trends, tips & techniques:

8/14/2019 trends,tips&techniques:

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TRENDS,TIPS&TECHNIQUES:

INTERVIEWSWITHCOLORADOLIBRARYLEADERS

AspenWalker,ExecutiveAssistanttotheLibraryDirector

Smartleadersunderstand:youcantrunaneffectiveorganizationfromtheconfinesand

blindspotsofan insularbubble.Youhave toreachout,compareexperiences,andsharebest

practices.Withthisinmind,JamieLaRueaskedmetointerviewlocallibraryleadersaboutthe

metro area public library environment. I interviewed Shirley Amore (Executive Director,

DenverPublicLibrary),EugeneHainer (ExecutiveDirector,ColoradoStateLibrary),Valerie

Horton (ExecutiveDirector,ColoradoLibraryConsortium),PaulaMiller (ExecutiveDirector,

PikesPeakLibraryDistrict),EloiseMay(ExecutiveDirector,ArapahoeLibraryDistrict),Sharon

Morris(DirectorofLibraryDevelopmentandInnovation,ColoradoStateLibrary),JanineReid

(Executive Director, High Plains Library District), Pam Sandlian Smith (Executive Director,

AnythinkLibraries/RangeviewLibraryDistrict),MaryStansbury(ProgramChairandAssociate

Professor, University of Denver, Library and Information Science Program), Tony Tallent

(LibraryandArtsDirector,BoulderPublicLibrary),andMarcellusTurner(ExecutiveDirector,

Jefferson County Public Library). Their insights about the economy and rising library use,

staffingpatterns,

performance

measures,

DCL,

and

the

big

issues

and

trends

of

the

next

three

yearsfollow.

TheBalancingAct:Cutbacks,SustainableService&SurgingPublicLibraryUseTheinterviewsrevealedavarietyofissuesthoroughlylinkedtotheeconomicwoesofthe

time.Library leadersare looking forways tobalancecostsavingsandbudgetcutbacks,with

sustainabilityandexcellentpatronservice.Meanwhile,libraryuseisswellingacrossthenation,

aspatronslooktothepubliclibraryforaffordableoptionsandresources.

Public libraryusehasbeenon the rise.The InstituteofMuseumandLibraryServices

reports thatpublic libraryvisits increasednationwideby19%between 1997 and 2007,while

circulation increasedby12% (Henderson,2009).Whatsmore,aspublic librariansknow from

experience,economicdownturnsheraldabigbump in libraryuse.Theeconomicrecessionof

200809reiterates thiswisdom. Ina2009LibraryResearchServicesurveyof librarystaff67%


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MillernotedthatthePikesPeakcommunityhaschanged,andthatmanyofthefastestgrowing neighborhoods lack a nearby library. She is looking at book kiosks and

dispensingmachines,regionalservice(asopposedto littleneighborhood libraries),and

jointuse facilities (includingpartnerships with theYMCA, cityparks and a childrens

museum).

Stansbury called herself a heretic in libraryland, as she felt many libraries spend toomuch time and money on finding and purchasing the perfect authoritative resource,

whentheanswerisoftenavailableforfreeonline.Sherecommendedthatlibrariesspend

more time and money serving patrons personally, while spending less on expensive

resourcesandexhaustivesearches.

Maysaidyoucan findthisbalancebysettingprioritiesbasedonwhatmattersmosttothepeopleyoureserving.Sheaddedthatsheascribes to theShirleyAmoreversionof

budget reductions: give 100% your customer service, but with fewer hours, and if

necessary,fewerstaff.Shesaidothercostsavingmethodstendtowaterdownthevalue

andworthoflibraries.

Hainersaidmanylibrarysystemsarelookingtobecomedistricts,sotheydonothavetorely

on

the

caprice

of

sales

tax

and

municipal

funding.

He

added

that

others

have

closed

theirlibrariestononresidents,andthatmanylibrarysystemsarerelyingmoreandmore

oncrosssystemcollaboration,cooperativesandconsortiums.

