PROJECT UPDATE. Staffing & Service Review. Page 1

Transcription

1 PROJECT UPDATE Staffing & Service Review Page 1

2 Project Timeline What is a Library Service Model? Sep 2016 / The Service & Staffing Review was announced. Dr. Cheryl Stenström presented the project to staff. Sep Dec 2016 / Dr. Stenström conducted research. Feb 2017 / SPL s Executive Team received Dr. Stenström s report. Mar 2017 / Dr. Stenström s report was presented to the Board. Spring 2017 / Organizational structure developed. Jun 2017 / Staffing & Service Review summary report shared with all SPL employees. Jun 12, 2017 / Organizational structure announcement. Summer 2017 / Transition plan developed, including new job descriptions evaluated at Joint Job Evaluation. Late summer 2017 / Transition plan announcement. Fall 2017 / Transition to new service model and structure begins. A library service model is a perspective and approach to working with the community. It is used to frame how resource allocation decisions are made. The service model dictates: 1. The organizational (reporting) structure. 2. Roles and the types of responsibilities associated with them. 3. The types of services offered to the public. 4. How services are offered. 5. How the collection is curated. 6. What programs are available, and how they are delivered. 7. Use and designation of public spaces. Page 2

3 SPL s Current Service Model Traditional desk service Desk-based service, whereby we engage with patrons and assist them from behind a service desk. The organizational structure supports staffing each service desk with 2-3 people during all open hours, without a public needs assessment. The main focus of roles is to check out materials and be prepared for reference questions. Employee time and resources are allocated for other system work including programming, collections management, and outreach only after the desk has been fully scheduled. Programs & services are based assumptions of what the public might want Schedules are set with an internal, rather than external or patron-based, focus. Outreach is intended to increase usage of library programs, services and collections within physical library walls. Assessment is mainly output-based and measured from the perspective of the library. For example: how many programs are offered, how many people attend programs, visits, and how many books are circulated. Page 3

4 Community-Led Service Model Working in a community-led model means accepting that although public libraries plan to be inclusive spaces, they often fall short of addressing social exclusion that many people face on the basis race, gender, sexual orientation, ability or class. At a conceptual level, libraries may appear to be inclusive institutions, but whether this is reflected in the realities of service prioritisation, the manner in which services are delivered, and the institutional culture must be continuously questioned. [ ] Understanding that there is social exclusion in our communities and recognizing that it does keep people from engaging with mainstream institutions such as public libraries is necessary before we can create truly inclusive libraries. 1 The perspective and approach of the community-led service model is to make decisions about programs, services and collections in active collaboration with the community. It is through working in partnership with the community that public libraries truly become inclusive. Source: Community-Led Tool Kit Please read the Community-Led Tool Kit Led_Libraries_Toolkit.pdf 1 Page 4

5 Service model comparison TRADITIONAL COMMUNITY-LED VISION Community Service Community Builder GOALS DEFINITION OF EXCELLENCE WHO IS THE NEEDS EXPERT COMMUNITY RELATIONSHIPS MEASUREMENT & ASSESSMENT SPACE DESIGN FOCUS ON HOW SPACE IS USED Inform / Educate Decisions made about library operations are shared out to the community as information. Quantity Focus on programs and services delivered. Library is the Expert Library employees direct what the public needs and provides access. Consultation The library asks for information and feedback from the community about existing library services and programs. Outputs The focus is on how the library delivers services. Collections Libraries are designed around stacks of books. Library-Driven Areas and spaces within the library are controlled by employees and only accessible to the public during programs. Partner / Collaborate Decisions made about library operations are informed by the community. Quality Focus on the user experience. Community is the Expert The role of library employees is to facilitate, identify, and help the community fulfill its needs. Engagement The focus is active and meaningful community engagement. The community is intricately connected to and involved in decision making related to service design and implementation. Outcomes / Impacts The focus is on how the patrons and community are impacted. Services Smaller service points for staff to help the public with their needs. User-Driven Spaces within the library are available for the public to self-direct learning and experiences. Page 5

