public libraries 06 2014

PUBLIC LIBRORieSEDITORIALEDITOR: Kathleen M. Hughes

CONTRIBUTING EDITORS: Liz Boyd, Susan Dowd, R. Toby Green- wait, Catherine Hakala-Ausperk, Nanci Milone Hill, Joanne King, Kevin King, James LaRue, Jessica Moyer, Tanya Novak, John Spears, Kaite Mediatore Stover, HeatherTeysko

ADVISORY COMMITTEEMonique le Conge Ziesenhenne, Palo Alto (Calif.) City Library (Chair); Stephanie Chase, Hillsboro (Ore.) Public Library; Loida A. Garcia-Febo, Brooklyn, N.Y.; R. Toby Greenwalt, Pittsburgh, Pa.; Brian A. Guenther, Oakland, Calif.; Kevin King, Kalamazoo (Mich.) Public Library; Portia Eileen Latalladi, Chicago Public Library; Norman L. Maas, Norfolk, Va.; Jill Porter, Traverse Area District Library, Traverse City, Mich.; Celise Ann Reech-Harper, Beauregard Parish Public Library, Deridder, La.; Mary E. Rzepczynski, Delta Township District Library, Lansing, Mich.; Kirstaine A. Smith, Buffalo, Minn.; John Spears, Salt Lake City (Utah) Public Library; Nick Donald Taylor, Arapahoe Library District, Centennial, Colo.

PLA PRESIDENT: Larry P. Neal, Director o f the Clinton-Macomb (Mich.) Public Library, [email protected]

PUBLIC LIBRARIES (ISSN 0163-5506) is published bimonthly by the American Library Association (ALA), 50 E. Huron St., Chicago, IL 60611. It is the official publication o f the Public Library Association, a division o f ALA. Subscription price: to members o f PLA, $25 a year, included in membership dues; to nonmembers: US $65; Canada $75; all other countries $75. Single copies, $10. Periodicals postage paid at Chicago, IL, and at additional mailing offices.

POSTMASTER: send address changes to Public Libraries,50 E. Huron St., Chicago, IL 60611.

SUBSCRIPTIONSNonmember subscriptions, orders, changes o f address, and inquiries should be sent to Public Libraries, Subscription Department, American Library Association, 50 E. Huron St., Chicago, IL 60611; 1-800-545-2433, press 5; fax: (312) 944-2641; [email protected].

ADVERTISINGDoug Lewis, Jordan Gareth Inc., 4920 Hwy 9, #141, Alpharetta, GA 30004; (770) 333-1281, fax: (404) 806-7745; doug@jordangareth .com; Territory: FL, MS, AL, GA, NC, SC, KY, TN, VA, WV, MD, DE, NJ, NY, CT, Rl, MA, NH, VT, and ME. Dave Adrian, David M. Adrian & Associates, 3903 Jameson Place, Calabasas, CA 91302; (818) 591- 7702, [email protected]; Territory: PA, OH, Ml, IN, IL, Wl, MN, IA, MO, AR, LA, TX, OK, KS, NE, SD, ND, MT, WY, CO, NM, AZ, UT, ID, WA, OR, NV, CA, HI, AK, and all international countries.

PRODUCTION & DESIGNALA PRODUCTION SERVICES: Chris Keech, Managing Editor

MANUSCRIPTSUnless otherwise noted, all submissions should be sent to www .editorialmanager.com/pl. See www.pla.org for submission instructions. For queries/questions, contact Kathleen Hughes, khughes@ ala.org.

IN DEXING/ABSTRACTINGPublic Libraries is indexed in Library Literature and Current Index to Journals in Education (CUE), in addition to a number o f online services. Contents are abstracted in Library and Information Science Abstracts.

MICROFILM COPIESMicrofilm copies are available from University Microfilms, 300 N. Zeeb Rd., Ann Arbor, Ml 48103.

2014 by the American Library Association

All materials in this journal are subject to copyright by the American Library Association and may be photocopied for the noncommercial purpose o f scientific or educational advancement granted by Sections 107 and 108 o f the Copyright Revision Act o f 1976. For other reprinting, photocopying, or translating, address requests to the ALA Office o f Rights and Permissions, 50 E. Huron St., Chicago, IL 60611.

MIXPaper from

responsible sources

www.fsc.org FSO C101537

PL EditorKATHLEEN M. HUGHES

O Contact Kathleen at [email protected] is currently reading My FavoriteThings by Maira Kalman.

this article (and all o f the issue's feature resolutions in the comments. Other good stuff in this issue:

"Library Services fo r the 'New Normal' o f Military Families"a look at how one library decided to boost services fo r its large population of m ilitary families;

"Mental Health Training in Public Libraries"a library director's story of how he came to perceive patrons w ith mental illness in a new way and instigated an enhanced level of service to the group; and

"Innovation Expo"a look at an annual Maker Expo held at Enoch Pratt Free Library in Baltimore.

Also don't miss James LaRue's Perspectives column on executive transitions; Toby Greenwalt's dissection o f the future o f libraries in The Wired Library; and John Spears' Forward Thinking column in which he details Salt Lake City Public Library's current proposal to keep the doors of its main library open 24/7, a drastic increase in its service hours tha t some in the community say is completely outside the library's mission.

Of course, we love stories like these all year longso if your resolution is to get published in 2015, consider writing an article fo r PL. Check out our guidelines at www.ala.org/pla/publications/publiclibraries/writeforpl orjust drop me an email for more information, a!

Editor's NoteNew Year =

New PossibilitiesWelcome to the final issue o f volume 53! Throughout this issue, we examine innovative ideas and programshopefully they'll trigger fresh thinking and inspire you to make 2015 your library's best year ever. And we know resolutions often get a bad rap, but they can also serve as inspiration. Check out "New Year, New Library!" (page 9) fo r a list o f library resolutions to stimulate new and different ideas. We love this idea! Visit Public Libraries Online (www.publiclibrariesonline.org) to read articles) online and add your library's own

Letters to the EditorOctober 27, 2014

When I received my September/October issue o f Public Libraries, the featured article that I was most interested in was "Urban Youth and Public Libraries." I thought that it would be very relevant to my position as a youth collection development librarian, and became very excited to see that my library, New Orleans, was one o f the three researched. But as soon as I started reading about Crockett's research method, I grew concerned. Crockett described Memphis, Baltimore, and New Orleans as "roughly the same size." Memphis, with over 650,000 residents, and Baltimore, with over

continued on page 8

2 P U B L I C L I B R A R I E S

www.pla.org

PLA NewsFerguson Public Library

to Receive Special Recognition at ALA

Annual 2015PLA, with support from Library Systems & Services, LLC (LSSI), will honor the Ferguson (Mo.) Public Library and its director, Scott Bonner, during the 2015 ALA Annual Conference in San Francisco. This special recognition will commemorate the library's steadfast provision of services to the public during the 2014 civil unrest in Ferguson. The library will receive a $1,500 check from LSSI, while PLA will support Bonner's travel to the event. The presentation of the gift will take place at a PLA event during the conference. More information will be available soon at www.pla.org.

PLA Receives Grant to Further Develop

Performance Measures for Libraries

PLA has been awarded a grant of $2.9 million from the Global Libraries Program at the Bill & Melinda Gates Foundation for the development of performance outcome measures. This grant will enable PLA to accelerate development of its Performance Measurement project and build an active community of informed users. This project will develop simple surveys libraries can use to collect patron outcomes. Related training and support tools will guide libraries in using outcome data for advocacy, planning, and decision-making. By collecting outcomes, participating libraries will be able to demonstrate the real difference they make in the lives of patrons and the vital role they play in healthy communities.

Building on the work of the Presidential Task Force on Performance Measurement (PMTF), established in 2013 and charged with "develop(ing) standardized measures

of effectiveness for widely offered public library programs and promot(ing) the training for implementation and use of the measures across public libraries," this project aspires to drive a widespread shift in the field towards consistent collection of outcomes data. After conducting an environmental scan and surveying the field, the PMTF identified core services areas to address: digital inclusion; civic/community engagement; early childhood literacy; economic development; job skills/work- force development; summer reading; and education/lifelong learning. In 2015, an expanding number of libraries will be invited to participate in testing the next generation of survey tools.

Carolyn Anthony, PLA past-president who established the PMTF, stated, "The rewards for collecting outcomes are immediate: for staff members who will see the value in the outcomes for people served, for managers who have a tool for continuous innovation and improvement, and for the library that can clearly demonstrate to budget-conscious civic leaders the real value it is delivering to the community."

For more information, contact PLA at (800) 545-2433, ext.sPLA, or [email protected].

