case studies public sector On this page you can read TFPL case studies of projects undertaken for public sector organisations. Business Classification Scheme for a Non-Departmental Public Body The Arts Council England commissioned TFPL to develop a business classification scheme as the first activity of its Information Management Kick-start Project. Using a series of interviews and a one-day workshop, TFPL consultants developed a scheme covering all Arts Council functions that was rigorously tested in two further focus groups. The scheme as delivered was deployed immediately in a pilot electronic archive for the Arts Council and has subsequently been used to structure content in its new Content Management System. contact: James Lappin Information Management Framework Preparing an organisation's content for an EDRMS A regional development agency are currently procuring an EDRM system. TFPL has developed the frameworks, policies and procedures necessary for the configuration and operation of the EDRM system. This included: Working with organisation's scientists, policy makers and administrators to produce a two level business classification. Then working with regional offices to complete the fileplan. Producing a retention schedule for their records and linking it to the business classification Developing a metadata schema for documents and folders on the EDMS Developing a records management policy, supported by a document naming convention, advice on version control and an e-mail policy contact: Martin Sanderson Intranet Review Creating a framework for more effective use of informaiton in a NDPB TFPL was selected to undertake a comprehensive review of the Intranet for a Non-Departmental Public Body based in Wales serving 300 users in 17 offices. The review focused on the information needs of target audiences, the overall site structure/design and its day-to-day management. Desk research, a series of one-to-one interviews with key users and several group workshops enabled the organisation to understand how the Intranet was being used and what opportunities existed to extend is usefulness. The overall goal was to create a clear vision for the Intranet and a credible a plan for its achievement. contact: Guy Johnson Assisting a government department to implement an eChannel programme Defining an information architecture The large government department was finding the organic growth of their separate, and highly diverse, websites restricted their ability to deliver consistent and comprehensive content to their audiences. Following clear government guidelines the department was required to make the existing information available through more recognisable channels, for example, placing citizen-focussed content on the DirectGov web site. To address these issues the department was implementing a new content management system and supporting business processes. TFPL were primarily brought in for their expertise in the areas of vocabulary development, web and information design. The additional recruitment and librarian services of TFPL and IDOX provided a complete information solution. A department-wide set of controlled language terms was required for classifying content and subsequently improving search and access to the content. This sizeable challenge required TFPL to sort through all the information for the entire department’s content and present it in a management system. TFPL used text-mining software to give a corpus of draft terms; their information scientists then worked the terms into an initial draft structure. At this point a “Delphi Review Process” was conducted with representatives of the department: the controlled vocabulary was reviewed and comments/suggested amendments returned, sorted centrally, made anonymous and voted on. Through a number of time-boxed iterations the language and structure were refined. TFPL mapped the controlled vocabulary to a number of additional taxonomies used in the content management system and provided a management framework to ensure continued upkeep. TFPL worked on the department’s “corporate” channel, reviewing the content covering department strategy, who’s who, press releases, ministers speeches, white papers, etc. We developed the site navigation, ensured the content would fit on the new technical platform and defined mechanisms to review, migrate and re-purpose the content. A successful department-wide controlled vocabulary was created alongside the specific corporate area’s channel vision taking shape. contact: Miles Oldrey Strategic collection review The challenge facing this open access library was to determine the most critical areas for collection development based on user needs, to establish the physical and electronic information products strategy, and to recommend marketing tactics and services to attract the desired audience to the organisation. Evidence was gathered through interviews with King’s Fund senior managers, on the spot discussions with users and opinion leaders in the subject area and librarianship and information management. TFPL’s recommendations were a tipping point setting the business environment for moving away from the physical collections, providing a framework for development and transforming the perception of the value and potential for information and library services to contribute to the strategic direction of the organisation. contact: Vivienne Winterman Records management roadmap Defining records management requirements for a university TFPL produced a records management roadmap for the university to 1) define future work required and 2) support the recruitment of a records manager and an archivist. The work was based around a series of interviews with staff across the organisation together with a number of audits of record collections. The university accepted TFPL's recommendations and has made appointments to the two posts. A TFPL consultant is now working with the records manager in a coaching capacity to develop the records management policy and standards framework. contact: John Davies Embracing knowledge management: a short study of local government This research assignment was undertaken by the IDOX Information Service to examine how a sample of 11 organisations – most local authorities, the rest RDAs - are embracing