Reid reported that her district has employed the principles of a learning organizationfound in Senges book The Fifth Discipline. High Plains counts on innovation (bothtechnological and creative) to improve services,while seeking to consistentlyquestion

theirplansandundertakingstoridthemselvesofsacredcowsandirrelevantpractices.

SandlianSmith saidher library isdelegatingmorework toparaprofessional staff,andreallocating duties across the district. She added that WordThink, their Deweyless

approach tomaterials classification, isalso saving staff time.Patronsare findingwhat

theyneedwithouthelp,andtheshelvingprocessismuchquicker.

Morriscalledforlibrariestogiveupsomeoftheircherished(butoutdated)servicesandpractices, to reexamine theirdefinitionsofqualityandquantity,and to tapvolunteers

(especiallyretiredBabyBoomers)formorehelp.

Hortonsaidcutbacksshouldbevisibletopatrons,sotheyunderstandourfundingneeds.Shereiteratedthenotionthatthisisagoodtimetostopdoingsomethings,butprompted

librariestokeepaneyeonthefutureandrememberthatweareacriticalcomponentof

our communitys ongoing heritage. Many libraries dismantle their historical and

governmentdocumentcollections,inthefavorofhighcirculatingitems.Hortonsaidthat

infiftyyears,peoplewillwantthesehistoricalartifacts,notDanielleSteele. As noted, Amore will employ reduced hours. Earlier this year, Denver surveyed its

patrons;theythoroughlypreferredareductioninhoursatallbranchesoversomebranch

closures.

Tallentcalledfor librariestokeepaneyeontheirstrategicplans,whilespreadingtheirstoriesaboutcutbacksfarandwide.Hesaidmostpatronsdontcomprehendhowmuch

itcoststooperatealibrary.Headdedthatallstaffshouldbeinvolvedinstorytellingand

advocacy.


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StaffingPatternsWith theadventofRFID, selfserviceandautomatedmaterialshandling;a shift inpatron

informationneeds;andanongoinghiring freeze,DouglasCountyLibrarieshasundertakena

newapproachtostaffing.Today,paraprofessionalsareworkingmorecloselywithpatronsand

professionalstaff,andMLSdegreedemployeesaretakingonhigherlevelassignments.Iasked

the library leaders if they were finding a need to adjust job descriptions or the ratio of

paraprofessional to professional staff, and what surprised them about contemporary staffing

patterns. Like DCL, Front Range public libraries are indeed making staffing changes. The

followingthemesemerged:

RFID, selfservice and automated handling are dismantling and transforming thetraditional circulation department. Nearly all of the library systems included in this

studyareusing,orareconsideringatleastoneofthesetechnologies.

Manyof the librariesareexperimentingwitha rovingorembedded servicemodel, inwhichstaffemerge frombehind thedesk toengagepatrons in thestacksorout in the

community.

LikeDCL,Tallentislookingatwaystomergethetraditionalcirculationdepartmentwithreadersadvisory,referenceandyouthservicestocreateatruepublicservicesdivision.

Many libraries have employed a hiring freeze. Hainer reported that several Coloradolibrarieshavealsohadtoresorttodownsizing.

Area librariesare looking forways to centralizeoroutsource someduties, inorder tosave staff timeandmoney.Forexample, likeDCL,Arapahoehascentralizedprogram

planning,collectiondevelopment,andphoneservice,andoutsourcedsomeoftheworktheirtechnicalservicesdepartmentusedtoconduct.

Nearlyalloftheorganizationshave orplanto adjusttheirjobdescriptions.Millernotedthattightbudgetsandfewerstaffnecessitateflexibleandopenjobdescriptions.Horton

said that smaller libraries have always had to take an allencompassing do it all

approachtojobduties,andthatlargerlibrarieswillneedtodothesame.

Similarly, and like DCL, many libraries are looking at job competencies, includingessential skillsandattributes,andhowmuchworkanemployee shouldbeable todo

withinagivenamountoftime.

