Creating a New Library: Recipes for Transformation

India

1

Introduction

Abstract

This chapter introduces and defines the concept of transformation, lays out the background and purpose of this book, and introduces the different sections. Starting with the theories behind transforming libraries and progressing through how to start with an idea, successfully implement and assess the program, to finish with 99 recipes for transforming the library.

Keywords

Transform; recipes; space; fun; outreach; community; connections; implementation; assessment; prioritization

1.1 Introduction

There are a few terms that need defining. First what is transformation? Merriam Webster’s online dictionary has a definition as an act, process, or instance, of transforming or being transformed. To transform has a slightly simpler definition in the same dictionary: change (something completely) and usually in a good way (transform). In the context of libraries, this is arguably a great power and a great responsibility. But it is a challenge we have chosen to take up.

For me, it started when I gained my first full-time job as a librarian and I was tasked with doing the displays, including a bulletin board, while also doing something fun. At the time, that was not a huge responsibility, but I wanted to make them more effective, both time effective to install and effective messaging for the patrons. At the time, most of the computers in the library were not full-use computers, but were instead catalog computers. The seating was fairly standard tables and chairs, with ultimately not a lot of character. As part of those early conversations, a challenge was made; find a way to create a game in support of information literacy.

The fact is, however, that it can be challenging to collect good events, to have new ideas, to test new things. The purpose of this book is to share some ideas that might work for you. Take these ideas carte blanch, or change it to better fit your needs. We have executed many of the recipes included here. Some of the others we have seen put on at other libraries we have frequented. There are a handful of ideas that we have heard about.

The first section addresses some of the theory and purpose behind this work. It will not go too deep into the details but will mention a number of different elements that can be considered in making large and small transformations. In it, we will introduce some of the ideas included in this text. Why is it necessary to create a library that is transformational for your patrons? There is a brief discussion of the benefits of certain actions, such as maintaining an online presence for your library. Further, we include a discussion of the essential library component, space. Learning is a central part of all kinds of libraries, a remaining public space dedicated to lifelong learning. Additional discussion on the inclusion and value of gaming in libraries follows. Engaging in play has value for people of all ages. Libraries provide a safe place for patrons to participate in new experiences and make connections. Effective libraries, able to deliver effective programming and transformative experiences, function as a team. Staff cohesiveness that grows out of a team environment demonstrates strengths that an absence would not allow. In short, this chapter provides the theoretical basis for the work.

The second section covers prioritization and assessment. This chapter will start by asking the reader to engage in some self-reflection. In order to create a transformational library, we need to know what our goals are as well as our starting point and assets along the way. Next, we introduce four interconnected ideas: space, financial, time, and administration. Prioritizing is a critical element. Librarians can have a reputation of wanting to do everything for everyone, but that simply is not possible; we have to prioritize. Once we have an idea of what we want to do, we need to set about planning. The benefits of good planning are many and varied. To aid in the planning stage, the marketing section has ideas on ways to get the word out about the library initiative or event. Different techniques work for different sorts of events, so choose accordingly. Then, no program is complete without implementation and some form of assessment. Both are addressed in this chapter. Be prepared to adjust, to tweak, and perhaps most importantly, take notes. You may remember what happened, or you may not, but if someone else is in charge of it they will definitely benefit from your notes.

The next chapter is the first collection of recipes, Spectacular Spaces. This collection of 33 recipes include ideas to change your library space, either temporarily or permanently. The space within and around the library is the first impression on the part of patrons, and it can be a lasting one. Additionally, the space will offer moments of reprieve along the way, sparks that will bring people in, have patrons engaging with your services on a regular basis. For the most part, this collection of recipes is easy to maintain. Those that need updating regularly are of the sort that volunteers or students can update with ease, thus freeing professional library staff for other activities.

