Alternative Funding for Libraries #calibconf California Library Association Conference presentation 2010

Alternative Funding for Libraries #calibconf California Library Association Conference presentation 2010

View more presentations from Jeff Scott.

Taking Chances, being present, and a review of the past year

I thought I would include a little something of everything in this post. It’s a little long, but it covers almost everything this year.

New Year's Resolution
My New Year's Resolution last year was to become a better cook. I have been a notoriously terrible cook. I used to even mess up pasta. I didn’t cook because I was afraid to cook. I wasn’t very good at it and I didn’t want to try. When I stopped being afraid to make mistakes and just did it, I could improve. It wasn’t the end of the world if it didn't come out right. Cooking is a good metaphor for life. In which I was reminded by this post from the Smitten Kitchen:


“Why We’re Afraid to Cook
http://smittenkitchen.com/2008/07/why-were-afraid-to-cook-salad-olivier/#more-523

1. Our mother or mother-in-law cooks it better: Whether it is out of respect, deference or certainty that your version will pale, it seems that there are many of you who don’t even want to touch dishes that are others’ signatures.
   
   
2. The Food Police scared us: They’ve struck an absurd amount of fear into our hearts, now our panic over undercooked chicken and eggs or imperfectly canned food is so great, we cannot approach either calmly or rationally. (Don’t worry, I’ll get to all of these in time.)



3. It went really badly the last time (or times) we made it: So you’ve responded by keeping your distance. Had I not been actually forced by the deadline of the wedding and my desire to make a specific frosting for the wedding cake, I would have taken a year to get back to Swiss buttercream. At least.



4. We jinx ourselves: Failure is so often a self-fulfilling prophesy, wherein we are so certain something is going to go wrong, we indeed make some futzy errors. (This would be me, with phyllo, every single time.)



5. It’s hard to get our head around the steps: I admit, I feel more confident when I can remember a recipe without even looking back at it, because it is simple, or proceeds in logical steps. I always forget that I’m only expected to do one thing at a time.



6. There’s a very specific deal breaker: It requires pig’s blood, will stink up your apartment or serve 24 people. Kim Severson discussed these in a funny article in the New York Times last month, and she’s absolutely right. It only takes one word of some of these for me to flip the page and call out “next!”



7. We’re afraid of wasting an expensive ingredient: Many of you mentioned this in reference to large cuts of meat and good fish, where the price of making an error seems so steep, a flop is that much more of a risk. I totally get it as when I blow it on a pricey dish, I feel that much more awful about it.



8. Our skills aren’t where we wish they were: Recipes that require poached eggs, when you’re terrible at poaching eggs, just seem easier to skip. So can instructions that demand a fine brunoise or long, thin juliennes if you haven’t taken a semester of knife skills, or have a natural finesse in the area (or a really good mandoline, at least in the case of juliennes).
   

I can look at this list and apply it to anything I tried that was new this year. Fear of failure, jinxing yourself, or things going badly sometimes can freeze us from doing anything. Getting over those issues can get you moving forward and getting better. My family prefers my cooking to eating out now. I am even planning a special dinner for New Year's.

I also choose to be a better cook because I wanted to make better meals for my family. I also wanted something to help me focus on home when I was home. I tend to get too distracted with work with the many issues of the day. Cooking connected to my other resolution, to be present. The thoughts about work end up spilling into your head when it should be focused at home.

Art of Mindful Living
There was a book I listened to at the end of last year, The Art of Mindful Living, that taught me to focus more on the present instead of being somewhere else. It allows you to give people all of yourself. If you are focused at work when you should be focused at home, you might as well be there.

Compassionate emptiness
Another one I read the middle of this year that taught me a lot about management was It’s Not About the Coffee. The greatest thing I learned from it was Compassionate Emptiness. (from the book)
SNIP
“Compassionate emptiness: A buddhist teaching Compassionate emptiness involves listening with compassion, but without pre-conceived notions. Compassionate emptiness asks us to be caring, but empty of opinions and advice. When we stop and wait for the meaning and emotions to unfold, we hear a message. This is communication with heart. “
END SNIP

EBooks have made me a faster reader (or is it just the more accessible books are, the more you read?)

I tried the 1001 book challenge this year. Over 400 of those books can be found online for free from various legal sites. Before I began the challenge, I read a book or two a month. Once I began the challenge I was averaging about six books per month. I was able to do this with my Sony Reader downloading books from Manybooks.net, downloading books from my library’s Overdrive collection, and downloading audio books from my library’s overdrive collection. I find that after reading an e-book on my Sony Reader, that I can read a print book much faster. It’s probably because I have a more restricted screen and have to be a more disciplined reader for an e-book. In one year, I read 50 books. On average, I would be lucky to get through 10 in one year. I think it is more availability than anything else. If you have access to good books, you will read more.

My Writing in other places

I had several guest posts at a variety of blogs. I had a few over at Teleread, which helped me break the story about the Sony Reader working with Overdrive, http://www.teleread.org/blog/category/jeff-scott/ . One at Leadership Turn (http://www.leadershipturn.com/bad-leaders-avoid-the-stove/)
, a few at MCLC Tech Talk (http://mclctechtalk.wordpress.com/author/jdscott50/) , although not as many as I would have liked. That’s a great blog if you don’t know about it. I was also highlighted by Walt Crawford over at PLN Leadership Network (http://pln.palinet.org/wiki/index.php/Category:Jeff_Scott) , which was a great honor and thrill to be included.

The library’s accomplishments

Live with Overdrive
Went live with Overdrive services and created promotions for the service. We were allowed to join the Greater Phoenix Digital Library Consortium. As a result, we can provide 40,000 more titles to our patrons at very little cost. We joined in 2007, but didn’t go live with promotions until January.

We had an mp3 player giveaway contest. Those who asked about the service at the front desk were entered into a raffle for a free mp3 player. We ran the promotion for about six weeks. We saw an uptick in usage and a great deal of excitement over the promotion. We ran the winner's picture in the paper each week getting the player.