Knowledge Management. KM programmes emerged almost always as a result of external criticism from the Audit Commission. The findings showed that when knowledge management did not deliver it was often because it was seen as nebulous, lacking meaningful staff involvement and seen as yet another management fad. When it produced real benefits it was because a high level goal was always to try to capture good and bad practice so that lessons can be learned. The best results were obtained when knowledge management ideas and techniques were embedded into change management projects using cross functional teams to deliver improvement. The resulting cross-fertilisation of ideas delivering tangible business benefits immediately, the forging of relationships and a ‘can-do’ culture all served well in addressing future performance challenges. contact: Tony Burton Improving Call Centre performance TFPL was engaged by a major government agency working in the field of racial discrimination and integration to lead the information strand of the agency’s Call Centre project. The agency’s Executive Team had taken a decision to develop its information service function into a Call Centre operation providing information and advice to external customers and internal colleagues. TFPL consultants carried out a round of interviews and workshops with agency staff that: 1. Identified and recommended key information sources that could be made available for use by Call Centre staff 2. Established a network of information champions across the agency to a) ensure the currency and continued provision of key information sources and b) provide expert support for the Call Centre 3. Reported back to the agency’s Executive Team with proposals for further organisational development and knowledge management work contact: John Davies A training programme for a changing organisation This government agency was undergoing a period of organisation-wide change that impacted on all employee levels across the organisation. As part of an ongoing programme to support employees through the change process, TFPL worked with HR and senior managers to advise on workshop content and to provide trainers to roll out a range of workshop sessions. The courses aimed at line managers dealt with managing staff through challenging times; coaching employees; and motivating others. The workshop aimed at front line staff focused on working effectively through times of change. The trainers provided by TFPL needed to be flexible to ensure that the workshops were effective with varying numbers of delegates and a wide range of previous experience. The trainers received excellent feedback from delegates who appreciated, in particular, the flexible approach demonstrated to meet the specific needs of individual delegates at each workshop. contact: Val Skelton Designing and facilitating a team away day for a government department TFPL worked with a government department and its client-side advisor to design and facilitate a programme team event. Since launch the programme had been running at a very fast pace, with little time taken to pause and reflect. The Away Day event provided the opportunity for all in the team to review the work completed and successes to date and to provide time and space to consider the wider programme roll-out, risks, and actions that should be taken. The event enabled delegates to: Identify the enablers and barriers to implementation and on-going service delivery Review the risks and mitigations to the phased implementation and roll-out of the complete National Programme Share lessons learnt from progress made to date and actions that should be taken to future activities Identify the key information flows and knowledge assets required to deliver a National programme and on-going operation of the service The Away Day event used a mixture of structured conversations, round table discussions, and facilitated ‘an audience with’ the Programme Director and Deputy. contact: Val Skelton Designing and facilitating a planning workshop TFPL worked with the head of knowledge and information in a government agency to design and facilitate a team service planning workshop. The agency was well advanced in its strategic planning cycle. This workshop was designed to help the two teams that sit within the knowledge and information management division to develop action oriented plans, which are demonstrably aligned to the agency’s business plan. The workshop enabled delegates to: Understand key elements of the corporate business plan Participate fully in the service planning process Prioritise team activities and resources for the next 12 months Map out key components and key performance indicators of their service plan Identify the knowledge and information activity links and dependencies across all themes of the agency’s business plan Using a series of café conversations combined with presentations and round table sessions the workshop enabled the team leaders and members to jointly design a deliverable action plan. contact: Val Skelton A National Library for Health TFPL was commissioned by NHS Direct Online together with the NHS Library Advisor, the NHS Information Authority, and other key players in the NHS knowledge and information network to develop a strategic road map for library services within the NHS. The NHS required a fresh and compelling vision and strategic framework for the future, encompassing national and local aspirations, together with top level plans for its achievement. The overarching aim being to create a forward direction for library and knowledge services capable of supporting the NHS in its business goals. Working with a Project Board that represented considerable NHS LIS experience, TFPL interviewed nominated stakeholders, assessed future NHS directions, current concerns and future ideas from these interviews; facilitated a scenario planning workshop; and prepared a summary of the roles of NHS LIS and potential forward directions for e-consultation. The report recommended a strong framework for national coordination with a programme to develop those services best delivered nationally (the published information infrastructure) progressed in partnership with local services. The report recommended, inter alia, that quality standards for