Tick Tock, TickTock Shortening the Strategic Planning Clock

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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
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Background

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

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New Cross-Functional Teams
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Background

• Changed process timeline strategic planning
• Environmental scans forwarded to SLRP (mid
  -December)
• Ongoing changes developments given to SLRP
• SLRP (Jan March)

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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

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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

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Source Documents
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XF Team Recommendations
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Relating Readings to our Strategic Plan
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Review

• Clarifications on reports
• Gathered additional data
• Reviewed Vision Mission
• Examined Customers Stakeholders
• Used mind-mapping software to denote relationships

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PRIMARY CUSTOMERS
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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

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Business Diagnostic

• 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?

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Business Diagnostic

• 2 days (900-400)
• 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.
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Review Prep

• Assessed results of business diagnostic
• Large percentage of operations concerns/suggestion
  s
• Reviewed/updated Vision Mission
• Examined Values noted conflicts
• Defined Key Result Areas for Library
• Information Services
• Customizable Spaces
• Technical Infrastructure
• Operational Effectiveness

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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

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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

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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!

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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.

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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.

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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 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.

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06-07 Strategic Plan

• KRA 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 Librarys strategic directions.

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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

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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

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Current State

• XF Teams developing action plans projects
• Budget Requests submitted
• Projects handed off to functional teams

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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

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Questions Dialogue

• SLRP Website
• http//dizzy.library.arizona.edu/library/teams/slr
  p/
• Team Members
• Mona Ammon Self Sufficient Learning
  Environments
• ammonm_at_u.library.arizona.edu
• Sharon Knowlton Virtual Environments (past SLRP
  TL)
• knowlton_at_u.library.arizona.edu
• Jim Martin Delivery Access
• martinj_at_u.library.arizona.edu
• Maliaca Oxnam Team Leader, Non-XF Member
• oxnamm_at_u.library.arizona.edu
• Michael Ray Education
• mray_at_u.library.arizona.edu