Subject: Acquisition Department Annual Report
FY96
To: Jennifer Younger, Assistant Director for Technical Services
From: Carol P. Diedrichs, Head, Acquisition Department
Date: September 24, 1996
OVERVIEW
Merger of Acquisition and Copy Cataloging
February 12 marked the implementation of the merger of the Acquisition Department and the Copy Cataloging Section from the Cataloging Department. Copy Cataloging, headed by Mary Rider, became a division within the Acquisition Department. All members for the section merged with Acquisition with the exception of Brian Daher and Effie Spillman, who merged with the Cataloging Department now headed by Magda El-Sherbini. This organizational change has provided a very workable structure to move forward with the reengineering of the monograph processing workflow. I am very pleased to be working with the Copy Cataloging Section and to have their expertise added to the Department. The Department spent much of the last two weeks in February and into March on laying plans to assist the Copy Cataloging Division with the backlog on new receipts. Plans included the loan of individuals from MAD and CAD to CCD to do copy cataloging. By the end of June the backlog had been reduced from a high of 9 weeks to 4 weeks. Further reductions were expected (and made) during the remainder of the summer.
Passport For Windows Test
As a result of the merger with Copy Cataloging and the implementation of PFW download at order placement, we developed a test of copy cataloging monographs with these downloaded bib records at point of receipt. Sheryl Williams, Mary Rider and I devised the parameters of a test that would involve RAD and CCD staff working in RAD to complete cataloging on downloaded bib/order record combinations. The first test period of April through June included restrictions on what type of bib records could be completed at point of receipt. Staff in CCD and RAD worked together to complete records and identify the patterns of material received and statistical data on the category of record available for processing. Each CCD staff member an hour a day for approximately a month each doing receipt and copy cataloging at Wyse terminals on Felix in RAD. During the first test period, we did a second search of member copy titles to see if better copy had appeared on Prism since order/downloading. We also did a second search on short bib records that had not been downloaded for a brief period. Neither category of material found significant improvement in bib records between point of order and point of receipt.
We had hoped there would be enough experience by the end of June to determine if copy cataloging could be included at point of receipt efficiently and what staffing or other changes might be needed to make this change. We found though, that we needed more testing with broader parameters of bib records we could complete. So Sheryl revised the procedures to allow more work to be done at point of receipt and reviewed the adjustments with each CCD person and the two RAD staff, Linda Trombetti and Lisa Iacobellis, who were also copy cataloging the PFW materials. As the second test period continued, discussions of the results to date suggested a combination of receiving and copy cataloging would be a good step in improving the processing time of monographic unit orders. Arrangements for necessary staffing and equipment changes have begun, to be completed in the coming fiscal year.
Serials Processing
Trisha Davis and Cheryl Obong met with members of Serials Cataloging in November to begin discussing guidelines for downloading and processing of straightforward new titles and title changes in CAD Records Maintenance Section. This group ironed out details concerning the new processing flow. Regular processing began in mid-January. Weve been very pleased with the way this flow works and the elimination of some repetitious activities.
Collection Managers' Forums
Two forums were held in FY96 -- 11-8-95 and 6-26-96. Topics for discussion at the Nov. forum included status of the budget, new subscription status field in the order records, and deleting serial check-in cards. At the June forum, Magda El-Sherbini made a presentation on contract cataloging as well as updating the collection managers on the status and elimination of backlogs in Cataloging. Other agenda topics included electronic journals/Academic Press, the flow of materials between Acquisition and Cataloging, and an update from the Copy Cataloging Division. The primary agenda topic was the proposed changes to monograph claiming and cancellation procedures.
RoweCom
In addition to the testing of 20+ titles in FY96 via the RoweCom system. Trisha Davis and I made a trip to the University of California, Berkeley, and the Innovative Interfaces offices in early May as part of our investigation of the RoweCom system. We had a very informative session at the University followed by useful discussions with Steve Silberstein and Sandy Westall at III concerning development projects. Based on that assessment, we recommended to Dr. Studer that we expand our test with RoweCom in 1997 for another 150 titles.
Faxon Acquire/Receipt Data Project
In addition, we explored several options with Faxon for their prototype PC-based system as well as participating in the provision of receipt data from our III system. As a result, the Libraries have agreed to serve as a beta test site for the Faxon Acquire system and will begin providing dispatch data in Fall 1996. In return, the Libraries has negotiated a significantly reduced service charge on its current subscription base with Faxon.
Serials Budget
As the annual serial invoices began arriving in the fall, they revealed substantial increases over previous years. The Faxon balance was eliminated when the invoices were processed in December. We have always had carryover in this budget into the spring. The Swets invoice totaled approximately $515,000 which means we exhausted the $459,000 in prepay and issued an additional check to cover the balance. As we anticipated, we will need to use a substantial portion of what would normally have been prepayment for 1997 to cover the 1996 invoices. As happened last year, we ran out of serials budget in May. Working with Gay, we identified additional funds which could be transferred immediately. FY97 serials budget will be impacted again by these increases.
Library Intern
The library intern, Will Hires, spent his three-month rotation in the Acquisition Department during the fall. He worked in each division and with me to learn about the various components of the acquisition process.
1. STATUS OF BASIC PRIORITIES
Monograph Acquisition Division
1. Perform pre-order search of order requests within three weeks of receipt
Pre-order search was current every month of FY 1995/96. a total of 17,735 order requests were received in FY96 of which 643 unindicated duplicates were returned to collection managers. At an average book price of over $40, this reflects a savings of over $26,000 annually.
In January, Brian Kuru and Nick Felt began downloading OCLC full MARC bibliographic records as part of the pre-order process. Connie McClendon, Mike Valinis, and John Mumaw were trained and began downloading in February. In six months of FY96, they downloaded 5,032 bibs to FELIX. This was done on the new high-end PC with PFW software and on the LCS replacement PC. PFWd bibs speeded the firm order flow because MRF data did not have to be handwritten or corrected for student inputters.
2. Vend, input, proof and mail purchase orders within 4 working days following pre-order search
Purchase order creation was current except for the period of September through January when the backlog was 2-5 days. This is a typical annual order cycle. As collection managers send more requests and students work fewer hours around the holidays, a backlog traditionally grows. What is unique this year is that the backlog in order input noticeably ended when Brian, Nick, Connie, John, and Mike began to PFW bib records. Students continued to create order records for all titles but over 40% of bib records were downloaded and did not need to be rekeyed. Proofing of PFW bibs is also less rigorous. This speeded order creation and may eliminate future backlogs during peak periods. Mike did a good job this year vending in a timely manner and insuring students input oldest (not easiest) records first. a total of 23,522 purchase orders were created. This includes titles searched in MAD, DLAS, and 1,288 serial unit orders.
The number of orders sent electronically increased in FY96. Mike added BHB, Yankee, and Nedbook to our e-vendor list bringing the total to six. This year 4,743 orders were sent electronically. E-orders increased the speed of fulfillment by as much as two weeks. Unfortunately, system problems with the ISBN and note fields limits the number of orders that can be sent electronically.
3. Review the outstanding monograph order file for claiming once every three months
Claiming was current every month except August, when no claiming was done, and December, when regular records were claimed but rush and prepay records were skipped. These instances were tied to higher priority workflows taking precedence over claiming and hardware/software downtime. John reviewed a total of 9,270 titles for possible claiming and issued 4,434 claims.
