A quote that caught my eye from the Library Revolution Blog. Emily Clasper covered Computer in Libraries on her blog. This quote (and I am not sure if the first sentence is the presenter and the second is her thought, it seems that way) speaks to the big problem libraries have in serving the public.
Library Revolution » Blog Archive » CIL 2008: Day 1 Keynote: "Education level is a good predictor of library use. Should this make us worried that the people who may be the least likely to use the library may be those who need us the most?"
END
Education and red-lining
When I read this post, it coincided with a piece I heard on NPR about the anniversary of the Fair-Housing Act and Dr. Martin Luther King, Jr.'s assassination. How has the Fair-Housing Act fared? The piece documented how African-Americans were blocked from living in certain areas. This practice was commonly known as Red-lining. Dr. King spoke in this piece and provided an example. "When a black man goes into a realtor's office, the realtor tells him the only houses that are available are in the ghetto. When a white man goes in, the realtor suddenly has more openings in nice areas."
This practice is heavily detailed in the book Minorities in Phoenix by Brad Luckingham. He discusses how Phoenix was populated. It explains why there is a South Phoenix which has a high density of minorities and is a very poor and crime-filled area. The book is 16 years old now, but not much has really changed in these areas. The reason is that realtors blocked minorities from going into any neighborhood except the one designated for them. Then, these areas had all of their resources sucked out of them. With no businesses willing to locate there and no jobs offered, it is no wonder that these areas are as they are. It wasn't always that way, but it was designed to be so.
This impacts libraries as well. A public library exists because no private entity can provide the same vital service. These public libraries can be established in poor areas. In most cases, it is the only vital link for a depressed area to revitalize and for its population to pull itself out of poverty. In some areas, the situation is hopeless so resources like public libraries aren't used as heavily because "What's the point?" That's something serious libraries have to look at. So when I read the first post from Library Revolution, it rings very true. Those who need us most use us the least. I have looked at the stats for libraries in poor areas and the usage is low.
Consistency and equality supersede efficiency
However, the reality is that it takes a disproportionate amount of effort to make the library heavily used again. If the public can see the library's value and understand what it can do, then they will come. Part of that is faith in the library administrators. It is easy to cut funding where there is little use, it's efficient. It is being a good public steward of funds and allocate resources where it is used the most. Those in poorer areas have less usage, more lost books, and more damage to libraries. Low usage means less hours, less funding. How do you turn this around? An administrator must be dedicated to provide fair and consistent services. Consistency and equality supersede efficiency. If we don't put funding where it is needed most, we are not holding up to our true mission of service.
Place a public library in any affluent community and people will be banging on the door wanting to get in. They understand that libraries are power. That they can provide the resources to leverage anything. That the library's resources only lead to improvements to one's self. In a poor area, the people are so depressed, they don't see the need in trying. They must be convinced otherwise. I remember when Tony Garvey of the City of Phoenix Public Library made the decision to provide consistent hours throughout the city. It was a controversial move, but it provided the same level of service no matter where you went. How did she fair?
SNIP
Phoenix Librarian Toni Garvey Named Librarian of the Year (2004)
During her seven-year tenure at Phoenix Public Library, circulation has increased by more than 100 percent, and visits to library facilities have grown by 26 percent.
According to the latest statistics released by the American Library Association, Phoenix libraries are open more hours per facility per week than almost any other system in the country serving one million people or more.
Librarian of the Year 2004: Toni Garvey
First came expanded hours of service. Every PPL branch, including the central library, is open seven days a week, for 66 hours. This schedule, which provides more hours of service than most city libraries, includes generous Sunday hours. Before budget cuts, PPL offered 75 hours of service a week.
When Garvey arrived, branch library schedules varied widely and hours of service were far fewer. Some branches were open 40 hours, others up to 55. Some opened on Sunday in the school year, others not at all. The fewest hours were often in the neediest neighborhoods.
"It was a fine political message to say, 'We serve everyone equally,'" says Garvey. "In a place like Phoenix, with 13 libraries to serve 1.4 million people, you have to redefine what access means. Lots of hours and uniform schedules are critical to that."
Access also means serving a diverse population. When a librarian visiting a branch in a Hispanic neighborhood found no staff who could speak Spanish, Garvey immediately discovered which staffers had language competencies. She transferred people into branches with gaps and began to recruit people fluent in Spanish. Most remarkably, PPL hired someone to teach Spanish to the whole staff, and now there are basic and intermediate Spanish classes going on all the time, with teaching geared to library situations and vocabulary.
END SNIP
Boost the community
It is true of urban and rural libraries in bad areas. We must provide resources and services consistently to everyone. What message can we send if we don't do that? It is difficult during today's economy to do this. At a time like this, a library's need for additional resources rises. We were able to take advantage of the booming economy. We are building a new library and have money to provide a great opening day collection. We can also continue to purchase new materials and replace damaged and lost materials. It is like the broken windows theory, if we can replace something that is damaged (and in poor areas things are damaged constantly) we can help prevent more problems. It is to provide consistent services that are always available and to be able to boost the community, when it needs us the most.
Showing posts with label Community Center. Show all posts
Showing posts with label Community Center. Show all posts
Friday, April 18, 2008
Monday, April 23, 2007
Technology Centers Empower Low-Income Hispanic Communities
Technology Centers Empower Low-Income Hispanic Communities
http://www.pewinternet.org/pdfs/Latinos_Online_March_14_2007.pdfHispanics with lower levels of education and English proficiency remain largely disconnectd from the internet
SNIP
Just one in three Latinos who speak only Spanish go online
78% of Latinos who are English-dominant and 76% of bilingual Latinos use the internet compared with 32% of Spanish-dominant Hispanic adults.
76% of US-born Latinos go online, compared with 43% of those born outside the US. Some of this is related to language, but analysis shows that being born outside of the 50 states is an independent factor that is associated with a decreased likelihood of going online.
80% of second-generation Latinos, the sons and daughters of immigrants, go online, as do 71% of third-general latinos who did not complete high school go online.
