A strong network of partnerships is the lifeblood of the modern library system. The experience of the Gwinnett County (GA) Public Library System (GCPL) certainly supports the truth of this statement. GCPL is a fifteen-branch library system located in the Greater Atlanta area and serves a population of more than 900,000. Gwinnett County is one of the most diverse counties in the United States with no single ethnicity predominating. Our service population includes African Americans, Asians, Hispanics, and Caucasians. More than eighty different languages are spoken in the local schools. During the 1990s and early 2000s the library system expanded rapidly along with a growing population. However, the arrival of the Great Recession in 2008 brought this growth in funding to a sudden halt and led to a sharp retrenchment of many local government services. Over the course of three years the library lost almost 25 percent of its budget and funding levels have still not recovered a decade later. Therefore, it was imperative to develop an extensive array of partnerships to expand the library’s footprint in the community and bring our full range of services to the growing and diverse population. In order to achieve this goal, it was necessary to leverage all the benefits of advancing technology to make the most of partnership opportunities.

Getting out into the community, participating and partnering with other organizations and institutions, requires considerable staff time. As you’ll read later in this article, the reward is most definitely worth the effort. But finding that staff time is not easy, and some libraries will need to get inventive in order to allocate scarce staff resources efficiently.

Some libraries will be fortunate. They’ll come up with a plan to reach out into the community, go to their funding agencies, and receive the money to hire new outreach staff. Or, perhaps, they’ll raise their local millage rate and fund the initiative that way. GCPL falls into the former category. We would only be able to implement our outreach plan by finding that staff time internally. We had to create internal efficiencies in order to push outward.

We started this internal review with the understanding that there were no sacred cows—everything would be examined for need and efficiencies. We looked at the technologies we were using, and we looked at the ways in which we deliver service to the customer. Everything was on the table, including the furniture used to deliver services.

The Help Desks

Walk into any library branch and what’s the first thing you typically see? A large desk with several occupied librarians. How much floor space does that desk occupy? How many computers? How many are in use most of the time? How many librarians are seated there? How many are engrossed in their work and how many look up and smile and say hello?

This was the situation at our library. We had very large, round help desks, most over twenty feet wide. Within this 314 square feet of floor space were between three and five computers plus two checkout stations and a cash register. Also present were library staff who sometimes would greet you and sometimes wouldn’t. To say the desks presented a formidable face to the entering customer would be a huge understatement.

Because we would be acquiring free-standing self-checkout kiosks, the checkout area of the old help desks was no longer needed. Getting staff out from behind the desks and onto the floor of the library to serve customers at their point of need was our goal. Technology, as you’ll read, made this goal possible.

But getting staff to give up the help desk—an institution of almost every library since time immemorial—would not be easy. We started planning for the desk’s retirement several months before the event, with branches being instructed to clean out all of the old paperwork and supplies that were no longer needed. A staff team was created to assist in this massive change project.

Over the course of several weeks, branch staff methodically emptied their desks of almost everything. Meanwhile, we brought in several change management consultants to give library leadership some advice on how to manage this change. In addition, these consultants spoke with many library staff, listening to their concerns and helping them to embrace the large project.

Mobile Staff

Simply removing the Help Desks and forcing staff from behind them would not be the sole answer. We needed to find a way to make staff mobile and equipped to answer the same questions that had been addressed from behind the desk. This included circulation and reference questions, along with the many directional questions we always receive.

Technology provided the answer. Only two years earlier it would not have been possible to replace those old large desktop computers with anything but a stout Windows laptop. But our library had recently acquired a browser-based staff catalog tool called Polaris Leap (now called Polaris Web Application). Not only did this new tool provide them with the needed functionality to replace the old Polaris Staff Public Access Catalog, but it was able to do so in any modern web browser, and on any device that could run that browser. This meant we were able to issue MacBook Airs, Google Chromebooks, iPads and Android tablets to staff, enabling them all to deliver the same high-quality customer service as they had previously, but away from the confines of the old help desk.

In order to address the need to serve and greet customers as they entered the building and throughout the library, we purchased two mobile laptop carts per branch—similar to the kind you typically see in a hospital. These carts, made by Ergotron (NeoFlex Laptop Cart, with basket), give staff a place to put the laptop, charging cable, library cards and several papers. Each branch positions one cart and library worker near the entrance of the branch in order to greet customers as they enter and triage customer needs. Many of these carts are equipped with wireless doorbells that can summon backroom assistance when needed. The other cart patrols the branch as needed, often working in the kid’s area when children’s programming is taking place.

These mobile devices also gave us an important and versatile tool to serve the community. When combined with wireless hotspots, staff are now able to take a tablet or small Chromebook and go to schools, club events, organization meetings, etc. and issue cards, place holds, waive fines and fees, and basically do anything that formerly required a staff desktop computer located behind a big desk.

Scheduled Assistance

We had been aware of the need to address deep one-on-one customer-staff interactions for some time. With limited staffing, our ability to spend large amounts of time with customers on technology and reference interactions was restricted. We needed some way to manage these important and meaningful interactions so that the library could get the best person available to serve the customer’s in-depth needs. The answer for us came in the form of an event scheduling and time booking product (LibCal by Springshare) that is entirely web-based.

With this time booking software we are now able to schedule interactions with customers, similar to how Apple manages their Genius Bar appointments. Some appointments are scheduled days in advance, but others are scheduled just minutes out, depending upon need and staff availability. The customer entering the library can speak with the staff person at the forward mobile cart and schedule an interaction with another librarian minutes, hours, or days later.

This same software is used to manage our makerspaces, meeting rooms, and conference rooms. It’s greatly reduced the paperwork and amount of time needed to reserve our meeting spaces and has given us back yet more staff time.

