English Arabic NLB Case Study

Re-inventing Library Services: Continuity with ChangeCase Study on the National Library Board

Produced by: National Library Board Singapore

Designed by: ArtNexus Design Pte LtdPrinted in Singapore by: GPS Print Media Pte. Ltd.

National Library Board, Robert Johnston, Chai Kah Hin, Jochen Wirtz, Christopher Lovelock, 2007

ISBN 978-981-08-0169-4

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without prior permission of the publisher, the National Library Board Singapore.

Whilst the National Library Board Singapore has used reasonable endeavours to ensure that the information provided in the publication is accurate and up to date as at the time of issue, it reserves the right to make correction and does not warrant that it is complete.

The National Library Board disclaims all liability and responsibility for any loss caused to any person by any act or omission, due to the material contained in this publication.

If you have any comments, questions or suggestions about this publication, please direct them to:

Publishing and Research ServicesNational Library Board100 Victoria Street, #07-02Singapore 188064Tel: 6333 7977Fax: 6333 7990Email: [email protected]: http://www.nlb.gov.sg

National Library Board Singapore Cataloguing in Publication Data

Re-inventing library services, continuity with change : case study on the

National Library Board / [written by Robert Johnston ... et al. ;

translated by Bouchaib Silm]. Singapore : National Library Board, c2007.

p. cm.

ISBN-13 : 978-981-08-0169-4 (pbk.)

1. Singapore. National Library Board Case studies. 2. National libraries Singapore Case studies.

I. Johnston, Robert, 1953- II. Silm, Bouchaib. III. Singapore. National Library Board.

Z846

027.55957 -- dc22 OCN212578067

AcknowledgementsThis document was written by Professors Robert Johnston, Warwick Business School, Chai Kah Hin and Jochen Wirtz, National University of Singapore, and Christopher Lovelock, Yale University.

The authors gratefully acknowledge the valuable assistance of Teo Yi Wen, Department of Industrial and Systems Engineering, National University of Singapore. The authors would also like to thank the interviewees for their participation in this project and Johnson Paul and Sharon Foo for facilitating the research.

The Arabic text was provided by Mr Bouchaib Silm, Researcher, National Library.

ForewordThe Library 2000 Review Committee was formed in June 1992 to undertake a review of library services in Singapore. Arising from one of the recommendations by the Review Committee, the National Library Board (NLB) was formed on 1 September 1995 as an autonomous statutory board to formulate policies, strategies and implement the recommendations put forth in the Library 2000 Report. NLB was tasked with delivering a world-class library system that is convenient, accessible and useful to Singaporeans.

The Library 2010 Report, published in July 2005, maps out NLBs strategic direction for the next five years. In this next phase of our development, NLB aims to bring the worlds knowledge to Singapore to create a positive social and economic impact. The Library 2010 Report addresses the key challenges for the Singapore society and its economy. As Singapore moves into the era of a knowledge-based economy, the role of libraries and librarians in such an environment has never been more significant.

NLB is indeed honoured to have been used by the Harvard Business School and INSEAD as case studies for their students in 2001 and 2005 respectively. In both of these cases, NLBs efforts in transforming its public libraries since its formation in 1995 were examined.

This case study jointly written by the Warwick Business School, Yale University and the National University of Singapore is a further testimony of NLBs efforts and the paradigm shift that we have created in the provision of library services. In the next few years, NLB will focus on building Libraries for Life to support the development of strong social capital in Singapore, which will help to weave the fabric of a strong knowledge-based society; and Knowledge for Success, which will create the knowledge dividend Singapore needs to be a competitive, productive and innovative knowledge-based economy.

I am positive that this English-Arabic case study will not only serve as a useful introduction to anyone who is keen to know more about NLB but the interest that it will generate for NLB especially in the Middle Eastern region.

NLB would like to thank Professors Robert Johnston, Chai Kah Hin, Jochen Wirtz and Christopher Lovelock for their efforts and time in producing this case study and Mr Bouchaib Silm for the Arabic text.

Dr N VaraprasadChief ExecutiveNational Library Board

2 | Re-inventing Library Services: Continuity with Change

Over the last two decades libraries in many parts of the world have been suffering from a decline in usage. In the UK, for example, borrowing from local libraries has declined by 20% in the last five years and library visits are down by 6%. The reasons given for this are that libraries are often shut when people want to use them and when they are open they are often a disappointment.1 They are seen as places with high shelves full of old books, with queues to borrow or return books, staffed by unhelpful or unapproachable staff who insist that users are quiet. Furthermore, libraries are increasingly under threat from the Internet as an easy to use and efficient source of information, and by bookshops which are becoming much more welcoming places for browsing through books.

The National Library Board of Singapore (NLB) has been working hard to change this image. Under the guidance of its first Chief Executive, Dr Christopher Chia, between 1995 and 2004, the NLB created and then implemented a radical and visionary plan, called Library 2000 (see Appendix 1) in order to transform the library system in Singapore. Ms Ngian Lek Choh, the Deputy Chief Executive and Director of the National Library explained:

We started this journey back in 1995 when Dr Christopher Chia was appointed as Chief Executive. Looking back, we were a very traditional public service. Our customers used words like cold and unfriendly, though, in fairness, our staff were working under great pressure to deal with the long queues for books and to answer enquiries on library materials posed by our customers. Christopher Chia and his team made a study of the problems, undertook surveys and ran focus groups. They then began to address the challenges with vision and imagination through the application of the project management methodology and the innovative use of technology. Staff involvement and contribution was key to the success of the transformation. We knew where we wanted to go, and were committed to the cause.

By 2004 the library system in Singapore had been re-invented.2 Libraries had become accessible, attractive, user-friendly and integrated with the communities, which they served. Ms Lim Soo Hoon, Chairman of NLB and

a Permanent Secretary in the Prime Ministers Office, explained:

Ten years ago, most people probably saw the Library as serving a purely functional role. If you needed to do research or could not afford to buy books, you would visit the Library. The Library 2000 blueprint helped to change that perception and the Library has moved from being merely a functional space to a welcoming social space as well. Today, we have cafs in our libraries and libraries in shopping centres essentially, our libraries have integrated with the community and are seen as inviting havens to relax, meet people and share in the company of other book-lovers. It is a great testimony of our success that many libraries in other parts of the world have replicated our efforts in their own countries.3

As a result of its efforts the NLB has witnessed a significant increase in its usage. Library visits, referred to as visitorship, increased around six fold between 1994 and 2004, from 5.5 millions to 31.2 millions (see Appendix 2). NLB received many accolades in recognition of its success; for example, in 2004 NLB was the winner of the prestigious Singapore Quality Award. The organisation also frequently host visits by delegates from foreign libraries and has been approached by many libraries wanting to model themselves after NLB.

Despite this significant success, the managers of the NLB are far from complacent, as Ms Lim explained:

Although visitorship and loans have increased over the years, NLB is not resting on its laurels. There are still many more Singaporeans who have not, or seldom, set foot in the Library. There are three key groups of people whom we would like to focus on the pre-schoolers, the teenagers who are our future adult customers, and the elderly who will form an increasing proportion of the population in the future.

A new strategic shift began as the new chief executive, Dr N Varaprasad, took office in September 2004. Building on the strength of the Librarys processes and people, a new vision and goal was required. Dr Varaprasad explained:

Case Study on the National Library Board | 3

Re-inventing Library Services: Continuity with ChangeCase Study on the National Library Board


The National Library, Victoria Street

Having laid the foundation and the important building blocks for libraries in Singapore, our aim for the next decade is to expand the role of libraries in the knowledge economy; one which rewards those able to create and apply knowledge productively. The goals for our next phase of development are set out in our new masterplan, Library 2010 (see Appendix 3). They are expressed as two main approaches Libraries for Life, which says that at whatever stage you are in life, there is always something for you in the library, and Knowledge for Success, which strives to develop the tenet that the library is a partner of your success in business, profession or career, by enhancing your competitiveness. To achieve this we will need to continue to develop our public libraries but also focus on developing our information and research services, through innovative services of the National Library. I want to create a new identity for it, just as Chris Chia developed for the public libraries.

