Presentation Transcript

1. A REPORT ONLIBRARY MANAGEMENT SYSTEMS PROJECTDISABILITY INFORMATION ANDRESOURCE CENTRE

   By: Tegan Dunn Sue Harder Hoa Nguyen
2. Presentation Structure Introduction Methodology Establishing a Client Library Profile Library Management Systems Comparison Maintenance Conclusion Recommendations References

3. Introduction

4. Introduction
5. This report was undertaken by a team of three students for the subject “Monitor and Enhance Information Access” at Adelaide City TAFE. The students are Tegan Dunn, Sue Harder and Hoa Nguyen.
6. Scope Evaluate potential new Library Management Systems and make recommendations for a new or upgraded system which will suit the needs of the DIRC Library.

7. Methodology

8. Methodology
9. Project Origin Brainstorming ideas
10. Vietnamese Catholic Community
11. South Australian Police Library
12. Insurance Company
13. MyTime
14. Disability Information and Resource Centre
15. Project Management Tools Meetings Formal Informal
16. Communication Email Phone Calls Text Messages
17. Wiki A Wiki was used to collaborate on the report and to manage documents. This meant that documents and information was accessible to all team members. Each person could easily contribute work to the report. WIKI
18. Customer Survey A customer survey was created and implemented in hard copy and online through DIRC’s website.
19. Roles

20. Establishing a Client

21. Establishing a Client

22. Library Profile

23. Library Profile
24. Disability and Information Resource Centre
25. Staff
26. DIRC Library Membership
27. Library Collection
28. Library Services
29. Funding

30. Library Management Systems

31. Library Management Systems
32. Current System
33. Features
34. Open Source Systems
35. Koha
36. Evergreen
37. OpenBiblio

38. Comparison

39. Comparison
40. Essential Features Functional Integration
41. Cataloguing
42. Acquisitions
43. Serials
44. Circulation
45. Reporting & Statistics
46. Highly Desirable Features Customisable Access
47. Training Documents
48. Add-ons & Upgrades
49. Changes to Serials
50. Thesaurus/Spell Check

51. Maintenance

52. Maintenance

53. Conclusion

54. Conclusion

55. Recommendations

56. Recommendations

57. References

58. References

59. References

60. Definition Definition 1 Employee assistance programs (EAPs) are plans that help identify and resolve issues facing troubled employees. They may include provision of short-term counselling, referrals to specialised professionals or organisations (e.g. mental-health professionals) and follow-up services.
61. Many EAPs also train business owners and supervisors to recognise and deal with behavioural problems in the workforce. Programs can offer a safe environment where an employee can discuss problems with a counsellor. USLegal (n.d) Employee assistance programs law & legal definition (online). Available: http://definitions.uslegal.com/e/employee-assistance-programs/ [Accessed 12 Mar. 2010].
62. Definition Definition 2 Confidential individual assistance and support service designed to help employees to cope with personal problems that adversely affect their lives, behaviour, and/or performance. It is usually helpful in situations such as alcoholism, family disintegration, financial or legal difficulties, marital problems, and substance abuse. Businessdictionary.com (2010) Employee assistance program definition (online). Available: http://www.businessdictionary.com/definition/employee-assistance-program.html[Accessed 17 Mar. 2010].
63. Advantages of Employee Assistance Programs EAPs can be helpful to the members of the work force in overcoming problems. They can help to improve worker’s performances.
64. They can increase productivity as there is a link between employee well-being and employee productivity, with happy employees being much more productive. This is particularly true for managers and supervisors who have important responsibilities.
65. Erratic behaviour from a distressed employee can have a ripple effect, producing anxiety and lost efficiency in other employees who have to deal with the troubled individual on a regular basis.
66. Employee assistance programs can be implemented by any type of organisation, including libraries, for the benefit of their staff. If a Library staff member is struggling to meet their library duties they may need some assistance to help their performance and achieve an acceptable standard of work.
67. Having an Employee Assistance Program is very beneficial to the library as staff feel that the organisation considers that they are important, they are more productive because they are happier and so the library runs more efficiently.