The second collection of recipes includes those to support building community connections. Libraries rely on connections within the community, both for its position within the community and bringing the community within the library. The 33 recipes in this section offer a variety of ways to connect with your various stakeholders and others that the library serves. Some of these recipes pave the way for community members to connect with the library, while others support community members creating connections with others. These recipes frequently require a little more maintenance, but the rewards are worth it.

The third and final collection of 33 recipes introduces methods of outrageous outreach. There are so many calls for the attention of potential patrons that effective means of making meaningful initial contact are very important. First impressions matter. Surveying these recipes will give you ideas of innovative ways to reach out to your community. Most of these do require some level of time investment, as well as frequent collaborations with others, within the library or without. Because of the increased time investment involved in many of these efforts, stay focused on your end goal, your purpose, when considering your next selections.

Whether you use these recipes as is, or use them as a building block, if you are interested in making some changes to your library, you will find something to work with here.

2

Theory behind the change

Abstract

This chapter discusses the theories behind transforming libraries, including play, building relationships, user centric, and space. There are many reasons why we are in the situations we are in today and we need to examine all aspects to go forward. We need to adapt to the new realities we face on daily bases through creativity and perseverance. This chapter will discuss some of the new realities and some of the reasons for why they exist and to be able to fully transform our institutions we must understand where we are and how we got here.

Keywords

Theory; technology; space; learning; user-centric; transitions; relationships; play

2.1 Introduction

Libraries have long sought creative means to build relationships with their patrons, but seldom has the need been so strong. Technology is changing at a rate never before seen. Budgets are tight. Competition is fierce. We need to adapt to these new realities, which will require creativity and perseverance. Library staff are thinking outside the box to make connections with community users and increase their values. Indeed, some library professionals believe that without fundamental change in the world of libraries, both their space and their focus or directive, academic libraries, especially, will enter a death spiral. In order to avoid this, the entire library enterprise needs reconceptualizing, with a focus on learning and research, technology and training, and similar sort of things (Lynn, FitzSimmons, & Robinson, 2011, p. 84). Public libraries also face the need to change, to adapt for a stronger future.

At one library, a special Ladies Night at the Library event grew out of a kids’ event. The idea was that women would leave their husbands and children behind for a Saturday evening, after the Library closed, a Saturday evening of pampering, learning, and companionship with other women at the library. The planners decided to hold the event in March, as part of the Women’s History Month recognitions. Local businesses were enticed into donating gift certificates and other supplies to enrich the evening. Stations offered lessons on jewelry making, tips for entertaining, storytelling, and pampering activities such as Reiki and massage. Other activities included the ability to browse the shelves, to chat with other ladies, and challenges that arose, such a law enforcement officer who ran late for a self-defense session, were met with humor. By the end of the evening, discussion was already ongoing about doing a repeat event the following year (Adams, 2004, p. 18). At first glance, this may not seem like a suitable event for a library, but it brought people in the doors, and encouraged a personal investment from them.

This event is just one example of a shifting library world, one that requires a reimagination of the library. In this reimagination, several things are needed for consideration and inclusion. Alongside the traditional library purposes of reading, books and serials, and the like, several others need a spot at the table. The prevalence of online resources, through library sources and those on the open web, definitely need to be a part of the discussion. Technology advancements such as 3D printing often find a home with early adopting librarians. Some libraries expand their collections, circulating and otherwise, to include items such as seeds. Some libraries have introduced maker spaces to their programming (Grigsby, 2015, p. 104). With all these changes, it is critical to keep to the core of the library.

The fact is that mass availability of information online is both a benefit and a challenge. It is something that libraries have to work with and needs to be considered in this reimagination (Grigsby, 2015, p. 104). Technology is here to stay. Within 25 years since the first publicly available web service in 1991, web usage has exploded. Consider that 87% of American adults use the web, 68% of people connect to the Internet with mobile devices. Cell phone usage has become the norm at 90%, and most of those are smartphones (King, 2016, p. 6). Use of technology is only part of the equation, however. By the age of 12, a full 67% of youth use social media of some sort, with 73% using Facebook. In contrast, Facebook is used by 57% of adults, with most of them visiting daily. Twitter, the second most popular social media platform, is used by just 16% of US adults (King, 2016, p. 6).

