Marion or Attila ?

As I was typing up my notes from the ARSL Conference in Gatlinburg, TN, I came across a statement made by George Needham. George is the VP for Member Services of OCLC (Online Computer Library Center). He and Joan Frye Williams ususally speak together at conferences and are described as: "Two of the library community's leading consultants and thinkers." They have spoken at the ARSL Conference in the past, but this year George's speaking partner was Chrystie Hill, author of "Inside, Outside & Online".

In Gatlinburg, George made the observation that: "there are two places your are presumed guilty, traffic court and the circulation desk at the library." Wow! I guess he's right!

As I was walking out at the end of the day earlier in the week, I stopped at the circulation desk to check out books for an older gentleman that was waiting. He was returning a stack and wanting to check out a stack. He didn't return his books into the book return at the desk, he was holding onto them and "insisted" that I check them back in, 1. to make sure he didn't forget to return one and 2. to make sure they were indeed being checked in so "he didn't get a phone call or letter". And, wouldn't you know it, while I was checking his books out, another gentleman came up to the desk with an overdue letter in hand! And "my" guy says "See!".

So, I guess I'm asking: have we indeed changed our reputation from "Marion the Librarian" to "Attila the Hun"? And, how do we "undo" it?

I believe we have already "figured that out" with the brainstorming and discussions we have had during the regional network planning; the "thinking outside the box" ideas like: fine free Fridays, not charging fines in the children's department, having a one-card, seamless network for providing efficient libraries services in the two-county region...

Now of all times is the time to focus on the user and our community. Diane said, "figure out what you are to the community and give it to them". You cannot be everything to everyone. The economy won't allow; the funding won't allow. Ask your community what they need from you and no matter the answer, give it to them. The overall message has been received loud and clear: "libraries in PA are not mandatd services". We cannot and should not count on the state as our primary funding source.

How can we expect the public to support us if we aren't giving them the services that they need and want. If you were to poll your customers to find out if they would still use your library if they had to pay a subscription fee yearly, would they? Or do you think they might start to "shop around" for the library that gave them what you were not? We need to be customer friendly (if you haven't noticed the retailers are ALL lowering prices, training staff in excellent customer service and offering lay-away!); we need to make it as easy as possible for someone to use our services; we need to think like a customer and not a librarian. Are we spending too much time "petting the inventory" (Joan Fry Williams) or are we trying to get information into the hands of our customers as quickly as possible? Could your library pass the "1965 test"? (Karen Hyman)

Let's start by doing "off the wall" things like eliminating overdues and instead allowing patrons to pay "extended user fees". (George Needham) This idea fits nicely with Elina's idea of asking patrons what loan periods they want. Another idea from ARSL that came from the small/medium library automation product Apollo: collect user emails and phone numbers. Call and/or email customers three days before their items are due to remind them to either return or renew online.

You need to answer: "What's your pickle?" Check out Bob Farrell's "give em' the pickle" customer service video on YouTube.

http://www.youtube.com/watch?v=JJjf6ifg7U0

Here is a statistic from George Needham that should put it all in perspective:
"Google answers more questions in a minute than a reference librarian does in an entire career."

Fully Equipped!

At the "reunion" session with Michael Kumer, six-months after the board training project, the results of the board training sessions were deemed a "success". A "mind-set" shift had indeed occurred.

The brainstormed list of results included:

- new board members
- "CEO's" NOT "head librarians"
- new by-laws
- successful fundraising (ideas, plans, events)
- a full board compliment
- no more counting paperclips
- short-term vision and mission
- active asking--municipalities for more funding
- policy manual in place
- board member job descriptions
- officers in place
- signed contracts with board members
- board member orientation
- more effective board meetings
- term limits
- strategic thinking AND planning

And, where do we find ourselves now? Facing a potentially disastrous slash in state aid for 2010 and the elimination of our "bright shiny objects" (POWER, AccessPA database, state-wide inter-library loan & IDS delvery as well as AskHere PA 24/7 reference).

