A core concentration on literacy from the top of the org chart yields next-level outcomes

By April Witteveen

Developing literacies across a wide spectrum of applications is central to the mission of libraries. Whether building early literacy skills with the youngest of custom­ers and their families or providing programming to support digital, information, financial, food, and other adult literacy skills, libraries can best find success in these avenues by mak­ing sure they are intentionally included in the development of the strategic plan and, in the process, rethought afresh just as newer services are, rather than taken for granted.

CAPACITY AND CULTURE The 2017 Public Library Think Tank, held in early March by LJ and School Library Journal at Florida's Miami Dade Public Library System (MDPLS) Aventura branch, brought together public library leaders to discuss the lasting impact created

adequately serve our communities if TLCPL is not itself a learning institution?" he asked.

A lapsed strategic plan gave Kucsma and his staff the opportunity to "radically engage our communir:' and our staff' around a new five-year plan that focuses on the ques­tion of how TLCPL could contribute to the overall success of everyone living in the county. Using the slogan "Strong Libraries Build Strong Communities," he notes that this strength originates with the entire staff "Building our own toolbox ofliteracies is the first step to us helping build stron­ger communities." One project that helped achieve this goal was creating an internal team made up of librarians and clerical staff who worked with Mozilla tools to build a package of web literacy skills for TLCPL employees across the system. By setting a baseline understanding of how to

THINKING BIG U's Think Tank gathered leaders for a discussion of the impact of a literacy focus. Toledo's Jason Kucsma (I., ctr.) and Sacramento's Rivkah Sass (r., standing) were among those at the Florida confab

read, \Hite, and par­ticipate on the web, staff became "better consumers and cre­ators of web content," which will then "help our communities do the same."

TLCPL leadership also introduced an Innovation Incuba­tor, recognizing that "the best ideas often come from the people

by using a "literacy lens" to create an organizational cul­ture focused on maximizing community engagement. Jason Kucsma, deputy director at the Toledo Lucas County Public Library (TLCPL), spoke about the need to "secure your mask before helping others." In order to support essentialliteracies and move the library toward innovation, Kucsma recognized the need for internal development to provide a more secure scaffold for bringing literacy to the customer. "How can we, as an institution that promotes and supports lifelong learning,

on the front lines." Staff across all levels will be able to rec- ~

April Witteveen is a Community Librarian with the Deschutes Public Library system in Central Oregon

20 I LIBRARY JOURNAL I JULY 2017

ommend "experiments, programming topics, you name it," in order to brainstorm new and creative ways to serve their customers. As Kucsma and TLCPL focus on other literacies such as community, civic, health, visual, and cultural, this approach to cultivating internal leadership and developing staff capacity under the guidance of a supportive strategic plan will continue to bear fruit. Kucsma says, "With this strategic plan, we had given our staff the tools to understand what was expected of their participation," developing an internal cultural literacy devoted to the values of innovation and collaboration.

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EARLY LITERACY PLUS

While early literacy is often considered to be primarily within the scope of a library's youth services department, initiatives such as Family Place Libraries and Project SPELL (Supporting Parents in Early Literacy through Libraries) take a whole family approach, including offerings for parents, siblings, and caregivers as well as young children.

Collaboration and partnerships are key to breaking down barriers that may prevent families from accessing early lit­eracy services at their local library, says Beth Crist, youth and families consultant at the Colorado State Library. Crist served on the advisory board for Project SPELL, a two-phase program funded by a grant from the Institute of Museum and Library Services (IMLS) that concluded in 2016. During

A PLACE FOR EVERYONE Family Place Libraries live up to their

name by targeting the entire family, not just young children

and social service organizations as well as Head Start and other early education programs all offer ideal opportunities for libraries looking to make local connections.

The next phase was a beta- test period for best practices identified in the blueprint "Putting SPELL into action." According to the IMLS project page, "eight libraries devised their own prototypes to carry out Project SPELL's mission, including activities both for parents and children, in and out of the library. With the help of site check-ins, monthly surveys, and feedback reports, each library transformed their programs into the missing puzzle pieces that their respective comlnunities needed."

