Carol French, CEO Market Probe Canada, presented the latest study for the Federation of Ontario Public Libraries at the Defining New Metrics for Libraries Success symposium at the iSchool (University of Toronto) this week. These statistics are hot off the press. Carol’s presentation is at the bottom of the post. I encourage you to read it, and to prepare to be engaged with FOPL’s discernment of these statistics. I’m sure there will be position papers coming from FOPL on this very soon.
Here’s the key points I heard:
600 telephone interviews were conducted over a month in 2015 (this is about 1/2 of the # conducted in previous telephone surveys because, given the challenges of conducting telephone surveys today, this survey was augmented with an online survey)
There were some significant differences between phone & web respondents:
households with children responded to many more phone interviews than web survey (that’s interesting to me…..I have to think about that one…..)
those graduated from college or university more likely to respond to web survey than phone
those living in Metro TO and GTA more likely to respond to web survey than phone interview (makes sense; the web is still not evenly distributed)
Other points of interest to me (you may have very different points of interest – I’m sure we are going to be discussing the results of this survey for months to come, as we should.)
86% of population read at least 1 book in the past year; 17% reading only digitally
Avid readers tend to be over 55 years of age
47% visit bookstores online; 22% visit in person; 31% don’t go to bookstores at all
Bookstores may seem to be on the decline, but according to Carol, “no matter how you cut it, bookstores still have more usage than libraries.”
73% have library cards (this is an increase since 2010)
24% of people don’t use the library
less people with children use the library than in previous studies
31% don’t use the public library; this has been consistent in every survey since 2000
So, why don’t they use?
they get information from other sources or, they have no interest in the library.
27% of respondents only use the library in person; this has decreased from 37% in 2010
Frequency of visiting the library in person has remained constant, while online access has increased over the last five years
this is similar to what occurred in banking as automated banking machines became more prevalent – people’s tendency is to use all access points: phone, in person and web
In terms of the “Benefit of Public Libraries Relative to Other Municipal Tax-Supported Services“:
Libraries are top of list for 36%, which hasn’t changed since 2005; libraries are bottom of the list for 11%
56% Strongly Agree that “public libraries are important because they promote literacy and a love of reading” (note, that there is also an Agree % that is not included here – so this could be an impressive positioning statement)
An interesting stat that I need to delve into more deeply is that the “Value and Usage of public libraries are lower for those responding to the web survey than Value and Usage for those responding to the telephone survey”
Services of high value to both users and non-users include those for young children, the unemployed and new Canadians
Overall opinions & value perceptions of the library remain very strong – but – and here’s where we really need to pay attention: — “Numbers of library users have remained consistent, but usage patterns have changed.”
Reported in-person library visit frequency has remained the same over the years, but in 2015, the number of people using the library both online and in-person has surpassed the number of in-person-only visitors.
Usage of many services is lower than reported previously, indicating that library users may be becoming more selective in choosing which services to use.
Majority of residents feel if their local library were to close, it would have a major impact on the community (ah…….but not necessarily on them personally)
Market Probe Canada’s Comments:
Regular review of strategies and tactics becomes even more important as technology, channel, and media preferences change.
Libraries need to determine which investments to do and to avoid: electronic access is complementing, not replacing, in-person usage for the foreseeable future
Communicating about new service offerings will be as important as providing them; one-way advertising is being replaced by dialogue for all sectors, not just libraries
Older people’s respect for the social contribution of the public library system will not necessarily be passed down to younger generations
Well, here’s the official press release: I am stepping aside from consulting to join Brampton Library as Director, Service Delivery. Wow. I am honoured, excited, scared and sad. How’s that for a combination of emotions? For those that know me – it fits. I am a combination of emotions. I’m honoured to have consulted with Jane for the past several years. We have talked very openly about the incredible highs & lows of a small firm partnership: first and foremost, it is a relationship and, like all relationships needs to be worked on. I could not have asked for a better business partner. Jane Dysart is a phenomenal mentor, encourager, networker, visionary and an idea and people connector. Thanks Jane.
