Ten Strategies of Change Management in Technical Services Anne C. Elguindi Associate Director, Virtual Library of Virginia (VIVA) Kari Schmidt Electronic Resources Librarian and Acting Co-Director of Information Delivery Services, American University Library
Our background • American University • Washington, DC • 11,000 FTE, half graduate • Social Sciences focus • 83% of materials spending on electronic formats • Virtual Library of Virginia • 74 academic libraries • Central funding provided by the Commonwealth of Virginia, additional cost-sharing by members • Grounded in the coordinated collection development of online resources and an extensive resource sharing program
1. Document, document, document • Keep responsibilities clear and people accountable • Revisit the documentation periodically Example: Charting out the simultaneous move to automated purchase order creation and shelf-ready cataloging and processing
2. Make strategic compromises • Your people are your best resource • Keep it friendly, positive, and constructive • Promote change, but pick your battles wisely Example: Shift to shelf-ready record quality control in Acquisitions with documentation developed by a Cataloging Specialist.
Copy Cataloging Cheat Sheet If the following fields are present send book to Cataloging: 440 490 720 830 If the following fields are missing send book to Cataloging: 050/090 505 6xx (meaning if there are no fields that begin with a 6) Check the encoding level: If it is not a full level record, send to Cataloging.
3. Library administration: communicate in both directions • Keep staff aware of holistic changes in the library and library administration’s view - give context and be direct about the Director’s vision • Inform library administration about the work in technical services and its challenges - advocate for and promote the work of your people Example: The University Librarian spending time at the Circulation and Reserves desks.
4. Give everyone a voice in the changes being made • Look for leaders at all levels • Encourage problem solving by naysayers Example: A division-wide strategic planning initiative that involved all full-time staff.
What actions can we take as a division to better respond to current trends in libraries and higher education? Collections Defining the Library Workflow and Infrastructure Services Cross-Division Interaction The Growth of Electronic Resources Shifts in Resource Description Extend the ERMS across the division, using project-based training like the book weeding project Consider alternate organizational models that are a better fit for our division’s changing collections and workflows.
5. Create capacity with an open view • Be creative with redistributing work • Consider blended positions Example: E-resources Cataloger’s job including work in Reserves.
Digital Collections Cataloging Specialist Functions: 1. (45% of Time) Copy cataloging for various formats of library materials with a focus on digital materials such as databases, e-journals, and e-books. 2. (15% of Time) Partner with the Metadata Librarian, Cataloging Services Coordinator, and other units in the library to plan strategically for describing digital collections within the Digital Object Catalog and the Institutional Repository. Provide resource description of items within these collections, such as items digitized by Specials Collections or Honors Capstone papers by American University students. 3. (15% of Time) Partner with the Reserves Unit during their peak seasons of the academic year to load electronic reserves items into the Course Management System. Help this unit plan strategically for effective, retrievable storage of items that have been previously scanned. 4. (15% of Time) Edit or correct existing records to ensure the accuracy of the Voyager database. Correct problems that arise from previous record loads, standards revisions, record updates, or relocation of materials, or that are referred from other library units and users. 5. (5% of Time) Review processed library materials to ensure accuracy and completeness of cataloging record, call number, item record, and ownership marking, in order to assure users’ access to materials. 6. (5% of Time) Participate in meetings and prepare and update local practices documentation, as needed.
6. View change as a multi-year challenge • Build it into performance management • Emphasize the pilot nature of projects, build time for training and acknowledge that knowledge transfer takes a long time • Acknowledge interdependencies Example: “Include electronic resource work in as many technical services positions as possible” E-only Standing Order Project.
EBSCONet: Standing Orders License Analysis Authorized Users Perpetual Access ILL Rights
7. Acknowledge the burden and value of legacy print work • Plan for an overall decrease in day to day print work while systematically integrating large print legacy collection projects • Balance ongoing print legacy work with current work and new projects • Plan for an overall decrease in day to day print work while systematically integrating large print legacy collection projects • Underscore value of staff working with print or on print legacy projects and use opportunities to publicly acknowledge successes Example: Move to Off-Site Storage - Enabling the Creation of a Research Commons.
8. Visualize workflows • Periodically draw out and review workflows with staff to highlight interdependencies • Systems analysis approach – have staff explain what they do and why to detect redundancies • Collaboratively develop efficiencies with existing workflows Example: Corralling E-book Workflows using CORAL.
9. Inter-unit collaboration is critical • Schedule and attend inter-unit meetings • Work with Unit heads to identify areas ripe for cross-training • Create forums for staff to lead “information-sharing” sessions within technical services encourage participation by linking to performance management Example: E-Resource Forums ILL trained in OCLC KB and e-resource troubleshooting issues.
10. Promote a project management culture • Prioritize projects with inter-unit dependencies • Assign roles and duties among Units so staff must work collaboratively • Map out project steps, timeline, goals and organizational importance • Delegate project leadership duties, when appropriate Example: Summon implementation.
Questions? • Anne C. Elguindi, Associate Director, Virtual Library of Virginia (VIVA), email@example.com • Kari Schmidt, Electronic Resources Librarian and Acting Co-Director of Information Delivery Services, American University Library, firstname.lastname@example.org