PLA Midwinter InstitutePLA is offering a thought-provoking institute at the 2015 ALA Midwinter Meeting. Who We Are, What We Do, Why It Matters: Our Distinctive Purpose" will be presented by Valerie J. Gross, president and CEO, Howard County (Md.) Public Library System (HCPLS), from 8:30 a.m. to 4 p.m. on Jan. 30, 2015. This interactive day will highlight a simple strategy that will make libraries and library professionals indispensable for centuries to come. Attendees will learn how a growing number of libraries are repositioning themselves as a key component of the education enterprise, alongside schools, colleges and universities, by simply changing what they say

PUBLIC LIBRARIES

not what they do. Library Journal calls this approach "a 21st-century model worthy of study and consideration by every library in America, if not the world."

The institute will offer a chance to explore, discuss and practice proven techniques to redefine libraries in a new, innovative way; align your library with what the community values mosteducation; incorporate intuitive, value-enhancing words into your everyday lexicon; heighten your library's visibility and stature; and develop strategies that you can integrate immediately into your work.

Gross led the transformation of HCPLS to its current prominence as a renowned educational institution, alongside the region's schools, colleges, and universities. She has presented more than fifty workshops, seminars, webinars, and keynotes, drawing the participation and input of thousands of library professionals from forty-two states and more than a dozen countries around the world. Combining these experiences, she authored Transforming Our Image, Building Our Brand: The Education Advantage (ABC-CLIO, 2013).

Registration for the PLA Midwinter Institute is available with or without an ALA Midwinter Meeting registration. Get more information and register at http:// alamw15.ala.org/register-now.

New in PLA E-News"What You Said" is a new section of PLA E- News, with member responses to a question posed each month. Our most recent question was "What's the funniest question you've ever been asked by a patron?" Some of your replies include:

"Do you have the book Men Are from Mars, Women Are from Venice?"Ruth Arnold, director, Staunton (Maine) Public Library

"Our patrons, who receive holds notices by email, are sent a courtesy reminder three days prior to an item being due. Recently a

N O V E M B E R / D E C E M B E R 20 14 3

PLA News

patron requested email reminders on overdue materials every day until she returns them."Mary L. Cantwell, manager, Roosevelt Thompson Library, Little Rock (Ark.)

"Many years ago I was asked by a student: How much does the state of Alabama weigh? Alas, I was never able to find the answer orfigure out howto come up with an answer. I hope the teacher who gave the assignment was able to help the student figure it out." Deborah L. Dubois, outreach dept, manager, Mansfield/Richland (Ohio) County Public Library

"I work at the WillaCather Branch of the Omaha Public Libraryand say that when I answer the phone. One time someone asked to speak to 'Mr. or Mrs. Branch.'I also had a customer call and want a book with photographs of Queen Elizabeth I."Evonne Edgington, manager/librarian,Willa Cather Branch o f the Omaha (Neb.) Public Library

"Sixth grader: Do you have a video of Lincoln giving his Gettysburg Address? I want to showit to the class as part of my history a s s ig n m e n tMichael Gelhausen, director, Jack Russell Memorial Library, Hartford (Wise.)

PLA E-News is a perquisite of PLA membership. Get more information and join PLA at www.pla.org.

PLA Fall Meeting UpdateDuring PLA's Fall Board of Directors Meeting, the board reviewed the PLA strategic plan (www.ala.org/pla/about/strategicplan) operations and is pleased to report that PLA is well positioned to help our members manage today's fast-changing public libraries.

Two vital new resources the PLA Board wanted you to be aware of are: (1) the Trends Report: Snapshots o f a Turbulent World (www.districtdispatch.org/wp-con tent/uploads/20i4/o8/ALA_Trends_Re port_Policy_Revolution_Augi9_20i4.

pdf) prepared by the ALA Office for Information Policy (OITP) and (2) the Aspen Institute's Rising to the Challenge: Re- Envisioning Public L/6rar/es(http://csreports .aspeninstitute.org/Dialogue-on-Public -Libraries/2014/report). The Trends Report reviews both major disruptions and new opportunities for public libraries and is a must-read for learning about key trends and challenges facing libraries. Aspen Institute's report highlights four strategies for success that communities need to address to keep libraries strong for the future: (1) aligning library services in support of community goals, (2) providing access to content in all formats, (3) ensuring long-term sustainability of public libraries, and (4) cultivating leadership. PLA is well represented on advisory committees for both the OITP trends (Vailey Oehlke, PLA president-elect) and Aspen Institute (Pam Sandlian Smith, director-at-large) reports. Both initiatives are funded by grants from the Bill & Melinda Gates Foundation.

PLA President Larry Neal and the board welcome your comments and feedback. Please do not hesitate to call PLA at (800) 545-2433, ext. 5028 or email [email protected].

PLA Sponsors 2015 ALA Emerging Leaders

PLA is pleased to sponsor Anna Coats and Carmen Sanchez as its representatives for the 2015 ALA Emerging Leaders program. "PLA is focused on helping develop the next generation of public library leaders and is very pleased to support the Emerging Leader program," said PLA President Larry Neal. "We look forward to the positive contributions of this year's cohort and wish to congratulate Carmen and Anna on their achievements."

The ALA Emerging Leaders program is a leadership development initiative that enables newer library workers to participate in problem-solving work groups, network with peers, gain an inside look into ALA structure, and have an opportunity to serve the profession in a leadership capacity. "I am so excited to be a 2015 ALA Emerging Leader and honored to be sponsored by PLA," said Coats, head of youth

services at Livingston (N.J.) Public Library. "I am looking forward to meeting all of the Emerging Leaders in person at ALA Midwinter in Chicago and working together."

Sanchez, library technician at Rancho Cucamonga (Calif.) Public Library, said "I'm thrilled to have been selected as one of ALA's Emerging Leaders! I'm looking forward to the opportunity to connect and work alongside librarians who share my passion and commitment for serving our communities and contributing to our profession." Anna and Carmen will each receive $1,000 to attend the 2015 ALA Midwinter Meeting in Chicago and the 2015 ALA Annual Conference in San Francisco, where they will participate in Emerging Leader activities. In addition to their participation at the conferences they will also benefit from networking and online learning activities. The program concludes with a poster session presentation to showcase the results of their project planning work.

Learn more about the Emerging Leaders program by visiting www.ala.org/edu cationcareers/leadership/emergingleaders or email PLA at [email protected].

Using ACRLMetrics and PLAmetrics

Both the Association of College and Research Libraries (ACRL) and PLA provide important data services. For library managers and administrators, the key to the data's usefulness is knowing how to extract and apply the most relevant information to managing a library and improving accountability. Peter Hernon, Robert E. Dugan, and Joseph R. Matthews' Managing with Data: Using ACRLMetrics and PLAmetrics, published by ALA Editions, is a companion volume to the authors' earlier book Getting Started with Evaluation. This guide illustrates how to use the data to support value, collection use, benchmarking, and other best practices. This book is an important resource for academic and public library managers, administrators and library trustees,

Managing with Data: Using ACRLMetrics and PLAmetrics is available from the ALA Online Store at alastore.ala.org. SI

4 PUBLIC LIBRARIES V O LU M E 53, NUMBER 6

Copyright of Public Libraries is the property of American Library Association and its contentmay not be copied or emailed to multiple sites or posted to a listserv without the copyrightholder's express written permission. However, users may print, download, or email articles forindividual use.

Presidents Message

PLA President LARRY P. NEAL is Director of the Clinton-Macomb (Mich.) Public Library.

Re-Envisioning Public Libraries

Contact Larry at [email protected]. AM YLarry is currently reading How Google Works by Eric Schmidt and Jonathan Rosenberg.

Ithough I have to admit feeling a bit self-conscious about wearing Mickey Mouse ears with a tassel after recently "graduating" from a workshop at the Disney Institute (Dl), the training from that day was nothing to laugh about

and really got me thinking about the Aspen Institute's (Al) "Rising to the Challenge: Re-Envisioning Public Libraries" report released in October.1 Disney's workshop was targeted to a broad range of attendees from the private and public sectors with a focus on leadership, creativity, and innovation. Al's report is focused on public libraries and offers a call to action for library leaders, policy makers, and the community. The following are some of the interesting parallels I observed between the two institutes.

Dl: "Don't be afraid to cannibalize your own business in the name of progress. Innovation is as much about what you discontinue as what you continue or create. " 2 Remaining relevant has been on libraries' radars for the past twenty years with the rise of the Internet and then e-books. While libraries have done a great

job at adopting and integrating these into their core service offerings, the notion that anything is sacred or forever is a tough one to move beyond.

