Customer Driven Knowledge and Information Services

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  • Customer Driven Knowledge and Information Services

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

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