Like many large, urban library systems, FWPL faced challenges related to inconsistent processes, siloed communication, and a need for more dynamic and responsive staff training. Leadership identified that the valuable talents of its Public Service Managers were an underutilized resource.

The primary challenge was to create a structure that could leverage managers’ knowledge and experience to implement practical, sustainable improvements that would benefit the entire system.

FWPL established annual work groups placing empowered managers at the center of problem-solving.

1. Managers meet to determine the greatest needs of the organization and select 6 – 8 work groups they could see hosting in the next year.
2. The Assistant Director of Public Service aggregates the ideas and determines the final project groups.
3. Work groups are then presented back to the managers, and they can choose the top four groups they would like to join.
4. Once groups are selected, a liaison from the FWPL leadership group is assigned as mentor and they set their schedule and identified their objectives for the year.

There is a mid-year progress report meeting for all the groups and an end-of-year report that identifies accomplishments and determines if the group should renew or has completed its charge.

The workgroup initiative has moved organizational change along at a faster pace while maintaining engagement and buy-in from mid-level leaders and staff. There is a greater sense of “we” make changes, rather than “they” told us to do this.

Work groups have created sustained improvements in:
• internal communications,
• SharePoint use,
• standard operating procedures,
• accessibility,
• safety and security,
• a learning management system,
• employee onboarding and many other impactful areas.

By delegating ownership of mutually agreed upon areas for improvement to managers, FWPL not only fast-tracked meaningful change but also invested in the leadership development of its staff.