Core Values: Definition FAQ & Update

The following is being shared out on behalf of the Cove Values Steering Committee and 5 Subcommittees.

Purpose

To share out information regarding our recent definition survey and explain how staff feedback was used.

Current Definition Drafts Based on Survey Feedback 

Innovation  

Slogan: We are brave every day.  

To achieve this, we:  

• Ask challenging questions to propel us forward  

• Listen to and anticipate our communities’ needs  

• Imagine and discover new possibilities   

• Set and achieve goals to create the library of the future  

• Are willing to fail and grow  

• Create a culture that cultivates meaningful change 

Integrity 

Slogan: Honest and accountable.  

To build trust with our communities, we:  

• Consistently do what is right 

• Trust positive intent in others  

• Honor our word and own mistakes  

• Invite and grow from feedback 

Equity, Diversity, and Inclusion 

Slogan: We break down barriers, celebrate differences, and create a culture of belonging.  

To achieve this, we: 

Equity:   

• Actively ensure just treatment and balanced opportunities 

• Amplify marginalized voices and eliminate structural inequities 

Diversity:   

• Understand the lived experiences of our community  

• Recognize and embrace our differences as strengths  

Inclusion:   

• Empower everyone to represent their authentic self  

• Invite and welcome all to participate 

People First 

Slogan: We prioritize people in our decision making. 

To achieve this, we: 

• Consider the needs of people ahead of policy and tradition 

• Provide an empathetic, tailored experience 

• Exceed expectations at each opportunity 

• Share best practices and develop staff skills 

Respect 

Slogan: We treat others the way they want to be treated.   

To achieve this, we: 

• Value people as having inherent worth while encouraging reciprocal treatment  

• Listen with empathy and communicating with thoughtfulness  

• Recognize effort, growth, and diverse expertise​ 

What is the purpose of the definition? 

The definitions are aspirational; they establish where we want to go and what type of organization we want to be. The definitions help us in our decision-making by giving us a set of common goals to work towards together, in every interaction. It is up to each of us to internalize and live the definitions every day to elicit lasting change and progress for the organization – they are meaningless without action. 

What was the definition creation process like? 

Each Subcommittee worked together to create a definition they felt best embodied their core value. These draft definitions went to the Steering Committee for feedback. The Steering Committee decided that it would be useful to have all definitions share the same format of having a single sentence byline followed by bullet points. Each Subcommittee took this feedback and made necessary changes. Draft definitions were again reviewed by the Steering Committee, Chris Kennedy, Kimberly Boldt (both Steering Committee co-chairs), and finally by Larry White. At different points in this process, some definitions were sent back to the Subcommittees for further changes. Some of this feedback was about length, language, and overall messaging.  

How did the Subcommittees decide what feedback to use? 

The goal in crafting a Core Value definition is to make sure it is as broadly representative as possible, while also being short, clear, and memorable. Over 100 people submitted feedback of some kind about the Core Value definitions – thank you to all of you who participated! The subcommittees took that feedback and looked for patterns and recurring themes that could be more deeply explored. In some cases, this feedback led to broad changes to language, and in other cases only led to minor refinements. Some of the feedback was already included in the definition, so didn’t lead to changes, but was considered. In some cases, subcommittee members reached out to specific individuals to seek more information or to provide feedback. 

Subcommittees decided what feedback to use in a variety of ways. Here are some examples: 

• “You should add more details to the definition.” 

• Subcommittees were advised to follow a certain format and to keep the definitions as brief as possible 

• “You should split EDI into three different values.” 

• Each of the core values was approved by the Commission. As such, they are unable to be changed at this time. 

• “The definitions are just words, where are the actions?” 

• Our definitions were intended to be aspirational. They are something that can provide us direction as we move forward. The actions are going to be in the proposals that Subcommittees have put forward, in how we serve our customers, and in how we implement new or adapt existing policies and procedures. 

• “I don’t agree with this definition” 

• Thank you, sincerely, for letting us know. The reason why we sent out the survey for staff to fill out is so that we could get feedback, both positive and negative. We wanted everyone to have a voice. Subcommittees took constructive criticism into account when making final edits to our definitions. However, our system is made up of over 400 employees, from various backgrounds and with differing viewpoints, so there is no way that we can create definitions that every staff member approves of. 

Why were we surveyed and asked for our feedback if it wasn’t going to be used in the final definition? 

Again, with so many individuals sharing feedback, and the goal of creating short and memorable definitions, not all suggestions of new language or changes to the existing language could be used. However, each Subcommittee found the process of reviewing and considering the feedback to be valuable, and each Subcommittee made some changes to their original definition as a result of the feedback received. 

How will the definitions materialize? 

The definitions will go to the Commission (likely in April or after) for final approval. With the framework of the definitions firmly in place, we can start moving towards implementing change. Towards this goal, each Subcommittee has written a series of one-page proposals geared towards their specific core value. These proposals create a wide variety of action plans, covering everything from outreach into the community, to the rewriting of internal policy.  

What are the next steps for approval of the proposals? 

Once each Subcommittee has finalized their proposals, they will be evaluated and ranked based on impact, feasibility, costs, and benefits, among other factors. Due to the large volume and scope of the proposals (nearly 80 in all), the Steering Committee will identify 15 proposals to prioritize. Staff will also have the opportunity to identify their top proposals. All proposals will be sent to Larry by the end of April for review, who will decide the next steps. 

What kinds of proposals are the subcommittees working on? 

While the definitions are aspirational “guideposts” for how we want to live and do business, the proposals are the actual tasks we can undertake to tangibly put the definitions into practice. Between the five Subcommittees, over 80 proposals were generated, covering everything from minor process updates in specific areas to broad, multi-year initiatives that would impact everyone and have sizable budgetary impact. The next step is to utilize a ranking tool to help winnow that broad list down into a more manageable “core” list of things we want to prioritize over the coming years. Every proposal originated from a good place, and each has positive potential for our organization, but we want to focus our resources (financial, time, etc.) on the things that will have the broadest impact and make the most positive difference for the organization. 

Here are some examples of proposals written by subcommittees: 

• Creation of Innovation Director/Manager (systemwide) and Staff Experience Manager (local) positions. Staff will gain the support to create and implement new ideas.  

• Additional Heritage or Special Collections. Customers gain access to and enjoy purposefully curated heritage or special collections at various branches throughout the system. 

• Operating Hours. MLS respects the active lifestyles and time commitments of our guests. 

• Linda Clark Systemwide Integrity Workshops. All staff feel safe to authentically live with integrity, resulting in our community trusting that we are honest and accountable. 

• Improve Digital Collection Accessibility. Users of our website discover titles from our digital collections using fewer search interfaces.