Crist encourages library administrators to address early literacy in high-level organizational work such as strate­gic planning. Doing so "makes a statement to staff, library

"LIBRA Y ADMI ISTRATORS boards, and community mem­bers that it is a significant pri­ority of the library." A com­mitment to early literacy not only benefits the youngest par­ticipants, but parents are tak­ing resources and newly learned skills back to their entire fam­ily. Older children at home will benefit from overall increased library knowledge, and libraries

S H W P WERFUL T E FRAMEWORK SAND W

SY T SOT S EA AND APPLY I TO OTHER AUD ENCES AN TARGE R UPS." - KATHLEEN DE ERR, FAMILY PLACE LIBRARIES

the first phase of the grant, multiple focus groups spoke to the need for connection beyond the public library. "One of our most important findings," Crist says, "is that library staff will be most successful in supporting parents .. . when they partner with local organizations and work within existing infrastructure that serves this community." Benefits of such partnerships include cross-promotion of programs and ser­vices, opportunities for cross-training, building on trust that already exists within the partnering organization to extend the reach of library services, and the potential to reach new audiences-such as recent immigrants-who may not be aware of a library's offerings. Childhood health, wellness,

5il$1WWW.LIBRARYJOURNAl.COM REVIEWS. NEWS, AND M9RE )

can provide collaborative orga­nizations with information on adult services such as prep for

the GED, English-language and citizenship testing, com­puter and digital literacy classes, and resume and job search assistance. "What resulted was an excellent example of a two-generation approach to fighting poverty," she notes.

Kathleen Deerr, national coordinator for Family Place Libraries, corroborates the need for administrations to con­sider early literacy initiatives as a transformative, top-down tool for libraries. Family Place Libraries evolved from a 1970s series of parenti child workshops at the Middle Coun­try Public Library (MCPL), Centereach, NY. "This was so ahead of its time," says Deerr. In 1996, MCPL partnered with Libraries for the Future, a former nonprofit library

JULY 2017 I LIBRARY JOURNAL I 21

STRATEGiC PLANNING

advocacy organization that ceased operations in 2009, to develop the workshops into a full framework to help par­ticipating libraries expand their role as "key players in family and early childhood development, parent and community involvement, and lifelong learning beginning at birth," ac­cording to the Family Place Libraries website.

Deerr notes that the initiative seeks to change the attitude and approach oflibraries from "I know the right answer and I'll teach you" to "You know your child better than I do. How can we work together?" This collaborative approach is at the heart of early literacy services offered by the now more than 500 active Family Place Libraries. "Library administra­tors see how powerful the framework is," she says, "and how easy it is to take this idea and apply it to other audiences and target groups." Over time, "this feeds into economic devel­opment, [creating] a well-educated workforce that begins when your kids are one, two years old," Deerr says.

In 2012, Family Place Libraries implemented a multi­year evaluation specifically designed to assess organizational change as a result of participating in the initiative. According to the results, "there is strong evidence that the understand­ing and promotion of Family Place Libraries transcended the children's area. For example, 82 percent of staff from departments outside the children's department could explain the core tenets of the program." Directors also shared that they could credit participation in Family Place with help­ing pass budgets; younger families who may not have been

few respondents had ever used their library to learn more about computers or the Internet, or to develop other digital literacy competencies that could support job-related skills.

Enter the DigitalLearn program, an IMLS grant-funded project that aims to "create an online hub for digital literacy support and training." DigitalLearn is composed of both end user tutorials and a community of practice to support library digital literacy trainers. Libraries that participate in DigitalLearn can benefit from "a branded digital literacy training web site, accessible to patrons at any time, that shows the library is providing digital literacy training as a service." Users can tailor content, track progress, and "re­ceive certificates for course completions," while the site generates learner analytics to help demonstrate impact.

