How is quality assurance checked for shelving accuracy?

What would it take to get rid of Oversize ranges as separate locations? Increase browse-ability and shelving/retrieval accuracy…

What plans are in the works for supporting comprehensive improvements at the branch (departmental and school) libraries as has already been applied at SL and CCL in the areas of 1) collection management (not just LSF), 2) Yale specific training (applying local policy and procedures), 3) funding of staffing levels? We are interested in quantitative and qualitative study.

Swipe cards to access to the stacks would be ideal. Is this in our future?

How will Phase 2 renovations affect staffing, collection development and public access points in SML, CCL, and ILL?

Acquisitions

Are there plans in effect to address acquisitions and related problems concerning expired and outstanding orders?

Communications

How can we ensure that what we communicate is relevant to staff—that we don’t overload staff with information that is neither of interest nor relevant to their jobs?

[Mary Caldera/Communications Committee] This is admittedly one of the most difficult parts of our job. The CC is a broad communication vehicle. Our communications tend to be directed to the Library as a whole and in our opinion are relevant to all staff members. The only way to ensure that we are doing a good job is for individuals to let us know.

It is important to recognize that communication is not the responsibility of just one group or select individuals. In addition to communicating ourselves, we make recommendations to others on how they may improve and encourage the exchange of ideas and information. For instance, we have encouraged the establishment of feedback mechanisms and have made recommendations to LMC regarding departmental meeting agendas. Each individual in the library is an integral part of the communication network, and the more we listen and talk to each the more-- the more we are actively engaged with the seeking and imparting of relevant information, the more we will be satisfied with the flow of communication.

Are there measures in place to assess the effectiveness of the communication initiatives and staff awareness of the tools available?

[Mary Caldera/Communications Committee] One measure we are using is the High Performing Organization (HPO) Survey. As you may recall the library-wide survey was taken by staff in November of last year. In the area of communications (Shared Information and Open Communication), the library score was 4.3, which is slightly above neutral. The survey will be taken again early next year. We will compare the score from the next survey and with the November benchmark.

A Communications Committee sub-group lead by Dana Peterman is studying the question of measures and will recommend additional measures. If you have any suggestions regarding measuring our progress in this area, please let me know, and I will forward them to Dana.

How do we improve communications and accountability at the middle management level?

[Alice Prochaska and Diane Young Turner] The Communications Committee is seriously working on this issue as well as other areas of library-wide communications. Additionally, I believe that communications will have to become a higher priority of LMT and LMC. Some improvements have been made but more work is needed. Based upon the feedback from staff at prior Large Group sessions, staff meetings have been the single most important vehicle for communicating. Guidelines for running a meeting have already been developed and other tools will be suggested in order to help to facilitate these meetings. It is also important for staff to help to promote open communication with middle managers by making suggestions on specific topics that you would like to have discussed. Training in management (which includes good communications) is available to all managers in the Library, and they are encouraged to take advantage of this. Accountability is also fostered in an environment of commonly decided goals and targets; and part of the work of Moving Forward was to help define some of these goals.

How can we improve communication and relationships between departments and between departments and branch libraries?

[Alice Prochaska and Diane Young Turner] Based upon the work of the two SQI Redesign Teams (formed by Danuta Nitecki) some progress has already been made in improving communications across departments. For example, the ELI Express redesign team, consisting of people in all the departments involved, has come up with some real improvements to the service; and improvements are in progress for the more complex acquisitions process, involving numerous people in several departments. I am optimistic that cross training, more joint departmental meetings and other initiatives will assist in solving this issue as well.

What’s being done to facilitate communication between departments?
[Diane Young Turner] I do believe that the process improvement initiatives have been helpful, as well as greater Committee involvement. Additionally, the cross training programs that we will be putting into place over the course of 2004 should be helpful as well.

Flexibility and Agility

How do we keep people whose primary activities are not in one of these goal areas, informed about progress so that these summaries may mean something to them?

[Alice Prochaska, Kate Reynolds, Diane Young Turner] Keep in mind that all staff members who work in the library play a part in achieving the strategic goals as set forth by the Library. Your supervisor should be able to help you clearly understand exactly what role your department or unit plays as well as outline the objectives that your unit must accomplish in order to help achieve the strategic planning goals. The most immediate source of information is your supervisor or department head. Ask your supervisor or department head to hold a staff meeting to explain your department’s role and report progress about what is being accomplished in other areas of the Library.

Other than implementing the learning plan as one way of improving staff elations, what other plans are there of increasing the relationship between C&Ts and M&Ps (or programs)?

[Alice Prochaska, Kate Reynolds, Diane Young Turner] First, let us bring you up to date on what has already been put in place. Most significantly, has been the inclusion of C&T staff members on various Library standing committee and project teams. The former staff association M&PSA has been renamed LiSA (Library Staff Association) and brings together all levels of staff members around various projects. The University Librarian’s Teas are an invitation to all library staff members to gather and exchange ideas with one another in an informal atmosphere.

On behalf of the university, the Library is hosting a pilot program, “Creating A Shared Future”, which will encourage and sustain 2-way dialogue amongst all levels of staff on ways Yale can become a more civil, effective and innovative place to work. Members of our Library staff will be randomly selected to participate. The sessions will be co-facilitated by Laura Freebairn-Smith and Kate Reynolds.

Library Humans Resources will continue to develop vehicles, such as the Communications Committee and tools like the Learning Plan that enhance 2-way dialogue amongst all levels of staff. Most importantly, we will seek your input and recommendations as we develop new initiatives.

How do you envision incorporating school and department libraries in these strategic plans?

[Alice Prochaska] School and departmental libraries are crucial in all parts of the Strategic Plan. Each action plan applies to all departments in one way or another. As one example, the Unlocking Collections action plan lists collections all over the library system that need attention; and I know several departmental libraries are turning their attention now to some of these collections. To take another example, the International Program focuses not just on parts of the library which concentrate on international collections. Some great work in the international arena is being done at the Medical Library, Social Sciences Library, Beinecke, and Divinity Library, as well as in RSC and the area studies collections, and I know that does not complete the list. More generally, the committees and councils that are being set up to carry forward our strategy in particular areas of activity (e.g. the multi-departmental international council and the Integrated Access Council) will draw membership from all parts of the Library. I hope all parts of the Library system, wherever they are based, will give thought to how they can contribute to each of the action plans. Much good thinking along these lines came out of the Spring Forward meeting in particular, and we are using these ideas as we move forward with the action plans.

Any plans for reassessing recent organizational changes?

[Alice Prochaska] I think there was a specific question behind this one, and I can’t say whether one particular department’s changes will be reviewed or not. But we certainly will look at organizational change, within LMT and LMC, as one way of meeting strategic priorities effectively. There is no presumption that a recent change has to be maintained if it really is not working.

- How will positions be filled if there are plans for job cuts?

- How will the recent announcement of Yale’s budget crunch affect strategic planning and subsumed activities?

- With the University plan to reduce staffing in order to handle the deficit, how is the library planning to meet the goals of the Strategic Plan including the staffing expansion predicted in the planning documents?

- Given the recent article in the New Haven Register about the 5-10% cut in University staffing, how is the library planning to accomplish the strategic plan?

- Despite budget constraints, we need a way to bring new challenges and opportunities unto the strategic plan—what will be the mechanism for doing so?

[Alice Prochaska] Let me try to answer these questions together. The Library Management Team will be looking at all vacancies to determine which are the most important to fill, either to continue core operations, or to fulfill high priorities in the Strategic Plan. Where any vacant position is not filled, the supervisors concerned are asked to specify the consequences of doing without it, so that necessary adjustments in their department’s work can be made. In addition, we will be redoubling our efforts to win grants and endowments for some Library activities, bringing in externally-funded positions to replace some that were formerly funded from the university’s general allocation.

