1. technology and computing

The Way We Share
EPL BUSINESS PLAN
2011 - 2013
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 stafffacilitated 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.
EPL’s LONG-TERM PLANNING
FRAMEWORK
WHAT
SHARED VALUES
OUR MISSION
LONG
TERM
WHO WE ARE AND WHAT WE VALUE
WHY WE EXIST
WHERE WE ARE GOING
MEDIUM
TERM
OUR VISION
OUR STRATEGIC GOALS
OUR OBJECTIVES AND STRATEGIES
SHORT
TERM
HOW WE WILL GET THERE
WHAT WE WILL DO
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.
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SHARED VALUES
Who we are and what we value
NO
IN
Co
m
Ac mu
tiv nit
ato y
r
FUN & FRESH
IDEAS CHAMPION
E
TIV
VA
PASSIONATE
ABOUT SHARING
RT
PE OR
EX IGAT
V
NA
UNRIVALED
VALUE
HUMAN
IN
C
CO RED
NT IBL
EN E
T
OPEN
KNOWLEDGE
SEEKER
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.
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MISSION
VISION
Why we exist
Where we are going
We share.
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.
STRATEGIC GOALS
How we will get there
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.
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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.
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OBJECTIVE
Fully implement the Community-Led Service Philosophy (CLSP) as the core of
what we do – the foundation for service delivery, planning and relationships.
STRATEGIES
DESIRED OUTCOME
• 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)
• 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
OBJECTIVE
Creative service delivery models offer more ways to connect with communities
and customers.
STRATEGIES
DESIRED OUTCOME
• 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)
• A minimum of 2 new service delivery
models implemented
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OBJECTIVE
EPL understands the composition of Edmonton’s neighbourhoods and
understands our customers.
STRATEGIES
DESIRED OUTCOME
• 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
OBJECTIVE
EPL establishes a framework for formal and informal partnerships.
STRATEGIES
DESIRED OUTCOME
• Develop criteria for establishing and
evaluating Memorandums of Understanding
(MOUs) and other partnerships and
implement annual planning (2012)
• All new and existing partnerships follow
established framework
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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.
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OBJECTIVE
Increase active EPL memberships.
STRATEGIES
DESIRED OUTCOME
• 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)
• 100% increase in active memberships
over 2010
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OBJECTIVE
EPL is recognized as Edmonton’s #1 resource for early literacy experiences.
STRATEGIES
DESIRED OUTCOME
• Offer early literacy programs when and where
customers want them (e.g. evening, weekend,
online) (2011-2012)
• Grow our early literacy services and programs
to incorporate leading-edge approaches
(2011-2013)
• Strengthen collaboration with current
partners (e.g. Alberta Health Services Early
Intervention Program, Centre for Family
Literacy) (2011-2013)
• Develop additional partners and sponsors for
early literacy services (2012-2013)
• Increase in attendance at Early Literacy
programs, and reduction in waiting lists
• Increase in library cards issued to babies
• Rating of “Excellent” from 95% of program
attendees achieved
OBJECTIVE
Position digital literacy services as a core library service with staff and
customers.
STRATEGIES
DESIRED OUTCOME
• Define, expand and promote our digital
literacy services and programs (2011-2012)
• Review and implement recommendations of
the Technology Training Subcommittee
(2011-2012)
• Offer digital literacy programs when and
where customers want them (e.g. evening,
weekend, online) (2012)
• Develop partners and sponsors for digital
literacy services (2013)
• Increase in offerings and attendance at
digital literacy programs
• Rating of “Excellent” from 95% of program
attendees achieved
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OBJECTIVE
EPL offers popular programs that align with our values and reflect what
we do best.
STRATEGIES
DESIRED OUTCOME
• Review and evaluate new program
proposals and pilots before being offered,
moving away from single service point
program development (2011-2012)
• Define core programming in remaining target
areas (school-aged, teen, adult, seniors,
multicultural) and eliminate 80% of non-core
programs (2011)
• Assess current programs, increasing
offerings of programs that are well attended
and eliminating one-off, low priority
programs (2011)
• Implement twice annual system-wide
program planning (2012)
• At least 80% of each branch’s program titles
are EPL core programs
OBJECTIVE
EPL anticipates growing customer appetite for digital, on-demand content,
while maximizing customer experience with traditional materials.
STRATEGIES
DESIRED OUTCOME
• Improve eBook / eAudiobook experience
for customers and advocate for barrier-free
digital borrowing (2011-2013)
• Increase digital content which can be found
through our catalogue (2012)
• Put materials in the hands of customers
more quickly through reduced wait times,
streamlined processes, and innovative
lending models (e.g. sandbox, device
lending) (2012)
• Implement Collection Management and
Access review results and new tools
(such as Collection HQ) to maximize use of
traditional collections (2012)
• Build and distribute unique digital content
through partnerships (2012-2013)
• Increase in overall circulation (2012 – 15%
increase over 2010, 2013 -- 25% over 2010)
• Increase in circulation of digital collections
(2013 – 1,000% over 2010)
• Increase in eBook/eAudiobook collections
(2013 – 10% of total collection or an increase
of 700%)
• Decrease in turnaround time for holds and
orders
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OBJECTIVE
Customer service – find a way to say Yes, find a way to say Hi!