Self Service

The library’s RFID infrastructure was originally installed in 2004 and was long overdue for replacement. As part of this large project, the library decided to install modern self-check kiosks (Bibliotheca’s SmartServe 1000) at all branch locations. Branches would receive either two or three self-checks, all capable of taking credit/debit cards and at least one per branch able to take cash and coins.

Unlike the old RFID self-checks, the new units are able to add value and information to the checkout experience. They can make book recommendations based upon what is being checked out, and customers can place holds from within that recommendation system. In addition, library events are advertised via the calendar function on the kiosks, and customers can print event reminders or have them emailed.

The library also migrated from an old computer reservation system to a newer system (SAM by Comprise Technologies). This new system included one kiosk per branch that would allow customers to reserve PCs, buy merchandise and pay for copies and prints with credit, debit, cash and coin. The new system also allows customers to put money on their account—a popular feature with parents who want to allow their children to print or make copies.

By consolidating all of the credit, debit, cash, and coin to the new kiosks, we were able to retire all of the cash registers at the old help desks. Staff no longer need to handle financial transactions, a significant time savings. Moving to a fully self-service credit card system has also greatly reduced the library’s Payment Card Industry (PCI) compliance complexity.

Unstaffed Hours

Our library has the benefit of being located near a major library services vendor (Bibliotheca) and through a partnership with them we installed a new automated service called Open+ at our main branch library, situated next to our administrative headquarters. This system allows us to open the library to the public without being staffed by any library employees. We open every morning at 8am and close at 10pm, seven days a week. Our open and staffed hours vary throughout the week, but Open+ allows us to maximize access to our cardholders. Those who sign up for this service can pick up holds, browse the collection, check out materials, and use library computers. We are also planning on experimenting with remote reference service as we expand Open+ to other branches in our system.

We’re also experimenting with a telepresence robot (by Double Robotics) that will allow our customer service center to provide remote assistance to customers during the Open+ hours. The robot, which uses an iPad, allows library staff to “move” throughout the building, offering video telepresence assistance to anyone.

Open+ also allows us the flexibility to deliver in-branch programming at untraditional hours such as early morning programming for young children and late evening career skills training for working adults. Programming can be offered in the branch without the need to staff other service points. The library also can hold late evening or early morning programming to reach audiences that had been unable to attend such programs during our regular hours.

Service Model and Staff Empowerment

Creating a truly community-oriented library requires a community where librarians are partners and players in a multitude of organizations and efforts. Achieving this level of partnership saturation requires top-to-bottom participation, from administration down to the branch library staff.

At GCPL, we’re taking the outward facing model to extremes by empowering our adult, teen and children’s services staff to go out into the community with frontline branch staff to form partnerships at any and all levels. We’re asking our makerspace staff to form partnerships with schools, musicians, artists, design houses, and other makerspace providers.

One of the ways we have done this is through a service model refresh that’s seen the number of different staffing positions reduced and job responsibilities consolidated from six positions to four. For example, we are in the process of phasing out the assistant branch manager job classification through attrition. The overarching goal is to make the whole organization less hierarchical and reduce levels of middle management.

We also undertook a massive reexam-ination of all of the library’s policies, rewriting many in order to reduce the number and simplify and clarify those that remained. Examples include a complete overhaul of our personnel policies to update and modernize them. A number of items were also moved from requiring board approval to be under the authority of the executive director in order to make us more flexible and responsive. Procedures were also greatly simplified in order to give staff the flexibility to solve most issues without needing to seek higher-level assistance. Examples of procedural changes include meeting room reservations, weather emergencies, and the performance evaluation process. All told, twenty-nine different policies or procedures were eliminated in this review process, often by simplifying and combining. By empowering staff to solve as many problems as they can, on their own, we have reduced the complexity that can often interfere with good customer service.

Our goal is for the library to be viewed as the go-to resource in the community for everything from K-12 educational needs to culinary literacy, technology startups, career development, and lifelong learning. Our strategic plan encompasses a broad range of goals aligned with addressing community needs and facilitated through community relationships. By including staff at all levels, we’ve been able to ensure buy-in and maximize successes.

Enabling Change

GCPL underwent a massive amount of change in order to facilitate this new outward-facing philosophy. The structural and technological changes enabled much of what we did—removal of the help desks; creation of mobile librarians equipped with a full suite of tools; increased access for cardholders through automated systems; Genius Bar–style reservation systems for connecting customers with highly trained library staff; and self-check kiosks that add value to each interaction.

While all of these technology changes may seem large, the biggest change was carried by library staff. Library administration knew early on that we would need to introduce staff to these changes in service philosophy in a manner that did not create fear or anxiety. We could not let the technology changes drown out the larger picture, which was the overall change in the library’s position in the community.

Communication and, especially, listening, was the key. The executive director and the GCPL leadership team held a series of webinars (using Google Hangouts) and in-branch meetings. The weekly webinars were used as an opportunity to discuss the project in depth and to answer questions from staff. The leadership team also visited every branch, sometimes two or three times. They sat in on many branch staff meetings, fielding questions and listening to concerns. To assist in this process, we brought in several outside change consultants to speak with various levels of library staff. Many of these meetings were held off site, in comfortable locations away from the library itself. The consultants walked staff through the coming changes, addressing concerns, and letting everyone know that what was being asked of them was not only possible but would lead to better library services for the entire community with library staff enjoying far greater job satisfaction.

A staff team was also created to go branch to branch to discuss the coming changes and how best to prepare. This team was comprised of branch staff so that frontline employees were hearing from their own peers and learning that the coming changes were going to benefit everyone.

The IT department deployed the new kiosks to the branch workrooms in the weeks leading up to the rollout. This allowed staff to practice on the new equipment prior to its deployment to the public.

By the time the library closed for a week to roll out the new technologies and service model, all staff had been involved in several conversations and meetings with peers, members of leadership, and the outside consultants. The week was used to practice using the new technology and perform inventories at the branches.

