Libraries & Information Services (lis) Special Libraries Association




Дата канвертавання24.04.2016
Памер184.29 Kb.


Libraries & Information Services (LIS)

Special Libraries Association

Business & Finance Division

Centers of Excellence Awards Application


Table of Contents
Introduction ……………………………………………………………………………………………………………………Page 2
I. LIS Strategic Vision, Leadership, and Development………………………….……Page 2

II. Taking the Pulse of the Society’s Needs (Information & Analysis)……Page 4


  1. Responding to National Geographic’s Challenges (Customer/User

Focus; Service Results) …………………………………………………………………………………Page 6
IV: Managing Strategic and Operational Processes ……………………………………….Page 13

V: LIS Leadership, Education, Training & Development (HR Focus) … Page 15

Conclusion …………………………………………………………………………………………………………… Page 16

Appendix:

Staff Development

LIS 2004 Survey

LIS Annual Reports

Introduction to NGS
National Geographic was founded in 1888 in Washington, D.C. by 33 scientific and intellectual leaders for the diffusion of geographical knowledge, “so that we may all know more of the world upon which we live.” (1) NGS has grown to 9.2 million subscribers of the flagship, “yellow-border” magazine, 11.3 million combined subscribers of “NG Traveler,” “NG Adventure,” “NG Kids,” and “NG Explorer” magazines, maps, and more than 300 million worldwide households viewing our television channel.
In addition, NGS licenses dozens of products, including clothing, toys, and furniture and National Geographic Books are distributed in 75 countries. Our National Geographic Bee has reached millions of school children, and our educational videos, literacy books, and other products are widely used in U.S. schools.
LIS strategies are based on National Geographic’s challenges – as a nonprofit organization with $500 million in overall revenues, the Society is considered miniscule compared to the behemoth media empires we must compete with for consumer’s time and attention: Disney ($31 billion in revenues), News Corp. ($21 billion), Viacom ($27 billion), etc. To keep from being consumed as a small fish in so many large ponds, the Society focuses on our core strengths: our brand and reputation, and leveraging that brand across as many channels as possible without tarnishing it.
Like many publishers, the Society also is faced with fragmenting consumer needs: people seek niche magazines and TV programming, read less, and generally spend less time with traditional media. Our audience demographics is also changing as the baby boomers head to retirement and more Hispanics and minorities enter the market.

I. LIS Strategic Vision, Leadership, and Development
NGS’s Libraries and Information Services (LIS) staff of 26 serves 1,500 employees and hundreds of contractors in all divisions. We are also open to the public by appointment. Our main roles include providing editorial and business research services, business records management, product indexing, and working collections, and archival interpretation for the Society.

LIS staff serve in many leadership roles, chairing the Society’s Intranet Team, Knowledge Management Group, Trends Analysis Group, National Geographic Learning Systems, Employee Forum, and providing leadership in other cross-divisional teams.


Our staff works closely with users in all parts of NGS, helping meet their information needs. This gives LIS a broad perspective on the needs of the business, and helps us foster communication and effectively guide the organization toward key strategic goals.
The LIS collection (print and electronic) and services meet the needs of this specialized clientele, focusing on editorial areas such as natural history, geography, cultures, and science, while also tracking business and industry developments in relevant media markets.
Our success as a corporate library lies in aligning our strategic goals with:


  • internal Society requirements and strategies, and

  • external legal, technological, and market conditions.

We develop our service and strategic goals in July to align with the budget planning process of the Society’s calendar fiscal year, which requires that all budget requests be made by the end of August. Because many of our goals require capital outlays, this timing is essential. The goals are then reviewed by our reporting executive – the Chief Financial Officer – within the budget approval cycle. These goals are then combined with the CFO’s other reports (Information Systems, Business Systems, Production, etc.) to form one strategy for Corporate Services.


