Tài liệu The Way We Share EPL BUSINESS PLAN 2011 - 2013 docx

2 OBJECTIVE DESIRED OUTCOME STRATEGIES Fully implement the Community-Led Service Philosophy CLSP as the core of what we do – the foundation for service delivery, planning and relationshi

EPL BUSINESS PLAN

2011 - 2013

The Way We Share

Through “The Way We Share”, EPL’s

2011-2013 Strategic Goals, the Board

of Trustees set out an exciting and

challenging path which acknowledged

the trends and opportunities in our

environment and aligned with the City of

Edmonton’s own strategic plan, entitled

“The Way Ahead” As we approach our

2013 Centenary, our pursuit of excellence

requires a focus on flexible and innovative

approaches to services and operations,

the growth of internal capacity and the

prioritization of existing resources

Over the next three years we will

strengthen our commitment to our

community-led service philosophy

through a deeper understanding of

customers and communities and

enhanced ways to connect with them

Thanks to unprecedented capital

development, a rich and easy-to-use

online presence and innovative service

delivery models, thousands more

literacy services Our collections will reflect the increasing demand for digital content and our programs will focus on what we do best

Sharing and collaboration will be the principles underlying staff development and the building of leadership, customer service, and technology skills Key

to achieving service excellence will

be the simplification of processes, both those involving customers and internal operations Sustainable business practices will be implemented from human resources, financial and environmental perspectives.

Woven through the objectives and strategies in the 2011-2013 EPL Business Plan is a vision of an organization

focused on customer service, committed

to a collaborative work environment and characterized by evidence-based decision-making EPL has adopted a

The Business Plan Team wishes to

sincerely thank EPL’s Board of Trustees

for their leadership in the development

of “The Way We Share” – a strategic

plan with a clear and compelling vision of

service excellence

The 2011-2013 Business Plan objectives

and strategies which will carry EPL into

the future were developed through

staff-facilitated discussions online and through

meetings across this organization Many,

many thanks to our EPL facilitators, to

the participants in the Fort Edmonton

celebration event and to all of you who

challenged our assumptions, questioned

current practices and identified so many

opportunities – the “low-hanging fruit”, the

“brave things” and most importantly the

biggest difference we could make for our

customers over the next three years

OUR STRATEGIC GOALS OUR OBJECTIVES AND STRATEGIES

HOW WE WILL GET THERE

SHARED VALUES

Who we are and what we value

EPL’s values wheel is a reflection of who we are and what we value as an organization

It is an expression of our passionate commitment to share with everyone It describes, defines and inspires us.

PASSIONATE ABOUT SHARINGFUN & FRESH

KNOWLEDGE SEEKER

IDEAS CHAMPION

UNRIVALEDVALUE

HUMANOPEN

We are experts in providing access to the world’s

information, ideas and entertainment – enabling

a lifetime of learning, engagement and possibility for every Edmontonian.

STRATEGIC GOALS

OUR COMMUNITY

We strengthen neighbourhoods and communities by creating connections and

understanding needs We go beyond traditional boundaries, fostering collaborative

relationships to build relevant and responsive library services.

OUR CUSTOMERS

We are an integral part of the daily lives of all Edmontonians – at every stage of their

lives We know and listen to Edmontonians Everyone feels comfortable and welcome.

EVOLVING TECHNOLOGIES

We leverage evolving technologies to help Edmontonians connect locally and globally

with ideas, information, entertainment and each other – when, where and how they

We deliver efficient and effective services with creative, sustainable, diverse and

eco-friendly resources and practices.

How we will get there

OUR COMMUNITY

We strengthen neighbourhoods and communities by creating connections and

understanding needs We go beyond traditional boundaries, fostering collaborative

relationships to build relevant and responsive library services

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OBJECTIVE

DESIRED OUTCOME STRATEGIES

Fully implement the Community-Led Service Philosophy (CLSP) as the core of what we do – the foundation for service delivery, planning and relationships.

• Time audits indicate 70% of Community Librarian activity focused on CLSP

• Time audits indicate that 5% of other service point staff time is spent outside our walls

• Survey results indicate 85% of staff have a clear understanding of the CLSP

• Spread the words about CLSP so that all

EPL staff embrace the philosophy

(2011-2013)

• Expand the range of services and staff

outside our walls (2011-2013)

• Rigorously evaluate CLSP initiatives

STRATEGIES DESIRED OUTCOME

Creative service delivery models offer more ways to connect with communities and customers.

