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Libraries
To deliver just-in-time information with passion and a smile
Deploying the NUS Service Class framework to scale the peaks of service excellence
Lee Cheng EanAssociate University Librarian (Resources)NUS Libraries
Kan Sok ChengPrincipal LibrarianHead, Medical/Science LibraryNUS Libraries
9th Northumbria Conference on Performance Measurement in Libraries and Information Services – 22 to 26 August 2011, York, UK
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Agenda
• National University of Singapore (NUS) • NUS Libraries• NUS Service Class (NUSSC) Framework• Deploying the NUSSC Framework in
– Leadership– Planning– People– Customers– Information– Results
• Developing ICUBE@NUSL2
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21 LOWER KENT RIDGE ROADSINGAPORE 119077
nus.edu.sg
• 36, 000 students from 100 countries• 15 faculties & schools• 3 Research Centres of Excellence• 21 university-level research institutes• Close affiliation with 16 national level
research institutes/centres
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NUS Vision & Mission
5
NUS Vision NUS Strategy
Towards a Global Knowledge EnterpriseA leading global university centred in Asia, influencing the future
Key components of NUS' strategy: 1. Nurture, recruit and retain best
quality people2. Attract the best students,3. Provide a high quality
educational experience4. Focus on high impact research5. Inject a spirit of enterprise into
education and research, and develop impactful synergies in education
6. Nurture committed alumni7. Develop global profile and reach
as a leader among universities. 8. Adopt and adapt best practice
governance and management
NUS Mission
To transform the way people think and do things through education, research and service
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Music
Chinese
NUS Libraries
6
C J Koh
Central
ScienceHon Sui Sen Memorial
Medical
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NUSL Vision, Mission & Core Values
xxxxx
To deliver just-in-time information with passion and a smile
To be a premierknowledge hub that
promotes the University’s vision
Collection excellence
Serviceexcellence
Staffexcellence
Operational excellence
RespectRespect for
differences, fostering mutual trust &
teamwork
IntegrityHonesty &
professionalism in our conduct
CommitmentDedication and
ownership that creates value for the NUS
Libraries
ExcellenceEmphasis on attaining the highest standards
in service; shared pride in excellence
achieved by members of the libraries
Vision
Mission
Strategic Thrusts
Core Values
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NUS Service Class
• Launched in 2007 by the NUS Office of Quality Management
• Adapted from the Singapore Service Class – a certification for business excellence
• Similar to the US Malcolm Baldrige Quality Award and the European Excellence Award
• Create a service-oriented environment at NUS
8
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Why we deployed the NUS Service Class Framework• Allows a systematic approach to assess and address gaps in
the following areas– Service leadership – how management leads and sets
directions to create a customer-focused service excellence environment
– Service agility – how we use information to respond to changing environment and address customer expectations
– Customer experience – how we deliver services to delight the customers
– Customer delight – how we measure and improve service performance
Put simply : How we are performing!
10
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NUS Service Class – assessment criteria
11
Area to be addressed
Category Item No. of statements
Total points
Service leadership
Leadership Executive leadership 4
120 Organisational culture 4
Planning Strategy development & deployment 7 70
Service agility Information
Management of information 4 70
Comparison & benchmarking 2
Customer experience
People
Human resource planning 2
100
Employee engagement 2 Employee learning & development
2
Employee well being & satisfaction 2
Employee performance & recognition 2
Customers Customer requirements 6
190 Customer relationship 8 Customer satisfaction 4
Customer delight Results
Customer results 3 450
People results 2 Operational results 2 Financial & market results 2
17 items 58 1000
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NUS Service Class Assessment
• Two national assessors appointed by OQM• Application report• Site visit and interviews• Assessment report
– Strengths– Weaknesses – opportunities for further improvement– Recommended points awarded
12
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NUS Service Class - Award