Mexicans are the largest national origin group in the US Latino population and are amont the least likely groups to go online: 52% of Latinos of Mexican descent use the internet. Even when age, income, language, generation or nativity is held constant, being Mexican is associated with a decreased likelihood of going online.
END SNIP
An uphill battle indeed, and I thought literacy programming was hard.
Saturday, February 24, 2007
Programming rhythm or making it a habit
When I first was a librarian at my place of work, we had no adult programming, we did not run collection development reports, our catalog was still in DOS and not on the internet, and we provided no reference service. Surprising?
After I made all the changes after one year it felt like a computer commercial I saw. It was in an office building where an older gentelman was showing this young woman around. She has just started working there. He told her of all the innovation and when he started there they didn't have this and they didn't have that. After the conversation, she asks him, "How long have your worked here?", to which he replies "About six months". It shows how fast our world is changing and how as a library, you need to change to keep up.
You can create patron habits through library programming. Just have a regularly scheduled program weekly, or the same time each month, and you will see the same patrons every month, reliably checking out materials, using computers, and asking reference questions. Programming gets them in the door to make them realize all the value you have to offer. It is amazing how the ritual can be acquired so quickly.
After I made all the changes after one year it felt like a computer commercial I saw. It was in an office building where an older gentelman was showing this young woman around. She has just started working there. He told her of all the innovation and when he started there they didn't have this and they didn't have that. After the conversation, she asks him, "How long have your worked here?", to which he replies "About six months". It shows how fast our world is changing and how as a library, you need to change to keep up.
You can create patron habits through library programming. Just have a regularly scheduled program weekly, or the same time each month, and you will see the same patrons every month, reliably checking out materials, using computers, and asking reference questions. Programming gets them in the door to make them realize all the value you have to offer. It is amazing how the ritual can be acquired so quickly.
Saturday, February 17, 2007
Successful Saturdays: Keeping in good with the press
What is your perception of libraries?
Is it this?
or this?
In some communities, you can ask the question, when was the last time you visited your public library. The reply can sometimes be, "There is a public library in town?" I remember when I first interviewed for a job at my library, I didn't know where the public library was. That is still one of the things that I don't like about my library, its location. A library should be located off the main street so it can be seen driving by. In addition, the library is the old city hall building so it doesn't look like a library.
Often, the perception of public libraries are that they are a throwback to the 1950s. You can insert the obvious antiquated references here (you know the glasses, the hair in a bun, shushing, dusty old books). It seems that many people have not entered into a library in quite some time. The obvious perception of libraries are the first two pictures. However, you want the perception to be the third picture. People at the library enjoying everything the library has to offer. It is not just about books, or computers, it is about a sense of place. It is somewhere to take your family to get an education, entertainment, and a great experience.
The younger generation that never has entered a library are stuck with stereotypes from the media. They will see more saturation from television and the internet's perceptions of libraries, than from actual libraries. In order to combat this, you need to take an active approach in getting attention for your library.
When I first started working at my library, we had no programming and some technology classes (in which attendance was dismal). Circulation wasn't bad, but it seemed that most of the community did not know where the library was. After doing some research, I realized, there was no way we were telling the public about us. No articles in the newspaper, no press releases, no calendar of events, nothing.
I began to write press releases for the local newspaper. It began to get some attention, but the articles were placed irregularly and usually not in enough time for people to be aware of the program. Most of the attendance for programs (if anyone showed up) was between zero and seven people. It was hard to continue with such low attendance. It wasn't until I had a big series of programs in February, did things begin to take off.
The library was conducting a focus group on the direction of the library. It was mostly a defensive maneuver to ward of cuts to the library budget. (It was post-9/11 everyone was getting cut.) I had a series of cultural events I was planning for February. Most of them came from the Arizona Humanities Council. I hoped to get all of the events together at the beginning of the month in a big spread. The paper did one better by getting images to put in the paper of the performers, a full page spread, and well ahead of time. I ended up getting 45 people for the first program, 30 for the second, and 20 for the third. It was a huge success. So when the focus group was asked if they knew about library programs, they said yes and that they checked their local paper for it.
In this vein, I developed a weekly library news section in the paper. Every Tuesday, we were able to have the paper run the library news for the week. Now people can expect when to get the news and were informed well ahead of time of programs. However, it gets better.
Over time, we began to get reporters from the local paper to cover library news. They came to library board meetings. Some of the first articles they ran were not positive and the information was incorrect or out of context on many occasions. The worst one was when they identified someone else as running the library (grr!). So when the library began its strategic planning process, it was a golden opportunity to change the perception of the library in the newspaper and the local community. I asked the paper to send me a reporter to cover the event and to participate in the process. They sent me the same reporter who made the mistake in the paper (double grr!)
The strategic planning process changed the communities perception of libraries. The reporter wrote a wonderful article about how libraries are not what you thought them to be. That classic, libraries are not about books article, it was great. The community's perception of the library was beginning to change. This is exactly what we wanted.
The best part came just last year. We had been receiving consistent positive coverage from the local paper. However, the lead reporter had never written an article about the library. We received coverage from the valley life reporter and other reporters, but nothing front page, no major article.
In April, I gave the library's annual report to City Council which described our efforts toward fighting adult illiteracy, creating a place for teens, and creating opportunities for workforce development. I was hoping for a big article because we had just started our adult literacy program and were accepting tutors. It was a big step. However, a week went by and no article. I was very disappointed. I had worked so hard, but I still did not get anyone's attention. Then, after a week, the article showed up. It was FRONT PAGE ABOVE THE FOLD! It even had a picture of the chart I provided showing the adult illiteracy rate in the community. We received a dozen calls from the public wanting to be tutors for our program. It was fabulous.
Ever since then, whenever I make a presentation to city council, there is a good chance there will be an article and for that article to be on the front page. If I apply for a grant, request a council action, or described progress on a library issue, it gets great coverage.
