Connecting Librarian

Connecting with the community: strategies to help public libraries better engage with hard to reach groups – Debra Rosenfeldt

Approximately 60% of Australians use public libraries. 50% of public library users visit weekly, 90% borrow books mainly, 37% use computers, 46% get information, 61% for social ontact and 50% to meet new people.

Why dont the other 40% use public libraries. Original LBC study showed that 27% dont use them for lifestyle reasons. 13% dont use libraries but have much to gain by doing so. The study aimed at finding more about this 13%.

Had to choose groups – criteria were universality, achievability, policy connectedness, research efficiency and coverage. The groups identified were indigenous, disadvantaged young people, Horn of Africa communities, low income families, vulnerable learners.
The groups were not mutually exclusive.

Searched out the groups that worked for them and with them, consulted with them, conducted literature reviews and more. Each target group had a report produced about them. Principles of engagement were developed – which included awareness, engagement collections-programs-services, policies-procedures, customer service.

In future, the SLV estimates that this group will drop down to as low as 8% of non-library users.

Summary of Horn of Africa – most arrived since 99, 20,000 in Victoria mainly in 4 municipalities, from many countries with many languages. Many come on refugee and humanitarian services. Limited access to government service, had little education, training and work experience, young people are caught between cultures and domestic violence, health and gambling are also issues.

Focus groups identified 4 key areas where libraries could help which were: a conduit for information about government and community services, help them with IT skills, access to computers and the internet connections to the broader community.

Factors influencing library use; awareness was low, but those aware were good users limited collections, difficulties in joining libraries and behavioural policies, sensitivity of library staff to their difficulty in asking for assistance.

Public library staff suggested that collaboration between the serving libraries could help improve service to this group, as would partnerships with groups involved with them. That libraries should provide computers with arabic keyboards and employ a staff member from that background.

Followed up with workshops for library staff. The six year project has now come to a close but the work is ongoing.

Question: whats next? Work in public libraries will continue, the SLV is about to start a new piece of research on the economic benefit of pubic libraries.

We would if we could but its not in the Budget… success stories in third-party funding for public library programs – Jack L Goodman Tutoring Australasia

Why public libraries need partnerships- maintaining relevance requires innovation, which needs resources – which means money. Public libraries have many users, tight budgets, have little state support and no commonwealth funding. But just in case……

Why are partnerships possible – Public libraries have a unique position in their communities where we leverage the corporate social responsibility trend. We can partner with businesses, education, not for profits, clubs and more.

Example – Fairfield City Library Service – first Your Tutor customer in 2003, begun with local club funding. Demand grew so it was incorporated into the Council budget into 2004. In 2007 they partnered with the UWS to broaden access beyond what the library could provide.

The UWS has a Community Engagement Strategy – which aims to build a relationship with councils and to support local students. Most universities have such a strategy. For Fairfield it meant expansion of the program, marketing support from UWS and deeper institutional ties with them.

Example – Mornington Peninsula – Babies love books too. MP saw a program in a similar area, partnered with the library, put in an application to the Telstra Foundation and got $20,000 over 3 years follow up funding from BHP and Hillview. Now its in the library budget.

Example – Connected City Library and Melbourne City Mission.
Targeted learning support for at risk of becoming homeless children.

Example – Mobile Library Wireless Broadband
Upper Murray Regional Library Service – 3 mobile libraries. Got funding from 2 State Libraries and the Federal Government.

These were the only publicly visible examples. Need more like them. Critical skills required to make this happen – a desire to innovate: there is risk, which isnt a welcome option – need to be creative; brainstorming, teams, ownership – commercial sensibility: leveraging the librarys assets, outlining who benefits and how.

Making it happen:
1. Choose an appropriate project
2. Assemble your team – identify an owner, provide support
3. Think strategically – what are your librarys strengths – your users, your facilities, your role, your relationships
4. Identify a short list of potential partners – including businesses, associations, clubs, sporting groups, universities
5. Prepare your pitch – background, your assets, clear description of the opportunity
6. Hold a launch event – give them public recognition, raise the library profile, generates interest in the project and good media coverage
7. Follow through – objective is a long term relationship, maintain communication channels, acquit regularly and thoroughly and share success stories.

Corporate social responsibility – growing trend which includes community engagement policies an establish deep and meaningful partnerships. Need to take advantage of this.

Think big – ask for more rather than less, dont be put off by initial responses, remember your strengths and the needs of your partners.

The New City Library: more than a house, for knowledge and dreams – Inga Lunden Stockholm Public Library

Whats the librarys challenge and mission? The EU believe it is creating public paradise in the connected age.

Dreaming the future is risky – the only certainty is that it will change. However, only dreamers can influence the future. We are living in a dream time, where stories enrich our lives and where libraries are places where stories are living and where they truly come to life between title and user, between staff and user, between author and reader and between readers.

Serendipity is brought to life in libraries. You find things there that you didnt know you were looking for and meeting people you wouldnt otherwise meet. We also have library stories to tell – a million stories happen every day, about the past, present and future.

The new Stockholm is not certain, it is still in committee. It gives us a chance though to define ourselves and our place in the future. The library can be anything we want it to be – it should not be about the fences, but about the core.