LIS strategies are submitted on a chart that emphasizes Innovation, Process Improvement, Cost Reduction, and Asset/Resource Management. A separate chart outlines our operational goals. Behind the chart (next page) are details outlining how each goal will be accomplished.
Business Plan 2005: Key Objectives and Strategies for

Libraries & Information Services



II. Taking the Pulse of the Society’s Needs (Information & Analysis)
Determining the Society’s needs takes a multi-prong approach. First, feedback is essential in helping us align our services to NGS expectations and needs. Participants who take classes and orientations fill out an evaluation form, which are tabulated by the Society’s Market Research division and reported back to LIS. In addition, the Society’s Market Research division developed impartial, full service surveys to gage LIS’s success. These interactive surveys (see appendix for full survey results provide both a snapshot for current conditions and baseline for our future development.


Among clients who have worked with LIS, 100% are satisfied with the services they receive, with eight in ten “very satisfied.” Nearly 93% consider LIS assistance valuable to their work. LIS is rated most highly on creating a cooperative environment/sense of teamwork, responsiveness, accuracy and adherence to project timelines/deadlines.” -2004 LIS Survey (conducted by NGS Market Research department)



LIS 2004 Survey – More than 80% found that LIS ranked

Very Good or Excellent in our Service Areas.
But feedback is only one tool in determining what the Society needs from LIS. To get a fuller picture of the Society’s requirements, we regularly:


  • Leverage our leadership positions on cross-divisional teams to learn of new opportunities

  • Scan editorial and marketing calendars for upcoming stories and focus

  • Meet with most divisions (“Liaison Meetings”) at least once per year

  • Align our goals with corporate and divisional goals

  • Read professional literature; attend professional meetings for ideas

  • Examine reference logs for patterns in questions

  • Examine LIS annual reports and all metrics for trends

  • Read the company’s Intranet, divisional websites and corporate press releases

  • And, listen to staff’s comments and needs in the Library, at lunch, and at every opportunity…



Spotting a Strategic Goal: Recently, we noticed that several staff from different departments were researching future events and upcoming anniversaries for their editorial planning. They were essentially duplicating each others’ work. In response, we wrote a successful business case that received funding to build a Future Events database in 2005. These same staff will be able to share their efforts in a central resource, and LIS will manage and seed the database.

On the next several pages are more examples of how we respond to challenges faced by National Geographic.


III. Responding to National Geographic’s Challenges with Customer/User Focus
As stated above, our main task as a corporate library is to understand what challenges our organization faces – both internally and externally – and to respond to those challenges by developing appropriate services.
Challenge: As NGS enters more markets, more research is needed—often by NGS staff without experience in those markets. Research needs, especially for the business patrons, are becoming more complex.




NGS Furniture Collection – Developed with LIS Archives

Challenge: LIS wants to help staff to do more complex research for themselves, but many staff advise that they don’t have time for training.


Response: Although attendance at LIS training events grew from 734 to 962 (2/3 of NGS staff total), an increase of 31%, our staff gave us clear indication though internal surveys and informal discussions that they wanted shorter training sessions. LIS developed brief, 20-minute “Coffee Break” sessions (with coffee and snacks!) on focused subjects (e.g. “Using the Index to Find Images,” “Web Searching Update,” and “Setting Up News Alerts.”) In 2005, we will test moving those sessions out of the Library and into the divisions, as part of the liaison efforts.







Another service we developed to shorten training time and to offer more flexibility to staff are customized, automated training sessions. Using the software Viewlet, our automated training sessions (with voice-over) cover basic searching skills, document management, and quizzes for use in classes. We are developing many more Viewlets for next year. This software has been so successful that our Business Systems department asked to be trained to use Viewlet from LIS and have incorporated it into their training programs.


LIS Self-Paced Tutorial Using Viewlet Software

Challenge: NGS requires a central electronic repository for business contracts, research, e-mail, and key business research and documents.



Document Management System

Challenge: Global markets are swiftly evolving, and NGS was not tracking these external trends in any systematized way.

Response: Since 1998, LIS has been producing the Business Intelligence Report (BIR), a daily compilation of timely articles focused on our competitors, potential markets, disruptive technologies, and demographics. In 2004, we produced more than 600 reports: the daily BIR, a weekly missions-focused report (launched in 2004), and the daily NG in the News. For the first five years LIS used articles delivered from Dow Jones/Factiva to our Lotus Notes and then published to the LIS internal website. In 2004, we switched to the Lexis Nexis Publisher product.