And I’m honoured to be going to work with Brampton Library. Rebecca Raven has a strong vision (see? I need these people around me with vision), and she too is an idea connector, and the organization is full of bright, wonderful people doing great things in Canada’s fastest growing and youngest community. Wow.
I’m also honoured with the caliber of clients and colleagues I’ve worked with. I can’t mention any of the clients because the list is too long, but, wow. Big university libraries, tiny rural public libraries and leathered global professional services firms. Sometimes my heart would be pounding so hard with fear walking into those imposing, respected institutions that, if I stopped moving, I might be paralyzed. But I always heard Jane’s voice in my head “what’s the worst thing that can happen?” and pushing me forward. I got to surround myself with the best colleagues – Jim Morgenstern, Juanita Richardson, Val Ridgway, Stephen Abram, Bonnie Burwell, Eunice Hogeveen and many others as we carved out and pulled together thought-provoking projects. Those people are smart, and they know their stuff. So, no matter what, I learned – I learned about project management, process, and people. And scotch. I learned about scotch too.
In 2004 I stepped aside from consulting to work at what was then the Faculty of Information Studies at University of Toronto with the Professional Learning Centre. I firmly believe that consultants need to regularly immerse themselves into organizations, not just to actually see projects through, but to experience organization culture, dynamics and workings – and, yes, politics. Working in the academic environment for 4 years definitely enriched my understanding of academic organizations, not to mention adult learning.
And now, with my face hurting from smiling so much and my knees shaking with a bit of trepidation, I have this incredible opportunity to work within a thriving, striving public library organization. Wow – Becky Jo Snowden from Shadylawn Farms – so, so fortunate.
I will remain a partner with Dysart & Jones, and I’ll keep writing (er….get writing again) for this blog. And with Jane’s ever-evolving conferences and events I’ll keep learning from so many different people in diverse sectors and walks of life, including many of you (if you are still reading!). Ok, ok, here’s the press release!
Steve Denninggave a great opening keynote today at Computers in Libraries 2015in DC on Continuous Innovation & Transformation. As he says, with the Internet came a shift from seller to buyer and with that shift came new ways of thinking and doing — a new dynamic. A new dynamic requiring a change in mindset enabled by computers — one where management is all about enablement not control, about continuous improvement. It is also a new dynamic for all in the organization, where everyone in the organization has a clear sight of the customer. Where it’s all about delighting the customer — an outcome not an output. Iterative customer-focused improvements — continuous innovation and transformation.
It’s not easy to make this shift though so there has to be lots of horizontal conversation and storytelling to get to the new mindset. It is very easy to revert back to traditional styles of management which are hierarchical bureaucracies. Bureaucracies are like morphing viruses that keep finding ways to come back!
So what is the future of libraries? It isn’t about computerizing existing services or applying 21st century technology to save money, and it certainly is not about building apps! It is about meeting customer needs, delighting them and enhancing value. Also about asking the right questions: How can we delight our users & customers? How can we manage our libraries and organizations for continuous innovation? What will makes things better, faster, cheaper, more convenient for our users and customers? What needs to they have that they haven’t even thought of; what would thrill them? To do this you need “new eyes” or perspectives, so keep talking to people in other fields, observing other industries, trying new things. Thanks Steve for making us think!
Along with Brian are several special guests: Ginger Butcher from NASA, Joshua Zimmerman from Brown Dog Gadgets, and Tod Colegroveand team from University of Nevada – Reno.
Ginger will be building NASA activities with the littleBits components. In 2014, she worked with littleBits Electronics to co-develop NASA activities to accompany their commercial Space Kit product. These activities are excellent springboards for engaging kids in science both in formal and informal education settings.
Joshua invites you to come create your own custom light up name tag courtesy of BrownDogGadgets.com. Etch your name into an acrylic blank and light it up with colorful LEDs. This simple project is just one of many hands-on electronics projects designed for young learners. Joshua will be sharing some of his other fun activities that are extremely affordable and engaging.
Tod will be showing off augmented reality through the Oculus Rift , displaying open source computer boards called, and much more! If you want to chance to experiment with some extremely high tech gadgets, he is certainty the person to talk to.
