Libraries and Storytelling

» “The only thing that you absolutely have to know is the location of the library.” -ALBERT EINSTEIN Strategic Library™

THE SCIENCE OF BROWSING Issue 7 // July 15, 2014 What Paco Underhill can teach librarians about increasing circulation in ten minutes or less. BY WENDY BARTLETT Libraries and SERVING PEOPLE WITH ALZHEIMER’S AND DEMENTIA Excellent 21st Century libraries must reach Storytelling underserved and isolated populations. BY MARY BETH RIEDNER, KAREN MAKI, » StoryCorps’ take on interview AND MIRIAM ANDERSON LYTLE collection.*

MANAGING THE TALENT: BY ELIZABETH PÉREZ program was created in partnership with FROM START TO STAR the Public Programs Office at the American The six stages of a successful library ibraries are epicenters of information Library Association (http://www.ala.org/ human resources system. Lsharing and civic engagement for programming) and funded by the Institute BY JAMES LARUE people of all backgrounds and ages. It is no of Museum and Library Services (http:// wonder, then, that situating an interview www.imls.gov). SCL provides libraries with THE STRATEGIC collection program in a public library setting the necessary tools to engage their patrons ACADEMIC LIBRARY has the potential to have a profound effect by creating or expanding public program- How the Fairleigh Dickinson University on how library patrons see themselves, each ming that features members of their com- Frank Giovatto Library embraced a new other, and their communities. As an organi- munities not often heard or represented in strategic vision that included the entire zation whose mission is to provide people the library’s collection. campus community. of all backgrounds and beliefs with the op- BY KATHLEEN STEIN-SMITH, PH.D. portunity to record, share, and preserve the THE STORYCORPS INTERVIEW MODEL stories of our lives, StoryCorps recognizes StoryCorps interviews differ from tradi- GETTING AROUND that engagement with public libraries offers tional oral history interviews. In general, TO BEING STRATEGIC a critical opportunity to provide valuable a StoryCorps interview is forty minutes Developing strategic priorities for a support to these important institutions. and takes place with a trained facilitator. library’s IT—or any—department can After engaging the perspectives of an Rather than setting up interviews with happen in just one day. advisory council of public librarians and oth- historians, StoryCorps encourages partici- BY MARGARET BROWN-SICA ers, StoryCorps debuted StoryCorps @ your pants to interview loved ones about the AND RICE MAJORS library (SCL) in 2012. This two-year pilot things that matter most to them. Pairing stories of the Native American community in Gallup, New Mexico. After a successful launch of their SCL program, the library was faced with the challenge of recruiting more members of the community to tell their stories. After preliminary promotional efforts were largely unsuccessful, Stoll and her library team switched tactics and focused on hosting events at the library. This change served the institution in two ways: the librarians were able to continue promot- ing “Our Native American Heritage” to the Gallup community, but they were also able to recruit new storytellers and interviewers. Important figures in the community were invited to share their traditions and stories at these events. For example, one event focused on a “Navajo Rug Weaving The StoryCorps Interview Model allows participants to focus on their conversation and story while the Demonstration.” Lois A. Becenti, a Diné facilitator guides the interview and handles the equipment. lifetime weaver, was invited to present the history, fundamentals and techniques of interviews in this format with rich cultural When asked if the SCL programming rug weaving in traditional Navajo style and programming allows public libraries to attracted new audiences, Stacey Stoll, the show how to improve weaving practices. attract diverse audiences and engage with Adult Services Manager at Octavia Fellin The Tampa-Hillsborough (FL) County local organizations. It also provides an op- Public Library in Gallup, New Mexico, a rural Public Library System, another pilot library, portunity for library patrons to record their library, offered this view: also engaged the community while record- own oral narratives and become part of “We feel that some of the programs did ing interviews. Its program, “Our Lives, Our their local library’s audio archive. attract newer and more diverse audiences. Legacies: The Hillsborough Black Experi- The ten pilot libraries selected for SCL The turnout was much higher for these pro- ence,” highlighted the rich and diverse were granted a portable set of profes- grams than expected. Some patrons com- stories of African descendants in Tampa and sional recording equipment, comprehensive mented that they did not know the library surrounding locales. on-site training with StoryCorps staff, and had programs like these, or they found out The library held several listening events technical and archiving support during their from family or friends about the program. where community members, potential story collection period. The goal of each pi- So we had people show up that rarely use storytellers and speakers were invited to lot library’s collection theme varied. A num- the library. Now that they know what the learn about the communities the library ber made the growth of new demographic library does, they stated that they will use wished to serve through its program. One communities the focus of their interview the library more.” focused on the Afro-Cuban community collection efforts. Others inserted an oral “Our Native American Heritage,” the title and its history in the Tampa-Hillsborough history component into existing programs of Octavia Fellin Public Library SCL’s project, area. The library promoted the program such as One City, One Book. One library used focused on the rich history, traditions, and through several outlets, including tra- SCL to celebrate its centennial. At the end of the first year, the pilot libraries results reflected their unique goals: some captured stories of migration and natural disasters while others focused on specific groups of people such as Native Americans or veterans.

PARTICIPATING LIBRARIES In 2013, four of the ten pilot libraries were small or rural institutions. Through SCL, these institutions developed their first audio archives and created programs that invited patrons to not only learn about the stories collected from others, but also to record their own. These small or rural libraries faced unique challenges, but they also saw the affect of their programs almost Participants from “Our Lives, Our Legacies: The Hillsborough Black Experience” were invited back to celebrate the closing of the interview collection program at Tampa-Hillsborough County Public Library immediately in their communities. System in Tampa, FL. <2> Strategic Library™ ©2014 Patricia and John discuss coping with vision impairment and their experiences in social work at Chicago Public Library in Chicago, IL.

Please enjoy these broadcast pieces:

• Judge Olly Neal and his daughter Karama • Sharon Holley and her husband Kenneth

be helpful, and participating in the program’s oversight can be seen as a form of professional development. Pilot libraries participating in SCL learned the importance of collaborating with local organizations; such linkages create larger audiences and increase the possibility of reaching underserved communities. During the pilot year, many libraries promoted and marketed their programs heavily throughout the duration of the story collection period. In so doing, libraries were able to maintain program momentum, generate a constant wave of new storytellers who visited the library to share their stories, and keep their library HEAR PATRICIA AND JOHN’S STORY patrons up to date on innovative programming within the library. In addition to encouraging patrons to ditional print media, social media, and • Who will be served by the project? Why record interviews and attend related pro- television news broadcasts. this audience? grams, the SCL pilot libraries have also used In January 2014, the library staffed a • Would the library like to help create the program to create an accessible audio tabletop display about the program at the awareness about a specific community archive. Other institutions seeking to repli- Tampa Bay Black Heritage Festival, a popular issue? cate a program similar to SCL should be sure community heritage festival. Festival at- • What will the program accomplish? to have an idea of where the stories will live. tendees were encouraged to learn about • Can interview collection be folded into Creating a plan for preservation at the be- “Our Lives, Our Legacies: The Hillsborough existing programming? ginning of the interview collection process Black Experience” and sign up to schedule • How long will the program be? ensures that the stories will be accessible in an interview. Some even got the chance to • How many stories will be captured? an easy and secure way in the future. record their story immediately in a nearby • What are the measurable goals of the RV provided by the festival’s organizers. project? USE WHAT YOU HAVE The basic components needed to record YOUR COMMUNITY: THEIR STORIES Once the library is clear about what it an interview are a digital recorder, a mi- Libraries interested in pursuing and de- hopes to achieve by creating an oral history crophone, and headphones. These basic veloping a program similar to SCL must collection, finding key staff and commu- components along with more sophisticated initially set clear goals that will support the nity members to support the development recording equipment can be purchased at development of their vision. Some essential of the program is essential. Encouraging local electronics stores or online. Not every questions to ask include the following: volunteers to play a role in the process can institution may have funds available to

Strategic Library™ ©2014 <3> What is StoryCorps? StoryCorps is an independent nonprofit whose mission is to provide people of all backgrounds and beliefs with the opportunity to record, share, and preserve the stories of our lives. Since 2003, StoryCorps has collected and archived more than 45,000 interviews with nearly 90,000 participants. Each conversation is recorded on a free CD to share, and is preserved at the American Folklife Center at the Library of Congress. StoryCorps is one of the larg- est oral history projects of its kind, and millions listen to our weekly broadcasts on NPR’s Morning Edition and on our Listen pages. We undertake our mission with four goals in mind: • To remind one another of our shared humanity • To strengthen and build the connections among people • To teach the value of listening and • To weave into the fabric of our culture the understanding that every life matters.