BIR Missions Report

Challenge: Although the BIR has had steady and high readership, and is consistently quoted and praised by our executive management, it provided little in the way of trends analysis.


Response: In late 2003, the Society’s CFO asked LIS’s Manager of Business & Editorial Research to lead a cross-divisional team to keep him abreast of trends. In addition to our regular meetings with the CFO, the Trends Analysis Group provided quarterly and ad-hoc trends reports to senior executives, developed a website for all internal staff to use to search and add trends, and worked with outside trends consultants to focus on community-building around the NG brand and opportunities in Hispanic markets.



Trends Analysis Group Website




Special Trends Report




Challenge: Society product areas were working independently and missing opportunities to leverage other department’s expertise or markets. Departments wasted time in duplicating market investigations.

Response: LIS staff was asked to join cross-divisional teams including the Strategic Marketing Group (SMG) and the Cross-Platform Marketing Group to address this lack of communications. LIS now provides the SMG with monthly reports focusing on NGS initiatives. For example, to support the Society’s upcoming participation in the King Tutankhamen Exhibit in the U.S., LIS examined what competing media organizations are developing (e.g. TV programming, books, etc.) and also what NGS assets (e.g. published articles, TV programs, etc.) are available, and outlined the product plans for each area. We then published the report to our internal Intranet with monthly news highlights from the BIR. Another special report (right) focused on “Emerging Science and Exploration.”




BIR Executive Briefings



Add Tut


Challenge: The Society faces the continuous problem of maintaining and growing revenue in a fragmented media market that is dominated by large corporations.
R

esponse:
In addition to providing competitor and market information through the BIR and Strategic Marketing Group report, LIS leveraged its knowledge-base and collections to develop products to add to the Society’s bottom line and produce revenue.

LIS Archivists researched and wrote “High Adventure,” a 119-page full-color history of the Society which is regularly “sold out” at the Society’s stores.





LIS worked with the Society’s Education & Children’s Programs division to repackage our internal “Science Digest” report – a twice-weekly compilation of the top news in science, archaeology, natural history, and the environment – to become “EarthCurrents” (right) – delivered twice weekly to more than 4,000 teachers (with a potential for thousands more). LIS is currently working with the NGS Development office to find a corporate sponsor for “EarthCurrents.”


LIS indexers produce the site index for all our print products and also for our website. The online publication index produces revenue from ad impressions on the Society’s website. The LIS indexers also produce the print Index to NG publications, which continues to be profitable, with sales of 30.






LIS’s heritage assets, including an LIS database, the NG Timeline, are regularly used in producing NGS content and also in licensed products. At the right are examples of the LIS stamp collection, the designs of which were directly transformed into licensed products.





Challenge: With so many internal resources to search, staff needed a “one-stop” search option for simple queries.


Response: To address users’ desire to search many internal and external databases at once, LIS launched Auto-Graphics’ AGent, a federated search portal, in June, 2004. Of the initial 33 resources, 16 are internal databases or websites, not easy to locate or search otherwise. AGent is available to staff internally from the Intranet as well as remotely via Web VPN (web.ngs.org). On average, users searched eight databases per search.





C
Response: LIS was tapped to organize and act as the dean of this cross-divisional effort because of its experience with training and leadership and technical skills. We pulled together the faculty from the CFO's "direct reports," and developed a core curriculum of sessions that we thought all employees should have that included: new employee orientation, civil treatment, project management, running meetings, time management, presentation skills, empowering decision-making, and the NGS financial process. Nearly 2000 learning experiences took place under the National Geographic Learning Systerms (NGLS) banner in 2004, with 85% of the staff agreeing that NGLS makes the Society a better place to work.
hallenge:
In 2002, the CFO wanted to provide new learning opportunities and a way for employees to share their knowledge to meet the changing needs and to support the Society President’s goal to encourage staff to support each other.