What purpose does social media serve? People use it to stay connected and discuss issues with like-minded people. Additionally, it allows people to organize and keep up to date with special interests. Given all of that, there are very real reasons for libraries to be plugged into social media sites. Through them, they can listen to their patrons, as well as share their own stories and information. Social media allows for interaction in a way that was not previously possible, and to a much broader audience than before, an audience that can access it 24/7 (King, 2016, p. 7).

2.2 Space

Space is an essential element of any library, and one that is frequently overlooked, either by lack of interest or by necessity. Broussard asserts that special and transformational spaces help create relationships between people and institutions (pp. 2, 5). On academic campuses, they are increasingly the go to spaces, for students as well as other campus organizations. While frequently valued by libraries because of the traditional measure of foot traffic, it nevertheless presents challenges to library staff seeking to accommodate the needs of these newcomers while also fulfilling traditional duties to library users. These challenges can come in the form of lost office space, less time to perform more duties (Lux, Snyder, & Boff, 2016, p. 109). In addition to the tangible benefits to library space and its access to resources, both physical and virtual, there are other benefits, intangible benefits, such as the atmosphere, quiet space, a group work space, and the like. Further, there is an emotional connection to ideas encompassed by the American Dream, ideas such as self-educating and personal development (Houston, 2015, p. 85). Each of these benefits of the library experience is unique.

Library patrons frequently have opinions about what the space should offer. And sometimes there are conflicting needs that require a deeper understanding of patron space (Cha and Kim, 2015, p. 274). At some libraries, they conduct student surveys to glean information about how best to meet patron needs (Houston, 2015, p. 85; Montgomery, 2014, p. 70). Library space has traditionally been a place targeted for learning, but that is ultimately insufficient justification for allocation of space and funds. In the case of academic campuses, all the spaces are dedicated to learning as that is the purpose of the institution (Houston, 2015, p. 85).

So what is the space for? Librarians and library stakeholders must look deep and decipher the purpose of the library. That decision allows for targeted planning for the library’s maximum benefit. A so-called multidisciplinary library can entice other departments to want a part of the space. A danger in responding to individual desires for the use of library space is that the library tries to be all things to all people (Houston, 2015, p. 85). But the fact remains that libraries do need to be flexible and adaptable. They need to both accommodate and challenge their patrons.

Historically, libraries were quiet places—the stereotypical shh has its origin from that dynamic. While that frequently does not apply in today’s libraries, quiet still can usually be found. Some libraries have responded to requests for quiet spots by imposing the so-called cold-spots, where cell and Internet usage is blocked (Houston, 2015, p. 85). Quiet space is by far not the only use of library spaces, however. Other normal offerings in the space include book browsing and student services (Houston, 2015, p. 85). Many other elements also contribute to the use of library space.

Many things contribute to use of space by patrons. Some libraries are connectors between other points of contact. The role of the library as information retrieval from print or online materials has dwindled, but the physical space remains important to the central focus of learning. Patrons, especially students, use the space for their studies and research. Additionally, interdepartmental relationships when the library is involved often utilize the library space. The result is visible in the developments in library coffee shops, group study spaces, and other nontraditional spaces within its walls (Cha and Kim, 2015, p. 274). People often spend great amounts of time in libraries, resulting in a need for them to be aesthetically pleasing and functional (Houston, 2015, p. 84).

Take one element of space as an example. Nearly one million new books were published in 2014, providing fodder for a wide variety of displays. Research has found that displays impact what library patrons take in. A well-designed display has direct impact on what patrons take in. A well-designed display has power, but it requires regular maintenance. Staff needs training and updates in how to deal with the displays, and the displays need monitoring during open hours. On the other hand, a well-designed display can double circulation (Vinjamuri, 2015, p.