I also ran several YouTube tutorials to download audio books. Then the Sony Reader upgraded their firmware in July 2008, I also wrote a story how it works with Overdrive. It was featured on Teleread. Overdrive also provides mp3s to download for your Ipods and Zunes. There will also be a portable version of the media console that will work on a smart phone. This means that you don’t have to download an audiobook to your computer and transfer, you can download an audiobook or ebook straight to your phone!

Calendar System
We switched from Google Calendar to E-vanced solutions which resulted in more self-reservations. I no longer have to field email requests for the room and do them myself. Now, people fill out the form, send in the reservation, and I say yes or no. Staff members are more aware of upcoming programs; the public can see them as well and make reservations for what is available.

Virtual Reference
Started up a virtual reference and tutoring services by going with Tutor.com. I debated virtual reference for some time and realized that we may not have the staff time to dedicate to it. Out-sourcing this has helped greatly. The problem with out-sourcing virtual reference is that it isn’t local. Patrons will ask specific information, mostly about their accounts, and the person would be unable to help them. However, even if we went with an alternative model, which would have been a consortium, we would have non-local librarians answering reference as well. A few funny things I noticed about virtual reference. Most of the questions are coming from inside the library. Patrons using our Catalog computers that are three steps from the front desk will click on the Live Assistance Now! Button rather than walk to the desk. I have placed the button on the sidebar throughout the catalog and particularly on the drop pages. Polaris is a little tricky so I couldn’t put it in the middle of the screen. However, even on the sidebar, it gets clicked on fairly often. We get about two questions on the service per day.

Disc Cleaner
We purchased a Disc Cleaner. It’s amazing how people treat DVDs. Are they using them as Frisbees? How did they get dents in the DVD? Luckily, the RTI Eco Cleaner can handle just about anything. However, we are constantly cleaning everything, particularly kids DVDs. On a similar note, we are noticing that some discs aren’t damaged, but they will simply not play on certain DVD players. For example, I have a JVC DVD/Vide player. It can record DVDs. Since it can do this, I cannot play any DVDs that have a strong copyright protection on it. I can’t watch anything produced by Sony Pictures. I couldn’t watch The Pursuit of Happyness because of it. However, when I put the movie on my cheap DVD player we use for car trips, it plays just fine. I don’t know what we can do to solve this problem. I feel like I have to do something since we put out DVDs.

Vocera
Vocera is a voice activated badge in which you can call anyone in the library immediately. You simply press the button, say Call Jeff, and you are immediately connected. Our library is three floors and 16,000 square feet. As a result, we are often on the floor helping patrons and away from a phone. This allows instant communication if we need to find someone or if we need assistance. It is great for security and great for customer service.

The mini-renovation
It seems like we do one of these every other year. In order to improve our services, we move collections, computers, and services around to create a better experience and to make things easier for our patrons. This year, we had to solve two problems. We had all of our computers downstairs which resulted in certain patrons getting a little rowdy. We also had many requests from our public for a quieter library. To solve this, we decided to move all of our computers upstairs to the main floor and move our non-fiction collection downstairs. When all the dust settled we had computers that we can monitor and provide quicker assistance for patrons as well as create a quiet study area downstairs with all of our non-fiction materials. Furthermore, with all the computers upstairs, it made the whole library much quieter.

The rubber hits the road
Like many other libraries, we had a huge increase in usage. Since July 2008, we had a 30% increase in circulation, 20% increase in walk-in business, a 33% increase in Information Transactions, a 10% increase in computer usage.

It’s exciting to look back on the last year and have accomplished so much.

From Awareness to Funding Part II (The Probable Supporters)

The last post on the report on From Awareness to Funding (an OCLC report) focused on the first 60 pages. Those pages primarily discuss the non-supporters.

The next section covers the Probable Supporters. The Strong Supporters section, briefly mentioned, spoke of community members who strongly supported the library, but did not necessarily use the library extensively (it comes later). They understand the value of the library and the benefit to the community.

However, the Probable Supporters support the library because they use the library. The Four categories of probably supporters are:
Just for Fun
Kid Driven
Library as Office
Look to Librarians
Greater Good

JUST FOR FUN
"The Just for Fun respondents are the heaviest users of the library, reporting an average of 36 visits per year."p 71

"While the Just for Fun voters are the heaviest users of the library, they are the least likely of all Probable Supporters to vote in favor of an increase in library funding. p 71"

That matches the Financially Strapped as two categories of heavy library users that are the least likely in their categories to fund library initiatives. This group obviously favors the library and would support it in an election, but I wonder where the line is crossed for this group to go from supporter to non-supporter (the bad economy affects this). Furthermore, one identifies it as a need, but can't afford more, whereas the Just For Fun don't identify the library as a need, but a want.

"They see the library as a place to relax, hang out and socialize with others and recognize the library’s role as a community gathering place. However, they are not as emotionally connected to the library as other segments on the Probable Supporters tier and are less likely to support it financially. p 71"

Does that mean they like it, but consider it frivolous?


I have to say, I find it odd whenever respondents state the top thing they check-out are non-fiction titles when my circulation data states otherwise. (you'll see this pattern throughout)

In my library's master plan study, the results here were similar. The majority of people stated they checked-out non-fiction and used reference the most of any other service.
My stats say Fiction/Bestsellers and DVDs.

"The Just for Fun segment represents almost a quarter of all library visits (23.9%).p75"

This part was interesting:
"The Just for Fun segment has a greater awareness of what is available at the local public library than average for all voters. In particular, its members see the library’s Internet access as a big draw and they love to read. They have the same positive associations with the library that are common across all Probable Supporters segments but have less of an emotional connection than other segments on this tier. Compared to other Probable Supporters, Just for Fun respondents are less likely to see the library as a place that helps them improve intellectually, creatively or personally. The library is a place to hang out and socialize, and Just for Fun respondents value the library’s role as a community gathering place and social hub.p 76"

Does this mean library initiatives for making the library a community space creates high usage, but doesn't create any more support?

