Rethinking Staff Resources in the E-Serials Environment

1. Rethinking Staff Resources in the E-Serials Environment      Gloria Guzi Acquisitions – Serials Librarian July 12, 2009

2. Welcome to the Cleveland Public Library The Cleveland Public Library, as a large public library in an urban setting, serves an incredibly diverse population with materials, programs and a 24/7 online reference service. • One of the largest public library collections • 2,257,497 total unique titles • 3,421,910 books • 274,597 bound periodicals • 4,644,278 microforms • 1,381,795 photographs / pictures • 815,454 government documents • 346,333 sound recordings / videos / DVDs / sheet music • 178,556 maps 2

3. Welcome to the Cleveland Public Library • Diverse age population • Children • Teens • Adulthood • Seniors • Multiple Cultures and Languages • Foreign Literature Department • Popular print magazines collected in 28 languages (All materials collected in 45 languages) • Materials are all circulating materials • Each print subscription circulates approximately 20 times in a given year 3

4. Welcome to the Cleveland Public Library • Multiple locations city-wide • Main Library • Houses world-class research collections and rare books • Popular Library, circulating collection of popular materials • Foreign Language and Literature Department, circulating collection • Houses one of the largest Chess libraries in the world • Public Administration Library located in City Hall • 28 neighborhood branches that serve their respective communities • Leisure reading rooms at local universities • Case Western Reserve University • Cleveland State University 4

5. Welcome to the Cleveland Public Library • Mobile Services • Assisted Living and Skilled Nursing Facilities • On the Road to Reading literacy van • StatewideInitiatives & Resource Sharing • CLEVNET Library Consortium (30 Library Systems) • Ohio Library for the Blind and Physically Disabled • Serves the entire state of Ohio • Mail delivery service to its patrons • KnowItNow, 24/7 Virtual Reference Library • Students from middle school to graduate school • Patrons whose professional needs require the use of our resources • Patrons who have trivia questions 5

6. Serials Holdings 6

7. What We Stopped Doing With Print 7

8. What We Stopped Doing with Print • Disabled “Update MARC Holdings” Function • Check-in performed at remote site • Check-in Clerk: Basic level of computer skills in a unionized setting • Former ILS “DRA” had few parameters for pattern set-up 8

9. What We Stopped Doing with Print • Disabled “Update MARC Holdings” Function (continued) • Inaccurate check-in not always caught and corrected • DRA summary statements needed manual editing • Quality control was strictly the job of the Acquisitions – Serials Librarian Result  Correcting check-in, editing consolidated summary statements & redoing patterns became a full-time job 9

10. What We Stopped Doing with Print • Stopped Updating MARC holdings with migration to SIRSI • 2003 Migration to new ILS – SIRSI Unicorn (now SIRSIDynix Symphony) • Migration to SIRSI showed the true extent of the problem when the summary statements migrated over as MARC holdings updates • Two things were decided: • Keep the local, non-formatted union listing • Disable the function to update MARC holdings 10

11. Record with MARC Holdings Display Display of MARC Holdings (migrated from DRA) We disabled the function to update MARC holdings 11

12. What We Stopped Doing with Print • Stopped Updating MARC holdings with migration to SIRSI • Effects on Public Service were mixed • Negative effects • Disservice to patrons & public service staff when patrons cannot view received issues • Patrons must be instructed to click “Title details” to see latest issue received • Patrons must rely on reference assistance in staff mode to check display of received issues • Staff must check the shelves when titles change or cease in order to edit the holdings 12

13. Public Display – Title Details Most recent issue received 13

14. Staff Mode Display Control Check-In 14

15. What We Stopped Doing with Print • Stopped Updating MARC holdings with migration to SIRSI • Effects on Public Service were mixed (cont.) • Positive effects • Patrons & staff are not frustrated by incorrect check-in • Serials staff is not inundated with corrections to be made in both check-in and MARC holdings • The display is straightforward, uncluttered and clean 15

16. Archive Held in Print 16

17. Archive Held in Microfilm 17

18. Archive Held in Digital Format MARC holdings display less significant 18

19. What We Stopped Doing with Print • Stopped Updating MARC holdings with migration to SIRSIDynix Unicorn • In what case would we ever update MARC holdings? • Check-in must take place in the same location in which titles are housed • Check-in clerical staff must be authorized to edit serials controls and MARC records. Position of check-in clerk would need to be upgraded 19

20. Reallocation of Tasks: Branch Claiming 20

21. Reallocation of Tasks: Branch Claiming • Claiming of branch periodicals reallocated to branches. • Previous process (prior to 2003) • In-house written claim forms • Vendor written claim forms • E-mail • Telephone calls • Problems • Duplication of effort • Labor intensive process • Claims received too late to be resolved • Subscription extensions were more common than fulfillment Centralized claiming for branches was far too slow. 21

22. Reallocation of Tasks: Branch Claiming • Solution • Moved branch subscriptions to a different vendor • Wolper Subscription Services, a vendor with a web-based system (client centered) • Allows multi-location access to all subscription activities • Each branch accesses its own titles • Claiming requires just a few clicks • Type in pertinent data into appropriate fields • Hit submit • Branches can check back for timely status updates 22

23. Reallocation of Tasks: Branch Claiming • Benefits • Work is now done by the branches • Permits different authorization levels (Serials vs. Branches) • Serials section maintains control over renewals • Branches maintain control over claims • No delay in claiming popular magazines • Replacements received in a meaningful time frame Serials Section involvement is confined to renewals and non-start subscriptions 23

