A Multidisciplinary Perspective for the for the Design of a Collection Management

Model

13th of March, 2008

Carlos E Montano D

Head Librarian, Universidad

Autónoma de Ciudad Juárez

The Library System Young system, with less than 15 years of service

Serves around 20,000 users among students and faculty members

250,000 volumes distributed in one central library and three specialized libraries

Archive management for the university recently added to our range of activities

BIVIR is a comprehensive virtual library with access to the most important third party databases

Centralized Technical Processes Strong and wide renowned Information Literacy programme

The Paradigm of Complexity, from Edgar Morin

Nothing is simple, we decide to simplify If nothing is simple, a problem must be approached

from many perspectives A Multidisciplinary vision is more accurate to

describe the problem Once we reflect on the problem, we can only

approach to it, and new reflections will bring new visions

Defining the Problem

Designing a Collection Management System to face– Cataloguing, classification, preservation, evaluation, selection, discard, and acquisitions (purchases, donations and exchanges)

– ISO 9001 certification requirements– Fiduciary needs

– Addition of Archive Management for the university– Knowledge management functions and the new kind of information

to manage: multimedia, management documents and dynamic forms of information sources (forums, email, etc)

– Curation of special documents for Special Collections section and the Historical Archive

Disciplines immersed

Library Sciences Knowledge Management

Organisation Management Industrial Engineering (Logistics and Ergonomics)

Information Technology Management Higher Education Archive Sciences

Background to the multidisciplinary scope

In 2003, the Library System was required to certify ‘essential’ processes under the norm ISO 9001

The same year, a group of students leaded by a faculty member of Engineering Department, applied

logistics, manufacturing and ergonomics to the analysis selection, acquisition and to cataloguing

processes.

The Goal…

To minimize delays in cataloguing was the main atask, but then it was extended to the selection and

acquisition processes. To adopt the ‘new philosophy’ of continuous

improvement, removing waste, and adding value to the user.

Improve the general conditions in all the operations.

What happened?

Many of the team’s suggestions were taken and the processes were certified in 2005, and every year

since then. The addition of information technology tools for

selection and acquisition Design the appropriate items to make the activities

more fast (bar codes, security stickers, etc) Time to process an item: 8 minutes

But also, many other suggestions were filed waiting for a better chance…

What was left behind?

Selection and distribution of new furniture and equipment

Study of the sequential activities y the appropriate movements

The 2008 CM model to face the challenges

Operations

Systems and methods

Structure

Strategy

Philosophy

SELECTION

ARCHIVES

INFRAESTRUCTURE

TECHNOLOGY

PRESERVATION

ORGANIZATION (C&C)

EVALUATION

The re-organisation of the processes

Bibliotecas UACJ

IES y Donadores

Subdirección de Adquisiciones

8

16 16 8 8 16 16 8 8

520 15 5.2 1.1 2.57 4.09 2 1.5

16 8 16

15 3.2 17

120

35

240

Valor Agregado

Días laborales

suma

Días laborales

Inventarios 880 32 24 8 8 16 32 8 8 1,016.00 127Valor agregado por libro 35 30 8.4 1.1 2.57 21.09 2 1.5 101.66 9.95

Incluye canje, donaciones, mantenimiento de las colecciones y publicaciones periódicas.

Gestión de Colecciones

Seguimiento deAdquisiciones(1 persona)

Selección de colecciones

(1 persona)

Procesamiento físico

(1 persona)

Catalogación Básica

(2 personas)

Registro(1 persona)

Embarque(1 persona)

Etiquetación(1 persona)

Inv

Inv

Inv Inv Inv Inv

Mantenimiento de Colecciones

(2 personas)

Inv

C anje y Donación(1 persona)

SeguimientoAdquisiciones(1 persona)

Catalogación Especializada(3 personas)

Contraloría

Inv

Inv

Inv Inv Inv

Inv

Inv

Inv

The performance indicators

Usability Availability Pertinence Quality Integrity Effectiveness Coverage… among others

The performance indicators, an example

Mantenimiento de colecciones

ConsultableNo. de volúmenes reparados / encuadernados

Disponiblidad

Indice de mantenimiento de la colección No. de ítemes reparados encuadernados entre el Total de ítemes de la colección.

Costo / beneficio: Costo de reparación/encuadernación por ítem

Descarte de recursos informativos

No. de títulos retirados de la colección por se reemplazados por una nueva edición

No. de títulos retirados por daño físicoIndice de obsolescencia de los recursos informativos

Capacidad Descarte por uso de espacio

Selección Bibliográfica Calidad

Porcentaje de aceptación: No. de solicitudes aceptadas entre total de Solicitudes

Pertinencia

Porcentaje de pertinencia: No. de solicitudes que atienden las cartas descriptivas entre el total de solicitudes

Preservacion de colecciones Coste - beneficio Costo por ítem

26300HEAD LIBRARIAN

26320COLLECTION MANAGEMENT

LIBRARIAN

SELECTION LIBRARIANPRESERVATION LIBRARIAN EVALUATION LIBRARIAN CAT AND CLASS

LIBRARIAN

ASSISTANT ASSISTANT

STUDENT ASSISTANTSTUDENT ASSISTANT STUDENT ASSISTANTSTUDENT ASSISTANT

ASSISTANT

IIIB

IV B

IV C

VI B

V A

JEFATURA DE DESARROLLO Y ORGANIZACIÓN DE LAS COLECCIONES

HOMOLOGACIÓN DE LA ESTRUCTURA ORGANIZACIONAL DE LA UACJ (DIRECTIVA Y OPERATIVA) 26320UACJNivel

Conclusion

We have witnessed the wide range of problems discovered and solutions using a

multidisciplinary perspective We could find a way to face the challenges

and respond to the effectively The high value of the learning experience for

the librarians