2 Consulting LLC

– Self-service is what they’ve grown up with

• Librarian Perspective– Professional service, reference interview– Service is a relationship

44

The “Mommy” Desk

• When self-service fails, students want:– A universal service point, a physical Google– Unable to distinguish Circ from Ref desks– A “Mommy” – provider of all to the infant

R2 Consulting LLC

– A “Mommy” – provider of all to the infant

• Implications for the Library– Which service desks are holdovers?– Single service desk with librarians, IT,

Learning Services, Circ staff, student workers?

45

Library 2.0

• UW: Links from Wikipedia to Library’s Digital Collections

• MSU/Mankato:“Librarians on the Loose”

• GT: “Mash-up” ERM

R2 Consulting LLC

• GT: “Mash-up” ERM

• PennTags: Social Bookmarking

• UVM: New Video Resources indexed in Google

46

Changes in

Collection Development


Collection Development

Collection Developments

• An “expansive” view of collections• Collection Analysis tools

– OCLC: 26 million items held by 10+ libraries– UC: 93% redundancy in Gov Docs

• Coordinated selection of eBooks/pBooks• A-V, media collections


• A-V, media collections• “Hidden” Special Collections and Archives• Blogs and other kinetic content• Digital Libraries/Institutional Repositories• Print Journal Cancellations• Mass digitization of historical print (Google, OCA)

WorldCat Analysis


Library Dynamics


eBook selection

R2 Consulting LLC

A/V, Media Collections


Hidden Collections


http://www.clir.org/hiddencollections/index.html

Kinetic Content (1)

R2 Consulting LLC 54• 118M Blogs• 250M tagged “Citizen Media”

Kinetic Content (2)

R2 Consulting LLC 55• Over 171 gigabytes of Linux programs and documentation

IRs and Digital Libraries


Print Journal Cancellations

R2 Consulting LLC 57• JSTOR: 1,000 full-text academic journals

• MUSE: 400 titles, 100 not-for-profit publishers

Mass Digitization




Changes in Changes in



Acquisitions/SerialsAcquisitions/Serials

Acquisitions/Serials • Role of the subscription agent• Interfaces with University accounting• Batch checking of orders against holdings• More subscriptions, fewer purchases• More cancellations of print serials


• More cancellations of print serials• Extended consortial history at point of

selection/order• Ability to order eBooks from approval vendor

systems• New title alerts for faculty• Enabling vendor systems as OpenURL Sources

Acquisitions/Serials• New tasks: trials, negotiation, licensing of e-

resources• Participation in consortial deals• Acquisitions/ILL convergence (borrow or buy?)• Increase in Media orders – difficult to source


• Increase in Media orders – difficult to source• Increases in OP ordering• Increases in credit card orders• Increase in non-English language ordering• Group comparison/monitoring tools


Cataloging and DiscoveryCataloging and Discovery


Cataloging and DiscoveryCataloging and Discovery

Cataloging/Discovery• RDA (Resource Description & Access); FRBR• OPAC: Discover or locate?• 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)

• Expansion of outsourced cataloging to Western European vendors, A-V vendors

• Re-envisioning user search (NCSU, Queens Library)

Cataloging/Discovery

• RLG/OCLC merger• LC Series Authority controversy• Access Level records for Serials• Backstage and Bib Notification (OCLC)• Cost of Authority Control• The discovery gateway


• The discovery gateway– Union catalog as gateway– WorldCat as gateway– Google Book Search as gateway– Google Scholar as gateway– Metasearch/Federated search as gateway

• User-assigned subject tags• Enhanced OPAC display; New Items lists; RSS feeds

The current Library catalog is poorly designed for the tasks of finding, discovering, and selecting the growing set of


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.”

Library of Congress

“…the detailed attention we have been paying to descriptive cataloging may no longer be justified…retooled catalogers

R2 Consulting LLC

longer be justified…retooled catalogers could give more time to authority control, subject analysis [and] resource identification and evaluation.”

Deanna Marcum, Associate Librarian for Library ServicesDeanna Marcum, Associate Librarian for Library Services

Library of Congress (January 2006)Library of Congress (January 2006)

68

Working Group on the Future of Bibliographic Control

• “to examine critically the role of the catalog”• Final Report issued January 10, 2008• Five areas of recommendations:

1. Increase efficiency of bibliographic production for all libraries through sharing & maximizing use of supply


libraries through sharing & maximizing use of supply chain data (publisher, author, ONIX)

2. Transfer effort into higher-value activity, especially unique and hidden resources

Working Group on the Future of Bibliographic Control

• Five areas of recommendations (cont):3. Position our technology for the future: accept the

Web and accommodate machine-to-machine exchange

4. Incorporate evaluative and user-supplied


4. Incorporate evaluative and user-supplied information into resource description

5. Strengthen the library profession through education and measurements that will inform decision-making, now and in the future

Access Level Record for Serials

• Working Group Report: 7/24/06• “to reduce serials cataloging costs by requiring

only those elements necessary to meet FRBR user tasks…”– Find, Identify, Select, Obtain


– Find, Identify, Select, Obtain

• 14 Pilot Libraries• Average time savings: 20-25%• Implementation: November 2006• Acceptability: 83%• Recommendation: Adopt

OPAC + Faceted Browse


OPAC + Visual Results


Google Image Labeler


Google Scholar (for articles)




Google Book Search


From Google to WorldCat



And then to SkyLine


UC Melvyl WCat Local Pilot (1)