13
Award level Value 1) Commitment to Service Excellence
Cash – S$10,000 (£5,000) One-off grant per staff member S$50 (£25)
2) Recognition for Service Excellence
Cash – S$20,000 (£10,000) One-off grant per staff member S$100 (£50)
3) Outstanding for Service Excellence
Cash – S$30,000 (£15,000) One-off grant per staff member S$150 (£75)
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14
NUS Libraries’ Achievements in NUSSC
2007 – Recognition for Service Excellence
2010 – Outstanding for Service Excellence
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Deploying the NUSSC Framework at NUSL
Linking strategic planning, human & financial resource planning, information management and customer needs with visionary leadership
15
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Visionary Leadership
• Committed to delighting users• Committed to a strong staff training & development
culture• Committed to full involvement in the strategic planning
process• Committed to sharing & communicating with
stakeholders
16
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Integrating Strategy with HR & Financial Planning
Project team & HoDs conduct departmental
SWOT & gather Information via:
Environment scanning, library visits, seminars and conferences; Information
management systems; Staff; Partners / Suppliers
3-Yearly Yearly (complete in July and align with budget submission in Sept)
Senior Leadership &
HoDs develop 3-year concept
plan
SL finalizes the NUSL & Dept goals and objectives &
communicate Strategic Plan to all
NUSL staff
HoDs deploy the action plans
according to the Strategic Plan
Implement and follow-upHoDs formulate annual goals, objectives and strategies based on the 3-year concept plan
Analyse training needs
Formulate Total Training Plan & Road
MapEvaluation from
annual staff performance
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NUSL Strategy NUS Strategy
Promote services & resourcesImprove services
Develop timely & relevant resources
Enhance retrieval from collections
Nurture and retain high performance & innovative staff
Provide a high quality educational experience that stretches students, is globally-oriented, and develops skills and values to enable them to reach their full potential
Nurture, recruit & retain best quality people, the single most important determinant
of the quality of education and research
Focus on high impact research that advances knowledge and its application, and which is of high international quality and impact
Strategy Alignment
Continual improvement of process & infrastructure
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Six Strategic Objectives
• Nurture and retain high performance & innovative staff
• Develop timely & relevant resources• Enhance retrieval from collections• Promote services & resources• Improve services• Continual improvement of process &
infrastructure
19
xxxxx
To deliver just-in-time information with passion and a smile
To be a premierknowledge hub that
promotes the University’s vision
Staffexcellence
Collectionexcellence
Serviceexcellence
Operational excellence
RespectRespect for differences,
fostering mutual trust & teamwork
IntegrityHonesty &
professionalism in our conduct
CommitmentDedication and ownership that
creates value for the NUS Libraries
ExcellenceEmphasis on attaining the
highest standards in
service
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Strategy Map
20
Learning & growth perspective
Internal perspective
User perspective
Stakeholderperspective Relevant
facilities
Collection excellenceInformation
anytime/anywhereExcellent services
Service & Collection Excellence
Staff Excellence
Staff, Collection & Operational Excellence
Vision & Mission
Promote Services & Resources
Nurture and retain high performance & innovative staff
Develop timely &relevant collection
Enhance retrieval from collection
Continual improvement of
process & infrastructure
Improve Service
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21
Thrust Track & Review
Strategic Objective
Dept Objective
Quarterly Review at LSM level
Staff action plans & measures
Staff Performance Review • Mid-year• Year-end
• Monitoring at Dept level
NUSL target for Users Satisfaction Survey:75% of users rate the performance of library good & above
Collection Excellence
Enhance retrieval from
collections
Provide effective retrieval by organising
information & enhancing
accessibility
Professional Objective Catalogue urgent titles within one working day
Measure: Access to portal, LINC and E-resources 99% of the time.90% of urgent & RBR books catalogued within 1 working day