The Provost’s Office has approved a basic plan for our share of budget reductions that I submitted last week. It shows the Library can achieve the 5% cuts without any need for layoffs, and without biting into our basic provision for implementing the strategic plan. Some of the reductions will come from expenditure on equipment and other non-staff costs. Some will come from keeping open some positions that are currently vacant (where they are not essential to the strategic plan immediately). We also project a certain number of vacancies arising naturally; based on the record of turnover in staff positions in recent years, only a small proportion of those vacancies will need to be held open.

Across the university, teams of managers are taking a close look at redundant activities and areas where work can be shared between units. This will help achieve the necessary savings for the university as a whole and, I hope, may also reduce some of the administrative burdens placed on the Library. It is never easy to face budgetary cuts, but with a well articulated Strategic Plan and the action plans flowing from it, we are in a strong position to do so with clear understanding of the impact on our core services and staff, and to plan how best to fit our priorities for the future to these reduced resources.

Do budget concerns drive a “circle the wagons” kind of thinking?

[Alice Prochaska] See in part, my answer above. It is vitally important for us to continue with our plans, and to look outside the Library for partnerships that will help all concerned to achieve their aims in a cost-effective way. I personally do not see a ‘circle of wagons’ thinking developing in the Library. I agree it can be a danger in any organization that faces cuts.

How are we measuring the effects/benefits/losses of this hugely expensive experience?

[Alice Prochaska] The feedback forms submitted after the meeting (mounted separately on this site) show that the great majority of those attending found it well worthwhile. One further measure of success will be in the responses to the second staff survey, to be carried out in January. Beyond those, an enduring value of this meeting and the Focus Forward and Spring Forward meetings will come from the large number of ideas and proposals made during the meetings, on which the Library acts. The Strategic Plan as published contains the work of the Focus Forward meeting, and the wording adopted there. Both Focus Forward and Spring Forward produced large numbers of proposals which have been and are being carried forward. The same will be true of Moving Forward, as we process the proposals for measurement and the many other comments that came from it.

- Why is there not someone on the panel today, representing the union and union issues and concerns?

- Why isn’t there a union rep on today’s panel?

[Maureen Malone Jones and Diane Young Turner] Panel members were selected based upon areas of the strategic planning process that needed to be addressed. Those individuals selected had specific responsibilities for past and/or ongoing responsibilities for implementation.

Is there the same kind of accountability that exists between staff and supervisor, between the union and its members? If not, why not?

[Maureen Malone Jones and Diane Young Turner] I do hope that there is accountability between staff and supervisors. The library expects no less. If there isn’t, it should be brought to the attention of the department head, AUL, Library Human Resources or the University Librarian. A number of venues have been established to encourage this sort of communication. Concerning the question about the accountability within the Union, I am not in a position to answer. Questions about internal Union affairs should be directed to a Union steward or Union staff.

I think there should be a non-partisan representative who acts as a go-between between staff and the union whose purpose is to provide information (from an objective outsider) regarding the union, its purposes/goals and organization.

[Maureen Malone Jones and Diane Young Turner] Since this is not a question, it is difficult to respond. I do know that President Levin, other University Officers and the library administration, headed by Alice, are keenly interested in creating a cooperative work environment, where we all work together and freely communicate our opinions and differences respectfully and with civility. Certainly if we can’t agree, there are mechanisms in place to resolve the disagreement.

What are the criteria for participation on committees? Who chooses members?

[Alice Prochaska and Diane Young Turner] Committee members are sometimes selected from volunteers and nominations and at times are selected based upon the knowledge and expertise that staff will lend to the Committee. Selections are sometimes made by the Committee, the Committee’s Sponsor, Library Administration, or the chair of the Committee. It is now regarded as the norm that committee membership should be drawn from all levels of staff. People are invited on the basis of the contribution they can make to the particular work of the committee. I am pleased that most Committees now make an attempt to have cross representation from all levels of staff.

What vital library work is not getting done while dozens of us are sitting here in this frivolous exercise? And what is piling up on our overly loaded plates?

[Alice Prochaska and Diane Young Turner] We believe that this series of meeting, of which Moving Forward was the last, has been vitally important to advancing the overall work of the library and providing a sense of direction for the library administration and staff. Additionally, the feedback that we have received from the four meetings confirms that staff are eager to be engaged in discussions about the library’s future and to obtain a sense of their role in the process. We have further learned from staff, the importance of communication at all levels, is critically important. Having each staff member be involved once in such a meeting is not frivolous. On the contrary, it is important to the health of the organization to involve all staff, and to derive form them the many excellent ideas that have come forward in these meetings. Some extremely valuable contributions have resulted from each of the series of large group meetings that we have held. The views expressed by staff, and the good thinking they have put into designing the different elements in the Library’s strategic plan, are being incorporated into the plan and are highly valued.

How much are these meetings costing?

[Alice Prochaska and Diane Young Turner] We have gained so much value from the process, it is hard to place a price tag on the overall cost. It is an important part of the business that we conduct on behalf of the Yale University library system.

Will the University’s forecast of financial belt-tightening put any of the strategic initiatives at risk?

[Alice Prochaska and Diane Young Turner] Some of our strategic initiatives may take longer to achieve, but they are important to the life and work of the Library, and we will continue to move them forward. As I recently stated in the December issue of Library Links, “expectations will have to be reexamined in every sphere, and where it is not possible to reach earlier targets with streamlined resources, that will have to be made clear, and targets will need to be reexamined and if necessary, adjusted. The good news is that we have a period of eighteen months in which to achieve the full 5% reductions that the university expects of us. During that time, reductions will be achieved both by reducing expenditure on equipment, subscriptions and other non-staff items, and by choosing not to fill just a small number of the vacancies that will arise naturally from resignations and retirements. Nobody expects to see any layoffs in the Library's ranks as a result of these budget reductions.” Strategic initiatives need to have goals and targets, against which they will be measured. These goals may have longer timescales than they otherwise would, if the initiatives are in areas where positions may be lost owing to vacancies not being filled.

Ask about awards – who can get and how to promote people?

[Diane Young Turner] The Service Quality Awards are available to all levels of staff. Nominations have been sought from staff as well as supervisors. I do believe that we should do more. A professional development plan for all levels of staff is one of my goals for the 2004 year.

Given the _____ or training and development have you considered recognizing the employees who have upgraded their skills through extra training? (College and/or library training)? At our table someone mentioned that employees are recognized when they begin and when they retire.

[Diane Young Turner] I agree that we do want to take advantage of recognizing staff throughout their library/university career. Through focus groups (and other means of input) that we will be conducting in early 2004, I will be keenly interested in hearing other suggestions from staff on ways that we can recognize staff. For those completing training classes, I’d like to see us go beyond a presentation of certificate.

As there are performance reviews between staff and supervision, is there a similar type of accountability between the union and workers represented? If not, why not?
[Diane Young Turner] Other than performance reviews we have for probationary employees and for all M&P staff, we do not now have performance reviews. Our goal of introducing the 360 degree feedback system is designed to accomplish this for all levels of staff. The current Union Contract does not forbid a feedback system.

What is 360º feedback assessment?
[Diane Young Turner] This is an approach to obtain feedback not only from supervisors and by utilizing a self evaluation, but also from peers and customers as well as part of a 12 month or 18month feedback process. This method would be used by all levels of staff and is another tool to not only enhance performance but to improve communication as well.

How would you establish bonus programs for all staff? Could you elaborate?
[Diane Young Turner] As a part of the University and Union’s agreement, this program will be in place in 2005. The maximum amount that can be awarded is $500. The guidelines for the program will be developed in 2004 and will apply to all levels of staff.

