Post on 21-Dec-2015
Integrating Integrating Measurable Measurable
Outcomes into the Outcomes into the Work of TeamsWork of Teams
Michael FosmireMichael FosmireLTF 6LTF 6
April 7, 2006April 7, 2006
Map to the talkMap to the talk
Background – issues leading Background – issues leading up to team developmentup to team development
Role of Outcomes in team Role of Outcomes in team managementmanagement
Support for outcomes Support for outcomes developmentdevelopment
Outcomes of outcomesOutcomes of outcomes Audience participationAudience participation
Organizational Organizational ChallengesChallenges
Driver of change: IT-Pub Svcs Driver of change: IT-Pub Svcs integrationintegration
but also:but also: Empowerment of staffEmpowerment of staff Communication across unitsCommunication across units Justification of additional Justification of additional
resources for the libraryresources for the library University-level requirements University-level requirements
for assessment and reportingfor assessment and reporting
BackgroundBackground Problems communicating between Problems communicating between
IT and Public Services unitsIT and Public Services units 1999—Ad Hoc Team for Creating 1999—Ad Hoc Team for Creating
a User Centered Technical a User Centered Technical Environment created to address Environment created to address the challengethe challenge Solution: Team based structures, not Solution: Team based structures, not
only for IT, but also purely Public only for IT, but also purely Public Services functions (Reference, Services functions (Reference, Instruction, Circulation, etc.)Instruction, Circulation, etc.)
Org Chart (Old) Org Chart (Old)
Org Chart (New)Org Chart (New)
EACT unique: provides structure for teams/units—doesn’t ‘do’ anything
Effect on Organizational Effect on Organizational StructureStructure
Decisions can bubble up Decisions can bubble up from teamsfrom teams
Suggestions can ‘bubble Suggestions can ‘bubble down’ from managersdown’ from managers
Provides wider capacity for Provides wider capacity for input from staff across the input from staff across the librarieslibraries
Ok, so what about Ok, so what about outcomes? outcomes?
Major challenges:Major challenges: Instill structure for accountability in Instill structure for accountability in
work of teamswork of teams Help teams prioritize their workHelp teams prioritize their work
Solution: EACT – Developing Solution: EACT – Developing outcome-based planning processoutcome-based planning process (a posteriori realization) (a posteriori realization)
EACT -- developmentEACT -- development
Team started with very little Team started with very little installed knowledge baseinstalled knowledge base
No clear mandate for No clear mandate for assessmentassessment
Charge to Charge to ‘‘Create a culture of assessment’Create a culture of assessment’ Assist in assessments of teams Assist in assessments of teams
and units and units
EvolutionEvolution
Saw need to:Saw need to: Get administrative buy-in that Get administrative buy-in that
assessment was importantassessment was important Integrate assessment planning Integrate assessment planning
into overall planning program into overall planning program of teamsof teams
Why Integrate Why Integrate OutcomesOutcomes
Moves focus from the project Moves focus from the project to the users to the users
Helps staff to understand Helps staff to understand impact of their workimpact of their work
Reporting to the University Reporting to the University levellevel
Planning DocumentPlanning Document
Identify challenges and opportunities facing Identify challenges and opportunities facing the team in the coming year.the team in the coming year.
What are your goals that address the What are your goals that address the challenges/opportunities? challenges/opportunities?
What are your measurable outcomes, i.e., how What are your measurable outcomes, i.e., how will you determine if you met your goals?will you determine if you met your goals?
What resources are needed to achieve goals? What resources are needed to achieve goals? (funding, borrowing personnel, speakers)(funding, borrowing personnel, speakers)
Special considerations–system wide impacts; Special considerations–system wide impacts; coordination with other teams or units; coordination with other teams or units; communication/coordination with userscommunication/coordination with users
Asks the following questions:
Planning Document Planning Document OutcomesOutcomes
Every team includes outcomes in Every team includes outcomes in their planning documenttheir planning document
Includes statement of how they Includes statement of how they will measure their outcomeswill measure their outcomes
Challenge: How do teams get the Challenge: How do teams get the skills to create their outcomes?skills to create their outcomes?
