WorkSmart presentation NCLA 10-5-2011
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850,000 residents Oct. 5, 2011 NCLA 59 th Biennial Conf. WorkSmart: Saving Time, Reducing Cost, and Improving Customer Service in Challenging Times
Transcript of WorkSmart presentation NCLA 10-5-2011
850,000 residents
Oct. 5, 2011NCLA 59th Biennial Conf. WorkSmart: Saving Time, Reducing Cost, and Improving Customer Service in Challenging Times
WorkSmart Presentation
Your storytellers :Michael LambertLinda Raymond
Everett BlackmonChris Bates
Once upon a time…
In a Land not so very far away …
History of Charlotte Mecklenburg Library
Founded in 1903 with 2,526 books90% Budget comes from Mecklenburg Co. Director (interim) David SingletonFormerly Public Library of Charlotte & Mecklenburg County
The People of the Land
Charlotte, NCPopulation over 900,000 based on new censusLocated in Mecklenburg County in North CarolinaFounded in 1755
Troubling Times were ahead.
2009 2011
Budget $ $41,307,853 $25,476,909
Staffing 551 314
Hours Open 1521 722
# of Branches 24 20
Employees
0
100
200
300
400
500
600
700
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Employees
Usage
6,000,000
6,500,000
7,000,000
7,500,000
8,000,000
8,500,000
9,000,000
2005 2006 2007 2008 2009 2010
Usage
Usage- Per Employee
10,000
15,000
20,000
25,000
2005 2006 2007 2008 2009 2010
Usage/PerEmployee
The people of the Land
were dismayed.
Library Task Force
Future of the Library Task Force Recommendations
•“…the library has to consider the efficiency of…
•“Innovative practices… Recommendations in this area might include trying different things in different locations.”
•“Consolidation of functions represents one step in redesigning the delivery of services.”
•“… cuts could be avoided by reengineering our processes.”
What could be done?
Working Smarter?
Continuous Improvement
Value of Process Improvement
Old New
Roll Out
Life Cycle of a Book
• Weeding• Lease
Plan
De- Selection
• How can we improve?
• How can we more effectively use?– Equipment– Technology– Staffing
• What can we STOP doing?
Circulation Activities• Registration• CKO• Mending• Displays• Internal Routing• Weeding
• Pre-Shelving• Cleaning books• Book Drop – how often?• Delivery• Holds• Online Account Services
Circulation Activities
Why Not Us?!
95 95
62
0102030405060708090
100
San Jose Public Library (CA)
Orange County Public Library (FL)
Charlotte Mecklenburg Library
Self CKO %
Self CKO %
Staff Survey
Observations
Champions Emerge
WorkSmart @ University City Regional
Statistics for WorkSmart 2010/11
System (2009)
System (2010)
UC (2009) UC (2010)
CKOs 7,093,974 5,557,824 853,320 654,086 CKOs Avg. /month
591,165 463,152 71,110 54,507
Self CKO % 44.66% 49.60% 49.75% 53.29%Door Count 5,836,636 3,399,520 457,844 259,948 Door Count Avg./month
486,386 283,293 38,154 21,662
WorkSmart
@ UC
Feb 2011 March 2011 June 2011 August 2011
Self CKOs 66.17% 72.64% 81.84% 83.24%
T RUST
WorkSmart in action . . .Our concerns were: How can we
reengineer our workflow and environment?
Planning, thoughts/ideas, necessary actions…make it happen!
What do the patrons and staff get out of all this?
E MPATHY
Empathizing with patrons, staff, and other stakeholders to have a functional
library.
Maintaining a sense of human camaraderie and pride of empowerment for our patrons * Greeters.
Using new language while demonstrating the ease of self service, (i.e. self checkout).
A CTION
Completely eliminate preshelving. Create space in the workroom for efficiency and fluidity.
Set standards and expectations.
Recruit new and retrain existing volunteers.
Negotiate with staff to create and use best practices.
Added vital space to the workroom in order to accommodate volume.
Before After
Sorted directly from delivery/bookdrops to shelf-ready carts.
As a long time staff member at UC, “I was ready for any change that would increase or improve the workflow in the workroom. The removal of a few shelves and rearranging the work tables gave us much more workable space and helped to eliminate the “traffic jam” of carts and staff.”
M AKE SMART DECISIONS
Gain buy-in from administration to the front line, etc.
Keep lines of communication open throughout the branch and system-wide.
More intuitive processes for patrons and staff (e.g. removed DVD jewel cases; interfiled nonfiction DVD/BODs).
Improve self sufficiency for patrons (keeping in mind their comfort level with libraries and technology).
Moved staff beyond service desks-- Greeters.
Added an additional self-check station.
All Requests easily available for patron pickup/checkout (AV previously held behind service desk).
What could patrons do for themselves?
Check-out for themselves. Check library account status. and check all their children’s accounts too!
Use catalog to find materials and place reserves.
Renew items and pay fines.. . . and access these services from home; saving a trip to the library!
Sell! Sell! Sell!
“Staff is wonderful and provides good service. It is really great that they take the extra time to show you how to find library materials.”
“I really like the personal attention from the Greeter. It’s really great learning new skills and helping out the library staff. I didn’t realize that I could do so much myself without waiting for staff assistance.”
TRUST
EMPATHY
ACTION
MAKE SMART DECISIONS
Happily Ever After
?
Well, it’s not Rocket Science!
The Basics of WorkSmart Philosophy
• Recommitting ourselves to using resources already available more effectively.
• Thinking differently about what libraries do.• Working in teams.
Rewards• More conversations among staff about
process efficiencies, continuous improvement.• Identify opportunities for cost savings.• Begin pilot testing re-engineered
processes, streamlined work-flow.
Buy-in from front line staff• System goal of 80% patron initiated checkout
by June 2012.• Individual location goals set by on site
managers.• Individual staff set their own goals in
collaboration with manager.• Staff have better, more informed
conversations about how libraries operate efficiently and effectively.
Opened renovated Beatties Ford Road
Regional in June 2011 as a
WorkSmart Branch
• Better workflow• Stole best practices• Free Library Cards
Beta test• 88% Self cko - Aug
2011!
Some Funding and Hours add backs!
Remember July 2010?
South County Regional Library circulates 1 million items a year
July 2011
One little low-cost idea that grew and grew
and Grew!
Why Not Us?!
95 95
62
0102030405060708090
100
San Jose Public Library (CA)
Orange County Public Library (FL)
Charlotte Mecklenburg Library
Self CKO %
Self CKO %
Charlotte Mecklenburg LibrarySelf CKO % 2011
74%
62%
We try, but librarians can’t do everything for everyone. We never could.
Film and Sound, PLCMC, c. 1946
WorkSmart has renewed Charlotte Mecklenburg
Library’s focus on doing our best with current resources to
serve our community today and tomorrow.
The End…or is it just
the beginning ?
Questions?
Thanks for coming!
This presentation can be found on bit.ly/worksmartncla11
