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NLB SQA Journey
Ms Ngian Lek ChohDeputy Chief ExecutiveSQA Project Deputy SponsorNational Library Board
Session Objective
Sharing of best practices asidentified by SQA assessors in NLB’s SQA Feedback Report
A Quick Overview
How it all started….
Building a World-Class Library & Organisation
Regional Libraries 3
Community Libraries 19
Community Children’s Libraries 18
National Library 1 School / Academic Libraries 12
Govt / Special Libraries 21
Total : 74
The Library : Quick Facts
Best Practices1.1 Senior Executive Leadership
“Outstanding leadership that radically transformed the library and inculcate a culture of customer service, passion for learning, innovation and excellence.”
Centre Line: ISR Singapore Public Sector National Norm [N=29,805]
Percent Favorable
79
75
70
91
80
79
87
63
62
79
91
32
16
14
12
10
8
7
7
6
5
5
-6
13
-20 -10 0 10 20
Working Together
Innovation
Leadership
Customer Service
Supervision
Engagement
Job Satisfaction
Career Development
Reward and Recognition
Work Involvement
Vision, Goal and Direction
Stress, Balance and Workload
NLB versus the S’pore Public Sector Norm
Staff Survey 2004
Comparison of NLB Leadership with Public Sector Norm
Culture: Comparison between 2002 & 2004 Surveys
Best Practices2.1 Strategy Development & Deployment
“Data-driven planning process which measured key initiatives using the BSC and systematically cascaded the goals to all levels of the organisation.”
Linkages Between L2000.House Model.Group Level GoalsGlobal
KnowledgeArbitrage
A Networkof Borderless
Libraries
Co-ordinatedNational
CollectionStrategy
Qlty ServiceThrough MktOrientation
SymbioticLinkages with
Biz &Community
An AdaptivePublic Library
System
L2000Strategic Thrusts
Strategies
Group Level Goals / Group KPIs
CorporateKPIs
NLB’s Long-term Goals
Year
L2000 (10 to 20-yr plan) L21 (10 to 15-yr plan)
2005
2003
2000
1996
2010 2015
DPC Phase 1
Development Plan
2020
2007
extended to 2007
1995
Improvements made to the Corporate Planning & Review (CPR) Process
Before After
Mandays 10,642 mandays 3,300 mandays
(improved by 69%)
Participation Rate
Est. 35 participants –
Deputy Directors & above
Est. 10 participants –
Top management and key process owners
Review Process Twice a year review –
Mid Year Review and End of Year Review
Quarterly reviews –
“Plan, Do, Review, Learn” cycle, more responsive to
changes in the environment
Accountability Diffused accountability Accountability concentrated at Group Head Level with the
dropping of initiatives and initiative leaders
Best Practices3.1 Management of Information
“Effective use of IT to provide real-time on-line information to all NLB staff who needs to make the day-to-day tracking, review and decision making”
NLB Information Framework
Corporate Performance Measurement
Strategic Plans, Corporate Plans
Improvements are achieved through:• Performance reviews at CPR sessions• Post-CPR sessions closeout review• BPR2 Study• Adopting & adapting new planning tools
Provide information & data that can be used by NLB for
decision making.
Facilitate the development of corporate plans and strategies
Roles of Strategic Initiatives & Research (SIR) in Planning & Improvement Process
Provide information on issues, trends and best practices
Environmental Scanning
Strategic & Corporate Planning
ES info as inputs to SCP
CPM info as inputs to SCP
Using MetLS of IFLA (formerly Intamel) to benchmark our performance
Best Practices4. People
“Focus on employees’ competency, career & development and health & safety resulting in high employee satisfaction which is higher than public sector norms.”
Linking HR Strategies to Corporate Strategies
Culture: Comparison between 2002 & 2004 Surveys
Workplace Satisfaction:Comparison of 2002 and 2004 Staff Survey Results
Action PlanningStress, Balance and Workload
Focal Action Areas • Work to identify the sources of load & stress• Re-look at manning levels, manpower deployment,
part-timers budget and outsourcing• Flexi-working schemes for more functions
Best Practices5.1 Innovation Process
“The process to acquire, evaluate and implement creative ideas from all sources resulting in the establishment of an innovation culture and getting the inaugural Innovation Award.”
BPR1 for Exponential Efficiency Improvements
BPR2.ObjectivesDoing More for Less through IntrapreneurshipStrategy Inc (SI)Planning to implementation processesCustomer Inc (CI)Customer management processesEnabler Inc (EI)Content and collection management processesPeople Inc (PI)People development processes
Best Practices6. Customers
“Enhance customer relationship through friendly customer service and easy access to information resulting in a complete transformation of customer satisfaction from a compliment complaint ratio of 1:4 to 20:1 – a 80x improvement!”
Maintaining Satisfaction with Service Standards
Creating a Service Standard Habitregular ISO and Service Standards auditsCategorisation for Ease of UnderstandingMaintenance of Collection (7)Housekeeping - maintenance of building (23)Programmes - preparation & publicity (6)Staffing & administration (11)Maintaining Easy Access to All StaffThrough the Teamroom
Determining Customers’ Future Requirements
ChannelsRecurring surveys.Customer Satisfaction Survey. Focus Groups.New National Library.Jurong Regional Library. Library 21Feedback Channels.Forms.Online.SIU (Service Improvemet Unit) reportEnvironmental ScanningReports in Teamroom.Analysis for New Services
Integrating Customers’ Future Requirements
CategoriesCollection.Key Services.Programmes.Staff.Ambience
Integration into NLB’s Customer Segments0-6 7-12 13-19 20-59 >60 years old
StrategiesDeveloped for each segment
Performance of NLB- Overall CSI
Key ResultsNLB - World-Class Library
NLB.A World Leader in Library Usage
NLB Toronto HK New York Los Angelesfigures are for 2002
NLB.A World Leader in Library Usage
NLB Toronto HKNew York Los Angelesfigures are for 2002
NLB.A World Leader in Cost Efficiency
NLB TorontoHK New YorkLos Angelesfigures are for 2002
in S$
NLB's strong innovation excellence
TODAY (16 Apr 05, p 6) reported on the results of the first-ever innovation survey conducted by IPS and Monitor Group. It highlighted NLB’s success in achieving strong innovation excellence with hassle-free systems like its computerised 24-hour book drop and quick check-out services. The survey covered 52 companies. “The NLB must be doing something right to make people remember their brand name….they have used technology for the convenience of its customers,” said Dr Hitendra Patel from the Monitor Group .
NLB SQA Journey
Questions & Answers
NLB SQA Journey
Thank You!
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