This seems to explain the the phenomenon I remarked on in the first part of this post. We have high usage, but funding comes a bit more slowly.

Is the community hub a bad idea if it doesn't translate into community support?

"The library is seen less by Just for Fun respondents as a place to better themselves intellectually, creatively or personally. p. 79"

Just for Fun respondents have a tendency to be uninvolved in the community, but make a point of voting in local elections. Their their voting habits tend to be liberal and respondents are the least likely Probable Supporters to definitely vote yes for a library referendum

KID DRIVEN
"Kid Driven respondents visit the library more than average with 19 visits reported annually. They are typically accompanied by at least one child. They regularly check out materials for children and participate in the children’s programming. Kid Driven respondents are willing to support the library financially because of the role it plays in educating and inspiring their children to be the best that they can be. p 80"



"The Kid Driven voters are emotionally connected to the library, seeing it as offering an
exciting and diverse experience that inspires them and helped shape their identity.
They hope the library will do the same for their children. p. 85"

Back to the emotional connection discussion. They understand the power of the library to transform. The value their children's education and library's potential to help. Parents are some of the best advocates of the library. They can physically see the advantages demonstrated in their child's advancement.


LIBRARY AS OFFICE
The library as office segment takes advantage of the library's technology and resources. It "fulfills a practical function and is more about knowledge than a personal connection".

"Library as Office respondents are more likely than other segments to operate businesses or work in the same towns where they live. They have a tendency to live in smaller, rural towns across the Midwest. p89"

18 visits annually




"The Library as Office voters feel that they always leave the library having learned something new. Their connection to the library is practical rather than emotional and their ideal library would offer services tailored to the business user. p 93"

Library as office segment see the library as a resource; it has the tools they need. They are very knowledgeable and are aware of library tools with little or no assistance. They use the Internet because of limited access at home and like library environment. They like the learning environment. It's all practical, it's about information, but there is no personal connection.
There is no transformational connection.

Library as Office wants more business support. I liked this part, very detailed. This is a careful line to cross for libraries. If you are dedicated to small business support, the office resources provided to the public are critical, but are very time consuming and costly. In this case, the library duplicates some of the resources you can find at a local Office Max.

"The Ideal library: A resource for small businesses: Provides all of the resources a small business would need, including free temporary office space, computers with Internet access, phone, copier, scanner and fax machine. It would also provide access to online databases like ABI/Inform as well as other business-related resources like books about finances, marketing, etc. Resource for tax preparation: Provides tax forms, access to tax preparation resources and step-by-step guidance during tax season Workforce training center: Provides instructor-led classes on entrepreneurship, presentation skills, computer skills, sales generation, financial planning, marketing and other business-related topics in order to improve the workplace skills and marketability of community members" p 95

They are more likely to be Friends of the Library. (That explains the Friends support for me. Lot's of business buy tables, donate money, but may not come to dinner or library.)


LOOK TO LIBRARIANS

"Look to Librarians voters have the foundation of a strong emotional relationship with the library and they see the library as a place where they can better themselves intellectually and feel like they belong. They also see the library as a place to escape from everyday life. p 97"

"...this is the only segment to rank public libraries as the number-one priority for an increase in taxes across all seven public services surveyed, outranking the police and fire departments and public schools. p 97


"Look to Librarians voters volunteer in their community and at the library and are active participants in local organizations. They have a long-standing and ongoing relationship with the library. This relationship has led to a strong emotional connection and a sense of belonging. p. 102"


GREATER GOOD

Although this group uses the library infrequently with only 4.5 visits a year, its members believe that the library plays an important role in serving the needs of the community and can be a great source of pride.p. 107



The Greater Good respondents see the library as a noble and necessary institution, a source of pride in a community and a place that brings people together. They believe that the library turns people into thinkers and achievers instead of passive participants in life. p 112

This covers up to page 112. Part III will cover the rest and summarize.

From Awareness to Funding Part I

I have been waiting to review this document for a while. From Awareness to Funding is an OCLC report that surveys who supports libraries and why. It also surveys why people don't support libraries and why. I enjoy getting information on how the public perceives and uses the library. We went through a similar process when we developed our 20 year master plan and our bond referendum. Both identified key issues for the library and helped us pass our bond.


Some of the points in the document provide keen insight to why referendums and levy votes fail. Some of the points I don't agree with as I see them as points very difficult to convey, such as explaining where the library gets its money. Some financial analysts cannot clearly decipher and explain the complexities of the local taxing system. It is difficult to do that without appearing too obfuscate. The density of the annual report is enough to scare anyone away.


Some highlights for now:

(Introduction: Funding the mission)"While successful in raising demand, the majority of library campaigns have been aimed at promoting library services and driving library use,not increasing library funding."


YES!!! This is where my library is right now. We have huge increase in demand, but we are very slow to catch up to it.

"Our hypothesis:U.S. public libraries are facing marketing and advocacy challenges that have been faced by other ‘super brands.’ Lessons learned and successes achieved can be applied to increase library funding. Utilizing marketing and advocacy techniques targeted to the right community segments with the right messages and community programs, we can improve the state of public library funding."

There were eight important findings derived from the quantitative research:


1. Most people claim they would support the library at the ballot box—fewer are firmly committed to it.


2. There is a lot that people don’t know about their public library.


3. Library support is only marginally related to visitation. Advocating for library support to library users focuses effort and energy on the wrong target group.


4. Perceptions of the librarian are highly related to support. ‘Passionate librarians’who are involved in the community make a difference.


5. The library occupies a very clear position in people’s minds as a provider of practical answers and information. This is a very crowded space, and to remain relevant in today’s information landscape, repositioning will be required.


6. Belief that the library is a transformational force in people’s lives is directly related to their level of funding support.


