ABSTRACT
In 2007 the Bibliographic Services Department of the Cline Library absorbed Document Delivery Services and Reserves, two areas traditionally associated with library services, and was renamed Content, Access and Delivery Services (CADS). The name change represented a major shift in how these units do business. Changing technology, shrinking budgets, and fewer human resources had created the need to find new ways to make relevant content accessible in a timely manner. This article examines how the library was able to successfully meet these challenges by cross-training staff to contribute to services and projects across the library, by creating purchase-on-demand processes that meet or beat document delivery turnaround times and add relevant content to the collection, and by repositioning resources to sustain the ability to meet the changing research needs of library users. The department formerly known as Bibliographic Services has redefined how success is measured, and the focus has shifted from process to service.