Is there more that can be done to include C&T participation in library activities, such as committees?
[Diane Young Turner] The Communications Committee is now developing guidelines. All Committees are strongly being encouraged to expand Committees to all levels of staff and I do believe that during the 2004 year, more Committees will be reflective of all levels of staff.

Are there ways the library can ensure representation of all perspectives when staffing limitations may prevent an actual representative from participating in a group, committee, etc.?
[Diane Young Turner] Those situations should be discussed with the supervisor, Department Head, the Committee Chair or AUL. If the matter is not resolved, staff are encouraged to bring to the attention of LHR or to the Office of the University Librarian.

Is it possible for C & T staff to consider forming committees for reasons they think are important?
[Diane Young Turner] The channels mentioned immediately above should be utilized.

Has the system of evaluating supervisors moved ahead? When will it start?
[Diane Young Turner] The 360 degree system referred to above will apply to all levels of staff, including supervisors. The goal is to begin a dialogue on this process in early 2004 and implementation during the second half of the year.

Security? Installation of security devices? Not book but personal?
[Diane Young Turner] John Vincenti, members of the BRBL staff and I have been reviewing our systems by visiting a number of comparable institutions. The final visits will take place in late January. Shortly thereafter, we will be making recommendations on additional personal security devices. Personal security is also on the list of issues as Phase II Renovation plans move ahead.

How does library mgmt.-HR plan to facilitate the “moving up” the step process for C & T’s – according to the recent contract agreement?
[Diane Young Turner] I am not sure that I understand this question. I do not recall a “moving up” step process being referred to during negotiations nor do I see a reference to in the Contract. For increases, these increases will be automatically handled University-wide. For moving from one grade to another, via job families, it is my hope that the Learning Plan as well as cross training will help to facilitate this effort. Please utilize the confidential comments section on the Communications site to provide greater clarity to this question and I would be happy to answer.

What effort that the library administration do to help the C & T staff have promotion? i.e. from A to B, B to C, or C to D?
[Diane Young Turner] Training is always one of the first measures that we offer and the Learning Plan is the vehicle that we utilize to discuss and fund these opportunities. Additionally, the University offers tuition assistance and other training opportunities.

For newly appointed employees and old employees, is there a way to identify the departmental activities until the library materials rest on shelves?
[Diane Young Turner] Question unclear. Please utilize the confidential comments section on the Communications site to provide greater clarity to this question and I would be happy to answer.

- How do big goals apply to the security guards?
- If some of the information provided about library operations doesn’t impact the individual’s own position and job description within the organization, how important is it for these individuals to be aware and update their knowledge of these operations and processes? For example, does someone in security need to know and receive training in or be conversant about International Programs? Isn’t the focus on better managing our own positions and have dialogue with those whom we need to work more cooperatively?
[Diane Young Turner] The Library’s goals apply to all levels of staff. As you know, members of the security staff are the first point of contact for anyone entering the library and they are frequently asked questions. It is important that they are knowledgeable and well trained in a number of areas. The focus has not just been on better managing our own positions but having a clearing understanding on the mission/goals of the library. I do realize that due to delays, we have not installed computers at the security stations. The Systems Office, Workstation Support, is working hard to get laptops installed in early 2004, which will immensely improve the security guards’ communications and understanding of the library-wide operations.

Will there be future large group meetings to continue high involvement?
[Diane Young Turner] No, the last meeting, several weeks ago, was intended to include the remainder of staff who had not attended one of the four sessions. There is probably a small number of staff who, unfortunately, was not able to attend any of the meetings offered. Department Heads, supervisors, AULs and Alice will continue to communicate the library’s mission, goals, values as well action plans and next steps to all levels of staff.

Does everyone need to know everything? It seems that we can’t and it is not divisive, but more cooperative, a rolling knowledge w/ relevance.
[Diane Young Turner] My response to your question is no.

Can we reduce the number of committees? Could the committee structure be reviewed? What is the impact of committee assignments on getting one’s job done?
[Alice Prochaska] Committees do wind up when their work is finished. (See for example, my answer about the timeframe for wrapping up this round of strategic planning.) I believe we should all, including LMT and LMC, think very carefully before setting up new committees or reactivating any that may seem to have completed their useful life. I would be most interested to hear suggestions for other committees that may not be needed. Meanwhile, the participation of staff from all parts of the Library helps to make the committees we do have more useful and more responsive to real working needs. Individual members of staff should discuss with their supervisor and/or AUL the implications of their committee attendance for their main work and job targets. The impact of committee work varies greatly, and if it is having a serious impact on getting one's job done, the supervisor needs to know. Individual members of staff are always free to stand down from committees when they feel the work is no longer manageable for them, and many do.

What’s the timeframe for wrapping up this round of strategic planning – when are we “done”?
[Alice Prochaska] I consider the main work of strategic planning is now complete. We have a plan in place, including action plans for our top priorities, and we are putting measures and goals in place to show how we are doing. The International party for all staff on January 16 is intended to celebrate this landmark.

How can we facilitate better communication with faculty (specifically with accountability)?
[Alice Prochaska] This is an important question. The answer lies in part with each one of us as individuals, when we interact with faculty members as patrons of the Library. Some members of Library staff have a wonderful record of good working relationships with the particular faculty members and departments they serve. I receive many compliments from faculty members about the help extended to them, often far beyond anything they would have expected. As far as the Library as a whole is concerned, we need to do more, and we are doing more, but good ideas for improving communications will always be gratefully accepted. In the recent past, I have mailed the Strategic Plan leaflet to all departments and schools, and I am following this up with a series of visits, accompanied whenever possible by the appropriate librarians. Departments and schools have also all received our most recent Annual Report. Danuta Nitecki and I have held a series of meetings (again, including the appropriate library staff) to discuss with faculty the needs for the Cross Campus Library collection, as we re-think it in preparation for Phase II renovations. A summary of the views they expressed was sent round to all participants in these meetings. We will keep in touch, maintaining accountability by asking them to help us personally with selection for CCL, and reporting back to them as the collection takes shape. Another recent initiative is our close relationship with the School of Graduate Studies, working both to assist faculty in the preparation of electronic courses as part of the ELI program, and separately, to enhance graduate students' understanding of librarianship as a potential career.

New things I would like to do include:
- inviting faculty to tours of parts of the Library (Danuta has suggested LSF; perhaps we could also offer tours of the stacks, not just in Sterling, and talk about the work we are doing to make them easier to use.) This would give us an opportunity to account to faculty for our work on clearing the stacks, for the way we handle transfers to LSF, and many other aspects of the basic provision of access.
- a series of symposia or less formal meetings on campus to explore issues that librarians specifically have to address as part of their professional contribution to the university: freedom of access to information; instruction in exploring and using electronic resources; our responsibility for stewardship of an international heritage.

This response is not exhaustive. It would be great to hear from individual librarians and heads of department about their own ways of communicating with and accounting to faculty; and new ideas for improvement would be most gratefully received.

Is it possible to do a hard cost-benefit analysis (speaking of measurement) of this enterprise? What exactly will we get/have we gotten for the amount of money and staff time (I'm appalled that some staff have spent six days on this enterprise) expended?
[Alice Prochaska] Some of the benefits of the exercise can be measured in quantitative or otherwise visible terms, and others bring great qualitative benefits to the Library, which I hope everyone will perceive, over time. The three large group meetings held in the Library (counting the two Spring Forward meetings in May as one session) have been a once-off exercise. They were designed to bring together ALL Library staff: to enhance our common understanding of our mission, and our vision for the future, and the values by which we all should be working to work together on our statements of the Library's Mission, Vision and Values to work together on our plans for action on the main priorities of the strategic plan, drawing on the knowledge and experience of all staff, and agreeing on ways of measuring success in specific, real tasks that are fundamental to the library's work to build within the library an organizational culture that supports the work and professional development of all staff, and where all members of staff know that their views will be respected, their work is appreciated, and they can make an important personal contribution to the work that we are all doing together.