4. Maintain the weekly approval cycle of pre-display searching, display and removal of titles for processing
Approval display was technically current throughout the fiscal year because we do not count shipments delayed because of failure on the vendors part to supply books or data. Unfortunately, FY 1995/96 saw vendor problems with both B&T and Harrassowitz. Pete Risley, with the assistance of Karen and Deb, maintained the weekly approval cycle despite massive fluctuations in volume. They processed a total of 19,720 approval titles with an overall return rate of 6.7%.
Marsha Hamilton proofread the extensive B&T profile printout and discovered many errors. She and Gay Dannelly coordinated with B&T personnel in August to correct errors and compact the profiles. Prior to full implementation of the changes, B&T switched automated systems in October and lost the ability to ship on a regular schedule, provide invoices and bibliographic data, and send books according to our new (or old) profiles.
University press titles were of particular concern to collection managers. Marsha requested from B&T a printout of all UP titles handled between Oct-March. Karen Lawson, with the assistance of Brian and Deb Cameron, searched the extensive printout. In coordination with Marsha, Gay and others, the lists were marked to identify titles to be sent. B&T sent a large shipment of in-stock titles and continues to send others as published.
Harrassowitz, III, and OSUL pioneered the software for the ftp of Harrassowitz bibliographic and invoice data. Following software changes as a result of the FELIX/OSCAR merge, Harrassowitz approval bibs and orders were hand keyed by John after loss of access to the 9-track tape drive. Testing lasted from spring 1995 until January 1996 when bugs were fixed and the software became operational. After January, Pete processed Harrassowitz titles as received, Karen cleared invoices on schedule and ftp'd bib records upon receipt of e-mailed file names from Harrassowitz.
5. Clear invoices for payment within four weeks of initial display on the review shelves
The Approval Section maintained timely processing of invoices throughout the year, however, due to B&T and Harrassowitz system problems, invoices were not received from vendors in a timely manner, especially in November-January. Karen and Marsha worked extensively with both vendors on these problems. Deb assisted with problematic invoice clearing in December. Harrassowitz invoices were stable by January and B&T by March.
6. Contact Innovative Interfaces within 72 hours with problems identified by departmental staff
Deb did an excellent job reporting III system problems within 72 hours. This included III-supported equipment replacement for the department and system software and connectivity problems. Sixteen Wyse 50 terminals and printers were replaced in FY96 and 28 major III problems were logged, primarily software bugs. Deb logged system downtime and coordinated with the Automation Office on loss of network access, problems following the replacement of the FELIX I/O board, junk data, etc. Deb and Mike responded quickly to requests to restart terminals and perform general troubleshooting.
III ceased support for printers in July 1996. Deb and Mike will began to work even more closely with the Automation Office to keep printers functioning.
Continuation Acquisition Division
1. Search, process, and vend continuation and serial unit orders within one month of
receipt All ordering activities remained current throughout FY96 and in general, orders were lighter this year as compared to last, but very close to FY94 activity levels. Unit orders were down the most, with an average of 111 searched per month: 23% fewer than FY95, but 9% more than FY94. Continuations averaged 28 searched per month: 43% fewer than FY95, but just ahead of FY94. Orders "on-hand" at the end of each month averaged approximately 6.8 orders per month, with an average "oldest date the 25th of each month. Cancel and cease activity continues to decrease, from a high of 73 titles per month in FY94, during the planning for a possible serials cancellation project, to 47 per month this year.
2. Review location-generated claims within 2 days
All location-generated claims were reviewed within 2 days. The breakdown for the fiscal year follows:
| How Request was Received | Action Taken |
| --In person: 16 | --Already Claimed: 16 |
| --By mail: 144 | --Lapse in Progress: 0 |
| --Phone: 44 | --Not Legit Claim: 19 |
| --E-mail: 32 | --Valid Claim: 201 |
| TOTAL: 236 | TOTAL: 236 |
The statistical breakdown of location-generated claims resulted in 85% of those received being valid claims -- a vast improvement over previous years. These 236 claims, however, represent only 6% of the total number of claims (12,896) generated for the fiscal year.
This priority also includes questions about non-receipt of new subscriptions and inquiries concerning gift or exchange titles. These, too, remained current throughout the year.
3. Process the routine claims working file for all regular frequencies once per month.
The routine claims file for all regular frequencies was processed once per month. The increased efficiency in our claiming processes have reduced the total number of claims from 17,378 in FY95 to 12,896 in FY96. The monthly average also has dropped from 1,448 to 1,075.
One of Jim's highest priorities was the review and processing of in-coming correspondence, including vendor reports. Updating Felix with this information in a timely fashion allowed the claiming process to come full circle; we were able to correlate the claims going out with the information coming in. This undoubtedly was the reason for the reduction in the number of unnecessary subsequent claims this year. In addition, it allowed Jim to respond to vendor's questions and head off problems identified from the correspondence within a few days.
4. Process priority claims file monthly
The priority claims file was processed monthly throughout the year. Jim Whitcomb added all the Gordon & Breach titles in order to assure these expensive and problematic subscriptions were reviewed regularly. Due to the fact that we have been able to review the routine claims file monthly, the priority claiming function has become more a useful process for us to review the priority claims coded "b" - CAD priority -- our problem titles rather than being used extensively by the collection managers.
5. Review and acknowledge location-generated subscription questions within two days
All location-generated subscription questions were reviewed and acknowledged within two days. Because we are current in our handling of claims and lapses and maintain notes of our problem solving activities on OSCAR, subscription questions from locations are few and infrequent. Improved access to the database for the collection managers has also enabled them to check the system and resolve their questions themselves in many cases.
6. Process first issues within 3 days of receipt.
Faye Yungfleisch and Cheryl Obong maintained a status of "current" throughout most of the fiscal year; any delays were the result of Felix problems or minor staff absences. Now that we can download full bibliographic records from OCLC using Passport for Windows, there is little maintenance to be done to the records when first issues arrive. When Felix is working well, Faye has no difficulty in processing issues well in advance of the 3-day time period.
7. Process title changes within 5 days of receipt.
The division maintained a status of "current" throughout the year in this area as well. Title change processing was a new task for Faye, one of the few she had not dealt with in her previous years of experience in CAD. She quickly learned the subtle intricacies of title changes including the more complex problems. She was able to process the straightforward one-to-one title changes as they came in, and promptly forwarded the complex titles to Serial Cataloging.
8. Spend 10 hours per week on de-duping until project is complete.
Over the course of the year, Cheryl averaged about 10 hours per week on de-duping. Requests from RAD to de-dup bib records finally slowed toward the end of the fiscal year. This confirms that a vast majority of our check-in and order records are now attached to the correct bib records. Cheryl completed de-duping continuation records from the initial load to OSCAR in August; other records could not be de-duped because of the impending load of more retrocon records to OSCAR.
9. Spend 15 hours per week building and updating Lib Has statements.
Rick Gween and Cheryl spent more than the targeted 15 hours per week on building and maintaining Lib Has statements. Cheryl periodically ran a boolean to retrieve Lib Has information from 599-generated check-in records; Rick worked from this boolean to update these statements to accurately reflect what each library owns. They also participated in a special project with Serial Cataloging to update Lib Has statements for the Retrocon bib records resulting from deduping for 20,000+ serial titles. Initially, we received Lib Has corrections regularly on a weekly basis; Serial Cat. stopped working on this project in the spring, however, to concentrate on other priorities. a few libraries -- EDU, SEL, UND, and HIS -- regularly sent in requests for updates throughout the year; after a reminder at the Collection Manager's forum in November, we finally began to receive requests from other location libraries.
