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Tick Tock, Tick-Tock Shortening the Strategic Planning Clock

Tick Tock, Tick-Tock Shortening the Strategic Planning Clock. Strategic Long-Range Planning at the University of Arizona Library. Living the Future VI Tucson, AZ April 6, 2006. Background. Changes to structure and planning processes 4 permanent xf-teams Cabinet manages

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Tick Tock, Tick-Tock Shortening the Strategic Planning Clock

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  1. Tick Tock, Tick-Tock Shortening the Strategic Planning Clock Strategic Long-Range Planning at the University of Arizona Library Living the Future VI Tucson, AZ April 6, 2006

  2. Background • Changes to structure and planning processes • 4 permanent xf-teams • Cabinet manages • Functional teams implement • Cabinet introduced to Business Diagnostic

  3. New Cross-Functional Teams

  4. Background Changed process & timeline strategic planning: • Environmental scans forwarded to SLRP (mid -December) • Ongoing changes & developmentsgiven to SLRP • SLRP (Jan – March)

  5. Non-XF member & Team Leader SLRP 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

  6. Week 1 Assess 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

  7. Source Documents

  8. XF Team Recommendations

  9. Relating Readings to our Strategic Plan

  10. Week 2 & 3 Review • Clarifications on reports • Gathered additional data • Reviewed Vision & Mission • Examined Customers & Stakeholders • Used mind-mapping software to denote relationships

  11. PRIMARY CUSTOMERS

  12. Weeks 4 & 5 What Do Customers Want? What do Customers Want (in the Future)? • Mobile Information Access & Delivery • Intention-able Physical Spaces • Comparable, competitive services • Authority Networks & Information Assimilation Support

  13. Purpose: 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 Diagnostic

  14. Business 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.

  15. Week 8 Review & 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

  16. Week 9 Visionary Team Planning *Developed by Dr. Ben Neiman Purpose: Integrated planning session Outcomes: • Draft 3-5 year goals • Ideas for strategies • Collaborative development & directions for XF-teams • Gives XF-teams a preview

  17. Visionary 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

  18. Weeks 10-12 Draft 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!

  19. 06-07 Strategic Plan KRA: 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.

  20. 06-07 Strategic Plan KRA: 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.

  21. 06-07 Strategic Plan KRA: 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 selectthe 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.

  22. 06-07 Strategic Plan KRA: Operational Effectiveness 3-5 Year Goal: The UA Libraries’ organization, values and employee development alignwith 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.

  23. Breaking 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

  24. Measuring 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

  25. Current State • XF Teams developing action plans & projects • Budget Requests submitted • Projects handed off to functional teams

  26. Lessons 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

  27. Questions & Dialogue SLRP Website: http://dizzy.library.arizona.edu/library/teams/slrp/ Team Members: Mona Ammon Self Sufficient Learning Environments ammonm@u.library.arizona.edu Sharon Knowlton Virtual Environments (past SLRP TL) knowlton@u.library.arizona.edu Jim Martin Delivery & Access martinj@u.library.arizona.edu Maliaca Oxnam Team Leader, Non-XF Member oxnamm@u.library.arizona.edu Michael Ray Education mray@u.library.arizona.edu

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