NLB now faces a different set of challenges. Dr Varaprasad explained:

On the one hand, we must ensure that no individual or portion of society gets left behind in the race for personal and national success. Equitable access to knowledge is critical in closing the social gap. As we continue to build on our libraries facilities and services, the basic premise remains that accessibility

to knowledge should be affordable and convenient, and for everyone, individuals and businesses. Working towards this, we will create more social spaces in our libraries for community learning and integration of all levels of society. At the same time, the NLB will focus on the development of the National Library. Underpinning both of these developments will be our digital resources, which will enable easier access to digitised content and allow greater sharing of knowledge and information and the generation of new knowledge.

THE LIBRARIES

NLB oversees the management of the National Library, including the Lee Kong Chian Reference Library, three regional libraries, 20 community libraries (ten of which are colocated with shopping malls or council buildings), 15 community childrens libraries, as well as over 30 libraries belonging to government agencies, schools and private institutions. The National Library is the largest building, with 16 storeys, and houses the Central Lending Library, reference libraries and many special collections. The regional libraries are usually stand-

alone buildings, often multi-storey, with large lending and reference collections. The

community libraries are smaller but usually housed in stand-

alone buildings whereas the shopping mall libraries are

in rented spaces in some of the major shopping

malls in Singapore.

Shopping Mall LibrariesSingaporeans like to shop so an obvious place to put libraries is in shopping malls; library@orchard is just one of these venues. The library is situated right in the heart of the shopping area of Singapore, Orchard Road, on the 5th floor of the Ngee Ann City shopping mall. The shopping mall libraries are aimed at enticing busy 18-35 year olds into the library, while they are shopping, to browse and borrow books. Adeline Neo, the Manager of library@orchard explained:

A National Reading Survey on library use found that young people in the age group of 18 to 35 stopped visiting libraries after leaving school. So we decided to target these potential users with the concept of a lifestyle library that would be a trendy place for young people to come, browse and relax, just like other shops.

Indeed the library@orchard looks like any other shop in the mall, with easy access and glass walls to make the most of the small space and contribute to a feeling of light, space and inclusion. Low, glass-backed bookshelves, which only go to head height, add to the airy feeling. While there are rows of bookshelves they are formed in circles and radials to entice customers to browse. Adeline Neo added:

When we created this library we wanted to make it feel warm, comfortable, attractive and welcoming, even fun! We used wooden floors and shelves to create a feeling of warmth and comfort. Because the space here is really small, its only 1,500 square metres, we tried to make it enticing by having an entire clear glass front, instead of opaque, so people can see out, and can see in as well. We also use a lot of glass and steel to give a contemporary feel. In terms of fun we have, for example, a series of programmes called music@orchard, with musicians coming in to play and interact with customers.

Two staff are available behind the counter to provide assistance, but like all the libraries in Singapore, everything else is self-service. The book drop (which looks more like an ATM machine) is situated outside the library so customers can return books even when the library is closed. RFID technology (a system which reads books using an electronic tag placed in every book - see the Technology section later) scans the books as they are dropped through the large hole in the wall and a message on the screen confirms the book has been received. There is very little queuing and the process is quick, easy and very convenient. Taking out a book is just as easy. Machines inside the library read the books and credit them to the customers account. Account opening and the payment of fines can be done at other terminals.

The shelves are well signed and it is easy to locate areas of interest. Despite the small space the library@orchard includes a caf (to encourage shoppers to come in, sit down, browse and borrow). There is also a small stage area for performances and events. Adeline Neo added:

We have automated quite a bit so as to be able to spend more quality time with users who approach us with a query. As a result, we deliberately made our Customer Service Counter small and encouraged our users to borrow and return on their own. We also made it easy for them to check for titles and subjects that they want with our online catalogue system. Our Borrower Enquiry and Payment stations also help users to check their outstanding loans and even pay for charges and fines with a cash card. While some people will insist on being served by a human, we know that this initiative would serve everyone better in the long run.

Community LibrariesThe community, or branch, libraries are lending libraries serving the needs of the people living in that particular township with a mix of both fiction and non-fiction materials, in print and non-print formats. They usually comprise a childrens section, a young persons section, and an adult section with small reference sections associated with each. They are usually located in stand-alone purpose built buildings. The layout, facilities and


library@orchard

A book drop

technology are similar to the shopping mall libraries. The most recent community library to open was at Bishan on 1 September 2006 with a floor area of 4,000 square metres spread over five levels.

Regional LibrariesThe regional libraries are the biggest in terms of building size as well as having large collections of fiction and non-fiction materials. The Jurong Regional Library, for example, is housed in a large stand-alone building located in the heart of the Jurong district, right by the shopping area and bus terminal. Outside there are book drop machines next to a couple of ATMs. Inside there is a feeling of light and space. On entering the library there is a spacious hall with a large water feature down one wall and counter staff are available opposite to provide assistance. Around and to the left is a large caf area, serving a range of drinks and food with plenty of seating. To the right are banks of terminals for borrowing books, checking accounts and the payment of fines. There are many comfortable places to sit and read throughout the library. Some of the shelves are arranged in rows, others use different geometric forms to break up the areas. The shelves are low to enhance the feeling of light and space. Large galleries provide spaces for small exhibitions and areas for sitting, reading and relaxing.

Regional libraries are aimed at all sections of the local community as Kris Lim Siew Choo, Manager of the Jurong Regional Library explained:

Jurong Regional Library serves the whole of the western region. Our target audience is from small children to the very seniors, including teenagers and working adults. We also focus on information technology and the professions, because within this area there is an international business park and some prominent business corporations. Each library has its own service concept. Our concept is to provide a fusion of the arts, business and technology and this manifests itself in our programmes and our collections.

Different parts of the building are focused on different market segments. The lower floor at Jurong, for example, is dedicated to small children and one of the upper floors is aimed at teenagers. The childrens library is painted in bright primary colours. The bookshelves are at small childrens head height. There are questions written on cards hanging from the ceiling to catch the users attention and encourage them to ask questions and seek answers, from staff and the books. The small children using the library, like the adults in the floors above, appear quite comfortable with the technology.

A committee of teenagers have a hand in the design, use and development of their space manage the teenage


Library e-Kiosk for checking accounts and payment of fines

Childrens Advisory Service,Jurong Regional Library

Stage at the Teenage Library,Jurong Regional Library

Reading at the Teenage Library, Jurong Regional Library

users. The manager, who is in charge of the library, supported by the para- and nonprofessional staff, leads the management team. The management team will make sure that the library opens on time, and that all its services and facilities are in excellent condition.

In 1998 the NLB developed a set of Service Standards to set targets in operations and customer service for all its branches. There are 67 service standards covering five areas: customer service, printed collections, housekeeping, programmes, and staffing and administration. They cover, for example, dress codes, the running of programmes, opening times, shelving of books, the answering of telephones, and response time to emails. There are also audit teams who monitor the libraries against the service standards with awards for the best performing libraries and individuals.

Work processes are continually being reviewed and improved. Metrics and standards for operations and front-line customer service were established. Performance measurements, such as a complaints versus compliments ratio, were introduced. The NLB changed the Librarys performance evaluation process from one relying solely on supervisory discretion to a more objective system that also required input from peers and customers. Ms Tay added:

We are very results orientated. I will discuss and agree on targets with my staff and encourage them to achieve them. Take visitorship, for example. We will set targets and develop ideas to achieve them. They may decide to set up a small library at local events such as festivals, or get involved in community programmes and to see how the library can support them. They might invite community leaders onto the branch librarys committee, or hold book discussion sessions.

In terms of training, members of staff are expected to undertake plenty of training, around 60 hours each year. For front-line staff this might include customer service courses on dealing with difficult customers or handling complaints, for example. Each persons application for training is also tracked and includes a post-evaluation of the course, and an evaluation of how their performance has changed as a result, with what they intend to do, or have done, as a result citing examples. Individuals training plans are decided by members of staff in consultation with their line manager, with a selection of core courses and recommended courses available to them.

