CHANGING DIRECTIONS
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Transcript of CHANGING DIRECTIONS
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