Furthermore, since we were receiving such good press, attendance at the library shot up. The April article resulted in twice as many sign-ups for summer reading, circulation, computer use, reference questions, and more are all up double digits. We get coverage in the local paper, the local magazine, and free monthly newspapers throughout town. If there is an event in the library, everyone in town knows about it. Just this week, we had two articles and one photograph of our new bookmobile in the paper. We have market saturation. Oh, and the third picture above, that is a local politician who came to the library for a photo shoot for her campaign advertisement.
Some tips on how to get your marketing started:
1. Find out how people get information.
There is always a source of information. A local newspaper, magazine, radio or television show, and sometimes even word of mouth works. We receive coverage in the paper and magazine. When we did some planning for our Spanish language outreach, we talked to the right people since usage of our Spanish language materials shot up right afterward.
2. Get to know your local media.
Who covers the big stories? Who covers the valley life? Who handles the calendar of events? These are all essential to drum up business for your library.
3. Get to know your local photographers for the local media.
Sometimes a photograph is just as good as a news article. Get your name out there. Call the photographer and ask them to come to your next storytime. Have them take a picture of you with your 20,000 customer of the month. Do something creative, just remember, they don't like talking heads. The shot needs to be framed.
4. Create a calendar of events.
Always have library events or library news. Even if you don't have any events there is something going on in the library that no one may know about. Did you get a new database? Did you get a bunch of new books in? Libraries are happening places, just talk about it.
5. Write press releases.
You always need a snazzy headline. It needs to get the reader's attention. Make sound (music) @ your library, Fight the harsh summer sun @ your library, do something creative. People will most likely go to a good program, but you have to fight the many headlines of other events going on at the same time.
6. Create newsworthy events.
Sometimes a good angle always helps. If you are having a storytime, you can advertise getting your child ready to read at your library. Talk about the increase of people using your computers to apply for jobs.
7. Use your monthly reports.
If you are using a strategic plan, then you probably need to report on its progress each month. This is a time to shine. Show how much the library is being used, demonstrate your impact by how you are accomplishing your goals. Have lots of pictures and charts and use bullet points to make your messages clear and succinct.
8. Find out what stories interest the paper.
If they are pro-library, great, if not, change their perception. There should be a theme that the library likes. Read anything written by the editor and show your library's accomplishments in the same light.
9. Always find an opportunity.
There is always an opportunity for a news story. When our library broke 20,000 circulations in one month, I found out who had the 20,000th circulation, threw some stuff in a bag and presented it as a gift. I called the photographer and they had a small thing in the paper about it. It was a great press opportunity for the library and make the patron's day.
10. Be everywhere.
Usually, you can combine your events with other events in town. You can combine your outreach with your marketing by making your outreach stand out. We plan to paint a mural on our bookmobile so that we are easily identifiable. Whenever we go out, if there is a picture of a general event we are at, you will be able to see us.
Marketing is everything. You can have the greatest program ever and no one will show up if no one knows about it. That is the only way to test the popularity of the program. If everyone knows about it and no one shows up, it is not a popular program. Libraries are fantastic concepts. Free books, free music, free movies, educational and recreational programs, computers with internet access and its all free!
Is it this?
 |
In some communities, you can ask the question, when was the last time you visited your public library. The reply can sometimes be, "There is a public library in town?" I remember when I first interviewed for a job at my library, I didn't know where the public library was. That is still one of the things that I don't like about my library, its location. A library should be located off the main street so it can be seen driving by. In addition, the library is the old city hall building so it doesn't look like a library.
Often, the perception of public libraries are that they are a throwback to the 1950s. You can insert the obvious antiquated references here (you know the glasses, the hair in a bun, shushing, dusty old books). It seems that many people have not entered into a library in quite some time. The obvious perception of libraries are the first two pictures. However, you want the perception to be the third picture. People at the library enjoying everything the library has to offer. It is not just about books, or computers, it is about a sense of place. It is somewhere to take your family to get an education, entertainment, and a great experience.
The younger generation that never has entered a library are stuck with stereotypes from the media. They will see more saturation from television and the internet's perceptions of libraries, than from actual libraries. In order to combat this, you need to take an active approach in getting attention for your library.
When I first started working at my library, we had no programming and some technology classes (in which attendance was dismal). Circulation wasn't bad, but it seemed that most of the community did not know where the library was. After doing some research, I realized, there was no way we were telling the public about us. No articles in the newspaper, no press releases, no calendar of events, nothing.
I began to write press releases for the local newspaper. It began to get some attention, but the articles were placed irregularly and usually not in enough time for people to be aware of the program. Most of the attendance for programs (if anyone showed up) was between zero and seven people. It was hard to continue with such low attendance. It wasn't until I had a big series of programs in February, did things begin to take off.
The library was conducting a focus group on the direction of the library. It was mostly a defensive maneuver to ward of cuts to the library budget. (It was post-9/11 everyone was getting cut.) I had a series of cultural events I was planning for February. Most of them came from the Arizona Humanities Council. I hoped to get all of the events together at the beginning of the month in a big spread. The paper did one better by getting images to put in the paper of the performers, a full page spread, and well ahead of time. I ended up getting 45 people for the first program, 30 for the second, and 20 for the third. It was a huge success. So when the focus group was asked if they knew about library programs, they said yes and that they checked their local paper for it.
In this vein, I developed a weekly library news section in the paper. Every Tuesday, we were able to have the paper run the library news for the week. Now people can expect when to get the news and were informed well ahead of time of programs. However, it gets better.
Over time, we began to get reporters from the local paper to cover library news. They came to library board meetings. Some of the first articles they ran were not positive and the information was incorrect or out of context on many occasions. The worst one was when they identified someone else as running the library (grr!). So when the library began its strategic planning process, it was a golden opportunity to change the perception of the library in the newspaper and the local community. I asked the paper to send me a reporter to cover the event and to participate in the process. They sent me the same reporter who made the mistake in the paper (double grr!)
The strategic planning process changed the communities perception of libraries. The reporter wrote a wonderful article about how libraries are not what you thought them to be. That classic, libraries are not about books article, it was great. The community's perception of the library was beginning to change. This is exactly what we wanted.
