1. Libraries in Knowledge Society– Strategies for the Future The project is funded by The Cultural Exchange Fund within the EEA Financial Mechanism and Norwegian Financial Mechanism.

2. Day 1 : Session 1,2 Introduction Workshops program Presentation of the results when working on our mission, vision, strategic and detailed goals Libraries in Knowledge Society – Strategies for the Future

3. Workshops Framework (1) July 7th – 9th – projects definitions for years 2011 – 2012, timeline and budget, needs assesments regarding a study visit in Norway October 20th - 22nd – monitoring and evaluation, strategy implementation, rules of introducing changes, analysis of necessary changes in libraries while implementing strategies, social consultations, forming project teams, PR, fundrising, ICT tools needed in strategy development In between workshops, groups will be required to work individually and collect data necessary for work at the next stages of the project.

4. March 10-12 April 28 – 30 July 7 – 9 October 20 – 22 Workshops Framework (2) Individual work: Strategies reviews for regional libraries, collection of documents required for the next meeting, a report regarding the conditions of regional libraries – data collected for analysis Individual work: Formulating the list of projects for each specific goal Individual work: Formulating the list of projects for activities in the years 2011 – 2012 Working on a strategy draft

5. Workshops Program July 7th – 9th review of work that has been done so far, detailed goals indicators and their definition projects definition for years 2011-2020 (a method of a problem tree and goals tree), timelines (Gantt chart and a network chart), and budgets, risk analysis, preparing information activities regarding the strategy

6. Additional information (1) The participants will receive a full support from trainers who will be running the workshops. In between workshops, the participants will be able to send questions and drafts for consultations Final drafts of strategies will be consulted with trainers During the workshops, there will be teams of three people working on strategies, however it is important, to have more employees involved in this process. We suggest that each library have a steering committee that would work on development, consultations and data collection.

7. Additional information (2) Three day workshops will be our method of work on strategies. Each team consisting of three members from the library will collaborate with a trainer who will guide them through the process. All solutions will be developed by the whole team. Each group should choose a coordinator who will be supervising the teams work in between workshops, he will be responsible for contacts with the trainer and the collection of all information regarding the project (taking notes and keeping flipcharts).

8. Rules of Work Turn off or turn down your mobile phones Stay focused Name + Ms/Mr. as you like 5 min of tolerance for late comers Respect for others No interruptions when somebody else is talking Possibility of input - we encourage participation during workshops

9. How was your work? Did you have a chance to discuss your mission and vision? Did you manage to come up with your final definition of strategic and detailed goals? Did you discuss your definitions with other people? Did you work in a big team? If yes, how many people? And from which departments were they?

10. 10 Goal Specific Measurable Attainable Relevant Time-bound

11. 11 An example of a well-written goal (1) To increase librarys accessibility to elderly people Increasing numbers Who? (target group) people over 60 years old who go to the library Where? (place) in a place X How many?(from x to Y) from 56 to 120 Until when? (deadline) until the end of 2010 goal indicator

12. 12 An example of a well-written goal (2) Elderly people attending libraries Minimum 120 people over 60 years old attend a local library frequently in a place X in the year 2010. goal indicator

13. 13 Goals structure Strategic goal project projects goal Specific goal Specific goal project projects goal project projects goal project projects goal

14. Day 1 : Session 3 Indicators, how to define them? Libraries in Knowledge Society – Strategies for the Future

15. Why do we define indicators? Reflect changes in the state or condition over time Represent reasonable measurement costs Be non-directional and can vary in any direction Be easy to interpret and explain, timely, precise, valid, and reliable indicator – measures the goals development

16. 16 How should indicators look like? accurate – adapted to the object of measurement measurable – expressed in numbers, percentage, binary system (yes/no) reliable – independent, representative accesible – easy to obtain

17. 17 Sources of means of verification for indicators sources of means of verification demonstarte where we can find statistical data that can be used as indicators, for example when number of participants is an indicator, then the attendance list is means of verification defining the sources of means of verification allows us to verify whether the indicator demonstrates reasonable measurement costs, time and effort

18. 18 Cheap and Effective Efficiency – its a measurement of cost of a single product/ service. Effectiveness – its a measurement of soundness of undertaken activities, level of achieved results and their sustainability. Remember! There is nothing more stupid than doing something more effectively even though its not worth doing. Osborne, Gaebles input product result

19. Day 2 : Session 1 and 2 What is a project? Projects indentification method – a problem tree and a goal tree Libraries in Knowledge Society – Strategies for the Future

20. 20 Goals structure Strategic goal project projects goal Specific goal Specific goal project projects goal project projects goal project projects goal

21. 21 Projects According to Davidson Frame Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort. The main projects characteristics are: focused on one goal; all activities within a project are interconnected and coordinated discrete beginning, end, and deliverable all of them are exceptional

22. Examples of projects within a specific goal I.1 Specific goal I.1 – Increasing the role of The Polish Librarians Association in regulating laws that may influance a librarys development and a librarians position Project I.1.1 – Designing norms for a new library policy Project I.1.2 – Presentation of the new policy to adequate ministries; lobbying and consultations Project I.1.3 – Designing common norms describing the librarians occupation Project I.1.4 – Planning activities that will implement common norms including a career path

23. Problem tree (1) Result Key problem Cause Key problem Cause

24. Problem tree (2) result Problem 1 Problem 1.1 Problem 1.1.1 Problem 1.1.2 Problem 2 Problem 2.2 Problem 2.1.1 Problem 2.1.1.1 Problem 2.1.1.2 causes results