NHS Library Services are formally adopted; that a national framework for staff development and training is developed for NHS Library Services, based on skills and competencies; and that a clear brand for NHS Library Services is established for use throughout the NHS The final report has been endorsed by The NHS Library and Knowledge Development Network (LKDN), NHS Libraries Advisor and the National electronic Library for Health (NeLH) who are now working together to implement a programme of transformation in NHS library services to enhance our support for clinical care, education and research in the NHS. “By developing an integrated and federated service, the National Library for Health will enable us, as a community, to meet the various challenges highlighted by the TFPL report”. ( LKDN and NeLH) The full report can be found at: www.sconul.ac.uk/activities/ health/reports/TFPL_Library_Review www.library.nhs.uk/forlibrarians/finalPolicyReport .doc contact: Vivienne Winterman Enhancing information delivery to customers A business advice (enterprise) organisation outsourced its entire customer facing operations e.g. enquiry handling team and advice consultants, keeping only finance, IT and management functions in-house. The rationale was to save overheads (smaller offices), HR functions and costs, while still meeting business targets. The enquiry team, provided by a local staffing agency, predominantly were referring customers onto advisors, service providers or other information units to answer their queries. It was felt that the team could be handling many of the enquiries themselves either using the web or other information sources that they had access to. TFPL monitored and held discussions with the team members to understand their concerns and methods of working. TFPL made a number of recommendations to improve service delivery at the enquiry handling stage. These included: Access to frequently required sources of information (hardcopy or e-version) Training on how to use these sources Training on how to search the web effectively Building an Intranet where structured and categorised information could easily be shared with the team All these recommendations were followed and the success of the enquiry team has flourished. The team has now been increased from 6 to 10 and has now been brought in-house. The rationale for this includes: To provide a more efficient and responsive service To develop further targeted services for customers A better incentive to retain staff Provide a staff development programme Ability for the organisation to recruit professionally qualified information staff To enhance the e-resources for both the enquiry team and customers contact: Vivienne Winterman Developing a records management policy A University, which having completed a preliminary information audit required help to develop its records management policy, programme and publication scheme to meet the requirements of the FOI Act (Scotland) and related Code of Practice on Records Management. A TFPL contractor, guided by a TFPL Senior Advisor reviewed the records management practices and systems. Working with the client, TFPL produced a records management policy, and outline programme with action plan. Using the results of the information audit a retention schedule was also delivered and the classes of records mapped to a model publication scheme. contact: Martin Sanderson Defining role specifications for a new information team As part of a massive change programme that aims to improve operational efficiency, this Council recognised that sound information management was the crucial first step towards developing a successful knowledge based organisation. In order to progress this, the Council sought to develop a new Information Management team. We worked with our client to: define the roles required by the new organisation draft role descriptions benchmark salaries. We then worked with the Council to recruit the new team. contact: Val Skelton FoI staff awareness events We worked with this local council to develop and deliver awareness raising sessions in readiness for the Freedom of Information Act. The content was developed to reflect local processes and procedures and over 500 delegates were put through the programme. contact: Val Skelton FOI training and development TFPL worked with a County Council to develop and facilitate two FOI training events: a half day training course that was rolled out to 250 front line staff and managers over a period of three months a full day facilitated event for senior managers focused on exemptions and decision making processes We worked with the FOI Policy team to ensure that the training provided part of a blended approach that reflected the Council's own Policy and procedures. Members of the Council's FOI team participated in the workshops as internal experts. The workshops also enabled the Council to identify potential issues and concerns and to address these in advance of implementation. The Council is now in an advanced state of readiness. Our client said: "I wouldn't hesitate to recommend TFPL to any public authority considering undertaking a training programme in respect of FOI" contact: Val Skelton Performance Improvement Through Collaboration and Knowledge Sharing Two-day workshop for a local authority directorate, facilitated by TFPL. The purpose of this event was to further improve the performance of the Directorate by identifying how the different service areas could work together most effectively to deliver maximum value to schools. Thirty participants from across four service areas attended the event and identified a number of key priorities for action that will support the Directorate’s overall focus on performance management. As a result of the two days together, they felt they had achieved a better understanding of each others’ issues and priorities and that more effective collaboration and mutual support across the Directorate would develop from this. The Director had participated in the IdeA's Accelerated Improvement Consortium on Mobilising Knowledge (facilitated by TFPL) and felt the approach used on the consortium events could benefit his own directorate. contact: Guy Johnson Creating an information skills e-learning programme TFPL worked with a large