At the same time, we create an invaluable archive of American voices and wisdom for future generations. In the coming years we will build StoryCorps into an enduring institution that will touch the lives of every American family. StoryCorps is a project of the American Library Association’s Public Programs Office, which promotes cultural and community programming as an essential part of library service. More information can be found at www.ala.org/programming.

purchase professional equipment, so in- difference branch libraries to record their The StoryCorp staff is currently work- novation and flexibility are key ingredients stories and worked with branch managers ing to update the StoryCorp @ your library if resources needed to start the collection to recruit library patrons to participate. The program based on the lessons learned from program are limited. Nevertheless, the interviews collected will be added to the the pilot project. In particular, we plan most important factor to keep in mind is to library’s digital archive. to enhance and expand our existing D.I.Y ensure that the library staff and community Toolkit, deliver more training to local librar- members support the project as volunteers WHAT’S NEXT? ies, and focus specifically on supporting the and feel comfortable and confident when Pilot libraries participating in SCL are cur- particular needs of rural and small libraries. using the equipment. rently wrapping up their programs. Many For more information about bringing If staff time is stretched and staff are hosting listening events using audio col- StoryCorps to your library, please contact members simply cannot commit to sup- lected. Others are inviting participants back scl@storycorps.org. n porting another program, that support to the library for an evening reception as a can often be found within the community. way to express thanks for their efforts. ABOUT THE AUTHOR: Elizabeth Pérez is the Perhaps previous partnerships with a local When asked how SCL has affected pro- Specialist for StoryCorps @ your library. She high school or civic organization can turn gramming at Smithville (TX) Public Library can be reached at 718-207-3522 or eperez@ into collaborations for recruiting potential Director, Judith Bergeron, said: storycorps.org. storytellers or volunteer facilitators. The “StoryCorps @ your library has been focus needs to be on seeking out available an amazing program for our community, *Copyright 2014 StoryCorps resources to supplement the interview col- emphasizing how libraries can change lives. lection program. Whether it is long-time residents who come RESOURCES For example, to launch its city-wide in to share their stories, or people who are StoryCorps @ your Library: A Toolkit for Suc- program, the Chicago Public Library part- fairly new to Smithville, it is so rewarding cess http://cdn.storycorps.org/wordpress/ nered with an English professor at DePaul to see the positive effect that sharing their wp-content/uploads/SCL-DIY-guide.pdf University, who led a community-interactive stories has had on our participants and our independent study course during which patrons. StoryCorps stories have allowed us Oral History in the Digital Age http://ohda. students recorded interviews and recruited to create some innovative programs to share matrix.msu.edu participants. Throughout the semester, these unique memories...Several have wanted students reflected on their experience as to come in to tell another one, and many Programming Librarian: http://www.pro- facilitators by writing essays and participat- are telling their friends about it—after all, gramminglibrarian.org ing in online discussions. Students visited everyone has a story to share.”

» Once the library is clear about what it hopes to achieve by creating an oral history collection, finding key staff and community members to support the development of the program is essential.

BY WENDY BARTLETT

n 1993, a hard work- Iing journalist named Erik Larson (yes, that Erik Larson) co-wrote a piece for the Smithsonian about a company where staffers used anthropological observa- tional methods combined with merchandising know- how to help their clients accelerate their retail sales. That fledgling company was Envirosell, the brainchild of Paco Underhill. Three years later, a science writer for the New Yorker named Malcolm Gladwell (yes, that Malcolm Gladwell) turned up at Envirosell’s door. It was Gladwell’s article, “The Science of Shopping,” that made Paco Underhill a household name in retail circles. Suddenly everyone was talking about his fabu- diate positive outcomes that librarians can poorly lit, dirty, and without any place to lous results. Underhill was achieving great put in to place almost immediately. put hangers and purses (let alone children!). things for clients like Revlon, Sam’s Club, Underhill simply gave the president of that Johnson and Johnson, and countless others BE THE CUSTOMER company a tour of his own dressing rooms, by simply observing customer behavior and Underhill chronicles over and over again and the changes were instituted immedi- changing the shopping environment in a how the simple act of experiencing what ately. Not surprisingly, sales rose accordingly. way that would take advantage of shoppers’ your customers are experiencing can be a Librarians are often guilty of the same natural habits to increase sales. powerful tool for change. Many CEOs who thing in their branches. Sometimes falling Since the late 1990s, librarians have hired Underhill made strong assertions circulation isn’t about products and servic- looked to retailers, specifically book retailers, about their business and their customers’ es; sometimes it is the atmosphere. to get ideas for making their libraries more behavior that had no bearing on reality. Are the library’s restrooms clean, for attractive and easier for shoppers to use. In Most, as they rose through the ranks, had instance? Can we blame Mom, Dad, or many cases, what the library world gained not been on a sales floor in decades. Some, Grandpa for not coming to story time if they was more attractive displays or better shelv- who were hired from related industries, had are reluctant to take a little one into less- ing units. never waited on a single customer but were than-sparkling restrooms? Does the Men’s But there is much more to the story. And convinced that they understood what cus- restroom also have a changing table? while there is no substitute for sitting down tomers wanted and what made them tick. The lack of story time participation might with Underhill’s revised edition of Why We For example, many of the clothing not be occurring because the scheduled Buy to learn the real science behind it, some retailers with whom Underhill worked had time is inconvenient or the new librarian is highlights can provide practical and imme- stores with changing rooms that were very inexperienced. Attendance may be falling

ABUNDANCY A key concept in retail marketing is “abundancy.” When customers who are looking for value enter a store and see only a few items on display, their subconscious impression is that these items shouldn’t be touched. They equate scarcity with exclusivity and expense. Consider this example: If you’re selling sweaters at Barneys, you only display a few select ones. Their customers want to absorb the subliminal message that says they are unique, wealthy, and wonderful and that they alone are worthy of those sweaters. When I bought my dad a sweater for Fathers’ Day, however, I headed to Macy’s for two reasons: there are plenty of sweaters, and they narrow the selection for me. These reasons sound contradictory but are not, and Underhill understands this apparent contra- diction completely, as do smart retailers. As a shopper, I want abundance, which first sends the message that a lot of people like these sweaters, so they must be good. Abundance also tells me that there are plenty of men’s sweaters and, therefore, they aren’t super exclusive or expensive. Second, although there are forty sweaters on the table, Macy’s arranges them in blue, tan, green, and yellow piles of cardi- gans with other piles of crew necks in the same colors. I want the selection narrowed because I don’t like to shop, I know nothing off because the library (or park or communi- COMMIT TO THE FRONT DOOR about men’s sweaters, and I want to get in ty center) across town is simply better main- Another simple fix? Librarians need to use and out of there. Macy’s knows that, so the tained and has safer parking, more lighting, their own front door. In many libraries, staff sweater table looks abundant, but is easy and cleaner restrooms that promise a better enters through a separate rear or side door. to shop. Abundancy is the oldest clothing overall experience for children and adults. Staffers come in, put their coats away, put retailer trick in the book. Comfort and safety is a key factor for all the coffee on, and go out to their reference customers, but it is critical for those under ten and circulation desks or offices. THE POWER OF ENDCAPS and over seventy—two demographic groups Only in the very best merchandised So how do we translate the abundancy libraries purport to care about and serve with branches does anyone bother to make sure concept to libraries? The single most ef- targeted services and funding. Until we fix the displays up front are full and beautiful fective strategy for increasing circulation in problems and ensure their comfort, we’re before the doors swing open. Rarer yet is a libraries is endcap merchandising. Librarians wasting money on programs and materials. library staff trained to check those displays who look to the old big box bookstore model The classic example is the library where (and restrooms) once every hour or so like frequently miss this, or do it poorly—be- librarians (buyers in a retail setting) never retailers and restaurants do. cause big box bookstores weren’t very good set foot in a branch (or store). Library collec- Would you buy anything at Target if the at it either! tions do not live in the administration build- endcaps were half empty and the restrooms Librarians bemoan the lack of custom- ing or technical services department. They were messy? Librarians will build a display ers in the stacks. There are many reasons live in the branches, and librarians should and not refill it for days or even weeks. for this—including what Underhill calls be in at least one branch a week—looking, Walking in the front door and then tour- “the butt-brush factor,” which is a catchy listening, and learning, and if at all possible, ing the circulation area, restrooms, and the name for the fact that no one likes some- waiting on customers. rest of the public areas of the branch should one behind them when they’re browsing.