6 SUMMARY REPORT Staffing & Service Review Dr. Cheryl Stenström Page 6

7 Library Trends Libraries have evolved from book repositories to community gathering places. Today, more than ever, the focus of libraries has shifted from what libraries have to what libraries do. As the library s roles change and expand, library employees have refined and broadened their skills to meet new needs and define the library s continuing value to the community. They serve many roles, as coaches, mentors, facilitators and teachers more than as sources of information. Measuring outcomes is more important than measuring outputs. An intelligent community, not large circulation numbers, is the primary library goal. 1. Library as a Place There is an emphasis on libraries as a community place. Modern libraries are described as the third place (where the first two are home and work) creating neutral and safe spaces for human interaction. While less space is needed for physical collections, users are interested in a wide range of spaces that include both quiet study spaces, noisy public spaces, as well as technology-centric and comfortable lounge areas. 2. Broad Literacy Goals The literacy goals of libraries have broadened beyond reading to places that inspire discovery, creativity, innovation, and where digital, cultural and social literacies are developed. There is a strong focus on employees providing technology support. - Aspen Institute 3. Community Engagement Modern libraries focus on increased community collaboration and engagement. Moving forward, public libraries are being tasked with shifting from reactive to proactive, patron-focused services. More than just anticipating collections or programs that may be of interest to patrons, support is given to employees to be truly embedded in the community, and for transformational interaction to happen anywhere. Harnessing existing technology frees employees to have meaningful interactions and to provide seamless service to a greater extent. Page 7

8 Service & Staffing Review Assessment Goals Service & Staffing Review Methodology 1. To assess whether SPL can achieve a community-led service model within the current organizational structure. 1. Phone interviews with 47 public services employees selected from all different roles. 2. To assess whether resources are allocated effectively to result in desired community-led service outcomes. 2. Optional online survey of all remaining public service employees. 3. Review of SPL statistics, staffing levels, organizational structure, job descriptions, programs and services in comparison to other Canadian libraries and public library trends. 4. Gap analysis of current structure and service delivery and desired move to community-led model. Page 8

9 Service & Staffing Review Assessment Findings The analysis revealed that SPL s public services have a rich history in the community that continues inform service delivery today. Areas that will provide a solid foundation moving forward include a patron-focused culture, a deep understanding of community relationships, and knowledgeable employees who are, for the most part, open to change. Challenges exist where tradition and futurefocused change intersect. Many system-wide processes and procedures should be automated and recognition should be given to the notion that meaningful patron interactions can happen in any location, whether at a selfcheckout station, in the stacks, or in the community. Moving forward, public libraries are being tasked with shifting from reactive to proactive, patron-focused services. More than just anticipating collections or programs that may be of interest to patrons, support is given to employees to be truly embedded in the community and for transformational interactions to happen anywhere. Harnessing existing technology frees employees to have meaningful interactions and to provide seamless service to a greater extent. Perhaps more than most other urban Canadian libraries, SPL continues yielding to the tyranny of the desk, or a sense that the most effective service is provided from the in-branch reference desk. This is coupled with the notion that employees should be scheduled from a 'just-in-case' perspective. An alternative perspective acknowledges that meaningful transactions take place throughout the branch and in the community. This perspective also recognizes that staff may be able to serve patrons well without having a presence on the traditional reference desk at all times. SPL's employee numbers fall slightly on the high side of its comparator libraries. This is attributed to longer open hours than other systems and low levels of automation. The number of managers at SPL is on the low end compared to similar systems across Canada (and is half the number of the per capita rates compared to Regina). It is evident all SPL employees who responded to the consultant's request for information are committed to the organization and believe it has enjoyed a history of success. However, respondents also noted that renewed efforts will be needed to continue to maintain SPL s position as an anchor in the community. Over 59% of respondents indicated they were mostly or totally satisfied with their jobs. A further 41% indicated they were mostly satisfied but had moments of frustration. Page 9