10. Process continuation invoices within one week of receipt.
This is Michael Grimes' basic priority, and he has maintained it throughout this past year. Incoming invoices without problems are processed within one week of receipt; invoices with problems are handled promptly. For those, the length of delay often depends on the nature of the problem and the quality of response from vendors and publishers. Most invoices forwarded from the Financial Accounting Division designated as RUSH can be processed immediately upon receipt.
Receiving & Administrative Division
1. Record continuation pieces on INNOVACQ within 7 days of receipt
With the major shifts to system changes behind us, the division was able to maintain this flow more easily this past year. Through most of the year, serials were processed even faster than this goal, usually within 2 days. The biggest challenges to staying current were related to vacations and holidays when processing backed up. This year, even at those times, the division was still able to stay within their one week guideline.
2. Record unit order pieces on INNOVACQ and route within one week
This flow was maintained throughout the year despite the loss of one student assistant in spring quarter. We often were within 2 days turnaround on monographic unit orders. Serial unit orders often took the full week to process as Linda Trombetti worked on the heavier monographic flow first to keep it current. Lisa Iacobellis learned our monograph unit order processes and committed a varying number of hours each week to maintaining this flow. Our monograph student, Nancy Lamenta, took on more hours in the last half of the year which helped us maintain the flow.
3. Check-in all CD-ROM material within 7 days of receipt
This activity was maintained by Ellen Scherer throughout the year.
4. Add holdings to OSCAR as designated by policy within 5 days after check-in
The division was able to maintain this activity within the designated time frame without assistance from other divisions, a goal for the year. It took work by several division members; Sheryl Williams, Ellen Scherer, Lisa Iacobellis and Linda Trombetti to keep up with the flow. We had at least 400 pieces each month with a high of over 700 one month. This work continues to be a steady, demanding activity.
5. Process unit invoices within one week of receipt
Problem free invoices continued to be processed within one week of receipt. Invoices for which all the items have not yet arrived fall into the problem/waiting category and are generally held until all pieces are accounted for. The procedures put in place 2 years ago to move invoices through the division are functioning appropriately.
6. Answer and refer all calls coming into the department
Marion Ramage and Mary Spillman answered the department phones the majority of time over the past year. The backup phone answering schedule we devised in the past has worked well in sharing the phone responsibility throughout the department with broad understanding of what is expected and when from each division. We will adjust the schedule in September to include Copy Cataloging Division.
7. Open, sort, and distribute mail by 5:00 p.m. of the day it is received; during staff shortages, the mail will be completed no later than 10:00 a.m. the next day
Marion continues to be the mainstay of this activity, following the above guidelines. During her absence for surgery convalescence Mary Spillman did much of the work. At times when neither Marion nor Mary were in, RAD staff handled the duty, with participation by everyone in the division. We also had assistance from other department members when the division was covering for Marion and Mary.
8. Collect and proofread timesheets for students and staff; verify that appropriate signatures are included; deliver timesheets to Library Personnel by 10:00 a.m.
This priority was maintained throughout the year.
9. Order and distribute supplies once a week
Marion managed this activity with assistance from Ellen Scherer in Marion's absence. Overall we have had better response from the Supply Room staff in this past year.
Financial Accounting Division
1. Review statements and resolve invoicing problems monthly
This priority was maintained throughout the year with statements being reviewed by Carol Roche as they were received. Carol has had good success this year working with her usual publisher/vendor contacts as well as working directly with the supervisor at B& T and with the VP of ILO to resolve some long standing invoice problems.
2. Produce, review, and distribute Accounting Reports on the first of each month
This priority was maintained throughout the year. Carol Roche is responsible for printing the reports; Marion Ramage distributes them to the collection managers and administrators. Cheryl Stojak uses the Financial Accounting Division copies to do the 95% report and to balance with the prepay funds, endowments and the General Ledger which has been moved online to the PC in the administration area.
3. Review and reconcile FAS reports within 3 weeks of receipt in the division
The division usually receives the FAS report by the 15th of the month. This report must be reconciled by the end of the month so that Cheryl can get the encumbrances and adjustments over to Accounting before the close for the following month's FAS. The division has also been using the weekly check register to catch errors earlier such as invoices processed on the wrong account. If these errors are found early enough in the month they can be corrected before the next FAS prints.
4. Review and mail checks within 2 days of receipt in the division
This goal has been meeting throughout the year. Marion Ramage and students assist the division in getting the checks processed. Accounts Payable has been training new staff at various times through out the year so we have seen some minor problems arise regarding wrong vendor on check or checks coded for pick up that are not ours.
5. Batch process invoices for payment daily
This priority has been maintained throughout the year by Carol Roche except for the usual holidays, vacation, or system downtime. Carol is also now putting her batches on the PC. She is processing anywhere from 28 to 49 batches a month. Having batches done daily and walked to A/P at least three times a week has reduced the time it takes to get checks to the vendors. Which has resulted in fewer invoices on the statements to reconcile.
6. Receipt of checks from Accounts Payable within 3 weeks (this priority is not within our control; however, it is important to report the current status of processing of this material)
Throughout the year we have received from A/P anywhere from 9 to 20 working days. This has been a fairly stable year for A/P.
7. Process prepayment accounts just prior to running monthly accounting reports
Cheryl processes the prepayment accounts within a few days of receipt so they are always current before the monthly accounting reports are run (and also current throughout the month).
8. Process fund transfers and other accounting adjustments within one week of notification
These adjustment are processed within 24 hours of receipt, well within the one week priority.
Copy Cataloging Division -- from February 1996 to June 1996 only
1. Process new, unique monographs within 4 weeks of receipt in the division
In the first part of the year from July 1995 through Jan. 1996 (prior to merger with Acquisitions), the division met its stated goal of 5 weeks from July through October. Beginning in November, throughput time fell behind by 3-4 weeks, partly related to staffing changes and partly due to increased efforts, at that time, to catalog non- current receipt materials in the existing VACQ/PAC backlog. To summarize the entire year's activity, the division met throughput goals for the majority of new, monographic receipts in 5 out 12 months and ended the year with a current status of 4 weeks.
Beginning in February, throughput time showed gradual improvement from a high (for the fiscal year) of 9 weeks to a current status of 4 weeks by the end of June. Increased efforts on the part of individual staff in response to new production goals, revisions in editing procedures and, starting in April, temporary reassignment by the Department Head of other Acquisition staff members to do copy cataloging contributed to reduce overall throughput for the majority of monographs to a current status by the end of the year.
2. Process duplicates and added volumes within 4 weeks of receipt in the division
Starting in mid-February, the division assumed responsibility for processing of duplicates and added volumes which has involved hiring and training of student assistants. (This activity was formally managed by the Search Section in Cataloging). Initially, processing time was delayed by about 4 weeks, but by April, the majority of duplicates/added volumes were being processed within one week of receipt with problem-solving for some titles involving slightly longer throughput time. By the end of June, processing for all identified duplicates/added volumes was current within 3 days of receipt.
3. Process rush titles within 48 hours of notification or identification of rush status
Processing of rush titles was current throughout the year.
4. Process non-book material within 4 weeks of receipt in the division
Processing of non-book materials was not current in FY96 for the majority of receipts and, in May 1996, a temporary hold was declared on cataloging non-book materials so staff could concentrate on current monographic receipts. While processing of most non-book materials was delayed or halted for much of the year, certain categories including videocassettes, maps, audiocassettes and CDs remained current.
5. Process Health Sciences titles within 4 weeks of receipt in the division
Processing for the majority of Health Sciences receipts was current in FY96, although tracking materials by actual date of receipt was not available earlier in the year. In late 1995, one staff member was assigned to handle this workflow which has facilitated in tracking and processing of materials.