When the library reopened to the public we had a new brand and logo, new website, new technologies, and a new service model. Most importantly, we had a revitalized staff that was learning how to organize their time in new ways in order to get out and better serve the community. The results of these changes can be seen at our Grayson Branch which is discussed below.

Local Partnerships at Branch Libraries

Forming community partnerships should take place not only at the system level, but it also has to be a responsibility of employees at all levels of the organization. Ron Gauthier, manager of GCPL’s Grayson Branch, has been particularly active in taking advantage of the new service model and autonomy afforded to branch managers to take an active role in the community and form as many partnerships as possible.

Grayson Branch staff meet customers while mobilizing resources, advertising services with onsite training, and generally providing more availability and an immediate staff presence. Staff members have engaged with entrepreneurs and educators, agency program coordinators, and PTA members, all at vibrant tables teeming with activity and in aisles where customer contact happens in a deliberate manner. These meetings spur conversations about resources and possible programs that can be offered to customers at off-site locations. It has become apparent that structured wandering into the deep recesses of customer space and activity has resulted in associations that, as Gauthier reports, “have often expanded into more in depth and structured partnerships.”¹

Another component of GCPL’s new service model is that we more assertively engage the community with a progressive outreach strategy. By selecting resources tailored to the specific needs of the community, we can promote them to selected parts of the populace and use those resources to catalyze surrounding neighborhoods. Some examples of this approach include, bringing STEM apparatus and programs into local schools and teaching how to use specific databases at corresponding businesses, churches, and other organizations. The goal is to empower the public to use library resources in new and enlightening ways.

By earnestly observing the community and keeping up with the evolving demography in our various service locations, we have been able to devise targeted services and programs that fulfill the educational and enrichment needs of diverse populations across Gwinnett County. By offering more services and broadening the scope of outreach, GCPL has become more visible in the community, subsequently developing trust and dependability and an active collaborative relationship with our new partners. Many of our customers have learned, through our new service model, that we are more than just an appealing place with storytime, books, and computers. We are a bustling institution with innovative, cutting-edge technology and a broad, cross-cultural array of programs. GCPL’s branches are vital centers of learning to enhance knowledge in a multitude of disciplines and literacies, and a fun meeting place for all ages.

Partnership with GCPS

One of the most important partnerships GCPL has formed at the system level has been with our local school district. The Gwinnett County Public Schools (GCPS) serve more than 180,000 students and is the largest school district in the state of Georgia. Early on we made a commitment to getting library cards in the hands of every student in Gwinnett County and realized that the only way to achieve this goal was through a close partnership with the schools. After setting up an initial meeting with school officials we proposed this partnership as a way of expanding access to library collections and resources. The school officials we met with were immediately positive about the idea but there was still a lot of work ahead to create the necessary Memorandum of Understanding (MOU) to ensure that the responsibilities of both partners were spelled out. There were also a number of legal, bureaucratic, technological, and organizational challenges that would have to be overcome.

Library staff were fortunate to have a couple of school board members and senior members of GCPS administration who were strongly supportive of this endeavor. However, it took months of work to get agreement on all issues. Eventually we decided on a plan that would allow parents to “opt in” when they used the online portal to sign their children up for the school year. Essentially this would mean they would have to tick a box that would indicate they wanted their child to have a library card. Because all of the students at GCPS have to memorize their student ID number for access to school services and programs we decided to use this ID number as their library card. Using student IDs as the library card would make the program seamless and easy to use for parents and students. We also had to reach agreement with the school system’s IT department on the protocols to be used for data transfers of student information. There were legal issues regarding data security and confidentiality that had to be worked out. On the library side we created age appropriate “portal pages” on our website that would direct students to the materials most appropriate for their grade level. Eventually this resulted in the creation of an MOU that was approved by both the library board and Gwinnett County Board of Education which went into effect in the fall of 2016.

The results of this partnership have been quite spectacular, during the first year we had the program more than 100,000 students were signed up for library cards. As a result, this pushed the percentage of the total Gwinnett County population with a library card to more than 50 percent. The partnership has also benefited both institutions in other ways, the library has a higher-level relationship with the schools than it did previously, and we are much more involved in the schools’ teacher in-service and training opportunities. Access to our collections and other resources has been greatly increased for GCPS students and overall usage of electronic resources has risen sharply as a result of the partnership. Gwinnett County Board of Education Member Carole Boyce celebrated this partnership by saying, “We have families whose whole world will be opened up because of what the library makes available to them.”² Associate Superintendent Dr. Jonathan Patterson added, “It is a win for our students and teachers, as well as for the greater Gwinnett community.”³

Partnership with Goodwill of North Georgia

GCPL has also enjoyed a productive partnership with Goodwill of North Georgia for more than three years. Forged during the economic downturn, this relationship brought expanded job search, training resources, and educational opportunities to residents of the northwest Atlanta regional area. Long known for their excellence in job-coaching and hands-on training, Goodwill brought their expertise in developing these job readiness skills and we used them in combination with library resources such as “Book A Librarian” and for individual assistance with online applications, resumes, and multiple print and online job-related resources. The partnership grew into the Job Boot Camp program which offers recruitment events and workshops with speakers and representatives from Goodwill and GCPL presenting together to provide anyone looking for employment with the tools they need to secure a job. The library also partners with Goodwill on Veteran Success Workshops and Roundtable meetings. Residents quickly learned that they would receive the best information and advice available at no charge to them from these programs.

For example, people working through Goodwill of North Georgia to find a job would have access to Career Connector which is Goodwill’s job resource database. They could take advantage of job coaching, job fairs, and specialized training in welding, operating forklifts, and other skills. The partnership with the library brought availability of Career Online High School, Learn A Test, Ferguson’s Career Guidance Center, and Lynda.com, all library resources, to Goodwill’s clients. Jointly offered programs increased program attendance for both organizations due to cross promotion. Both the library’s and Goodwill’s brands are associated with convenient and quality community assistance. We have introduced Goodwill representatives to other Metro Atlanta library systems so that our success can be replicated.