STRATEGIES
DESIRED OUTCOME
• Implement system-wide best practices for “on the
floor” customer service model (aka roving) (2011)
• Establish service standard in which every
customer is greeted and welcomed (2011)
• Rejuvenate customer service training (2012)
• Implement bold methods to identify staff
(e.g. uniform) (2012)
• Equip staff to provide core services on the floor
(e.g. mobile devices, roving circulation) (2012)
• Secret shopper ratings show that 95% of
customers are greeted upon entry
• Increase in Customer Satisfaction Survey
results: 95% feel welcome
OBJECTIVE
EPL entices readers, viewers, listeners and gamers with incredible content,
conversations and personalized recommendations.
STRATEGIES
DESIRED OUTCOME
• Reframe readers’ advisory from the
transaction to the transformational
conversation (e.g. rename the service,
extend to all formats) (2012)
• Mine borrowing preferences and patterns
to provide personalized recommendations
(2012)
• Entice customers to provide ratings and
reviews (e.g. prizes and promotion based on
community credits) (2011-2013)
• Share high interest staff picks on epl.ca,
newsletters, social media, and Bibliocommons
(2011)
• Implement best practices for merchandizing
collections to entice readers, viewers,
listeners and gamers (2012)
• Dramatically increase multimedia content on
our website (e.g. book reviews, programs,
tutorials) (2012)
• Increase in circulation of profiled picks
• Increase in readers’ advisory conversations
with customers
• Customer feedback on personalized
recommendations shows high satisfaction
levels
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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.
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OBJECTIVE
Online services are easy to use – at home and on the go.
STRATEGIES
DESIRED OUTCOME
• Implement single sign-on approach for our
website, Library Online, Bibliocommons and
databases (2011)
• Create more social, mobile-friendly version
of the EPL website (2011)
• Influence the development of social media
and mobile products and/or apps by library
vendors (2011-2013)
• Implement usability standards for online
services (2012-2013)
• Increase staff access to key tools
(2011-2012)
• Usability study shows high levels of customer
satisfaction
• Increase in use from mobile devices
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OBJECTIVE
EPL is our community’s digital workspace.
STRATEGIES
DESIRED OUTCOME
• Simplify Wi-Fi access and investigate
demand for wireless printing access
(2012-2013)
• Implement self-service fax, scanning, and
colour/double-sided photocopying (2012)
• Simplify computer booking, printing and
payments (2011-2012)
• Implement MS Office on public computers
(2012)
• Investigate temporary network storage for
customers (2012)
• Implement mobile devices zones (e.g.
laptops, access to power) (2011-2013)
• Create digital learning spaces within and
beyond EPL walls (e.g. mobile labs, media
labs) (2013)
• 95% of staff rate printing as dramatically
improved
• Reduced customer complaints
OBJECTIVE
Investigate opportunities to create a shared catalogue.
STRATEGIES
DESIRED OUTCOME
• Work with Metro Federation partners to share
an ILS (2013)
• Determine costs and benefits of joining
consortia (e.g. NEOS) (2011)
• Participate in discussions with The Alberta
Library or Public Library Services Branch
around shared ILS initiatives (2011-2013)
• Enhanced regional collaboration
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OPEN SPACES
We create open, safe and inspiring physical and virtual spaces.
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OBJECTIVE
We understand how customers use our spaces and do something about it.
STRATEGIES
DESIRED OUTCOME
• Research trends and analyze how customers
interact in and use our library spaces through
the 21st century library space internship
project (2011-2012)
• Establish best practices for co-existing
spaces (e.g. for creation, work, study, play,
conversation) (2011-2012)
• Audit attractiveness and ambience (e.g.
lighting, artwork, features, sightlines, flooring,
de-cluttering, cleanliness) (2012)
• Standardize furniture and equipment
selections (2011-2012)
• Develop a best model for shelving to support
access and way-finding (2011-2012)
• Revise Milner spaces to a single desk, “on
the floor” service model (2011-2013)
• 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
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OBJECTIVE
Customers and staff feel safe at EPL.
STRATEGIES
DESIRED OUTCOME
• Strengthen partnerships with law enforcement
and other agencies working on safety issues
(2011-2013)
• Increase “on the floor” services, providing
greater staff presence (2011)
• Review of security services (e.g. contracts,
technology, equipment) (2011-2013)
• Build staff skills (e.g. Non-Violent Crisis
Intervention training, staff meeting
presentations and discussions) (2011-2013)
• 50% reduction in number of serious incidents
• 95% of customers and staff feel safe in EPL
spaces
• 70% of all staff complete Non-Violent Crisis
Intervention training
OBJECTIVE
Our customers find what they are looking for quickly and easily.
