Ottawa Public Library

METLIB Zagreb, Croatia May 2010 1METLIB Zagreb, Croatia May 2010 1

Ottawa Public Library

Strategic Organizational Transformation

ForService ExcellenceStaff Engagement

Sustainability


Ottawa, ON, CANADA


Ottawa-North America



“ Ottawa has the most effective and Ottawa has the most effective and efficient library services among all OMBI efficient library services among all OMBI libraries. libraries. Library usage Library usage [in Ottawa][in Ottawa] continues continues to gain popularity with residents and to gain popularity with residents and the library cost per use has decreased.”the library cost per use has decreased.”

2008 OMBI results


Ottawa Public LibraryOttawa Public Library

• Achieved 2009-10 efficiency target Achieved 2009-10 efficiency target

(reduction of $618K and –11.6 FTE (reduction of $618K and –11.6 FTE positions)positions)

• 25+ million uses per year25+ million uses per year• 10 million + items borrowed per year10 million + items borrowed per year• 6 million electronic visits per year6 million electronic visits per year• 5 million in-person visits per year 5 million in-person visits per year


OPL con’tOPL con’t

• Strategic Plan 2008-2011Strategic Plan 2008-2011• Highest annual circulation/capita (OMBI)Highest annual circulation/capita (OMBI)• Award winning Award winning

– (Library and Friends Ass’n)(Library and Friends Ass’n)

• 91% Citizen satisfaction rating 200991% Citizen satisfaction rating 2009• 3rd highest rated city service in client 3rd highest rated city service in client

satisfaction 2008satisfaction 2008


OPL is operating within a turbulent environment

Changes in Customer Base

Changes within the

Library

Changes at the City

Changes in Library Service

Changes in the Broader

Public Sector

• Retirements• Aging workforce• Strategic directions• Growing Board

demands• Major new

projects

• 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

• Increasing diversity• Aging population• Growing service expectations• Potential for increasing demand

due to economic downturn

• 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


METLIB Zagreb, Croatia May 2010 8

Organizational Assumptions

Strategic Directions

Organizational Assumptions

A. Provide Responsive Services

The Library must have a strong ability to drive public service innovation and ensure consistent service delivery and excellence

B. Build Partnership for Accessible and Efficient Services

The Library’s senior management team needs to be able to be externally focused and continue to develop and support relationships with key partners and funders

C. Develop Our Places and Spaces

The Library must have an enhanced capacity to handle facilities development and renewal, and the associated leveraging of City resources – due to number of capital projects, infrastructure funding, and need to work effectively with restructured City facility functions

D. Build a New Central Library

The Library will need senior level oversight for the new Central Library project

E. Be an Accountable and Innovative Organization

The Library must have an enhanced capacity to manage its finances and assets, and the associated leveraging of City resources – due to fiscal constraints, demands for increased accountability and need for effective risk management



Design Objectives

• Strategic:Strategic: Supports achievement of Library's objectives Supports achievement of Library's objectives and improves relevance/effectiveness of activitiesand improves relevance/effectiveness of activities

•• Accountability – Clarity of Role and Mandate:Accountability – Clarity of Role and Mandate: Clarifies Clarifies who is responsible for what and ensures accountabilitywho is responsible for what and ensures accountability

•• EfficiencyEfficiency: Maximizes impact of resources invested: Maximizes impact of resources invested

•• Stakeholder/Partner RelationshipsStakeholder/Partner Relationships: Enables effective : Enables effective interaction and collaboration with internal and external interaction and collaboration with internal and external partners and stakeholderspartners and stakeholders

•• Flexibility and InnovationFlexibility and Innovation: Supports ability to adapt to : Supports ability to adapt to change, address emerging demands and be innovativechange, address emerging demands and be innovative

•• Service ExcellenceService Excellence: Enables excellent service to clients : Enables excellent service to clients and customersand customers

•• Risk ManagementRisk Management: Enables risk to be effectively managed: Enables risk to be effectively managed

Organizational Design Objectives/Criteria


Equipping Managers to play right roles

City Librarian

• Focus on Focus on visionvision•• Outward facingOutward facing•• PoliticalPolitical•• High level directionHigh level direction

Division Managers

• Focus on Focus on leadershipleadership•• Strategy development and priority-settingStrategy development and priority-setting•• Discrete functionsDiscrete functions•• High level decision-makersHigh level decision-makers•• Support and listen to managersSupport and listen to managers•• Budget strategyBudget strategy•• Project leadership and sponsorship Project leadership and sponsorship

Managers

• Focus on Focus on implementation implementation •• Develop employeesDevelop employees•• Manage Manage

operations/budget/HRoperations/budget/HR•• Project managementProject management•• Input to strategyInput to strategy

