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Strategic Procurement


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Presentation by Riverina Regional Library at Library Innovations, SLNSW, 28 November 2008

Published in: Education, Business
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Strategic Procurement

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  2. 2. The Move to Strategic Procurement - Outsourcing Collection Services NSW Library Innovations State Library of NSW Friday 28 th November 2008
  3. 3. <ul><li>Where are we? </li></ul><ul><li>RRL provides services to 9 LGAs: </li></ul><ul><ul><li>Coolamon </li></ul></ul><ul><ul><li>Cootamundra </li></ul></ul><ul><ul><li>Greater Hume </li></ul></ul><ul><ul><li>Gundagai </li></ul></ul><ul><ul><li>Junee </li></ul></ul><ul><ul><li>Lockhart </li></ul></ul><ul><ul><li>Temora </li></ul></ul><ul><ul><li>Tumut </li></ul></ul><ul><ul><li>Wagga Wagga </li></ul></ul>
  4. 4. <ul><li>What Are We? </li></ul><ul><li>Riverina Regional Library Profile </li></ul><ul><li>Largest regional library in NSW (in terms of participating member Councils) </li></ul><ul><li>13 stationary Libraries </li></ul><ul><li>1 Mobile Library serving 24 communities </li></ul><ul><li>105,848 residents across region </li></ul><ul><li>25,000 sq km area </li></ul><ul><li>Active membership of 35,500 </li></ul><ul><li>Annual issues of 540,000 </li></ul>
  5. 5. <ul><li>The Riverina Region: </li></ul><ul><li>Wagga Wagga has largest population of approx. 59,000 – high rate of recent population growth </li></ul><ul><li>Vibrant regional city – university, army, air force, variety of industries </li></ul><ul><li>Wagga Wagga represents 55% of RRL </li></ul><ul><li>A number of smaller towns ranging from 200 – 12,000 population </li></ul><ul><li>High dependence on agriculture and associated industries </li></ul><ul><li>Drought affected </li></ul><ul><li>Mostly static or declining populations </li></ul>
  6. 6. <ul><li>Our libraries: </li></ul><ul><li>Generally well supported by member Councils </li></ul><ul><li>Are real community focal points – sometimes the only public facility remaining in a town </li></ul><ul><li>Are multi-service providers in some cases (CTC, RTC, Post Office/Newsagency, co-located with schools) </li></ul><ul><li>Are facing increased community demand for collections, services and programs </li></ul><ul><li>Need to find a better balance between “process” tasks and customer service tasks </li></ul>
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  9. 9. <ul><li>Our staff: </li></ul><ul><li>RRL has a regional team of just 11.15 FTE staff: </li></ul><ul><ul><li>Regional Support Division </li></ul></ul><ul><ul><ul><li>Director </li></ul></ul></ul><ul><ul><ul><li>Administrative Assistant </li></ul></ul></ul><ul><ul><ul><li>Regional Services Officer </li></ul></ul></ul><ul><ul><ul><li>Collection Services Officer </li></ul></ul></ul><ul><ul><ul><li>Collection Services Assistant </li></ul></ul></ul><ul><ul><ul><li>IT Co-ordinator </li></ul></ul></ul><ul><ul><ul><li>IT Assistant </li></ul></ul></ul><ul><ul><li>Regional Outreach Division </li></ul></ul><ul><ul><ul><li>Programs & Promotions Coordinator </li></ul></ul></ul><ul><ul><ul><li>Service Development Officer </li></ul></ul></ul><ul><ul><ul><li>Children & Youth Services Librarian </li></ul></ul></ul><ul><ul><ul><li>Information Services Officer </li></ul></ul></ul><ul><ul><ul><li>Mobile Library Operator </li></ul></ul></ul>
  10. 10. <ul><li>Our staff: </li></ul><ul><li>RRL has not had any increase in staffing level since 1995 – a period of 15 years </li></ul><ul><li>During this time: </li></ul><ul><ul><li>2 additional member Councils have joined RRL bringing with them 3 branch libraries and 4 mobile library service points </li></ul></ul><ul><ul><li>Our resources expenditure doubled over a 5-year period </li></ul></ul><ul><ul><li>All of our libraries have become busier </li></ul></ul><ul><ul><li>There is growing client demand for additional services and programs </li></ul></ul><ul><ul><li>The pressure on RRL staff for collection services, support services and program delivery became unsustainable </li></ul></ul><ul><ul><li>We had to find new ways of looking at how we did things…… we wanted to manage the change rather than the change managing us </li></ul></ul>
