Introduction

This paper begins to identify the roles and contributions of the Planning and Administrative Services Division (PASD) in the Libraries’ team-based learning
organization. The three teams described are not intended to be all-inclusive. They are PASD’s first statement of how it can function in a team-based environment.  As experience is gained, these three teams may change; others may be added; PASD staff may join other existing or to-be-created teams on full- or part-time bases, temporarily or permanently. However, what is proposed is basic:  to make better use of the Libraries’ investment in PASD and to PASD’s viability in a team environment.

The division has experts who can help library staff develop the service-oriented structure in progress and provide an array of services to staff, teams, projects and programs.  In line with the library’s evolving organizational structure, PASD staff is also taking a consultative approach to help staff articulate critical issues and to assist in finding and applying techniques to address those issues.

PASD Mission
 

• To share in the provision of leadership and support required in the areas of organizational and staff development to meet goals and objectives as set forth in the Libraries' strategic plan
• To facilitate planning, public information, evaluation, staff training and development and grant application.
• To provide expertise and tools to the Libraries in the areas of human resources, budget and facilities management and management information.

This paper addresses two general concepts for teams involving the Planning and Administrative Services Division.  The first is to assist existing teams; the second, to initiate PASD-based teams.
 

• PASD Relationship To Other Library Teams - Current And Future

The teams described in Working Papers #1 and #2 have charges that include plan and provision of seamless service to library users in areas such as research, reference, instruction and collection development.  PASD staff can fit the needs of teams – current or new -- as resources to them and/or as members.  The summary below of PASD offices outlines the divisions’ resources and services.

The Personnel and Budget Office is available to assist with human resource needs assessment, recruitment, budget management and analysis, employee relations and fiscal and personnel policies/procedures.

The Management Information Systems Office is a resource for library data and peer data. The MIS office assists staff in assessment needs, survey development and data analysis, as well as resource planning. The office can also suggest campus departments to assist with needs assessment and can help develop databases.

The Staff Training and Development Office provides innovative training for library staff. The office works with directors, teams and other staff to develop specific training or assist in identifying trainers and providing on-going staff training and development.

The Grants Office identifies revenue sources to support the discrete and special projects of the UM Libraries. The office works with staff to seek innovative ways and options to secure private and public funding to support the collections and other library activities.

The Facilities and Support Services Office keeps the Libraries' physical spaces operating well.  The office provides space planning, graphics design, ordering of supplies and equipment and mail services.  It also coordinates a range of building maintenance and renovation projects.

The Publications Office assists staff in gaining the understanding and support of various target audiences through the development of different message and media strategies.

The Director’s Office includes administrative support for the division as well as the locus for library-wide coordination of diversity efforts.  The director serves as a planning officer for the Libraries.
 
 

• PASD Recommended Teams

Project Advisory Team  (PAT)

A project advisory team is created on an ad hoc basis to serve as a resource to library staff for a new initiative, program or project, or to assess a program’s or project’s operational or end stages.   A PAT’s function might be to provide direction, guidance or expertise in various aspects that will help a new program/project establish or meet its objectives or goals. On the other hand, it might participate with library staff in evaluating an actual project or program, to assess its value, effectiveness, efficiency or other measure.  Ultimately a PAT should help to create, develop and promote the high level of service described in the initiatives of the Libraries’ strategic plan.

To determine what resources are needed for the program or project, the representative or manager should contact the director of Planning and Administrative Services.  Project advisory teams serve different functions and may be affected by the stage of development of the individual program or project.  The representative or manager should review the following checklist of questions with the PASD director.

Proposed or new programs or projects:

• Is help needed with an organizational plan to get this program or project underway?
• Is external review, approval or support required before it can be started?
• Are funds needed to meet the project’s objectives or goals?  If so, to what extent?
• Are new or additional equipment or supplies needed?
• Does physical space need to be reconfigured or added to house this project?
• Is there a need to publicize this project or program in house, to the campus, to the community at large?  Are advertising, an exhibit, an event, etc., required?
• Are additional staff resources required within or outside of the Libraries and are they short-term or permanent?
• Would staff require training or retraining?
• How should the program’s or project’s success be measured?

Programs or projects in the operational or end stages:

• What resources (personnel, material, funds) have been invested?
• What products have been developed out of the project since its start?
• Have the objectives or goals established for the original project been accomplished?
• Have the purposes changed?  If so, how and why?
• What lessons have been learned with or from this project?
• Overall, what value has this project been to the Libraries?

