Today was the 2nd seminar that I have been involved with as part of a sub-committee of the Public Libraries Victoria Network (PLVN). This time, it was the Operations Special Interest Group in the lead, in conjunction with the ICT Special Interest Group, of which I am the convenor.
The day was attended by 84 librarians from Victorian public libraries, including those who had already implemented RFID (radio frequency identification), right through the spectrum to those who are thinking about whether it is worthwhile to do so.
It was a great day. I got a lot from it, even though our library has already implemented RFID. There were some great case studies and lots of thought provoking ideas, questions and discussions. Here are my notes from the day – hope you get something out of them too.
Justifying, planning & Implementing Effectively – Alan Butters
Why RFID?
• Productivity is usually the first thing. Usually freeing up staff time from transactional based activities, so they can add value in other areas
• Looking for faster and easier to use self-service.
• Some libraries are also looking for better ways to process returns
• Smarter ways to manage collections
• OH&S benefits through reduced handling – processes are more automated
• Extend collection security to all items
• Positioning the library as an innovator – particularly with new buildings
Different libraries want different aspects to different degrees.
Where do we begin?
Each organisation will approach the process differently. Its about finding the best RFID system for your library, not the search for the ultimate RFID system.
It begins with an inside job – first thing should NOT be to ring the suppliers. Before you do, you need to answer the following questions:
• Why do we want RFID
• what do we expect it to do for us
• What will a positive outcome look like for us
• How will we know if we are successful
Develop your definition of success.
Need to be specific:
• More customer contact – where, when, who
• More children’s storytimes – how many and where
• Better reference services – how will this be done
• Less reliance on casual staff – quantify the change
Need to quantify the outcomes you want to achieve. Is one enough, or should it be 10 or 20? Must be quantified in real terms.
Why start with an internal process. To ensure a good fit between your requirements and the product you purchase. If not done, can be steered by vendor to something that will not really fit your requirements.
Break it down into a weighted benefits statement. eg. Productivity initiative aimed at improving services to users. 60% productivity, 5% strategic, 10% security, 10% OHS and 15% collection management. Once this is done, everything flows from this – including evaluation criteria.
Where do productivity gains come from?
Self – service loans, some from staff returns (20-40%), may be some small gains elsewhere. How much gain is enough. You must quantify all change in real terms. If you spend more money on more sophisticated equipment, you may gain more from staff returns (eg. Smart bins, processes etc)
Quantify benefits to productivity- need to work out the value in dollars and decide what we will do with the staff time.
Productivity gains – balance hours and costs:
• reductions in desk rosters due to self service
• efficiencies at check-in
• compare with hours required for new initiatives
• calculate the percentage of loans to be automated
• compare with the option of adding extra staff
Business case:
Don’t need to be an accountant. Doesn’t need to be about business, is really a benefits case. Need to make something persuasive, which has arguments to convince funders to part with the dollar value.
Libraries can become stuck at this point:
• not always about financials
• often a large customer service component
• there is usually a strategic aspect
• there can be staff job satisfaction aspect
Vendors are developing products towards RFID results, so that is the future of library tech – that’s the strategic perspective.
You must understand all of the contributing factors. You must list all of the benefits, whether they devolve to a dollar value or not.
RFID business cases are usually composed of:
• the case for change:
• statement of the scope of the project – inclusions and exclusions
• how the cost of the project will be funded – can lease everything with some companies – including tags
• an assessment of the options available – with RFID being the best way to achieve your objectives (include implications of each)
• financial details of the project including an explanation of costings (up front and ongoing), benefit realisation (bankable in dollar saving, and unbankable which can’t be put in numbers) and the financial details of the project
Its nothing to be apprehensive about, the business case is how you sell it.
• Analysis of the project risks and mitigation strategies
• conclusion and recommendations – permission to go to the market
Don’t underestimate organisational politics. The first time your funders hear about RFID is when they read your business case, will sink your proposal. Use contacts within the organisation, to prepare and inform them of the technology, so they are ready for it when you propose.
Business case enfeeblers:
• too much service exists already with self-service (sabotage it!)