Will the physical book someday end up on our "stop doing" list? Dl used the example of Kodak, whose core business was selling

film for cameras. Rather than leveraging their lead in the development of digital cameras, Kodak clung to film and the rest is unfortunate history. Al suggests that library leaders, "Define the scope of the library's programs, services and offerings around community priorities, recognizing that this process may lead to choices and trade-offs." and simply to, "Deploy existing resources in new ways."

Although Walt Disney has been gone for nearly fifty years, the company that still bears his name today contin

ues to be a remarkable success story. Yet, even as iconic as the company has become and the traditions it has sparked in gen

erations of visitors, from a business perspective it must continue to reinvent itself.

Dl: "You can't allow tradition to get in the way of innovation. There's a need to respect the past, but it's a mistake to revere your past. " 3 We are in an experience economy where it is imperative to orchestrate memorable events for consumers of products and services. We are moving from transactional experiences to transformational experiences. Al recommends, "Change long-held rules and operating procedures that impede the development of the library's spaces and platform." How are we transforming the lives of our users and when was the last time we made a library policy shorter rather than longer?

Of course few corporations are better at marketing and telling a story than Disney. As noted in the Dl workshop, "Research suggests that it is much easier to remember stories than it is to remember facts." For far too long the library community has relied on telling its story of success through transactional data, circulation, door counts, computer sessions, and questions asked. Thanks to the leadership of immediate PLA Past President Carolyn Anthony, the Performance Measurements Task

PUBLIC LIBRARIES N O V E M B E R / D E C E M B E R 2014 5

Presidents Message

Force is working diligently to prepare tools for libraries to better measure impact and outcomes (more to come on this in 2015). Al calls library leaders to, "Measure library outcomes and impacts to better demonstrate the library's value to the community and communicate these outcomes to key partners and policy makers," and to "Communicate the library's story of impact directly to the public, partners, stakeholders and policy makers. Include the new vision built on the library's people, place and platform assets." Needless to say we have a lo tto learn about collecting stories, measuring impact, and then using them to influence decision-makers about support of the librarywhether voters, elected officials or municipal administrators.

Dl: "To be successful in a changing economyto ensure that people can perceive the world in new ways, recognize patterns, make connections between seemingly unrelated details, ask probing questions, and generate new ideasorganizations

must combat the tendency towards left- brain dominance and foster whole-brain thinking." This statement reminded me of how library-centric our worlds are. It is remarkably easy to forget the broader community around us that we serve. We think that because we post a sign in the library or send a newsletter to every home about a service that these will become top of mind to the members of our community. Likewise, many often limit thinking within the library bubble we live in rather than the community as a whole. Al advises, "Engage the community in planning and decision making, and seek a seat at tables, where important policy issues are discussed and decisions made." I would further challenge everyone to take it a step further as someone recently wisely advised me, "Don't just seek a place at the table, set it so that you don't end up on the menu."

I encourage everyone to read the Al report and call to action. You may also consider signing up for the Dl blog.4 As Walt

Disney once said, "Whatever we accomplish belongs to our entire group, a tribute to our combined efforts." I am confident that together we will rise to the challenge of re-envisioning public libraries. Si

References

1. Amy K. Garmer, Rising to the Challenge: Re-Envisioning Public Libraries, a report of the Aspen Institute Dialogue on Public Libraries, Oct. 2014, accessed Dec. 4, 2014, http://csreports.aspeninstitute.org /documents//AspenLibrariesReport .pdf.

2. Pete Pachal, "How Kodak Squandered Every Single Digital OpportunityIt Had," Mashable, Jan. 20, 2012, accessed Dec. 4, 2014, http://mashable .com/2012/01/20/kodak-digital-missteps.

3. Bob Iger, Chairman and CEO of the Walt Disney Company.

4. Talking Point: The Disney Institute Blog, https://disneyinstitute.com/blog.

FOLLOW PUBLIC LIBRARIES at PINTEREST.COM/PUBLIBONLINEVintereii

PLPublic Libraries OnlineThis is the official Pinterest page for Public Libraries Online.

Pina from:

m Sandy Orrfeon

I Kalhlcen M HugfHit

I West Hartford Libraries

Book Cover ArtPublic Libraries Online

GREAT

- t iw ytu.

r ^ ^ -n n a\mrm mmmm

W ords ol Wisdom ***Public Libraries Online

L-U 1 11N ULIBRARIES

IN A RECESSION IS LIKE

CUTTINLCL.u i - i c p 1 t

doubt. ' . T

-itt f fJJ ' r f r fV t tTj t tt x i

L M l A

...ss, I t5*a *a - rajurjsT m

X Mimrbte took EwwpH /by Pubkc

QiU

IM B ii

Advertiser Index

ALA-APA....................................................................................... 33 Oxford University Press.................................................................. 25Baker & Taylor.................................................................. back cover PLA............................................ inside front cover, inside back coverIllinois Library Association................................. center catalog insert

6 PUBLIC LIBRARIES VOLUME 53 , NUMBER 6

Verso

Guest contributor AMY KLOSS is a paraprofes- sional at Lakewood (Ohio) Public Library.

O Contact Amy at andrewkluga@ aol.com.Amy is currently reading The Essential Ellen Willis edited by Nona Willis Aronowitz.

Shelving: A Task Whose Time Has Gone?

I asked a friend the other day to describe the kind of person who works in a library. "Well," she said. "A woman. Probably middle-aged." I then asked her what this librarian does, and she started talking about owning a lot of cats. We didn't get to the frumpy outfits she wears while reading cozy mysteries and watching Master- pieceTheater, but I'm sure that was coming.

"No," I said. "At work. In your mind's eye, what is this librarian doing at work?" The answer? Sitting behind a desk. There's certainly plenty of time behind a desk in a library job, but I've long known and have recently become even more aware of the physically taxing nature of library work.

I recently began shelving trucks of books as part of my regular duties. I've shelved beforeDVDs and a few books here and therebut taking a full truck up to the stacks and putting them on shelves was often assigned to pages, usually high school students working part time. Shelving seems like one of the more basic tasks of library workfind the right spot, place the book there, move along, repeat. Little did I know.

Recently assigned to shelving, I chose a truck that seemed to have been ignored and thought, "Why is this one still sitting here after so many days?" Apparently my coworkers knew more than I, because after I pushed the fifty pounds of books upstairs and along the aisles, I was happy I'd been working out regularly. Then came the search for the exact place for each book. As an average sized woman, I can just reach the top shelves if I stand on my tippy toes and reach up, and of course there's the bending down to the floor for the low shelves. Add to that the very large tomes (do librarians secretly hate art books and cookbooks?) I'm carrying and shifting if necessary. After an hour or so of reaching, squatting, and lifting heavy books, my usual thought is, "This shelving is kicking my ass."

But the physical difficulty is only part of it. Add to that the mental energy and visual acuity needed. Some of the books are very old with spines that are hard to read. Then there's determining the exact location of call number 791.4302808664. It comes before 791.43028092 but after 791.43028085. Wait, these are out of order. Should I put them back in order, or will that put me too far behind?

All this being said, I don't mind shelving, as long as it doesn't go on too long. I like physical activity and sitting behind a desk can be tiresome. There's something meditative in working alone on a task with a definite beginning and end, and placing items in order offers a certain satisfaction. Plus, I love books, and being surrounded by so many is soothing and inspiring. Knowing the library's collection is also an advantage when helping patrons.

But the physical difficulty of moving around so many objects of varying shapes and sizes has made me consider the relative ease of access offered by e-books. It would certainly be physically easier to look up a call number and send a digital book to a patron through a computer. No one has to leave his desk. But will we lose something important when the tangible is gone? Is a lack of physical activity really that great? I imagine a population of WALL-E characters, floating around on personal


Verso-Shelving: A Task Whose Time Has Gone?

transportation devices, staring at screens. If we lose the ability to browse a physical collection o f books, will we lose something more valuable than ease of access?

I th ink libraries could do better. If I find putting the books away a challenge,

patrons probably find getting books out a challenge as well. Better ergonomics could ease the physical challenges inherent in book collections. Or maybe technology has answers tha t will someday combine the pleasure o f browsing a physical

collection with the ease o f a digital one.For now, I'll consider shelving part of

my weekly workouts. And the next time you ask tha t nice lady behind the desk at the library a question, check out her biceps. You m ight be surprised. HI

Letter to the Editor-continued from page 2

620,000, are substantially larger than New Orleans with our 343,000 residents (2010 Census). New Orleans also has four fewer library branches than Memphis and nine fewer than the Enoch Pratt Free Library system. I was surprised that the visual representations o f the numerical data that Crockett included were not at all weighted to account forthese differences in size.