The partnership still thrives today when jobs are more plentiful because it is based upon a powerful commonality: do everything you can to better serve your community. In 2017 the library was recognized by Goodwill as “Emerging Partner of the Year” as a direct result of this collaboration. From employment literacy and skills to quickly learning how to use new technology through Lynda.com videos for work or personal growth, this partnership supports not only economic but personal enrichment as well. The library refers its many customers who wish to donate used books to Goodwill’s multiple area donation centers. In a similar fashion, Goodwill refers its clients to the library for continued growth in their skills and knowledge.

Other Major Partners

Two other significant partnerships we have established include our local hospital, Gwinnett Medical Center, and the Gwinnett Chamber of Commerce. In partnership with the medical center we have offered health fairs, books for newborn babies, and we also supported the baseline concussion testing program that the hospital offers. The purpose of the latter program is to help better treat head injuries in children that are caused by accidents or sporting events. The baseline testing will create a record to show “normal” brain activity in a given child so that if they do ever suffer a head injury there will be a more clear path to treatment. The library provides space for the testing to take place and also helps with promotion of this worthy program.

GCPL provides speakers for many Chamber of Commerce programs, and we are recognized as the “go to” experts for business information. In the past, we have also worked with the Chamber to provide a series of programs on how to start a business, and library employees are represented on many chamber committees and work groups. Strong ties with local hospitals and the business community have been key to our growth and success. These are just a few examples of the community partnerships we have formed, but a full recounting of all of them would turn this article into a novel.

GCPL has also created partnerships with many other community groups and institutions. In all, the library has worked with hundreds of different partners over the last few years. For example, we have partnered with the Latino Association to reach out to the Hispanic community with bilingual storytimes, English language proficiency classes, immigration assistance and more. One of our senior administrators has become very involved in the work of the Gwinnett Health Coalition’s Food Committee. As a result, we have developed a much closer relationship with local food pantries and emergency shelters to meet the needs of our food insecure populations. We have also created a strong tie with the county’s Parks and Recreation department to provide senior programming and to assist with the distribution of free lunches to economically disadvantaged children during the summer months. The list of partnerships the library has created are large and ever growing, and we hope it will continue to expand in the future.

True Partnerships Benefit the Library and the Community

The benefits to the library and the community are growing and significant due to these collaborative efforts. Visibility and awareness of library programming and outreach across Gwinnett County has greatly increased. When library employees are working with the public or out in the community, we are finding more and more that citizens are aware of the work we do in conjunction with other organizations. In some cases, this has meant that the library has gained a “seat at the table” when important community issues are discussed (public forums to discuss transit issues are one example of this). In other cases, it has meant that we are the “table” organization that helps convene and bring different groups together to solve community problems. By working closely with others, GCPL can serve as a “force multiplier” accomplishing more through collaboration than we would ever be able to do on our own, while offering the same benefits to our partners. Library staff have also been able to gain a better understanding of community needs by being more active among the general public. In one instance, we formed a partnership with a local extended stay hotel to provide free books to the large numbers of children living there. Every week we restock these materials since the demand for them is so great. GCPL is changing lives with this sort of innovative outreach and our goal is improved health, wellbeing, and education for all of the citizens of Gwinnett County.

GCPL staff and the library as a whole have learned a great deal from these partnership opportunities. We have grown as a library and have learned far more about the issues and problems in our community than we ever thought possible. However, it is also important to choose partners carefully, each party must be able to bring something to the table and to uphold their portion of the arrangement. Once it becomes clear things are not working out, it’s acceptable to cut ties and move on to work with a different partner. The ultimate goal is community service, not just partnership for the sake of partnership. By the same token, one should not discount a smaller partnering organization simply because of size; they may have hidden strengths of community knowledge, donors, or staff that are not readily apparent. A good partnership requires careful deliberation and consideration by both entities. The agreement should not proceed unless both organizations stand to benefit, and it is in keeping with the strategic goals and vision of the library. Finally, there is no need to fear going outside your comfort zone. Growth can only take place when we stretch ourselves and strive for excellence.

References

1. Ron Gautier, email interview with author, Jan. 19, 2018.
2. Keith Farner, “Gwinnett Schools, Library Partner to Expand Resources,” Gwinnett Daily Post, May 6, 2016, accessed June 12, 2018.
3. Dr. Jonathon Patterson, GCPS press release, May 5, 2016.

The post Innovation Revolution at Gwinnett County Library first appeared on Public Libraries Online.

At Anythink, we have focused our resources to create a cohesive customer experience that centers on informal learning. Like museums, we have studied how people use the library. We create spaces to support people who drop in to pick up a book or simply want a community environment to think or work. We also create experiences for people to learn, create, and collaborate. Our team develops resources for people who use the library as a toolbox in their quest for mastery of a topic or skill. We diligently attempt to help our community understand how the library is evolving. Public libraries are much more than places to check out books. They are places to learn, and learning today includes—but is not limited to—reading books or blogs, experimenting by watching YouTube videos, and engaging with experts. That said, the rich tradition of sharing and connecting people to information is what anchors libraries as community cultural and education centers.

This trend captures a challenge that libraries have been wrestling with for years. As we evolve, some communities hold on to the concept of the traditional library and hinder our ability to create flexible change. Many public libraries are rethinking their services, spaces, programs, and collections. Some community members find it challenging when libraries introduce new concepts, including makerspaces, digital learning labs, and circulating collections such as tools, sewing machines, laptops, and bakeware. Libraries can meet community needs with a variety of flexible solutions. We not only have a seat at the table—in many cases, we are the conveners. This shift can feel uncomfortable for those who consider the library as a place for books.