• the desired system is too expensive
• focus is too heavily weighted to financials
• library is overstaffed/overresourced already
• non-financial benefits haven’t been sold
• political/organisational works has not been done
Is harder to bring a case back again if it is rejected the first time. You really need to sell it on the first try. Very important to put all the effort in to begin with.
Approach to the market:
Express of interest
Request for Information
Request for proposal
– these don’t oblige you to purchase anything. Once you have all the info – they you put out a request for tender.
Implementation: suggestions
• Site audits – identify hidden costs – RFID unfriendly furniture, connections etc
• Don’t underestimate the restrospective tagging process
• Change management project not technology acquisition – not about buying some gear
• Transition to high self-service rates requires planning (esp if not eliminating staff assist)
• Security issues may be become important
• System blocks may erode productivity – eg. Fines, overdues, expired cards etc
• Plan to capture and maintain productivity benefits – productivity gains are easily eroded – planned activities don’t get started, staff hide in the workroom, insufficient analysis and planning, poor implementation
• Be careful dealing with modified processes – some can be automated entirely, some partially, some replaced with new ones and new processes might be added – ensure incremental improvements are worthwhile
• Set limits on the introductory phase – staff will initially be helping all borrowers, staff may be moved to planned activities in stages
• Position the equipment strategically – where you put it makes a real difference
ISO28560 is now published. Many suppliers committed to adopt within 12 months. Usage in practice: under the standard, the only mandatory requirement is the barcode – you decide what else to put on there. Elements selected for local needs and for interoperability requirements. There are 2 ways to store the data – Part 1 and 2 implementation when the info is encoded on the tag – Part 1 and 3 implementation (only used by European libraries). We need 1 and 2.
Principles for consideration: don’t duplicate LMS (library management system), consider strategic infrastructure, interoperability, increasing intelligence of devices and increasing integration with LMS.
alan@sybis.com.au
Questions:
Understaffed and stretched? – a submission to restore the status quo will not be attractive to funders – you are surviving now, why would they spend the money – its not just about surviving
How has he seen staff roles change? – usually done poorly by libraries – circ desk staff can be barred from doing these new tasks due to their position, banding etc. Can see themselves as being out of work. CCLC had staff forums giving them a chance to voice their concerns, without management in attendance. Also an acknowledgement that some staff will never transition and the implications of that.
Risks – particularly OH&S in manual handling areas? UHF systems (Civica) operate in the same range as mobile phones – lots of study on this. High frequency systems work at the same range as short wave radio – low energy, long wavelength and we have been exposed for decades – no study as no-one believes there is an impact. OH&S often makes it into business cases, but its often not an issue – but your funders may – may be a good selling point, but not a key concern for the library.
Victorian Case Studies: Panel facilitated by Alan Butters
Les Firth – Yarra Plenty Regional Libraries (YPRL)
Address from a project management perspective. Went through the tender process – RFP (request for proposal) in 2006 – involved Alan in process. Down to 3M and DA – lies, damn lies and spreadsheets. Had lots of meetings. Amongst most important things were the communication plan. _who to, what, and why. Had feedback saying that the communication plan was one of the best things they produced. Ensured staff had good stories to tell their borrowers. Had good answers to cover all scenarios, which were added to and adapted as they project progressed.
Introduced bulletins. In the absence of information, rumours will start, so insure the information is continually flowing. Kept telling staff what was going to happen and how through a weekly email. Rosanna was the first branch to go live (staggered implementation). Shared their issues as well as their successes. Emphasised the importance of the site audit.
Tagging was done by suppliers – so they created a manual so that is was done per YPRLs expectations. Esimated time to tag wasn’t worth the paper it was written on compared to the actaul time taken. Took from August to end of December 2008 to complete the bulk of the tagging – about 5 ½ months.
Site audits resulted in required branch modifications – which were drawn up on detailed floor plans. Created a staff guide on RFID which covers everything. Kept YPRL branding on the RFID pad.
How have a book return at Eltham – which came in with building modifications. Have a five bin sorter behind the returns chute. When you go to the trough, drink well, drink deep.