The success of the three meetings in meeting some of these goals can be measured by the responses given on the feedback forms at the end of each meeting. Another way of measuring success will be provided by the survey of staff opinion, first carried out last year and due to be repeated at the end of January. By looking at the levels of positive response from all staff to a consistent set of questions each year, we can tell a lot about the organizational health of the Library, and the extent to which everyone believes that his or her work is contributing to common goals.

In addition to those measures, we have received an enormous number of specific, positive, contributions to the Library's work. We now know, as a result of comments at and feedback from these meetings, far more about staff's development needs, about the areas where we are perceived not to be doing well enough, and about communications in the Library. Suggestions for measurement, which came from the Moving Forward meeting, have been thoughtful, well-informed, and given by people who really know the work they do. Library managers are still processing many of these suggestions, and you will see them bear fruit in months to come.

The readers have told us over and over what their priorities are for us—how will we explain to ourselves what we won't do if we really put our money behind it?
[Alice Prochaska] We are giving our top priority, in terms of financial resources, to improving access to the physical collections throughout the Library system. The additional resource that is now being put into stacks maintenance comes from extra funding given to the Library by the Provost explicitly for this purpose during each of the past two years; it forms part of the Core Services action plan led by Danuta Nitecki. The other element in our Core Services priority is to improve bibliographic control. The Unlocking Collections action plan led by Joan Swanekamp is looking at ways to employ our resource to the best possible effect to deal with backlogs, and the cleanup of records after conversion. In order to provide adequate resources for this program, we are actively seeking grants and looking to use endowment money, where we can do so under the terms of the endowments, to support cataloging. We also know from readers that they need constantly upgraded access to electronic materials, and help with using them. The Integrated Access program led by Meg Bellinger is concentrating resources, looking at priorities, and drawing on one-time support from sources within the Library budget; and in due course this program too will be seeking grants and support from external agencies. The International Program led by Ann Okerson is also receiving support from outside the Library, e.g. from some of the area studies councils at Yale, drawing on special grants that they have won. And their support by itself illustrates how important it is to this area of the university, that we should enhance our services to them. Meanwhile, by setting priorities and putting in place measurements and goals, we will be better placed to identify and plan for the things we can no longer do, or cannot do to the same standards as before. We will also be better placed to account to ourselves and our users, with clear explanations of our policy.

When will adequate attention be paid to the fundamental business of being a library? 1. Supplying books to patrons? 2. Ensuring damaged and/or missing books are replaced or preserved? 3. Ensuring that shelves are in order? 4. Ensuring that our catalog is accurate and complete? 5. Ensuring that staff actually understand their work and are competent to do it? 6. Ensuring that money is not wasted? How much money is spent on unnecessary committees? On frivolous initiatives? On appearances and not realities?
[Alice Prochaska] Much of the answer to this question is given above. The purpose of the three large group meetings of this year has been to give full attention to the business of being a library, by bringing together the concentrated knowledge and experience of all the staff. If you read the action plans produced by the strategic planning process, you will see an enormous amount of planning work, directed precisely to the fundamental tasks of the library. The Focus Forward, Spring Forward and Moving Forward meetings have helped us in many ways: and a great deal of that specific help is reflected in the design of our action plans. For examples of concrete progress that has already taken place as part of the implementation of the action plans, and recommendations of the goal groups that preceded them, see the update section of the strategic planning web site at http://www.library.yale.edu/strategicplanning/ . Here are just a few examples in response to the points raised in your question:
- A process improvement project looking at the Eli express delivery service has identified efficiencies (at no cost) which significantly cut the delivery time for library materials to all parts of the campus, including the introduction of new delivery points and other improvements. The unreturned books initiative is resulting in a much higher rate of return of books to the shelves. Meanwhile book shifts continue throughout the library system, a new method for checking the accuracy of book shelving is in use, and we are in the process of redesigning the method for selecting materials to be moved to LSF, in order to achieve a significantly faster rate of moves.
- A second process improvement project involving staff from several departments has identified ways of speeding up and improving the flow of library materials from the point of selection through acquisition to their placing on the shelves. Some improvements have already been introduced, with positive impact on backlogs, and work is under way to install significant improvements by June 2004.
- The book cleaning project in the Sterling stacks is nearing completion ahead of time.
- The Unlocking Collections objectives planning group recommendations for criteria to deal with backlogs are in the process of being implemented. They have been discussed by a task force of the Association of Research Libraries, and widely disseminated as a model.
- The appointment in July 2003 of Meg Bellinger as AUL for Integrated Library Systems and Technical Services implemented a key recommendation of the Integrated Access Goal Group, and Meg is now in the process of fulfilling the Integrated Access action plan. Examples, supporting the core business of providing access to library materials, include evaluation of two alternative universal gateway options, upgrading of SFX reference linking, and the loading of E-resource records into Orbis.
- Funds for international collections have been reallocated to key new areas supporting the Yale curriculum, for example providing more materials for Hellenic and South Asian studies.
- The drive to make the Library a more flexible and agile organization, led by Kenny Marone and Diane Turner, has included introduction of our Learning Plan, in which staff themselves identify their greatest needs for training, and there is a budget for all staff to assist them in getting that training.

You asked about ensuring that money is not wasted. This Library has historically adopted a frugal approach to budget management, with annual reallocations to priority needs, and our good record for doing so was acknowledged by the Provost's office during the spring budget round. The Library Management Team, building on some excellent work by the LMC Budget committee, had a budget retreat meeting in December 2003 to consider how to get maximum benefit from reduced resources. The outcome of that meeting has been reported to LMC, and a series of measures for achieving savings in a strategic manner has been agreed.

Please keep the comments and suggestions coming. The whole purpose of our meetings during the course of 2003 has been to engage all staff and to learn from each other, how to make the Library perform even better. The main phase of strategic planning is complete, and now we need to keep this process going, constantly thinking of and learning form each other, and putting forward suggestions for improvement, in everything we do.

Integrated Access

How do you plan to integrate access to multimedia materials (books w/CDs) to make it easier for patrons and more efficient for staff to process material?

[Ann Okerson] The Media Task Force of the Collection Development Council has been working hard, under the leadership of Tobin Nellhaus, to make media materials much more straightforward to manage for the Library staff, and particularly much more accessible for our patrons. The recommendations of the group have been accepted by the Library Management Council and an implementation group is being formed. The Media Report makes for very interesting reading, covering the various topics of security, integration, organization, and much more.

URL: http://www.library.yale.edu/CDC/public/subcommittees/Media/index.html

As enhancements and additions are included in the digital collections, how is the information made available or communicated to the public/scholars?

[Ann Okerson] In at least 3 or more ways: (1) Under the leadership of Kimberly Parker, Head of Electronic Collections, and other colleagues, the Library Web Site offers database, ejournal, and ebook listings which are very much kept up to date. For example, the ejournals pages list about 30,000 journals by title. (2) In addition, Catalog Department staff, along with Library Systems, are now regularly loading MARC records for electronic books, journals, databases, and other resources into Orbis. (3) The Library Web is rich in departmental library and subject specialist's pages, and these inform readers about new and existing resources in areas of particular interest (see, for example, the pages of the Medical Library, or Social Sciences, and many many more). Finally, library staff throughout the system teach many classes in how to use resources, and these instructional efforts strive to include the most current resources and enhancements.