The Kalamazoo Public Library (KPL), MI, is one of six libraries nationwide offering DigitalLearn. According to Kevin King, head of branch and IT services, DigitalLearn fits in perfectly with KPL's strategic priority of "Connect to the Online World." He notes that not only does the product assist patrons with their educational needs, it "adds to the knowledge base of our staff."

KPL plans to add DigitalLearn to its staff tech competencies program, as well as purchasing the software to create its own modules customized to the needs of the community. "Simply stating that our goal is to connect patrons to the online world was not enough if a good number of our patrons were afraid of technology," he says. King notes the value of a full-library

"INCORPORATI G A OMMITMENT TO MULTICULTURAL LITERACY

THE STRATEGIC P AN OR MISSION OF THE LIBRARY IS A

SOLID STEP IN THE RIGHT DIRECTION."

approach to adding services such as this. "We are lucky at KPL to have IT staff ca­pable of working with the developers and who under­stand what it takes to create courses that are important to our conlmunity." He advises other libraries that may be considering an in­crease in digital literacy ser­vices to "involve the input of stakeholders and main­

- SELINA GOMEZ-BELOZ, LIBRARY DIRECTOR, CROWN POINT COMMUNITY LIBRARY, IN

previously compelled to vote in support oflibraries now saw the benefit of a high-level approach to early literacy in these participating systems and wanted to see it continue.

Rivkah Sass, director at the Sacramento Public Library, CA, spoke at the Public Library Think Tank on key com­ponents of early literacy. Identifying innovative methods will help in "building community and helping parents and caregivers understand that the library is a place to gather, to connect, and to learn. From a strategic level, we're also build­ing the next generation of library users."

DIGITAL LITERACY

One of the Public Library Association's (PLA) four ini­tiatives is digital literacy, informed by the Pew Research Center's report titled "Libraries at the Crossroads," in which 94 percent of survey respondents said "libraries should offer programs to teach people, including kids and senior citizens, how to use digital tools such as computers, smartphones, and apps." While computer classes are a common offer­ing in public libraries, the Pew report revealed that very

22 I LIBRARY JOURNAL I JULY 2017

tain a high level of transparency. When staff and patrons have input throughout the process and are allO\wd to observe each step, the buy-in is much higher and results are better."

MULTICULTURAL LITERACY In 2009, the United Nations Educational, Scientific and Cul­tural Organization (UNESCO) endorsed the Multicultural Library Manifesto created by the International Federation of Library Associations and Institutions (IFLA). which outlines the principles a library should follow to serve its diverse com­munities by addressing cultural and linguistic diversity. Librar­ies can increase their multicultural literacy through a variety of key missions, such as "promoting awareness of the positive value of cultural diversity and fostering cultural dialog."

According to Selina Gomez-Beloz, library director of the Crown Point Community Library, IN, and immediate past president ofREFORMA, the National Association To Pro­mote Library and Information Services to Latinos and the Spanish Speaking, "Even libraries in mosdy homogenous com­munities need to begin to recognize the sn1all but growing

population of diverse residents in their service area." Bringing this awareness to the gover­nance level of a library is criti­cal, she says. "A staff person who makes the effort to reach out to a growing diverse community to improve multicultural literacy will more likely succeed if they have the backing of administra­tion and peers. Incorporating a commitment to multicultural literacy in the strategic plan or mission of the library is a solid step in the right direction."

Gomez-Beloz highlights the need to identify commu­nity partners and volunteers to build the capacity of a li­brary looking to increase its multicultural reach. " N ot all libraries have the staffing, expertise, or money to provide specific services," such as dedicated bilingual staff members or cultura l programming, she notes. Partnerships with lo­cal agencies already working with culturally diverse com­munities provide a bridge for new library users to see what their library has to offer. Gomez-Beloz shares that the REFORMA website offers reliable resources for librar­ies that are growing their multicultural literacy mission to include serving Latinx/Spanish-speaking residents, and she recommends connecting with REFORMA members. "Being creative, passionate, and persistent is key," she says.