Open Library


User Tagging Supplements OPAC


User-generated cataloging


Links to Library from Wikipedia



“Hidden” Collection Discovered


R2 Consulting LLC

R2 Consulting LLC

R2 Consulting LLC


R2 Consulting LLC

Vendor Systems and Services

• ERMS(III, ExLibris, Serials Solutions, TDNet)• Federated search products (Primo, Encore, Search

360)• Knowledgebases for e-resources (SFX, Serials

Solutions, EBSCO)

R2 Consulting LLC

• Integration (ILS, Link Resolver, ERM, A-Z List)• E-Journal Management from agents (EBSCO EJM,

SwetsWise, HERMIS)• Integration of eBooks into monographs mainstream

(BBS / EBL / ebrary; YBP/netLibrary / EBL, ebrary; Coutts/Publishers)

97

Competitive Advantages

• The Library “brand” (quality assurance)• Breadth and depth of print collections• Special Collections• Metadata and information structure

R2 Consulting LLC

• Metadata and information structure• Relationships with academic departments• Controlled vocabularies and classification• Locally-produced unique digital content• Archiving

98

Library Workflows

R2 Consulting LLC

Traditional Print Workflow

• Resource Identification

• Selection

• Ordering and Order Maintenance

R2 Consulting LLC

• Receiving and Payment

• Providing Access– Cataloging– Holdings Maintenance– Physical Prep

Traditional Print Workflow

• Renewal/Cancellation

• Transfers

• Withdrawals

R2 Consulting LLC

• Offsite Storage

• Archiving

• Digitization

• Discard/Donate/Book Sale

E-Resources Workflow• Resource Identification• Trials / Decision Tracking• Selection• License Evaluation / Negotiation• Ordering and Order Maintenance• Payment / Pre-payment

R2 Consulting LLC

• Payment / Pre-payment• Activation / Registration• Cataloging• Holdings Maintenance• Resource Discovery• Access Management• Usage Tracking• Renewals / Cancellations

Institutional Repository Workflow

• Solicit or Identify Content• Manage copyright issues• Convert content to digital form (if needed)

R2 Consulting LLC

• Ingest content• Metadata – import or create• Additional access – OAI harvestable, etc.• Review for retention

103

Resource IdentificationPrint Books and Journals/eJournals/DatabaseseBook Collections/Data sets/Non-Book Media

Government Documents

• Approval Plan Profiling• Notification Services


• Faculty/Patron Requests• Gifts• Publisher Announcements• Critical and Literary Reviews• GPO Selection Lists• Searching Commercial Databases

Selection• More to evaluate for electronic:

– Content/interface/integration/license/installed platform ?

• Cancellation/Renewal• Usage data• Trials and Decision Tracking• Approval books – virtual returns?

R2 Consulting LLC

• Approval books – virtual returns?• Gift selection/de-selection• Fund code assignment• Format preference• Activity visible in ILS, vendor database, or local

tracking system?

105

OrderingOrdering

• License negotiation and signing

• Searching

• Duplication control --- policies

• Fund management


• Fund management

• Order record visible?

• For electronic, order = payment

• Electronic orders

• Claiming and cancellations

Receiving and Payment• Verify receipt /check-in

(match materials to invoice and correct errors)

• Activate / Register e-resources• Update library system; discharge funds• Sort and route materials


• Verify annual invoices• EDI invoice loads• Authorize payment• Pass invoice data from ILS to enterprise

accounting system• Notify Cataloging

Cataloging• In-house cataloging• Third-party records

• OCLC; MARCIVE; Serials Solutions MARC

• Record Loads (and catalog clean-up)• Cataloging Policies

108

• Cataloging Policies• Single or multiple record approach• Local schemas and customization• Good enough?• Linked to patron behavior?

• Record and Catalog Maintenance• URL in bib record• Coverage data and notes• URL in the holding record?

Shelf-Preparation

• What to bind?• Bindery management

• Pull slips• Missing issues• Quality control


• Quality control• Cycle times

• Call numbers and spine labels• Theft detection• Date and ownership stamps• Variation by location

Electronic Access

• Access policies --- how many paths to support?

• License management • Link maintenance


• Link maintenance• A-Z Lists; Subject Lists• Knowledgebase management• Proxy server updates• Troubleshooting

TS and Other Workflows

• Circulation • ILL and Document Delivery• Reserves• Government Documents


• Government Documents• Reference• Special Collections and Archives • Systems and IT• Vendors and Agents

New Tasks• Electronic Resource Management Systems

• Resource records• License records• Contact records

• Knowledgebase maintenance


• Knowledgebase maintenance• For MARC record services• For link resolver

• Link Maintenance• Access Trouble-Shooting• Usage statistics – obtain & analyze• Course management systems

Tracking E-R Trouble


Serving the User

• Timeliness AND Accuracy

• User services rely on collections and technical services working as a


technical services working as a whole.

• Workflow changes should directly benefit the patron.

Workflow Analysis:R2 Approach

R2 Consulting LLC

R2 Approach

Five Steps of Workflow RedesignFive Steps of Workflow Redesign

1. Understand the current environment

2. Identify best “possible” practices

3. Demonstrate the benefits

R2 Consulting LLC

3. Demonstrate the benefits

4. Enable the organization

5. Adjust and implement changes

Understand the Current Understand the Current EnvironmentEnvironment

R2 Consulting LLC

EnvironmentEnvironment

Gather Information

• Collect documents and data • Interview staff individually• Organizational structure• System and vendor capabilities

R2 Consulting LLC

• Branch library and consortial dependencies• Relationships with faculty/patrons/campus admin• Physical environment• Organizational culture• Strategic plan

Involve All Staff• Be clear on the mission of your

department

• Be clear about how each job is designed to meet that mission


• Identify the favorite and least favorite aspects of each job

• Ask staff for ideas about how processing can be improved --- no one knows the job better than the person doing it.

