REOPENING UNDER COVID-19 | THE BOOKSTORE MODEL OF CUSTOMER SERVICE | Small Create Smart Spaces PublicLibraries A PUBLICATION OF THE PUBLIC ASSOCIATION MAY / JUNE 2020 fullpage ad 2020 EARLY LITERACY ACTIVITIES CALENDAR SHARE THESE BRIGHTpage AND COLORFUL C02 REPRODUCIBLE CALENDARS WITH YOUR LIBRARY’S FAMILIES. EACH DOWNLOAD CONTAINS TWELVE MONTHS OF LEARNING ACTIVITIES, LISTS, NURSERY RHYMES, AND MORE. ON ONE SIDE IS A CALENDAR WITH A FUN SKILLS-BUILDING ACTIVITY FOR EACH DAY AND THE OTHER CONTAINS SUPPLEMENTARY CONTENT LIKE NURSERY RHYMES, EARLY LITERACY TIPS, SONG LYRICS, OR SUGGESTED READING MATERIAL. THE CALENDAR PAGE S ARE ALSO CUSTOMIZABLE WITH EACH CONTAINING A DESIGNATED SPOT TO ADD YOUR LIBRARY’S LOGO AND CONTACT INFORMATION. USE THESE CALENDARS TO HELP YOUR LIBRARY’S PATRONS ENGAGE IN EARLY LITERACY ACTIVITIES EVERY DAY OF THE YEAR!

Available via the ALA Store at https://bit.ly/2VTElwB MAY / JUNE 2020 VOLUME 59 NUMBER 3 Contents PUBLICLIBRARIESONLINE.ORG ISSN 0163-5506

Columns FEATURES

2 16 28 FROM THE EDITOR BEST PRACTICES Reopening Under Trying Something New Increasing Access COVID-19 KATHLEEN M. HUGHES to Experiences A Space Planning Approach KRISTA RIGGS 3 DAVID VINJAMURI AND JOE HUBERTY FROM THE PRESIDENT 20 39 Reflections on an The Wired Library Define & Design Unprecedented Year Assessing Virtual Programs The Bookstore Model of RAMIRO S. SALAZAR NICK TANZI Customer Service MARISSA BUCCI, JAY JANOSKI, 5 25 AND NICOLE SCHERER PLA NEWS THE BIG IDEA Everything Changes: 48 8 A COVID-19 Diary Smart Spaces, Smart INSIGHTS KEVIN KING Process for Public The Permanent New Library Transformation Normal? 58 BETHA GUTSCHE STEPHANIE CHASE By the Book Incubating Creativity 11 A Conversation with Laura Damon- ON MY MIND Moore and Erinn Batykefer A Brave New World CATHARINE HAKALA-AUSPERK for Libraries HANNAH STEWART-FREEMAN 60 info-graphic 13 Redesigning Library Access EDISJ MATTERS for Health and Safety Post– Connecting through COVID-19 COVID-19 Response KATIE DOVER-TAYLOR, SARAH LAWTON, AND CHRISTINA FULLER-GREGORY Extras

4 ADVERTISER INDEX 24 LETTER FROM PLA BOARD ON THE COVER: ILLUSTRATION BY worapan/ADOBE STOCK EDITORIAL EDITOR: Kathleen M. Hughes From the Editor CONTRIBUTING EDITORS: Stephanie Chase, Catherine Hakala-Ausperk, Kevin King, Krista Riggs, Nick Tanzi Kathleen M. Hughes / [email protected] ADVISORY COMMITTEE Mary Rzepczynski, Delta Township (MI) District Library (chair); Keturah Cappadonia, Southern Tier Library System (NY); Kristyn Caragher, Chicago ; Douglas Crane, Palm Beach County (FL) Library System; Renee DiPilato, Sarasota County (FL)  Kathleen is currently reading Becoming by Library; James Jones, Broward County (FL) Library; Kimberly Michelle Obama. Knight, Chesapeake (VA) Public Library; Melanie Lyttle, Madison (WI) Public Library; Alison McCarty, Jacksonville (FL) Public Library; Holly Okuhara, Weber County (UT) Library System; Ben Shaw, Markham Public Library (, Canada); Kristine Springer, St. Joseph County (IN) Public Library; Allison Stevens, Calhoun County (AR) Library; Tess Wilson, of Pittsburgh Trying Something New PLA PRESIDENT: Ramiro S. Salazar, Director, San Antonio (TX) Public Library, [email protected] Apologies that you are receiving this issue later than PUBLIC LIBRARIES (ISSN 0163-5506) is published bimonthly expected in your mailboxes! As with the rest of the world, by the American Library Association (ALA), 225 N. Michigan Ave., Suite 1300, Chicago, IL 60601-7616. It is the official publication of COVID-19 has contributed to changes and delays in our the Public Library Association, a division of ALA. Subscription already tight production schedule and also affected our price: to members of PLA, $25 a year, included in membership dues; to nonmembers: US $65; Canada $75; all other countries $75. Single contributors and their timelines. In light of these chal- copies, $10. Periodicals postage paid at Chicago, IL, and at additional lenges, and in the interest of sustainability, we have begun mailing offices. to explore what a digital Public Libraries might look like. As POSTMASTER: SEND ADDRESS CHANGES TO PUBLIC LIBRARIES, 225 N. MICHIGAN AVE., SUITE 1300, CHICAGO, IL 60601-7616. a trial, we have decided to offer this issue in a digital format (in addition to the print issue). We will offer the next two SUBSCRIPTIONS Nonmember subscriptions, orders, changes of address, and inquiries issues (July/August 2020 and September/October 2020) as should be sent to Public Libraries, Subscription Department, digital only. Each PLA member and subscriber will receive American Library Association, 225 N. Michigan Ave., Suite 1300, Chicago, IL 60601-7616; 1-800-545-2433, press 5; fax: (312) 944-2641; an email with a link to a digital flipbook version ofPL as [email protected]. well as a PDF version. If you have not received your digital ADVERTISING issue, please email [email protected] and we will be sure you For advertising information, visit www.ala.org/pla/publications/ advertise or e-mail Matt McLaughlin, [email protected]. receive it as well as future digital issues. PRODUCTION & DESIGN As this trial effort shows, the onset of the pandemic, as ALA Production Services well as recent social unrest, has forced many of us to move MANUSCRIPTS beyond our comfort zones and into something new and See www.pla.org for submission instructions. For queries/questions, contact Kathleen Hughes, [email protected]. unknown. The way that things have been manifesting, changing, and evolving in recent months has offered an INDEXING/ABSTRACTING Public Libraries is indexed in Library Literature and Current Index opportunity for libraries to explore new possibilities, take to Journals in Education (CIJE), in addition to a number of online risks, and experience real change. Several articles and col- services. Contents are abstracted in Library and Information Science Abstracts. umns in this issue explore these themes. Contributors David Public Libraries is indexed, abstracted, and available in full text Vinjamuri and Joe Huberty look at library space planning through EBSCOhost. For more information, contact EBSCO at 1-800-653-2726. with COVID-19 restrictions and social distancing in mind Public Libraries is also available from ProQuest Information and (p. 28); author Betha Gutsche shares a design thinking pro- Learning. For more information, call 1-800-521-0600, ext. 2888, cess that helped libraries implement active learning spaces or visit www.il.proquest.com. © 2020 by the American Library Association (p. 48); and in “Define and Design: The Bookstore Model of All materials in this journal are subject to copyright by the Customer Service,” the co-authors share a patron-friendly American Library Association idea for library service (p. 39). and may be photocopied for the noncommercial purpose Also check out PLA President Ramiro Salazar’s last col- of scientific or educational advancement granted by umn (thank you, Ramiro!) on the next page. Sections 107 and 108 of the As library and societal landscapes continue to change, I Copyright Revision Act of 1976. For other reprinting, hope this issue of PL both encourages you and points you photocopying, or translating, to ideas worth trying. PL address requests to the ALA Office of Rights and Permissions, 225 N. Michigan Ave., Suite 1300, Chicago, IL 60601-7616.

2 PUBLIC LIBRARIES VOLUME 59 Number 3 FROM THE PRESIDENT FROM THE PRESIDENT

Reflections on an Unprecedented Year Ramiro S. Salazar / [email protected]

Ramiro is Director of San Antonio (TX) Public Library.

his will be my last col- ALA Washington Office, worked Cuyahoga County (OH) Public umn as PLA president and diligently to form a coalition of Library. I want to believe that it T I want to thank the PLA library stakeholders that included was the collective efforts of the membership for allowing me the the Urban Libraries Council coalition that led Macmillan to privilege and honor of represent- (ULC) and Chief Officers of State reverse its embargo decision and ing public libraries throughout Library Agencies (COSLA) to return to the former pricing North America over the past year. push back against Macmillan’s structure. I would also like to thank my fel- The next challenge we faced low PLA Board members for their “Time and time was the COVID-19 crisis: a pan- leadership and continual support again, public demic, the likes of which we had during my tenure. Last, but not not seen in modern times, that least, a big thank you to the very libraries have dramatically disrupted people’s talented PLA staff led by Execu- demonstrated lives as well as local, state, and tive Director Barb Macikas. resiliency during national economies. The COVID- I want to use my final column 19 crisis led to massive layoffs to recap some of the key issues times of crisis.” and record unemployment num- and challenges the PLA Board bers. The hardship caused by this faced during my tenure. First, stubborn stance. As part of our pandemic spared no one, includ- there was the ill-advised decision fight, we launched the #eBooks- ing public libraries. More than by Macmillan Publishers to ForAll campaign and petition 90% of public libraries were embargo new ebook titles for two drive. This drive collected close to closed and could no longer pro- months. Recognizing how detri- 300,000 signatures which were vide in-person delivery of the mental this decision would be to a delivered to the Macmillan office critical and vital resources our public library’s ability to provide in New York by a group of library communities need, especially timely access to new ebook titles, leaders led by Sari Feldman, for- during times of crisis. The PLA, in coordination with the mer executive director of the response from public libraries

PUBLIC LIBRARIES MAY / JUNE 2020 3 From the President / Reflections on an Unprecedented Year

across the country couldn’t have libraries find a way to lift and tragic death was not in vain. made me prouder as they rose to support our communities. These brave individuals, led by the occasion and developed inno- There is no question that their conscience and commit- vative and creative approaches to COVID-19 has changed us in ment to what is right, raised their continue to serve their commu- many ways, both personally and voices to bring attention to the nities. To help advance their professionally. We have quickly horrors of racism. The Black commitment to public service, acclimated to functioning in a Lives Matter movement is mak- many libraries placed an empha- virtually dominated environ- ing a difference and I’m optimis- sis on promoting their digital ment. We have learned to adapt tic that this time the noble resources and online program- to virtual meetings. Libraries are actions of peaceful protesters ming. Many kept their Wi-Fi evolving to create and offer more will indeed lead to change. It is signals turned on so that commu- online programming. There’s no incumbent upon us to stop the nities who needed connectivity doubt that our future will forever injustices being suffered by Black the most could still access high- remain changed. We find our- members of our communities. speed . Other libraries selves talking about the “new I’m proud that many public used innovative and creative normal” and proactively taking libraries throughout the country tactics, such as deploying library steps to anticipate and predict issued or posted statements of vehicles equipped with Wi-Fi this new normal. Having wit- support for the Black Lives Mat- hotspots to travel to targeted nessed their resiliency, I’m opti- ter movement and encouraged communities. Still others repur- mistic that public libraries will action. Recently, the PLA Board posed library spaces to assist continue providing impactful voted to endorse a bold state- local governments in responding and life-changing services to our ment generated by our Equity, to vital needs, such as housing communities as we navigate, Diversity, Inclusion and Social assistance and food distribution. respond to, and recover from Justice Task Force. If we want The way our public libraries COVID-19 and beyond. real change, we must be bold rose to the occasion was not sur- Lastly, America was forced to with our voices and our actions. prising—it’s part of the public finally confront the harsh truth Public libraries can also play a library’s DNA. Time and time of systemic racism embedded role in this needed change by again, public libraries have throughout our nation with the continuing to use equity as a demonstrated resiliency during murder of George Floyd at the guiding principle in the way we times of crisis, whether it’s navi- hands of police. The tragic death serve our communities. Through gating through a recession, of George Floyd mobilized peo- our services, programs, and responding to devastation caused ple of all colors, ages, and walks resources we can empower com- by weather emergencies, or help- of life to unite in protest and munities that have been forgot- ing people make sense of sense- declare that “enough is enough” ten and abandoned by social less school shootings, public as a way to ensure Mr. Floyd’s institutions. Sí se puede! PL

Advertiser Index

NIH...... 47 PLA...... inside front cover, 37, inside back cover, back cover

4 PUBLIC LIBRARIES VOLUME 59 Number 3 PLA NEWS FULL COVERAGE OF ASSOCIATION NEWS AND EVENTS AT PLA.ORG

CONGRATULATIONS PLA 2020 AWARD WINNERS! The Public Library Association extends hearty congratulations to the winners of PLA’s 2020 awards and grants (www.ala.org/pla/awards). PLA awards honor the best in public library service, innovation, and outreach. Award and grant recipients are chosen by member volunteers who serve on PLA’s award juries. Here are the winners:

The Allie Beth Martin Award funding for audio Library Director/CEO of the (https://bit.ly/3efeqHG), spon- music and video Sacramento (CA) Public Library. sored by Baker & Taylor, recog- products for the Under Sass’s leadership, the nizes a public for circulating col- library has transformed into an demonstrating a range and depth lection of the award-winning institution that Lesley Garrett, of knowledge about and selected recipi- enjoys considerable community other library ent. The 2020 coordinator trust and support. materials as well award will go to as the distin- the McCracken County (KY) Pub- The EBSCO Excellence in Rural guished ability to lic Library, which serves a county Library Service Award (https:// share that knowl- of approximately 65,000 residents bit.ly/2Y9dBKw) honors a public edge. The 2020 Beth Atwater spread across more than 250 library for exemplary service to Allie Beth Martin square miles. The library plans to a community of 10,000 or fewer Award recipient is Beth Atwater, use the award funds to build a people whose top per-capita Librar- circulating collection for its new ian, Johnson County (KS) Library. bookmobile, which will increase In addition to sharing her exten- outreach to library users. sive knowledge of feature films and adult fiction with community The Charlie Robinson Award members, Atwater runs a monthly (https://bit.ly/3hzESxK), spon- income is less than 75 percent of breakfast with fellow collection sored by Baker & Taylor, honors the national average. This year’s in the Kansas City a public library director who has $1,000 award goes to Astor metro area to discuss issues in the been a risk-taker, innovator, and County (FL) Library, which field and develop joint solutions. change agent. serves a rural community. Over This year’s Char- the past four years, the library The Baker & Taylor Entertain- lie Robinson has hosted an annual Geek Fest ment Audio Music/Video Prod- Award will be and ComicCon to build impactful uct Award (https://bit.ly/2Y- presented to relationships between library JtyWT) provides $2,500 in Rivkah Sass, Rivkah Sass patrons and local businesses.

PUBLIC LIBRARIES MAY / JUNE 2020 5 PLA NEWS

The Gordon M. Conable Award librarians new to the field by Library for its Poetry Illuminated (https://bit.ly/3e8dtAB) honors a making their attendance possible project. Through this program, public library staff member, a at critical professional develop- the library beamed poetry onto library trustee, or a public library ment events. This year’s grant sidewalk squares in downtown that has demonstrated a commit- recipients are: Mill Valley as well as outside the ment to intellectual freedom and library’s front entrance, making the Library Bill of Rights. The Q Tiffany Har- the art form more accessible and 2020 award of $1,500 is pre- kleroad, Youth sparking impromptu conversa- sented to Jonathan Newton of Services tions among city residents. Greenville (SC). Newton upheld Librarian, the decision to allow a commu- Butler Area The Romance Writers of Amer- Tiffany Harkleroad nity group to book meeting space (PA) Public ica Library Grant (https://bit.ly in the library to host a drag Library; /3d5J7NN) is designed to pro- queen story hour despite back- Q Katie Horner, vide a public library with the lash from members of the public. Head of Cir- opportunity to build or expand culation & its romance fiction collection The John Iliff Award (https:// Reference, and/or host romance fiction pro- bit.ly/2Y5ewvD) honors the life Lake Bluff gramming. The 2020 recipient, Katie Horner and accomplishments of John (IL) Public Ferguson (MO) Municipal Public Iliff, early adopter and champion Library; and Library, intends to use the $4,500 of technology in Q Crystal Sny- grant to update its romance col- public libraries. der, Assistant lection by adding books featuring This award pro- Director/ diverse protagonists like people vides a $1,000 Community of color and LGBTQ+ individu- honorarium to a Engagement als, along with titles in languages library or library Jen Gerber, Librarian, Crystal Snyder other than English. professional who Director, Oscar Grady Public Columbia (IL) has used tech- Library Public Library. The Singer Group Helping nology and inno- Communities Come Together vation as a tool to improve ser- Each will receive a $1,500 grant Award (https://bit.ly/2CbDMI5) vices to public library users. The to attend a PLA continuing edu- was launched in 2018 to recog- 2020 John Iliff Award is pre- cation event. nize a public library’s ability to sented to the Oscar Grady Public identify community needs specif- Library of Saukville (WI). The The PLA Library Innovation ically in times of crisis and divi- library created a digital media Award (https://bit.ly/3fpDhse) sion, and respond in creative and conversion lab wherein the pub- honors a public library’s innova- exemplary ways. The 2020 recip- lic can convert multiple image tive or creative community ser- ient of this $1,000 award is the formats into digital files, thus vice program. The 2020 award Flint (MI) Public Library. In allowing users to preserve family and $2,000 honorarium will go 2019, the library undertook a photographs and film. to the Mill Valley (CA) Public successful bond campaign which will provide for a totally reno- The New Leaders Travel Grant vated space for its users. The (https://bit.ly/2BaJw4q) is library has worked tirelessly to designed to enhance the profes- keep its doors open and provide sional development of public needed services to community

6 PUBLIC LIBRARIES VOLUME 59 Number 3 PLA NEWS members experiencing recent Internal Marketing to Improve erspace Who are Experiencing financial and water crises. the Organizational Climate in the Homelessness” (https://bit.ly Public Library” (https://bit.ly /3aflPDP), by Amanda Feist Public Libraries 2020 Feature /37BT2tF). (March/April 2019 issue). Article Contest (https://bit.ly Three articles /2YB2NUI). Feature-length arti- were selected for Thank You! cles submitted or the Readers’ PLA deeply appreciates the gener- published in 2019 Choice contest ous financial support of the com- were eligible to conducted via panies that sponsor its awards, Rhiannon B. Eades compete for two Facebook. many of whom have graciously cash prizes ($500 “Implementing a committed for several consecutive for the winner, Amy An Trauma-Informed Approach” years. Our 2020 award sponsors $300 for the (https://bit.ly/2KbZPiv) by include Baker & Taylor, EBSCO runner-up). The articles were Rhiannon B. Eades (September/ Information Services, Romance evaluated by members of the Pub- October 2019 issue) was selected Writers of America, and The lic Libraries Advisory Committee for the Honorable Mention Singer Group. Thanks also to the (https://bit.ly/30L7zlf ) and were award. The other two articles PLA Board of Directors, which voted on by readers through were: sponsors the Gordon M. Conable, Facebook from April 17–24, 2020. John Iliff, and PLA Library Inno- The 2020 Feature Article Con- Q “Welcome to the United vation Awards as well as the New test winner is Amy An, Instruc- States” (https://bit.ly/3bgY Leaders Travel Grants. tional Services II Librarian, Boca umI), by Linda Osuna and For more information on PLA Raton (FL) Public Library, for her Carol Reich (July/August 2019 Awards, visit www.pla.org or January/February 2019 article issue) contact the PLA office at (800) “The Mission-Informed Library: Q “Serving Patrons in Your Mak- 545-2433, ext. 5PLA. PL

PLA 2020—Ten Essential Programs

PLA 2020: Ten Essential Programs is PLA’s latest ebook publication, consisting of ten chapters highlighting educational programs that took place at the PLA 2020 Conference. Filled with instruction, advice, and knowledge from some of the pub- lic library field’s most innovative thinkers, this publication covers everything from customer service to working through transitions, library space, onboarding, civic engagement for teens, digital readers’ advisory, and more! Get more information and order today at http://bit.ly/3ccl8O2. PL

PUBLIC LIBRARIES MAY / JUNE 2020 7 R COLUMN NAMEINSIGHTS HERE New Normal? The Permanent QUESTIONSWORLD ADVICE FORYOUR DIFFICULT LIBRARY /2XeuwKb): Instagram page(https://bit.ly the following messageonher manager inConnecticut,posted colleague ErinShea,alibrary the pandemic. might bepermanentlyaffected everyone’s minds:how libraries issue we willexplore atopicon INSIGHTS 8 helping thedisenfranchised, sion (servingthecommunity, the reasons Ichosethisprofes - never bethesame?Ifeel like especially publicones, may ing torealize thatlibraries, start bummed becausethey’re Any otherlibrarians just super Recently, my goodfriendand PUBLICLIBRARIES specific question, inthis advice inresponse toa ather thanproviding Engagement, Shared Purpose, andaCulture that Can Adapt to Change 

V Stephanie iscurrently reading 28 Summersby ErinHilderbrand andRitualsfor Work: 50 Ways to Create OLUME 59 Stephanie isPrincipalandFounder, Constructive Disruption.FindheronTwitter @acornsandnuts.

