ATTENDING MY FIRST "OUT OF TOWN" BOARD MEETING

As part of the Developing Healthy Board Relations module, I attended a meeting of the Ottawa Public Library Board last evening. Fortuitous choice as they were covering the wrap-up of the OPL Foundation (being integrated into a City-wide module), their technical trends projections as well as their collection management framework for the next three years, plus they were giving a sneak preview of the new Maker Space they will launch next week: 2 3D printers, 1 laser cutter and 3 loaded MACs for film editing and production which are already a great hit with the YAs who got to play with them during the trial. So much information to glean! As I quipped to one of their managers, it was like OLA in a day.

The meeting itself was quite smooth. The Chair, Municipal Councillor Jan Harder, efficiently controlled the journey through the agenda. Two of the board members were off-site and linked through telecommunication.  People discussed openly and respectfully. There seemed a positive relationship between the CEO and the Chair. For two incidences when issues were approached regarding staffing and staff relations,  I felt the Chair identified an uncomfortableness of the human resource manager in replying to a member’s question, and she stepped in stating that the issue will be noted and raised more appropriately while in camera.

There were no great bones of contention, except possibly during the in camera session at the end. There were a few votes taken and for which members seemed prepared.  With presentations, members were generous in their appreciation to staff that prepared and presented the work. Opportunities for questions were not rushed.

A number of times, the Library’s strategic plan and mission were brought forth especially in dealing with technological developments affecting collection management (print vs. e-books). All there were engaged and I believe each member spoke at least once. Members who also serve on City Council were active, some addressing needs in terms of their ward but always debating the issue for the greater good.

At the end, before moving in camera, the Chair asked if any other matter was up for discussion and, seeing none, asked the audience of about 8 to leave but to please remain until called so that they could conclude the meeting then visit the Maker Space.

My overall impression was a smoothly run meeting and a few technical glitches did not allow the meeting to be sidetracked. Everyone seemed prepared, some already had questions at hand and all had an opportunity to be heard. The Chair made an effort to have eye contact with all present, even with the audience. Presenters were treated respectfully. Discussions were to the point for the most part: one slight straying off the path in my opinion but as it was of short duration, I believed the Chair exercised patience rather than calling the speaker to order.

IN APPRECIATION

Not anything as far as assignments go. However I thought I do a "Shout out" thanks to Anne Maria Madziak, our course leader, for introducing me to TED Talks. I try to listen to one at least once a week and have had many fire me up and quite a number make me go "Wow! How do I make it happen here?" So, thanks!

OUT OF SEVERAL, 5 PRINCIPLES I CONSIDER CRUCIAL TO GOOD GOVERNANCE

I enjoyed the readings, the way one model emphasized a certain approach in comparison to another. Principles were the bedrock, though some were elevated higher in one model over another.  I have chosen these which I've synthesized from the various readings:

1. Relevance: The Board identifies and develops what is crucial to the Library's survival, especially in matters which determine its relevance and engage the community. They are the diplomats in getting the Library's message heard and establish the Library's credibility, especially with respect to City Hall and larger civic groups, to ensure adequate funding. 
2. Transparency and Accountability: In the deliberation and establishment of the above, there is a transparency in the decision process and an accountability to the key stakeholders: the community and municipal council.
3. Clarity: Clear roles are defined for the Board and the CEO,where the former monitors the efficiency of the CEO's execution of its vision and goals and the latter mentors the counsellors and assures their currency of information. Together, they maintain a mutual respect of their tandem duties and separate responsibilities.
4. Forward Thinking: They are constructive and progressive in addressing conflict, open and visionary in setting policies and goals, and flexible and creative in moving the Library forward, even and especially in difficult financial times.
5. Commitment: They engage a set of core values such as trust, teamwork and mutual respect, amongst others, encode these in their policies and collectively adhere to and direct all decisions and growth through these.

MUNICIPAL ENVIRONMENT – THE LOCAL STORY

Clarence-Rockland reflects many other municipal governments in its hierarchical structure: council of elected representatives with a mayor at the head overseeing a city hall managed by a CAO. There are eight city councillors of which half represent the mostly rural towns that were joined to the larger, more urban town of Rockland in the 1998 amalgamation.

The various departments managed by the CAO follow most other municipalities, (by-law enforcement, financial services, human resources, infrastructure management, recreational and cultural management, etc.) The heads of these departments meet on a regular basis to assure that the needs of the community are being met and that the management of the city is following the plan laid out by the council.