• A minimum of 2 new service delivery models implemented

• Explore alternative service delivery

methods to meet the needs of underserved

areas of Edmonton (e.g bookmobile, story

van, kiosks, lending machines, eplGOs)

(2011-2012)

EPL understands the composition of Edmonton’s neighbourhoods and

understands our customers.

• Develop and implement service point

community profiles (consisting of

demographic factors and trends, service

area descriptions and community assets)

(2011-2012)

• Expand demographic analysis to include

behaviour-based market segmentation

• Develop criteria for establishing and

evaluating Memorandums of Understanding

(MOUs) and other partnerships and

implement annual planning (2012)

DESIRED OUTCOME STRATEGIES

DESIRED OUTCOME

• All new and existing partnerships follow established framework

Increase active EPL memberships.

• 100% increase in active memberships over 2010

• Eliminate membership fee for Edmonton

residents (2013)

• Implement an annual membership drive,

engaging all staff in the campaign to

increase memberships aligned with

community-based targets (2012-2013)

• Develop audience-specific marketing

campaigns (e.g expanded L-Pass)

3 OBJECTIVE

Position digital literacy services as a core library service with staff and

customers.

STRATEGIES

• Define, expand and promote our digital

literacy services and programs (2011-2012)

• Review and implement recommendations of

the Technology Training Subcommittee

(2011-2012)

• Offer digital literacy programs when and

where customers want them (e.g evening,

• Increase in attendance at Early Literacy programs, and reduction in waiting lists

• Increase in library cards issued to babies

• Rating of “Excellent” from 95% of program attendees achieved

• Offer early literacy programs when and where

customers want them (e.g evening, weekend,

online) (2011-2012)

• Grow our early literacy services and programs

to incorporate leading-edge approaches

(2011-2013)

• Strengthen collaboration with current

partners (e.g Alberta Health Services Early

Intervention Program, Centre for Family

Literacy) (2011-2013)

• Develop additional partners and sponsors for

early literacy services (2012-2013)

• At least 80% of each branch’s program titles are EPL core programs

• Review and evaluate new program

proposals and pilots before being offered,

moving away from single service point

program development (2011-2012)

• Define core programming in remaining target

areas (school-aged, teen, adult, seniors,

multicultural) and eliminate 80% of non-core

programs (2011)

• Assess current programs, increasing

offerings of programs that are well attended

and eliminating one-off, low priority

• Increase in overall circulation (2012 – 15% increase over 2010, 2013 25% over 2010)

• Increase in circulation of digital collections (2013 – 1,000% over 2010)

• Increase in eBook/eAudiobook collections (2013 – 10% of total collection or an increase

of 700%)

• Decrease in turnaround time for holds and orders

• Improve eBook / eAudiobook experience

for customers and advocate for barrier-free

digital borrowing (2011-2013)

• Increase digital content which can be found

through our catalogue (2012)

• Put materials in the hands of customers

more quickly through reduced wait times,

streamlined processes, and innovative

lending models (e.g sandbox, device

lending) (2012)

• Implement Collection Management and

Customer service – find a way to say Yes, find a way to say Hi!

STRATEGIES

• Implement system-wide best practices for “on the

floor” customer service model (aka roving) (2011)

• Establish service standard in which every

customer is greeted and welcomed (2011)

• Rejuvenate customer service training (2012)

• Implement bold methods to identify staff

(e.g uniform) (2012)

• Equip staff to provide core services on the floor

(e.g mobile devices, roving circulation) (2012)

• Reframe readers’ advisory from the

transaction to the transformational

conversation (e.g rename the service,

extend to all formats) (2012)

• Mine borrowing preferences and patterns

to provide personalized recommendations

(2012)

• Entice customers to provide ratings and

reviews (e.g prizes and promotion based on

community credits) (2011-2013)

• Share high interest staff picks on epl.ca,

newsletters, social media, and Bibliocommons

(2011)

• Implement best practices for merchandizing

collections to entice readers, viewers,

listeners and gamers (2012)

• Dramatically increase multimedia content on

our website (e.g book reviews, programs,

tutorials) (2012)

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DESIRED OUTCOME

• Increase in circulation of profiled picks

• Increase in readers’ advisory conversations with customers

• Customer feedback on personalized recommendations shows high satisfaction levels

• Usability study shows high levels of customer satisfaction

• Increase in use from mobile devices

• Implement single sign-on approach for our

website, Library Online, Bibliocommons and

databases (2011)

• Create more social, mobile-friendly version

of the EPL website (2011)

• Influence the development of social media

and mobile products and/or apps by library

• Determine costs and benefits of joining

consortia (e.g NEOS) (2011)

• Participate in discussions with The Alberta Library or Public Library Services Branch

around shared ILS initiatives (2011-2013)

EPL is our community’s digital workspace.

