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Historic, Archive Document Do not assume content reflects current scientific knowledge, policies, or practices. ' AM U.S. Department gricultural of Agriculture MD NationalAgriculturalLibrary Beltsville, [libraries 20705-2351 National Qnformatioa Agricultural Volume 21 Numbers 1-3 Q]otes Library January-March 1995 ISSN: 0095-2699 The Strategic Planning Process at the National Agricultural Library byJaniceC. Kemp, Ph.D., Chair,StudyGroup, Phase Strategic PlanningProcess 1, and Assistantto theAssociate Directorfor PublicServices iAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA.AAAAAAAAAAAA.AA The National ^ f/f # ; Agricultural Library ...ensuringandenhancingaccess toagriculturalinformationfora betterqualityoflife NAL Additional Features in This Issue: PublicAffairsOfficer inSweden/England, pp. 13-14 NUSAALIMNeNregwess;wiintchlAugdreisccuoltmuirnaglsRuemsemaerrchmeSeetrivnigcse,,pppp..97--180 [email protected],ls(EI-nmdaeixleadnidnIAnGteRrnIeCt)O,LpAp.,1p5p-.1717-18 SNlAezLakCoovna,du1c9t9s4CCoomcphurtaenrFeTlrlaoiwn,inpgp.in12Ba-l1t3ics, pp. 10-12 IPSnletaeenrtandGadtieitnoinooanmlaelOcrIoIgInat—neinCctosAnogfrneirtcehunelctleuasrSteupCmaomgneafreoyrf,etnhpicpse.A,2Lp0Ip-.2N31i8s-s1ue9. n February, 1993 the National I Agriculture Library initiated a strategicplanningprocesstoprovidea TheNationalAgriculturallibraryensures andenhances framework for moving into the next century. Faced with the impending accesstoagriculturalinformationforabetterqualityoflife. retirement of the Director, Joseph Howard,thereorganizationofUSDA, The NationalAgricultural Library: efforts to reinvent government, and A rapid changes in information technol- Serves as a national libraryofthe United States and as the ogy,NAL’sseniormanagementrecog- Ubratyofthe U.S.Department ofAgriculture. nized the need to develop a shared visionandplanforhowto achievethat vision. SusanJurow,DirectoroftheOffice ofManagement Services, Association of Research Libraries, worked with NAL’s senior management as it planned for this effort and has been a A Acquires,organizes,manages,preserves,and provides access consultant to the library throughout to information and provides quality stewardship ofits unique theprocess. Ms.Jurowhasservedasa collection. consultant to many academic and research libraries undergoing strategic planningprocesses. A Assists,trains,and educates people based on assessment of The process began with an all- theirinformation needs. staff meeting in which Ms. Jurowemphasized that strategicplan- A ninghasthe potentialtotransformor- Provides leadership in information management. ganizations in two ways: by the products andbythe verynature ofthe A process itself. She also introduced us Maximizes access to information through collaborative totheconceptofparadigms,ormental efforts and utilization oftechnology. models, and the idea that strategic planning might involve significant paradigm shifts in the organization. A Enhances global cooperation through international exchange The strategic planning effort that fol- ofinformation and the provision ofservices and technical lowed this meeting has caused us to assistance. challenge our paradigms about the library, how it functions, and what fu- turewechoose. A fter the initicd meeting, 35 staff professional staff, middle manage- process would be conducted. Par- from all parts ofthe library, in- ment, and NAL’s senior management ticipantsvoicedstronginterestinbeing cluding technicians, support staff. met for a “retreat” designed to model integrally involved in the management the first two phases of strategic plan- of the process. After the retreat, ning. Avarietyofinteractiveprocesses NAL’sseniormanagementestablished The illustrations on pages 1 were used to revisit the history of the a newsteeringteam, theStudyGroup, through 4 are taken from The Na- library, identify internal strengths and whichguided therestofthe firstphase tionalAgricultural Library Mission, weaknessesandexternalopportunities of strategic planning in consultation Values, Vision brochure. On page andthreats,andtovisualizewhatNAL with senior management and Susan one are the front and back cover might become in 5 to 10 