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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]