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]

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)

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)

Overview Background Goals and process Reorganization Outcomes and new initiatives Reset 2007 Lessons learned

Background

Goals and process

Reorganization

Outcomes and new initiatives

Reset 2007

Lessons learned

Research ● Teaching ● Patient Care

Existing organizations Biomedical Communications Medical Multimedia Design (2md) Classroom Technologies Prior Health Sciences Library

Biomedical Communications

Medical Multimedia Design (2md)

Classroom Technologies

Prior Health Sciences Library

Original goals Creating knowledge Using knowledge Sharing knowledge

Creating knowledge

Using knowledge

Sharing knowledge

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

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

Goal: Using knowledge Preserve original biomedical data of historical value Disseminate knowledge in biomedical research, education and clinical practice consistent with our mission

Preserve original biomedical data of historical value

Disseminate knowledge in biomedical research, education and clinical practice consistent with our mission

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

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

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

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

Planning task force - 2003 Mission Menu of services Staffing model Training program Redesign of service desk(s) Branding

Mission

Menu of services

Staffing model

Training program

Redesign of service desk(s)

Branding

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

Spring 2004

24 faculty and staff representatives from academic and clinical areas

Student input from student association groups

Library Advisory Committee

Outside facilitator

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?

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?

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

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

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

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

Reorganization Functional groups Common services Centralized services

Functional groups

Common services

Centralized services

Reorganization PRINTservices WEBservices MOBILEservices PRESENTATIONservices ASKdesk Health Sciences Library / Center for Knowledge Management

PRINTservices

WEBservices

MOBILEservices

PRESENTATIONservices

ASKdesk

Health Sciences Library /

Center for Knowledge Management

PRINTservices Digital imaging and design Poster / brochure production Graphic design Medical Illustration for digital education modules Photography / scanning

Digital imaging and design

Poster / brochure production

Graphic design

Medical Illustration for digital education modules

Photography / scanning

WEBservices Customized web site development Content management tool Web and interactive media development and deployment Educational consultation Computer assisted and online instruction

Customized web site development

Content management tool

Web and interactive media development and deployment

Educational consultation

Computer assisted and online instruction

MOBILEservices Mobile computing; PDA and laptop Devices and content distribution Student support services

Mobile computing; PDA and laptop

Devices and content distribution

Student support services

PRESENTATIONservices Classroom technologies Auditorium technologies Video and audio streaming

Classroom technologies

Auditorium technologies

Video and audio streaming

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

One-stop shop for academic information and technology needs

Pager distribution, mobile computing support, and graphic design services

Library circulation, reference, print reserves

ASKdesk Circulation Reference Print reserves Photocopy center 1 st level technology support Mobile device support

Circulation

Reference

Print reserves

Photocopy center

1 st level technology support

Mobile device support

Outcomes: new initiatives Do-IT-yourself stations Copyright Management Office OSU:Pro KNOW education series Testing / computer Lab Electronic classroom Web site enhancements

Do-IT-yourself stations

Copyright Management Office

OSU:Pro

KNOW education series

Testing / computer Lab

Electronic classroom

Web site enhancements

Do-IT-Yourself stations

Copyright management office

OSU:pro

Testing / computer lab

SMARTclassroom (Room 400)

Web site content enhancements How-Do-I database

How-Do-I database

Web site content enhancements How-Do-I database Core 25

How-Do-I database

Core 25

Web site content enhancements How-Do-I database Core 25 Virtual reading rooms / subject guides

How-Do-I database

Core 25

Virtual reading rooms /

subject guides

Additional initiatives in development CTSA support; collaboratory Institute for Personalized Medicine 30-minute technology sessions Coffee bar

CTSA support; collaboratory

Institute for Personalized Medicine

30-minute technology sessions

Coffee bar

Outcomes of customer driven approach Increased use of facility / web resources Increased number of informational questions Increased customer satisfaction; resident survey Increased workshop attendance

Increased use of facility / web resources

Increased number of informational questions

Increased customer satisfaction; resident survey

Increased workshop attendance

Outcomes of customer driven approach Creating new services valued by customers Cross training of staff Redefined skills; technology New initiatives

Creating new services valued by customers

Cross training of staff

Redefined skills; technology

New initiatives

Challenges Merger of 4 existing budgets into one Existing pay-for-sevice funding models Staff and organizational integration Perceived cultural differences

Merger of 4 existing budgets into one

Existing pay-for-sevice funding models

Staff and organizational integration

Perceived cultural differences

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

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

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

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 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

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

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?

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?

Team Performance Model

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 ™

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 ™

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

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*

Questions ?

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]