About Ginger Butcher
Ginger Butcher is an award-winning Science Writer and Education Specialist with over 15 years experience developing children’s activities for NASA. Publications of note include The Adventures of Echo the Bat (1999) that teaches kids about interpreting satellite imagery and NASA’s Tour of the Electromagnetic Spectrum (2010) that brings the various science disciplines involved in NASA’s missions to a level approachable to the public. Ginger’s passion is to demystify the complexity of NASA Science through engaging hands-on activities such as how to engineer a satellite or how NASA instruments can measure gases in Earth’s atmosphere. She is currently exploring ways to engage libraries to co-develop activities that would work well within existing library programs like badging and Summer Reading Programs.
About Joshua Zimmerman of Brown Dog Gadgets:
Created by a former science teacher, Brown Dog Gadgets is dedicated to creating high interest and engaging electronics projects for kids and adults. With a focus on early education and alternative energy, Brown Dog Gadgets has a project for everyone. We understand that budgets are tight which is why we have a wide range of inexpensive “make and take” projects for elementary and middle school as well as reusable robotics and solar projects for older students. Ask us about getting an educators discount or about how to use our wide range of lesson plans and activity pages.
David Lankes gave the Bertha Bassam Lecture last week at University of Toronto’s iSchool. He was, as usual and as expected, fantastic. Outside the event a small group of iSchool students showed their poster inspired by his noteworthy Atlas of New Librarianship. They developed a library-based program for pre-release female inmates to ease their integration back into society through professional and personal development. In essence they wanted to help these women “scape” the atlas of their new lives. Their goal was to create a conversation about the role of librarians in improving society and serving socially-excluded individuals.
Performance measures – outcomes – impacts – you name it, there is an urgent need for valid ways of identifying if and how library initiatives make a difference in a community, campus or company. 3 posters at the OLA Super Conference addressed evaluation & performance measures:
1. The Health Science Information Consortium of Toronto (HSICT) has created an online toolkit, “Measuring the Value of Health Library Services”:
2. askON compared its virtual reference services evaluative measures with those of other online virtual services – OCUL’s AskALibrarian and BC’s AskAway, presenting both a poster (below) and a presentation (even further below).
Plus, a brief audio overview:
Here’s the link to the presentation:
3. University of Guelph-Humber developed a blended framework to evaluate the effectiveness of their information literacy program.
Three Part Harmony: University of Guelph-Humber Maps Scalable Information Literacy Outcomes
I spoke at the recent Future Tech Strategies for Libraries organized by Jane Dysart & Stephen Abram on the fact that Technology is one of the Enablers of Digital Strategy, and is to be aligned with the organization strategy. Well, that’s what I was supposed to speak on. I was supposed to remind people that the organization’s strategy drives their technology strategy.
I used to believe that. The organization – in our case, the library – analyzes trends impacting its community or campus or parent organization, consults its markets or communities to understand their challenges & dreams, and then maps a strategy to move the library forward towards a meaningful, desirable future. And where was technology in that discussion? It was an enabler: you determine what you want to do and use technology to do it.
But now I’m not so convinced. Technology not only transforms work and operational processes, it opens up incredible new worlds of service concepts and deliver channels for us. So maybe we establish our technology strategy first? and then map our organizational strategy to align with it? This is the ying and yang of powerful drivers for libraries. There is a positive tension between the technology strategy and the organizational strategy – and that’s healthy for the library. Grasp your hands together and first try to pull them apart; breath into the pulling. Then, keep grasping your hands and push your hands together as hard as you can; keep breathing into it, and feel the breathing into your shoulders. Then let go. This is a normal quick warm-up for your arms and shoulders prior to working out; the push and pull releases tension and readies your muscles and tendons, oh – and increases flexibility. It’s just one little part of a warm-up, but look at the results – in fact, feel the result. You can feel the difference in your upper body.
So this positive tension is pretty good for the library too: it increases the flexibility and readies the library for the work ahead. Not a bad habit to get into, is it? Here’s the slides, which include the most recent Did you know? video.
