The Durham County Library Strategic Plan Saying Yes to the Community: Durham Builds a Customer-Centered Library Goal 6 states that the Library’s collections will support the Strategic Plan. Objective 6.1 states that “by 6/30/2008, [the Library will] have a plan to restructure selection of library materials and collection management.” The Goal 6 Collections Group undertook a study to determine the best means of accomplishing this objective.

 

 

The committee evaluated the advantages and disadvantages of converting to a centralized selection

system. The pros and cons of this method as gathered from the selectors’ and the public libraries’

surveys were identified and discussed.

 

The Pros of switchingto a centralized method of selection are:

·                More staff time for public services tasks and interaction with customers

·                Anticipated reduction of work done by public service staff outside of scheduled hours

·                More consistent, focused and knowledgeable selection

·                Professional knowledge of selection staff as a result of specialization

·                Better overview of collection content

·                Selection with system perspective and strategic buying to stretch funds

·                Systematic and system-wide redevelopment and weeding plans

·                Quicker acquisitions processes by streamlining tasks

·                Better control of budget, especially at year end

·                Improved cost effectiveness and efficiency as a result of economies of scale in selection, ordering and receiving.

 

The Cons of switchingto a centralized method of selection are:

·                Individual library collections homogenized and less reflective of local needs

·                Loss of multiple viewpoints due to fewer selectors

·                Less responsive to specific collection gaps at locations

·                Local staff knowledge underutilized in collection building

·                Public service staff unfamiliar with the collection and less able to perform readers’ advisory tasks

·                Staff lack of ownership of the collection; a disconnection from the selection process; and loss of decision making power

·                Less communication among location managers for brainstorming, peer advice and interaction

·                Staff loss of a professional activity which they enjoy

·                Staff concerns that communication about the collection will not be adequate

·                Concern of being inadequately staffed to perform all necessary tasks

·                Staff difficulty in adjusting to change.

The group concluded the following:

 

DCL selector survey results indicate that the majority of library selectors favor leaving the current selection mechanism in place. While this committee acknowledges their viewpoints and concerns, after an evaluation of the advantages and disadvantages of centralizing the selection process, the committee concludes that centralized selection is the better choice for Durham County Library.

 

Evidence gathered from public libraries’ surveys, selectors’ surveys, and literature suggests that centralization has tangible advantages such as greater efficiency, better use of staff time, better control of the budget, and greater knowledge and focus of collection development staff. 

 

The advantages of the existing decentralized method are less tangible and more subjective: staff knowledge of the branch’s community and collections, and staff desire to continue to perform collection development tasks.

 

Most of the advantages of the current decentralized method can be incorporated into centralization by establishing open communication mechanisms in both directions, creating a fully staffed professional Collection Management Unit, and addressing concerns before, during, and after the transition process.

 

With the understanding that the success of the transition to centralized selection will depend largely upon creating and instituting appropriate staffing plans and communication mechanisms, the collections group has developed the following goals, proposals, and recommendations for staffing and communication.

 

 

The staffing goal is to create a collection management unit that is charged with providing a quality, customer-centered collection for Durham County Library (DCL).  This unit will be responsible for implementing an organized structure of planning, budgeting, selecting, acquiring and managing library materials. The unit will have the responsibility of determining the library’s collection needs and for selecting and acquiring materials to fill those needs.  The unit will focus on providing a thorough and balanced system-wide collection.  Other goals are to respond quickly to popular demand; to identify future trends; to ensure efficient and cost effective management of the materials budget; and to facilitate more timely purchases from vendors while comparing cost, inventory and availability.

 

DCL public service staff will work in partnership and cooperation with the Collection Management unit by communicating branch and customer materials needs and conveying these needs through established communication tools.

 

The Collection Management Unit will consist of the following full-time positions:

 

 

Responsible for all collection development activities. Supervises unit consisting of 4 Senior Librarians, Financial Administrative Assistant, Library Assistant and Page. Provides project management; oversight, planning and evaluation of budget; statistics, collection reports and analysis; staff training in collection development; customer service to patrons and staff. Selects materials. Oversees intellectual freedom issues and updates Resources Selection Policy. Generates reports and coordinates system-wide weeding and inventory. Communicates policy and procedure to vendors, publishers, staff and customers.  Writes memo, procedures and training manuals for staff. Serves on Library Leadership Team.

Responsible for the selection, collection maintenance and de-selection of adult fiction and large print materials system-wide. Serves as liaison to Reference and Readers’ Advisory Quality Council. Monitors budget in these areas, provides customer service to staff and patrons, leads collection interest groups (see below, under Proposed Communication Mechanisms), provides staff training, and keeps abreast of developments and trends for these areas.  Troubleshoots orders in assigned areas.Generates Horizon collection reports. Monitors receipt of high demand materials in assigned areas. Communicates policy and procedure to vendors, publishers, staff and customers.

Responsible for the selection, collection maintenance and de-selection of adult nonfiction, reference and electronic products system-wide. Leads Electronic Resources Selection Committee. Serves as liaison to Reference and Readers’ Advisory Quality Council. Monitors budget in these areas, provides customer service to staff and patrons, leads collection interest group (see below, under Proposed Communication Mechanisms), provides staff training, and keeps abreast of developments and trends for these areas.  Troubleshoots orders in assigned areas.Generates Horizon collection reports. Monitors receipt of high demand materials in assigned areas.  Communicates policy and procedure to vendors, publishers, staff and customers.