7. Increasing support for libraries may not necessarily mean a trade-off of financial support for other public services.


8. Elected officials are supportive of the library—but not fully committed to increasing funding. Engaging Probable Supporters and Super Supporters to help elevate library funding needs is required.p 24

"Respondents who have the strongest beliefs that the library is a source of transformation are those who are most passionate about the need to protect, support and fund the library." (p 25)

"Instead, the research indicated a need to appeal to both the heart and mind of the potential voter, positioning the library as an important part of the community’s infrastructure that plays a key role in providing equal access to resources vital for thriving in today’s digital world. (p25 "
Overall, I have marketed the library and advocated for the library. We are embedded in the community, people see our value.The friends group makes $25,000 that goes right into library projects. We passed a bond by 66%. However, the traffic exceeds the funding right now. It always will in government. I wonder what the breaking point is.

I liked the breakdown in this pyramid for library support:

FINANCIALLY STRAPPED
"The Financially Strapped generally believe that the public library already has sufficient funding. The Financially Strapped segment is more than twice as likely(53%) as the average for all voting respondents (23%) to believe the library should be able to operate on its current budget. This segment is not willing to increase taxes for library funding." p 48

Generally, the Financially Strapped won't pay for extra funding. I can understand that without all the graphs and charts. If you can't make ends meet, you can't afford another dollar no matter WHAT the value is. It's called being nickled and dimed. (I have to say look at that discrepancy near the bottom. That's a 22% difference between those who attend literacy programs and those who would support additional funding.)

DETACHED
"The most defining characteristic of this segment is its members’ lack of involvement with their local public libraries and with their communities as a whole. The Detached segment is the least involved with their library of any voting segment. They use the library less than other segments and do not see its relevance to the community. p 50 "

I see this as a problem with a new segment of the population moving in. With the recent housing boom, many communities are seeing many new faces. Have those faces been integrated into the community? A bedroom community could have this problem. A community in which the residents go elsewhere for shopping or other amenities hurt that community as a whole, not just the public library.

"The Detached segment tends to have higher household incomes than average, with 29% having an annual household income of $100,000 or more,compared to 19% of the total voting respondents. p 50 "

This also fits with my community. We have had a housing boom with more white collar households.It has been difficult to engage them or even to get them to shop in town. This is mostly due to them moving to the northern side of town and commuting to work and leaving to go shopping on the weekends.

"They are more likely to have Internet access at home than other voting respondents and think that the information provided by the Internet is as good as that provided by the library.p50 "

"Not only are the Detached respondents uninvolved with their local libraries, they are uninvolved with their communities. They pay less attention than average to issues around local politics and the local economy, and are less-frequent consumers of local media. The Detached segment tends to believe that everyone in their communities has Internet access. They fail to recognize the library’s role in providing equal access to technology for community residents.

With higher than average income, the Detached segment is better able to afford an increase in taxes to support public services than many other segments. But lack of connection to or interest in the library and their communities make them unlikely to support tax increases to fund the library.p 50 "

I can understand this. If I don't use it, why should I pay for it? This is the segment that want to lower taxes. Some would say, "I don't want to pay to help the poor or someone else." What if some Library Directors fell into this category?


The Web Wins
The web Wins section is a no brainer. This is the biggest, "Isn't everything on the web?" segment you always hear. Librarians try to get this segment by placing library services online. Sometimes I wonder if some librarians are getting too far into this realm. (As in using the web so much that they don't use their own library.)

I will post a second post and an overall summary...

Viral marketing in libraries

Public libraries have always been information hubs. Before the internet, most people would agree that going to the local public library for information was a sure bet to get the answers. Today, the answer is not in the local library, or even the internet; the source for many is someone they know.

People will always trust their friends over an organization. A friend is someone they spend time with and trust. An organization is something that can be treated that way, but it is not the organization that is trusted, but rather the people who work there.

Over at the Church of the Customer Blog, they reflect on a recent Nielsen study that states 78% of people trust their friends over any other source for information.

SNIP
Despite an ever-expanding array of advertising platforms and sources, consumers around the world still place their highest levels of trust in other consumers, according to a recent global Nielsen Internet survey.
END SNIP

As a library, or for any organization, every transaction with a customer has to be so fantastic that people will talk about it afterward. That is how a reputation is established. If your customer service is bad, everyone will know by asking their friends. If the service is fantastic, you will see a usage jump. A great marketing plan means nothing if people walk into the building and get terrible service. There is long term planning that goes into a successful marketing plan.

Training in Basic Competencies
All library staff should be able to handle 90% of questions and issues. If a patron walks into the library and staff don't have a clue how to serve, then they walk out of the building and then tell their friends how bad you are. Many librarians have experienced this and blogged about it.

Training in Customer Service
Library staff must be placed in the patrons' shoes. They have to understand what it is like to walk into the library for the first time and get what they need. This type of empathy is crucial to good customer service (and consequently management). In this area, advanced classes are often needed in dealing with the angry or dangerous patron. The angry patron training helps staff diffuse situations and pull back out of the circle of anger. This actually helps staff understand a person objectively and without getting personal or let their emotions get the better of them. Furthermore, if you have library staff who are perpetually cranky, a group class dealing in customer service brings across the point of what is expected. Get on board, fake it, or leave.

Training in Technology
Learning 2.0 is all the rage. It is important to cover the basics first. One thing about technology training is that the ones who want to learn have a desire to learn. It can be a personal desire, or a desire to be the best they can at their job. To be able to handle everything thrown at them. Technology training covers both of them. However, if the seed has been sown in basic training and customer service, there is a higher chance for everyone to be on board for training. The reason from management must be there (providing better service), and the desire from staff must be there (lifelong learner or wants to be the best).

There is one thing you may be thinking at this point, "I thought this was a post about marketing?" It is, but it is about viral and word of mouth marketing. If you give someone fantastic service, you are marketing. People will know that they can get friendly, helpful people that will work with them to get what they need and will actually feel bad if they don't achieve their goal. This is the best type of marketing one can do and provides groundwork to achieve bigger and better things.

