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!