The function and importance of an MLS is changing.Jefferson County is consideringeveryjobonacasebycasebasistodetermineifitrequiresamastersdegreein library

andinformationscience.AtHighPlains,MLSdegreedlibrariansarenotassignedtothe

floor most of the time; they are available on an oncallbasis and do not focus on a

particularspecialty,likereferenceoryouthservices.Reidsaidprofessionalstaffarealso

being called on to manage largescale projects and initiatives for the entire district.

Arapahoehasundertakenabookalibrarianservice,andisaskingMLSdegreedstaffto

focusmoreonusingtheirprofessionalskillsindeeper,moreimpactfulways.Amoresaid


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professional staff at Denver are focusing on oneonone reference appointments,

economicgardening,consumerhealth,andclassesoutinthecommunity.

TheleadersdidnotdownplaytheimportanceoftheMLSandaneducationinlibraryandinformationscience.However,nearlyallsaidthatanemployeesinclinationforcustomer

serviceisthesinglemostimportantconsiderationwhenitcomestostaffing,notformal

education.MaysaidArapahoeunderstands that libraryskillscanbetaughton thejob;

theyprimarilyhireforemotionalintelligence,andlookforemployeeswholoveworking

withallkindsofpeople.StansburysaidthatwhilethebiggestdifferenceanMLSmakes

may be the ability to undertake and understand assessment and evaluation, some

employees arejustbettersuited to the peoplecentered nature of public librarianship.

Millernotedthatthefieldisnotaboutstuff,itsaboutpeople.

PerformanceMeasuresPerformancemeasures anduse statistics carry a significantweight atDouglasCounty

Libraries.Wemeasurecirculation,programattendance,computeruse,thenumberoftimeswe

touchmaterialsinoureffortstogetthemtopatrons,andahostofotherdata.Oflate,DCLhas

becomeincreasinglyinterestedintwomorefigures:howmuchitcoststolendanitem(costper

circulation),andthepercentageofallmaterialscheckedoutatagiventime.Iaskedthelibrary

leaders if theyuse these two formsofmeasurement,and if therewasvalue in tracking these

numbers.

StansburyandHainernoted that thesenumberscouldbeused in theeffort to increaselibraryfundingandsupport,butthatthemessagemustrundeeperthanmerenumbersona spreadsheetitmustconveya storyof transformationand impact.Morrisadded

thatwhilethiskindofdataisimportant,librariesmustalsofocusontheirmission.

Horton said thesekindsof statisticscanbeused togainperspective.Forexample, theOrange County Library System in Florida found that the cost of their toprated and

highlypopularhomedeliveryserviceactuallyequaledthatoftheirfourthlargestlibrary.

Many had complained that the service was too expensive. In this case, the cost per

circulation measurement demonstrated that the service was actually more affordable

thanoriginallythought.

Millerhasbeen tracking thecostper circulation since she startedworking in libraries.PikesPeakhasafloating collection, so theymeasure thepercentageofallmaterials

checkedoutsystemwide,ratherthanbranchbybranch.

Turner noted that while Jefferson County does not routinely track these specificmeasurements,theydoexpectathirdoftheircollection(alsofloating)tobecheckedout

atalltimes.

Amorepointedoutthattherearemanywaystofindcostpercirculation,andwishedforastandardapproachtofindingthisfigure(asdidReid).Shesaidyoucouldtakethetotal

budgetanddivide itby the circulation figure,butnoted thatdifferent library systems


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have different personnel expenditures, which can skew crosssystem comparison. She

also said that large urban libraries, like Denver, carry much deeper collections than

suburbanorrurallibraries(whichoftenfocusonpopularitems),makingcomparisonsof

thepercentageofitemscheckedoutuneven.

Reid,SandlianSmithandTallentaredevelopingandbuildinguptheir librarysystems,andrefiningtheirapproachtostatisticaltracking.

