6. Report to
AssociateVice
Provost
Report exclusively
to Dean of school
Spend
• Woodruff
• Business Lib.
• Health Sciences Lib.
• Law Library
• Theology Library
• Oxford College Library
• Over 90% is with
Woodruff and HSL
12. Process: select, acquire and manage
e‐resources, i.e. end‐to‐end process
Purpose: to provide reliable and timely
access to electronic materials to support
research, teaching, and patient care at
Emory
13. Major steps
• Handoffs
• Feedback
loops
Who
• Who does
what
• 85/15 rule
Areas for
improvement
• Noted with
each draft
14. Draft end to end map
All process participant meeting
2 half day sessions Each cluster presented their map
Clusters
selection; decide / approve; license and
create metadata; pay
Each group drafted a map
15. Process begins with Select Decide Approve License Process ends with
Subject Liaisons CMTAG / ElCoDe Licensors / ECR Outputs Customers
Requests from faculty, students
and staff
Purchase decision form ECR Team
1
2 3
Parking lot:
Handoffs 1. single titles are not prioritized and placed at bottom of pile
1 Request Form (CMTAG or ElCoDe) 2. form is lacking info needed by ECR, cataloging, and accounting
2 Feedback 3. no formal process to review at renewal time
3 Purchase decision form 4. when invoice is received we have less than 1 month to respond/decide
5. no current way to notify campus/libraries of cancellations at renewal time
6. no formalized way to seek/use collaborative funding
8. communication between libraries needs improvement
9. This process does not fully reflect the decision process of other libraries. It could be good to
identify the similarities and processes for the professional school libraries. Can Woodruff learn from
the simpler processes? Are the professional schools the same or different? For instance, are GBL and
Law similar because they each buy non-academic databases. How different is GBL because they
purchase rights for alumni?
7. libselectors-l is not inclusive for other libraries need to explore expanding to allow for more
communication during moving beyond projects
Review
request
Identify
funding
Request
approvedand
formsubmitted
toLicensing
Prepare
RequestForm
Assignstaff
memberto
license
16. • Capture all the steps in
sequence
• Structured: use of
symbols
• Significant amount of
effort to complete
21. Staff are deeply committed to the work; passionate about it
Difficult to talk about the work critically because it’s personal
We learned the value of focusing on handoffs and not individuals
Failures in the process are systemic; they are not the failure of an
individual
Insight to systemic failures is found in the handoffs
Some staff feel that they can now make changes to how the
work is done
Some of the work has been changed
23. Hamel, Gary. The Future of Management. Boston,
MA: Harvard Business School Library Press, 1997.
Scholtes, Peter. The Leader's Handbook: Making
Things Happen, GettingThings Done. NewYork:
McGraw-Hill, 1997.
Senge, Peter. The Fifth Discipline:The Art & Practice
ofThe Learning Organization . NewYork:
Doubleday, 2006.
24. American Society of Quality. ASQ: Voice of Global
Quality. Website. www.asq.com
Jude Heimel & Associates: Organization
Transformation. http://www.judeheimel.com/