Amy Kautzman
Robin Gustafson
Setting The Stage
 Or, why we dedicated 9-months of our short lives to
streamlining ILL processes
 That is 270 days

X 5 staff = 1,350 days
 X 8-hr work day = 10,800 hours
UC Davis Strategic Plan
One Thing Leads to Another
 New UL
 New Strategic Plan

New Re-organization
 New Directorates
 New Departmental Organization

Merging of Units

Merging of Service Point Operations
• Reinvigorated Focus on Customer Service & Best Possible Scenarios
Access & Delivery Services
 Moved towards a function based approach (not building)
 Merged Circ & ILL in 3 libraries into one dept with 3 units
 Circulation & ILL
 Reserves
 Operations & Assessment
 4th library is accountable re: processes & procedures
Major loss of staff (CA state budget + life) meant it was time
to examine and rethink ALL operations and workflows.
Goals & Bumps:
Business Process Improvement (BPI)
 Goals:
 Optimize + de-dupe + single approach + re-vitalize
 Align services with Library Strategic Plan


Merge ILL units
Merge billing activities
 Bumps:
 Fear of change

People and workflows (but mostly people)
 Still need to provide high level of service while committing
8-hours a week to Business Process Improvement
UCD BPI Project Goals
 Clean up workflows
 Remove duplicative actions
 Merge duties when it makes sense
 Explore and implement technological solutions
 Clarify and agree upon ILL decision points
 Align services with Library Strategic Plan
 Improve customer service
 Analyze revenue generating tasks
 Ensure a positive and trusted re-org process
 And more, and more, and more
What is BPI
& How Did We Make it Work?
 BPI = workflow analysis + subsequent actions
 Painstakingly note all the steps in a process

Use “swim lane mapping” to model steps visually
 Question why steps exist

Use data to prove need and to guide decisions
 Survey or interview patrons about their experiences
 Note ways to improve/automate steps
 Document everything!
BPI Team Make-up
 Sponsor
 Facilitator
 4-6 subj. matter experts
 IT person
 Maverick
BPI Method
 Create a High Level Map
 Scope/Goals
 Team Members
 Map a Flow Chart
 Conduct a Process Evaluation
 Implement Quick Wins
 Initial Redesign
 Review Staffing
 Implement Improvements
 Monitor Results
 Continuous Improvement
What is a Swim Lane?
www.i4process.com
Swim Lanes!
Awesome UCD staff
A big round of applause for:
 Bonnie Hain-Anderson – Project lead
 Jason Newborn – Subject matter expert
Lead ILL specialists: Nancy Ervin, Susan Sullivan, Donis
Edwards
Bonnie Leading Discussion
The Good, Bad, and Ugly
 Good:
 Good teamwork opportunity
 Better understanding of processes
 Best processes leap up in Technicolor
 Bad:
 Don’t have the coding support we desire
 Can’t go from 3 to 1 ILL units – can do 2 to 1
 The time! Must provide good food at meetings
 Faculty did not participate in user survey (not unusual)
 Ugly:
 Deep fear about position changes
 We can’t find a way to not use so much paper!
 Too many different ILL systems (Seriously, how hard would it be to have
one system that includes the medical libraries?!)
Communication
 Transparency is paramount
 Team created shared files
 Reports were shared
 Meetings included as many stakeholders as possible
 This takes more work than we wanted, but it is
absolutely necessary
Lightning Teams
 Once finished with the flow chart process, on to LT!
 LT are charged with creating optimal workflow and a
staffing model that allows us to move forward
 Made up of managers and practitioners.
 Two LTs
 ILL
 Circulation/Reserves Billing
Lightning Team 1: ILL
 Charged to present a model for consolidating health
sciences ILL activities in one library.
 Suggest a staffing model based on BPI findings

The report gave an unexpected (but not surprising) option
 Not included in the report, but talked about, was the request
to not change a darn thing.
 Proving that change is uneven and more difficult for some staff
than others
Lightning Team 2: Billing
 Charged to centralize billing
 Combine all ILL billing
 Combine all Circ/Reserves billing
 Suggest a staffing model based on BPI findings
Decisions
 Health Sciences and Medical School Library will
combine ILL at one location
 Shields and the Physical Sciences & Engineering
Library will combine ILL
 All Circulation billing will be under one person
 Possibly Reserves billing
 Combine ILL billing but remain distinct within ILL
workflow
 Follow-up BPI with regular assessment – tweak
workflows as necessary
Proposed ADS Staffing
 Pre-BPI staffing – 29.25 FTE
 Post-BPI staffing – 30 FTE
 Fill limited-term hires with permanent staff
 Perform classification reviews on redesigned positions
 Lots of HR work, will take months to work our way
through the hiring maze.
What’s next?
 Public Services Manifesto
 Our values: support, respect, professionalism, honesty,
cooperation, service, accessibility, teamwork
 Create standardized customer service training across
locations
 Build fun, online training materials for both student
employees and staff
hashtag #accessservicesrulz
Welcome to
the Magic
Kingdom!!
Peter J. Shields Library
Main undergraduate library
(aka: The Happiest Place On
Earth)
Photo courtesy: Tim Silva
Questions?
Thank you