The Library has its board with a president at its head. It is the publicly elected municipal council that selects the five member board which then selects from a president amongst themselves. A strong link is maintained with the City through the presence of two of the City’s councillors on the board.

The Library, like City Hall, has some discreet “departments” though the staffing levels are not as extensive, managed by a CEO. Often, it is one person handling a particular responsibility. These responsibilities follow most library profiles (circulation, cataloguing, tech services, programming and outreach, etc.) With the small size of staffing, some particular tasks are shared by all, notably circulation and readers’ advisory. Staff do not meet on a regular basis but communication is both formal (e-mails, directives and occasional all day developmental meetings) to ensurer that goals and objectives established by the board are achieved.

The city council is formed by the will of the people whereas the library board is formed by the will of the council.

The Library has had an awkward fit into the City’s structure. Principally, it came done to the Library’s identity within the community. It was and continues to be the Library’s responsibility in advocating its importance. And this had not happened successfully in the past. It has lacked focus and strength to become an essential service. It has relied upon old practices (i.e., lending books) and poorly executing other projects to attend to community needs.

The consequences of such action has been little capital investment from the City (when compared to other municipalities of similar size), an underground network of friends supplying each other with reading material because book budgets could not answer demand, and a more superficial view of a library’s worth.

The improvement in “fitting in” the community has been internal:

·         staff restructuring: assigning specific tasks to a specific post and hiring/matching qualified staff;
·         repositioning our place in the communit: children’s programming, purchasing material based on patron’s requests;

and external:

·         change of ideas at City Hall: hiring of key people in the financial department and in the CAO who affirm the greater role of a Library in the community.

Having this internal support at the City level, re-branding the Library and producing programmes such as the TD Summer Reading Club which went from around 60 kids in 2012 to over 130 in 2013 has helped City Council change their view of the Library as a “department,” and a fairly small one at that, to an independent, independently managed and responsibly operated community service which they feel more prepared to support.

WHAT A WONDERFUL WEEK!

Ponce de Leon searched in vain for the fountain of youth. OK, Barrie ain't the fountain of youth - yes, Chris: lovely place on Lake Simcoe with a lot to offer. That, last evening, I got to appreciate. No, the metaphor I am trying to stretch - and I'll admit it's under more tension than a size small g-string on a particular large city's mayor and let's just say that both the string and mayor involve crack in one form on another - is that this week's APLL session was amazing and rejuvenating.

From Wendy and Rebbeca's amazing presentations to being amongst some wonderful, sharing and generous people, I feel so re-energized. Not that I was so low before getting there: I've said it before and I'll proudly say it again, my staff is amazing even if we are going through tough times sharing the pain of someone we all love.

These recent days, however, it was this great group who joke, share, laugh. Visits from babies and toddlers, heartfelt stories, fireside gatherings in front of an unlit gas fireplace, chocolate and more chocolate, advice, discoveries, even something as simple as a lovely quiet smile from a newly appointed CEO, to a another boogieing CEO shaking her groove thang whenever Chris plugged in his tunes (and you know who you are!) - absolutely magic. And I am so glad to be with all of them for the ride.

Taking away at least one thing from the sessions: a heartfelt thank you to all.

CONNECTING WITH COMMUNITY PLANNING

Well, this was quite an adventure. First, I had to track something down and discovered that a study was made in 2009: “Rapport final - Analyse des besoins culturels - Cité de Clarence-Rockland” by PGF Consultants Inc. of Ottawa.  . It identifies three recommendations: hire a cultural coordinator, form a consulting committee, develop a strategic plan.

The Library is mentioned as an element in the new sports-cultural complex, not as a community cultural entity.  The study was done after the complex was built. The Library barely registers and this is also reflected in the realisation of the physical space allotted to the main branch at Rockland: tiny meeting room, no clear assembly space, even seating is constrained (limited, fairly inflexible with few spaces to be alone) and broken up. When focusing on “cultural” elements, many community reps focused on the new performing space. No mention is made of the Library as a viable space for community events or activities.

At my recent budgetary defence, I spoke about the problem of the current perception of the Library.  I emphasized that the Library has not served the community well if all they perceive us is as depository for books.  I stated quite boldly that it was our (the Library’s) duty to change this perception.   

