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.

The people who need libraries most use us the least

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.

Re-Imagine!

A few weeks back I finished a book by Tom Peters called Re-Imagine! Business in a Disruptive Age. I purchased the book from Goodwill and it was from 2003, but the book was all too relevant today. It is even more relevant for libraries.

Innovate to success, then stay there!
One thing that struck me was a part about business innovation. Businesses that have been around a long time cease to be innovative. In fact, they become defensive of what they currently have. There is no reason for them to change. They are financially solvent, they have a successful business model, and any change is risk. We can look at some of the businesses we all know today, are they innovative? Are they willing to destroy what they have to create a new model, to be innovative? Of course not, it isn't worth the risk.

Tear it down or "The tree of liberty must be refreshed from time to time with the blood of patriots and tyrants."
A business with a long life span is no different than a government agency. Government, of course, has been around much longer and changing the way they do business isn't likely to happen. Libraries, on the other hand, are probably on the most innovative edge of most municipalities. They don't exist to wherehouse books, but to solve society's problems. Furthermore, strategic planning is a key piece of that innovation. However, once one is set up, will administration be able to tear it back down and start all over again? These thoughts came to me as I was reading Reimagine! Some quotes:

..in turbulent times bosses...earn their keep by blowing things up and inventing a new way...not merely making better the old way (p. 32)

Failure typically means that someone has stretched beyond the comfort zone and screwed it up and learned something along the way (p. 27)

The secret to success is failure, fast success secret is fast failure, big success is big failure (p. 27)

Building the resource
When I first became the city librarian, the first thing I did was to create a strategic plan. It worked wonderfully. It engaged the community, brought attention to the library, and ended up with some very good print about how we don't do business as usual. The plan was implemented and we have had huge success. Now we are at the tail end of it with the major initiatives accomplished. We have done everything from establishing an adult literacy tutoring program (including a bookmobile service), to becoming a "third place" for teens, to developing cultural diversity programs and space for Spanish speakers, and now developing a workforce development piece. After this year, we will have accomplished what we set out to do. The result of that work is a 30% increase in circulation, a 50% increase in walk-in business, a 67% increase in technology usage, and 90% of our community owning a library card. The results from the strategic plan resulted in success overall.

Getting comfortable OR my way or the highway
However, there is a fear. There is a fear that once I get to the end of this, I will get comfortable. I will become like many of these businesses and say "this all works, I am not going to change a thing!" By next year, I will need a new plan. Will the public feel the same way about what we are doing? Will that change and result in dismantling what I have built? Will I be able to do it? Those are tough questions for me. I think that I would be able to do it. Realistically, the community needs aren't going to change any time soon. We still have workforce development needs; there needs to be more for teens to do. There will still be a need for people to learn English, but what if the community doesn't want us to do this anylonger? Will I still be able to put what I have done aside to allow the process to continue or will I believe that I know best? I believe that trying to do what's best for the community will lead to the right path. There is a great deal more change coming for our library. Can I continue to do the right thing or will I get set in my ways? Only time will tell.

Reading is good for you: print versus e-books

Recent articles in the New York Times, Chicago Tribune, and now the Wall Street Journal have discussed e-books and printed books. Some of the top e-book blogs have dismissed these articles as simply anti-technology, one at Print is Dead goes so far to say that print is a vegetable.
SNIP
"This is completely the wrong approach to take. I mean, to force print down people’s throats as if it’s a vegetable they don’t want to eat is just about the worst strategy I’ve ever heard of. (Believe me, when I was a kid I hated lima beans, and my mom insisted I eat them; I dutifully shoved them down my prepubescent gullet, but as an adult I never touch them). So to try and guilt people to read print implies that to do so is a sacrifice; worse, that’s it’s a kind of punishment. It turns reading newspapers into a kind of penance for a digital life, a modern-day flogging in the form of papercuts and inky fingerprints.

Just because something’s on paper doesn’t make it divine; it doesn’t even make it good. But Clark’s just interested in cozying up with newspapers in his breakfast nook, feeling all warm and sanctimonious. Meanwhile, I’ll be reading The New York Times on my laptop, and doing just fine."

