Strategic Planning Task Force Review, July 1, 2005

What’s worked well with this group?

• establishing the training coordinators and setting up the New Horizons program
• structure of group—exempt and non-exempt; also good to have members representing smaller libraries; and to have someone currently in the UT MLS program (brings fresh ideas)
• the awards program was good
• the LITS classes worked for awhile, then struggled to make
• the Forum was well received and achieved its purpose of providing information to staff while at the same time encouraging staff to learn new skills to participate

What have the barriers been to accomplishing the charge?

• lack of authority to implement plans as designed
• no advocates at the administrative level
• no communication about why the forum ceased
• became inactive – needed time for staff members to devote to the job
• supervisors did not support staff taking training that did not relate to their jobs
• Brown Bags were designed primarily for professionals; more Brown Bags geared to classified staff are needed
• projects were too time consuming
• lack of value placed on staff development
• need money for projects
• no way for staff to advance through the system
• few resources for rewarding staff: no bonuses could be offered; no vacation benefits could be offered

If this group were to cease to exist, what are the critical functions that would need to be assigned elsewhere?

• the group needs to continue

If functions were to be reassigned, what would the ideal group be to deal with them?

• helpful for committee members to have the time to commit to programs
• aim for one to three programs/month
• encourage staff to volunteer to serve on committee (through outreach)
• support of the program must trickle down to the supervisors so that front line staff can participate
• grow the staff development fund to increase travel options
• create consistent travel policy for all libraries and departments
• need training on: (1) how to hold a meeting (Donna Smith might be a good facilitator); (2) team building; (3) service quality needs to be a primary focus
• need to advocate for better staff rewards
• need to look at staff positions; perhaps HR would consider adding Librarian 1, 2, and 3, for example?
• meet every other week, except during start up and major programs
• disperse tasks among committee members and encourage them to draw in help from other staff
• stagger membership between 3, 2, and 1 year terms so rotation does not cause a problem
• do a staff survey and hold a staff meeting to generate ideas for training needs
• evaluate each program
• directors need to be actively involved

Other

• with empowerment at front lines, staff development becomes increasingly important
• some directors send non-MLS staff to ALA
• check with Sharon Weiner about the leadership institute that she is working on