Purpose – The purpose of this paper is to examine the ongoing life cycle of the world's first library Automated Storage and Retrieval System (ASRS) at the Oviatt Library at the California State University, Northridge (CSUN). Born from the pilot project at the California State University Chancellor's Office, CSUN's ASRS was inaugurated in 1991 and cost over $2,000,000 to implement. It survived a devastating 6.8 Northridge earthquake and protected the collection housed within. Almost 20 years later the CSUN ASRS underwent a major renovation of hardware. With the changing concept of library as space and the construction of Learning Commons at the Oviatt, the demand for ASRS capacity is higher than ever. Design/methodology/approach – In addition to the history and overview, the paper explores the major aspects of ASRS administration: specifications of storage layout and arrangement of the materials, collection policy for storing materials, communication of retrieval requests and ASRS interface and compatibility with successive Integrated Library Systems. Findings – The first ASRS served as proof of concept that a library collection does not lose its effectiveness when low-circulating materials are removed from the open stacks. Furthermore, with the changing concept of library as space and the construction of Learning Commons at the Oviatt, the provision of the nimble, just-in-time collection becomes paramount, and the demand for ASRS increases exponentially. Practical implications – Administrators and librarians who consider investing in ASRS will learn about the principles of storage organization, imperatives and challenges of its conception and long-term management on the example of CSUN. Originality/value – The paper carries unique qualities as it describes the formation and evolution of the world's first library ASRS. The visionary undertaking not only withstood the test of time and nature, it continues to play a pivotal role in Oviatt Library's adaption to the new generation of users’ demands and expectations.

Purpose -While laying the foundations of any libraries' collections, technical services (TS) play an important role in the expenditure of a library's materials and personnel budgets. Budgetary crises, increased user expectations, and growing workloads create challenges for TS to continually do more with less. When old practices cannot survive weakening budgets, it is time to dig into the layers of established procedures and see how they stand the test of relevance. This paper aims to address the issues regarding TS workflows. Design/methodologyapproach -The paper describes a study into TS at California State University Northridge (CSUN) Oviatt Library. Findings -Examination of long-established procedures and workflows reveals a treasure trove of superfluous traditions, outdated mechanisms, and a visible failure to adopt the progress of the past decade. The discovery led to the reorganization of the department, the redesign of existing workflows, and the introduction of innovative technologies. Consequently, TS reduced processing time throughout the supply chain of information, improved service, and saved money. In addition, the reliance on vendors to assist in data management can greatly increase the efficiency of technical services. Originality/value -The paper highlights how continued revision should keep technical services' workflows and procedures fresh and relevant. When libraries are squeezed by budget crises, staff cutbacks, and increased workloads, there seems to be no way out. At the same time, users' expectations for instant information gratification has resulted in an ever-expanding buffet of electronic resources and associated new workloads for TS in acquiring and managing access to electronic and digital formats (Duranceau and Hepfer, 2002). It is often said that technical services (TS) departments are cut down to the bare bone. When this is the case, some reserves can be found through the reverse exploration of how current workflows were formed.Libraries, and specifically TS, are known for the longevity and low turnover of their personnel. Libraries "had been a very stable, hierarchical, secure structure for many, many years and had attracted a significant number of people who wanted to work in that type of protected environment" (Diaz and Pintozzi,

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