<6> Strategic Library™ ©2014 Stacks look like they can only comfortably THE SHALLOW LOOP SEEING IS BELIEVING accommodate one person, and customers I was fascinated to learn that Paco Underhill Someday I would love to have the money avoid them like the plague. They are also was the guy responsible for those mini-DIY to pay Paco Underhill and Envirosell to visit tall, often poorly lit, and have poor sight postal stations that are in the front lobby of our library branches and help us see what lines, meaning you can’t really see what’s in many post offices these days. In retailing, else we’ve missed. But until I win the lottery, them from the front of the branch. All these the customer’s ability to get in and get out we’ve contented ourselves with paying obstacles discourage browsing. quickly is absolutely critical. attention to his theories and his common I have been in libraries where the One reason big box bookstores died sense (and cheap) suggestions. stacks were lower, the lighting turned up, is that Amazon was more convenient. If you’re looking to improve the customer and the aisles were wider, which helped Bookstores became known as a place to go experience at your library, just remember somewhat. But the real secret to pulling and relax and spend hours. A decade later, that the most transformational act you can customers toward the stacks is well-mer- nobody had hours to spend. They wanted a perform is to experience your library as a chandised endcaps. book, and they wanted it yesterday. customer. Use the front door. Go to story Take a stroll through Target. Target uses It is never a mistake to think about time. Drop in on a staff-led book group. their endcaps more effectively than any convenience in any aspect of a merchandis- Wander your stacks. other national retailer. What’s their secret? ing conversation. People are busy, which What you see, both as a customer and an Merchandise that is seasonal, on sale, or Underhill observed when he studied the observer of other customers, will lead you just attractive and interesting gets moved United States Postal Service (USPS). People to pose fascinating questions and to delve to the endcaps. Most significantly, those would glance in the door, see long lines, and for creative and inexpensive solutions that endcaps change constantly. Target clearly leave. By providing a “shallow loop,” a retail will translate into higher circulation—and knows that some of their shoppers are in term meaning a few footsteps near the happier customers. n the store more than once a week, and the door where customers could grab what they fast-changing endcaps are an effort to draw needed and leave, Underhill gained a great ABOUT THE AUTHOR: Wendy Bartlett is those people in and convert their visits to deal of business back for the USPS. Now Collection Development Manager at the multi-item sales. customers can go weigh their own pack- Cuyahoga County Public Library’s adminis- It’s summer. How many of your branches age, self serve their own stamps, and leave trative offices (www.cuyahogalibrary.org). have a really full and beautiful endcap full without ever going deeper into the building She can be reached at 216/749-9376. of grilling cookbooks right now? or waiting in a long line. Signage on stacks can also cause a lot of We’ve had great success at Cuyahoga REFERENCES angst. Dewey or don’t we? Do we put 641.5 County Public Library with shallow loops. Gladwell, Malcolm. “The Science of Shop- over those grilling cookbooks, or worse, cre- Rather than trying to change the customers’ ping.” New Yorker 72.33 (1996): 66. Aca- ate a sign with a grill in clip art? behavior and expect them to continue to demic Search Premier. Retrieved on April 26, Go to Target. Do they have signs on use the stacks, we’ve brought new materi- 2014. endcaps? No. Because if I see grilling imple- als, merchandised in bookstore-like fashion, ments on an endcap in Target, I can correctly to the front of the branch along with self- Steele, Mark, and Erik Larson. “Attention assume that more cooking and patio items checks and self-pickup of holds. Customers Shoppers: Don’t Look Now But You Are Be- are in that aisle. Library endcaps are the can zoom in and out in minutes. ing Tailed.” Smithsonian 23. 10 (1993): 70. same. If you put lots of biographies at the We construct the rest of the customer Academic Search Premier. Retrieved on April, end of the biography stack, trust me, library experience in the branch in such a way as 26, 2014. patrons will get it. to entice these “smash and grab” customers to come back and stay longer at some point, Underhill, Paco. Why We Buy: The Science of but we’re really okay if they just use the Shopping: Updated and Revised for the Inter- shallow loop. The main thing is that we’ve net, the Global Consumer and beyond. New kept them coming in and haven’t lost them York: Simon & Schuster Paperbacks, 2009. to a competitor, be that a retailer, another library, or Amazon.

» When customers who are looking for value enter a store and see only a few items on display, their subconscious impression is that these items shouldn’t be touched. They equate scarcity with exclusivity and expense.

BY MARY BETH RIEDNER, KAREN MAKI, AND MIRIAM ANDERSON LYTLE

ow are libraries going to prepare to Hserve the coming tidal wave of Baby Boomers diagnosed with Alzheimer’s and related dementias? Can they offer anything of value to people with these diseases? Libraries seem to have eagerly accepted their role in helping their patrons maintain brain health, based on the proliferation of programs being offered across the country. 1 However, despite all such efforts, the Alzheimer’s Association predicts that there will be about 13.8 million Americans with Alzheimer’s disease and related dementias by 2050.2 In addition, more than 15.5 million family members and friends provided unpaid care to this population in 2013.3 The Alzheimer’s Association warns that “For many baby boomers, Alzheimer’s was a disease they saw in their parents or grandpar- ents. Not anymore. Alzheimer’s disease is now Academic Librarian Mary Beth Riedner, turns reading a paragraph or two out loud. their disease, their crisis, their epidemic.”4 whose husband was diagnosed with Many can still read fluently and put expres- To meet this challenge, Karen Maki, young-onset dementia in 2007. Mary Beth sion into the dialogue. Deputy Director of the Gail Borden Public volunteered to conduct these programs Five interesting facts about the area, Library District (GBPLD) in Elgin, IL, estab- over two years with a group of residents at previously compiled by library staff, are lished three strategic objectives: a local memory care facility. Her programs then read out loud by the residents. Next, • Grow a model program to serve this were designed to be in compliance with highly illustrated books about the country growing population. the International Federation of Library As- or region, including selected titles from the • Create a sustainable nationwide move- sociations’ Guidelines for Library Services to library’s children’s collection, are distributed. ment of libraries serving people with Persons with Dementia.5 The residents browse through the books dementia. In the first part of the GBPL project, turning every page, commenting on the • Foster recognition of the value of libraries twelve nonfiction Excursion Guides—or pictures, and responding to comments and among Alzheimer’s care professionals. bibliographies listing resources in multiple questions from the library facilitators. In no formats—were developed as tools to help time at all, a pleasant hour has passed. GROW A MODEL PROGRAM librarians use resources to provide mental Outreach. Marketing the program was The Gail Borden Public Library (GBPL) re- stimulation, entertainment, and meaningful not difficult. After identifying local facilities ceived a two-year American Library Associa- activities for persons in the early- and mid- that offer dementia care in the Elgin area, tion Carnegie-Whitney grant in 2013. The stages of dementia. their activity or programming directors were grant funds are being used to initiate a two- The second part of the project put these contacted by phone and e-mail. Since activ- part project called Tales & Travel Memories, bibliographies into action, beginning with ity directors are always searching for innova- which is intended to stimulate memories programs offered at local memory care tive programming ideas for their residents, and conversation through library reading facilities. Each program centers on a differ- this level of contact was usually sufficient to and music resources. ent country or U.S. state. A short folk tale, set up an initial meeting. Tales & Travel Memories is modeled on a legend, or myth that focuses on the country At this meeting, a librarian shared series of 24 programs developed by retired or region is selected, and the residents take sample materials and described in more

<8> Strategic Library™ ©2014 Find Out More • Visit the “Tales & Travel Memories” website, hosted by the Graduate School of Library and Information Sciences at Dominican Uni- versity, River Forest, IL, to share ideas and download free logos, passports, and bibliographies. http://gslis.dom.edu/about/tales-and- travel-memories • View a video of the Tales & Travel program in action filmed by a local high school broadcasting class and narrated by Bill Kurtis at https://www.youtube.com/watch?v=S9e8vocHPg4. • Access informational programs presented by the authors at the 2013 Illinois Library Conference and the 2014 Public Library Associa- tion conference http://www.placonference.org/programs/ (search using the keyword “dementia.”) • Join the recently formed Interest Group for Alzheimer’s and Related Dementias (IGARD) which is a part of the Association of Special- ized and Cooperative Library Agencies (ASCLA), a division of the American Library Association (ALA).

detail how the program is conducted. The resource for the stories, including selected dents especially enjoy extreme statistics. librarian then asked for an estimate of picture books and other stories with basic CDs with music from the chosen country how many residents might be interested in vocabularies. are occasionally pulled from the collection. attending to know how many copies of the The key to presenting these stories to the Slides or photographs can also be used to stories and facts would be needed on the residents in a dignified way is to retype them supplement the programs. Members of the day of the program. in a large print format with 1½ line spac- library staff sometimes bring personal items The librarian also asked to see, if pos- ing, which makes them easier to read. Each or souvenirs, such as a hand-knit fisher- sible, where the program would be held. participant should also be given a copy that man’s sweater from Ireland or a basket The preferred set-up is to hold the program they can re-read at his or her convenience woven by Native Americans, to share with in a separate area with tables that can be and share with visiting family members. the residents. With prior permission from joined together so that the residents can What makes a story appropriate? Length the care facility, small samples of food from sit around them and see each other. Tables is one of the first factors to consider. The the region can be passed around to make are also important so that the residents stories should be no more than four to the program even more multisensory. can place the books on them and easily flip five typewritten pages in the reformatted Assessing the Program: Some public through the pages. style. Folk tales often are based on universal libraries focus on head count as if programs With just this preliminary interaction, themes—love, cleverness, the world around and services are all about numbers. This the activity directors were often eager to us—that appeal to all ages. Stories with vio- philosophy suggests that serving small schedule a program right away. lence, which frequently appear in folk tales, groups—such as eight, ten, or 15 people—is Staffing: Based on the library’s current should be avoided. Dialogue and humor fruitless or a poor use of staff time. How- staffing levels, GBPLD administrators de- make the stories more fun to read out loud. ever, promoters of library services by the cided to try out the program at three facili- Residents sometimes “ham it up” and read numbers have not personally experienced ties. However, the Tales & Travel Memories their parts with dramatic flair. Even short the human effects of meaningful, purpose- program can be started with a minimal staff biographies of historical figures have proven ful, and profound programming, or how the supported by volunteers. Retired teachers, to be successful. quality of a person’s life can be transformed. librarians, nurses, or even high school or col- Books for browsing can be chosen from Librarians can educate the staff at local lege students are a great volunteer resource both the library’s adult and the children’s memory care facilities and day care centers for this type of programming. collections. The most important require- about how residents can benefit from books The number of library staff required on ment is that the books be richly illustrated and reading, for example. After observing the the actual day of the program depends on with color photographs. Coffee table books first session of a Tales & Travel program, a the number of residents attending and and selected travel guides can be found worker at one care facility said, “I didn’t know whether the activity director or other facility in the adult collection. Books on cooking, they could read!” At another facility, the activ- staff will be present. Asking that at least history, art, or architecture of the chosen ity director was surprised that the program one facility staff member remain in the country or region are appealing choices. kept the participants engaged for a full hour. room during the first few programs makes Several children’s publishers produce series the residents feel comfortable and helps of books on the countries of the world at CREATE A NATIONWIDE MOVEMENT with any unexpected issues that may arise, a middle school level that work well with The Gail Borden Public Library is not stop- such as participants forgetting their glasses. residents. Titles should be selected based on ping with the creation of its Tales & Travel Collecting Materials: Perhaps the most their ample white space and large type font. Memories model. The next strategic step, time-consuming part of producing a “I didn’t know that!” and “That’s amaz- according to Deputy Director Maki, is to program involves finding an appropriate ing!” are often heard when the Five Facts spread the idea of direct service to persons folk tale, legend, or myth for the read-aloud about a country are read aloud. Readily diagnosed with memory diseases to librar- portion of the program. It is important to found in some children’s books, the facts ies of all kinds across the country. respect the dignity of the residents and not should also be retyped on a separate sheet This network can include public librar- present them with materials that look child- of paper. Once again, they should appear in ians and staff as well as academic librarians, ish. In practice, however, the folk tale collec- a large font with 1½ line spacing, and a copy faculty and students in library and information in the children’s department is the best should be provided for each person. Resi- tion science and gerontology programs, and