To attract, train, retain and motivate high quality staff, NLB undertakes succession planning, executive coaching

library. The art on the walls reflects their tastes, and cushions on the floors have been chosen to replace more formal seating. There are music booths, mushroom shaped domes above head height, at various places where the teens can sit or stand while listening to their own music. There is a stage area for bands and concerts. Unusually there is also a cold drinks machine. The teenagers wanted to be allowed to eat and drink while reading and working.

THE NATIONAL LIBRARY

The National Library is located on Victoria Street. It is a vast, 16 storey building with a floor area of 60,000 square metres. The ground floor is mainly an open plaza comprising a large caf and stage area for performances, and the usual outside book drop. Inside there are different collections on the various floors with escalators and lifts. There is feeling of space, light and comfort, created by subtle use of colours and glass, large windows with external wings which shade the collections and the readers from the sun. In the Central Lending Library, situated on the lower floor, there are plenty of terminals to check out books, check accounts and locate books. On the floors above are found a performing arts theatre, function rooms and a visitor centre. The national reference library, the Lee Kong Chian Reference Library, occupies seven storeys, on levels 7-13. On the higher levels are located the corporate offices with exhibition space and a seminar pod on the 16th floor.

MANAGING THE LIBRARY NETWORK

Ms Tay Ai Cheng, a Senior Director of the National Library Board of Singapore (NLB), is the Head of its Public Library Services Group. She oversees the services provided by all NLB's public libraries as well as its community and outreach programmes (around 5,000 a year) such as supporting the government's Speak Good English Movement and Speak Mandarin Campaign. Ms Tay is also responsible for the Library's Contact Centre, its customer relations department.

Ms Tay explained the structure in the libraries:

In the past there was little demarcation of roles and the staff did diverse duties. As a result they used to complain that as professional librarians they were doing little professional work. Now they are divided into a services team and a management team. The services team comprises all graduates and professionally trained librarians who offer services to our library customers. They plan programmes and activities in their area, besides providing day-to-day help and advice to library


for middle management, and leadership development for senior management. The NLB works closely with the Nanyang Technological University to develop post-graduate library training programmes. The NLB also set up the National Library Board Academy (NLBA) to undertake short training programmes for library professionals and library workers at all levels. Besides training staff, the NLB also takes care of the well-being of its staff. It was the first government body to sign the Health at Work Charter with the Ministry of Health. The Staff Well-being Committee holds healthy lifestyle, social and recreation programmes such as the NLB family day, annual dinner and dances and nature walks.

Dr Varaprasad added:

Creativity and innovation is best achieved in an organisation that is seen as being open-minded and caring towards its staff. By promoting work-life balance for its employees, there is a correlation that employees in turn become more collegial, customer-centric and hence able to solve problems together.

The NLBs staff reward strategy was changed from one based mainly on seniority and entitlements to one which rewarded their contribution and performance. Dr Varaprasad explained:

We have moved our reward strategy and approach from the historical seniority and entitlement-based reward system to a performance-based reward system. As such, we have sized and systematically ranked all our jobs and used the results to design new salary structures.

The performance rewards and recognition come in the form of salary adjustments and performance bonuses. Staff with good service attitudes are awarded with the NLB Annual Service Quality Awards. Quarterly staff appreciation brunches are held to recognise staff praised by a customer. When the new system was introduced in 1997, the staff turnover rate dropped to close to zero in the following year.4

REFLECTING ON THE DEVELOPMENTS TO THE LIBRARY

Dr Varaprasad reflected on the approach that had been taken to develop the public library system in Singapore:5

NLB had to redefine the market space, remake the image of libraries and of librarians and reposition libraries as the third place after home and work. In other words, the Library should be convenient, exciting and a positive experience for people to go to after home and work to spend time. So when NLB looked at timeshare, for

example, we looked at how people spent their leisure time. They spent their leisure by going shopping, going to the cinema, surfing the internet, watching TV, playing videos games, etc. So we tried to measure the amount of time people spent on these activities and set out to gain both timeshare and mindshare against these activities. Our approach was firstly to use our mission statement as a marketing tool and secondly to help our librarians not only in their professional competencies but also to position libraries as marketable. In other words work out what they can do for customers, how they attract customers, how they treat customers and how they use technology, and how we use the media to get over our marketing message. For the public sector marketing is about getting the message about educating the customer and giving them a positive experience. It also requires you to market the organisation to the government because the government is also your stakeholder.

The NLB mission was then articulated as to expand the learning capacity of the nation to enhance national competitiveness and to promote a gracious society in order to deliver a world-class library system.

First of all we had to get the librarians away from their old image so by changing the mission statement we told them the Library is not about books and collections, its not a temple that you protect but rather its about enhancing the learning experiences of the public, even letting them enjoy learning and reading. This helps them gain independence, increases confidence and optimism; and so our GDP goes up. We completely retooled the Library in the minds of the librarians and that in itself took a few years. And then we deployed the technology and changed the customers experience.

The libraries began to organise lots of activities and programmes to bring people into the Library, in particular young people and children. Dr Varaprasad added:If you can get the kids in the Library in a very exciting and enriching way you can be sure they will stay with the Library. But if the image is an unfriendly place where librarians tell you not to do this or that, they will never come back. And we wanted to extend the same principle of a positive experience for all our customer sectors; teenagers, working adults, professionals and senior citizens.

Dr Varaprasad explained the approach underpinning the changes:

On reflection the approach can be summarised by the acronym CITE. C is for customer engagement engaging with customers and potential customers to better understand their needs. I is for inside-out strategy;


meaning what we did inside the Library; repositioning, remaking the inside of the Library. T is for technology and E is for engaging the media.

CUSTOMER ENGAGEMENT

One of the first steps the Library took in 1995 was to commission a study on customer value to identify the value that customers get from visiting a library. Two further studies were used to understand how the customer base could be segmented and also to identify non-customer segments. As a result the NLB was able to begin to design and develop services and policies, which were aligned with the needs and wants of customers and potential customers. The idea of niche libraries such as libraries focusing on health and recreation, or on teenagers was developed. The 2003 Psychographic Survey6 identified seven main segments of users in terms of value; the Upgraders who are career-minded and are keen readers of work-related and recreational materials who strive hard to upgrade themselves; the Active Information Seeker who reads both work and non-work material, they tend to be entrepreneurial and status orientated; the Self Suppliers who are a young generation of high income earners who seldom visit libraries and yet are very active readers; the Casual Readers tend to be young and single and have a big appetite for leisure and entertainment related reading materials; the Narrow-Focused Learners who tend to be students who focus their learning and

reading efforts mostly on curriculum-related materials; Low Motivators who are moderate to low learners and readers and hold nonchalant attitudes towards family and traditions; and Facilitators who belong to the older generation, holding blue collared jobs, and who are more traditional-value orientated often accompanying young children to libraries. The study also identified the main learning and reading motivators and reading habits and visitations for each of the segments, summarised in Figure 1. Figure 1 also shows the weighted sample sizes of the segments.

The NLB also regularly collects customer information using feedback forms and surveys. All the feedback is monitored and analysed by NLBs Quality Service Managers (QSMs). The corporate QSM is Ms Tay Ai Cheng, Senior Director and Head of Public Library Services. Each branch manager acts as the local QSM, reporting directly to Ms Tay. The role of the QSM is to work with the various library service owners to respond to public feedback and to bridge service gaps. Besides the regular customer service feedback forms available to users in the libraries, the NLB regularly commissions both formal and informal surveys to ascertain their impressions and reactions to the collections, the facilities of the Library and any new services on trial. All this feedback is taken seriously and used as a gauge to measure staff performance and as an input for further enhancements and improvements.

