ISSUE 35 | SPRING 2015
Improving the Customer Journey Where next for library search?
How to make results more clear, compelling, comprehensive ‌ even customisable
What could social media do for your library? 600 librarians worldwide share their thoughts
Governance in consortium working
What can go wrong and how to make sure it doesn’t
Gaming for Libraries
Free 3D printer for your library * Limited Time offer
To find out more visit www.librarytreasures.com
WELCOME TO PANLIBUS
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The spring issue 2015
The future of search?
A warm welcome to the spring 2015 issue. This issue, we’re looking at ways of improving the customer journey – whether that’s through software, social media, service or search.
14 -15 Case study: Leipzig University
4-5 Is social media important to the future of libraries? Taylor and Francis, the academic books and journals publisher, shares its research. 7 York St John University choose Capita software How our innovative software solution will help staff and students alike. 8-9 Governance in consortium working Management consultant Andrew Green shares his expertise on getting consortium working right from the start. 10-11 The future of search Search is the future says Paula Keogh, Capita Account Manager. But how to make it better? 13 Improving the customer journey SOCITM’s suggestions for council web teams keen to improve library tasks.
17 Excellent customer service: how technology can help libraries deliver Karen Reece, Capita’s Head of Libraries, looks at the best examples of customer service. 18 Partner news Improving the customer journey: the latest from Capita’s Partners. 21 Events, webinars and training Be inspired by our latest events. 22 Nielsen LibScan data We take a look at the trends in academic reading.
Paula Keogh asks a fascinating question in an eye-opening piece on page 10 … where next for library search? Are your users getting lost in a sea of “stuff”? How can we present comprehensive search results so that they’re tailored, relevant and easily navigable? There’s also some great research in this issue. On page 4, Taylor and Francis share some highlights from their new white paper on social media use in the library. Based on the experiences and suggestions of 600 librarians from across the world, it makes thought-provoking reading. Another white paper you won’t want to miss is Capita’s exploration of the very best examples of customer service – find some great ideas on page 17, or turn to page 13 for tips on improving the customer journey from SOCITM’s Better Connected report. Then take inspiration from some successful partnerships: York St John University’s innovative new Capita software solution on page 7 and Nielsen Book’s and Leipzig University’s successful patron-driven acquisition model on page 15. Finally, be sure to take a look at Andrew Green’s invaluable advice for a successful consortium. On page 8, he explains why it’s crucial to get it right from the start. I do hope you enjoy our spring issue. Remember, if there’s anything you’d like to share, we’d love to hear from you.
Sarah Miller Editor, Panlibus Magazine panlibus-editor@capita.co.uk
14-15 Case study: Leipzig University How Nielsen Book is working with Leipzig University to make sure users get the books they want.
Panlibus Magazine is a Capita production
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www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Use of social media by the library
Is social media important to the future of libraries? Social media is forming an increasingly central part of how we all communicate. Its online communities carry a strong and influential voice, and there is much to be gained from engaging directly with people through these channels – whether that is to reach library customers or even just to network with colleagues. With most social media channels only having been in existence for less than 10 years, can any of us claim to be an expert? How best to navigate all that social media has to offer in such a fast-paced and evolving digital climate? Is it really worth all the time and resource to set up and manage an active social media account for your library?
Researching current practices Taylor & Francis, an academic books and journals publisher, sought to address some of these questions by conducting research into how the academic library community are currently using and applying social media. Libraries have been particularly prevalent in their uptake of social media, and use it as a key medium for engaging with their users.
It is clear that social media holds many opportunities for libraries but also many challenges. Current usage of social media remains ad hoc and somewhat experimental, but the use of social media tools is accelerating and they are likely to play an increasingly important role in library service provision. As such, it is an issue close to the heart of how libraries are evolving, and Taylor & Francis wanted to help benchmark current use and provide best practice recommendations to help navigate what the future may bring.
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The resulting white paper which was produced documents the key findings from the research and provides some suggestions as to the future direction social media in the library may take. The research conducted was on a global scale – over 600 librarians worldwide contributed their thoughts, suggestions and experiences through focus groups, telephone interviews, an online survey and a Twitter party. Librarians were primarily based at academic institutions, while there was smaller representation from librarians working in other sectors, including public and professional. Those who completed the online survey were asked to provide their job title, so that insights might be gained into how social media use varies depending on library role. Interestingly, no clear patterns could be identified from the data analysed, leading to the conclusion that rather than being attached to a particular role or level within the library, social media is being picked up by those who have a specific interest or talent in it.
70% of librarians think social media is important to their library The key findings from the research show that social media is well-entrenched in everyday communication in the library. From this statistic above, it is clear that librarians feel that social media has an important role to play in the library. When combined with the further discovery that over 60% of librarians have been using social media for more than three years, it seems that social media is very well established in its use. In terms of which channels librarians are choosing to use, it is perhaps unsurprising that Facebook and Twitter dominate communication. 58% of those surveyed confirmed that they used Facebook on a regular basis, 46% regularly used Twitter, and blogging was then slightly less popular, with
Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
30%. However, when compared to all other channels cited by librarians in the poll, these three communication channels are achieving a far higher rate of use than any others – including Pinterest, Google+ and Instagram. It is particularly thought-provoking to compare these statistics with commentary offered in the focus groups stating that students are increasingly switching off from Facebook and instead turning to more visual channels, such as Instagram and Pinterest. One librarian mentioned that “students are searching by image first, text second”, suggesting that visual channels are becoming a preferred means of communication with younger users. Yet this possible change in the usage of social media is not yet reflected in how libraries are targeting communications.