years. A Jurow. TheStudyGroup,andallother panels. Onpage2isthepanelcon- preliminary vision statement was working groups to date, have been taining the complete text of the drafted, and the group identified broadly representational of different library’s revised “Mission” state- potentialareasinwhichtoconcentrate structural units andlevels ofstaff. ment. The panels on pages 3 and 4 actionplanning. contain the complete texts of the The StudyGroup’s first task was to O library’snew“Values”and“Vision” ne of the outcomes of that establish the first working groups. Lst_at_eme.nts^. retreat was a fundamental More them90 staffvolunteered for the paradigm shift in how the planning 44openingsontheVision,History,In- ALIN, VoL 21, Nos. 1-3 2 January-March 1995 ternal Situation, External Situation, and CommunicationsWorkGroups. A We value NAL’s collection as a national treasure and strive to build and preserve it and make it accessible. The Communications Work Groupsupportedtheworkofall A We believe that universal access to information is critical to the other groups by assuring informa- the continued development ofagriculture. tion flowthroughout the first phase of theprocess. TheHistoryWorkGroup A We are dedicated to making optimal use ofour resources evaluated key trends in the library’s and encourage innovation and resourcefulness to improve development to date. The Internal products and services. SituationandExternalSituationWork Groups prepared environmental as- A We strive to provide excellent service. sessmentsthat identifiedourstrengths tahnedwopepaokrnteusnsietsieassaanndorgtahnreiaztastioinnaonudr A We believe we have a special responsibility to provide external environment. These evalua- leadership to the library and information communities. ttihoenms ahnadvethbeeetnhiunskeindgtthhraotugphrooudtuctehde A We value working cooperativelywith others to enhance restofthisphaseandhavebeencritical access to agricultural information. tothedevelopmentofthelibrary’snew values statements, the revised mission A We are committed to the highest standards ofethics and statement, and our conceptualization integrity. ofthe organization’svision. Theyalso provided significant input to the secondphaseofstrategicplanningand will be consulted throughout the remainderoftheprocess. A We strongly believe that NALmust be an unbiased source ofagricultural information. TheVisionWorkGroupdeveloped four scenarios of alternate futures as A We believe that each employee is valuable and NAL is discussion points to initiate thevision- strengthened by the diversity ofits staff. ing process. In a series ofdiscussions facilitated by Study Group members A We promote open communication and cooperation and through email interactions, more than 90 NAL staff and 40 NAL cus- throughout the organization. tViosmieornsrWeoarctkedgtrootuhpesdeisgceesntaerdioasl.l Tthhies A We encourage and support staffparticipation in planning data—no minor task in itself—and and improving Library programs. draftedavision statement forNAL. A We believe that staffdevelopment is critical to accomplishing ourmission. Clearly the process has been evolutionary. After evaluating the reports of the History, Internd Situation, andExternalSituationwork groups and the draft vision statement, TheStudyGroup initiatedstaffdis- At this point the Study Group the Study Group realized that some- cussions about core values and beliefs sought feedback from staff to thing was missing—that we needed to andrevisitedthescenariosdiscussions, determine whether these statements rethink the process, the timeline, the the reports, and other work of the werevalidexpressionsofourmostfun- products. Akeyarticle* thatguidedus process to develop possible values damental values and beliefs. More at this point helped us to realize that it statements. These efforts generated than a hundred staff answered the was necessary to articulate NAL’s 162 statements written by the Study questionnaire that was circulated in valuesbeforefinalizingourvision. This Group and manyvolunteers. With the January, 1994. Givenachoicebetween was a crucial component that we had help of some of these volunteers, we “like,” “dislike,” and “like,but...,”staff not included inour earlyplans. *[Col- clustered similar statements, and then chose “like” for 86% of the 1428 in- lins,JamesC.,andJerryI.Porras,“Or- capturedeachkeyclusterofstatements dividual responses. All statements ganizational Vision and Visionary in a single, fundamental value state- were“liked”byatleast78%ofthestaff Organizations,” California Manage- ment. After much refinement a list of responding. Staffalsomadethoughtful mentReview, Fall 1991, pp. 30-50.] 