organizational changes and outcomes monitoring · new hire in limo x x 1-aug interest groups...

Organizational Changes and Outcomes Monitoring

Presented by:

Kay Chapa and Kelly Gonzalez

� Background� Methods� Tools and Measures� Results� Conclusions� Questions

Kay Chapa Kelly Gonzalez

The University of Texas Southwestern Medical Center - Mission Statement and Goals:� To improve health care in our communitycommunitycommunitycommunitycommunitycommunitycommunitycommunity, Texas,

our nation, and the world through innovation and education

� To educateeducateeducateeducateeducateeducateeducateeducate the next generation of leaders in patient care, biomedical science and disease prevention

� To conduct high-impact, internationally recognized researchresearchresearchresearchresearchresearchresearchresearch

� To deliver patient care patient care patient care patient care patient care patient care patient care patient care that brings UT Southwestern’s scientific advances to the bedside – focusing on quality, safety and service


� UT Southwestern Medical Center Library� 50+ staff members

� 10 operational units

� Office of Assistant Vice-President for Library Services (OAVP)

� Library Director

� Deputy Director

� Assistant Director for Strategic Planning

� Program Evaluation and Assessment Specialists (2)


� Evolutionary process

� Growing competencies

� Organizational building blocks� strategic planning

� project and portfolio management

� assessment


� 2009 Annual Staff Survey� Connecting with our clients

� Library operations

� Internal communication

� Changes not adequately monitored

� Needed an instrument� Evaluate organizational changes

� Evaluate and monitor departmental and strategic plan progress



“Credible Evidence”

Source: Donaldson, Stewart I., Christina A. Christie, and Melvin M. Mark. 2009. What counts as credible evidence in applied research and evaluation practice? Los Angeles: SAGE.

He rebuttedHe refuted

He said some moreHe said something else

He talked about his recordHe talked about his record

He has some ideasHe has some other ideas

“The cognitive justification for democracy lies not in prevention of bad policies, but in the fact that the bad ideas promulgated in the form of policies and programs can be detected.”



“In other words, modern democracies need credible assessments of the causal impacts of public policies and the programs developed to carry out the policies.”



� Annual

� Organization, Unit-level, Individual

� Strategic Plan

� Performance Measurement

� Outcomes Evaluation and Monitoring


• What happened after the changes?• Did we get the results we were expecting?• What did we get that we were not expecting? • Did performance at multiple levels –organization, unit, individual – improve?

• Did performance decline?• Do adjustments need to occur?

� Measuring and Monitoring Change

� Instruments Evolve

� Instrument 1: scoring system, based on LibQUAL+™


� Performance measurement

� Strategic planning

� Project planning

� Quality improvement

� Program evaluation

� Outcomes monitoring

� Impact evaluation


Moving Our Library Forward IntelligentlyMoving Our Library Forward IntelligentlyMoving Our Library Forward IntelligentlyMoving Our Library Forward Intelligently

Courtesy of: Richard Wayne, Assistant Director of Strategic Planning



OEC and Organizational Changes: An Evaluation Plan FY2008/2009

Reviewer: OEC

Outcomes (short-term)

Project Information

Inputs

Expected Outcomes (short term and long term)

Maj

or Iss

ues

Impact (Institutional Goals, long-term)Outcomes (short-term)

Changes: Organization Level

Inputs

Tier 1

Maj

or Iss

ues

Impact (Institutional Goals, long-term)

Connecting

with our

Clients

Library

Operations

Internal

Communica-

tion

Teaching Learning Research Patient Care

Start End

OAVP: +1 AL, +1 SP = 2 FTEs x x x 1-Sep 1-Jan

DSTP created: DIRD + DA x x 1-Sep 1-Jan

CD: +1 FTE x 1-Sep 1-Jan

RSES: CORE - LIMO = 5 FTEs x x x 1-Sep 1-Jan

LIMO: CORE - RSES = 3 FTEs x x x 1-Dec 1-Jan

ID: HR, mgr x x 1-Sep 1-Jan

Archives & Special Collections unit

created x x 1-Sep 1-Nov

IS: mgr and server maintenance

activities merged x 1-Aug

Admin: Pam will assist with

assessment x 1-Sep

DATA: team transitions to task force x 1-Sep

Liaison Team: dissolved after Phase 2

implemented x x 1-Jan

Event Planning: becomes permanent

team x x 1-Sep 1-Nov

Marketing Team: will reconsider after

new hire in LIMO x x 1-Aug

Interest groups dissolved x 1-Sep 1-Nov

"Lunch with Laurie" implemented x 1-Sep 1-Nov

OEC reps nominated by OEC and

elected by staff x 1-Sep 1-Nov

Changes: Organization Level

Tier 1

Maj

or Iss

ues

Reviewer: AVP and DD

1)Needed to get staff out of the physical library by increasing outreach and liaison work. 2)Two units without managers, ID and CORE. 3)Issues with staffing/scheduling in ID. 4)Interpersonal issues in CORE. 5)Decreasing need for clerical tasks in Tech Svcs. 6)CD needs addt'l staff. 7)DA and DIRD relationship. 8)Lack of success in CATMAN. 9)Ongoing

communication issues not addressed by interest groups. 10)Lack of coordination among multiple units involved w/collection mgt. 11)Srategic planning needs to be a constant process.