Management Assistant Obj: Search for bibliographic record Verify and update bibliographic information
Operations Associate ObjectiveEnsure proper physical processingReserved items ready for pick-up
Implement 3 Encore
new features
Provide seamless access from databases to subscribed full-text
documents using WebBridge
Add 30 databases for multiple database
searching using ResearchPro
Cascading, Tracking & Review Process
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Ordering Staff
Development
Student Assistant Scheme
Internship
Recruitment
Receiving
E-resourceManagement
E Content creation
DDS
InformationLiteracy
Visitors
Facilities Management
After Office Hour Services
Loans Services
Collection Development & Management
Indexing
Outreach
Publications
Reference Information ServicesPhysical
Processing
Membership
Cataloguing
NUS High School
Brenner Library
A*STARE resources
OtherInstitutions
Invoicing
Payment Processing
IT infrastructure maintenance
& development
People - Organisation Structure
Resource Teams
Project Teams
University Librarian Planning & Development Committee
Loans & Membership Services Committee (Sec, LMS Coordinator)
Information Services Committee(Sec, IS Coordinator)
Communication Task Force
Business Services
Unit
Library Human Resource Unit
Library Information
Technology Unit
LibraryAsset Management
Unit
Financial Services
Unit
Chinese Library
Central Library
CJ Koh Law Library
HSSMLibrary
Science Library
MedicalLibrary
Music Library
Associate UniversityLibrarian (Services)
Associate UniversityLibrarian (Resources)
Function Teams
Professional Librarians(part-timers =half) 68.5
Management Assistant/Specialist Associates 75
Operations Associates 55
Total (excluding 3 IT staff) 198.5
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HR Strategic PlanNUSL Strategic Thrust
Staff ExcellenceNurture & retain high performance & innovative staff
Staff Planning &
Deployment
Staff Engagement
& Commitment
Staff Training &
Development
Staff Well Being &
Satisfaction
Staff Performance
& Recognition
Manpower Planning
Recruitment
Cross Functional Teams
Staff Communication
Continual Improvement
Staff Empowerment
Training Framework
Professional Development
Scheme
Career Advancement
Work-Life Balance
Staff Feedback Channels
Reward & Recognition Framework
HR Plans & Programmes
Envi
ronm
ent
Scan
ning
(Bes
t Pra
ctice
s)
NU
S H
R G
uide
lines
& P
olic
ies
HR
Wor
kpla
nsH
R K
PIs
Inputs Outcome
Review & Evaluation
23
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Staff Training & Development
• Training Framework– Induction Program– Structured Learning Programmes for new staff– Training Needs Analysis– Total Training Plan (Competency-based training programmes) – Share and Learn Always (SLA) for continual improvement– Best practice learning opportunity
• Professional Development Scheme– Encourage and motivate staff for continual development
• Career Advancement– Formal training leading to certification (e.g. MSc in Information
Studies)
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Level TeamworkAchievements
through Innovation
Communication
Strategic Administrative Change Agents Meeting (ACAM)President’s meeting with Deans & ACAM membersBoard Meeting (Board of Undergraduate Studies)
NUS Service Class Award
Strategic Thrust Steering CommsSenior management meetingStaff communication & sharing sessions
Operational IQ TeamsResource TeamsProject CommitteesStaff Welfare Committee (SWC)
IQ Team Project: Awards
Departmental morning briefingDialogue sessionsStrategic plan sharing/cascading sessionsLibrary staff blog – Chatty box
Individual Buddy to new staffSWC events & activitiesVoting of Shining Star Awards
VOICE AwardNUS Quality Service AwardLean Six Sigma certification
Participate in Org Climate SurveyCoaching/appraisalBlogs/Wiki
Mechanisms for Staff Engagement & Commitment
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Customer Relationship ModelCustomer Interaction
Continual Process Improvement
• Innovative IT applications• Training & Development• Lean 6 Sigma Project• Internal Communication• Supplier & Partner Selection
& Management
MeasurementCustomer satisfaction, Service standards, KPIs, Compliment-Complaint Ratio
Resources• Print collection• E-Resources
*Subscribed e-resources*In-house databases*Digitized collection*Institutional repository (ScholarBank@NUS)
• Multimedia• Microfilms
Services• Membership services• Loan services
*Inter-library loan*Intra-library loan
• Document Delivery• Information Literacy
Programme*Orientation*Library tutorials
• Information Services
Customers• Students• Faculty• Ext. members
TouchpointsInformation desk, Service counters, Open stacks, Roving ambassadors,Email, Twitter, Blog, Library portal