John Palfrey, chair of the board of trustees of the Knight Foundation and head of school at Phillips Academy in Andover (MA) notes in his book BiblioTech, “Those of us who care deeply about the future of libraries are too likely to rely on the deep nostalgia about libraries rather than take risks and invest now in a bright future. The temptation to rely on nostalgia is understandable. Survey after survey, anecdotal [encounter] after anecdotal encounter, shows us that people ‘love libraries.’ Just as we all love the memory of the childhood experience, we love the idea of libraries in general. Often it feels like a patronizing sort of love.” He concludes, “Libraries must create new nostalgia. . . . The purpose of renewed investments in libraries should be to establish new services and ways of discovering and accessing knowledge.”¹

As public libraries create this new nostalgia, we must find the courage to take risks and to lead our communities to understand the value of the public library in the twenty-first century. Moreover, I increasingly believe that our measure of success is not about how many books are circulated or how many people attend our programs, but by the quality of life in our communities.

Reference

1. John Palfrey, BiblioTech: Why Libraries Matter More than Ever in the Age of Google (New York: Basic Books, 2015), chapter 1.

The post Courage to Evolve first appeared on Public Libraries Online.

More than 1,500 residents filled out surveys and 300 participated in community meetings. What they found may surprise you. In addition to wanting things like “comfortable seating, a children’s library, a café, a quiet study area, more books, free Wi-Fi, [and] a family events center,” the community also asked for “a place for fitness and exercise.”[1] Indeed, 47.2 percent of survey respondents said they wanted to see “Exercise/Fitness classes” in the new Saugus Library Center, making it the fourth most popular response, behind “Free Wi-Fi,” “Books,” and “Family Events.”[2]

In fact, this trend has been growing now for some time.  One of the newest branches of the San Antonio (Texas) Public Library is co-located within a YMCA fitness center.[3] Similarly, the newest branch of the Calgary Public Library in Alberta, Canada, is also located within a YMCA recreation facility. Mark Asberg, director of Calgary’s service delivery said, “We want to be in spaces where our resources are as available as possible to as many people as possible.”[4]

Some libraries take this trend even further. The London (Canada) Public Library is working intensively with its YMCA to develop a new Southwest Community Centre, scheduled to open in Fall 2018. The new shared facility is being described as a “one-stop-shop for learning, playing, and healthy living: Imagine a place where everyone in a community comes together to learn, play, have fun, and be healthy.”[5]

Meanwhile, in Singapore in Southeast Asia, a new type of public library opened on February 4. Called “Heartbeat@Bedok,” the facility brings together a “sports centre, public library, community club, polyclinic and senior care centre under one roof.” Prime Minister Lee Hsien Loong said that bringing these entities together in one facility will enable the hub to becomea “national innovation laboratory” to pilot new services, which could include telemedicine and the pairing of workout data with health statistics.[6]

Back in Santa Clarita, California, the city is committed to meeting community needs by creating a space for exercise and fitness in its newest library branch, which scheduled to open to the public in 2020. The concept for the new library is that it will be a:

• “Multi-generational family destination and gathering place for all Santa Clarita residents
• Vibrant community hub with unique indoor and outdoor spaces
• A place where learning, exploration, imagination and play can happen simultaneously in the same area.”[7]

Maybe you can’t build a new library, but you can think about what you can do to positively impact health and wellness in your community. The Public Library Association currently has an ongoing initiative focused on how public libraries in the U.S. promote healthy communities. Follow this initiative, and get involved, to make a difference in your community.[8]

References

[1] Andrew Clark, “City plans for massive annexation, Saugus library and arts center.” The Signal: Santa Clarita Valley. February 12, 2018. https://signalscv.com/2018/02/city-plans-massive-annexation-saugus-library-arts-center/.

[2] City of Santa Clarita. Saugus Library Center Needs Assessment Survey – April 2015. http://www.santaclaritalibrary.com/files/2014/10/SLC-Survey-Results-April-2015.pdf.

[3] RJ Marques. “New SA library with free Wifi, YMCA to open Friday on far West Side.” KSAT-12. November 4, 2016. https://www.ksat.com/sa-live/new-library-ymca-to-open-friday-on-far-west-side.

[4] Calgary Public Library. “Calgary’s First Express Library Opens in New YMCA.” January 9, 2018. https://calgarylibrary.ca/news/calgarys-first-express-library-opens-in-new-ymca/.

[5] Janis Wallace. “Residents in southwest London are excited about a new one-stop-shop for learning, playing, and healthy living.” TheLondoner.ca. February 1, 2018. http://www.thelondoner.ca/2018/02/01/residents-in-southwest-london-are-excited-about-a-new-one-stop-shop-for-learning-playing-and-healthy-living.  

[6] Seow Bei Yi. “Community facilities under one roof at new Bedok lifestyle hub.” The Straits Times. February 4, 2018. http://www.straitstimes.com/singapore/community-facilities-under-one-roof-at-new-bedok-lifestyle-hub.

[7] City of Santa Clarita. “Saugus Library Center.” http://www.santaclaritalibrary.com/about/saugus-library-center/.

[8] Public Library Association. “Promoting Healthy Communities: A Health Information Initiative.” http://www.ala.org/pla/initiatives/healthliteracy.

The post Health and Wellness at the Library first appeared on Public Libraries Online.

Thanks to the clear divisions in our country, there has recently been a lot of talk about bringing people together. In the spirit of that call for camaraderie, I’ve been reflecting on the opportunities the library has to partner with others on programs and efforts. We have strong partnerships with our local school department and our senior center as you probably do. It’s a great relationship to have, but in a lot of ways it’s the low-hanging fruit. They are our natural allies in town, ​but it’s important when possible, to go a step further.