Strategic Library™ ©2014 <9> medical and consumer health librarians in FOOTNOTES: hospitals or agencies such as the Veterans 1 The following library websites provide Administration—anyone who can poten- The most examples of brain health programs: tially serve those with dementia (see important • New York Public Library: http:// sidebar). sharpbrains.com/blog2013/12/30/ requirement is how-to-optimize-brain-health-and FOSTER RECOGNITION that the books be performance-at-any-age-talk/ As librarians venture out of their • Cumberland Public Librar- comfort zones to meet the needs richly illustrated with ies, Canada: http://cumberland- of people diagnosed with dementia, color photographs. publiclibraries.ca/index.php?pa they also need to proactively promote gecontentid=207&month=09&o the value of libraries to the professional ld_month=&e_day=18&loc=&e_ care community. Both private and public yr=2013&eventid=0&demoid=1&lin health care agencies and organizations • DeKalb County Public Library, Decatur, GA: need to more deeply recognize the value http://www.dekalblibrary.org of libraries and understand what libraries • Verona Public Library, WI: http://www. can offer to support both caregivers and veronapubliclibrary.org/maintaining- people with dementia. brain-health The Alzheimer’s Association has 76 local 2 2014a. “2014 Alzheimer’s Disease Facts chapters throughout the United States with improving the quality of their lives. They and Figures.” Alzheimer’s & Dementia, vol. additional offices scattered throughout each may not be able to live alone, pay their bills, 10, no. 2. http://www.alz.org/downloads/ chapter. GBPLD worked actively with repre- or drive, but they can still certainly enjoy the Facts_Figures_2014.pdf sentatives from two local chapters—one in present moment. Sharing library materials 3 2014b. “Alzheimer’s Facts and Figures.” Illinois and one in Indiana. While both valued with them can bring joy and entertainment https://www.alz.org/alzheimers_disease_ libraries, especially as sites to offer programs into their lives. Libraries would do well to facts_and_figures.asp about their organization and its services, they ensure that their mission to serve everyone 4 Alzheimer’s Association. 2011. Genera- seemed pleasantly surprised at the success in their communities includes these people tion Alzheimer’s: The Defining Disease of of the Tales & Travel Memories project. They who are all too often forgotten. the Baby Boomers. Chicago: Alzheimer’s had not previously recognized that libraries Won’t you join the Gail Borden Library Association. could offer outreach programs to directly to raise awareness among librarians of the 5 Mortensen, Helle Arendrup and Nielsen, serve and improve the lives of people in need to provide services for people with Gyda Skat. 2007. Guidelines for Library Ser- memory care centers. dementia? n vices to Persons with Dementia. Interna- Another major contact resource exists in tional Federation of Library Associations. the network of federal and state government ABOUT THE AUTHORS: Mary Beth Riedner agencies that were mandated by the Older is a retired academic librarian. She cur- RESOURCES Americans Act. In addition to the Federal rently volunteers at the Gail Borden Public “ASCLA IGARD (Alzheimer’s & Related De- Administration on Aging, there are 56 State Library District in Elgin, Illinois, with Deputy mentias Interest Group).” 2014. American Units on Aging (SUA), and 629 local Area Director Karen Maki and Miriam Anderson Library Association. http://connect.ala.org/ Agencies on Aging (AAA). Each state also has Lytle, Division Chief of Community Service & ascla_igard an agency that licenses nursing homes. Program Development. By creating contacts with the Alzheimer’s Together with the Alzheimer’s Associa- Lytle, Miriam. “Tales and Travel Memories.” Association and with local AAAs, librar- tion, they have presented “5 Million and Graduate School of Library and Information ies can demonstrate their effectiveness Counting” at the Public Library Association Sciences, Dominican University. http://gslis. in improving the quality of life for people Conference and the Illinois Library Associa- dom.edu/about/tales-and-travel-memories with dementia. Together, these private and tion Conference. They have spoken at other public organizations can provide mutual venues and host webinars. National Institute on Aging. support. The Alzheimer’s Association could Anyone interested in a presentation or http://www.nia.nih.gov/alzheimers/scien- provide library volunteers with information webinar should contact mlytle@gailborden. tific-images or training on communicating and working info. effectively with people with dementia. AAA’s “Sessions and Handouts.” 2014. Public can link libraries with memory care centers Library Association. http://www.placonfer- and other organizations that need the ser- ence.org/programs/ vices the library can provide. People with Alzheimer’s and related “Tales and Travel Alzheimer’s Outreach.” dementias may not use the library in the 2014. https://www.facebook.com/Tale- same way that they did in the past, but sAndTravelAlzheimersOutreach many library resources are still valuable for

BY JAMES LARUE we can somehow hire the wrong people Other characteristics are applicable to then train them into success, into becoming a specific institution, perhaps as a result ublic libraries do many things right. In what they are not and may have no interest- of shift in planning. For instance, many Pthe support of emergent literacy, indi- ing in becoming. libraries are moving from an exclusive focus vidual inquiry, and exploration, we have no But there’s hope. A successful talent on what goes on in the building to what’s equal. We bridge the digital divide by provid- management system, based on effective going on in the larger community. So, in ing access to technology and considerable human resources practices, can be accom- addition to hiring a reference librarian who training in its use. We are community hubs, plished in six stages. has all of the universal characteristics, we places of human connection. might also want them to possess a real in- And yet, like many other institutions, we KNOW WHAT YOU WANT terest in engaging with community groups: also continue to do things the same way Some traits and skills are desirable to al- arts councils, civic organizations, Chamber even when it’s clear that they don’t work. most any employer…let’s call them universal of Commerce sectors, even politicians. Hiring practices are one of them. characteristics. We want people who are When a library is pursuing new direc- Throughout our organizations, there smart, emotionally intelligent, curious, and tions, it should clearly identify the shift is often a lack of strategic and systematic self-motivated. In libraries, we want people in employee skills needed to move that thinking. Instead, we keep using job descrip- who are motivated by the desire to serve. direction forward. When circulation was the tions and interview processes that look A sense of humor is always welcome. We primary cost center of libraries, we hired backward, not forward. We keep believing want passion and competence. people who were detail-oriented, who could

Strategic Library™ ©2014 <11> carefully get the many finicky rules of the policies, procedures, and ILS just right. Straight talk Know what you want But in a world where we’re moving to self-checkout, the successful staff member will need to be different. Those organizations that consistently identify the skills From start Manage the talent Recruit they need, and commit to developing com- to star petence aligned with their strategic vision, are organizations that get things done.