Could you please describe the role of the Integrated Access Charge Council? Who will be invited to the retreat? How will they be chosen?
[Meg Bellinger] The Integrated Access Council (IAC) will be established to provide leadership, coordination, and centralized communication to further develop and implement the action plans and meet the goals outlined by the Integrated Access Objectives Planning Group and articulated in the "Summary of Objectives and Action Plans" dated December 20, 2002. http://www.library.yale.edu/lmc/public/goalgroups/goalgrouppage.htm

The retreat was held in early December as a two day planning meeting. The Library Systems Office was the focus of the retreat and the goal was to set the stage for developing an Integrated Library Systems implementation plan. The managers and selected staff of LSO were involved in both days. The first day also included direct reports to the AUL for Integrated Library Systems and Technical Services and one staff member from each of their departments in order to develop a shared vision of the YUL digital landscape.

- Could you please share with us a concrete example (explanation) for the last area on your one page summary (the Federated Approach)?
- Elaborate on the “federated approach to organization structure of the integrated library? What does this mean?
[Meg Bellinger] The Federated Approach is "effective multi-tiered coordinated management through a federation of responsible parties across department boundaries." An example is that of the ELI Interface Librarian position, which will have job responsibilities with public services and the library systems office. The position will cross AUL lines of responsibility and have access to and the support of management to meet cross-functional goals.

What does “integrated access” mean?
[Meg Bellinger] The Integrated Library supports research and learning in an environment that responds to current and future information needs and behaviors using the full array of information resources. The Integrated Access Objectives Planning Group stated the following: An integrated library, in contrast to one that segregates its functions by formats, does not discriminate between knowledge and heritage recorded on paper and that recorded in electronic pulses. We thus do not imagine the creation of a separate "digital library" in addressing the impact that digital technology will have on our future. Rather, we urge a broad-based and self-conscious review of the needs of our organization to respond to new challenges to our practices.

Integrated access provides users with the ability to find and retrieve information across the full range of resources.

What’s the criteria for selection of digital collections?
[Kim Parker] When the library purchases digital content, it is recommended that the following checklist reviewed. See: http://www.library.yale.edu/ecollections/ereschecklist.pdf. Currently, there is a CDC task force (under the leadership of Jen Weintraub), which is working on criteria for selecting our collections for digitizing.

How are we going to aggressively manage and communicate our integrated interfaces projects?
[David Stern] The library will proactively manage and coordinate our integrated interfaces projects through collaboration among the public-services-based Interface Implementation Librarian and the appropriate LSO and Technical Services staff. Using a set of priorities determined by the Integrated Access Council based upon priorities outlined in the Library Strategic Plan, resources will be allocated to provide infrastructure and public service support for a clear set of goals and measurable objectives - leading toward a better understanding of the inter-related teaching and research support issues. The library will promote these projects and explorations through a variety of communication tools: public update sessions, project progress reports, YULIB messages, printed update memos, and other avenues (such as SCOPA and SQIC forums).

What is the University Digital Landscape Group and how are these Digital Preservation efforts and digital resources like University wide? (Including museums, preservation departments, etc.)
[Meg Bellinger] The Digital Landscape Group is a joint ITS/Library discussion group brought together to explore the entireYale institutional digital landscape issues. One of the primary topics for discussion is the issue of digital preservation but thus far remains an informal discussion.

How are school and departmental libraries participating in the federated approach to organizational structure for the integrated library?
[Meg Bellinger] Currently through LMC, soon also through representation on the Integrated Access Council and leadership/participation in the committees that will be developed to carry forth the work of the strategic plan for integrated access.

I believe it is problematic that the Integrated Access handout focuses so much on Sterling and Beinecke programs—how about Law, Medical, Divinity?
[Meg Bellinger] Agreed that although Medical, Walpole are mentioned in the handout, a more thorough review needs would provide more information from school and departmental libraries. The IAC will issue a more comprehensive report early in 2004.

Where is the concern for effective outreach on SFX?
[Meg Bellinger and Kim Parker] We haven't taken a coordinated approach to publicity, reader training, reader documentation, staff publicity, staff training, staff documentation. There are pieces of each of these that happen in spotty and narrow areas, but not overall plan, push, or implementation. The Integrated Interfaces position should help to address this concern.

How will cross-collection pilot programs (like Finding Aid Database) be brought out of limbo? And fully supported by Library?
[Meg Bellinger] Just before the holiday break, a meeting was convened to discuss the future directions of the Finding Aid Database project. The group (representing Beinecke, Arts, Divinity, Music, MSSA, ITS and LSO) agreed that we needed to develop a plan for moving the Finding Aids Database into a sustainable, library-wide program. Joan Swanekamp has agreed to take on the leadership for the planning.

Can Metalib/Encompass be used for our local digital collections?
[Audrey Novak] Our digital collections are now stored in different databases and some use vendor applications (Luna's Insight) while others have locally developed interfaces. Neither MetaLib not ENCompass will work with our digital collections in their current versions right out-of-the box. MetaLib provides a hook to enable a site to write their own external access programs to databases for which MetaLib does not have a standard access program. Both vendors are working on features that will make it easier to connect to local databases. Endeavor is developing an XML gateway to Insight. Ex Libris is developing the ability to establish local databases that are created and updated by harvesting from any OAI repository. Luna is beginning to incorporate harvesting capabilities into Insight.

Any planning for preservation of non-book formats (including digital objects)?
[Meg Bellinger] Providing for the sustainability of YUL digital resources is one of the primary goals to be undertaken by the Integrated Access Council. Meanwhile within the MSSA, there is a project testbed to preserve electronic records.

International Programs

- Can you elaborate on how you’ll select new geographic areas to enhance collections under the international initiative?

- International Programs – Where is the library-initiated expansion and strengthen in areas? or is the library following the University/student body’s leading?

[Ann Okerson] The Yale Library collects geographically in order to support teaching, research, and learning programs of the University. The current area studies programs (Africa, East Asia, Judaica, Latin America, Near East, Slavic and East Europe, and South East Asia) have been developed over a relatively long period of time, as they represent long-standing areas of University interest. Now the University is consciously expanding into both entirely new areas (such as South Asia and Hellenic Studies) and new subsets of existing ones (such as Korea and Persia). Accordingly, the Library is beginning to support those areas as well. Startup happens through partnerships with the Yale Center for International and Area Studies (YCIAS) and its Councils, and their working with the Library in order to raise seed money for staff. After 2-3 years of such seeding, the Library is expected to naturalize the new programs into its ongoing activities.

URL: http://www.library.yale.edu/area_studies/

How is the University deciding which nations/cultures are focused on? E.g., why Syria, what about the Philippines? Have we considered Tibet?

[Ann Okerson] See above. The choice of nations and cultures is related to University teaching and research programs, rather than the Library's choice of countries and cultures that might be interesting for their own sakes. Unfortunately, no library, not even Yale's, is resourced to cover all the many fascinating possibilities that the world offers.

What kind of Federal or foreign funding is available for international programs?

[Ann Okerson] One of the most important sources for Federal funding for the Yale University is the U.S. Department of Education, under its Title VI program, which has been in existence since the late 1950s, when it was established as the National Defense Education Act (NDEA). At that time of competition such as the cold war and space travel (Sputnik) the United States determined that it needed to raise awareness and interest in other nations, in order to strengthen this country. The Title VI programs allow universities to strengthen existing already strong programs, as well as to create new ones in the national interest. They are hugely successful, funding diverse activities such as fellowships, visiting scholars, library resources, colloquia, language teaching, and much more. Title VI grants are given typically for 3-year periods, and YCIAS and the Library invest a fair amount of time in developing strong applications. Currently Yale is the proud holder of several substantial Title VI grants in areas such as Middle East, Africa, Latin America, and Europe. Each of these has a small but important library component. Additionally, the Library applied for and successfully won a Title VI grant to build a database of Middle Eastern periodicals, a grant just beginning its second year.

Various foundations support international programs. Currently the YCIAS and the Library are recipients of funds from the Niarchos Foundation, which supports Hellenic Studies. Ford and Rockefeller have also given funding to the University, and other organizations are being tapped for future support.

