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

EPL BUSINESS PLAN 2011 - 2013 The Way We Share INTRODUCTION Through “The Way We Share”, EPL’s 2011-2013 Strategic Goals, the Board of Trustees set out an exciting and challenging path which acknowledged the trends and opportunities in our environment and aligned with the City of Edmonton’s own strategic plan, entitled “The Way Ahead”. As we approach our 2013 Centenary, our pursuit of excellence requires a focus on flexible and innovative approaches to services and operations, the growth of internal capacity and the prioritization of existing resources. Over the next three years we will strengthen our commitment to our community-led service philosophy through a deeper understanding of customers and communities and enhanced ways to connect with them. Thanks to unprecedented capital development, a rich and easy-to-use online presence and innovative service delivery models, thousands more Edmontonians will have ready access to our services. In recognition of our unique role in the community, digital literacy services will be designated as a core service, complementing EPL’s long-standing commitment to early literacy services. Our collections will reflect the increasing demand for digital content and our programs will focus on what we do best. Sharing and collaboration will be the principles underlying staff development and the building of leadership, customer service, and technology skills. Key to achieving service excellence will be the simplification of processes, both those involving customers and internal operations. Sustainable business practices will be implemented from human resources, financial and environmental perspectives. Woven through the objectives and strategies in the 2011-2013 EPL Business Plan is a vision of an organization focused on customer service, committed to a collaborative work environment and characterized by evidence-based decision-making. EPL has adopted a leadership program whose premise is that, no matter which positions we hold, we are all leaders. There is an integral part to be played by each and every staff member as we embark on our next three years together. ACKNOWLEDGEMENTS The Business Plan Team wishes to sincerely thank EPL’s Board of Trustees for their leadership in the development of “The Way We Share” – a strategic plan with a clear and compelling vision of service excellence. The 2011-2013 Business Plan objectives and strategies which will carry EPL into the future were developed through staff- facilitated discussions online and through meetings across this organization. Many, many thanks to our EPL facilitators, to the participants in the Fort Edmonton celebration event and to all of you who challenged our assumptions, questioned current practices and identified so many opportunities – the “low-hanging fruit”, the “brave things” and most importantly the biggest difference we could make for our customers over the next three years. SHARED VALUES WHO WE ARE AND WHAT WE VALUE WHY WE EXIST WHERE WE ARE GOING OUR MISSION OUR VISION OUR STRATEGIC GOALS OUR OBJECTIVES AND STRATEGIES HOW WE WILL GET THERE WHAT WE WILL DO LONG TERM MEDIUM TERM SHORT TERM WHAT EPL’s LONG-TERM PLANNING FRAMEWORK Together with our values, mission, vision and strategic goals, EPL’s business plan objectives and strategies provide the framework for our long-term planning. What we believe and why we exist, as outlined in our values and mission, are the foundation. Our vision sets the direction. Our goals, objectives and strategies clarify what we will do to take us there. 4 SHARED VALUES Who we are and what we value EPL’s values wheel is a reflection of who we are and what we value as an organization. It is an expression of our passionate commitment to share with everyone. It describes, defines and inspires us. PASSIONATE ABOUT SHARING FUN & FRESH KNOWLEDGE SEEKER Community Activator INCREDIBLE CONTENT INNOVATIVE EXPERT NAVIGATOR IDEAS CHAMPION UNRIVALED VALUE HUMANOPEN 5 We are experts in providing access to the world’s information, ideas and entertainment – enabling a lifetime of learning, engagement and possibility for every Edmontonian. 6 We share. MISSION Why we exist VISION Where we are going STRATEGIC GOALS OUR COMMUNITY We strengthen neighbourhoods and communities by creating connections and understanding needs. We go beyond traditional boundaries, fostering collaborative relationships to build relevant and responsive library services. OUR CUSTOMERS We are an integral part of the daily lives of all Edmontonians – at every stage of their lives. We know and listen to Edmontonians. Everyone feels comfortable and welcome. EVOLVING TECHNOLOGIES We leverage evolving technologies to help Edmontonians connect locally and globally with ideas, information, entertainment and each other – when, where and how they choose. OPEN SPACES We create open, safe and inspiring physical and virtual spaces. A LEARNING CULTURE We are passionate, engaged and confident in our work. We learn and share knowledge and skills to achieve our potential and beyond. We build our capacity for change by working together. SERVICE EXCELLENCE We deliver efficient and effective services with creative, sustainable, diverse and eco-friendly resources and practices. How we will get there 7 OUR COMMUNITY We strengthen neighbourhoods and communities by creating connections and understanding needs. We go beyond traditional boundaries, fostering collaborative relationships to build relevant and responsive library services. 