Jarrod Coyles – Brimbank Libraries – Customer Self Returns
Completed implement for RFID for issues. Wanted to do more for ROI so looked at returns. Had seen self-service returns, which hadn’t worked and automated systems which had – had seen issues with cost, space and success rates. Wanted to utilise the tech they already had. Its a leap of faith to get your community to return the items for you.
Learnt from others – one library enabled it, but then staff were repeating the process anyway.
Requirements: AV, holds and more needed to be considered.
How to make it sort? Reserves and alert items – easy SIP response, nonfloating items ewer hard as even the LMS struggles with it. Each branch holds a master database that holds the settings, engineered with the system to identify items that need to stay in the branch.
Borrower choice – scan to return – place the item either in a red chute if reserved or other exception, or on a trolley if to go on shelf. Had to reengineer the floor plan to facilitate this process.
Bins are emptied twice a day, trolleys a lot more often – as it was mixed media it caused some issues. A trial years earlier, was used to build the case to enable this to work under the new process. A normal staff returns process involved 4-6 touches, this process significantly reduced this. As there were no other library examples, they had to take it on faith, confront their fears and move forward with this major change.
Mixed shelving – reduction in OHS and ensuring staff are on the floor more often – visible and accessible – the roving concept. Staff with trolley is the most approachable person in the branch.
Used the standard RFID kiosks for both checkin and checkout. Have 5 machines for this, rather than 3 just for checkout.
Greg Worrell – Melbourne Library Service
Believed they had contingency plans for everything, until they went live. Most effective thing they did was to clear the blocks. They removed unncessary notes from items, doubled their loan limits -without borrowesr knowledge, so they could still borrow without having to wait for all their items have been returned.
Returns had to be streamlined because of the demand, so have had their existing chutes engineered to do automated returns. Have also installed an 11 bin automated returns system.
Removed their circ desk. Only 1 circ station left. 3 on reference – 1 at desk and two roving and enquiries have increased dramatically. Everyone is a reference person, so all staff have been trained in enquiries and staff will refer to a librarian for anything more complicated.
One of the issues was card expiration – to deal with this, they got rid of expiry dates. They purge cards not used in 2 years, but don’t expire the cards. Provided they are not delinquent – or have bounced emails or wrong addresses, why bounce them. They get 90-95% self service. They have fees payments on their kiosks. Will be introducing integrated credit/debit card payment facility mid year.
Staff are spending a lot more time with users. To force people to use self-service, staff were rostered to stand with the kiosks. No loans are done through the desk, unless an exception forces it.
Don’t use security cases – use a tag on the cover and on the actual discs. Have specially created cases so there are no tag collisions. System reads the tag and checks that all the items are in the case. Dont have to open cases unless there is a problem.
Over a two week cycle, every branch scans their entire collection for lost, missing and claims returned. Updates the last seen date on the LMS. If two months not seen, will change to Lost. If another month not seen – then taken out of the catalogue. Havent done a stocktake since the Yarra-Melbourne split. Will result in a very accurate representation in the collection. If an old hold shelf is not found in two days, it will be set to lost.
Peter Carter – Casey-Cardinia Library Corporation (CCLC) (my library’s CEO)
Outer southeastern Melbourne – 370,000 items, 2.5 million items and SWIFT so lots of holds. Had to get business case to actually spend the IT reserve funds – enabled all branches to go live and cover ongoing costs. Included Alan and a range of staff from senior to desk staff.
Mobile Library installed but not fully live yet due to other things happening there.
Have smart bins at medium and large branches – 5 locations.
Tagging took longer than expected – did it all in house – done whilst normal operating. AV in particular took longer as rehousing was required. Use racetrack tags on all items.
Tuning into the local environment was a key issue. Distance from gates was no trouble – interference was coming from unexpected sources and would vary from branch to branch. Transferred CD cases to DVD cases – very time consuming. Huge amount of material from SWIFT had to be handled which was a block. But now that the standard has been approved, CCLC will be tagging SWIFT items that come in for their borrowers. (SWIFT agreed)
CCLC is not moving to full self-service – business case offered 50% – happy to go higher, but not driven by it. RFID was about controlling staff number growth. Had 2.5 new staff member numbers added each year, but was not about reducing staff numbers. Easy to say that we will pull staff from behind the desk – its not just about staff not being ready for it. Its also about what people want.