URLs: http://www.library.yale.edu/oacis

How does the new International Program position of Manager I fit into the existing structure of the current international programs – such as area studies?

[Ann Okerson] The position will support all of these programs, by working with different areas to identify opportunities (such as internships and fellowships, grants, exchanges, and much more) and to realize them. The Library also needs to show its international programs in a much more integrated, coherent way than we currently do. While the Library is doing all many, many things in the international arena, it is not resourced to expand beyond current activities, and we need badly to do that. Bringing focus and resource to international activities will be enhanced in its being someone's assignment to do just that.

How may we use the potential of the Voyager Systems for non-roman scripts in order to achieve our global reach?

[Ann Okerson] Voyager is developing capacities for representing non-Roman scripts, which, when we implement them, will enable users of our catalog to search and retrieve books in their natural language, rather than relying on transliteration. This will improve the likelihood of successful interactions with Orbis in languages such as Chinese, Japanese, Korean, Arabic, and Hebrew. Orbis is available not only to our own users, of course, but also globally through the Web. We don't yet have an idea of what impact this kind of functionality will have beyond our institution, but no doubt we can expect many rewards -- and demands -- as a result.

- Does a library rep attend every visiting scholar orientation?

- How can visiting scholars receive specific orientations to branch libraries?

[Ann Okerson] Not all; more than one might think (all the area curators and many subject specialists attend a number of orientations for their fields, and the Library provides an orientation for the President's World Fellows Program early every academic year). But we need to identify more such opportunities and provide support for our visitors. This is another area that the Program Manager can be most helpful with.

Afghanistan? Plan to expand.

[Ann Okerson] The YCIAS is interested in expanding into "Central Asia" and is applying for grants to do so. If funding can be secured, the University and the Library will add resources for this region. However, the University has many priorities; this may not be at the top of the list at this time.

Will the multi-national council include M&P’s and C&T’s? Will it include current employees or new hires?

[Ann Okerson] While its shape and size hasn't been fully determined, the plan is that the Council will have representation from staff working on different geographical programs and will also attempt to be representative of various school and departmental libraries, as well as different levels of staff.

What is the prototype web site that complements the University’s “Yale and the World” site?

[Ann Okerson] It is a conceptual draft only and does not exist as a specific site that can be accessed at this time. This is definitely another assignment for the International Program Manager!

Are there any plans in place to combine the goals of the International Programs with the need to “unlock’ collections?

[Joan Swanekamp] A number of the collections listed in the Unlocking Collections report support the Library’s international programs.

Library Shelving Facility

How can we lessen the time lag of books being moved to LSF?

[Danuta Nitecki] I am not sure if I understand this question and so welcome a direct query to me [danuta.nitecki@yale.edu or 2-1818] if the person posing it had something else in mind. The time it takes to move items to LSF is dependent on several factors. At the beginning of each fiscal year, the fund amount available to the project is translated into a figure of how many items we project we are capable of moving. The LMC agrees to an allocation of this capacity among the libraries and collection units requesting to transfer materials to the LSF. The process of transferring materials to the LSF involves selections made by subject specialists responsible for the collections throughout the Library, retrieval from the shelves, confirmation [sometimes correction] that the bibliographic record in Orbis is correct for each item, physical movement to Hamden, and accessioning the piece at the LSF. Time may vary to accomplish each of these steps. When the LSF opened five years ago, the Provost funded the operation with an expectation of moving 250,000 items each year. Since then, the University Librarians have increased the funds available and the staff have streamlined routines and work hard to improve their productivity. As a result we now are moving close to 400,000 items in a year.

Proper handling of LSF material? Any plans to improve.

[Danuta Nitecki] Before transferring a material format to the LSF, its Advisory Group in close collaboration with Preservation staff, establish appropriate methods to handle items of the format. These specifications are posted among the pages of the LSF web site, see: http://www.library.yale.edu/lsf/transfers.html. In addition, the LSF staff receive training in how to handle materials to and from the facility.

- Any new LSF facilities being planned?

- Is there a plan for new LSF facilities?

[Danuta Nitecki] Not in the foreseeable future. Last summer construction was completed of all modules planned for the LSF facility in Hamden, which should give the Library growth capacity for many years to come.

With transport of LSF or other libraries via reclassification recataloging et al how will the withdrawn items better reflect in the OPAC? How can staff be better informed of such changes and better record them in the editing databases (Voyager)?

[Joan Swanekamp] I am a bit unsure of what you are getting at. Materials sent to LSF only have their location changed so there is no reclassification or recataloging. For materials that are truly withdrawn from the Yale University Library there is a message in the OPAC that acknowledges that the Library once owned the item, but it is no longer available. The staff who perform this work should be trained in the set of appropriate procedures …

How can we better train LSF processors to better move books through the system? -this wasn’t answered in the LSF area – can LSF staff be trained to handle problems?

[Danuta Nitecki] Our workflow is currently designed to strive for efficient productivity and the LSF staff don't correct any problems. Instead, members of the staff are trained to recognize problems and are then instructed either to avoid them (by not picking the items in the first place) or to forward them elsewhere for resolution. Examples of the first strategy (preventative) would be sorting pickslips prior to retrieval at the shelf and pulling out those which appear to identify analytics, bound-withs, or pamphlets. Examples of the second method of dealing with problems would be sending items picked (but subsequently found to have encoding level problems, re-linking issues, or call number typos) to Cataloging for problem resolution.

LSF staff work in the circulation module. They do not have permissions to either re-link items or to delete item records. They do not have access to the Cataloging module and therefore do not work on the holdings level. Given these restrictions, I'm not quite sure what problems they could be trained to solve without having a different staffing model.

Orbis

- What is the status of Metalib and Encompass services?

- Where is one integrated search by Endeavor to meet all needs?

[Fred Martz] Since May 2003, a group of library staff led by Audrey Novak has been comparing the features of the MetaLib and ENCompass federated searching products. Both systems have been installed at Yale for the purposes of this pilot investigation and members of the group have configured a selected set of resources for cross-database searching. The evaluation is nearing completion and the group will deliver a report / recommendation to LMC in January. At that point the library will decide whether to proceed with production implementation of one of these portal products.

How does the new Voyager software enable patrons to request items without bar codes?

[Fred Martz] Built in to the Voyager system is an item-less request process and form. When a reader requests material that does not have an item record, the request is linked to the title and not to a particular library’s holdings. The request goes to the first ELI Express library that owns the material in alphabetical order.

When will inaccurate status messages be corrected in Orbis?

[Fred Martz] It’s difficult to answer this question without some additional information. In answering, we are assuming that the question refers to item status displays in the OPAC (and not patron, vendor, order, invoice, etc. status values).

The reinstatement of NOTIS-like pseudo-patron messages in the OPAC was completed with the implementation of release 2001.2 this past summer. This implementation corrected the status problem we had since going live with Voyager for in-process, frontlog, at the bindery, etc. materials. Otherwise, the item status messages in Orbis reflect the accurate, current status of materials to the extent that processing was completed. If manual processing has not been completed or if it was done incorrectly, the status in Orbis will not be accurate, but the only way to resolve this kind of inaccuracy is by completing the manual process. For example, if material that was in-transit is now shelved in the owning library but the barcode was not discharged by the owning library to clear the in-transit message, Orbis will incorrectly report the material as still being in-transit. The only way to correct this problem is to confirm that the material is on the shelf and then to discharge it.

- When will call number searching be available in ORBIS?
- Where is call number searching in OPAC?