government department to develop the content for a modular information literacy e-learning programme. The e-learning modules were supported by facilitated sessions and a network of coaching and tutor support. Called 'Analytical Thinking', the learning was designed to help the users: identify information needs find appropriate information analyse the information construct and analyse arguments present conclusions contact: Val Skelton Information survey and review A government agency operating in a networked environment required a readiness audit and strategic review of their organisation’s information and records management practices and FOIA management processes in the context of meeting its obligations under FOIA, DPA and other business requirements. Two TFPL Advisors carried out a review of information use and practices across the network using extensive interviews and focus groups and some direct observation. TFPL provided a comprehensive ‘as is’ picture identifying major issues of a strategic and tactical nature and a way forward to the integrated management of its electronic and paper records. A new strategy was provided together with recommendations on the implementation of an extensive records management change programme. TFPL then helped with implementation by recruiting staff to support the programme. contact: Martin Sanderson Strategic information audit A police service commissioned TFPL to audit its records and information services prior to its next steps in FOI readiness. TFPL used its tested methodology developed on a similar project for another police service. By using a mix of interviews, walk arounds and an online questionnaire TFPL elicited key findings which developed a coordinated approach to records management across the service. The benefits to this client are: an inventory of its key business records documented records processes awareness of its information activities prior to the introduction of electronic records management. contact: Martin Sanderson Information Asset Register TFPL was commissioned by a police service to undertake an information audit. The aim of this project was to develop best practice in information and records management and prepare for Freedom of Information. TFPL's blended approach of interviews, walk arounds and an online questionnaire suited the client's requirement for a flexible approach. The major outcomes for the client are the creation of an Information Assets register, a clear definition of records classes and increased readiness for Freedom of Information implementation. contact: Martin Sanderson Building better relationships – a team workshop We worked with a newly created team to help them practise techniques to build more effective relationships. Team members learned to recognise their own social style and were then able to consider the contrasting social styles of other team members. Delegates were able to investigate shared success models and explored how trust is built in relationships. By the end of the day, the team had practised methods to help them ‘walk in each other’s shoes’ and had developed a shared language to assist in future team communication. contact: Val Skelton Personal Strategy Development Over the course of two half days, we worked with a manager from the public sector to develop a personal strategy and targets that were focused to address the organisation’s vision. Using techniques such as environment and stakeholder mapping, and forcefield analysis our client was able to develop a focused personal strategy and prioritised action plans for the year ahead. contact: Val Skelton Knowledge management briefings for senior executives TFPL worked with the Knowledge Manager of this public sector organisation to outline and develop the appropriate content for two lunchtime briefing meetings aimed specifically at capturing the 'hearts and minds' of senior management. By working with the internal champions, we were able to ensure that a shared understanding and language was agreed by the senior team. A solid foundation for future development was established. contact: Val Skelton Freedom of Information (FoI) staff awareness seminars Working with the Freedom of Information (FoI) champions at this local council, we created the content for, and presented, two large staff awareness seminars designed to outline the key drivers and practicalities of the Act for the council workforce. A TFPL associate, an FoI expert, presented the main content and chaired lively Q&A sessions in which key questions were asked of the internal FoI team as well as our Associate. The sessions ensured that the workforce was informed of the implications of the Act and that the internal FoI project was recognised and validated. contact: Val Skelton Strategic information visioning This two-day intensive facilitated workshop helped a group of delegates to undertake 'information visioning' for a government department. The workshop was structured to encourage the delegates to consider current positioning and preferred future status across the broader information landscape. Paths to reaching the preferred future were considered and a consolidated future vision was created with an outline of the next best steps in the strategic planning process. contact: Val Skelton Scenario planning at a Team Awayday Over a two-day Team Awayday, three TFPL advisors facilitated a large team through a scenario planning process that built on a senior level 'state of the organisation' input. In a relaxed and creative atmosphere, team members were encouraged to respond to their senior manager's year-end report and challenges for the three years ahead. Small mixed teams were facilitated and guided through the scenario planning process to outline possible future challenges and opportunities for the organisation. The workshop acted as a launch event for future strategic planning exercises. contact: Val Skelton Developing knowledge management skills and competencies in an NHS organisation TFPL advisors developed a two-stage project to identify the key training priorities for 120 knowledge and information focused staff at an NHS organisation. First, working with the senior management team, an electronic questionnaire was developed, rolled out across the workforce, and analysed. The key learnings