Leadership Team Restructuring for "Where Next": The Changing Role of the UA Library Cabinet

1. Leadership Team Restructuring for "Where Next":  The Changing Role of the UA Library Cabinet

2. Shelley Phipps & Patricia PromísCabinet MembersThe University of Arizona Libraries Phipps&Promis

3. Background: Summer 2005 • Two reports from cross-functional teams document the need to change the strategic planning process: • Greater agility and flexibility (rapidity of change) • Time saving and efficiency (reduced staffing) • Quick and innovative response to customers’ expectations • More accountability for leading change—at the Cabinet level Phipps&Promis

4. Background: Summer 2005 • Two reports from cross-functional teams document the need to change the role of Cabinet: • Operationalizing and monitoring progress for implementation of the 3-5 Year Strategic Long-Range Plan • Becoming more accountable to the Library Staff by communicating leadership discussions and decisions widely and in a timely fashion • Becoming more efficient and transparent regarding decision-making • Charging and supporting the work of the new (fewer) Cross-Functional Teams (XFTs) Phipps&Promis

5. What Did We Do?—The XFTs • Created, charged, appointed 4 Cross-Functional Teams (XFTs)—focused on the four major strategic service areas-- as recommended by the 04/05 Access & Delivery Team (A&D) and the Strategic Long-Range Planning Team (SLRP) 04/05 • Education • Virtual Environment • Mediated Services and Learning Environments • Delivery & Access • Increased time for environmental scanning (year round); assigned responsibility for annual action planning to the XFTs • Changed membership of SLRP to include one member from each XFT plus the Team Leader; reduced size of SLRP; reduced time for creating the Plan • Assigned Cabinet Sponsors and Facilitators to each XFT Phipps&Promis

6. Assumed new responsibilities Agreed on new meeting protocols Emphasized communication Piloted new structure with intent to analyze result and adjust What Did We Do?Cabinet Role Phipps&Promis

7. BEFORE 5 Cross Functional Teams– 6-7 members Unclear, dispersed responsibility for operationalization of the Plan SLRP active for 12 months SLRP required to attend 10-12 hrs of Team Reports, Allstaff dialogues and Budget meetings per mo. Plus 1 week of Budget Allocation meetings Team reports: format decided by each team; presented verbally and in writing AFTER 4 Cross-Functional Teams- 5 members Cabinet responsible for the operationalization of the Plan SLRP active for 3 months SLRP required to attend XFTeam Reports (2), Allstaff dialogues (during their 3 month term) and 1 week of Budget Allocation Meetings Modified reporting format: Progress, Problems, Plans, Proposals for Dialogue Changes Implemented Phipps&Promis

8. BEFORE SLRP conducts broad Current Situation Analysis SLRP appointed new XF Action Planning Teams (APTs) each year to conduct further research, decide on Annual Projects, and appoint members of XF Project Implementation Teams--responsible only for implementation (not research) AFTER XFTs conduct in-depth, focused Environmental Scans, including future trends; SLRP prepares final summary of the Environmental Scan and includes input from Library and Functional Teams Removed the APT layer; Annual Projects decided by XFTs; implementation assigned to Functional Teams Changes Implemented Phipps&Promis

9. Before Dean not a member of Cabinet Budget allocation (macro) plus Annual Plan done by SLRP + LFA Chair + Dean (not Cabinet) After Dean is a member of Cabinet Budget allocation (macro) plus Annual Plan done by Cabinet, SLRP, LFA chair Changes Implemented Phipps&Promis

10. Problems/Issues Encountered Thus Far • Gray areas around decision-making roles; boundaries around cross-functional teams are blurred; issues often overlap Action taken • Include stakeholders at the time of reporting and dialoguing Phipps&Promis

11. Problems/Issues Encountered Thus Far • Communication across XFTs is challenging, due to nature of “closed reports” Action taken • Re-evaluating closed reports; wary of time commitment • Establishing forums for cross communication • Assigned two Cabinet sponsors to each XFT, to ensure support and quick response when issues arise Phipps&Promis

12. Problems/Issues Encountered Thus Far • Cabinet working on 2 parallel processes during transition year: • Implementing this year’s plan; • Laying the foundation for implementing next year’s plan; • Cabinet lost key members (Assoc Dean; 3 Team Leaders) Phipps&Promis

13. New Process SLRP and Cabinet macro-allocate budget and approve XF Strategic Project plans for internal budget, grant seeking, fundraising, team projects (no additional budget) SLRPcreates Environmental Scan summary, runs All Staff Retreat; develops 3-5 Yr. Plan, and hands off Plan to XF Teams XF Teams create Action Plans / Draft Projects with Budget Projections and submit to SLRP/Cabinet XF Teams conduct environmental scans; input to SLRP Functional Teamsintegrate Strategic Projects into Team Strategic Frameworks; manage / complete Strategic projects – on-time; propose projects for Cabinet approval; implement Functional Team projects Phipps&Promis

14. Cabinet is Management Review Team to XF Teams and SLRP; oversees the whole XF Team process; works with SLRP to decide on macro-budget allocation; oversees Functional Team Annual Plan Project completion New Roles SLRPsynthesizes the Environmental Scan; reviews and revises Mission, Vision, Values, 3-5 Year Goals, Quality Standards, Strategies; involves all staff in giving input to the Plan XF Teams conduct year-round environmental scans; make decisions on policy; proposals for urgent action (not waiting for SLRP process); are represented on SLRP; decide on Actions to implement the 3-5 Year Plan Functional Teams coordinate the implementation of the Strategic Annual Plan; propose additional Team-specific strategic projects; improve team processes based on customer assessment Phipps&Promis

15. Cabinet Efficiencies, Accountability & Oversight • Electronic, ‘live-web-intranet’ Action Minutes include Summary Notes / Rationale • Cabinet provide Quarterly Report to and Discussion with All Staff re: Strategic Progress • Cabinet Meeting e-Preparation Form redesigned to provide more information prior to meeting Phipps&Promis

16. Cabinet Efficiencies, Accountability & Oversight • Consent agenda items; e-mail decision-making on routine decisions • Commitment to complete agenda items within the week (by meeting on Friday) if necessary • Communication plan to accommodate Dean’s travel schedule • Stakeholders invited to the meetings Phipps&Promis

17. WHAT NEXT? • Request feedback from all teams • Evaluate entire process • Evaluate results • Make adjustments as appropriate in line with ‘reality’ of shrinking resources and need to be agile, innovative and responsive to customers Phipps&Promis

18. Library CabinetMembers • Dean • Assistant Dean for Team & Organizational Effectiveness • Team Leaders: • Digital Libraries & Information Systems Team (DLIST) • Document Delivery Team (DDT) • Materials Access Team (MAT) • Science-Engineering Team (SET) • Social Sciences Team (SST) • Special Collections, Fine Arts & Humanities Team (Team Y) • Technical Services and Archival Processing Team (TSAP) • Undergraduate Services Team (UST) • One representative from: • Center for Creative Photography (CCP) • Library Faculty Assembly (LFA) • Staff Governance Association (SGA) Phipps&Promis