2 OBJECTIVE DESIRED OUTCOMESTRATEGIES Fully implement the Community-Led Service Philosophy (CLSP) as the core of what we do – the foundation for service delivery, planning and relationships. • Time audits indicate 70% of Community Librarian activity focused on CLSP • Time audits indicate that 5% of other service point staff time is spent outside our walls • Survey results indicate 85% of staff have a clear understanding of the CLSP • Spread the words about CLSP so that all EPL staff embrace the philosophy (2011-2013) • Expand the range of services and staff outside our walls (2011-2013) • Rigorously evaluate CLSP initiatives (2011-2012) • Understand and eliminate the top 5 barriers to underserved communities (2012-2013) OBJECTIVE 1 STRATEGIES DESIRED OUTCOME 8 Creative service delivery models offer more ways to connect with communities and customers. • A minimum of 2 new service delivery models implemented • Explore alternative service delivery methods to meet the needs of underserved areas of Edmonton (e.g. bookmobile, story van, kiosks, lending machines, eplGOs) (2011-2012) EPL understands the composition of Edmonton’s neighbourhoods and understands our customers. • Develop and implement service point community profiles (consisting of demographic factors and trends, service area descriptions and community assets) (2011-2012) • Expand demographic analysis to include behaviour-based market segmentation (2012) • Implement regular customer surveys (2012-2013) • Behaviour-based customer segments replace demographic segments 4 OBJECTIVE EPL establishes a framework for formal and informal partnerships. STRATEGIES • Develop criteria for establishing and evaluating Memorandums of Understanding (MOUs) and other partnerships and implement annual planning (2012) 3 OBJECTIVE DESIRED OUTCOMESTRATEGIES DESIRED OUTCOME • All new and existing partnerships follow established framework 9 OUR CUSTOMERS We are an integral part of the daily lives of all Edmontonians – at every stage of their lives. We know and listen to Edmontonians. Everyone feels comfortable and welcome. OBJECTIVE DESIRED OUTCOMESTRATEGIES Increase active EPL memberships. • 100% increase in active memberships over 2010 • Eliminate membership fee for Edmonton residents (2013) • Implement an annual membership drive, engaging all staff in the campaign to increase memberships aligned with community-based targets (2012-2013) • Develop audience-specific marketing campaigns (e.g. expanded L-Pass) (2011-2013) • Enable online and external membership activation (2011) • Develop plan to increase membership renewals (2011) 1 10 [...]... STRATEGIES • Strengthen partnerships with law enforcement and other agencies working on safety issues (201 1- 2013) • Increase “on the floor” services, providing greater staff presence (2011) • Review of security services (e.g contracts, technology, equipment) (201 1- 2013) • Build staff skills (e.g Non-Violent Crisis Intervention training, staff meeting presentations and discussions) (201 1- 2013) 3 DESIRED... mobile-friendly version of the EPL website (2011) • Influence the development of social media and mobile products and/or apps by library vendors (201 1- 2013) • Implement usability standards for online services (201 2-2 013) • Increase staff access to key tools (201 1- 2012) 14 DESIRED OUTCOME • Usability study shows high levels of customer satisfaction • Increase in use from mobile devices 2 OBJECTIVE EPL is our community’s... (201 1- 2012) • Update job descriptions and advertisements to reflect our mission, competencies and brand (201 1- 2012) • Build engagement and ability of staff to fulfill their key role as EPL ambassadors and advocates (201 1- 2013) • Increase meaningful system-wide and local recognition (201 1- 2012) • Initiate practices to support employee work/ life balance (e.g flex time, telecommuting, job sharing) (2013) ... (2013) • Increase customer online account management and payment (201 1- 2013) • Streamline financial processes (e.g single point of payment) and align budget process with planning cycle (2013) • Provide manager access to real-time data for financial and human resources information (e.g vacation allowances, absences, SAP, year-to-date budget) (201 1- 2012) • Streamline staff scheduling processes (201 1- 2012)... and way- finding (201 1- 2012) • Revise Milner spaces to a single desk, “on the floor” service model (201 1- 2013) 16 DESIRED OUTCOME • 90% of customers rate EPL spaces as “comfortable and attractive” • Reduced customer complaints about noise in the library • Improved custodial audit satisfaction levels with ‘good to excellent’ rating at all EPL facilities 2 OBJECTIVE Customers and staff feel safe at EPL. .. results) 3 OBJECTIVE EPL is a dynamic learning organization powered by staff sharing STRATEGIES • Improve usability of staffweb as a tool for sharing (201 2-2 013) • Improve internal communication and information management (e.g internal chat services, shift change huddle, document/ records management) (201 1- 2012) • Increase job exchanges (201 1- 2012) • Expand peer coaching (201 1- 2012) 4 DESIRED OUTCOME... technology (201 1- 2012) • Champion digital literacy services as core services, incorporating innovative approaches (e.g recognition, peer coaching) (201 1- 2013) 2 DESIRED OUTCOME • Staff surveys reflect increased comfort levels and competence with technology • Decrease in referrals to e-Services OBJECTIVE Develop, recruit, recognize and retain high-performance, engaged, service-centred staff who share the EPL. .. (201 1- 2013) • Explore further fundraising roles for Friends (2011) DESIRED OUTCOME • Revenue from grants and donations exceed $1 million 21 4 OBJECTIVE Staff complement meets current and emerging service needs STRATEGIES • Adjust staffing and scheduling to align with peak activity measures (e.g evenings, weekends) (2011) • Increase diversity of EPL staff to better reflect the communities we serve (2013) ... using formats other than paper (2011) 3 DESIRED OUTCOME • Reduce power consumption by 15% • Expand internal and external recycling options and efforts system wide • Reduce paper consumption by 25% OBJECTIVE EPL diversifies our sources of revenue to support sustainability STRATEGIES • Establish Centennial endowment fund (201 1- 2013) • Maximize grant and sponsorship opportunities (201 1- 2013) • Review...2 OBJECTIVE EPL is recognized as Edmonton’s #1 resource for early literacy experiences STRATEGIES • Offer early literacy programs when and where customers want them (e.g evening, weekend, online) (201 1- 2012) • Grow our early literacy services and programs to incorporate leading-edge approaches (201 1- 2013) • Strengthen collaboration with current partners (e.g Alberta . EPL BUSINESS PLAN 2011 - 2013 The Way We Share INTRODUCTION Through The Way We Share , EPL s 201 1- 2013 Strategic Goals, the Board of. leadership in the development of The Way We Share – a strategic plan with a clear and compelling vision of service excellence. The 201 1- 2013 Business Plan