Changes: Unit/Individual Level

Deliverable Name/Task Name

Connecting

with our

Clients

Library

Operations

Internal

Communica-

tion

Teaching Learning Research Patient Care

Start End

ADMIN

PI1: Increase % of time that Pam

Thompson works with Program

Evaluation and Assessment

Specialists on the Library Data Farm. x 1-Sep

PI2: Integrate Library's statistical

snapshot into the Library Data Farm. x x

Archives

PI1: Develop Archives & History of

Medicine Plan to expand/provide

access to stored collection via display

and/or digitization. x x

CD

PI1: Increase % of time devoted to new

activities such as

a. Active participants in ERM

implementation

b. Ejournal subject browsing issue

revealed as a result of Sharon

Cardwell’s LibQual+ project; Collection

Development invested in helping with

resolution

x 1-Sep

Outcomes (short-term) Impact (Institutional Goals, long-term)

1)Needed to get staff out of the physical library by increasing outreach and liaison work. 2)Two units without managers, ID and CORE. 3)Issues with staffing/scheduling in ID. 4)Interpersonal issues in CORE. 5)Decreasing need for clerical tasks in Tech Svcs. 6)CD needs addt'l staff. 7)DA and DIRD relationship. 8)Lack of success in CATMAN. 9)Ongoing

communication issues not addressed by interest groups. 10)Lack of coordination among multiple units involved w/collection mgt. 11)Srategic planning needs to be a constant process.

Source: University of Wisconsin – Extension http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html

University of Wisconsin-Extension, Program Development and Evaluation (pg. 18)

INPUTS OUTPUTS OUTCOMES

Program

investments

Activities Participation Short Medium

What

we

invest

What

we do

Who

we

reach

What results

Long-

term

Feedback loops and multiFeedback loops and multi--dimensionsdimensions

� Performance Indicators(PIs)� Created collaboratively� Library Director (AVP), Deputy Director, Departmental Manager

� Mapped to Short-Term Outcomes� 2009� 16 organizational changes

� 12 PIs

� 4 changes without PIs related to “internal communication”� creation or dissolution of teams or task forces

� 2010� 11 organizational changes and PIs


� Additional Staff for Collection Development� 2 consecutive years added 1 staff member

� Total FTE for CD = 4

� Performance Indicators� Includes metrics, targets and intended outcomesoutcomes

� Unit to effectively change workflow and accommodate new activities and responsibilities

� Specifically related to implementation of ERMS

� Findability and access issues to electronic journals


Performance

Indicators (PIs)


� 2009� PI1: “Increase time devoted to new activities in CD”

� Active participants in ERMS implementation

� Full Success

� 2010� PI2: “Integrate electronic journal access management into unit activities and responsibilities”

� Specified job responsibilities for “Electronic Resources Specialist”

� Full Success


� Library Strategic Goal� “Provide clients with a more integrated, easier-to-use findability tool for the array of Library electronic resources”

� 2009 Organizational Change� Merge two departments to create Digital Services & Technology Planning (DSTP)

� Developing, implementing and managing new products for library’s web site


� Performance Indicators� 2009

� “Seamless integration of services, initiatives and resources with project and maintenance activities”

� ERMS, Client Contact Database, Digital Access Management System

� Full Success

� “Blur the lines between serials, web, research & development components of unit organization”

� Tasks remained disparate

� PI not appropriate

� Failure


� 2010 Organizational Change� Removed serials responsibilities from DSTP

� -3, +2, 1 vacancy = 7 FTE

� Focus unit on supporting the virtual library

� Performance Indicators� 2010

� “Build unit cohesion by organizing responsibilities, cross training and cross collaboration within the unit in order to provide enhanced support for virtual library”

� “Develop and show progress on Strategic Objectives in support of Goal 1 (findability solutions)”


� 2010� PI1: Build Unit Cohesion

� Full Success

� Each unit member was clearly responsible for specific projects and application support

� PI2: Findability Solutions

� Six active objectives

� Considered successful



“By consciously structuring our efforts to identify inputs for decisions we set the stage to achieve meaningful outcomes.”

Source:Busby, Lorraine. 2008. “Reality Through Evidence,” Evidence Based Library and Information Practice 3(1:82).

University of Wisconsin-Extension, Program Development and Evaluation (pg. 29)

Source: University of Wisconsin – Extension http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html

� Richard Wayne, Assistant Director of Strategic Planning

� Jane Scott, Design and Promotion Specialist


organizational changes and outcomes monitoring · new hire in limo x x 1-aug interest groups...

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