Should we be "worried"?? Yes, naturally. But, in reality, because of the extensive, multi-year Board Training that has occurred (with both Michael Kumer & DJ Oshry) every board in this district is "fully equipped" with the skills necessary to meet the challenges the next decade will bring.

Now is the time to put the training to work!

Regional Network

Okay. I know it seems like the worst possible time to be thinking "big", but this is what we've been working towards for the past 10 years I've been here!

Everything we've done so far has lead us here. One of the biggest challenges STILL, (after 3 years of training), STILL seems to be our boards.

But, let's not forget that the boards don't run the libraries--the directors do! Boards "should" be involved in vision and long-range planning. Any board member that can't "get on the bus" with the idea of a regional network can't think big enough and frankly, shouldn't be on a library board. And that seems to be one reason libraries stay "stuck"--because we have boards that can't see our future. Boards that never seem to think big enough!

The story of the Anna Porter Public Library is an inspirational one. Gatlinburg, TN is a very small mountain town. The service area for the library is the town of Gatlinburg which is approx. 3,500 people. The number of people that use the library is closer to 5,000. Gatlinburg is a tourist town. It is by no means a rich town.

The library director and the library board knew they needed a bigger library. So, what did they do first? They sat down and developed a PLAN. That plan is what lead them to where they are today--and that is in a newly opened, beautiful, bookstore concept library.

But, plans, no matter how well thought out or written need PEOPLE! And what kind of people? The right kind of people: passionate, positive, purposeful! A long-term library volunteer and the library board president divided the duties involved in the project and they got the job done! It wasn't about egos, it wasn't about "legacies". It was about providing the users of the Anna Porter Public Library with a larger library that met their service needs. They got everyone involved in the outcome; they partnered; they rallied gifts of money, talents and time. They weren't afraid to think big.

So, here we are...thinking big! A Regional "one-card" Network. We lucked into a very important partner for the project--Peacock Keller. The publicity generated, not only from the "signature event" Off The Shelf, but from the partners themselves making calls and talking about the libraries, the event and the purpose, is more effective than we ever could have imagined. This opportunity has fallen into our laps and we can't "blow it"! We must rally our boards and our staff to work as hard for the common goal as Peacock Keller is working for us!

Best Practices

I want to remind everyone to take 30 minutes every week to explore online! No, it isn't "playing". Part of our job is to stay current on the trends in the profession as well as finding new ideas for enhancing our services.

I have been exploring online to find best practices for local history & genealogy departments. The district center is working on an LSTA grant to showcase & enhance the Special Reference & Genealogy Department. There are quite a few organizations involved with the brainstorming process for this project and one of the end results will be a greater collaboration among these organizations.

While exploring online, I found a "Best Practices Wiki" for libraries.
http://www.libsuccess.org/index.php?title=Library_Success:_A_Best_Practices_Wiki

It is a "one stop shop for great ideas"; and who of us couldn't use a great idea!?
I have added to link to the "Links" tab at the right.

Also, don't forget that PaLA publishes brochures for "Best Practices" in various categories from around the state. Best Practice doesn't mean complicated or expensive; it is a great idea that took off! Don't hesitate to look to these sources for a great new idea.

Leadership Nuggets

Last week's DLC meeting took the form of a leadership session led by Nancy Dering Martin. (www.nderingmartin.com)

Something she said during the introduction struck a cord with me. She said, "Manage what's going on outside the room so that it doesn't interfere with what's going on inside the room". Wow! How applicable to everything we do! How often are we "really" focused on "what is going on inside the room (library)"?? I've been around people who may be physically "inside the room (library)", but not "really" there--they are distracted by everything happening on the outside, they aren't "managing" their life "outside the room (library)" so it not only "interferes", it completely dominates! Hard to "manage" or "lead" anything when you are that distracted.


Our two days of discussions revolved around "library improvement", both locally and statewide. Both of which are dependant up the leadership! "Intent doesn't always bring results; good leadership yields results."

