CHANGING DIRECTIONS

Challenges, Strategies and Techniques

Metlib 2014

Auckland New

Zealand

Judith Hare

COMMUNITY-LED LIBRARY SERVICE

A community development approach encourages and promotes philosophies, strategies and empathies that build and strengthen relationships between socially excluded community members and the Library. At the same time a community development approach contributes to the growth of responsive and relevant library services and models that focus on library community connections.

- Libraries in Marginal Communities: A Demonstration Project

INSPIRATION FOR CHANGE

“Bad libraries build collections. Good libraries build services. Great libraries build community.”

- David Lankes, Expect More

OPPORTUNITYCentral Library Construction Project

Opening Doors Immigrant Settlement Project

PIVOTAL MOMENT IN THE LIBRARY’S EVOLUTION

The Working Together Project – 2004-2008 A joint project of Vancouver, Regina, Toronto

and Halifax public libraries Explored social inclusion, connection to

communities, service barriers Creating a new service model for inclusive

community libraries Resulted in the Community-led Libraries

ToolkitBut the project was not the end…

FORMING A TEAM

Director of Public Services

Manager of Community

Development

Manager of Diversity, Literacy and English Language Learning

(ELL)

Director of Branch Services

Branches

TESTING WHAT WE LEARNED

Community-Led Service Philosophy was applied in pilot projects with Immigrant communities First Nations communities A rural community, geographically isolated from

mainstream service An urban community of socially excluded,

economically disadvantaged peopleSuccess provided encouragement that

we were on the right track…

ALIGNING THE VISION WITH STRATEGY

Strategic Planning A collaborative process engaging the Library

Board, senior staff and managers at every level of the Library

Rethinking our values, our mission, our role in the community

Identifying challenges, opportunities, risks, organizational changes needed

Setting goals – determining objectives, implementing action plans

Communicating the Strategic Plan to every staff member

Connecting people, Enriching communities,

Inspiring discovery.

THE ACID TESTWhy not apply the community-led

philosophy to designing the new $55 million Central Library in the downtown

core?

NEW MISSION

PUBLIC CONSULTATION

RESULTS

Peer Leadership Program (an 18-month program of behavioral exploration and leadership development)

Restructuring (all managers engaged in a complex task to reorganize management structure)

Reinforcing team-based, cross-functional management

Implementing participative, employee-led management meetings

Art of Hosting training (to develop skill in leading public engagement consultations)

PREPARING EMPLOYEES FOR NEW ROLES

But the structure wasn’t right… It was seen as external to branches and project-

driven The vision needed to be better integrated into the

branch network and more meaningful to daily operations

REVISIT, RETHINK STRUCTURE

Director of Community Engagement

Manager of Community-

Led Service

Manager of Diversity

and Accessibility

Branches

NEW STRUCTURE

What do your rules say about you? Does a long list of prohibited behaviours indicate

inclusiveness? Do your rules create a good customer experience? How often do we question why a rule is needed?

To answer these questions, a Policy Revision Team was formed with these goals: Remove negativity in all our public messages Make the customer experience easy and pleasant

FROM RULES-BASED TO RULES-LITE

Step 1 Flew in Markham Public Library staff to present their

customer service revolution program in 5 workshops IMPACT: Immediate staff engagement

Step 2 Staff were invited to respond to the statement “Today

I bent a rule (or wanted to) for the sake of good customer service,” followed by 3 questions: Describe the situation and how you handled it or how you

wished you could have handled it What policy / procedure / rule got in the way? If you know the policy number, include it

METHODOLOGY TO IDENTIFY SERVICE BARRIERS

96% staff response – ‘front line staff are often not asked about what works and what doesn’t

Identified the policies and practices most in need of revision

Provided immediate and on-going opportunities for staff at all levels to become more engaged in library decisions

Unexpected Bonus Caused library to reconsider why library shelvers

were not permitted to answer public questions - the customer does not make a distinction between staff ranks

Immediate positive public feedback

RESULTS

Replace the Negatives with Simple Positive Statements “Halifax Public Libraries is a place of discovery where

people gather to create, to explore and to learn. In order to achieve safe and welcoming shared spaces we expect everyone to treat customers, staff and property with respect.”

