In addition to member library contacts, information specific to delivery schedules is also required. Information ensuring delivery, such as courier code, route name/number, ser vice start/end dates, closed dates, and delivery days should all be available in the system. If you are implementing an integrated cou- rier management system, it is a good time to review and revamp all the different reports and statistics currently in use. A new system should give the manager options regarding formats, timing, and availability. With an online system, some reports may no longer be required, since libraries can access the information at any time.
The courier management system should provide the manager with all the reports needed for member libraries, governing bodies, and courier ser vice part- ners. Any report package should be flexible and allow the managing orga nization to select the criteria for the report as well as the fields for output. The reports should be viewable online, at the least. Downloading to Excel and other output capabilities that would allow manipulation of the report data are highly desirable.
Most courier managers invoice member libraries directly, though in some consortia the courier is one ser vice among many and may be included as part of a larger bill for ser vices. For those who do invoice directly, the billing module of any courier management system should be customizable and flexible. Using the system, the manager should be able to determine the costs for each library, pay- ment status, and any identifying information required for the billing process. The system should allow either the ability to create and send invoices or to output the information for use in other billing systems. Historical information should be maintained and made available.
Another important tool is a module to track lost and damaged items. As with other features, allowing flexibility in implementing options is important.
The ability to enter lost or damaged items into the system should be controlled so that only authorized personnel can report an issue. Member libraries should be able to pull up a list of their own lost and damaged items. Automatic communi- cation tools reduce the level of manual tasks required to move items through the lost and damaged processes.
Finally, one of the most valuable features of a courier management system is the ability to target communications to specific individuals, routes, or groups of participating libraries. The manager should be able to quickly select an indi- vidual or a group listed in the courier management system for an e-mail distribu- tion. The system may offer automatic e-mail that informs people when specific changes are made in the delivery system, such as a change in route times or cou- rier delivery days.
Developing a Courier Management System
Each orga nization has different reasons for considering a courier management system solution. Think about the following questions to guide your decision:
Does the courier manager struggle to provide timely and accurate
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reports to management concerning usage, problem tracking, and membership?
Does the courier manager rely on multiple spreadsheets, paper files, and
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databases to manage the current courier process?
Is the number of addressing errors on sorting and routing slips causing
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an undue burden on the courier manager and affecting delivery time of material?
Does the courier manager struggle to find a way to communicate with
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member libraries individually, with a subset of libraries, or with the group as a whole?
Is it difficult for libraries and the courier manager to report and track lost
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and damaged materials or problems with delivery?
Is library contact information out of date, incomplete, or difficult to keep
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current?
Will the savings gained in higher productivity and fewer errors offset the
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cost of development and implementation of a new system?
Answering yes to three or more of these questions may be enough to convince an orga nization that a courier management system should be investigated.
Courier management staff are responsible for overseeing the development process of a courier management system. The steps involved are the same whether the system is developed in-house or by a third party.
The orga nization begins the process by establishing system requirements for the new software. System requirements are identified by evaluating current pro- cesses and procedures and identifying priorities. The following questions help identify the areas that benefit most from automation:
Which pieces of the process are the most important to the management
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staff and which are most important to the member libraries?
Are there unfilled needs a new system could fill?
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Which areas of your current practices take the most time to explain to
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members?
Which area gets the most complaints from users?
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What information is unnecessarily “hidden” in your current
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procedures?
Which parts and how much of your management activities do you want
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to automate? A list of libraries and courier codes on a static web page may work for some, but the more libraries involved, the less helpful a web page may be for users.
Should libraries be allowed to update their own contact information?
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How is your contact information stored?
Is it easy to communicate with a single person or everyone on a route?
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How do you keep track of library closed dates?
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How do you make library-specific information available to other libraries
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and to your courier ser vice provider?
How do you handle trouble tickets?
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What kind of follow-up system do you utilize to make sure the problems
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have been resolved?
What kind of billing mechanism do you have?
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The basic information the manager is attempting to understand is which ques- tions the staff must answer about the ser vice on a daily basis, and what informa- tion they want to track and have available for reporting.
Once the system requirements have been detailed, the orga nization must decide to build or buy a system. The following questions serve as a decision- making guide:
Do systems exist that could be modified for orga nizational needs?
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Do staff have the necessary skills to build or maintain a system?
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What is the budget for developing and implementing a solution?
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What maintenance costs need to be considered?