were captured and used as a foundation for a facilitated development workshop in which the senior management team were guided through a process that helped them to: discuss the shared vision for the team for the next twelve months identify how the key activities outlined for the team would support organisational strategy understand the key challenges and needs expressed by the wider workforce prioritise training priorities and agree contents of a knowledge management skills programme develop an outline for a team awayday outline a successful marketing strategy for a new knowledge management skills programme contact: Val Skelton Redefining information and library services for a knowledge environment This review was commissioned by the Information and Library Service of a Government Agency, operating on multiple sites across England. Key drivers for the review were the goal of the ILS team to increase the value that they delivered to the organisation: the organisation’s increased focus on the need to optimise the use of its own knowledge and to build on its experience; the importance of individual learning to organisational performance; and an increasing emphasis on the Intranet as ‘the’ information resource for staff. The project process was based on the identification of new roles for the ILS as a key component of a knowledge-based organisation, validating the needs for these roles in workshops and interviews, and using a questionnaire to assess the value of current services as well as the interest in new information products. The outcomes of the work have been two fold – firstly, the need for integration of the ILS with other groups to create a Knowledge Services team - and secondly, several opportunities for information and library skills to support the organisation’s activity more directly. Current ILS services were confirmed as essential with opportunities identified for outsourcing some of these. The new Knowledge Services team will be responsible for the organisation’s information architecture, information classification and standards, records management, the external information supply chain, scanning and alerting services that directly contribute to business processes, and specialised information research services. The team will sit at the heart of a wider network of information champions across the organisation. The new direction will build a platform of information skills, systems and processes that will facilitate the capturing and sharing of both external and internal information. It will also provide the organisation with the core expertise required to develop its information governance agenda and will drive education for good information management. contact: Vivienne Winterman Aligning knowledge and information management with business processes in an investigative body This client, a public ombudsman with stretching targets for cost, quality and speed of complaint resolution, needed to identify the knowledge and information critical areas of its business processes, deficiencies in the provision and use of knowledge and information, the actions needed to resolve deficiencies. TFPL acted in the capacity of coach and facilitator for an in-house team assembled to undertake an information and knowledge audit and to produce a draft knowledge management strategy. The final report, jointly authored by TFPL and the in-house team, contained detailed recommendations for various knowledge management initiatives and reorganisation of certain working practices. Central to these was the development of an organisation-wide knowledge base, including specifications for its structure, designed to increase the speed and consistency of case handling and decision making. In order to implement the knowledge management team roles and skills strategy for the client, TFPL also recommended the creation of a small number of new responsibilities. These included identifying a senior management sponsor; appointing a knowledge manager to co-ordinate the knowledge management programme; creating a five-person support team including knowledge co-ordinators (to collate and validate information for the knowledge base) and staff to create and manage indexing, design and training. contact: Guy Johnson Anticipating future skills for employees in the knowledge economy TFPL was commissioned by ISNTO to research the future needs for information and knowledge skills in both the public and private sector and from the perspective of not just information professionals but knowledge workers across the organisation. Using scenario planning techniques, TFPL developed a workshop product to enable the participating organisations (eight in total) to develop future scenarios for their businesses, determine the factors that would influence the probability of these scenarios happening and identify the impact on the organisation in terms of its success and failure and the need for information skills. The workshop attendees were drawn principally from the business, rather than the information teams. From this, TFPL developed a report which maps the future skill requirements in this area with competency models and a web-enabled skills toolkit to be used for assessment and development of competencies. The work was published in November 2001 as Scenarios for the knowledge economy: strategic information skills and it has been highly regarded, providing input to the professional development framework currently being developed by CILIP. contact: Val Skelton Building a taxonomy for a public body TFPL designed from scratch a taxonomy to support navigation and search on a new Intranet in the process of being installed. The work included ensuring that the front-end user taxonomy was compatible with both the taxonomy for use by authors in document creation and indexing and the content management metadata set. TFPL worked closely with systems developers, both those within the client department and the external software house; the users of the Intranet were also closely involved in the development of terms. The work is continuing, as the Intranet and portal is rolled out and consideration begins with regard to Extranet design. Another factor is the compatibility with the Office of the e-Envoy’s metadata standards initiative, including the Government