Responsible for the selection, collection maintenance and de-selection of children’s and young adult materials system-wide. Serves as liaison to Youth Services Committee. Monitors budget in these areas, provides customer service to staff and patrons, leads collection interest group (see below, under Proposed Communication Mechanisms), provides staff training, and keeps abreast of developments and trends for assigned areas.  Troubleshoots orders in assigned areas.Generates Horizon collection reports. Monitors receipt of high demand materials.  Communicates policy and procedure to vendors, publishers, staff and customers.

Responsible for the selection, collection maintenance and de-selection of audiovisual materials system-wide. Serves as liaison to Circulation Quality Council. Monitors budget in these areas, provides customer service to staff and patrons, leads collection interest group (see below, under Proposed Communication Mechanisms), provides staff training, and keeps abreast of developments and trends for assigned areas.  Troubleshoots orders in these areas.Generates Horizon collection reports. Monitors receipt of high demand materials in assigned areas.  Communicates policy and procedure to vendors, publishers, staff and customers.

Responsible for oversees the acquisition and receiving processes for all library materials. Supervises the Library Assistant. Serves as system administrator for the library’s online acquisitions module. Communicates with vendors and troubleshoots acquisitions problems.  Prepares invoices for processing by County Finance Department. Uses the county’s online financial management system and follows county fiscal procedures.  Creates funds reservations forms and contracts for the Division Manager. Tracks encumbrances and expenditures against County funds reservations. Monitors and manages the materials budget including setting up fund structures in the acquisitions module and sending out weekly fund summaries. Handles special orders and serials, as well as standing order updates, renewals and changes. Provides customer service to staff and vendors. Serves as liaison with other library and county finance and purchasing staff. Troubleshoots material orders, vendor issues and periodicals problems.

Responsible for ordering and receiving library materials. Supervises the Page. Inputs and receives materials orders. Approves and compiles Baker & Taylor invoices for payment.  Performs collection maintenance by screening weeded items, discarding materials from Horizon, and transferring materials to other locations as appropriate. Sorts weeded materials.  Prepares materials for bindery.  Receives and distributes division mail.  Provides support for system-wide collection weeding and inventory. 

Unpacks new shipments, delivers new materials to Main units and mailroom. Pulls volumes identified by Collection Management librarians for weeding. Deletes holdings records from Horizon. Sorts and stamps materials weeded from the collection. Delivers discarded items to book sale volunteers and dumpster.

 

 

SPECIAL COLLECTIONS:

Selected by subject selectors: North Carolina and Selena Warren Wheeler,

 

AREAS SELECTED BY COLLECTION DEVELOPMENT UNIT:

Periodicals, Hispanic Materials, LIFT, and Business Reference

 

Collection Management staff will consult with subject specialists as appropriate.

 

 

 

·         Staffing must be in place before centralization plan is implemented.

·         Office space redesign, furnishing and computer equipment must be provided.

·         Public service managers must provide public service staff adequate time to familiarize themselves with new acquisitions, reviews, readers’ advisory tools, etc. in order to provide excellent readers’ advisory and reference services.

 

 

The communications goal is to create mechanisms for communication between the Collection Management Unit and other library staff that will provide public service staff with the information necessary to perform readers’ advisory functions; to ensure a customer-centered collection by keeping collection management staff informed of local collection needs; to utilize the knowledge of public service staff in collection building; and to promote a sense of ownership of the collection among all library staff.

 

PROPOSED COMMUNICATION MECHANISMS:

·         Materials which are on order will be visible in Horizon. This information will enable public service staff to accurately advise customers of items being added to the collection and to avoid

redundant patron and staff recommendations.

·         A database for staff purchase recommendations will be created on the library share drive. This database will be used as an additional selection tool by Collection Management Unit staff and will provide a way for public service staff to recommend items they believe are wanted by customers. 

·         A Readers’ Advisory Forum will be formed and meet monthly. This group will provide two-way communication between collection management and public service staff. This communication will assist collection management staff in setting collection priorities and ensuring collections reflect customers and community needs. The Readers’ Advisory Forum will provide public service staff with continuing education to improve their readers’ advisory skills.

·         Customer purchase recommendations will continue to be accepted on paper and online.

·         Collection Management Unit staff will conduct periodic branch and unit visits.

 

 

 

·         Communication mechanisms must be in place before the centralization plan is implemented and preferably at least one month prior to discontinuing the current selection method.

·         Collection Management Unit and public service managers must work together to ensure that the public service staff are familiar with new acquisitions, reviews, readers’ advisory tools, etc. in order to provide excellent readers’ advisory and reference services.

·         The Library Director will send a letter to all staff at least one month before the centralization plan is implemented. The letter will detail the reasoning for the conversion to a centralized selection system and explain the methods to be used to maintain open communications between the Collection Management Unit and public service staff.

 

 

In evaluating the merits of centralized selection the group studied the responses to the selectors’ and public libraries’ surveys and examined library literature on the topic.   The results of these surveys suggest many tangible benefits of centralized selection, including improved efficiency, a more focused and knowledgeable collection development staff, and better use of staff time.   These responses also suggest that an adequately staffed collection development unit and good communication are essential to maintaining an excellent collection through centralized selection. The group concludes that centralized selection would be the best choice for Durham County Library.