special libraries: a survival guide

SPECIAL LIBRARIESA Survival Guide

James M. MatarazzoToby Pearlstein

SLA New EnglandSeptember 27, 2013

1

Monday, September 30, 13

Will you

paddle

or

be swept

overboard?

TURBULENCE IS NOTHING NEW

2

Used with permission of Crab Apple White Water, Inc http://www.crabapplewhitewater.com

Monday, September 30, 13

PUT ON YOUR HELMUT & LIFE JACKET

State of the profession

Survival Skills

Assess

Measure

Sustain

Monday morning

3

Monday, September 30, 13

SOME OF US ARE WORKING LONGER

4

Monday, September 30, 13

SALARIES ARE KEEPING PACE WITH CPI

5

Monday, September 30, 13

THE GAP NARROWS

6

Monday, September 30, 13

ASSESS THE RAPIDS

7

SUPPLYDEMAND

Monday, September 30, 13

8

Decisions made at the top without user consultation

Reduction in number of customers

Availability of outside resources

Lack of evaluation of services

Evidence of financial crisis

ASSESS THE RAPIDS AGAIN

Monday, September 30, 13

PREPARE THE OARS

9

• Overall Satisfaction

• Satisfaction with Service Type

• Service Level

• Efficiency & Effectiveness

• Use of Products & Services

• Researcher Confidence

• Employee Retention

• Team Satisfaction

• Revenue Strategy

• ROI

• Cost Recovery

Customer Metrics

Internal Process Metrics

Learning & Growth Metrics

Financial Metrics

Monday, September 30, 13

PADDLE AS A TEAM

10

Conducting research on user’s behalf

Managing a physical library and print collection

Evaluating and purchasing content sources

Managing internal content

Researchers working on project teams

Integrating content into work processes

UsersProviders

Monday, September 30, 13

THE RAFT NEEDS TO BE STRONG ENOUGH

Model of service

Strategic planning & alignment

Alternate sourcing

Scenario planning

11

Monday, September 30, 13

IS THERE ONE RIGHT COURSE?

Gatekeepersole access to information productsresearcher delivers results to clients

Intermediaryclients have some access after traininghigher level reference & research

Facilitatorembedded in business teamvisible at business level

12

Monday, September 30, 13

NAVIGATING THE COURSE

Develop internal vision statement

Refine with stakeholder involvement

Create & Implement 3600 view of information needs

13

Monday, September 30, 13

TIME TO ALTER COURSE?

IS depth of experience

Position yourself to drive decisions

Be prepared to participate if not lead

If yes, then:what?when?where?how?

14

MAKE

BUY

OUTSOURCEINSOURCE

VALUE COST

Monday, September 30, 13

WHAT IF YOU CAN’T SEE AROUND THE NEXT BEND?

Future is volatile

Analyze underlying assumptions

Identify key questions

Recognize forces driving change

Ongoing SWOT analysis

15

Monday, September 30, 13

ASK THE RIGHT QUESTIONS

16

• What could happen?

• When might it happen?

• Why might it happen?

• What can I do to make it happen?

• What can I do to stop it happening?

• Where will I be if it happens? • What did we expect?

• In retrospect, was it the right thing?

• Is the outcome in our control?

• If not, what needs to change?

Monday, September 30, 13

KEY TAKEAWAYS

17

Monday, September 30, 13

SUSTAINABILITY: LONG TERM

Competencies

Learning + Continuing Education = Employment

Data gathering

Context + Predictability = Opportunity

18

Monday, September 30, 13

SUSTAINABILITY: ON A DAILY BASIS

Support organization’s competitive edgeunderstand itparticipate in it

Cannot be all things to all peoplefocus resources to add greatest value

Strategic planning & alignment sets boundaries

19

Monday, September 30, 13

BACK TO DRY GROUND

20

“The future’s not set. There’s no fate but what we make for ourselves.”

Monday, September 30, 13

MONDAY MORNING

21

• Take organization’s pulse

• Refuse status quo

• Be a thought leader

• Be pragmatic

• Ask “what if?”

• Take risks

Monday, September 30, 13

SHAMELESS PLUG

22

Available today or via Amazon.com

Also available via the publisher with

discount coupon

Monday, September 30, 13

THANK YOU

23

james.matarazzo@simmons.edu

toby.pearlstein@comcast.net

Monday, September 30, 13