TellUsAboutUsLaRue wanted to find out what folks from other library systems were saying about

DouglasCountyLibraries,be itpositiveornegative.Iaskedthe library leaderstosharewhat

theyveheardaboutDCLwithus,sowecancontinuetogrowandimprove.Forthemostpart,I

heardahostofpositiveresponses:JamieLarueisanintelligentandpioneeringleaderwhosets

the stage at the statewide and national level; DCL staff is innovative and everwilling to

contribute tostatewideandnational initiatives,projectsandcontinuingeducationefforts;our

lostelectionsandhighlypublic2009costcuttingmeasureshelpedcallattention tothe library

funding crisis; our merchandising model is an inspiration; and DCL is a leader in changing

perceptionsaboutlibraries.Buttheleadersdidshareafewwordsofcautionaryadvice:

Dontbragaboutbeingnumberonewhenyoure shortonmoney; itsadisconnect inyourmessaging.

Some feel we are tampering with the reference librarians traditional roles. ThissentimentisnotlimitedtoDCL;manyprofessionalsfeelthatnewpubliclibrarystaffingpatternsacrosstheUnitedStatesareupsettingtheapplecart.

Ourfocusonpopular,highcirculatingmaterialsplacesastrainonarealibrarysystemsthatcarrydeepercollections.

ItwouldbenicetoseeDCLparticipatemoreinresourcesharing(withtheunderstandingthatourcurrentILSandRFIDsystemprecludesusfromparticipatinginProspector).

Dont stop! Keep pushing the edge, challenging traditional perceptions about publiclibraries, and tryingnew things. DCL inspires other library systems andmoves us all

forward.

TrendingTopicsWhattrendsandissuesarelikelytoimpactpubliclibrariesinthenextthreeyears?The

leaderssharedanexcitingvarietyoftrendsthatareofimporttoDCL.Theycanbesortedinto

fourcategories:

1. Informationandtechnology andourrelationshipwithboth arechangingrapidly.


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Stansburynotedthatmanynewlibrarians aswellasmanyofourpatrons haveadifferentapproachtoinformationandmedia;onethatmergesculture,technology

andhandsonexpertiseandcontentcreation,withan indifferentattitudetoward

sacred containers (think encyclopedias, or traditional library buildings and

collections).Shesaidthisphenomenoniscloselyrelatedtothemashupculture

flourishing on the Internet, which combines video, text, images and audio, to

createnewandrobust(butoftenscatteredanddisaggregated)content.

Similarly, Stansbury, Miller, Morris and Amore all indicated that libraries andpatrons arebecoming more and more involved in content creation, including

books,video,podcasts,blogsandmore.Inotherwords,weveallbecomeexperts,

publishers, creators, and webliographers. Libraries can make the most of this

trendbyparticipatingincontentcreation,offeringopportunitiesforourpatronsto

create,andhosting/sharing/preserving thiscontent.Hainerremindedus that the

InstituteofMuseumandLibraryServices2009publication,ACatalystforChange(citedbelow)providesawealthofexamplesdemonstratinghowpublic libraries

are transforming their technological offerings and services. Morris noted that

librariansmust

be

both

experts

and

facilitators,

who

invite

the

community

to

create and collaborate with us. Stansbury pointed out that libraries should also

keepaneyeon thevalueof thiscontenthowmuchdoes it cost to create,and

whatsitsimpact?

May, Miller and Reid noted that a new generation of social tech users areenamored with online selfpromotion and less concerned with privacy. The

LibraryCodeofEthicsremindsus toprotecteach libraryusersright toprivacy

andconfidentiality,butmanyofourpatronsmaynotcareabout,orunderstand

ourefforts.

Ourpatrons,likeourstaff,havediverseneedsandperspectiveswhenitcomestoboth informationand technology.Socialnetworking,downloadable contentand

mobile computing are here to stay, and we need to embrace and master these

trendstoremainrelevant.Butconversely,manypatronsstill looktoprintorthe

reference librarians ability to answer their questions; others require basic

technology training.Turnerremarked thatwhilereferencework ischanging,we

still have many opportunities to help patrons with their information and

technologyneeds.Morrisassertedthattechnologyisamovingtarget,andthatwe

mustbepreparedtoservearangeofusers:frompeoplewhowanttomakemovies

forYouTube,tothosewhodontknowwhatYouTubeis.