Time and Task Audits• Identify each task• Calculate how many of each task is accomplished in

what amount of time• Calculate comparative degree of difficulty • Collect time/task sheets anonymously


• Ask staff to prioritize tasks in order of importance• Ask why each task is performed• Identify duplication of tasks• Identify situations when it is more cost effective to let

some things slide• Identify policies that inhibit efficiencies

Other Tools

• ILS data• Manual tallies

• Vendor supplied data


• Task and time audits (job inventories)

• Comparison of processing methodologies

• Among those staff performing the same tasks, what are the differences in approach?

• How do other libraries do it?

Describe Current Practice• Include details (numbers)

– Daily; weekly; monthly throughput– Priorities– Size of backlog; Oldest date; Rate per hour

• Beware of hubs


• Beware of hubs– “refer problem books to Sally”– “check with supervisor if …”

• Beware of loop backs and bottlenecks

• Beware of judgment calls

• Beware of over simplification

Selection, Search & OrderSelection, Search & Order

Title Title IdentificationIdentification

SelectionSelection

Revision of SearchingRevision of Searching

Vendor AssignmentVendor Assignment

R2 Consulting LLC

PrePre--SearchingSearching

SearchingSearching

Vendor AssignmentVendor Assignment

Encumbrance ControlEncumbrance Control

Order ReleaseOrder Release

124

Title Identification Title Identification and Selectionand Selection

PrePre--Order Order SearchingSearching

125

Identify Hidden Identify Hidden

Costs:Costs:

Book OrderingBook Ordering

MTVC

GelmanStacks

Patron Requests

Reference

SEARR

VCLReplacements

Faculty Requests

Reserves SPEC

Gelman

MTVC

VCL

SEARR

Patron and FacultyRequests Requests Reserves

Replacements

Reference

Media Lab

Activity Level thru Receipt (all units) 2000-2001

80000

100000

120000

Annual Activity (all units)Annual Activity (all units)

0

20000

40000

60000

Titles Considered Titles Selected Titles Ordered Units Received

What is the Workflow Telling Us?What is the Workflow Telling Us?• Let the workflow speak

• Perform a workflow audit• Establish a “big picture” with

– Flowcharts – Key Measures– Specific Costs


• What’s getting done? At what cost?

• What’s not getting done? At what cost?

• What are the Library’s priorities?

What is the Workflow Telling Us?What is the Workflow Telling Us?

• What constitutes the mainstream?

• Where are the primary exceptions?

• Print vs. Electronic emphasis?


• Unique vs. common emphasis

• Which tasks/results are most highly valued by users?

• Which tasks/results are most highly valued by library staff?

What is the Workflow Telling Us?What is the Workflow Telling Us?

Where might we find or create additional capacity by changing what we do and


capacity by changing what we do and how we do it?

Identify Best “Possible” PracticesIdentify Best “Possible” Practices

R2 Consulting LLC

R2 Workflow Principles• Know your costs• Incorporate “systems thinking”• Simplify and standardize requirements• Create a mainstream• Automate the mainstream

R2 Consulting LLC

• Automate the mainstream• Take full advantage of existing resources• Outsource sometimes• Establish quantifiable goals• Measure performance• Control quality via sampling • Make strategic choices

Jane Ouderkirk’s Drift Down Theory

• No librarian should do a job that a paraprofessional can do

• No paraprofessional should do a job that a

R2 Consulting LLC

• No paraprofessional should do a job that a clerical staff member can do

• No clerical staff member should do a job that a student can do

• No human being should do a job that a machine can do

Direct and Indirect Costs

Direct Costs

• Wages and fringe benefits

• If the salary of an original cataloger = $55K per year and the fringe rate is


$55K per year and the fringe rate is 39.9% then annual direct personnel costs = $76,945

• If the annual production is between 1,500 and 2,000, the direct cost per record created is between $38.40 and $51.30.

Direct and Indirect Costs

Indirect Costs

• HVAC, Water, Electricity

• Office space and facilities maintenance


• Administrative/Clerical and IT support

• Depreciation – Equipment, Furnishings, and Building

• A low estimate of indirect costs is 35% above direct costs

Total Cost of Original Cataloging

If the direct cost of an original cataloger = $76,945 and the indirect cost rate is 35%, the total cost is $103,876.


If the annual production is between 1,500 and 2,000, the total cost per record created is between $51.94 and $69.25..

Other Technical Services Functions

• Technical Services always include acquisitions and cataloging functions

• Functions that may (or not) be included:• Shelf preparation, ILL, Circulation,


• Shelf preparation, ILL, Circulation, Preservation, Stacks Management

• Costs for all TS functions can be determined the same way as the original cataloging function

Cost Comparisons with Competition

• Outsource some – or all – Technical Services functions?

