Agenda

1. 9th Northumbria Conference on Performance Measurement in Libraries and Information Services – 22 to 26 August 2011, York, UK Deploying the NUS Service Class framework to scale the peaks of service excellenceLee Cheng EanAssociate University Librarian (Resources)NUS LibrariesKan Sok ChengPrincipal LibrarianHead, Medical/Science LibraryNUS Libraries To deliver just-in-time information with passion and a smile

2. 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@NUSL

3. Singapore 21 LOWER KENT RIDGE ROAD SINGAPORE 119077 nus.edu.sg

4. 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 21 LOWER KENT RIDGE ROAD SINGAPORE 119077 nus.edu.sg

5. NUS Vision & Mission

6. NUS Libraries C J Koh Central Chinese Medical Music Science Hon Sui Sen Memorial

7. NUSL Vision, Mission & Core Values To be a premier knowledge hub that promotes the University’s vision Vision Mission To deliver just-in-time information with passion and a smile Collection excellence Service excellence Staff excellence Strategic Thrusts Operational excellence xxxxx Respect Respect for differences, fostering mutual trust & teamwork Integrity Honesty & professionalism in our conduct Commitment Dedication and ownership that creates value for the NUS Libraries Excellence Emphasis on attaining the highest standards in service; shared pride in excellence achieved by members of the libraries Core Values

8. 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

9. NUS Service Class Framework

10. 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!

11. NUS Service Class – assessment criteria

12. 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

13. NUS Service Class - Award

14. NUS Libraries’ Achievements in NUSSC 2007 – Recognition for Service Excellence 2010 – Outstanding for Service Excellence

15. Deploying the NUSSC Framework at NUSL Linking strategic planning, human & financial resource planning, information management and customer needs with visionary leadership

16. 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

17. Integrating Strategy with HR & Financial Planning Senior Leadership & HoDs develop 3-year concept plan HoDs formulate annual goals, objectives and strategies based on the 3-year concept plan Project team & HoDs conduct departmental SWOT & gather Information via: Environment scanning, library visits, seminars and conferences; Information management systems; Staff; Partners / Suppliers Implement and follow-up Analyse training needs Formulate Total Training Plan & Road Map HoDs deploy the action plans according to the Strategic Plan SL finalizes the NUSL & Dept goals and objectives & communicate Strategic Plan to all NUSL staff Evaluation from annual staff performance 3-Yearly Yearly (complete in July and align with budget submission in Sept)

18. Strategy Alignment NUSL Strategy NUS Strategy Provide a high quality educational experiencethat stretches students, is globally-oriented, and develops skills and values to enable them to reach their full potential Promote services & resources Improve services Focus on high impact researchthat advances knowledge and its application, and which is of high international quality and impact Develop timely & relevant resources Enhance retrieval from collections Nurture, recruit & retain best quality people, the single most important determinant of the quality of education and research Nurture and retain high performance & innovative staff Continual improvement of process & infrastructure

19. Six Strategic Objectives To be a premier knowledge hub that promotes the University’s vision To deliver just-in-time information with passion and a smile • 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 Staff excellence Collection excellence Service excellence Operationalexcellence xxxxx Respect Respect for differences, fostering mutual trust & teamwork Integrity Honesty & professionalism in our conduct Commitment Dedication and ownership that creates value for the NUS Libraries Excellence Emphasis on attaining the highest standards in service

20. Strategy Map Vision & Mission Stakeholder perspective Collection excellence Information anytime/anywhere Service & Collection Excellence Relevant facilities Excellent services User perspective Promote Services & Resources Develop timely & relevant collection Enhance retrieval from collection Staff, Collection & Operational Excellence Internal perspective Continual improvement of process & infrastructure Improve Service Staff Excellence Nurture and retain high performance & innovative staff Learning & growth perspective

21. Cascading, Tracking & Review Process Collection Excellence Enhance retrieval from collections Provide effective retrieval by organising information & enhancing accessibility Provide seamless access from databases to subscribed full-text documents using WebBridge Implement 3 Encore new features Add 30 databases for multiple database searching using ResearchPro Professional Objective Catalogue urgent titles within one working day Management Assistant Obj: Search for bibliographic record Verify and update bibliographic information Operations Associate Objective Ensure proper physical processing Reserved items ready for pick-up Measure: Access to portal, LINC and E-resources 99% of the time. 90% of urgent & RBR books catalogued within 1 working day NUSL target for Users Satisfaction Survey: 75% of users rate the performance of library good & above