RECRUIT RECRUIT RECRUIT. Onboarding / Match the hiring process In a traditional hiring scenario, a hiring Organizational culture to your plans agency posts an ad then hopes to get lucky. In today’s world, the library director needs to These six stages form a successful library human resources system. be sure that the job ad reflects the specific skills needed and is not just a dusted-off version of an old position. might focus on a judgment, not the behav- ership to set goals not only for what gets More importantly, recruiting should be ior. For instance, an observer might say that done, but also for how things will get done. going on all the time. When a supervisor someone is “timid” when the person is just What kind of culture actually fits the plan? sees an unusually competent barista, why “soft-spoken.” How does one achieve it? not (a) tell that barista how impressive she A seasoned facilitator knows how to The answer lies in knowing what you is, and (b) encourage her to consider work- tease out the behavior from the observa- want, hiring people who behave that way, ing at the library, where her skills would tion. Thoughtful facilitation can quickly orienting new employees to the culture really have a chance to flower? shift the focus to what is truly a behavior: intelligently, and then gently but firmly In rural areas, directors often complain tone of voice, physical demeanor (eye enforcing the norms. that they can’t find the talent, or can’t offer contact, smiling, nodding), and process What does good employee orientation enough money to interest or keep viable management (who speaks first, who shifts look like? First, it should include a system- candidates. But that’s because those direc- the conversation). atic and thoughtfully- paced introduction tors only look for talent when a job is open, When the behavioral exercise actually fits to how things get done in the library. This is or think that money is what motivates a the job, and when observations match actual not a one day, information-packed walk- high performing staff. behavior against job requirements, the most through. It might be a week of mentor-driv- Yes, we should ceaselessly advocate for qualified candidate quickly becomes clear. en rotation among tasks and duties. It could good wages. But people don’t work only for In addition to a live role-playing, many include written policies and procedures, money. They work for people they like, doing libraries are also using behavioral questions working alongside a mentor, and opportuni- work they believe in. They work for people on the application form: “Tell us about a ties to reflect and talk about the input with whose values match theirs. time when you … (really made a mistake, library supervisors. had a conflict with a supervisor, had to plan Conversations should address the MATCH YOUR HIRING PROCESS TO YOUR a community event), and what steps you fol- library’s current culture and how it might PLANS. lowed to address it.” evolve. If staff has been resistant to change Here’s the fundamental premise: the best Some people can embellish the truth, of and the new hire is expected to help make predictor of future behavior is current course, but having them describe a personal that shift, the candidates need to know behavior. The trick is to select candidates for scenario is a far richer revealer of behavioral what they are getting into and that they will positions where they cannot just describe clues than “Where do you see yourself in be supported. Most library workers want their skills, but demonstrate them. three years?” to be good at their jobs; a solid orientation The ability to match skills and talent re- builds confidence and competence. quires a deep understanding of what you’re ALL ABOARD! looking for. If it’s approachability, emotional Libraries have three kinds of culture. There’s MANAGE THE TALENT intelligence, and technical savvy, ask the the culture we claim (in our job ads). There’s Most of any supervisor’s time, of course, candidate to go through a role-playing the culture we present (in our actual isn’t spent hiring. It’s spent managing em- exercise where he has to help a befuddled policies, manuals, and forms). And there’s ployees who have already been hired. Two senior citizen (a local actor?) set up an email the culture we live by: the norms we set, broad approaches can lead to success in account. If you’re looking for a children’s enforce, and practice. It may be that, as a fostering a positive working environment. librarian who has storytelling pizzazz, have profession, we don’t pay enough atten- First, decisions (of direction and culture) candidates lead an actual story time. tion to organizational culture. But then we must be made clear. Staff should be aware More than one person should observe shouldn’t be surprised when our strategic of larger institutional goals, and be able to the behavior, then their observations can planning fails. As a colleague once said, “Or- connect those goals with their own pas- be pooled once the exercise is done. A note ganizational culture eats strategic planning sions. Achieving this level of understand- of caution: people make judgments about for breakfast.” ing can be done through both formal and each other very quickly. Their observations It is the responsibility of the library’s lead- informal conversations.

<12> Strategic Library™ ©2014 The annual evaluation process can be a ally splits into thirds. One third has been “Please make an appointment with good time to assign institutional goals to waiting for the change all their lives, and me in a week to tell me what you’ve each employee. If, for instance, community enthusiastically embraces it. Another third decided.” outreach is a strategic direction, the delivery is uncertain and hesitant, but can and will and evaluation of a program to local daycare accommodate the new direction with a Supervisors often complain about staff centers could be a goal for an enthusiastic little handholding. And the final third will failing to do things they’ve never been told storyteller. In this way, all staff members have fight it to the grave, and often in the most to—or helped to—do. But if the supervisor a stake in the plan and a chance to apply passive-aggressive way. has communicated the goals effectively, their own strengths to the implementation. One of the greatest problems we have in then staff members have a choice to make: A second and more systematic approach our libraries today is the failure of supervi- change your behavior, or change your job. to diagnosing and heading off problems sors to have a simple, direct, and above It is possible, of course, that the staff with staff focuses on the evaluation of three all, brief conversation with this last third. member will not change his behavior. That dimensions of performance. A thriving And because of our failure to initiate this may, in fact, be the most common outcome. employee has the “ability” to do the job (has talk, we give people permission to hold our At that point, the supervisor may have to the skills and knowledge), is “engaged” in organization hostage, to unilaterally veto initiate whatever formal process is in place the work place (is enthusiastic, involved, the decisions of the governing board and to put the employee on an improvement interested), and shows “ambition” (wants to director, and even to sabotage the institu- plan, document success or failure, and grow and stretch). This is almost the defini- tion. We’ve spent 20 years avoiding a 20 establish consequences. tion of “flow”… doing something you’re good second conversation. But the process begins with the simple at and pushing the boundaries. What should that conversation look like? etiquette of clear communication: “Here’s These factors can be a useful lens when It all begins with the supervisor who must what the job is, and my job is to see that it performance problems start to crop up. If the prepare before talking to a subordinate. gets done. That’s what both of us are paid for.” problem is “ability,” the answer may well be Supervisors must first examine their At times, the staff member will simply training and study, with a focus not just on own actions: Did I ever say just what it is say: “You’re right. I don’t agree with this attending a training session, but on applying that I want? Can I describe the problem in direction. And if that’s the case, I should go the new knowledge in a specific project. 25 words or less? Is the issue not based on somewhere where I do fit in.” When they If the problem is “engagement,” the issue judgment, but behavior? What is the em- leave, the door is now open for you to find becomes more about discovering a person’s ployee doing or not doing that contradicts a replacement, someone who does support deep values and exploring ways to link the the job requirement? your institution’s direction. most important ones to the job. Next, supervisors should schedule a meet- Ultimately, that’s how big changes hap- If the problem is “ambition,” perhaps the ing with the employee to communicate in 20 pen: clarity (of direction and expectations), employee needs encouragement and oppor- seconds the following information: support (to help staff grow and contribute), tunity to connect personal aspirations with “We need someone who will do the and accountability. organizational accomplishments. following…” (Specific behavior: commu- That’s how to make everyone a star. n Rather than simply complaining about nicate openly with co-workers, provide the performance of their subordinates, responsive and courteous service.) ABOUT THE AUTHOR: James LaRue is CEO of supervisors have a responsibility to assess “Right now that’s not you.” (Specific LaRue & Associates, Castle Rock, CO. He can their staff’s connection to the job and step behavior: you failed to show up at the be reached at [email protected]. in to address any problems early. It is far service desk and did not inform any- This article is based on a presentation, cheaper to retain good staff than to replace one, you sat at the desk for 10 minutes “Managing the Talent,” prepared for the them. But retention requires attention— refusing to make eye contact with the Public Library Association 2013 Conference and action. teenager standing in front of you). It’s and developed by James LaRue and Sharon important here to be as fact-based as Morris, Director of Library Development and DON’T PUT OFF THOSE CRUCIAL possible. This is not about accusations, Innovation for the Colorado State Library. CONVERSATIONS. but a simple recitation of observed When a change is announced, staff usu- behavior. *Copyright 2014 James LaRue

» What does good employee orientation look like? First, it should include a systematic and thoughtfully- paced introduction to how things get done in the library. This is not a one day, information-packed walk-through.

BY KATHLEEN STEIN-SMITH, PH.D. to a student who may be more comfortable more than react to its constituencies. An working on a desktop. For others who are academic library is a part of an institution he campus library is the academic hub more digitally savvy, technologies needed by of higher learning. As such, its mission must Tof its community. Students flock to the students are also available, including laptop be proactive, clearly defined by and aligned library before, after, and between classes computers, iPads and other handhelds, and with the institutional mission, and its prior- to read, study, do research, check e-mail, up-to-date wireless. ity is to support university programs and meet with study groups, have a snack in the Reference librarians are always available initiatives and all university constituencies Library Café…or to catch 40 winks. to assist with research questions and to in its collections and services. As such, the The brick and mortar library is typically offer library instruction to develop infor- library also figures into the campus strategic open long hours, seven days a week, with mation literacy and research skills among plan, and its activities must align with ob- the online library available 24/7, 365 days students at all levels across the disciplines jectives in that plan. a year. The campus library offers extensive through critical thinking. In a sense, the strategic library operates print and online collections developed to The campus library also must respond to on two levels: provide the collections and support campus and institutional curricu- the real and perceived needs of other cam- services that any library at a peer institution lum. Meeting that mandate means pro- pus stakeholders, including faculty, staff, would need; and constantly re-examine viding extended library hours to students and alumni. While each constituency views collections, services, library hours, and even preparing for final exams as they confront the library through its own lens and has its its facility in light of the dynamic and con- a challenging schedule of classes and class own set of user needs and expectations, the stantly changing campus and institutional assignments along with commuting, jobs, library needs to respond effectively to the environment. and family responsibilities. user needs and expectations of all. The strategic library responds to the The effective campus library needs to ad- real and perceived needs of its community dress the needs of its campus community; THE STRATEGIC LIBRARY and develops additional opportunities for for example, providing a computer station But a campus library of the future must do community interaction and involvement to

<14> Strategic Library™ ©2014 not only embed the library more deeply in its community, but also to bring a diverse community together to meet the needs of individuals holistically. Planned and executed with data and with empathy, the synergistic effect of reaching these goals is an ongoing cycle of continuous self-improvement and expan- sion of the centrality of the library in its community. It is only through a culture of teamwork and professionalism dedicated to customer service, with consistent institutional support and advocacy, that the library can be proactive and successfully achieve these goals.