N - umber 3

get challenges, there istheguilt leagues. Asidefrom obvious bud- from many publiclibrary col- loss andfrustration Ihave heard were soclearinexpressing the struck by how Erin’s feelings

After reading her post, Iwas but also . . . when will that be? but also.whenwillthatbe? the staff andthecommunity, should reopen untilit’s safefor ward. Idon’t thinklibraries parking lotstill chattingafter have peoplestanding outinthe hosting giantprograms that love beingaround peopleand wants towork from home. I I have never beenthetypewho at least notforavery longtime. happens inpersonanymore, or are notgoingtobeathingthat bridging thedigitaldivide, etc.) Stephanie Chase / by Kursat Ozenc andMargaret Hagan. - applying forhealth insurance, or access; supportinjobhunting, around computerandinternet know themost pressing needsare physical materials. Library staff are, unsurprisingly, aboutour have been hearingfrom ourpublic people. Themost vocal needswe together, andlibrary staff asbook think oflibraries andbooks perate needof our help. most vulnerable are still indes- and return books whilethose who cannotwait topickupholds ing withaneagerlibrary base duties; andthepressure ofcop different workflow andsetof finding new ways tomanagea happened); thedauntingtaskof furlough staff (ifithasn’t already and sadnessofhaving tolay offor Our communitiesreflexively

[email protected]

- The Permanent New Normal? / Insights unemployment; providing con- have ever done telephone refer- for change, because the pandemic nection; and, of course, complet- ence know might be the most has done this for us. I guarantee ing the 2020 Census. I have important), such as Anythink’s each of you have staff or col- worked in public libraries for (CO) Connect line (https://bit.ly leagues who are ready to make more than twenty years, and /2LHToV9). We have all read arti- substantive and structural throughout my career I can confi- cles about libraries helping staff change; just as you may have dently say libraries have not been homeless shelters, supporting been contemplating making per- just about books for quite some food bank services, working as sonal changes driven by this pan- time—they have been about peo- contact tracers, and more. This is demic, your organization can ple. Ask yourself: Are your “people the time for library workers to re-emerge as something new, person” staff members on teams step up and bring that deeply with you and your colleagues right now, leading and developing ingrained dedication to equity driving that change. You may projects answering the needs and access whenever possible, emerge as a new person, with present in your community? and through partnerships, collab- new habits, following the time In many communities, public orations, and daily work we may spent at home; you may not want libraries are at the forefront of have never considered before. to give up the quick walks you equity work, participating in and Recently, I was recording a take every day or go back to com- sometimes leading the work. His- webinar for Strategic Government muting, and perhaps you’ve real- torically, public libraries have not Resources (SGR) for its Servant ized you’ve been given an oppor- always done this equity work Leader’s Resource Library (www tunity to engage more honestly well, and we all have much to .governmentresource.com). I and authentically with your col- learn, but library staff are think- chose to focus on a few of the leagues than in the past. ing about equity, diversity, inclu- major methodologies of change Don’t let change happen to you; sion, and social justice (EDISJ) management, a skill set we all this is an opportunity to co-create frequently and holistically. Equity need in these times. All of the with your community. By all of access has been a cornerstone best-known change management means, have a staff team dedicated of our profession for more than a models begin with some version to the essential details of opening century, and nothing might hurt of the first step in organizational safely, but also have a staff team more with all the changes hap- psychologist Kurt Lewin’s 1947 dedicated to reaching out to your pening in our communities than change process, “unfreezing.”1 preexisting partnerships and in the knowledge that we are even This step recognizes that there is developing new relationships with more poorly serving those most in the need for change. Subsequent the organizations and individuals need of our services. Now is truly research in change management, emerging in your community who a time for public libraries to think particularly by Harvard’s John are responding to needs. Make a about new ways to reach to the Kotter (likewise well-known for commitment to put aside, in some under-resourced in our commu- his eight-step change manage- way, the million little fires of the nities. It can be as simple as rec- ment model), shows most change moment, and allow your organiza- ognizing, and acting, on the bonds efforts fail at this first step: in tion the time to think deeply. Who community members have with recognizing the need for change, can you collaborate with? What’s the library, such as checking in by understanding the urgency of the resonating with your community? phone with our seniors, as the change, and taking actionable Now more than ever is the right Fort Worth (TX) Library has done (never mind successful) steps time to collaborate across your (https://bit.ly/2ZnsTN4), or towards that change.2 organization, your community, emphasizing staff are truly there Now is the time to be bold; and all staff positions. You must to listen (a principle all of us who there is no question of the need welcome staff experience from all

PUBLIC LIBRARIES MAY / JUNE 2020 9 Insights / The Permanent New Normal?

levels to contribute to shaping the quick primer on scenario plan- new job, created by the pan- future, and you must deliberately ning from someone who under- demic, that you would not have and thoughtfully reach out to stands local government and applied to—on top of the massive representatives or representative libraries, I highly recommend changes happening to your orga- groups of those under-resourced Matt Finch’s Engaging Local nization and your community. in your community to support and Government Leaders (ELGL) Take the time to grieve your loss, co-create. Overwhelmed by this podcast from 2019 on this topic and then commit to finding a idea? The nonprofit OF/FOR/BY (https://bit.ly/2ZnCNhp), and the new way to serve your commu- ALL (www.ofbyforall.org) has one-hour webinar he did for the nity, new methods of outreach, a some great resources and tool kits group in 2020 (https://mechanical new awareness of the inequities for community engagement. dolphin.com/blog). of your community. Take advan- Do not miss the opportunity to tage of the thinking time you explore what can be done, and to Conclusion certainly have more of it than take a forward-thinking approach. I also want to remind everyone you ever did when your library Libraries have certainly been to take a moment to breathe, was fully open to the public, and creative during this time, but do and recognize we are all going commit to use your time differ- not mistake creativity for innova- through another fundamental ently. Let’s work together to tion. If your organization has aspect of change: grieving for make something new. PL never engaged in scenario plan- what was lost. It is deliberate ning, it is an excellent opportu- that Elisabeth Kübler-Ross’ five References nity to do so. In scenario plan- stages of grief (first described in ning, we are asked to engage her 1969 book On Death and 1. Kurt Lewin, “Frontiers in Group deeply with a multitude of differ- Dying) is included in most over- Dynamics: Concept, Method and Reality ent possibilities in order to re- views of change management in Social Science; Social Equilibria and move our biases and open us to models. William Bridges high- Social Change,” Human Relations 1, no. 1 the opportunities we may not lights the importance of recog- (1947), https://doi.org/10.1177%2F00187 have otherwise thought of. As nizing this time of grief in a work 2674700100103. MIT Sloan School of Manage- setting in his books, Transitions: 2. John P. Kotter, “Leading Change: Why ment stated in a 1995 article, “By Making Sense Of Life’s Changes Transformation Efforts Fail,”Harvard identifying basic trends and (1980) and Managing Transi- Business Review, May–June 1995, uncertainties, a manager can con- tions: Making The Most Of https://hbr.org/1995/05/leading-change struct a series of scenarios that Change (1991). -why-transformation-efforts-fail-2. will help to compensate for the Television writer Jenny Jaffe 3. Paul J. H. Schoemaker, “Scenario Plan- usual errors in decision-making— tweeted on April 3: “You’re only ning: A Tool for Strategic Thinking,” overconfidence and tunnel vision. being unproductive by the stan- MIT Sloan Management Review, Janu- Managers who can expand their dards of the world that we lived ary 15, 1995, https://sloanreview.mit imaginations to see a wider range in a month ago, and that world is .edu/article/scenario-planning-a-tool of possible futures will be much gone.”4 What you loved about -for-strategic-thinking. better positioned to take advan- your job or your work may have 4. Jenny Jaffe, Twitter, April 3, 2020, tage of the unexpected opportuni- changed overnight; you may cur- https://twitter.com/jennyjaffe/status ties that will come along.”3 For a rently be struggling to adapt to a /1246122308852256769.

10 PUBLIC LIBRARIES VOLUME 59 Number 3 ON MY MIND ON MY MIND TOPICAL COMMENTARY ON ISSUES OF INTEREST TO THE PUBLIC LIBRARY WORLD

A Brave New World for Libraries Hannah Stewart-Freeman / [email protected]

Hannah is Assistant Director at Billings (MT) Public Library.  Hannah is currently reading The Grace Year by Kim Liggett.

s I walk through the Bill- echo from the circulation desk as and creature comforts. ings (MT) Public Library materials are checked out. The I think about how libraries A(BPL) in the dark, my occasional giggle drifts from the have continued to serve. Some presence triggers a motion sensor children’s area. libraries started a curbside light to flicker on. I’m not only Now, the quiet in many librar- pickup system immediately. the first one in the building this ies is sterile. There is no living Some, like BPL, transformed morning, I’m the only one that hum that makes the walls breathe overnight into daycare centers will walk out onto the main floor as the buildings and their staffs that protect the children of essen- today. We all know the outdated provide much needed services to tial healthcare staff while they cliché that libraries are supposed their communities. work to ensure the safety of the to be quiet. Still, even the strictest In the quiet dark, I reflect on vulnerable populations in our libraries have a hum during open- how we got here. A virus. A dec- towns and cities. We have pulled ing hours. Keyboard keys click laration of emergency. A shelter- together online, providing virtual as patrons use the computer lab. at-home order. A slew of safety programming to inform and Newspaper pages turn. Whispers precautions that meant shutting entertain our patrons at home. float out from the stacks. Beeps the doors to many of our routines I also consider how we have

This space is for opinions and we welcome yours. Your submission must relate to the public library world and be exclusive and original. Maximum length 750 words. Contact PL Editor Kathleen Hughes at [email protected] for consideration of publication.

PUBLIC LIBRARIES MAY / JUNE 2020 11 On My Mind / A Brave New World for Libraries

worked to help those who called to stymie the transmission of the support our employees and our the library a part-time home. We smallpox virus it probably felt a patrons? How do we discover had to figure out how to reach lot like the current COVID-19 best practices to better fit a them after they were sent adrift crisis. To those who had to go world that experienced a dra- by the shutdown, but it took lon- home, to stop working, or those matic transformation? This brave ger than it should have because who lost their jobs, it probably new world may be the “new nor- we were all floating together in a felt like the end of days. But now, mal,” but it cannot take away the sea of constant change. 115 years later, we don’t remem- foundations and values upon The hardest thing aside from ber it. It may be too much to which we built our libraries. being closed is figuring out what hope that the current pandemic As the sun rises through the comes next. How do we help fades into oblivion, and nor eastern windows and splashes people when we can’t reach them should it if we are to prepare and light across the service desks and through the old ways? What ser- protect ourselves from future rows of books, I can’t help feeling vices can we provide when close occurrences. However, the arti- proud and hopeful. No matter contact is forbidden? How do we cle does show us that things how this all shakes out, the point survive until there is a vaccine? change, memories fade, we find is that libraries will continue to A BPL librarian recently found ourselves again, and we keep serve in whatever capacity is an article that mentioned the moving forward in spite of, and needed. It’s what we do. We meet library shutting down during a indeed because of, hardships and new needs. We thrive on change. smallpox epidemic that occurred tragedies. We consider it our sacred duty in 1905. Oddly, this article gave I would encourage all library and honor to evolve with the me more hope than anything I staff to think far into the future. times and circumstances to serve had yet read. When BPL closed How can we use this event to our public. We remain a point of its doors for two months in 1905 better serve? What can we do to light in the darkness. PL

Library Space-Planning Guide

Library Space Planning: A PLA Guide (PLA, 2019) is a publication for library professionals to successfully analyze, plan, and evaluate library spaces. It was authored by branding expert David Vinjamuri, facilitator of PLA’s Regional Workshop on Space Planning for Libraries. The guide is available for purchase in print and ebook formats. Visit www.alastore .ala.org/content/library-space-planning-pla-guide for more details or to purchase a copy. PL

12 PUBLIC LIBRARIES VOLUME 59 Number 3 EDISJ MATTERS EDISJ MATTERS AUTHORED BY PLA’S TASK FORCE ON EQUITY, DIVERSITY, INCLUSION, AND SOCIAL JUSTICE

Connecting through COVID-19 Response

Katie Dover-Taylor / [email protected] Katie is Librarian, William P. Faust Public Library of Westland (MI).  Katie is currently reading Beloved by Toni Morrison.

Sarah Lawton / [email protected] Sarah is Neighborhood Library Supervisor, Madison (WI) Public Library.  Sarah is currently listening to The City We Became by N. K. Jemisin.

Christina Fuller-Gregory / [email protected] Christina is Assistant Director of Library Services, South Carolina Governor’s School for the Arts and Humanities.  Christina is currently reading Hood Feminism: Notes from the Women That a Movement Forgot by Mikki Kendall.

e are in a profoundly signing our libraries during this Mia Henry, founder of Free- uncertain time, when crisis, to focus explicitly on sys- dom Lifted (www.freedomlifted. W public librarians are temic racism and other forms of com) and lead facilitator of PLA’s rethinking our work in the midst oppression and to put equity first. Equity Starts With Us symposia, of a global pandemic and rap- Libraries have an opportunity suggests that there are three nec- idly changing social conditions. to nurture and support collective essary ingredients for meaningful Many of us are afraid of what this power by proactively thinking of anti-oppression work: self-aware- upheaval will mean for ourselves, how can we work alongside our ness, organizing tools, and cour- our families, our communities, communities during this crisis. age. The following resources are and our libraries. As members How can we develop our capac- recommended to assist you in of PLA’s Task Force on Equity, ity for resistance against policies building capacity to advance Diversity, Inclusion, and Social that harm our communities and racial equity and social justice in Justice (EDISJ), we believe that show solidarity with those who your library and community. times of great instability are also are most vulnerable? How can times of great possibility—we we amplify, support, and sustain Mobilizing Remotely have the opportunity, in rede- local mutual aid efforts? The impact of the COVID-19

PUBLIC LIBRARIES MAY / JUNE 2020 13 EDISJ MATTERS / Connecting through COVID-19 Response

pandemic is not spread evenly racepowerofanillusion.org/ libraries across the country have across communities. Many about) been using a racial equity lens to library workers are struggling Q Ibram X. Kendi on How to Be develop programs and services, with layoffs and furloughs and An Anti-Racist (Othering & connect with the GARE (Govern- research shows that telecommut- Belonging Institute) (https:// ment Alliance on Race & Equity) ing is less viable for communities belonging.berkeley.edu/video- at www.racialequityalliance.org. of color and those in the lowest ibram-x-kendi) GARE members have collabo- paid positions. For library staff Q My Grandmother’s Hands: rated to publish the open-access members who do have the ability Racialized Trauma and the COVID-19 Racial Equity Rapid to continue working while librar- Pathway to Mending Our Response: Guidebook For Govern- ies are closed, we want to offer Hearts and Bodies by Resmaa ment (https://bit.ly/3d7fsnH). some resources to familiarize Menakem (Central Recovery yourself with EDISJ concepts. Press, 2017). Mapping Our Digital Future Q So You Want to Talk About Because of the disparate impacts Building Your Foundation: Race by Ijeoma Oluo (Seal of moving to online-only services EDISJ 101 Press, 2018) in digitally divided communities, Q Understanding Power, Iden- Q Targeted Universalism: Policy we suggest connecting with digi- tity, and Oppression in the and Practice (Othering & tal equity advocacy organizations. Public Library (PLA) (https:// Belonging Institute) (https:// Learn about the work of the bit.ly/2yI1kmD) belonging.berkeley.edu/target- National Digital Inclusion Alli- Q Advancing Racial Equity in eduniversalism) ance, which supports home Your Library (PLA and GARE) broadband access, public broad- (https://bit.ly/2LcDC4y) Reimagining Services band access, personal devices, and Q Doing the Work Externally and For those redesigning library local technology training and Internally: Race, Equity, Diver- services, we recommend digging support programs. Consider the sity and Inclusion (WebJunc- into racial equity resources and model of the Equitable Internet tion) (https://bit.ly/2YKtsjv) tools. Public institutions have Initiative in Detroit, which helps Q Project READY: Reimagining been key drivers in perpetuating improve web access by training Equity and Access for Diverse the racial disparities that are evi- community members to become Youth (UNC SILS/IMLS) denced by the disproportionate digital stewards and helping (http://ready.web.unc.edu) impact of COVID-19 on commu- neighborhoods to develop and Q Augusta Baker Diversity Lec- nities of color. Library leaders can govern their own Wi-Fi networks. ture Series (Dr. Nicole Cooke, build equity into service design by USC SLIS) (https://bit.ly/2W pausing to ask questions such as: Recover and Reconnect BCGMt) Most importantly, we want to Q Dr. Eddie Moore: 21 Day Q Who benefits from the ser- acknowledge how deeply chal- Racial Equity Habit (America vice? Who may be burdened? lenging these uncertain times are & Moore) (www.eddiemoorejr. Q Will this service meet the for many of us. For those dealing com/21daychallenge) needs of communities most with unstable jobs and uncertain Q Learn about Civil Rights from impacted by COVID-19? funding, you are not alone. The Home (Mia Henry, Freedom Q How does the service contrib- scale of this crisis is unprece- Lifted) (https://bit.ly/2YXo ute to building a just, equita- dented and will require new OPx) ble, and sustainable future? responses from governments and Q Race: The Power of an Illusion communities. Take care of your- (California Newsreel) (www. To learn more about how self, rest, and connect with oth-