A brief Story
When we created and enacted our strategic plan, we made the assumption that we need to create a new level of service with new programs and service. Then we can market those services. Sometimes these service market themselves. If the service is that good, and you are on target with a strategic plan, then the service will spread through word of mouth. That is what happened to us. Usage went through the roof almost immediately. New library cards doubled each month. Currently, 90% of our community owns a library card. Consequently, new library cards are flat or down since there are not many more people to get a library card. We were concerned about this since our strategic plan stated that we need to increase library card ownership by 10% by marketing. Now that 90% have a card, we won't hit that mark. However, our new plan is to advertise the fact that 90% of the population owns a library card. It will be something to the extent of "Don't be 1 in 10" with a statement that 90% of our community owns a library card. Then talk about all the great things the library does. We might make shirts or bags to promote this as part of our library card sign up campaign in January.

How to become ubiquitous:RSS Feeds
Now that the groundwork has been lain, the library can now begin expanding its realm and appear ubiquitous. The library can show up everywhere if you choose to do so and it doesn't take any staff time to do so. Just some set-up time. This can easily be done with rss feeds. Most Integrated Library Systems have or are starting to produce RSS feeds.

Why would you library want to do this? Imagine standing on a corner of a busy street. You have lots of books you want to sell. You stand there displaying your books, thinking everyone will just come to you because you are so fantastic. You don't get the traffic you anticipated.

Why? You are not shouting out what you have. You just let people pass by and rely on the fact that you are so fantastic to speak for itself. This is the wrong approach. RSS feeds (really simple syndication) shouts out your information. You may think at this point that not many people use News Readers to read these feeds, but you can produce an email distribution list from these feeds using Feedburner. Feedburner is not the only service that can transmit an rss feed into email. Everyone has email so by producing this feed in this way, everyone can sign up to get the latest books, music, and movies available.

I love these feeds because I am the first to find out when a new book is available. I can be the first in the library to grab a book off the shelf because only I know it is there. This of course helps internally with library staff as they are also aware of what is available as soon as it is available. I once had a patron come in and ask for United 93. We searched everywhere for it, but couldn't find it. We called upstairs to Technical Services and they had it. They stated, "I just put that in the system, how did you know I had it so fast?" She had only put the dvd in the system five minutes before. That's how fast someone can get an item.

These feeds can also be dumped anywhere, twitter, myspace, facebook, google homepage, the list goes on. Your library can be everyone online with rss feeds. You don't necessarily need a presence on all of these social networking sites. However, you can keep them updated with rss feeds that require no additional staff time.

It takes staff time to be everywhere with traditional marketing
It must be written into one or more job positions and time must be given for marketing. Currently, we have one librarian dedicating 20% of their time to marketing. They need to be allowed off desk time or whatever that needs to be done to do this. This involves creating a weekly news blast to the local newspaper, chamber of commerce, our email listserv, it goes on our website, it goes to a monthly magazine that is delivered to every household in the county, our friends newsletter, the county visitor's bureau, and anywhere else we can squeeze in. This takes a lot of time. In reality, all of the events are planned out six months in advance. So it mostly involves grabbing what is happening this week, adding library news (such as advertising our flash drives for sale, our food for fines, library closures, and other non-programming events) and adding our top ten list. Our top ten list is the top ten books our community is reading at any one time. For instance, we put in the top ten circulating books for fiction, non-fiction, juvenile, teens, and then pick different subject (like gardening or cooking for diabetics) or genre areas (like romance or mystery).

We also cheat a bit with the list. We don't just put out the most circulating items, we put out the hotlist. Most circulating will only provide older titles and give the impression the library only has old titles. We get a hotlist by subtracting the date entered from the date it was checked out. This then predicts what the circulation will be for one year. For instance, if a book was only in three days and was checked out, it would predicted it would be checked out every three days, giving it a circulation of over 100. So instead of the Da Vinci Code showing up at the top fiction books, A Thousand Splendid Suns shows up first instead. People reading the paper for library news may be surprised that we have the latest fiction. This helps promote that.

The actual viral piece/Our plan
To actually get viral, you must have a particular service or services that is so great people are always prompted to talk about it. As a library director once told me, people need to see their library like mecca, how do we connect today? Here are some things we have done and will be planning:

We gave away free gold bookmarks and canvas bags with the library's logo on it for a library card sign-up month. Not terribly exciting, but new cards went up.

We upgraded everyone's library card from a red piece of plastic, to a dual card with a wallet card and a keychain card with the library's picture, website, hours of operation, and phone number on the back. This prompted conversation because the picture was attractive, and anytime someone pulled out their keys, a conversation could occur. (hey what's that, this is my new library card, they are giving them away free at the library.)

We sell flash drives with the library's logo and website address. This has been the most successful viral campaign as we were able to penetrate the schools with it. If a teacher can fit you into their busy schedule, then you are truly successful. Read more here

We bought into the Greater Phoenix Digital Library consortium. We plan to wrap our library card campaign with marketing for this service. Our plan it to give away 2gb mp3 players and show people how to use them. The first 50 who sign up for the service will get a free player and instructions on how to download an audiobook or music to their player. All library staff will each get a player first so they can see how it works. We will also issue an fm transmitter with it so that it can be played in any car. This gets over several compatibility issues. The mp3 player can play everything, can be placed in any car, and has enough storage to play 40 hours of audiobook, which is the largest capacity of audio.

We plan to expand our bandwidth once our e-rate application is resolved. We will expand from 1.5 mbps to 6mbps. We plan to have a campaign to the extent of, be careful, speed this fast can be dangerous. We will probably have a video launch to demonstrate the speed.

We plan to renovate the library by replacing the dvd shelving with videostore shelving, replace the new bookshelving with clear face-out shelving, create a greeting desk, clean the front of the library, and put out a new security system that will enable more self-service. This will change the entire look of the library for very little cost. If all goes exactly, it will create an entirely different effect when one walks through the library. It is my hope that this will further get the public to talk about our library.

This should all result in increased traffic in all user points. We should see double digit jumps in circulation (with particular notice to how fast an item is checked out and particular higher marketed collections), computer usage, walk-in business.

This takes an incredible amount of back work, training, and planning. I have done this before with a renovation. It is why all of our service usage has increased the last two years. We are almost always looking to improve and change services to make them better. We want to be the best and that involves change.

