Karen Calhoun AUL for Technical Services Cornell University

Libraries and Librarians Responding to Change:Transitions and Emerging PrioritiesColby-Bates-Bowdoin RetreatMarch 18, 2005

Karen CalhounAUL for Technical ServicesCornell University

March 2005 Calhoun 2

Why Change?

NOWLocal collections, mostly printHighly standardized records in library schemesCentralized resource description, limited decentralization for specific subjects or languagesStrong cataloging tradition, professional education of catalogers

EMERGINGMany kinds of data sets, local and remoteLess structure in indexing, mixture of metadataRecords from many sources; distributed responsibility for resource descriptionDemographic changes (retirements, fewer entering profession as catalogers), on the job training, outsourcing


What Does Technical Services DO Anyway?

AcquisitionsCatalogingSerials controlCatalog maintenanceRetrospective conversion Gifts and exchangeMetadata servicesE-resource services BindingPreservation, conservationPhysical processingOther stuff


What Does Technical Services DO Anyway? (second try)

Technical Services keeps the collections vital and up to date by procuring new library materials and organizing them for easy and convenient use.


Early 21st Century Technical Services Landscape

Bibliographic Control

Desktop (TS Workstation)

Data Management

The Web

New sources/types of records

Network, hardware and software administration

Relational Data Management

Authoring

New workflows Transitions to new integrated library

systems (Windows clients)

SQL: queries and reports

Publishing

New metadata standards

Macros; impt. of ergonomics

More data manipulation, less

data entry

Web site organization and

management E-resources and digital collections

Growing number of applications

Global change Digital library management

systems

New Demands on Technical Services: The Three Ring Circus

Digital Collections

NetworkedResources

Portals


Atlas’ Burden


ConcernsRising expectations for serviceDiminishing funding baseToo much to do! E-resourcesMetadata and other new job knowledgeTurnaround time and quality Do it right Do it fast Do it right and fast


What is Technical Services “Quality”?

Must begin with user’s needs and end with user’s perceptionsWhat does ‘doing it right’ mean? Fast cycle time for new materials Providing for easy, convenient use of library

collections Being responsive and flexible Maximizing the library’s investment in

personnel, materials, equipment, etc. Balancing trade-offs


The Perception of “Quality”: The Eye of the Beholder

Specialist’s view: Conformance to

specifications (rules) Priorities: Fullness and

detailPragmatist’s view:

Make as many materials as possible available as quickly as possible

Priorities: speed and efficiency


FRBR (Functional Requirements for Bibliographic Records)

Focus on what is of interest to users in bibliographic records Find all manifestations of a work Find a particular manifestation Identify a work Identify an expression of a work Identify a manifestation Select a work Select an expression Select a manifestation Obtain an item


30 Second Summary of OPAC User Studies and Cataloging Data Quality Reviews

Keyword searching reigns supremeSubject searching is decliningErrors in indexed (and oft-searched) fields cause users problems in finding, identifying, selecting and obtaining what they wantMajority of cataloging data “errors” are in proper application of AACR2, punctuation, capitalization (and usually do not hinder retrieval)


Ask Yourself …What is indexed for searching?How are users searching? (Look at search logs)What does the OPAC public display look like?


Back to Atlas …

What if you looked in the mirror, and there became two of you?


Comparison of Staff Size and Production Over Seven Years

020406080

100120140

FTE 89.6 71.8Titles Added (Acq)(000s)

68.593 81.155

Titles Cataloged(000s)

76.921 126.062

FY 96-97 FY 02-03

Percent Change 96-97 to 02-03:FTE down 20%Acquisitions up 18%Cataloging up 64%


Themes of the Transition in Technical Services, 1995-2005

More with lessStreamlined workflowsGreater use of technologyGreater integration of acquisitions and catalogingPartnerships with vendorsNew roles and responsibilities E-resources licensing and management Metadata services


“The only person who likes change is a wet baby”

http://kidshealth.org/parent/medical/brain/images_27925/crying_baby.jpg


Beckhard Model for Transformational Change

1. Envisioning the future state and choosing a desired intermediate state

2. Diagnosing the present state3. Determining what’s needed to move to the intermediate state4. Identifying the stakeholders who are critical to reaching the

intermediate state5. Identifying steps to assure the change occurs and lasts

Beckhard, Richard. “A model for the executive management of organizational change.” In 1989 Annual, developing human resources. San Diego: University Associates, 1989.


The North Star: What We Value

WE WANT:TS to be recognized as a team of experts who are central to the library’s mission and its digital future.TS to be known inside and outside the library for our innovation, teamwork, productivity, and problem-solving skills.TS staff to work in an environment of respect, support, and continual learning.


Our Process and Objectives

Reprioritize what TS does (to align with library-wide priorities)Position TS as a key player in CUL’s digital future Redesign and align our workflows with the new prioritiesDocument and train/retrain/cross-train


January 2002 TS Organizational Structure


Summary of Changes, 1995-2002

Investigation/use of “outsourcing” Approval plans Shelf ready services Foreign language original/copy cataloging Vendor records Authority control Batch search services (Marcadia) E-resource management (SerialsSolutions

and record sets)


More ChangesImplementation of new ILS (integrated library systems)E-resource access systemsLess tolerance for backlogsMore cataloging done in acquisitions (as “fastcat”)Automation of firm ordering (at Cornell, ITSO—”integrated tool for selection and ordering”)IT-based workflows for copy and original cataloging (at Cornell, Classification on Receipt)Emergence of TS/information technology specialistsParticipation in metasearch, reference linking projects


Themes, 2002-2005Make acquisitions more efficient and less costlyNo more backlogs!Continue contributions to national cooperative catalog programsStrengthen technology infrastructure/skills; make greater use of batch and macro strategies for routine processingCross trainEnhance IT skills and abilities of TS staff, esp. network/desktop services staff Continue to build metadata services groupHow to integrate description and access to digital, electronic and traditional resources?


The Integrated Tool for Selection and Ordering (ITSO CUL!)

As a case study of process redesignWhy ITSO CUL?What does ITSO CUL do?How does ITSO CUL work?(With thanks to Scott Wicks)


ITSO CUL GoalsProcessing goals facilitate paperless selection recycle information and effort in support of

acquisitions process exploit existing tools

Cost savings goal staff resources

Extra benefit


ITSO CUL


Some TS Workflow Redesign Principles

Look at the whole process (e.g., selection to ordering to receipt to cataloging to shelf-ready)To the greatest extent possible, handle items and records only onceCapture bibliographic data as far upstream as possible (at point of selection/ordering if you can)Perform work where it makes the most senseMaximize selection/acquisitions/cataloging collaborationMaximize use of support staff and studentsMaximize use of technology


Short and Long Term Forecast

“We recommend a mantra of flexibility.”

--the Workflows Team


Derring-do

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Karen Calhoun AUL for Technical Services Cornell University