Then I looked closer at the numerical data. Crockett reported that New Orleans Public Library (NOPL) had 1,158 graphic novels for young adults, but I knew that number to be much higher. Currently there are over 5,000 titles under the "graphic novel young adult" collection code, and over 9,600 circulating copies of graphic novels. Although the data in this article was obtained about a year ago, I doubt that we've increased our numbers by that large of an amount. The same goes for Walter Dean Myers books; Crockett reported NOPL having "111 copies," and I see tha t we have 380 copies. The online public access catalog, which Crockett used to report these numbers, brings up 102 results when you search for Myers as the author, but there are multiple copies of books under many of those records.

While I understand tha t the aim o f the article was not to contrast the collections o f the three sample libraries, I must take issue w ith what is an inaccurate representation o f our holdings. These discrepancies and inaccuracies are a distraction from the much more important issue of improving collections and services fo r urban youth Kacy Helwick, Youth Collection Development Librarian, New Orleans Public Library, khelwick@nolalibrary. org

The Author's Response While I appreciate your factual assessment tha t the City o f New Orleans population is smaller than the cities o f Baltimore and Memphis, the reasons the cities were chosen was not due to their population statistics but the shared demographics in that they are majority African American and struggle w ith issues o f poverty, unemployment, and young black men who are both the perpetrators and victims o f violent crime. Since the original paper was shortened fo r publication, this information may not have been clearly stated in the article.

The main point o f my research was to find out what services and programs were targeted to urban youth at the three library systems in order to positively enhance library service to the targeted group and increase the future success of urban minority youths. In view o f the size o f the City of New Orleans, the results were positive and showed tha t the library's collection were meeting the needs o f urban youth.

As stated in the research, I conducted my analysis based on an analysis o f the three systems library websites. As a condition o f the research, I was not supposed to contact the library systems. I independently studied the three library systems' online public access catalog fo r enabling books recommended by authors Alfred Tatum, Sandra FHughes-Hassell, Walter Dean Myers, and Coretta Scott King award winners.

Linder a keyword limited by "targeted to adolescent" in www.neworleanspublic library.org fo r Myers, I discovered 137 titles, which is not much different than the 111 titles tha t I initially discovered back in Oc

tober 2013. I also did a keyword search by author and found 105 books in the collection w ritten by Myers, which is not much different than the 102 results I earlier reported. The emphasis o f the research was on the number o f titles, not the number of copies o f each title.

In addition, the subject category "graphic novels" was used as a subject term to determine the number of titles in each library system's catalog targeted to adolescents. Under a keyword search in www.neworleans publiclibrary.org, I found 1,277 titles for "graphic novels." In October 2013, when I conducted my original research, I discovered 1,158 titles.

I am very proud o f the New Orleans Public Library System because I am a product o f it. I was born and raised in New Orleans.I stand by my results, but I am certainly willing to learn about resources tha t you have at your disposal that were perhaps not available to me at the time I studied your library's website. I don't want the mechanics o f my study to overshadow the message that libraries have a tremendous opportunity to improve the trajectory o f urban males by embracing them and putting enabling books into their hands. I look forward to hearing back from you and working together to promote a profession tha t we both love.Carlos B. Crockett, Reference Librarian, Terrebonne Parish Main Library, Houma (La.), [email protected] HI

8 PUBLIC LIBRARIES V O L U M E 53, NUMBER 6

Verso

JULIE BIANDO EDWARDS is Ethnic Studies Librarian and Diversity Coordinator for the Maureen and Mike Mansfield Library at the University of Montana. MELISSA S. ROBINSON is Head of the Peabody Institute Library's West Branch Library and KELLEY RAE UNGER is Community Relations and Public Programming Coordinator, Peabody Institute Library, both in Peabody (Mass.).

O Contact Julie at [email protected]. Contact Melissa at [email protected]. Contact Kelley at [email protected] is currently reading The Name o f the Rose by Umberto Eco. Melissa is currently reading Paris ig ig : Six Months That Changed the World by Margaret MacMillan. Kelley is currently reading The Lion, the Witch and the Wardrobe by C. S. Lewis.

New Year, New Library!

J anuary is resolution time. Everywhere you turn you'll find tips and tricks for makingand keepingresolutions to make you your best self ever. The New Year gives us an opportunity to make changes, firm up resolve, try new things, and generally set off into the future on the right foot.But while you're pondering "Diets that Really Work" and "10 Great Ideas for Orga

nizing Your Home," why not look at ways you can resolve to make this year the best ever for your library? The New Year is a perfect time to look at what you're doing, what you want to be doing, and how you can get there. It is a great opportunity to try new things and to reconsider the way you, and your community, view your library.

We've developed the following twelve "resolutions" to help you start thinking about your library in new ways. Our goal is to create more community-centered libraries and librarians, and the focus in the resolutions below is on how you can continue turning your library into a vital and involved community institution.

We've organized these resolutions so that they start with a reorientation of the way we approach our jobs, move on to specific ways to do our jobs, and then end with advocacy and attitude. They all take work, and some take a radical rethinking of how we see ourselves and our institutions, and how we prioritize our day-to-day jobs. In some cases, adopting a resolution in order to make your library thrive as a community-centered institution will mean reconsidering job duties, reorganizing your structure, or reevaluating your mission. In other cases, adopting a resolution will mean getting out of your library and into your community in new ways. Often, it will mean venturing out of your comfort zone, challenging your employees, or pushing your local politicians.

All of this is hard work, and we know that some libraries are already struggling with budget cuts and staff shortages, among many other challenges. If your library is stretched thin, get creative in how you approach these resolutions. You may need to reconsider what you're doing and let go of what is obsolete or doesn't serve your community anymore. That way, you can make room for what is relevant and truly beneficial to the people you serve. Remember, just like all the diet and fitness advice we see this time of year, there is no one-size-fits-all approach for libraries. Give yourself permission to only do what works for your community.

So, let's start this New Year with energy and vision! A great way to begin is to check out these suggestions for moving your library forward one month (or step) at a time.

l . You're not in it for the information. Libraries will always be about information, but we need to start prioritizing the fact that we're also in the community building business. Feed kids, collaborate with local organizations, help people find jobs, consider how you can affect the social climate of your community. Yes, we offer books and computersbut we offer a heck of a lot more, and our worth will increasingly be in what we can offer our communities to help them grow and thrive.

2. Worry less about trends and more about your community. In our struggle to make libraries' relevance evident to all, we need to be sure that we are not hopping on (and off) every bandwagon that shows up in library journals and conferences. Not every library needs a makerspace or an e-reader


Verso-New Year, New Library!

lending program. But every community does need thoughtful librarians who take the time to assess their community and discover creative ways to serve their patrons. It's good to be aware of current trends in libraries so you can imagine the possibilities, but just because something is getting a lot of buzz doesn't mean it's the right fit for the unique collection of people who make up your community.

3. Stick the surveys in a drawer and get out into the community.Surveys are oneitool for gathering feedback, and when used judiciously they can be helpful. But if we depend solely on surveys to paint an accurate picture, we will end up with a narrow and shallow view of our communities. Surveys also limit the potential responses you can solicit and do little to encourage creative thinking. A better option is to combine your survey results with robust involvement in the community. Join organizations, serve on committees, and talk to people whenever possible. Librarians who are embedded in the work and concerns of a community have a much better view of their patrons' lives, needs, and interests than those looking at statistics collected from a survey.

4. Hire for vision and fit, not skills.In our experience, it is much more important to find library staff members who believe in the mission and vision of the library, and who can adapt easily into the culture of public programming and outreach, than it is to find someone who perfectly matches the technical skill set you want. New hires can always be trained to do library tasks. So in interviews, lookforthe softer skills like ability to think creatively and critically, willingness to work flexible schedules in orderto accommodate outreach, and a true belief in the philosophy of libraries as com

munity engagement institutions. These qualities, not just a technical understanding of libraries, are the most important when it comes to creating community-centered institutions.

5. Make programming a job requirement. To create a truly community-centered library, you need to provide opportunities for people to connect, explore, and learn together. Assigning this job to one person won't work. It takes a team to offerthe variety and volumeof events that should happen in a library, especially if that library wants to be a true hub of the city or town. Some libraries have dedicated programming librarians, and we are huge supporters of having someone in that role to plan the majority of events and coordinate other staff members involved in programming. Still, we feel that it is essential that every librarian hired forthe library's full-time staff be eager and willing to participate in these activities. Perhaps your reference librarian would like to offer some technology classes, or your head of circulation would love to share his or her gardening knowledge. Time off the desk to do different things is good foryour staff and benefits patrons too.With a greater number of programmers, programs can happen at a wider variety of times, and cover a broader selection of topics. Both of those things add up to reaching more community members.