• Conduit to BoardConduit to Board•• Less operationalLess operational•• Budget oversightBudget oversight

• Implement initiatives Implement initiatives with a system with a system perspectiveperspective

•• Continuous Continuous improvementimprovement


New OPL StructureRealignment of new management positions to support the Library’s Realignment of new management positions to support the Library’s strategic directions and drive innovation and efficiency:strategic directions and drive innovation and efficiency:

Innovation & Continuous Improvement Innovation & Continuous Improvement to drive and support service to drive and support service innovation and lead major service development initiatives (e.g. service innovation and lead major service development initiatives (e.g. service planning for New Central Library) planning for New Central Library)

Staff Development & Service Excellence Staff Development & Service Excellence to drive and support public to drive and support public service excellence, and to ensure that staff and management have the service excellence, and to ensure that staff and management have the skills they need – in cooperation with City Shared Servicesskills they need – in cooperation with City Shared Services

Library Facilities Planning & Development Library Facilities Planning & Development to coordinate and ensure to coordinate and ensure effective management and development of the Library’s 33 branches effective management and development of the Library’s 33 branches (including ongoing retrofits, renewals, new development, barrier (including ongoing retrofits, renewals, new development, barrier reduction, greening initiatives etc.) - in cooperation with City Shared reduction, greening initiatives etc.) - in cooperation with City Shared Services Services

Business Services Business Services to ensure effective capital and operational budget to ensure effective capital and operational budget planning and monitoring, as well as proactive risk management and planning and monitoring, as well as proactive risk management and focus on safety and security of staff and customers – in cooperation focus on safety and security of staff and customers – in cooperation with City Shared Services with City Shared Services

6


Features of New Structure

• Strengthened City Librarian’s OfficeStrengthened City Librarian’s Office– Enhanced support for external relations, communications and Enhanced support for external relations, communications and

strategic coordinationstrategic coordination

• Streamlined division management structureStreamlined division management structure– Moving from 4 division managers to 3Moving from 4 division managers to 3

• Consolidated and more consistent branch management Consolidated and more consistent branch management structurestructure– Moving from 9 branch management clusters (District & Moving from 9 branch management clusters (District &

Community Branch Managers) to 7, which includes one Community Branch Managers) to 7, which includes one specifically for Rural Branchesspecifically for Rural Branches

– Enabled by changes in the supervisory structure which address Enabled by changes in the supervisory structure which address historic inconsistencies and free-up management capacityhistoric inconsistencies and free-up management capacity


Features of New Structure (cont)

• Consolidation of functions which have significant Consolidation of functions which have significant synergies under single managers:synergies under single managers:

– Diversity & Accessibility Services (for key groups: Diversity & Accessibility Services (for key groups: newcomers, people with disabilities, homebound, seniors)newcomers, people with disabilities, homebound, seniors)

– Collection Management: (Collection Development & Collection Management: (Collection Development & Collection Access)Collection Access)

– Adult & Information Services: (combines part of Adult & Adult & Information Services: (combines part of Adult & Readers’ Advisory with Reference & Information)Readers’ Advisory with Reference & Information)


DistributedPlanning and Research

Function• City Librarian’s OfficeCity Librarian’s Office

Planning Consultant, Planning Consultant, • Reporting to: Mgr Strategic CoordinationReporting to: Mgr Strategic Coordination

• System-wide Services and Innovation Division:System-wide Services and Innovation Division:Planning ConsultantPlanning Consultant

• Reporting to: Mgr Innovation and Continuous Reporting to: Mgr Innovation and Continuous ImprovementImprovement

• Service Excellence DivisionService Excellence Division Planning Consultant, Planning Consultant,

• Reporting to: Mgr Staff Development and Service Reporting to: Mgr Staff Development and Service ExcellenceExcellence


New Organizational Responsibilities

City Librarianan

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 Labour

Relations• 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

• Board Governance and Policy• Strategic Work Planning• Performance Measurement• Project Tracking and

Coordination• MFIPPA • Planning Support & Research

6

FOPLOPLF

Library Board


City LibrarianCity LibrarianMgr: Strategic Coordination

Mgr:Communications and Community Relations

System Wide Service and Innovation

Elaine Condos

Service Excellence

Monique Désormeaux

Facilities and Business Services

Danielle McDonald

Digital Services Staff Dev and Service Excellence

Library Facilities

Children and Teen Services Public Services Cluster: NC, CE, EP

Business Services

Diversity and Accessibility Services

Public Services Cluster:RED,GDL,AV

Public Services ClusterRural Branches

CP,CB,FH,GR,ME,MK,MU,GO,OS,ST,RM,VE

Innovation and Cont Improvement

Public Service Cluster: SL,NG,GH,OR

Public Service Cluster: West District, HA, BE

Adult and Information Services Public Service Cluster: CU, RI, RP,VA

Public Service Cluster: SU, CA, RO,EA

Main Library and Borrower Services

Collection Management


3 Divisions

Primary Client Focus:

