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Customer Driven Knowledge and Information Services

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    • 1. Customer Driven Knowledge and Information Services Eric H. Schnell, M.L.S., Susan M. Kroll, M.L.S.,   The Ohio State University Health Sciences Center http://library.med.ohio-state.edu http://ckm.osu.edu/ [email_address] [email_address]
    • 2. Publications
      • TJ Cain, RL Rodman, F Sanfilippo, SM Kroll. “Managing Knowledge and Technology to Foster Innovation at The Ohio State University Medical Center” Academic Medicine, November 2005 80(11): pp 1026-1031.
      • Schnell EH, Kroll SM, Cain TJ. "Academic Medical Libraries at the Crossroads: Managing Knowledge to Enhance Our Mission" Proceedings of the ACRL Twelfth National Conference, Minneapolis, Minnesota April 7-10, 2005: pp 155-160. (http://www.ala.org/ala/acrl/acrlevents/schnell05.pdf)
    • 3. Overview
      • Background
      • Goals and process
      • Reorganization
      • Outcomes and new initiatives
      • Reset 2007
      • Lessons learned
    • 4. Research ● Teaching ● Patient Care
    • 5. Existing organizations
      • Biomedical Communications
      • Medical Multimedia Design (2md)
      • Classroom Technologies
      • Prior Health Sciences Library
    • 6. Original goals 
      • Creating knowledge 
      • Using knowledge 
      • Sharing knowledge
    • 7. Goal: Creating knowledge 
      • Develop and assimilate new knowledge-based products that enhance excellence in biomedical research, health sciences education and patient care
      • Package informational resources as discrete, re-usable, and sharable resources that enhance work collaborations
    • 8. Goal: Using knowledge 
      • Preserve original biomedical data of historical value
      • Disseminate knowledge in biomedical research, education and clinical practice consistent with our mission
    • 9. Goal: Sharing knowledge 
      • Enable cost-effective, timely and convenient access to biomedical knowledge
      • Provide a challenging and supportive environment to foster professional growth of staff and trainees
      • Strengthen digital linkages across the Health Sciences campus and the University to foster collaboration in knowledge development, sharing and dissemination
    • 10. Existing service points
      • Biomedical Communications
        • Room 410
      • Medical Multimedia Design (2md)
        • Online / Room 410
      • Classroom Technologies
        • Room 460
        • Basement of adjacent building
      • Prior Health Sciences Library
        • Circulation desk
        • Reference desk
    • 11. Planning task force - 2003
      • Mission
      • Menu of services
      • Staffing model
      • Training program
      • Redesign of service desk(s)
      • Branding
    • 12. Focus groups: process
      • Spring 2004
      • 24 faculty and staff representatives from academic and clinical areas
      • Student input from student association groups
      • Library Advisory Committee
      • Outside facilitator
    • 13. Focus groups: questions
      • What information or assistance would you expect at a central service desk?
      • What barriers can be eliminated with a central service desk?
      • How should a central service desk be set up for you to effectively interact with it?
    • 14. Focus groups: common themes
      • Coach on how to use new technology with a hands-on approach
      • Develop techniques to assist students in identifying quality Internet information
      • Assist in developing effective search strategies
      • Create discipline specific, web-based resource lists
      • Provide support for obtaining and securing the use of digital images
      • Provide information to new incoming students to adequately inform them of the services and resources that are available to them
    • 15. Focus groups: action plan
      • Reorganization / branding of services
      • Train support staff about available support services and resources
      • Conduct ongoing outreach activities to encourage the exchange of information between the service desk and customers it serves
      • Increase the promotion and communication of services
      • Conduct ongoing evaluations of users needs to ensure services meet current and future information needs
    • 16. Reorganization
      • Functional groups
      • Common services
      • Centralized services
    • 17. Reorganization
      • PRINTservices
      • WEBservices
      • MOBILEservices
      • PRESENTATIONservices
      • ASKdesk
      • Health Sciences Library /
        • Center for Knowledge Management
    • 18. PRINTservices
      • Digital imaging and design
      • Poster / brochure production
      • Graphic design
      • Medical Illustration for digital education modules
      • Photography / scanning
    • 19. WEBservices
      • Customized web site development
      • Content management tool
      • Web and interactive media development and deployment
      • Educational consultation
      • Computer assisted and online instruction
    • 20. MOBILEservices
      • Mobile computing; PDA and laptop
      • Devices and content distribution
      • Student support services
    • 21. PRESENTATIONservices
      • Classroom technologies
      • Auditorium technologies
      • Video and audio streaming
    • 22. Assist•Service•Knowledge (ASK) Desk
      • One-stop shop for academic information and technology needs
      • Pager distribution, mobile computing support, and graphic design services
      • Library circulation, reference, print reserves
    • 23. ASKdesk
      • Circulation
      • Reference
      • Print reserves
      • Photocopy center
      • 1 st level technology support
      • Mobile device support
    • 24. Outcomes: new initiatives
      • Do-IT-yourself stations
      • Copyright Management Office
      • OSU:Pro
      • KNOW education series
      • Testing / computer Lab
      • Electronic classroom
      • Web site enhancements
    • 25. Do-IT-Yourself stations
    • 26. Copyright management office
    • 27. OSU:pro
    • 28.  