FIGURE 1 SEVEN LIFESTYLE SEGMENTS

Key Learning &Reading Motives

Career

Lifestyle

Continuous Learning

Lifestyle Segments

Upgrader (16%)

Active Info-seeker (12%)

Casual Reader (19%)

Self-supplier (10%)

Narrow focused learner (9%)

Low motivator (19%)

Casual Reader (19%)

Reading Habits &Library Visitations

Reader & User

Reader &Infrequent-User

Light Reader &Infrequent-User

Non-Reader &Infrequent-User

From Keng Kau Ah, Jochen Wirtz, and Kwon Jung, (2003),

Segmentation of library visitors in Singapore: learning and

reading related lifestyles, Library Management, 24 (1/2) 33,

reproduced with permission from MCB UP Ltd.


Informal comments are also welcome and customers often mention things to staff, write in, email or ring the NLBs customer contact centre. In the case of a problem the staff will try to resolve it on the spot, though serious issues are escalated to the manager or the QSM. All the suggestions and comments are captured and passed on to the appropriate manager or discussed at monthly staff meetings. Many suggestions appear to be implemented and feedback is given to staff so that customers can find out what has happened to their informal comments or suggestions. The number of feedback items, suggestions, complaints and compliments are captured in the performance management system.

When the NLB set up library@orchard, focusing in particular on the 18-35 year old market, it consulted lifestyle journalists, staff from organisations such as Tower Records and Sony Music, and used focus groups made up of its target customers young adults. They revealed that one of the things that annoyed them most were children running around the library. So the NLB decided not to have a childrens section, despite the fact this was totally contrary to everything it had done before. 55% of loans are childrens books, so the library risked losing half of its activity.

Adeline Neo, the Manager of library@orchard added:

These young adults said they felt intimidated in the library. They didnt think that the library was a sexy enough place to go, or to be seen in. They just didnt feel that the library was a welcoming place for them. Plans were already in place to make this a community library, so a drastic decision was staring us in the face. So we developed a collection to cater to their needs; we have a work-hard collection, as well as a playhard collection. We have up-to-date fiction and bestsellers. We have books on travel and create your own driving holidays as well as IT and business books. Instead of using the traditional functional grey shelving we did things in a practical, logical and efficient way. The focus groups told us they didnt like the shelves and in particular that they are taller than the customers, so you cant see beyond which makes it difficult to interact with other people and makes it too quiet. So we use low glass backed wooden shelving to create the feeling of warmth, space, light and interaction.

As the Library rolls out new concept libraries as prototypes or pilots, managers gather customer feedback to enable them to assess, refine and, if appropriate, develop them for other sites. But all the sites are different as Dr Varaprasad explained:

Each library is different; no library is a clone. You may

think Singapore is quite a homogeneous island, indeed it is not. One library in the northern part is entirely selfservice. All we have to do is open the door in the morning and lock it at night. All the enquiry services, the borrowings, return everything is automated. Three times a day a team will come in and return all the books to the shelves but normally there are no librarians around. It works in that particular locality but would not work in others. We gained a lot of intelligence by doing that and used some of the ideas elsewhere. In one library we prototyped multi-lingual packs but you wont find that in all libraries because there are certain libraries where single languages predominate. We are passionate about collecting customer intelligence and as a result we are able to support specific needs in specific areas and also learn a great deal about new ways of working.

INSIDE-OUT STRATEGY

The old libraries in Singapore required a great deal of manual work, issuing, moving and sorting books. They used physical card systems and customers appeared to be allowed in on sufferance. They required, said Dr Varaprasad, a complete makeover and a change in mind-set.

The NLB went about gaining staff buy-in by creating a project management environment (see later). There was also a view that everyone was expected to contribute ideas as to how the work of the Library could be improved.


After a while staff began to see little successes based on changes they had proposed as we put in the pilot. They began to see that the tide had begun to turn. They began to appreciate that customers were coming in and asking questions, and, as the customers demanded more service the librarians realised they had to respond, and could respond. This improved their confidence and led to greater service provision. Along with this developing customer mind-set we set some really stretched targets in terms of time-to-market, time-to-shelf, time-to-check and time-to-information. We facilitated this with lots of sharing of the data. We have sessions, which we call express-o which is the chief execs frequent communication session. We have a strategy called Ask Stupid Questions, where you are free and entitled to ask stupid questions. In my view there are no stupid questions there are only stupid answers! What we try to do is engage the staff by letting them feel they can ask stupid questions and that they are entitled to an answer.

These initiatives were also supported by staff suggestion schemes, a performance bonus linking success to


remuneration, training needs analysis and personal development based on individual training plans. As the changes took effect, the Library began to entice some new blood with new enthusiasm into their ranks. Dr Varaprasad explained:

Once you change the image of the Library you start to attract more people who are fired with a mission of building the learning capacity of the nation. They want to come into the Library to provide that kind of service. So more and more we found an increased alignment between what people want to achieve and what people want to do in the Library. And we are able to post them in the appropriate place because we now have a much better pool of talent that we can draw upon. So these high quality new recruits are committed to developing the Library. I think our turnaround has helped to draw them in.

The next part of the inside-out strategy was to reinvent the Library itself. We had libraries scattered around the island, including childrens libraries situated on the first floor of various government blocks. What we had to do was completely rebuild the system so we have libraries where people want them and can use them, such as close to MRT (metro) stations or in shopping malls. We now have about ten libraries in shopping malls, so if you want to go shopping or to the cinema you can also go to the library. You can borrow a book just as easily as buying a ticket or having lunch; so its a lifestyle thing. We have completely repositioned the Library.

TECHNOLOGY DEVELOPMENT AND ADAPTATION

The innovative use of technology was a key driver of change and behind much of that change was the previous Chief Executive, Dr Christopher Chia. Dr Chia explained:

The early developments in shopping malls, for example, increased visitorship and the number of loans by fivefold and twofold respectively. However, the NLBs staffing and budget did not increase by fivefold. We had to rethink our service paradigms and innovate our way out of what could be a hot potato of overcrowded libraries, long queues and frustrated customers. It was our vision and purpose to provide excellent customer service that motivated us to develop a process to reduce queue times a stretch target was set so that we eventually came up with such a solution. It is the NLBs innovative or thinking out of the box culture that drove us to explore solutions, including looking for solutions used in other industries to meet our needs. 7

Dr Chia was appointed as Chief Executive on 1 September 1995 and under his leadership, from 1995 to mid 2004, he built a management team and style that helped boost staff confidence, introduce improvements, and reduce resistance to change.8 It is undeniable that Dr Chia was the key driver behind the organisations ability to innovate. Staff had admiration for his tremendous sense of optimism and perseverance; his charisma motivated staff to feel that they can decide and try new things. He always found time for details in making design decisions whilst strategising with government and stakeholders on securing funding.

Some of the innovative approaches that Dr Chia introduced and implemented were the result of business process re-engineering (BPR) and project management (see later); practices coupled with the innovative use of technology. However, a transition was inevitable, as the cost of developing new technologies could not be sustained after L2000. From developing technologies, the organisation focused on adapting technologies to drive customer value.

Dr Varaprasad, who took over from Dr Chia in September 2004, explained:

We had to be very careful that we did not alienate or intimidate customers with our use of technology. When you go to our libraries you now see computer screens for returning books, borrowing books, searching for books, creating and checking your accounts, and even paying fines! This is fine for people, especially younger people who are comfortable with this sort of technology but not for everyone, especially older people or those who do not read or write in English. To help these people we enlisted a group of volunteers to get them familiar with the new technology. Indeed we used a group of senior citizen volunteers who were comfortable with the technology to help those that were not, until they became confident.

The technology has resulted in little queuing, easy and convenient access to library services, as well as reduced costs and increased efficiency, which has made possible the significant growth in visitorship and loans Dr Varaprasad added:

Customers can drop off books at anytime of day or night at the drop off points located on the outside of libraries. Indeed the process is now so well designed that books dropped off one day are on the shelves at the right library by 8.00 the following morning or within minutes if it is from that branch.