Response
Action
Feedback
Customer
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Methods of Gathering Information from Users
NUS LibrariesOnline survey feedback form, Focus groups,
ILP & outreach evaluation forms, Specific purpose surveys, Performance of photocopy
vendors
NUS-wideNUS service departments
survey conducted by OQM
InternationalLibQUAL+
Informal conversations with users
Formal feedback channels from users
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Our Customers’ Requirements • Availability of subject specialist
assistance• Space for group learning and discussion• Quiet space for individual work• A place to relax and interact• Library space that inspires study and
learning • A haven for study, learning or research
UGrad
• Availability of subject specialist assistance• Making electronic resources accessible from home
or office • Relevant print /and/or electronic journal
collections
Grad
• Availability of subject specialist assistance• Assistance in building their bio-data including citation
analysis
Fac/Res
Admin
• Information to help in decision making and assisting the academics
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Use of Information to Compare with the Best : LibQUAL+ Survey
Aspect of Library Service
Ranking with 28 ARLs
Ranking with8 AULs NUSL Strategic Thrusts
Affect of Service 6th 2nd Service Excellence
Information Control 4th 2nd Collection Excellence
Library as a Place 22nd 6th Operational Excellence
Overall 8th 2nd Service, Collection & Operational Excellence
ARLs: Association of Research Libraries members which have conducted LibQUAL+ in 2008 or 2009. Ranked with 28 selected ones
AULs: 8 Asian universities in the 2009 Top 100 Times Higher Education – QS Asian University Rankings with libraries that have been LibQUAL+ assessed
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Use of Information in Strategic Planning
Added a 4th Thrust :
Operational Excellence (Feb
2009)
Finalised measures to the
7 objectives (May 2010)
Implemented a tracking system
(May 2010)
Incorporated budget &
manpower requirements
(Jun 2010)
ICUBES@NUSL
Refined 7 objectives to 6
(May 2011)
Improveme nt
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Use of Information in Designing ILP with core undergraduate modules
LC1006 Legal Analysis, Writing & Research2008: Lectures & questions for graded test
MKT1003 Principles of Marketing (2007)
MNO1001 Management & Organizations (2008)
EG1413 Critical Thinking and Writing (2009)
Year 1 curriculum“Introduction to Hands-on Database Searches”Incorporated (2007)
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Use of Information for Better Staff Rewards and Training Programmes
Gathering system Analysis & Use Outcome (Improvement)
Organisation Climate Survey
More reward
More empowerment
•Implementation of the Shining Star Award•Greater Empowerment to frontline staff•Internal Communication Guidelines•LSM Blog ---> Chatty Box
Staff Performance Appraisal Process
Identify training needs and areas for improvement
•Use for developing total training plan•Select appropriate training for staff•Competencies of staff is enhanced
Empower staff with knowledge to serve users more effectively
•Improvement to Internal Communication:•ICUBES@NUSL•Implementation of staff wiki•Sharing session of new services implemented such as online chat, twitter,
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34
Use of Information to Support Library Expansion projects
Now : planning the Expansion of CJ Koh Law Library
HSSML : Before Renovation – roof garden
HSSML: After renovation – discussion
rooms and quiet area
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Use of Information to Monitor Response Time to Feedback
• Acknowledge feedback received or reply within 1 day
• No satisfactory resolution or needs reference to another authority, user will be notified by Day 3
• Close feedback within NUSL purview within 5 days
1-3-5 Feedback Resolution Guideline
Data from ACCCSS
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Use of Information to Support Staffing & Budget Proposals
36
Total Student/pro-fessional staff
Reference Queries/pro-fessional staff
Loans / Library staff
0
1000
2000
3000
4000
5000
6000
477
1,796
5,085
263711
1,521
NUSL ARL Median
Benchmark Criteria
Ratio
Higher is better
Ratio of:
§ Total Student / Prof Staff almost twice of ARL median
§ Reference Queries / Prof Staff
more than doubled ARL median
§ Loans / Library Staff more than 3 times ARL median
Benchmarking with ARLs
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Innovation from Staff Feedback
Mobile Compact Shelves Electronic
Electrical
Upfront savings$1,035,328(£517,660)
