1. Libraries and Librarians Responding to Change: Transitions and Emerging Priorities Colby-Bates-Bowdoin Retreat March 18, 2005 Karen Calhoun AUL for Technical Services Cornell University

2. March 2005Calhoun2 Why Change? NOW Local collections, mostly print Highly standardized records in library schemes Centralized resource description, limited decentralization for specific subjects or languages Strong cataloging tradition, professional education of catalogers EMERGING Many kinds of data sets, local and remote Less structure in indexing, mixture of metadata Records from many sources; distributed responsibility for resource description Demographic changes (retirements, fewer entering profession as catalogers), on the job training, outsourcing

3. March 2005Calhoun3 What Does Technical Services DO Anyway? Acquisitions Cataloging Serials control Catalog maintenance Retrospective conversion Gifts and exchange Metadata services E-resource services Binding Preservation, conservation Physical processing Other stuff

4. March 2005Calhoun4 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.

5. March 2005Calhoun5 Early 21st Century Technical Services Landscape

6. New Demands on Technical Services: The Three Ring Circus Digital Collections Networked Resources Portals

7. March 2005Calhoun7 Atlas’ Burden

8. March 2005Calhoun8 Concerns Rising expectations for service Diminishing funding base Too much to do! E-resources Metadata and other new job knowledge Turnaround time and quality Do it right Do it fast Do it right and fast

9. March 2005Calhoun9 What is Technical Services “Quality”? Must begin with user’s needs and end with user’s perceptions What 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

10. March 2005Calhoun10 The Perception of “Quality”: The Eye of the Beholder Specialist’s view: Conformance to specifications (rules) Priorities: Fullness and detail Pragmatist’s view: Make as many materials as possible available as quickly as possible Priorities: speed and efficiency

11. March 2005Calhoun11 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

12. March 2005Calhoun12 30 Second Summary of OPAC User Studies and Cataloging Data Quality Reviews Keyword searching reigns supreme Subject searching is declining Errors in indexed (and oft-searched) fields cause users problems in finding, identifying, selecting and obtaining what they want Majority of cataloging data “errors” are in proper application of AACR2, punctuation, capitalization (and usually do not hinder retrieval)

13. March 2005Calhoun13 Ask Yourself … What is indexed for searching? How are users searching? (Look at search logs) What does the OPAC public display look like?

14. March 2005Calhoun14 Back to Atlas … What if you looked in the mirror, and there became two of you?

15. March 2005Calhoun15 Comparison of Staff Size and Production Over Seven Years Percent Change 96-97 to 02-03: FTE down 20% Acquisitions up 18% Cataloging up 64%

16. March 2005Calhoun16 Themes of the Transition in Technical Services, 1995-2005 More with less Streamlined workflows Greater use of technology Greater integration of acquisitions and cataloging Partnerships with vendors New roles and responsibilities E-resources licensing and management Metadata services

17. March 2005Calhoun17 “The only person who likes change is a wet baby”

18. March 2005Calhoun18 Beckhard Model for Transformational Change 1. Envisioning the future state and choosing a desired intermediate state 2. Diagnosing the present state 3. Determining what’s needed to move to the intermediate state 4. Identifying the stakeholders who are critical to reaching the intermediate state 5. 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.

19. March 2005Calhoun19 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.

20. March 2005Calhoun20 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 priorities Document and train/retrain/cross-train

21. March 2005Calhoun21 January 2002 TS Organizational Structure

22. March 2005Calhoun22 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)

23. March 2005Calhoun23 More Changes Implementation of new ILS (integrated library systems) E-resource access systems Less tolerance for backlogs More 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 specialists Participation in metasearch, reference linking projects

24. March 2005Calhoun24 Themes, 2002-2005 Make acquisitions more efficient and less costly No more backlogs! Continue contributions to national cooperative catalog programs Strengthen technology infrastructure/skills; make greater use of batch and macro strategies for routine processing Cross train Enhance IT skills and abilities of TS staff, esp. network/desktop services staff Continue to build metadata services group How to integrate description and access to digital, electronic and traditional resources?

25. March 2005Calhoun25 The Integrated Tool for Selection and Ordering (ITSO CUL!) As a case study of process redesign Why ITSO CUL? What does ITSO CUL do? How does ITSO CUL work? (With thanks to Scott Wicks)

26. March 2005Calhoun26 ITSO CUL Goals Processing goals facilitate paperless selection recycle information and effort in support of acquisitions process exploit existing tools Cost savings goal staff resources Extra benefit

27. March 2005Calhoun27 ITSO CUL

28. March 2005Calhoun28 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 once Capture bibliographic data as far upstream as possible (at point of selection/ordering if you can) Perform work where it makes the most sense Maximize selection/acquisitions/cataloging collaboration Maximize use of support staff and students Maximize use of technology

29. March 2005Calhoun29 Short and Long Term Forecast “We recommend a mantra of flexibility.” --the Workflows Team

30. March 2005Calhoun30 Derring-do