DESIRED OUTCOME STRATEGIES

• 95% of staff rate printing as dramatically improved

• Reduced customer complaints

• Simplify Wi-Fi access and investigate demand for wireless printing access

• Implement mobile devices zones (e.g

laptops, access to power) (2011-2013)

• Create digital learning spaces within and beyond EPL walls (e.g mobile labs, media

labs) (2013)

DESIRED OUTCOME

• Enhanced regional collaboration

OPEN SPACES

We create open, safe and inspiring physical and virtual spaces.

OBJECTIVE

DESIRED OUTCOME STRATEGIES

We understand how customers use our spaces and do something about it.

• 90% of customers rate EPL spaces as

“comfortable and attractive”

• Reduced customer complaints about noise in the library

• Improved custodial audit satisfaction levels with ‘good to excellent’ rating at all EPL facilities

• Research trends and analyze how customers

interact in and use our library spaces through

the 21st century library space internship

project (2011-2012)

• Establish best practices for co-existing

spaces (e.g for creation, work, study, play,

conversation) (2011-2012)

• Audit attractiveness and ambience (e.g

lighting, artwork, features, sightlines, flooring,

de-cluttering, cleanliness) (2012)

• Standardize furniture and equipment

selections (2011-2012)

• Develop a best model for shelving to support

access and way-finding (2011-2012)

• Revise Milner spaces to a single desk, “on

the floor” service model (2011-2013)

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customer-promotional materials) (2011-2013)

• Explore alternatives to Dewey to support

interest area groupings (2011-2012)

Customers and staff feel safe at EPL.

DESIRED OUTCOME STRATEGIES

• 50% reduction in number of serious incidents

• 95% of customers and staff feel safe in EPL spaces

• 70% of all staff complete Non-Violent Crisis Intervention training

• Strengthen partnerships with law enforcement and other agencies working on safety issues

(2011-2013)

• Increase “on the floor” services, providing

greater staff presence (2011)

• Review of security services (e.g contracts,

A LEARNING CULTURE

We are passionate, engaged and confident in our work We learn and share

knowledge and skills to achieve our potential and beyond We build our capacity for change by working together

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OBJECTIVE

DESIRED OUTCOME STRATEGIES

Staff are skilled and enthusiastic in helping customers with technology.

• Staff surveys reflect increased comfort levels and competence with technology

• Decrease in referrals to e-Services

• Implement a training model to increase

staff skills and confidence in use of

technology (2011-2012)

• Champion digital literacy services as

core services, incorporating innovative

approaches (e.g recognition, peer

coaching) (2011-2013)

OBJECTIVE

Develop, recruit, recognize and retain high-performance, engaged,

service-centred staff who share the EPL story.

STRATEGIES

• Enhance recruitment and selection

processes (e.g job postings, interview

techniques) (2011-2012)

• Update job descriptions and advertisements

to reflect our mission, competencies and

brand (2011-2012)

• Build engagement and ability of staff to

fulfill their key role as EPL ambassadors and

advocates (2011-2013)

DESIRED OUTCOME

• Increase in employee engagement survey ratings (90% of staff are highly or somewhat engaged in 2012 survey results)

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• Staff surveys reflect increased comfort

levels and competence with technology

• Decrease in referrals to e-Services

• Implement results of core courses learning

needs assessment (e.g orientation)

• 90% of permanent staff participate in an annual job exchange/shadow

• Improve usability of staffweb as a tool for

sharing (2012-2013)

• Improve internal communication and information management (e.g internal chat services, shift change huddle, document/

records management) (2011-2012)

• Increase job exchanges (2011-2012)

• Expand peer coaching (2011-2012)

EPL’s practices are customer-centric and easy to understand.

• Reduction in customer complaints

• Increase in customer positive feedback

• 50% of customer payments are made online

• Simplify circulation policies and business

processes (e.g holds, borrowing, fines, plain

language) (2012)

• Implement user-friendly card management

options for households (2011)

• Expand and simplify online room booking and

stock ordering business processes (2012)

• Implement consistent hours of service (2013)

• Increase customer online account management

and payment (2011-2013)

• Streamline financial processes (e.g single point

of payment) and align budget process with

planning cycle (2013)

• Provide manager access to real-time data for

financial and human resources information

(e.g vacation allowances, absences, SAP,

year-to-date budget) (2011-2012)

• Streamline staff scheduling processes

(2011-2012)

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