Collection Space Management Program
Communication Plan – final draft February 14, 2005
Introduction
The purpose of the Collection Space Management Communication Plan is to provide an overall
framework for managing and coordinating the wide variety of communications that will directly or
indirectly take place as part of the Collection Space Management Program. It addresses
communicators, audiences, messages, communication channels, feedback mechanisms and
message timing. Such a framework will ensure that Collection Space Management Program
provides relevant, accurate, consistent information to the program stakeholders and other
audiences at all times.
The Project Manager is responsible for implementing the Communication Plan. His role is to
develop the communication materials (such as the Plan, a web presence, print graphics, etc.)
and to support the delivery of communications. He will also verify distribution of communication
materials, and will also measure and analyze the effectiveness of the Program Communication
Plan.
Actual delivery of many of the communication messages will be through designated
‘communicators’ – persons presenting information or facilitating discussions, delivering
communication to stakeholders, and soliciting feedback from various participants. The
methodology of the plan is designed to assure clear and relevant flow of information along the
Top-down, Bottom-up, and Middle-out communication paths.
This plan includes the following elements:
 Project Audiences :
 Communication Plan :
 Communication Plan Feedback :
A list of recipients and their expectations.
A list of communication events and their
management.
A plan for evaluating its effectiveness.
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Collection Space Management Program
Section One –Table One: Project Audiences
This section contains a description of the various audiences that are covered in this Communication Plan. The following table
identifies each audience and their vested interests and expectations.
Audience
Provost
Steering Committee
(Internal
Communications)
Steering Committee
Participants
University Librarian
Meg Bellinger
Sue Crockford-Peters
Robert Daigle
Michael DiMassa
Fred Martz
Tobin Nellhaus
Danuta Nitecki
Ann Okerson
Sandy Peterson
Bobbie Pilette
Alice Prochaska
Alan Solomon
Joan Swanekamp
CSM Working Groups
(in particular, the Chairs);
Ad hoc CSM groups.
Stakeholder Interests
 Progress Report of the Library’s
Strategic Plan.
 Program progression.
 Discuss and resolve project
strategy and implementation
questions.
 Discuss and resolve appropriate
use of CSM Program resources.
 Directs the implementation of
tasks to the WG’s or other
relevant groups for completion.
 Reports on the resolution of
tasks assigned by the Steering
Committee.
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Expectations & Norms for
Communication
 Program communication is planned
well and progress is reported.
 Decisions on tasks and strategies
intended to fulfill objectives are clearly
summarized.
 Input to the review of program
strategies and deliverables.
 Active participation; issues are raised
quickly; opinions honestly stated;
respect for others’ opinions.
 Assignment of accountability for
Program deliverables is posted.
 Identification of changes to library
policy and operations, and referral of
relevant issues to appropriate
standing committee (e.g., LMC) is
done quickly and through appropriate
communication channels
 Summary of problem or task.
 Clear and on-time status reports
 Task/Question resolution.
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Collection Space Management Program
Audience
Participants
Stakeholder Interests
Expectations & Norms for
Communication
CSM Working Group CSM Working Group
Chairs (internal
members
communications)
 Discuss and resolve requests for
information charged by the
Steering Committee during the
Program’s tenure.
 Active participation; issues are raised
quickly; opinions honestly stated;
respect for others’ opinions.
 Analysis and recommendations are
concluded in a timely way.
Yale University
Library Departments
and other service
areas (Cataloging,
Access Services,
LSF, Mudd, and
other Library units
affected by CSM
projects).
The CSM Project Manager
working in collaboration with
Department Heads (or other
assigned department
liaisons).
 Status of CSM activities
 Impacts of CSM projects on
everyday operations.
 Changes in business procedures
and policies.
 How the CSM program will work.
 Clear, concise, timely, written
summaries.
 Timely notification of Changes in
Policy.
 Archived/posted documentation of
decisions on web site.
Yale University
Faculty, grad
students, and other
researchers.
UL, AULs; Selectors;
Collection Identification
Working Group.
 The scope and impact of CSM
projects on the existing
collections and access to them.
 Faculty review and feedback
regarding selection decisions.
 Responsive and timely
announcements of changes and
achievements of milestones.
 Information about the Program
presented concisely and clearly on
web sites and available for email or
print distribution.
Readers and other
library visitors and
staff.
Project Manager and AUL
 Communicating the scope and
impact of CSM projects on the
existing collections and access
to them.
 Single graphic representation of
milestones reached.
 Concise, timely communications.
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Collection Space Management Program
Section Two – Table Two: Communications Plan for Collection Space Management Program
Message
Communicator
Audience
Channel
Timing
Feedback
Mechanism
Public Relations
Attaining a CSM
Program
milestone/
program goal.
Project Manager,
AUL
Yale Library & interested Oral or written
University staff.
presentation,
email (YU-LIB),
website, news
release, poster.
As achieved
Email & via
web site form;
news release
to Daily.
Status Reports.
University Librarian
Provost? ACLP?
Annual?
Face to Face?
Status Reports
Project Manager,
AUL
Yale Library & interested Oral or written
University staff.
presentation,
email (YU-LIB),
website, news
release, poster.
Quarterly,
starting
4/2005
Email & via
web site form;
news release
to Daily.
AUL or Project
Manager
CSM Steering Committee
As needed
Email/Meeting
Maker.
Feb-March
2005
Email or oral
Oral or Written
Presentation
Internal
Operations
Announcing the
next SC meeting,
agenda, and
minutes.
Requesting review/
feedback/consultati
on from faculty (eg,
Stack Arrgmt Plan)
Selectors, Collection
Identification WG chair,
and/or the CCL
Transfer Team Chair.
Yale University faculty,
grad students, and staff.
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Email/Meeting
Maker
Forums and Dept
meetings,
individual
conversations
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Collection Space Management Program
Message
Requesting
analysis/ feedback/
consultation from
Working Groups or
ad hoc group.
Reporting progress
or information to
the Steering Cmte.
Requesting new
feedback on CSM
projects from staff
(e.g., measurement
projects).
Announcing and
updating CSM
Collection moves
Communicator
Audience
Project Manager
Working Group Chairs or
ad hoc group leader.
WG chairs, PM, other
ad hoc groups, etc.
Steering Committee
Project Manager/AUL
Access Services staff
in SML & elsewhere.
Library managers and staff
responsible for collection
management.
Staff/readers/users of
library collections.
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Feedback
Mechanism
Channel
Timing
Email summaries
or orally
transmitted at SC
meetings.
Within 12 hours
of CSM SC
meeting
Email
As soon as
possible.
Face to Face or
email.
Pre-Summer
2005
email
Presentations at
SC meetings or
email.
LMC meetings,
Yulib, email
Paper: graphic
toteboard, aisle
labels, stack
maps and floor
directories
Email.
Ongoing
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Section Three – Feedback and Measuring Effectiveness
Feedback will focus on finding the answers to a series of questions, for example, whether the
stakeholders and other participants:







Understand what the program intends to do;
Understand the progress of the program;
Understand the issues of the program;
Feel they have been involved in what is happening;
Feel they have had a chance to voice their opinions;
Feel their questions have been answered;
Believe in the program and “own” the program;
By evaluating feedback we will be able to adapt the Program Communication Plan in order to
meet the needs of the audience at any given point in time.
Face to face communication events (e.g., Steering Committee and Working Group meetings)
will provide an opportunity for the audience to give feedback directly to the communicators.
Other channels includes feedback forms via the website.
Details of the feedback received about Collection Space Management Program communication
plan, together with any subsequent changes to the plan, will be presented to the Project
Management Working Group and to the Steering Committee when they are made available.
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