journey to 2020: implications for strategy, staffing and services - evelyn bohan, ann mitchell

Journey to 2020: Implications for Strategy, Services and Staffing

James Hardiman Library

Evelyn Bohan, Head of Planning and ProjectsAnn Mitchell, Head of Staff Development and Service Environment

Overview

Strategy and Services

Staffing


• Drivers for change• Combined Library & IT Service Desk• A vision for the Library in 2020• New Roles• Generation of a Library Strategic Plan 2015 -2020

• Staff Skills Audit• 1:1 Meetings with the Librarian• Trading Places: Encouraging Staff Mobility

Strategy

• The Journey to 2020– Responding to the strategic and business needs of the University – Reductions in operating budgets and resources– Adapting to changing needs of our users – University framework for the development of a comprehensive Support

Services Strategy


Strategy

• A key challenge for the Library was matching new skills to new demands• New Roles were created

– Integrated Service Desk Manager • Integrate Library Customer Service Desk & ISS Service Desk

– Head of Planning & Projects• Introduction of Project Management in the Library

– Digital Library Developer • Implement a range of digital projects


Services

• Integrated Library Customer Desk and ISS Service Desk• Why integrate?

– Increases in student enrolment– Reductions in operating budgets and resources – Benefits for both units – Improve customer experience– Longer opening hours– Central Location


The Project

• Introduction of Project Management in the Library– PRINCE2 Methodology – Project Board, Project Team and Working Group

• Working Group– Process mapping– Standardised work documents – Service reviews – identify services which would be supported

• Major Change Management Project – Sensitive to staff concerns


Library Vision to 2020

• Quality review recommendations • Staff consultations

– Presented draft to staff• College consultations

– Presented draft to staff• Completed the vision document• Six main themes focusing on our priorities


New Roles and Partnerships

• Digital Library Team – Digital Library Developer– Digital Archivist – Digital Publishing and Data Management Librarian

• New Digital Project Partnership Roles– Duanaire Project

• Making accessible online a range of datasets in economic history data

– Abbey Archive Project • World’s largest ever theatre archive digitisation project


Generation of a Library Strategic Plan 2015 -2020

• NUI Galway Strategic Plan 2015 – 2020 launched in April 2015• Linking the University Plan and Library Vision • Create a Library Strategic Plan 2015 – 2020

– Strategic planning sessions focusing on the 6 themes of Library vision– Summary of each session circulated– High level targets and actions plans– Staff consultations


Staffing

Staff Skills Audit1:1 Meetings with the LibrarianTrading Places: Encouraging Staff Mobility


Staff Skills Audit: Drivers

• Vision for Library in 2020 • Need to capture a snapshot of current skills and gaps, staff strengths and capabilities• Opportunity for staff to identify their own areas of interest • Assist staff in becoming more aware of their skills and recognise the transferable skills

they have to offer • Inform the development of a strategic programme of targeted training


Staff Skills Audit:Skills Assessed: Levels/Interest

The online (Vovici) Skills Audit covered 4 broad areas of skills and interests

1. Administration, Management, General Skills

2. Specialist Skills & Knowledge

3. Technical Skills

4. Interests and Other Skills


Staff Skills Audit – Sample Output New Roles v Existing Staff Skills


Staff Skills Audit – Deliverables

• Inform the composition of new teams to deliver our vision and goals• Inform the constitution of committees and the delegation of tasks to

individual members• Identify training and development needs – part of PMDS process• Inform succession planning and future recruitment• Match staff to roles – further informed by a project to define the skills

required for each role and service


1:1 Meetings with Librarian:Intent• Opportunity for 77 staff members to engage with the Librarian in a 30

minute discussion each regarding the future:

– A Vision for the Library in 2020 and their contribution to its success

– The future direction of the Library, new staff teams and roles

– The themes of the University’s Strategic Plan 2015-2020

– Follow-up readings and links to relevant online content circulated post

meetingsJames Hardiman Library

1:1 Meetings with Librarian:Outcomes• Excellent engagement • Clear commitment to Library Vision 2020• Recognition of new environment for us and our users • Some common concerns raised:

– Student uptake of Library services– Importance/difficulty of getting our message across– Ensuring we are relevant and can add new value– New expectations of services and space– Challenge of keeping up with changes, skills, technology etc.


1:1 Meetings with Librarian:Outcomes

• Some staff disclosed unknown skills and areas of interest

• Most stated enjoyment of working in the Library

• Strong sense of commitment to the Library, NUIG and the future

• Lots of good ideas proposed

• Value of ongoing consultation evident


Trading Places – Encouraging Staff Mobility:Drivers• Enable staff to:

– Gain insight into the work of another area– Acquire hands on experience in a role that interests them– Develop experience beyond their current role– Expand their knowledge of the services offered by the JHL– Enhance their career prospects by broadening their experience and skill

sets– Get to know their colleagues better

• Support the delivery of A vision for the Library in 2020 / Library Strategic Plan 2015-2020


Trading Places – Encouraging Staff Mobility:Offer/Uptake May 2015 to date• Work Shadowing Experience – Shadow and observe a colleague carrying out the work of

a role that interests you– Uptake: 12 Staff Members

• Short Term Placement in another area of the Library - Try out for a short period, a job on the same grade, in an area that interests you– Uptake: 2 Staff Members

• Job Transfer – Express an interest in moving into a different job on the same grade on a permanent or temporary basis– Uptake: 2 Staff Members


In Summary


StrategyVision for Library in

2020NUIG Strategic Plan

2015-2020Library Strategic Plan

2015-2020

ServiceIntegrated Library &

IT Service DeskDigital Projects

Team

StaffingSkills Audit

1:1 MeetingsTrading Places

journey to 2020: implications for strategy, staffing and services - evelyn bohan, ann mitchell

Education

combined library

library strategic plan

staff strengths

assist staff

staffing staff skills

new skills

head of staff development

project team