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