Princeton Public Library 2017 Organizational Plan
OBJECTIVES AND KEY RESULTS WHAT WE WILL DO
HOW WE WILL MEASURE
2017 INCREASE TOTAL USER BASE by increasing gate count 5 percent and attendance at programs 10 percent.
COMPLETE THE 2REIMAGINE RENOVATION on time and on budget.
Increase the library’s value to Princeton residents.
INCREASE USE of renovated Second Floor each quarter in 2017 and relative to prior use.
MEASURE AND INCREASE STAFF ENGAGEMENT and inter-departmental communication and collaboration to exceed relevant benchmarks as assessed by staff surveys.
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Analyze, increase and broaden the user base for the library’s physical and virtual space, collections, services, and programs.
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INCREASE STAFF SKILLS and professional engagement by increasing participation in trainings, conferences, and other professional development activities.
INCREASE DIVERSITY of staff, volunteers, donors, and stakeholders (racial, ethnic, and language diversity). IMPROVE VOLUNTEER ENGAGEMENT by providing more opportunities for them to explore their ideas and leverage their talents as assessed by targeted surveys.
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INCREASE LIBRARY VISITS among 2–4 currently underserved demographic groups (e.g., age, ethnicity, etc.) by identifying key groups and addressing at least one barrier to library visitation per group.
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IVES AND KEY RESULTS LITERACIES: Measure and increase library members’ use of programs, collections, and services devoted to language, cultural, and environmental literacy.
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INCREASE CONVERSION of infrequent borrowers (<5 print and multimedia items/year) to moderate or heavy borrowers (5+ print and multimedia items/year) by 5 percent.
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REASE CIRCULATION count for nt by 3 percent, electronic by 0 percent, and multimedia by 3 percent.
SOCIAL ENGAGEMENT: Measure and increase participation in programs focused on cross-demographic interaction.
ASURE AND INCREASE ISFACTION and breadth of use ociated with real and virtual ary visits, with particular focus Net Promoter Score and the ovated Second Floor.
ECONOMIC DEVELOPMENT: Measure and increase library members’ use of programs, collections, and services devoted to financial literacy, job development, and entrepreneurship and investment.
SESS, DEVELOP, AND EXPAND RVICES offered by the library t are not offered by other mmunity organizations g., access to technology, acy instruction, non-English guage materials, unique sses, and discussions).
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NFORCE THE PERCEPTION of library as a hub for community rmation by measuring and easing referrals to area ources.
INCREASE NUMBER of (5 percent) and attendance at (10 percent) library programs offered in conjunction with community partners.
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Promote excellence by securing the necessary resources to support the library’s vision and mission.
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INCREASE TOTAL number of Annual Fund donors to 1,000 and contributions to $200,000. LAUNCH PLANNED GIVING campaign and increase number of donors by 10. CREATE STRATEGIC PLAN for next endowment campaign.
OBJECTIVES should be ambitious
and feel a tad uncomfortable.
KEY RESULTS clearly make the
objective attainable; are quantifiable; and make possible objective grading.
HOW THE LIBRARY IS UTILIZING OKR IN 2017 PPL will focus its activity on a library-wide OKR, which will be the basis for evaluating success. Departments will create strategies that align with the complete library-wide OKR. If the process works well this year, it may be repeated in future years and could be expanded to include departments, teams and employees.
MEASURING SUCCESS
Departments, teams, and employees will measure their success as they have in the past. In many cases, our role in the organization, more than our decisions or effectiveness, determines how much we can contribute to specific Key Results. That is why the goal of achieving 60â&#x20AC;&#x201C;70 percent success in this set of Key Results is for PPL overall, not for departments, teams, or individual employees.
Why 60â&#x20AC;&#x201C;70 percent? This is what the creators of the OKR method consider a healthy organization, one that encourages innovation, ambitious goal setting, and taking calculated risks. Organizations that reach 20 percent of their Key Results may not have set their goals properly, while organizations that achieve 100 percent may lack in ambition.