National Geographic Learning

Systems Website



IV: Managing Strategic and Operational Processes

Managing strategic and operational processes in tandem can be challenging. LIS staff need to divide their time between the day-to-day needs of current services and the development of new products and services for staff. The loss of current services that are no longer required (e.g. the reduction of the LIS news clipping services due to electronic alternatives) can be difficult to accept. In addition, some staff who are mostly focused on current services, stated they felt “left behind” with all the glitz and hoopla of the newer programs. Management of all these programs requires several parallel tracks:




Goals: All LIS staff are required to contribute both to the operational and strategic goals during the goal-setting process. For the past two years, LIS has had an “all LIS” goal-setting meeting to discuss and prioritize LIS goals. Individual annual goals are compiled in a Lotus Notes database by December of each year and managers meet individually with their staff each quarter to gauge the progress of goals, or to reassign or refocus the goals for the coming three months. Annual evaluations are heavily weighted on the completion of agreed-upon goals.




NGLS Staff Goals Database




Meetings: LIS managers meet with their staff at least twice a month; managers meet together with the LIS Vice President each Monday morning to discuss LIS projects. Individual cross-library “teams” – Reference, Training, Website, Marketing/Branding, and Collections Development – meet at least quarterly to develop policies, review problems, check quality indicators, etc. Product or service teams – e.g. the BIR, Science Digest, etc., meet on an as-needed basis. LIS also meets in several cross divisional teams – e.g., Intranet, NG Learning Systems, etc.].


Reports: LIS staff report weekly in writing to their managers concerning the week’s accomplishments. Managers report to the LIS Vice President in a weekly report format with the same categories as the annual strategies: Innovation, Process improvement, Cost Reduction, and Asset/Resource Management. The Vice President then reports a briefer version to the CFO. Each month, the Vice President also reports two or three major accomplishments to the CFO for his report to the Society President.


LIS Weekly Reports




Metrics: Some LIS statistics are reported weekly (reference, etc.), monthly (budget), quarterly (website, etc.), and annually (departmental usage). All are compiled for the LIS annual management report (32 pages) and the Executive Report (12 pages). The LIS survey, mentioned above, also provides metrics for us to compare our service satisfaction and value on an ongoing basis. [Both in Appendix.]



Statistics are then compared year-to-year and over a five year period to determine trends.



V: Employee Education, Training & Development
LIS invests in continuous learning experiences to enable LIS staff to evolve their jobs and ensure staff has the skills to provide the leadership, training, and advocacy necessary to enable information literacy in our organization. Staff provide leadership internally and externally; teach as much as they learn; write articles and give presentations for the staff and our professional community. Several LIS staff were promoted in 2004, recognizing career development and readiness for a new level of responsibility. Two staff members are currently pursuing Masters of Information Management degrees and one in Library Science; one staff member is pursuing her bachelor’s degree. In 2004, all staff participated in more than 30 different training classes, both internal and external. These included time management, rights clearance, planning and goal setting, technical training, "train-the-trainer" classes, and even CPR.

LIS staff also contributed to the learning process of other staff at National Geographic. In 2004, we taught X X classes to XXX staff on topics ranging from “Researching Companies” to xxxx (BF will get). We also awarded XX certificates to staff members, with copies going to their managers and the person’s HR files.


Refer to the Appendix for more highlights from our annual report on LIS staff accomplishments and leadership during 2004.

Conclusion:

LIS plays a key role as “Change Agent” at the National Geographic Society--putting knowledge to work. Targeting key decision-makers, our staff emphasizes environmental scanning for strategic planning. This includes providing value-added information products like the daily BIR, the monthly executive briefing, and quarterly trends reports, and in-depth knowledge of NGS history and products. Our staff has also taken on leadership roles on a variety of cross-divisional teams such as Knowledge Management, Intranet, and NG Learning Systems, helping to guide the future of the Society and to foster effective communication across a large and wide-ranging organization. LIS focuses on effective planning and management, and constantly works on both self- and user-focused learning, to ensure we are putting our limited resources in the right places to serve our members and further the mission of the Society.



Appendix:

2004 Staffing Highlights and Leadership



Promotions

  • Senior Analyst: Charles Brady and Leonard Williams (from Library Analyst)

  • Library Analyst: Susie Preston and Dori Wooten (from Library Assistant)

  • Senior Librarian: Alison Ince (from Librarian)


NG LIS Staff Milestones:

  • 35 years: Susie Preston

  • 30 years: Andrea Lutov

  • 20 years: Elaine Donnelly and Liz MacRae-Bobynskyj

  • 15 years: Cathy Hunter and Bob Radzyminski

  • 5 years: Dori Wooten


Publications

  • Braden, Renee, Cathy Hunter, Mark Jenkins. High Adventure. National Geographic, 2004.