  11. 11. <ul><li>Our “Collections to Clients” strategy: </li></ul><ul><li>Redirecting the energy of the organisation from the traditional collections focus to a client focus </li></ul><ul><li>Developing an “enabled” organisational structure </li></ul><ul><li>Aligning the culture of the organisation </li></ul><ul><li>Understanding client segments and what they want from our libraries </li></ul><ul><li>Branding, promoting and marketing the organisation </li></ul>
  12. 12. <ul><li>“ Collections to Clients” – how did we respond? </li></ul><ul><li>Established an enabling organisational structure </li></ul><ul><ul><ul><li>service focussed rather than task focussed </li></ul></ul></ul><ul><ul><ul><li>new roles reflect new direction </li></ul></ul></ul><ul><li>Established a “plan, do and review” philosophy of continuous improvement (supported by plan/review mechanisms) </li></ul><ul><li>Rebadged the organisation region-wide </li></ul><ul><li>Focussed on technology capacity </li></ul><ul><ul><ul><li>Mobile Library Telecentre </li></ul></ul></ul><ul><ul><ul><li>Riverina Live Project </li></ul></ul></ul><ul><ul><ul><li>New RRL website </li></ul></ul></ul><ul><ul><ul><li>RFID implementation </li></ul></ul></ul><ul><li>Assessed “gold nugget” opportunities for improvement </li></ul><ul><ul><ul><li>Collection Services identified for review </li></ul></ul></ul>
  13. 13. <ul><li>Collections & Resources Division Review 2007 </li></ul><ul><li>Brief included: </li></ul><ul><ul><li>Review of current policies, processes and staffing </li></ul></ul><ul><ul><li>Assess future capacity of current arrangements </li></ul></ul><ul><ul><li>Detailed evaluation of RRL collection </li></ul></ul><ul><ul><li>Assess capacity of LMS to support data </li></ul></ul><ul><ul><li>Extensive stakeholder consultation </li></ul></ul><ul><ul><li>Research and identify best practice for collection services in Australian libraries </li></ul></ul><ul><ul><li>Recommend a preferred model for RRL </li></ul></ul><ul><ul><li>Make recommendations on organisational structure </li></ul></ul>
  14. 14. <ul><li>Collections & Resources Division Review 2007 </li></ul><ul><li>Outcomes of the Review: </li></ul><ul><ul><li>Transition to a strategic procurement model </li></ul></ul><ul><ul><ul><li>outsourcing of selection, cataloguing and processing </li></ul></ul></ul><ul><ul><li>Appointment of three LGP approved suppliers </li></ul></ul><ul><ul><li>Extreme scrutiny of data sets (collection, loans, demographic, borrower) </li></ul></ul><ul><ul><li>Development of quality documentation based on quality assured data </li></ul></ul><ul><ul><ul><li>Collection Development Policy </li></ul></ul></ul><ul><ul><ul><li>Branch Profiles for all 14 libraries </li></ul></ul></ul><ul><ul><ul><li>Collection Specifications </li></ul></ul></ul><ul><ul><ul><li>Non-fiction Analysis for each branch </li></ul></ul></ul><ul><ul><li>Inclusive change management strategies to ensure staff </li></ul></ul><ul><ul><li>engagement with this significant organisational shift </li></ul></ul>
  15. 15. <ul><li>Collections & Resources Division Review 2007 </li></ul><ul><li>Outcomes of the Review: </li></ul><ul><ul><li>Redeployment of staff resources into 4 new client focussed roles: </li></ul></ul><ul><ul><ul><li>Service Development Officer </li></ul></ul></ul><ul><ul><ul><li>Regional Services Officer </li></ul></ul></ul><ul><ul><ul><li>Collection Services Officer </li></ul></ul></ul><ul><ul><ul><li>Programs and Promotions Coordinator (not yet appointed) </li></ul></ul></ul>
