Columbus Metropolitan Library, OH: Practice a Community Focus
RSSAlison Circle, Marketing Communications Manager -- Library Journal, 02/15/2009
1. Strategic plan
Columbus Metropolitan Library operates with close adherence to a Strategic Plan, which supports our community-focused vision: “A thriving community where wisdom prevails.” The plan has five components. Three reflect key customer behaviors that surfaced as a result of extensive marketing research: Young Minds (children and their caregivers through the teen years); Power Users (those customers who heavily use our services); Virtual Users (in house computer and virtual users.) Two components focus on our staff: expand our capacity; engage our team.
The Strategic Plan helps the organization allocate resources, make choices between competing interests and keep focused on meaningful work. Importantly the plan repositions the library to respond to areas of most urgent need: kids unprepared for kindergarten; high school graduation rates; and adults in need of employment resources. It also demonstrates that we are actively working to stay relevant to our customers and are changing the old model of the library as a static repository of information.
The success of the plan lies in its understanding of and acceptance by staff. Because they make the plan actionable to our customers, it is important that they understand how the plan was created and the extent of our commitment to this plan for the foreseeable future.
2. Tactical plan
To support our Strategic Plan, each year Columbus Metropolitan Library creates a Tactical Plan. Throughout the last several years, CML has refined how it assembles and executes this plan.
CML uses many strategies to accomplish annual tactics including Six Sigma to improve our processes and a Management Team, comprised of managers across the organization. This cross-functional team sees when tactics of one department impacts another and can influence the tactic long before it is completed. We introduced a system-wide project management framework, which included training 40 staff in Microsoft Project and tools.
In previous years tactics numbered as many as 144. Once Management Team saw the impact of all these tactics on departments, it was clear that the number of tactics exceeded organizational capacity. This year we have 40 tactics. Also, rather than top-down, this year we involved all staff in Tactical Camps, which gave them an opportunity to suggest ideas, develop their buy-in and align their thinking with the organization’s vision and each other. Their ideas were evaluated and prioritized and the best made this year’s plan.
3. Customer service
At Columbus Metropolitan Library customer service is a top priority. At a time when the standards of the retail experience profoundly influence how customers approach the library experience, CML has worked hard to excel in this area.
- Customer vs. patron: referring to the public as customers sets our expectations of service.
- Proactive service: rather than waiting for the public to approach staff for information, we expect our staff to proactively approach customers to assess their need and create a relationship with the customer.
- Eliminate barriers: we are removing large circulation and reference desks with smaller models that eliminate barriers to service and include shared computer terminals so that staff and customers can discover together.
- CLASS training: all staff are trained in customer service techniques (Customers Leaving Appreciative Satisfied and Sold) that outlines expectations, reference interview process and consistent service standards.
- Exceptionally clean and safe facilities: respect for our customers starts the moment they open the doors of our buildings. Security officers staff all locations.
Maintaining a high level of consistent customer service can be challenging, particularly in the high-turnover positions. It requires branch managers to clearly understand and articulate service expectations.
4. Invest in staff
Columbus Metropolitan Library understands that without our people we are just four walls and a bunch of books. We make a strong commitment to our people. We strive to make our four values actionable and authentic in everything we do: Respect; Trust; Passion; Excellence.
We develop individual training plans, certifications for professionals, hire experts in their fields rather than assign library staff (finance, IT, human resources, marketing) and have a wellness initiative in place to help staff take charge of their own health. Currently we are training all managers in a ten-session course on management skill development in order to have a consistent workplace.
One of the biggest challenges facing library staff is the level of change occurring in the industry—the impact of technology, for example. CML is investing in learning more about change management so that we can help staff navigate the stages of personal and professional change.—Alison Circle, Marketing Communications Manager
