Communications Task Force

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Communications Task Force

• Clemson University Libraries

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First and Most Importantly

• Thank you!

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First and Most Importantly

• Thank you!!

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First and Most Importantly

• Thank you!!!

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We couldnt have done it without you!
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Internal vs. External?

• We decided
• to focus on
• internal communications first.

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Presentation Format

• Issues
• Nikes
• Short-Term Recommendations
• Long-Term Recommendations
• Other Recommendations
• Nikes
• Short-Term Recommendations
• Long-Term Recommendations

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Issue 1

• The remote units feel disconnected from Cooper
  Library.

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Issue 1 Remote Units DisconnectedNIKES

• Rotate library-wide celebrations to different
  locations.
• Hold library-wide celebrations in all locations.
• Deliver the mail to all remote units.
• All candidates for vacant positions should be
  brought around to the remote units (when
  possible).

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Issue 1 Remote Units DisconnectedSHORT-TERM

• Make sure that orientations include the remote
  units.

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Issue 2

• The units feel disconnected from one another,
  regardless of location. Communication between
  units must be improved.

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Issue 2 Units DisconnectedSHORT-TERM

• StaffWeb Alphabetical Staff List This directory
  would have a name, photograph, contact
  information and job responsibilities.
• Update each StaffWeb page for all groups and
  committees. Groups and committees must be
  diligent about updating the information on the
  page. Each group and committee should nominate
  one person to be responsible for keeping the page
  updated with current information.
• Update and standardize the StaffWeb page for each
  unit, addressing policies and procedures, as well
  as an FAQ for common questions for that unit.

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Issue 2 Units DisconnectedSHORT-TERM

• Make library employees more aware of the library
  blog and unit reports.
• Create a Millennium page for StaffWeb that
  includes processes, policies and procedures.
• Create a blog or wiki for Millennium to help
  communicate issues and updates.
• Resource Sharing needs a page on StaffWeb.

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Issue 3

• Communication within units must be improved.

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Issue 3 Improve Unit CommunicationsNIKES

• All units should have at least one regularly
  scheduled meeting a month, if not more
  frequently.
• Create a designated Millennium contact for each
  unit.

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Issue 4

• Is the current committee/group structure the most
  efficient way to accomplish the Librarys mission
  and goals? Maybe having a group doing those
  responsibilities is not the best way to
  accomplish the goal.

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Issue 4 Committee/Group StructureSHORT-TERM

• Re-evaluate the groups and committees of the
  Library (responsibilities and membership),
  striving to make it as inclusive as possible.
• Clearly define the charges of the groups and
  committees in the re-evaluated structure and give
  them the resources need to complete their charge.
• Name the groups and committees clearly (stay away
  from acronyms).

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Issue 4 Committee/Group StructureSHORT-TERM

• Clearly communicate the charges and decisions of
  groups and committees once they are
  re-established.
• Provide necessary training to the established
  groups and committees.
• Consider establishing a Millennium Users Group.

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Issue 4 Committee/Group StructureLONG-TERM

• Investigate the creation of full-time positions
  for training and also for publicity.
• Investigate the creation of an E-Resources Unit,
  whose full-time responsibility is development and
  maintenance of an effective webpage and managing
  electronic resources.

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Issue 5

• There is a lack of understanding about
  responsibilities and expectations between faculty
  and staff.

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Issue 5 Faculty/Staff ExpectationsSHORT-TERM
LONG-TERM

• Short-Term
• Standardized orientation, ongoing training, clear
  goals and expectations should help resolve this
  issue.
• Long-Term
• Create an internal mentoring program.

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Issue 6

• The supervisor-supervisee relationship (Unit
  Heads and other supervisors) must be improved and
  productive management practices must be put into
  place.

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Issue 6 Supervisor/SuperviseesSHORT-TERM

• All supervisors should receive mandatory
  management training.

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Issue 6 Supervisor/SuperviseesLONG-TERM

• A management training program should be
  implemented for all supervisors. Supervisors
  should receive management training not only as
  they become supervisors, but also have continuous
  opportunities specifically for improving
  management skills.
• All supervisors should be held accountable for
  management responsibilities in their evaluation.
  Investigate ways to seek input from supervisees
  for supervisor evaluations.

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Issue 7

• There is an information plug regarding decisions,
  results, events and more from the Dean, Admin
  Council, and other committees, groups and
  meetings.

