USING A THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP) TO LEAD AND MANAGE LIBRARY TRANSFORMATION 25 th...

USING A THREE YEAR ROLLING USING A THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP) TO LEADDEVELOPMENT PLAN (3YRDP) TO LEAD

AND MANAGE LIBRARY TRANSFORMATIONAND MANAGE LIBRARY TRANSFORMATION

25th Annual IATUL Conference

Kraków, Poland,

May 30 – June 3, 2004

Egbert D. Gerryts

Department of Information Science

University of Pretoria, South Africa

25th Annual IATUL Conference

Kraków, Poland

B. Institutional Environment (University)Dimensions/Parameters

Policy Users Finance Government Partnerships I T /Clients Business Infrastructure Orientation

Opportunities

Threats

ExploitableIn-

exploitable

Surmountable Un-

surmountable

C. Library /

Information Service

Future Picture

Preferred Future Position

3 Year Rolling Dev Plan

A. External (Global/National) Environment Dimensions/Parameters

Economy Government Social-Cultural Technology Publication Information Business

Enterprise (Scholarly Com/ Library profession)

Opportunities Threats

ExploitableIn-exploitable

Surmountable Un-surmountable

OUR THREATUNIV UNIV UNIV

UNIVUNIV UNIVOUR CHALLENCE

UNIV STRATEGIC PLAN 2004 – 2006

1. Academic endeavours, 2. Quality, 3. Relevance, 4. Transformation,

5. International competitiveness, 6. Value driven org. culture, 7. Sustainability, 8. Innovation

LIBLIB

?

LIB

X

LIBLIB

!

LIB

LIB STRATEGIC PLAN 2004 – 2006

1. Learning Center, 2. Research Info service, 3. Academic Integration, 4. e-Information,

5. Measurement and productivity, 6. Vision and value driven, 7. Effectiveness and Efficiency,

8. Process / Re-engineering / Business Orientation / Info Portal / COP’s / Scholarly Com

Underlying PhilosophyGlobal perspective: Where are we?Library philosophy: Who are we?Academic philosophy: Why and what are we?Functional communication interface: How are we?Preferred future position: WHEN?Strategic driver?

Optimum integration with key work processes of university

The answer: points of departure?

Key role in national information systems

Facilitate open information/knowledge society

Innovative technology – enhanced service

Partnerships/co-operative agreements

Support/promote/lead University’s role and position in scholarly communication

Who are we?

How are we?

Library Service Faculty

Team1

Team 3Dept B

Team 2Dept A

Team 1Unit: IT

Team 2Service Unit: A

Ad Hoc Network

TEAM FUNCTIONINGTEAM FUNCTIONING

Paradigm shift – Organisations(Dr F Luthans)

Dimension Old Paradigm New ParadigmOrganisations

Structure

Worker expectations

Leadership

Workforce

Work

Markets

Advantage

Focus

Resources

Governance

Quality

Hierarchy

Self-sufficient

Security

Autocratic

Homogeneous

Individuals

Domestic

Cost

Profit

Capital

Board of Directors

What is affordable

Network

Interdependent

Personal growth

Inspirational, coaching, facilitating

Cultural diverse

Teams

Global

Time

Customers

Information

Varied constituents, stakeholders

No compromises

The new world of work

Work units change – from functional departments to process teams.Jobs change – from single tasks to multi-dimensional work.People’s roles change – from controlled to empowered.Job preparations changes – from training and education to career planning.Focus of compensation shifts – from job evaluation to competency and skill.Organizational structure change – from hierarchical to flat.Managers and Executives change – from supervisors and scorekeepers to leaders.