Take a step back and look at the different groups that operate in your town or city, whether official departments, community groups, not for profit entities, or even local businesses that might be willing to partner. Here’s a few relationships that we’ve worked to develop in our small Boston suburb of Belmont, Massachusetts:

Recreation Department –

In the past we’ve offered library storytimes and mobile circulation opportunities in the community pool space and also at  a busy community playground. The local recreation department also uses space in our building to cover their programming needs.

Garden Club

On our site is a memorial garden that is open to the public. The local community garden club maintains the garden and they use space in our building for storage. They pay for the plants and we pay for the water. We also have agreed to split any further costs that arise. This small amount of funding and effort allows us to be regular partners with a large group of citizens in the community and often leads to joint programming and other partnerships.

Gallery of Art

We often work with our local Gallery of Art to promote their exhibits. This has strengthened our relationships with patrons interested in art programming and also has provided the chance to cosponsor events held at the gallery.

Veterans

By far the most enriching partnership we formed in 2016 was with the veterans department in our community. We wanted to redo some of the lettering on a stone slab in front of our building, as the previous copper lettering was decades old and in need of a refresh. Since our public library is actually a memorial building, we thought it made sense to reach out to the veterans department agent to see if he’d consider a rededication ceremony on the day the new letters were installed. Not only did he love the idea but we had 80 attendees turn up for the event.  Further, the agent contacted us the next week and asked if we’d lend some space for a Purple Heart ceremony to honor Purple Heart recipients later in the year. More than 50 people showed up that day, and we’ve determined that the library will now be the permanent home for the annual Purple Heart ceremony. Later in the summer, we nominated our veterans agent for an award at the state level. He won the award and the town government joined me at a ceremony to see him receive it. This has caused a great new relationship with our town’s veterans and it all came from a little idea. We will continue to look for these sorts of opportunities for partnerships and hope you can too.

The post Library Partnerships Bring People Together first appeared on Public Libraries Online.

I had an opportunity to speak with Steven Potter, library director and CEO of the Mid-Continent Public Library in Kansas City, Missouri who recently co-authored a book on the subject. The purpose-based library connects with the community, collaborates to better reach goals, measures what is useful and shows value, and continually improves. Summing up, Potter says, “It is all about re-embracing the vitality of our profession.” [1]

Sound familiar?  Over the past few years, there have been several campaigns, reports, and training opportunities on similar thoughts, some through our own professional organizations, and some through other arenas. Libraries have a plethora of tools at their disposal right now – all of which speak to the need to be more community centered and valuable. If you are looking to transform your library, measure outcomes, be the center of your city, or be more purpose-based, the following organizational programs are some great ways to get started.

The Libraries Transform campaign, an initiative of the American Library Association under the leadership of then-President Sari Feldman, was designed to increase public awareness of the value, impact, and services provided by libraries and library professionals. The highly graphical Libraries Transform campaign provides great ready-made pieces libraries can use to showcase the transformative nature of today’s libraries and elevate the critical role libraries play in the digital age.  This is an easy way to get clear, colorful graphics that you can use in your building, on your website, or in your print items right out of the box.

Project Outcome is the Public Library Association’s latest field-tested outcome measurement initiative. “The goal of Project Outcome is to help public libraries understand and share the true impact of essential library services and programs. While many public libraries collect data about their services and programs, what is often lacking are the data to support what good they are providing their communities, such as programs serving childhood literacy, digital and technological training, and workforce development. With Project Outcome, patron attendance and anecdotal success stories are no longer the only way libraries can demonstrate their effectiveness. Developed by library leaders, researchers, and data analysts, Project Outcome is designed to give libraries simple tools and supportive resources to help turn better data into better libraries.  To start measuring the true impact of your public library, join Project Outcome today!”[2]

The Harwood Institute for Public Innovation is not a library organization, but libraries are finding that the premise of the institute, a desire to “turn outward” to your community, dovetails beautifully with the movement to be seen as more relevant to their communities.  Turning outward means using the community, not your conference room, as the main reference point for decisions – from the strategies you and your partners pursue, the partners you choose, how you start and then grow your efforts over time, and even how you structure and run your internal organization.  The Midwest Collaborative for Library Services (MCLS), along with the Library of Michigan, believes greatly in turning outward and becoming more relevant and valued in the eyes of the community.  They have embarked on a collaborative project to train a cohort of Michigan librarians in the Harwood method – offering scholarships, training, and coaching calls in order to assist their member libraries in becoming more outward looking and purpose-based.

Seeing so many similar ideas grow organically out of our field during a rather short span of time,  make it clear that the library field as a whole is feeling the need to reshape how we tell our story, and how to best show the value in what public libraries do.  If we don’t tell our story well, who will?

References

[1] Steven V. Potter(Director) in telephone interview September 2016.

[2] http://www.ilovelibraries.org/librariestransform

Resources

https://publiclibrariesonline.org/2015/09/project-outcome-helping-libraries-capture-their-community-impact/

www.theharwoodinstitute.org

The post What Is The Purpose-Based Library? first appeared on Public Libraries Online.

In all types of libraries, services, collections, and spaces are being redesigned as a response to changing patron needs and preferences.  Advancement in technology is fueling these changes. Outside of libraries, these changes are causing businesses to rethink their products, services, and delivery methods.  All of this together is changing how the modern workforce performs its work and the skill sets it needs in the dynamic modern workplace. At Johnson County Library, located in the Kansas suburbs surrounding Kansas City, these factors combined, led  to the creation of a makerspace.[1]  As the library re-evaluated its approach to traditional business reference services, a redesign of the central library was also in the planning stages.  Moreover, a flexible approach to programming allowed these three forces to combine, creating fertile grounds for the launch of a makerspace.

Getting Started

Often times getting started can be the biggest hurdle.  Makerspaces can take on many forms and include a wide variety of tools.  Meredith Nelson, the reference librarian who launched Johnson County Library’s MakerSpace, offers a pragmatic approach to creating the makerspace that your community wants and needs. “Start out with programming. The people that show up are your supporters. Talk to them… Before investing, figure out what the community wants,” she said.[2]  Her advice demonstrates that having a physical makerspace is not a requirement for embarking on related activities.

