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Tick Tock, Tick-Tock Tick Tock, Tick-Tock Shortening the Strategic Planning ClockShortening the Strategic Planning Clock
Strategic Long-Range Planningat the University of Arizona Library
Living the Future VITucson, AZ
April 6, 2006
BackgroundBackground
• Changes to structure and planning processes
– 4 permanent xf-teams
– Cabinet manages– Functional teams
implement
• Cabinet introduced to Business Diagnostic
Delivery & Access
Self-SufficientLearning
Environments
Virtual Environments
Education
New Cross-Functional TeamsNew Cross-Functional Teams
BackgroundBackground
Changed process & timeline strategic planning:
– Environmental scans forwarded to SLRP (mid -December)
– Ongoing changes & developments given to SLRP
– SLRP (Jan – March)
Delivery & Access
Self-SufficientLearning
Environments
Virtual Environments
EducationNon-XF member & Team Leader
SLRP Team FormationSLRP Team Formation
Strategic Long Range Planning Team:- 1 member of each xf-team- 1 at-large member/ Team Leader
Charge:- 12 weeks- New 3-5 year strategic plan:
-Environmental Scan-Goals, Strategies, & Qual. Stds.-Mission, Vision & Values statement-Strengths & Weaknesses
- Business Diagnostic Approach
Week 1
Assess EnvironmentAssess Environment
• Teambuilding– Lots of questions/concerns– Group willingness to try something new
• Recognized need for higher level strategy; not operational level
• Began Reading & Comprehension:– National reports & Data– Functional & XF Team reports– Project data– Campus reports & data
Source DocumentsSource Documents
XF Team RecommendationsXF Team RecommendationsVirtual Environment X-F Team 1. Electronic Reserves
2. Federated Search
3. Gaming (Gamer Generation)
4. Information Architecture
5. Learning Objects
6. Mobile Technology
7. Open-URL Link Resolvers
8. Personalization (My Library)
9. Single Sign-on
10. Social Software
11. Unbundling the Catalog-Holdings
12. Virtual Reference
Delivery and Access 1. Topic: University
2. Customer expectations document delivery
3. Topic: Collection Effectiveness, allocation models, and Information Resource Acquisition and Managements
4. Copyright, Licensing, Privacy, etc
5. Publishing
6. Current Technology
7. Data Sets
8. Digital Preservation
9. Explore ways to develop the ability to personalize the information experience of library constituents.
10. Scholarly Communication
Education X-F Team1. Scalability and Accountability in
Higher Education2. New Pedagogy
Learning Environment X-F Team1. Mediated Services2. Learning Environments
Relating Readings to our Strategic Relating Readings to our Strategic PlanPlan
OBJ 1 OBJ 2 OBJ 3 OBJ 4 OBJ 1 OBJ 2 OBJ 3 OBJ 1 OBJ 2CCP X X X X X XDDT X XDLIST X X X X XPARTNERS X X X XMAT X XSET X XSST X X X X X XTEAM Y X X X X X XTSAP X XUST X X X X X X X XXF- DA X X XXF- ED X X X XXF- VET X X X X X
GOAL 1- DISCOVER GOAL 2- EDUCATESLRP REVIEW OF TEAM RECOMMENDATIONS AGAINST LIBRARY GOALS
GOAL 3 - SERVE
ReviewReview
• Clarifications on reports
• Gathered additional data
• Reviewed Vision & Mission
• Examined Customers & Stakeholders
• Used mind-mapping software to denote relationships
Week 2 & 3
PRIMARY CUSTOMERS
What Do Customers Want?What Do Customers Want?
What do Customers Want (in the Future)?
I. Mobile Information Access &
Delivery
II. Intention-able Physical Spaces
III. Comparable, competitive services
IV. Authority Networks & Information Assimilation Support
Weeks 4 & 5
Business DiagnosticBusiness DiagnosticPurpose:• Feedback session
for the Library• Based on the “What
Customers Want”:– Expose Desirable &
Undesirable Effects – Root causes for
Effects– What Should the
Library Do?
Weeks 6 & 7
Business DiagnosticBusiness Diagnostic
• 2 days (9:00-4:00)–Provided working lunch
• 83 people participated (~50% of the Library)
– 10 groups– Highly interactive:
•Brainstorming•group discussion•Affinity diagramming•Multi-voting
Note: This is one source of feedback – SLRP recognized it includes opinions, comments, etc.
Review & PrepReview & Prep
• Assessed results of business diagnostic– Large percentage of operations concerns/suggestions
• Reviewed/updated Vision & Mission
• Examined Values & noted conflicts
• Defined Key Result Areas for Library– Information Services– Customizable Spaces– Technical Infrastructure– Operational Effectiveness
Week 8
Visionary Team PlanningVisionary Team Planning
Purpose:Integrated planning session
Outcomes:• Draft 3-5 year goals • Ideas for strategies• Collaborative development
& directions for XF-teams• Gives XF-teams a preview
Week 9
*Developed by Dr. Ben Neiman
Visionary Team PlanningVisionary Team Planning
• 2 day session
• Led by Raytheon Facilitator
• Participants:– reps from all XF-teams– reps from Cabinet– SLRP
• Learned new techniques:
– Visionary planning process
– Creative brainstorming– Carousel brainstorming
Draft Strategic PlanDraft Strategic Plan
• Reviewed all inputs
• Drafted strategic plan
• Vetted with Library
• Final Plan submitted on March 28th
We saved 3 months & provided a much more active and integrated planning cycle!