6. Process Regional Campus material within 4 weeks of receipt in the division
Throughput time for processing of Regional Campus receipts improved greatly in FY96. At the beginning the year, efforts were made to eliminate a small backlog of regional campus receipts and one staff member was assigned to handle these materials which has facilitated processing. By November, incoming receipts were being cataloged within 4 weeks of receipt and processing has continued to improve to a current rate (by the end of June 1996) that is within 2-3 days of receipt for monographic materials. Non-book cataloging for Regional Campus locations also remains current within 4 weeks of receipt.
Project Specialist
1. Process vendor status reports within 1 week of receipt
4,788 status report were processed this year with 1,410 (29%) being referred to others in the department for further action. Please see attached (included on disk) spreadsheet for monthly details. Vendor status reports were always processed within one week of receipt. The month of April ended with a three day backlog, well within the one week limit.
2. Complete monthly statistics within 5 working days of the end of the month
This basic priority is more difficult to maintain as it depends on each division getting their
statistics to Mary in a timely manner. This priority was met the majority of the time. 3. Complete PC backups monthly.
The department PCs were backed up monthly with the following exceptions:
July - Marsha Hamilton's new MAC did not have a backup program
installed and Mary was investigating a backup procedure.
February - There was a one week delay.
June - No PCs were backed up.
2. Personnel Resources
Administrative
I was granted a 12 week sabbatical by the University and Libraries which began in early July and ended in late September. This was a wonderful opportunity for me and the department managed itself well in my absence. Trisha Davis served as acting Department Head and each of the division heads worked independently as usual.
Monograph Acquisition Division
There were no major personnel issues in MAD this year. No vacancies occurred; no reorganization was needed to compensate for any vacancies; and no individuals were hired. Nick Felt was loaned to the Copy Cataloging Division beginning in March 1996 to help eliminate their backlog of materials.
Continuation Acquisition Division
There were no major personnel issues in CAD this year. No vacancies occurred; no reorganization was needed to compensate for any vacancies; and no individuals were hired. In March 1996, Teri Hagerman and Terry Camelford were trained and assigned to work on the backlog in the Copy Cataloging Division. They both were pleased to learn more about the cataloging process and receive training in the use of Passport for Windows downloading software.
Receiving & Administrative Division
There were no major personnel issues in RAD this year. Marion Ramage was out for a period of time for surgery; Mary Spillman increased her hours during that time to assist with Marion's responsibilities. Student turnover was a problem since a number of activities in the division such as monograph receipt are heavily dependent on student assistance.
Financial Accounting Division
There were no major personnel issues in RAD this year. Within the staff ranks, no vacancies occurred; no reorganization was needed to compensate for any vacancies; and no individuals were hired. The division is participating in this summer's PIC program. Joedna McDowell began work in late June and was with the division until mid-August.
Copy Cataloging Division
Two vacancies remain on hold. These were created by the departures of Shirley Rhea(LA1) in Nov. 1995 and the previous vacancy created when Karen McCarthy (LA1) resigned in Dec. 1994.
Duties previously assigned to these Library Associate 1 staff have been or are in the process of being redistributed to LMTA2 staff in some cases (e.g., analytics, non- book receipts). To compensate for the loss of these staff members, Vickie Fitzgerald's existing LMTA2 position was upgraded to a LA1 position (approved in May 1996) and she will continue to handle much of the complex non-book cataloging, problem-solving and training appropriate to this level.
Individuals hired to fill other vacancies in CCD included Vera Enesey, previously an LMTA2 staff member, who was promoted to a Library Associate 1 position (replacing M. Harris) in July 1995. Viktoria Novikova, formerly an LMTA1 staff member in the Cataloging Dept. Search Section, was hired to fill an LMTA2 vacancy (replacing J. Wells) in Oct. 1995. One LMTA2 position (V. Enesey's) was transferred to Special Collections and all Special Collections workflows previously handled within Copy Cataloging were redirected to that unit.
Project Specialist
There were no personnel changes this fiscal year. For part of June and July, Mary worked a temporary 40 hour schedule to assist with Marion Ramage's absence following surgery.
3. Review of Goals for 1995/96
Monograph Acquisition Division
1. Finish deduping OSCAR order database
In progress. Phase I of deduping is complete. In FY96, a total of 38,153 records were reviewed, primarily by Deb with assistance from Karen, Brian, Connie, Nick and me. Of these, 20,102 were deduped. This includes general database records (11,497), approvals (2,588), and new cataloging (5,806). Another 10,604 titles were reviewed but did not require deduping. There were 7,447 titles that were deduped in other capacities which were coded to not appear in future booleans.
The completed phase I covers records added prior to December 1994. After Phase II (1995- ) is complete, Deb will run clean-up booleans for unit orders. Continuations are deduped in CAD. Deb, who performs the vast majority of dedups, was shifted away from this activity during parts of the year as she was needed for higher priority duties. As a result, the project will not be finished until approx. Nov. 1996.
2. Unsuppress order records after the holds problems are resolved.
Completed. In November, 1995, all order records (approx. 180,000) for OSUL, HEA and LAW were suppressed from public view prior to merging FELIX and OSCAR. This was because no software existed to notify Acquisitions or Cataloging that a hold was placed by a patron (i.e. no action could be taken by T.S. to process the hold.) Sally Rogers worked with III to block holds for on-order records. When this was completed, Marsha unsuppressed appropriate categories of bib, order and check-in records for OSUL, HEA, and LAW (over 200,000 records).
Cleanup continues on approx. 2000 incorrectly suppressed bib records. This is not a function of the holds/order project but may be a random problem resulting from software or template bugs. Following coordination with CCD and CAT, Marsha asked Sally to change the downloading template to default to display. Clean-up must be done title by title because some bibs should remain suppressed (i.e. office copies, info. records, dummy payment records, etc.)
3. Establish regular FTP of approval bibliographic and invoice data from Harrassowitz; FTP B&T approval bibliographic and invoice data as soon as they have that capability.
Harrassowitz - Completed. Early testing of the Harrassowitz approval ftp product began spring of 1995. Progress was slow because Harrassowitz was never given system specifications by III and wasn't using full US-MARC. By January 1996, Harrassowitz, III, Karen and Marsha worked out all bugs in ftp transmission of bibliographic, order and invoice data. MAD went into production and RAD began to use the electronic invoices. Harrassowitz has now released the product to other customers.
B&T - On Hold. B&T experienced a major setback in electronic development during their unsuccessful hardware/software upgrade of October 1995. Programmers were pulled from PromptCat, ftp, electronic ordering, and other products to correct problems with the approval and firm order systems. B&T estimates PromptCat and e-ordering should be available in Feb. 1997. MAD is ready to test and implement ftp/PromptCat/e-ordering with B&T as soon as those services are offered.
4. Integrate PromptCat into the approval area as soon as B&T and III are able to provide software capability
On hold - III is testing PromptCat for firm orders with other sites. III turned down Marsha and Sally's request to be a PromptCat beta site because of OSUL's size and complexity. B&T is working on PromptCat but is not in production (see above). This goal will be continued for FY97.
5. Implement Passport for Windows to download full bibliographic records to OSCAR in the pre-order search process; integrate downloading Passport records with the automatic creation of order records via a template
Completed - Passport for Windows downloading of full OCLC bib records at point of order was implemented in January 1996. It was tested with selected monograph firm orders by Brian and Nick. Within one month, Brian, Nick, Connie, John, Mike, Deb, Karen, and Marsha were trained in PFW production. Marsha coordinated with RAD and PFW documentation was written and distributed. In the six months of production in MAD, 5,032 bib records were PFW'd, representing 43.2% of all mono bibs created during that period.