TRANSITIONING TOWARD A STRATEGIC LIBRARY The library at Fairleigh Dickinson University The Frank Giovatto Library’s reading room. Photo Credit: William R. Kennedy (FDU) revamped its mission over five years with the goal of becoming a more engaged Library in April 2010. With two such high- library’s general education classrooms. strategic library. The Weiner Library Rejuve- profile events in the same week, the li- A Founder’s Room was developed and nation Program, launched in 2009, was a brary had successfully managed to regain dedicated in April 2011 during National multi-pronged campaign to bring the library the attention and interest of many in the Library Week in conjunction with a second back to the heart of the campus. university community. Faculty Library Committee fundraiser, With the proliferation of online informa- The challenge would be to keep the mo- which added approximately $2,000 to the tion and a rapidly changing information en- mentum going. library finances. After collaborating with vironment, the library had been far from the To increase engagement and involvement alumni on the development of the Found- attention of many for years. Although some with the library across campus constituen- er’s Room, the Giovatto Library Alumni improvements had been made each year, cies, the library reached out to the commu- Advisory Board was born. the main campus library lacked new books nity through its Faculty Library Committee, Despite these successes, the chal- and was generally unappealing to students Alumni Advisory Board, Student Advisory lenge remained two-fold: retaining and in appearance and comfort. Board, a weekly e-newsletter, an active building interest among stakeholders on In 2009, a change in library administra- Facebook page (https://www.facebook. a busy campus, and retaining and build- tion and the decision to install an eleva- com/Giovattolibrary), and a regular column ing financial support for the library at the tor provided the impetus for change. The in “Equinox,” the student newspaper. campus and at the university level during library’s new leadership envisioned a During the summer of 2010, a sched- the economic recession. strategic campaign for the library that incor- ule of programs and events for students, porated two parallel components: ongoing faculty, staff, alumni, and Friends of the ANNIVERSARY CELEBRATIONS improvements to the library facility and Library was developed to appeal to a broad In October 2011, a year-long celebration of collection, and a series of themed initiatives. range of interests and to bring the commu- the 50th anniversary of the library began, Following the removal of much of the nity back into the library. These programs with a 49th birthday party as the kick-off circulating collection to offsite storage, the included talks by faculty and librarians and event. Signature events that year included library staff re-reconnected with the library’s Library Research Clinics. Programming was a 50th Anniversary Spring Open House dur- history and lived through the first ever ma- designed to include participants from as ing National Library Week (but without a jor renovation of the library, which remained many constituent groups as possible and fundraiser to avoid weighing too heavily on open throughout the year-long renovation. to offer events with as broad an appeal faculty and staff supporters’ purse strings). By the time the renovation was com- as possible. Programming was generally In October 2012, a 50th Anniversary plete, in early 2010, the library leadership unfunded, relying on presenters from the Celebration featured former New Jersey was committed to keep the momentum campus community. Governor Richard Codey (an FDU alumnus) for change moving forward. An enthusias- A Library Café was created in response as the keynote speaker. The newly-renovated tic Faculty Library Committee planned an to student requests, and comfortable Giovatto Library Theatre & Auditorium was official grand re-opening and fundraiser furniture for students was purchased. filled to capacity. for the library, scheduled during National Long-forgotten windows, which had been In celebration of the library’s history, Library Week. Almost $5,000 was raised for boarded over and hidden by sheetrock, a timeline (http://view.fdu.edu/default. the library at this inaugural event. were uncovered and walls were re-painted. aspx?id=9605) and virtual tour (http://view. At the same time, a donation to the Improvements to library services also fdu.edu/default.aspx?id=9323) were added university caused the name of the library continued, including the installation of a to the library’s web page. to be changed to the Frank Giovatto new wireless system and upgrades to the

Strategic Library™ ©2014 <15> Support For the Library’s Projects Building on the concept that Fairleigh Dickinson University’s Frank Giovatto Library represents and serves the entire campus, the financial needs of the library were brought to the attention of the Campus Provost, to which the library reports, and with his support and advocacy, to the university level for funding consideration. As only relatively modest items and purchases in the ongoing rejuvenation/ renovation program could be funded from the library budget, funding for larger projects such as the elevator, ITV room, lighting upgrade in the Reference Reading Room, and renovation of the Giovatto Library Theatre & Auditorium were funded by the university as capital expenses. The Boston by Steinway piano was purchased for student use at the library by the Office of the Provost, Metropolitan Campus. Facili- ties funded some painting and other repair work, and Public Safety funded the installation of security cameras throughout the building and a building-wide PA system, in addition to staffing late-night study hall hours at the library during finals week. Other projects, such as the outdoor reading terrace, Library Cafe, upgraded information commons area, and comfortable seating, have been funded on an ongoing basis by the library. None of the successes in the Giovatto Library Rejuvenation Program would have been possible without the support of the FDU Office of the Provost, Metropolitan Campus, and faculty and alumni groups as well as the collaboration of Facilities, Public Safety, University Systems and Security, and other departments across the campus. The results reflect the professionalism and teamwork of the Giovatto Library staff and the support of the Metropolitan Campus students, faculty, and staff.

INCREASING FACULTY ENGAGEMENT ments included a much-needed upgrade to artists from all segments of the campus By 2012, the initial goals of making the the library Instruction Room and to the stu- community—alumni, staff, and students— library more appealing to students and of dent small group study rooms. A Boston by as well as faculty. raising the profile of the library within the Steinway piano was purchased for informal The 2014 Celebration of FDU Authors campus community had been achieved. use by students in the library as well as for and Artists was again held during National The next phase of the campaign needed to recitals by students, faculty, staff, and alumni. Library Week. The event included a faculty reach out in a specific and targeted manner The summer of 2013 offered another speaker, tables for student and university to faculty. opportunity for the library to showcase the publications, readings by the University Faculty speakers had been invited to intellectual and historical heritage of the Players, and a presentation on a recently- discuss their publications and research university, this time in memory of former introduced alumni author portal. interests informally to groups at the library FDU President J. Michael Adams, who had and were frequent speakers at library staff been President since 1999 but had passed ONGOING INNOVATION development programs. These programs away in 2012. The Frank Giovatto Library will need to became even more important in light of the In September 2013, the Library was continue to be even more strategic and agile current campaign. selected as the venue for a TEDx Talk, “Why in a challenging higher education environ- Since faculty drive the academic enter- We Care--Global Challenges and Realities.” ment. It will also need to consciously em- prise, it was critical that the library col- The roster of FDU speakers included alumni, brace a philosophical paradigm shift from lection include materials, both print and faculty, trustees, and provosts. The well-at- being reactive to proactive. online, that professors deem beneficial and tended event drew a capacity crowd of more Responsiveness to the needs of specific essential for their students (and them- than 150 in attendance with even more campus constituencies and a concerted ef- selves). In addition, faculty schedules often standing on the sidelines. A description of fort to effectively address any gaps in library preclude frequent visits to the library, and the event can be found at http://view.fdu. services to the campus community are an new—and even not-so-new—faculty mem- edu/default.aspx?id=5312 and on the TEDx ongoing and continuous process. bers may not be fully aware of the library’s talks on YouTube. A holistic approach to education and to collections, services, and programs. The library also received its first na- the life of the mind beyond the classroom To reach out to faculty, a library survey tional recognition when it was featured on walls will drive library programs, ranging was distributed to all campus faculty in the cover of the November 2013 issue of from reader’s advisory services for indepen- March 2013. In response to their requests Choice Magazine. dent self-directed learners and information via the survey, the library purchased addi- literacy instruction in a variety of formats tional ebooks for the collection. THE CAMPAIGN CONTINUES and venues. Other initiatives include a Li- The signature event for the 2013 Na- NJ350, the observance of New Jersey’s brary Recital program offering performance tional Library Week was a Celebration of 350th anniversary in 2014, has provided an opportunities to members of the campus Faculty Scholarship and Creativity, intended opportunity for the library to feature faculty community, a Library Gallery, and Library to recognize and honor faculty authors and speakers. So far this year, a NJ350 faculty Language Tables. artists. The event featured an outside guest panel on New Jersey authors and a faculty speaker and a detailed program with brief speaker on the 1967 Plainfield race riot have THE STRATEGIC LIBRARY OF THE FUTURE faculty author biographies. been presented, with additional speakers Libraries, the crossroads of the information Improvements to the library continued, anticipated for the fall. highway, will need to be informed by the with the installation of an ITV room for It was decided to broaden the authors relevant literature on innovation, strategy, library and campus use. Additional improve- and artists theme and include authors and change management, and social marketing

<16> Strategic Library™ ©2014 able, and welcoming environment for all. Each library, especially each strategic academic library, may follow a different path in responding to its community. But a clear vision and the ability to effectively communicate and execute that vision are essential. n

ABOUT THE AUTHOR: Kathleen Stein-Smith, Ph.D., is the Associate University Librarian and Director of Public Services, Frank Gio- vatto Library, Fairleigh Dickinson University, Metropolitan Campus, Teaneck, NJ.

