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Ottawa Public Library

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  1. Ottawa Public Library Strategic Organizational Transformation For Service Excellence Staff Engagement Sustainability METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 1

  2. Ottawa, ON, CANADA METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 2

  3. Ottawa-North America METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 3

  4. Ottawa Public Library “ Ottawa has the most effective and efficient library services among all OMBI libraries. Library usage [in Ottawa] continues to gain popularity with residents and the library cost per use has decreased.” 2008 OMBI results METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 4

  5. Ottawa Public Library • Achieved 2009-10 efficiency target (reduction of $618K and –11.6 FTE positions) • 25+ million uses per year • 10 million + items borrowed per year • 6 million electronic visits per year • 5 million in-person visits per year METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 5

  6. OPL con’t • Strategic Plan 2008-2011 • Highest annual circulation/capita (OMBI) • Award winning • (Library and Friends Ass’n) • 91% Citizen satisfaction rating 2009 • 3rd highest rated city service in client satisfaction 2008 METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 6

  7. OPL is operating within a turbulent environment • Focus on service excellence and citizen interaction with City • Corporate realignment • Increased focus: on strategic leadership and planning; City-wide focus; and citizen engagement • Fiscal constraints • Retirements • Aging workforce • Strategic directions • Growing Board demands • Major new projects Changes within the Library Changes at the City Ottawa Public Library Changes in Library Service Changes in the Broader Public Sector • Role and impact of technology on service relevance and provision • Growing importance of e-services • More focus on outreach and engagement • Pressure for accountability • Infrastructure funding • Focus on asset management, sustainability, and risk management Changes in Customer Base • Increasing diversity • Aging population • Growing service expectations • Potential for increasing demand due to economic downturn METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 7

  8. Organizational Assumptions METLIB Zagreb, Croatia May 2010 8 METLIB Zagreb, Croatia May 2010

  9. Design Objectives Organizational Design Objectives/Criteria • Strategic: Supports achievement of Library's objectives and improves relevance/effectiveness of activities • Accountability – Clarity of Role and Mandate: Clarifies who is responsible for what and ensures accountability • Efficiency: Maximizes impact of resources invested • Stakeholder/Partner Relationships: Enables effective interaction and collaboration with internal and external partners and stakeholders • Flexibility and Innovation: Supports ability to adapt to change, address emerging demands and be innovative • Service Excellence: Enables excellent service to clients and customers • Risk Management: Enables risk to be effectively managed METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 9

  10. Equipping Managers to play right roles City Librarian • Focus on vision • Outward facing • Political • High level direction • Conduit to Board • Less operational • Budget oversight • Focus on leadership • Strategy development and priority-setting • Discrete functions • High level decision-makers • Support and listen to managers • Budget strategy • Project leadership and sponsorship Division Managers Managers • Focus on implementation • Develop employees • Manage operations/budget/HR • Project management • Input to strategy • Implement initiatives with a system perspective • Continuous improvement METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 10

  11. New OPL Structure • Realignment of new management positions to support the Library’s strategic directions and drive innovation and efficiency: • Innovation & Continuous Improvement to drive and support service innovation and lead major service development initiatives (e.g. service planning for New Central Library) • Staff Development & Service Excellence to drive and support public service excellence, and to ensure that staff and management have the skills they need – in cooperation with City Shared Services • Library Facilities Planning & Development to coordinate and ensure effective management and development of the Library’s 33 branches (including ongoing retrofits, renewals, new development, barrier reduction, greening initiatives etc.) - in cooperation with City Shared Services • Business Services to ensure effective capital and operational budget planning and monitoring, as well as proactive risk management and focus on safety and security of staff and customers – in cooperation with City Shared Services METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 11 6

  12. Features of New Structure • Strengthened City Librarian’s Office • Enhanced support for external relations, communications and strategic coordination • Streamlined division management structure • Moving from 4 division managers to 3 • Consolidated and more consistent branch management structure • Moving from 9 branch management clusters (District & Community Branch Managers) to 7, which includes one specifically for Rural Branches • Enabled by changes in the supervisory structure which address historic inconsistencies and free-up management capacity METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 12

  13. Features of New Structure (cont) • Consolidation of functions which have significant synergies under single managers: • Diversity & Accessibility Services (for key groups: newcomers, people with disabilities, homebound, seniors) • Collection Management: (Collection Development & Collection Access) • Adult & Information Services: (combines part of Adult & Readers’ Advisory with Reference & Information) METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 13

