PowerPoint Presentation

Rethinking ILL in 2-Million Easy StepsAmy KautzmanRobin Gustafson1

Setting The StageOr, why we dedicated 9-months of our short lives to streamlining ILL processesThat is 270 daysX 5 staff = 1,350 daysX 8-hr work day = 10,800 hours

2UC Davis Strategic Plan

3One Thing Leads to AnotherNew ULNew Strategic PlanNew Re-organizationNew DirectoratesNew Departmental OrganizationMerging of UnitsMerging of Service Point OperationsReinvigorated Focus on Customer Service & Best Possible Scenarios

4Access & Delivery ServicesMoved towards a function based approach (not building) Merged Circ & ILL in 3 libraries into one dept with 3 unitsCirculation & ILLReservesOperations & Assessment4th library is accountable re: processes & procedures

Major loss of staff (CA state budget + life) meant it was time to examine and rethink ALL operations and workflows.5

Goals & Bumps: Business Process Improvement (BPI)Goals: Optimize + de-dupe + single approach + re-vitalizeAlign services with Library Strategic PlanMerge ILL unitsMerge billing activities

Bumps:Fear of changePeople and workflows (but mostly people)Still need to provide high level of service while committing 8-hours a week to Business Process Improvement

6UCD BPI Project GoalsClean up workflowsRemove duplicative actionsMerge duties when it makes senseExplore and implement technological solutionsClarify and agree upon ILL decision pointsAlign services with Library Strategic PlanImprove customer serviceAnalyze revenue generating tasksEnsure a positive and trusted re-org processAnd more, and more, and more

7What is BPI & How Did We Make it Work?BPI = workflow analysis + subsequent actionsPainstakingly note all the steps in a processUse swim lane mapping to model steps visuallyQuestion why steps existUse data to prove need and to guide decisionsSurvey or interview patrons about their experiencesNote ways to improve/automate stepsDocument everything!

8BPI Team Make-upSponsorFacilitator4-6 subj. matter expertsIT personMaverick

9BPI MethodCreate a High Level MapScope/GoalsTeam MembersMap a Flow ChartConduct a Process EvaluationImplement Quick WinsInitial RedesignReview StaffingImplement ImprovementsMonitor ResultsContinuous Improvement10What is a Swim Lane? www.i4process.com

11Swim Lanes!

12Awesome UCD staffA big round of applause for:

Bonnie Hain-Anderson Project leadJason Newborn Subject matter expert

Lead ILL specialists: Nancy Ervin, Susan Sullivan, Donis Edwards

13Bonnie Leading Discussion

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17The Good, Bad, and UglyGood:Good teamwork opportunityBetter understanding of processesBest processes leap up in TechnicolorBad:Dont have the coding support we desireCant go from 3 to 1 ILL units can do 2 to 1The time! Must provide good food at meetingsFaculty did not participate in user survey (not unusual)Ugly:Deep fear about position changesWe cant find a way to not use so much paper!Too many different ILL systems (Seriously, how hard would it be to have one system that includes the medical libraries?!)

18CommunicationTransparency is paramount Team created shared files Reports were sharedMeetings included as many stakeholders as possible

This takes more work than we wanted, but it is absolutely necessary

19Lightning TeamsOnce finished with the flow chart process, on to LT!LT are charged with creating optimal workflow and a staffing model that allows us to move forwardMade up of managers and practitioners.Two LTsILLCirculation/Reserves Billing20Lightning Team 1: ILLCharged to present a model for consolidating health sciences ILL activities in one library. Suggest a staffing model based on BPI findingsThe report gave an unexpected (but not surprising) optionNot included in the report, but talked about, was the request to not change a darn thing.Proving that change is uneven and more difficult for some staff than others

21Lightning Team 2: BillingCharged to centralize billingCombine all ILL billingCombine all Circ/Reserves billingSuggest a staffing model based on BPI findings

22DecisionsHealth Sciences and Medical School Library will combine ILL at one locationShields and the Physical Sciences & Engineering Library will combine ILLAll Circulation billing will be under one personPossibly Reserves billingCombine ILL billing but remain distinct within ILL workflow Follow-up BPI with regular assessment tweak workflows as necessary

23Proposed ADS StaffingPre-BPI staffing 29.25 FTE Post-BPI staffing 30 FTEFill limited-term hires with permanent staffPerform classification reviews on redesigned positions

Lots of HR work, will take months to work our way through the hiring maze.

24Whats next?Public Services ManifestoOur values: support, respect, professionalism, honesty, cooperation, service, accessibility, teamwork

Create standardized customer service training across locations

Build fun, online training materials for both student employees and staff

25hashtag #accessservicesrulz 26Welcome to the Magic Kingdom!!

Peter J. Shields LibraryMain undergraduate library (aka: The Happiest Place OnEarth)

Photo courtesy: Tim Silva

27Questions?Thank you28