COLLECTION MANAGEMENT

COLLECTION MANAGEMENT

Juan Martin Guasch

GROUP THE PARTICIPANTSDISTRIBUTE THE CASE STUDIESWhat to do? SWOT Analysis

What are your expectations?

Lectures, Fora and Seminars on Collection Management

Journal Articles

COLLECTION MANAGEMENT

MANAGING RESOURCES

CONTINUING DEVELOPMENT PROGRAM

ELEMENTS OF MANAGEMENT

POSDICON

PlanningWho Plans?DurationPurposeExecutivesUpper LevelLong TermStrategicMiddle LevelLower LevelShort TermOperational

What is control?

Management control is a systematic effort to set performance standards with planning objectives, to design information feedback systems, to compare actual performance with these predetermined standards, to determine whether there are any deviations and to measure their significance, and to take any action required to assure that all corporate resources are being used in the most effective and efficient way possible in achieving corporate objectives.

Kinds of ControlsThere are essentially three kinds of controls:1. Visual controls. These include checklists, dash boards, scorecards, budgets, etc. They let you SEE that the right things are happening, or if not, they raise a flag that lets you make sure to focus on fixing the situation.

2. Procedural controls. These include things like having 2 unrelated parties internally check/be involved in the flow of money. Your standard review process for all new hires. Your standardized sales concessions you empower your sales team to use.Procedural controls establish a known pathway to a consistently secure result.

3. Embedded controls. These are the controls that work without someone having to remember to do something out-of-the-way to use them. These include things like your standardized contracts, automated data backups, and intentionally designed financial controls that work automatically in the background to protect your business from poor decisions or behavior.

WHAT ARE THE RESOURCES THAT WE NEED TO CONTROL?

BOOKSJOURNALSVERTICAL FILESCARTOGRAPHIC RESOURCESAUDIO VISUAL RESOURCESEQUIPMENTS AND MATERIALSHUMAN RESOURCES

Standards & GuidelinesRQUAT

PAASCUPACUCOA Curricular, Instructional, Research, RecreationalCollegiate ProgramsGraduate SchoolISOCHED-MARINA

Standards & Guidelines

Institutional Vision and MissionDepartmental Vision and Mission

Trends

Patron Driven Acquisition (PDA)Demand Driven Acquisition (DDA)

INVESTMENT AND ROI

Investment

Return on investment (ROI) is the benefit to an investor resulting from an investment of some resource. A high ROI means the investment gains compare favorably to investment cost. As a performance measure, ROI is used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments.[1] In purely economic terms, it is one way of considering profits in relation to capital invested.

EvaluationEvaluating the Present CollectionAccording to Course/DepartmentFaculty/Admin/Alumni/GuestUse of the InternetBooks inside the Library / In-HouseBorrowed books by FacultyBorrowed books by studentsInterlibrary LoanAIMS to other schoolsOutside researchers to AIMS

MAPPINGCOLLECTION MAPPINGCORE COLLECTIONGENERAL EMPHASISSPECIFIC EMPHASISCURRICULUM MAPPING

Assessment

Assessing the Users needs

WHY ARE CUSTOMERS ALWAYS RIGHT?

Gap Analysis

Collection LifecycleAssessmentSelectionAcquisitionProcessingCirculation (shelving; check out use; re-shelving)ContinuingPreservation (Repair and Maintenance)De-selection & Weeding (Replace; Disposal System)Weeding your way to a User-Centered Collection

Why do we need to weed?

Space = limited shelving, increased customer use of areas, closing branches/unitsTime = user time finding materials, staff time finding and shelving materialsAppeal = Weeding is merchandisingReputation = reliability and currencyCollection needs = replace or repair damaged items, missing or stolen itemsCollection strengths and weaknesses = aware of direction for future purchases, more familiarity with collection area whole