Downloading bib records using PFW has many advantages. Long records, foreign languages, etc. do not have to be rekeyed. PFW records do not need to be proofread (for typos) in order production and searchers can combine the OCLC verification step with downloading. This speeded firm order production noticeably. Typing and proofing backlogs were much smaller following PFW implementation; throughput time noticeably decreased.
Marsha coordinated with RAD, CCD, and CAT on conventions to identify PFW bibs and DLC copy. Mike and Marsha have also coordinated with MUS and LAT on test projects to minimize data typed on the MRF by collection managers and to focus instead on selection of the correct OCLC number for the item to be ordered.
Marsha and Sally worked with III to establish a template to create order records as part of the PFW download table. Unfortunately, this requires an additional download table for which III charges several thousand dollars. Thus, it has not be purchased.
6. Reorganize workflows and staff to take advantage of new software and OSCAR capabilities; retrain and cross-train staff and students as procedures change
Staff and students in MAD continued to cross-train and work in a "first priority" environment in FY96. Each staff member assisted with activities in other areas on a regular basis throughout the year. In the past, cross-training was primarily within the division although Brian and Deb have assisted RAD and Connie in ILL. With the merger of copy cataloging with the department in Feb. 1996, there were new opportunities for cross training. Karen and Deb input and built item records for 338 approval added volumes and duplicates on OSCAR; John, Connie, Brian, Mike, and Nick selected OCLC records (PFW) based on cataloging criteria as well as acquisition needs as a result of PFW implementation; and Nick was trained in routine copy cataloging to assist in the elimination of the copy cat backlog. This, and selecting PFW copy with an eye to how RAD and CCD will use records, has brought MAD into closer coordination with other divisions.
New procedures were written for PFW downloading and claiming. Electronic ordering increased as more vendors were added. PFW and e-ordering were the two most important capabilities expanded in FY96. All members of the division are taking advantage of cross-training to assist collection managers and patrons and speed workflow as a group.
7. Evaluate monographic claiming operations for efficiency and effectiveness.
John evaluated monograph claiming/cancellations and coordinated with Marsha on current procedures. Marsha began in May to focus on the category of repeated claims for titles that are unlikely to be received (e.g. out of stock indefinitely, overseas with no response from vendor, etc.) She began processing cancellations after the annual Outstanding Order project to test ideas. In June, following coordination with Carol, she presented recommendations at the Collection Managers Forum for an automatic cancellation period for specific groups of long outstanding orders. This will be tested with FIN in FY97 and evaluated. The claim process could be streamlined by as much as 20% if unavailable titles were canceled instead of left open by collection managers. If these were removed from the claim file, that time could be devoted to more extensive follow-up on orders that need further action.
Continuation Acquisition Division
1. Develop procedures for clean-up and maintenance of 599 Lib Has statements in OSCAR bib records, and eventually check-in records.
In January, III finally created check-in records from the 599 Lib Has statements. Rick spent 15-17 hours per week updating these statements from a boolean printout. Faye updated Lib Has statements as she encountered them in her title change processing. Terry also updated this information as new serial units were received. We continue to receive requests from a select few libraries to update these statements as well. This activity will continue for many months to come.
2. Work with staff in location libraries to move serials handling information from their manual check-in files to the OSCAR check-in records.
Trisha Davis worked with Susan Wyngaard and Sheryl Williams to develop test procedures and guidelines for moving this information into check-in records. As our test site, FIN is awaiting staff time and resources to review their manual check-in files and send the relevant location information to CAD. Trisha and Cheryl also visited SEL to review the test project options; SEL sent information on 43 titles to CAD to add Loc Label codes and Internal Notes into the check-in records. Both locations have experienced staff shortages/turnovers which have prevented them from participating more fully in the project.
3. Review options for implementing Passport for Windows downloading capabilities.
In November, Cheryl was trained in using Passport for Windows software to download bib records for order record processing. Cheryl implementing Passport in December; Faye began using Passport in first issue and title change processing in January. In late spring, Teri and Terry began using Passport to download records in the same manner. The only challenge for CAD staff was the limited number of PCs with this capability in the department.
4. Investigate possibility of purchasing and implementing III's electronic claims module.
III's electronic claims module was ordered in late spring and installed on in early July 1996. In April, Linda began investigations with our four major vendors regarding their ability to receive electronic claims from an Innovative system. Two of the vendors were currently accepting claims and the other two planned to be accepting electronic claims by fall. The claims module also will be used with the RoweCom Subscribe system we are currently testing. This goal will be carried over into the next fiscal year.
5. Experiment with FTP capabilities for serial invoices.
Due to ongoing OSCAR machine problems, our first opportunity to test FTP for invoices was during the first phase of orders to RoweCom in May. The file transfer was easily handled, but the data was incomplete due to a RoweCom interface problem. Trisha, Michael and Cheryl Stojak worked with RoweCom staff to diagnose the problem and eventually did a successful ftp transfer of the invoice. Michael then reviewed and posted the charges for the first 22 titles ordered on Subscribe without any further problems. Use of this process with other vendors will be pursued in the coming year.
6. Examine procedures for handling snags and comes/withs and claiming outstanding orders; consider possibilities for streamlining these processes.
In September 1995, Teri and Terry moved the data from the Snags card file into records on Felix. All snags processed since then have been added directly to Felix. These records allow RAD to identify snags at the first search and enables better tracking of snags in the long run. The original manual file had 677 snagged titles; after they transferred that file online, they completed a review of the snags on-hand and added another 344 titles.
On a quarterly basis, Teri reviewed the file of outstanding orders and prepared claims as needed. Rather than simply claiming them all, she reviewed the file online and eliminated subscriptions too recent to claim, or with recent responses from vendors. If a subscription had been claimed three or more times with no response from the vendor/publisher, she printed the order record and sent it to the fund manager for a decision to cancel or continue to claim. This not only alerted the collection manager to the delay, but provided an opportunity for them to alert us to any new information concerning the subscription. This year, 1,060 subscription claims were sent.
7. Continue review of memberships; create/update parent records on OSCAR as needed.
This project was handled on a case-by-case basis. As memberships were referred to Teri, or as confirmations or invoices arrived in the mail, she reviewed and/or created the membership record on Felix. She also regularly verified that any titles listed on the literature from the organization we re also included in our records. When conflicts arose, she contacted the organization to determine what was included in the membership. This work has now become part of our standard processing.
8. Investigate the information available via various online vendor databases and catalogues accessible through OhioLINK for use in handling claims and lapses for irregular frequencies.
Jim successfully incorporated searching of various online vendor databases and other library catalogues on OhioLINK into standard claims procedures. These new procedures helped tremendously in problem resolution for lapses and subscription problems. Searching OhioLINK holdings to see if other institutions owned a particular issue(s) was especially helpful for working on annual and irregular lapses. The various vendor databases provided dispatch information. Searching the OASIS GOPHER "hytelnet" for holdings of other institutions outside the OhioLINK environment proved to be especially helpful in resolving problems for non-English titles such as Slavic, Chinese, and Japanese. a search of the Encyclopedia of Associations database frequently provided publisher information needed for correspondence. Accessing these online vendor databases and catalogues proved to be particularly helpful in light of our ongoing problems with Faxon SOURCE. Jim has been able to resolve problems by contacting publishers directly and then informing Faxon of the publication particulars.