14 PUBLIC LIBRARIES VOLUME 59 Number 3 Connecting through COVID-19 Response / EDISJ MATTERS

ers in ways that sustain your Guidebook for Government (GARE) This health and creativity. resource is a living document that is reLATED RESOURCE When we get through this being developed through a collaborative Library workers are difficult time, we will have the process that is open to anyone. The among the millions facing opportunity to rebuild our librar- Guidebook is updated as members of the unemployment or reduced ies alongside our communities. GARE network and others continue to income as organizations attempt to adapt to stay- We have the opportunity to share resources and develop tools. at-home orders and social reconnect with the values that https://bit.ly/2LdwzZy distancing guidelines. brought us to library work, by Q COVID resources that take race seriously The Protect Library asking ourselves: What’s my (Embrace Race) (www.embracerace.org/ Workers campaign (www. library’s “equity moonshot”? If resources/resources) libraryworkers.net) grew there was one big equity goal you Q Addressing COVID-19 with a Racial out of the effort to organize could work towards that would Equity Lens (Racial Equity Tools) advocacy resources for make your community more (https://bit.ly/2xKTPL8) libraries to close during this resilient to crises like this in the Q Ten Equity Implications Of the Corona- public health crisis. future, what would you choose? virus COVID-19 Outbreak in the United What’s something that seems States (https://bit.ly/3bibKGE) impossible but could truly improve conditions for the most On Organizing Digital Equity & Justice vulnerable members of your com- Q From Deepa Iyer: “Solidarity is This!” Q Equitable Internet Initiative (Detroit munity? Why not go for it now? PL podcast and Mapping Our Roles in a Community Technology Project) Social Change Ecosystem (https:// (https://bit.ly/2WCwYtH) Further Resources bit.ly/3bk4RVo) Q National Digital Inclusion Alliance

Q Pandemic is a Portal by Arundhati Roy (www.digitalinclusion.org) COVID-19 Specific Resources (https://on.ft.com/2WgZYrK) Q Applying a Racial Equity Lens to Digital and Tools Q Close the libraries/protect library work- Literacy (National Skills Coalition)

Q COVID-19 Racial Equity Response: ers (http://libraryworkers.net) (https://bit.ly/3ciyxn1)

Upcoming PL Issues Will Be Digital

In order to be more accessible, responsive, and sustainable, Public Libraries magazine is going digital for the July/August 2020 and September/October 2020 issues. Instead of a printed issue delivered by mail, PLA will email an easy-to-access digital flipbook and PDF version. Please take advantage of this opportunity to make sure that PLA has permission to email to you. Check your communication prefer- ences in your ALA member profile and contact [email protected] if you have not been receiving emails from PLA. PL

PUBLIC LIBRARIES MAY / JUNE 2020 15 I BEST PRACTICES to Experiences ing equipment, airqualitymon- patrons cancheckoutgarden- From ‘lendinglibraries’ where faced by librarians everywhere. idly changingtimesisachallenge notes, “Keeping upwiththerap ties. AstheGreenfield Recorder ing needsoftheircommuni- board gamesto continuemeet as tools, kitchen appliances, and lating collectionsofthings, such adapting tothistrend by circu- and experiencing. tunities forsharing, creating, for learning,” through oppor materials to“all-in-one spaces books andphysical informational dicts ashiftinrelevance from “all aboutexperience.” Shepre future ofpubliclibraries asbeing Museum andPark Passes Increasing Access LIBRARY CHALLENGES WORLD NEW SOLUTIONS ANDBETTER FOR BEST PRACTICES 16 Gretchen Kaserenvisions the article from October2016, Librariesn aPublic Online  PUBLICLIBRARIES Krista iscurrently reading The Wisdom ofSundays: Life-Changing Insights from SuperSoul Conversations

1 Libraries are V OLUME 59 Krista isSupervisingLibrarian, Programming andEservices, Fresno County (CA) PublicLibrary.

- N umber - - - 3

communities.” ideas tomeettheneedsoftheir up withsomepretty creative museum passes, libraries come itors andkilowatt meterstofree beyond theirlibrary walls. nities withenrichingexperiences country are connecting commu- public libraries throughout the and museumsisanotherway that to, andawareness of, localparks borhood identity. and libraries tostrengthen neigh- in partnershipsbetween parks for theFuture, soughtanincrease Executive Director ofLibraries Back in2008, DianthaD. Schull, Nature Backpacks experiences provided by a part culating backpacksforoutdoor Nature Explorer Program ofcir example ofsuchaventure isthe 2 Increasing access 3 Onerecent - Krista Riggs / - in thepothole inanother.” neighborhood ormicroorganisms flowers onthe vacant lotinone might bemultiplespeciesof wild nature iseverywhere. There wanted kidstounderstand that at someofourlibraries. We lack ofapresent adultisabarrier children: “Transportation and backpacks asaccessibletoall vices Coordinator, describesthe Carrie Lane, ACLA’s Youth Ser receive acertificateandprize. out ofthefive themed packs and familiesthatcompletefour ing thenatural world. tools, andresources fordiscover Backpacks includefieldguides, ern Pennsylvania Conservancy. Allegheny LandTrust, andWest (ACLA), Allegheny CountyParks, County (PA) Library Association nership between Allegheny by Oprah Winfrey. [email protected]

4 Children 5 - - - - Increasing Access to Experiences / Best Practices

Colorado Parks and Wildlife Stride, a partnership with the (PPLD) in Colorado rolled out an partners with the Colorado State National Park Service, the Golden online museum pass program in Library to offer a similar pro- Gate National Parks Conservancy, March 2020 through Plymouth gram statewide. Library card- the San Francisco Public Library, Rocket, Inc.’s TixKeeper plat- holders can check out a backpack Marin County Free Library, and form. Elyse Jones, PPLD’s Com- from their local branch that the San Rafael Library, offers munity Partnership Coordinator includes a pass for free entry to ranger talks in libraries plus notes, “PPLD recently concluded any Colorado State Park for up to free shuttle service from library a county wide community needs seven days, along with tools and branches to national park sites assessment, and the results of resources to aid exploration. while school is out in the Bay that showed that a program such Park brochures are available in Area.10 as this would fill a need to better both English and Spanish. connect people to the community Patrons are encouraged to take Museum Passes and allow for them to have more photos and share them on social Davis writes that, “Museum Pass hands on experiences.”14 The media by using the hashtag —or City Pass—programs are the option for patrons to print passes #CheckOutColorado.6 quintessential example of librari- from home is preferred in all As Jeffrey Davis writes, librar- ans improving the public’s access fifteen PPLD library locations ies shouldn’t hesitate to reflect, to local resources.”11 He notes and mobile services, with a grow- evaluate, and adjust pilot pro- that museum pass programs are ing trend of patrons accessing grams to offer the best experi- not new, with the Boston Public resources online. The library ences for both patrons and staff. Library being an early example purchased annual memberships He notes that a test period for stemming from 1995.12 What has to attractions with agreement to the Colorado Parks project changed, however, is a switch to extend use to the community. uncovered that too many small online access through databases Jones emphasizes that this ave- items in backpacks made to increase access and relevancy nue is much more practical than check-in difficult for staff: “The for patrons, while reducing purchasing individual passes for libraries pooled their experi- impact on staff by freeing them circulation and allows the pro- ences and pared the selection to from related circulation duties gram to be more sustainable. She include binoculars, a wildlife and fines for physical passes. As notes that partner organizations viewing guide, a tree and wild- Susan Kantor-Horning and Paula are typically eager to work within flower identification guide, a MacKinnon write, “Traditionally, the library’s budget.15 park brochure, and a suggested libraries that circulate museum More than fifty libraries activities list.”7 He also notes that passes make them available to throughout California subscribe variation in circulation processes their patrons on a first-come, to Discover & Go, a database that among participating libraries first-served basis in physical offers free and discounted passes allows the best fit for each com- library locations. Passes must be to museums and attractions to munity, such as whether holds picked up at the library and library cardholders. The Contra are permitted on backpacks in returned to the library on time in Costa County Library worked various library systems.8 order for the next patron to be with developer Quipu Group to Libraries find other creative able to pick up their pass. This create Discover & Go in 2011, with ways to partner with area parks method leads to inequities in funding from a Bay Area Library as well. The San Antonio Public service and cuts down on the and Informational System Library offers LibGuides for number of visits that the library (BALIS) grant.16 The database local, state, and national parks and museums can offer.”13 authenticates users through each throughout Texas.9 Summer Pikes Peak Library District participating library’s ILS, allow-

PUBLIC LIBRARIES MAY / JUNE 2020 17 Best Practices / Increasing Access to Experiences

ing limitations based on age and passes through the Equipment number of passes and blackout Booking feature. The Tiverton dates during busy times. Venues (RI) Public Library uses LibCal to FURTHER READING Patricia Leigh Brown, “These can also limit passes to specific offer museum passes to cardhold- Public Libraries are for Snow- zip codes. Libraries and partner ers through a combination of shoes and Ukeleles,” New York organizations also receive access automation and physical passes. Times, September 14, 2015, to usage statistics and reports. As According to Library Director www.nytimes.com/2015/09 Davis notes of participating ven- Catherine Damiani, passes are /15/us/these-public-libraries ues, “They could plan to reach purchased by the Friends of -are-for-snowshoes-and target populations by allocating Tiverton Libraries. The library -ukuleles.html. tickets in a particular way. It was has a public computer designated Jeffrey T. Davis, The Collec- the reporting that let them see for reserving passes and a bro- tion All Around: Sharing Our that the system was working. The chure listing attractions and Cities, Towns, and Natural 18 reports satisfied their funding and details. Patrons reserve the pass Places (Chicago: ALA budgeting requirements and online, then pick it up at the Editions, 2017). informed their planning.”17 Ven- library either the day before or ues can choose from accepting day of its intended use. The pass Denice Rovira Hazlett, “Easy Pass: Product Spotlight,” mobile or printed passes, or both, is due back to the library the day Library Journal, February 16, and whether to require matching after its scheduled use, and a $2 2017, www.libraryjournal.com photo identification to reduce per day fine is assessed if the pass /?detailStory=easy-pass-product 19 abuse of the system. is overdue. -spotlight. LibraryInsights’ mp.insights is San Diego’s Museum Month another platform that libraries offers an additional model for from New England to Washington increasing awareness of local state use to automate manage- attractions. In its thirty-first year, ment of museum passes. The the partnership between the San Conclusion database is searchable by attrac- Diego Museum Council (SDMC), The American Library Associa- tion, date, and location. As with Hilton, Macy’s, and local libraries tion’s Center for the Future of Discover & Go, user information offers half-priced admission Libraries lists “experiential is authenticated through the passes for up to four people to retail” as an emerging trend, library’s ILS, and limits can be set over forty museums and attrac- stating that as retail stores and based on age, amount of fines, tions during the month of Febru- malls tend to focus more on cre- residency, and so on. Seattle Pub- ary. As SDMC’s board president ating experiences to attract cus- lic Library uses the platform to Rebecca Handelsman explains, tomers, libraries will likely fol- offer passes to fifteen venues in while summer and spring break low suit.21 Dan Bolles et. al. quote the community. Their program are busy times for area attrac- Susan Orlean’s The Library Book requires users to print the pass tions, visits can dwindle in Febru- in stating, “a library is as much a and show matching photo identi- ary: “It’s a great opportunity to portal as it is a place—it is a tran- fication at the attraction. Patrons celebrate the museums and drive sit point, a passage.”22 Public can reserve one pass per week traffic during an otherwise slow libraries throughout the country with their library card, and passes month.”20 In addition to Museum are finding innovative ways to to specific attractions are avail- Month, many San Diego-area connect communities with local able once every thirty days. libraries also offer select museum parks, museums, and attractions SpringShare’s LibCal also passes and nature backpacks year- to increase access and awareness enables circulation of museum round. of local, enriching experiences. PL

18 PUBLIC LIBRARIES VOLUME 59 Number 3 Increasing Access to Experiences / Best Practices

References Natural Places (Chicago: ALA Editions, author, March 5, 2020. 2017), 26. 19. “Reserve a Museum Pass: Save Money 1. Gretchen Kaser, “The Future of the 8. Davis, The Collection All Around. While Visiting Local Museums,” Tiver- Library is Coming, and It’s All About 9. “Parks LibGuide,” San Antonio Public ton Public Library, https://tivertonli- Experience,” Public Libraries Online, Library, https://guides.mysapl.org brary.org/museum-passes. October 10, 2016, http://publiclibraries /parks. 20. Christina Fuoco-Karasinski, “Celebrat- online.org/2016/10/the-library-of-the 10. “Public Libraries to Public Lands,” ing Diversity: San Diego Museum -future-is-coming-and-its-all-about National Park Service, www.nps.gov Month gives patrons a discount on fun,” -experience. /goga/mylibrary.htm. San Diego City Beat, February 22, 2020, 2. “Editorial: Keeping Libraries Relevant,” 11. Davis, The Collection All Around, 17. www.sdcitybeat.com/culture/features Greenfield Recorder, February 25, 2020, 12. Davis, The Collection All Around, 17. /celebrating-diversity-san-diego-museum www.recorder.com/Keeping-libraries 13. Susan Kantor-Horning and Paula -month-gives-patrons-a-discount/article -relevant-32745328. MacKinnon, “California Libraries _b3eb389c-4f82-11ea-844e-e3a9cc89b 3. Diantha D. Schull, “Parks and Libraries Transform Access to Cultural Venues,” 0d8.html. in Partnership,” Project for Public California Library Association, August 21. “Experiential Retail,” American Library Spaces, December 31, 2008, www.pps 27, 2012, www.cla-net.org/page/460. Association, March 19, 2018, www.ala .org/article/schull. 14. Kantor-Horning and MacKinnon, .org/tools/future/trends/experiential 4. Carrie Lane, personal interview with “California Libraries Transform Access retail. the author, October 21, 2019. to Cultural Venues.” 22. Dan Bolles et al., “Public Libraries 5. Lane, personal interview.. 15. Elyse Jones, personal interview with Adapt to the 21st Century . . . and 6. “Check Out a Pass and Backpack at the author, February 27, 2020. Uphold Democracy,” Seven Days, Febru- Colorado Libraries,” Colorado Parks and 16. Kantor-Horning and MacKinnon, ary 19, 2020, www.sevendaysvt.com Wildlife, https://cpw.state.co.us/library “California Libraries Transform Access /vermont/public-libraries-adapt-to-the backpack. to Cultural Venues.” -21st-century-and-uphold-democracy 7. Jeffrey T. Davis,The Collection All 17. Davis, The Collection All Around, 26. /Content?oid=29690688. Around: Sharing Our Cities, Towns, and 18. Catherine Damiani, interview with the

Join the Conversation!

Now, more than ever, public library staff are looking to connect, share, and learn from one another. PLA’s online communities on ALA Connect are a great opportunity to collaborate with your peers. Take advantage of your membership by posting to the PLA Member Community or joining an interest group! (ALA login required.) Also, with many libraries closed, you may not have received your mailed copy of the last Public Libraries magazine, but don’t worry—PDF versions of each issue are posted in the PLA Member Community library. Visit https://bit.ly/2BDpCPK for more information. PL

PUBLIC LIBRARIES MAY / JUNE 2020 19 THE WIRED LIBRARY COVERS PUBLIC LIBRARY TECH, TOOLS, TIPS, AND TRENDS

Assessing Virtual Programs Nick Tanzi / [email protected] THE WIRED LIBRARY

Nick is Assistant Director of the South Huntington Public Library in Huntington Station (NY) and coauthor of Best Technologies for Public Libraries: Policies, Programs, and Services (ABC-CLIO, 2020).  Nick is currently reading The Well of Ascension by Brandon Sanderson.

ith libraries currently tual setting, things are not nearly ees are even your patrons? practicing social dis- as straightforward. Virtual pro- When programming in a vir- Wtancing in the face of grams can be prerecorded, and tual environment, your audience COVID-19, many organizations live events are often archived, may be scattered across multiple have begun experimenting with leaving users to engage with platforms. These include social virtual programming. As these them over time. When then does media sites like Facebook and offerings become increasingly a program begin and end? In YouTube, as well as video confer- commonplace and represent a addition to active programs, encing software, and the library’s growing portion of our time and many libraries are turning to own website. This can complicate budget, it is essential that we passive virtual programming your attempts to collect data, but appropriately evaluate them. which may be even more open- the challenges don’t end there! This is easier said than done. ended in nature! Different platforms measure The internet famously (or engagement using different met- Virtual Programs Present infamously) grants a degree of rics, making an apples to apples Unique Challenges anonymity to users. While pri- comparison seem impossible! to Assessment vacy is a core value of the library, Consider a simple attempt to In a traditional setting, program here it can frustrate efforts to count the number of video views attendees simply present them- understand who is attending to determine program atten- selves at your event and are your virtual events. How many dance. On Facebook, someone checked in by a library employee. viewers are behind a single who watches a video for three In this scenario, the act of being device or social media account? seconds is counted as a view.1 present during your program Beyond hard numbers, how can Facebook also measures peak qualifies as attendance. In a vir- you determine if virtual attend- viewership on livestreams and Assessing Virtual Programs / The Wired Library video premieres. On YouTube, a tration requirement, allowing a program. These comments can person must watch a video for you to exercise a degree of con- indicate whether attendees liked thirty seconds before a view is trol over attendees. For example, or disliked a program, and may recorded.2 This means that even you can check your attendance offer constructive criticism that when two platforms collect the list to ensure that cardholders can prove invaluable as libraries same types of data, they still may only are attending, if desired. make increased forays into vir- record it differently! Registration can also take place tual programming. Intellectual property concerns via your library’s normal pro- While comments are best used may not seem pertinent in a dis- gram registration system, with to assess the quality of a program, cussion of program assessment, registrants receiving their invita- they can provide some insight but they can absolutely impact tion to a virtual meeting or webi- into the number of attendees. your ability to collect data. Pub- nar via email. For example, on a storytime con- lishers, for example, have issued Another practical approach to ducted over Facebook Live, a guidelines concerning the use of determining audience size is a librarian might ask parents to their books in virtual story times. simple view count. If you are indicate who is watching in the While there is a healthy debate prioritizing your “live” audience, comments so that they might regarding what constitutes fair both Facebook and YouTube greet them. Aside from allowing use, many libraries are navigating analytics will provide you with you to personalize the event, it can these waters by not recording your peak live audience size; be used to more accurately gage these events, or by deleting them that is, the largest number of the size of your live audience; after a set period of time. Either people simultaneously viewing particularly if multiple people of these methods can complicate your event.3 For prerecorded or were viewing on a single account. your ability to compile statistics. archived events, Facebook’s video When attempting to assess Beyond in-house storytimes, insights can provide you with the passive programming, it can be outside performers may also number of one-minute views, helpful to collect and record dictate terms on recording their which is a much better indicator patron submissions. For example, programs, and virtual events may of an engaged participant than a consider a virtual Lego club. The take place over web platforms three- or thirty-second view. library would post a challenge that they control—limiting your Reactions, shares, and com- online (build the tallest tower), access to data. ments are commonly recorded and patrons would participate by social media analytics. These sending the library photos of their Collecting and Interpreting types of engagements can be use- creation. For passive program- Data ful in determining the quality of ming, a patron submission is akin There are many types of data you your virtual programming. On to attendance. Using social media can collect and interpret in order Facebook, the classic six reac- posts, Google Forms, texts, com- to assess the performance of tions (like, love, ha-ha, wow, sad, ments, emails, and other means of your virtual programming. With angry) serve as a simple polling communication, your patrons can regards to programs occurring tool on a library’s virtual pro- participate by providing their over video conferencing soft- gram. YouTube’s “like/dislike” work to you, while at the same ware, the number of attendees feedback provides an even sim- time, granting you a means of is explicitly recorded and is an pler snap poll. Similarly, Face- documenting attendance! This accurate measure of your pro- book comments can provide you manner of assessment works well gram attendance. Also, software with instantaneous feedback, for programs as varied as digital like Zoom, GoToMeeting, and much in the way you might col- scavenger hunts, online quizzes/ others can have a built-in regis- lect comment cards at the end of trivia, and virtual art clubs.

