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Using a Consultant for Technical Services: a small university’s experience

Using a Consultant for Technical Services: a small university’s experience. Ruth T. Kinnersley Trevecca Nazarene University June 26, 2011. The Setting. Private liberal arts university Approx. 2300 students 5 areas of master’s programs 2 doctoral programs Library with:

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Using a Consultant for Technical Services: a small university’s experience

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  1. Using a Consultant for Technical Services:a small university’s experience Ruth T. Kinnersley Trevecca Nazarene University June 26, 2011

  2. The Setting • Private liberal arts university • Approx. 2300 students • 5 areas of master’s programs • 2 doctoral programs • Library with: • approx 100,000 physical materials • approx 60,000 e-books • databases, etc.

  3. The Scenario: • Tech Services Librarian retires after 43 years • Still have active shelf list • Still accessioning materials • Part-time asst. (25 hours) to process new materials • Large backlog • Not responsive to faculty or students who need materials

  4. The Scenario: • Acquisitions – under Systems Librarian • All personnel involved in Technical Services had only worked at Trevecca • ILS is Innovative Millennium

  5. The Process: • Our SoliNet/Lyrasis rep had visited & mentioned consulting services • Referred to Cal Shepard at Lyrasis • Recommended a consultant • Checked with Provost – approval to spend money on consultant • Process began after June 30 retirement

  6. The Process: Initial Discussion • Questions sent for me to consider: • 1. What is the problem or reason you called me? • 2. What is the impact of this issue? What factors perpetuate the problem? What have you already tried? • 3.What results would you like to see?

  7. The Process: Initial Discussion • 4. What interventions, actions might reach these results? • 5. Who and what supports these actions? Who or what might inhibit these actions? • 6. What exactly is my (the consultant’s) role? What do you want me to do?

  8. The Process: Initial Discussion • 7. What do you want to know about my approach? • 8. What have I NOT asked? What else do I need to know? • 9. What are you willing to contribute to this intervention – what will your role be?

  9. The Process: Contact • Phone calls – • Initial discussion with me • Conference call with all Technical Services/Acquisitions personnel • Follow up calls to me, (new) Technical Services Librarian

  10. The Process: Documents • The proposal included: • Project objectives • Project overview • Deliverables • Project Evaluation • Project Timeline • Project costs Also: Preliminary work: - research - phone calls One- day site visit Project Report WZM4MW

  11. The Process: Documents • We Sent: • Technical Services Workflow • Technical Service Project Questions • Applicable policies – acquisitions, etc. • We Updated: • Job descriptions • Statistics

  12. The Process: Site Visit • Flew in & out in one day, Oct. 2009 • Toured workspaces • Met with each person involved in Tech Services individually • Met with Director first and last – provided preliminary observations

  13. The Process: Report • Received final report in December – approximately 6 months for the project • Specific recommendations: • Physical locations of processes • Staff levels, jobs performed • Tasks and processes to change/eliminate/add

  14. The Results • Completely re-organized Technical Services: • Acquisitions under TS Librarian (including Asst.) • Physically moved TS operations; streamlined materials’ path through library • Changed holding locations for new materials and gifts

  15. The Results • Eliminated the backlog with 12-16 months • Reduced processing time dramatically • Faculty feel that the library is very responsive when they order materials and want them quickly • “Rush” processing went from 2 weeks to hours-days

  16. The Results • Employees are happy • Systems librarian happy not to do Acquisitions • Acquisitions Assistant happy with greater responsibility • Evening Supervisor/copy cataloger loves the work • Technical Services Librarian sees improvements; likes what she is doing • Director feels that the Tech Services team are more responsive, better organized, faster at processing, and a more cohesive team

  17. Observations: • The Consultant communicated to Tech Services personnel that quality meant timely processing and availability of materials, not just meticulously prepared and reviewed catalog records. • That resonated with staff!

  18. Observations • We were very pleased with the results of our consultant experience • We accomplished our purpose of becoming more efficient and reducing processing time, improving our service • Director’s role was making the initial arrangements, negotiating prices/services, communicating the purpose to all personnel, and being supportive

  19. Observations • Technical Services has implemented most, though not all, of the recommendations • We did indeed need fresh eyes to accomplish what we did

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