Ottawa Public
Library
Strategic Organizational
Transformation
For
Service Excellence
Staff Engagement
Sustainability
METLIB Zagreb, Croatia May 2010
1
Ottawa, ON, CANADA
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Ottawa-North America
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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
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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
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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
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OPL is operating within a
turbulent environment
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
• Role and impact of technology on
service relevance and provision
• Growing importance of e-services
• More focus on outreach and
engagement
• 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
Changes in the
Broader Public
Sector
• 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
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Organizational Assumptions
Strategic Directions
A. Provide Responsive
Services
B. Build Partnership
for Accessible and
Efficient Services
Organizational Assumptions

The Library must have a strong ability to drive public service
innovation and ensure consistent service delivery and
excellence

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

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

The Library will need senior level oversight for the new Central
Library project

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
C. Develop Our Places
and Spaces
D. Build a New Central
Library
E. Be an Accountable
and Innovative
Organization
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METLIB Zagreb,
Zagreb, Croatia
Croatia May
May 2010
2010
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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
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Equipping Managers to
play right roles
•
•
•
•
Focus on vision
Outward facing
Political
High level direction
Division
Managers
•
•
•
•
•
•
•
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
Managers
•
•
•
•
•
Focus on implementation
Develop employees
Manage operations/budget/HR
Project management
Input to strategy
City Librarian
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• Conduit to Board
• Less operational
• Budget oversight
• Implement initiatives
with a system
perspective
• Continuous
improvement
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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
6
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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
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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)
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Distributed
Planning and Research
Function
• City Librarian’s Office
Planning Consultant,
• Reporting to: Mgr Strategic Coordination
• System-wide Services and Innovation Division:
Planning Consultant
• Reporting to: Mgr Innovation and Continuous
Improvement
• Service Excellence Division
Planning Consultant,
• Reporting to: Mgr Staff Development and Service
Excellence
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New Organizational Responsibilities
Library Board
FOPL
OPLF
City Librarian
an
Manager,
Communications and
Community Relations
Division Manager
System-Wide Services &
Innovation
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
•
•
•
•
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Manager, Strategic
Coordination
Division Manager
Service Excellence
• 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
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•
•
•
•
•
•
Board Governance and Policy
Strategic Work Planning
Performance Measurement
Project Tracking and Coordination
MFIPPA
Planning Support & Research
Division Manager
Facilities & Business
Services
• 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
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City Librarian
Mgr: Strategic Coordination
Mgr:Communications and Community Relations
System Wide Service
and Innovation
Service Excellence
Facilities and Business
Services
Elaine Condos
Monique Désormeaux
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 Cluster
Rural Branches
CP,CB,FH,GR,ME,MK,MU,GO,OS,ST,R
M,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
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3 Divisions
System-Wide Services &
Innovation
Service Excellence
Facilities & Business
Services
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
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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% +)
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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
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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
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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 costeffective solutions
• Complete Annual Reports for 2009
• Compete SWP for 2010
• Business cards etc
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Implementation:
Phase 1
Finalize and implement the Senior and Program
Management Structure
Put leaders in place to
lead the change
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
METLIB Zagreb, Croatia May 2010
Enable strengthened
and streamlined
branch supervision
Enable system
leadership and
support
Enable effective
cross-divisional
teamwork and
support
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Ottawa’s
Growing Leaders for
Service Excellence Program
1. Emerging leaders: preparing for your
role
2. Evolving leaders: developing your
strengths
3. Experienced leaders: expanding your
role
4. Empowered leaders: thinking
strategically
5. Executive leadership: driving the
culture
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Bringing Passion to the
New Structure
What can Disney tell us about:
Service Excellence
Staff Engagement
Sustainability
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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
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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 ??
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Disney
Loyalty Profit Chain
and the Chain of
Excellence
• Leadership excellence
• Cast (staff) excellence
• Guest (client) satisfaction
• Financial results and repeat
business
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Loyalty Profit Chain
1. Internal Service
Quality
2. Employee
Satisfaction
3. Employee Retention
4. Employee
Performance and
Productivity
5. External Service
Qualify
6. Customer
Satisfaction
7. Superior customer
value
8. Customer loyalty
9. Revenue, growth
profitability
10. Shareholder value
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Leadership Excellence
• Define the vision
• Communicate the vision
• Involve the workplace
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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
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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
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Cast Excellence
(people management)
• Successful corporate culture
• Selecting for the culture
• Promoting the culture through
training
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Successful Corporate
Cultures
• Are by design
• Are well defined
• Are clear to ALL
• Are goal oriented
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Elements of Culture
• Heritage and tradition
• Language and symbols
• Shared values
(e.g. openness, courage, integrity,
balance, respect, honesty and
diversity)
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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
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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
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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
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Disney Quality
Service Standards
1. Safety
2. Courtesy
3. Efficiency
4. Show
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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 !
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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
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Celebrate
By celebrating success you
build a culture of success
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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??
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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
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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
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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
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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
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Closing the Loyalty Gap
Identity
Value
Relationship
• Identify
your
customer
•Identify
strengths
• Value your
employees
•Align your
promise with
vision
• Deliver
your
strengths
• Connect
emotionally at
every point of
contact
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The loyalty connection model
Contacts
Build
relationships
Maximum
loyalty
Brand aligns
With
Individual
identity
Experience
Delivers
Superior
value
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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
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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……
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This just in….
• Customer satisfaction by 10%
• Innovation by
15%
• Employee perception of organization
speed by
35%
Source:
http://www.businessweek.com/managing/content/mar2010/
ca2010035_940515.htm
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barbara.clubb@biblioottawalibrary.ca
Public Libraries: more cardholders
than VISA, more items than FedEx,
more outlets than
Tim Horton’s and McDonalds
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Resources
•
•
•
•
•
•
•
•
•
•
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.
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Additional Resources
•
Business Week Online (Bloomberg), Align Employees with the
Corporate Strategy. March 5, 2010
(http://www.businessweek.com/managing/content/mar2010/ca20100
35_940515.htm
•
Michelli, Joseph A. The New Gold Standard: 5 Leadership Principles for
Creating A Legendary Customer Experience Courtesy of the RitzCarlton Hotel Company
(2008)
•
City of Ottawa, Growing Leaders for Service Excellence Program, 2009
Contact: barbara.clubb@biblioottawalibrary.ca
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