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Hanaholmen, 14. September 2007 Jens Ingemann Library director Management and leadership in Copenhagen Public Libraries
Introduction • Jens Ingemann • Library director City of Copenhagen, since 2004 • Adjunct professor, Royal Danish Library School • Copenhagen - capital of Denmark • 500.000+ inhabitants • Greater Copenhagen Area – 2.500.000/3.000.000 inhabitants (Denmark / Sweden). Finland, 15. September, 2007
Management and Leadership • Introduction – Public libraries in Copenhagen • Management and leadership: • Copenhagen Public Libraries – part of the Culture and Leisure Administration • Value based leadership strategy, principles, process and implementation – Management on purpose! • New Library Policy and new organisational structure Finland, 15. September, 2007
Denmark Finland, 15. September, 2007
Copenhagen Public Libraries • 2006 aprox. 3.9 mill. visitors, aprox. 8. mill. loans • Central library, 19 branch libraries • www.bibliotek.kk.dk – 2.9. mio. visitors a year Finland, 15. September, 2007
Culture and Leisure Administration • Municipality of Copenhagen • Culture and Leisure Administration - KFF • Libraries • Cultural Houses, Theatres, Museums • Sport and Recreational Activities • Construction and Facility Management (citywide) Finland, 15. September, 2007
Management strategy in KFF • A value based hierachy • Formal hierachic structure combined with decentralised decision making based on values • The ”span of control” for each decision maker is defined by legislation, hierachy and/or general rules and regulations i.e. about handling of money, smoking or equality. • Only few specific instructions. Finland, 15. September, 2007
Value based management principles • Administration is not managed primarily by rules and regulations, but by values guiding the decision makers. Decision makers will be on all hierachical levels depending on the actual question • Top management deside on overall principles, but implementation and ”translation of principles into practice” is up to local management and individual employees Finland, 15. September, 2007
Why value based principles? • Common sense in service oriented public administrations as tasks, customer demands and externalities all are very complex and change constantly. • Every possible situation and demand cannot be foreseen and regulated by rules. • Service is personalized and delivered in staff - customer conversation – so libraries depend on responsible staff – delegation of responsibility is a necessity. Finland, 15. September, 2007
Priciples revised and enhanced • 2006: process involving a total of 165 managers from all parts of the Cultural and Leisure Administration • Workshops • Seminars • Forming new and revised priciples and values for good management • Focus and 6 core leadership management principles were decided Finland, 15. September, 2007
Revision process… • Networking opportunity • Learning and teaching opportunity • Creating ownership for new strategies • Demanding process for participants – no hide… • Also a selection process – a few did not want to go on as managers Finland, 15. September, 2007
Management on purpose! • Focus is on customer needs and expectations • Leadership and 6 management principles: • Leadership with a vision • Drive and courage • Visible managers • Appreciative management • Delegation • Professionalism Finland, 15. September, 2007
Leadership with a vision • We look ahead and try to foresee coming developments • Times and trends are changing. So are our customers, their needs and demands as well. We want to learn from our customers and society • We are curious and use new knowledge • We act proactively on trends and developments • We look ahead and look for possibilities • We have a broad perspective and initiate collaboration Finland, 15. September, 2007
Drive and courage • We have the courage to try out new possibilities and take responsibility • We challenge well-known solutions to create best possible solutions for our customers. Failures and mishap are tools to make us more wise, - we learn from our mistakes. • We create new solutions and enhance our practice • We implement our decisions • We accept responsability if we fail Finland, 15. September, 2007
Visible managers • We will tell what we intend to do • Staff must know where we are going and realise how each of us helps to meet our goals. • This means that we as managers will be in front – both in words and in action • We will speak clearly of our intentions- also if they are not so popular among staff • and we will explain why we have made the decisions we did • We will be clear about what has been decided and what may still be discussed Finland, 15. September, 2007
Appreciative management • We respect and honour the efforts of every individual. We want every staff member to be seen, heard and appriciated for what they do. • We support our competent staff to be even better. We will give feed-back on actions and solutions • We will listen to all new thoughts, ideas and suggestions • We are open-minded and want to learn from people who are not like ourselves in appearance or attitude Finland, 15. September, 2007
Delegation • Decisions should be made where tasks are carried out • Tasks and responsibility must go together • We delegate responsibility as ”far out” as possible • We support staff to accept more responsibility • We ensure that competencies and responsibility go together • We support decisions made by staff Finland, 15. September, 2007
Professionalism • We are serious about management and leadership. • It is a decision to become a manager. Management is a profession, which we constantly enhance, develop and sustain. • We expect ourselves to enhance our capabilities and develop further • We create space for development activities • We take part in networking • We use sufficient time on management and leadership issues Finland, 15. September, 2007
Implementation of principles • On the agenda in all departments and libraries – how are the principles understood and ”translated” by each and every manager • Discussions define both staff and manager’s expectations • Discussions in management meetings on how to implement principles • Follow-up on implementation in formal hierachy Finland, 15. September, 2007
Organizational Changes • Reorganized branch structure – North and South areas. • Branch managers are responsible for up to 3 physical locations • Central library reorganization • Development coordination • Teams (Team Kids, team Youth, team Ethnic Minorities, Team Education etc.) • Copenhagen Digital Library Finland, 15. September, 2007
Staff development • Manager development activities • Increase in internal learning activities • New positions are staffed with focus on individual skills, not only formal background (clerks/librarians) • More professional diversity when recruiting new staff • More staff members from minority groups – staff composition should reflect neighbourhoods Finland, 15. September, 2007
New Strategic Plan – Library Policy • How to cope with changes and opportunities both externally and internally? • Process involving staff on a broad scale • Stakeholders were invited to comment on draft version before final political decision • New library policy approved by City Council in March • Library strategy must now be implemented Finland, 15. September, 2007
Library Strategy • Libraries are essential – for local communities, democracy, knowledge, culture and learning • Backbone: • Danish library act • Libraries should • Offer access to information, knowledge, lifelong learning • Promote reading and cultural activities Finland, 15. September, 2007
Library Strategy • Always user perspective – not collections or buildings • Census information and user surveys used in a proactive way • Physical libraries should be represented in all parts of the city and offer citywide and integrated services • Service level should be increased further – focus on efficiency, collaboration and development activities Finland, 15. September, 2007
Library Strategy • Focus on: • Literature – books are still core business • Development of digital services – user involvement • Updating and refurbishing of existing physical libraries, establishing of new where needed. • Four priority target groups: kids, young people, students (of all kinds and ages), ethnic minorities • National and international cooperation • Branding and marketing efforts Finland, 15. September, 2007
Branding • ”Everything you can imagine/think of” Finland, 15. September, 2007
Innovative Branding???… Finland, 15. September, 2007
Questions and comments are most welcome! Thank you!!