Receiving & Administrative Division
1. Participate in preparations for using Passport for Windows and PromptCat in monograph unit order flow.
The PromptCat system was not implemented in this past year so we were not able to participate in that activity.
The Passport for Windows capability was implemented and the division was actively involved in testing it. As MAD staff began downloading bib records in late December, the division monitored the incoming pieces and then identified the adjustments in workflow needed for this new capability. We arranged with MAD for the MRF forms to be marked with highlighter and the letters PFW. Pieces with such MRFs were put into a separate, yet equally quick, processing flow.
2. Participate in the test with Fine Arts to supply location specific information on periodical labels.
Following on the test of this function with SEL last year, Sheryl worked with Trisha, Susan Wyngaard and Gretchen Donaldson on a system of codes representing FIN handling directions. But Fine Arts staff began sending some of this information to CAD in late summer 1996.
3. Continue efforts of RAD personnel to maintain serial item record creation within a 7 day time period.
This goal was achieved and maintained throughout the year. Several division members checked for serial pieces needing item records frequently throughout the work week. Ellen Scherer, Lisa Iacobellis, Linda Trombetti and Sheryl all built records. We fine tuned the record template and procedures to make the work go more quickly. The flow has recently increased, with 2 months producing over 500 item records and one month more than 700. With cross-training within the division, the division hopes to be able to maintain the flow without returning to daily help from other divisions.
4. Participate in the examination of producing monograph labels in ACQ.
Sheryl served as a member of a group lead by Wes Boomgaarden to look at monograph label production since OSCAR and FELIX merged. Production of labels from OSCAR records was tested and found practical for certain materials. One question the group addressed was whether labels could be produced and affixed earlier in processing. It was decided the work should remain in the Labeling Unit of Collection Maintenance. One reason is that hand typing of labels is still necessary for material cataloged directly on PRISM rather than through PFW download. In addition, the labor, time and specific knowledge needed to affix call number and other special labels to pieces is significant. Shifting the work earlier in the process under the current system design would negate the efficiencies Prism processing is adding to receipt and cataloging.
Financial Accounting Division
1. Learn WordPerfect and Excel software packages (as well as the Windows operating system) and identify their uses in the division's day to day work.
This has been a very busy year for Carol and Cheryl in terms of learning and using Excel and WordPerfect. Their goal was to use Excel to monitor invoices processed, eliminate the tape book process, and feed all this into the General Ledger. They have competed Phase 1 of this goal. Carol and Cheryl have become comfortable enough with Excel that they now have very few problems using it. They are using WordPerfect for monthly reports, letters to vendors, and various forms. Excel is being used for statistical forms and reports.
2. Follow developments at the University level concerning the electronic transfer of accounting information to A/P.
Carol and Cheryl attended a seminar at the Fawcett Center in January to update them on what was happening with the ARMS project. We had hoped that this project might move at a faster pace but this is such a complicated undertaking that it may be 1998 before the implementation of the accounting package. We continue to follow developments via e-mail and articles in the "On Campus".
Copy Cataloging Division
1. Implement of OCLC Passport for Windows to catalog and export bib records directly to OSCAR.
Beginning in Sept. 1995, Copy Cataloging staff participated in a 3-month beta test of OCLC's Passport for Windows software. Mary Rider coordinated training within the division and copy cataloging staff provided training to other Technical Services staff. By the end of 1995, approximately 50% of copy cataloging production was being done via Passport export. Total Passport production continues to be limited by the number of workstations capable of handling Windows software (currently 6 workstations out of 12 have export functionality in CCD). Staff have responded very positively to Passport capability which has allowed us to add records immediately to OSCAR and streamline workflows, e.g., eliminating the need for manual tracking of catalog records such as analytics and bound-withs. CCD staff also sort books downloaded using Passport for delivery to Preservation so that spine labels can now be automatically generated for this category of materials.
2. Continue to analyze and revise workflows to achieve greater efficiency and improve overall throughput time.
In late 1995, Mary and Effie Spillman, Head of the Search Section, revised workflows in the Search and Copy Cataloging Sections (prior to merger with Acquisition Dept.) in order to eliminate duplicate OCLC searching and reduce sorting of materials. They created documentation and discussed new procedures for OCLC search and routing of materials within the section and to other areas.
Mary participated in planning to train staff and test a new workflow for monograph receipt and cataloging in one activity in the Receiving Acquisition Division. From April to June 1996, LMTA2 staff participated in a training project in RAD to update order records and complete processing for some categories of monographs with full bib records already in OSCAR (i.e., records were Passport-downloaded at time of firm order). Vickie Fitzgerald and Vera Enesey provided consultation and helped to test the new procedures. By the end of June, the five LMTA2's involved in the project had completed training, spending on average 5 hours per week for one month each.
3. Hire and train staff to fill vacancies as they occur.
1995/96 saw staffing changes and vacancies in two positions as well as new assignments for remaining staff in CCD. In July 1995, Vera Enesey was interviewed and promoted to fill the LA1 position vacated by M. Harris. In Oct. 1995, Vika Novikova, formerly of the Search Section, was interviewed and promoted to an LMTA2 position vacated by J. Wells. Two LA1 vacancies remain unfilled and on hold. Vickie Fitzgerald gradually assumed new responsibilities to cover needs created by staffing losses and a formal request was approved in late May to have her position upgraded to Library Associate 1.
Training progressed well for staff members with new responsibilities in the past year. Vera's contributions, particularly in identifying and resolving cataloging problems and in training of other staff (e.g., using Passport, cataloging analytics, etc.) have greatly benefited the work of the division. Since Oct., Vika has readily learned new procedures and has become very productive. Vickie's assistance in problem-solving, training and cataloging more complex, non-book materials has been crucial in filling in "gaps" created by departures of long-time LA1 staff members. In particular, she has helped the division make progress in cataloging non-book receipts, analytics, preservation replacement copies and microform masters.
4. Continue to evaluate copy cataloging procedures in order to streamline and increase productivity.
In late 1995, Mary drafted new processing guidelines for adding records to OSCAR to insure quality and minimize revision. To help focus attention on increasing needs for efficiency and productivity, an interim goal of 25 books per day per copy cataloger was targeted. In the latter half of the fiscal year, individual and total productivity has shown steady improvement, with most staff able to meet or exceed the target goal on a regular basis.
5. Continue staff training and increase knowledge of OSCAR for copy cataloging and record maintenance.
As part of the initiative to test cataloging on receipt in RAD, staff completed training in OSCAR editing which has enhanced their ability to deal with the growing numbers of new receipts in CCD which already have full, Passport-downloaded bib records in OSCAR. Staff have quickly learned and adapted to the new procedures. Staff knowledge about particular workflows has been increased through in-house training coordinated within the division (e.g., analytics, cat-as-monos) and within the department (particularly since the merger with the Acquisition Dept.).
Project Specialist
1. Learn new functionality of WordPerfect for Windows 6.1. Assist others in the department as knowledge increases.
Mary has self - taught herself a lot by experimentation and using the tutorial and help screens. She has also expanded her knowledge beyond WordPerfect to include proficiency in Excel as well. She has served as a resource to others in the department particularly during the months of July, August, January and March.
2. Document procedures for the various aspects of this position.
Little progress has been made in this area. Mary has various paper folders and documents on the PC of changes and procedures, but they have not been formalized.
4. New Initiatives and Accomplishments (not already mentioned in priorities and goals sections)
Monograph Acquisition Division
1. Two specialized approval plans were created. In coordination with Tom Heck and Gay, Marsha canceled the Pepper music score approval plan and wrote an agreement for OSUL's portion of a state-coordinated scores approval plan with Theodore Front. She also developed a Hogarth Africana approval plan with Lisa Pillow. Hogarth was unable to meet some criteria so a second agreement was written. These documents were approved by university counsel.
