tick tock, tick-tock shortening the strategic planning clock

27
Tick Tock, Tick-Tock Tick Tock, Tick-Tock Shortening the Strategic Planning Shortening the Strategic Planning Clock Clock Strategic Long-Range Planning at the University of Arizona Library Living the Future VI Tucson, AZ April 6, 2006

Upload: dmitri

Post on 05-Feb-2016

61 views

Category:

Documents


0 download

DESCRIPTION

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 - PowerPoint PPT Presentation

TRANSCRIPT

Page 1: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 2: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

BackgroundBackground

• Changes to structure and planning processes

– 4 permanent xf-teams

– Cabinet manages– Functional teams

implement

• Cabinet introduced to Business Diagnostic

Page 3: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

Delivery & Access

Self-SufficientLearning

Environments

Virtual Environments

Education

New Cross-Functional TeamsNew Cross-Functional Teams

Page 4: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

BackgroundBackground

Changed process & timeline strategic planning:

– Environmental scans forwarded to SLRP (mid -December)

– Ongoing changes & developments given to SLRP

– SLRP (Jan – March)

Page 5: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 6: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 7: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

Source DocumentsSource Documents

Page 8: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 9: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 10: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

ReviewReview

• Clarifications on reports

• Gathered additional data

• Reviewed Vision & Mission

• Examined Customers & Stakeholders

• Used mind-mapping software to denote relationships

Week 2 & 3

Page 11: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

PRIMARY CUSTOMERS

Page 12: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 13: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 14: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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.

Page 15: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 16: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 17: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 18: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 19: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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.

Page 20: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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.

Page 21: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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.

Page 22: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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.

Page 23: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 24: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 25: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

Current StateCurrent State

• XF Teams developing action plans & projects

• Budget Requests submitted

• Projects handed off to functional teams

Page 26: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

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

Page 27: Tick Tock, Tick-Tock  Shortening the Strategic Planning Clock

Questions & DialogueQuestions & DialogueSLRP Website:http://dizzy.library.arizona.edu/library/teams/slrp/

Team Members:Mona Ammon Self Sufficient Learning

[email protected]

Sharon Knowlton Virtual Environments (past SLRP TL)

[email protected]

Jim Martin Delivery & [email protected]

Maliaca Oxnam Team Leader, Non-XF [email protected]

Michael Ray [email protected]