STRATEGIES
DESIRED OUTCOME
• Implement standardized, simple, customerfriendly way-finding (e.g. signage, interactive
and online maps, holds pick up, LCDs and
promotional materials) (2011-2013)
• Explore alternatives to Dewey to support
interest area groupings (2011-2012)
• Surveys show that 80% of customers find
what they are looking for
• Achieve 90% customer satisfaction rating
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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.
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OBJECTIVE
Staff are skilled and enthusiastic in helping customers with technology.
STRATEGIES
DESIRED OUTCOME
• Implement a training model to increase
staff skills and confidence in use of
technology (2011-2012)
• Champion digital literacy services as
core services, incorporating innovative
approaches (e.g. recognition, peer
coaching) (2011-2013)
• 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 story.
STRATEGIES
DESIRED OUTCOME
• Enhance recruitment and selection
processes (e.g. job postings, interview
techniques) (2011-2012)
• Update job descriptions and advertisements
to reflect our mission, competencies and
brand (2011-2012)
• Build engagement and ability of staff to
fulfill their key role as EPL ambassadors and
advocates (2011-2013)
• Increase meaningful system-wide and local
recognition (2011-2012)
• Initiate practices to support employee work/
life balance (e.g. flex time, telecommuting,
job sharing) (2013)
• Increase in employee engagement survey
ratings (90% of staff are highly or somewhat
engaged in 2012 survey results)
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OBJECTIVE
EPL is a dynamic learning organization powered by staff sharing.
STRATEGIES
DESIRED OUTCOME
• Improve usability of staffweb as a tool for
sharing (2012-2013)
• Improve internal communication and
information management (e.g. internal chat
services, shift change huddle, document/
records management) (2011-2012)
• Increase job exchanges (2011-2012)
• Expand peer coaching (2011-2012)
• 90% of permanent staff participate in an
annual job exchange/shadow
OBJECTIVE
Staff learning infrastructure supports individual and collaborative learning.
STRATEGIES
DESIRED OUTCOME
• Offer new and varied training delivery
methods (e.g. online, system-wide PD Day)
(2011-2012)
• Implement results of core courses learning
needs assessment (e.g. orientation)
(2011-2012)
• Conduct follow-up learning needs
questionnaire (2011)
• Reinvent Next Generation grant program
(2011)
• Increase in training offered through online
delivery
• 10% increase in employee engagement
survey ratings
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SERVICE EXCELLENCE
We deliver efficient and effective services with creative, sustainable, diverse and
eco-friendly resources and practices.
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OBJECTIVE
EPL’s practices are customer-centric and easy to understand.
STRATEGIES
DESIRED OUTCOME
• Simplify circulation policies and business
processes (e.g. holds, borrowing, fines, plain
language) (2012)
• Implement user-friendly card management
options for households (2011)
• Expand and simplify online room booking and
stock ordering business processes (2012)
• Implement consistent hours of service (2013)
• Increase customer online account management
and payment (2011-2013)
• 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) (2011-2012)
• Streamline staff scheduling processes
(2011-2012)
• Reduction in customer complaints
• Increase in customer positive feedback
• 50% of customer payments are made online
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OBJECTIVE
EPL reduces its environmental footprint.
STRATEGIES
DESIRED OUTCOME
• Expand internal and external recycling
options and efforts system wide (e.g. multifunctional garbage/recycling containers)
(2012)
• Reduce carbon footprint of delivery fleet
(2011-2013)
• Reduce paper usage (e.g. blue holds slips,
internal forms, Board packages, print
booklists, Wildcards bookmarks) (2011-2013)
• Review ways to share community information
using formats other than paper (2011)
• 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
(2011-2013)
• Maximize grant and sponsorship
opportunities (2011-2013)
• Review Books2Eat as a fundraising event
(2012)
• Explore opportunities for new types of
fundraising events (2011-2013)
• Explore further fundraising roles for Friends
(2011)
DESIRED OUTCOME
• Revenue from grants and donations exceed
$1 million
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OBJECTIVE
Staff complement meets current and emerging service needs.
STRATEGIES
DESIRED OUTCOME
• 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)
• Implement talent management/succession
planning strategy to increase internal pool
of employees with capacity to fill leadership
positions (2011-2013)
• Implement structure for addressing short-notice
emergency staffing needs (2011)
• Increase in world language capacity to deliver
services
• Reduction in short notice emergency requests
for staff coverage
• Increase in positive staff and manager
feedback
OBJECTIVE
EPL grows our volunteer base through enriching opportunities.
STRATEGIES
DESIRED OUTCOME
• Develop a consolidated volunteer
management infrastructure, including
recruitment and recognition program (2013)
• Create new volunteer opportunities (2013)
• Increase in volunteer hours by 50%
• Increase in world language capacity to deliver
services
We are excited about all the amazing things we are
going to accomplish in the next three years.
We look forward to the involvement of every branch,
team and staff member in bringing this plan to life!
It starts with you.
Spread the words.
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