VISUAL LITERACY

"Ninety percent of the information we take in is through our eyes, [using] the imaginative process to interpret what we see," says Oscar Fuentes, library exhibitions and pro­gramming specialist with MDPLS. Fuentes spoke at the Public Library Think Tank on visual literacy and how li­braries can incorporate this skill into their service model. "The work of public libraries goes beyond providing acces­sibility to books and Internet usage," he said. "It starts mo­ments before the library building comes into view. It is the eyewitness experience that libraries need to keep in mind as they build their visual literacy strategy," which, he notes, includes everything from art exhibits to exit and restroom signage, wall color, and television monitor displays.

One way MDPLS helps develop this particular literacy is by offering guided tours of its art exhibits to local schools.

~ WWW.lIBRARYJOURNAL.COM REVIEWS. NEWS, AND MORE 1

VISUALIZE LITERACY MDPLS's Oscar Fuentes (in hat) engages patrons of all ages with the library'S art exhibits, interacting with Abigail Gomez's "Edificios en el Malecon" (top photo) and Alissa Alfonzo's "Cloud Inspiration 2" (bottom photo)

"We ask students to look at art w ith their eyes and with their mind's eye. Through the integration of text and images we teach them how to tell the difference and sort what they see," both in the essential composition of the art piece and then moving on to "describe what they see, analyze it, so they can interpret and construct Ineaning."

Why should a library be concerned with visual literacy, to the point of making it an organizational priority? MDPLS director Ray Baker says that "the development of visual literacy [is] especially important in our increasingly image-saturated culture." He notes that MDPLS has a strong internal culture in which staff are educated in this skill set so that visual literacy can be in­corporated into a wide variety of programs and events. "It has become part of the fabric of nearly every event we have," he

says, "and is further bolstered by carefully selected local artists and [local] organizations that work with us."

One current exhibit at the West Dade Regional Library branch features mixed-media artist Abigail Gomez. Titled "ROOTS: La Cuba de mi bisabuelo," GOlnez's art reflects her Cuban heritage and include a multidimensional, tacti le layer that "presents an opportunity for people who don't usually engage with visual art in the traditional sense, in­cluding people who are visually impaired or blind, to have an authentic visual art experience by being able to touch the paintings," according to an MDPLS press release . At the Hispanic branch, Alissa Alfonso created an installation of pieces made of up cycled and recycled materials, helping raise awareness of overreliance on plastics and what can be done to "create a sustainable community that protects and preserves the environment." Alfonso will hold a workshop where attendees can craft their own upcycled sculptures.

Fuentes notes that visual literacy, which also has strong ties to early literacy, "is multimodal. It's interdisciplinary and it's collaborative." At the Think Tank he encouraged the audience to take away these questions: "What is the visual message you're sending? Is the eyewitness experience being considered? How are the visually impaired visualizing your message? What steps are we taking to educate visitors about what is visual literacy? "

Through exploring and implementing a variety of lit­eracies, libraries better position themselves to be proactive and responsive. Library administration should consider a compre­hensive plan to up their literacy game through methods such as building staff capacity and addressing literacies at a high level through strategic plans and mission and vision statements. The results are an empowered staff, ready to make an impact, and a community that benefits from a purposeful approach. •

JULY 2017 I LIBRARY JOURNAL I 23

October 2017

America's Star Libraries: Top-Rated Libraries I LJ Index 2017

By Keith Curry Lance on December 4, 2017

THE LlBRARYJOURNAl lNDEX OF PUBLIC LI BRARY SERVICE

Our Tenth Edition

All-Time All-Stars I LJ Index 2017

By Keith Curry Lance on December 4, 2017 Leave a Comment

Over the ten editions of this article, 606 libraries have been named

Star Libraries in one or more years. A total of 69 received Stars in

each of the ten editions. Of those, 13 U.S. public libraries earned

five-Star ratings each and every year. We invited them to comment

on the distinction, and many responded .