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Would the system be implemented in phases to spread out the cost?
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Are there other systems the courier management system must interface
• with?
Regardless of the decision to build or buy, before proceeding the manager needs a thorough understanding of current data and work processes. A process and workflow review brings together several people with different skills and knowledge, including a systems analyst, the courier manager, and key internal staff and end users. Data conversion must also be planned to avoid extensive manual data entry. Be aware that converted data may require a thorough cleanup.
Data cleanup and testing are both time consuming and essential to developing a workable system.
A process for communicating problems to the developers should be estab- lished before testing begins. A copy of the original converted data should be kept
COuriEr ManagEMEnT SySTEM: a CaSE STuDy
The Colorado Library Consortium (CLiC) is a nonprofit orga nization that connects libraries across Colorado regardless of library type or size. The orga nization is best known for the management of a statewide courier that moves more than five million items between 390 libraries each year.
until mid-2007, the day-to-day management of the courier was handled with a seven-year-old Microsoft access database, plus four spreadsheets and an assortment of paper files, sticky notes, and e-mails. Participating libraries found courier code lists and lost item reports on the website. an online form was used to notify the courier manager of a lost or damaged item.
Several issues plagued the system: communication difficulties between libraries and the courier manager; tracking courier problems; inability to pro- vide accurate statistical reports to management; a database that contained inaccurate data; a cumbersome, labor-intensive process; and library find- ing aids that were difficult to develop and time consuming to maintain.
Our goal was to cut staff time required to manage the courier while enhancing the level of ser vice to libraries. CLiC’s staff could not under- take the development of a web-based software project of this magnitude.
The solution was to work with a development partner, Quipu Group. Three levels of system features, based on the level of security, were developed.
The functions available to all library staff without a login included the abil- ity to search for a courier code, produce a printable courier code report and routing slips, and link to information about the courier. The second level of security requires a login and password and is available to selected library staff. users may change library contact information, notify the cou- rier manager of lost or damaged items, and look up contact information for other participating libraries. The highest level of security is for the courier manager, who can update any library’s information, create ad hoc reports and send group e-mail, track billing, and maintain system settings.
Communication concerning the availability of a new system began five months before system release. It cannot be overstressed how important this communication was to the success of the project. It gave the library community ample time to hear why the changes were being made and the ability to ask questions and suggest changes. Libraries received infor- mation via user meetings, individual library visits, electronic discussion groups, and direct mailing.
separate from the data that are being used to test. Problems found in the system need to be communicated in a detailed manner and a tracking mechanism created to monitor when issues are fixed or identified as enhancements to be added later.
Consider user training needs well in advance of the system implementation.
Training can occur in many forms, from Help files that are part of the finished product to in-person, hands-on training classes offered in locations across the ser vice area or as an online tutorial that can be viewed at the user’s convenience.
The key to a smooth implementation is communication. An orga nization should begin discussing changes that affect libraries as early in the process as possible. If a completely new system is being developed, library staff must be given an opportunity to understand the benefits of undertaking a development project, be able to voice concerns, and understand how it will improve the ser vice they and their patrons receive. Remember that communication continues after implementation. Look for libraries that need additional help in learning the sys- tem or understanding why the changes were implemented in the first place. Some hands-on training and face-to-face communication may be necessary and should be planned for before it is needed.
Enhancements to the base system can be identified at every phase of the devel- opment cycle. The key is to capture these ideas and after implementation have staff prioritize them. It is suggested that up to 10 percent of the initial system develop- ment budget be set aside for enhancements. No matter how thorough the gathering of requirements, enhancements are always found later in the development life cycle.
Library staff from member institutions participated in the system test- ing. Testers were given little training and asked to evaluate the ease of use in addition to the functionality of the system. Based on their comments, the following training tools were created: a fact sheet describing key sys- tem functions, an FaQ, and an online help system. Most implementation issues and questions were addressed individually, and when warranted library site visits were conducted by CLiC staff.
In a recent orga nizational survey, the courier was ranked high by the library community. The courier management system is a part of that success. Key elements to success include keeping the library community informed from start to finish, involving key library community members during development, a thorough data cleanup, and an educated and knowledgeable courier staff.
Do not underestimate the time and effort it takes to move to a courier man- agement system from a system of sticky notes, spreadsheets, and folders of paper.
Once in place, however, it will make the work of running a courier ser vice simpler and more cost efficient and will improve ser vice to libraries.