The Five Dollar Flash Drive

I had meant to share this before, so this will be a quick post. I had mentioned in my post about "10 Ways to Hack your Local Library"that we sell flash drives for $5.

For some time, our patrons have had problems saving documents to our computers. They were under the impression that if they saved the document to the desktop, that it would be there when they returned. We began to sell floppy and CD-RW discs, but this created another problem. Some of our computers have floppy drives and some do not. The floppy drive is now an upgraded piece of hardware. As a result, some computers have a cd burner and a floppy drive, some have one, and some have the other. To solve both issues, library staff suggested to only allow flash drives on the computers and to lock up the floppy and cd burner drives. This seemed a bit severe, but I understood why the extreme move. Patrons do not know which computers had floppy or cd available, so just enabling a flash drive seemed like a viable option. However, the technology was not readily available or affordable in town.

Now, I am the type of person that is reluctant to cut off a service that people need. Certainly when cost is a factor. In order to solve the problem, I decided the library should sell flash drives to the public. I remember that Webjunction gave away flash drives as a promotion. They weren't that big, usually 128 mb, but it was a neat marketing trick. They can provide something useful, but it also has their logo and information on it. 128mb isn't much for someone like me, but for the public, it is a huge improvement.

My task was to find a way to order affordable flash drives, that had a good amount of memory, and had the library logo on it.

I found one

Just to be straight, I am going to plug the company that provided the drives. They gave me a good deal and it is a great service.


http://www.allmemoryupgrades.com/customusb.htm

sales@allmemoryupgrades.com

Here are the rates
Capacity 25 50 100 250 500 More
64MB $17.00 $9.50 $8.50 $7.75 $6.50 Contact us
128MB $18.00 $10.00 $9.00 $8.50 $7.75 Contact us
256MB $19.00 $11.00 $10.50 $10.00 $9.50 Contact us
512MB $21.00 $15.00 $14.25 $13.00 $11.75 Contact us
1GB $25.00 $18.00 $17.00 $16.00 $14.00 Contact us
2GB $33.00 $27.00 $26.00 $25.00 $23.00

We started off with an order of 250 at 256mb. They gave us a deal for $5 each. They even go up to 8GB. You can customize them too, so your library logo and information is on the memory stick. I ordered 250 that I received August 1st, I have 50 left now.

Once we had the drives and advertised them, it spread like wildfire. Even the local schools are telling their students to buy the flash drives at the library. Patrons are buying them four at a time. Some people are coming in JUST TO GET THE FLASH DRIVES.

So I have been able to provide a resource to the community, without cutting off an essential service, plus I have word of mouth marketing that anyone would kill for. Just think of this story:

"I went to plug in my flash drive on my work computer when my co-worker asked what that was. I told her that it was a flash drive that the library is selling. (She holds up the flash drive that has the library logo and url.) Co-worker says "Wow, I didn't know libraries did that."

Next stop for her was the library.

All the technology you can get your hands on or libraries are out of room for more computers

It's nice to see that my library isn't the only one out of space and in need to expand bandwidth. A recent report by the American Library Association, Libraries Connect Communities, examines this issue.

This has been reported by the Associated Press "Despite Demand, Libraries Won't Add PCs" and by bloggers. Here are the major themes:

SNIP

• Technology is bringing more – not less – public library use

• Library infrastructure (space, bandwidth and staffing) is being pushed to capacity

• Libraries need more technology planning and dedicated technology support

END SNIP

Reports like these two years ago addressed out of date computers. The Bill and Melinda Gates Foundation remedied that situation. However, with all these new computers, bandwidth is squeezed. Furthermore, libraries must find ways to sustain and support this level of service.

I was in the same boat two years ago. I had 11 old gates pc's that were installed in 2001. These computers were five years old by the time they were replaced. MySpace crashed the computers every time. We also had to manually sign up users on a clipboard.

In 2006, I was able to combine a $14,000 Bill and Melinda Gates Foundation Grant, with a $30,000 Capital Improvement Project provided by the city. Later that same year I was able to get an additional grant from the Tohono O'odham nation for $11,000. For $55,000, I was able to replace 11 old pcs with 38 brand new dells with half a gigabite of memory. I could even write further grants for more computers had I the space. To even create the space, I had to weed our paperback collection by half and move it onto the main floor.

Luckily, I have a host of solutions to deal with this issue. My community passed a bond in 2006 for a new library and a renovation/expansion of the existing library. When completed, the library will provide access to an additional 130 computers. A total of 166 computers for a community of 38,000 people. All these projects will be completed between 2009 and 2010. The community is growing, but computer growth should outstrip population growth unless we have over 100,000 people in three years.

What about the short term? My library has the problem of bandwidth. From the time we open to the time we close, we peak out our internet bandwidth. This is with 1.5mbps. High for 1999, but painfully slow today. If you read the July 2007 report "Speed Matters" by the Communication Workers of America. The United States average internet speed was 1.9mbps. By contrast, Japan has 61 mbps and even South Korea is at 45mbps. So it's not just libraries that are lagging, it is the entire nation. My community is trying to expand access from 1.5 to 6, a huge increase. However, I can still fantasize about 60mbps (you can download a movie in 2 minutes).

What else are we doing in the short term? We are expanding access with laptops. We don't have a laptop loan program, but we allow our teen group to use our ten laptops during their weekly four hour program. They are able to get online though our wireless internet access and collaborate. We also received a grant from the Arizona State Library Archives and Public Records for additional computers and help setting up a teen website. It has been a very successful program because we are able to expand computer access.

We also have a bookmobile. It not only carries books and materials to various locations, it also has a satellite dish to provide wireless internet access wherever it goes. My favorite experience with this was going to a youth center and setting up the laptops. The center coordinator said that they didn't have wireless internet, to which I replied, "That's OK, we brought it with us." Again, we can expand access wherever we go and provide ten access points.