Category List. contact: Alan Flett Devising and facilitating an organisation wide knowledge management strategy This organisation needed to exploit the opportunities offered by improved information management and knowledge management to make it a more effective and integrated organisation. It wanted to improve its information practices and develop a climate for effective knowledge sharing. TFPL conducted a series of fact finding workshops and interviews to review information practices and assess the potential for knowledge management in light of the organisation’s culture and business processes. The outcome was a knowledge management strategy coupled with a detailed implementation plan to enable the organisation to optimise the sharing of its information and expertise. The plan included revised processes, increased information skills and new knowledge stores. In order to achieve rapid implementation, TFPL advised on the establishment of a knowledge management strategy team. Under the leadership of a senior manager the team has begun a communications programme, stimulated changes in HR policies to recognise knowledge competencies, implemented changes to existing knowledge processes and plan information skills training. contact: Guy Johnson Evaluating print and electronic serials as part of a publishing strategy review A large, non-departmental public body charged with stimulating economic growth and regeneration in an area of the UK. TFPL evaluated the content coverage and editorial policy of a number of technology transfer serials (published in print and electronically) and used a survey of contributors and readers to assess the benefits from appearing in, or reading, the publications. Two broad strands of research were pursued, a comparative study of analogous serials published by other organisations and a programme of in depth interviews with contributors and readers. The methodology, particularly the interview format, was designed to elicit qualitative insights into how the publications were used and to generate ideas for new content. In its report to the client, TFPL was able to put forward a framework publishing strategy for consideration along with a programme of recommendations for aligning the content coverage of the individual titles in a single editorial policy. contact: Guy Johnson Generating models for change for a government information service This was a comprehensive library and information service review for a major government department. The aim was to assess the demand for the existing traditional library in an increasingly online working environment and review the cost efficiency of the service. The division commissioning the review was under pressure to contain expenditure and part of the brief was to explore options for making cost savings. The investigation comprised in depth interviews with library staff and users, a web based user questionnaire and a series of focus groups to generate ideas for a new or restructured service. The primary investigation was supplemented by a benchmarking exercise of eight public sector library services. TFPL analysed the apparent discrepancy between the existing service offering and user demand, the emergence of alternative information sources, and the potential for new skills and responsibilities for information professionals in the public sector. In addition to options for efficiency gains, TFPL put forward three costed models of how the service could be developed. The nature of the project meant the TFPL team had to be particularly sensitive to all points of view expressed during the review and transparent in its dealings with all those participating in it. The recommendations have just been delivered. contact: Vivienne Winterman Implementing a records management system in a global pharmaceutical company With this client TFPL has undertaken regular records management assignments, initially project managing the gathering and organisation of a large collection of research records during closure of a site to facilitate their safe and controlled transfer to other parts of the company in various geographical locations. This major project was followed by a separate assignment to implement a records management system for a particular business unit. This required the integration of records from various functions following a reorganisation of departments, as well as the integration of legacy records held in paper and electronic form. TFPL established a records archive and lifecycle management system in order to align records management with new business processes and enable the introduction of a new electronic information management system. The latest assignment involved a review of the current records management practices and systems that evolved from the implementation of the electronic system. Recommendations were made on further records system requirements as well as a framework and the design of end-user documentation for meeting audit requirements and improving the use of the electronic information management system. contact: Martin Sanderson Information management in a major government department A government department’s concerns with consistency of advice to its clients stemmed from frontline staff not having access to current and consistent information. TFPL carried out an investigation to prioritise the areas where currency of information and access to experts were key and to examine ways of improving the provision and consistency of technical advice and information. Several key aspects of existing information practices were identified for further attention which led to TFPL undertaking two pilot projects on behalf of the client. The first involved the creation of a classification and file structure (mounted on a demonstration database) designed to organise an in-house precedents in a way that appeared natural and logical to users, accommodated paper and electronic documents and, with some modification, could be reproduced elsewhere. The second involved the development of a Community of Practice to enable experts located across the UK to build on a web-based information resource and to share experience and expertise. The duration of the entire project was six months. contact: Guy Johnson Interim Director of Information Systems This