6. Use what you have . . . and find what you don't. Limited funding, space issues, constantly changing technologies . . . so what?You have what you need: your staff, patrons, and community. Among them are grant writers, creative minds, and specialized skills forthe sharing. All you need to do is ask, make a plan, and get to work. In other words, stop getting hung up on those things that are a struggle for all libraries, and do something!

7. Learn a new skill. Just because you don't know how to do something now, doesn't mean you can't learn. Sign up for an introductory class, attend a workshop (and we don't mean at a library conference or library consortium!), or develop a new hobby. Learn todo something that will help make your library the best it can be. For example (directors, we're talking to you), allow your staff members the time to do things like take graphic design classes to improve library publicity; get certified in yoga instruction so that they can teach classes to kids at the library; or attend weekend classes to learn things like silk screening or quilting, so that they can offer library programs on those topics. Why outsource web design and PR, or hire presenters multiple times, when you can train staff members once and get these jobs done in-house? In addition, staff members will stick around longer because with the variety of skills they get to explore at work, they will never get bored with their jobs. This is a move that is good for your community and also generates enthusiasm in your staff.

8. Remember the magic. Remember watching Sesame Street and learning about community helpers? Looking at libraries through the eyes of a child can help bring you back to basics in terms of both what we do (introduce peopleincluding kidsto books and the world) and why it is so important (is there a more magical time than story hour?). It is so easy to get overwhelmed with the day-to-day operations of a library, not to mention the budgetary and political pressures often involved in our work. Why not organize a "community helper" day in your library for kids and their parents? Invite teachers, firefighters, postal workers, bakersanyone who contributes to your community.

10 PUBLIC LIBRARIES V O L U M E 53, N UMBER 6

Verso-New Year, New Library

Encourage them to talk about not just what they do, but how what they do contributes to the community. . . and join in. It will be a great way to remind yourself of the good work you're doing, share that enthusiasm with other "community helpers," and reconnect with the essence of library services!

9. Be political. One of libraries' greatest strengths is that they are non-partisan. However, they can't afford to be apolitical. Librarians need to be involved in local politics, not to negate their role as equitable institutions, but to join in the critical conversations of their communities. Develop relationships with politicians and don't be afraid to let them know how their actions affect the people you serve. When a sticky community issue presents itself, offer the library as a partner to help tackle it. In addition to serving your community in a valuable way, if you are seen as a problem solver, you will be much less vulnerable when it comes to budget cuts and will have more leverage if you need community support for a capital project. Be

proactive now so that the groundwork is in place when you need it.

10. Claim your seat. Once you get political, make sure that you are advocating for libraries all the time. And when you have a spot at the table, don't waste the opportunity. Always make sure you have something to say, and be willing to say it! Get yourself on agendasat city council meetings, one-on-one meetings with the mayor, business council or Chamber of Commerce meetings, and social organizations. Give updates about the library, even ifnooneasksforthem. Show up prepared, highlight what you do forthe community, and don't be afraid to ask for support.

11. Send library advocates out into the world. It can be a great morale boosterto hear someone from outside the library rave about how wonderful libraries are. But every time one of these speakers presents the keynote at a conference, we can't help but think it would be more valuable to libraries to send these super fans to talk to stakeholders, funders, and others who aren't librarians. Librarians already love libraries.

Let's send our supporters out into the world to spread the gospel of libraries far and wide.

12. Don't be content with just patting yourself on the back. Libraries are great. Your library is doing wonderful things for your patrons and your community and you are changing lives. But don't be satisfied with where you are today. Resting on our laurels won't get us anywhere. We must continue to grow with and for our communities. Challenge yourself to go farther, do more, and do it better. Be willing to be critical of the way things are. We're not talking about being negative and nitpicking, but rather about honestly assessing the ways libraries can improve. Be attentive when you receive constructive criticism from patrons and stakeholders.In fact, seek out those who can tell you the truth about what the library could be doing better. Community-centered libraries must be forward thinking. Enjoy today's success, but always ask yourself "What's next?" HI

NEH Grants ALA $1.5 Million for Latino Americans Programming Initiative

The American Library Association (ALA) has been granted nearly $1.5 million by the National Endowment forthe Humanities (NEH) in support of "Latino Americans: 500 Years of History," a public programming initiative for libraries and other cultural institutions.

Latino Americans: 500 Years of History will support the American public's exploration of the rich and varied history and experiences of Latinos, who have helped shape the United States over the last five centuries and who have become the country's largest minority group, with more than 50 million people.

The funding received by ALA will be passed on to libraries, humanities councils, and other nonprofit organizations to hold public film screenings, local history exhibitions, multimedia projects, and other programs about Latino history and culture.The cornerstone of the project is the six-part, NEH-supported documentary film Latino Americans, created for PBS by theWETA public television station.

"Lifelong learning is a critical part of what libraries offer, and ALA is committed to helping libraries fulfill that mission through quality programs like Latino Americans: 500 Years of History,"said Keith Michael Fiels, ALA's executive director. "I am so pleased that, thanks to NEH's support, this initiative will reach hundreds of thousands of Americans."

Additional information and application guidelines for Latino Americans: 500 Years of History will be released in February 2015. The grant will be administered by ALA's Public Programs Office.

At $1,484,032, ALA's grant was the largest of 233 humanities grants, totaling $17.9 million, announced by NEH on December 9, 2014. Get more information at www.ala.org/offices/ppo. HI


Tales from the Front

Contributing Editor BRITTA KRABILL is Head Librarian/Library Director forColumbia (III.) Public Library.

O Contact Britta at brittakrabill@ columbialibrary.org.

Tales from the Front focuses on best practices and innovative ideas from libraries nationwide.

I Work at a Public Library

Britta is currently reading Salvage by Alexandra Duncan. Customer service can be one of the most challenging aspects of the job for frontline staff, but it is arguably the most important part of a patron's library experience. Whether someone continues to use the library depends greatly

on the type of service he or she receives from the staff. I've seen patrons literally cut up their library cards and demand to be deleted from the library database after being given poor service. I've also seen patrons whose conversations with library staff are the only interaction they have with other human beings, and they depend on the library to remind them that they're not alone. Even those patrons who challenge us deserve the best service we can give, and those are the experiences that often give us the best stories. Gina Sheridan, a librarian at the St. Louis County (Mo.) Public Library (SLCPL), has curated (and categorized into classes) a collection of strange, humorous, and heartwarming public library patron interactions in her new book, / Work at a Public Library: A Collection o f Crazy Stories from the Stacks. 1

After becoming a public librarian in Fresno (Calif.), Sheridan found that her friends enjoyed hearing stories about what was going on at work. After having an encounter in 2010 with a patron who dubbed herself "Cuckoo," she started writing down her own experiences with patrons on a Tumblr blog (http://iworkatapubliclibrary.com) in order to keep track of her interactions with her more memorable patrons.2The blog started to take off and other library staff from across the country began submitting their own stories and experiences. Not only did the blog inspire the book, but it also won the RiverfrontTimes' Best Blog St. Louis 2014 award.3

Both the blog and the book are kept as anonymous and as neutral in tone as possible. However, the stories require no spin in order to entertain the reader. For example, who of us has not had to deal with unrealistic expectations from patrons?

Library, MargaritasA sweaty patron walked up to the desk on a very hot day.Patron: Where is the margarita machine?Me: [chuckles]: That's funny; it is hot out there.Patron: [Stares at me with a straight face.]Me: Oh, did you think we had margaritas? Did someone say we had margaritas?! Patron: [Keeps staring.]Me: I'm sorry. We don't serve margaritas at the library.Patron: [Turns around and walks away.Y

Not only do patrons occasionally come into the library looking for something we just can't provide, but it can also be difficult interpreting what they tell us they want. All of us, whether professionals or paraprofessionals, have undoubtedly had to use our reference skills to determine whether or not a patron is asking forthe item they've envisioned.

12 PUBLIC LIBRARIES V O LU M E 53. N UMBER 6

Tales from the Front

Ocean, ThePatron: Would you please order me a movie called The Ocean?Me: Sure! Is that the exact title?Patron: Yes . . . well, maybe.Me: Is it a movie about oceans?Patron: I'm not sure.Me: Can you describe it?Patron: No, a friend just recommended it.Me: Do you think you are referring to the marine animal documentary called Oceans?Patron: No, I'm sure it's a real movie, not a nature movie. My friend said there were three parts.Me: It wouldn't happen to be Ocean's Eleven, would it?Patron: That's it!5

Even when our experiences seem more like a storyline from Parks and Recreation than actual occurrences in a public library environment, there are those interactions with patrons that let you know that you're appreciated, and that the work you do is important. Sheridan devotes an entire chapter to them at the end of her book, appropriately titled "809.9339: Volumes of Gratitude."

