In this project, co-investigators explored how college and university curriculum centers are addressing challenges with K-12 electronic textbooks (particularly acquisition, cataloging, and access) and implementing technology-focused services for pre-service teachers. The results of this research have provided guidance for planning the future of the curriculum center in Milner Library at Illinois State University, which comprises 2.5% of the library’s holdings and accounts for almost 25% of the library’s circulation. We identified service gaps and opportunities for improvement and are in the process of acting upon our findings, such as leveraging campus partnerships, integrating makerspace technologies, and exploring different models for ordering and processing the collection
Purpose -The purpose of this paper is to show the value of benchmarking organizational performance in order to enable conversations about workflow analysis and potential changes. Design/methodology/approach -Data from a time-to-shelf study are compared to literature describing similar studies at other academic libraries which enable the decision-making process for a new workflow. Findings -The results of a time-to-shelf study necessitated a change in workflow. This paper examines how the data enabled staff to agree to changes and supported the decision-making process. Originality/value -This paper examines the impact of evidence-based decision making on the performance and workflow of a technical services department.
SummaryOver the course of nine months in the 2013-2014 academic year, the cataloging, acquisitions, and processing (CAP) Department at Illinois State University conducted a time-to-shelf study. The original purpose was to gather benchmark data and determine the length of time needed for a book to reach the shelves. The findings uncovered the need to evaluate workflows in order to improve the department's performance. A review of the literature and the data from the time-to-shelf study enabled the department head to start a conversation about workflow changes with the subject selectors and the CAP staff.Changes to any process-related workflow are often met with reluctance by those who are involved in them. Centering the conversation on facts and the best practices of other libraries enabled the conversation to focus on performance and the need to meet expectations. The study focussed on workflow procedure rather than individual performance. Desired outcomes defined the changes to workflow.
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