2. TheEconomyisChangingUs. Turnerstated that like technology, theeconomy ischangingpublic libraries.We

areexpectedtodomorewithless,andthatshardtoaccomplish.Hortonworried

thatemergencyreservesaredryingup,andthatmanylibrarieswillhavetowater

downanddismantletheirofferings,whichcanbehardtobouncebackfrom.Reid

pointedthatdiminishedlibraryserviceinonecommunitywillhaveanimpacton

neighboring library systems, as patrons look to tap into their services instead.


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Tallent reflected that thedifficulteconomic climatemakes ithard tojustifyand

nourish change and innovation, which spawns a disparitybetween thegreatest

ideasanddreamsofourprofession,andtherealityofwhatwecanactuallyafford

topulloff.

Amore and May noted that many more public libraries will probably seek tobecomeindependentdistricts.Thatsaid,Amendment60,whichwillappearonthe

2010Coloradoballot,couldimpactpropertytaxandultimately,thedesiretoform

newlibrarydistricts.

Itsnotalldoomandgloom:thereportsofrising libraryuseandnewprogramsfocusingonemploymentandtechnologyaroundthestateshowthatlibrariesare

respondingtotheneedsofourcommunities.Librarianslovetoserveothers,and

theeconomyyieldsnewopportunitiesforsmallbusinessbuildingandeconomic

gardening, as well as the occasion to help patrons with theirjob search needs.

Though money is tight, we have the ability to make a positive impact in our

communities,anddemonstratethetransformativepowerofpubliclibraries.

3. CollaborateandPartner(EvenMore). The lackluster economy, and the more social and democratic approach to

information and technology calls for more collaboration within our local

communitiesandtheColoradolibrarycommunityasawhole.Amore,Miller,and

Turner indicated they are working with organizations in their communities to

share expenses, promote lifelong learning, and boost the local economy by

providing job training. Similarly, Hainer, Morris and Reid remind us of the

benefitsoflibraryconsortiumsandcollaborations,includingcontinuingeducation

andtraining,andsharedresources.Stansburysaid that ifourcollaborationsand

consortiums weaken at any node, it will weaken all Colorado public libraries.Reid,AmoreandHortonsaidtheyarehopefulaboutashared,andpossiblyopen

sourceILSsystem,andincreasedpossibilitiesforresourcesharing.

4. WemustembracethemessagesofOCLCsFromAwarenesstoFundingandchangeperceptionsaboutlibraries.

Ivesortedthissectionofmyreportintofourcategories,inanattempttoorganizea

lotof ideas ina succinct fashion.But Imust remark:allof the trendsand issues I

discussedwith the library leadersare thoroughly related to this finalcategory, the

OCLC report, and the national need to change perceptions about public libraries

whileboosting librarysupportandfunding.Ourcontinuedexcellenceandsurvival

dependonourabilitytoconvincevotersthatlibrariesandlibrarians:

1.Transformlives.

2.Buildcommunity.


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3.Areavital,relevantandnecessarypartofcommunityinfrastructure

andlifeinthe21stCentury.

Hainer,May,Miller,Morris,SandlianSmith,andTallentallindicatedthattheOCLC

report was of great concern and import to them; and all of the leaders discussed

themes that tie intoFromAwareness toFunding.DCLsit supportmarketing

campaign,aswellasLaRuesworktoengageandemployexternallibraryadvocates

around the stateareon trackwith the leadersurgency tochangeperceptionsand

buildlongtermsupport.Withthisinmind,theleadersrevealedafewmoretrends

ofworthtoDCLandallpubliclibraries:

We must continue our efforts to foster and promote early literacy. May andStansburysaidthiswillhaveavisible,longtermimpactonchildrenandfamilies,

improvelives,andbuildcommunity.

Morris reported that librariesaround the stateareemployinggreen technology,andthenusingthistechnologytoshowpatronsthechangestheycanmakeintheir

ownlivesandneighborhoods.