FOOTNOTES: 1 Christensen, Clayton. Seeing What’s Next: Using the Theories of Innovation to Predict Students use the library for study groups as well as for research. Photo Credit: Jessie Ribustello. Industry Change. Boston: Harvard Business Review Press, 2004. if library strategy is to be effectively con- Communication and promotion of the 2 Kim, W. Chan, and Renee Mauborgne. Blue ceived, developed, and implemented. library and what it has to offer to its campus Ocean Strategy. Boston: Harvard Business The strategic library has the opportunity community is an ongoing necessity and, School Press, 2005. to bring innovation to its community on to be effective, must include what are 3 Kotter, John. Leading Change. Boston: Har- two levels, providing added value to those commonly known as the 4 Ps of market- vard Business Review Press, 2012. students and others who are already library ing: price, product, promotion, and place. 4 Lee, Nancy L., and Kotler, Philip A. Social users, and attracting members of the cam- However, in the context of the library, it is Marketing: Influencing Behaviors for Good. pus community who have not been regular not a question of marketing a commercial 4th ed. Thousand Oaks, CA: Sage, 2011. library users through the introduction of product for sale, but rather a social good. new collections, services, programs, and In their book, Social Marketing: Influenc- RECOMMENDED READINGS: events. In this sense, the strategic library ing Behaviors for Good, authors Lee and “4 Reasons Why the Library Affects Your employs both sustaining and “disruptive Kotler write that “social marketing is about College Choice.” U.S. News and World innovation,” a term made popular by Har- (a) influencing behaviors, (b) utilizing a Report, http://www.usnews.com/educa- vard Business School Professor Clayton M. systematic planning process that applies tion/best-colleges/right-school/choices/ Christensen. According to Christensen, “the marketing principles and techniques, (c) articles/2010/06/17/4-reasons-why-the- first group of customers to look for, interest- focusing on priority target audience seg- library-affects-your-college-choice ingly, is people who are not consuming.”1 ments, and (d) delivering a positive benefit Barefoot, Betsy. “Bridging the Chasm: In a library context, the theory encourages for society.”4 First-Year Students and the Library.” Chron- the introduction of collections, services, and The 4 Ps become more tangible for librar- icle of Higher Education, 20 January 2006. programs to attract non-users to the library, ies in this context. The product is not only a http://chronicle.com/article/Bridging-the- perhaps for the first time. new book or DVD, but also a friendly librar- Chasm-First-Year/20514. Subscription only. The strategic academic library, in its out- ian or staff member offering assistance. Christensen, Clayton. http://www.clay- reach to underserved segments of the com- Price might refer to barriers to library use, tonchristensen.com/ munity—students, faculty, and staff who including a lack of awareness about its role Information Literacy Standards for Higher are not active library users—should consider in student academic success. Promotion Education. http://www.ala.org/acrl/stan- adopting a “blue ocean strategy,” a concept includes the library’s presence at campus dards/informationliteracycompetency by W. Chan Kim and Renée Mauborgne that events and social media outlets. Place refers John Kotter: The 8-Step Process for Lead- encourages tomorrow’s leading companies to the accessibility, comfort, and appeal of ing Change. http://www.kotterinternation- (libraries) to succeed by systematically cre- the library setting. al.com/our-principles/changesteps ating “blue oceans of uncontested market Despite these new priorities, however, the Library as Place: Rethinking Roles, Rethink- space ripe for growth.”2 fundamentals for the library of the future ing Space http://www.clir.org/pubs/reports/ In terms of implementing change, have not changed. To be sustainable, the pub129/pub129.pdf “establishing a sense of urgency,” the first academic library will need to add value to the of John Kotter’s 8 Steps, is another essen- campus experience of all university stake- tial strategy for the library of tomorrow. In holders by responding to real and perceived Leading Change, Kotter writes that “by far needs and by offering an array of programs the biggest mistake that people make when and events on topics of interest to the trying to change organizations is to plunge campus community. Events should feature ahead without establishing a high enough members from a broad cross-section of the sense of urgency.”3 campus community in an attractive, comfort-

BY MARGARET BROWN-SICA AND RICE MAJORS

hether you are an IT director, IT man- Wager, or just a one-person IT department for your library, it’s easy to allow the operational aspects of technology to occupy all of your time. You have mission critical parts of your job, whether that means keep- ing servers, websites, and/or workstations up and running. Even with the best intentions, what can get lost—what is all too easy to put aside again and again—is taking some time to be strategic about your job, your function (IT), and your department (if you have one). One of the mental challenges of getting around to this can be that being strategic can seem like something that will take a lot of time. There is, after all, a lot that goes into (or can go into) being strategic. Let’s challenge that assumption for a moment: what if you could be strategic in only one day a year? Everyone can presumably education). If a strategic plan does not exist HOUR TWO: HOST AN OPEN FORUM set aside one eight-hour day to be strategic. as a formal document, review the vision of Gathering information from stakeholders What follows is an example of how you the organization with the leadership so that (typically internal to the library) will be es- might organize eight hours—collectively agreement exists about what the larger or- sential to your process, both to assess how imagined as a single day, although you ganization is doing and what is important. existing initiatives are progressing (and how are much more likely to spread eight hours Discuss with leadership how IT fits into successful IT support is perceived to be) as over several partial-days. If you “never” this vision. Some questions you might want well as to flush out ideas for new initiatives. have time to be strategic, or just don’t to start with are: Do existing IT initiatives There are several ways to gather input, know where to begin, let’s look at how you fit into the vision of what the library is and and you’ll want to select one or more meth- might invest eight hours as a starting place will be? Are there new initiatives (services, ods based on your organization’s size and for being strategic. programs, and/or changes in perspectives of communication culture. One idea is to host service expectation) planned or desired that an open forum where library employees can HOUR ONE: MEET WITH YOUR LEADERSHIP will have IT implications? bring their ideas and feedback. Another idea The IT strategy must align with the broader The final important topic to discuss with would be to use a short, simple survey to strategic mission of your library organiza- leadership is the budget. Discuss and make ask for broad input on possible projects or tion. So, the first step is to meet with the sure everyone agrees on what is realistic in on how things are going. library director or the library’s board to terms of financial support of any IT pro- For some libraries, gathering input review strategic documents at the organiza- grams—existing or proposed. If the larger directly from patrons may be a realistic tional level. budget is not available for you to review, option—and may even be considered the In some cases, it may even be appropri- make sure you at least have a clear idea of most important source of data and thus ate to review strategic documents at higher how large your own budget is and what central to the strategic process. The meth- levels (like a campus goal for the next 20 control you have over allocating it. odologies of gathering data are similar, but years that creates an emphasis on distance it may be worth reviewing data on patron

<18> Strategic Library™ ©2014 trends (see Hour Four) before asking for require having less direct control, and there- to document the meeting. Identify next direct patron input. fore more trust. Since these are business steps and plans. See if it is possible to set up One important thing is that the scope of relationships, sometimes a written articula- a regular meeting or if someone from the gathering data should match the scope of tion of service expectations and commu- outside IT department could come to library the rest of this process. To keep your strate- nication protocols is perfectly appropriate technology department meetings. Consider gic process manageable, you will want to and may ease the transition. This may be a offering to set up a financial arrangement if gather data in ways that you can realistically memorandum of understanding or a service that would be beneficial to both organiza- use the data to inform your way forward. level expectation, and may be based on tions. If the IT department cannot supply similar documents that the larger IT depart- support, ask for suggestions for outsourcing HOUR THREE: TALK TO THE LARGER IT ment has with its other clients. Viewing this or hiring a consultant. DEPARTMENT transition as a relationship challenge rather As appropriate, Hour Three’s activities A library almost always has an affiliated than a technology challenge can help you can be repeated with others such as profes- larger IT group, such as an Information Tech- assess the best way to move forward. sional groups, other IT groups, or other de- nology Department in higher education, a Other things to think about are whether partments that might have skills that would city or county IT group for a public library, there is enough work for a particular skill help you reach your goals. or the main corporate IT department for a set in the library to ensure that this skill business library. No matter the size of your set is used and kept up to date. Do you HOUR FOUR: REVIEW DATA ON PATRON library or the size of this outside IT group, have a training budget and is it sufficient TRENDS your relationship with these people makes a to develop or maintain the currency of As one of the key strategists for your li- big difference in what you can accomplish. that skill set? Identify skills that you don’t brary’s IT direction, it is important that you Make a list of your goals and potential want to or cannot maintain. Look at the keep up with library and technology trends; projects, including the skills and technology larger IT department’s organizational chart if you don’t know about new technologies necessary to achieve each one. Note which or their service catalog to see what they you cannot evaluate their utility. An hour skills you have in the library and how much provide. Assess their plans for the next year used to review current information and time is needed for each project. Think about or few years and look for possible areas of take steps to stay informed in the future is which aspects of the projects and which collaboration. Are there areas where your time well spent toward identifying which skill sets are most closely related to the mis- initiatives and theirs are interdependent, or trends are relevant to your mission and sion of your library. are redundant? which are not. If there is an IT function that is not Plan your meeting before you go. Take a Identify several journals, blogs, or other specific to a library environment, which is list of library technology projects for which information sources that address your cur- the best IT unit to provide that function? the library could use help from the IT de- rent interests. For journals, set up alerts or More to the point, are there areas where the partment. Specify what kind of skills would have the table of contents delivered to you larger IT department can help with, or take be helpful. List identified areas of potential when a new issue comes out. Some data- over, your initiatives? Would this result in a collaboration. This doesn’t have to be a bases provide notifications for new materi- change of service expectations? There are one-way street—the library may be able als from pre-defined searches. Subscribe to examples of larger IT departments absorb- to beta test technology pilot programs for blogs and Twitter feeds. ing initiatives like providing SharePoint, the IT department or take on other projects You can find lists of library and infor- e-mail and calendaring, a dedicated server that would be useful to them. Email your mation science journals in subject spe- room and desktop support for patrol and document to the contact before or after cific journal databases such as LISTA, on employee workstations. the meeting and bring copies with you. Wikipedia1 or the Directory of Open Access For many organizations, the hardest part Take notes at your meeting and send the about this kind of transition would be the minutes to your director and the IT contact change in control. Partnering with another IT department to provide a service will

