Working SmartWorking Smart: :

Managing the Managing the Increase in Increase in Interlibrary Loan and Interlibrary Loan and Resource SharingResource Sharing

Presenters

Robyn Huff-Eibl, Team LeaderAccess & Information Services Team (AIST)University of Arizona Librarieshuffr@u.library.arizona.edu

Andrew See, Library Information AssociateDelivery, Description, & Acquisitions (DDA) seea@u.library.arizona.edu

Drivers for Change• Past 15 years, work of Past 15 years, work of

classified staff and librarians classified staff and librarians has transformed has transformed significantly to meet the significantly to meet the evolving needs of library evolving needs of library users, the changing users, the changing profession, and the profession, and the economic climate. economic climate.

• 18 years of Budget Cuts 18 years of Budget Cuts Static and Declining Static and Declining

FundingFunding

Drivers for Change

• History of Restructuring History of Restructuring 1993 to most recent April 20111993 to most recent April 2011

• Restructuring as a tool and strategyRestructuring as a tool and strategy Demonstrating customer focus and Demonstrating customer focus and

value to campusvalue to campus• History of Process Improvement and Six History of Process Improvement and Six

Sigma TrainingSigma Training

Drivers for Change• Maturing technology being Maturing technology being

utilized and implemented utilized and implemented increasingly with teams increasingly with teams populated with classified populated with classified staff (i.e., Illiad, E-staff (i.e., Illiad, E-Commerce, Self Check-out, Commerce, Self Check-out, Video Furnace, Course Video Furnace, Course Management Systems)Management Systems) Work changing from Work changing from

routine to complex in routine to complex in naturenature

Drivers for Change

• Deprofessionalization of several Deprofessionalization of several categories of work that have categories of work that have historically been associated with historically been associated with librarians.librarians. Such as cataloging and front-line Such as cataloging and front-line

reference dutiesreference duties

Drivers for Change

• 2004-2005, worked with both the 2004-2005, worked with both the Library and University Human Resource Library and University Human Resource departments to design a new series of departments to design a new series of library job classifications.library job classifications.

• Allowing the Library to Allowing the Library to recruit and select recruit and select candidates with candidates with higher-level skills than higher-level skills than in preceding years.in preceding years.

Drivers for Change

Eliminated 97

Eliminated 93

Drivers for Change

• Developed specific competency-based job Developed specific competency-based job descriptions, reflecting current and future descriptions, reflecting current and future competencies, which are used in the hiring and competencies, which are used in the hiring and performance management of library performance management of library employees.employees.

• Implemented Quarterly Developmental Review Implemented Quarterly Developmental Review Process, reflecting goals and milestonesProcess, reflecting goals and milestones Constructive Feedback from colleagues Constructive Feedback from colleagues

throughout the year – focus on throughout the year – focus on developmentdevelopment

Cross Team Collaboration2002 AIST and DDA Team Leaders 2002 AIST and DDA Team Leaders began leading change within began leading change within teamsteams•AIST began paging all ILL and Doc AIST began paging all ILL and Doc Delivery items from shelvesDelivery items from shelves•Overnight 12midnight to 6am Overnight 12midnight to 6am staff began searching ILL requests staff began searching ILL requests while also providing in-person, while also providing in-person, email and chat referenceemail and chat reference

Cross Team Collaboration

• As demand increased with As demand increased with implementation of WorldCat Local AIST implementation of WorldCat Local AIST increased ILL supportincreased ILL support Now 90 hours of week from AIST Now 90 hours of week from AIST

Cross Team Collaboration

• Establish Quality StandardsEstablish Quality Standards• Establish Workload StandardsEstablish Workload Standards• Establish Observational TestingEstablish Observational Testing• Establish Career Progression ProgramEstablish Career Progression Program

Cross Team Collaboration

Example Developmental Review GoalExample Developmental Review Goal

Performance Goal : ILL Processing

If I am successful in accomplishing this goal, the outcome will be: ILL Borrowing and UA held Document Delivery requests will be processed accurately, avoiding potential delays due to error. My efforts will help ensure that DDT’s quality standards for turnaround time are met. I will meet all expectations around ILL Processing.

Cross Team Collaboration

Example Quality StandardsExample Quality Standards

DDT Quality Standards: QS - 80% of all Borrowing journal article requests will be filled in 3 days or less QS - 90% of all Document Delivery requests will be delivered or shipped to customers within 48 hours from time requested. Q.S. 100% ILL Borrowing and Document Delivery searching staff will demonstrate a 90% competency level for processing Borrowing and Document Delivery requests.

There will be an observation of 10 requests 9 correct responses equals 90%, and we will take a random sample of 20 requests 18 requests with no errors will equal 90%.

Cross Team Collaboration

Example MilestonesExample Milestones

MILESTONES: Milestone 1: Throughout the semester, I will receive formal and informal feedback from DDT staff and individuals who do extensive searching around ILL work. Based on this, I will work to improve in areas where I receive constructive feedback and I will document specific steps that I took to make improvements or subsequent application with other customers. Due by: Document all feedback received each review period and changes made in response to this feedback

1st Developmental Review Progress and Barriers:

The University of Arizona Libraries

• Process Improvement Process Improvement is is NOT NOT a 1-step a 1-step processprocess

• Embracing Process Embracing Process Improvement as a Improvement as a step-by-step processstep-by-step process

• Does not happen Does not happen overnight!overnight!