• When comparing the cost of in-house


• When comparing the cost of in-house processing to the cost of outsourcing, remember to include indirect costs of outsourcing – handling, postage, quality control, account management

Cost vs. Value

• Cost and value are not equivalent attributes

• Value is a subjective perception

• Identify “added value” categories


• Identify “added value” categories• Quality of product, knowledge of clientele, needs,

subject/language expertise, organizational history

“A cynic is a man who knows the price of everything and the value of nothing.”Oscar Wilde

Incorporate Systems Thinking

• Ensure a broadly shared “big picture”

– eliminate departmental barriers– teach people to ask “why”– teach people to know “why”– focus on interdependencies


– focus on interdependencies

• Provide common/shared systems and tools

– eliminate individual solutions – view for all

Simplify and Standardize

• Minimize high cost local practice

• Eliminate hubs - disallow the “expert” mentality

• Eliminate low-value tasks at every step in the workflow Selection


workflow Selection

PurchasingReceiving / Check-inCatalogingShelf prep

Create a Mainstream

• Critical mass of similar activity • It must be easily understood and recognizable• Always seek to expand the mainstream

– standardize


– consolidate– eliminate outdated exceptions

• Define legitimate exceptions for manual intervention

Design a Linear Process

• Maximize value added at each stage

• Complete each stage as early as possible

• Complete each stage before beginning the next

• Establish specific requirements for each stage


• Establish specific requirements for each stage

• Eliminate hubs - disallow the “expert” mentality

• Fully document the process

• Train and cross-train (ensure skill redundancy)

• Calculate capacity and track throughput

Automate the Mainstream

• “Batch” the work

• Understand and fully utilize all features of ILS

• Take advantage of vendor services and systems


• Take advantage of vendor services and systems

• Use standard data transfer protocols

• Reserve human resources for exception processing, problem solving, and special projects

Trust the Process

• Eliminate paper, use the system• Don’t assign blame, emphasize problem solving• Avoid manual transcription, broaden system

access


• Never adopt a permanent procedure to review or to recheck ALL --- use sampling techniques to ensure accuracy

• Accept 98% accuracy: “good enough” vs. perfect

Establish Quantifiable Goals

• Inter-departmental (e.g. dock to shelf)

• Echo the library’s mission

• Emphasize service to patron


• Emphasize service to patron

• Speed to shelf; accuracy

• Be specific (use numbers)

Measure Performance

• Collect Weekly Key Measures

• Make them public

• Track progress


• Predict your workflow

• Focus on production

• Reward good results

Make Strategic Choices

• Anticipate the future– short term– long term

• Set priorities


• Set priorities

• Enable the organization

• Stop doing things (so that you can)

• Start doing new things

Jim Collins on Saying “No”

“Enduring great institutions […] separate core values and fundamental purpose (which should never change) from mere operating practices, cultural norms and business strategies (which adapt endlessly to a changing world). Remaining


adapt endlessly to a changing world). Remaining true to your core values […] means, above all, rigorous clarity not just about what to do, but equally, what to not do.”

Jim Collins, “Good to Great and the Social Sectors”

ISBN: 978-0-9773264-0-2

Examples of R2 Recommendations

• Adopt Standard Cataloging Practice– Stop editing LC and 090 copy– Accept duplicate call numbers– Use PromptCat– Outsource authority control

• Establish Production Benchmarks– Timeliness


– Timeliness– Productivity– Quality– Patron experience– Catalog to the level needed

• Eliminate low-value tasks• Stop accepting gift books; Eliminate book plates

New Performance Measures

• Workflow related

• What’s not getting done

• Quality of output


• Timeframes– Selection to order– Order to receipt– Receipt to shelf

• Impact on the patron

Sample Benchmarks

• Selection– 9% of materials budget encumbered each month

• Ordering– Orders placed within 24 hours of receipt in Acq

• Receiving– Same day


– Same day

• Copy Cataloging– 5 per hour

• Original Cataloging– 1 per hour

• Shelf preparation– Keep in-house costs below $2 per piece

• Dock to shelf – 5 days

New Performance Measures

task# in

queueoldest date

rate per/hour; per/day

What’s the What’s the What’s the What’s the effect on the effect on the effect on the effect on the

patron?patron?patron?patron?Selection

Licensing

Cataloging Non-English Books


Cataloging Non-English Books

Cataloging Non-Books

Gifts

Database Maintenance

Authority Control

E-Journal Activation

Print Cancellations

Examples of R2 Recommendations

• Consolidate purchasing• Minimize credit card purchases• Use vendor account structure to segregate materials• Eliminate paper notification slips• Eliminate manual pre-order searching• Stop writing order number and fund code on invoices• Combine receiving, copy cataloging, and labeling into a single


• Combine receiving, copy cataloging, and labeling into a single workflow step

• Reduce check-in and binding of print serials• Streamline new book shelf procedures• Stop signing paper POs and invoices• Implement sampling routines --- publicize level of quality• Upgrade the tasks performed by students• Eliminate redundant check-in in branch libraries

Demonstrate the Benefits

R2 Consulting LLC

Demonstrate the Benefits

Demonstrate the Benefits• Eliminate 7,000+ OCLC downloads • Eliminate item-by-item fund assignment and checking 4-5,000 items• Eliminate manual tallies of fund balances• Eliminate keying of 7,000 PO lines• Eliminate printing, bursting, mailing 10,000 paper POs• Eliminate keying of 7,000 invoice lines for monographs• Eliminate keying of 2,400 invoice lines for serials


• Eliminate keying of 2,400 invoice lines for serials• Eliminate creation of 7,000 item records• Eliminate keying of 12,600+ invoice lines (in Accounts Payable)• Eliminate copy cataloging for 5,600+ titles• Eliminate keying of 505 Contents notes for 2,000+ titles• Eliminates full marking/shelf prep for 5,600 titles; all but spine labels

for and additional 1,400 titles

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

50,000

60,000

70,000

80,000

90,000

current

proposed

159

0

10,000

20,000

30,000

40,000

AP B

ooks

AP S

lips

Sele

ction

Req

uests

iii Sea

rche

s O

CLC S

earc

hes

OCLC

Dow

nload

s

PO It

ems

Invo

ices

Invo

ice L

ines

Workflows and Strategy

• Workflow analysis and redesign; organizational structure; space planning

• Finding or creating new capacity

R2 Consulting LLC

• Operational dimension: Streamline to create capacity for new initiatives

• Strategic dimension: adapting the organization to compete

160

Strategic Benefits• Time freed for new initiatives• Reduced or eliminated backlogs• Improved relationships with academic departments• Improved relationship with Accounting Office• Improved relationship with Development Office• Improved relationships with Consortial Partners


• Improved relationships with Consortial Partners• Future orientation• Rational and defensible decision making• Organizational, rather than personal priorities• Informed and autonomous workforce• Increased involvement in teaching & learning

missions and in scholarly communication• Better user service!

