Fostering Learning and Technology Development in Technical Services
•Transferir como PPTX, PDF•
0 gostou•357 visualizações
In this blended presentation, we will cover two different but related topics: The reorganization or Technical Services at the University of Northern Colorado and the launch of a homegrown MS Access application to proactively check our e-journal holdings. In 2008, the University of Northern Colorado created a task force to re-configure Technical Services into a new model. The genesis of this decision was the awareness that electronic resources in all their variety were here to stay and knowledge about how to acquire, license, mount, maintain, afford, and renew these resources should not reside with a single E-resource librarian but should be shared across the department.
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (20)
Semelhante a Fostering Learning and Technology Development in Technical Services
Semelhante a Fostering Learning and Technology Development in Technical Services (20)
Mais de Electronic Resources & Libraries
Mais de Electronic Resources & Libraries (18)
Último
Último (20)
Fostering Learning and Technology Development in Technical Services
- 1. Fostering Learning and Technology Development in Technical Services Caroline Norton Jennifer Leffler Rick Kerns
- 2. Outline • Goals of reorganization • Building our foundation • Building our structure • Building our future
- 3. Goals of Technical Services Reorganization • Reposition • Re-educate • Redundant
- 4. Charge for Task force: • Research current trends • Create choice of models • Create no new positions
- 5. Task Force Models Team leadership concept Single manager concept
- 6. Final organization plan: three units • Procurement • Ordering, invoicing • Processing & • Receiving, catalogin Description g • Maintenance • E-resource management
- 7. Building our foundation: • All staff invited to change jobs • All staff invited to apply for three promotions • Two vacancies filled • Training and cross-training
- 8. Nobody expects • The Spanish Inquisition • Jury Duty • Early retirement incentive program
- 9. Building our structure • PromptCat evaluation • ERM launch • Discovery tools exploration • Patron driven acquisition pilot • Workflow optimization
- 10. Constraints • Standalone applications • Collaborative files location • Procedures platform
- 11. Building our Future • Sharepoint • Process automation • PromptCat evaluation • Next Generation discovery tools
- 12. Shift from E-Resources to Maintenance Moved to other units: Added to our unit: • Ordering e-resources • Withdrawals in all • Licensing e-resources formats • Cataloging e- • Transfers resources • Proactive checking of e-journal holdings
- 14. Parameters • No money could be spent • Tool had to be developed in house • Staff members had to have assigned titles • Ability to track by provider and staff member • Monitor full text views so statistics are not affected
- 15. Parameters • No money could be spent • Tool had to be developed in house Leverage Existing Technology
- 16. Parameters • Staff members had to have assigned titles • Ability to track by provider and staff member • Monitor full text views so statistics are not affected MS Access 2007
- 20. Dashboard
- 23. Success! • No money could be spent • Tool had to be developed in house • Staff members had to have assigned titles • Ability to track by provider and staff member • Monitor full text views so statistics are not affected
- 24. Success! • Staff trained on new procedures • Launched in November 2009 – 8314 e-journals included – Approximately 1600 checked so far – Approximately 200 issues reported • Goal of checking all titles once a semester
- 25. Thank you! • Rick Kerns – rick.kerns@unco.edu • Jennifer Leffler – jennifer.leffler@unco.edu • Caroline Norton – caroline.norton@unco.edu
Notas do Editor
- We want to get from here (left) to here.. (right)Reposition - we moved into three units to begin workflow optimization, in anticipation of technology development initiativesRe-educate by moving staff members, some of whom had been doing specific tasks for many years, to different jobs, and see the technical services workflow with new eyes, and create redundancy by having more than a single staff member conversant with, at least to start, the pivotal tasks, to provide backup and support;
- Constraints, that is, on achieving exactly what we want, exactly when we want it...For everyone, everywhere – the economyStandalone applications which perform specific tasks but sometimes require re-keying of dataMany locations of important, workflow documentsProcedures documents that do not get updated readily and need to be made easier to access and updatePeople moved out of their comfort zones. Several were long-time employees and the new tasks forced them to examine their processes, teach them, document them and search for ways to streamline themResolved: to find an application which is friendly and powerful; will invite the more timid to utilize its essential functions and tantalize the more adventurous to develop applications specific to their workflow
- We have chosen to use SharePoint as a collaboration tool, to integrate and collocate our scattered documents and applications, allow transparency into our workflow and share specific documents with the University Library staff to streamline orders and renewals We would like to begin the process of moving from a manual order system and will dedicate ourselves to researching how to develop an automated process, with the expectation that within a few years we can make significant progressAs part of the workflow optimization, we need to think long and hard about how we currently do our cataloging and how we might, perhaps, learn how to do a ‘good enough’ jobAnd then, the big carrot is the Next Gen interface…