1. Future-Focused Academic Planning
Susan Senese, MLS Rebecca Jones, MLS
Associate Librarian Dysart & Jones Associates
rebecca@dysartjones.com
Research & Information www.dysartjones.com
Technology,
University of Toronto
Mississauga Library
Susan.senese@utoronto.c
3. Libraries’ future is not informed by other libraries. A
Library’s future must be to ensure the success of
organization in which it exists – university, community,
government or corporation.
Our focus must be on the indicators & developments
influencing the organization’s future.
And then we can design our future.
5. UTML was ready
• Ready to focus on the future, together, collaboratively,
making tough decisions
• Dovetailed with Dean’s announced Academic Planning
Staff Input Staff Directed
Staff
Engaged
6. Assess Readiness
• Organizational Culture & Context
• Size – 40 staff
• Trust – two types of trust
• Good Will
Culture of
Participation
Culture of
Planning, • Past Retreats
• Staff Forums
• Annual Goals & • Experiential
Objectives Learning
Culture of through LDC
Learning
• LDC
7. Staff-Directed: Benefits
• Capacity-building – Developing leaders throughout
organization
• Ownership – process, outcomes
• Oneness – esprit-de-corps with planning teams
• Insight &empathy
• No sitting on the sidelines
• Experiential learning
• Letting go….leads to trust
8. Staff-Directed – Risks
• Can go awry if structure is not moderated
• Potential for weak volunteers/weak teams
• Accurate assessment of organizational readiness
• Leadership unable to “let go”
• Poor communication
• Time and resource-intensive
9. Futures Futures Refine to
Ready Planning Implement
Build Develop
Envision
Planning Annual Goals
& Draft
Muscle & Tactics
Finalize
Assess Scan,
Discover, Test with
Context
Discuss Stakeholders
April – Sept Sept - Dec Jan - April
10. Phase 1: “Futures Ready”
• Building the planning muscle
• Staff Lead Program – April -Sept
▫ Consistent branding of the Program
▫ Group screening of TED Talks
▫ Panel Discussions
Grad Students
Campus Leaders
Professors
▫ Classroom Instructor Lead Learning
Critical Thinking
12. Phase 2: “Futures Planning”
• Planning to Plan
▫ Rules of Engagement:
Clear Objectives
Clearly Articulated Program
Full developed Schedule
▫ Coordinating Team
▫ Communications Plan
▫ Communications Vehicle – Blackboard
LMS
▫ Link to Senior Leadership
▫ External experienced facilitator
13. Future? Explore, Discover & Discuss
• Exploration Groups:
▫ 6-8 members
mix of functions, roles &
experiences
▫ Set out to discover & discuss
trends, issues & indicators in:
teaching, learning,
economic/political scene,
technology, content, global
education & academic research
16. SoWOT? The economy?
Academic
What does “this” Research?
mean for the
Library? What will be
happening in
learning in 5
years?
Technology?
First of 2 all staff discussions
17. Envisioning the Future People Want
• Pre-work for all
• A draft for reaction & refinement
• “Stand in that Future”
18. Our Future? What are staff doing?
What will the What
Library “look” aren’t we
doing?
like, from all
vantage points, in How are we
working with
2016?
students?
Where?
How are we making a
difference?
Second of 2 all staff discussions
19. Watchpoints
• Need structures to support – role of consultant
• Ongoing communication – multiple channels
• Meeting preparation
• Requires time and effort
• Disconnects and misses
D302 – Future-Focused Academic Planning11:30 AM – 12:15 PMSusan Senese, Associate Librarian, Research and Information Technology, University of Toronto Mississauga LibraryRebecca Jones, Managing Partner, Dysart & Jones AssociatesUTML has successfully developed and implemented futures and academic plans to ensure their services and technologies are aligned with the ever-progressing student, faculty, and researchers’ needs. As the bar for successful futures and academic plans keeps rising, UTML knew the traditional planning approach wasn’t in sync with where it is today or where it needs to be in the future. Hear how a staff-directed approach benefited both the planning and the staff; the plan’s richness attests to all staff’s combined knowledge and energy, and the staff continued to grow their insights into the trends impacting their academy and the library’s critical role in the academy’s sustained success.
Planning is about making decisions
What’s the difference?Continuum…..Staff-engaged – Led by senior administration. Aim: inclusive, engaged. Outcomes embraced by organization.Staff-Directed – Led by staff and senior administrationAim: scaffolding, structures to support and “rules of engagement” led by senior administration. Planning and outcomes directed by staff. Outcomes owned by organization.