Do I need a social media policy? A significant majority of librarians stated that they currently had no policy or management framework in place for their social media output, with 75% posting messages on an ad hoc basis. A small minority of 28% had a policy already in place, with 30% planning to introduce one in the near future. This reaffirms the experimental stage at which social media is currently being applied in libraries. Of those who were using a policy to manage output, advantages of doing so were cited as being able to provide evidence to library executives of the value in expending time and resource on social media, and being able to make strategic decisions about how to grow audience reach and engagement. That 30% are planning to implement a policy in the future may indicate that benefits can be seen in using a policy to help monitor the impact of their social media activity and plan for the future.
Use of social media by the library
Key findings from the white paper
Introducing the library shelfies!
senior management in a transparent and open process. We also heard about some inspiring promotional ideas, such as the library “shelfie” – an initiative used by Nottingham University Library to promote the newest additions to their library’s collection.
What’s next for the research? Nottingham University Library promote their latest stock as a ‘shelfie’
There were many fascinating case studies and ideas shared through the research, many of which could be generally applied to any social media account. We heard from librarians in India who are managing to balance time and resource against providing an active social media channel by sharing the workload across multiple staff and locations in order to provide a timely response to queries. Others took the opportunity to use social media to actively poll their library patrons, inviting feedback and putting forward the ideas collected to
A series of planned web-based resources will be released over coming months and will provide further focus on specific themes raised by the white paper, such as measuring impact, using social media as a customer service tool, and how it is used regionally (eg in South-east Asia). If you would like to help contribute to this further research, have a comment to make about the white paper, or would like to share your experience of using social media in your library, get in touch with us.
FIND OUT MORE The white paper can be accessed online for free, along with accompanying top level data from the survey, a free webinar and more.
Web: http://bit.ly/socialmediatf Email: communication@tandf.co.uk
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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York St John University
Capita library software chosen by York St John University
Capita’s software services business has been selected to deliver its library management system (LMS) to York St John University, following a competitive tender process.
be integrated with the University’s Moodle virtual learning environment and reading list system, giving seamless access to all library information.
York St John has purchased Capita’s cloudbased Chorus LMS, along with its web-based interface Soprano, which will enable library staff to assist students on the spot, anywhere in the library or on campus, using tablet devices.
Using Soprano, staff can issue and return items, make reservations, and answer enquiries without being stuck behind the enquiries desk, enabling them to deliver a more responsive service. Staff can also use the solution to perform circulation and stock management tasks.
In addition, York St John will use Capita’s Prism resource discovery solution, which will enable users to search a broad range of databases, such as the institutional repository, alongside searches of the library’s physical and electronic resources. Prism will
The LMS will also be integrated with the university’s student records and finance systems, helping to deliver further efficiencies and improvements in the student experience.
Debbi Boden-Angell, director of information learning services at York St John University, says, “Capita’s software will bring a number of benefits to both students and staff. Our librarians will have all the information they need at their fingertips, to perform key tasks anywhere and at any time. “We are always looking for innovative ways to improve the services we offer our students, and by using this software, we will be able to provide a more efficient and effective library service.” Karen Reece, head of libraries at Capita’s software services business, adds, “York St John is leading the way in offering an innovative and flexible library solution, supporting its students by making services more accessible. “Capita’s software will allow faster reservation picking, more efficient stock takes, and offers a fully hosted solution, which will help reduce overheads and ensure York St John staff are using the most up-todate software, while improving security and accuracy of data.”
FIND OUT MORE Web: www.capita.co.uk/libraries
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Governance in consortium working
Governance in consortium working Andrew Green, Management Consultant – libraries, culture, organisational change and outsourcing
A consortium is a formal association of a group of organisations formed to undertake a common activity by pooling resources – human and financial – that would not be achievable alone. The context of consortia for this article is at the formal end of the spectrum of joint working options, ranging from informal networks and alliances, through joint delivery of projects, to full merger. They are a form of collaborative working with a defined structure and governance arrangements. These more ‘structured’ forms of partnership working, known as consortia, fall into three main formats: a “lead partner” consortium; supply chain consortia (where the lead partner manages a number of contract arrangements on behalf of all the members); and a new legal body to manage a contract for service delivery. In this article, we explore the issues around consortium working, which require robust governance arrangements that will satisfy the multiplicity of organisations involved, as well providing newcomers with the confidence that they are joining as equal and fully participating members. This covers both the managerial and operational level, as well as the Board/Elected Member level.