System-Wide Services & Innovation

Service Excellence Facilities & Business Services

• 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


Immediate Action: Immediate Action: StrategicStrategic

• Establish Metcalfe Incident Task GroupEstablish Metcalfe Incident Task Group• Finalize and implement Branch Supervisory Finalize and implement Branch Supervisory

StructureStructure• Implement Borrower Services Review Implement Borrower Services Review

recommendations recommendations • Implement structural review of System-Implement structural review of System-

Wide Services and Main Library groupsWide Services and Main Library groups• Get through budget 2010 ! (result = 5.7% Get through budget 2010 ! (result = 5.7%

+)+)


Immediate Action: Tactical

• Revise staff contact lists: system, branch, departments Revise staff contact lists: system, branch, departments in case of emergenciesin case of emergencies

• Communication to Board, Staff, City of Ottawa, FOPLA, Communication to Board, Staff, City of Ottawa, FOPLA, OPL-FOPL-F

• Managers to meet/be introduced to new contactsManagers to meet/be introduced to new contacts

• Develop and implement new shared foldersDevelop and implement new shared folders

• Post new management positions etcPost new management positions etc

• Complete manager transition from current to new Complete manager transition from current to new posting posting

• Ensure process and complete 2009 ICAs and SWP inputEnsure process and complete 2009 ICAs and SWP input

• Begin ICA planning for 2010Begin ICA planning for 2010


Immediate Action: Tactical (cont)

• Implement “Change Management” workshop and planImplement “Change Management” workshop and plan

• Email distribution lists etcEmail distribution lists etc

• Ensure SAP access to proper org units and cost centres Ensure SAP access to proper org units and cost centres

(underway)(underway)

• Review/modify credit card/purchasing/petty cash limits and Review/modify credit card/purchasing/petty cash limits and

levels for all Level 5levels for all Level 5

• Retrieve parking passes/credit cards etc from those no longer Retrieve parking passes/credit cards etc from those no longer

needingneeding

• Signature blocks etcSignature blocks etc


Immediate Action: Tactical (cont)

• Review OPL representation on external committeesReview OPL representation on external committees

• Update Global Address List, Employee Directory, Update Global Address List, Employee Directory,

Voicemails, Org ChartsVoicemails, Org Charts

• Identify physical space requirements and develop cost-Identify physical space requirements and develop cost-

effective solutionseffective solutions

• Complete Annual Reports for 2009Complete Annual Reports for 2009

• Compete SWP for 2010Compete SWP for 2010

• Business cards etcBusiness cards etc


Implementation:Phase 1

Finalize and implement the Senior and Program Management Structure

Phase 2

Finalize and implement the Branch Supervisory Structure

Phase 3

Review and refine the internal structures of System-Wide Services and Main Library groups

Phase 4

Refine the internal committee and team structures

Put leaders in place to lead the change

Enable strengthened and streamlined branch supervision

Enable system leadership and support

Enable effective cross-divisional teamwork and support


Ottawa’s Ottawa’s Growing Leaders for Growing Leaders for

Service Excellence ProgramService Excellence Program1.1. Emerging leaders: preparing for your Emerging leaders: preparing for your

rolerole2.2. Evolving leaders: developing your Evolving leaders: developing your

strengthsstrengths3.3. Experienced leaders: expanding your Experienced leaders: expanding your

rolerole4.4. Empowered leaders: thinking Empowered leaders: thinking

strategicallystrategically5.5. Executive leadership: driving the Executive leadership: driving the

cultureculture


Bringing Passion to the New Structure

What can What can DisneyDisney tell us about: tell us about:

Service ExcellenceService Excellence

Staff Engagement Staff Engagement

SustainabilitySustainability


Libraries are like Disney ??

• Many business linesMany business lines• Public service orientationPublic service orientation• Services in many languagesServices in many languages• Perceived value on part of clientPerceived value on part of client• Point of contact/first impressionsPoint of contact/first impressions• Behind the scenes staffBehind the scenes staff


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 ??


