Purpose: In 2019, the UC San Diego Library engaged in an organizational renewal activity that included parallel efforts to renew our strategic priorities, recruit new senior leadership, revise leadership portfolios, and evaluate the impact of previous organizational changes for adjustments. To engage in these initiatives in a cohesive way, we needed a framework to connect these planning activities to the intended service outcomes of our organization. This paper describes our use of the logic model planning and assessment framework to define service outcomes – that align Library priorities to campus goals, professional trends, and long-term impact areas – and to set up an assessment for future organizational development.

Approach: Logic models are visual planning and assessment diagrams that depict the connections between an organization’s work and the intended results. They are like concept maps that depict an if-then relationship between resources, activities, outputs, and outcomes/impact, i.e., if we have the resources, then we expect to conduct the activities; if we conduct the activities, then we expect to produce the outputs; if the outputs are delivered, then we may realize specific outcomes/impact. Outcomes may be divided by different types of change in our users – specifically in their learning, actions, and conditions. Additionally, outcomes may be differentiated by time range as short, intermediate, or long term. The logic model framework has been used by governmental, philanthropic, academic, and library organizations. It may be especially useful for aligning the current activities of the organization towards new or revitalized long-term service outcomes and developing assessment methods to inform this change.

Findings: We describe how the logic model approach contributed to a unified framework for coordinating strategic, leadership, and organizational planning during our multifaceted organizational renewal. We focus on three beneficial features of the logic model: a framework centered on clear outcomes around user change, connecting work activities to organizational impact, and gathering holistic perspectives in a manageable and structured manner. These features contributed to strategic planning by framing priorities in a resonant way to users and external stakeholders, providing a roadmap for implementation and assessment, and facilitating shared understanding and decision-making. In terms of leadership planning, the logic model approach was instrumental to aligning conversations around mission and strategic priorities, ensuring clear paths between leadership and organizational structures, and providing methods to align leadership with organizational work and operations. Finally, logic models contributed to organizational planning by ensuring that organizational structures support service priorities and users’ needs, prioritizing work based on outcomes and resources, and facilitating assessment at an operational and organizational level.

Value: The value of logic models for multifaceted organizational planning falls along four themes: (1) operational- and activity-centered strategic planning, (2) mission- and outcome- aligned organizational planning, (3) user impact-focused communication, and (4) contextual and additive assessment to coordinate planning. The underlying common element to these positives is the clearly articulated organizational outcome framed around user change and broader campus goals. Such outcomes lay the groundwork for evaluation, continuous improvement, and future organizational development. They also serve as indicators of progress and help identify course corrections in a changing environment. And by anchoring outcomes to long-term campus goals, we have the latitude to adjust our organization to suit changing needs and trends. This paper may help the reader engage in multifaceted Library planning through the design of organizational outcomes for planning and assessment.

Conference paper at the ARL Library Assessment Conference (November 18, 2020)

PURPOSE & GOALS: At UC San Diego Library, we are committed to continuously improving equity, diversity, and inclusion (EDI) in our services and team. We aim to inspire all employees to actively advance EDI through a multi-faceted training initiative. This program includes comprehensive training for all staff, with additional leadership development for managers and supervisors. After the training, we evaluated how staff applied what they learned in their roles and in delivering Library services. This feedback is essential for shaping future EDI strategies and ensuring every employee can meaningfully contribute. Rather than focusing solely on learning recall or satisfaction, we prioritized understanding how employees applied the training in real-world settings. This evaluation guides the Library’s strategic planning, fostering continuous improvement by integrating training, evaluation, and employee-driven enhancements.

DESIGN & METHODOLOGY: We used the CDC’s “Recommended Training Effectiveness Questions for Postcourse Evaluations” to assess how employees applied their EDI training. This evidence-based survey instrument, rooted in adult learning research, examines key areas like knowledge gained, relevance, intent to apply learning, implementation, and the barriers and facilitators encountered. To ensure the evaluation was effective, we developed a logic model that connects survey feedback directly to the Library’s strategic planning for EDI initiatives. This model helps us focus on key areas and ensures the results lead to strategic actions that guide operational improvements.

FINDINGS: We are currently evaluating several training programs, and this presentation focuses on the completed evaluation of the “EDI in Action” program. The survey captured diverse perspectives and encouraged employees to reflect on their contributions to EDI initiatives. Thematic analysis of open feedback identified key areas for growth, including bias mitigation, communication, advocacy, collaboration, and professional development. These findings also confirmed that our logic model is an effective tool for refining the Library’s EDI strategy. We expect to complete the full evaluation by Fall 2024, providing a more comprehensive understanding.

ACTION & IMPACT: With the “EDI in Action” program evaluation completed, we continue evaluating the remaining EDI training programs. Once finished, these evaluations will confirm effective learning strategies, highlight professional development needs, showcase achievements, uncover future learning opportunities, and reveal any disparities in EDI support across the staff. These insights will help the Library to offer targeted support and refine its overall EDI strategy.

PRACTICAL IMPLICATIONS & VALUE: Our approach to EDI development followed a series of focused phases: comprehensive training, evaluation of real-world applications, and strategic planning based on feedback. By linking survey findings directly to strategic actions through a logic model, we aim for these efforts to drive meaningful EDI improvements. The CDC’s training effectiveness tool has been essential in assessing how employees apply their learning, providing practical insights that can shape the Library’s strategic planning and support effective decision-making. Ultimately, evaluating the real-world application of EDI training offers valuable feedback for libraries looking to strengthen their inclusive practices and improve operations.

Presented at the Library Assessment Conference, November 6–9, 2024, Portland, Oregon, USA