For more than a decade our organization chart for administrative management of service locations was based on geography. Branches on the west side were in one region, branches on the east side in another and centrally located branches were with the Main Library. All public departments at Main were assigned to one regional manager. Customer data indicated that geographic groups did not represent our customer use patterns. A more strategic focus on customer service and use was needed to support the day-to-day, tactical management needs and allow for more strategic planning opportunities from staff.

In 2015, managers developed business plans to identify customer clusters and to set goals for serving cardholders of local communities. We have been gathering and organizing data using a range of sources and collection techniques to better understand our customers. This data, along with the business plans and considerations of staff and facility size was analyzed to make regional assignments. Branches, Main Library departments, including non-direct public service departments, were distributed across regions rather than grouping these together in the same region, as had traditionally been the case. Four regions were developed: (1) Literacy and Learning; (2)Readers/Viewers/Listeners; (3)Digital; (4)Lifelong Learning.

The alignment creates a focus on strategic direction. New regions have initiated changes in marketing and customer service based on awareness of who their respective customers actually are. We quickly identify locations to pilot test and roll out initiatives, making it easy to try things quickly and creating a startup, innovation-friendly culture. Examples include the Literacy and Learning region’s embracing the new Open eBooks initiative and the Readers/Viewers/Listeners region focus on providing new material, resulting in additions to our automatic holds service options. Grouping our fully mobile branches in the Digital region improved customer service and workflow at these locations.