10 Service & Staffing Review Assessment Conclusions 1. SPL cannot achieve a community-led service model within the current organizational structure. The organization is rigid and complex with too many different roles and specializations. Employees are too tied to the service desk. Service delivery only happens at a service desk. There is no centralized expertise and support for the branches. Departmentalization and silos exist. No consistency of organizational structure within the branches. Groupings of departments are not functionally related to efficiency (i.e. Youth & Circulation Services.) The number of different roles and pay bands equates to a wide range of pay bands and creates constant movement and ongoing recruitment of internal employees. There is not enough management support relative to comparable library systems. SPL s current organizational structure is making it difficult to keep pace with modern and continually changing community needs. 2. Resources are not allocated effectively to result in desired community-led service outcomes. Roles are too large and encompass too many functions. Existing role responsibilities do not make community engagement a priority. Roles exist that no longer serve the needs of the community. Roles exist that no longer serve the operational needs of the organization. Decisions about programs, service delivery and collections management are not evidence-informed. Lack of systems, resources and processes to solicit community feedback and input. Programs, services and collections are based on organizational needs & interests. Technology is not current. SPL has not responded to changes experienced by public libraries and the greater community. For example: - decrease in circulation of the physical collection - increase in overall usage - demands for the library as a public space - expanded technology-related needs - customer service expectations - online service delivery expectations Page 10

11 Service & Staffing Review Assessment Recommendations The recommendations are based on aligning the roles with the strategic plan, as well as simplifying the structure to allow for flexible and nimble service delivery. Upon implementation, this means new portfolios are recommended to manage specific strategic directions and that the reporting structure is considerably flattened. 1. An increasing amount of employee time needs to be spent on strengthening relationships with community partners and service groups. 2. Efficiencies need to be created in how more traditional services, such as collection development and desk service (circulation and information) are delivered. 3. Front-line employees should be trained to confidently troubleshoot technology. 4. Automation and more robust IT support in all branches would be beneficial. 5. Collection development duties and desk service as core functions should be removed from librarian roles. 6. Service employees should be trained for significantly increased in-branch patron interaction. 7. Librarians should be primarily focused on outreach, partnerships, external service delivery, and strategic programming. 8. A management support structure is also recommended that includes assessment, training, and project implementation portfolios. Page 11

12 MOVING FORWARD Page 12

13 Why Change SPL s Service Model and Organizational Structure? Based on Dr. Stenström s findings, SPL cannot adopt a community-led service model working within our current organizational structure. Therefore in order to achieve our vision to change lives through community connections, engagement and inclusivity we must move to a modern structure. Changing our service model and organizational structure will enable SPL to grow, adapt and continually improve so we can continue to meet the needs of Saskatoon residents now and into the future. In order to operate within a community-led service model, we need a structure that supports community engagement. Our organization must have flexible roles that enable employees to identify and respond to community needs in appropriate, efficient and meaningful ways. These changes will enable us to add value for all of our stakeholders by: 1. Increasing SPL s ability to strategically and deliberately make a community impact beyond access to information. 2. Reducing structural barriers to employee success. 3. Unlocking the potential and productivity of SPL, resulting in a higher return on investment for the community. Page 13

14 What s Next? We have the opportunity to blend together the best parts of traditional library service with new and innovative services. This will position us to reimagine our library and re-engage our community. The new organizational structure will be released on Monday, June 12, This announcement will be shared through a recorded video presentation to enable as many SPL employees as possible to receive the information at the same time. Following the organizational structure announcement, Carol Cooley, Director of Libraries and CEO, will participate in a number of town hall meetings from June Town Hall Schedule If you are not scheduled to work during the times when the open house is scheduled at your branch, please speak with you manager who will arrange for you to attend at an alternate location. Tue / June 13 Cliff Wright Branch / 1:30-2:30pm & 2:30-3:30 pm Wed / June 14 Alice Turner Branch / 11 am-12 pm & 12 pm -1pm Rusty Macdonald Branch / 2-3 pm & 3-4 pm Thu / June 15 Dr. Freda Ahenakew Branch / 12-1 pm (Includes Mayfair Branch employees) Frances Morrison Central Library / 2-3 pm & 3-4 pm Fri / June 16 Carlyle King Branch / am Round Prairie Branch / 2-3 pm & 3-4 pm For More Information All information related to the service model and organizational structure will be available on the intranet under Internal Communications. Page 14