A Multidisciplinary Perspective for the for the Design of a Collection Management Model 13th of...
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Transcript of A Multidisciplinary Perspective for the for the Design of a Collection Management Model 13th of...
A Multidisciplinary Perspective for the for the Design of a Collection Management
Model
13th of March, 2008
Carlos E Montano D
Head Librarian, Universidad
Autónoma de Ciudad Juárez
The Library System Young system, with less than 15 years of service
Serves around 20,000 users among students and faculty members
250,000 volumes distributed in one central library and three specialized libraries
Archive management for the university recently added to our range of activities
BIVIR is a comprehensive virtual library with access to the most important third party databases
Centralized Technical Processes Strong and wide renowned Information Literacy programme
The Paradigm of Complexity, from Edgar Morin
Nothing is simple, we decide to simplify If nothing is simple, a problem must be approached
from many perspectives A Multidisciplinary vision is more accurate to
describe the problem Once we reflect on the problem, we can only
approach to it, and new reflections will bring new visions
Defining the Problem
Designing a Collection Management System to face– Cataloguing, classification, preservation, evaluation, selection, discard, and acquisitions (purchases, donations and exchanges)
– ISO 9001 certification requirements– Fiduciary needs
– Addition of Archive Management for the university– Knowledge management functions and the new kind of information
to manage: multimedia, management documents and dynamic forms of information sources (forums, email, etc)
– Curation of special documents for Special Collections section and the Historical Archive
Disciplines immersed
Library Sciences Knowledge Management
Organisation Management Industrial Engineering (Logistics and Ergonomics)
Information Technology Management Higher Education Archive Sciences
Background to the multidisciplinary scope
In 2003, the Library System was required to certify ‘essential’ processes under the norm ISO 9001
The same year, a group of students leaded by a faculty member of Engineering Department, applied
logistics, manufacturing and ergonomics to the analysis selection, acquisition and to cataloguing
processes.
The Goal…
To minimize delays in cataloguing was the main atask, but then it was extended to the selection and
acquisition processes. To adopt the ‘new philosophy’ of continuous
improvement, removing waste, and adding value to the user.
Improve the general conditions in all the operations.
What happened?
Many of the team’s suggestions were taken and the processes were certified in 2005, and every year
since then. The addition of information technology tools for
selection and acquisition Design the appropriate items to make the activities
more fast (bar codes, security stickers, etc) Time to process an item: 8 minutes
But also, many other suggestions were filed waiting for a better chance…
What was left behind?
Selection and distribution of new furniture and equipment
Study of the sequential activities y the appropriate movements
The 2008 CM model to face the challenges
Operations
Systems and methods
Structure
Strategy
Philosophy
SELECTION
ARCHIVES
INFRAESTRUCTURE
TECHNOLOGY
PRESERVATION
ORGANIZATION (C&C)
EVALUATION
The re-organisation of the processes
Bibliotecas UACJ
IES y Donadores
Subdirección de Adquisiciones
8
16 16 8 8 16 16 8 8
520 15 5.2 1.1 2.57 4.09 2 1.5
16 8 16
15 3.2 17
120
35
240
Valor Agregado
Días laborales
suma
Días laborales
Inventarios 880 32 24 8 8 16 32 8 8 1,016.00 127Valor agregado por libro 35 30 8.4 1.1 2.57 21.09 2 1.5 101.66 9.95
Incluye canje, donaciones, mantenimiento de las colecciones y publicaciones periódicas.
Gestión de Colecciones
Seguimiento deAdquisiciones(1 persona)
Selección de colecciones
(1 persona)
Procesamiento físico
(1 persona)
Catalogación Básica
(2 personas)
Registro(1 persona)
Embarque(1 persona)
Etiquetación(1 persona)
Inv
Inv
Inv Inv Inv Inv
Mantenimiento de Colecciones
(2 personas)
Inv
C anje y Donación(1 persona)
SeguimientoAdquisiciones(1 persona)
Catalogación Especializada(3 personas)
Contraloría
Inv
Inv
Inv Inv Inv
Inv
Inv
Inv
The performance indicators
Usability Availability Pertinence Quality Integrity Effectiveness Coverage… among others
The performance indicators, an example
Mantenimiento de colecciones
ConsultableNo. de volúmenes reparados / encuadernados
Disponiblidad
Indice de mantenimiento de la colección No. de ítemes reparados encuadernados entre el Total de ítemes de la colección.
Costo / beneficio: Costo de reparación/encuadernación por ítem
Descarte de recursos informativos
No. de títulos retirados de la colección por se reemplazados por una nueva edición
No. de títulos retirados por daño físicoIndice de obsolescencia de los recursos informativos
Capacidad Descarte por uso de espacio
Selección Bibliográfica Calidad
Porcentaje de aceptación: No. de solicitudes aceptadas entre total de Solicitudes
Pertinencia
Porcentaje de pertinencia: No. de solicitudes que atienden las cartas descriptivas entre el total de solicitudes
Preservacion de colecciones Coste - beneficio Costo por ítem
26300HEAD LIBRARIAN
26320COLLECTION MANAGEMENT
LIBRARIAN
SELECTION LIBRARIANPRESERVATION LIBRARIAN EVALUATION LIBRARIAN CAT AND CLASS
LIBRARIAN
ASSISTANT ASSISTANT
STUDENT ASSISTANTSTUDENT ASSISTANT STUDENT ASSISTANTSTUDENT ASSISTANT
ASSISTANT
IIIB
IV B
IV C
VI B
V A
JEFATURA DE DESARROLLO Y ORGANIZACIÓN DE LAS COLECCIONES
HOMOLOGACIÓN DE LA ESTRUCTURA ORGANIZACIONAL DE LA UACJ (DIRECTIVA Y OPERATIVA) 26320UACJNivel
Conclusion
We have witnessed the wide range of problems discovered and solutions using a
multidisciplinary perspective We could find a way to face the challenges
and respond to the effectively The high value of the learning experience for
the librarians