[Fred Martz]Call number searching for LC classes is available in Orbis, but retrieval of Yale class call numbers still is not working correctly. In the original agreement with Endeavor, Yale contracted for custom programming to support the sorting and indexing of Old Yale call numbers so that readers could browse an accurate Yale class shelf list and staff could work efficiently with Old Yale call numbers. Because of the design of the Voyager product and because of the inevitable idiosyncrasies embedded in the numerous Yale call number schemes, Endeavor has so far been unable to deliver a working solution and the LSO has therefore been unable to build a Yale class index. After extensive negotiation with Endeavor, library staff are close to agreement on a solution, which entails offering separate call number indexes through the OPAC (LC, SUDOC, Other, etc.). Discussion about this solution involves numerous library groups including CCC, PIC, LSO, LMT and LMC. After a period of development and testing, this solution will be put into production during the spring semester.

How may we use the potential of the Voyager Systems for non-roman scripts in order to achieve our global reach?

For my work with serials and manuscripts in the Judaica Collection, I have needed to create my own Excel charts to organize information, but I have a feeling that the nature of my work is not unique—how can I benefit from what other departments are doing in these areas? How can I communicate with people who design the systems to see if my needs could be answered with adaptations to Voyager that would help others, too?

[Joan Swanekamp] If you could provide some specific instances of when you need to create flowcharts to help organize your work, I think I could provide either some suggestions regarding managing your workflow, or other contacts with the same set of issues.

What has the library done to facilitate using Voyager across functions – for example – circulation functions in acquisitions?

How does the new Voyager software enable patrons to request items without barcodes.

Service Quality

How does the Service Quality agenda interact with other aspects of the strategic plan including communication, training and organizational development?

[David Stern] The SQI Council reviews all library-wide services in order to promote, publicize, and demonstrate the value of the SQI process. This means that SQIC will help to insure that priorities are ranked based upon user-oriented perspectives and feedback mechanisms from both readers and staff members. Committees, task forces, and other groups will be reviewing all aspects of the strategic plan and report updates to SQIC for analysis and consideration.

Can we provide public services staff training for conflict management – how to deal with difficult patrons to improve service quality?

[David Stern] This is already in process. You will see a number of staff training sessions in this area shortly.

How can we as an organization make our goals more clear? What does the service quality improvements activities update (SQIC) really mean? In plain English?

[David Stern] The short version: SQI is a process to measure user satisfaction and revise existing operations based upon the best available methods (industry benchmarks). User surveys were used to identify top priority areas for improvement. We have begun a number of projects to demonstrate both the process and the results. These pilot projects will be discussed in public sessions very shortly in order to expand the knowledge and use of these techniques throughout the library.

Will there be mandatory attendance at the Public Service forums? There should be.

[David Stern] Since it is impossible to have all staff attend any one session due to coverage issues, we will offer multiple sessions to allow maximum attendance. Our AULs strongly encourage all staff to attend SQI sessions in order to be better prepared to help in the future evaluation efforts.

What about a central online resource listing documentation for Service Quality Initiative activities (i.e. usability studies conducted by different libraries, etc.?) ~ to sites developed at MIT and Berkeley?

[David Stern] As part of our complete redesign and upgrade, we will enhance the SQIC web site to include these types of materials. http://www.library.yale.edu/Administration/SQIC/SQIC.html

What is being done to improve accessibility to the disabled (e.g. making our websites and searches compliant w/ text readers for the blind)?

[David Stern] We have already complied with all Phase I requirements. The Task Force on Services for Persons with Disabilities reviews these issue and considers additional recommendations. http://www.library.yale.edu/~ksprague/ada/

What kind of tool will be used to determine the user and establish feedback?

[Danuta Nitecki and David Stern] A variety of tools will be used based upon the specific tasks to be considered and the possible user populations. Surveys, face-to-face meetings, accumulated staff knowledge, web-based comment forms (anonymous if desirable), and many other methods can be used to identify users and their concerns.

How will the Committee decide on SQ Awards, keeping in mind small libraries?

[Danuta Nitecki and David Stern] The criteria for the Service Quality Improvement Awards are posted on the web at
http://www.library.yale.edu/Administration/SQIC/nomination_form2003.pdf.

Improvements can be made in units of any size, and often the impact is felt throughout the entire Library after the adoption of these best practices. Those nominating an individual are asked to describe both the actual improvement and the significance of the contribution.

Award recipients are recorded on the web as well and can be reviewed at: http://www.library.yale.edu/Administration/SQIC/about.htm.

Such a review will illustrate that these awards are given to staff across the Library and also across departments, including colleagues from school and department libraries as well as reader and technical services.

How can we better serve our readers? What specific plans do you have?

[David Stern] Our plan is to continue surveying our readers to determine their top priorities and their satisfaction with our existing services. Survey feedback, along with other feedback mechanisms such as targeted Focus Groups and web-based comment forms, will be used to maintain two-way communication with users. Specific SQI projects will be developed in areas in which there is the greatest discrepancy between users wishes and actual library performance.

[Sue Crockford-Peters] Re: a piece of this year’s SQIC agenda -- The Circulation Support Group, which is a sub-group of the SQIC, focuses its attention on operational and policy issues related to borrowing, retrieval, reserves and stacks services. It seeks continuous improvements to systems and procedures which support these activities and works with others throughout the library such as the Systems Office and the Public Interface Committee (PIC) to accomplish them. This year, the CSG will continue to focus attention on Voyager, where there is still much work to be done to tweak its performance, improve and extend training in its use to staff, develop procedures which support policies and policies which support services.

An important focus of attention this year will be to clean up and then routinize regular review of situations which prevent readers from using the Place Requests features in the OPAC. This will be accomplished in a few ways:

Clean up of all libraries' circulation data which migrated from Notis has begun. Two staff members have been hired for two years to do the work. The first target of the effort is to eliminate all of the erroneous billing records associated with materials which have been in process for many years. Books which cannot be accounted for in their status tracking locations will be identified and follow up searching done. Eliminating the erroneous billing will correct false messages now displaying in the OPAC and make it possible for readers to use the Place Requests feature in the OPAC to obtain them. In parallel with that effort, all status tracking patron records will be replaced with new ones. They will have the accurate patron groups associated with them and email addresses will be added for those which do not already have them (eliminating paper notices and speeding communication about in process items needed for readers). Consistent patron group assignments are important because of the new local messages feature in the OPAC, which provides instructions to readers about how to request in process items, depends on the patron groups. The instructions are another improvement to the ability of readers to use the Place Requests feature.

Within the next few weeks, an improved report will become available to circulation managers which will allow them to follow up on materials which remain in transit from one location to another for too long according to the Voyager record. The improvement to the report will allow staff to sort and rearrange the data in useable ways for searching and other follow up. The work to be done from the data is to account for the books in their home locations and clear the records of the "in transit" status. The Place Requests feature does not work for items "in transit," so once it is cleared, the items may once again be requested. Ultimately, the circulation managers will turn their attention to preventing the recurrence of the problems. This will require workflow analysis in order to identify the causes.

Staff Training and Development

Tell us more about Each One Teach One (EOTO)? How does it work effectively? How is it going to be advertised?

[Kate Reynolds] The Each One Teach One (EOTO) directory is a database that allows library staff members seeking assistance with language, technical or non-technical tasks, to contact staff volunteers who are willing to share language expertise or other technical or non-technical skills in a one-to-one situation. The EOTO, which is in the final stages of development, is a project of the Staff Training & Organizational Development (STOD) Committee.

The STOD committee expects to unveil EOTO to the library community the end of January ’04, and will invite other members of the library to comment on the product before its library-wide introduction and provide recommendations for its rollout. Watch YULIB for the message and volunteer your thoughts.

In the meantime, you can peek at the site to get an idea of the operating guidelines at: http://www.library.yale.edu/training/stod/eotodirectory.html

- How can we balance the increasing needs for communication, collaboration and training with the need for time to get work done?
- How do we make sure that training is thorough and applies local procedures and policies within the system?