PUBLIC LIBRARIES MAY / JUNE 2020 21 The Wired Library / Assessing Virtual Programs

Developing A Strategy and staff, the first group being While the challenges to assessing your target audience (as far as virtual programming are signifi- program statistics are concerned). read more cant, they are not insurmount- Overzealous sharing by staff to “Publishers Adapt Policies To able. That said, they do require others outside of your service area Help Educators,” School Li- that you have a strategy. One of (such as professional Facebook brary Journal, March 18, 2020, the first things you will need to do groups, listservs, etc.) will www.slj.com/?detailStory before you attempt to engage in undoubtedly boost viewership, =publishers-adapt-policies-to assessment is to define what the but may thwart attempts to effec- -help-educators-coronavirus -covid19. purpose of your virtual programs tively record your cardholders’ are, and what about them you are participation. For a clearer view, Jimmy Burns, “Making Sense seeking to learn. This will allow you may wish to request that staff of Facebook Live Stats: What you to narrow your focus to the share these items only after statis- Each Metric Means,” Switcher appropriate types of data, as well tics have been collected. When Studio Blog, August 12, 2019, as your method of collection. A you do review your social media www.switcherstudio.com /blog/making-sense-of-face library that is providing virtual engagements, check the geograph- book-live-stats-what-each programs simply as a means of ical data, and exclude anything -metric-means. safely keeping staff and public that is clearly outside your service occupied as we all exercise social area. For example, a library system distancing may be more focused in New York could safely assume on measuring the quality of pro- the bulk of its traffic from Califor- you’ll be collecting, your task is to grams, and less so on recording nia is not patron driven. apply as much consistency as attendance, or even limiting that A simple technique to better possible. For example, if you’re attendance to their cardholders. limit your program attendance to Theoretically, this library would your own patrons is by tying vir- using view count to determine concern themselves more with tual programming to your program attendance, do so by social media reactions and com- library’s website and integrated measuring the same period of ments than viewership. Con- library system. List virtual pro- time. Imagine a scenario where versely, a library that views virtual grams on your library’s calendar you are running monthly program programming as a stand-in for and require registration. Pro- stats. Programs that occurred their traditional programs may grams taking place as unlisted or earlier in the month would be bet- wish to document attendance in a private YouTube videos are undis- ter positioned to amass more manner consistent with their past coverable without the library aggregate views (measured as record keeping. In this case view- providing the link to registrants. attendance), while those later in ership would be the key data to be Programs via video conferencing the month would be judged on a collected and interpreted. software can similarly be locked much smaller window! If you’re If your library is seeking to behind a private meeting ID and recording Facebook reactions to limit its measurement of program password, all provided to regis- assess the quality of program- attendance to its own patrons, you trants. While this system is hardly ming, you should also take note of may find yourself fighting social fail proof, it does go a long way to the likes and dislikes that may media’s natural role as a discovery providing you with cleaner data. appear on your YouTube page. tool. That said, there are some Once you’ve established the approaches you can take. By and intent of your virtual program- Final Thoughts large, the typical library’s social ming, the purpose of your data While creating an individualized media followers are its patrons collection, and the specific data template for assessing your

22 PUBLIC LIBRARIES VOLUME 59 Number 3 Assessing Virtual Programs / The Wired Library

library’s virtual programs may set your finite resources (time https://marketingland.com/whats-a take some time and creativity, it and money) towards repeating -video-view-on-facebook-only-3-seconds is a worthwhile endeavor. Identi- what works, avoiding what does -vs-30-at-youtube-128311. fying the success or failure of not, and making continuous 2. “How Does YouTube Count Views? It’s these programs isn’t just about improvements to virtual pro- Not as Simple as You Think!,” Filmoraio, the present, but also the future. gramming overall. PL March 27, 2018, www.filmora.io/comm With social distancing likely to unity-blog/how-does-youtube-count continue for some time it is References -views-it’s-not-as-simple-as-372.html. essential that you understand 3. Anaid Gomez-Ortigoza, “Introducing which approaches to your virtual 1. Amy Gesenhues, “What Counts as a New Metrics for Live Video,” Facebook programming are working and Video View? A Refresher on How Social Media, April 6, 2016, www.facebook which are not. Once you possess Platforms Calculate Video Ad Views,” .com/facebookmedia/blog/introducing a clear understanding, you can Marketing Land, March 29, 2019, -new-metrics-for-live-video.

a doctorate degree in 2018 and studies information PLA Webinar— sharing behaviors in informal environments. Had- Transition Planned idi coordinates community outreach requests, provides staff training, and coordinates conference In-Person Adult presentation submissions. She was part of the 2018–20 ABOS Marketing Committee. Programs to a Virtual Kristin Linscott develops community and cor- porate partnerships for Plano (TX) Public Library Environment as part of the outreach and engagement team. She applies her experience in nonprofit management Wednesday, July 22, 2020 and community outreach to building connections 1 to 2 p.m. (Central) that benefit both the library and the community. Deadline to register is 4:30 p.m. Central Linscott is a graduate of Leadership Plano and on Tuesday, July 21, 2020. currently serves as secretary of the Collin County Social Services Association. Start virtual programming for adults using Zoom! Bryce Francis is a librarian supervisor at Plano Learn about training staff to present virtually, (TX) Public Library. He holds a BA in romance integrating community partners into your virtual languages and literature from New schedule, and other strategies to transition pro- and an MLS from the University of North Texas. grams from in-house to online. In this webinar, His previous roles in libraries include coordinator community outreach specialists will cover best of adult learning and outreach/programming practices for programs, setting up accounts for librarian. His professional passions are facilitating maximum security and effectiveness (no Zoom- community-driven library services, encouraging bombing!), program selection, and shifting staff engagement, and positioning the public library as a to a virtual environment. hub for local art, music, and culture. Instructors Get more information and register at www.ala Rachel Hadidi, PhD, is the community outreach .org/pla/education/onlinelearning/webinars/ librarian for Plano (TX) Public Library. She earned transition. PL

PUBLIC LIBRARIES MAY / JUNE 2020 23 Letter from the PLA Board of Directors It seems like years ago and worlds away already that many of us were together in person with our wonderful hosts in Nashville for the PLA 2020 Conference. We continue to cherish the connections we made back in February and are inspired by the collective strength and innovation public library staff are bringing to bear in a time of fear and uncer- tainty during the COVID-19 crisis. We hope you, your families, and your teams are staying well. We are now in uncharted waters with great risk and huge needs, so we wanted to take a moment to recognize your work, thank you for your outreach to and collaboration with us in PLA, and share a few of the things we are thinking about and plan- ning in response to what we are hearing and learning together with you. These are a few of the things we are seeing and hearing, including from our recent survey (https://bit.ly/2By36Yp):

Q Desire for more peer connections and professional webinar (https://bit.ly/2US4gVx), as well as a new learning to meet evolving community needs library-field-wide survey (https://bit.ly/2zDnxml) Q Concern about protecting library staff and sustaining exploring service adjustments, reopening practices, and library budgets with a request for advocacy support financial impacts from the crisis. Q Need for information and guidance related to phased Q Introducing new programs and services, including an reopening of library buildings and in-person services initiative with Microsoft (https://bit.ly/30N8sK0) to Q Desire to communicate and amplify the value of pub- help expand internet access in rural communities lic library staff and the programs and services they during the COVID-19 crisis and launching the deliver while also prioritizing the health and safety of “Advancing Family Engagement in Public Libraries” staff and communities (https://bit.ly/30N8sK0) professional development Q Concern about digital inequity and uneven protec- series. tions and services for marginalized and underserved Q Further deepening our strategic plan commitments community members to equity, diversity, inclusion, and social justice Q Desire for futures thinking and planning related to (EDISJ) (www.ala.org/pla/initiatives/edi), advocacy, sustained library relevance and leadership and transformation by exploring how to redeploy EDISJ training content for virtual engagement, And here are a few of the things PLA is doing refreshing and adding new advocacy resources (www. and planning: ala.org/pla/advocacy) to best address current context (www.ala.org/advocacy/state-local-resources), plan- Q Amplifying and expanding free or low-cost online pro- ning new leadership training (www.ala.org/pla/leader fessional development and networking opportunities, ship) and networking to strengthen our professional including the free Public Libraries Respond to pipelines, and positioning libraries as key players in COVID-19 webinar series (https://bit.ly/2Ce4obA) community recovery efforts, including workforce and a raft of archived webinars with no-fee access development, health insurance sign-up support (www (https://bit.ly/30KG4IB). .ala.org/pla/initiatives/google), and navigating gov- Q Working with ALA, IMLS, and state libraries and ernment relief resources. chapters to collectively understand and address library and community needs, including serving on We believe local public libraries, working with others the steering committee for the IMLS-led COVID-19 in their state library agencies and state chapters, will lead Research Partnership (https://bit.ly/3fyY3WD) to local recovery efforts that balance safety, community Inform Safe Handling of Collections, Reopening Prac- needs, and library values. PLA plans to share and amplify tices for Libraries, Museums, promoting the new your work to the broadest benefit of all in public libraries, Planning for Reopening Resources webpage (https:// while also focusing on emerging needs and services so we bit.ly/3fHF0tl), coordinating with ALA’s Communica- can provide new resources for a new reality. tions and Marketing Office (www.ala.org/aboutala/ As PLA Board members, library leaders, and humans, offices/cmo) to amplify the voice of public libraries we are committed to reaching out and reaching deep to (https://to.pbs.org/3hDmPXw), and adding coverage live our core values and mission with and for all of our through Public Libraries Online (http://publiclibraries colleagues who have invested your limited time and online.org). overflowing talent with PLA. We invite you to continue Q Collaborating with others in the field (including ULC, to share your strategies, challenges, and needs with us ARSL, and COSLA) to quickly produce actionable data at www.surveymonkey.com/r/COVIDSharing. for advocacy and communications, such as the March Public Libraries Respond to COVID-19 survey (https:// Thank you, bit.ly/2zDnxml), report (https://bit.ly/2By36Yp), and PLA Board of Directors

24 PUBLIC LIBRARIES VOLUME 59 Number 3 the big idea THE BIG IDEA EXPLORES NEW THINKING ON LIBRARY LEADERSHIP TOPICS

Everything Changes: A COVID-19 Diary Kevin King / [email protected]

Kevin is Head of Community Engagement at the Kalamazoo (MI) Public Library.  Kevin is currently watching Seasons 1-6 of the television series, Community, a show he never watched when it was on the air. (Which is totally weird because it checks all his boxes.)

ay 1: The Closure vital to share what I knew. Dis- top priority. The team then Has Begun seminating information is one drafted a plan to set up an online DYesterday, the leaders of the top priorities of a leader “Ask a Librarian” service, start of the Kalamazoo (MI) Public during any crisis. My goal was virtual storytimes on Facebook Library (KPL) decided to close to become my team’s primary Live, and remove barriers that the doors due to the COVID-19 source of information and how prevent patrons from using our pandemic. The decision was it relates to KPL.1 online services. We all agreed that made based on the recommenda- it was our job to provide as many tion of state and federal govern- Day 2: Checking the Stockpile library services as possible during ment to flatten the curve and I spent half the day counting these uncertain times, without mitigate the spread of the deadly toilet paper rolls and calculating risking anyone’s health. Over the virus. Many things are still how long the current stock will past few years, KPL staff have unknown and that only height- last. I spent the rest of the day been strongly encouraged to cross ens my fear and the fears of trying to figure out why there is a the invisible boundaries that exist library staff. I decided to send an toilet paper shortage in the USA. between departments. As a result, email to my department express- staff is nimbler and more respon- ing my personal apprehension, a Day 3: Living in a Virtual sive to patrons’ online needs. sincere hope that they stay safe, World and information on how the Even though the library is closed, Day 5: Casual COVID Day library was responding to the KPL’s leadership team met to is Everyday crisis. Even though the informa- discuss ongoing strategy. After a The idea of working from home tion on COVID-19 was rapidly lengthy discussion, we determine still hasn’t sunk in yet, so I go developing and changing, it was that our online services will be a into the office. I decided not to

PUBLIC LIBRARIES MAY / JUNE 2020 25 The Big Idea / Everything Changes: A COVID-19 Diary

not stared at a screen so much since MTV’s The Real World: San Francisco marathon (Oh, that crazy Puck!). As an extrovert, I thought the transition to digital meetings would be easy. After the fifth online meeting today, my eyes were watery, my back ached, and my butt was tingly. I miss my comfy office chair with lumbar support. Discovered an article on the Psychology Today website that recommended using audio (not video) on your phone, not sched- uling meetings back-to-back, taking breaks for fresh air, and making your home office different from your living space as effective ways to limit online meeting fatigue.2 Also, not being in a room with those I am meeting with robs me of the chance to observe people’s reactions. Thus, I am

IMAGE CREDITS: Owloncloud/ADOBE STOCk (PHOT0) and tasty_cat/ADOBE STOCk (COVID-19 GRAPHIC) much more likely to misinterpret what is being said or typed in the chat window. wear my usual business casual going to do for fun. My plan is to and dressed in hiking boots, watch Tiger King on Netflix. Day 17: Meet Up! faded blue jeans, a Nada Surf After a short break, I have started band T-shirt, and a baseball cap. Day 9: Who’s Zooming Who? weekly one-on-one meetings The goal today is to start sending Today, I hosted my first online with my direct reports. These a regular email to my team. This meeting. After about four hours meetings have taken a turn from correspondence will include of working through technical being mostly about “business” to library closure status updates, issues, it was a productive forty- long discussions about our cur- words of support, and maybe a five-minute meeting. Many of rent situation. We discuss family funny YouTube video. I’m think- the attendees even remarked that health, what we are reading or ing of sending these emails three when we reopen, online meet- watching, and the fears that times a week. ings should happen more often. COVID-19 is turning into a night- I agree. Looking forward to lots mare. I made sure to stress that Day 7: TGIF of Zoom meetings during the they should also check in with Although the library has been closure. I wonder how many their direct reports, especially closed for a week now, and I am at funny backgrounds I can find? staff who live alone. As crazy as home approving payroll, it still this may sound, I am glad for the feels like the first day of the week- Day 12: Make It Stop! opportunity to get closer to my end. I wonder what everyone is No more online meetings! I have team. Is it possible that as a

26 PUBLIC LIBRARIES VOLUME 59 Number 3 Everything Changes: A COVID-19 Diary / The Big Idea result of a global pandemic my start and an end time. Have a reopen when it is over, I have relationships with staff will get rhythm.”3 It is true that, while at accomplished my goal. The year stronger? work, I certainly have a rhythm 2020 will hopefully go down in depending on the time of day. Not history as the year that public Day 19: Strange Days Indeed being there disrupts everything. libraries safely navigated their I am currently ten books ahead When the library closure first communities through rough of my goal in the Goodreads began, I thought that the freedom waters. Don’t be like the captain 2020 Reading Challenge. My would give me unbridled flexibil- of the Titanic. PL Animal Crossing island is attract- ity that would release innovation ing new animals every day. (Wel- and happiness. Instead, the lack References come Piper and Maple!) My dog of a familiar structure pushed me is used to me being around all the towards sadness and lack of pro- 1. Martin Reeves, Nikolaus Lang, and time and the cat wonders why I duction. “Ask yourself. How will I Philipp Carlsson-Szlezak, “Lead Your no longer leave the house all day. protect myself from feeling lonely Business Through the Coronavirus Shaving happens only once a or isolated and stay healthy, pro- Crisis,” Harvard Business Review, Feb- week. Is this what it felt like to ductive, and vibrant? Create that ruary 27, 2020, https://hbr.org/2020 live in Stranger Things ’ Upside for yourself,” stresses Neeley.4 /02/lead-your-business-through-the Down? Finally, has the wallpaper -coronavirus-crisis?utm_medium in the dining room always been Day 22: Ups and Downs =email&utm_source=newsletter_ yellow? Every day it seems that the daily&utm_campaign=mtod_actsubs. COVID-19 pandemic causes rip- 2. Suzanne Degges-White, “Zoom Fatigue: Day 22: What’s a Calendar? ples that change the world. What Don’t Let Video Meetings Zap Your What is a day? How do we deter- I have discovered is that to be a Energy,” Psychology Today, April 4, mine if it is the weekend? Is it 5 good leader during this crisis I 2020, www.psychologytoday.com/intl pm yet? need to connect, inform, and /blog/lifetime-connections/202004 encourage. When I connect with /zoom-fatigue-dont-let-video-meetings Day 24: Finding a Routine staff, I am both informing them -zap-your-energy. I finally discovered that a routine of the plans to move forward and 3. Tsedal Neeley, “15 Questions About is what I needed to stop spiraling encouraging them to participate Remote Work, Answered,” Harvard into a depressive state. This in the process. Humans want to Business Review, March 16, 2020, morning’s daily email from Har- do meaningful work, especially https://hbr.org/2020/03/15-questions vard Business Review was about during times of great hardship. -about-remote-work-answered?utm_ adjusting to working at home. If I continue to keep my team medium=email&utm_source=newsletter Tsedal Neeley writes, “Develop involved in the process to pro- _daily&utm_campaign=mtod_actsubs. rituals and have a disciplined way vide services during quarantine 4. Neeley, “15 Questions About Remote of managing the day. Schedule a and inspire them to craft ideas to Work, Answered.”

LIKE Public libraries on FACEBOOK @PUBLIBONLINE

PUBLIC LIBRARIES MAY / JUNE 2020 27 28 PUBLIC LIBRARIES VOLUME 59 Number 3 David Vinjamuri / [email protected] David teaches marketing to graduate students at New York University and runs ThirdWay Brand Trainers. He is the author of Library Space Planning: A PLA Guide and has been working with libraries since 2012.  David is currently reading Ducks, Newburyport by Lucy Ellmann.

Joe Huberty / [email protected] Joe is a principal architect at Engberg Anderson Architects. He has spent over thirty years designing and building libraries and other public buildings and has a passion for creating great spaces for people.  Joe is currently reading Lethal White by Robert Galbraith. Reopening Under COVID-19 A SPACE PLANNING APPROACH

Along with much of the US economy, most public libraries shut down in March. A Public Library Association (PLA) survey taken between March 24 and April 1 revealed that 98% of public library buildings in the US were closed to the public, with more than half expecting to remain shut for a month or more. Now, some of these libraries are in transition and many will be reopening within weeks. Given the health and safety risks, the task is daunting.

We will cover some of the considerations for reopening, but it is not an exhaustive list. Our approach is based on our background in merchandising, interior design, and space planning. We contacted the Occupa- tional Safety and Health Administration (OSHA), and they guided us to their website. We recommend that all librarians read OSHA publication 3990-03 2020, Guidance on Preparing Workplaces for COVID-19 (www .osha.gov/Publications/OSHA3990.pdf ), which we will discuss later. Despite advance notice and a list of specific questions, OSHA was unable to provide more specific guidance for reopening libraries during the pandemic. So please take this article for what it is: a step-by-step consideration of some of the key issues you should address when reopening a library space to the public, along with some thoughts from our specific areas of expertise in space design. Please reach out and contact us with any novel solutions or hard-won experience that you’ve accumulated along the way.

