Felicity McGregor University Librarian Presented by Helen Mandl Associate Librarian Planning & Development

1. Quality Management/ Change Management Two sides of the same coin? Felicity McGregor University Librarian Presented by Helen Mandl Associate Librarian Planning & Development IATUL June 04

2. OVERVIEW • Background • Why change? • Change management theory • Change at UWL • A change management framework • Conclusion - reflections IATUL June 04

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10. WHY CHANGE? • Fact of life • Environmental factors – • Government, university, social • The Boss wants it • Things could be better IATUL June 04

11. CHANGE MANAGEMENT THEORY • Define the current state (OSA, SWOT) • Define the future state (Scenarios) • Determine key sponsors and implementers • Adjust environment, feedback, rewards • Review progress against metrics WHAT’S MISSING? IATUL June 04

12. Communication! IATUL June 04

13. CHANGE AT UWL - WHY? • Limited staff participation, hierarchy ruled • Not moving with the times • New services needed, limited resources • Clients - little involvement, no measures • Virtually no staff development • Library a problem, not a solution • Culture? Who talked about culture? • Or leadership? Or Vision? Or…….. IATUL June 04

14. CHANGE AT UWL - Pre QA Some successful improvement projects e.g. staff development, performance appraisal What we learned: • Allow time • Accept different perceptions • Training and facilitating vital IATUL June 04

15. Adopting the Australian Business Excellence Framework – a project that worked • There was a clear positive end goal • Everyone was involved from the start • Awareness sessions, training in quality tools and techniques • Clear commitment and participation from Head IATUL June 04

16. ADOPTING THE ABEF - a project that worked cont. • Change supporters identified and utilised • Reasons for the change presented many times in many different ways • Success was recognised and rewarded IATUL June 04

17. WHY THE ABEF? • Capacity to manage rapid change • Philosophically acceptable - 12 principles of business excellence, for example: • The potential of an organisation is realised through its people’s enthusiasm, resourcefulness and participation • Continual improvement and innovation depend on continual learning • Measure achievement against recognised framework IATUL June 04

18. Australian Business Excellence Framework IATUL June 04

19. A D R I Improvement Approach learning and adapting thinking and planning Results Deployment monitoring and evaluating implementing and doing IATUL June 04

20. A D R I Improvement Approach learning and adapting thinking and planning Adjust environment feedback and rewards Define the current state Define the future state Determine key sponsors And implementers Review progress against metrics Deployment Results monitoring and evaluating implementing and doing IATUL June 04

21. PEOPLE Involvement and commitment • To describe the systems and processes by which all people are encouraged and enabled to contribute to achieving organisational goals and continually improving the organisation. • Topics: realising potential, empowerment, listening systems Effectiveness and development • Topics: performance management, people development, fit between people and their work Health, safety and wellbeing • Topics: OH&S, physical environment, support services, accommodating individual needs, health and wellbeing IATUL June 04

22. So if you do all that, implementing change should be a breeze……. IATUL June 04

23. …perhaps not all the time IATUL June 04

24. UWL - SOME RESULTS • 99% accuracy in reshelving achieved each year since 1995 • Materials Availability improved from 48% in 1997 to 72% in 2003 • 60% improvement in processing times of returned material 1996-2000 • Staff satisfaction increased by 16% from 74% in 1994 to 90% in 2003 • 17% increase in staff satisfaction levels between 1994 and 2000 IATUL June 04

25. Technical Services - Processing Costs IATUL June 04

26. Supplier Evaluation IATUL June 04

27. Reserve Collection Services - Correlation of Client Expectations and Performance IATUL June 04

28. Client Satisfaction 2002 IATUL June 04

29. ABEF - WHAT DID WE LEARN? • The importance of obtaining feedback in a structured way • The benefits of informed participation • Excellent communication systems are critical • Everyone should be involved IATUL June 04

30. ABEF - WHAT DID WE LEARN? cont. • Leaders are needed throughout the organisation • Models are useful aids to clarity and understanding • The importance of alignment in achieving goals • How to grapple with unfamiliar concepts and of course… IATUL June 04

31. Clear Communication Excellent Training and IATUL June 04

32. SUMMARY – USING THE FRAMEWORK TO: • become more business-like and to focus on changes in the business environment • reposition ourselves rapidly in a dynamic global environment • inform our SWOT analysis • systematise planning, project management and improvement at all levels, using the ADRI model • ensure we do not “leave things to chance”. IATUL June 04

33. CONCLUSION • improved clarity of goals and purpose • active involvement and participation of staff in achieving the mission • innovative services and programs • increased client and stakeholder satisfaction with Library services • a collective responsibility and passion for ongoing successful management of change IATUL June 04

34. MORE INFORMATION • Library Quality Journey and Policies http://www.library.uow.edu.au • Australian Business Excellence Framework http://www.businessexcellenceaustralia.com.au IATUL June 04

35. Questions? IATUL June 04