Setting the stage for change
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Future of Libraries Toronto Symposium
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Setting the stage for change
- 1. SETTING THE STAGE FOR CHANGE BRAMPTON LIBRARY October 19, 2015
- 2. Brampton Library 180 unionized employees – majority part time high staff turnover at Senior Team level low growth system in high growth community traditional approach in non-traditional community
- 3. Big Bang Theory Opportunity created with arrival of new CEO Sense of urgency, excitement – rather than fear Increasing technical acumen of staff identified as #1 priority for improved customer service
- 5. Bang or bust? Staff Customers • Significant cost IT avoidance with cloud based computing solutions – reduction in device failure - frontline staff empowered to assist customers • Excitement/energy created in device ownership • Customers: increased battery life of 6 hours per session • Quick login and security improvements
- 6. Building on Success – Act II Role of professional librarian stagnated Senior management team functions had been updated without subsequent cascade down through organization Staffing model by physical site requirements rather than strategic priorities
- 7. Reviving the role of Librarian Management Team Union Team Branch Managers clustered and assigned multiple locations created capacity to create new positions aligned with strategic priorities Reduced front line site specific positions – replaced with more effective staffing solutions Created new positions aligned with new management structure – supporting strategic priorities
- 8. Where do we go from here? • Create opportunities and capitalize •“Done is better than perfect.” • Continue to leverage the 15% solution
- 9. Questions?
Editor's Notes
- -Canada’s ninth largest city -current population – -young city with median age 35 years -2011 – 51% of population were foreign born – with 59% of those from Indian and Pakistan -with exception of 1 position – entire SMT turned over since 2011 – 4 CEOs in as many years – management team – similar numbers – majority new recruits since 2011 -6 full service locations – serving population of 540,000 – 2 branches opened in last 3 years -focus on traditional library functions – physical collections and reference service
- -extremely efficient operation - $14M operating budget – not a lot of dollars to leverage significant change -needed to find money to create opportunity for change – needed staff to move forward quickly
- -introduced on all Staff Day 2013 - Brought in experts to help build the case - Google representatives on hand to present – revved up enthusiasm – lots of swag for staff -100% uptake from staff in voluntary program – from shelvers to senior staff – -training chart to track progress – signed agreement with staff – extremely clear language of expectations – “I am expected to attend at least one on-site training session and complete the prescribed online training modules. Failure to comply with the completion of the required targets as determined by your manager or supervisor for two consecutive quarters will result in removal from the programme.” -60% of chromebooks being used by staff on a daily basis – home and work -November 2013 – staff rollout – April 2014 public roll out -November 2014 – staff informed of program update and next steps – given option to opt out -IT very clear from beginning – no IT support for staff use Chromebooks – help each other and figure it out -built camaraderie among staff
- -Positive ROI for both customers and staff -overall circulation for customers remained flat – increased length of checkout by 2 hours -staff helping staff we knew that majority of our customers were using our computers for email, video streaming – use of office production products quite low – retained a small number of bookable stations to meet the need and also provide AODA compliance in terms of physical set up of computers/computer stations -unit cost of $200 with $10 per synergyse training account -
- Focus on reference work and collection maintenance managing by physical site – not by function – -roles reflected desk staffing – nothing to do with strategic priorities -if we believe in professional librarians – need to ensure their success -launched at staff day – “how many people here...” -numbers don’t lie – declining circ – increasing programming attendance -building case for change – create sense of urgency – -again brought in experts – Ken Roberts – all staff “town halls” on the future of libraries
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