Mental MapMental Map

FUTURE FUTURE PICTURE PICTURE

OF OF ORGANORGAN--IZATIONIZATION

Emergent reality

Control

Commitment

Goals

Preferred future

position

Values

Fulfillment of

stakeholder needs

Time present Time - future

Plans

Policies

Procedures

Rewards

Required

Behaviours

Shared meaning

Sense of belonging

Common frames of reference

Alignment

Profitability (output vs input)

Growth in use

Service

Quality

On-time delivery

etc

AdaptabilityAutonomyCooperationCreativityDevelopmentHumorInitiativeMoral integrityOpennessetc Customer needs

Employee needs Shareholder

needs Society needs, etc

Soft Systems

Intangible

Hard Systems

Tangible

Strategic Renewal Plan

Strategic Strategic IntensionIntension

Goal

Strategic base

Task Task

DimensionDimension Structural

starting-point

Action Plan

Social Social DimensionDimension

Culture

Leadership

Linking measurement and strategy (Balanced Scorecard)

1. Driving force2. Vision3. Values

To our staff

Ability to innovate

With our processes

Integrated processes

To our customers

Indispensable

To our shareholders

(financial) Business

Orientated

Attitude motivation

values

Cost effectiveness

Relevant services and

products

Value

for money

Culture and climate audit

Management information

system

Customer satisfaction

Benchmarking

Our vision of the future

If we are successful, how shall we be

different?

What are our critical success factors?

How can we measure?

Customer

Learning center Research information

Service

Processes

Information Management &

Procurement Service (IMPS)

Financial: Shareholder

Measurement & Productivity

Value

Return on investment (R0I)

Learning & Growth

Richness of Diversity

Training programmes

Vision StrategyVision Strategy

Integrated with Integrated with academic processesacademic processes

BALANCED SCORECARD: PHASE 4 2002BALANCED SCORECARD: PHASE 4 2002--

THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDPTHREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP)

STRATEGIC INDICATORS

Year 1 Year 2 Year 3

1. Business Management

1.1 Cost Management 1.1.1 The cost-effectiveness of services, products and service levels, are quantified, negotiated and contracted.

1.2 Information sources

Management

1.2.1 A justified strategic plan for spending is in existence.

1.2.2 An accountable commercial purchasing process is in place

1.2.3 A plan to expedite the transition from paper to electronic sources, in operation.

1.3 Space Management 1.3.1 A solution for lack of space is contracted with Top Management.

1.3.2 Depreciation of equipment goes hand-in-hand with system-based budget for replacement.

1.3.3 A long term space management programme is created and adhered to.




2. Client Services

2.1 Differentiated Service 2.1.1 Services to deliver paper and/or electronic information packages to pre-graduate students are contracted

2.1.2 Primary clients with advanced information needs to receive a personal contracted information service.

2.1.3 Client relationship management has been investigated and implemented (CRM).

2.1.4 With due allowance to the programme agreements between UP and Partnerships that manage deliveries, an equivalent service is rendered to telematically educated students.

2.2 Virtual Information Service

2.2.1 The web as the primary delivery mechanism is in place, reliable and integrated and accommodates all other essential information services.




3. Internal Work Processes

3.1 Optimalization of processes

3.1.1 Core business processes are rationalized, streamlined and where applicable, computer-based in order to render an uninterrupted one-stop service.

3.2 IT-deployment 3.2.1 Bottlenecks in the electronic connection with national and international networks for academic information are eliminated.

3.2.2 The IT infrastructure, which makes web delivery possible, is in place.

3.3 Resources management

3.3.1 Create IMPS (Information Management and Procurement Service (IMPS), (Back Office) to ensure optimum support to key clients based service.




4. Human Resources Management

4.1 Human resources strategy

4.1.1 Human Resources development plan is in place.

4.2 The role of the information specialist

4.2.1 The role of the Information Specialist is adapted to include the pursuit of knowledge management practices.

4.3 Renewal project teams 4.3.1 Project teams are in place to implement renewal objectives.

Conclusion

Library of yesterday still exists

Key question is not where we come from, but where we go to

You can’t cross a chasm in two jumps

3YRDP offers the bridge – the junction where management and leadership minds meet

USING A THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP) TO LEAD AND MANAGE LIBRARY TRANSFORMATION 25 th...

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