What do people need? What are their dreams? To experience and learn – best learning done while experiencing and vice versa. To communicate and participate – to be inclusive and be visible to yourself and others. So we need to reimagine ourselves.

We need to share knowledge and imagination with knowledge and imagination. Focus on peoples needs adn dreams, developing products and services that people want. Always need to try new ideas – if it works, great, if it doesnt, let it go.

Libraries are a million stories to be shared, love and become new stories. They give children the right to be told stories and to tell their own. Stories come from everywhere. Does anything exist that doesnt have a story.

Libraries are peoples universities, where they have the joy of discovery. Libraries are everywhere, prevasive, boundless and a part of Google. We want people to share discoveries with us, share with each other and libraries want to share with users and to share with other libraries.

Libraries are like dream weavers who are champions of the long tail, as not only users connect to obscure books, but as other books connect users to those books.

Stockholm is growing in numbers (800,000, with 1/3 immigrant background), but also growing in knowlege, background and diversity. Stockholm 2030 Vision is to be a world class city, which is diversified and rich in experience, innovative and inspiring for growth, and of course, a world class city needs a world class library.

The Nordic countries are all planning for new central libraries. 170 architects dreamed about the library and the jury dreamed of light, openness and communication. Heike Hanada dream is the one that came true – the final decision will be made later this year.
The library cant build its own library – it has to be the library, the council and the people who build it together.

Their dreams are taking shape in the plan. The House of Narration, made for all languages for all ages. Agora will be open all hours for meeting, working and coffee from 6am to 1pm. The Discovery Centre will also be for young and old.

The House of Narration will be in the old building and where stories and their readers will be celebrate and where readers and authors will meet and share. It will be where readers become authors and meet their readers and where young people can listen to and tell their own stories.

The Discovery Library are for kids and grownups side by side, where curiousity is celebrated, no matter your age or the format your findings come from. Books will come in different shapes and forms, but it is the content that is the focus. It is where discoveries might become part of the future.

Agora and Secret Garden will be open when the trains are running. A third place between work and home where you can be by yourself amongst others. It will be close to a new railway station.

The Stockholm Structure Plan – when people in motion meet a library in motion everything is possible. We then aim for their 39 branch libraries to follow the lead of the new Stockholm Library. They will be more accessible and urgent, will be at your service and on your way, a place to stay between trains.

Kista Idea City – a new library which is a partnership for the people between many partners.

A library can be a place where dreams come true.

Beyond a dream: the real picture of employment in the library and information sectors in Australia – Dr Gillian Hallam QUT

Nexus 1 – a snapshot of the LIS profession in 2006 – individual respondents

Nexus 2 – pilot study with CAVAL in late 2006, then institutional respondents

Supported by ALIA and NSLA with interest from other groups

Goal to look at recruitment and retention, training and development

Nexus 2 required active participation of library management to obtain data at an organisational level. 82% of respondents completed all parts of the survey.

Respondents – large number of special libraries, with their subsectors within, 22 public library, 20 academic libraries then smaller number of school libraries and state libraries.
By state, NSW largest, then QLD and Vic.

Public libraries comprised 45% from Vic and 36% from NSW which was encouraged by state initiatives. Size of libraries varied widely.

Staffing patterns – smaller libraries, public library and school libraries had smaller numbers, then at the top end it was academic, state and large public libraries. Casual/temp staff highest in academic, but strong also in public and special.

Non LIS staff were mainly IT/Systems, web design, finance, marketing, management, graphic design and more. 77% of public and 73% of school and 15% of academic libraries had more than 85% female staff.

CALD staff were presented in only 76% of libraries, mainly public, academic, government and NSLA. 0.02% of staff were ATSI.

Absenteeism was not a strong concern, staff turnover rates being too low was favoured by 1/3 of respondents. Pattern had not changed much in the previous 5 years. About 14% reported that over 50% of their staff over 55 years. 22% had 50% of under 45.

Repondents value recruitment strategies in the profession, but only 18% had such policies in place. 45% were considering introducing such programs. Lack of funding was major issue and library size were issues.

Recruitment has gotten harder in the last 5 years, particularly in regional and remote areas. Para professionals are being employed more in professional positions – 57% and vice versa 40%. 33% had changed their recruitment strategies, with more advertising, more online lists and headhunting being more utilised.

Desirable skills required were years of people skills, communication skills, technology skills, particular generalist skills, certain specialist skills, leadership potential and managerial skills. Desired attributes were flexibility, learn new skills, etc. The desired attributes did not match the actual attributes of library staff very well.

When people leave the oranisation, there is not much cross sector movement, they go to the same sort of library. People stay because they like their job, their workplace and the people they work with. However, was fear they wouldnt be able to get the same salary and conditions. Promotional opportunities were seen to be better today than 5 years ago.

This has been a quick summary into the Nexus 2 data, looking specifically at employment factors, far more to explore including staff training, professional development, leadership, sector reviews and comparisons. Main report will be available soon.