  • Fifer Canby, Susan. “Library Leadership” Information Outlook, Special Libraries Association, May 2004.

  • Turqman, Maggie. "If You Build It, They Will Come," Information Outlook, Special Libraries Association, October 2004.

  • Articles mentioning LIS: “Around the World in a Yellow Cover,” Washington Post column. March 10, 2004, C2; “Furniture with a Store” NGM, April 2004, Behind the Scenes.


Professional Leadership

  • Salzburg Seminar (Austria): Susan Fifer Canby awarded Knight fellowship “Libraries for the 21st Century” October 2004.

  • Special Libraries Association, DC Chapter: President then immediate Past President, Susan Fifer Canby; Chapter Notes Editor, Barbara Ferry; Elections Committee, Ellie Briscoe; Joint Spring Workshop Chair, Anne Marie Houppert; Communities of Practice, Karen Huffman; Career Transition Day, Alison Ince

  • Endeavor User Group: Board member (secretary, Enhancement Council Chair, Nominations Committee chair); meetings (national and local): Ellie Briscoe.

  • National History Day, DC Schools: Renee Braden

  • Oral History in the Mid-Atlantic Region (OHMAR): Renee Braden (two-year board member and co-chairing regional science conference spring 2005)

  • Taxonomy Tuesdays (km.gov): Anne Marie Houppert

  • AIIM: Member Legal Admissibility Tech Report committee, Janet Stauss


Presentations

  • External

    • Army Institute (Kansas City) on “Libraries and Leadership” Susan Fifer Canby

    • Air Force-Navy Conference (Nashville) “Libraries and Leadership” Susan Fifer Canby

    • Special Libraries Association Annual Conference (Nashville) “Three Pillars” Susan Fifer Canby

    • DC Special Libraries “Three PillarsSusan Fifer Canby

    • ASIST “Taxonomies” Anne Marie Houppert

  • Tours for librarians and library students from Kent State, University of North Carolina Library School, and GPO Depository by various staff. Cathy Hunter hosted a tour of Hubbard Hall and a presentation to 20 artists.



  • CFO’s Detailed Briefings

  • NGLS classes (new):

    • How to Develop an Effective Capital Project that Sells (along with Steve Vick) and CPR Class: Ellie Briscoe

    • Recruiting Able Interns and Volunteers: Karen Huffman, Susan Fifer Canby

    • High Adventure: NGS History: Renee Braden, Cathy Hunter, and Mark Jenkins

    • Rights Clearance & Research for Still Images: Diane McCrone, Nancy Hubbs

    • Records Management 101: Janet Stauss

    • NG Databases: Barbara Ferry

  • LIS Training:

    • Coffee Breaks: Alison Ince, Maggie Turqman, Karen Huffman

    • Forums: Janet Dombrowski, Anne Marie Houppert

    • Classes and Seminars: Barbara Ferry, Janet Dombrowski, Janet Stauss, Diane McCrone, Alison Ince, Maggie Turqman.

    • Orientations: Alison Ince, Victor Veizaga, Ellie Briscoe, Cathy Hunter, Renee Braden

  • Grosvenor Council: Renee Braden on the History of the NGS.


Team Leadership

  • Cross Divisional Teams

    • Document Retention Workgroup; DominoDM Implementation: Nancy Hubbs, Susan Fifer Canby (co-chair), Janet Stauss

    • Intranet Portal Team: Barbara Ferry (chair), Susan Fifer Canby, and Karen Huffman

    • NGLS Learning Day Committee: Susan Fifer Canby (chair), Ellie Briscoe, Karen Huffman, Lenny Williams, Ellie Briscoe, Maggie Turqman

    • Knowledge Management: Karen Huffman (chair), Barbara Ferry, Susan Fifer Canby

    • Trends Analysis Group: Barbara Ferry (chair)

    • Employee Lunchtime Forum: Ellie Briscoe (chair)

    • Strategic Marketing Group: Barbara Ferry, Renee Braden. Janet Dombrowski, Krista Mantsch, Maggie Turqman, and Alison Ince contributed monthly Executive Briefings to support this team.

