More on ECHO Refugee library and “supply chain” library management

I read this week about Simon Cloudesley, who “strode 114 miles from the Bodleian in Oxford, England, to the British Library in central London to raise thousands of pounds” for ECHO, the library for refugees in Greece that I wrote about in my last post.  I thought that was really wonderful and wanted to pass the story along to all of you.

The other thing I want to share is an article in American Libraries about how Georgia Tech’s dean of libraries has reorganized the technical services department using “supply chain” theory. Dean Murray-Rust explains, “Staff members will be able to switch from managing interlibrary loans to creating basic archival records, from processing reserves to ordering online, as demand necessitates. Employees are learning how to manage more than 10 library systems, rather than one or two.” Quick aside for you non tech services types: that’s the department in a library that manages the acquisition, cataloging, and processing (labeling, covering, barcoding, security taping, etc.) of print and digital materials, including purchases, patron-driven acquisitions (which are sort of temporary loans that trigger a purchase if patrons use the item 3 times), and subscriptions, including newspapers, magazines, and databases.

Obviously Georgia Tech is much larger than my university and has more libraries, but I was intrigued by this. We have a pretty small staff, and we often face having to come up with backup plan for tasks that only one or two people know how to do when someone is out on vacation. We’ve improved on this with a lot of cross training, but people mostly still work on just one aspect of technical services on a day to day basis. I’m thinking this supply chain style would mean total cross training. Anyone could do anything. It sort of sounds like what people do on a given day would depend on the greatest need that day.

On the user services side, they’re going with “portfolio management,” and transitioning their entire organizational structure, “The biggest challenge to our transformation was organizational. We soon saw that we had to change the culture of the library from passive to active, and we had to retire models that focused narrowly on the library rather than those that supported the larger institution. We had to commit to organizing in a way that envisions a future that is digital.”

She goes on to say, “Our goal is to make the transactional parts of the library’s work as efficient as possible in order to free up resources to sustain new services such as intelligent agents, visualization, and data science.” And “Most of our work is managed in a portfolio framework of 10 programs and more than 60 projects. More than half of our librarians are subject specialists who report to senior librarians who act as coaches, mentors, and performance evaluators.”

No more generalist reference librarians, and it sounds like librarians are not as involved in the traditional “transactions” that take place at service desks in many libraries. Instead, they are outside the library working with faculty and students and specializing in data management, intellectual property, and the digital preservation of research. It all sounds very interesting, and relevant to Georgia Tech.

That part of the restructuring doesn’t sound nearly as applicable to my university which is more of a teaching/learning institution than a research hub. But there may be ideas from this transformation that we could adapt to our use. It’s all very intriguing and worth thinking about as it becomes common even in academia for people to question why libraries are necessary. Just this week I ran circulation numbers to show faculty at one of our largest departments that their students are in fact using books.

If you work in a library, what are you doing to transform?

 

 

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