The best part came just last year. We had been receiving consistent positive coverage from the local paper. However, the lead reporter had never written an article about the library. We received coverage from the valley life reporter and other reporters, but nothing front page, no major article.
In April, I gave the library's annual report to City Council which described our efforts toward fighting adult illiteracy, creating a place for teens, and creating opportunities for workforce development. I was hoping for a big article because we had just started our adult literacy program and were accepting tutors. It was a big step. However, a week went by and no article. I was very disappointed. I had worked so hard, but I still did not get anyone's attention. Then, after a week, the article showed up. It was FRONT PAGE ABOVE THE FOLD! It even had a picture of the chart I provided showing the adult illiteracy rate in the community. We received a dozen calls from the public wanting to be tutors for our program. It was fabulous.
Ever since then, whenever I make a presentation to city council, there is a good chance there will be an article and for that article to be on the front page. If I apply for a grant, request a council action, or described progress on a library issue, it gets great coverage.
Furthermore, since we were receiving such good press, attendance at the library shot up. The April article resulted in twice as many sign-ups for summer reading, circulation, computer use, reference questions, and more are all up double digits. We get coverage in the local paper, the local magazine, and free monthly newspapers throughout town. If there is an event in the library, everyone in town knows about it. Just this week, we had two articles and one photograph of our new bookmobile in the paper. We have market saturation. Oh, and the third picture above, that is a local politician who came to the library for a photo shoot for her campaign advertisement.
Some tips on how to get your marketing started:
1. Find out how people get information.
There is always a source of information. A local newspaper, magazine, radio or television show, and sometimes even word of mouth works. We receive coverage in the paper and magazine. When we did some planning for our Spanish language outreach, we talked to the right people since usage of our Spanish language materials shot up right afterward.
2. Get to know your local media.
Who covers the big stories? Who covers the valley life? Who handles the calendar of events? These are all essential to drum up business for your library.
3. Get to know your local photographers for the local media.
Sometimes a photograph is just as good as a news article. Get your name out there. Call the photographer and ask them to come to your next storytime. Have them take a picture of you with your 20,000 customer of the month. Do something creative, just remember, they don't like talking heads. The shot needs to be framed.
4. Create a calendar of events.
Always have library events or library news. Even if you don't have any events there is something going on in the library that no one may know about. Did you get a new database? Did you get a bunch of new books in? Libraries are happening places, just talk about it.
5. Write press releases.
You always need a snazzy headline. It needs to get the reader's attention. Make sound (music) @ your library, Fight the harsh summer sun @ your library, do something creative. People will most likely go to a good program, but you have to fight the many headlines of other events going on at the same time.
6. Create newsworthy events.
Sometimes a good angle always helps. If you are having a storytime, you can advertise getting your child ready to read at your library. Talk about the increase of people using your computers to apply for jobs.
7. Use your monthly reports.
If you are using a strategic plan, then you probably need to report on its progress each month. This is a time to shine. Show how much the library is being used, demonstrate your impact by how you are accomplishing your goals. Have lots of pictures and charts and use bullet points to make your messages clear and succinct.
8. Find out what stories interest the paper.
If they are pro-library, great, if not, change their perception. There should be a theme that the library likes. Read anything written by the editor and show your library's accomplishments in the same light.
9. Always find an opportunity.
There is always an opportunity for a news story. When our library broke 20,000 circulations in one month, I found out who had the 20,000th circulation, threw some stuff in a bag and presented it as a gift. I called the photographer and they had a small thing in the paper about it. It was a great press opportunity for the library and make the patron's day.
10. Be everywhere.
Usually, you can combine your events with other events in town. You can combine your outreach with your marketing by making your outreach stand out. We plan to paint a mural on our bookmobile so that we are easily identifiable. Whenever we go out, if there is a picture of a general event we are at, you will be able to see us.
Marketing is everything. You can have the greatest program ever and no one will show up if no one knows about it. That is the only way to test the popularity of the program. If everyone knows about it and no one shows up, it is not a popular program. Libraries are fantastic concepts. Free books, free music, free movies, educational and recreational programs, computers with internet access and its all free!
Saturday, February 03, 2007
Successful Saturdays: The Townies are coming
Before we had an automated computer management system, many library patrons came into our library, never looked at a book, asked a question, or engaged the library in any way except to sign up to use a computer. Once we began to require a library card to get online, we found usage everywhere beginning to increase. Circulation, walk-in business, reference questions, (of course computer usage), and more were used heavily.
New patron cards doubled from the same time from the previous year. The curious thing was that it was not from new residents moving into the area (even though that is a part of it). It was all the people that have lived in this town their whole life, but never used the library. Once we began to require people to get a library card, they began to use all of our services. We extracted the patrons from the database, removed the names, and put them on a map. The result was a giant blob with most new users living within a five mile radius from the library. It is amazing to see that once you begin to advertise services and require people to get a library card do they realize all the things you can do in a library. You can increase you library's usage by just adding computers. Very interesting.
New patron cards doubled from the same time from the previous year. The curious thing was that it was not from new residents moving into the area (even though that is a part of it). It was all the people that have lived in this town their whole life, but never used the library. Once we began to require people to get a library card, they began to use all of our services. We extracted the patrons from the database, removed the names, and put them on a map. The result was a giant blob with most new users living within a five mile radius from the library. It is amazing to see that once you begin to advertise services and require people to get a library card do they realize all the things you can do in a library. You can increase you library's usage by just adding computers. Very interesting.
Sunday, December 31, 2006
Another year over
This year was an active one for me. It is nice to think back on your accomplishments to see the improvements that you have made.
New Computers
We started this year with 11 Gates computers from the 2001 cycle and 4 thin clients. We also had to sign people up to a computer by clipboard. With a $30,000 Capital Improvement Project from the city, and a $26,400 grant from the Bill and Melinda Gates Foundation, we have 30 brand new computers with all the works, plus a time management system that signs people up for a computer and kicks them off when their time is up. We also received an additional $12,000 grant from the local Indian Reservation, but those won't be installed until next year.