PUBLIC LIBRARIES RATED FIVE·STAR LIBRARIES ANNUAllY, 2009·2017 (2006-2015 DATA)

LIBRARY

$lO·29.9M linn Arbor O,st"Ct Library (1.11)

Arlington Heighls MemOilallibrary (Il)

Middle Country PUbliC Library ( VI

Naperville Public library ( ILl

$S·9.9M Worthington l ibraries (OH)

$1·4.9M Avalon Free Library (NJ)

GrandView Heights Public Library (OHI

Tellurlde's Wilkinson library (San Miguel library Drstrlct ff 1. CO)

$400·999.9K Wetlfleet Public library (MAl - ---$200·399.9K Grand MaraiS Public library (MN)

__ ...;.$_SO.99.9K Centerville Community Library (SD)

$lO·49.9K lincoln Public Library (NHI

SI John 's Ida Long Goodman Memorial library ( KS)

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Ann Arbor District Library, MI

Josie Parker, Director

More than 15 years ago, we

AMERICA'S

ST~R LIBRARIES

THE lIBRARYIOURNAL IND EX OF PUBLIC LI BRARY SERVICE 2011

LJ Index of Public LibraQ' Service 2017

All-Time All-Stars

All the Stars State bv State

Find Your Library

Eyery Star Library Eyer

~

LJlndex FAQ

View Tables by Expenditure Range:

$30,000,000 +

$10,000,000 - $29,999,999

$5,000,000 - $9,999,999

$1,000,000 - $4,999,999

$400,000 - $999,999

$200,000 - $399,999

$100,000 - $199,999

$50,000 - $99,999

$10,000 - $49,999

committed to developing a culture of generosity within the library and for

the benefit of the community. The policies adopted by our elected board

of trustees for an independent taxing unit gave MOL flexibility to innovate without fear of failure.

Our mission to be ahead of our public wherever they find the library has worked for us, and ten years of

five-Star ratings helps validate this commitment and effort. We're proud to be among the 13 best public

libraries in the U.S.

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Arlington Heights Memorial Library, 1L

Mike Driskell,

Acting Executive Director

We continue to remain strong in visits, circulation, and program

attendance. We attribute this to exceptional staff and an engaged

community that strongly supports the library. This award is really about

being in tune with our community and providing the services they want,

when they want them. Responsive change to align services with needs

is key to receiving this award year after year. Our mission is to identify the services and programs that

our residents need and do whatever we can to make them happen.

Avalon Free Public Library, NJ

Erin Brown, Director

Avalon's status as a coastal resort community creates a unique

environment for municipal library operations. The staff's and trustees'

responsive approach to service has grown library use dramatically in

the organization's short history and established the library as a year­

round community hub. The library embraced electronic collections and

their circulation early on, and as the statistics indicate, the community has supported these innovations

wholeheartedly.

Grand Marais Public Library, MN

Steve Harsin, Director

A community of avid readers and highly educated retirement-age

residents pushes us to maintain quality service. As a resort destination,

we experience a slack season. Focusing programming during those

quieter winter months helps to balance traffic flow through the year. Our

funding bodies support the library: they renovated and nearly doubled

the footprint of our library in 2012 and increased staffing in 2017. Such strong support makes it possible

for us to offer significant collections of current material in a rural area. Meanwhile, the strength of the

Minnesota library networks, both Arrowhead Library System regionally and Minitex at the state level,

make it easy to obtain materials we don't own, which feeds user expectations that "if GMPL can't get it,

It doesn't exis!."

Grandview Heights Public Library, OH

Ryan McDonnell, Director

The library is very proactive in engaging the community by collaborating

with the schools, city, community groups, and local institutions. Thanks

to these partnerships, the Grandview Heights Public Library has been

able to offer exciting new projects like the PopUp Library, Wi-Fi in the

Parks, the Guitar Lending Program, and Mobile Exhibits. Event

attendance continues to be strong thanks to these collaborations, along with enhancements to marquee

events like the 33rd Annual Music on the Lawn, 28th Annual Music in the Atrium, Summer Reading Club

events, tenth Annual Yappy Hour, and fifth Annual Howlin' Halloween.