PUBLIC LIBRARIES MAY / JUNE 2020 29 FEATURE / Reopening Under COViD-19

3. Walkthrough Reopening—When libraries start to admit patrons, many will do so in a limited fashion. Proposed schemes include reservations and metering (similar to what many supermar- kets have done during COVID-19). Some libraries may initially be walkthrough rather than sit- down. 4. Sit-Down Reopening—When gathering in larger groups is deemed acceptable, some libraries may be required to open to the public in a more sub- stantial manner while others may elect to do so. Loftwall Counter Shield. Photo courtesy of Duet Resource Group. Used with permission. It’s unlikely that normal programs will return to most libraries in this time, but patrons will again read, study, and use computers in the library. THE FIVE STAGES 5. Full Reopening—For the vast majority of librar- While the vast majority of libraries remained closed ies, full reopening and a resumption of normal in early May, it is certain that they’ll reopen under a activities will only happen when a vaccine arrives variety of circumstances. A small few may reopen in or herd immunity to COVID-19 is achieved. communities where the presence of COVID-19 is Even then, we believe that some of the changes limited or undetected, and there is small evidence of to library layouts necessitated during COVID-19 will persist. community transmission of the virus. Many others will reopen in localities where the infection rate has CONSIDERATIONS FOR REOPENING declined dramatically from its peak, and the rate of Whatever the scope of reopening, the priorities are transmission has slowed. And for other libraries, they largely the same. Public libraries serve their com- will open as a result of policy decisions that may munities but must protect the physical and emo- relate more to economic realities than health con- tional well-being of their staff to do so. Four priori- cerns. Particularly for libraries required to open by ties should be balanced when considering how to civic government rather than library leadership, the open a public library: transition may be harrowing. To explore the conse- quences, we can define five potential stages of 1. Safety—The safety of both staff and the public is reopening: paramount. Some libraries may face the difficult situation of being required by governing authori- 1. Staff Reopening—While most library buildings ties to open to the public before staff and man- are closed to the public, many had already agement are convinced that it is safe. The best reopened to staff by early May. In most cases, a course in this case is to carefully craft the scope staff reopening starts with supervisors only and of the opening to minimize this risk and ensure does not extend to full staff until shortly before the best health outcomes for both library staff public services begin. and the public. 2. Curbside Reopening—While the interior 2. Community Needs—At the same time, the remains closed to the public, some libraries may library must be acutely aware of community start to offer curbside delivery of library materi- needs, which have shifted during the pandemic. als to patrons—similar to what restaurants and Social isolation, mental stimulation, emotional big box stores started doing shortly after stay-at- engagement, and online connectedness are all home orders emerged in many states. areas that require much more focus in a COVID-

30 PUBLIC LIBRARIES VOLUME 59 Number 3 Reopening Under COViD-19 / FEATURE

19 world. Libraries should carefully consider how to access some normal library services while to focus on the highest impact changes while choosing their level of potential exposure to a maintaining safety for staff. In addition, certain still-circulating virus. For some high-risk groups vulnerable populations, notably including per- like seniors or those with preexisting conditions, sons experiencing homelessness, may require a the trip to the library may be necessary or even radical rethink in terms of how the library pro- helpful, but minimizing time spent inside the vides both services and access to information. building will be vital. For this reason, a concierge 3. Staff Morale—One of the under-told stories of located near the front of the library may be a the pandemic is the extent to which it has cre- good addition to libraries who do not have one ated a mental health crisis among frontline work- already. During curbside delivery and outdoor ers. When libraries reopen, librarians will join opening, the concierge stand provides a needed this group. Staff morale will be an early indicator point of service from which to stage items for of potential mental health strains, and the ser- delivery. In addition, though, the concierge can vices provided should be shaped to help bolster help manage any outdoor services and provide the staff’s long-term ability to cope. quick turnaround for vulnerable populations 4. Effective Design—As libraries reopen, limita- coming into the library with specific needs. tions on visitor flow, seating, pathways, and pro- 2. Enhanced Outdoor Spaces—As spring yields to gramming will necessitate a careful consider- summer during this first wave of the pandemic, ation of design effectiveness. As we will discuss, public libraries that find themselves experienc- the pandemic may hasten the departure of ing periods of temperate weather should con- wooden, four-person study tables which were sider whether outdoor seating can be a bridge to already among the least efficient forms of seat- fuller indoor services. Libraries must be able to ing for adults. Similarly, topics like pathway flow monitor these areas for social distancing compli- and territoriality, which have been explored by ance and be ready to shut them down if they progressive libraries for years, will become an don’t meet community standards. But this is a issue for every library to address. relatively safer interim step to take as virus transmission is believed to be lower outdoors. OPENING ON THE OUTSIDE 3. The Digital Divide—Another early question to For many libraries, an outdoor reopening precedes consider when reopening is how to serve popu- opening the building interior to patrons. The first lations without online access or internet profi- service in this process is curbside delivery of hold ciency. Some libraries are already using bookmo- items, usually to the trunk of patrons’ cars. This is a biles to provide Wi-Fi hotspots in rural or simple means to begin circulating the library’s col- low-income neighborhoods where broadband lection again to some of the most engaged library access is limited. With curbside pickup, libraries patrons—those who use online resources to place may want to consider starting a mobile hotspot items on hold. lending program. For persons experiencing We’ll touch on some of the safety issues relating homelessness, though, this may not address the to both librarians and the collection circulation root problem. Creating an analog information later in this article, but a phased reopening of the kiosk outside the library to share schedules and library starting with curbside service should also locations for meals, showers, social services, and consider these issues: housing is vitally important while public librar- ies are closed. could also be used to 1. Adding a Concierge—One of the key factors in deliver food and supplies to populations in need safely opening a library will be to allow patrons without opening their interiors to the public.

PUBLIC LIBRARIES MAY / JUNE 2020 31 FEATURE / Reopening Under COViD-19

THE GREAT INDOORS— should be the overall risk of community spread of WALKTHROUGH LIBRARIES the virus. There may be localities where public A whole new set of concerns will greet librarians libraries are either allowed or required to open to when they open the front door to the public. We the public while community transmission is still recognize that libraries may adopt a wide variety of robust. The greater the risk of community spread, practices and standards as they allow the public to the more stringent that safeguards at the library reenter their buildings. Each practice will involve should be. The great strength of libraries in ordi- tradeoffs and should be based on the risk factors for nary times is the breadth and diversity of the base the library as judged by local health professionals. of patrons they attract. This can become a hazard For many libraries, the next step towards a full during a pandemic. reopening will be using the building as a walk- through space to allow the public to engage with the When these questions are answered, the library collection. While this precludes many of the func- can formalize an access plan. Three options librar- tions that the library has traditionally fulfilled, it is ies may consider when controlling access are: the most straightforward means of providing access to the collection that cannot exist online. To take 1. Metering—Limiting the number of patrons in the this step, librarians need to consider several import- library at one time and establishing a socially ant issues, starting with the question of access. distanced line delineated with stickers or mark- ers to enforce social distancing outside of the Access building. This is the most straightforward way of The goal of a walkthrough library is to maintain controlling access to the library. This does social distancing, limit congregation, and provide require at least one library staff member outside equitable access to patrons with different COVID-19 the library in most cases to control admission. infection risk profiles who should not intermingle 2. Reservations—The library can also require reser- while local transmission of the virus is still possible. vations. This, however, necessitates some sort of Here are some of the questions to answer with check-in and may result in more compliance access: issues. This can be an effective solution if a high percentage of the library patronage is online and 1. Compliance—Will your community comply with the remainder are willing to reserve spots by the access system the library puts in place? You phone. can answer this question by looking outside on 3. Windows—If there is a concern about less vulner- a nice day. If library patrons are not following able groups (such as teens) posing infection risks social distancing guidelines in local parks, recre- to more vulnerable groups, then the library can ation areas, or beaches, librarians have valid rea- consider providing windows of access limited to son to fear the same might occur in the library. If these vulnerable groups. The best time is in the so, access plans with less room for transgression morning, when the library has not been used since are advisable. the overnight cleaning. Libraries should confirm 2. At-Risk Groups—Are there at-risk populations that any scheme limiting library access at any who access library resources? A good example point in time is legal in their jurisdiction. would be a library that has a robust group of 70+ patrons but also a young-adult patron base. Cre- Flow—the IKEA Pathway ating separate hours for these groups to lessen In a walkthrough library, the best strategy to limit the risk of cross-infection might be advisable. transmission risk is to limit face-to-face interac- 3. Community Spread—Central to any decision tions. One of the first things to do with this strategy about the appropriate level of access to the library is to consider the pathways that patrons will use to

32 PUBLIC LIBRARIES VOLUME 59 Number 3 Reopening Under COViD-19 / FEATURE

the footprints to adult or children can add feedback to reassure patrons they’re on an appropriate pathway. Look for stickers that won’t permanently mark your carpeting. b. Facings—You can indicate “wrong way” by facing displays away from the exit to a path- way. Patrons who see a display or shelf obvi- ously faced away from them are less likely to move towards it. c. Highway Signs—Road signs including wrong way and one-way signs are universally un- derstood by adults and can add a fun element to pathways.

3. Merchandising—Merchandising becomes more important than ever in a walkthrough library. The goal of the library is to get every patron to

Photo by @billow926 on Unsplash. Used under Creative Commons interact with the collection, but to do so in the License. least amount of time possible in order to keep the flow of patrons moving smoothly through the library space. The best way to accomplish this is engage with the collection. Creating one-way path- with curation and merchandising. Rather than ways similar to an IKEA store (or Stew Leonard’s leading patrons into dense stacks, create path- for those in the Northeast) will help limit these ways surrounded by face-out displays (or at least encounters. Some considerations for establishing face-out titles on shelves) that are engaging and pathways: easy to browse. 4. Barriers—Consider adding movable barriers to 1. Segmentation—A walkthrough library will elimi- the pathway at key points where patrons might nate some common pathways, including those to tend to diverge from the path. These barriers the public computers, study carrels, and the sto- might also be used in the longer term to protect rytime area. Libraries can divide the remaining seating areas. While fabric is believed to be a less use into manageable one-way loops—to the chil- favorable host to COVID-19, fabric partitions may dren’s collection, fiction, nonfiction, and , not withstand nightly steam cleaning, so hard for instance. plastic or metal barriers may be more practical. 2. Markers—Instruction-based signage may seem 5. Self-Checkout—Self-checkout stations can like the most obvious way to enforce one-way improve the efficacy of a one-way library flow pathways, but it is also the least intuitive, and will and help socially distance library staff from create compliance issues. Instead, create nonver- patrons. Self-checkout screen surfaces should be bal cues that will help guide patrons to the regularly disinfected and librarians should con- appropriate pathways and improve compliance. sult health experts about other precautions to A few things you can do: take, such as locating hand sanitizer near the stations. For maximum effect, self-checkout sta- a. Floor Footprints—Technically, this is gamifi- tions should ideally be placed in the exit path for cation—adding a game element to a system the library and should be at least six feet away we need patrons to comply with. Sizing from another station or the circulation desk.

PUBLIC LIBRARIES MAY / JUNE 2020 33 FEATURE / Reopening Under COViD-19

Libraries considering the move to self-checkout consider requiring patrons to wear masks. Main- may take advantage of the period of closure to taining a supply of masks at the door to offer to implement and test these systems before the pub- patrons without one will help with compliance. lic returns. 3. Sneeze Guards—Librarians interacting with patrons for checkout may legitimately feel Minimizing Potential for Transmission endangered by airborne particles. In addition to of the Virus providing PPE to these now-frontline workers, Remembering again that we are not virologists, here libraries should also invest in sneeze guards are a couple of common-sense recommendations (clear plastic barriers between patrons and for libraries consistent with OSHA guidance in librarians) as an added measure of safety. These OSHA 3990-03 2020, Guidance on Preparing Work- should be disinfected frequently. places for COVID-19. OSHA has four categories for 4. Cleaning—Opening a library to patrons during classifying workplaces according to worker expo- the COVID-19 pandemic means committing to a sure to SARS-CoV-2 (the virus that causes COVID- nightly, professional cleaning routine, including 19). Libraries in communities with no or little- disinfecting all surfaces that patrons or staff may known spread of the virus would be considered make contact with. While there is no OSHA guid- low-risk work environments. Libraries open in ance on cleaning for workplaces during COVID- communities with significant levels of ongoing com- 19, the Culinary Union recommends that hotel munity transmission would be considered medium rooms have carpets steam cleaned at 160 degrees risk. On May 9, the Centers for Disease Control and or higher upon guest checkout. This does suggest Prevention released guidance for reopening work- that libraries should also consider more frequent places. Included in the release: steam cleaning of carpeted and frequently touched fabric surfaces in addition to normal Q a useful decision tree for reopening workplaces sanitation of hard surfaces. (https://bit.ly/3bK5A2f ); 5. Collection Safety—The American Library Asso- Q a cleaning and disinfection decision tool (https:// ciation has developed guidelines on handling bit.ly/3e2Miqq); library materials and collections during the pan- Q a list of EPA-approved disinfectants (https:// demic, including best practices for disinfection bit.ly/2Zhl4IF); and (www.ala.org/alcts/preservationweek/resources Q overall guidance on reopening (https://bit.ly/ /pandemic). The safest route of all may simply be 3bMasUL). time. Quarantining returned items for four to seven days before processing, and having all staff 1. Personal Protective Equipment (PPE)—For handling collection items wear disposable gloves, medium-risk workplaces, OSHA recommends will improve safety. that “workers with medium exposure risk may 6. Bathrooms—Libraries may want to consider need to wear some combination of gloves, a whether to open bathrooms while in walk- gown, a face mask and/or a face shield or goggles. through mode. In addition to proper cleaning, PPE ensembles for workers in the medium expo- libraries should ensure that there is hand sani- sure risk category will vary by work task, the tizer available inside and outside the restroom, results of the employer’s hazard assessment, and and that paper towels are located near the exit the types of exposures workers have on the job.” along with a trashcan outside, so that patrons can PPE is not currently recommended for low-risk avoid touching bathroom door handles after they workplaces, though libraries may opt to adopt a have washed their hands. higher standard of protection. 7. Testing and Tracing Employees—Libraries 2. Masks for Patrons—If it is legal in your locality, should follow local guidelines with regards to

34 PUBLIC LIBRARIES VOLUME 59 Number 3 Reopening Under COViD-19 / FEATURE

testing employees for COVID-19 and tracing the contacts of infected employees. Library directors can view themselves as aggressive advocates for librarian testing as some civic officials may underestimate the potential for transmission in a library setting. 8. Air Filtration—Libraries should consider having HVAC systems inspected and maintained before reopening. Good airflow is important for enclosed spaces. Although there is no direct clinical evi- dence that shows that SARS-CoV-2, the virus that causes COVID-19, can be eliminated by filtration, the National Air Filtration Association notes that “Properly installed higher efficiency filters can Gee chair in pinwheel configuration with extended screens. Photo courtesy of Agati Furniture. Used with permission. remove particles of relevant size depending on their installed capture efficiency, but current information does not allow for specific recom- mendations.” Read more about air filtration and COVID-19 at https://bit.ly/2LKBkK6.

REINTRODUCING A SITTING LIBRARY When the walkthrough library becomes a sit-in library, but the pandemic has not yet ended, addi- tional measures should be taken to protect patrons and staff. Here are the key additional considerations for this phase of reopening:

1. Socially Distanced Seating—Innate human instinct—specifically territoriality—is consistent

with virus prevention. In the US, most people feel Manifest Desking System in pod format with side screens. Photo uncomfortable sitting within six feet of someone courtesy of Agati Furniture. Used with permission. they don’t know but who is part of the same com- munity. (The distance is actually twelve feet for complete strangers in an outdoor environment.) cussed meant these were not a space effective Libraries have historically been much denser, but form of seating for adults before the pandemic and now need to heed these instinctive limits. are completely ineffective now. Many libraries 2. Barriers—one way to improve the effectiveness have been adding single person enclosed or of social distancing is to add barriers, especially semi-enclosed spaces to support focused or reflec- in areas where close seating is difficult to elimi- tive work. The separation that supported that type nate, like computer labs. of work also reduces the chances of exposure. As 3. Four-Person Wooden Tables—This may be an with computers, make cleaning supplies readily auspicious time to say goodbye to your four-seat available in these spaces. Of course, there are wooden tables. Keep the big, six-seat tables—they tradeoffs. The more confined the space, the more are useful and offer separation—but acknowledge concentration of the virus there can be. The more that the same territoriality instincts we just dis- open or naturally ventilated, the less. A fully

PUBLIC LIBRARIES MAY / JUNE 2020 35 FEATURE / Reopening Under COViD-19

enclosed space may provide separation but not the tics that desired degree of ventilation. seemed 4. Play Areas—Eliminate or isolate play areas for unmanageable read more OSHA publication 3990-03 young children. It will be impossible to clean in ordinary 2020, Guidance on Prepar- these frequently enough to avoid potential con- times may be ing Workplaces for COVID-19, tamination between patrons. Toddlers in particu- significantly www.osha.gov/Publications lar get everywhere, put their hands into and onto simpler during /OSHA3990.pdf everything and then into their mouths. the pandemic. National Air Filtration Associ- 5. Group Size—Consider the appropriate group Any money you ation (NAFA), “Air Filtration size for the library and communicate this to spend that and COVID-19,” https://bit.ly patrons. Librarians can’t be expected to distin- employs local /2LKBkK6 guish between a family of six children and a par- workers in a ent bringing three neighborhood children to the pandemic will National Retail Federation, library with her own offspring. Larger groups benefit the “Operation Open Doors,” have more inherent risk in the library. local economy. https://nrf.com/resources /operation-open-doors 6. Computers—Computer screens, keyboards, and This can also mice may require sanitation between patrons. In allow the addition to any measures the library takes, make library to take a cleaning supplies readily available to patrons at pause and see the impact of loosening safety restric- the point of need. Barriers between computers tions on the community as a whole before returning should also be added where proper separation to business as normal. cannot be maintained. 7. Programs—It might be wise for libraries to MANAGING THE TRANSITION resume programming only when most restric- The COVID-19 pandemic has forced society to tions are removed at the community level. adapt at a rate most of us have not seen in our life- Enforcing social distancing is difficult in a pro- time. When everything in our life is in flux, it is gram atmosphere. only natural to cling to vestiges of the life we remember. Libraries are part of that world. As GET SOME WORK DONE libraries transition to these new modes of - A viable alternative for some libraries may be to use tion, we all have to realize that seeing beloved insti- this in-between time, when libraries are open but tutions in a new light may be difficult for some not completely safe, to complete needed improve- patrons. Taking the time to listen and hear these ments, upgrades, or renovations. In a weaker labor voices—from a safe distance—may be the best market, project costs are already declining. Logis- advice of all. PL

ALA Releases “Libraries Respond— Black Lives Matter” Resource

This resource provides key definitions and concrete tools for library workers on how they can be involved in the Black Lives Matter movement, from resources on educating yourself to critically examining library policies (www.ala.org/advocacy/diversity/librariesrespond/black-lives-matter). PL

36 PUBLIC LIBRARIES VOLUME 59 Number 3 NEW! MAGAZINE IS GOING DIGITAL

In order to be more accessible, responsive, and sustainable, Public Libraries magazine is going digital for the July/August and September/October 2020 issues. Instead of a paper issue, PLA will produce and email to you an easy-to-access digital flipbook and pdf version.