    • 29. Testing / computer lab
    • 30. SMARTclassroom (Room 400)
    • 31. Web site content enhancements
      • How-Do-I database
    • 32. Web site content enhancements
      • How-Do-I database
      • Core 25
    • 33. Web site content enhancements
      • How-Do-I database
      • Core 25
      • Virtual reading rooms /
      • subject guides
    • 34. Additional initiatives in development
      • CTSA support; collaboratory
      • Institute for Personalized Medicine
      • 30-minute technology sessions
      • Coffee bar
    • 35. Outcomes of customer driven approach
      • Increased use of facility / web resources
      • Increased number of informational questions
      • Increased customer satisfaction; resident survey
      • Increased workshop attendance
    • 36. Outcomes of customer driven approach
      • Creating new services valued by customers
      • Cross training of staff
      • Redefined skills; technology
      • New initiatives
    • 37. Challenges
      • Merger of 4 existing budgets into one
      • Existing pay-for-sevice funding models
      • Staff and organizational integration
      • Perceived cultural differences
    • 38. Organizational reset 2007
      • Need aligned, visionary response to support consolidation of services, programs and budgets leading to efficiencies that support the Health Sciences Colleges and OSUMC missions
      • Create an efficient and focused organization to better plan, budget, innovate for and support our health sciences customers
      • Define key strengths and opportunities
      • Define customer base and outline opportunities for targeted growth
    • 39.
      • Reorganize Health Sciences Library and Center for Knowledge Management to form one organization.
      • Combined leadership group charge focuses on implementation of strategic initiatives that support the University’s Academic Plan and the Personalized Healthcare mission of the medical center.
      Organizational reset 2007
    • 40. Organizational reset 2007
      • Two four-hour sessions with leadership teams
      • Integrate current leadership using strategic framework as a guide
      • Support new organization with new mission and revised position descriptions and functions
      • Evaluate Team Performance Model
    • 41. Team Performance Model
      • Orientation — Why am I here?
      • Trust Building — Who are you?
      • Goal Clarification — What are we doing?
      • Commitment — How will we do it?
      • Implementation — Who does what, when and where?
      • High Performance
      • Renewal — Why continue?
    • 42. Team Performance Model
    • 43. Lessons learned
      • Listen to your customers
      • Reach out
      • Rally around a cause, common goal or challenge
      • Focus on your similarities
      • Inspire your staff through leadership
      • Build it and they will come
      • Just Do It ™
    • 44. Closing comments
      • Academic health sciences libraries have the potential to change the breadth and depth of creative work done by faculty and students*
      • Services must be developed that focus on personalized knowledge management
      • Be leaders in the changing paradigms of knowledge production and expanding modes of dissemination*
      • Knowledge that is fluid and perhaps imperfect has greater value than knowledge that is static and intact*
      * Quoted from “Changing Roles of Academic and Research Libraries” http://www.ala.org/ala/acrl/acrlissues/future/changingroles.htm
    • 45. Questions ?
    • 46. Customer Driven Knowledge and Information Services Eric H. Schnell, M.L.S., Susan M. Kroll, M.L.S.,   The Ohio State University Health Sciences Center http://library.med.ohio-state.edu http://ckm.osu.edu/ [email_address] [email_address]