Irrespective of the form of consortia, success or failure inevitably depends on the robustness of the processes by which the consortium is managed, ie its governance arrangements. Joint working in libraries has been common for many years, ranging across regional library services, library and information plans, information cooperatives, cross-sectoral groupings eg INSPIRE and many others. To varying degrees of complexity, all of these groupings will have had written documentation laying out how they operate in terms of vision, purpose, decision-making and conflict resolution. What has changed in the last decade is a greater focus on formal good governance as
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Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
being at the core of successful and effective organisations. In this context, “good” equates to well-managed, clear vision and focus, appropriate decision-making, effective HR, financial management and communications, processes and transparency to “constituents” whether fellow managers, elected members, board members, staff, stakeholders or the public. An organisation that has a clear purpose, operates with integrity, is trusted by its members, is transparent and open about how it operates, and effectively delivers what its core purpose is, will be valued by its members and prospective members.
Accountability plays a large part in the need for good governance and effectiveness. Society in general, and organisations in particular, have an ever greater expectation that people charged with operating public services and managing public money should not only be responsible for what they do, but also accountable to those to whom they report. Key aspects of effective consortium governance are likely to be enshrined in a formal consortium agreement to which all founding and subsequent members need to commit. These key aspects are: Membership Define who the members are and what constitutes a member - with any full or partial elements - and how those members vote on consortium business and decisions are made. Vision, objectives and targets Articulate the agreed vision or mission statement, the objectives and targets, with how success will be measured, monitored and reported. Organisational management Define the duties and responsibilities of each member from an administrative, legal, financial and technical point of view, including clarifying any specific additional duties of anyone operating as the consortium coordinator, whether a lead partner or a paid individual. Define the internal organisation of the consortium (eg management board, working groups; communication between relevant members, prior notification etc).
Describe the different body’s roles and internal rules (ie how are the members appointed and decisions made). Agree the number and frequency of meetings. Member organisations should undertake to follow the timescales specified in the relevant action plans, including any tabled, negotiated and agreed changes. Define the procedures set up to monitor the action plan from managerial, technical and financial perspectives. Determine conditions under which existing parties may withdraw from the project, increase or reduce their contribution; and conditions under which additional parties may join. Finance Clearly articulate any start-up costs, joining costs and ongoing revenue costs, as well as additional costs for additional projects or developments. Financial reporting will also have to be structured so as to support timescales and financial years of all members and partners. Dispute resolution When an organisation has more than one member body, the potential for disagreement increases. Whilst it may be challenging to set up clear and unambiguous methods for resolving disputes (especially at the beginning when everyone is enthusiastic and optimistic), it is a worthwhile investment in order to avoid later, potentially damaging conflicts. These may not only damage relations between current members but also cause reputational damage with future members or interested observers. Other considerations Intellectual Property Rights, confidentiality, publications, pre-existing knowhow and what can be used/not used and how this is monitored, any breach of obligations/ commitments, including legal and contractual ones and how these would be managed. Ultimately, termination of the consortium, if it was judged to have either completed its task or a majority of members considered it had outlived its usefulness or effectiveness, also needs to be addressed.
Issues invariably stem from loose governance that does not clearly spell out the requirements and obligations of all members.
Governance in consortium working
This can occur because a consortium starts out with a few members who all know each other and how each thinks, without strict and clear governance. When the consortium grows, governance does not grow with it, creating a sense of disempowerment in new members and frustration from the established members that newcomers cannot see how good the organisation is. It is often a crisis or a revolt that jolts the consortium into a realisation that its governance arrangements are not fit for purpose. At this point, a concentrated focus on articulating what the consortium is for and how it will operate in the future, is initiated and implemented. This is a pivotal moment for many consortia. If everyone commits to the new ways of working and lays aside any frustrations or disengagements from the past, then the future is bright. If, however, members continue in their old established ways, the consortium may be further damaged.
Following such a hiatus, all members need to reflect on their positions and attitudes and decide if they are still committed to the stated objectives and will commit the required time and effort to its success. Nothing is more frustrating for a consortium than members who do not attend meetings, arrive late or leave early on a regular basis, do not read any papers, or commit to a given course of action in a given timescale but then do not adhere to it. Similarly, late notifications of meetings and late posting of agenda or papers for meetings or reflection frustrate those members who expect timely information to assist them to make informed decisions, or because they may need to seek agreement or approval from others in their organisation. Some of these issues can be improved by the employment of a dedicated administrative/ development person. They can not only provide the daily operational delivery of the consortium, but also carry out some
of the development research and drafting of documents to move the organisation along and take some of the burden off the organisational members. Some consortia have chosen this option while others have consciously decided not to employ someone. Not only is there the issue of funding such a post, which some may find inappropriate or impossible while defending frontline services (although others see it as a cost-effective way of ensuring appropriate input to the consortium) but a paid member of staff may let some organisational representatives “off the hook� from taking responsibility for their membership and involvement. In the final analysis, good governance, and therefore an effective consortium, is in the hands of its members, who need to commit to the organisation’s success. Well-articulated governance articles - which all members have contributed to - make success more likely as they provide a focus, a series of processes and an accountability framework.