assignment arose from a review of the Trust’s information systems management following a major failure which had significant consequences for the hospital. A TFPL Associate consultant undertook the review and made strong recommendations for roles, procedures and management. The hospital needed to appoint a new Director of Information Systems and requested an interim management arrangement until the post could be filled. The project duration was eight months during which time many of the changes recommended were implemented and procedures put in place. contact: Darron Chapman Introducing electronic journals to a government research agency This was a survey of information users across several research sites intended to lay the ground for a switch from print to electronic journals. The client took advantage of the flexibility of a TFPL “I-team” with an experienced consultant developing the methodology and leading a contract team of TFPL researchers. The aim of the survey was to gauge the likely user response to a shift from mixed print and electronic information delivery to a service based predominantly on e-journal and database access. A web based questionnaire was circulated to the whole user population, followed by telephone interviews with selected respondents to explore some of the issues in more depth. In a series of focus groups, the main research findings were presented to a sample of users and reaction tested to initial recommendations. The focus groups also built a vision for the tools required to make the moves to fully electronic access possible and desirable. In its final report, TFPL presented an assessment of the scope for an expansion of electronic services and addressed the main issues to be covered in the investment and information planning, in particular the need for new technical tools. The project spanned two months. contact: Vivienne Winterman Library and information service review TFPL was asked to carry out a library and information service review for a government executive agency. The objectives of the project were to identify and assess the types of services that could be provided and review charging mechanisms. TFPL conducted interviews with key personnel in order to gain an understanding of organisational objectives, followed by focus groups and a questionnaire of potential users to assess their needs. TFPL reported to the client with the specifications for a new information service, which included recommendations on the information that the service should provide. All recommendations have been implemented and provided the foundation for the agency to move towards a knowledge-rich environment. contact: Vivienne Winterman Records management in public transport In anticipation of important changes, this major transport company had to accurately identify and organise the title documents to its substantial property holdings. The existing collection in the company’s muniments office had grown up over the previous 150 years and was inadequately ordered and indexed with detailed knowledge of its content known by only one person. TFPL assembled an ‘I-Team’ that undertook the work in three stages. The first was to review the collection and its use by the business. The second step was to reconfigure existing software in order to manage the collection and the final one was to catalogue its contents. This project, which was carried out by contract staff managed by TPFL consultants, ran for eighteen months and resulted in over 30,000 records being catalogued. contact: Vivienne Winterman Reforming records management practice and policies TFPL carried out a records management review for a professional association in the government sector advising on the changes required to their records management functions, systems and practices as well as the technology environment and supporting ‘infostructure’ to meet the needs of their changing organisational structures and business strategies. A series of interviews, a walk round of the current functions and the use of focus groups enabled TFPL to make recommendations at both a strategic and tactical level. Strategy recommendations were implemented with TFPL attending on a ‘hands on’ capacity as trusted advisors. contact: Martin Sanderson Researching information and knowledge flow in an enterprise agency This organisation had recently restructured in order to better meet the needs of its customers. Silo working was a key concern as was the challenge of knowledge sharing between consultants and support staff. To ensure that staff improved their use of information and previous work expertise, TFPL was commissioned to undertake an information audit using interviews, questionnaires and focus groups. The project deliverables included a map of the organisation’s information flows, an expertise database and the identification of critical information requirements. An implementation plan provided detailed guidance how to move forward. contact: Vivienne Winterman Rolling out a document management system in a government department As part of the process of rolling-out its new document management system to all the business units across the Department the project managers wanted to offer each business unit access to expert help as required. They approached TFPL and arranged for a TFPL advisor and a small team of experienced contractors to be trained in the system and made available to the business units to help them adapt their current systems to the new one and to train users in how to use it effectively. contact: Martin Sanderson Web site evaluation The client was a government agency concerned with economic development and growth. The purpose of the project was to evaluate Web sites on domestic and international trade fairs and to recommend preferred sites for use by the agency's parent department and UK experts. The project comprised two stages; the first to identify relevant sites that fulfilled the client's standards; and the second to evaluate those sites according to criteria developed and agreed with the client. The assessment of the sites was both qualitative and quantitative and the results were presented in a database. In a subsequent project, TFPL conducted a service evaluation by a postal questionnaire of users. contact: Vivienne Winterman back to top