  16. 16. <ul><li>Collections & Resources Division Review 2007 </li></ul><ul><li>Specific Improvement Opportunities: </li></ul><ul><li>Improve collection procurement process </li></ul><ul><li>Reduce collection procurement cost per item (in 2004-05, it cost us $270,389 to get $342,163 worth of collection items onto the shelves) </li></ul><ul><li>Integrate RFID implementation </li></ul><ul><li>Increase program and service provision to branch libraries </li></ul><ul><li>Look at areas of unmet demand </li></ul>
  17. 17. <ul><li>Collections & Resources Division Review 2007 </li></ul><ul><li>How are we measuring the outcomes? </li></ul><ul><li>Internal KPIs </li></ul><ul><ul><li>Loans </li></ul></ul><ul><ul><li>Turnover by collection type </li></ul></ul><ul><ul><li>Comparison between expenditure on & turnover of collection types </li></ul></ul><ul><ul><li>Cost per item of getting stock onto the shelves </li></ul></ul><ul><ul><li>Customer feedback (internal customers – branch Libraries) </li></ul></ul><ul><li>External KPIs </li></ul><ul><ul><li>Average price per item </li></ul></ul><ul><ul><li>Average price of processing per item </li></ul></ul><ul><ul><li>Shelf ready cost per item </li></ul></ul><ul><ul><li>Cataloguing quality and performance </li></ul></ul><ul><ul><li>Customer survey 2009 – comparison with customer survey 2008 </li></ul></ul>
  18. 18. <ul><li>Collections to Clients Strategy </li></ul><ul><li>What it means for RRL: </li></ul><ul><ul><li>Recognition that the role of libraries is changing </li></ul></ul><ul><ul><li>Acknowledging the importance of collection services, and developing “best-fit” models to provide them </li></ul></ul><ul><ul><li>Taking time to assess client demands and organisational capacity to meet them </li></ul></ul><ul><ul><li>Ongoing development of an “enabled organisation” through: </li></ul></ul><ul><ul><ul><li>robust planning mechanisms </li></ul></ul></ul><ul><ul><ul><li>relevant performance indicators </li></ul></ul></ul><ul><ul><ul><li>change management and staff engagement strategies </li></ul></ul></ul><ul><ul><ul><li>continuous improvement focus </li></ul></ul></ul><ul><ul><li>Maintaining a relevant library service </li></ul></ul>
  19. 19. <ul><li>Collections to Clients Strategy </li></ul><ul><li>What have we learnt? </li></ul><ul><ul><li>There is a big difference between providing great customer service and being a customer focussed organisation </li></ul></ul><ul><ul><li>There is a lot of power in statistics – get the most out of your LMS reporting capabilities </li></ul></ul><ul><ul><li>Change needs to be managed carefully, with all staff input and concerns acknowledged, considered and incorporated </li></ul></ul><ul><ul><li>Extensive quality documentation based on reliable data are critical </li></ul></ul><ul><ul><li>Liaise continuously with your suppliers </li></ul></ul><ul><ul><ul><li>Ensure that your needs are clear </li></ul></ul></ul><ul><ul><ul><li>Work collaboratively on problems </li></ul></ul></ul><ul><ul><ul><li>Be realistic about expectations – especially in Year 1 </li></ul></ul></ul>
  20. 20. <ul><li>Collections to Clients Strategy </li></ul><ul><li>What’s next? </li></ul><ul><ul><li>Review of RRL Strategic Plan (expires in 2009) </li></ul></ul><ul><ul><li>Development of our Online Engagement Strategy </li></ul></ul><ul><ul><ul><li>Web 2.0 capability </li></ul></ul></ul><ul><ul><ul><li>expansion of online information content and access </li></ul></ul></ul><ul><ul><ul><li>optimising our website capability </li></ul></ul></ul><ul><ul><ul><li>engaging and training staff and clients </li></ul></ul></ul><ul><ul><ul><li>meeting our clients online </li></ul></ul></ul><ul><ul><li>Further collaboration with our neighbouring partner regional library service Upper Murray Regional Library </li></ul></ul><ul><ul><li>Review of collaborative opportunities with PLC SW Zone libraries </li></ul></ul><ul><ul><ul><li>all share the same LMS (Libero) </li></ul></ul></ul><ul><ul><ul><li>expansion of Strategic Procurement program </li></ul></ul></ul><ul><ul><ul><li>Zone-wide Web 2.0 upskilling </li></ul></ul></ul>