25. Things we should remember about while constructing a problem tree we should tackle only those problems that are important, real and current, not future or imagined ones, problems should be described as a current and negative situation, solution that is out of reach shouldnt be called a problem because it makes the analysis of the problem more difficult, lack of sufficient funds shouldnt be considered a problem during the analysis, problem analysis should include all potential beneficiaries of the program. Only then will the program and the beneficiaries involved in its development be effective

26. How to change a problem tree into a goal tree? Identified problems are changed into goals. goal problem

27. Goal tree means results Goal Goal 1.1 Goal 1.1.1 Goal 1.1.2 GoalGoal 2.2 Goal 2.2.1 Goal 2.2.1.1 Goal 2.2.1.2

28. Goals analysis selection of goals, agreggation of our own goals, identification of competitive goals – goals that are conflicting, decision making, which goals will be part of our plan/ strategy and which will be left out. This decision should be a result of mutual agreement about priorities: which goals are the most important, which ones are the most attainable, which activities will be the most effective. design of goals structure – strategic goal, detailed goal, projects goal

29. 29 Examples of projects design projectindicators deadline those in charge partnersbudget

30. 30 Example strategic goal I specific goal I.1, specific goal I.2…..; for each specific goal we should include indicators Projects regarding specific goals I.1 included in the chart Projectindicatordeadlinethose in chargepartnersbudget Please notice the recommended way of describing goals and projects

31. Day 2: Session 3 Gantt chart, network chart Libraries in Knowledge Society – Strategies for the Future

32. Gantt Chart (1) Projects should be divided into phases, and phases into activities. Specify the time of each activity Specify the order of their implementation Draw a diagram with all information 1 2 3 4

33. Gantt Chart (2)

34. PERT/CPM Network Chart START A B C F DE G END PERT (Program Evaluation and Review Technique) was designed for the needs of the U.S. Navy to support the Polaris nuclear submarine project. It enabled a smooth coordination of 300 partners and allowed to finish all the works on time.

35. Why do we construct PERT/CPM chart? The goal of PERT technique is to identify elements of the process and to mark the time periods which have the most impact on the project Along the PERT technique, CPM (Critical Path Method) technique was created. Its goal is to choose a critical path among the elements of the process.

36. Example A voivodeship library wants to organize a workshop for its employees who work in different departments. Lets assume that the production of workshops materials will be the goal of this project.

37. Table of chart building (1) SymbolActivityTime periodBP A Writing materials 30 B Correction 8 C Formating 8 D Printing and binding 7 E Designing a graphic cover 3 F Delivering the materials to the participants 1

38. Table of chart building (2) SymbolActivityTime periodBP A Writing materials 30- B Correction 8C C Formating 8A D Printing and binding 7B, E E Designing a graphic cover 3A F Delivering materials to the participants 1D

39. Network chart with time periods for each activity A 30 E 3 C 8B 8 D 7 START END F 1 B 8 activity time period

40. Network chart – critical path A 30 E 3 C 8B 8 D 7 START END F 1 Minimum time of projects implementation is a path which turns into the longest time period of projects existence. This is so called a critical path.

41. Information about activities ESEF activityTime period LSLF ES – the earliest start EF – the earliest finish LS – the latest start LF – the latest finish

42. Full Network Chart A 30 E 3 C 8B 8 D 7 START END F 1 30 33 43 46 30 38 38 46 0 30 46 53 53 54

43. Calculating the time limit the latest time the earliest time activitys time period end of activity start of activity LF ES activitys time period the latest time the earliest time start of activity LS ES the latest time the earliest time end of activity LF EF

44. Day 3: Session 1 Risk analysis Libraries in Knowledge Society – Strategies for the Future

45. When can we talk about risk? Risk – it appears when the result of our activities is unknown, but it is possible to estimate its possible options and chances of occurrence. Throwing a die: possible options: side with one dot, side with two dots, side with three dots, side with four dots, side with five dots, side with six dots, possibility of throwing one side is 1:6

46. Three parts of risk event – description of circumstances where risk may occur, probability of the events occurrence, range of impact – how strong is the result

47. Identification and description of potential threats Range of impact evaluation Evaluation of probability of occurrence Significance Reaction

48. Risk can be related to: events topic timeline human resources infrastructure interpersonal relations organisation people exterior events

49. Risks Map Range of Impact Probability of occurrence

50. Risks evaluation RiskProbability [a] Effect (range) [b] Significance (weight) [a * b] Lack of participants for workshops91090 Difficulties in finding space for the workshop 6742 Coordinators sickness 3412 Equipment out of order71070

51. Reactions to risk avoiding risk, decreasing probability of risk, limiting risks results, transfer of risk If during the risk analysis you will identify some serious threats that are likely to appear, then the project should be transformed. If its not possible to change it, you should consider giving it up completely.

52. Day 3: Session 2 How to prepare information materials about the strategy Libraries in Knowledge Society – Strategies for the Future

53. Characteristics of good information a recipient will get information, a recipient will be interested in this information, a recipient will understand the information and its authors intentions Why do we need a short information material about the strategy?: It is information – please see what we are going to do It is an advertising material for clients and sponsors – get to know our attractive vision of the library, our plans and how active we are

54. Communication is a two-way process Response Information Sender Recipient

55. How to prepare information materials – step by step Decide who do you want to direct the text to – define the recipient, who is the recipient of information about librarys strategic plans, recipients analysis, what is important for different groups of recipients, choose a means of communication, prepare information analyze informations impact

56. Material about the librarys strategy short and clear, easy to understand, demonstrating main development plans – vision and strategic goals, demonstrating future plans, praising advantages, visual

57. Material about the librarys strategy – methods of publications website, brochures, leaflets, texts in librarys publications – if they exist, texts in local newspapers, interviews about library on the radio, television and in the press, ???

58. See you in Poznań on October 20th Libraries in Knowledge Society– Strategies for the Future