24. Reallocation of Tasks: Branch Claiming • Learning Curve • Training • One two-hour session at branch monthly meeting • Step by step manual for branch claiming • Follow-up • Occasional calls for help for approximately 60 days The difference in the work day of the entire serials staff was noticed immediately 24

25. Reallocation of Tasks: Acquisitions - Serials Librarian 25

26. Acquisitions - Serials Librarian – Reallocation of Tasks Up to 1995 Bibliographic work Title changes Original cataloging Copy cataloging Union listing Serials Control Supervised / monitored check-in Corrected inaccurate check-in Modified all information of each Serial Control • 1996 to Present • Bibliographic work • Title changes • Copy cataloging • Union listing • Serials Control • Supervised / monitored check-in • Corrected inaccurate check-in • Modified all information of each Serial Control Tasks reallocated to Acquisitions Asst. Original cataloging reallocated to Catalog Dept. 26

27. Serials Organization Chart Acq - Ser Librarian Acq - Ser Librarian 1 Acquisitions Assistant - Serials 2 TS Assoc. 1 TS Senior Clerk 3 TS Clerks 1993 thru 1995 1 TS Assoc. 1 TS Senior Clerk 1 TS Clerk 1 TS Clerk 1 Serials Clerk 1996 thru present 27

28. Acquisitions - Serials Librarian – Chair of Serials Committee Up to 1995 Chair of Serials Committee Gathered Subject Department Request Forms Reviewed Request Forms Researched collection for duplication Presented each title Meeting report sent to Main Departments and all Committee members Selecting and contacting vendors • 1996 to 2005 • Chair of Serials & Electronic Resources Committee • Inquired about Hardware, Software & Web-Specifications • Negotiated prices • Negotiated license agreements • Clearing house for all information that that needed to be exchanged among & between Vendor, Automation, Subject Dept. Head, Head of Main Library, Collection Mgr. • Gathered usage statistics as needed • Chaired task force to select an electronic journals management system Added Tasks. 28

29. Serials and Electronic Resources Committee Membership Serials and Electronic Resources Committee (SERC) Members (1996-2005) Acquisitions-Serials Librarian, Chairperson Main Library Administrator Collection Manager (Branches and Youth Services) 1 Branch Manager (alternated annually) 1 Subject Department Head (alternated monthly) Web Applications Specialist (as needed) 29

30. SERC Monthly Meeting Resource Approval / Cancellation Serials and Electronic Resources Committee (SERC) Monthly Meetings Print Microform CDs / DVDs Electronic Serials Average time for each meeting = 3 hours Average number of titles approved = 20 to 30 30

31. Limitations of SERC Committee makeup was the same since its establishment in the 1980’s Request form used was designed for print resources Lacked sufficient input from subject departments Lacked a member to coordinate training Chairperson was the lowest ranking member of SERC No authority to insist on completeness during the submittal process Acquisitions - Serials librarian reported to Main Library Administrator on Electronic resource issues Bypassed Acquisitions Manager and Technical Services Administrator 31

32. Opportunities for Improvement Team approach was needed Should not rely on one person (Acquisitions - Serials Librarian) to do all the background work Subject department librarians needed to become as adept in selecting electronic resources as they were in selecting print / film / CD / DVD resources 32

33. Opportunities for Improvement Public services librarians needed training: Terminology of E-serials Simultaneous usage Access activation Full understanding of E-serials cycle Trials => Price negotiations => Licensing => Approval Skills in making initial inquiries Learn about and use e-serials review publications (Charleston Advisor) Subject department librarians, branch librarians & technical services librarians were not at the same level in discussing E-serials. 33

34. Where we are today SERC split into two committees (same members on each) Electronic Resources Committee (ERC) & Serials / Continuations Committee General Reference Manager – Chair of ERC Periodicals Center Librarian – Chair of Serials / Continuations Committee Main Library Administrator Collection Manager (Branches and Youth Services) 1 Branch Manager (alternates annually) 4 Subject Department Liaisons Acquisitions Manager Acquisitions - Serials Librarian Web Applications Specialist (ERC only) Training Specialist (ERC only) 34

35. Where we are today – Task Reallocation Tasks reallocated from Acquisitions – Serials Librarian to Liaisons and to Collection Manager (Branches) Contact vendor and initiate price negotiations Gather and review DB request forms Present database request at ERC meeting Request database trial ERC chair has authority to assign tasks to committee members Acquisitions - Serials Librarian still has responsibility for price & license negotiations, informing vendor of terms, conditions & database parameters. Works with Web Applications Specialist to add to CPL A-Z list of DBs. Enables tracking in Serials Solutions 35

36. Where we are today –The Learning Curve Organizational meetings to explain new roles Subject Department Liaisons Needed time to adjust to the new electronic request form, added work load and negotiations with vendor. Is digital archive available? Is it secure? Can digital archive be purchased? Pricing structure? IP access available? The database request form was the thing that changed everything. 36

37. Fewer Committee Meetings 12 SERC monthly meetings reduced to 4 quarterly meeting of the ERC and 1 annual meeting of the Serials / Continuations Committee 37

38. Learning from Experience Cultivate a sense of detachment from the “sacred” Go beyond old paradigms and turf protection Get past the win – lose situation  what is ultimately best for the patron Include as broad a group as necessary to handle electronic serials Provide opportunities for ongoing training Rely on and trust your staff Don’t be afraid to try new things 38

39. THANK YOU 39