Concerns that full self-service has implications for how we brand ourselves. If the public are thinking about it, we have to consider it as an issue.
Offer self-service as a time saving option. Big benefit has been the smart bins. Been live since late November – some branches up to 50%, some at 30% and community library where they has been resistance, down at 12%. SWIFT holds fix will help increase these.
Smart bins are a good alternative to an automated sorter. Smart shelf tech is coming, want to be positioned to make the most of it – using mobile technologies with RFID readers. Interested in location technology using RFID in the actual library buildings. Need to have the platform in place to take advantage of the developing technologies.
Questions:
Comment on Peter’s philosophy of not self-service? Its working for Melbourne, YPRL and Brimbank – Melbourne had to state it to get the funding. Comes down to different demographics.
Why has 100% been great for YPRL? Running a lot more activities than previously. Staff numbers have only been reduced by attrition. Getting staff out from behind the counter has been a challenge. Doesn’t have the numbers to demonstrate.
How have you dealt with staff cultural issues, training etc. Lots of work done with various committees (maybe a bit too much – had direction and their ideas are appreciated, but don’t have a vote).
Did anyone do any community survey before the technology was introduced? CCLC no survey because it was strategic move – did communicate a lot with users about what was coming. Particular in light of radiation and job staff concerns – same as other technology changes. Melbourne was getting constant complaints about queueing, RFID was addressing this issue.
Apart from planning communities – what else did you do to educate and win staff support. Brimbank – its about small wins – demonstrating when it works well, having a consultative process and reinforcing staff support. Melbourne – two implementation groups – community and workflow, but only after the tender had been awarded. Have a new panel for the automated process to be introduced.
Uptake by CALD by customer self-service returns? Were fearful of response – but it is so straightforward, doesn’t need language – use of visual has eased it for CALD community.
Did anyone consider UHF? CCLC specifically excluded UHF in tender, because of potential OHS and community concerns. Melbourne open to UHF – but most libraries who had it would not install it again. UHF had a too big read range (kiosks would pick up other items going past). Brimbank wanted to adopt standardised technology. YPRLS has a device to measure the field generated by the pads. Alan noted that the ISO standard only covers HF, as it is an interoperability standards and 95% of libraries use HF.
Balwyn Library has gotten rid of gates – RFID security is now in the roof.
Stocktake – is it part of the business plan? Have you been able to use it? Brimbank – it is the weakest link in the plan, implementation will be next year – was an optional extra on their system. YPRL – are going to investigate using them for holds and stock maintenance but just now.
Why tag all the items, not just the case? Because they get stolen. Lost 30% of untagged DVDs in 6 months. Whole sets of talking books have been stolen. AV security is highest concern.
How does self-service check cope with missing items? It doesn’t. They also come back unlocked. So staff sweep the area, check them and lock them if they’re OK and deal with any issues as required.
What would you do differently? CCLC would be more rigorous on their building works – thought things would be OK, but turned out not so good. Also would have had a better estimation on how Along it took to tag. Melbourne – do more testing of the hardware somewhere else – wasn’t given enough or the correct information. Took weeks to get some thing working as the various people involved weren’t on site making sure it worked. Brimbank – HQ testing was great, would have loved a way to test in a real life environment. YPRL – got the vendor to design the conversion station.
Tips on tagging process? Weed first. Blitz sessions – 50,000 items at Sunshine in 5 days. Knocking it over quickly made a difference. CCLC had a staff manual to help tagging staff to quickly deal with exceptions – YPRL had something similar. Melbourne used their casual staff pool.
Foil or metallic items – how do deal with it? Wait till it goes to ebook. Colour copy the DVD cover or book cover, with a hole for the tag. Some separation from the foil helps.
Project timeframes – how long did the project take? From specification to implementation was about 9 months – Brimbank. 3 months business case , 2 months tender, 6 months to tag 8 branches, – about 14 to 15 months all up – CCLC. Have to allow for sensitivity of equipment, which will be impacted by buildings – lots of tuning required.
Staff have more confidence in the system, because security will go off when an item has not been issued – Melbourne.
What theft rate now? DVDs disks not secured, so they are being stolen now, will change with new cases.