Disney Disney Loyalty Profit ChainLoyalty Profit Chain

and the Chain of and the Chain of ExcellenceExcellence

• Leadership excellenceLeadership excellence• Cast (staff) excellenceCast (staff) excellence• Guest (client) satisfactionGuest (client) satisfaction• Financial results and repeat Financial results and repeat

businessbusiness


Loyalty Profit Chain

1.1. Internal Service Internal Service QualityQuality

2.2. Employee Employee SatisfactionSatisfaction

3.3. Employee RetentionEmployee Retention

4.4. Employee Employee Performance and Performance and ProductivityProductivity

5.5. External Service External Service QualifyQualify

6. Customer Customer SatisfactionSatisfaction

7. Superior customer 7. Superior customer valuevalue

8. Customer loyalty8. Customer loyalty

9. Revenue, growth 9. Revenue, growth profitabilityprofitability

10. Shareholder value10. Shareholder value


Leadership ExcellenceLeadership Excellence

• Define the visionDefine the vision

• Communicate the visionCommunicate the vision

• Involve the workplaceInvolve the workplace


The Disney Vision Thing• Leaders must create the vision to lead Leaders must create the vision to lead

staff to successstaff to success• Vision is a picture of the future that is Vision is a picture of the future that is

created in the imagination and that created in the imagination and that motivates actionmotivates action

• Vision must :Vision must :– Create a Create a sharedshared and and meaningfulmeaningful purpose purpose– Inspire Inspire passionpassion and and interestinterest– Convey Convey valuesvalues– Guide Guide decision makingdecision making and and strategystrategy


Leadership Strategies for Involvement

• Transfer Transfer powerpower and and decision makingdecision making authority to those closest to customerauthority to those closest to customer

• Provide cast members with Provide cast members with opportunities opportunities for educationfor education

• Allocate Allocate appropriate resourcesappropriate resources to allow to allow cast members to do their jobscast members to do their jobs

• Create and environment that contributes Create and environment that contributes to the to the sharing of informationsharing of information


Cast ExcellenceCast Excellence(people management)(people management)

• Successful corporate culture

• Selecting for the culture

• Promoting the culture through training


Successful Corporate Successful Corporate CulturesCultures

• Are by design

• Are well defined

• Are clear to ALL

• Are goal oriented


Elements of CultureElements of Culture

• Heritage and traditionHeritage and tradition

• Language and symbolsLanguage and symbols

• Shared values Shared values (e.g. openness, courage, integrity, (e.g. openness, courage, integrity,

balance, respect, honesty and balance, respect, honesty and diversity)diversity)


Happy Guests when you….

• Focus on productive employeesFocus on productive employees• Empower people on front line to Empower people on front line to

make decisions that impact on make decisions that impact on guestsguests

• Staff must feel they have the Staff must feel they have the power to impact the guest power to impact the guest experienceexperienceInitial resistance from managersInitial resistance from managers


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


Disney Staff TrainingDisney Staff Training

• Introduction to CultureIntroduction to Culture• Centralized approachCentralized approach• Finding right-fit talentFinding right-fit talent• Global trainingGlobal training• Line-of-business trainingLine-of-business training• Local trainingLocal training• On-the-job trainingOn-the-job training• Career managementCareer management


Disney Quality Service Standards

1.1. SafetySafety

2.2. CourtesyCourtesy

3.3. EfficiencyEfficiency

4.4. ShowShow


Disney Quality Service Guidelines

• S S milemile• E E ye contact and body languageye contact and body language• R R espect and welcomeespect and welcome• V V alue the magicalue the magic• I I nitiate guest contactnitiate guest contact• C C reate service solutionsreate service solutions• E E nd with a thank you !nd with a thank you !


Reinforce the Culture Reinforce the Culture through Carethrough Care

• Expect staff to treat each other the way Expect staff to treat each other the way users are treatedusers are treated

• Recognize the staff for customer Recognize the staff for customer satisfaction, performance, behaviours satisfaction, performance, behaviours and longevityand longevity

• Key Strategies for careKey Strategies for care– Treat employees like customersTreat employees like customers– Promote a supportive environmentPromote a supportive environment– Reward and celebrateReward and celebrate


CelebrateCelebrate

By celebrating success you By celebrating success you build a culture of successbuild a culture of success


Guest Satisfaction(Quality Service)

• NeedsNeeds e.g. e.g. vacation entertainmentvacation entertainment

• EmotionsEmotions e.g. e.g. Tired at end of dayTired at end of day• WantsWants e.g. e.g. peace of mindpeace of mind• StereotypesStereotypes e.g. e.g. Disney is for kidsDisney is for kids

How does this apply to libraries??How does this apply to libraries??