END SNIP

This article is in context to newspapers in print versus newspapers online. However, there is an interesting point in this quote, "Just because something's on paper doesn't make it divine..." Isn't this true? The first wave of the e-book was easily scuttled because of back-lit computer screens. Behind that, was an anti-technology sentiment. In the second wave, that sentiment is more at the forefront since the technology scuttles the problems of reading a book on a computer screen. Even without the readers with special e-ink, many people report that they can read on their portable devices just fine. Take this article from the Chicago Tribune:

SNIP
"The experience taught me that a book is not what I had thought it to be. It is not, in any important sense, typeface, paper stock or cover art. A book is, foremost, the arrangement of words in sequence, and they are, to borrow a buzz-phrase from the digital folk, platform agnostic.

To be sure, I am enough of a traditionalist to still want to own hard-copy books, and enough of a literature snob to want to have books on display in shelves. But that will be only one wing of my library.

Count me as an e-book convert, persuaded that their eventual widespread adoption is more than a pipe dream.

And now, I have to pick up my cell phone again. Ms. Austen is calling."

END SNIP

The writer in the article discusses his new love of e-books. He was surprised that he would like it so much. He found that the screen wasn't so bad and that the selection that it opens up, referring to Project Gutenburg and the availability on the mobi-pocket reader site, creates millions of books one could download for free. In fact, the only drawbacks are ones of sentimental value. I can't have the book on my shelf or I can't feel the book and have that experience.

A response to this article can be found on slowreading.net

SNIP

"I post these things at Slow Reading because I am truly fascinated by people’s experience of eBooks. I think they have their place, but in my opinion, they are no substitute when reading books like Austen for pleasure. Johnson disagrees. I’m sure I could put up with an eBook if I had to, but why would I want to?...I’m playing around with audio-books, too. I think of these things like meal substitutes; they’ll do in a pinch, but they’re not the genuine article.

END SNIP

I liked the last line here, "...they'll do in a pinch, but they're not the genuine article". I responded to his post stating that this person was probably so used to reading his blackberry, that he did not notice the format change. Mobile devices, in my opinion, don't create the same eye strain because the back-lit portion isn't as strong as a computer screen.

I have actually had the same experience. I have been reading David Copperfield on my Dell Axim and I haven't noticed any eye strain. I haven't read on it for longer than 30 minutes at a time, but it sure is convenient to always have a book to read on you. I find I read more often and faster I have it, plus it fits in my pocket.

People don't change behaviors based on technology, the technology must be slipped into those already set behaviors in order to be adapted. This is a way e-books can be adopted in a more widespread way, which leads to the quote:

To be a book-collector is to combine the worst characteristics of a dope fiend with those of a miser.
Robertson Davies

Most readers, book lovers, and collectors want the book to be as free as possible. The argument with e-books is that one has to purchase a device just to read a book. However, paying a small fee now enables one to read millions of books for free. You don't have to purchase all the classics, even though they make you look quite intellectual on your bookshelf, you can get them on your mobile device. Mobile devices are increasingly used in the same way books are used and read in the same ways. You don't get the status of having a big bookshelf, but you get the same books. Maybe there should be some way to show off your bookshelf status in your home. We can already do it with LibraryThing or you can show off how many books you have read over at goodreads.com

Of course, you can still buy the books to display, and read them on an e-book device. I read the classics that way and I have the nice leather-bound gold-leaf editions on my bookshelf. Then again, I read most of my books from the public library, so I can't put them on my shelf for status, but I can make a list on goodreads.com

Lastly, on the use of e-books for the general public, comes an article from the New Yorker:Future Reading, Digitization and its discontents:

SNIP
For now and for the foreseeable future, any serious reader will have to know how to travel down two very different roads simultaneously. No one should avoid the broad, smooth, and open road that leads through the screen. But if you want to know what one of Coleridge’s annotated books or an early “Spider-Man” comic really looks and feels like, or if you just want to read one of those millions of books which are being digitized, you still have to do it the old way, and you will have to for decades to come. At the New York Public Library, the staff loves electronic media. The library has made hundreds of thousands of images from its collections accessible on the Web, but it has done so in the knowledge that its collection comprises fifty-three million items.
END SNIP
Again, the concept of the divine in discussing the printed word. If you want to actually feel the book, you need to go to the public library. The actual concept of holding the book rather than reading its contents is more important here. The article discusses in depth the evolution of the book and reading and in a very romantic way. It did provoke a response from the Teleread blog:The New Yorker is as wrong about e-libraries as Martin Luther apparently was about paper books