    • Emergency Preparedness Committee: Ellie Briscoe

    • Style Committee: Ellie Briscoe

    • e-NGM Task Force: Susan Fifer Canby and Karen Huffman

    • Hispanic Task Force: Barbara Ferry and Susan Fifer Canby

    • Online Conferencing Task Force: Maggie Turqman




  • Internal LIS Teams

    • Marketing: Renee Braden (chair), Maggie Turqman, Victor Veizaga, Anne Marie Houppert, Lenny Williams

    • Website Redesign: Janet Dombrowski (chair), Elaine Donnelly, Mark Jenkins, Maggie Turqman, Victor Veizaga, Anne Marie Houppert

    • Reference: Alison Ince (chair), all reference staff.

    • Training: Margaret Turqman (chair)

    • Liaisons: Barbara Ferry (chair)

    • Audiovisual and MARC Template Design: Ellie Briscoe and Elaine Donnelly


University Classes

  • University of Maryland’s Masters of Information Management: Victor Veizaga and Lenny Williams.

  • Temple University: Bachelors of Science in process for Dori Wooten.


NG Learning Systems

LIS staff participated in a wide-range of classes. The chart below details the 22 different types of classes taken.




NG Learning System Detailed Report 10/1/2003 – 9/30/2004 Sorted by Name

DeptID

Name

Course

Course Title

Date

241

Brady,Charles E

NGL209

Time Management

05/10/2004

241

Brady,Charles E

NGL210

Understanding PS Financials

01/29/2004

241

Briscoe,Ellen D

IDO401

MS Access XP Basic (e)

11/06/2003

241

Briscoe,Ellen D

NGL209

Time Management

11/12/2003

241

Dombrowski,Janet E

NGL209

Time Management

11/25/2003

241

Dombrowski,Janet E

NGL250

Proofreading

10/22/2003

241

Donnelly,Elaine R

NGL210

Understanding PS Financials

01/29/2004

241

Eaton,Suzan

NGL209

Time Management

02/25/2004

241

Fifer Canby,Susan M

NGL209

Time Management

10/15/2003

241

Fifer Canby,Susan M

NGL210

Understanding PS Financials

04/12/2004

241

Hubbs,Ann E

ILN101

Lotus Notes Mail

04/13/2004

241

Hubbs,Ann E

NGL209

Time Management

01/13/2004

241

Hubbs,Ann E

NGL210

Understanding PS Financials

05/25/2004

241

Huffman,Karen D

ILN101

Lotus Notes Mail

02/17/2004

241

Huffman,Karen D

ILN102

Lotus Notes Calendar

02/19/2004

241

Huffman,Karen D

NGL210

Understanding PS Financials

01/13/2004

241

Hunter,Cathy S

NGL208

Handling Org Coll Materials

02/27/2004

241

Ince,Alison Jennifer

NGL209

Time Management

01/28/2004

241

Lutov,Andrea E S

NGL208

Handling Org Coll Materials

02/27/2004

241

Lutov,Andrea E S

NGL209

Time Management

03/25/2004

241

Lutov,Andrea E S

NGL210

Understanding PS Financials

08/12/2004

241

Lutov,Andrea E S

NGL252

Writing Better Story Proposals

02/24/2004

241

Lutov,Andrea E S

NGL301

Due Diligence for Contracts

10/21/2003

241

MacRae-Bobynskyj,Elisabeth

ILN101

Lotus Notes Mail

08/24/2004

241

Mantsch,Krista J

NGL101

Orientation Part I: Sr Ofc&HR

03/29/2004

241

Mantsch,Krista J

NGL102

Orientation Part II: IS & GSA

03/29/2004

241

Mantsch,Krista J

NGL103

Orientation Part III:Libraries

03/29/2004

241

Mantsch,Krista J

NGL202

Planning and Goal Setting

08/31/2004

241

Mantsch,Krista J

NGL205

NGS Financial Process

06/03/2004

241

McCrone,Diane L

IDO301

MS PowerPoint XP Basic (e)

