Budget cuts and staff attrition in 2020-21 challenged us to redirect resources towards addressing historical organizational structural challenges. We used new flexibility in organizational composition and strong community support for budget restoration to create a more responsive and nimble structure. Operational siloes were replaced with more unified and collaborative division models. Conditions caused by the pandemic prompted a major shake-out of roles and expectations, where staff were challenged in unexpected ways.

Assisted by an external consultant, we executed this project through robust staff engagement during a challenging budget rebuilding process. We focused on a 5-point plan: realigning organizational structure and work units, establishing department-wide decision making and communication work plan, reinvesting in staff development and empowerment, renewing library advisory groups, and creating distinct Operations & Customer Experience, Programs & Outreach, Collections, Technology, & Data Analysis, and Administration units.

The focus on a wider organizational structure allows a better pathway for bottom-up and lateral execution of creativity and innovation. We are also able to create and elevate an integrated Programs & Outreach unit, review advisory groups, update processes with the creation of a new Customer Experience & Staff Development unit, and refresh systems and meetings for clearer decision making and staff engagement. We can also reinvest in leadership and staff development training and improving internal communication.