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The purpose of this paper is to demonstrate that an internal customer service survey approach to assessment delivers many benefits to technical services and library systems units. Findings from such a survey provide the evidence needed to implement process improvements, conduct strategic planning and more. The survey used in this case study can be adapted by other libraries or library units to conduct assessment, gauge customer satisfaction and identify areas for process improvements.

The Technical Services and Library Systems Division of the University at Albany Libraries conducted an internal customer service survey to gauge customer satisfaction with its services.

Survey results demonstrated that customer surveys are a valuable assessment tool and can be used as an evidence-based approach to library management. Technical services and library systems units should use this tool to identify whether customers are satisfied with the services provided, whether the services are still needed, whether additional services are needed and more.

This paper provides an approach to conducting a customer service survey, an analysis of potential benefits and a survey instrument that others could adapt to use in their own libraries. The survey instrument can be used not only for assessment of technical services and library systems, but by other functional units in all types of libraries.

This paper and approach is original research; there are no other papers on this topic in the library and information science literature.

For decades academic libraries technical services have adapted to technological advancements and changes in scholarly publishing. Traditional technical services work has decreased as processes were automated (Hertstein, Rabine, & Sweet, 2018). Technical Services departments must proactively identify areas for future growth and metrics for measuring their work. The context and language that these metrics use is vital to their understanding and function. This chapter looks at the usual Technical Services assessment measures and the goals they support. It then considers how these assessments could be reframed in order to support a goal of new service creation in Technical Services. It considers what additional benchmarks could be used as standards and norms to support goals for a future-oriented Technical Services negotiation.

Outreach in libraries has traditionally been considered the realm of public services, where librarians interact one-on-one with our patrons at the reference desk, run social media accounts, and other activities of a similar vein. In today's evolving library world, it is time to challenge outreach in its traditional sense and consider technical services work and its associated duties as outreach. This article delves into technical services work (including cataloging, archival processing, shelf maintenance, etc.) and how the results (bibliographic records, metadata, authority control etc.) are in themselves outreach.

Academic libraries develop strategic plans as instruments for grounding operational work in shared vision and measurable goals. The authors of this chapter test the assumption that technical services work is often absent in library strategic plans, even if that work is an assumed component. They explore the representation of technical services through a rich content analysis of Association of Research Libraries member strategic plans to reveal key themes and use the results as a tool to more broadly develop a set of guiding principles for technical services professionals in the 21st century. To provide valuable and relevant services to users, technical services professionals must develop bold and sustainable guiding principles informed by both their representation in their libraries' strategic plans and emerging trends in academic libraries.

Academic libraries have been moving toward a culture of assessment by curating data and making future decisions based on these data. Managing all of the data collection can be a cumbersome task with heavy time commitments. For technical services departments, this culture shift presents new challenges for management of data, job descriptions, and workflows or procedures. Pennsylvania College of Technology's Madigan Library welcomes these challenges by recognizing the goals of its institution to create critical thinking students of the twenty-first century by assessing the effectiveness of library resources, especially ones that can be accessed in a digital format. The purpose of this chapter is to illustrate the various quantitative and qualitative methods a library can incorporate to collect data of e-resources, organize that data into comprehensible formats, and share results and make recommendations for future collections in an ongoing, holistic assessment format. Following the college's curriculum goals, this chapter will show how the Madigan Library collects data and assesses e-resources, online teaching resources, acquisitions workflows, and other aspects of the library with ongoing assessment and data collection. Managing data and making decisions within these departments are discussed.

As the demand for new services strains library resources, directors of research libraries must practice efficient cost management and demonstrate alignment with institutional objectives. For technical services, this requires managing the effective cost of metadata services, assessing core functions, and evaluating operational performance. This paper uses Complex Adaptive Systems (CASs) as a framework to expose the network of local and global dependencies that currently define the field of operation for technical services. Comparative analyses using a CASs framework were conducted on reports by the Library of Congress, the Heads of Technical Services in Large Research Libraries Interest Group, and the British Library. Each report addresses financial pressures placed on bibliographic control services in response to the 2008 recession. Statements within the reports were assigned to one of three dominant systems: bibliographic control, institutional identification, and distributive networks. The statements were then mapped to the CASs characteristics to determine environmental pressures and areas of adaptation. The reports exposed long-standing dependencies that tie local bibliographic control to a complex network of external agencies. Institutional shifts toward user-centered services coupled with growing fiscal restraint has disrupted the stability of these networks. The analyses found that in all cases network instability led to localized institutional adaptation to existing economic pressures. The paper recommends applying a CASs model to assess the alignment of distributed metadata standards and systems development to local institutional objectives.

This chapter discusses hurdles posed to a medium-sized public university library in the Midwest when they were asked by their Dean to create a faculty workload worksheet, rationale, and ultimately a set of guidelines. Faculty in other departments compute their loads using formulas based on course loads. How many hours they spend in the classroom, and how many hours they spend preparing for that time in the classroom are factored into the course loads expected for a full teaching load, with release granted in course load equivalents for research and/or service. Because librarian work does not typically involve teaching credit-bearing courses, a major challenge to constructing guidelines is equating library work with course loads. Calculating faculty workload for librarians commensurate with other faculty on campus is often complicated. To all of these challenges add the unique issues that are faced by the technical services (TS) librarian. TS work supports instruction and research but may involve little classroom contact with students, so it has even less resemblance to classroom instruction than other librarian work has. TS librarians spend their time in a wide variety of tasks. Exactly how to formulate this time in accordance with the rules for other departmental faculty is a challenge. The specific situation at this university added more complications as there was also a campus-wide mandate to ensure all workload policies are consistent and equitable.

I should like to begin with an analogy, which was used originally by Alan Gilchrist in a paper on cost‐effectiveness some years ago. The analogy is repeated almost verbatim because it says precisely what I want to say, better than I could have said it myself.

This systematic review aimed to identify and categorize applications using Fast Healthcare Interoperability Resources (FHIR) to support activities outside of direct healthcare provision.

A systematic electronic search was performed, and 53 studies were included after the selection process.

The results show that FHIR is being used to support (1) clinical research (i.e. clinical research based on interventional trials, data interoperability to support clinical research and advanced communication services to support clinical research), (2) public health and (3) medical education. Despite the FHIR potential to support activities outside of direct healthcare provision, some barriers were identified, namely difficulties translating the proposed applications to clinical environments or FHIR technical issues that require further developments.

This study provided a broad review of how FHIR is being applied in clinical activities outside of direct clinical care and identified three major domains, that is, clinical research, public health and medical education, being the first and most representative in terms of number of publications.

From the cataloging librarians' point of view, this paper aims to present how technical services, especially the cataloging department, can play important roles in the improvement of user services.

The paper examines the practices of the University of Oklahoma Libraries.

The paper identifies several aspects in which technical services can enhance the quality of user services, especially in the cataloging department. A library's online catalog becomes the first point of access to the library's information resources. Its quality can be improved and enriched in many ways to raise users’ satisfaction. Aside from the improvement in technical aspects, efforts should also be made to promote collaboration between technical and public services so as to ensure efficient processing of materials and to meet the needs of library users.

The value of the paper is in showing that the quality of an online catalog and the cooperation between public and technical services are two of the key factors in achieving high quality of user services.