Automation of Services
Usually automation is nothing to brag about, but if done in the correct way it can improve services and reduce wait times. Our Friends group purchased a new 3M V-1 Self-check unit. It still is not at 80% of our check-out, but we are getting there. We also automated our phone systems to call people for holds and overdue books. This saved a huge amount of staff time and stress. We also automated our inbound services too. Before, people just left a message and whenever a staff person got to it, that book was renewed, now patrons can do it themselves in real time. We also automated the computer sign-up.
Grant Writing
I was able to secure several grants. We were awarded three grants at a total of $75,000 for more computers and a bookmobile.
Public Relations
The library got on the map during our annual report. Our report on our adult literacy accomplishments got the front page of the local paper with an outpouring of tutor support. The local United Way is duplicating our program to our surrounding communities. With a little luck, we will have the same Adult Literacy/ESL program throughout the county. We hit the front page of our local paper three or four times.
Literacy
I started the city's first adult literacy program in eight years. We will also add an ESL Component and bookmobile services. A recent interview process over the summer identified key needs for Spanish speakers. The resulting change in collections, services, and programs has brought an increase in usage from this population. Something our library has never been able to accomplish.
New Library
We passed our bond and we are already in the process of planning our new library. We will also expand our current facility.
New Databases/Electronic Resources
We have expanded our databases through agreements with the state library, our county consortium, and expanded our own budget. This also includes the purchase of Rosetta Stone that teaches English and Spanish. It does this online and you can do it from home! I revamped our website so that it looks like an actual library information portal. We will be rolling out a host of mobile services using library 2.0 concepts.
Participation
We have an increase in circulation, walk-in business, reference questions, database hits, and program attendance. This last June all of our service skyrocketed higher than expected. We have a host of well-behaved teens using our library (middle schoolers too, just not as well-behaved) and even have our own teen group.
AND I started this blog to talk about it all. It has been very cathartic to write about the bad stuff, that didn't work out. It has also emboldened me to try new things and MOST importantly, to brag about myself.
For those who read my blog and subscribe to it, thanks for reading and have a Happy New Year.
New Computers
We started this year with 11 Gates computers from the 2001 cycle and 4 thin clients. We also had to sign people up to a computer by clipboard. With a $30,000 Capital Improvement Project from the city, and a $26,400 grant from the Bill and Melinda Gates Foundation, we have 30 brand new computers with all the works, plus a time management system that signs people up for a computer and kicks them off when their time is up. We also received an additional $12,000 grant from the local Indian Reservation, but those won't be installed until next year.
Automation of Services
Usually automation is nothing to brag about, but if done in the correct way it can improve services and reduce wait times. Our Friends group purchased a new 3M V-1 Self-check unit. It still is not at 80% of our check-out, but we are getting there. We also automated our phone systems to call people for holds and overdue books. This saved a huge amount of staff time and stress. We also automated our inbound services too. Before, people just left a message and whenever a staff person got to it, that book was renewed, now patrons can do it themselves in real time. We also automated the computer sign-up.
Grant Writing
I was able to secure several grants. We were awarded three grants at a total of $75,000 for more computers and a bookmobile.
Public Relations
The library got on the map during our annual report. Our report on our adult literacy accomplishments got the front page of the local paper with an outpouring of tutor support. The local United Way is duplicating our program to our surrounding communities. With a little luck, we will have the same Adult Literacy/ESL program throughout the county. We hit the front page of our local paper three or four times.
Literacy
I started the city's first adult literacy program in eight years. We will also add an ESL Component and bookmobile services. A recent interview process over the summer identified key needs for Spanish speakers. The resulting change in collections, services, and programs has brought an increase in usage from this population. Something our library has never been able to accomplish.
New Library
We passed our bond and we are already in the process of planning our new library. We will also expand our current facility.
New Databases/Electronic Resources
We have expanded our databases through agreements with the state library, our county consortium, and expanded our own budget. This also includes the purchase of Rosetta Stone that teaches English and Spanish. It does this online and you can do it from home! I revamped our website so that it looks like an actual library information portal. We will be rolling out a host of mobile services using library 2.0 concepts.
Participation
We have an increase in circulation, walk-in business, reference questions, database hits, and program attendance. This last June all of our service skyrocketed higher than expected. We have a host of well-behaved teens using our library (middle schoolers too, just not as well-behaved) and even have our own teen group.
AND I started this blog to talk about it all. It has been very cathartic to write about the bad stuff, that didn't work out. It has also emboldened me to try new things and MOST importantly, to brag about myself.
For those who read my blog and subscribe to it, thanks for reading and have a Happy New Year.
Saturday, December 09, 2006
Successful Saturdays: The New Library
With our successful bond election, we will build the first library in 31 years. A brand new facility, planned with our own staff, and working with a local high school as a joint-use facility. A successful bond election can go to your head. It is an affirmation from the public of the job that you are doing. If it was a general city bond, it would be one thing, but since the library question was separate, a 66% approval rating can make you feel quite invincible in your decision making. It is so exciting to begin to plan for the library.
We are planning new bookmobile services, a new library, and a renovation of the existing library. We will have everything brand new in four years. Just a few years after that, we will plan for a new main (25,000 square feet plus) library. I have only been running my library for about two years and it is exciting to see the fruits of my labor so quickly.
We are planning new bookmobile services, a new library, and a renovation of the existing library. We will have everything brand new in four years. Just a few years after that, we will plan for a new main (25,000 square feet plus) library. I have only been running my library for about two years and it is exciting to see the fruits of my labor so quickly.
Saturday, December 02, 2006
Successful Saturdays: The Future is bright
May you get what you wish for is a curse and for good reason. You say to yourself, "If I were in charge I would solve all these problems...no fines for patrons, more money for science fiction, and I would re-arrange how the whole library is laid out."
Since I have been in charge, I have been able to change many things with the result being increased usage from the public. I introduced public art, collection expenditure by circulation, programming to need, a strategic plan, new policies, re-aligned staff and space, over $100,000 in grant awards, over $100,000 in capital improvement projects provided by the city, and additional collection space.