Comparative TimelinesComparative Timelines

162

Enable the OrganizationEnable the Organization

R2 Consulting LLC

Enable the OrganizationEnable the Organization

Common Workflow Issues

• Overemphasis on print; misallocated staffing• Lack of a mainstream (culture of exceptions) • Limited understanding of costs• Uncontrolled gifts and endowment funds• Underutilization of ILS and other automation

R2 Consulting LLC

• Underutilization of ILS and other automation capabilities

• Underutilization of vendor/agent services• Limited view of quality• E-Resources processes still evolving

164

Common Organizational Issues

• Staffing models tilted toward print• E-Resources Management: too consolidated• E-Resources Management: too dispersed• Time for selection declining

R2 Consulting LLC

• Metadata standards & production outside of TS• Outdated or non-existent policies• Fantasy that “we can do it all” leads to

unwillingness to make choices• Lack of urgency and availability in TS

165


• No shared vision of the future

• Faculty/staff divides; tenure requirements

• AARP effect; little succession planning

• Fixed staff size; hard to hire Acquisitions librarians


• Fixed staff size; hard to hire Acquisitions librarians

• Sense of victimhood (we’re poor; nobody loves us)

• Lack of awareness; inadequate communication“I don’t even know what the IR is!”

• Love of print; print oriented faculty; print won’t go away (inability to successfully challenge faculty)


• Being “stuck”; unwillingness to promote next generation of librarians

• Difficult personalities unchecked; culture of non-confrontational management

R2 Consulting LLC

• Lack of project management skills• How to move from “project to production”• Digital Initiatives driven out of IT• Branch-centric thinking• Libraries are still competing with each other

167


• Backlogs

• Wrong skill sets; steep learning curve

• Local system weaknesses or lack of IT support

R2 Consulting LLC

• Hiring problems

• Timing problems; schedules; holidays; sabbaticals

• Institutional comfort with backlogs

• Traditional College or University requirements

The Value of the Library: Four Truths

1. Libraries exist as parts of larger systems.2. Libraries need host systems more than host

systems need libraries.3. Libraries receive resources and continuing

legitimacy from host systems in return for

R2 Consulting LLC

legitimacy from host systems in return for creating value for them.

4. Value is not about the library but about its host system.

Source: Eleanor Jo Rodger, “What’s a Library Worth?”

American Libraries (September 2007)

169

Creating Value for Host Systems

• “Librarians must understand their host systems;

• they must understand the source of their claim to being a legitimate part of that

R2 Consulting LLC

claim to being a legitimate part of that system;

• and they must do their work well so the system is better because they are there.”

Source: Eleanor Jo Rodger, “What’s a Library Worth?”

American Libraries (September 2007)

170

Enable the Organization

• No librarian should do a job that a paraprofessional can do

• Not paraprofessional should do a job that a clerical staff member can do


a clerical staff member can do

• No clerical staff member should do a job that a student can do

• No human being should do a job that a machine can do


• Treat every open position as an opportunity• New competencies needed

• ERMS implementation experience• Access management• Copyright/digital rights• XML and scripting expertise

R2 Consulting LLC

• XML and scripting expertise• Non-MARC metadata standards• Digitization and digital preservation• Project management

• Need for expertise to reside in systems and processes, not just people

172

Enable the Organization• Focus on developing a new vision --- be specific ---

establish clear priorities

• Re-draft the org chart from the bottom up

• Challenge staff to step up to new tasks—support them with training

R2 Consulting LLC

• Identify staff (and management) that are best equipped for change, and move them to the positions that will require the most

• Hire and promote non-MLS managers

• Clarify expectations --- even for professional and problem employees

173


• Eliminate the expert orientation to problem solving

• Mainstream Digital/Electronic Content (starve print)

• Educate faculty and university administration

R2 Consulting LLC

• Cooperate with other libraries (regionally and nationally)

• Be bold. Make the organizational changes dramatic enough to communicate the full magnitude of what you hope to accomplish

174

Sample Org Recommendations

• Names can matter: refocus around users• Discovery Systems• Information Literacy• Data Integrity

R2 Consulting LLC

• Learning Resources: Electronic• Sustainable Collections

• Proportions can matter• 50% of materials budget: e-resources• 10,000 monographs: how many people?