EACT Support for EACT Support for PlanningPlanning
Team Leader/Member Team Leader/Member training at beginning of training at beginning of ‘team year’. (staff bring ‘team year’. (staff bring goals from the team) goals from the team)
Training for all staff as part Training for all staff as part of Performance Management of Performance Management systemsystem
Individual consultations Individual consultations during planning processduring planning process
Audience: who is your service designed for?Behavior: what performance or action is expected by the user?
Condition: Terms under which assessment takes place
Simplified Outcomes Simplified Outcomes WorksheetWorksheet
Goal: Goal: Libraries Strategic Direction(s) Libraries Strategic Direction(s)
Addressed: Addressed: Activities that support your Goal:Activities that support your Goal: Outcome Outcome
Indicator Target Indicator Target AccomplishmentAccomplishment
Outcome Outcome
Indicator Target Indicator Target AccomplishmentAccomplishment
Focus on Outcomes vs Outputs
Use ABC Method
(Modified from IMLS Outcomes Training)
Success?Success?
Outcomes of the planning Outcomes of the planning process:process: 8 teams had measurable 8 teams had measurable
outcomesoutcomes 3 teams had outputs (2 had no 3 teams had outputs (2 had no
training)training) Consultations with EACT on Consultations with EACT on
assessment increased (about assessment increased (about 50%)50%)
Examples of Examples of AssessmentsAssessments
Circulation/ReservesCirculation/Reserves ““Secret Patron” assessment of Secret Patron” assessment of
student worker performancestudent worker performance Results provide feedback into their Results provide feedback into their
student worker training programstudent worker training program C/R team devised questions, C/R team devised questions,
process, timelineprocess, timeline EACT consulted and recruited EACT consulted and recruited
‘secret patrons’ , submitted raw ‘secret patrons’ , submitted raw data C/R team for scoringdata C/R team for scoring
Reference Services Team thinking of Reference Services Team thinking of using methodusing method
Serials/Binding (2)Serials/Binding (2)
Tours of all the Libraries serials Tours of all the Libraries serials operations:operations: Led to changes in display, processing Led to changes in display, processing
of serialsof serials Best practices shared across the Best practices shared across the
librarieslibraries Assessed with survey of Assessed with survey of
‘‘what changes did you make?’what changes did you make?’ ‘‘how has it affected your workflow?’ how has it affected your workflow?’ ‘‘what has been the effect of your what has been the effect of your
changes?’changes?’
ResultsResults
Teams can articulate outcomesTeams can articulate outcomes Teams are conducting assessmentsTeams are conducting assessments Staff comfort level with concepts, Staff comfort level with concepts,
vocabulary has increasedvocabulary has increased ---------------------------------------------------------------------------------------------- Functional teams have embraced Functional teams have embraced
assessment more than mixed teamsassessment more than mixed teams Still tendency to wait until project is Still tendency to wait until project is
over to devise assessmentover to devise assessment Lots of surveysLots of surveys
Strengths of Team Strengths of Team Approach to Assessment Approach to Assessment
AssistanceAssistance More depth of experience More depth of experience
(more people involved)(more people involved) Revolving composition Revolving composition
means dispersal of expertise means dispersal of expertise across systemacross system
Team does own assessment Team does own assessment plan, so stays groundedplan, so stays grounded
Challenges of Team Challenges of Team Approach to Assessment Approach to Assessment
AssistanceAssistance No direct accountability for No direct accountability for
assessment (consequence of not assessment (consequence of not planning?)planning?)
Synchronizing administrative Synchronizing administrative needs/perspectives with team needs/perspectives with team trainingtraining
Assessing the assessments—Assessing the assessments—managers have different levels of managers have different levels of expertise, experienceexpertise, experience
Team members do this part timeTeam members do this part time
Audience ParticipationAudience Participation
What expectations do you What expectations do you have for your teams to do have for your teams to do assessments?assessments?
What have been the biggest What have been the biggest challenges for teams to challenges for teams to assess their outcomes?assess their outcomes?
How have you addressed How have you addressed those challenges those challenges organizationally?organizationally?
Thank you for your Thank you for your attentionattention
Michael FosmireMichael Fosmirefosmire@purdue.edufosmire@purdue.edu