68. Methodology

69. Methodology

70. Methodology

71. Definition Definition 1 A plan maintained for emergency response, backup operations, and post-disaster recovery, to ensure the availability of critical resources and to facilitate the continuity of operations in an emergency situation. Alliance for Telecommunications Industry Solutions (2007) ATIS telecom glossary (online). Available: http://www.atis.org/glossary/definition.aspx?id=6656[Accessed 11 Mar. 2010]. Contingency Plan Recovery Procedures Security Planning Risk Analysis
72. Definition 2 An alternative plan of action prepared in advance to be put into effect should it become impossible to implement normal arrangements or when certain predetermined conditions arise. Contingency planning is often done in connection with a disaster plan or emergency plan.
73. Disaster Plan A set of written procedures prepared in advance by staff to deal with an unexpected occurrence that has the potential to cause injury to personnel or damage to equipment, collections, and/or facilities sufficient to warrant temporary suspension of services (flood, fire, earthquake, etc.).
74. Emergency Plan A set of guidelines or steps prepared in advance to help the staff deal with unusual occurrences that may temporarily disrupt normal operations (e.g. assaults) but are not usually disastrous. Reitz, JM (2007) Online Dictionary for Library and Information Science (online). Available: http://lu.com/odlis/odlis_c.cfm[Accessed 12 Mar. 2010].
75. Contingency plans cover three phases Before Plans can include recommendations for preventing disasters such as maintenance and security upgrades. Preparedness plans recommend what to do to be ready in case of a disaster, such as what emergency supplies are needed and creating a priority list for library collections. During Emergency plans After Recovery plans such as salvage of library materials.
76. Situations which could affect library operations are: An unexpected budget cut Power outage Technological disasters such as viruses, computer equipment failures, failure of Library Management System A natural disaster - flood, fire, earthquake, severe storms, cyclone, vermin
77. Industrial accidents - explosion, gas leak, chemical spill, falling object damage Criminal behaviour – theft, assault, security threats, bomb threat, mail threat, suspicious object Structural or building failure such as malfunctioning sprinklers Accidental loss through human error.
78. Areas that can be affected: People – staff, library users, contractors Library collections Records – catalogues, legal documents, essential files, staff records and financial records Building and equipment
79. If the operations of a library are interrupted or stopped by a catastrophic event it is important that it can open to its users again as soon as possible. A Contingency Plan describes how the library will get back up and running after such an event. The plan Helps to assess risks of foreseeable disasters, minimise potential damage to records, buildings and to people Supplies a method of saving and retrieving data and information Provides everybody with direction and lets them know exactly what they need to do in order to resume normal operations.
80. Definition Definition 1 Work shadowing refers to a process whereby a person 'shadows' or follows someone in their work role for a period of time, for the purpose of enhancing their own performance and that of the person they shadow. Middlesex University (2005) Human Resources Policy Statement HRPS12 (online). Available: www.mdx.ac.uk/Assets/work_shadowing.pdf [Accessed 14 Mar. 2010]. Work
81. Definition Definition 2 Somebody who observes a jobholder in action with the goal of learning something about how that role is performed. Work shadowing has traditionally been seen as a way of giving work experience to school students or graduates. It is also a means of offering employees the opportunity to find out more about other jobs within their own or other organisations. Work shadow: definition and additional resources from BNET (2010) (online). Available: http://dictionary.bnet.com/definition/work+shadow.html[Accessed 17 Mar. 2010].
82. In a library workplace “Work Shadowing” can be utilised: On the Circulation Desk Training for computer programs
83. Materials Acquisitions End Processing Joining new Library members
84. South Central Library System Program The South Central Library System (SCLS) in USA has 52 libraries that are members of its system. They run a job shadowing program for their libraries. SCLS libraries offer to host individuals from other SCLS libraries, who have expressed an interest in visiting and observing the practices at another library.
85. In the program individuals are matched with host libraries to interact with their staff and observe services and processes of interest. The visitor and host work out a plan together of what will be done during the shadowing visit. Job Shadowing is seen as part of a learning process. Participants are not paid for this experience. Visitors are advised to come prepared with questions to ask the host. ? ? ? ?
86. A job shadowing experience can help participants: Experience the culture of another institution. Observe and acquire examples of good management practice. Identify areas for further service development. Identify areas for personal development.
87. Network with other staff. Compare and contrast standards and achievements in their own institution with those elsewhere. Develop and/or increase collegiality. South Central Library System (2007) Job shadowing guidelines (online). Available: http://www.scls.info/malc/job/index.html [Accessed14 Mar. 2010].