Challenge: Worldcat Local Implemented

In January 2009, Worldcat Local was added as In January 2009, Worldcat Local was added as the main search interface on the UA Libraries the main search interface on the UA Libraries websitewebsite

The World at your Fingertips

•Worldcat Implemented January 2009 Worldcat Implemented January 2009

•LOAN Requests submitted January 2008 1,641LOAN Requests submitted January 2008 1,641

•LOAN Requests submitted January 2009 2,574LOAN Requests submitted January 2009 2,574

•69 % increase from Jan 2008 to Jan 200969 % increase from Jan 2008 to Jan 2009

•Totals for year 2008/09 (25,156) 2009/10 (40,670) Totals for year 2008/09 (25,156) 2009/10 (40,670)

62% increase for the year. 62% increase for the year.

October 2010 Academic Use Policy Implemented

Academic UseWhen Patrons Authenticate When Patrons Authenticate and submit a loan request, and submit a loan request, they are prompted with the they are prompted with the UA Academic Use Policy for UA Academic Use Policy for ILLILL

A/V requests are first vetted by A/V requests are first vetted by Librarians to determine if the UA Librarians to determine if the UA Libraries will Purchase the Libraries will Purchase the material or order through ILLmaterial or order through ILL

Academic Use•LOAN Requests submitted November 2009 3,864LOAN Requests submitted November 2009 3,864

•LOAN Requests submitted November 2010 2,841LOAN Requests submitted November 2010 2,841

•-26% decrease from Nov 2009 to Nov 2010-26% decrease from Nov 2009 to Nov 2010

•Comparing July to March 2009/10 (33,211) to Jan Comparing July to March 2009/10 (33,211) to Jan to March 2010/11 (27,401): -17% decreaseto March 2010/11 (27,401): -17% decrease

Librarians on the Research Support Librarians on the Research Support Team responsible for managing the Team responsible for managing the information resources budget for information resources budget for their assigned areastheir assigned areas

Librarians on the Research Support Librarians on the Research Support Team responsible for managing the Team responsible for managing the information resources budget for information resources budget for their assigned areastheir assigned areas

IInformationnformation

RResourceesource

MManagementanagement

Plus Plus additional Librariansadditional Librarians

FILMS:FILMS:•IRMPlus is ordering on average 25 films per month or 20% of IRMPlus is ordering on average 25 films per month or 20% of the total film requests receivedthe total film requests received•ILL fills on average 38 films per month or 30% of the total ILL fills on average 38 films per month or 30% of the total film requests film requests •On average, 65 film requests, or 50%, are cancelled each On average, 65 film requests, or 50%, are cancelled each month month AUDIO CDs:AUDIO CDs:•IRMPlus is ordering on average 25 audio CDs per month or IRMPlus is ordering on average 25 audio CDs per month or 27% of the total audio requests received27% of the total audio requests received•ILL fills on average 18 audio CDs per month or 21% of the ILL fills on average 18 audio CDs per month or 21% of the total audio requeststotal audio requests•On average, 47 audio requests, or 52%, are cancelled each On average, 47 audio requests, or 52%, are cancelled each monthmonth

IRMPLusIRMPLus

October 2009 – New Shipping Process Implemented

Savings• Savings on shipping costs occur because items sent to the Savings on shipping costs occur because items sent to the

same library can be packaged and sent together. same library can be packaged and sent together.

• Items are placed on a shipping shelf throughout the day in Items are placed on a shipping shelf throughout the day in alpha order of OCLC codealpha order of OCLC code

• At the end of the day, items are placed on a shipping cart At the end of the day, items are placed on a shipping cart and taken to shippingand taken to shipping

Shipping Trend Data

Next Steps…Next Steps…PDA (Patron Driven Acquisition) PDA (Patron Driven Acquisition) – – Bibliographic Records are added to the library Bibliographic Records are added to the library Catalog through the vendor (Coutts) based on Catalog through the vendor (Coutts) based on Librarian selected approval plans. Once a Librarian selected approval plans. Once a patron identifies an item they would like to patron identifies an item they would like to use, the library automatically purchases the use, the library automatically purchases the item (both print and electronic resources). item (both print and electronic resources). Electronic Resources are available Electronic Resources are available immediately (Print Resources will take 5 days).immediately (Print Resources will take 5 days).

Next Steps…Next Steps…GIST (Getting It System Toolkit) GIST (Getting It System Toolkit) – Merges ILL – Merges ILL and Acquisitions whereby ILL staff can quickly and Acquisitions whereby ILL staff can quickly determine whether a user initiated request is determine whether a user initiated request is better suited as an acquisition or an ILL better suited as an acquisition or an ILL request based on price and availability. request based on price and availability.

Additionally, users are alerted to purchasing Additionally, users are alerted to purchasing possibilities to help them determine if they possibilities to help them determine if they want the library to obtain the resource or if want the library to obtain the resource or if they would like to purchase (i.e from Amazon) they would like to purchase (i.e from Amazon) the resource themselves.the resource themselves.

QUESTIONS?

Robyn Huff-Eibl, Team LeaderAccess & Information Services Team (AIST)University of Arizona Librarieshuffr@u.library.arizona.edu

Andrew See, Library Information AssociateDelivery, Description, & Acquisitions (DDA) seea@u.library.arizona.edu