Until last year, Denver Public Library (DPL) had been operating with a cluster model of service delivery. Locations were focusing their programming and collections based on older census data and the idea that locations could not offer every service to everyone. The management structure was also based on the particular services being offered. Over time Denver’s neighborhoods have changed and last year the Library utilized more recent sociodemographic and current Library data points to inform new service delivery. The recent reorganization has been a catalyst to help DPL create a more nimble and innovative culture, one adapting to the changing makeup and needs of the community.

DPL has reorganized and created a dual-organizational structure based on the Library’s Strategic Plan, addressing both operational and strategic initiatives. The new structure has allowed for the creation of eight cross-divisional teams engaging approximately one sixth of the organization guiding the direction of DPL’s customer-facing initiatives. The team members consist of a variety of positions and departments within the organization, representing both public services and support services. Each team has an Initiative Lead and Executive Sponsor. Once the teams were formed, they were tasked with team building, implementing and evaluating ideas, and guiding the direction of the different initiatives.

Each of the teams have since gone through both a planning and budgetary process, as well as conducting presentations to the Executive Team. They have each produced a variety of outputs including Winter of Reading Programming for Adults, a “Handpicked” Subscription service for loyal customers, a mobile app prototype, “welcome” events for New Americans, and a unified effort to reach our community at citywide events. The process has brought to light both operational and strategic efforts that needed to be addressed within the organization, from defining outreach and improved marketing of programs to connecting the system’s internal communication and contacts to better represent ourselves through uniform external communiations. We have learned lessons about improving timelines, team size, and how change really works within an organization.