the 10th annual library leadership institute preserving our past: creating our future hong kong....
TRANSCRIPT
The 10th Annual Library Leadership InstitutePreserving our Past: Creating our FutureHong Kong. 16-20 March 2012.
Jeff Trzeciak
Moving Forward StrategicallyImplementing Assessment in Your Library
邁向前的策略 : 在圖書館實施評估
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Moving Forward
Strategically
Implementing Assessment in Your Library
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
The Problem• In libraries, we craft
thoughtful, poetic strategic plans
• BUT we fall down when it comes to executing and managing the Plan.
• Result: Wasted time and resources, frustrated staff, tarnished image…
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
We aren’t alone..studies show…
• Only 37% of staff have a clear understanding of what their organization is trying to achieve.
• Only 20% see how their tasks align with their organization’s goals.
• Only 20% are enthusiastic about their organization’s goals
Stephen Covey, The 8th Habit, 2006.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
The FULL Planning Cycle
A-
B-
C-
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
The Back Story• Historically: one of few units
on campus with any Strategic Plan.
• Carefully crafted but:
– Not always that “strategic”
– Not always understood (too much jargon)
– Gathered dust from year to year
– Dreaded and hated
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Time for Change
• New University Librarian appointed in 2006. Jeff brought a new vision (high tech, learning-centred…)
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Step #1: Employee Input• 2 half-day workshops (50
participants) in July ’07• Small group discussion,
then report back:– A: What will libraries
look like in 3-5 years?– B: Draft a vision and
mission. – C: Draft lists of
initiatives
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Step #2: Leadership Retreat
• 2 days of facilitated discussion with consultant– A: Read staff input from workshop.– B: Crafted draft mission, vision, value
statements– C: Re-read staff input– D: Drafted 8 very rough strategic
directions (areas of focus, buckets)
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Went public with mission,vision & values
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
SETTING GOALS & IDENTIFYING INITIATIVES
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Step #3: Staff Workshop (Strategic Directions, Goals & Initiatives)
• Two half-day workshops.
• Tables assigned 1 of the 8 strategic directions. Identified key initiatives for each direction.
• Used dotmocracy to determine support.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Step #4: Staff Teams
• Spring 2008: struck 7 teams of staff (1 for each strategic direction).
• Teams asked to draft (3-year) goals and action plans.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Completion
• Teams produced slates of goals and initiatives.
• Vetted by senior leadership team.
• Held Town Hall for all staff.
• Posted on website as our final plan.
• Glossy brochure created.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
What we did right
Lots of big new “out of the box” ideas
Involved large numbers of staff
Linked initiatives to specific goals (at least loosely)
Assigned accountability
Publicized the results
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
BUT….too many initiatives!
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Resourcing the Plan
• September 2008: Created the Organizational Analysis group
• A Key Role: Oversee the planning process (including initiative management)!
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Organizational Analysis Group
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
MANAGING STRATEGIC INITIATIVES
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Regular Reporting
• Project leads expected to submit brief reports on their work 3 times a year (then file a final report).
• Use Google Docs to submit
• For many projects, it’s a 15-minute exercise
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Sample Project Update Key Achievements Since Last Report•Secured funding from donor•Architect prepared Concept Drawing
Next StepsPrepare mechanical & electrical drawings•Construct space
Changes in Scope, Time Line, Team or Lead•Eliminated *** from Plan.•Will need till Sept. to complete.
What You Need to Succeed•5 hours assistance from Marketing Librarian
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
On the Public Website
GoalBenchmarksEnd DateStatus
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
On the Staff Side
Also includes lead, team, start date.Flag changes in red.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
BALANCED SCORECARD
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
…A new “strategy” for strategic planning…
• March 2009 – McMaster embarked along with 3 other ARL libraries on the implementation of Balanced Scorecard.
• Lead: Kathy Ball.
• Team: Vivian Lewis, Wade Wyckoff
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
What is Balanced Scorecard?
• The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.
»Kaplan and Norton, 1996
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Balanced Scorecard Cycle
Only track initiatives that enhance the Library’s ability to meet its targets
Quantify!