The usage of my library has gone up dramatically. We were able to get a bond package together as a result of our success. Our bond passed by an overwhelming margin, allowing the library to grow, not just in our current facility, but also become a library system.
The next 18 months will be the most exciting in my career. We will build a new branch, expand the current branch, possibly buy land for a third site, or work with another division of the city to build a multi-generational site with a library in it.
In the next 10-15 years we may have 4 libraries as opposed to the one we have now. I have the opportunity to build a whole library system almost from scratch.
It is very scary, but so very exciting and awesome. It will be amazing to see what I can do with this place and this community.
We just had our first meeting designing the new library, plus we just hired a technology consultant that will create a floor plan for the expansion of the current facility. Less than a month after the bond passed, we already have hit the ground running. We even have the layout of how the new library will look and where it will go. Better yet, library staff, our Library Advisory Board, the High School Board, and the general public all took part in the decision-making. I will post about that experience separately.
Our bookmobile service will start in a month too. It is so exciting to see all these changes and to know that what you are doing as a manager is driving it. We will have the first branch library in our vicinity, we will double our library space, our staff, our collections, programming space, and computers. I am all a buzz with the possibilities. This was the reason I got into this business, to affect this type of change. I couldn't be more excited.
Since I have been in charge, I have been able to change many things with the result being increased usage from the public. I introduced public art, collection expenditure by circulation, programming to need, a strategic plan, new policies, re-aligned staff and space, over $100,000 in grant awards, over $100,000 in capital improvement projects provided by the city, and additional collection space.
The usage of my library has gone up dramatically. We were able to get a bond package together as a result of our success. Our bond passed by an overwhelming margin, allowing the library to grow, not just in our current facility, but also become a library system.
The next 18 months will be the most exciting in my career. We will build a new branch, expand the current branch, possibly buy land for a third site, or work with another division of the city to build a multi-generational site with a library in it.
In the next 10-15 years we may have 4 libraries as opposed to the one we have now. I have the opportunity to build a whole library system almost from scratch.
It is very scary, but so very exciting and awesome. It will be amazing to see what I can do with this place and this community.
We just had our first meeting designing the new library, plus we just hired a technology consultant that will create a floor plan for the expansion of the current facility. Less than a month after the bond passed, we already have hit the ground running. We even have the layout of how the new library will look and where it will go. Better yet, library staff, our Library Advisory Board, the High School Board, and the general public all took part in the decision-making. I will post about that experience separately.
Our bookmobile service will start in a month too. It is so exciting to see all these changes and to know that what you are doing as a manager is driving it. We will have the first branch library in our vicinity, we will double our library space, our staff, our collections, programming space, and computers. I am all a buzz with the possibilities. This was the reason I got into this business, to affect this type of change. I couldn't be more excited.
Saturday, October 07, 2006
Successful Saturday: Are well-behaved teens an oxymoron
Successful Saturday: Are Well-behaved Teens an Oxy Moron
This successful Saturday will focus on the library's success in attracting teens to the library without gaming, without offering special programs, and without doing anything but having one group at the library meet monthly.
A typical problem with teens is that they get into trouble. Libraries will actually try to avoid them because they destroy things, are too loud, and general annoy everyone, including the staff. When I first came to my library, we never saw any teens. We had some programs for them, mostly aimed at middle schoolers with very little success. We had a grant to set-up an E-Mag program which was an online website teens could create on their own. The product was fine, but it quickly fizzled out. By the time I came on board, the program was a program in name only. We wanted to attract teens and make the library a place for them to go and congregate. I looked to strategies to get them in the door and went to the local high school. At the time, the library still had its old Gates computers and only had 11. When I went to the High School and saw what they had after school it was shocking. They had dozens of computers all lined in a row, fast and up to date. There was no way we could compete with that, so I gave up on it.
When the library performed its strategic plan, one of the big needs of the community was to provide activities for teens. We decided we needed to provide recreational and educational opportunities that were open ended for teens to drop in whenever they wanted. We also said we would dedicate at least 10% of our computers to this population. We had a vague plan, but it was in the direction we already knew we needed to go.
We provided programs that summer for teens. We had game nights. We bought and Xbox and a Playstation. We had competitions and for a while the teens were showing up and playing the games and getting involved, then it stopped. For one month we had great participation, but then they just stopped coming. In the end we found out that we could not keep up on the gaming end. The demand for games was beyond our budget. We could not get the best and most desired games fast enough. We decided that we were not yet at the level that we needed to be in that area, so we tried a different approach.
Our Youth librarian created a group of teens that would meet once a week until they decided on what meeting day was best. They came up with their own name SPARC, Students Participating in an Advisory Reading Committee. It was just like a Teen Advisory Group, but we just did not call it a teen group. Never call anything a teen if you want teens to come. In my community, the Boys and Girls Club wanted to create a teen club where teens could hang out. After getting feedback, the number one complaint of theirs was that if you call anything a teen something, we will definitely not come.
After meeting with the SPARC group for some time, they gave us ideas on what books to buy, what graphic novels to buy, and what types of things they wanted to see on the computers. In the end, they wanted good material to read and a hands off approach on the computers. They did not want something specifically geared for them, but just to be allowed more freedom on the computers. Don't block MySpace or chat, let us use the computers in the way we want them and trust us. So we did.
In our first quarter of this activity, we found circulation in the Young Adult Sections go up 40 % and computer usage go from dismal to 28% of the collection. We dedicated 20% of the computers to the teens, but then decided to let them go where they wanted and to just perform the roving reference to make sure everything was ok. So all the numbers are up, but what about the behavior, had I turned our library upside down with unruly teens yelling, talking on cell phones, causing problems? The answer was no. They were well-behaved and good and showed an active interest in our collection, our computers, and the library itself. The library is a hang-out place. On Friday's the High School lets out early and by 1pm, all the High Schoolers come down to the library. Most people would have been scared. The funny thing was that yesterday a City Councilman came into the library to sit and check things out. He was down were most of the teens were and I was surprised to see him when I went downstairs near the end of the day. He said, “I was surprised by all the activity and all the teens. I see a lot of teens on MySpace, but they are all so well-behaved. They don't act unruly or cause problems. I know they use MySpace, but they are probably just talking to their friends and doing what teens do. It is great to see them here, this is a great place for them.” To have both the teens act that way and to have my councilman see it was perfect.