Thanks, GivingToday around noon, a man I didn't recognize came into the library with several huge platters of food from a local restaurant.Man: I thought I'd cateryourstaff's lunch today! [Places platters on the counter.] You all helped me apply for a job last year when I was at my lowest. Well, I got the job and never forgot it. I wanted to do something for you.Me: [Thanking him with tears in my eyes, and then he quickly leaves. ] 6

Sheridan inspired me to write down some of my own stories from the past nine years as a public librarian. I don't want to forget the feeling I had when a previously grumbly and very intimidating gentleman thanked me profusely for providing him with the books he needed to start his own computer repair business. And now that I can look back on it with humor, I definitely want to remember all the details I can about the time a patron lodged a formal complaint about me with my supervisor because I was not fluent in French. Remembering how I've dealt with patrons in different situations in the past helps with developing more successful customer service strategies, for use in future interactions.

Keeping track of the interactions we have with library patrons is important. Certainly, it's nice to have qualitative information for when you need to make a point to a grant committee or your board of trustees. Also, we can share these experiences with future librarians and library workers to help them have a more realistic idea of what it's like in the field and the type of customer service skills they'll be expected to develop.

More importantly, stories like this remind us why we do what we do, show the rest of the world just how important libraries are, and prove that the stereotype of library workers sitting around all day, stamping books or playing with puppets, is completely untrue. 91

References

1. Gina Sheridan, I Work at a Public Library: A Collection of Crazy Stories from the Stacks (Fairfield, Ohio: Adams Media, 2014).

2. Sheridan, interview with the author, Oct. 29, 2014.

3. RiverfrontTimes, "Best Blog St. Louis 2014: 1 Work at a Public Library," Sept. 2014, accessed Nov. 7, 2014, www.river fronttimes.com/bestof/2014/award /best-blog-2448689.

4. Sheridan, / Work at a Public Library, 57.

5. I Work at a Public Library blog, "Ocean, The," Feb. 20, 2014, accessed Nov. 7, 2014, http://iworkatapubliclibrary .com/post/77278675779/ocean-the.

6. Sheridan, / Work at a Public Library,143-

A Collection o from th. c" * i r tori,.O tacks

G i n a S h e r i d a n

/er of her

FOL L OW PL ON T WI T T E R @ P U B LI B O N LI N E


Perspectives

Contributing Editor JAMES LARUE is CEO, LaRue Associates Consulting, in Castle Rock (Colo.).

O Contact James atjlarue@jlarue .com.James is currently reading The Long Earth by Terry Pratchett and Stephen Baxter.

Perspectives offers varied viewpoints on subjects of interest to the public library profession.

ExecutiveTransitionsThe Interim Director

It's inevitable. Directors come and directors go. And now, the long heralded retirement of one generation of leaders (Baby Boomers), and the rise of two others (Gen-Xers and Millennial), is finally materializing. We're about to see a lot of change in the nation's libraries.

In this column, we look at an option that may be of interest to boards, retired directors, associate directors, ambitious or curious staff, and freelancers: the interim director. This is the person who agrees to fill the gap between one appointed director and another.

Wicky Sleight offers a solid introduction to the issues, packed with insight and good advice. I was particularly taken with her presentation of the practices of interim ministers. I also think the options to "clean it up, shore it up, keep it up, ramp it up, or start it up" provide a powerful lens for the examination of organizational needs. Also, as Sleight demonstrates, the "interim" director may well become the new director.

Brenda Cams offers a deeply felt meditation on a situation that is not unique. As many of us have learned, sometimes the "fit" between director and board goes south in a hurry, and it can be painful for all parties. So what do you do after you lose a job, and take that hit in confidence? One answer is to step in and help another institution get back on its feet after its own rocky executive transition. In the process, there just might be a kind of redemption and rediscovery.

Finally, I tapped my relationship with my own interim successor to meet deadline (and will try not to rely on Douglas County [Colo.] Libraries in the future!) to tap Rochelle Logan for her thoughts from someone who didn't want the permanent job, but was distinctly intrigued to try it. As always, she came through for me. I spent a lot of time in my last years as director thinking about "succession planning"which in my view requires providing a "deep bench" of potential candidates and team skills. Then I let it goand it's a pleasure to watch (from a distance!) that executive transition unfold.

Hiring an Interim Library Director-Why, When, and How

W i c k y S l e i g h t , D ir e c t o r , M a r s h a l l ( M o .) P u b l i c L i b r a r y ,

[email protected]

When and how to hire an interim director? Every situation is different and there are no clear-cut guidelines. When a library director resigns abruptly, or is asked to resign immediately, there is probably a need for an interim director. However, if a director gives at least six months to a year notice, usually with the intention of retiring,

14 PUBLIC LIBRARIES V O LU M E 53. N UMBER 6

Perspectives

that director then becomes in essence an interim director.

According to Dan Bradbury, managing partner of Bradbury Associates/Gossage Sager, a library executive recruiting firm, it takes an average of six months for a library board to find and hire a director. The process entails choosing a search firm; semi-finalist and finalist candidate interviews; and the time the new candidate may be required to give to his/her current employer. The board also has to take into account the time of year. "It is difficult to get commitments to convene a volunteer committee either in August (a popular family vacation period) or the week of Thanksgiving through the first of the new year," Bradbury said.1

Given that hiring the library director is one of the three most important functions of a library boardthe other two being making certain that the library has sufficient funds with which to operate and setting policiesthe board must engage in serious soul-searching and planning as to hiring an interim director. Should the interim director be a current staff member? If so, should it be a staff member who is possibly interested in applying for the director position? If the library is very small, with the director being the only professional librarian, there may be no internal candidates. Or should it be a staff member who is neither qualified nor interested in the permanent position? If a staff member serving as interim directorthen applies for the permanent position, he or she should be required to apply and interview along with other outside candidates.

Many consultants will state that the library should be cautious about using an existing staff member as interim director. Tim Wolfred, senior projects director at Com- passPoint Nonprofits Services in San Francisco, said, "If you are looking fora culture shift, an internal person usually can't do the job, because he or she is part of the status quo."2 He also points to the awkwardness that can arise when an internal interim moves back into his or her previous role.

It is interesting to note that, in some denominations, churches require that interim pastors not take the permanent position. These interims must go through

"interim training" and they receive certificates stating that they are qualified. Of course, one of the main differences between interims in churches and libraries is that interim pastors receive either housing or a housing allowance. Most public libraries would not be in a position financially to provide this.

If the board decides to hire an interim director from the outside, there are several options. Bradbury Associates can provide a list of possible candidates who are qualified and interested in serving as an interim director. Many of those on the list will be retired and/or do public library consulting. Pro Libra Associates is a library service company located in New Jersey, which was founded by a professional librarian in 1975. It provides many services to libraries, including securing interim directors. The interim director is an employee of Pro Libra and the library pays Pro Libra, which in turn reimburses the interim. Pro Libra provides a checklist of duties for the interim. The goal is to make the transition from interim director to a permanent director as seamless as possible.

What should the Board of Trustees expect from the interim and what should an interim director expect? The first order of business, after choosing the interim, is to provide a contract. The library attorney must be involved in this process. The contract will usually include:

date of commencement of the interim directorship;

duties and responsibilities, such as general operation of the library and consulting with the Board of Trustees during the interview and selection process for the permanent director;

working hours; vacation and sick leave; compensation amount - usually

the interim will not be entitled to any health, dental, hospitalization, life or disability insurance benefits, retirement or pension fund and any increase in the monthly contract amount;

to the extent permitted by law, the interim agrees to waive his/ her rights underthe state's work-

PUBLIC LIBRARIES

ers' compensation law and the right to apply for unemployment compensation upon termination of the contract;

professional development responsibilities;

prior notice required to terminate the contract, usually thirty (30) days; and

signature of the interim and the president of the Board of Trustees.

As stated previously, during the planning process of hiring, the Board must engage in serious planning with goals set for the interim director. They will need to prepare a checklist for the interim, including the necessary paperwork. This may include copies of the library policies and procedures; a list of staff members with job descriptions; up-to-date strategic planning documents; recent annual reports; demographics of the community; newsletters and other external communications; reporting requirements to the state library and other entities; and expectations for community involvement such as with the local chamber of commerce.

The Board also needs to take stock of their expectations, in addition to the ultimate hiring of a permanent director. The interim director should be given a clean and clutter-free office space in which to work. He or she should be expected to interview as many staff members as possible to learn their role in the library and what they see as strengths and weaknesses of the library. Every Board member should also be interviewed by the interim director as soon as possible.