Similarly, Michelle Luhtala, New Canaan (CT) High School librarian, recommends not investing heavily in tools and technology initially.  As she transformed a traditional high school library into a makerspace, she started with “a few things like basic craft supplies and Legos that other teachers had recommended, but she took her cues from the students.”[3]  Both Nelson and Luhtala employed an approach that tested the makerspace waters before diving in head first.

Customizing Your Makerspace

Notably, makerspaces can take on many forms ranging from large dedicated spaces to a mobile concept where technology travels to patrons in various locations.  Additionally, the types of technologies and tools made available in makerspaces ranges greatly.  In short, makerspaces are not one-size-fits-all.  For optimal success, makerspace resources, services, and programs should be customized to the community. For example, a public library serving a rural community may want to focus on soil science tools and drone technology as both are at the forefront of modern agriculture.  This focus wouldn’t be a good fit for an urban community that likely would have other interests. Referring to Nelson’s advice to start small with programming, your patrons can tell you want they want and need.  As you test the making waters, collect feedback to inform what your makerspace should look like as it matures.

Engaging All Ages

Often programming focuses on a singular age group. Storytimes are aimed at specific age ranges, while book discussions target a more mature audience.  Programming that targets mixed age ranges is more difficult.

Like other library programming, makerspace programing can also focus on a specific age group.  However, there is ample potential for families that encompass multiple age groups.  Nelson says that she has seen “whole families engaged” in the Johnson County Library MakerSpace.  Parents and grandparents visit with children and grandchildren to use the space’s tools and resources. As families, they attend programming activities like the MakerSpace Passport program, launched in the summer of 2016. Example projects in the Passport program included coding, soldering, a sewing project, woodworking, and a stop-motion movie. During the Passport program 2,333 projects were completed.  Nelson notes that this programming series was very hands-on for staff, and therefore, quite time intensive. As a comparison, an interaction on the reference desk may be quite brief.  The interactions in the MakerSpace tend to be more technical and in-depth, requiring significant staff time and expertise.

In summary, the idea of starting a makerspace can be overwhelming given the resources, expertise, and time commitment.  However, you can ease into the project to develop a space that is useful for your community.   No clear guide exists for creating the ideal MakerSpace, this is because they are focused on local needs and specific to each community.  This ambiguity creates opportunity in crafting the best makerspace for your community.

References

[1] MakerSpace Home. (n.d.). Retrieved September 12, 2016, from https://www.jocolibrary.org/makerspace/makerspace-new.

[2] Meredith Nelson Interview [Personal interview]. (2016, September 7).

[3] Schwartz, B. K. (2016). Launching a Makerspace: Lessons Learned From a Transformed School Library. Retrieved September 12, 2016, from https://ww2.kqed.org/mindshift/2016/07/31/launching-a-makerspace-lessons-learned-from-a-transformed-school-library/

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January is resolution time. Everywhere you turn you’ll find tips and tricks for making — and keeping –resolutions to make you your best self ever. The New Year gives us an opportunity to make changes, firm up resolve, try new things, and generally set off into the future on the right foot.

But while you’re pondering “Diets that Really Work” and “10 Great Ideas for Organizing Your Home,” why not look at ways you can resolve to make this year the best ever for your library? The New Year is a perfect time to look at what you’re doing, what you want to be doing, and how you can get there. It is a great opportunity to try new things and to reconsider the way you, and your community, view your library.

We’ve developed the following twelve “resolutions” to help you start thinking about your library in new ways. Our goal is to create more community-centered libraries and librarians, and the focus in the resolutions below is on how you can continue turning your library into a vital and involved community institution.

We’ve organized these resolutions so that they start with a reorientation of the way we approach our jobs; move on to specific ways to do our jobs, and then end with advocacy and attitude. They all take work, and some take a radical rethinking of how we see ourselves and our institutions, and how we prioritize our day-to-day jobs. In some cases, adopting a resolution in order to make your library thrive as a community-centered institution will mean reconsidering job duties, reorganizing your structure, or reevaluating your mission. In other cases, adopting a resolution will mean getting out of your library and into your community in new ways. Often, it will mean venturing out of your comfort zone, challenging your employees, or pushing your local politicians.

All of this is hard work, and we know that some libraries are already struggling with budget cuts and staff shortages, among many other challenges. If your library is stretched thin, get creative in how you approach these resolutions. You may need to reconsider what you’re doing and let go of what is obsolete or doesn’t serve your community anymore. That way, you can make room for what is relevant and truly beneficial to the people you serve. Remember, just like all the diet and fitness advice we see this time of year, there is no one-size-fits-all approach for libraries. Give yourself permission to only do what works for your community.

So, let’s start this New Year with energy and vision! A great way to begin is to check out these suggestions for moving your library forward one month (or step) at a time.