Strong focus on communicating plan with others
Copyright © 2009 Ascendant Strategy Management Group – Page 28
McMaster University Library Strategy Map
Improve discovery of and access to
scholarly resources
Improve discovery of and access to
scholarly resources
Create world-class teaching & learning spaces
Create world-class teaching & learning spaces
Strive for exemplary
service that is responsive to user needs
Strive for exemplary
service that is responsive to user needs
Marketing and Communications
Services Operational Effectiveness
Promote the Library’s
reputation and role in the discovery,
dissemination, and preservation of
knowledge
Promote the Library’s
reputation and role in the discovery,
dissemination, and preservation of
knowledge
Integrate the Library into the
University’s teaching, learning,
and research mission
Integrate the Library into the
University’s teaching, learning,
and research mission
Develop highly-trained, technologically
-fluent superlative
staff
Develop highly-trained, technologically
-fluent superlative
staff
Nurture a healthy,
collaborative, and dynamic
work environment
Nurture a healthy,
collaborative, and dynamic
work environment
Grow an evidence-based
culture that encourages
innovation and risk taking
Grow an evidence-based
culture that encourages
innovation and risk taking
Secure appropriate financial resources to maintain a world class
research library
Secure appropriate financial resources to maintain a world class
research library
Mission: advance teaching, learning and research at McMaster by teaching students to be successful, ethical information seekers, facilitating access to information resources, providing welcoming spaces for intellectual discovery and promoting the innovative adoption of emerging learning technologies
Track efficiency and effectiveness of Library programs and services
Track efficiency and effectiveness of Library programs and services
Enhance the Library’s commitment to strategic
planning
Enhance the Library’s commitment to strategic
planning
Rev. July 22, 09
Copyright © 2009 Ascendant Strategy Management Group – Page 29
Mapping the Existing 7 Strategic Directions to the new Strategy Map
Improve discovery of and access to
scholarly resources
Improve discovery of and access to
scholarly resources
Create world-class teaching & learning spaces
Create world-class teaching & learning spaces
Strive for exemplary
service that is responsive to user needs
Strive for exemplary
service that is responsive to user needs
Marketing and Communications Services
Operational Effectiveness
Promote the Library’s
reputation and role in the discovery,
dissemination, and preservation of
knowledge
Promote the Library’s
reputation and role in the discovery,
dissemination, and preservation of
knowledge
Integrate the Library into the
University’s teaching, learning,
and research mission
Integrate the Library into the
University’s teaching, learning,
and research mission
Develop highly-trained, technologically
-fluent superlative
staff
Develop highly-trained, technologically
-fluent superlative
staff
Nurture a healthy,
collaborative, and dynamic
work environment
Nurture a healthy,
collaborative, and dynamic
work environment
Grow an evidence-based
culture that encourages
innovation and risk taking
Grow an evidence-based
culture that encourages
innovation and risk taking
Secure appropriate financial resources to maintain a world class
research library
Secure appropriate financial resources to maintain a world class
research library
Track efficiency and effectiveness of Library programs and services
Track efficiency and effectiveness of Library programs and services
Enhance the Library’s commitment to strategic
planning
Enhance the Library’s commitment to strategic
planning
Rev. July 22, 09
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
BSC – Will force us to be more disciplined
GOAL
Track efficiency of library programs and services.
MEASURE
1. % of new monographs that circulate within two years of acquisition
TARGET
***%
INITIATIVE
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Why have measures in the Balanced Scorecard?
• To show progress: how well are we doing in implementing our strategy?
• To drive behaviour: what gets measured gets done!
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Developing measures
• Identified leads to develop 5 to 7 possible measures for each objective on the strategy map
• Leads created small working groups (staff, faculty, students) to assist them
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
What makes a good measure?
• Specific – clear, precise, accurate
• Measureable – numeric and quantifiable
• Actionable – results easily interpreted, you know what actions affect the measure
• Repeatable – you can consistently gather data over time
• Timely – appropriate frequency, readily captured and analysed
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
From strategy map to results
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
WHAT HAPPENS TO OUR EXISTING STRATEGIC
PLAN?
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Mapping it Over
• Once finished, Balanced Scorecard becomes the framework for our Strategic Plan.
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
Mapping it OverStrategic Plan Component from ‘08/’09
What’s Happening when we move to BSC?
Mission No change
Vision No change
Values No change
7 Strategic Directions 11 objectives (Strat Map)
# Measures (new)
# Targets (new)
69 Initiatives # Initiatives (must link directly to improving results on scorecard).
________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • [email protected]
ExerciseWorking as a group share your experiences with assessment. How are you currently showing your library’s value to your university? What do you think works well? What have you discovered that does not work well? What are your future assessment plans?