The NLB was the first public library in the world to prototype radio-frequency identification (RFID) to create its Electronic Library Management System (ELiMS). RFID is an electronic system for automatically identifying items. It uses RFID tags, or transponders, which are contained in smart labels consisting of a silicon chip and coiled antenna. They receive and respond to radio-frequency queries from an RFID transceiver, which enables the remote and automatic retrieval, storing and sharing of information. They are beginning to be used by supermarkets, for example, to help them manage their supply chains from the farm to the consumer to track the position and progress of billions of products. Unlike barcodes, which need to be manually scanned, RFID simply broadcasts its presence and automatically sends data about the item to electronic readers. This technology is already in use in mass transit cashless ticketing systems, ski resort lift passes and security badges for controlled access to buildings.

Borrowing stations

The National Library Board has installed RFID tags in its 10 million books making it one of the largest users of RFID tags in the world. Customers now have to spend little time queuing; book issuing is automatic, as are book returns. Indeed books can be returned to any book drop at any library where RFID enables fast and easy sorting.

From the outside the book drop looks like an ATM machine, but with a large hole covered by a flap. The user places the book in the box below the flap, the book is scanned using RFID and a message on the screen instantly confirms that the book has been deleted from the users account. In the Jurong Regional Library, for example, staff are located right behind the book drop. They take the book and as they pass it by their table it is automatically scanned and they are informed about the required location of the book; the library to which


it belongs or if it belongs to Jurong, the shelf to which it has to be returned. If it belongs to another library it is placed in plastic trays which, when full, are placed in a wheeled container which the post office collect and automatically sort and return to the appropriate library using the existing postal system and the Librarys RFID technology. If the book belongs to that library it is placed in the appropriate shelf in front of the sorter. Other library staff then take the books from the shelves and return them to the correct shelf in the public part of the library. A returned book can be back on the library shelf within minutes.

RFID technology, the core component of the Librarys Electronic Library Management System (ELiMS), was first piloted at Bukit Batok Community Library in November 1998. It was rolled out to the entire public library network in Singapore in 2002. ELiMS was estimated to have saved the NLB S$50 million, mainly in potential manpower costs. Indeed the Library estimated that it would have required an additional 2,000 staff to stamp books for returns and loans to deal with the increase in loans. ELiMS has also helped the NLB reach its 15-minute book-to-shelf target, with more books available for borrowing and thus maximising the utility of each book.9 The new system facilitated borrowing and automatically cancelled the loan of materials when users returned them to the library via the book drop, reducing borrowing queue time from 45 minutes to almost nothing.10 ELiMS has also speeded up stocktaking, in a shopping mall library, for example, it might take two weeks, but ELiMS reduced it to less than a day.5

Some of the technology is less high tech. For example,

in most libraries books are sorted by staff and located by users using codes typed or written on the bottom of the spine. While this universal system is also used by the NLB, it is supported by colour coding, with each classification, subject, and sub-subject given a different colour (see later). Thus it is easier for users to find the area they are looking for and library staff can easily spot a misplaced book by the break in the colour coding across the shelf. Colour coding was introduced into all the branches in 1998.

More recently, in 2001, the NLB launched a mobile service via SMS (text messaging). This allows users to manage their library accounts anytime and anywhere through their mobile phones. They can check their loan records, renew their books, pay library payments, and get reminder alerts to return library items before the due-date.

Also launched in 2001 was the Digital Library (initially referred to as the eLibraryHub). This was NLBs one-stop information portal that complemented its existing network of physical libraries, which provides customers with easy and immediate access to information resources around the world via www.nlb.gov.sg. This also led to significant savings in time and manpower for NLB thus allowing its staff to provide more personalised value-added services to the customers. Dr Varaprasad explained:

The Digital Library is our online library service. We provide 24-hour remote access to the digital library system. We had 9.1 million hits in 2004/05 and 4.6 million retrievals so we are delivering a lot more information direct to the home. The next stage is to deliver electronic requests for books to a nearby community centre.

Behind the scenes at the book drop


Colour coding

We have also automated the whole supply chain. Book delivery, book sourcing and buying is online. We have a reverse option system. Whenever we want to buy a book we put it on the system and people (suppliers) will quote us a price for the book and we will know the range of prices and accept the lowest bidder. The books then arrive in our warehouse where they are sorted, colour coded and sent to the library; so we have a fast time to market.

ENGAGING THE MEDIA

In 2005 the NLB had around 500 positive mentions in the media; it has been featured in the Asian Wall Street Journal and other international newspapers. The Librarys view was that the media was a partner in the Librarys re-branding effort as Dr Varaprasad explained:

We believe it is very important to have positive relations with the media. We have created what we call Library Ambassadors. These are media personalities, newsreaders, TV stars, etc. who talk and write positively about us. It gives us a huge amount of exposure. We are also collecting anecdotes from our customers about how the Library helped them start a new business, or fix a difficult relationship or open up new educational opportunities, so that we can share the impact that the Library has had on peoples lives. We use the media to create a mindshare. We create a timeshare to create a mindshare so its a positive virtuous cycle.

BUSINESS PROCESS RE-ENGINEERING

Dr Christopher Chia introduced and implemented some formalised approaches to implementing change; Business Process Re-engineering (BPR) and Project Management (see next section). He realised that if the NLB were to reach its L2000 goals it would only do so by driving significant efficiencies, and this would only be achieved through crossfunctional teams taking a highly structured approach.

The BPR team, reporting to the Chief Executive, was set up comprising NLB management and staff representatives from Library Support Services, Public Library Services, Government Library Services, National Reference Library, Human Resources, Corporate Services and the Information Systems & Networks Divisions, supported by external consultants. The team carried out a review of five core internal processes: time-to-information, time-to-shelf, time-to-checkout, time-to-market, and library planning, set up and renewal. The review was undertaken between June 1997 and January 1998 with the top fifty people in the NLB as participants. The main objective

was to develop a set of integrated designs and strategies for the NLB to manage its fast expanding network of libraries for the 21st century. Participants were required to identify, analyse and redesign the NLBs core business processes to remove redundancies in library planning and development, collection development, library operations and information services. The only guidelines were that stretch targets for each activity should be proposed and met. One of the ambitious targets aimed to reduce the wait during peak hours to return and borrow books from one hour to less than 15 minutes. As a result, there were significant improvements to existing workflows, such as books could be acquired more quickly to keep the collections current, books could be shelved and checked out faster, and the library infrastructure was upgraded. (For additional information see Appendix 4).

PROJECT MANAGEMENT

One recommendation from the BPR study was the need to change NLBs approach so that the various projects could be implemented in a structured way to ensure that targets and budgets were met. A project management approach was adopted with a team of staff solely dedicated to planning and implementing new projects and prototyping services using the principles of project management. The project management approach has been fundamental to NLBs success as the entire organisation speaks the same language with all executives and senior managers being trained in the intricacies of project management methodology. Each project requires an articulation of objectives, assessment criteria, delivery and completion criteria, major milestones and critical development paths. Project managers and sponsors are identified and project teams are sourced from throughout the organisation. New ideas are developed, pilot tested and prototyped. If they clear the pilot phase, the project will be given additional funding for a complete rollout or there will be a `close-out if it doesnt work. The `close-out exercise involves an evaluation of the prototype outcome and the process.

Funding for the larger projects has to be bid for and staff and managers will submit papers setting out the issue, the evidence, the proposed solutions and the estimated costs and benefits. The criteria for assessment may include revenues and loans, cost per loan, number of users, loans, and user satisfaction. The criteria are monitored to assess the success of the projects.


RE-INVENTING THE LIBRARY AGAIN - THE SECOND WAVE

The results of the changes have been significant. In the financial year 2004/05 the Library had 23 sites and membership had reached 1.84 million with 29.8 million library visits. In addition the Digital Library dealt with nearly five million electronic retrievals.