  14. DistributedPlanning and ResearchFunction • City Librarian’s OfficePlanning Consultant, • Reporting to: Mgr Strategic Coordination • System-wide Services and Innovation Division:Planning Consultant • Reporting to: Mgr Innovation and Continuous Improvement • Service Excellence DivisionPlanning Consultant, • Reporting to: Mgr Staff Development and Service Excellence METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 14

  15. New Organizational Responsibilities Library Board City Librarian an FOPL OPLF • Board Governance and Policy • Strategic Work Planning • Performance Measurement • Project Tracking and Coordination • MFIPPA • Planning Support & Research Manager, Communications and Community Relations Manager, Strategic Coordination Division ManagerSystem-Wide Services & Innovation Division Manager Service Excellence Division ManagerFacilities & Business Services • New Service Planning & Development • Digital Services • Children & Teen Services • Special Services • Newcomers • Adult Literacy • Accessibility • Disabilities/Homebound • Volunteers • Seniors • Other • New Central Library Project • Main Library • Borrower Services • Adult & Readers’ Advisory Services • Information & Reference Services • Mobile Services • Materials Delivery • Branch Clusters • • Human Resource Planning & Development • Organizational Planning & Development • Staff Training and Development • Pay Equity and Compensation • Collective Bargaining and LabourRelations • Library Operations Policies & Procedures • Staff Communications • French Language Services • Collection Access • Collection Development • Branch Clusters • Facility Planning & Development • Planning • Facility Operations • Facility Renewals • Facility Capital Projects Management • Fleet Planning/Liaison • Financial Planning Systems/Liaison • Capital Planning • Operational Planning and Budgeting • Risk Management • Rural Strategy METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 15 6

  16. City LibrarianMgr: Strategic CoordinationMgr:Communications and Community Relations METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 16

  17. 3 Divisions Service Excellence Facilities & Business Services System-Wide Services & Innovation Primary Client Focus: • Customers at Main & Online Customers • System • Targeted Groups • Library Branches • Customers in Branches • Staff • Customers in Branches • OPL Management • City/Taxpayers Key Partners: • City ITS • External Organizations • City HR • City Organizational Development • City Solicitor (Labour Relations) • CUPE 503 Library • • City Real Estate • • City Public Works • • City Infrastructure Services • • City Finance • Corporate Security Strategic Plan Priorities: • Provide Responsive Services • Develop Partnerships • Build New Central Library • Be Innovative • Provide Responsive Services • Be Accountable & Innovative • Develop Our Places & Spaces • Be Accountable and Innovative METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 17

  18. Immediate Action: Strategic • Establish Metcalfe Incident Task Group • Finalize and implement Branch Supervisory Structure • Implement Borrower Services Review recommendations • Implement structural review of System-Wide Services and Main Library groups • Get through budget 2010 ! (result = 5.7% +) METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 18

  19. Immediate Action: Tactical • Revise staff contact lists: system, branch, departments in case of emergencies • Communication to Board, Staff, City of Ottawa, FOPLA, OPL-F • Managers to meet/be introduced to new contacts • Develop and implement new shared folders • Post new management positions etc • Complete manager transition from current to new posting • Ensure process and complete 2009 ICAs and SWP input • Begin ICA planning for 2010 METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 19

  20. Immediate Action: Tactical (cont) • Implement “Change Management” workshop and plan • Email distribution lists etc • Ensure SAP access to proper org units and cost centres (underway) • Review/modify credit card/purchasing/petty cash limits and levels for all Level 5 • Retrieve parking passes/credit cards etc from those no longer needing • Signature blocks etc METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 20

  21. Immediate Action: Tactical (cont) • Review OPL representation on external committees • Update Global Address List, Employee Directory, Voicemails, Org Charts • Identify physical space requirements and develop cost-effective solutions • Complete Annual Reports for 2009 • Compete SWP for 2010 • Business cards etc METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 21

  22. Implementation: Phase 1 Put leaders in place to lead the change Finalize and implement the Senior and Program Management Structure Phase 2 Enable strengthened and streamlined branch supervision Finalize and implement the Branch Supervisory Structure Phase 3 Enable system leadership and support Review and refine the internal structures of System-Wide Services and Main Library groups Phase 4 Enable effective cross-divisional teamworkand support Refine the internal committee and team structures METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 22

  23. Ottawa’s Growing Leaders for Service Excellence Program • Emerging leaders: preparing for your role • Evolving leaders: developing your strengths • Experienced leaders: expanding your role • Empowered leaders: thinking strategically • Executive leadership: driving the culture METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 23

  24. Bringing Passion to the New Structure What can Disney tell us about: Service Excellence Staff Engagement Sustainability METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 24