We talked about "institutional entropy" and things that cause it:

- disconnect from the top to the bottom;
- territorialism (prisoners of "what is"; preservation of "what is" instead of being the shapers of "what might be";
- hampered communication (right hand doesn't know what the left hand is doing);
- information distortions (up, down and sideways!)--some intentional, some not;
- dampening of new ideas (the more people that have to approve an idea the more likely that NO will be the answer--which often causes people to stop communicating new ideas).

Organizations become "less agile"; not "built for speed".

"We as leaders & shapers of -what might be- MUST:

- encourage a culture of change & creativity;
- raise the level of accountability;
- eliminate the warm & fuzzy;
- reinvent the profession & the institution: WE MUST SURPRISE PEOPLE!
- LEAD MORE, LAMENT LESS!

In an email from Karen Kern during those two days, she copied a posting from Seth Godin's Blog (author of Tribes, http://sethgodin.typepad.com). It was so "in tune" with the discussions we were having and the advice from the group (& Nancy) that we must "surprise people":

"You're boring
Sorry, someone had to say it.

Your products are predictable. Your insights are recycled. You don't bring surprise with you when you enter a room.

That's why people are ignoring you.

Which used to be fine, because you could just buy attention for your brand or your company or your sales efforts. But that half-price sale on attention is now over.

The only path left is to lean out of the edge and become interesting, noteworthy and yes, remarkable."


http://sethgodin.typepad.com

Let's consciously make an effort to "manage what is going on outside the room" so we can really "manage what is going on inside the room"! Then and only then will we be able to "surprise people" and "lead more".

Mountain Climbing in PA

I love mountains! And once you've seen the Rocky Mountains, it is hard to call what we have in Pennsylvania anything but "hills". Yes, PA is beautiful (hills & valleys), but there is nothing like Pikes Peak or the 14'ers region.

But, I would have to admit that my love of mountains is limited to the ones created by forces of nature...not the man made mountains.

As far as "man-made" mountains goes, Pennsylvania by far has the greatest! And each year the climb is longer, higher and steeper. This year's climb is the hardest yet!

Evidence exists EVERYWHERE that libraries are busier than ever in the failing economy. News stories have been in print, at both the national and state level. All three of the major television networks have done reports from busy public libraries. Statistics will prove that foot traffic and usage has went up. Public libraries have become the hub for online resources that have replaced physical support locations eliminated by the state in order to "save money". Stay-cationers are attending programs, enrolling their children in summer sessions, checking out free entertainment materials (dvd's, audiobooks, games), attending family programs. Job seekers inhabit the libraries scouring resources, updating resumes, seeking assistance from information professionals that can help guide them.

The line item in the state budget that supports the statewide system of libraries is "pocket change" compared to the deficit and the overall line item that is the Department of Education. For ONE THIRD OF ONE PERCENT--public libraries and the statewide resources available to taxpayers are not only a bargain, but the "best" thing about PA. That's right: Pennsylvania's libraries and the state-wide resources available to residents are the best thing about Pennsylvania! LIBRARIES are Pennsylvania's "bright shiny object".

The current budget deficit of 3 BILLION dollars will not be balanced by decimating the state's entire system of public libraries. But, that is exactly what is being proposed by the Pennsylvania Senate.

Libraries are part of the solution. Libraries guarantee that a quaility of life can exist in communities as small as Marianna or as large as Washington.

The complete elimination of our statewide programs (ACCESS, POWER and the inter-library loan delivery network AS WELL AS the 24/7 online reference ASK HERE PA) in addition to our Keystone Funds (used for renovation, additions, ADA compliance)as well as the 50% slashes in both state aid to libraries AND operational support for the state library will have an irreversible, devastating effect on Pennsylvania. This will be our "tipping point".

LEVEL FUNDING is the key to our existence right now. Please mobilize your boards, volunteers, Friends, community partners, users, homeschoolers, job seekers, program attendees...