This successful Saturday will focus on the library's success in attracting teens to the library without gaming, without offering special programs, and without doing anything but having one group at the library meet monthly.
A typical problem with teens is that they get into trouble. Libraries will actually try to avoid them because they destroy things, are too loud, and general annoy everyone, including the staff. When I first came to my library, we never saw any teens. We had some programs for them, mostly aimed at middle schoolers with very little success. We had a grant to set-up an E-Mag program which was an online website teens could create on their own. The product was fine, but it quickly fizzled out. By the time I came on board, the program was a program in name only. We wanted to attract teens and make the library a place for them to go and congregate. I looked to strategies to get them in the door and went to the local high school. At the time, the library still had its old Gates computers and only had 11. When I went to the High School and saw what they had after school it was shocking. They had dozens of computers all lined in a row, fast and up to date. There was no way we could compete with that, so I gave up on it.
When the library performed its strategic plan, one of the big needs of the community was to provide activities for teens. We decided we needed to provide recreational and educational opportunities that were open ended for teens to drop in whenever they wanted. We also said we would dedicate at least 10% of our computers to this population. We had a vague plan, but it was in the direction we already knew we needed to go.
We provided programs that summer for teens. We had game nights. We bought and Xbox and a Playstation. We had competitions and for a while the teens were showing up and playing the games and getting involved, then it stopped. For one month we had great participation, but then they just stopped coming. In the end we found out that we could not keep up on the gaming end. The demand for games was beyond our budget. We could not get the best and most desired games fast enough. We decided that we were not yet at the level that we needed to be in that area, so we tried a different approach.
Our Youth librarian created a group of teens that would meet once a week until they decided on what meeting day was best. They came up with their own name SPARC, Students Participating in an Advisory Reading Committee. It was just like a Teen Advisory Group, but we just did not call it a teen group. Never call anything a teen if you want teens to come. In my community, the Boys and Girls Club wanted to create a teen club where teens could hang out. After getting feedback, the number one complaint of theirs was that if you call anything a teen something, we will definitely not come.
After meeting with the SPARC group for some time, they gave us ideas on what books to buy, what graphic novels to buy, and what types of things they wanted to see on the computers. In the end, they wanted good material to read and a hands off approach on the computers. They did not want something specifically geared for them, but just to be allowed more freedom on the computers. Don't block MySpace or chat, let us use the computers in the way we want them and trust us. So we did.
In our first quarter of this activity, we found circulation in the Young Adult Sections go up 40 % and computer usage go from dismal to 28% of the collection. We dedicated 20% of the computers to the teens, but then decided to let them go where they wanted and to just perform the roving reference to make sure everything was ok. So all the numbers are up, but what about the behavior, had I turned our library upside down with unruly teens yelling, talking on cell phones, causing problems? The answer was no. They were well-behaved and good and showed an active interest in our collection, our computers, and the library itself. The library is a hang-out place. On Friday's the High School lets out early and by 1pm, all the High Schoolers come down to the library. Most people would have been scared. The funny thing was that yesterday a City Councilman came into the library to sit and check things out. He was down were most of the teens were and I was surprised to see him when I went downstairs near the end of the day. He said, “I was surprised by all the activity and all the teens. I see a lot of teens on MySpace, but they are all so well-behaved. They don't act unruly or cause problems. I know they use MySpace, but they are probably just talking to their friends and doing what teens do. It is great to see them here, this is a great place for them.” To have both the teens act that way and to have my councilman see it was perfect.
Saturday, August 05, 2006
Successful Saturdays: Library Public Access Computers Should be Public or Everything is Online
Computer access is one of the most important services libraries provide today. As I touched on in a previous post, people need computers in order to apply for jobs, file their taxes, or just to search for information. In Falling Through the Net (1995), it stated that less than 5% of rural households owned a computer and only 23% of them had Internet access. In 2000, a new Falling Through the Net documenting a rise to 45% in rural areas. In a report created by the Bill and Melinda Gates Foundation, Toward Equity of Access, states that 60% of Americans have Internet access. Suffice to say, access has always been a problem, but technology marches forward.
In the last Fix-it Fridays, I talked about our attempts to create more access using thin clients, wireless Internet, and an open source time management software that all created problems. The following fiscal year, I requested funds for a Capital Improvement Project to replace all the existing computers and for additional computers. It was funded, with the budget I requested for the project halved and a caveat that I needed to filter the library's computers. The same problem existed before, a funded project with not enough funds for time management, filtering, and additional computers. After our problems with the last project, I was determined to plan ahead for all contingencies. I spoke with several vendors to get a ballpark price on the product. I worked with IT to set up a time line for all of the pieces of the project. Due to the fact that last project did not go well, this project was placed at the very end of the priority list. Even though library staff members were excited that we were to have more computers and a better way to manage them, they were disappointed that it would take so long to implement. After careful consideration, I knew I would not have enough to replace the Gates and add a significant number of computers. I was able to talk IT into replacing the existing computers out of their budget, but I was not sure what I was going to get.
Then a letter came from the state library announcing another round of Gates grants to replace all of the existing computers. YAY! Instead of using the funds to replace computers, I could use them for additional computers. However, when all the pieces of the budget were planned for, there still would not be a great amount of additional computers. Also, when I saw the time line, I could see that everything was scheduled for the same time period, June and July. We would have to move 11 computers, install time management and filtering, and purchase additional computers and install them in a six week window.
Everyone was very skeptical of the project and doubted it severely. After providing a Request for Proposal, we received three respondents. In the end, we chose one that on paper was the most expensive, but in reality, provided what we wanted more cheaply. Many vendors will respond to an RFP with a low-ball figure that does not really meet the needs stated on the RFP. It is important to look over all of their documents and think about what you are going to need before making a decision. Also, having it in the RFP that the lowest bidder will not necessarily get the bid, but the vendor that provides what the library needs at a reasonable cost. The two other vendors had extremely low bids and after reviewing what they provided (no technical support?) we decided on one that had everything we needed.