And three ways I feel to move towards achieving this are:

• Educate the citizens by doing: creating programming for all ages, offering venues for arts programs (ex.: recently commissioned a work from the local Anglophone high school).
• Meet with the Cultural Director to find out what plans are currently in place, what goals is the City moving towards
• Contact various organizations and see how the Library can participate in promoting their work or assist them in developing their work

This won’t be easy to achieve.  We are grossly understaffed and underfunded by Ontario standards but it is doable.  We have found funding for some programs, have gained valuable community support, managed to get some key elements that are not “Library” related in the majority of the community’s minds, such as the family museum passes to all the major Ottawa sites.

It seems that as we move forward, things move towards us and help us move up one more notch in the community’s perception.

LEADERSHIP PRACTICES - OR HOW MINTZBERG DOESN'T MINCE WORDS ABOUT THE OLDER DYSFUNCTIONAL VIEW OF THE MANAGER'S JOB

Thank you for this article.  Now into my 3^rd year as a CEO from being a lowly cog for 23 years, I was hoping that it was I going insane and that what I was witnessing and experiencing all about me was my own distorted perception and I could in clear conscience check into the closest sanatorium.  Hold the long armed evening wear, I am not going crazy.

Making intelligent decisions: I am victim of one fact issue Mintzberg brings up.  When the former CEO left, she had shared so little with her staff, including some things which should have been their responsibilities that I’ve often cracked (when exasperated because of the lack of info available) I didn’t care a whit what happened to her so longs as I could have her brain in a jar on my desk.

Data gathering was critical to try and get a handle on what was a fairly volatile situation.  Staff was so keen to see me safely installed that I was able to be casual, engaging them in conversation, asking about their work, observing what was getting done and what was not.  The frustration in many was palpable.  

Communications with the City were sour due to the latter’s dealings with affairs concerning the Library involving contracts with the local Y and a school board as well as the fact that the Library was not effective in establishing a presence in the community other than as a book depository.  Comments from board members and clients, the manner that City workers and counsellors addressed me, the attitude from the local school, and the tone of recent correspondence prior to and upon my arrival: I was overwhelmed with information and little of it was reassuring.

Administrative files and information were a shamble.  I could appreciate the ceremonial part from what I read yet none of this had translated into any great perception of the Library as a value to the community.

Immediately, challenges needed to be met.  Fortunately, I am fairly outgoing.  Recognizing a valued source in my own community, I unhesitatingly asked for help and she was extremely generous.  Her information opened many doors, to other local well established Library CEOs, to SOLS sources, to government contacts, all of whom were receptive and helpful.

Then staff started to challenge.  One person left for a greater opportunity, two due to family obligations and another just had had enough with the last couple of years.  Knowing what was lacking, I was able to prepare a better work model and have staff and the Board buy into by demonstrating how it would enhance public service, distribute the work more equitably as well as promote job ownership.

And Mintzberg writes how the ten roles form a gestalt.  There was I in my 1^st year, gathering to make intelligent decisions, inspiring and holding the vision and embracing strategic and purposeful change.  As for mistakes, oh, I made my share. Admittedly, in some I was too befuddled and upset to appreciate the learning opportunity.  Often, though, and especially with staff who are looking at me for the nod to go ahead with a project, I’ve taken the stand to forge onward when the ground work has been done and it “feels right” but is in no way a guaranteed outcome.  Let’s try it and, if it doesn’t work out, well, we now have better information in order to develop.  We’ve had programs that haven’t worked: great. What could we have done differently to improve or is this the kind of thing the community needs?

These roles are developing in me by default and very much through overwork to try and reign in what was, at a time, careening out of control.  The wheels on the bus are still a bit wonky but at least we’re going somewhere.  I  am taking delight in that by embracing the roles described by Mintzberg – again, though I didn’t know it before now and ascribed it to going insane because clearly it had to be me and not possibly “the place” – I am seeing my staff stabilize, develop, become a great resource of information for me.  Also, community members are stepping forward as well wanting to be involved in the Library’s growth.  Even the City is beginning to think of us less as their fiefdom and more as community asset, i.e., not a “department” to control.

When I wanted to sign up for the course, I was desperate and damned scared.  I must have sounded quite frantic when I was told that I had to wait, actually wait, for the next cycle and then maybe I might be able to get in and it was a whole year away. During that time, I’ve met people so assured of their role as CEO, I kept thinking: “what the hell am I doing in this job?” Even when I started the course, thoughts were not pretty.

Mintzberg is oil on these waters.  A bit Oz like, where having gone through a great ordeal, the individual finds that he has had these qualities all along but just has not had the wisdom to identify them and appreciate them. Or to quote the Scarecrow when he does learn he has a brain: “Oh, joy! Oh, rapture!”