Tallent lauded DCLs efforts in merchandising library materials. He noted thatthese innovationscantransformhowpatronsperceivethe library,andassertthe

ideathatthelibraryisrelevantandforwardthinking.

Theleadersrepeatedlyexpressedthatthepubliclibraryshouldbeaculturalhubofthecommunity,andseektosolvecommunityproblems.Denversnewstrategic

plan includesaphilosophystatement thatmakescertain toexpress the librarys

desireto

make

an

extraordinary

difference

in

the

community.

Both

Amore

and

May commented on their work to establish community outcomes. Miller said

PikesPeakhaspartneredwithotheragencies for theDreamCityproject.The

organizationsarestrivingtobuildthekindofcitythecommunitywants.Shesaid

the library is the village green, where people can share ideas and learn new

things inanonjudgmentalenvironment.SandlianSmithsaid thenewAnythink

Librariesareaboutgiving the libraryback to the community,and rescuingand

preservingthepubliclibraryforgenerationstocome.Their2010summerreading

programwill focuson creating anew crossgenerational library experience that

buildscommunity,createsconnection,andfocusesonthetransformational nature

of reading.Shenoted that reading isavehicle toget someplaceelse, learnnew

things and grow as a person, and notjust about finishing abook. She hopes

Anythinkcanboost theemotionalattachmentpeople inhercommunityhave to

libraries.

InConclusionThelibraryleadersIinterviewedweregenerouswiththeirtimeandinsight.WhileIhave

donemybest to capture their wisdom, this report provides only a snapshot of more than a


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dozenhoursofconversation.Anaspiringlibraryleadermyself,Iappreciatetheopportunityto

learnfromtheirexperienceandthinking.Inmeetingwiththeseexemplary leadersIobserved

qualitiesandleadershipstylesthatareofinspirationtome,andofnotetoDCLandallpublic

librarians.Successful library leaderscombineapenchant fornimbleadaptabilitywitha long

term focuson strategicplanning and sustainability.Moreover, thesequalitiesmust restona

firmcommitment topeople, including thepublic libraryuserand thecommunitiesweserve.

Hainer reminds us we are in the business of serving people, not the business of serving

informationtopeople.Thisfocusonpeopleandserviceisimportantinsomanyways,aspublic

librariesstandonthebrinkofanewera.Ourpatronsneedsareshifting,andourfundingisin

peril. We must adapt and thrive in the new Age of Information and a currently stunted

economy,whileaugmentingperceptionsaboutourpurpose,vitalityandessentialcontribution

to community infrastructure. Librarianship is loaded with tradition, and while much of that

knowledgeandpracticeremainsrelevant,wemusttreatourfieldasaworkinprogress.Tallent

notedthatweneedtocultivatemorestrongvoicesandleadersinpubliclibraries.Bystepping

up to the plate and sharing our experiences with one another, we can transform lives and

sustainandenhanceoneofourbesttraditionsandinventionswehave:publiclibraries.

RESOURCES

AmericanLibraryAssociation. CodeofEthics. ALA.org.2009.AmericanLibraryAssociation,21Dec2009..

.

DeRosa,Cathy,andJennyJohnson.FromAwarenesstoFunding:AStudyofLibrarySupportinAmerica:aReporttotheOCLCMembership.Dublin,Ohio:OCLC,2008.

Henderson,Everett. U.S.ServiceTrendsinPublicLibraries,19972007. imls.gov.2009.InstituteofMuseumand

LibraryServices,Web.21Dec2009..

Hovendick,Briana. LibrariesandLibrariansFeelingEffectsofEconomicSlowdown. lrs.org.2009.LibraryResearch

Service,Web.21Dec2009..

InstituteofMuseumandLibraryServices(U.S.).ACatalystforChangeLSTAGrantstoStatesProgramActivitiesandtheTransformationofLibraryServicestothePublic.[Washington,D.C.]:InstituteofMuseumandLibraryServices,2009.

ProtectColoradosCommunities. Amendment60:LocalPropertyTaxRevenue. ProtectColoradosCommunities.net.

2009.ProtectColoradosCommunities,Web.21Dec2009..

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