Question: Why was the response rate relatively low – just under half of potential respondents did so? Everyone is so busy, time factor was main reason given. Looking to repeat it every 5 years, like the census. Data collected from 101 libraries is still of significance.

Question: Librarians dont want to have supervisory tasks, but that is what is advertised in Canada. Its the same here – jobs need to be more appealing, gender is also an issue. Young graduates are leaving because of disillusionment with managers.

Question: Level of support for doctoral level. Not much in this survey, but only coming up when there is an issue – ie. fighting fires. In Germany, top library managers have Phds.

Researching and benchmarking best practice in library staff development: a joint Australia/UK study – Richard Sayers – CAVAL

Project is ongoing, but have enough data to start teasing out some early findings.

Study covers only uni libraries at this time, but wider application is desired.

Benchmarking – on ongoing structured process by which we evaluate the functions, work processes and services of organisations recognised for their leadership an innovation – undertaken for the process of comparison an improvement, new ideas forecasting, planning, goal setting, process improvement

Effective benchmarking compares like with like – CAVAL and EMALINK (UK) were a good match for comparison. Involved planning, analysis, implementation and reviews (the PAIR process). Built on work already done in Australia since the 1980s.

Metrics investigated were SD expenditure as a % of payroll, average SD hours per staff member, SD cost per person per hour, % of employees undertaking SD, % of positive ratings of SD, % of reported gains in learning, % improvement in performance, costs savings/efficiency gains. IFLAs standards proposed that 0.5-1% of payroll be spent on SD, 10% of work hours should be SD. IFLA also provides statements on learning needs assessement and more.

Goal is to create a dashboard of indicators that will work for their organisations, their peers and the professional.

Aim was to identify, share and compare knowledge about SD practices an to establish common measurement points. DImensions utliised mirrored the metrics highlighted above.

Beginning of the dashboard covers the buget for SD – both organisations members mostly met. No figures on hours, evaluation stats were high as was planning (70% approx.) ROI was only 18% for CAVAL and 57% for EMALINK but still a work in progress.

Assessment so far – good overall, but failed with misaligned expectations an insufficient resources. There is room for improvement.

Question: IFLA figures dont match – 1% of funds and 10% of staff time dont match our national situtation. Unfortunately there are no other figures, 10% is unrealistic though (1 day a fortnight in reality).

Libraries on the agenda – advocacy experiences from IFLA and Library Associations – Claudia Lux – IFLA President an Director General of the Berlin Library

IFLA i an independent, non-government not for profit organisation represent library staff, libraries and the communities we serve. IFLA supports membership in library associations, so ALIA members are therefore IFLA members. However, IFLA also has institutional members and personal and student associates.

Former ALIA Executive Director Jennefer Nicholson starts as IFLA Secretary General on September 5th. The previous president was Australian Alex Byrne.

IFLAs purpose is to promote libraries. Claudias agenda as president is Libraries on the Agenda. It aims to strenghten advocacy work internationally and to advocate for libraries sustainability.

IFLAs own advocacy activities include working with UNESCO (Library Manifestos), WIPO, MLAS (IFLA Management of Library Associations) and WSIS (World Summit on the Information Society).

WSIS Action Lines and Libraries is highlighting access to information and knowledge covering inclusion and cultural diversity; and ICT applications including local content, the ethical dimension of ICT and the Internet Governance Forum. These were issues that UNESCO had not considered.

IFLA has launched a Libraries Success Stories Database, in English, French, Spanish and more. Shows small stories from around the world. Claudia encouraged us to add our library success stories. Check it out at www.ifla.org

Politicians and libraries – they always consider us to be involved in culture and education. However, we also have a role to play in town planning, family policy, health, economy and administration. We are invisible in these areas, but we have to make ourselves visible and get money from these departments as we support the work they do.

Challenges:
Why does the world need libraries?
Why is the internet not able to replace libraries?
Why do libraries need the newest technology?
Why are books and other media in the library like bread and butter for the minds of people?

We need to have ready answers to these questions.

Goals of the advocacy initiative is to prepare clear and common arguments, show the libraries potential, market the impact of services use international success stories database, strengthen a new image and influence policy before it is set.

How to advocate – clarify your position – when do people speak up for us? Are Libraries our thing? – When do we speak up for ourselves? Coordinate your work, create a focal point include staff, colleagues, friends, civil initiatives and administration. keeping all partners informed and being consistent in the focal points. Have a clear message, focus on the main practical points, look for professional and emotional arguments, train how to advocate in practise, prepare background material including general information, statistics, best practise and a description of the future impact. Analyse who supports your goals and why, analyse the wider influence on a person or group, find which activities of support could they take on, make contacts and build a contact list etc.

Short menu of advocacy work – never talk badly about others, focus positively on your goals, present success stories, use statistics but believe in more, create pictures in the mind, be patient, be stubborn an always stay controlled.

Start now and promote knowlege on advocacy. When on stage, personality is the key talk clearly and concisely, ask questions, add humour, smile and thank.

Question: how do we advocate to present the work we do behind the scenes, the exciting/cutting edge we do? No one answer to this, we have to behave different, we have to go to our budgeters, be prepared with recognition and then bring the good things the library does. Find good things about the library that will speak to them.