Take advantage of this opportunity to insure that PLA has permission to email to you. Check your communication preferences in your ALA member profile and contact [email protected] if you have not been receiving PLA emails. DEFINE & DESIGN THE BOOKSTORE MODEL OF CUSTOMER SERVICE

IMAGE CREDIT: themorningglory/ADOBE STOCk

Marissa Bucci / [email protected] Marissa is Youth Services Librarian, the Ferguson Library (Stamford, CT)  MARISSA IS Currently reading And Then They Stopped Talking to Me: Making Sense of Middle School by Judith Warner.

Jay Janoski / [email protected] Jay is Assistant Director, Westhampton Free Library (Westhampton Beach, NY)  JAY IS Currently reading The Dirt by Mötley Crüe.

Nicole Scherer / [email protected] Nicole is Assistant Director, Nassau Library System (NY)  NICOLE IS Currently reading Hope in the Dark: Untold Histories, Wild Possibilities by Rebecca Solnit. DEFINE AND DESIGN / FEATURE

“Excuse me? Where can I pay for this book?” “ Why don’t you have the second one in this series in stock?” “Where is your self-help section?”

s former and current booksellers, it’s no sur- inspiration in understanding how the consumer prise to us when patrons approach library environment has changed around us. Strengthening staff with questions like these. New users the interpersonal components of user experience is often conflate libraries with the way retail something every library can and should do, espe- Astores operate. In this situation a service provid- cially in these most uncertain of times. er has a choice—become exasperated while taking the time to explain that this is a library and doesn’t work that way, or just answer the question. A DEFINITION FOR SERVICE The reasons why some library workers take mild Customer service is mission-critical, and our consid- to moderate offense at being confused with a sales- eration of it must extend beyond simple platitudes person are best saved for another time, especially in like “service with a smile” or “go the extra mile.” Any this moment, where “unskilled” and underpaid service industry realizes that while it is important to labor have been rightly declared essential while meet the baseline of “person gets what they want being asked to risk personal safety as part of their when they want it,” the key to making that actually assigned duties. Wiser people have brilliantly tack- happen is staff, not simply stuff. Because it is so per- led the issues of vocational awe and self-importance sonal, this makes customer service hard to pin down, embedded in our industry.1 This attitude—that hard to teach, and uncomfortable to discuss. It helps somehow library work is more lofty, skilled, or to start with some foundational concepts. somehow better than sales work—does serious dam- The value of a service experience is solely age to our organizations. The truth is, for most of us, defined by a customer’s satisfaction, not the organi- public library work has more in common with retail zation’s opinion of its own work. Satisfaction has than anything else. The most impactful thing we do been framed as a balance between the speed, cost, to serve our community is not the curation of col- and quality of products or service. The typical lections, nor the provision of programs, nor our axiom is that in terms of “cheap, fast, or good,” one Wi-Fi, but the connection we create with people via can be great at delivering two, but not all three, at our interactions with them. We have often looked to any given time.2 In context, “good” refers not just to retail to borrow marketing, merchandising, and the quality of the item, but also of the service pro- materials arrangement ideas, but few of us have vided, therefore it can be said that customer service considered the other bookstore model—the deliber- is a measure of satisfaction around the speed, cost, ate design of customer service transactions—for and quality of experience. The customer should feel

PUBLIC LIBRARIES MAY / JUNE 2020 39 FEATURE / DEFINE AND DESIGN

like their needs are important and the service per- have been vetted and proven successful in the pri- son has an investment in giving you what you want. vate sector and modify those same concepts for our Good service leaves you feeling happy and person- own particular environment.6 ally validated in your choices. It should feel natural, None of this is to say that libraries should be more like the person helping you is sincerely engaging like stores (they should not) but we would be kidding with you and responding directly to your questions ourselves if we didn’t acknowledge that many of our and interests. All these elements give people experi- users seem to evaluate us from a perspective of con- ences that make them feel seen and heard, which sumership. Nor are we suggesting that libraries fail underscores the value of the service they are receiv- to provide excellent customer service. What we’ve ing, and the organization at large. This can truly learned from our time in the bookstore is that the transform a service point into something that most important factor in the overall experience cus- inspires and sustains loyalty. tomers have, over time, in a store is consistency. Is It is also imperative to note that customer service your library customer service consistent? Does every is complex. It requires careful mastery of the tech- person get the same level of service every time (or as nical skills required to operate tools and systems close as possible)? Who does not receive the best like cash registers, inventory management, comput- service at your library, and what does that say about ers, phones, copiers, and more. Workplace dynamics your organization? Or, more tellingly, what does that in sales and service industries are nuanced and user go on to say about your organization? Does your wildly variable, requiring no small amount of emo- customer service help you maintain your position in tional intelligence.3 It can wear you down, and peo- the community as the culture shifts and changes? Is ple who do it are often “underpowered,” underval- it an organizational strength your library can lever- ued, and underpaid, while they are expected to age to move forward into an uncertain future? provide customers with a great experience.4 Relational vs. Transactional RETENTION MATTERS All service industries have had to reckon with the rise of the internet and how it shifted practice in Not every retail environment fosters a good user every imaginable way, and how it has irrevocably, if experience, but we all have establishments that we inequitably, altered consumer expectations around remain loyal to, often over the course of years and speed, cost, and quality. The definition of good cus- even lifetimes. Think of the last time you had a really tomer service, though highly personal, has shifted. great service experience—in a store, from a skilled To survive the “retail apocalypse”7 unleashed by provider like a mechanic or hairdresser, or even at a online retailers, top companies have begun to push medical office. Chances are that your interaction was deeper into the provision of relational models of carefully and precisely designed even—especially—if customer service.8 Briefly, this means working it didn’t “feel” that way. This is “experience manage- through the idea that, in a customer’s perception, ment,” and understanding how it works can make a interactions with a service provider exist as an big difference when cultivating front-of-house uninterrupted and very delicate continuum over a library service that is more consistent in order to long duration of time. The best way to support a maximize positive feelings and customer retention.5 long-term customer relationship is by utilizing a Retailers have spent millions of dollars and proactive and consistent mode of service, as one bad countless hours researching the best ways to design interaction at any service point can break the bal- an environment that makes people feel validated in ance and sever the connection, perhaps forever. their choice to spend time or money at a store or Relational service means being cognizant of the service point. The legwork has already been done— emotional bond consumers develop with brands or libraries can borrow strategies and methods that stores and working to make sure each interaction

40 PUBLIC LIBRARIES VOLUME 59 Number 3 DEFINE AND DESIGN / FEATURE with them supports their continued patronage. loose, more organic environment perceived in book- It recognizes that customer feelings are now as stores harder to replicate. important (or perhaps even more important) than any item or material that an organization can deliver. The library, as an entity, has a perception The opposing style of service, transactional, is problem. This doesn’t seem to be the case something you might experience at agencies that have operational monopolies on a service, where for booksellers, who occupy a space in the you literally cannot get the thing you want or need popular imagination closer to who many anywhere else. A clear example, at least in the pub- lic imagination, is the DMV. Where else can you go modern library workers actually are. to get your driver’s license? The library once held an operational monopoly, too: Where else could one go for information services in the community? SERVICE IS SERVICE IS SERVICE Before the proliferation of the internet, perhaps This is serious stuff: Customers intrinsically know libraries could get away with a transactional version what good service feels like because, in general, peo- of customer service. While those days are gone, the ple know how they like to be treated by others. Their question to be considered remains: Who on your assessment is intensely personal, but each customer team thinks relationally versus transactionally? judges every service provider by their own unique Does the answer change based on their role, station, standard. Libraries are not held apart from this task, or who they are helping? If the answer to that dynamic—our patrons measure us in the same way second question is “yes,” how might you begin to they measure any other business or store. Libraries address the difficulties those inconsistencies pres- are now part of the great mass of service providers ent and move everyone on the team towards a more that must work a little differently to stand out from relational version of service? the crowd. Because we no longer hold an operational One of the benefits of introducing relational ser- monopoly on information, books, or anything else, vice and experience management is that they serve we must be more earnest about how we interact with to soften some of the assumptions held about librar- our users if we hope to retain them. ies. Many libraries typically provide great service, It doesn’t take much to leave a retailer behind. but there is undoubtedly a disconnect in the broader Everyone has experienced the kind of service that public image of librarianship and those who work in leads one to think (quietly or less-so), “I’m never the field, as evident anytime a “librarian” appears in coming back here again.” The top reasons reported popular media. The library, as an entity, has a per- for ditching a service provider are: feeling unappre- ception problem. This doesn’t seem to be the case ciated; unhelpful or rude staff; and being “passed for booksellers, who occupy a space in the popular around” from desk to desk seeking support and imagination closer to who many modern library assistance.9 Libraries are making great strides to workers actually are. Of course, booksellers and amend how they address these issues, but internal librarians are saddled with similar stereotypes but challenges abound: fines; strict rules and provincial- on balance one profession is cool and contemporary, ism around who is allowed access; internal miscom- the other is strict, academic, and stuffy. In our expe- munication and low levels of transparency; lack of rience, booksellers are considered more outgoing formal training on systems, policies, and options; and interactive with customers, willing to go above low support for staff facing potential dangers; as and beyond. It doesn’t hurt that everyone in the well as draconian pleasure in enforcing rules and bookstore is a bookseller, as opposed to some library the correlation of that stance with both implicit and organizations that maintain rigid roles, making the outright bias and discrimination are just some of the

PUBLIC LIBRARIES MAY / JUNE 2020 41 FEATURE / DEFINE AND DESIGN

serious barriers to consistently good customer ser- trained on the philosophy of service of the company. vice in our industry. Library workers and patrons None of us recall learning about our library’s mis- alike are human—people on both sides of the desk sion, vision, values, or goals when we started in our inevitably have bad days, but each negative transac- new positions. Early days on the job can shape and tion causes a bit of damage to the library, no matter shade the entire work experience to come. who’s wrong or right in the specific situation. Every Onboarding, orientation, and ongoing training is library should consider how to best minimize the vital, but remains a logistical challenge for many frequency of negative interactions, both operation- libraries, and for many organizations there are ally by amending rules and interpersonally by intractable reasons why a retail-style version of this addressing what customer service should look and is unattainable. What can time- and resource- feel like in different situations. strapped libraries do? We would like to suggest How can we start engaging staff members in the something we learned from working in bookstores: shift towards a more consistent, relational service, Clearly define your library’s service expectations— while recognizing that the customer service skill set based on mission and values—for veteran and new is operationally and interpersonally complex? employees alike, and then design a customer service template for patron interactions around them that BOOKSTORES AND LIBRARIES emphasizes consistency and personal connection. As we considered this question, we reflected back A Deliberate Design on our work in the bookstore and recognized that This is the heart of what retailers call “experience things are different, right from onboarding and ori- management.” In brief, it’s the codification of trans- entation: Each of us received much more training as actional expectations into carefully designed frame- we started in the bookstore than we did at any works that promote relational service, like a play- library job. Whether it was a formal corporate train- book that every person on the library team can be ing program or a looser independent bookstore coached on. Companies noted for exceptional user introduction, we each moved through multiple days experience (e.g., Apple, Disney, Wegmans, Trader of staff shadowing and coaching on operating sys- Joe’s) use templates that mix relational and transac- tems like inventory, stocking, phone, intercom, reg- tional elements, and, most importantly, give staff ister, cafe, loss prevention, and how to answer cus- discretion on how best to use them. These templates, tomer questions. From the moment you start, the or frameworks, function well because they are flexi- service standard of the bookstore is centered in the ble and become, in practice, invisible to the customer process. Every staff member receives the same ori- eye and ear. Templates are not scripts: They offer entation on front-facing skills, even if they move on guidance and support, especially for new staff, on to specialized roles at the store. This gives the book- how to manage complex interactions, whereas store an enviable operational flexibility. scripts demand specific language to use every time, For each of us—at different libraries in the North- no matter who the customer is or what they seek. east—library orientation was considerably shorter, It is easy to be skeptical. Opposition to the idea of more piecemeal, and less organized in content and an “artificially” or predesigned customer service is delivery. A few of us received no formal training at natural because of the times we’ve all noticed sales- all but were put right on the desk to absorb what we people deploying their required phrases and ques- could from active circulation or reference staff. tions, and they’ve made us all feel uncomfortable or While there is a small charm to the idea of “being irritated from time to time. This is not that; the best thrown in the deep end,” it doesn’t leave a lot of versions of experience management allow staff to emotional bandwidth to focus on the needs of the show off their expertise and deep product knowl- patrons being served. In the bookstore we were edge and fluency in the full scope of service offer-

42 PUBLIC LIBRARIES VOLUME 59 Number 3 DEFINE AND DESIGN / FEATURE ings. This is a case where authenticity and structure passions to shine through. Though service environ- can coexist. Staff buy-in to any systemic shift is criti- ments are different across industries, any template cal, and templates can provide a structure that you encounter, when used well, is laden with oppor- enables confidence and builds trust across the orga- tunities to make real connections with the customer nization, as well as a deeper understanding of the by actively listening to their needs. The idea of sell- mission of the library and the importance of the ing or promoting the library remains distasteful to daily work of customer service. some of our peers, but when done purposefully it The key to any good customer service template is transforms into a way of directly indicating to the that it starts and ends with a signal of care and con- patron that you have truly heard their query and nection and puts the opportunity to demonstrate interpreted it through your expertise. Good service the expertise of the staff and depth of offerings in is an act of listening. the middle. That’s a fluffy way of saying start with a As you design a template for your library, con- greeting, then recommend additional items, library sider what matters most to your organization. What events and services, or extra information and is your mission and vision for the community? What resources, then end the interaction with a “thank are your core values? What services and surprises you.” Most good templates include these elements do you have in store for your users? What are the in some way, shape, order, or form. “big asks” you’ll need to make in the future? The The central conceit of experience management goal of any template is to focus every staff member is the proactive and personalized promotion of on consistency across service points and audiences. additional services. In the bookstore we called this They are especially useful for organizations that do “upselling.” When done intelligently and judiciously, not have the ability to train or retrain regularly. it can be an easy stepping-stone to relational service, In starting out with templates, it helps to give as the library worker is not waiting for someone to ask for a recommendation but offering one freely when the circumstances are right. For some of us this Staff buy-in to any systemic shift is critical, seems simple and obvious, yet for others it seems like and templates can provide a structure that precisely the thing they shouldn’t do, because they don’t want to be perceived as pushy or insincere. In enables confidence and builds trust across truth, it’s both, but the friction between these two ideas in practice leads to inconsistent service. While the organization, as well as a deeper under- some staff are more comfortable with providing standing of the mission of the library. on-the-fly readers’ (or viewers’) advisory than others, everyone has a role to play in informing the public about the full scope of what the library offers. suggestions on what to feature, be it new services, big programs, or upcoming initiatives. Libraries An Act of Listening have expanded and diversified their offerings so Designing a flexible interaction template that can be much that we have outpaced public awareness of used at the discretion of each staff member during what we offer. Even in this moment, as many of us any transaction goes a long way toward bridging work from home, we are reminded of this by these two attitudes into a service standard for the patrons who are amazed to see libraries offering library as a whole. programs, ebook access, remote learning, and The best iterations of experience management streaming content, though many of us have been are loose enough to leave plenty of room for sponta- doing these things for years. Being specific about neity, improvisation, and personality, providing an what you’d like staff to highlight supports them as opportunity for individual strengths and unique they explore and experiment with a potentially

PUBLIC LIBRARIES MAY / JUNE 2020 43 FEATURE / DEFINE AND DESIGN

uncomfortable new model of practice. As they Moving to a more relational style of service makes become more secure in their skills, they can concen- some demands on library administrators. Another trate on what style and content works best for them. key difference we noted between bookstores and the libraries include how managers communicate “big Opportunity and Caution picture” goals and priorities to staff at every level. At Templates can be designed at a personal, departmen- our bookstores we had daily shift meetings with run- tal, or organizational level, and can set a trainable downs on what was important, what was new, which expectation for relational, proactive daily practice as promotions were coming up, and how our sales were well as providing a rubric to follow in tricky situa- going. The bookstore manager would often share tions, for both new staff and experienced team mem- key indicators, including how much money was bers who have compassion fatigue. They provide an made each day, compare sales to projections, past opportunity for managers to coach and mentor staff results, and the ratio of sales to foot-traffic in the in the acquisition of new skills as well as demonstrate store. Compared to our time in the bookstore, library support in difficult interactions. Though it’s impossi- front-of-house staff are not always privy to data that ble to plan for every iteration of patron request, com- show the results of their day-to-day work. The idea ment, or complaint, the act of template design can be that customer service affects the library “bottom used by library teams to consider the most frequent line” is theoretical, but the statistics that demon- challenges and create a shared framework to address strate organizational performance over time can— them in a positive way that promotes satisfaction for and often are—taken as evidence. the patron and practitioner alike. In our experience, this isn’t a common practice in However, it is important to not go overboard. the library, though library analogues (circulation Some retailers lose track of what makes templates shifts over time, service usage, door count) could useful, and deploy overly constructed, scripted give the staff a better idea of what is actually hap- language to force consistency—the robotic and off- pening and how their work directly affects the orga- putting version of experience management we all nization. While daily meetings are unthinkable for suffer through from time to time. Creating templates many libraries, communicating important organiza- isn’t about telling staff what to say but giving them a tional information in ways that are understandable platform and encouragement to share their expertise. and transparent, including details about library In designing customer service interactions, libraries successes and shortfalls, kudos and complaints, and should also be careful not to rely on customer pro- advocacy and funding processes can help sharpen files the way some retailers do. As a place of discov- the stakes for everyone. For experience manage- ery, we must not make assumptions about why any ment to make the most impact, managers must patron connects with us or our resources. It is also demonstrate how meaningful the seemingly simple important to stress common sense and discretion—a moments of patron connection can be. person asking to use a copy machine or looking for Retailers set standards for transactions because the bathroom is not one to practice relational service each customer lost through bad service means less skills on. The most important action a staff member revenue and a jeopardized future. The consequences can take during any interaction is to carefully observe for perceived poor customer service are different, but and thoughtfully listen to the person in front of them. no less severe, in libraries. A patron that feels they Very few people appreciate a salesperson leaping out have been treated poorly may never come back, or of their peripheral vision gasping “Can I help you?” they may go to another library if that is an option. One of the best tools in relational service is breathing It is easier than ever to damage the reputation of an time—paying attention to the verbal and physical institution, and though it is easy to dismiss com- cues your patron is sending and taking time to care- plaints aired on social media or local networks, when fully respond (or not) is vital. these gripes gain traction the harm is quite real.