We have a long term plan and a short term plan, but what about sustainability? When I came to my library, we had an expired master plan and technology plan. We had technology, but no way to sustain or improve it. I was able to create a strategic plan using PLA's Planning for Results. At the same time the city performed a master plan of our entire department. This helped establish planning goals for short and long term, however, neither of these plans addressed technology in depth. These plans did a wonderful job setting a plan for us for future services. However, the needs were so basic, that technology would be considered an advanced asset. At best, the plan addressed the need to have a technology plan, replace technology after three years, establish wireless internet and create a computer access point for every 2000 citizens. We had to find our own way completely separate of this process.

There are tools to develop a technology plan. Webjunction and Techatlas are both excellent tools. Techatlas provides a way to inventory technology as well as provide a survey for library services to determine a path for great service. It provides a survey for staff to assess their training level. It provides a questionnaire on all aspects of library technology services. The survey helps establish a level of service based on successful libraries and on successful e-rate plans. Using the survey results, combining the library's strategic plan, and hiring a consultant (provided by a grant for the Arizona State Library Archives and Public Records), we were able to create a three year technology plan that was e-rate compliant. This will allow for staff training, replacement of technology, assure quality internet access, and expansion for future technology needs.

Next we addressed technology support issues. The idea of a Service Level agreement was one I received from Andrew Pace who referred to this service level agreement, http://lits.library.usyd.edu.au/services/public/pa-sla.html in March 2006. I was able to use this document as an example for our consultant. Furthermore, I could use it for city IT to demonstrate what we were trying to do. Here are the major themes:

1. Address the views of library users on their Information Technology needs;

2. Maintain an appropriate level of patron IT services to meet those needs;

3. Employ a monitoring process to address changing and evolving users’ needs;

4. Deliver appropriate staff focused IT support services to sustain user services;

You can view the full document here

We also wrapped these objectives with our three year technology plan. Some of the most useful, but very basic pieces of this plan were:

1. Ensure staff were sufficiently trained in technology
2. Ensure sustainability of technology (example, purchase four "imaged" public access computers that can be replaced when one goes down, allowing time for IT to repair but not losing service levels.)
3. Understand what the library can and cannot do. (There must be a point to which the library can refer to the patron's technology equipment manufacturer such as for wireless internet.)

We broke down the library's technology plan into six month pieces. See the document here. See the full three year technology plan here.

I am in a situation where I have all the tools I need and I can focus on the biggest needs such as bandwidth. If I hadn't had these long term plans, I would have to look seriously at our collections to see if we could weed to provide increased computer space. The next few months will involve training library staff so that they can handle the increased technology questions and issues. After that, we plan to perform a full Learning 2.0 program. It takes a lot of work to get to that point, but the most important thing is to begin the process. It is exciting to be able to provide these services and by planning, I am ready for 90% of what is asked of our library.

Grants Grants Everywhere, but not a body to hire

I am getting to a point where I am not sure what more we can do for our library until we get our branch and expand our facility. There is a definitely need for so many things, but at some point, you have to bring more people in.

There is only so much change, automation, and efficiency one can develop before you get into high octane mode. I don't have any other tricks up my sleeve, no more aces in the hole. I have developed a strategic plan, reallocated staff, resources, and won several grants. I was awarded over $70,000 in grants last year and I could get almost twice that this year, but I need bodies not projects. It comes to a point where I desperately need more people and there is no way I can get them. My last two grant proposals included grant workers. I am hoping that they are awarded.

I know granting agencies, and organizations for that matter, do not like creating grant jobs because once the grant runs out, the person is jobless. That is very backward thinking. We need to have innovative people doing innovative things all of the time. They should be working on grants, and while employed, working on grants to keep their positions going. There is so much talent in the library world, I have so many projects, I even will have a branch and will be expanding the main library, but it seems that the staffing comes much more slowly than I would like. It feels like you have to break down the brick wall with your head to get it across. It is very frustrating.

How a Library Works

Management: the brain, it makes decisions processes information. (Hey maybe they don't make great decisions, but they make the decisions :)

Collection Development: The eyes, need to find good things to eat, books. If you can't find books that are good, you won't have a healthy body.

Reference/Outreach: the mouth, the ability to speak. If you cannot speak, people cannot gain your knowledge or find out more about you.

Circulation/Technology: The heart, keeps the body alive. Without the heart, the body would die (aka library would close).

Technical Services: The digestion system, it digests and processes the food (new books) that enters the system. Without this function, the body cannot add new books and build a healthy body, eventually making it unhealthy and ultimately killing the body.

Programming: The muscles, the body needs exercise, programming provides a variety of activities to keep the body (and mind) sharp.

Fast Company: Leadership Lesson: Tiger at Doral

A great post on leadership, confidence, and focus from Fast Company. Three lessons learned from Tiger Woods and why he stays on top, check your ego, trust yourself, and don't blink.

SNIP

Leadership Lesson: Tiger at Doral

"Check your ego. At the eighteenth hole, Tiger held a three stroke lead. So what does the game’s best player of the day do? With five hundred yards of water to his left, and not trusting his driver to play the ball straight, he plays it smart. Tiger pulls out a three-iron and lays up. Not once, but twice. That’s brilliance. No macho driver for him. Many a golfer have succumbed to ego in such positions and wound up losing.

Trust yourself. Tiger knows his game better than anyone. When he was rolling well, he trusted himself to pull out the stops and hit the shots he needed to hit. And frankly for most of the 72-hole tourney, Tiger was in command of his game. He led from day one, hitting great tee shots and even more incredible second shots to get him on the green in regulation. But when his putter did not hold up, he turned conservative and did not push shots to the edge. Better a par than a bogey. Or when things get really tough, a bogey is better than a double bogey.

Don’t blink. It is traditional for golfers in the lead walking up the fairway of the 72nd hole to smile, doff their hats and acknowledge the cheers. But with a lead that had dwindled from six strokes to two, Tiger was taking no chances; he maintained focus. His second shot, again from a lay-up position was masterful; it put him on the green, but 52 feet from the hole. His lag putt was a gem, end up just 3 feet from the hole. Brett Wetterich, with short putt for a birdie, missed and Tiger only needed to hole his shot to make bogey and win. When his ball rolled in, then and only then did Tiger flash his million-dollar smile, doffing his cap and acknowledging the crowd. And then as he always does, he congratulated his opponent on a round well-played."