SNIP
Here’s a challenge for The New Yorker. Can its contributors write up e-libraries without droning on about how we’ll always need paper books? Is every e-book lover an arson-minded Visigoth eager to burn down the great paper collections or rob them of funding? And do we all hate the idea of paper backups—or, for that matter, Main Street bookstores?
END SNIP

Teleread often laments why so many people hate digital books. The New Yorker laments the loss of the feel of the book. The Chicago Tribune laments the loss of the bookshelf (as status?). The Poynter institute also laments the feel of the newspaper "Hold it in your hand. Take it to the john. Just read it.” I also remember reading something when LAMA digitized their journal. They also stated something to the affect that you can take your reading device "to the john" as well. So there is an obvious difference between e-books and print books, the problem is not the content, or how the book is read, but the actual book that is the difference. They want to hold the book and have it on their bookshelf. Replication of that is that last barrier to total adoption.

Briefly, I will discuss the increased use of mobile readers for students. The Georgia Tech library experimented with e-books with their students, from the LITA Blog:
SNIP
"“Young people are open to accessing electronic material on mobile devices.” E-book readers should be like print, but better. E-book readers should offer the same types of flexibility and options that are expected with other mobile devices. They should merge the benefits of digital with that of paper: create something new that allows for taking notes in the margins of a hypertext medium.
END SNIP
So the barrier to e-books for students is extremely low. They are already ready for this format because they are used to digital devices. At the end of the presentation, it even recommends that popular fiction can be retrieved faster using ebooks, that Sony e-readers should be provided for circulation in libraries, and that e-books should be easier to find.

Further, Teleread is starting an initiative to help promote e-books for students.
Their proposal:
This project is a continuation of the six-year Ball State University research on digital reading. Its aim is to discover if the use of Wireless Handheld Devices (WHDs) can increase learning and if they can be introduced effectively into the classroom. If it can be shown that there is value in using WHDs, this project will lay the groundwork for determining how such devices should be used as well as the defining the necessary training for students and teachers.
END SNIP

Lastly, a recent report by the Department of Education stated that technology and media have permeated all households. Therefore, the use of technology to promote literacy is a valid path to take. I discuss more of that report here.

What's it all mean? E-books are on the way in.
1. The producers have already found a way to make reading acceptable on the eyes.
2. The proliferation of mobile devices and mobile screens have made that requirement less stringent. With so many "crackberry" addicts and ipod users, the tiny screen to read is not a problem.
3. The media has found a way to replicate reading habits. You can read it in bed, on the train, and some say even in the tub. A thorough analysis of the sony e-reader can also be found from the Travellin' Librarian Blog.
4. The producers need to find a way to bring the nostalgia to e-books. People like the format of the book because of the nostalgia aspect.
5. The producers need to find a way to create the status of the e-book. How many books on your reader? How many do you own? It won't replicate collection.
6. Digital Rights Management will hinder selection.

The last point affects public libraries the most. As many libraries are providing products like overdrive (downloadable e-books, audiobooks, music, and movies) the selection is rather sparse. This is due to the fact many of the publishing, music, and movie industry does not want to release these items digitally. However, they already produce it to us in a physical format. What really is the difference? This is the biggest hurtle to which there may be no immediate solution, except a change in the laws.

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.

So what would a 2.0 library look like?

I don't think I need to mention the numerous discussions about library 2.0 in the recent months. Many libraries are using 2.0 tools and developing a library 2.0 model. I wonder, in the end, what it would look like when it would be considered implemented. Granted, any movement for change is one, in which, there isn't a destination, but a constant movement towards some sort of "Nirvana" if you will. A goal in which all of what is desired is implemented and working as it should.

What is a 2.0 library?

What do I know about this? Not very much. However, I have some kind of idea of what it could look like and it is not so much about the tools. If we look at the issue in a macro term, we stop thinking about a library and we begin to think about service. We then begin to think about what type of service is best for a community. The 2.0 part is how that service is communicated and implemented. How much control is relinquished so that the individuals in that community decide the best library services?

What libraries are doing now?