88. Continuous Improvement
89. Definition Continuous improvement, in regard to organisational quality and performance, focuses on improving customer satisfaction through continuous and incremental improvements to processes, including by removing unnecessary activities and variations. Continuous Improvement (n.d.) (online). Available: http://managementhelp.org/quality/cont_imp/cont_imp.htm [Accessed 17 Mar. 2010].
90. Continuous Improvement Cycle Continuous improvement aims to improve organisational performance over time. The continuous improvement cycle has four interrelated phases, often referred to as the 'Plan, Do, Check, Act cycle'. PLAN Identify an opportunity and plan for change ACT If plan worked act on it. If not start again. Do Implement the change. CHECK Monitor, measure and analyse changes
91. Plan, Do, Check, Act Plan: establish the goals and actions necessary to implement the organisational plan and its related performance improvement. Do: implement your planned processes and allocate the appropriate resources. Check: Monitor, measure and report on the effectiveness of your results and processes. Act: Incorporate the ideas for improvement into your next plan and maximise areas where there have been successes. Continuous improvement cycle: DFC South Australia (online). Available: http://www.dfc.sa.gov.au/pub/tabId/267/itemId/774/moduleId/997/Continuous-improvement-cycle.aspx [Accessed 18 Mar. 2010].
92. In a Library workplace continuous improvement can be utilised in: Training staff for improved Quality Customer Service Improving Library software
93. Improved training for administration staff and Library managers Reduction of Library costs
94. JobExchange
95. Definition An exchange of jobs is a move involving two employees who exchange positions involving similar duties with similar maximum rates of pay having an equivalent number of working hours per week. University Of New Brunswick (1998) Concerning job exchange (online). Available: http://www.unb.ca/hr/employees/policies/policy/general/exchange.html [Accessed 20 March 2010].
96. This exchange of jobs can be: local interstate or even overseas.
97. This exchange of jobs may be for:  a fixed term or on a continuing basis.
98. Benefits of Job Exchange Exchanging jobs allows for an exchange of information, approaches and ideals that can enhance the workplace environment. The ability to job exchange in a library workplace allows for new skills to be learnt in a new environment while still being able to cover the basics.
99. Job exchanging can provide the exchangee with a new environment in which to bring their current skills and knowledge to be shared with colleagues. For librarians who have only worked in one sector, an exchange can be a good way to learn how a library in a different sector operates.
100. Increased inter-library contacts can produce benefits such as: information sharing networking and standardisation.
101. Exit Interviews
102. Definition A formal conversation that takes place between an employee and a HR or other manager to determine the reason(s) the employee is leaving. Entrepreneur (2010) Term definitions: exit interview (online). Available: http://www.entrepreneur.com/encyclopedia/term/82396.html[Accessed 12th Mar. 2010]. An exit interview can be face-to-face or a phone meeting on the final day.
103. Why have Exit Interviews? Exit interviews are prime opportunities to determine why an employee is leaving an organisation. Companies can get feedback about: the job the employee held the work environment the organisation
104. Employees who are leaving are likely to speak candidly and knowledgeably about the company's weaknesses and areas for improvement. may divulge some important points about the problems and issues that are causing employees to leave. Effective exit interviews can help reduce staff turnover and the associated costs of hiring and training new employees.
105. To help prepare for the exit interview questionnaires can be given to people who are resigning, for them to complete before their final day on the job. Forms may be given to the employee for them to complete and mail back.
106. Some questions to ask in the interview could be: What was your favourite part about being an employee here? What was your least favourite part about being an employee here? Have you had complaints? Were they handled fairly? Do you feel you had a clear career path here? What could we do better? What, if anything, would convince you to continue here?
107. Results of exit interviews should be analysed to find trends such as: the main reasons given for leaving the typical length of time a person works before quitting the type of jobs that have the most turnover patterns of resignation in departments or groups associated with particular managers
108. Exit interviews with library employees can help to identify: duties that employees enjoyed functions that are working well any issues that need to be addressed with staff whether the library is functioning efficiently improvements that can be made
109. The aim of exit interviews is to identify changes that can be made to keep people from leaving. It is important to really listen to the person who is leaving and to make changes in the company acting upon the insights gained. A lot can be learnt from Exit Interviews and it is a good way for an employee to finish with a library firm.
110. Employee Assistance Programs Contingency Plans Work Shadowing Continuous Improvement Job Exchange Exit Interviews
111. Thankyou for your attention during this presentation. THE END