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NLB SQA Journey

NLB SQA Journey. Ms Ngian Lek Choh Deputy Chief Executive SQA Project Deputy Sponsor National Library Board. Session Objective. Sharing of best practices as identified by SQA assessors in NLB ’ s SQA Feedback Report. A Quick Overview. How it all started ….

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NLB SQA Journey

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  1. NLB SQA Journey Ms Ngian Lek Choh Deputy Chief Executive SQA Project Deputy Sponsor National Library Board

  2. Session Objective Sharing of best practices as identified by SQA assessors in NLB’s SQA Feedback Report

  3. A Quick Overview How it all started….

  4. Building a World-Class Library & Organisation

  5. The Library : Quick Facts 3 Regional Libraries Community Libraries 19 Community Children’s Libraries 18 National Library 1 School / Academic Libraries 12 Govt / Special Libraries 21 Total : 74

  6. Best Practices 1.1 Senior Executive Leadership “Outstanding leadership that radically transformed the library and inculcate a culture of customer service, passion for learning, innovation and excellence.”

  7. Percent Favorable Centre Line: ISR Singapore Public Sector National Norm [N=29,805] 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 79 75 70 91 80 79 87 63 62 79 91 32 Staff Survey 2004 NLB versus the S’pore Public Sector Norm

  8. Comparison of NLB Leadership with Public Sector Norm

  9. Culture: Comparison between 2002 & 2004 Surveys

  10. Best Practices 2.1 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.”

  11. Linkages Between L2000.House Model.Group Level Goals Qlty Service Through Mkt Orientation L2000 Strategic Thrusts An Adaptive Public Library System Global Knowledge Arbitrage Co- ordinated National Collection Strategy Symbiotic Linkages with Biz & Community A Network of Borderless Libraries Strategies Corporate KPIs Group Level Goals / Group KPIs

  12. NLB’s Long-term Goals L21 (10 to 15-yr plan) L2000 (10 to 20-yr plan) DPC Phase 1 Development Plan extended to 2007 Year 1996 2003 2007 2000 2005 2010 2015 2020 1995

  13. Improvements made to the Corporate Planning & Review (CPR) Process

  14. Best Practices 3.1 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”

  15. NLB Information Framework

  16. Roles of Strategic Initiatives & Research (SIR) in Planning & Improvement Process Environmental Scanning Corporate Performance Measurement Provide information & data that can be used by NLB for decision making. Provide information on issues, trends and best practices Strategic & Corporate Planning Facilitate the development of corporate plans and strategies ES info as inputs to SCP CPM info as inputs to SCP • 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

  17. METROPOLITAN ( INTAMEL LIBRARIES formerly SECTION of IFLA Using MetLS of IFLA (formerly Intamel) to benchmark our performance )

  18. Best Practices 4. People “Focus on employees’ competency, career & development and health & safety resulting in high employee satisfaction which is higher than public sector norms.”

  19. Linking HR Strategies to Corporate Strategies

  20. Culture: Comparison between 2002 & 2004 Surveys

  21. Workplace Satisfaction: Comparison of 2002 and 2004 Staff Survey Results

  22. Action Planning Stress, 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

  23. Best Practices 5.1 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.”

  24. BPR1 for Exponential Efficiency Improvements

  25. BPR2.Objectives Doing More for Less through Intrapreneurship Strategy Inc (SI) Planning to implementation processes Customer Inc (CI) Customer management processes Enabler Inc (EI) Content and collection management processes People Inc (PI) People development processes

  26. Best Practices 6. 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!”

  27. Maintaining Satisfaction with Service Standards Creating a Service Standard Habit regular ISO and Service Standards audits Categorisation for Ease of Understanding Maintenance of Collection (7) Housekeeping - maintenance of building (23) Programmes - preparation & publicity (6) Staffing & administration (11) Maintaining Easy Access to All Staff Through the Teamroom

  28. Determining Customers’ Future Requirements Channels Recurring surveys. Customer Satisfaction Survey. Focus Groups. New National Library.Jurong Regional Library. Library 21 Feedback Channels. Forms.Online.SIU (Service Improvemet Unit) report Environmental Scanning Reports in Teamroom. Analysis for New Services

  29. Integrating Customers’ Future Requirements Categories Collection.Key Services.Programmes.Staff.Ambience Integration into NLB’s Customer Segments 0-67-1213-1920-59>60years old Strategies Developed for each segment

  30. Performance of NLB- Overall CSI

  31. Key Results NLB - World-Class Library

  32. NLB.A World Leader in Library Usage Los Angeles NLB Toronto HK New York figures are for 2002

  33. NLB.A World Leader in Library Usage Los Angeles Toronto HK NLB New York figures are for 2002

  34. NLB.A World Leader in Cost Efficiency in S$ NLB Toronto HK Los Angeles New York figures are for 2002

  35. 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 .

  36. NLB SQA Journey Questions & Answers

  37. NLB SQA Journey Thank You!

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