Enhancement of Reference Services

The Enhancement of Reference Services was one of the continual improvement programs implemented by Pustaka to improves its services to its users. This program was originally planned in 2012, but due numerous technical issues, it was only implemented in 2013.

Statement of Problem

The decentralised nature of the reference services made them inconsistent, thus unreliable. Reference inquiries through telephone went to Central Registry Unit, Here, the reference inquiries were handled by non library professional. Over the counter reference services were mostly handled by the security guards, who form the first line in term of frontline services. More serious reference inquiries, including online reference were handled by the Business Information Services. The reference desk was critically under utilised. The latter only catered for directional information. In other word, Pustaka’ reference services lacked identity and of non existence to the users.

Related to that, Pustaka was also experiencing depleting membership issue and decreasing usage of library resources. Annual customer survey conducted in 2008 till 2011 indicated that Pustaka’s information services were not favoured for.

Objectives of the Program

This continual program sought to enhance the reference services in the hope that it would

a) increase usage of library resources;
b) increase library membership;
c) enhance Pustaka’ corporate image; and
d) promote Pustaka as an important agent in the nation-building process

Proposed Solutions

Weaknesses		Root Causes		Proposed Solutions		Expected Benefits
Too much compartmentalization (e.g. OILS, BIS, etc.)		Units were task-oriented (e.g. MFR, Lincoln activities, children activities) rather than functioning as a whole IS division (current situation e.g. OILS, BIS, RCS, OFFPRO).		a) Propose to restructure Information Services Division into two main units (strategic business unit – SBU) i.e. Reference Service (RS) and Community Information Services (CIS) b) Propose to eliminate products/services which are no longer on demand and relevant due to advancement in technology (e.g. proliferation of e-books, free download from the Internet). These products or services are PRO-ACCESS, INFORMATION REPACKAGING and Sarawak Business Directory. c) Propose to revamp Business Information Service Unit, due to low ROI (Human resource versus revenue generated)		a) Better coordination and control of core services b) Maximization of resources
Current location of the Reference Services counter is not strategic. Consequently, the security guards are the first point of enquiry.		Pustaka was originally designed as State Reference Library. Due to public demand, circulation services were introduced. So, the then reference counter was converted into a circulation and reference counter. Consequently, the reference counter was over-shadowed and had to be moved to a secluded place. (i.e. near the entrance to newspaper reading room).		a) Propose rebranding of the Information services. b) Propose to upgrade Pustaka Miri as a Sector to eliminate red tape since it has all main functions as practised in Kuching, e.g. finance, library services and corporate management.		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.
Pustaka is a reference library, having collections targeting serious research and tertiary levels. However, current membership is mainly children and students of primary and secondary level.		Due to the existing policy on collection development targeting a serious research and tertiary level of education thus Pustaka as State Reference Library. We are duplicating the function of other public libraries in the vicinity.		a) Propose to realign organization’s focus to the existing policy (Pustaka as the State Library) and be clear on the level/depth of library collection and its intended target groups and programs. b) Propose to revisit/revamp/restructure existing policies: Collection development; Information services; Rules and regulations; Multi-tasking versus specialization (implied policy). c) Propose review of rebranding initiatives should be implemented at planned interval for long term development of the library services.		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.
Weak coordination. The decentralised nature of IS Division makes coordination difficult.		Heavy compartmentalization results in operating units gear their resources towards achieving their own specific goals.		Propose to restructure Information Services Division into two main units (strategic business unit – SBU) i.e. Reference Service (RS) and Community Information Services (CIS).		a) Better coordination and control of core services b) Maximization of resources
Reference Services niche area is almost non-existence.		Pustaka was initially set up as a reference library with strong local content. However, the current operation is incorporating public library function. Consequently, the niche area is being diluted and naturally neglected.		Propose to develop the local content via purchase, donation, smart-partnership and etc. (e.g. MOU with related agencies) This may entail to the upgrading of the Sarawakiana Unit, under Technical Services Division to a division under the Library Services Sector		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.
Weak management support on initiatives to improve IS Division.		Improvement initiatives via KFA, ICC or by other improvement teams was not considered / approved, e.g. Rebranding of Library Services. Often emphasis is mainly given on routine activities such as children activities, and other ad-hoc activities.		Propose that the management conduct a feasibility study and incorporate these proposals into the organization’s strategic planning so that proper planning and budgeting can be done.		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.
Heavy emphasis on library activities instead of core functions. As a result, core functions as a State and Reference library are often deprived of resources.		Often public library functions are being given more emphasis in order to meet Pustaka’s current membership profile which constitutes mostly children and students of primary and secondary level.		a) Rebranding of information services. b) Promotional activities should be more on Pustaka as a State Library instead of a public library.		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.
Lack of signage – Currently, most enquiries handled by the Reference Services staff are directional in nature, e.g. locations of rooms and facilities. These simple enquiries are taking more of the staff time.		Implied policy was already emplaced when the library was first set up, e.g. No drilling on the wall, no signage hanging from the ceiling denoting and creating a sub standard look/ambiance in the library. Customer surveys conducted over the year had similar findings and recommendations on this matter. However, not much improvement was carried out. Public complaint was still rampant e.g. direction in the library – where the toilets, prayer rooms, book shelves and etc.		Rebranding of information services.		Enhancement of corporate image; good public perception on core services and products; and maximization of resources.

The Task Force

Secretariat
a) Pn. Dayangku Hadzimah Awangku Ahmad
b) En. Bronny Lawrence Nawe
c) Cik Natalia Mohamad

Members
a) Pn. Laurena Aloh
b) En. Razak Rambili
c) En. Ramdzan Saman
d) En. Edison Ricket
e) En. Musa Ayub Abdul Rahman
f) Cik Salina Zawawi