FIND OUT MORE Email: andrewgreenag@btinternet.com Tel: 07966 055239
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Search IS the future
The Future of Search: Search IS the Future Paula Keogh, Account Manager, Capita
I spend far too much of my day staring at screens. I waste so much time looking for stuff. Scrolling through endless lists of things being presented to me: tweets, clothes, Google results, blogs, groceries, emails, Facebook statuses, CRM systems, playlists, exercise stats, TV programmes… I’m sure we’ve all felt that, haven’t we? Ofcom’s recent report in this area confirms it isn’t just me: ‘the average UK adult now spends more time using media or communications (8 hours 41 minutes) than they do sleeping (8 hours 21 minutes).1’ What’s impressive is that university age adults cram even more into that timeframe than everyone else. In the same study, 16 – 24 years olds managed to squeeze over 14 hours of mediabased activity into just a 9 hour period by being adept multi-taskers. Coupled with the fact that 98% of this age group in the UK and Ireland are now online, it provides a very clear picture of what current young adults want from their online experiences.
It’s a well-worn tale but it’s still true, few users scroll past the “fold” of any search carried out. People seldom move beyond the bottom of the screen of results, let alone use refinement options or search across multiple online databases for the same resource. To alleviate this issue, libraries quite rightly focus on user education, evaluation of quality resources, robust search techniques and many more valuable and time-consuming approaches. There’s another problem too. Not all of the information is in one place. “Obvious” you’re no doubt saying. Obvious to people who were born before the millennium; we are used to having to search in a number of places for the most relevant, timely information for our needs – far less accommodating to this quirk of history are the most tech-savvy people in the UK according to Ofcom: 14 – 15 year olds … prospective university students.
From a library perspective, we’ve seen this trend manifest itself in increased demands that users now place on the services they’re getting.
How do your users get to the things they need – even when they’re not entirely sure what they’re looking for? Or if they do, is it lost in the sea of “stuff”? An article in UKSG eNews from February2, shows that despite the huge advantages of using things like a resource discovery tool for accessing academic library materials, there’s still more work to do with helping students define the type of resource that will serve their need for different research tasks. A mock up example of what full library discovery could look like.
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Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
Of course, there’s good reason for library resources being made available in disparate places, via different access methods with a typically bewildering array of authentication rules accompanying them. We all know that data aggregators and publishers don’t play nicely together. Nor should we expect them to, really. It’s their business to provide unique, specialised material to those that need it, at a premium. There is no motivation for providers to collaborate on the kind of scale that would be needed to solve the “all in one place” problem. Large swathes of the publishing industry are somewhat incredibly clinging onto the same model that served them far better in a pre-internet age, an age of rarity, and the ability to monopolise on how difficult it was to get your hands on information. It reminds me of the crisis that hit the music industry not all that long ago. The music people wanted didn’t change – the means by which they got it sure did though. The disruptive technology
Search IS the future
that was iTunes famously revolutionised the entire industry in a neck snappingly short time. Fixing the publishing industry then, is hardly the answer. So I’m left wondering, don’t we need to solve a different problem? If the current resource discovery tool model only goes some of the way to assisting students in finding materials that will support them in their studies – these highly-savvy, time-poor, digital-native information consumers – can anything get closer to a “search all” type experience? We need to be careful though, just finding a way to provide an even larger pot of data and thus an even longer list of resources that goes miles past “the fold” won’t do it. Some of Capita’s own ethnographic studies have shown that students often feel overwhelmed by the sheer volume of results from resource discovery layers. As the UKSG report outlined, students need to be guided to the type of resource that is most suitable, the best fit for the job. Some libraries in the US have started to investigate how to approach library search entirely differently. By changing the way in which results are presented to the user, the library opens up far more possibilities in being able to present relevant, tailored information to the searcher. There are notoriously difficult databases to index in traditional discovery layers, so just imagine how much simpler and more relevant it would be if, say, a law student performed a search and was presented with not only results from local library holdings, wider journal articles and ebooks, for example, but information separated out into a distinct area on the menu of choices, including that highly relevant (very expensive and underused!) law specific resource. The restaurant menu metaphor is a useful one. You don’t always know what type of meal you’re looking for until you see it presented on the menu. If you do know what you want, it’s not helpful having the puddings interspersed in the same list as pizza and coffee options. Putting this in another context – a recent report from RLUK3 entreats university libraries to make more use of their unique
and distinctive collections (UDCs). For those resources that are digitised or born-digital, this presents another significant opportunity for surfacing otherwise unknown and certainly underused material to students (and a far wider audience potentially). And how many universities have a You Tube channel with extremely valuable ‘how to’ guides and the like posted there but with poor viewing stats? Institutional repositories? Archives database? Thesis collections? Digitised content? Image archives? Reading lists? Library chat with your academic specialist? Video footage? VLE course content? That weird database by a specialist provider that can’t integrate with your discovery layer? All potential options.
The value of a menu is that as humans we understand the segregation of data into manageable chunks far more quickly than we do a long, integrated list with filters we need to apply after the fact.
their relative importance (size and colour gradient of the boxes for example)? I’d want to make it customisable too – tailored to my preferences or areas of study. The technology for integrating a genuinely limitless range of resources and services from all providers of information has existed in the form of web APIs for years, so it will be extremely interesting to see where library search goes next. What’s clear is that end-users of library search tools are still seeking that elusive combination of a clear, compelling, simple and relevant view on what is a highly complex suite of everchanging resources.