Strategic Library™ ©2014 <19> Journals.2 One way to find blogs is to The most valuable information sources each person in the group give feedback consult the Salem Press directory of library will vary according to your current interests about how the existing and potential proj- blogs.3 In addition to the directory, Salem and projects and will change with time. ects should be prioritized. Press gives out awards once a year for the You will never have time to read every- When this exercise is finished it should best library blogs.4 thing, and doing so would not be efficient. result in a list of potential products with in- It is important to keep up with technol- Review what information you consume formation about impact, and required skills ogy in general, not just what has already on a regular basis. Does it provide enough and resources. been adopted by libraries. Even if you aren’t information to deserve your time? Does it aware of a library adopting some new tech- cover the right topics? It is helpful to make HOUR SIX: THINK nology it doesn’t mean that it might not be sure that you are following technology Consider where easy wins might be pos- of help to your library. To find some good trends outside libraries. sible. You have assessed the most important technology people to follow on Twitter, you projects in terms of return on investment. can search for your area of interest (such as HOUR FIVE: TALK TO LIBRARY IT FOLKS Consider options for outsourcing some tasks “library technology” or “e-books”) under the This hour is the time to develop and assess or parts of projects. Make a list of possible browse area or identify a list of respected directions and projects. This is your chance projects for the next year. people in your area of interest. When you to review the successes and challenges Make a matrix with room for rating each find someone you think is knowledgeable of the last year, assess the time and skills project in terms of the variables that are who tweets, check to see who that person needed for various projects that have been important to your organization. Examples follows on Twitter. Try following a few of proposed, and identify possible areas of might include alignment with library mis- those people and discontinue those who do greater efficiency. It is important to do an sion and strategic plan, direct financial cost, not tweet what is relevant to you. exercise like this at least once a year. human time cost, and importance to users. Other valuable information sources In a small library, this review might Rate each project, reflecting the viewpoints are professional organizations such as involve only one person, but for many of the entire organization and your users. Educause5 (professional organization for libraries participation could be much You can consider your time and budget in technology in higher education), Coalition broader such as people from the library IT different ways such as making sure different for Networked Information6 (an organiza- department. The group may include other areas of the library each have at least one IT tion with ties to ALA and Educause that employees in the library who work on IT project in the next year or allocating a cer- focuses on libraries and technology) and but aren’t in the IT department or even tain percentage of time and money to Re- LITA7 (a division of ALA that focuses on someone from the main IT department for search and Development—in other words, libraries and technology). your city, university, or corporation to add to new projects. It is important not to spend Reports of particular note for academic a broader perspective on your projects as all of your resources on maintenance activi- libraries are: the ECAR (Educause) Study of they line up with bigger priorities. ties or you will never develop new services. Undergraduate Technology8 and the Edu- Before the meeting, have members of the Some of your projects will naturally rise cause Horizon Report9 (emerging technol- group review specific trends. Ideally these to the top, especially those that will get the ogy) and reports from ITHAKA S + R.10 Other trends or subjects will be aligned with the biggest result for the amount of resources examples of potential sources of reports are person’s areas of expertise or responsibil- allocated. Add details to these projects in those from the Pew Research Center regard- ity. Within each trend, participants should terms of which skills are needed, how long ing technology and internet usage,11 OCLC’s evaluate existing services, note what the project should take, whether it should WebJunction site,12 The Edge Initiative,13 and services can be improved or elimi- be outsourced or handled in house, the Bill and Melinda Gates Foundation.14 You nated, evaluate the projects from the and what level of financial commit- can put a Google alert on pages where new past year, and give a brief summary of ment is necessary. Match human, reports will be announced, or put the date how the project went. Each person technology, and financial resources when some reports are expected on your should also list potential projects to projects. Keep a list of obstacles calendar so that you check back at that time with information about the resourc- and missing skills or technologies to read the report. es and skills necessary to complete so that you can refer to them when Conferences are a great way to keep up those projects and what affect each planning training, hiring new per- to date, but many of us don’t have the time would have on library services. sonnel, or making adjustments in or funding to attend very many. Even if you The participants should use any the organization. can’t attend a conference, you can often kind of data available such as web use the information presented. Identify analytics or help desk tickets in their HOUR SEVEN: PRIORITIZE conferences you would attend if you could. evaluations. These evaluations should This time should naturally lead into Set a reminder for a few weeks after the be posted to an Intranet or shared a prioritization process. You should conference and review materials posted document area (such as in Google identify what your process will be from the sessions. In addition to confer- Docs) before the meeting. and who will be included in it, ences, you may want to investigate online Identify what worked well and then be up front and clear information from organizations such as the and not so well for previous with stakeholders about how Coalition for Networked Information which projects and current services. Use the process will work so there regularly posts reports from member this information to improve are no surprises. libraries on projects. work for the next year. Have Typically, prioritization

<20> Strategic Library™ ©2014 of services and projects should be done AFTER EIGHT HOURS http://www.educause.edu/research-and- in collaboration with existing decision- This planning process should yield valu- publications. making structures, including the director, able tools and information for prioritizing, 6 “CNI: The Coalition for Networked Infor- other IT stakeholders, and department evaluating, and communicating IT work in mation,” CNI, accessed January 29, 2014, heads. How this prioritization might work the library, allowing the library technology http://www.cni.org/. will vary considerably by organization department to move beyond daily mainte- 7 “LITA: A Division of the American Library and who should and wants to participate. nance and work strategically. Association,” LITA, accessed January 29, It is important to realize that the ulti- While these suggestions are structured 2014, http://www.ala.org/lita/ mate value of your entire process will be around eight hours of planning, in reality 8 “ECAR Study of Undergraduate Tech- somewhat limited if you cannot get your this process should be ongoing and may nology Use 2013,” Educuase, accessed existing decision-making structures to not involve all of these steps in the order January 29, 2014, http://www.educause. participate in a prioritization process. described here. The specifics of your library’s edu/library/resources/ecar-study-un- How simple or elaborate your resulting situation will inform how you may adapt dergraduate-students-and-information- matrix of approved and potential projects this framework to your own needs. n technology-2013. may be will similarly vary by the size and 9 “ELI Horizon Report 2014,” Educause, nature of your organization. ABOUT THE AUTHOR: Margaret Brown-Sica accessed January 29, 2014, http://www. is Associate Director for Technology and Dig- educause.edu/library/resources/2014- HOUR EIGHT: COMMUNICATE ital Initiatives at the University of Colorado, horizon-report. Once decisions have been made, the next Denver. She can be reached at margaret. 10 “Research and Publications,” ITHAKA S + R, step is to communicate with stakehold- [email protected]. Rice Majors is accessed January 29, 2014, http://www. ers about how services and projects have Associate University Librarian for Resources sr.ithaka.org/research-publications. been prioritized. Again, it is best to imagine & Digital Services at Santa Clara University. 11 “Libraries,” Pew Internet & American Life how this communication will take place He can be reached at Margaretrmajors@ Project, accessed January 29, 2014, http:// relatively early in the process so that you sco.edu. libraries.pewinternet.org/ have an idea of what you are building 12 “Webjunction,” OCLC, accessed January toward and thus what aspects of your *This article was first published in Library 29, 2014, www.webjunction.org. prioritization matrix might be easily reused Leadership & Management, Volume 28, 13 “The Edge,” The Library Edge Project, to ensure clear communication. number 2. accessed January 29, 2014, http://www. Communication can take many forms, libraryedge.org/. and may actually take different forms for REFERENCES 14 “Global Libraries,” The Bill and Melinda different groups of stakeholders. In some 1 “Library Science Journals,” Wikipedia, Gates Foundation, accessed January 29, cases, a passive communication may be accessed January 29, 2014. http:// 2014, http://www.gatesfoundation.org/ appropriate: posting a priority list or matrix en.wikipedia.org/wiki/Category:Library_ libraries/Pages/default.aspx. to a website or collaboration tool so that science_journals. interested parties can access it when they 2 “Directory of Open-Access Journals,” like. In other cases, and especially with accessed January 29, 2014, http://www. stakeholders who are more engaged or doaj.org/. whose work may be directly affected by 3 “Salem Directory of Library Blogs,” Salem new or eliminated projects, more active Press, accessed January 29, 2014, http:// communication may be better: sending a salempress.com/Store/blogs/blog_home. personal e-mail, holding individual meet- htm. ings, or holding group sessions (with a 4 “Library Blog Awards,” Salem Press, ac- board of directors or the IT department) to cessed January 29, 2014 http://salem- give participants a chance to ask questions press.com/Store/blogs/2012_blogs.htm. and dialogue about the priorities. 5 “Educause Research and Publications,” Educause, accessed January 29, 2014,

» Identify what worked well and not so well for previous projects and current services. Use this information to improve work for the next year. Have each person in the group give feedback about how the existing and potential projects should be prioritized.

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