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Innovation from Staff Feedback
Server Virtualization ProjectBefore After
IBM DS4200
IBM x3650
IBM x3250
Tape Autoloader
Upfront savings$71,954
(£36,000)
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Operations: We Excel to Improve
Productivity
Costs
KPIs
VOICE
IQ Teams
Innovation Effective Useof Resources
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Applying Lean for continual improvement
42
Invoice Batching & SAP Posting Interface
New Book Arrivals Alert Service
Journal E-checkin System
Special Recognition
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43
Keeping Track of Results
• Monitor the trends• Customer results
– Customer satisfaction• People results
– Staff satisfaction• Operational results
– Service KPIs – Collection KPIs
• Financial & market results– Cost savings
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Service Standards: 7 Promises
CL:Central Lib MU:Music Lib LW:Law Lib MD/SC:Medical/Science Lib HL:Hon Sui Sen Memorial Lib
Key Indicators 2008 2009 2010
Keep to the library opening hours published on the portal
100% 100% 100%
Provide access to the library portal and LINC 99% of the time
99.94% 99.97% 99.7%
Respond to feedback and queries sent to service email accounts within 1 working day
CL:98.90%MU:100%
CL:98.90%MU:100%HL:97%
LW:100%MD/SC: 99%
CL: 100%MU: 100%HL: 99%
LW: 100%MD/SC: 99%
Answer service telephone lines within 3 rings
N.A. 96% 100%
Attend to 95% of in-person queries within 3 minutes
99.67% 99.62% 100%
Make available all books returned at the loans desk within half an hour
CL:100%MD/SC:100%
CL:100%MD/SC:100%
100%
Provide access to subscribed e-resources 99% of the time
99.99% 100% 99.99%
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Major AchievementsTimeline Achievements
2007 winner of NUSSC Recognition for Service Excellence
million unique virtual visitor
2008 library in the world to be viewed online in 3-D using Google Earth technology
2 awards for NIQC 2008
2009 Ranked 8th and 2nd among 28 ARL member libraries and 8 top Asian university libraries respectively for LibQUAL+ survey 1 , 1 & 1 Special Recognition Awards for NIQC 2009
1 Service Achiever & 4 Service Advocates for NUS Quality Service Award 2009
VOICE Outstanding Suggestion of the Year (for Oct 2008 to Sep 2009)
2010 April ScholarBank@NUS launched
May Patent granted for Book Bin by The Registrar of Patents Singapore
July Journal E-checkin project selected for ICQCC 2010 in Hyderabad, 12-15 Oct 2010
July & 2 consolations prizes for the “Great Customer Service Story” Contest
Nov NUSSC Outstanding for Service Excellence
2011 July Launch of revamped library portal
1st
1st
1st
Gold
Silver
Silver
Second
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Achievements - NUS Perception SurveysYear
Survey 2004 2006 2008 2010
Faculty Perception Survey• Position• % Good/Very Good Ratings• % of Improvement
74%-
84%13%
82%-2%
1st84%2.43
Student Perception Survey• Position• % Strongly Agree/Agree• % of Improvement
73%-
79%8%
83%5%
1st82%
-1.2%
Service Attributes Ratings - Overall Customer Service Experience• Position• % Good/Very Good
N.A. N.A.88%
1st 1st 1st
1st 1st 1st
1st 1st89%
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How the NUSSC Framework helped us
• Aligned management practices, systems and processes throughout the library
• Set targets and key performance indicators to assess our performance
• Cascaded plans to all levels of staff • Provided opportunities for continual improvements• Discipline ourselves to think of the causal effects of the
strategic actions, processes and measures
48
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Future plans
49
• Map core processes with strategic objectives• Develop ICUBES@NUSL - Integrated Information &
Intelligence System for better management of information– Enterprise Architecture– Push & pull information– Dashboard
oOrganizationaloDepartmentalo Individual
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Mapping core processesStrategic Thrust Collection
15%Service
30%Staff35%
Operation 20%
Process Importance (Rank)
Strategic Objectives Develop timely and relevant resources
Enhance retrieval from collections
Promote services and resources
Improve services
Nurture and retain high performance & innovative staff
Continual improvement of process and infrastructure
10% 5% 20% 10% 35% 20%
S/N Core Processes
1 Membership
2 Acquisition (Subscription) 9 9 5
3 Acquisition(One time purchase) 9 9 5
4 Reference/Information 9 9 9 1
5 Loan 9 4
6 User (Feedback) 9 9 9 9 3
7 Information Literacy Programmme 9 9 2
8 Outreach 9 4
Processes Supporting Strategic Objectives 3 4 3 1 2 2