References www.ofcom.org.uk/ www.jisc-collections.ac.uk/UKSG/Issue 339 3 http://www.rluk.ac.uk/ 1 2
FIND OUT MORE How about a screen of easily navigable menu boxes using deceptively simple ways of helping the searcher to recognise
Email: paula.keogh@capita.co.uk
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Improving the customer journey
Improving the customer journey Learning from each other Jon Peart Director, Capita
Every council website depends on third party software and services for key customer tasks, but integrating these resources well is critical to achieving a great customer experience. In their Better Connected 2014 report, the Society of Information Technology Management (SOCITM) stated that council websites are still struggling to integrate third party software for functions such as renewing library books or paying parking fines, and that it is affecting usability. Libraries are the third most popular service on council websites so it is vital to ensure the customer journey is exactly what it should be.
What is Better Connected? The purpose of Better Connected is to identify good practice in the development of local authority websites, based on extensive evidence-based research. As part of the Better Connected review, a ‘mystery shopping’ exercise was carried out across council websites to assess the customer journey of common online tasks, including a host of online library tasks. The initial findings presented some difficulties in completing these, ranging from users not being able to join a library online, login issues, a lot of ‘unfriendly’ library-specific terminology, difficulty in resetting a PIN, and limited search options.
The report criticised software suppliers for prioritising the requirements of their customers, when at times this can be detrimental to the experience of their customers’ customer.
- Check your solution is configured for your customer. Solutions, such as Prism, are developed for a wide market and a one-sizefits-all solution rarely works ‘out of the box’. Most products have configuration options to ensure they can be configured to meet your customers’ needs. Ensure you make the most of them, your supplier will be happy to help you.
One way to tackle this is through direct dialogue and a close working relationship between customers and suppliers. Capita welcomed the findings of the report and made the appropriate improvements to ensure the customer experience was what it should be.
- While library professionals are responsible for the library systems, it’s worth collaborating with colleagues across the council to ensure it fits well with your council website
Improvements since the report To bring the 2014 review to a close, the Better Connected team ran a one-day event to discuss their approach and improvements since the initial report, and they asked to meet with all six library suppliers. Surprisingly, given the importance of user experience, Capita was the only supplier to take up the opportunity. The Better Connected team highlighted that significant progress had been made:
- Councils should put themselves in the place of the end-user and avoid using ‘industry specific’ terminology - Suggest improvements to your supplier.
What SOCITM suggests council web teams can do to improve library tasks: - Join the library and get a membership card! - Test all the library tasks end-to-end.
- Login pages are now easier to use.
- Identify all the barriers that prevent task completion.
- Terms like ‘user ID’, ‘barcode’ or ‘borrower number’ are less used. - A forgot PIN facility is now far more common. - Clear explanations about how to login are more common. Capita has listened to SOCITM, made improvements and will continue to do so, but we can’t solve everything on our own. We all need to work together and there are a few practical things that libraries can do to help:
FIND OUT MORE Web: www.capita.co.uk/libraries Web: www.socitm.net
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Leipzig University
Case study: Leipzig University Patron driven acquisition model for print books Contributors: Dr. Henriette Rösch, Leipzig University, Klaus Tapken, Missing Link - International Booksellers and Stephanie Enderby White, Nielsen Book. Leipzig University is a diverse and dynamic university steeped in tradition. Founded in 1409, it is one of the oldest universities in Germany and describes itself as an interdisciplinary, international, comprehensive university. It is fast becoming a top-level European university and internationally recognised seat of research and learning for young scholars. The University draws on an extensive range of subject areas. Crossing boundaries of traditional academic disciplines, international collaboration and networking with nonuniversity research institutes and business, these are not just traditions of the University but are also the basis of its academic excellence. Nielsen Book is the leading source of metadata information, playing a pivotal role within the book industry. It offers libraries a one-stop solution for all their data needs. Whatever their selection processes, in-house, supplier selection, third party selection or customer request, Nielsen Book’s unique range of library services provide integrated solutions. Nielsen Book’s services help to meet and exceed library users’ demands and expectations, whilst saving time and money and increasing library issues.
User-driven acquisitions for print books at the Leipzig University Library The Leipzig University Library provides its users with the opportunity to order print books for the library that are not already in the collection. To facilitate this there was a requirement for metadata for around 120,000 books to be recorded in the catalogue. Nielsen Book was able to provide this data.
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How does user-driven acquisition for print books work? When carrying out research, users will access the library catalogue to search and discover titles. All the titles within the catalogue are colour coded to identify which of them are kept within the library’s collection. If the user finds information for a title not held within the library’s collection, they will receive a notification stating that the title may be purchased at their request. With the use of an online form, the user can easily initiate a procurement order providing a reason for their request for that title to be purchased. This provides the subject librarian with useful information about what is needed for research and for study. After a quick examination and formal check by the library staff, the user will receive a message within 48 hours to confirm the title has been ordered. Once the title arrives in the library, the user is again informed and the book is incorporated into the library collection. In general, the user can loan and read the book about 2-3 weeks after they have submitted their procurement order.
