SPL Strategic Plan Preparing Team Report - Presentation
Strategic Plan Preparing Team Imagine Test Suggest Innovate Decide Develop Final Report
SPPrT Members• Jim Loter, LLT Sponsor • Jennifer Reichert• Eve Sternberg, Facilitator • Jennifer Robinson• Jennifer Bisson • Sarah Scott• Kirk Blankenship • Daniel Tilton• Daria Cal • Caroline Ullmann• Lynn Miller • Nonie Xue
Key Questions• How do we animate the Strategic Plan?• How does staff get heard?• How do we capture and cultivate good ideas?
Guiding Strategic GoalFoster an organizational culture of innovation
InnovationThe action of finding ways to use our resources more efficiently andeffectively to create greater value for our patrons.
Culture Shared basic assumptions that a group learned as it solved itsproblems and that have worked wellenough to be considered the correct way to perceive, think, and feel in relation to those problems. Schein, Edgar H. Organizational Culture and Leadership. (paraphrase)
Levels of Culture • Dress codes, furniture and offices Artifacts • Visible organizational structures and processes Espoused • Strategic goals • Mission Values • Organizational Values Basic • Unspoken rules • Unconscious beliefsAssumptions • Things taken for granted Schein, Edgar H. Organizational Culture and Leadership.
Staff Input Sessions• Information Technology • Mid-City West Region• Central Assistant Managers Librarians• Mid-City East Region • NE and NW Region Librarians Librarians (combined)• Safety and Security • Shelving Operations• Reference Services • SE/SW Region Librarians• Borrower Services • Central public service• Branch Assistant Managers Librarians• Branch Library Associates • Facilities, Maintenance and and Student Assts. Materials Distribution Unit Managers
“Taking the Pulse of Innovation” Survey 90% 80% 80% 70% 65% 60% 53% 50% N=254 40% 32% 30% 21% Agree 20% Disagree 10% 2% 0% I have had ideas to I understand who Sufficient improve some aspect makes decisions in opportunities exist in of library services or my department the workplace to workplace processes discuss ideas with co- workers
“Taking the Pulse of Innovation” Survey70%60% 58% 55%50%40%30% Agree 19% 21%20% Disagree10%0% I understand who makes I understand how proposals for decisions in departments other improving services are evaluated my their own outside of my departmentN=254
Key Findings from Staff Input• Clarify How We Make Choices – Communicate Big Picture Priorities – Enumerate Key Considerations – Train and Coach Staff and Managers in Proposal Development and Evaluation• Clarify Who Makes Decisions – Define a Decision-making Roadmap – Decentralize and Fast-track Decision-making – Proposal status check – Create a Suggestion Box – Rebuild Trust
Key Findings from Staff Input• Encourage Innovative Thinking – Respond Constructively to Staff Ideas – Provide Opportunities for Creative Collaboration• Encourage Idea Proposers to Help Implement• Take risks and Encourage Experimentation – Grant License to Experiment – Review Policies for Strategic Flexibility
Key Findings from Staff Input• Listen to Front-line, Customer-focused Input – Tap Frontline Staff Insights – Evaluate Success• Invest for Innovation – Make the Time – Train for Innovation – Fund for Innovation – Stabilize the Organization
Key Findings from Staff Input• Highlight Innovation Efforts – Build Innovation into Work Plans – Recognize and Highlight Innovation
RecommendationsImagine Suggest Develop Decide Test Innovate
Imagine• Inspire Imagination in the Workplace – Use time at regular meetings to discuss ideas and opportunities• Provide learning, networking, skill-building opportunities – Train supervisors and managers on inspiring imagination – Encourage and support participation in conferences. – Initiate opportunities for learning outside the library
Suggest• Define the Roles and Responsibilities of Staff in an Innovative Organization – Use personal work plans to define expectations around innovation and experimentation• Accept Ideas and Suggestions from All Staff on Any Topic – Support staff to pilot small-scale innovations – Develop an “INbox” for ideas on InfoNET
Develop• Establish a Team to Support Development of Innovative Ideas• Seek resources to support innovation – Develop funding source for time to develop ideas – Develop sustainable “innovation fund”• Clarify Key Components and Characteristics of Proposals – Use common framework to develop and evaluate proposals
The Team• Innovation Ombudsman – Represent the ideas of Library staff – Work with staff to help investigate and develop those ideas – Help staff gain access to appropriate Library decision-makers• Innovation Champions – Conduct and promote activities to inspire imagination and innovation – Communicate energetically about creative efforts underway• Innovation Advisors – Develop and steward a process for staff to submit ideas, collect feedback, and develop ideas into proposals – Assist staff with developing proposals – Endorse and promote recommendations to Library decision- makers
Decide• Use an “Ideas Framework” of common principles to guide evaluation and decision-making• Clarify routine decision-making authority – Task LLT and managers to define decision-making roles and responsibilities at all levels• Improve Organizational Communication – Make active listening a core competency – Encourage informal communications across unit and division lines
Test• Encourage all managers and teams to experiment and pilot low-cost/low-risk projects• Define evaluation criteria and cost estimates prior to launching projects
Next Steps• Engage key management teams in working together to support imagination, collaboration, experimentation and innovation• Develop and pilot the InfoNET INbox• Establish a team to support development of innovative ideas and promote use of the ideas framework• Work to identify, create, and pilot resource options• Develop and lead an approach to engage the All Managers group in defining organizational decision- making roles and responsibilities• Develop and pilot high priority training and professional development opportunities