Libraries have begun strategic planning, performance based budgeting, and even the Balanced Scorecard. These are all attempts to provide an open conversation so that the library is always aware of the needs and can implement it. What if this piece is removed? Instead of people telling the library what they would want, what if they had direct control in implementing the service?

ILL 2.0
An example of this type of trust can be considered in allowing patrons to order ILLs at will. They have direct control of the interface and can order what they want. The library with the book processes the order, the book is sent to the library, and the patron picks it up. This would require very little staff involvement. The library had the book, the patron orders the book, the book is then available at that patron's library. In order to keep tabs on the system, some libraries have a limit on the number of ILLs a patron can have within a given time period. (I have also heard the term that ILL "sucks the life" out of circulation staff, which is why there are these limits.) There is a project called the Arizona Portal Project that looks to make this process even easier. Using worldcat.org, a patron could log into a general account and search for any type of material. The search would be organized by type of material and then by location. A patron could then choose to go to their local library and pick it up, have the item sent through interlibrary loan (2 weeks), have it send via FedEx overnight (from libraries that would agree to do that), or just order it from Amazon. I will blog more about that project later. However, if all libraries had one entry port, one portal, that would control all library content and location, that would greatly reduce the hassle patrons currently have using their libraries.

Collection Development 2.0
What if you did this with collection development? Allow patrons to order what books they wanted for the library to own? Currently, a library would take a purchase slip, which goes to the librarian, who would order it. Take out that step and have the patron order it directly. Same steps with ILL. It could be done through EDI and the local ILS in conjunction with the library's vendor. This is a little extreme and would need some tabs on the process (like a patron could order only so many books, requires a card in good standing, etc.)

Programming 2.0/Space 2.0
What about programming? A patron wants a program, have them perform the program, or contact the programmer to come down and the library helps with advertisement and other administrative items. Something that is very easy to implement is a community room. Most libraries have a community room that they may use for storytimes or for meetings. Your room should have temporary furniture that can be put away and stored. It should also have Wi-Fiin it. This way, if patrons want to come in and do something on their own, whether it is to have a club meeting, have an impromptu storytime, or set up a Wii tournament, they would have the space to do so. Providing the equipment is another step. Patrons could bring their own and the library can adapt its resources so that is always freely available. (WI-FI is great for tournaments since people can play against anyone anywhere in the world with Internet access) Space is the key, both virtual and physical. A library should be able to provide new technology tools and provide bandwidth to spare.

Reference 2.0
Reference could work the same way, having resident experts that can provide reference help on topics. This is already done on sites like yahoo answers. Either have a micro version in your community, or just integrate it into your service. This is something available online already. Librarians can go into that pool, but we didn't fill it. Unless it is something that is very specific (often a local question or a subject specialty) or something for someone who is not tech savvy(which there are numerous and always will be) the answers are often online.

Equipment 2.0
Tools are the second key part. A successful library should be able to provide and sustain new technologies, provide training of those new technologies, and provide space for collaboration and the ability to play with these new technologies. There will always be the need to provide a simple access point. Libraries provide this now simply by providing computers and bandwidth. It would be nice if, at some point, libraries would be seen as the top place to access and play with new technologies. All that would really require are up to date computers and lots of bandwidth. What is a library, a warehouse of information (and recreational) tools and access tools. Give the public the power to order what they want and arrange the services that they want.

ILS 2.0
The social opac should allow a patron to set-up their account originally using their library barcode number and a pin. After that, they should be allowed to set up their own unique username and password that only they would know. They could set up a profile and make it public if they wish. It can provide items they have tagged or commented upon in the catalog, books they have ILL'd, books they have read, books they have reviewed, books they have requested or ordered, articles from databases they have saved or shared, and other thoughts on how the library can improve their services. Some rewards for participation can be extra services like longer check-outs, increase the amount they can ILL or order, or other type of credits. Of course, this user profile could be found on the open web if the user enabled it. If not, it would just be a regular private account no one could see. This would also have to integrate into current social networking sites like a Facebook app, OR, these social networking pieces could be integrated into the ILS account interface.

What is the difference between libraries that exist now and a library that is 2.0?

The difference between library services provided with current tools (like strategic planning) and ones that provide services in a 2.0 type model is the difference between benevolent despotism and a democracy. Benevolent despotism makes all the decision, but the leader must be nice enough to allow input and provide services needed by the people. A democracy puts all the options on the table and lets the public decide (often by majority).