The subject librarians were also able to use BIC subject codes to exclude contextual level topics which were not relevant to the university. Using these selection options, the database could be tailored to meet the special needs of Leipzig University Library. In addition to the project described above, the Leipzig University Library also offers userdriven acquisition for e-books.
Which records are displayed in the catalogue? Before Nielsen Book data is added to a client’s catalogue, a selection process is necessary. The Nielsen BookData Record Supply Service requires a new customer to go through a series of precise criteria selections to ensure they receive the data they need. The criteria for Leipzig University Library is based around content and only includes titles that meet the following characteristics: • From the UK or US markets • With enhanced data content • Records must have an identifier, title, publisher, imprint, publication date and BIC subject & product form details • They must be available (in-print and in-stock) • Target audience are undergraduates, postgraduates, research and scholarly • Unsuitable publishers are excluded by publisher code.
Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
Why user-driven acquisition? The motivation for focusing on user-driven acquisition can be described using three key words: Effectiveness. By using user-driven acquisition, library funds are used precisely for the required literature, in particular research and specialised literature. Shelf sitters are reduced, because the library purchases the exact books that are required by the students and researchers. Service improvement. With this project, users are able to obtain the literature they require easily and quickly - irrespective of their status and institutional connection.
Leipzig University
Participation. Users can contribute their expertise in the development of the library collection. They can use it to shape the collection to suit their needs, and through user-driven acquisition stock gaps can be filled and trends identified.
Record Supply Service was organised according to various parameters needed to facilitate the service at the very start of the process and was very easy to set up with Nielsen Book. Any changes required to the parameters were quickly made by the Nielsen Book team.
Conclusion Jens Lazarus, University Library Leipzig, says of the Nielsen Book service, “The set-up of our data profile for the Nielsen BookData
The Nielsen BookData Record Supply Service runs very smoothly and without any problems. The communication with Nielsen Book is quick and uncomplicated, in short, we are very pleased with the service and the data provided by Nielsen Book and its staff.“ Since June 2012, the project has been running successfully at Leipzig University Library. Every day, they receive about five procurement orders that they then try to purchase. The feedback they get from their users shows that they appreciate this service very much. Nielsen Book is in discussion with a number of other university libraries who are interested in implementing patron-driven acquisition.
Nielsen is also working with library authorities in the UK on the use of evidence to help understand their users and ensure that the titles they stock best represent the needs of their visitors. Armed with this knowledge, libraries are better able to reverse current trends and increase their lending figures. Surrey Libraries is one such authority using both Nielsen BookScan for Libraries and Nielsen LibScan to look at how titles are performing both in terms of issues and retail sales, giving them an even greater insight into what their users want.
FIND OUT MORE Email: libraries.book@nielsen.com Web: www.nielsenbook.co.uk For more information about Leipzig University: www.zv.uni-leipzig.de/en
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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‘’D-Tech understood what our success meant to us’’
RFID / SECURITY / RFIQ / PEOPLE COUNTERS / EM / STOCK MANAGEMENT / RF / LAPTOP SECURITY / VENDING / SELF SERVICE
Capita white paper
Excellent Customer Service
How technology can help libraries deliver Karen Reece, Head of Libraries, Capita It’s all too easy with the immediacy of Twitter and Facebook to be able to criticise and complain about the levels of customer service we receive. We are used to seeing retail outlets – both physical and online - compete for the title of ‘excellent customer service’. There are numerous examples of this, but the one that sticks out for me is the significant change that technology has made to renewing your car tax. How many of us recall having to queue for what seemed like hours in a Post Office on the last day of the month? After arriving at the front of the queue, can you recall finding out that you’d forgotten one piece of seemingly trivial information, which necessitated a rapid trip home to repeat the whole process again? I certainly can. I can also recall the delight of being able to renew my car tax online, with the automatic check for insurance and also MOT. This customer service improvement has recently been enhanced again, as now we no longer need to display the tax disc, as the whole of the process is now automated, with technology taking the strain. When considering customer service, we wanted to garner feedback from as many areas of the library world as possible. It’s always easy to look on the dark side, in light of the recent publicity regarding library cuts and closures, but we were keen on looking for those lighthouse sites, those libraries who are delighting their users and using technology to enhance their experience. Customer expectations are high in libraries – they want to be able to borrow books around the clock, browse for both digital and physical titles in the same database, and have access to the library building at times that suit them. The aim of the white paper is to look at ways of doing this, without having to dig deep into pockets – as we know those purses aren’t as full as they have been in the past.