The transformation of our public libraries has been nothing short of radical. We have created a world-class library system to meet the information needs of our customers. Indeed, several innovations that you see in the Library today - lifestyle libraries complete with cafes, music and rich multimedia, IT enabled innovations such as 24-hour book drop service, and groundbreaking concept libraries, like the self-service library, have all played a part in redefining the learning experience of Singaporeans.11 The NLB has become the de facto market leader of reading services in Singapore over and above bookshops, rental bookshops, media bookshops and so on.

However, the NLB was far from complacent. There was a growing awareness that the NLB had hit the top of the curve in 2005 with visitor numbers down on the previous year, and even electronic retrievals down a little too. Johnson Paul, Deputy Director for Publishing and Research Services, added:

If you ask a general member of the public today they are very impressed with the Library. We have capitalised on the Internet, but this has matured now and the Internet is a library in its own right. Also we no longer have a large critical mass in desperate need of learning.

In July 2005, the NLB unveiled the Library 2010 Plan (L2010) (see Appendix 3) that put forward its new strategic direction for the next five years. Its mission was now to provide a trusted, accessible and globally connected library and information service so as to promote a knowledgeable and engaged society. The L2010 Plan recognised that Singapore, with few natural resources, needed to compete on its skills and adaptability and support the development of Singapore as a knowledge-based economy. It also recognised that the use of the Library was inconsistent, with a sharp drop in usage after people leave school and limited use by some minority communities. The L2010 plan set out a clear aim: to bring the worlds knowledge to Singapore to create a positive social and economic impact. The report focused on expanding the role of libraries in the knowledge economy

and to develop knowledge-enabled Singaporeans. The main issue was to keep the NLB relevant in the context of the digital revolution. The report identified three key ways in which NLB could meet those challenges:12

Libraries for Life, Knowledge for Success providing 1. customised services to support Singaporeans economic and social needs at all stages in their lives.

Serving The Whole Community developing 2. services to support communities that are less well served, ethnic communities, people with disabilities, the unemployed, parents and carers, companies, research communities and professionals.

Playing a Vital Role in Singapores Knowledge Team 3. working together with other agencies and taking a leadership role to develop a knowledge economy Singapore.


The problem is the invisibility of our 2010 objectives. It will be much more challenging to get funding for these developments. Its easier to get funding for library buildings and collections, or technology like RFID when we can create prototypes and people can look at it and see how it works. For our 2010 blueprint we will need to make a strong case for investment but we will have to do this by describing the scenarios Singapore will face in the future and what difference our plans will make to it if they invest in us. For example, how will it help the businessperson, how will it help a government agency, how will it help the person in the street, how will it help a student doing project work. We need to show the difference it will make to society and the competitiveness of the nation.

SETTING OUT THE VISION

Dr Varaprasad explained his vision for the future and what the Library has to achieve:

This new wave will require a new direction for the National Library, and in so doing we will work to create a distinction between the National Library and the public libraries. The first wave was very much concerned with changing the public library function; we must now apply the same vigour to re-inventing the National Library.

Of course we must continue to develop our public library system and we have many things to do, such as ensure low income groups have access to the Library, encourage young people to use the library, and improve


adult literacy. But the National Library function has been somewhat neglected. If you ask people on the street what is the National Library, they will tell you that its their own community library or the headquarters of the NLB on Victoria Street. The National Library is something quite distinct. We have a national library function, just like the British Library or the Library of Congress. The NLB Act obliges us, for example, to collect and preserve literature and documents on Singapore, to provide residents with access to this rich heritage, to ensure scholars, researchers and local organisations are supported in their research and development efforts. We should hold the national catalogue of all library materials in Singapore, yet this is not complete. We are also required to catalogue all materials published elsewhere about Singapore. I am not convinced we have been doing as well as we should in some of these areas.

Besides building up this important National Library function to support the knowledge economy we need to develop some value-adding or rather knowledge adding services. We need to develop new ways for people to access our reference information. We cant expect people to walk into the building in Victoria Street for answers to their questions. We already use face-to-face and email, but we need to make it easier for customers to send queries to us. A second trend is disintermediation, cutting out the middlemen. People now want direct access to information often using search engines rather than our libraries and their staff. We need to make ourselves known as a trusted source and site for content. We have to have a presence in the Internet world, like Bloomberg or the BBC. People need to be able to pick us up on the first page of a Google search. A third trend is disaggregation. Nowadays if you want to buy a single song you dont need to buy the whole album; you can download the song you want. If you want an article you dont need to buy the magazine or journal; you just download the article you want. We need to be able to help people get right to the piece of information they need, easily and quickly.

At face value these trends might signal the end of the physical library as we know it. However the publishing industry is strong and there is good demand for books. However we know the physical readership of newspapers is going down and electronic readership is going up. So there are tell-tale signs around that we need to be aware of. Indeed we have already put 600,000 eBooks on line, and we know the younger generation is happier to read from a screen than to come to a library. The important thing is that they are downloading from our web site; they are still borrowing from NLB.

What these trends tell us is that we have to be more precise and focused. We have to move away from delivering information to delivering knowledge. This was the basis of L2010. Rather than provide information we will need to be able to contextualise information so that it meets their needs, both known and unknown needs. We will need to see things from the point of view of our customers. We also need to realise that every patron is different. There are people who come in to borrow, people who come in to browse, people who come in to look for one particular author, or to develop a new skill. It is too easy to assume that everyone is moving in the same direction, it is not true; we need to better understand our customers and their knowledge needs.

For example, we need to develop information useful to businesses to provide them with competitive and market information. Take for example a businessperson about to undertake some new work in Kazakhstan, wanting to know what the business prospects might be like. Our print material might be able to tell him/her its population, its GDP, and provide an overview of its industries and the transport system. On the web s/he will be able to find the cheapest flights and the routes. But, how do you find about the risks of doing business, the future prospects for Kazakhstan, where new investment might come from? Librarians will have to become more specialists and accept they will not be able to answer every query. What they will need to do is to link the customer with knowledge communities, people who are at the forefront of knowledge in that area. These communities are at the cutting-edge of knowledge and have information that has not yet been written down on web sites or in books.

Importantly we need to support the development of these knowledge communities and the specialists within them this is where new knowledge will be created. We need to help create knowledge and create knowledge-based services. NLB should act as an intermediary facilitating the transfer of knowledge between parties and creating new forms of useful knowledge. In order to build knowledge communities we need to understand how they work, how they form, how they operate, how they disband and importantly we need to discover how we capture the knowledge as it is being developed so that we can allow others access to it. We will obviously have to be selective as the number of such communities could be extremely large.

This will all require quite different staff skills; at least for those in the National Library, they will need new expertise on knowledge navigation, subject specialism, expertise in content management, information discovery and capture.


In sum we need to revolutionise the National Library and do for the National Library what we have done for the public library.

BRINGING ABOUT CHANGE

Dr Varaprasad outlined some of the initiatives underway:

We are now slowly building up our digital infrastructure to support these developments, but it is quite different to the traditional forms of information we have in books and electronic information. This is more about conversations, dialogues much more human-based and operating within particular social contexts. We will need to create a network of knowledge assets to which people have access, not just print-based, indeed if its in print it is already out of date. We will also need to have future-proof systems of preserving this knowledge in a high quality format so no detail is lost, yet at the same time make it easily accessibly and searchable.

Knowledge TeamingThe Library has recently been working with selected partners to develop services for some specialist groups. Dr Varaprasad explained:

For example we are currently working with SPRING13 to cater for the needs of small and medium sized enterprises (SMEs). We have recently launched services targeting retail investors, working with Singapore Stock Exchange, Bloomberg, Standard&Poor etc. so that investors now have access to information previously only available to stock brokers and analysts. For the Institute of Engineers Singapore (IES), for example, we have created a dedicated suite of reference material and allocated some staff to assist them.