So what are the barriers? Money and staff time are major barriers. This is often the reply for libraries who cannot implement new technology initiatives. This isn't a simple solution. A library that can create this environment will need to do the following:

1. Have enough money as a buffer to provide this level of service
2. Be able to cut funding in other areas to provide that funding in these areas
3. Provide a long term plan to allow space, equipment, and flexibility to change.

Where to begin or the evolution of the library

1. Get a building (through bonds, renovation, or just use your house), get materials (books, movies, music, etc.), get technology (computers with Internet access).
Most libraries in the United States have those three elements. This is the beginning of library services. In the beginning (and it may still be now), a library consisted of books and a building.

A brief history

Andrew Carnegie began funding of public libraries around the turn of the century. However, all over the country, citizens have used and will use their desire and know-how to build a library and provide the service. Across the country, people will use their own homes, volunteer their own time, and use whatever books they can get their hands on to offer reading materials and more to their community. My library began in 1912, it received no Carnegie funding. The Woman's Club (yes that is how it is spelled) decided the community needed a library. They went out into the desert and collected stones and they built the community's first library. Desire drives that. A desire to have a better community.

2. Over time, a library will need to establish a funding agency.
Libraries are often built by volunteers often through the organization of a Friends group or a trust. In communities throughout my county, a library has been built or renovated with local funds to get started. They are run by volunteers. County money will often buy books or help with projects, but those who operate the library are unpaid. They do it because they are passionate about it, because they love it. These libraries will either establish a tax revenue through a millage or by merging with a local municipality. Thus developing recurring revenue. Over time, this will lead to paid staff, sustained revenue for materials, and reliable technology.

3. The library is sustained
The revenue will increase, paid staff will take over for volunteers, a head librarian, manager, or director will lead the library. Often, in small communities, these paid staff will not have an MLS, but again, they will have the drive and desire to build good services.

4. The library expands
Whether the library is a standalone library, or connected to a larger library agency, the library will need to expand and break off from its origins. This will include a new building, built to be a modern library, with plans for materials, staffing areas, more technology. This can happen through investments over time, revenue from taxes, or a bond measure. The library building expands, or builds additional locations, staff members expand, materials expand, and technology expands.

A brief story
This stage is usually the comfort zone for most libraries. The library has support from the community, the library provides services and collections that are used. If the library's budget is not threatened or cut, there is no desire to improve services. Furthermore, if the library's service level is just newly established, there is a reluctance to move forward (a "wait and see approach"). Steady reliable services are better than taking risks on services or cutting legacy services. If no crisis emerges, a budget cut, or if there is constant crisis (constant threat to services), the library will not want to change its environment. The original goal of the library founders would seem to be accomplished, established library services. This is how most libraries will operate currently.

5. The library is reactive
Not satisfied with merely providing basic services, the library desires to provide improved services that match-up with the needs of the community. This establishes a library as a service and not merely a warehouse of books and materials. The library watches the statistics and provides programs, materials, and services and reacts to the need. Christian living books get high check-out rates? The library buys more. It follows the philosophy that patrons vote with their library cards (and their feet).

6. The library is proactive
The library seems to always be behind the curve. Over time the library has provided good services based on the desires of its patrons, but the services are numerous and spread out. The library needs to focus and understand the general needs instead of just piecing together some reactive services. The library develops a strategic plan by gathering members of the community. Community leaders, patrons, library staff, friends members, and library board members are gathered with an outside moderator to determine the next few years of library services. After its completion, the library develops services to build the needs. This may require reallocating of resources, cutting programs to develop new programs, or in the best case, more funding. The library builds its services based on the needs of the community.

7. The library scans the horizon
Library admin and staff keep up on library trends and are familiar with most library trends and general user trends. They keep up with technology. When service is requested or otherwise needed, library staff should be aware of the service and know how to implement. It should be aware of 90% of the process including cost, staff resources, and amount of time it will take to implement. New items are implemented based on user and staff input.

8. The library experiments
The library is a learning environment. New programs, services, and collections are brought to the attention of admin regardless of their position. Job positions have duties, but there are extra activities and duties that go beyond the job. Any position can plan pieces of library services. This is usually the result of an established program, plan, or environment that allows staff to plan and react for their public. Decision-making is pushed down. All levels of library staff are aware of the objectives of the library and understand the service model. Library decisions and actions are more reactive. Library experiments with reducing as many barriers to service as possible.