14corevaluesstatementsemerged. comments that served as the basis for ALIN, Vol. 21, Nos. 1-3 3 January-March 1995 modification, andthen finalized. The NationalAgricultural Libraryleads in the information njlie first phase ofstrategic plan- --ningwasofficiallyclosedinSep- revolution by forging partnerships and exploring new tember, 1994, with an all-staff celebration. During this celebration the final mission, vision, and values methods and technologies that advance open and democratic statements were presented to stziff in the form ofwallhangings tobe placed around the library and individual brochures. Pamela Q. J. Andr6, then Acting Director of NAL, announced that the second phase ofthe strategic planningprocesswouldfocusoniden- tifying potential key result areas (KRAs). These are the critical, high- access to information. As a dynamic,efficient,and effective leverage areas in which to focus planning efforts and resources in order to organization,we are dedicated to the deliveryofinformation advancetowardour desiredvision. to customers worldwide. The staffsets and maintains the nê KRA Team reviewed the work ofthe first phaseand con- highest standards ofexcellence in information services. As ducted open staff meetings as back- ground for itsthinking. At thetime of this writing, the recommendations of keepers ofourNation’s agricultural legacy,we preserve and theKRATeamhavebeenforwardedto senior management. The KRA team. protect information forfuture generations. Branch Heads, and senior manage- mentwillfinalizetheKeyResultAreas in a facilitated retreat. Phase III will focus on the development of action We are amulticultural and diverse organization. Decision- plansinthese areas. making andaccountabilityare shared,creating an environment ;''he first two phases of strategic ‘"'I planninghavedemonstratedthe that isvital,challenging,rewarding,andenjoyable. Ourwork transformational power ofthe process alludedto bySusanJurowin the kick- — NAL makesadifference itenriches thelivesofpeople everywhere. offmeeting. isintheearlystages ofmovingfromahierarchicaldecision- making structure to one that is more teambased. Strategicplanningwasthe firstbroad-based,participatoryproject initiated by the library. Participation further refinements that produced the elements of the mission and vision has taken many forms. Library staff final statements. [See the boxes on statements. That retreat resulted in have transcribed flip chart pages, pages2 through4fortexts.] another paradigm shift for those in- prepared fliers, written reports, volved: they learned how a con- developed values statements, and centratedperiodoftimesetaside,with thought deeplyaboutwhoweare,why n February, 1994 a 2-day focus advance planning, and conductedbya we arehere, andwhowewant tobe in “jjôup retreatwasheld to crystal- facilitator using appropriate methods the future. Many discussions, meet- lize thoughts on the mission statement could enable a group to achieve sig- ings, and focus groups have been in- and further develop the vision. Susan nificantbreakthroughsontoughissues tegral to the process. More than 80% SkalskioftheForestServicefacilitated in ashort periodoftime. ofNALstaffhaveparticipatedinsome the work of the fifteen people repre- way during Phases I and II. We have senting the Study Group, each of the learned that becoming a more par- Working Groups, and senior manage- A fterthefocusgroupretreat,mis- ticipatory organization is hard work ment. Using group process methods ^"îon andvision statementswere that takes much effort and requiresus developedbythe Institutefor Cultural crafted, reviewed, rewritten, subjected tolearnnewbehaviors,methodologies, Affairs, the focus group identified key to staff scrutiny and suggestions for and skills. ALIN, VoL 