22. People - Organisation Structure University Librarian Planning & Development Committee Information Services Committee (Sec, IS Coordinator) Associate University Librarian (Resources) Associate University Librarian (Services) Communication Task Force Loans & Membership Services Committee (Sec, LMS Coordinator) Central Library Chinese Library HSSM Library CJ Koh Law Library Science Library Medical Library Music Library Business Services Unit Financial Services Unit Library Asset Management Unit Library Information Technology Unit Library Human Resource Unit Staff Development IT infrastructure maintenance & development Resource Teams Ordering Project Teams Function Teams NUS High School Invoicing Reference Physical Processing Information Services Publications Student Assistant Scheme Receiving Collection Development & Management Brenner Library Membership Payment Processing Outreach Information Literacy Internship Cataloguing Indexing A*STAR E resources After Office Hour Services Visitors Recruitment E-resource Management Other Institutions Loans Services E Content creation Facilities Management DDS

23. HR Strategic Plan NUSL Strategic Thrust Staff Excellence Nurture & retain high performance & innovative staff Inputs Outcome HR Plans & Programmes 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 Environment Scanning (Best Practices) NUS HR Guidelines & Policies HR Workplans HR KPIs Review & Evaluation

24. 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)

25. Mechanisms for Staff Engagement & Commitment

26. Customer Relationship Model Customer Interaction • Customers • Students • Faculty • Ext. members Touchpoints Information desk, Service counters, Open stacks, Roving ambassadors, Email, Twitter, Blog, Library portal Feedback Customer Action • 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 Response • Continual Process Improvement • Innovative IT applications • Training & Development • Lean 6 Sigma Project • Internal Communication • Supplier & Partner Selection & Management Measurement Customer satisfaction, Service standards, KPIs, Compliment-Complaint Ratio

27. Information Intelligence Framework

28. Methods of Gathering Information from Users International LibQUAL+ Informal conversations with users NUS-wide NUS service departments survey conducted by OQM NUS Libraries Online survey feedback form, Focus groups, ILP & outreach evaluation forms, Specific purpose surveys, Performance of photocopy vendors Formal feedback channels from users

29. 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 Our Customers’ Requirements • Availability of subject specialist assistance • Making electronic resources accessible from home or office • Relevant print /and/or electronic journal collections • Availability of subject specialist assistance • Assistance in building their bio-data including citation analysis UGrad • Information to help in decision making and assisting the academics Grad Fac/ Res Admin

30. Use of Information to Compare with the Best : LibQUAL+ Survey 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

31. Use of Information in Strategic Planning Improvement

32. Use of Information in Designing ILP with core undergraduate modules MKT1003 Principles of Marketing (2007) MNO1001 Management & Organizations (2008) LC1006 Legal Analysis, Writing & Research 2008: Lectures & questions for graded test EG1413 Critical Thinking and Writing (2009) Year 1 curriculum “Introduction to Hands-on Database Searches” Incorporated (2007)

33. Use of Information for Better Staff Rewards and Training Programmes

34. Use of Information to Support Library Expansion projects HSSML : Before Renovation – roof garden HSSML: After renovation – discussion rooms and quiet area Now : planning the Expansion of CJ Koh Law Library

35. Use of Information to Monitor Response Time to Feedback 1-3-5 Feedback Resolution Guideline • 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 Data from ACCCSS

36. Use of Information to Support Staffing & Budget Proposals Benchmarking with ARLs • 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

37. Use of Information to Design New Touchpoints & Services

38. Innovation from Staff Feedback Electronic Electrical Mobile Compact Shelves Upfront savings$1,035,328 (£517,660)

39. Innovation from Staff Feedback Server Virtualization Project Before After IBM DS4200 IBM x3650 Upfront savings$71,954 (£36,000) IBM x3250 Tape Autoloader

40. Operations: We Excel to Improve Innovation Effective Use of Resources KPIs Productivity VOICE IQ Teams Costs

41. Adopting Lean Six Sigma for continual improvement

42. Applying Lean for continual improvement Special Recognition Invoice Batching & SAP Posting Interface Journal E-checkin System New Book Arrivals Alert Service

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

44. Publicising our Service Standards

45. Service Standards: 7 Promises CL:Central Lib MU:Music Lib LW:Law Lib MD/SC:Medical/Science Lib HL:Hon Sui Sen Memorial Lib

46. Major Achievements 1st 1st 1st Silver Gold Silver Second

47. Achievements - NUS Perception Surveys 1st 1st 1st 1st 1st 1st 1st 1st 89%

48. 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

49. Future plans • Map core processes with strategic objectives • Develop ICUBES@NUSL - Integrated Information & Intelligence System for better management of information • Enterprise Architecture • Push & pull information • Dashboard • Organizational • Departmental • Individual

50. Mapping core processes