To borrow from the Transformation Ministries Interim Period Ministry Objectives, the Board could place everything the library does in one or more of these categories:

CLEAN UP: Messes that need to be cleaned up; things broken that need fixing.

SHORE UP:Things in declinethat need to be stabilized and reenergized.

KEEP UP: Things now okay needing to be maintained at the same level.

N O V E M B E R / D E C E M B E R 20 14 15

Perspectives

RAMP UP:Things going okay that can be improved and make even more impact.

START UP: Things that don't exist (at the present time) needing to be started.3

I am currently serving as director of the Marshall (Mo.) Public Library and have been since January 2013. Prior to that, I served as interim director beginning in September 2012. I was, in fact, the first director, starting the library in 1989 and serving until 1994, when I took a position at another public library. So I have some understanding and underlying knowledge of the community, the users, the library facility (the library is still in the same location, the basement of City Hall, although it has now expanded to cover the entire basement), and the collection (some of which was purchased under my previous watch).

As the interim library director, my first goal was to CLEAN UP. A volunteer had been working here for more than ten years. She had a key to the library and would be here every morning before I even got to work. She was preparing income taxes for clients, using library office equipment and space, during the time she was "volunteering." My goal was to clean up this problem before the permanent director was hired. It took several months, but this problem was resolved.

My second objective was to SHORE UP the financial situation. When the library was established in 1989, it was financed through a twenty-cent property tax. Since that time, the tax has been rolled back to sixteen cents. The overall budget is insufficient to provide even minimal services to the community. As the interim director I made initial efforts to get a state law passed which would allow the Board to go to the voters for a sales tax to support the library. Since then, the law was passed and has recently been signed by the governor. Of course, the major workto receive enough yes votes from the votershas yet to be accomplished. But my initial efforts to shore up the finances have been successful.

When the time comes to hire a new library director, the Board and staff must look upon this transition time as a positive opportunity for growth and a new direc

tion. The decision to hire an interim director, the choice of that interim, and the orientation provided will ensure a stable and successful future for the library.

References

1. Dan Bradbury, email interview with the author, July 13, 2014.

2. The Bridgespan Group, "Interim Leadership: Looking Beyond the Executive Director," 2009, accessed July 14, 2014, www.bridgespan.org /Publications-and-Tools/Hiring-Non profit-Leaders/Hiring-Strategy/Interim -Leadership-Looking-Beyond-ED.aspx #.U8P6sPldWAY.

3. Transformation Ministries, "Guidelines forthe Calling and Role of the Interim Pastor," July 2012, accessed Dec. 4, 2014, www.transmin.org/files/TM%20 Documents/Calling%2oand%2oRole% 20of%2olnterim%2oPastors%202oi2 .pdf.

Bridging the Gap and Enjoying the Adventure

B r e n d a Ca r n s , Fr e elan c e L ib r a r ia n ,

Fo r t Co l l in s (Co l o .),

b r e n d a _ c a r n s @ y a h o o .com

I didn't just need a job, I also needed a challenge. My seven months as interim director for Wilkinson Public Library (WPL) in Telluride (Colo.) provided both and was also a transformative experience for me. Three years earlier my contract as executive director for the newly launched Fort Collins (Colo.) Regional Library District had not been renewed.

Here's how that happened. Declining sales tax revenues led to a downward spiral in the Fort Collins city library budget and, as city library director, I volunteered to organize the necessary political support, enlist dedicated volunteers, and find funding which paid forthe successful campaign to form a library district and provide 3 mills of new property tax revenue to support it. After twelve years as the director, ten for the city library and two for the library district, it was devastating when the new district's governing library Board turned me out to pasture.

I lost my self-confidence, discounted the value of my thirty years of library management experience, and became seriously depressed. My friends tried to help but it was obvious that I profoundly missed my job. I took up hobbies with a vengeance: drawing, painting, knitting, quilting, gardening, training horses, and I even placed first in several local art competitions. I also volunteered at the state college archives, helped establish a new international museum, and raised fundsto expand the local seniorcenter. Still, I felt lost.Then I noticed an ad for an interim library director in Telluride. It looked like the ideal job for me, but it was short term, an eight-hour drive from Fort Collins, and I hadn't worked for three years.

I searched the Internet to learn more about the job, the library, and the reason the Board was seeking an interim rather than a permanent director. I read newspaper articles, letters to the editor, looked at the minutes from the Board meetings, reviewed budget documents, and became familiar with the library's website. It felt great digging out the facts, analyzing the data, and formulating some ideas to address the problems I uncovered. I learned that the resources needed to put things right were there and thought I could help turns things back around. Would I be a viable candidate forthe position after my three-year hiatus and was I willing to relocate for half a year if hired? I decided I had to try.

The interview process was intense but fun! I was well prepared because of all the information I gleaned from my research. The process included informal dinner meetings that provided gourmet fare at a few of the fabulous restaurants that abound in Telluride. I was wowed by the panoramic night views from the ski gondola connecting Telluride with Mountain Village, the second largest town in the district. I was also thrilled when I was hired forthe job. Since I interviewed in August 2013 and a new budget had to be adopted by December 15, it was necessary to quickly organize my move there. I began on September 30, 2013, and finished on May 5, 2014. I accomplished every major task the board, staff, and community members identified. It took lots of hard work but wasn't difficult for me.

16 PUBLIC LIBRARIES VOLUME 53. NUMBER 6

Perspectives

The library's problems came about in the following way. With plunging property values, library income fell more than 27 percent. The prior director recommended, and the Board approved, a 2013 budget that included closing the library on Sundays as one of the ways to address the budget shortfall. This remote enclave relies heavily on the library as its community center and the main source of free, highspeed Internet access. It is tremendously popular. WPL has been rated a five-star library for the past six years in the Library Journal Index. Staff attrition also made up a large part of the cuts designed to work toward a balanced budget. Fortunately, there were also considerable savings from prior years which will help to offset some of the shortfall for the next several years when it is hoped that the property tax revenues will return to former levels.

The Sunday closure outraged some very vocal members of the community. There were numerous letters to the editor of the local newspaper criticizing library management. Ten of the library's twenty- seven staff members resigned, and morale was low among those who remained. Even a library survey asking the community for its preferences became a huge topic of public discussion and criticism. The library director was let go and the Board and remaining staff were left to work out solutions. The Board decided to hire an interim directorto address the problems, calm the waters, and assist in hiring the next director. This is where I entered the picture.

I found that the breach between the library and the community largely resulted from a lack of meaningful communication prior to the budget crunch. Therefore, the Board, staff members, and I did everything we could to educate district residents about the budget shortfall, what was needed to reinstate Sunday hours, and the impact this would have on other valued services. At every step, we repeatedly solicited public input. I also implemented a high degree of participatory management and put heavy emphasis on improving internal communication. I tried to listen far more than I talked.

We reopened on Sundays; staff members felt supported and even received a

small cost of living increase; we updated the library's strategic plan, which allowed us to look forward. By working with community members, we restored the positive relationships with district residents. The staff became empowered as active partners in solving the most obvious problems caused by the budget shortfall, namely fewer staff members and less money to spend on programs and collections. A new director was indeed hired, is doing a great job, and continues the positive trend established during my months of service. The process was really quite simple because everyone wanted the library return to its former place of high regard.

I enjoyed being part of this vibrant and unique place and received significant validation and recognition each day I was there. The positive experience started with my first interview and continues to this day in the ongoing friendships I formed.

Being an interim director allowed me to be myself because I knew what my stint as director was and what I was there to accomplish. I had the support of a capable Board and the benefit of a very effective staff. This allowed me to simply work to wards specific goals. Every day I renewed my commitment to authentic communication and it worked well.

In my interview, one staff member publicly asked me why they should trust me.I answered from my heart that it is the director's job to create an environment where staff can succeed, and as a team we would restore the community's support for the library because I could see this was the shared value of the staff.

At my farewell breakfast another employee was speaking about the impact I had during my time there. She said I treated them like I really cared about them; not like someone who was just there for a short time. Frankly, I reminded myself nearly every day what a unique opportunity I had for self-actualization and fulfillment and consciously tried to grow as a person in every way possible. This was one of the ways I chose. The staff and the community responded well to my commitment to open and ongoing communication.

I also enjoyed the unique experiences offered by living in a fabulous ski resort in

PUBLIC LIBRARIES

this remote Southwest Colorado county. It was a healing experience and I consciously took every opportunity to feel the magic and power of the place, the people, and the relationships that I encountered. My depression disappeared and my self-confidence rebounded. There was an added health benefit since I walked the three- quarter-mile distance to work each day through the picturesque historical district and was able to step outside my front door onto a groomed cross-country ski track whenever I wanted. I lost a few pounds and firmed up considerably. The area abounds with hot springs, nearby historic towns, and Native American sites, such as the Mesa Grande Anasazi ruins and Canyon of the Ancients. I took short field trips nearly every weekend! This provided more opportunities for spiritual growth.