21, Nos. 1-3 4 January-March 1995 s HistoryWorkGroup IdaliaAcosta, Chair PatriciaBrewer Marianne Davies NATIONAL AGRICULTURAL LIBRARY John Forbes STRATEGIC PLANNING -- PHASE A1Fusonie I SusanWilzer Don Yeldell Internal SituationWorkGroup Win Gelenter, Chair TimAllen Susan Fugate Gretchen Kaminski LesKulp SusanMcCarthy PamelaMason GloriaPugh External SituationWorkGroup photo: J.Swab KateHayes, Chair The central part of a three-panel exhibit showing the work flow D’AnnaBerry and interrelationships of processes in the first phase of NAL’ PaulDeAnna strategic planning programthat resulted inthe revised “Mission” Mae Clark and new “Values” and “Vision” statements. VeronicaLefebvre Eileen McVey JoeMakuch Deana Parks T he purpose of these first two Participants in the Teams and AnitaSpeight phases ofstrategicplanningwas Work Groups ofthe First Two EdWarnick to lay the foundation for action plan- Phases ofthe National ning,nottodotheplanningitself. NAL Agricultural Library Strategic CommunicationsWorkGroup staffdeveloped a deeper sense ofself Planning Process Robyn Frank, Chair byevaluatingour history, restatingour Pat Dillon mission, and, for this first time, ar- StudyGroup Jane Gates ticulating our core values and beliefs. JaniceKemp, Chair DianaLemon We also became more aware of our PeggyBeavers Susan Louthan strengths and weaknesses as an or- MaryLouBehrens Brian Norris ganization and the opportunities amd Kathleen Dougherty AlvettaPindell threatsinourlargerenvironment. This Caroline Early JannetteShuford-Hall foundationisasnapshotofNALinthe BillFeidt LynnStanko present. Ourvision paintsapicture,in Robyn Frank TanyaTanner very broad brushstrokes, of the NAL Vickie Pessagno Ron Young wewanttobecome. Wehaveanswered MarySilva JoanneMeil, ResourcePerson twofundamentalquestionsofstrategic JohnStetka planning, “Where are we now?” and KeyResultAreaTeam “Where do we want to go?” With the PamAndre (ex-officio) ShirleyEdwards, Chair pending completion of the second MariaPisa (ex-officio) SandraBoone phase ofstrategic planning, wewill be Keith Russell (ex-officio) Karl Debus poisedtoanswerthethirdkeyquestion MarleneTaylor (ex-officio) Robyn Frank addressed by strategic planning. It is, Jane Gates “Howdoweget there?” VisionWorkGroup Susan Wilzer Janet Wright, Chair SandraBoone KarlDebus In addition there were numerous ShirleyEdwards sub, ad hoc, focus, and volunteer John Kane groups involved invarioussegments of Stan Kosecki phase one of the strategic planning GaryMcCone process. The library thanks all of the Karl Schneider participants. ALIN, Vol. 21, Nos. 1-3 5 January-March 1995 Janice Kemp Vickie Pessagno Karl Schneider Robyn Frank Susan Louthan Kathleen Dougherty Janet Wright Pamela Andre Strategic Planning Ceremony photos: J. Swab OnSeptember20, 1994,theNation- al Agricultural Library held a ceremony to present the library’s revised “Mission”statementandnew“Values” and “Vision” statements to the staff. Brochures containing the statements had been prepared and printed (see reproductions of the brochure panels QBEI ualUlmtty on the first 4 pages ofthis article) and were distributed to the staff at the library-wide meetingin the main read- ing room. Participants of the phase one process, representing all levels of the library staff, spoke at the meeting, discussing the various processes and introducing the three statements (see speakers photos above). Pamela Q.J. Andre, NAL’s new Director (then acting director), received the finished statements for the library, and sheand JaniceKemp,coordinatorofthePhase Pamela Andre and Janice Kemp present the framed panel 1 process, unveiled a framedApanel containing the texts of the Mission, Values, and Vision state- showing the three statements. cele- brationwith refreshmentsfollowed. ments that they have just unveiled. ALIN, Vol. 21, Nos. 1-3 6 January-March 1995 NAL Merges with Agricultural Research Service On December 1, 1994, the Na- HARS and NAL have been engaged knowledge of the scope and com- tional Agricultural Library over the last several months in a plexity of NAL’s work and opera- merged into USDA’sAgriculturalRe- series of reciprocal briefings. The tions. ARS search Service as a part of the total directorsofseveral