Weeks 10-12
06-07 Strategic Plan06-07 Strategic PlanKRA: Information Services 3-5 Year Goal:Library customers have seamless, on-demand access to information resources and services needed to accomplish their research, scholarship, teaching and learning.
Strategy 1: Deliver information resources and services through platforms, devices and/or external services in common use by customers.
Strategy 2: Employ the most-cost effective means of acquiring and providing quality information and information services.
Strategy 3: Encourage customers to explore, understand, and act on scholarly communication issues.
Strategy 4: Employ the most cost-effective means of delivering quality education services to customers.
Strategy 5: Cultivate relationships with UA departments, campus services and external organizations as appropriate to meet customer needs.
06-07 Strategic Plan06-07 Strategic PlanKRA: Customizable Spaces 3-5 Year Goal:The UA Libraries provide outside the classroom learning environments that give customers the capability to manage information and collaborative relationships in physical and virtual workspaces that are customizable to their requirements.
Strategy 1: Significantly increase the Libraries’ capacity to provide and manage flexible physical space and the technological capabilities of the spaces for a variety of research, learning and collaborative activities.
Strategy 2: Develop learning environments through comprehensive, customizable collections and tools that support learning and research in virtual workspaces in use by our customers.
06-07 Strategic Plan06-07 Strategic PlanKRA: Technical Infrastructure 3-5 Year Goal:The technical infrastructure for the UA Libraries seamlessly supports the delivery of information and services to customers and internal operational needs.
Strategy 1: Assess, implement, and support the key technical systems and resources as identified in the other three Key Result Areas of this plan in alignment with developing national standards and infrastructure.
Strategy 2: Decrease barriers to seamless access both within the libraries and across campus.
Strategy 3: Customers can select the delivery of services and content to where they are and to the information platforms and devices they use.
Strategy 4: Ensure the component parts of the online catalog [descriptive metadata, holdings, patron, and circulation information] are efficiently accessible regardless of where customers begin their search process.
Strategy 5: Determine the best methods for preservation of and access to digital content.
06-07 Strategic Plan06-07 Strategic PlanKRA: Operational Effectiveness 3-5 Year Goal:The UA Libraries’ organization, values and employee development align with its strategy, and staff take great pride in the aspirations, accomplishments and reputation of the Libraries enterprise - demonstrating commitment to organizational values, healthy debate and group cohesion that drive continuous improvement, risk-taking, and individual achievement.
Strategy 1: Develop competencies throughout the Libraries as required to achieve goals in Key Result Areas. These competencies can be developed through activities such as, but not limited to: on the job learning and cross training, coaching, apprenticeship, etc.
Strategy 2: Align Organizational systems, structures, and culture as required to achieve goals in Key Result Areas.
Strategy 3: Build on reputation, collaborative partnerships with and image among research libraries and related information agencies to lead in and achieve goals in key result areas.
Strategy 4: Dying products, services, or processes are identified and abandoned in order to reallocate resources to new initiatives that support the Library’s strategic directions.
Breaking New GroundBreaking New Ground
• New look at physical space & how customers use it
• Expanding focus on unbundling OPAC and delivering content to user environments; not focused on library website as a be all…
• Cultivating relationships with customers
• Focused movement towards increased grant & revenue sources (not in past planning)
• Planned abandonment – dying products/services
Measuring our ProgressMeasuring our Progress
• 3-5 year measure uses LibQual+3-5 Year Measure: Decrease the mean difference between desired and perceived service for all UA respondents to the LibQual “Information Control” Dimension.
Quality Standard: Reduce gap by 20% from -1.18 measured in 2005 to -.94 measured in 2010.
• Past measures/quality standards at process level– Provides a dashboard for Cabinet/Library
• XF/Functional teams will develop process level
Current StateCurrent State
• XF Teams developing action plans & projects
• Budget Requests submitted
• Projects handed off to functional teams
Lessons LearnedLessons Learned
• Testing & developing process on the fly– Better, more integrated process!
• Better data/format in scans • New techniques better exposed hidden/lacking
areas:– Consortia participation– Administration & External Relations– Internal Operations
• General understanding of new process lacking• There are some things better handled outside
of the 12 weeks
Questions & DialogueQuestions & DialogueSLRP Website:http://dizzy.library.arizona.edu/library/teams/slrp/
Team Members:Mona Ammon Self Sufficient Learning
Environmentsammonm@u.library.arizona.edu
Sharon Knowlton Virtual Environments (past SLRP TL)
knowlton@u.library.arizona.edu
Jim Martin Delivery & Accessmartinj@u.library.arizona.edu
Maliaca Oxnam Team Leader, Non-XF Memberoxnamm@u.library.arizona.edu
Michael Ray Educationmray@u.library.arizona.edu