Any significant downtime with the implementation? Melbourne – kept going in most branches – except City Library which had a one day closure. YPRL and CCLC had no downtime.
More case studies – Australian and Overseas
Customer Service excellence in self-serve public libraries – Kim Kearsey and Theary Sindel – Shared Leadership project group 2010
Aim – look critically at self-service technologies on customer services in public libraries. Looking to see that customer service was enhanced.
Approach – identify three libraries who were early adopters of such technologies
assess how th tech impacted on service
make qualitative assessments on the impact of self-service on customer service, based on info provided by each library
Self service tech includes a whole range of technologies, not just RFID
Qualitative attributes: reliability, communication, competence, responsiveness, understanding your customer, accessibility and staffing.
Case study libraries to include local and international –Seattle Library (US), Brisbane City Libraries and Sutton Library (UK).
- Sutton -self service was savings – ability to cut staff – beginning 2004 – in 2009 – 85-90% achieved, 100% aimed
- Seattle – to underscore new buildings and to assist staff – not 100% self-service – give the borrowers the option
- Brisbane – free staff time and to create funding to enable them to deliver more high end services – 2010 – 73% self check
Looked at keys areas and the issues within them
- Reliability: technology, consistency of service, streamlining procedures and maintaining standards -Brisbane withdrew self returns due to issues and didn’t offer self booking of meeting rooms due to the complexity of procedures
- Communication: accurate and timely, tailoring messages and effective training
- Competence – efficient, accurate and proficient, value-added services, range and quality of products available Brisbane libraries calculated hours saved which then each branch could use for their service choices
- Responsiveness – advances in tech, reflect community demands, available when customer needs it, easy for customer
- Understanding your customer – real needs vs perceived needs, available when the customer wants it, make it easy, anticipating and planning for future needs
- Accessibility – being flexible, providing outreach services, being inclusive, removing barriers
- Staffing – good user experience, give more than they expect, approachable and pleasant, passion, the right training, proficient and professional
Conclusion: identify qualitative attributes prior to introduction of self services, then assess and monitor attributes.
Check out their full report – Customer service excellence in the self-service public library
Joanne Smith – Margery C Ramsey – revitalising libraries for the self serve generation
Float everything except LOTE and mags, 160,000 items across 5 branches.
Was able to take her research and apply it to a Altona North, a new Hobsons Bay branch that was being built at the time.
What they’ve done – Altona Meadows new building in 2006, first library in Australia and first in Victoria to have 3M. Retrofitted and introduced to Williamstown and Newport in 2008 – no change to staffing. Altona new build in 2010 – more automated self-service
Next with RFID?
Williamstown redevelopment with two entrances and Newport to be rebuilt as a shared facility, so new opportunities.
The computer is not what RIFD is about. Tech is easy to use, training on equipment is quick.
Focus for staff training should be on breaking old habits and identifying new tricks:
– making changes to workflows
– adapting safely to changes
– what staff will do when released from the desk
– new ways staff can interact with customers if not issuing and returning their items
Management need to identify what staff are doing and what they need to be doing and need to ensure it is being done.
Can lose attendance at events, because they are not being told about them due to self-service. More brochures won’t fix it.
Staff will have more time to engage with customers, in new ways and with new skills in tow.
Consider:
• why are we getting it
• where should we put it
• how can we promote it
• do we have any barriers to self service
• what will be the impact be on workflows for staff and customers
Supervisors can prepare
• be clear about why you got it
• set clear and realistic targets for uptake of the self check
• provide adequate training on equipment and changes to workflows
• ensure suitable staffing levels to support customers
Staff can
• ask questions
• get comfortable with the equipment
• agree of wording to promote DIY
• be open minded about changes to workflows
• identify opportunities to promote events with less circ duties
• up-skill your IT and searching
RFID does not change the amount of work you do – it lessens the monotonous tasks – can be threatening as it involves more moving around and more technology.
How staff can support customers:
• integrate a self-check demo in your joining procedures
• move away from the desk – floor walking in a meet and greet concierge capacity
• provide hands on demonstrations at self check
• engage customers in the shelves and walk and talk them over to a DIY
RFID butterfly or just a caterpillar going faster – Fi Emberton – Embervision
Title coined by Martin Palmer a UK RFID guru.