The Loyalty Connection(Financial Results)

• Maximum loyalty results from Maximum loyalty results from

connection of connection of Value, IdentityValue, Identity and and

RelationshipsRelationships

• Greater the connection, the Greater the connection, the

greater the loyaltygreater the loyalty

• Employees are also customersEmployees are also customers


Identity

• A brand identifies with individual A brand identifies with individual identity when people:identity when people:– Believe in the brandBelieve in the brand– Feel a sense of ownership in the Feel a sense of ownership in the

brandbrand– Use the brand as form of self Use the brand as form of self

expressionexpression


Value

• An experience delivers superior An experience delivers superior value when:value when:– Brand promise is delivered effectively Brand promise is delivered effectively

at each pointat each point– Experience exceeds performance of Experience exceeds performance of

the competitionthe competition– Details of offering are user-friendlyDetails of offering are user-friendly


Relationships

• Relationships are built when:Relationships are built when:– People want to associate with your People want to associate with your

brand beyond the transactionbrand beyond the transaction

– Your customers and your employees Your customers and your employees

interact positively with each otherinteract positively with each other


Closing the Loyalty GapIdentityIdentity ValueValue RelationshipRelationship

• Identify Identify your your

customercustomer

•Identify Identify strengthsstrengths

• Value your Value your employeesemployees

•Align your Align your promise with promise with

visionvision

• Deliver Deliver your your

strengthsstrengths

• Connect Connect emotionally at emotionally at every point of every point of

contactcontact


Contacts Build

relationships

Brand aligns With

Individual identityMaximum

loyalty

ExperienceDeliversSuperior

value

The loyalty connection model


The Loyalty KeyThe Loyalty Key

• Align your product with your Align your product with your promise and your visionpromise and your vision

• Create a memorable experienceCreate a memorable experience– Experience mapExperience map– Define meeting expectationsDefine meeting expectations– Define exceeding expectationsDefine exceeding expectations– Closing the GAPClosing the GAP


This just inThis just inFrom Business Week OnlineFrom Business Week Online

March 5, 2010March 5, 2010

• Aligning staff to corporate vision is a Aligning staff to corporate vision is a critical driver of success to today’s critical driver of success to today’s marketmarket

• Goal alignment can increase metrics Goal alignment can increase metrics such as……such as……


This just in….This just in….

• Customer satisfaction by 10%Customer satisfaction by 10%

• Innovation by 15%Innovation by 15%

• Employee perception of organization Employee perception of organization

speed by 35%speed by 35%Source:Source:

http://www.businessweek.com/managing/content/mar2010/ca2http://www.businessweek.com/managing/content/mar2010/ca2

010035_940515.htm010035_940515.htm


[email protected]

Public Libraries: more cardholders Public Libraries: more cardholders than VISA, more items than FedEx, than VISA, more items than FedEx,

more outlets than more outlets than

Tim Horton’s and McDonaldsTim Horton’s and McDonalds

mailto:[email protected]





ResourcesResources• Bliss, Jeanne. I Love You More Than My Dog: Five Decisions that Drive Extreme

Customer Loyalty in Good Times and Bad (2009)• Collins, Jim. Good to Great: Why Some Companies Make the Leap...and Others

Don't (2001)• Cramer, Kathryn and Hank Wasiak. Change the Way You See Everything--

Through Asset Based Thinking (2006)• Fisk, Peter. Customer Genius (2009)• Godin, Seth. Purple Cow: Transform Your Business by Being Remarkable (2003)• Goleman, Daniel, et. al. Primal Leadership: Realizing the Power of Emotional

Intelligence (2002)• Kelley, Tom and Jonathan Littman. The Art of Innovation: Lessons in Creativity

from IDEO, America's Leading Design Firm (2001)• Neumeier, Marty. The Designful Company. How to Build a Culture of Nonstop

Innovation (2009)• Pine, B. Joseph and James H. Gilmore. The Experience Economy: Work is Theater

and Every Business a Stage (1999)• Smith, Shaun and Joe Wheeler. Managing the Customer Experience: Turning

Customers into Advocates (2002)

Compiled by Tracie D. Hall, Goodseed Consulting, as part of Queens Library’s Blue Sky Initiative.


Additional Resources

• Business Week Online (Bloomberg), Align Employees with the Corporate Strategy. March 5, 2010 (http://www.businessweek.com/managing/content/mar2010/ca2010035_940515.htm

• Michelli, Joseph A. The New Gold Standard: 5 Leadership Principles for Creating A Legendary Customer Experience Courtesy of the Ritz-Carlton Hotel Company

(2008)

• City of Ottawa, Growing Leaders for Service Excellence Program, 2009Contact: [email protected]

Documents

Ottawa Public Library