Lincoln Public Library, NH

Carol Riley, Director

This recognition is a direct result of our active community of library

users and of the town of Lincoln's-and our staff's-strong commitment

to quality library service. The areas that we have seen the most impact

from this recognition would have to be in program attendance and

circulation statistics. We have many people come into the library to ask us about the sign we have

outside, wondering, "What makes you a five-Star Library?" And we answer: "YOU!"

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Middle Country Public Library, Centereach & Selden, NY

Sophia Serlis-McPhillips, Director

Our library is very engaged with its users and stays connected through

a variety of outreach efforts and by continually assessing the programs

and services we provide. By listening and responding to the needs and

wants of our patrons, the Middle Country Public Library has gained a

level of trust enabling us to become an anchor institution, serving as a

meeting place, a village center, and the heart of the community.

The library is in a continual state of metamorphosis; as the community and its needs change, library

services and programs evolve accordingly. By identifying emerging trends and areas of interest, we've

spearheaded new services, developed successful programs, and provided training and educational

opportunities for patrons to expand their skills. Some of our most innovative initiatives and programs

include the Miller Business Center, Family Place Libraries, the Nature Explorium, Museum Corner, and

the Teen Resource Center.

Naperville Public Library, IL

Julie Rothenfluh, Executive Director

When people ask me about being a five-Star library, I tell them it's a

two-sided coin. On one side is our community- they love the library and

are heavy library users. They check out materials (physical and digital),

come for programs, use computers, and use our space. The other side

of the coin is our staff. They consistently provide our community with

reasons to come back to the library.

One of the biggest areas of our success is circulation. Over the years, we've witnessed the changing

trends In Iibrarianship supporting evidence-based collection management and the processes designed

to support the "give 'em what they want" philosophy. This direction has been supported by a healthy

materials budget, allowing us to purchase multiple copies of popular items and support low-hold ratios

that keep materials in users' hands.

Wellfleet Public Library, MA

Jennifer Wertkin, Director

Our staff take great care in developing a collection that is of high

interest to both our community and our consortium; some is unique to

our library. Additionally, Wellfleet is widely known as a place where

poets, artists, musicians, and other creative people are part of the fabric

of the community. Some of our collection is built around this. Although

we are a very small library, our materials circulate widely, and we are pleased to serve our community so

effectively.

We also work hard to present high-interest programs that attract community members of all ages. These

include lectures, classes, performances, readings, receptions, and other events that are both informative

and entertaining . We also know that our continued five-star status would not be possible without the

Friends, trustees, staff, and patrons of the Wellfleet Public Library. This distinction belongs to all of us.

Wilkinson Public Library, Telluride, CO

Sarah Landeryou, Director

We are preparing to celebrate the 20-year anniversary of the election

win (a two-vote margin) that provided the bond to build our current

facility. Twenty years ago, it was difficult to imagine the success that our

library would have, but the vision of our board, director, staff, and

community plays out every day at our bustling library, where we provide

a wide variety of services seven days a week.

The Wilkinson Public Library serves locals and visitors alike with a quirky, independent, and welcoming

spirit. Perhaps it is our secluded location, literally in a box canyon, that propels us to think out of the box

to provide services, programs, and resources to match our spectacular scenery.

Our library listens to the community and responds. We just completed a renovation to provide additional

meeting rooms, an improved teen area, and more seating in "quiet zones." We also have ramped up our

outreach and services for the Spanish-speaking community and couldn't be more pleased and proud of

our efforts, hosting our first "One Book, One Canyon" read featuring Reyna Grande and The Distance

Between Us [Washington Square], a memoir on immigration and its challenges.

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