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Why do TS have to finish at4/5 e.g ordering

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Why do TS have to finish at4/5 e.g ordering

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Added from another column as seems apt here & a possible objective:

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Added from another column as seems apt here & a possible objective:

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Some Universities have moved to e-theses only. We spend a lot of time processing print theses and they all go to the research reserve. Most students now submit an e-copy of their thesis to be stored in our e-thesis repository. It seems the only theses requests are for those that have not been digitized and. It could save time and staff resources and be more efficient to concentrate on providing a good up  to date e-theses resource.

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We are committed to providing and maintaining resource discovery.

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Worked with Special Collections & Archives to import their archive collection metadata into Alma so the archives are represented in Library Search.

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We are dedicated to making e-resources available as soon as possible after purchases.

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Exploring alternatives to identifying ebook availability and purchase options, and implementing GOBI for two publishers. This will be reviewed after 3 months and we are continuing to investigate using GOBI for other publishers.

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Exploring the best way of enabling search options within Library Search, particularly for content activated in the Primo Central Index.

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We work hard to ensure all our e-resources are available off-campus, meaning users can access resources easily when they are not physically on campus.

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We respond to queries from staff and students regarding problems accessing e-resources as quickly as possible and are dedicated to finding a quick solution.

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Exploring alternative purchase methods, such as Evidence Based Acquisition for ebooks. This purchase method means the students are effectively selecting the resources for their courses, meaning we are responding directly to demand.

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Staff are dedicated to making e-resources available as soon as possible after purchase

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Testing and adapting the Student Online Request Form to speed up the ordering process for BoT requests, and facilitate the smooth transfer of requests forwarded on to the Inter-Library Loan Service for processing.

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Designing and introducing a single multi-purpose tag for use with print materials intended for all three Library sites. This replaced the existing Acquisitions title page tag, and multiple periodical tags now no longer in use.

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Staff receive a high standard of training to ensure that they can carry out their roles and responsibilities effectively, and with confidence.

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Our postive feedback generally comes via email direct from students or liaison comments. We do see a lot of positive feedback for our efforts regarding the Books on Time service.

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Staff are trained to cover multiple responsibilities as well as core duties within TS.

This is effective in ensuring that responsibilities are covered during staff holiday/absences.

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Theses

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There is a lot of jargon and acronyms

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items - particularly books - could be made available more quickly if more suppliers provided shelf ready books. Would be good if the only items we labelled were theses, gifts and VISAs

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Good response time in ordering and making items available

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Was noted in a TS meeting that the use of Padlet was not for them - it 'looked strange' and too much reading

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I think we could seriously look at ways to go more paperless in TS. There is such a large quantity of unnecessary printouts and for things that could be done via ALMA or email.

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Reliance on other teams/departments to send us correct data

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Leganto - allows individual judgement and opportunity to liaise with other departments

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The resources we buy and process are widely used by all customers of the library (students, researchers, staff etc)

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Books on Time - delivers a well-used service, and receives lots of valuable positive customer feedback

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Introduce a 4 day week to encourage productivity?

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Is this the age of the four-day week? | Robert Booth

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Dozens of firms are trying out shorter working hours - and finding it's good for workers, customers and the bottom line

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We collect a lot of data and stats, but what do we do with it all? How do we advertise new items that have arrived in the library?

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Involvement in MyImpact/ePrints/Open Access - quite a lot of the research produced by the University would not meet funder or REF requirements without the input and support of TS teams in these areas.

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Attendance of cross-sectionals, but could also encourage participation in these to more staff

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Clearer communication channels between teams (e.g. journals, open access, acquisitions etc)

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Allowing staff from other departments to shadow staff, look at the work they undertake and have a chance to 'have a go' at some of the duties.

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Time and pace of work is challenging and doesn't leave a lot of time for creative work/idea regeneration

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Can we set aside some time possibly when there will be no meetings and staff are encouraged to work together on more blue sky ideas?

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Rigid and stifling workflows reduce creativity and independence

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Repetition of duties no opportunity to undertake a different duty.

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I think sometimes we are too afraid or not encouraged to take an experimental approach, even if those experiments don't work (or don't have the expected or desired outcomes)

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I hope this doesn't sound too defeatist, but I wonder how much scope there really is for creativity in a lot of TS work? A lot of the tasks are about about recording data consistently, adhering to pre-defined standards, creating uniform records, etc, and that doesn't really lend itself to wild new ideas. However, I could see we could be creative in the way we approach workflows, and how staff and teams work together - i.e. the processes rather than the tasks themselves.

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Napping areas with afternoon nap time permitted/encouraged!

https://medium.com/s/story/why-sleep-on-it-is-the-most-useful-advice-for-learning-and-also-the-most-neglected-86b20249f06d
https://buffer.com/resources/how-naps-affect-your-brain-and-why-you-should-have-one-every-day

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VFM - TS negotiates with suppliers, adheres to national and local procurement rules and regularly challenges charges from vendors to ensure the library/university gets VFM

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ePrints - we have revised the workflows for depositing  full-text which has speeded up the process and reduced some of the repetition mentioned in a later padlet

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We offer guidance to authors on copyright/licencing  regarding self-archiving of their papers to ensure funder and REF compliance

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We are experimenting with new purchasing models to ensure the library is buying resources relevant to our users and gaining maximum usage e.g. we were a leading library in developing the PDA model and the form Ebook Central is today and we are currently experimenting with EBA

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The perception of TS can sometimes be seen as process and workflow driven which can hinder our involvement in wider projects or our expertise not being considered. I also think that a lot of staff don't know what we do -  we just order and catalogue stuff where as we do a lot more than that

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Regarding some of the comments - these things are happening or there is an avenue for which they can happen so it makes me wonder if the problem is communication and/or empowerment rather than the opportunity?

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TS is not predominantly a face-to-face service, so it has proven difficult to think of examples to fit with the values.

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Day to day tasks that are essential as well as backlogs with less essential but still important work does not leave time to re-evaluate procedures

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Acquisitions staff being able to process a book from start to finish (receipt via post to ready for shelving) quickly and efficiently

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Recent screens on L3 and L4 beside old info points - work done here will inform larger screens in summer.