The white paper - Borrowing from Tomorrow’s Library Today – has looked at how technology can help libraries to deliver these services to their customers while still tackling increasing budget pressures. It includes examples from Rotherham MBC Libraries on using cloud-technology to make staff more mobile, enabling them to roam around the larger libraries, assisting customers where they are, rather than expecting them to come to the traditional issue desk. It also has details from Leeds Libraries and Information Services on the success of RFID self-service across a large local authority, and how these simple transactions have speeded up the process of obtaining information from the library and how they are moving onto the next logical stage from self-issue.
service, please download your copy at www. capita-software.co.uk/customerexperience or email us at libraries-enquiries@capita.co.uk and we’ll be delighted to send you a copy. Now, I just need to renew my car tax …
It also, unsurprisingly, pays a great deal of attention to the online world that we all inhabit. Lancashire Libraries share how they have brought together their physical and online worlds for the benefit of the customer and the stunning results that this has brought. The simplicity of integrated processes for joining the library and automatically allowing customers access to the e-resources that are available to new customers is also extolled by Rotherham. The changes don’t have to be huge to make a difference to end users. The details from Orkney Library and Information Service on how they have used social media, and Twitter in particular, are a great example of how investing a small amount of time can ensure that the library is meeting the needs of users in a timely and relevant way. These are just some of the areas that are covered in the white paper. To read about this and what other libraries have been doing to deliver excellent customer
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
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Partner news
Partner news BDS celebrates 20 successful years with Capita 2015 sees BDS celebrate the twentieth anniversary of its founding. The brainchild of Lesley Whyte, the current Managing Director, and Eric Green, current Director of Business Development and IT, BDS has since grown into the UK’s principle supplier of metadata to libraries, including a 20 year-long responsibility for managing the British Library’s Catalogue-in-Publication (CIP) Programme. The success story of BDS also runs alongside a sustained association with Capita and its earlier manifestations as Talis and BLCMP. In 1996, BLCMP was an early adopter of BDS services, and was quick to see the advantage of working with a premier data supplier who produced not only quality CIP data, but also book-in-hand records immediately on publication. In 2010, BDS expanded its services to Talis by incorporating metadata for music and DVD, which was available through the same channels as its metadata on books. In summer 2011, a further deal between the two companies ensured BDS metadata would include enhancements to records, including jacket cover images, tables of contents and long descriptions for books and AV. These enrichments have been made available to Capita customers and their end users using the Resource Discovery System, Prism.
“Capita congratulates BDS on its twentieth anniversary. Throughout our long partnership, Capita has appreciated and shared the clear focus of BDS on the values of quality and timeliness of metadata for libraries, and that has enhanced our products,” comments Terry Willan, Business Analyst at Capita. “It is a pleasure to work with BDS staff and we look forward to many more years of a successful partnership.” “Capita and BDS are two companies that believe libraries to be vital to our culture,” says Lesley Whyte. “We have been working together for almost twenty years. During that time the core values of quality, accuracy, innovation and customer service have remained central to both companies. It is a pleasure to be able to celebrate our twentieth anniversary knowing that Capita has been working with us all these years.”
Hertfordshire County Council awarded Bibliotheca’s ‘Busiest Self-service Kiosk’ in Europe Longstanding Bibliotheca customer, Hertfordshire County Council, has been named as having the “Busiest Bibliotheca Self-service Kiosk in Europe” with over 250,000 library transactions being processed through its Hatfield branch’s kiosk. In total, Hertfordshire Library Service has 87 Bibliotheca self-service kiosks installed across its 46 library branches and it was the service’s Hatfield branch that has seen the most action over the last 12 months, with over a quarter of a million individual transactions being processed through one of the two kiosks installed in the branch.
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LLC Renews BDS Metadata Deal BDS is set to continue its metadata services to the London Library Consortium (LLC) in a new three year deal to supply the sixteen member local authorities across the country’s capital city. The deal builds on a successful long-standing relationship which has seen BDS supply the consortium via a metadata feed to the consortium’s Axiell Galaxy system plus the supply of images and consortium-wide access to BDSLive, BDS’s flagship online multimedia resource. The deal offers discounts for shared system and consortium working and offers efficiency savings. The loading of data feed records and image display on OPACs is handled through collaboration between BDS and Axiell with no need for manual input by the consortium or by individual authorities within the consortium.
Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
Announcing wireless printing from netloan In a recent public library survey, 100% of respondents agreed that wireless printing would contribute to a more modern service offering. lorensbergs is responding with the development of a new netloan integrated solution for wireless printing, scheduled for release in the first part of 2015. Currently the ability to print first depends on getting access to a People’s Network PC – a library service which is also in high demand. The opportunity to print wirelessly from a user’s own device resolves this issue and cuts queues for PCs. The new netloan offering will make it possible to print from laptops as well as mobile phones and tablets. The solution makes use of the wi-fi networks and printers already invested in by libraries.
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Upcoming Events and Training
Events Our 2015 schedule is filling up and we will be announcing further events throughout the year. Join us at the following events as we hit the road ...
CILIP Ireland/ LAI Annual Joint Conference Wednesday 8 – Friday 10 April, Titanic Belfast
Society of Chief Librarians (SCL) Seminar 2015 Thursday 4 – Friday 5 June, University of Warwick
‘Collaborate, Evaluate, Evolve’
‘Digital Landscapes – the future for libraries’
Learn, discuss and be empowered through keynote presentations, plenary lectures and participative learning sessions. There will also be a large suppliers’ exhibition and plenty of opportunity for informal networking. With a new format and a state of the art venue, it promises to be a great conference.