175

Sample Org Recommendations• Realign library with teaching & learning

mission of the university• Consider adoption of individual

performance standards

R2 Consulting LLC

performance standards• Develop a succession plan

• Identify candidates• Formal management training program• Pair candidates with management mentor

• Implement a job skills mentoring program

176

Director

AD, ACTS

Cataloging & Metadata

Financial Services Human Resources Grants/Development Acting AD, Collections & Research

Ref/Instruction/Gov Pubs

Asst. to Director

Current Structure- Functional View

R2 Consulting LLC

Cataloging & Metadata

Library Systems

Periodicals

Circulation/Sheliving/ILL

Archives & Special Collections

Pubs

Reserves/Media

Bibliographers

Mono Acquisitions

E-Resources/Serials

Team-Based Structure 1.0 –Functional ViewDirector

Digital Discovery

ERMS

Learning Resources/Content

Selection

Learning Environments

IT infrastructure

Research Services

Information Literacy

Physical Collections

Acquisitions

Special Projects

Alliance Digital Repository

Asst. to Director Financial Services

Human Resources Grants & Development

R2 Consulting LLC

ERMS

Metadata/Description

Serials Solutions

Access Troubleshooting

Selection

ILL

Government Documents


De-Selection/PASCAL

IT infrastructure

Web Team

Digitization

Institutional Repository

Learning Commons

Information Literacy

Customized research support

Enhanced resource access

Government Information

Acquisitions

Cataloging

Processing

Circulation

Stacks Maintenance

Reserves/Media

Repository

Scholarly Communication

Copyright Education

Team-Based Structure 2.0 – Functional View

Director

Learning Resources: Electronic

Learning Resources: Print Discovery Systems Data Integrity Information Literacy Information Delivery Scholarly

Communication

Asst. to Director Financial Services

Human Resources Grants/Development

R2 Consulting LLC

Trials/Selection

Licensing

Acquisition

Description

Access

Selection

Acquisition

Description

De-Selection/Storage


[Digital Initiatives]

Network Support

Workstation/Desktop Support

MillenniumERMS

Web Services

Next Generation Catalog

Cataloging/ Metadata Standards

Original Cataloging

Batch Processing

Authority Control

Quality Control

Research and Reference

Instruction

Curriculum Support

Distance Education

User Service R&D

Circulation

ILL

Stacks Maintenance

Reserves/Media

Scanning/Digitization

Alliance Digital Repository

Copyright Education

Creating CapacityCreating Capacity

R2 Consulting LLC

Creating CapacityCreating Capacity

TS Workload DriversTS Workload Drivers

• E-Journals, eBooks and Databases• Automated Retrieval Centers (location)• Building additions/renovations (shifting) • Large-scale cancellations of print serials

R2 Consulting LLC

• Reduction of print reference collections• Collection analysis and weeding• Transfers and withdrawals• Digitization (ETDs, Special Collections, IR)• Non-MARC Metadata

181

Project Objectives• Reduce time spent on print • Create capacity for e-resources management• Create capacity for Special Collections cataloging• Reduce or eliminate backlogs • Rationalize branch library workflows• Restructure organization to support e-resources and

R2 Consulting LLC

• Restructure organization to support e-resources and digital initiatives

• Position Libraries for growth without expansion of staff• Investigate cooperative collection development and

technical services• Advise on disposition of open positions

182

Common Workflow Issues• Overemphasis on print• Lack of a mainstream (culture of exceptions) • Limited understanding of costs• Uncontrolled gifts and endowment funds• Underutilization of ILS and other automation

R2 Consulting LLC

• Underutilization of ILS and other automation capabilities

• Underutilization of vendor/agent services• Misallocated staffing• Limited view of quality• Staff values overrule patron preferences

183

Common IroniesCommon Ironies

• Many old items must be cataloged to move to storage

• Shared approval plans can disrupt benefits of consolidation, automation and batch processing

• It’s easier and temporarily cheaper to store than to weed

R2 Consulting LLC

weed

• Withdrawals and transfers increase print workloads

• Print serials cancellations initially create more print-related work—holdings maintenance, etc.

• Gifts can be more labor-intensive than purchase

184

Capacity and Strategy

• “If you don’t stay focused on the mission, you drift into activity that is wasted.” –Gen. Wayne Downing

• Work to the mission (of the host system)• “Purposeful Abandonment”: Strategy means

R2 Consulting LLC

• “Purposeful Abandonment”: Strategy means saying no

• Get the important calls right• “The necessary outcome of strategic planning

is not analytical insight but resolve.” --David Maister, in “Strategy and the Fat Smoker”

185

Strategy & Policy Recommendations

• Create a next generation discovery strategy

• Increase library presence in course management systems

R2 Consulting LLC

management systems• Mainstream the institutional repository • Helpdesk for Technical Services• Create a documentation wiki

186

Strategy & Policy Recommendations

• Reduce the print reference collection• Reconsider FDLP participation; reinvent

GovDocs as an instructional entity• Adopt a rules-based approach to weeding

R2 Consulting LLC

• Adopt a rules-based approach to weeding• Coordinate last-copy responsibility• Consolidate around a single e-resources

knowledgebase• Consider purchase on demand

187

Creating Capacity in Library Creating Capacity in Library DepartmentsDepartments

R2 Consulting LLC

DepartmentsDepartments

Workflow Issues in CD• Focus on item-by-item selection --- belief in this process• Underutilization of approval plans• Paper-based selection• Love of print; conservative faculty• Mistrust of Acquisitions --- shadow systems• Fear of Shelf-ready --- high returns

R2 Consulting LLC

• Fear of Shelf-ready --- high returns• Less than 20% of “selector” time spent on CD • Lack of awareness about non-print initiatives• Serials cancellations projects --- time• Selection “peaks and valleys” • Uncertainty about fund balances • Lack of familiarity with ILS, particularly the Acq module

189

How to Increase Capacity in CD

• Expanded reliance on approval plans --- move away from item-by-item decisions

• Virtual review shelf• Single approval fund• Simplified fund structures• Establish interdisciplinary funds

R2 Consulting LLC

• Establish interdisciplinary funds• Revisit allocation formulas• Reduce the budget for print• Use the materials budget for access tools and

services • Rules-based cancellation of print serials; withdrawals • Benchmarks for selection (9% per month)

190

CD --- Capacity for What?• Expanded definition of collections• Collection analysis

• Gap and overlap studies• ER usage • ILL requests• Circ data• Resource sharing opportunities

R2 Consulting LLC

• Resource sharing opportunities

• Integration of eBooks (investigate cool eBooks)• Selection of blogs; free web resources• Faculty outreach • Instruction• Pushing content to users; course management systems• Identify and analyze content for the IR

191

Workflow Issues in Acquisitions• Item-by-item search and order

(printing out electronic selections)

• Lack of consolidation• Local duplication control• Lack of certainty

• Underutilized batch processes• Significant increase in multi-media – how to source?