The initiative for SMEs, for example, is working to create an EnterpriseOne Business Information Service (EBIS) in conjunction with the Singapore Business Federation (SBF), funded partially by SPRING. SBF represents SMEs in Singapore and is concerned that SMEs find it difficult to compete in the market partly due to the costs of collecting information on the latest developments in their industry, obtaining information about their direct and indirect competitors, as well as helping them in their search for new potential customers. The aim of the initiative is to achieve effective knowledge transfer by providing Singapore enterprises with access to trusted, useful and affordable management and business information. EBIS offers a collection of business materials extracted from NLBs knowledge base together with the provision of one-to-one information advisory services to the companies involved and a knowledge transfer initiative that involves

ten seminar-based sessions for companies covering the developments in seven industry sectors and three geographical markets.

Johnson Paul added:

We have also started undertaking information needs profiling for our corporate members. We try to assess what they know and what they dont know and then push them in the right direction. We will be running knowledge upgrading sessions in collaboration with SBF; one seminar a month for ten months covering several emerging sectors.

With its shift in core values toward knowledge sharing and collaboration the NLB has also expanded its activities to manage other organisations libraries, such as the academic libraries for Singapore Management University as well as one of the polytechnics.

Easier Access to KnowledgeWhile public libraries are for browsing, users tend to search the National Library in different ways; people tend to be much more precise about what they are looking for. So the Library is working to ensure that the material is easily accessible to Google and the other main search engines. The principle is that anyone searching for information that the Library holds should be directed there. Mr Chan Ping Wah, NLBs assistant chief executive, explained:

We have filled up our portal, www.nlb.gov.sg, with digital content and we wait for customers to come to us. But people will not normally go to our web site for content; they use Google, for example, which may well not find our content. Its like having all of our content hidden from view, unless you know our site and its structure. So we are working to change the structure of our content and make it searchable and accessible.

To support easy access for people with precise questions the NLB launched in April 2006 an additional SMS text messaging service. Although the Library already received 5,000 reference queries a month, for the price of a normal text message anyone can now text 9178 7792 with almost any question under the sun and staff will trawl the Librarys storehouses of over 600,000 reference items and catalogues. Answers are provided within 24 hours. Dr Varaprasad added:

Many of the technologies we have already developed will be enormously helpful in supporting the provision of information. The digital resources we have developed support both the public library system and the National Library; while one contains ebooks the other provides access to databases, for example. We will also be able to


track their use of information; RFID and the digital library will let us know what reference materials are being used, for example.

Of course the division between the public libraries and the National Library does not need to be distinct, at least from the customers point of view. There are many benefits of having the two together. For example, parents may be using knowledge services provided by the National Library while their children are reading at the childrens section of the public library.

DEVELOPING THE PUBLIC LIBRARY SERVICE

The NLB is also committed to continuing its development of the public library service in Singapore, as Dr Varaprasad explained:

For the more traditional segments we need to engage them in new ways; surprising ways. We need to create surprising experiences. One day they come in and find an exhibition, which might trigger them to find something out or read something. Every time you come to the Library it should not be the same experience; the Library should be dynamic. You might come across a discussion, an exhibition, an author, and a celebrity. The Library should no longer be a library of books but a series of experiences, in a social space, a community space and an activity space.

There is still a huge segment that is not interacting with us or borrowing from us. We have to identify them; busy professionals, busy commuters, people in prison, people in homes, young people who are happy with the internet and dont read as much. So, we need to be where the people are; we have to take the libraries to them.

NLB is rising to this challenge in a variety of ways; including co-locating libraries into the community, changing the library content and experience, and taking the books to the people.

Co-locating Libraries into the CommunityIn recent years the NLB has taken the approach of co-locating libraries inside other service providers such as community centres, civic centres, theatres, and Cineplexs. When any new development is planned NLBs managers assess whether its appropriate to put a library in that development. The strategy is to place libraries where the people are. One such development was the Jurong West Community Library, which was relocated to the Frontier Community Place, co-locating with Frontier Community Club. Re-opened to the public on the 10th March 2006, the new library provided convenient services and facilities ranging from audio-visual materials, comics

collection, cybrarian (see later) and self-service kiosks. The library is fully integrated into the club, so that, as the checkout gates are located at the exits to the centre, customers can take books and read them in any part of the building. Dr Varaprasad added:

Here the library is an integral part of a much larger complex. We should not expect the people to come to the library; the library has to be where they already are. If they are in a shopping mall, a cinema, etc. they should be able to find a library. Libraries have to be convenient, accessible and useful.

Changing the Content and the ExperienceWhen library@orchard opened in 1999 it was very successful in attracting young adults and professionals; however they found that older teenagers were still staying away. To remedy this the library introduced music@orchard, a series of programmes that had rap artistes and rock bands entertaining huge crowds. In 2006 the Straits Times reported on the success of one particular event, STOMP rock. The library@orchard came alive with the familiar strains of the electric guitar and manic drumbeats as home-grown rock bands Auburns Epiphany and PlanetSunset performed to a 200-strong crowd. Jennifer Yin, the NLBs director of community partnerships and outreach said, It brings a different energy to the library.14 She added, We are keen for them to come in and use our material from music CDs to DVDs to books on rock bands and music. We encourage them to come here and meet fellow fans of rock to discuss music.15 Other innovations have included comics@orchard where comics went on loan in Singapores public libraries for the first time, IT@orchard and wellness@orchard, each emphasising a subject appealing to the young people. Dr Varaprasad explained:

We are working hard to stock our libraries with up-to-date material, in various formats, with best sellers, lots of magazines, lots of upmarket cafes, lots of activity, lots of music, and lots of listening posts; all creating a buzz, with activities for very young kids to teenagers and adults. In another of our libraries we have a rock band; on the fourth floor teenagers will go and jive. It may surprise you that we provide a full music system and a stage in the middle of a public library. The only thing we had to do was to make sure the other three floors were soundproofed! Teenagers are the hardest group to get into the library. So we asked a focus group of teenagers what they wanted their library to look like. They said they wanted it black, so we painted it black. They said they wanted music, so we provided music. Then we said, now that weve done it, you run it, so we got a group of teenagers to run it. Its highly successful, indeed if adults


were to walk around there they would feel out of place! But does it matter? No, because it brings the teenagers into the library. Thats what matters.

Many other types of events are used to entice other segments into the Library. The Library hosts fashion shows, plays and performing arts. There are play readings, script writing discussions, and programmes such as literacy for senior citizens, and a born-to-read programme, which encourages new mothers to bring their children into the Library and read to them.

Taking the Books to the PeopleThere are some parts of the community, no matter how hard the Library tries, who will not come to the Library. The solution; take the books to them. Mr Chan Ping Wah explained:

One thing we are doing is changing the concept of a library. Traditionally a library is a portal, physical or digital. Everything happens in the portal. We fill the physical or digital library with materials and events and then we encourage people to come in and use it. This is no different to many libraries in the world. So one concept we are now looking at is for those people who dont, or wont, come to us, we will go to them! We want to identify pockets of opportunity and take the Library to them. One way we are developing is to set up book dispensers and put them in Starbucks, community centres, study centres, the airport, MRT stations, a bus interchange, and a prison.

There are, for example, thousands of people working in the CBD (Central Business District) who dont come to the Library. They say, I go to work everyday. I am very busy. Dont expect me to come to the Library as well. We could put a book dispenser in the CBD, just

like a drinks machine, together with a book drop, and fill it with business books, self-development books, and management magazines. Imagine you are going off for lunch and you work in the CBD. You pass the dispenser, push in your library card, and press the number, out pops the book 10 seconds thats all. You go and eat, read the book and drop it in as you go past. Its that easy. Seventy to eighty per cent of these people do not come to the Library, so I have two choices, either build a library in the CBD, which will cost me S$10m, or take a small selection of material to them. These people are only interested in a very small proportion of our stock, so I can select the ones they might want and we can easily and frequently change the selection. This has to be a much better and cheaper alternative. And, I can reproduce this idea at MRT stations for example. You take the MRT, pass a dispenser, get a book and drop it off at another MRT station, that day or another day. We could put lots of these dispensers around the country, targeted on specific groups. The dispensing machine technology is not new and our RFID technology is already in place. We need to do a bit more work on our customer segments yet and spend a bit of time on proof of concept (see later).