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Issue 7 Information PlugNIKES

• Admin Council  Make library staff aware that
  Admin Council meetings are open to all library
  employees, send the agenda to all library
  employees prior to the meeting and then send
  approved minutes to all library employees, as
  well as placed on Staff Web.
• All Units should have regular scheduled meetings
  at least once a month.

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Issue 7 Information PlugNIKES

• There should be a library-wide State of the
  Library meeting at the beginning of each
  semester (Fall and Spring) to address our current
  progress, our semester goals and our progress
  towards long-term goals.  We also recommend a
  series of town hall meetings in the summer to get
  staff input on library changes and library goals.
• Each unit should develop a contact list that
  addresses whom to call in various situations.
  For example, Architecture would include who to
  call if the guard doesnt show up, if ILLs arent
  working, student paperwork, etc.

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Issue 8

• There should be a standardized basic orientation
  for all new employees, regardless of position.

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Issue 8 OrientationSHORT-TERM

• Make sure all new employees have a designated
  contact for questions.
• Conduct the same orientation for faculty and
  staff. Investigate how other libraries conduct
  orientations (as employee is hired, quarterly
  basis, etc.).
• Create a new orientation geared for all library
  employees.

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Issue 9

• There needs to be more training offered on
  specialized topics. The trainings should be
  offered by not only faculty and staff, but also
  by outside presenters.

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Issue 9 TrainingNIKES

• Have a representative from Cataloging come to a
  Reference meeting to explain the process for "In
  Process" books.
• Provide timely updates concerning Outlook and the
  Exchange Server and the librarys implementation
  plan.

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Issue 9 TrainingSHORT-TERM

• All faculty should present at least one training
  of their choice for all library employees.
• Open Houses are already being planned by the TDG.
  However, we would recommend having at least two,
  instead of just one.
• Create a general online glossary of Library
  jargon (ours and general).
• Have Special Collections come up with a brief
  "top ten cool things about Special Collections"
  brochure for tours and PR.

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Issue 9 TrainingWORKSHOPS REQUESTED

• Explaining electronic print resources (both
  current and new resources)
• Millennium, Millennium, Millennium
• Implement biannual library meetings of
  informational updates in Millennium products and
  services.
• Government documents and the map collection.
• Architecture library resources
• Special Collections library resources

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Issue 9 TrainingWORKSHOPS REQUESTED

• Cataloging processes
• Acquisitions processes
• Conduct a presentation for completing Cooper
  facilities work orders.
• Government Documents Mold Patrol
• How to use the StaffWeb
• General communication workshop with a really good
  moderator to run it with role playing

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Issue 9 TrainingLONG-TERM

• Conduct informational interview meetings between
  units that work with one another or have similar
  work processes that overlap.
• Millennium Training for all staff possibly
  survey staff needs specifically?
• A cross-training program within units and between
  units should be developed.

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Issue 10

• We need an electronic master calendar for the
  Libraries.

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Issue 10 Master CalendarNIKES

• Create a temporary master calendar for now until
  Outlook is implemented.

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Issue 10 Master CalendarSHORT-TERM

• Since Outlook will provide an easy-to-implement
  solution, we recommend that once all staff are on
  Outlook, we implement a permanent master calendar
  of Libraries and University events on Outlook.
• Investigate employee preference for the date and
  time of the Holiday Dinner.
• At the beginning of the calendar year, decide
  and/or announce the dates for Fall Festival,
  Holiday Dinner, National Library Week, Employee
  Recognition Day, etc.

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Issue 11

• We need a new signage system for the Libraries.

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Issue 11 SignageSHORT-TERM

• Investigate signage issues. Bring in several
  consultants to look at the layout and offer
  suggestions on signage.

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Issue 11 SignageLONG-TERM

• Information kiosk on each floor, or at least a
  floor map to help patrons find call numbers, like
  a mall directory. Put those colorful maps in
  each hallway.
• Budget for a new signage system and complete it.

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Issue 12

• We need standards regarding all forms of
  communication.

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Issue 12 Communication StandardsNIKES

• Make sure email lists are up-to-date so everyone
  gets everything.
• Set up specific mailing lists for various groups
  (whole library, student supervisors, etc.) so
  people dont get so much email that doesnt apply
  to them.