R2 Consulting LLC

• Significant increase in multi-media – how to source?• Inadequate follow-up on orders; poor communication

w/ bibs• Seasonal order spikes• Branch redundancies (check-in again)• Confusion about standing vs firm order• Voucher/reconciliation w/University Accounting• Outdated ideas 192

How to Increase Capacity in Acq

• Consolidate purchasing• Implement electronic selection/batch order

creation/electronic invoicing• Implement an electronic interface with

University Accounting

R2 Consulting LLC

University Accounting• Stop signing things; stop saving paper• Understand vendor service options

• Invoice sort• Fund code printed on packing slip• # of bib slips

193

Acquisitions --- Capacity for What?

• Non-mainstream orders (OP, video, foreign)• Claiming• Proactive electronic resources/URL maintenance• Copy cataloging• Collecting usage data

R2 Consulting LLC

• Collecting usage data• ERMS maintenance

• Contact records• License records (?)

• Scanning for digitization• Searching/discarding gifts• Catalog maintenance (holdings)

194

Workflow Issues in Print Serials

• Missing issues• Maintenance of check-in records• Confusion with e• Renewal invoice always requires title review

R2 Consulting LLC

• Renewal invoice always requires title review• Freebies/Samples• Student labor problems• Where do SOs belong?• How about electronic SOs?

195

How to Increase Capacity in P Serials

• Cancel more print – make it rules-based• Reduce check-in; claiming; binding• Bind incomplete • Discard if digital archive is available

R2 Consulting LLC

• Discard if digital archive is available• Employ students• Throw out the freebies• Share “last-copy” responsibility

196

Print Serials - Capacity for What?

• Electronic resources maintenance• Withdrawals; transfers to storage• Add print holdings to knowledgebase of link

resolver

R2 Consulting LLC

resolver• Scanning for digitization• Serials expertise for Special Collections

197

Workflow Issues in CatalogingWorkflow Issues in Cataloging

• Backlogs• Seeking perfection – 100% review--fear of errors• Lack of systematic quality control• Lack of expertise for non-book, non-English• Authority control – first time headings, etc.

R2 Consulting LLC

• Authority control – first time headings, etc.• Single record for p/e/microform-high maintenance• ROI (Return on Investment) – cataloging practice

and rules vs. user behavior• How to balance efficiency with PCC responsibility

198

How to Increase Cataloging Capacity

• Use available copy, including PromptCat, MARCIVE and other third-party records

• Pressure vendors for records (A-V, Asian, scores)• Batch approach to backlogs (e.g., Marcadia)• Adopt a perspective of “good enough”• Push tasks down to lowest competent level

R2 Consulting LLC

• Push tasks down to lowest competent level• Catalog only to the level necessary• Accept duplicate call numbers• Adopt non-MARC standards (e.g., VRA Core) • Stop 100% review; substitute sampling• Impose productivity quotas

199

Cataloging - Capacity for What?

• Backlog reduction• Special Collections• Archives• Government Documents• Retrospective conversion (sparingly!)


• Retrospective conversion (sparingly!)• Digital Resources• Create metadata standards• Apply non-MARC metadata

(Dublin Core, EAD, MODS/METS)

Workflow Issues in eResources

• Understaffing -- not seen as mainstream• Few defined workflows or best practices• Expertise is difficult to distribute

– License interpretation– Price negotiation—”package” variations


– Consortial deals

• Artificial divide between databases and e-journals – separate lists, updates

• Where do eBooks and eSeries fit?• Multiple access paths to maintain • Third-party services still evolving

How to Increase Capacity in E-R

• Optimize third-party support (Serials Solutions, TDNet, Agents, ILS, ERMS)

• “Starve” print for staff; “feed” e-resources• Rationalize/synchronize access paths• Use separate records for print & electronic

R2 Consulting LLC

• Use separate records for print & electronic• Implement an ERMS (to clarify workflow and

increase staff participation)• Redefine E-Resources as the mainstream—

prioritize it!

202

E-Resources—Capacity for What?

• Still more electronic content• Timelier, more reliable user access to valued

content• Scanning licenses

R2 Consulting LLC

• Scanning licenses• Develop “push” or alerting capabilities• Collecting and analyzing usage statistics

203

Workflow Issues in Weeding & Offsite Storage

• Lack of priority• Uncovering previous errors• Lack of batch process support• Collecting for the ages

R2 Consulting LLC

• Collecting for the ages• Edition matching• Special cases: Reference, GovDocs,

Media, Maps• Unglamorous

204

How to Increase Weeding Capacity

• Make it a priority – space, sustainability• Carrying Capacity• Circ stats; Shelf-time period• Rules-based approach

R2 Consulting LLC

• Rules-based approach• Set numerical targets• “Disapproval plan”• Build into ongoing routines: De-

Selection Unit, Collection Analysis205

Weeding—Capacity for What?