The answers to these questions and any others will determine the core members that will include representatives of PASD staff, plus the director.  Other specialists within or outside of the Libraries may be asked to join as is needed.

In the context of this paper, a project is a temporary endeavor undertaken to create a unique product or service.  A project can be a subset of a program, which is usually regarded as broader and more enduring than a project.  Sometimes "project" is applied to the planning or gearing-up part of a program.
 

Staff Education Coordinating Team (SECT)

The Staff Education Coordinating Team (SECT) is a cross-divisional team to identify, coordinate, support or share in developing training opportunities for staff.  Working Paper #3, “Becoming a Learning Organization,” describes how the Libraries will grow and change into a learning organization.  As the Libraries develop a culture of learning, a comprehensive learning and education program is one of the most critical elements to be established, implemented and sustained.

The purposes of this team are to

• communicate, coordinate and support fulfillment of library staff’s education and training needs, including the Learning Curriculum;
• identify in-house, campus and external trainers for workshops;
• provide recommendations to assist in training requests from staff, departments, and divisions;
• identify staff needs for ongoing or special training.

The core members of this team are representatives from the following library groups and programs currently providing training opportunities for staff:

• Diversity Committee
• Information Literacy Team
• LIMS3 Training Team
• Organizational and Team Development
• Peer Training Collective
• Staff Training and Development
• Technical Services Training

Each of the identified groups or programs has staff with training expertise, each provides a menu of training opportunities and each works toward realizing organizational goals through its training program.  SECT will integrate these independent learning initiatives with a strategic effort supporting organizational division and goals.  SECT is the mechanism that will allow staff education and learning initiatives to be incorporated in to the Libraries' learning culture.  The approach is a holistic one, fostering coordination and communication among educational partners.

The Staff Education Coordinating Team is a resource for any or all stages of a training project or program and will be available for basic services in addition to hands-on workshops, lessons or demonstrations.  SECT members who are designated as the appropriate fit for a project will consult with project leaders to determine needs and goals for training.  Team members will document and present to project members their understanding of the training to be accomplished, timeframes, possible trainer(s), workshop processes and evaluation procedures and possible next steps after training has been accomplished.
 

Public Relations Team (PRT)

The Public Relations Team will satisfy a critical need, by developing and carrying out  public information and relations strategies designed to gain attention, win goodwill, build relationships, promote a consistent image, produce positive feedback, enhance employee morale, and favorably influence the campus’ and others’ attitudes and perceptions towards the Libraries.

The PR Team will be particularly helpful for special events and programs such as acquisition of a new collection, implementation of new technology, an open house, an exhibit, a tour, a press conference, contract signing, guest speaker, fund-raising cam-paign, special seminar, a new public services initiative, a reception or fund-raising gala.

Members of this team include the writer/editor, graphics coordinator, Friends of the Libraries director, Assistant Dean for External Relations, PASD director, media relations person from University Relations (the latter on an ad hoc basis) and the individuals whose programs or activities are being publicized.  The team’s efforts will relate to both external and internal lines of communications.  As a rule the initial contact for this team will be the Libraries’ writer/editor.

Team activities will include any one or a combination of the following:

• writing,
• editing,
• graphics design,
• media relations and placement,
• printing and reproduction,
• arranging or helping with special events,
• speaking or preparing remarks for others,
• research,
• training staff for dealing with the media and with recognizing when something is newsworthy and warrants the attention of the PR Team,
• providing advice and counsel on staff roles.

These proposed teams will take on, complete and evaluate pilot projects.  The pilots will show if there is value added with the existence of these teams and if teams’ makeup or other matters should be changed before going “live” – that is, before generally offering these teams’ services library wide. Pilot projects for each team will be
 

• review of the National Agriculture Library contracts by the Project Advisory Team;
• advice on the development of the Learning Curriculum by the Staff Education Coordinating Team;
• explanation, publication and dissemination of the “Code of Conduct Policy for Library Users” and the policy on “Food and Drink Responsibilities for Staff” by the Public Relations Team.

At the end of all three pilot projects (expected to be finished in fall 2001), PASD and the library staff and others with whom it worked on these projects will evaluate the efforts.  We will report our evaluation and adjust our teams as needed.