“Conduct that is disruptive, unsafe, prevents the enjoyment of the library by others or interferes with library operations is not permitted.”

PUBLIC USE OF FACILITIES POLICY

(first to be addressed)

Only 3 specific unwelcome behaviours were retained Soliciting, canvassing, unauthorized selling Use of strong scents and odours Unreasonable noise

PUBLIC USE OF FACILITIES POLICY

(first to be addressed)

BEFOREBringing animals into the

Library except to assist people with a disability or in an authorized program

Disrupting others by using cell phones in meeting rooms or quiet study, reading, computer or stack areas or by playing music or other media at a level that interferes with other customers.

EXAMPLES

AFTERService animals and

animals in authorized programs are welcome in the library.

Dropped entirely – in an era of mobile technology, this seemed unreasonable and is covered under the general unreasonable noise provision.

“Immigration Integration Through Engagement with Public Libraries”

Funded by Citizenship and Immigration Canada Operated from November 2012 – March 2013 Hired three staff positions – two Immigrant Services

Coordinators and one Program Facilitator Funding for programming, website, production of

resources, translation, staff training, etc. Based at the Keshen Goodman Public Library

OPENING DOORS PROJECT

Most diverse community served by Halifax Public Libraries

From 1996-2006, immigrant population increased by 49.5%

In 2006, Keshen Goodman’s catchment area population has almost 24% of HRM’s total immigrant population

12% of Keshen Goodman’s catchment area population was immigrant – HRM’s overall percentage was 7.4% (2006)

Halifax West High School – next door to the branch – 50 languages spoken

Trends continue – new Bhutanese community, etc.

WHY KESHEN GOODMAN?

THE PROJECT TEAM

Sohelia Hashemi

(Iranian – Farsi)

Heather MacKenzie

(Manager, Diversity & Accessibility)

Youmei Chen(Chinese – Mandarin)

Huwaida Medani

(Sudanese – Arabic)

100% COMMUNITY-LED PROJECT

Community Advisory Group and sub committees of immigrants and agencies

THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS

Women’s Knitting Group

THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS

Multi-lingual computer classes

THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS

Outreach visits

THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS

The Art of Belonging

IMMIGRANT CULTURAL SHOWCASE

Connecting people, enriching communities, inspiring discovery

COMMUNITY SHOWCASE

INTERNATIONAL DELICACIES

ARTS AND CRAFTS

CULTURAL TRADITIONS

YES – THERE WAS PING PONG IN THE LIBRARY

BRINGING PEOPLE TOGETHER

CELEBRATING CULTURE – THE LIBRARY AS “GLOBAL

VILLAGE”

THE LIBRARY’S BHUTANESE COMMUNITY

“It was amazing that we had an opportunity to see our cultural heritage in Canada. Thank you”

“My wife and I have enjoyed all four days with the Persian, Arabian, Chinese and Nepalese/ Bhutanese cultures. We enjoyed talking to them about their culture, loved listening to their music and really loved the food. We are of one heart with the world and learn so much from each other. Thank you for a wonderful week.”

COMMUNITY RESPONSE

The beauty of our human family tree has been expressed this week in all its diversity. Thank you to this very special library for creating a village – each day has felt like a special family picnic. Where else can we experience dance, song, food, friends AND table tennis? In our local library! Sincere thanks!”

Absolutely amazing. All week! We just need as Nova Scotians / Canadians to open our eyes and our hearts! Thank you for all your work.”

COMMUNITY RESPONSE

COMMUNITY QUILT PROJECT

Building funding capacity is critical – beyond grants Cultural attitudes to volunteering differ among

cultures Importance of food Outside funders can restrict participants or spark

turf wars Negative attitudes still exist Translation is less important than was thought –

simple English is a common bond between cultures

WHAT THE LIBRARY LEARNED

Developing next 3-year plan Building funding capacity in the budget Expanding to other branches – focusing on those

with English Language Learning programs Citizenship preparation course Growing volunteer opportunities Create permanent Employment Equity positions –

union refused to accept project staff as internal applicants; concession to include “applicants must be an immigrant whose first language is not English” in posting for Immigrant Services Library Assistant.

POST PROJECT – BUILDING SUSTAINABILITY

QUESTIONS

?

THANK YOU