• Collaborative study spaces• Learning Commons• Writing centers

R2 Consulting LLC

• Additional user space• Coffee shops• Swimming pools, movie stars…

206

Workflow Issues in Special Collections and Archives

• Massive cataloging backlogs for unique material• Inadequate subject expertise for original cataloging• Insufficient space—climate control issues• Security concerns—material can’t be moved• Significant non-book collections


• Significant non-book collections– Manuscripts; pamphlets– Photos; multi-media; sound recordings

• Potential overlap with Archives and Inst. Repository• Lack of systematic workflow controls (status, inventory)• Lack of integration with curriculum• No constituency for some collections

How to Increase Capacity in Special Collections

• Collection Development Policy• If not, sell, trade or discard items• Recognize different cataloging needs

– Copy catalog when copy is available

R2 Consulting LLC

– Copy catalog when copy is available– Create a “not-so-rare” category – Rare book cataloging only when appropriate

• Use collection-level records in OPAC• Emphasize Web-based finding aids--EAD

208

Special Collections & Archives—Capacity for What?

• Increased digitization– Books– Manuscripts– Photos– Maps

R2 Consulting LLC

– Maps– Multi-media

• Rare book cataloging• Metadata for digital objects• Integrate more fully with curriculum• E-Commerce?

209

Just Say No

• Eliminate paper notification slips• Eliminate most manual pre-order searching• Stop writing order number and fund code on invoices• Combine receiving, copy cataloging, and labeling into a single

workflow step• Eliminate check-in, claiming, binding of print serials• Eliminate new book shelf


• Eliminate new book shelf• Stop signing paper POs and invoices• Stop 100% review—implement sampling for quality• Eliminate redundant check-in in branch libraries• Consolidate purchasing• Minimize credit card purchases• Implement a highly-restrictive gifts policy

Just Say Yes

• Develop concept and culture of “good enough”• Educate faculty about new roles & capabilities• Offer support to departments already embarked on

digitization projects• Increase Library participation in teaching & learning• Develop the library as destination


• Develop the library as destination• Increase metadata/standards expertise• Monitor market developments

– eBooks; streaming audio/video• Develop closer ties with Development Office• Build an institutional repository

““Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.”


conscious choice, and discipline.”

Jim Collins, “Good to Great and the Social Sectors”Jim Collins, “Good to Great and the Social Sectors”

Thank You!Thank You!

R2 Consulting LLC

Thank You!Thank You!

Workflow Issues in IR• Concept poorly understood by most staff and faculty;

confusion with Digital Library• “I could fit it on my iPod!”• Standards still evolving for content and metadata• Limited capacity for creating metadata• No consensus on IR workflow

R2 Consulting LLC

• No consensus on IR workflow• Content acquisition is ad hoc—not part of CD• Most projects driven by IT departments• Copyright issues are a bottleneck • Potential overlap with Archives and Course

Management Systems

214

How to Increase Capacity in IR• Clarify the mission• Formalize workflows • Get production out of IT and into CD, Acq,

Cat• Establish or use appropriate metadata

R2 Consulting LLC

• Establish or use appropriate metadata standards

• Expand copyright experience; e.g., does this contract allow a pre-print on the IR?

• Coordinate with Archives and Records Management – avoid redundant efforts

215

IR—Capacity for What?

• Develop coherent IR collection policy• Clarify relationships with:• Course Management System: archiving courses• Archives: some faculty/staff-produced content

there

R2 Consulting LLC

there• Records Management• Implement a Workflow (Utah example)• Highlight and promote locally-produced digital

content• Digitization of some content

216

Why Deploy an IR?

• To increase the visibility and impact of an institution’s research

• To provide consolidated, organized access to research from a single location

R2 Consulting LLC

to research from a single location • To make research openly available (open

access) using a self-archiving approach• Preserving unpublished assets and making

them available in digital form

217

How Widespread are IRs?

MIRACLE Project Census, Feb 2007– 52.9% had done no IR planning to date– 20.6% are only planning for IRs– 15.7% are actively planning and pilot testing

R2 Consulting LLC

– 15.7% are actively planning and pilot testing– 10.8% have implemented an operational IR

Directories of IRs:– ROAR: http://roar.eprints.org/– OpenDOAR: http://www.opendoar.org/– Repository 66: http://www.opendoar.org/ (mashup)

218


IR Software

• Commercial Software• Hosted by bepress (“Turnkey”)• Most popular hosted solution

(OpenDOAR)

• Free, open source software• Configured & hosted by library• Second most popular open source

solution (OpenDOAR)

R2 Consulting LLC

(OpenDOAR)

• Free, open source software• Configured & hosted by library• Most popular open source

solution (OpenDOAR)

solution (OpenDOAR)

• Free, open source software• Configured & hosted by library• Third most popular open source

solution (OpenDOAR)

220

Top IR Challenges

1. Content recruitment/building a critical mass of content

2. Library staffing3. Faculty awareness/buy-in/interest/engagement

R2 Consulting LLC

3. Faculty awareness/buy-in/interest/engagement4. Copyright issues5. Communicating benefits to faculty6. Adequate funding7. Workflow integration

(2006 ARL Survey)

221

IR Workflow

2006 ARL Survey• 89% require authorized depositors

– Professional staff, students, support staff

• 78% have IR staff deposit for academics

R2 Consulting LLC

• 78% have IR staff deposit for academics– Many Libraries do both (self archive and mitigated)

• 59% have some method for reviewing documents for copyright compliance

• 50% import metadata into their IRs from outside sources

222