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Issue 12 Communication StandardsSHORT-TERM

• Investigate other forms of conveying library news
  and information such as interdepartmental mail,
  Outlook, blogs, forums, wikis, weekly digest, and
  RSS in addition to email, library forums, G-drive
  and the StaffWeb pages. 
• Provide directives on how and when to use
  information tools (all of the above). 

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Issue 12 Communication StandardsSHORT-TERM

• Devise communication standards. Examples of such
  standards are
• Instead of attaching a document thats also on
  StaffWeb, send the link in the email. 
• If the information is shorter than X pages, copy
  the text into the email instead of including an
  attachment. 
• Any library news should be prefaced on the
  Subject line with Library News.
• Create a process for submitting information for
  updating StaffWeb.

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Issue 12 Communication StandardsLONG-TERM

• Investigate possibilities for video
  communications or other technologies for
  long-distance meetings, especially for statewide
  meetings.
• Recommend the creation of a library wiki for
  internal communication.  This would not replace
  StaffWeb, but supplement it.  With a wiki, units
  would have control over their own information. 
  Information that is needed to facilitate
  inter-unit cooperation would be placed on the
  wiki.  For instance, in the Cataloging section,
  Cataloging could update what is needed for the
  Reference Weeding project and what current
  problems have occurred, along with how to solve
  them.

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Issue 13

• Improve collaboration between InTouch and the
  employees, units, groups and committees of the
  libraries.

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Issue 13 InTouchNIKES

• Create a webpage for InTouch for online
  submissions .
• Designate an InTouch contact for each unit.
• Have InTouch announce all events and trainings
  that are on the master calendar as theyre close
  to occurring.
• In each InTouch, have a did-you-know about a
  unit, rotating through the units.
• Ensure timely distribution of InTouch, as well as
  enough copies.

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Issue 13 InTouchSHORT-TERM

• Investigate what people really want from InTouch.

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OTHER NIKES

• Go back to donating party leftovers to Helping
  Hands or some other worthwhile local
  organization.
• Buy quiet carts for Government Documents.
• Give custodial staff permission and necessary
  resources to close restrooms while they are
  being cleaned.

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OTHER NIKES

• Make sure all employees have individual phone
  lines and phones.
• Provide better information, including branches,
  to student tour facilitators.
• Provide more comprehensive information in Unit
  Reports, including what people are working on in
  the unit.
• Until groups and committees are re-evaluated,
  more groups and committees should meet together
  to share ideas. Two examples TDG and Social
  Recognition, TDG and the new career success
  program committee.

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OTHER NIKES

• Purchase walkie/talkies for custodial staff.
• Keep CCIT and Susan Davidson informed by sending
  the nightly library reports when there are any
  CCIT-related problems like printing or the public
  machines.
• Contact Nursing to set up stations in the lobby
  to check blood pressure, etc.

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OTHER SHORT-TERM

• Investigate a way to have only one online form
  for Remote Storage requests.
• Provide maps and information about whom to
  contact for different questions for the CCIT Help
  Desk.
• Work with CCIT to staff the student help desk
  earlier and later.

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OTHER SHORT-TERM

• Investigate getting a machine for Special
  Collections that takes TigerStripe, and a second
  machine for Architecture for vending items.
• Look into seeing how changes in re-shelving
  practices have affected other units and patrons.
• Look into recording library training sessions so
  they can be viewed online later.

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OTHER LONG-TERM

• Investigate the flow of patrons and decide who
  will be the first point of contact and where that
  location should be to reduce patron bouncing.
• Create a web page about appraising a book with
  collaboration from Acquisitions and Special
  Collections.
• Survey library employees and units concerning the
  eventual web page redesign of the libraries web
  page.
• Improve communications with new Director of
  Library Development and Library Ambassadors. 

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OTHER LONG-TERM

• Investigate returning to stamping due dates in
  books.
• Investigate changing the name of Remote Storage.
• Develop more realistic long-term salvage
  priorities for disaster preparedness.
• Investigate how to create a space in the library
  where all library employees could gather for
  meetings, events, etc.

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Where do we go from here!?

• Our final recommendation
• Create a Communication Implementation Team.
• This team would be responsible for prioritizing
  the recommendations and managing their
  implementation, including contacting the
  necessary parties and setting timelines and
  deadlines for projects and tasks. They would
  also be responsible for communicating to all
  library employees why a particular recommendation
  could not be accomplished.