RLI 278 20 March 2012R esearch Library Issues: A Quarterly Report from ARL, CNI, and SPARCarc The ARL Balanced Scorecard Initiative Meets the ARL 2030 Scenarios Figure 2. Agenda for McMaster University Library Planning Retreat, Summer 2011 10:00–10:20 a.m. Welcome, Opening Remarks Agenda Desired outcomes Review current strategic plan 10:20–11:00 a.m. Introduction to Scenario Planning Theory, background Overview of ARL 2030 scenarios Brief look at each scenario Early indicators 11:00 a.m.–noon Scenario Deep-Dive What are the strategic implications for research libraries? How does our current strategic plan (i.e., strategic initiatives) hold up? Noon–1:00 p.m. Lunch 1:00–2:00 p.m. Scenario Deep-Dive (cont’d) 2:00–3:00 p.m. Summarize key takeaways from deep-dive exercise with focus on strategic initiatives 3:00–3:15 p.m. Break 3:15–4:00 p.m. Debrief Implications for Organizational Development unit Feedback on the use of scenarios as a strategic planning tool Staff found the scenarios challenging, which was understandable given their brief introduction to scenario-based planning, the short amount of time they had to familiarize themselves with the four ARL scenarios, and the wide spectrum of experience they brought with them to the table. Some of the scenarios resonated more with staff than others. For example, they could see the early indicators of the “Research Entrepreneurs” scenario already in play, and could envision what the library might look like if that scenario actually came to pass. Other scenarios did not translate so well. Participants struggled to envision what role the library would play if the “Disciplines” assumed center stage. And in each scenario it was important to remind staff that the research environment had been the strategic focus of the development of the scenario set. Staff were keen to envision the implications of each scenario for the library’s other major roles, e.g., teaching and learning. Overall, the discussions were lively and staff were intrigued by the concept of early indicators and took great delight in finding examples for each scenario. Although the workshop was compressed and fast-paced, the impact was long-lasting. For weeks after the session, staff were still identifying new indicators of the four scenarios that they encountered during their workday.
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