  25. Libraries are like Disney ?? • Many business lines • Public service orientation • Services in many languages • Perceived value on part of client • Point of contact/first impressions • Behind the scenes staff METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 25

  26. Libraries are like Disney • Value for service-investment • Thrive on repeat business • 70% for Disney • Guests/clients are made to feel special ?? Revenue, Growth, Profitability ?? METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 26

  27. Disney Loyalty Profit Chainand the Chain of Excellence • Leadership excellence • Cast (staff) excellence • Guest (client) satisfaction • Financial results and repeat business METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 27

  28. Internal Service Quality Employee Satisfaction Employee Retention Employee Performance and Productivity External Service Qualify 6. Customer Satisfaction 7. Superior customer value 8. Customer loyalty 9. Revenue, growth profitability 10. Shareholder value Loyalty Profit Chain METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 28

  29. Leadership Excellence • Define the vision • Communicate the vision • Involve the workplace METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 29

  30. The Disney Vision Thing • Leaders must create the vision to lead staff to success • Vision is a picture of the future that is created in the imagination and that motivates action • Vision must : • Create a shared and meaningful purpose • Inspire passion and interest • Convey values • Guide decision making and strategy METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 30

  31. Leadership Strategies for Involvement • Transfer power and decision making authority to those closest to customer • Provide cast members with opportunities for education • Allocate appropriate resources to allow cast members to do their jobs • Create and environment that contributes to the sharing of information METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 31

  32. Cast Excellence(people management) • Successful corporate culture • Selecting for the culture • Promoting the culture through training METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 32

  33. Successful Corporate Cultures • Are by design • Are well defined • Are clear to ALL • Are goal oriented METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 33

  34. Elements of Culture • Heritage and tradition • Language and symbols • Shared values (e.g. openness, courage, integrity, balance, respect, honesty and diversity) METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 34

  35. Happy Guests when you…. • Focus on productive employees • Empower people on front line to make decisions that impact on guests • Staff must feel they have the power to impact the guest experience • Initial resistance from managers METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 35

  36. Selecting for the Culture Throughout Disney, we have the right people dedicated to consistently giving our worldwide audience the most compelling content possible. Disney CEO Bob A. Iger METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 36

  37. Disney Staff Training • Introduction to Culture • Centralized approach • Finding right-fit talent • Global training • Line-of-business training • Local training • On-the-job training • Career management METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 37

  38. Disney Quality Service Standards • Safety • Courtesy • Efficiency • Show METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 38

  39. Disney Quality Service Guidelines • S mile • E ye contact and body language • R espect and welcome • V alue the magic • I nitiate guest contact • C reate service solutions • E nd with a thank you ! METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 39

  40. Reinforce the Culture through Care • Expect staff to treat each other the way users are treated • Recognize the staff for customer satisfaction, performance, behaviours and longevity • Key Strategies for care • Treat employees like customers • Promote a supportive environment • Reward and celebrate METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 40

  41. Celebrate By celebrating success you build a culture of success METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 41

  42. Guest Satisfaction(Quality Service) • Needs e.g. vacation entertainment • Emotions e.g. Tired at end of day • Wants e.g. peace of mind • Stereotypes e.g. Disney is for kids How does this apply to libraries?? METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 42

  43. The Loyalty Connection(Financial Results) • Maximum loyalty results from connection of Value, Identity and Relationships • Greater the connection, the greater the loyalty • Employees are also customers METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 43

  44. Identity • A brand identifies with individual identity when people: • Believe in the brand • Feel a sense of ownership in the brand • Use the brand as form of self expression METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 44

  45. Value • An experience delivers superior value when: • Brand promise is delivered effectively at each point • Experience exceeds performance of the competition • Details of offering are user-friendly METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 45

  46. Relationships • Relationships are built when: • People want to associate with your brand beyond the transaction • Your customers and your employees interact positively with each other METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 46

  47. Closing the Loyalty Gap METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 47

  48. The loyalty connection model Brand aligns With Individual identity Contacts Build relationships Maximum loyalty Experience Delivers Superior value METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 48

  49. The Loyalty Key • Align your product with your promise and your vision • Create a memorable experience • Experience map • Define meeting expectations • Define exceeding expectations • Closing the GAP METLIB Zagreb, Croatia May 2010 METLIB Zagreb, Croatia May 2010 49

  50. This just in From Business Week Online March 5, 2010 • Aligning staff to corporate vision is a critical driver of success to today’s market • Goal alignment can increase metrics such as…… METLIB Zagreb, Croatia May 2010