Getting these people involved in reading might also encourage them to visit the Library to extend the material available to them.

These book dispensers are due to be set up in the next few years.16 Other recent innovations include cybrarian, concierge services and smart bookshelves.

DIY, Cybrarian and Concierge ServicesWith many automatic services already in place, the NLB started the worlds first Do-it-Yourself (DIY) library, which aimed to provide the same level of service to its users as one with a team of library staff on site. The


Book dispenser and book drop

Sengkang Community Library was the NLBs first self-service library. It permitted long opening hours without the need for additional staff. The DIY Library at Sengkang was also used to test out two new services, Cybrarian and Concierge Services. The Cybrarian is a booth at the library where users can make a phone call direct to a librarian for assistance. Whereas the Concierge service is the addition of a person physically present at the library, who, just like a hotel concierge, can arrange things for you or put you in touch with the right people or resources. This on-site paraprofessional also has the advantage of providing a form of security, just like a concierge.

Smart BookshelvesIn January 2006 smart bookshelves went on trial at Sengkang Community Library. When a book is removed or replaced on the shelf, using RFID technology, the bookshelf makes a note of it. If its put in the wrong place the bookshelf knows! Much of a librarians time is spent hunting for books that the computer systems say are in the library but are not in the right place on the shelf. Sengkang library manager, Zahra Aljunied explained:17

A lot of the time, readers cannot find books even after searching the catalogue and we have to search the shelves and through the return bins for those books. These smart bookshelves should save the staff and readers a lot of time.

Users used to approach library staff about 150 times a month for books misplaced by other users, and a search could take up to seven days. While the RFID technology enabled staff to know if a book had been returned it couldnt tell them, or the user, if it was on the shelf,

and indeed the right shelf, which is what matters to the user. However, the smart bookshelves together with the development of a new hand-held scanning device allow librarians to track down individual books in moments.

A CHANGING APPROACH TO INNOVATION

Everyone in NLB, from the chief executive to the library assistant, contributes to work improvement and innovations in many different ways, so much so that innovation has become an integral part of NLBs culture leading to a steady stream of both large and small innovations. However the structured approach originated from a very informal and intuitive process. With a good dose of common sense, innovation in its early stages was all about looking at problems and trying to solve them. More importantly passion to make a difference was the driving force. The Library 2000 vision provided the motivation. Management harnessed stakeholder support for experimentation and garnered ideas and suggestions from different corners of the organisation. Decisions were made together and staff could see their contributions becoming a reality. The pace of change was rapid and NLB had to `sync and stabilise along the way through the implementation process.

To facilitate innovation NLB now has a central Technology and Innovation Group comprising about 40 people, headed by Mr Chan Ping Wah. The group has three divisions, Infocomms that oversees technology developments, a new services division, which develops new services, and a small division whose role it is to communicate and excite people about innovation.

Generating New IdeasAt the heart of NLBs approach to innovation is the principle of bringing in people from different areas that can provide different perspectives and fresh ways of looking at problems. But, underpinning this is a mind-set that supports and welcomes change, as Mr Chan explained:

When there are challenges our staff respond and achieve wonderful results. Thats because the organisation is very open to change. And that is the key thing; its an attitude. Innovations are possible because everybody has the mindset that they would like to see things done differently. We dont want to do many different things. We just try to do things very differently. However, the biggest spur to innovation came from the limited funding available. It was seen to be a real challenge to try to accomplish what might seem impossible with very little money.


Smart bookshelves

Johnson Paul added:

One of our major innovations was to put a library in the malls. However the key impetus was the fact that we were short of space. We were also looking at other alternatives such as a virtual library. Sometimes constraints help, like the lack of space or the lack of money. However the key to innovation is to create the right talent mix because innovation can be formalised but not internalised. If you want to spur innovation within, you need a good mix of different competencies.

The ideas for the innovations, from small initiatives to the large-scale projects, come from various sources: feedback from customers, formal and informal, and from the staff, as Ms Tay Ai Cheng explained:

Improving all aspects of the Library is an integral part of all my colleagues jobs. Managers and librarians are expected to be involved in a few improvement projects, many of which are cross functional, involving people from various functions working on specific issues raised by either staff or customers. We also often form small improvement teams. They will brainstorm for ideas, test out their suggestions and when they are successful we will have sessions where the teams from across the libraries will discuss and share what they have done. Where appropriate we will adopt the proven ideas or schemes for implementation in all our libraries. While this is seen as a normal and natural part of the job, we do reward staff for their ideas. We have a staff suggestion scheme: you get S$5 for a good idea and may get S$60 when you provide a one-page report about the successful introduction of an idea and teams can receive around S$1000.

Adeline Neo provided an example of a suggestion:

One member of staff, a shelver, identified a problem with call numbers. The call number is the identification number for each book, printed at the bottom of the spine, to designate where it is located on the shelves. We used to have these call numbers printed on white labels, which were stuck down with tape. With time, as with all things, the ink would fade and the label gets tatty and it becomes very difficult for the shelvers to read them and put the books back in the right places. It also made my job of auditing the shelves quite hard too! One shelver suggested that we should make the numbers larger. This idea was discussed and developed and it resulted in our system of colour coding. We assign colours to each letter and number of the code and place them as bands across the bottom of the spine so they can be read vertically rather than horizontally. This is difficult to explain but when you see them on the shelves it makes a whole

lot of difference. The shelvers dont need to read the numbers, they just collect, say, all the bands of black with

blue together and put them on the shelf then readjust according to either another colour or the final digit in the code. It is now really easy to spot any book that has been misfiled, by a customer for example, and to return it to the right place.

Another simple but powerful initiative was the Ask Stupid Questions (ASQ) scheme. ASQ encourages staff to rethink and challenge what is normally accepted. Ask Stupid Questions was initiated by a group of librarians because it was believed that the best ideas often come from trivial questions. At these forums, staff could ask any question regarding a particular theme. Some of the ideas were then developed into small or major projects via business plans or proposals.

Sharing IdeasThe NLB has developed mechanisms for collecting and sharing ideas. Kris Lim explained:

We are always looking to improve and streamline our policies and practices based on customer feedback or staff suggestions. However, because we have 23 sites we do need to have standard procedures and so we need to share and agree across all the sites.

Adeline Neo added:

We have monthly meetings when all the community library managers come together. We also encourage the staff to put in suggestions. We have an online staff suggestion scheme. Our annual staff appraisal also takes account of the projects they have been involved with; we see it as part of their every day work. We create space for


Spot the out-of-place book

evaluated and, if adopted, the individuals involved are recognised and rewarded. One other method we use is the Black Box Competition.

The Black Box Competition is named after the concept of black box experimental theatre, which is theatre, played in a simple yet versatile setting where the focus is on the story and the actors rather than technical elements such as lighting, scenery and special effects. Workshops are held to generate ideas from participants encouraging free-form discussion and development of ideas, which, through the play are converged into ideas for implementation.

To encourage staff to get involved in working together to develop ideas they are allocated around ten per cent of their time to work on personal development in areas outside their own job scope. They are also encouraged to make their own choices for personal and professional development, to involve themselves in Work Improvement Teams (WITs), the Suggestions Committee, and the Quality Service Committee.

To support the greater emphasis on building the soft infrastructure over the last few years there has been a discernable shift towards emphasising staff welfare and recreation. The Sports, Welfare and Recreation Committee (SWRC) for example, has been set up to encourage staff to take part in sporting and recreational activities, while they are usually organised during office hours, people participate in their spare time. The NLB also helps with funding; indeed staff are given an entitlement of S$520 a year for spending on health, wellness and enrichment programmes of their choice. An additional S$100 is provided for them to participate in NLB-organised social, sporting and recreational activities.

Today the NLB would describe itself as a project-centric organisation where staff feel comfortable and competent working in cross-disciplinary teams to create solutions and implement projects. Indeed most staff are involved in at least one project at any one time to improve services in their Library or across the system as a whol

English Arabic NLB Case Study

Documents

Transcript of English Arabic NLB Case Study