The Capita libraries team are pleased to once again be exhibiting at this year’s seminar. With a focus on the future of the library offer following the publication of the Independent Report on Public Libraries, the seminar promises to be an excellent opportunity to hear talks from a number of high profile speakers.
Talis Insight 2015 Wednesday 15 - Thursday 16 April, International Convention Centre, Birmingham
The CILIP Conference Thursday 2 – Friday 3 July, St Georges Hall, Liverpool
The Capita libraries team are pleased to be exhibiting at Talis Insight. This free event will bring together professionals from the higher education library and learning technology community to listen, discuss and learn how technology is enhancing teaching and learning.
The 2015 conference will seek to inspire the audience, share knowledge, raise debate and provide networking opportunities. It will cover a broad range of issues from across the library, information and knowledge professions.
CILIPS Conference 2015 Monday 1 – Tuesday 2 June, Dundee ‘Advocating Libraries: Innovate and Thrive’ The conference returns to Dundee with an exciting programme of presentations featuring thought leaders and field experts on this year’s theme and promises to inspire, engage and provide valuable networking opportunities with a diverse mix of library and information professionals across a range of sectors.
‘Connect, debate, innovate’
CILIP LMS Suppliers Autumn Showcase Friday 13 November, London Capita is pleased to be exhibiting at CILIP’s LMS Supplier Showcase this autumn. This annual event gives you the opportunity to talk to the experts on how to get the most out of your library management system.
To ensure you have the opportunity to meet with us, we are now offering you the chance to book an appointment directly with us by emailing libraries-enquiries@capita.co.uk For more information on all of our upcoming events, visit www.capita-software.co.uk/events
Training Whether it’s a refresh of existing knowledge around your LMS or a session for new staff members, we have the right training course for you. And if you can’t find a course that fits your bill, we’ll arrange something dedicated to just you and your team. For further details and to book your training course, visit www.capita-software.co.uk/training
Scheduling in Decisions (webinar) 12 March, 10:00-11:30
InfoView and Web Intelligence (one-day course) 18 June, 10:00-16:00
Decisions: A Refresher on Administration (webinar) 16 April, 10:00-11:30
System Manager: Beginner (two-day course) 8-9 July, 10:00-16:00
Authority Control in Alto (webinar) 23 April, 10:00-11:30
Managing Parameters in Alto (webinar) 14 July, 10:00-11:30
Decisions: A Refresher on Rights (webinar) 19 May, 10:00-11:30
www.capita.co.uk/libraries | Spring 2015 | Panlibus Magazine
21
Nielsen LibScan library borrowing: Period 13 (four weeks ending 27 December 2014) The top title borrowed over the Christmas period in 2014 was Personal: Jack Reacher by Lee Child, which was released in August 2014. Library users were keen on Crime Fiction over the holidays with nine of the top ten borrowed titles falling into the Crime, Thriller & Adventure genre. John Grisham, James Patterson and Michael Connelly also dominated the chart with Victoria Hislop’s The Sunrise being the only title outside of this genre featured.
If we look at the top Crime, Thriller & Adventure authors in the Nielsen LibScan library loans chart for Period 13 (four weeks ending 27 December 2014) we see that although Lee Child is in at number three, the strength of James Patterson’s back catalogue (300 individual ISBNs) put him in the top position. At number two is M. C. Beaton – author of the Agatha Raisin titles. At first sight this might lead you to assume it would propel her to the top after the series was televised over the Christmas period. However, upon closer inspection we see that this is her lowest number of loans in any one month since the four-week period ending 31 December 2011. Despite this, loans of M.C. Beaton’s titles have reached a total of 1,482,987 since records began in April 2009.
Position
Author
Volume
Count Titles
1
James Patterson
32,899
300
2
M. C. Beaton
17,826
251
3
Lee Child
14,286
143
4
David Baldacci
13,563
132
5
Michael Connelly
10,431
188
6
Ian Rankin
9,722
233
7
Peter James
9,666
89
8
Harlan Coben
8,947
164
9
Peter Robinson
8,898
151
10
J. D. Robb
8,500
203
© 2015 Nielsen Book Services Limited [trading as Nielsen BookScan and Nielsen LibScan]
The most borrowed title for the year was Lee Child’s Never Go Back, another Jack Reacher adventure, with 26,359 copies loaned between 29 Dec 2013 and 27 Dec 2014. The Crime, Thriller & Adventure genre dominated the top titles and the first non-Crime Thriller & Adventure title was at number seven: Be careful what you wish for by Jeffrey Archer with 16,841 loans. We can see how the loan levels vary throughout the year and how 2014 compares to 2013 in the graph below right. In general, 2014 loans were ahead of 2013, apart from in Period 11 (four weeks ending 1 November 2014) and Period 12 (four weeks ending 29 November 2014).
FIND OUT MORE Visit: www.nielsenbookscan.co.uk Email: info.bookscan@nielsen.co.uk
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Panlibus Magazine | Spring 2015 | www.capita.co.uk/libraries
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