In May 2013 University of Waterloo Library introduced a Service Desk Models Pilot to assess student discovery of services, awareness of self-services in both physical and virtual spaces, and the effect of desk models on staff and students perception of service. See below for details of the usability testing conducted on students and staff, the protocols, methodology and assessment. Click on the image to enlarge.
Thank you, Val, for creating this blog post. For those of you who may not know Val, she was formerly Deputy CEO at Pickering Public Library and is an expert in terms of HR practices, policies and management. During the past 15 years she has developed the initial collective agreements for large public libraries, created their staffing competencies and can write role descriptions in her sleep. I’ve had the absolute honour of working with Val on three organizational structuring projects for progressive public libraries who know they must align their organization and roles with their strategies if they ever hope to execute those strategies. In other words, Val knows her stuff, and is delightfully candid, as demonstrated below:
Ongoing reorganization of library staffing structures and relationships is a fact of contemporary life. Or it should be. Libraries embark on new strategies and exciting initiatives, but the restructuring so critical for implementing these is often deferred, diluted, dreaded, distorted, deserted, and with good reason. Employees en masse, in almost all organizations – not just libraries – are inherently conservative: people will agree that change is needed, but when moving from the general to the specific changes for them as individuals, raise objections and barriers. It’s sometimes very difficult for employees to see the “big picture” driving the changes and, most importantly the WIIFM factor, “what’s in it for me”. Let’s face it, even those employees who exclaim “I love change!” only embrace those changes for which the WIIFM factor is clear. Yet without staff on board, the reorganization will stutter and need constant life-giving care, and the refocusing will be blurry for both the library and its users.
Having faced this dilemma in many workplaces we’ve employed the following tools to manage the solidity of staff resistance and, slowly but surely, develop staff engagement among the majority of employees:
Use conventional approaches (individual and/or group discussions – hopefully as conversations; surveys; town halls; collaborative virtual spaces, etc.) to discuss what’s driving the changes, gather staff insights and build understanding and acknowledgement of upcoming changes
Hopefully a strategic plan, based on a solid environmental scan, is in place and is the principle catalyst for organizational changes
If there isn’t a current strategic plan, use staff input to develop a multi-year service plan
Use this to identify the known changes, but also to highlight the “unknown unknowns”, likely to be our future, and to highlight the service concept underpinning constant renewal, i.e. this is not one re-organization every 7 years, but the first in an ongoing process; as the environment changes, our services change, and so do our work processes, roles, competencies and structure for accomplishing this work.
Identify those individuals who can break out of the masses; new staff, older staff who have shown an interest in new technology or services; staff with non-library backgrounds and perspectives. They can become key supports and help educate and involve their colleagues.
If you are fortunate, there may be one individual who can be entrusted with change management to lead or co-lead through the initial phases.
Consider having a specialized and cross-functional unit that will take on all pilot projects and innovations. The unit staffing should not be permanent and static. Project staff can be brought in as their skills match the tasks at hand. This is also a way to use individual staff who are change-positive.
Make use of pilot projects: this is useful in getting staff used to a different mode of doing things – as well as teasing out any problems with the service change.
Move at a realistic pace: it is sometimes better to use a multi-year approach to take advantage of staff vacancies, building or IT changes, etc., and to introduce changes piecemeal than to do it in a shorter period of time, with the entailed disruption and stress.
Re-assess all job descriptions: the specifics of today will become the dinosaur tasks of tomorrow! Content should be light-touch, general and articulate roles, not tasks – there may not always be a desk, or a department, or permanent methods of doing anything. All professional job content should include research, outreach, performance measurement and proper professional development requirements. Job descriptions are within management’s autonomy, so they can be changed with consultation. For new hirings they can be developed unilaterally by management.
Ensure that competencies are spelt out in job descriptions – they will take you further than an inventory of tasks. A flexible, self-assessing professional will be open to new directions and tasks.
Do look for professionals outside the library world – those educated and experienced in social work, IT, recreation, retail, business, marketing and publicity all provide the skill sets libraries need now.