2. Marsha and I successfully fought a request by B&T to give up part of our 21% approval and firm order discount. We also persuaded B&T to continue free services per our contract that are charged to all other customers. This will undoubtedly be an issue the next time the contract is rebid.
3. Marsha continued to plan, coordinate and in many cases, actually do the work associated with major recoding/updates to the system:
a. Updated approx. 200,000 bib and accompanying order and check-in records for the correct suppression codes (first suppressed, then unsuppressed after the holds problem was resolved; obsolete L and N codes replaced with valid codes.)
b. Updated approx. 200,000 ORD TYPE, PUB TYPE, MISC, and FORMAT fields to conform to revised state-wide standards for the creation of the new SUB STAT field.
c. Rapid updated all generic dates (01-01-01) to 05-05-55 in the ODATE and RDATE fields (mostly for continuations) to conform to the end-of-millennium date conversions on FELIX.
d. Created tagging in the RACTION field to identify titles to be bookplated.
4. Marsha coordinated with CAD, CIRC, CAT, CCD, and collection managers on the "Needed for Patron" rush streamer in September 1995. The streamer was finally approved by all areas and distributed for use system-wide.
5. An automatic cancellation period for Chinese orders was implemented.
6. Marsha continued to work with Eleanor Block on special project videos for JOU. In coordination with CAT, Marsha ordered a small group of videos from Professional Media Services which included contract cataloging. CAT reviewed the copy sent.
7. Marsha continued to work with Sally and others to resolve system problems as they occurred including: a problem with acquisition and circulation addresses occupying the same files after the FELIX/OSCAR merger, an III glitch causing over 75 records to be reassigned the same bib and order record numbers, and the partial disappearance of the vendor address file,.
Continuation Acquisition Division
1. An important new initiative for CAD was the addition of copy cataloging responsibilities for continuation first issues and title changes and serial unit orders. This shift of tasks to the front end of the serials workflow was facilitated by the new Passport for Windows functionality. In consultation with Serials Cataloging, Trisha and Cheryl developed guidelines and procedures for processing these titles in CAD. Following established serial cataloging guidelines, we now process straightforward new cataloging and title changes; when there is a problem with the bib record, the title is processed with a short record and forwarded to Serials Cataloging for the more complex cataloging work.
2. When our major domestic vendor, Faxon, switched to their new online system, Source, at the end of 1995, we encountered a number of significant problems, many of which required a series of new initiatives within the division.
a. multiple subscription numbers, resulting in duplicate, triplicate and even quadruplicate charges for some titles.
b. change of online subscription and order numbers. In order to continue successful and efficient communications with Faxon, Source subscription numbers had to be added to order and check-in records for all 7,000+ titles.
c. incorrect conversion of data by Faxon resulting in missing or bad data in their system.
3. In January 1996, Terry began updating and creating Lib Has statements on Felix to reflect holdings for serial unit orders received. In six months, she added 272 statements and updated another 392 statements. This work will now continue on a monthly basis.
4. USBE continued to be a successful source of periodical issues for us. Terry worked closely with several collection managers and the USBE staff to maximize her efforts. As a result, during the year we received a total of 439 issues for 42 titles at an estimated savings value of $10,308 over list price.
5. As the Exchange Review project came to a close, subscriptions to Ohio Journal of Science continued to decrease. For 1996, we sent 117 subscriptions at a cost of $6,415, compared to 170 subscriptions in 1995 at a cost of $9,380.
6. We began a project to enhance Felix records for electronic products. As the title is renewed, upgraded, or otherwise modified, Michael adds or revises the VOLUME field to include information about the subscription period, type of application, access method, numbers of users permitted, license agreements, and special fees or services. This information is used by CAD, Automation, and collection managers and provides a ready history of the product.
7. In October 1995, we participated in a presentation by Richard Rowe of his new subscription service, Subscribe. 95. Throughout the remainder of the winter we identified a few titles to test the system for 1996 renewals. We also worked with the University Treasurer and EDP Auditor to establish mechanisms to electronically process payment for these titles via Bank One. This part of the process was arranged easily but the other portions such as making the software useable were much more problematic. The orders were finally sent in April 1996; but the bank acknowledgment was delayed for two weeks.
Receiving & Administrative Division
1. An ad hoc group including Sheryl, Nick Felt, Wes Boomgaarden, Sally Muster, Shaun McMurdie and Sandy Cody convened to review OSUL's use of bookplates. They gathered information including what plates existed and what funds needed to have plates created. They developed a survey asking all Collection Managers to verify the bookplate information identified and add facts or ask any questions they had on the subject. Sheryl worked with Marsha on how collection managers could provide information on the MRF about the need for a bookplate. Marsha agreed that MAD could translate that note into a fixed field code in the order record signaling RAD to include a plate with the received piece. The plan was presented by Sheryl at a Collection Managers Forum and met with support. Wes worked with the OSU Print Shop to produce all the new plate designs that were lacking. By the end of the fiscal year, supplies of all bookplates were received in RAD with more held in Collection Maintenance and we began to use them as we saw the notations in order records.
2. Ellen Scherer and Sheryl worked with Trisha and Cheryl to develop guidelines for deleting filled OSCAR check-in cards. Sheryl presented the proposal at Collection Managers' Forum including basic information on how we would identify cards to be deleted and how we would notify collection managers of discrepancies found in the item record holdings related to those cards. With input from the collection managers, we finalized our guidelines for deleting, problem resolution and workloads. We decided to begin with the weekly frequency titles to make the greatest impact on length of summary screens. However, once the PFW test was designed and implemented in spring, that project took precedence over deleting cards. Time did not permit much actual deleting until summer 1996.
3. As a result of the changes in serial copy cataloging, the serial questions and serial to cat' flow that had involved Cataloging Dept staff, was revised. Cheryl Obong reviews all cataloging questions and resolves all those she can. If a question needs further research, Cheryl forwards it to Serials Cataloging.
4. The availability of new software on III to scan SISAC bar codes on pieces to expedite check-in of serial issues prompted us to investigate this issue. Ellen Scherer, Mart Burr, Bessie Yen, Lisa Iacobellis and Tara Zemla (student) tracked the code for 6 weeks. An average of 1,000 pieces a month, approximately 10% of our monthly processing, had the code printed on the piece. This low percentage combined with the fact that scanning the code would only take us to a summary screen in cases where we have multiple check-in records (a majority of our titles) did not seem to provide enough of an improvement in our processing to warrant purchase. As follow up, the Automation staff researched programming the bar code scanners currently in the Tech Services to do this work. In combination with the summary screen situation, the fact that we do serial check-in at dumb Wyse terminals that don't have bar code readers, eliminated this possibility.
5. With other ACQ division heads, Sheryl met with Magda El-Sherbini about adjusting the flow of materials from Acquisition divisions in support of the reorganization of Cataloging Dept after Special Collections Cataloging was split off and Copy Cataloging merged with Acquisition Dept. These changes affected RAD's serial and monographic flows. a chart was constructed listing what material would be sent where, including Special Collection cataloging done in Location Libraries. We worked on Tloc code changes, piece sorting and delivery adjustments. The new flows and processing were working well by the end of the fiscal year.