44 PUBLIC LIBRARIES VOLUME 59 Number 3 DEFINE AND DESIGN / FEATURE

While we measure success in several different ways library services changes some of the methods of than salespeople, the ultimate measure of failure is customer service practice, the principles remain the same: declining use and obsolescence. the same. Listen to your customers, provide con- sistent service, and use a framework or template to share information. WHAT THIS MEANS RIGHT NOW As we stated earlier, the most impactful thing that a While we don’t think libraries need to become library can do is provide meaningful interactions more like stores, patron retention is as important to with its users, and in the wake of a loss of normalcy us as sustaining or growing sales is to retailers. across all aspects of life, consistent and compassion- There is a lot at stake for the library industry right ate customer service becomes more important than now: As we face an unprecedented psychological ever. As library buildings close and both staff and and economic crisis, it is critical for every library to patrons adjust to a new mode of service, the sustain- demonstrate its value to the community. We change ability of libraries comes down to their ability to the perception of libraries one transaction at a time, prove their importance and relevance. Without the and relational service not only aids in retaining circulation statistics of physical books, without users, but can spur the continual growth of local, program attendance numbers, how can libraries vocal advocates to partner with us as we cement our prove their worth? Our answer is this: by providing status and relevance in a world where we have to the information and resources to keep the commu- compete for attention with others who provide the nity informed, encouraged, and hopeful. Providing same things as we do, though rarely as well. The services and interaction in this time need not be most effective way to do that is to give our users a daunting; it is merely a new application of the cus- story to tell about how the library has been the tomer service techniques mentioned earlier: source of connection, stability, and positive change in their lives. This work of securing our future, for Q Are you providing a consistent voice across our institutions and for the people who depend on your platforms? While it may seem easier to our services, happens every day, during each trans- divide up the tasks of posting to social media and action, at each desk, by our front-of-house workers. writing newsletters and reports, ensuring that the tone and voice is consistent daily and across MAKE THE CONNECTION multiple methods of communication can go a long way in providing a semblance of normalcy What bookstores understand about service is that in the lives of your patrons. you cannot expect people to just know how to Q Are you aware of the resources both in your bridge personal experience as customers into a new community and at your library? Being able to role behind a desk. The idea that people know how share information like local news updates, testing to deliver good customer service because they have, centers, closures, and donation drop-off and as consumers, received good customer service is pick-up sites can help create a sense of unification insidious and damaging to both our people and our and an understanding of the immense work being organizations in the long run. We shouldn’t expect done in your community to ensure health and folks to figure this out on their own, with little more safety. There is no need to reinvent the wheel, than the directive to “smile and be nice.” especially during times of crisis. Do not underes- What libraries bring to the table will be essential timate the value of serving as an information in the days to come. We must be cognizant that aggregator—this type of customer service is per- people on both sides of the service desk have been haps more useful than adding redundancies into through an extended trauma, and that our industry the mix. Although this temporary shift to virtual and our services will be permanently altered by it.

PUBLIC LIBRARIES MAY / JUNE 2020 45 FEATURE / DEFINE AND DESIGN

Libraries and the people who work in them are full NGOs can play of deep knowledge about both our services and our the triangle like communities. Combining this local expertise with a a pro),” Medium, read more Lee Cockerell, The Customer deeply humane service attitude that truly centers April 5, 2018, Rules: The 39 Essential Rules the delicate, severe needs of our communities will https://medium for Delivering Sensational be paramount as we move forward. .com/@devsoci Service (New York: Crown We believe that human connection is the single- ety_/good-cheap Press, 2013). most important thing a library can provide to its -fast-pick-two Frances Frei and Anne Mor- community, particularly our most vulnerable neigh- -and-how-ngos riss, Uncommon Service: How bors, and the work of improving the consistency of -can-play-the to Win by Putting Customers the customer service experience never truly ends. -triangle-like-a at the Core of Your Business Every library has its own challenges and idiosyncra- -pro-20d1380 (Boston: Harvard Business sies, and customer service is just one piece of the 884a8. Review Press, 2012). user experience puzzle, but we hope these ideas will 3. Drea Douglass, Danny Meyer, Setting the Ta- give you some things to think about as we move into “Why Emotional ble (New York: HarperCollins, an uncertain future for our industry and our nation. Intelligence in 2006). The fallout from these events will alter so many Sales is the New things about how we live and interact with each High-Perfor- other, but the mission of the public library remains. mance Differen- We cannot do our best for our patrons if we do not tiator,” https://brooksgroup.com/sales-training-blog/why consider how our provision of service affects them, -emotional-intelligence-sales-new-high-performance and the story they tell about “the library,” not just as -differentiator. independent organizations, but as an entity in our 4. Joseph Arthur, “My Life as a Retail Worker: Nasty, Brutish, shared culture. Public perception of a library any- and Poor,” The Atlantic, March 11, 2014, www.theatlantic.com where is impacted by inconsistent service every- /business//2014/03/my-life-as-a-retail-worker-nasty where, so we will need to be vigilant as an industry -brutish-and-poor/284332. about how we treat our users now, more than ever. 5. SAS, “Customer Experience Management: What It Is and Why It By borrowing some of these ideas from our book- Matters,” www.sas.com/en_us/insights/marketing/customer store cousins, we can begin to consider what matters -experience-management.html. most as we serve our public, what will truly make an 6. Diane Hoskins, “Three Trends Shaping Retail’s Great Transfor- impact for our patrons as we emerge from catastro- mation,” Urbanland, September 3, 2019, https://urbanland.uli phe, and how we will rise to meet a new world in the .org/economy-markets-trends/three-trends-shaping-retails ways that only library workers can. PL -great-transformation. 7. Bethany Biron, “The last decade was devastating for the retail The authors would like to thank Pascale Laforest for industry. Here’s how the retail apocalypse played out,” Business her contributions to this work. Insider, December 23, 2019, www.businessinsider.com/retail -apocalypse-last-decade-timeline-2019-12. References 8. Blake Morgan, “5 Tips to Move From Transactional to Meaning- ful Customer Relationships,” Forbes, January 19, 2015, www 1. Fobazi Ettarh, “Vocational Awe and Librarianship: The Lies We .forbes.com/sites/blakemorgan/2015/01/19/moving-from-trans Tell Ourselves,” In The Library with the Lead Pipe, January 10, actional-to-meaningful-customer-relationships/#22a11a3261c9. 2018, www.inthelibrarywiththeleadpipe.org/2018/vocational 9. Marketwired, “The $62 Billion Customer Service Gave Away,” -awe. https://finance.yahoo.com/news/62-billion-customer-scared 2. The Developer Society, “Good/Cheap/Fast - pick two (and how -away-130000343.html.

46 PUBLIC LIBRARIES VOLUME 59 Number 3 Help bridge the digital divide and join NNLM and the All of Us Research Program by offering virtual digital health literacy training and citizen science programming at your library!

Learn more & access free resources at: nnlm.gov/digitalhealthliteracy & scistarter.org/nlm

joinallofus.org/internetskills FEATURE Smart Spaces, Smart Process for Public Library Transformation

Betha Gutsche / [email protected] Betha is Program Manager for OCLC’s WebJunction program. Since 2005, Beth has contributed to library staff training through compiling the Competency Index for the Library Field, developing curricula, delivering training, and exploring new strategies.  Betha is currently reading The Overstory by Richard Powers.

Editor’s Note: The current realities of closed libraries and social distancing are requiring the 2019–20 Smart Spaces cohort and project team to rethink the implementation of active learning spaces. They will be using design thinking techniques to explore this new challenge.

ublic libraries across setting outside of formal edu- and rural libraries were much the United States have cation environments, where more likely to be lagging behind been shifting from pas- community members of all ages in this trend toward informal sive to active engage- can participate in active learning learning programs that enhance Pment with their communities. that is driven by their interests, STEAM education, community Active learning has been at the is meaningful to their lives, and engagement, or social connection core of this shift. Active learning strengthens their social bonds. for youth or adults. In part, this is about people working together was connected to a lack of space in groups to do hands-on, partic- INTRODUCTION to host active learning programs. ipatory projects where learning In 2016, OCLC’s WebJunction According to the 2014 Digital is exploratory and peer-driven. team was scanning the landscape Inclusion Survey: Survey Findings In the context of public libraries, of active learning in public librar- and Results (Bertot et al., 2015), learning happens in an informal ies when they realized that small only 14.8% of rural libraries had

48 PUBLIC LIBRARIES VOLUME 59 Number 3 Smart Spaces, Smart Process for Public Library Transformation / FEATURE undergone renovations or space enhancements of and the community to continually evolve the any kind within the previous five years, compared space to meet changing needs. with 33% of city libraries. The report noted that libraries with older physical facilities were less likely WebJunction, as a result of the environment scan, to offer programs related to physical space and proposed the “Small Libraries Create Smart Spaces” showed that rural libraries offered fewer social project, which would select and guide fifteen small learning and community engagement programs than or rural libraries from across the country to trans- their urban counterparts. form physical spaces into social centers of active While the landscape scan revealed many libraries learning. With a grant awarded by the Institute of across the country struggling to offer programming Museum and Library Services (IMLS) and support given their lean budgets and limited staff, there were from OCLC, WebJunction embarked on a journey of also inspiring libraries from our nation’s smallest transformation through the Smart Spaces process and remotest communities that have reimagined the with a vibrant cohort of participants. use of their spaces. WebJunction’s investigation into the ingredients of success for these innovators THE SMART SPACES PROCESS revealed four common elements: The Smart Spaces process was built around the four common elements that were integral to the success 1. Strong community engagement. The libraries of the library innovators: strong community engage- deliberately reached out to community members ment, positive partnerships (collaboration), evolved to understand their needs and interests, and con- use of space, and flexibility. tinued to engage the community throughout the Working with small and rural libraries, one is process through structured and unstructured always mindful of their limited time and resources. activities. The Smart Spaces project aspired to induce signifi- 2. Positive partnerships. An otherwise modest cant transformation in each library’s service, space, budget was stretched through partnerships, and programming. At the same time, it was important donations, and volun- teers that brought in additional expertise, Figure 1. Library locations in the 2017–18 cohort of Small Libraries Create Smart Spaces services, equipment, and labor. 3. Evolved use of space. Library staff looked at existing physical space with fresh eyes and imagination, and were able to let go of furnishings and materials that were an impediment to transformation. 4. Flexibility. The reconfigured spaces were modular and adaptable, making it easier for the library

PUBLIC LIBRARIES MAY / JUNE 2020 49 FEATURE / Smart Spaces, Smart Process for Public Library Transformation

to remember that for some participating libraries, the 1. Community discovery—exploring and under- director was the only full-time position, assisted by standing community aspirations. 1-2 part-time staff. In at least two libraries, the direc- 2. Ideation—thinking expansively about the possible tor worked only 32 hours per week and mostly solo. ways the library might meet community needs. With this orientation, the Smart Spaces process drew 3. Implementation—formulating a plan for space from existing strategies and toolsets and then pared and service transformation and putting it into the material down to a set of resources and activities action through prototyping and community col- that seemed manageable for the cohort. laboration. The curriculum drew primarily on two sources: The sections that follow will explain each phase Q Placemaking principles and strategies proffered in more detail and include examples from the Smart by the Project for Public Spaces, which helps Spaces participating libraries. communities transform their public spaces into vital places that highlight local assets, spur reju- PHASE 1: COMMUNITY DISCOVERY venation, and serve common needs. Although “The community is the expert” is the first and fore- this resource is not specifically targeted to librar- most of eleven core principles of placemaking, ies, the core principles and the notion of place are according to Project for Public Spaces. It is the very applicable. mantra of community discovery. The Smart Spaces Q The Design Thinking for Libraries Toolkit, which process starts with discovering and understanding applies general design thinking approaches to the community’s needs and interests. However, it help libraries understand the needs of their com- doesn’t end after some initial collection of input. It munities and seek improvements through cre- spans the entire transformation effort and beyond, ative problem-solving. While this resource is involving community members in planning, design- library-specific, the toolkit was created in the ing, and building smart spaces—that is, spaces that context of large urban libraries, and felt too can be used to respond to a community’s needs for cumbersome for small libraries to follow thor- social connection and active learning. A community oughly. The Smart Spaces curriculum retained that feels invited to be essential to the process is a the essence of the process, but streamlined the community of people who are invested in the sus- activities to be achievable. tained success of the library. Typically, libraries will conduct a survey when The goal of the Smart Spaces project was transfor- they want to collect data and information about mation that embodied active learning and social their community. There are distinct advantages to a engagement in collaboration with community mem- traditional survey. It casts a wide net, is offered both bers. To start toward that goal, participants began by electronically and in print, and can reach audiences answering a question that started with “How might outside of the library. It can collect quantitative data we . . . ?” In design thinking parlance, this open on a broad range of questions, and responses can be inquiry is the design challenge, and is used to cir- filtered and sorted to find demographic compari- cumvent thinking that is too constrained by conven- sons and contrasts. It’s also usually anonymous for tion. The challenge for participants was: How might survey takers. On the downside, surveys tend to we work with our community to co-design a space amplify the voices of people already most engaged in (or around) the library where community mem- with the library, and may intimidate those whose bers engage in participatory, active learning and voices are not heard enough. They tend to start strengthen social connections? from an assumption that the library knows what The fifteen-month arc of the project was chun- choices to offer the community. Surveys also tend to ked into three key phases: get “smile responses”—“We love the library, keep

50 PUBLIC LIBRARIES VOLUME 59 Number 3 Smart Spaces, Smart Process for Public Library Transformation / FEATURE doing what you’re doing!” The greatest limitation of Honey Grove Library and Learning Center the survey approach is that it is impersonal; it gen- Transformation Story erally avoids meeting directly with people. This library entered the Smart Spaces project bear- Community discovery is not intended to be a ing the name Bertha Voyer Memorial Library, and scientific, statistically rigorous analysis of the quan- serves the town and surrounding rural lands of tifiable needs of a community. Community discov- Honey Grove, Texas (population 1,668). Pattie May- ery is about forging connections and starting con- field, library director at the time, launched into the versations. The Smart Space process offers a variety community discovery process with enthusiasm, of strategies and tools that facilitate interaction creating talk-back boards that asked people to between the library and its community members, or respond to two questions: (1) “What do you think member-to-member interaction. The Basket of Dis- the library does well?” and (2) “If given the oppor- covery Tools (WebJunction, 2019) captures an tunity, what would you do to build a better library?” assortment of ideas to get started. It is not prescrip- She took the boards to several locations and events, tive; library staff are encouraged to get creative and including town halls, schools, county fairs, and the customize tools to suit their community and con- local grocery store. Honey Grove community mem- text. Whatever tool is used, it’s all about listening to bers wrote lots of ideas on colorful notes and stuck the community. them to the boards. Discovery is a two-way connection. It’s not just Mayfield gathered the piles of sticky notes, clus- the library finding out about the community; it’s the tered them in related categories, and took them to community forming a relationship with and putting the Hall-Voyer Foundation Board meeting in May a face on the library, as exemplified by this com- 2017. She asked for fifteen minutes of their time for ment from a Smart Spaces participant: a brief exercise to reflect on the community ideas. Fifteen minutes turned into an hour-and-a-half of I’ve made a lot of connections and explored our lively discussion with board members writing their community in a different way than I have before, own sticky notes. Mayfield had been trying for years so I feel more able to get feedback now that I’m a to convince the board that the library needed known entity. It was hard to get out at first but once improvements, both structural and programmatic, you start reaping the benefits, it’s rewarding to put but had always been met with complacence about yourself out there. things being fine the way they were. There was

You might think that a library serving a popula- tion of fewer than 15,000 people would know the community quite well. You might also think that library staff in a small town would feel comfortable getting out and talking to people about the library. It was surprising to realize how much participants learned through this discovery process and how gratifying it was to push beyond the library comfort zone to form genuine bonds. This phase of the entire Smart Spaces project was the most transfor- mative for most participants. The Honey Grove Library story illustrates this emphatically.

Input from the community ignited a sticky-note brainstorm from the Hall-Voyer Board members.

PUBLIC LIBRARIES MAY / JUNE 2020 51 FEATURE / Smart Spaces, Smart Process for Public Library Transformation

something about seeing the colorful visual evidence there will be a sea of interview responses, sticky of community love and aspiration for the library notes, and observations that require some interpre- that finally ignited board momentum for sweeping tation and imagination to find a path forward for the changes. As a result of that meeting brainstorm, library service or programming. Of course, the the board: library is not able to fulfill all wishes and requests. But remember that the discovery process was never Q Decided to change the name to Honey Grove about a majority community vote for the “best” idea. Library and Learning Center. It is about forging relationships, and those connec- Q Wrote a new mission statement. tions are like accumulated gold that will support the Q Designed a new logo and new website. path forward in many not-fully-recognized ways. Q Started a capital campaign to raise needed funds Still, what to do with that sea of input? Ideation, for a major overhaul of their aging structure. or brainstorming, is designed to encourage library staff to loosen up their own preconceived notions The initial goal of the campaign was to raise about what the library can or cannot do to meet $300,000, but the board soon realized that repairs community needs. There is a natural urge to pick and upgrades would cost at least double that, so the community idea that aligns best with something they raised the target to $691,000. By December the library already does or knows how to do, and 2018, they had received $649,000 from donors then come up with some thoughts about how to do across the state. it better. The rules for ideation aim to counter Mayfield’s testimonial is a tribute to the Smart habitual responses: set aside all judgement, encour- Spaces process and the magic that can happen age wild ideas, and build on the ideas of others. To through community discovery: get started, gather library staff and other stakehold- ers, supply lots of sticky notes, and just dive in. The depth of the community surveys and discus- A successful ideation will produce a lot of ideas; sions was a real eye-opener for us. I had been previ- that is, a board covered with colorful notes. Practi- ously involved in several community engagement cally speaking, the library doesn’t have capacity to projects and thought I knew what my community implement all, or even more than two, of the actions wanted. Involving my board in these discussions generated by the ideation process. It’s important to gave them a whole new insight into what I had pursue what’s feasible without sacrificing freshness been trying to convey to themhearing it from the or innovation. The next stage of the process is to get people directly made a huge difference! I give this to one idea that the library would like to move for- [Smart Spaces] project total credit for kick-starting ward into implementation. To distill the top three to our capital campaign and getting things moving! five ideas, ideation team members vote for their top three favorite ideas, usually by putting dots on the PHASE 2: IDEATION sticky notes covering the ideation board. Then each After spending two months gathering input from person rates those top ideas according to the matrix their communities, Smart Spaces participants were shown in figure 2. introduced to the next phase of the design thinking In the Smart Spaces cohort, there was a small methodology: ideation. (It should be noted that rebellion against this stage of the process. The sen- design thinking is more of a cyclic than linear pro- timent was that there was no point to it, that they cess.) Ideation is thinking expansively about the had heard from their community and now they variety of ways the library might respond to the knew what to do. However, the leader of the rebel- ideas they heard from their communities. lion agreed to go ahead and try some ideation; by Community input is not necessarily going to pro- the end of the project, she had a new appreciation vide neat, complete answers. It’s more likely that for this exercise:

52 PUBLIC LIBRARIES VOLUME 59 Number 3 Smart Spaces, Smart Process for Public Library Transformation / FEATURE

Figure 2. Matrix for rating top ideas

IDEA: LEAST MOST Instinctively, how excited are you about this idea? 1 2 3 4 5 How innovative and fresh does this idea feel? 1 2 3 4 5 How practical, feasible and realistic is this idea? 1 2 3 4 5

Although I initially thought the ideation process Q People look to Walmart as a source of variety, was out of order, it was more of a “getting out of our convenience, low prices, one-stop availability, comfort zones” exercise that turned out to be really and more choices. The library might: beneficial. I plan to use it with future projects. Ț Offer classes on how to shop online effectively and safely. Other participants noted in their final evaluation Ț Offer classes and information more generally feedback that going through the ideation process on how to be safe and savvy on the internet. really made them stop and think about possibilities Ț Start coupon exchange clubs and focus on they had not considered offering beforehand. swapping instead of shopping.