This experience reinforced to me that I am still the skilled, capable person that chose librarianship as a career to make the world a better place. I had been limiting my opportunities by focusing on my one negative experience in Fort Collins, instead of the many successes I have had there and in prior jobs. It is most important to stay true to what I believe, and the Tel- luride experience shows me how simple it can be if I remain focused on success and on helping others.

My Time as an Interim Director

Rochelle Logan, Associate Director of Support Services, Douglas

County (Colo.) Libraries, [email protected]

It was one of those conversations I never wanted to have with Jamie LaRue, my boss, friend, and director at Douglas County (Colo.) Libraries (DCL). In October2013, he called me into his office to let me know he was planning to retire in January2014. We had often chatted about the possibility of our retirements coinciding since we are the same age. Fie decided to beat me to the punch.

Did I want to put my hat in for the job? No. Flaving worked for such a visionary, I

NOVEMBER/DECEMBER 2014 17

Perspectives

didn't think I was the right one to follow in Jamie's footsteps. But I was willing to serve as the interim director until our Board could find a suitable replacement.

Why would I want to take on a job like this while still doing my "regular" job? It seemed daunting and scary, yet intriguing to try. What's the old saying about scaring yourself at least once every day? This opportunity did just that.

Colorado can't be much different from the rest of the country in that we are seeing a lot of retirements in senior administration positions. The Baby Boomers are making their exit. At DCL, the Board didn't want an Interim who was interested in the job permanently. So when Jamie asked me if he could recommend me, I was flattered. I thought about it for a very short time, talked to my husband and quickly said yes.

I thought it would be a good learning experience and having been at DCL as an associate director (AD) for thirteen years,I had the most seniority on our District Roundtable. After watching Jamie for so many years, I thought I had a handle on the level of responsibility, the number of meetings I would have to attend, the email load, and the amount of community involvement I would need to add to my daily responsibilities. It probably isn't a surprise that I only understood a fraction of what would come. Not only did my calendar and email inbox fill up, but also my brain was full, full, full.

First was working with our Board of Trustees. Just around the time Jamie was retiring, we welcomed two new Board members. So, not only did I have to orient them, but also we were jumping into the middle of hiring a new director after twenty-three years, with the formidable task of replacing a leader who took us from being the worst library in Colorado to a nationally recognized district.

Jamie gave the Board three months' notice so they could start the director search. By January 2014, when Jamie left, we were just starting the interviews. So I thought I would have two or three months as interim. That was very optimistic! It took another six weeks for the Board to finish interviewing candidates and offer

the job to Bob Pasicznyuk. Bob was in Iowa as director of the Cedar Rapids Public Library. Ittook anotherthree months after his initial offer for him to arrive at DCL.

In the meantime, one of our other ADs, David Farnan, decided to take a director position in Boulder. David and Jamie had been working together on the beginning of our new library building projects. We are building three new libraries in Parker, Castle Pines, and Lone Tree. I had to take over the lead role of this massive undertaking. We were at the point of interviewing and hiring architects and still had one intergovernmental agreement to complete. Yes, I lost sleep over these developments.

Both David and Jamie were also very active in the community. I've lived in Douglas County for more than twenty-two years, but didn't have nearly the number of contacts among the county leadership as these two had. With the new building projects in progress, I had to get out and reassure municipalities and citizens that we were on track with it all and that the new library campaign (No Leaf Unturned) was moving forward. Our big Architect Showcase in early April 2014 had to happen, where city and county leaders could hear presentations from architect finalists. I'm pleased to say we were able to carry it off and hire some of the best architects in Colorado.

So, I had to figure out howto work with new and standing Board members to hire a director; keep them informed and get approvals as needed for contracts; hire architects; and attend to the regular business of the library. The new Board members needed an understanding of governance (as they all do). This took me some time since they were eager to learn more and were going directly to the ADs and bypassing me to orient themselves on library business. The ADs came to me with this problem.

Here isthe next hiccup I hadn't thought throughhow to "manage" my peers, the other ADs. Let's face it, when you are in a temporary position it is awkward to suddenly be the boss of the people who were your contemporaries. I was lucky though. Jamie hired some amazing, talented, pro

fessional people in these positions. They all stepped up to help me. At our District Roundtable meetings, it didn't feel weird to be running things. The ADs had already been taking turns running these meetings when Jamie couldn't attend. This time, my turn just lasted a little longer. We've all been working together for years and I'm happy to say we still are.

Before I assumed the interim job, my thought was to keep this big ship cruising in the same direction, not to make any changes. Well, that didn't happen! I had to appoint an interim AD of branch operations since David Farnan had left for Boulder. Again, I was lucky that we have a deep bench and could appoint one of the branch managers to the position.

As associate director of support services, I had been wanting to change a "rule" Jamie had instituted about e-book purchases. He didn't do this sort of thing often, but when Random House started charging exorbitant prices for their e-books, he told us not to purchase an e-book over $50. This was a rule I didn't agree with and told Jamie frequently what I thought. Well, once I had the interim job, I removed the rule and told the collection services manager to use her best judgment on a title-by-title basis to select bestsellers that our patrons want, even if they were more than $50.

I knew that taking the interim job would take some toll on my "regular" staff and I had to be as present as possible to keep things healthy and rolling along in my various departments. My staff had to do a lot more on their own and occasionally helped me out. I needed trusted people to talk to while on this journey. Besides the ADs, I talked to my staff for ideas and reality checks. I needed to be sure I wasn't letting anything important drop.

We have more than three hundred people working at DCL at seven branches. Reality checks were imperative to me. Communication at a district that is geographically dispersed is a challenge under the best circumstances. I needed to be sure everyone knew that I was taking care of things and had the support of the ADs and management team. One important responsibility of the director affecting staff members is paying attention to win-

18 PUBLIC L IBRARIES V O LU M E 53, NUMBER 6

Perspectives

ter weather. Should we have a late start or be closed when a blizzard is in the forecast? Should we close early? This is one of the first questions I got when I attended branch staff meetings.

One heartwarming aspect of my role as interim director was to hear touching stories from staff about patron encounters. It occurred to me that the Board would benefit from hearing some of these stories so I decided to gather narratives from staff. I told one story at each Board meeting at the end of my director's report. The staff seemed to enjoy gathering stories, sending them to me, and knowing I would choose one each month to highlighttothe Board. I enjoyed this, too. I heard some wonderful accounts of staff going the extra mile to offer exemplary service.

In early May 2014, Bob Pasicznyuk arrived to assume the director position. It took me one morning to get over feeling

a little lost and emotional about my time as interim. Knowing that we were in good hands and that I did my best during the previous four months helped.

The difference between me and someone else, at a different library, taking on an interim role was that I have been at DCL for the long haul. I know the community, the people, and the job, but I also had to make itworkso I could go backto being an AD again once the term was over. I feel a commitmentto DCL. I love the culture and people and I am committed to the service we provide.

Looking back on those four months, I learned that being the director flexed different muscles. I had to think differently and do what was right for the whole. There were times when I didn't know everything and still had to make the best decision with the information I had and use recommendations from trusted staff. It was re

ally interesting to get to that level of comprehension. We always hear that leaders view things at the 35,000-foot level. Well, it is so true! It is also true that I couldn't get everything done. I had so much more to prioritize and some things fell off the radar completely.

Would I recommend that others take on the role of interim director? Yes, try it if you have the curiosity, the will, and the support at work and at home. Make sure you are ready to cope with the unexpected, the sleepless nights, and the sheer volume of what needs to be done. It is rewarding and a big education, especially if you think you might like to make this a career path. For me, I will remember the moments when staff members I didn't know very well privately told me I was doing a good job. That was precious. H!

Get Your Ideas Ready for PLA 2016!

PLA will open the 2016 Conference program proposal site in January 2015, so start shaping up those program ideas now. We're planning an extraordinary conference and need your big ideas! PLA 2016 will be held April 5-9, 2016, in Denver, Colorado. Keep an eye on placonference.org for updates and more information. HI

APRIL 5-9,2016PUBLIC LIBRRRV ASSOCIATION

STATEMENT OF OWNERSHIP AND MANAGEMENTPublic Libraries, Publication No. 724-990, is publis

public libraries 06 2014

Documents

public library association

public library loida

library literature

chicago public library

arapahoe library district

traverse area district

director o f

division o f