regions,in- H reorganization oftheU.S.Department stitutes, program staffs, and local Another facet of the transition in- NAL ofAgriculture, approved by Congress operationshavevisited tobrief volves restructuring and downsiz- andsignedbythePresidentinOctober staffon the structures, mission, and ing. Anewdeputydirectorposition 1994. With the merger, NAL remains operations of their organizations has been created and is in the a national library and retains its or- within ARS. NAL staff have also process ofbeing filled. Also being ganizational identity. Within the been briefing senior managers in filled are the Associate Director Agricultural Research Service, the ARS aboutthelibrary, and its com- positionsforAutomationandTech- NALDirector, PamelaAndre,reports plex operations, its extensive nicalServices. DownsizingforNAL to the ARS Administrator, R. Dean relationships with nation2il and in- will mean a reduction of total staff Plowman, and participates in theARS ternational library and agricultural by 7%, a loss of 15 FTE positions Administrator’s Council. In the information communities, and its betweem 1995 and 1999. Most of USDA reorganization, ARS is part of current and potential role in the this reduction will be accomplished the Research, Education and global electronic information age. byattritionandinternalreorganiza- Economics Service, headed currently This has been a real education for tion ofthelibrarystaff. In addition, (atthetimeofthiswriting)bytheacting the staffofboth NALandARS, for administrative and financial ser- UnderSecretary, FloydHorn. althoughNALstaffhavebeenaware vices, as well as public affairs func- ofmuchoftheworkofARSthrough tionswill be integratedwith related NALiscurrentlyintheprocessof the provision of services over the ARS units for reporting purposes transition. Education and years, it has not been familiar with while continuing to support the restructuring are parts of transition muchoftheARSinternaloperation, NALprograms. development: and ARS staff have had limited (Continued on thefollowingpage) photo: J.Swab photo: J.Swab photo: J.Swab Dr. Arthur L Schipper, Acting Dr. Joseph T. Spence, Direc- Dr. Edward B. Knipling, Na- Area Director, Mid-SouthArea, tor, Beltsville Human Nutrition tional Program Staff Deputy ARS, briefed NAL staff on the Research Center, discussed Administrator, ARS, briefed locations, structure, numerous the Center’s multi-faceted re- NAL staff about ARS internal research programs, and activi- search programs and activities structure and the various na- ties of the Mid-South Area. with the NAL staff. tional programs of ARS. ALIN, Vol. 21, Nos. 1-3 7 January-March 1995 photo: J.Swab photo: J.Swab Dr. Richard S. Soper, Assistant Adminis- Dr. H. L. Rothbart, AreaDirector, NorthAtlanticArea, trator, International Research Programs, ARS, presents an ARS hat to Pamela Andre, NAL ARS, spoke to NAL Staff about ARS Director, before briefing NAL staff on the structure, laboratories in foreign countries and ARS numerous research programs, and other activities cooperation with agricultural research or- ofthe ARS North Atlantic Area. All ofthese briefings ganizations in other nations. were part of the ARS/NAL merger transition. n the “Director’s I Message” in the forthcoming NAL An- nual Report for 1994, Pamela Andre, refer- ring to the NAL/ARS merger, states: ThroughoutNAL ’s 125-year exist- ence, serving USDA scientists and re- searchers has been a primary focus for the library. Wehave always considered ourselves a closepartner withARS. As a unit within ARS, NAL will continue to photo: J.Swab providetheverybestser- Soon after the ARS/NAL merger officially took place in December, Dr. R. vice to USDA scientists Dean Plowman, ARS Administrator, visited NAL and welcomed library staff while meeting our toARS. His briefing on the state ofARS and itsfuture initiated theARS/NAL responsibilities to the transition briefings. PamelaAndre, NAL Director, and Dr. Essex E. Finney, agricultural community throughout the nation, Associate Administrator, ARS, participated in the briefing. Aframed panel andtheworldaswell. of the new mission, values, and vision statements was also unveiled. ALIN, Vol. 21, Nos. 1-3 8 January-March 1995