1. You’re not in it for the information. Libraries will always be about information, but we need to start prioritizing the fact that we’re also in the community building business. Feed kids, collaborate with local organizations, help people find jobs, consider how you can affect the social climate of your community. Yes, we offer books and computers but we offer a heck of a lot more, and our worth will increasingly be in what we can offer our communities to help them grow and thrive.
2. Worry less about trends and more about your community. In our struggle to make libraries’ relevance evident to all, we need to be sure that we are not hopping on (and off) ever bandwagon that shows up in library journals and conferences. Not every library needs a makerspace or an e-reader lending program. But every community does need thoughtful librarians who take the time to assess their community and discover creative ways to serve their patrons. It’s good to be aware of current trends in libraries so you can imagine the possibilities, but just because something is getting a lot of buzz doesn’t mean it’s the right fit for the unique collection of people who make up your community.
3. Stick the surveys in a drawer and get out into the community. Surveys are one tool for gathering feedback, and when used judiciously they can be helpful. But if we depend solely on surveys to paint an accurate picture, we will end up with a narrow and shallow view of our communities. Surveys also limit the potential responses you can solicit and do little to encourage creative thinking. A better option is to combine your survey results with robust involvement in the community. Join organizations, serve on committees, and talk to people whenever possible. Librarians who are embedded in the work and concerns of a community have a much better view of their patrons’ lives, needs, and interests than those looking at statistics collected from a survey.
4. Hire for vision and fit, not skills. In our experience, it is much more important to find library staff members who believe in the mission and vision of the library, and who can adapt easily into the culture of public programming and outreach, than it is to find someone who perfectly matches the technical skill set you want. New hires can always be trained to do library tasks. So in interviews, look for the softer skills like ability to think creatively and critically, willingness to work flexible schedules in order to accommodate outreach, and a true belief in the philosophy of libraries as community engagement institutions. These qualities, not just a technical understanding of libraries, are the most important when it comes to creating community-centered institutions.
5. Make programming a job requirement. To create a truly community-centered library, you need to provide opportunities for people to connect, explore, and learn together. Assigning this job to one person won’t work. It takes a team to offer the variety and volume of events that should happen in a library, especially if that library wants to be a true hub of the city or town. Some libraries have dedicated programming librarians, and we are huge supporters of having someone in that role to plan the majority of events and coordinate other staff members involved in programming. Still, we feel that it is essential that every librarian hired for the library’s full-time staff be eager and willing to participate in these activities. Perhaps your reference librarian would like to offer some technology classes, or your head of circulation would love to share his or her gardening knowledge. Time off the desk to do different things is good for your staff and benefits patrons too. With a greater number of programmers, programs can happen at a wide variety of times, and cover a broader selection of topics. Both of these things add up to reaching more community members.
6. Use what you have…and find what you don’t. Limited funding, space issues, constantly changing technologies…so what? You have what you need: staff, patrons, and community. Among them are grant writers, creative minds, and specialized skills for sharing. All you need to do is ask, make a plan, and get to work. In other words, stop getting hung up on those things that are a struggle for all libraries, and do something!
7. Learn a new skill. Just because you don’t know how to do something now, doesn’t mean you can’t learn. Sign up for an introductory class, attend a workshop (and we don’t mean at a library conference or library consortium!), or develop a new hobby. Learn to do something that will help make your library the best it can be. For example (directors, we’re talking to you), allow your staff members the time to do things like take graphic design classes to improve library publicity; get certified in yoga instruction so that they can teach classes to kids at the library; or attend weekend classes to learn things like silk screening or quilting, so that they can offer library programs on those topics. Why outsource web design and PR, or hire presenters multiple times, when you can train staff members once and get these jobs done in-house? In addition, staff members will stick around longer because with the variety of skills they get to explore at work, they will never get bored with their jobs! This is a move that is good for your community and also generates enthusiasm in your staff.
8. Remember the magic. Remember watching Sesame Street and learning about community helpers? Looking at libraries through the eyes of a child can help bring you back to basics in terms of both what we do (introduce people–including kids–to books and the world) and why it is so important (is there a more magical time than story hour?). It is so easy to get overwhelmed with the day-to-day operations of a library not to mention the budgetary and political pressures often involved in our work. Why not organize a “community helper” day in your library for kids and their parents. Invite teacher, firefighters, postal workers, bakers — anyone who contributes to your community. Encourage them to talk about not just what they do, but how what they do contributes to the community…and join in. It will be a great way to remind yourself of the good work you’re doing, share that enthusiasm with other “community helpers,” and reconnect with the essence of library services.
9. Be political. One of libraries’ greatest strengths is that they are non-partisan. However, they can’t afford to be apolitical. Librarians need to be involved in local politics, not to negate their role as equitable institutions, but to join in the critical conversations of their communities. Develop relationships with politicians and don’t be afraid to let them know how their actions affect the people you serve. When a sticky community issue presents itself, offer the library as a partner to help tackle it. In addition to serving your community in a valuable way, if you are seen as a problem solver, you will be much less vulnerable when it comes to budget cuts and will have more leverage if you need community support for a capital project. Be proactive now so that the groundwork is in place when you need it.
10. Claim your seat. Once you get political, make sure that you are advocating for libraries all the time. And when you have a spot at the table, don’t waste the opportunity. Always make sure you have something to say, and be willing to say it! Get yourself on agendas — at city council meetings, one-on-one meetings with the mayor, business council or Chamber of Commerce meetings, and social organizations. Give updates about the library, even if no one asks for them. Show up prepared, highlight what you do for the community, and don’t be afraid to ask for support.
11. Send library advocates out into the world. It can be a great morale booster to hear someone from outside the library rave about how wonderful libraries are. But every time one of these speakers presents the keynote at a conference, we can’t help but think it would be more valuable to libraries to send these super fans to talk to stakeholders, funders, and others who aren’t librarians. Librarians already love libraries. Let’s send our supporters out into the world to spread the gospel of libraries far and wide.
12. Don’t be content with just patting yourself on the back. Libraries are great. Your library is doing wonderful things for your patrons and your community and you are changing lives. But don’t be satisfied with where you are today. Resting on our laurels won’t get us anywhere. We must continue to grow with and for our communities. Challenge yourself to go farther, do more, and do it better. Be willing to be critical of the way things are. We’re not talking about being negative and nitpicking, but rather about honestly assessing the ways libraries can improve. Be attentive when you receive constructive criticism from patrons and stakeholders. In face, seek out those who can tell you the truth about what the library could be doing better. Community-centered libraries must be forward thinking. Enjoy today’s success, but always ask yourself “What’s next?”

The post New Year, New Library! first appeared on Public Libraries Online.