9. Library increases user control
Patrons begin to have direct control of some library services. Full staff control of these services must begin before user control. This enables library staff to train the public on how to use these services.
Books and materials can be checked out without staff help (self-check)
Account issues can be resolved without staff help (unless a major issue arises) like paying by debit card online.
ILL's can be placed directly
Collections can be ordered directly
Reference questions are asked and answered by library users as well as all levels of library staff
Programming space is up to the users, an empty room that they can bring their ideas into whether it is storytime, club meetings, or gaming.

10. Superpatrons help guide library services
Library staff provide the vast majority of services, but patrons who have the knack will be permitted extra privileges to decide library services. This is something that is on a small scale as many will not have the skill to get to this level (maybe 1% of the library's patron base). Library will still provide all the same services, but it will enable and empower patrons to take an active role in library services by actually doing some of them.

Does this mean libraries need to follow this road? NO! I believe this is a path to next generation library services. Libraries will be able to serve their patron base by simply offering books and materials plus access to technology. Many libraries do not need to be proactive and can simply be reactive. However, if a library could follow this path, it would be a path to truly outstanding library services.

Library Directors put yourself in your staff members' shoes

The continuing transparent director series from Library Journal puts out another gem. I wasn't a fan of the Libraries are too timid piece, but the current one, Going to the Field, has some great advice. I will share my favorite part of the piece and then refer to some other blog posts talking about the same thing. One from another library director.

Read on:
SNIP
Going to the Field - 9/15/2007 - Library Journal: "We're not trying to turn accountants and administrators into desk librarians. But we do want them to see and comprehend the multitude of issues that branch or department staff and management deal with every day. If support and administrative staff see the processes for what they really are, then, we hope, they'll begin to view their roles in a new light."
END SNIP
(One other fun thing to do is to have your IT staff fix a computer or perform repairs on a down computer while the library is open. People learn really fast that the library is a busy place and the demand level is very high.)
SNIP
Sites and Soundbytes: Library Directors and Customers - What's Our Role?: "Directors should work the service desks at their libraries. Do you know the feel and service your patrons are receiving? (I am posting this from our library's reference desk while the staff has a department meeting, so this is one I personally do whenever I get the chance.) I find that I get a real sense of our patrons, their needs and how the library inter-relates when I do even a short stint at desk." (click the link to read more)
END SNIP (I posted more about this here.)

Church of the Customer Blog: "# He mingles with passengers in the gate area # He makes gate announcements himself, updating passengers about weather conditions and sets realistic expectations for delays # He uses his cellphone to call United operations to ask about connections for passengers # He passes out information cards to passengers with fun facts about the plane; he signs two of them, whose owners will win a bottle of wine # He snaps pictures of animals in the cargo hold to show owners their pets are safely on board # He writes notes to first-class passengers and elite frequent fliers on the back of his business cards, addressing them by name and thanking them for their business # He personally calls parents of unaccompanied children to give them updates # He instructs flight attendants to pass out napkins asking passengers to write notes about experiences on United, good or bad # He orders 200 McDonald's hamburgers for passengers if his flight is delayed or diverted"

Lastly, (when this presentation posts), you need to listen to Gina Millsap and Rob Banks from the Topeka and Shawnee County Public Library District, Dump the Org. Chart: Get `Er Done!: Management for a 2.0 Library A wonderful presentation on how to transform your library to a responsive and positive team environment. Or read Rob Banks blog here.

Library directors really need to man the front desk, talk to their staff, and be involved in what is going on. Understanding the problems will result in better solutions and increased morale. The more staff know that you are listening and that you are communicating what you are doing to solve the problem, the better they will feel. This is true even if you don't actually solve the problem. When know that you understand their problems, they will trust what you are doing and trust your decision-making.

So go ahead and try it:

- Work the circulation desk while your staff has a circulation meeting
- Get higher ups over at the library during the rush of post-storytime
- Sit at the front desk and watch what staff have to deal with day in and day out
- Understand the best ways to communicate with staff so they feel they hear you and you hear them

In the end, you will be an administrator that understands the problems and has built trust with staff to move forward wherever you go.

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.