[Kate Reynolds] This is a difficult challenge for all of us. However, the balancing act gets a little less challenging when an organization has an articulated mission, vision, statement of values and a plan that sets forth strategic goals. This body of work can act as a compass that helps us prioritize our activities and make decisions, sometimes on a daily basis, that will keep us focused on completing tasks or undertaking initiatives that have a direct and positive impact on achieving our goals. It helps answer the question, “What’s most important?” and to put that most important work first.

On the other hand, there are always unforeseen events that come our way, and we must be flexible in changing directions. That’s why it is so important to have a clear understanding of the Library’s mission, vision, statement of values and strategic goals. In addition to other approaches, regularly scheduled unit or department meetings communicate a department’s progress towards achieving its goals and identifying any unforeseen barriers to success. Regular meetings also enhance the 2-way communication among staff members that is so helpful in balancing the needs of staff with the need to get work done.

How can the library ensure that funding for staff training and development continue?

[Alice Prochaska, Kate Reynolds, Diane Young Turner] In this economic climate there are few guarantees. However, our University Librarian is keenly interested in seeing that each staff member has the necessary skills and knowledge to successfully achieve the strategic goals of the library. She is highly supportive of the Learning Plan initiative and has committed a modest amount of dollars to fund Learning Plan activities. Additionally, Library Human Resources has added the new position of Staff Development Coordinator and Technical Trainer to provide support for the Learning Plan initiative, assist in developing other staff development programs and provide reinforcement technical training for Library staff members.

It should be noted, however, that all Library staff share this responsibility for developing and maintaining a continuous learning environment. Supervisors and managers must continually develop their staff members to ensure that all are skilled and knowledgeable. All Library staff members should frequently assess their own skill levels and make a plan to keep skills current.

The newly negotiated union contract also stresses the importance of skill building and development for all levels of staff. The university encourages interested staff members to engage in more formalized education (degree programs) and has adjusted its tuition reimbursement program to reflect its importance. It would be a shame if staff members did not take advantage of these opportunities to develop skills and other capabilities.

In determining how successful staff training and development initiatives are here at the library, we would measure several indicators, such as: number of Learning Plans submitted and completed, range of learning activities undertaken by staff, impact upon performance as well as the actual utilization of Learning Plan funds.

· Why aren’t staff being trained to upgrade Serials records?

[Joan Swanekamp] Not quite sure what you are getting at. Staff who have responsibility for serials problem resolution and serials cataloging are trained to upgrade serial records.

What is proper training?
[Kate Reynolds] I’m not sure what you mean by “proper”. However, training that develops and/or enhances a specific skill set, knowledge and or other attribute that improves one’s individual work performance or helps you do your job “better” in some way- is in my mind, essential.

Many organizations have identified the specific skills and knowledge, commonly called competencies that are necessary for successful individual and organizational performance. Training programs are thus built to support and develop these competencies.

LHR is moving in this direction.

- What kind of cross-training programs will you have available for staff?
- When will cross-training make it off the agenda and into reality?
- Training and Organizational Development – Will cross training be allowed within different grade levels? Can a B level train in a D level? If no, is this a union restriction or a management restriction? And how is this being communicated to the staff?
[Kate Reynolds] As mentioned before, while many units within the library cross-train their staff members, LHR is developing a cross-training program that will be available to all levels of library staff. Yes, cross training will be permitted across grade levels.

There is no restriction on cross training under the union contract. In fact, the union believes that it is crucial for staff members to develop and enhance their skills in order to remain valuable to university and encourages such programs. The Library and the union have at least one common goal here: to improve and enhance the skills and abilities of all levels a of staff members in order to become a more flexible and agile organization.

Here is snapshot of the steps LHR will follow in developing the program:

1) Conduct a review of "best practices" of peer institutions re: cross-training programs
2) Hold focus groups to gain input from library staff members re: design, content and other operational details and considerations
3) Create a draft program design to be reviewed by the Staff Training & Organizational Development Committee and other staff members.
4) Form a design and roll out team, who may work jointly with the STOD Committee and other staff members, to finalize design plan, communication vehicles, identify, develop and recommend additional support mechanisms.

As you can see there will be plenty of opportunity for staff input regarding the development of this program. We really need everybody's best thinking on these types of initiatives and hope you will offer your ideas as we move through this development process.

On training and organizational development – What have we learned from the Learning Plan? How successful has it been?
[Kate Reynolds] The short answer is that we have learned that many staff members have been extremely thoughtful and creative in the development of their Learning Plans. For example, some have taken the opportunity to audit Yale language classes, offer workshops to colleagues, engage in self-study activities with various books and CD’s, participate on national committees and attend classes to improve technology skills. Some staff members have used this as an impetus to complete a degree. In an effort to learn from one another, we will be asking staff members to share these successes with the larger Library community.

However, there is a concern. After a very favorable reception of the Learning Plan during its rollout in May and June 2003, there has been a marked drop in submissions. There are approximately 554 staff members eligible to submit Learning Plans. To date, LHR has received 233 Learning Plans, significantly down by 110 plans from the anticipated 3^rd quarter benchmark of 343. All 230 M&P Learning Plans were to have been submitted by June 30. LHR has received 120 to date.

The third quarter, typically the time most staff members take vacation followed by labor union 34/35 strike caused a significant drop in plan development and submission.

We need to change this situation post haste if staff members and the library are to benefit from skills development. The newly hired Staff Development Coordinator and Technical Trainer will provide support to the Learning Plan in order to ensure its success.

The newly negotiated 34/35-labor contract stresses the importance of developing and improving skills. So, for those of you who have not completed your learning plans, please submit them as soon as possible.

Regarding LP – Will you evaluate the equity of $$ for MP vs. CT. In my department it seems like the LP just provides more money for M&P i.e., all getting money but M&P seem to have just more time and money. So still not equitable.
[Kate Reynolds] The funds to support learning activities have been distributed across the library system according to the number of staff per unit or department. We do believe there is equity in providing a “per person” amount to each department. This amount can be individually distributed or pooled for a department or unit learning initiative. We urge all C&T staff to complete a Learning Plan.

The newly negotiated 34/35-labor contract stresses the importance of improving existing skills and developing new ones and recommends 22.5 hours of training per year in this effort. As a first step, please have a discussion with your supervisor or department head about your Learning Plan. Should you need further assistance, please contact Library Human Resources.

Big unaddressed problem with LP—what incentive is there for C & T staff to pursue learning opportunities when they take place outside of work hours? i.e. no release time
[Kate Reynolds] The incentive for a C&T as well as an M&P staff member is that by engaging in formal education such as completing a degree, an individual develops skills that increase his or her value to an institution, which may lead to new employment opportunities, or enable one to embark on a new career. There is no release time for learning outside of the staff member’s work schedule although in some instances, flextime is available.

The university’s tuition reimbursement program reimburses Yale staff for courses taken at both community and four –year colleges. This is an added incentive for many who want to start or complete a degree.

Career development is a shared responsibility between the individual staff member and the organization. Both the individual and the institution partner to develop and enhance the skills benefit. The resulting partnership, which encourages the individual skill development and growth, benefits both the individual and the organization.

Learning and training activities that are conducted during work hours are eligible for release time. The newly negotiated 34/35-labor contract stresses the importance of developing skills and recommends that 22.5 hours per year be devoted to maintaining or developing new skills.

What about training and coaching for clerical staff with responsibility for other staff?
[Kate Reynolds] (Supervisory responsibility?) Create a Learning Plan that supports supervisory skills development through either formal instruction (review& attend Learning Center offerings) or informal means (for example, identify a mentor in the Library who can guide you through situations): read a book on the topic or devise your own plan for gaining skills.

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