Strategic Initiative IV
Organizational Development:
Develop sustainable, adaptive, organizational practices that allow the Library to thrive internally and externally
Goal 1: Develop and maintain a skilled, knowledgeable, flexible and diverse staff team that can respond confidently and creatively to the changing public library environment
- Improve training at hire
- Develop staff mentoring and recognition programs
- Improve and monitor internal communication
- Provide training opportunities for staff to develop new skills
[Update: We have a full orientation program that includes HR, Security and department specific training at hire.
We also provide customer service training to all employees on an annual basis, and supervisor positions and above receive a 3-year management training program.
We also provide a variety of training opportunities to different categories of employees on an ongoing basis.
Circulation supervisors and manager are re-evaluating all training procedures in the department and will implement new training programs for supervisors, clerks, and processors before the end of 2006.]
[Update: We will be running a pilot training session on safety and security in the public areas for public service department employees beginning April 2007. This training session has been developed by and will be presented in-house by members of our Management team and the Security Department. If successful, this program will be continued into the future for all newly hired public service employees.]
[Update: We introduced an employee recognition program in November with the first distribution of Service Awards at Staff Day. This will continue to be a part of Staff Day.
Mentoring has begun in the Public Library Associate category, and we have increased our participation in the UM Directed Field Experience program for graduate students in the School of Information.
The "Above & Beyond" program has been well utilized by staff to thank co-workers for going above and beyond for them.
In March 2006 the first three employees were selected to receive "extra M.I.L.E." awards of gift certificates for downtown merchants for their contribution to AADL.]
[Update: Mentoring in the PLA and DFE programs have been expanded to include several departments. One PLA position each year is awarded to a candidate who receives a scholarship through the School of Information and paid internship with us.
The Employee Recognition program is running smoothly.
Service Awards have become a tradition to be given out each year at Staff Day. The Above and Beyond program is well utilized by staff to thank their co-workers for going above and beyond.
The Extra M.I.L.E. program was slow to start but has been awarding gift certificates to employees on a fairly regular basis now.]
[Update: The Director communicates each week via email with the entire staff and Board of Trustees with an update on library related matters.
Most managers communicate weekly via email with whole departments on important issues.
Most departments hold monthly or quarterly departmental meetings.
We hold quarterly all-staff meetings, or more if needed, led by the Director.
All public service desks have access to an internal chat channel to allow for rapid communication and knowledge-sharing between service points.]
[Update: We continue to provide both in-house training opportunities and we have a healthy training budget to send staff to outside training opportunities which have included Harvard Business School, UM Business School, and national conventions throughout the United States.
Many on staff hold elected or appointed positions in a variety of professional associations at national and state levels.]
Goal 2: Create ongoing process for Board development
- Provide opportunities for training in public finance, library law, scope of responsibility and organization
- Develop Board reference website
- Develop orientation program for new Board members
[Update: Ongoing through MLA, ALA, ULC and Library of Michigan. Funding provided by AADL.]
[Update: Done.]
Goal 3: Expand local and national leadership role
- Develop the next generation of library leaders at the local, regional and national levels
- Take the lead in developing relationships with community organizations
[Update: Participating in a SI/UM scholarship program.
Applied for PLA grant to fund tuition for staff attending ILS graduate programs. Our proposal was not funded.
We attempt to recruit ALA Spectrum Scholars to AADL. Currently, one AADL staff member at a supervisory level is an ALA Spectrum Scholar.
Incoming fall PLA is a product of our partnership with UM School of Information and she is a Spectrum Scholar.
Library Director elected President of Michigan Library Association.]
[Update: Ongoing and very successful.]
Goal 4: Build strategic thinking
- Create process to measure and evaluate strategic plan
- Make the strategic plan and progress visible
[Update: Reporting and recommending changes annually.]
[Update: Website; lobby Downtown; Director's Blog.]
Goal 5: Establish benchmarks and best practices for staffing, services and management
- [Update: We qualified for the Library of Michigan Essential Status for Qualitative Services in public libraries in January 2006.
aadl.org selected as best library website in US.]
[Update: The management team has established a weekend rotation to have a Manager on Duty in the buildings every weekend. The Manger on Duty assumes responsibilities for staffing, buildings, and general operations; they are also the liaison with the Administrator in Charge when necessary. This ensures that the same high level of customer service that we are committed to providing is consistent.]