Madison Public Library and the Walmart Q Walmart is a place where people can find some- Example thing new and get instant shopping gratification. It is helpful to see an example of an ideation activity The library might: conducted by one of the Smart Spaces libraries. The Ț Illuminate the darker side of Walmart coming Madison (SD) Public Library (population 12,600) had to town, such as the impact on local business posed two questions to its community: (1) “What do and wages; convene a discussion group to you like most about your community?” and (2) “What watch a presentation, such as “What Happens do you think would make it better?” They collected to Small Businesses When Walmart Moves more than 150 responses from seven different loca- In?” (Mitchell, 2012), and talk about it in con- tions around town. The response that surfaced most text of their own community. frequently about what would make Madison better was “a Walmart.” Initially, the library staff wanted to discard that input because clearly the library was not going to build a Walmart for the town. The ideation process seeks to think beyond the obvious conclusion, to dissect the idea. What could they find if they dug deeper into what the commu- nity thinks it’s missing by not having a Walmart? What are the emotions behind that desire? And what activities related to shopping might the library be able to put into action? The Smart Spaces cohort worked together to put Madison’s Walmart wish on the ideation operating table. As they analyzed the anatomy of what the community might want, they came up with the Madison (SD) Public Library placed “Wish Trees” in seven locations following ideas: around town to collect community input through open-ended questions.

PUBLIC LIBRARIES MAY / JUNE 2020 53 FEATURE / Smart Spaces, Smart Process for Public Library Transformation

Ț Start a community conversation about other Wait—Prototype First alternatives for retail therapy. With their key ideas identified, participants were Ț Encourage entrepreneurship and support peo- eager to start ordering furniture and equipment for ple to start their own businesses. their active learning spaces. The design thinking Ț Support local making with “how to make” process wisely puts the brakes on this urgency. (craft) workshops. Before running out to buy furniture and equipment, Ț Provide pop-up locations for local vendors it’s important to prototype. This stage is about inside or outside the library. transferring the idea from concept into something Ț Start or support a farmers’ market that would tangible that library staff and community members include crafts as well as food. can respond to. There’s nothing high-tech or fancy herecardboard and duct tape are the best tools. Q There are social aspects to mall shopping—it’s The photo on the next page wonderfully illustrates entertainment and people-watching; it provides that there is no need for intricacy or polish for these opportunities for teens in particular to explore models to be effective. their independence and make choices. Again, there was initial resistance to the process Ț Take a cue from Walmart and have library staff followed by revelation, as typified by this comment as designated greeters to make everyone feel from a participant: welcome and acknowledged when they enter the library. I was a little hesitant about this exercise. I must Ț Foster social connections among community admit I’m learning that I must be a person who members through book clubs or craft clubs likes to jump to results and adjust on the fly. How- and other events. ever, I really really enjoyed this process. I com- Ț Start a local walking group to explore different pleted my prototype in one sitting and had a blast sectors of the community and satisfy people- doing it. I’ve showed it to several people who have watching urges. been so happy to actually physically see the plan Ț Empower teens in other ways to build inde- that’s been floating around in my head. pendence and make decisions for themselves. When an idea is expanded to look at creating That is exactly what prototyping is intended to opportunities for people to make their lives and accomplish. It’s another step in ongoing community their community better, it shines a light on the discovery and connection. People see that the many ways the library can meet their aspirations. library has listened to their input and wants to con- The Madison Public Library story reveals how tinue the collaboration by asking for their responses library staff picked up on the aspect of empowering to the proposed design. One Smart Spaces library, teens. Not only did staff transform a physical space the Ronan (MT) Library District (population 8,645), to be dedicated to teen activities, but they also invited patrons to create their own prototypes, improved their relationship with teens in the com- which resulted in one cardboard model that has a munity and fostered a very independent, creative, reader cozied up into the shelving. This idea was and engaged group. not implemented in a literal sense, but the ultimate design of the space did capture the essence of want- PHASE 3: IMPLEMENTATION ing to feel more intimate and interactive with the At this stage, the Smart Spaces cohort was ready to books and learning materials. formulate plans for their space and service transfor- Prototypes can take forms other than static card- mation, and then put their plans into action through board models. The Madison Public Library tried prototyping and community collaboration. “action prototyping” to test out the viability of attracting community teens to see the library as a

54 PUBLIC LIBRARIES VOLUME 59 Number 3 Smart Spaces, Smart Process for Public Library Transformation / FEATURE

subgrant to qualify for matching funds from other sources, thus doubling or tripling the amount. The one golden resource to which all partici- pants had access was the continued collaboration with people and organizations in their communi- ties. Most public libraries have already established valuable partnerships with local schools and com- munity organizations, which augment the resources and possibilities for all involved. There is also tre- mendous potential value in considering individuals who are not necessarily decision-makers or titled staff of an organization. Tapping their energy and skills reaches beyond the institution-to-institution level to foster deeper personal connections. It’s at A patron-created prototype at Ronan (MT) Library District combines this level that passion for the library and support for shelving with seating. its sustained vitality develops. The Smart Spaces cohort provided many examples of this, with two being particularly outstanding: place to gather and collaborate. Before the new space had begun to take shape physically, library Q The construction of Cornwall (NY) Public staff encouraged a group of teens to try planning an Library’s (population 12,600) new Smart Space event at the library. This dynamic group took the was done entirely by community members volun- initiative to produce a fabulous Harry Potter Holiday teering their time and skills. A local designer Party. They designed and planned all the details, planned the layout and chose colors and furnish- including creating the entry to Platform 9¾ through ings. An electrician volunteered to install the a brick wall, Harry Potter–themed decorations, lights, hang and wire the wall-mounted monitor games, prizes, and treats. The party was a huge suc- screen, and run data and electrical hookups. Two cess, bringing in a number of teens who didn’t fre- talented sisters were inspired to paint a vibrant quent the library. The prototype event was resound- mural on the walls. And perhaps the most heart- ing evidence that this teen group was ready to own warming contribution came from a carpet layer, and enjoy their new space and take the lead in creat- who made a three-hour, round-trip commute on ing programming. a Sunday (his one day off ) to install the carpet because “libraries have been good to me in my Community Collaboration Continues life.” As (former) director Mary Lou Carolan said, Finally, after prototyping, real plans could be set in “The community really made the space come motion. Among all fifteen Smart Spaces libraries, alive. They fanned the flames. Now they have there was much of collections, clearing out ownership.” existing spaces, and modifying or procuring more Q For Ignacio (CO) Community Library’s (popula- flexible furnishings. In some cases, significant tion 5,200) Idea Lab, community members helped reconstruction ensued. The Smart Spaces project steer the design, equipment choices, and pro- was able to distribute $5,000 subgrants for each gramming for this space dedicated to active learn- library. It’s not a large amount of money, but for the ing for all ages. They responded to the prototypes libraries that were the most financially constrained, with suggestions for more storage and brighter it was a windfall that enabled significant positive color. They supplied their labor for clearing the change. Other libraries were able to leverage the space, prepping and painting, and installing the

PUBLIC LIBRARIES MAY / JUNE 2020 55 FEATURE / Smart Spaces, Smart Process for Public Library Transformation

new furnishings. When it comes to programming Asking the community to get involved in co-creating in the Idea Lab, community members have taken space was a win-win for us and we will utilize this the lead in determining what they want to do community buy-in perspective with all future with the space and resources. With the hardware projects. and software provided by the library to foster creativity and entrepreneurship, people of all ages CONCLUSION are working together to help and teach each other There is bountiful evidence of the success of Small what they know. They are collaborating to shoot Libraries Create Smart Spaces. A third-party evalu- photos of their artwork and items they’d like to ation report concluded that “Major findings from market, create sales outlets through Etsy, Ama- these surveys indicate that the grant was a remark- zon, and other online stores, and give classes on able success and improvements were achieved in all marketing savvy. Local DJs are mentoring people areas,” with high ratings on all measures of effec- and offering classes on use of the audio and video tiveness in achieving the goals. “The pre- and post- equipment. survey satisfaction scores demonstrate an enormous difference in the way libraries understand active The power of community collaboration was echoed learning, engagement, and community involve- in many comments from other Smart Spaces partici- ment.” Participants spoke glowingly of the transfor- pants: mations that happened to their perspectives as well as to the physical space and programs: Through these additional ways to engage with the community, we have developed more partnerships I learned a lot more about the process of creating a with individuals and organizations. We have more community space. Before this project, I was sure of “local experts” to call upon for assistance and the what my community needed. After going through flow of ideas from the community just keeps coming. the steps of the community discovery, I was able to find some things out about my community Figure 3. Library locations in the 2019–20 cohort of Small Libraries Create Smart Spaces that I didn’t know before. Those discov- eries led us to create a space that would be better used by the community than my original idea.

We are even more proud of what we have to offer, and we are eager to share that with the community. We’re more open through communica- tion, understanding that it’s a two-way street—sharing AND listening.

56 PUBLIC LIBRARIES VOLUME 59 Number 3 Smart Spaces, Smart Process for Public Library Transformation / FEATURE

Expanding the Impact WebJunction. “Mak- IMLS offered a strong testimonial to the power of ing Space for the Smart Spaces process by granting a supplemen- Active Learning LEARN more Smart Spaces project page tal award to guide a second round of participants in Your Library.” (www.webjunction.org/ through the journey. This Round Two cohort https://learn.web explore-topics/smart-spaces launched in March 2019, successfully navigated the junction.org/ .html) community discovery, ideation, and prototyping course/index Smart Spaces Transformation processes and is in the midst of implementation .php?category Stories (www.webjunction (see figure 3). The willingness and enthusiasm of a id=54. .org/news/webjunction/ majority of Round One participants to mentor the WebJunction. smart-spaces-transformation Round Two “newbies” is an even stronger testimo- “Small Libraries -stories.html) nial to the success of the initial project. Having been Create Smart through their own transformations, they are the best Spaces Transfor- OCLC Next Blog (www.oclc .org/blog) subject matter experts on the process. mation Story: While it is wonderful to have such a positive Cornwall Public WebJunction’s Crossroads impact on a select set of small libraries, WebJunction Library.” www. newsletter (www.webjunction is always seeking to scale learning to reach a broader webjunction.org .org/explore-topics/wj-news audience. With this in mind, the project team created /content/dam /crossroads.html). a self-paced course series from the Round One cur- /WebJunction riculum (“Making Space for Active Learning in Your /Documents Library”) incorporating video from the live sessions /webJunction/Topics/smart-spaces/cornwall-public-library with the first cohort, along with resources, activities, -story.pdf. and opportunities to reflect in discussion forums. WebJunction. “Small Libraries Create Smart Spaces Transformation The WebJunction team is also aware of how trans- Story: Honey Grove Library and Learning Center.” www.web ferable the Smart Spaces process is, and is looking at junction.org/content/dam/WebJunction/Documents/webJunction ways to apply the methodology to other efforts. PL /Topics/smart-spaces/honey-grove-public-library-story.pdf. WebJunction. “Small Libraries Create Smart Spaces Transformation REFERENCE LIST Story: Ignacio Community Library.” www.webjunction.org /content/dam/WebJunction/Documents/webJunction/Topics Bertot, John Carlo et al. 2014 Digital Inclusion Survey: Survey Find- /smart-spaces/ignacio-community-library-story.pdf. ings and Results. Published October 1, 2015. Information Policy & WebJunction. “Small Libraries Create Smart Spaces Transformation Access Center, College Park, MD. https://digitalinclusion.umd Story: Madison Public Library.” www.webjunction.org/content .edu/sites/default/files/uploads/2014DigitalInclusionSurvey /dam/WebJunction/Documents/webJunction/Topics/smart FinalRelease.pdf. -spaces/madison-public-library-story.pdf Design Thinking for Libraries Toolkit. https://designthinkingfor WebJunction. “Small Libraries Create Smart Spaces Transformation libraries.com. Story: Ronan Library District.” www.webjunction.org/content Mitchell, Stacy. “What Happens to Local Businesses When Walmart /dam/WebJunction/Documents/webJunction/Topics/smart Moves In?” Institute for Local Self-Reliance. August 22, 2012. -spaces/ronan-district-library-story.pdf https://ilsr.org/what-happens-local-businesses-walmart. WebJunction. Small Libraries Create Smart Spaces. www.web Project for Public Spaces. “Eleven Principles for Creating Great junction.org/explore-topics/smart-spaces.html. Community Places.” www.pps.org/article/11steps. WebJunction. “Beyond the Survey—Basket of Discovery Tools.” www.webjunction.org/content/dam/WebJunction/Documents /webJunction/Topics/smart-spaces/basket-of-community -discovery-tools.pdf.

PUBLIC LIBRARIES MAY / JUNE 2020 57 BY THE BOOK SHARES A BOOK WE THINK YOU SHOULD READ AND A CONVERSATION WITH THE AUTHOR

Incubating Creativity

BY THE BOOK BY A Conversation with Laura Damon-Moore and Erinn Batykefer

Catherine Hakala-Ausperk / [email protected]

Catherine is the owner of Libraries Thrive Consulting.

ake a look at almost any Does Incubating Creativity work? Do library’s strategic plan you actually know of libraries that, by T and it’s a good bet you building their creativity options, have will see a goal of more commu- increased community engagement nity engagement, becoming a and other partnerships? “third space,” or making a stron- ger connection with users and LDM: Based on our own experi- nonusers alike. Great goals, no ences working in libraries, with doubt. In Incubating Creativ- artists, and from doing a lot of ity: A Sourcebook for Connecting interviews and conversations Incubating Creativity at with Communities, authors Lara with other people working in Your Library: A Source- Damon-Moore and Erinn Batyke- libraries, the answer is “yes”! book for Connecting fer show us how, and the magic with Communities ingredient for success turns out EB: One of the great examples we Laura Damon-Moore & Erinn to be . . . creativity! cite in the book is The Labs at the Batykefer This programming guide Carnegie Library of Pittsburgh CHICAGO: ALA EDITIONS, 2019 / 192 p. / $54.99 delves into what truly moves and (CLP). We documented this pro- 978-0-8389-1862-3 motivates people and how librar- gram over the course of six years ies can provide the space, re- on the Library as Incubator Proj- sources, and people to build a ect website, following its evolu- underprivileged neighborhoods, broad, lasting, and creative con- tion from a grant-funded youth all the way through its current nection. I recently interviewed program focusing on bringing iteration as a systemwide plat- the authors via email. digital learning opportunities to form for creative education for all

58 PUBLIC LIBRARIES VOLUME 59 Number 3 Incubating Creativity / By the Book ages. It’s the spine of program- Asset Based Community Devel- people want to do in libraries ming at CLP now, and it was built opment (ABCD). You can reach seem intrusive or inconvenient, on stated community needs and out and meet with stakeholders especially if you don’t have any strategic, collaborative commu- who have a pulse on community plan for handling them. I recom- nity partnerships. interests and assets. You can mend doing two things here— That is obviously an example show up at community meetings, first, I think you talk about excel- from a large urban library, but the panel discussions, and roundta- lent customer service, which intentionality of the program and bles, and just be present and should include an element of the process of iterating and evolv- listen and ask questions. You can problem-solving and collabora- ing it in different contexts and make sure you attend programs tion, a real effort to “get to yes” in partnerships over the course of at your own library and chat with partnership with the artist who several years was the reason it people during and after. If you comes in with an idea. was successful. That is something work at the reference or public Second, you get out ahead of that is scalable! service desk, you can talk with some issues or questions by set- people there, too. It does not ting up a process. Let people EB: One of the points we make in need to be a formal survey or an know that photography, filming, the book is that creativity isn’t official advisory group or a series performances, etc. are allowed in necessarily about making art. of meetings. the space, and who they should That’s one way that basic human talk to to develop their idea and creativity—inherent in all of us— EB: I think the point we’re trying make it happen. Then, if someone comes out, but building a busi- to drive home is that if commu- shows up with a camera ready to ness or organizing a community nity engagement is a goal for your take over the religion section, garden or any number of projects programs and your library, you’re whoever is on the desk can say yes requires creative, critical think- going to need to connect with the and talk them through the pro- ing. Our argument is that librar- community. It involves a lot of cess and how to get started. ies are the ideal place to create getting out from behind the desk access to that creative synergy in and active, nonjudgmental listen- What final advice can you offer? a community, no matter how you ing. It takes a long time, and some apply it. legwork that is a little different EB: Start small. Go slow. Docu- than the legwork you are already ment everything. Don’t quit. I really like your suggestion that, doing at your library. before adding any service or resource, LDM: Hah, pretty much what the library should ask if it is a commu- You share this quote in the book: “My Erinn said! Those directives are nity-driven idea or not. How can a ideal library has a million places to vital for administrators, but also library continually and effectively plug in your laptop, and if you ask the for library staff. Don’t think gauge community needs? librarian in charge to let you film your about developing a creative dance video in the religion section, she library platform as a one-year LDM: Well, there are lots of dif- always says yes” (p. 26). How can we process. It’s ongoing, and what it ferent approaches a library can help library teams buy into this vision? looks like will slip and slide take—there’s no one-size-fits-all around a little bit. That’s okay. method. You can do a formal LDM: It’s easy for us to say, “Be Embrace the (slow, deliberate) process, utilizing a framework open and flexible, everyone!” But process of developing it as a key like the Harwood Institute or we know sometimes the things part of your platform. PL

PUBLIC LIBRARIES MAY / JUNE 2020 59 REDESIGNING LIBRARY ACCESS FOR HEALTH AND SAFETY POST–COVID-19

s public libraries address ongoing condi- current and anticipated impacts the pandemic is hav- tions tied to social distancing, space and ing on operations, staffing, programs, and services. In A design choices will be influenced by health those results, it found that multiple efforts are under- and safety considerations more than ever before. In way to meet changing needs and new demands in response to the COVID-19 crisis, PLA surveyed the thoughtful, flexible, and creative ways. Below are a public library community to better understand the few insights from the March and May surveys. info-graphic

SURVEY RESULTS (MAY 12–18, 2020)

Library fully closed to the public

Patrons able to access materials through curbside pickup

Other limitations (e.g., number of patrons, by appointment only)

No restrictions

PHASED AND PLANNED IN-PERSON ACCESS IN THE NEXT 3–6 MONTHS, TOP 4 ANSWERS (MAY 12–18, 2020)

1. Implementing social distancing policies 3. By appointment only 2. Curbside services 4. Delivery to patrons LET US KNOW WHAT PROVIDING INTERNET ACCESS WHILE THE PUBLIC LIBRARY BUILDING IS CLOSED TO THE PUBLIC (MARCH 24–APRIL 1, 2020) YOU THINK! Email datadiscussion@ Leaving on public Wi-Fi when the building is closed to the public: ala.org or discuss this Q 81% of libraries offered this service prior to COVID-19 and continue to do so during this time topic with other mem- Q 12% of libraries expanded or added this service in response to COVID-19 bers of PLA’s Data and Measurement Interest Locating Wi-Fi access points to improve access outside of the building: Group on ALA Connect. Q 36% of libraries offered this service prior to COVID-19 and continue to do so during this time Q 8% of libraries expanded or added this service in response to COVID-19 COMPILED BY: Checking out hotspots: Larra Clark, Deputy Q 21% of libraries offered this service prior to COVID-19 and continue to do Director, PLA and ALA so during this time Public Policy & Advo- Q 2% of libraries expanded or added this service in response to COVID-19 cacy Office; and Emily Additional information about these results can be found at www.ala.org/pla/issues/ Plagman, Manager, Im- covid-19/surveyoverview. pact and Advocacy, PLA

60 PUBLIC LIBRARIES VOLUME 59 Number 3

INTERESTED IN LIBRARY SOCIAL WORK TOPICS? JOIN THE PLA SOCIAL WORK INTEREST GROUP fullpageconnect.ala.org ad

page C04