END SNIP

I recently had a ding to my ego for a project I was working on. I was upset at first that people thought my idea was harebrained. My idea was simple, create a bookmobile from a standard van, insert the bookshelves, and place a satellite dish on top so that patron could check-out books AND use wireless internet access from the van on laptops we provided. Many bigger systems do this, but I knew I would be stretching the limits of my knowledge and I knew I would get no IT support for the dish and wireless.

I didn't lose heart that the start of things were rocky. We rolled out the bookmobile without the satellite dish at first and some of our routes did not get any patrons. I listened to my staff and made better decisions, knowing that if I let my ego run wild when I was wrong, the project would have failed. We changed our routes to places with the most need with much more success.

I trusted my vision to see the project through. I knew the dish wasn't working, but that the fix would be simple if I could just take some time with the vendor's tech support and do it. I knew right at the end it was make or break and I took a day just to make it work, and it did. We went out this month with wireless internet access. It was fun because it went just how I had envisioned it. We had a bookmobile stop at an adult education location where classes were held. When the class let out, we had books and materials for their GED and language acquisition assistance AND we had wireless internet access with ten laptops set up on a picnic bench right outside their door. They flocked to us when class let out. The project was a success.

The funny part was that I didn't realize there was such a negative outlook on the project. It is probably best not to hear your worst critics in the earliest stage of the project, especially if the comments are not constructive. I actually heard that people thought it was harebrained from another city staff member. They told me this while I had the van ready, the satellite dish running, people on our public access laptops with internet, and people checking out books. I was still upset at first, but then realized that I shouldn't be, since I was right and these above lessons helped make it happen.

Successful Saturdays:The Core or Why DVDs and MySpace helps education

I am always fascinated by circulation statistics. It amazing when you have thousands of patrons and thousands of books and they can find each other on such a regular basis without promotion or display. A patron finds that book on their own and it may be the book that changes their life.

What I find most interesting is how often these patrons may start using the libraries services with something that is more popular or seemingly without value (to some people). They start with the public access computers and the Internet. Free Internet, who could say no, now I can check my MySpace all day long for free. Blockbuster DVDs, wow, now I don't have to fork over $4 to see that latest movie. Many politicians may say, why are we wasting our money on those things? In the end, these same patrons get value from these services alone, but most of them move up to subjects that help them in life. It helps them get a job, enrich themselves, perform research, and find out about the world.

Many staff as well may question why we provide these services. A library is about books they will say, why are we doing this? We can look at examples in the United Kingdom where libraries are being closed and the system is in dire straits. Why is this? It is simply because they did not keep up with the times. As information and services became electronic, public access computers and Internet, these libraries said the same thing, we are a library, we provide books and that is it.

SNIP
Shabby public libraries need lottery boost, say MPs
http://books.guardian.co.uk/news/articles/0,6109,1434189,00.html

"The committee, headed by the former Labour minister Gerald Kaufman, said: "We are in no doubt that, while libraries are about more than books (and newspapers and journals), these traditional materials must be the bedrock upon which the library services rest, no matter how the institution is refreshed or rebranded.

"The explosion of relevant new technologies has to be embraced by institutions but this should be done in the context of their key functions to gather, order, present and disseminate."

END SNIP

What they didn't realize was that libraries don't provide books, they provide information and entertainment through different mediums. It doesn't matter what the format is as long as your provide it. You are not in the book business, you are in the information and entertainment business, once you realize that, you will have a long and sustainable life.

Explained very eloquently (and with much more detail you must read this)

SNIP

Dear Library of Congress...by Karen G. Schneider

http://www.techsource.ala.org/blog/2007/03/dear-library-of-congress.html

To paraphrase Andrew Abbott's point in The System of Professions, we are behaving like the train companies, who thought they were in the train business, not the transportation business, and like them, there are already signs that the “train business” we do is on artificial life support. We are not even close to being the first service of choice for information seekers; we are pretty much down there with asking one's mother. Libraries across the country are increasingly asked to justify their existence in order to receive continued funding, and some have been unable to do so.

END SNIP

We are in the information and entertainment business and that mostly happens through reading materials the library provides. We educate our users in a variety of ways and enrich their lives with books, music, movies, and access to the internet. These interests (and skill at reading and comprehending information in a variety of formats) are essential to keep up in today's information society. Libraries must find new and imaginative ways to get people's attention, to keep their interest, and to guide them to wherever their heart desires.

Here is what happens, a patron comes into our library and all they want is Internet. That is why they got the card, a friend told him that the library has public access computers and free Internet and all you need is a library card. So he said, GREAT, and got one.

At first, he just make a beeline right to the computers every day, but overtime, he looks around, he realizes that the library has movies, and since he has nothing to do on a Friday night, he checks some out.

Now your standard public library doesn't carry just blockbuster movies, but that is what this patron checks out at first. However, over time, he realizes that he has seen all of the latest movies, but still wants to watch something, so he goes to the movies he didn't realize were there before. He checks out an independent film or a movie about another region of the world, or rediscovers a classic.

Then he wants to find out more about the subject and looks for more information, he goes to the library catalog. While searching, he finds several BOOKS on the subject. This is the end product of every library card issued, they may come at first for something that seems trivial, but in the end, they will come to the library and find educational and informational materials for a many reasons. You can use this same storyline for someone trying to find a job, they get a library card to get on the Internet to apply for a job online, they check out educational DVDs or books on resume writing, job interviews, or uses one of our databases to test their skills on a vocational test. They can find out if they will be a good real estate agent or postal clerk, or if how far they are away from getting their GED. Libraries keep their patrons connected in so many ways, it is too bad so many people just see the popular stuff or the computers and technology and think libraries waste money.

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.

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!