12/09/2003

241

McCrone,Diane L

IDO302

MS PowerPoint XP Advanced (e)

09/30/2004

241

McCrone,Diane L

NGL209

Time Management

10/15/2003

241

McCrone,Diane L

NGL301,208

Due Diligence for Contracts

10/21/2003

241

Preston,Susie M

IDO101,209

MS Word XP Basic (e)

04/08/2004

241

Radzyminski,Robert P

NGL201

Empowering Decision-Making

11/03/2003

241

Radzyminski,Robert P

NGL206

Running Effective Meetings

10/09/2003

241

Radzyminski,Robert P

NGL209

Time Management

02/12/2004

241

Stauss,Janet P

ILN101

Lotus Notes Mail

02/17/2004

241

Stauss,Janet P

NGL210

Understanding PS Financials

01/13/2004

241

Thomas,James W

IDO301

MS PowerPoint XP Basic (e)

03/11/2004

241

Thomas,James W

ILN101

Lotus Notes Mail

05/27/2004

241

Thomas,James W

ILN102

Lotus Notes Calendar

05/20/2004

241

Thomas,James W

NGL209

Time Management

02/12/2004

241

Thomas,James W

NGL210

Understanding PS Financials

06/22/2004

241

Turqman,Margaret

NGL204

Project Management

11/05/2003

241

Veizaga,Victor N

NGL205

NGS Financial Process

11/24/2003

241

Veizaga,Victor N

NGL209

Time Management

03/08/2004

241

Veizaga,Victor N

NGL210

Understanding PS Financials

06/22/2004

241

Williams II,Leonard B

IDO302

MS PowerPoint XP Advanced (e)

09/30/2004

241

Williams II,Leonard B

NGL208

Handling Org Coll Materials

02/27/2004

241

Williams II,Leonard B

NGL252

Writing Better Story Proposals

02/24/2004

241

Williams II,Leonard B

NGL262

Rights Clearance: Images

07/01/2004

241

Wooten,Dori Arshal

NGL209

Time Management

02/12/2004

241

Wooten,Dori Arshal

NGL242

Emergency 1st Response:CPR&AED

08/20/2004

241

Wooten,Dori Arshal

NGL250

Proofreading

05/12/2004

241

Dombrowski, Janet

NGL250

Proofreading

05/12/2004

Total: 58

Source: PeopleSoft Portal Training Reports. IDO Classes = ElementK (e)

Additional corporate learning in which staff participated not noted above:



  • DominoDM: All Staff

  • PeopleSoft Self-Service Portal: All Staff

  • Train the Trainer: Ellie Briscoe, Janet Dombrowski, Karen Huffman, Maggie Turqman, Janet Stauss, Diane McCrone

  • Records and Rights:

    • Best Practices for Records Management 101: Janet Stauss

    • Due Diligence on Contracts: Andrea Lutov

    • Rights Clearance for Stills: Andrea Lutov

  • Technical training for Karen Huffman, Suz Eaton, Margaret Turqman:

    • Database applications (e.g., AGent, NEXIS, Dialog/Profound, and FileMaker Pro);

    • Web tools (e.g., ASP on ElementK, Dreamweaver, Fireworks, Web Usability, and Information Architecture);

    • Catalog tools (e.g., Cindex and Connexion);

    • Desktop applications (e.g., MS PowerPoint and Viewleft);

Certificates completed:

  • NGLS (8 classes completed): Maggie Turqman

  • 24 of the 26 staff have complete core competency in NG Learning Systems training

  • Total Research (completed 5 TR classes): Elaine Donnelly

Business & Finance Division

Center of Excellence Award Application
Hal Kirkwood, Assoc. Prof.

504 West State St. – KRAN

Management & Economics Library

Purdue University

West Lafayette, IN 47907
Postmarked by February 15

Dear Mr. Kirkwood

Attached please find an application for the Special Libraries Association Business & Finance Division Centers of Excellence Awards.

If you have any questions on this application, please contact me at 202-857-7051 or bferry@ngs.org.








База данных защищена авторским правом ©shkola.of.by 2016
звярнуцца да адміністрацыі

    Галоўная старонка