T h e U n i v e r s i t y o f A r i z o n a L i b r a r y L i v i n g t h e F u t u r e I I I - PowerPoint PPT Presentation

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T h e U n i v e r s i t y o f A r i z o n a L i b r a r y L i v i n g t h e F u t u r e I I I

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  1. T h e U n i v e r s i t y o f A r i z o n a L i b r a r y L i v i n g t h e F u t u r e I I I N A D M eeds ssessment ata anagement

  2. Selection of Library Projects • The Strategic Long Range Planning team (SLRP) takes a Current Situation Analysis (CSA) of the Library and assigns problems to Action Planning Teams (APT). • The APTs investigate the problem, suggest an approach, allocate a budget and select Library staff to work on a project team. • The project team, in this instance NADM, takes the charge given to them by their APT and sets to work within the Library.

  3. NADM’s Problem • As determined by our APT: • The Library does not have a centralized data storage and retrieval system and as a result: • There are many isolated data silos. • Data is kept in varying formats. • Our strategic decisions cannot be based on accurate Library-wide data. • There is duplication of data collection.

  4. NADM’s Charge • We have been allocated a budget of $39,000 to complete the following: • Create an online needs assessment tutorial for Library staff. • Identify the Library’s critical processes. • Explore current Library data collection. • Construct a prototype data collection and retrieval system.

  5. Needs Assessment Tutorial • Prior to NADM, a Library team entitled the Integrated Services Needs Assessment Group (ISNAG) researched best methods for needs assessment. • We have taken their findings, in addition to our own research, and are in the process of synthesizing them into an online tutorial. • The tutorial’s intent is to provide Library staff with a place to start when undertaking a needs assessment of their work.

  6. The Library’s Critical Processes • To better understand the Library and to aid SLRP in strategic-decision making, NADM met with each Library team in determining the following five critical processes: • Information Access Providing access to information • Information Literacy Educating for information literacy • Scholarly Communication Changing the ownership andmechanisms of scholarly communication • Infrastructure Supporting our organizational efforts • Institutional Leadership Leading our organization

  7. Data Exploration • In reviewing the Library’s data, NADM was interested in two issues: • Getting a more in-depth view of Library data use. • Determining which teams would be likely candidates for a prototype of a relations database system. • We met with each Library team asking them three questions: • What data do you collect? • What format do you keep it in? • Are you satisfied with this data?

  8. Data Exploration • What we discovered: • The Library’s data problem is real. • There are many isolated data silos. • Data is kept in varying formats. • Our strategic decisions often cannot be based on accurate Library-wide data. • There is duplication of data collection. • We also found that teams were not aware of the benefits a relational database can provide, but were eager to explore solutions.

  9. System Prototype • Our prototype must demonstrate the effectiveness of a relational database in our day-to-day work. Therefore, it has to meet the following criteria: • Be of value to the Library. • Involve willing participants. • Use live data. • Test every type of data. • Be of manageable size and cost. • Have a high impact.

  10. System Prototype • In reviewing our research and criteria, two opportunities stood out: • Interlibrary Loan (ILL) • This team must relate data from different sources and formats and it generates data that many Library teams are interested in. • A Knowledge Skills and Ability (KSA) and Scheduling database. • The union of this data is new to the Library and would demonstrate how quantitative and qualitative data could be combined.

  11. The ILL Prototype • In addition to providing ILL with a relational database, we feel it is important to demonstrate how data can be streamed from numerous sources into one silo with as little human interaction as possible. • Having determined that no staff in the Library possess the skills set to accomplish this assignment, we have decided to go with an outside vendor.

  12. The ILL Prototype • In order to to get the vendor, and therefore the end product, we need, our Request for Proposal (RFP) must be carefully worded. • To that end, we have hired a consultant to guide us through technical issues. • Currently the RFP has been released to the vendors.

  13. The KSA/Scheduling Prototype • This project is a joint venture of the Materials Access Team (MAT) and NADM. • We have enlisted the help of a University of Arizona Management Information Systems (MIS) graduate student to construct the database. • After researching Library needs and consulting with University lawyers, it is clear that we do not have the necessary technical infrastructure to properly secure this type of confidential information.

  14. The KSA/Scheduling Prototype • Currently we are testing the database, which uses an Oracle Web DB interface, with dummy data. • Given the concerns regarding security and our timeline, we are moving towards limiting this prototype to a “Ready and Waiting” status. • No live data would be input into the database until security issues can be satisfied. • The prototype remains a proof-of-concept demonstration.

  15. Next Steps • In addition to the two prototypes, NADM is considering two issues: • Where the work of building and managing the Library’s relational database should live. • What our team’s work will consist of over the next fiscal year.

  16. Next Steps • In discussions with Library staff about where this work should live, we have narrowed our choice to three teams: • Financial and Administrative Services Team (FAST) • Library Information Systems Team (LIST) • Digital Library Initiatives Group (DLIG) • We have recently met with each of these teams to discuss the pluses and deltas of each scenario, but have not yet made a firm decision.

  17. Next Steps • In discussions with Library staff about what our work should consist of over the next fiscal year, we have arrived at these possibilities: • The Library hires a temporary or permanent Database Administrator (DBA). • The Library holds off on hiring a DBA and continues with outside vendors and consultants. • The project is placed on hold.

  18. Next Steps • NADM will soon submit a request to the Library’s Budget Advisory Group (BAG) for a DBA. • We will base our work around their decision and subsequent discussion with Library staff.

  19. Want More Information? • To learn more about our work… • To contact a team member… • To review this Poster Session… • Visit our website HTTP://NADM.LIBRARY.ARIZONA.EDU