Visit www.palibraries.org for Advocacy information and talking points. Encourage hand-written notes & letters, phone calls, visits. (And, as always, it is important that we take the "higher road"--keeping correspondence and advocacy "respectful, passionate and personal".)

If you enjoy "scary stories", here's one even Stephen King wouldn't put to paper: try imagining what your community is going to be like without its public library...

Elements of a Fundraising Plan

At Thursday's session, DJ broke the room out into 4 groups and each group took a key component of constructing a fundraising plan.

Those 4 components are:

1. What are the critical messages you want to convey about your library? Why should people give to your library?

2. Produce a timeline for an annual fund for your library.

3. What do you need from your library to be an effective and active fundraiser for the library?

4. Who are logical prospects for your library?

I am pasting the flip chart answers for these 4 questions below.
Another important aspect of the process was the creation of policies and guidelines. Here is the link to the Association of Fundraising Professionals website: http://www.afpnet.org/

I have pulled library policy books to see if any of them address policies for fundraising. If I find anything I will pass it on. In the mean time:

1. Check out the website.
2. Plan to create a fundraising plan at your next board meeting (Break the board up into two groups and work on "chunks" based on the starting point you have from the flipcharts.)
3. Use the fundraising piece as a starting point for some further "long range" planning. It needn't be "long" or involved. What it needs to be is concise and PROACTIVE!

The news coming out about the preliminary budget talks at the state level is even worse than I could have imagined. Now is the time to take action locally!


Flipchart Data:

Fundraising Plan:

Small Groups:
1. What are the critical messages you want to convey about your library? Why should people give to your library?

How are we funded? 501©3
“Cradle to the grave”
Heritage of founders and dedication to future generations
More than books (a community hub)
Meets the needs with today’s technology
Reaches out to all economic levels (for everyone!)
Trained staff
Provider of life long learning
Green: one of the community’s most renewable resources
Library = Access to Information (Cornerstone of Democracy)
Tax Deductible-Educate donor, funding received vs. actual expenses

2. Timeline for annual budget:

December, year end analyzing current year.
Training for board members: letter writing, notes, and phone calls.
February (after Valentine’s Day) mailing of the first fund drive letter
Second letter: April (board and Friends)
August another letter.
Joint Letter (Board & Friends), end of year.

Two to four letters per year, two minimum are recommended.
Four is the goal—work up to it.

Select a leader of communication:
Divide a list of community leaders to be approached by members.
Coach the board to use the same goals and verbiage.
Communication and feedback to all members on a regular bases.
When asked by a contributor, “How much do you want?” Do not answer by saying whatever you can give but ask, “Could you give $100?"
There is a need to put a number on the table.
Acknowledgement of Donors over a certain amount, Donors Club.
Everyone under a certain amount, a Friend of the Library

Update webpage with the library’s needs. Collect email addresses, easiest and least expensive way to inform patrons or donors of the libraries needs or special events. Limit usage. Offer pay pal as an easy way to contribute. (Today’s technology)
Accept credit cards. Look at library webpages for ideas for online giving options.


3. What do you need from the library to be effective and active fundraiser for the library?

1. Clear Communication
2. Punctuality
3. Commitment
4. Chain-of-command
5. Script (vision and strategic plan)
6. Timeline (overall and of individual tasks)
7. Finite tasks
8. Budget? (does a board member get reimbursed for taking someone to lunch?)
9. Policies
10. Timely Reports (who gives and what do they give; library activities).

4. Who are logical prospects for your library?

Everyone:
Business leaders
ARRP
Empty nesters
Parents
Memorial book donors
Real estate agents
Unemployed
Foundations
Shared newsletters
Unions
Our Patrons
Donors to other organizations (Symphony…)
Clubs, Groups
Students
Patrons of our programs!


These four categories are the “base” of your plan.
Work on “chunks” of the plan!

And remember DJ's warning:

“The more you put off a plan, the more likely you are not going to do!"