All the work that you do before and after the introduction of RFID, is what really makes it sing. Otherwise its just about speeding up your workflows.
It can really change how you are perceived by users, funders and managers.
RFID is just one part of the jigsaw – the other pieces can be staff/customer, lean thinking and layout. It can increase your loans, if you make that happen. You have to make it very clear about what you want your library to be about and then make it happen.
Its about changing workflows throughout the building (front end and back). Don’t want your membership sign up to be harder than getting a bank account.
Don’t be close minded – UK libraries are suffering, but those that have positioned themselves well, after restructuring after RFID and they are surviving and blossoming. Can happen here. There is a library already being run privately in Hounslow there. Be sure you are positioned right. If you are going to cut staff, then be upfront with your staff. Most experiences are that positions are just not refilled once they are vacated.
RFID is not all about forcing staff out on the floor to deal with customers – there are other back room tasks that can be picked up on. Rosters can be more flowing and flexible. Can bring in a no – blame management style – the world is not going to end if something doesn’t work or go according to policy.
How?
• Better space use – layout coaching
• Smoother practices – lean thinking – seriously look at what is in place and what needs to be
• Change programmes – mystery shopping results challenge existing procedures
• Supervisor coaching – so that they continue to make the changes, set the tone each day
• Executive coaching – with the funders and ongoing to keep the process going
Risks: behaviours on show more than ever
• mystery visits to discover what is really happening
• naming behaviours (external challenge)
• setting business standard
• appealing to staff values
• supervisors setting the tone
• honesty
YouTube video from Warwickshire Library.
Panel discussion – facilitated by Fi Emberton: panellists Joanne Smith – Hobsons Bay, Tom Edwards – Wyndham and Kim Kearsey – Frankston
Preparing staff and customers for RFID, changes to workflow, change management techniques, overall what was learnt & observed? What worked? What wasn’t expected?
What was the most important thing about change management? Staff ownership, bringing them in from the very start – choosing those staff carefully for their position and impact in the library – included both positive and negative opinion makers. Need the reality checks so that myths are challenged. One library didn’t have a clear vision, which lead to insecurity in staff and the message wasn’t communicated with confidence – not realised a lot of benefit yet from RFID. All three libraries used volunteers to a certain extent.
What happened that was unexpected? Had to make adaptations to the LMS, to get as much out of it as they wanted to. Included an extra category to deal with teens wanting to borrow M rated DVDs. Expected that uptake would be a lot quicker than it was – quickly adapted workflows to cope. Surprised that some staff who you thought would resist, have become biggest supporters. The introduction of one-time cases has saved space and made borrowing easier.
Need to be realistic about what is happening in our libraries – use your front line staff and your statistics.
Are there statistics on increasing loans as a result of introducing RFID? Its not just about statistics – its about facilitating more book clubs, more internet sessions, local studies – to concentrate on lending at this stage is dangerous – especially with e-books in the pipe – should focus on enquiries as much as possible. There are statistics that demonstrate that self-payment through kiosks can increase loans.
Post RFID how have you engaged staff? One library has done none – its timely to do so now, making a chance to review processes. Would like everything to be modular or mobile so that things can be changed as required. Tell your staff right at the start that its new tech, tell us if its not working right so we can fix it. Another library has mobile units which they will use to test where around the library will be the best place to locate it. Issues raised at the last library was around staff not floor walking and tweaking the roster – on the floor and not on the floor.
Did you have any staff who didn’t survive the change? One library – didnt’ lose staff. Another, has staff who are still being worked through (at acceptance stage – in installations from a couple of months ago). 5% of both public and staff will never be on board. Last library didn’t lose staff either, but even most pessimistic staff have come on board.
How do you change position descriptions? Created a set of quality customer service standards with staff, then incorporated into position descriptions (pds). Another library didn’t change pds. Last library reviewed pds of temporary positions, to include more program experience and also resulted in rebanding.
So that was it for the day. Well attended, well received and a good many things to think about for all there. Good luck to all those embarking or already on this journey!