6. The Russian Press Service gathering plan was worked out with Jared Ingersoll and Marsha Hamilton. It had a rocky start with pieces, order records and invoices not getting to the correct location for a while. All parties worked together to improve the performance
7. Predrag Matejic worked with Kathie Miller, Linda Trombetti and Sheryl on how RAD could accommodate a new arrangement to receive Russian microfilm reproductions for the Hilandar Collections. Russian materials are being microfilmed on site and the film is being sent to the U.S. where a firm called First Image makes copies for Russia and OSU. Pred is the contact for both the Russian and vendor ends of the process. a few invoice problems arose initially, but the material is being processed.
8. Ellen and Lisa experimented with combining hardbound serial check-in with item record creation for those pieces. This process had been available for some time, but there are restrictions on what fields can be adjusted in the Order/Update mode and the Database Maintenance mode, the two paths that can be used to combine check-in and item building. Either way, we lose some capability, requiring extra handling when a problem is found in the check-in or item record work. Check-in and item creation for hardbound serial pieces seems to hold the best potential for combining these activities for more efficient handling. Ellen and Lisa found careful attention to detail as the work is done can eliminate most siderailing of pieces for problem solving. We will look again at this idea after release 10 is installed to see if we can incorporate it.
Financial Accounting Division
1. The division completed implementation of Phase 1 of the General ledger project. This project required many hours of staff training time to use the Excel software package. and many hours of testing to design work sheets to hold the data. Much effort was also expended on devising the work flow process to get the data into the worksheet.
2. The division expanded its use of e-mail to contact vendors for problem resolution of statements. In some cases, letters and even faxing to get invoice copies has not been successful. In one case, e-mailing the company resulted in resolution almost immediately in comparison to results from past efforts. The division intends to continue to expand its use of e-mail to resolve problems in a more timely manner.
3. Cheryl began tracking endowments and prepayments by building workbooks on the PC and adding detail data to them. She have been monitoring the check waiting bin for aging invoices. Carol Roche is controlling statement problems by taking a more aggressive problem solving approach in dealing with vendors as noted previously.
Copy Cataloging Division
1. One of the major initiatives for FY96 was the implementation of OCLC Passport for Windows for copy cataloging and export of full bib records directly to OSCAR.
2. As the result of the elimination of the Search Section, changes in workflow affecting OCLC search and copy editing procedures were implemented eliminating redundant OCLC searching and reducing the handling of materials. For the majority of new receipts, copy catalogers are now responsible for OCLC searching, editing and referral of materials when necessary. Passport downloading of OCLC records at point of order, which began in early 1996, has also reduced searching in CCD and should continue to allow for more streamlined processing.
Project Specialist
1. When Marsha Hamilton received her new Power Mac it was necessary to revise her backup procedures. The software backup program would require 456 disks. Her old system required 2 hours to backup on 15 disks. Beginning in August, backup for this machine consists of copying existing directories and documents to disk. Mary also experimented with compression backup on some IBM compatibles. This proved not to be feasible as not all PCs were equipped with the program.
2. Procedures were changed concerning replacement of the toner cartridge for the laser printer. Previously Mary changed it after obtaining a new one from ASD. Now this service is provided by contract. We call and someone comes out and replaces it.
3. Mary completed the following administrative tasks:
a. converted from the MAC and cleaned up on the PC several of Marsha's reports throughout the year.
b. typed several job descriptions for the department.
c. completed routine updates of departmental lists, routings and labels as needed throughout the year.
4. The department's statistics increased with the addition of CCD in February. After reviewing and revising their procedures Mary discovered several errors in their workbook and spreadsheets. There were several incorrect formulas and information was either taken from incorrect cells or placed in incorrect cells. The entire fiscal year's statistics had to be redone. This project needed to be finished by the close of the fiscal year to provide accurate annual statistics. In this effort forms were revised and annual templates created.
5. The check-in file usage log project was completed in April with the removal of the paper files. 12 entries were made between July 1995 and March 1996. 8 of the uses were made by the Acquisition Dept., 1 by Bindery Prep and 3 by ISD. All were categorized as uses for problem solving.
6. Throughout the fiscal year Mary provided backup for various administrative duties including telephone, mail, student and staff timesheets, payroll distribution and supplies.
5. Goals for 1996/97
Monograph Acquisition Division
1. Review approval plan processing and make recommendations for the future
2. Implement PromptCat in approval area when vendor is able
3. Implement automatic cancellation period for selected outstanding orders; implement other mechanisms for more effectively pursuing long outstanding orders
4. Review gift workflow processing and consider cataloging of some categories of gifts at point of receipt
5. Complete deduping of OSUL order database
6. Test and implement new features in Release 10 to allow entry of order requests directly into III by collection managers
Continuation Acquisition Division
1. Test 180 titles with RoweCom Subscribe and 250 with Faxon Acquire; monitor orders, claims and billing and prepare analytical report in summer 1997, before 1998 renewals.
2. Continue working with Faxon staff to clean up problems with subscriptions and missing issues, correct errors on Sources, and improve communications.
3. Expand testing of FTP capabilities for serial invoices; move toward processing invoices from our major vendors.
4. Test the new III electronic claims module with the appropriate vendors.
5. Continue to work with staff in location libraries to move serial handling information from their manual check-in files to Felix check-in records.
6. Develop procedures for the efficient processing of GPO titles by working with staff in Documents and RAD.
Receiving & Administrative Division
1. Integrate some copy cataloging processes and receipt of unit order materials into a single flow of material.
2. Reorganize the division and train staff to support the new processing initiatives associated with PFW and PromptCat.
3. Analyze the division's ability to maintain a 48 hour turnaround time for continuation pieces with the staffing changes planned for implementation in fall.
4. Participate in examination of other acquisition workflows for improved efficiency such as cat-as-monos and gifts.
Financial Accounting Division
1. Learn MS Office which includes: Excel 5, Word, and Access a data base management system. Learn Eudora e-mail software. Identify uses for these tools in the Division's day to day work.
2. Implement Phase 2 of the General Ledger project as the division becomes more proficient with the above software packages. Reducing the manual manipulation of data into various workbooks.
3. Investigate ways to get more access time to departmental PCs as the projects above expand.
Copy Cataloging Division
1. Maintain or exceed newly defined current, throughput time of 1 week or less for all categories of monograph receipts including approvals, firm orders, gift books, duplicates/added volumes, and analytics received from Acquisitions as well as Health Sciences, Children's Hospital and Regional Campus locations.
2. Eliminate copy cataloging backlog of non-book receipts (i.e., microfiche and film). Refer materials needing original cataloging to Cataloging Department as they are identified.
3. Develop new Acquisition Department copy cataloging guidelines to highlight essential fields needing review and minimize revision and also to clarify criteria for cataloging upon receipt in RAD versus referral of records for further review to CCD. Continue to review procedures and make changes as needed to promote efficiency.
4. Participate with Technical Services staff in review of monographic workflows including gift books, duplicates/added volumes and "cat-as-monos".
5. Prepare for changes and redefine staff responsibilities as needed in response to implementation of PromptCat for approval books.
6. Continue to expand and refine staff training within the division to meet new needs, especially relating to use of OSCAR for editing and record maintenance and the cataloging of non-book materials, analytics and other categories as identified.
7. Implement new statistics form to record pertinent information about monthly division workload of incoming/outgoing monograph receipts. Continue to experiment with and review statistical forms as needed and investigate use of new methods (i.e., OSCAR booleans) to generate statistical information.
Project Specialist
1. Continue to become more proficient with the various software packages in the department.
2. Document procedures for the position.
3. Put the remainder of the department's forms on the PC for easy update and production.
4. Weed the department files and become current in filing.