The big news for the project came in May right before the big install was to take place. We were shopping for new computers and I had budgeted for $1500 for each computer. It turned out that I could get the same computers for only $960. Another yay, I could replace all of my existing computers out of the city's capital improvement project and use the Gates money to buy additional computers.
The day came for the big install, we had just replaced all of the old gates computer with the new sleek (and even small) black ones. Flat screens, half gig memory, lots of programs and they were zippy. The funny thing was that before we replaced these computers, we had to reboot computers that used MySpace because of the memory issue. Once the new computers were installed, no patron had to ever bother us with a crashed computer, it was wonderful.
A big storm hit the day of the install, which was a good thing because we had to shut down all of our computers for the day. We had planned on two days for the install, but it was completed before the end of the day. All the library staff were impressed that it worked and worked so well. We still need to work out bugs, but it is such an ironclad system. A patron cannot get around it or manipulate it in any way. No more kicking patrons off of computers with complaints or anger, the computer takes care and make sure everyone gets an equal amount of time.
Lastly, with the new computers so cheap, I was able to buy 13 new computers as opposed to 5. When I became Manager, we had 11 old clunky public access computers that crashed and was managed by a clipboard and stressed out library staff. Two years later, we now have 30 brand new computers, with the exact same interoperability, thanks to Recommendations for Multipurpose Public Access Computer Configuration Using Windows Prepared by Lori Bowen Ayre, 10/3/2005, wireless Internet access, and space to bring our computer access to over 40 computers.
When I first began at the library and taught technology classes, we had to close the computer lab. This brought on arguments from patrons about how public is the library if the library's public can't access the computers. A patron came up to me yesterday and asked, where did you get all these computers? You only had a few the last time, and these are all new and zippy. As a Manager it is rare to get a compliment about good service provided, but it was nice to hear that patrons appreciated the new improved access so much, they had to mention it. That's good customer service and it was all do to proper planning, a little luck, and persistence.
In the last Fix-it Fridays, I talked about our attempts to create more access using thin clients, wireless Internet, and an open source time management software that all created problems. The following fiscal year, I requested funds for a Capital Improvement Project to replace all the existing computers and for additional computers. It was funded, with the budget I requested for the project halved and a caveat that I needed to filter the library's computers. The same problem existed before, a funded project with not enough funds for time management, filtering, and additional computers. After our problems with the last project, I was determined to plan ahead for all contingencies. I spoke with several vendors to get a ballpark price on the product. I worked with IT to set up a time line for all of the pieces of the project. Due to the fact that last project did not go well, this project was placed at the very end of the priority list. Even though library staff members were excited that we were to have more computers and a better way to manage them, they were disappointed that it would take so long to implement. After careful consideration, I knew I would not have enough to replace the Gates and add a significant number of computers. I was able to talk IT into replacing the existing computers out of their budget, but I was not sure what I was going to get.
Then a letter came from the state library announcing another round of Gates grants to replace all of the existing computers. YAY! Instead of using the funds to replace computers, I could use them for additional computers. However, when all the pieces of the budget were planned for, there still would not be a great amount of additional computers. Also, when I saw the time line, I could see that everything was scheduled for the same time period, June and July. We would have to move 11 computers, install time management and filtering, and purchase additional computers and install them in a six week window.
Everyone was very skeptical of the project and doubted it severely. After providing a Request for Proposal, we received three respondents. In the end, we chose one that on paper was the most expensive, but in reality, provided what we wanted more cheaply. Many vendors will respond to an RFP with a low-ball figure that does not really meet the needs stated on the RFP. It is important to look over all of their documents and think about what you are going to need before making a decision. Also, having it in the RFP that the lowest bidder will not necessarily get the bid, but the vendor that provides what the library needs at a reasonable cost. The two other vendors had extremely low bids and after reviewing what they provided (no technical support?) we decided on one that had everything we needed.
The big news for the project came in May right before the big install was to take place. We were shopping for new computers and I had budgeted for $1500 for each computer. It turned out that I could get the same computers for only $960. Another yay, I could replace all of my existing computers out of the city's capital improvement project and use the Gates money to buy additional computers.
The day came for the big install, we had just replaced all of the old gates computer with the new sleek (and even small) black ones. Flat screens, half gig memory, lots of programs and they were zippy. The funny thing was that before we replaced these computers, we had to reboot computers that used MySpace because of the memory issue. Once the new computers were installed, no patron had to ever bother us with a crashed computer, it was wonderful.
A big storm hit the day of the install, which was a good thing because we had to shut down all of our computers for the day. We had planned on two days for the install, but it was completed before the end of the day. All the library staff were impressed that it worked and worked so well. We still need to work out bugs, but it is such an ironclad system. A patron cannot get around it or manipulate it in any way. No more kicking patrons off of computers with complaints or anger, the computer takes care and make sure everyone gets an equal amount of time.
Lastly, with the new computers so cheap, I was able to buy 13 new computers as opposed to 5. When I became Manager, we had 11 old clunky public access computers that crashed and was managed by a clipboard and stressed out library staff. Two years later, we now have 30 brand new computers, with the exact same interoperability, thanks to Recommendations for Multipurpose Public Access Computer Configuration Using Windows Prepared by Lori Bowen Ayre, 10/3/2005, wireless Internet access, and space to bring our computer access to over 40 computers.
When I first began at the library and taught technology classes, we had to close the computer lab. This brought on arguments from patrons about how public is the library if the library's public can't access the computers. A patron came up to me yesterday and asked, where did you get all these computers? You only had a few the last time, and these are all new and zippy. As a Manager it is rare to get a compliment about good service provided, but it was nice to hear that patrons appreciated the new improved access so much, they had to mention it. That's good customer service and it was all do to proper planning, a little luck, and persistence.
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