CREWContinuousReviewEvaluationWeeding

CREW formula = 5 years copyright/3yrs in use/MUSTIE

DEPRECIATIONDepreciation

Salvage

Scrap Value

Preventive Maintenance

Straight-line depreciationStraight-line depreciation is the simplest and most often used method. In this method, the company estimates the salvage value (scrap value) of the asset at the end of the period during which it will be used to generate revenues (useful life). (The salvage value is an estimate of the value of the asset at the time it will be sold or disposed of; it may be zero or even negative. Salvage value is also known as scrap value or residual value.) The company will then charge the same amount to depreciation each year over that period, until the value shown for the asset has reduced from the original cost to the salvage value.Straight-line method:Annual Depreciation Expense = Cost of Fixed Asset Residual Value Useful Life of Asset ( y e a r s ) {\displaystyle {\mbox{Annual Depreciation Expense}}={{\mbox{Cost of Fixed Asset}}-{\mbox{Residual Value}} \over {\mbox{Useful Life of Asset}}(years)}} For example, a vehicle that depreciates over 5 years is purchased at a cost of $17,000, and will have a salvage value of $2000. Then this vehicle will depreciate at $3,000 per year, i.e. (17-2)/5 = 3. This table illustrates the straight-line method of depreciation. Book value at the beginning of the first year of depreciation is the original cost of the asset. At any time book value equals original cost minus accumulated depreciation.book value = original cost accumulated depreciation Book value at the end of year becomes book value at the beginning of next year. The asset is depreciated until the book value equals scrap value.Depreciationexpense Accumulated depreciationat year-end Book valueat year-end (original cost) $17,000$3,000 $3,000 $14,000 3,000 6,000 11,000 3,000 9,000 8,000 3,000 12,000 5,000 3,000 15,000 (scrap value) 2,00040

Straight line Method DepreciationDepreciation ExpenseAccumulated depreciation at Year EndBook Value at Year-End(Original Cost) Php17,0003,0003,00014,0003,0006,00011,0003,0009,0008,0003,00012,0005,0003,00015,000(scrap value) 2,000

Composite Depreciation MethodAssetHistorical CostSalvage ValueDepreciable CostLifeDepreciation per yearComputers5,5005005,00051,000Printers1,0001009003300Total6,5006005,9004.51,300

MUSTIEMisleadingUglySupersededTrivialIrrelevant ( 1st rev against 2nd rev)Elsewhere (interlibrary loan, reciprocal borrowing, electronic format, collaborative collection development: consortia, multi-site branch library)

WORST in MultimediaWorn outOut of dateRarely usedSuppliedTrivialVideo cassette to DVD to BluRay to Down Loadables

SWOT AnalysisStrengthsWeaknessesOpportunitiesThreat

The Collection Development Policy Plan (CDPP)

THE MANUAL OF OPERATIONSThis Should be the Out Come:OPS (Operating Procedure Standards)QuAM (Quality Assurance Management)QSP (Quality Standard Procedures)PDM (Position Description Manual)

GAP and SWOT Analysis

Should result to the following:

PPA (Plans, Programs and Activities)

Budget

PRODUCT-SERVICE STRATEGIC ACTION PLANS EVALUATION

Goal 1 Costumer FocusGoal 2 Business PolicyGoal 3 Corporate GovernanceGoal 4 Research & ExtensionGoal 5 People Progress

The Budget

Top to Bottom

Bottom to Top

ReferencesStandards for collection management Part I Association for Library Collections and Technical Services (ALCTS) (https://www.youtube.com/watch?v=ZuLQdjynCQQ)Part II (https://www.youtube.com/watch?vPOGzvWBJ7xs)

The collection life cycle in library and information services (https://www.youtube.com/watch?v=bLkwpfGLqTO) Culling your Collection: the fine art of weeding (https://www.youtube.com/watch?v=a5vAKbTTudg)Collection Development: The Basics and Beyond (https://www.youtube.com/watch?v3IEVL8WV730) The Present and future of Academic Library collection development in the United States (https://www.youtube.com/watch?v=BK_Lc-YsWDg)

ReferenceWeeding your way to a User-Centered collection (https://www.youtube.com/watch?v=XuRHUhzmR1A)Weeding your school library (https://www.youtube.com/watch?v=ogUdxIfItqg)

MABUHAY PAARL!THANK YOU VERY MUCH FOR LENDING ME YOUR EAR!