OLA 2013

Wednesday, 30 January

P001 - Cataloguing with RDA

This workshop gave an overview of cataloguing with RDA (Resource Description and Access). RDA is a form of cataloguing based on the “Fundamental Requirements for Bibliographic Research” (FRBR) that will become the cataloguing standard in the future and will be better able to integrate with future technology. FRBR and RDA will give us, as cataloguers, a better structure between bibliographic and authority records and a more concise vocabulary. There were four separate speakers in the session; 2 speaking on the recording/cataloguing attributes of Work, Expression, Manifestation and Item; and 2 speaking on the recording/cataloguing attributes of Persons, families and relationships (which most know now as subjects) Most of the cataloguing staff and the public see will virtually remain unchanged as Bibliocommons will take from RDA just like in MARC. Several changes include: fewer abbreviations to give more accurate representation, format and type of content will be further defined and there will be finer points in multiple qualifying indicators. More information will be given about the resource in a “take what you see” scenario (eg. spelling errors in titles will be catalogued “as is” with a note regarding the correct spelling).
It was an interesting session – sometimes a little rushed but a lot to cover. The new cataloguing language is challenging (Work – Expression – Manifestation – Item) and it will be interesting to see how RDA will integrate with the old MARC system as it has yet to be tested.
LW

Cataloguing with RDA Pre-Conference Workshop P001 Wednesday January 30, 2013

This workshop was not a gentle introduction to RDA (Resource Description and Access which replaces AACR2 – Anglo American Cataloging Rules, 2nd Ed. which was first published in 1978). The workshop covered the fine points on how to catalogue with RDA. It was recommended that you come to the workshop with knowledge of FRBR basics (Functional Requirements for Bibliographic Records which is a conceptual entity-relationship model that relates more to how the user accesses and retrieves in an online catalogue as the relationships between entities are to provide links to navigate through the hierarchy of relationships. To say it is a more holistic approach to cataloguing than AACR2 is not an exaggeration.

The full-day session covered 4 training modules. Each module was presented by an expert in their field. Each module discussion and review included hands-on exercises which reinforced the concepts just covered. An exercise book was distributed at the beginning of the session. This useful takeaway will be an important resource for the Technical Services team as we move towards implementation.

The modules covered were:
1) Recording attributes of manifestations and items.
2) Recording attributes of works and expressions.
3) Recording attributes of person, families, corporate bodies & places.
4) Recording relationships

EYD

Cataloguing with RDA

RDA: Resource Description and Access is the descriptive cataloguing standard designed to replace AACR2.

RDA's new features will make library catalogues more useful in the digital environment.

Canadian libraries need to prepare for these changes. Through computer programming and staff training these changes will be implemented over the next few years.

As with AACR2 cataloguing, RDA is a very huge undertaking and cannot be learned in one day. This information session touched on the basics of the upsoming changes library systems will see in the future.
BH

Thursday,31 January

eorgian Bay Reads: Words at war!
Held during Canadian Library Month, Georgian Bay Reads connects five rural libraries, books and their defenders in a good-natured live debate. This vibrant event promotes literacy, reading, grassroots partnerships, outreach, collaboration and Canadian authors and books - all on a shoestring budget.
I attended the session hoping to find something that would work with Pass the Book, particularly about community partnerships. I didn’t really find an answer to that but found instead a pretty exciting program that generated a great deal of excitement and enthusiasm in the five communities and amongst library staff.
It’s ran very similar to Canada Reads. There are five defenders, five books and one winner. They launch the program in the fall and have the evening where the winning book is chosen during Ontario Public Library week, alternating hosting duties among the five municipalities.
Each library chooses its own defender (who in turn chooses the title they wish to defend). These are individuals from the community willing and ready to have fun, have a lively presence and are passionate about his or her book choice.
The moderator has to be willing to become knowledgeable about the event, entertaining, confident calling the shots and able to improvise and keep the night going smoothly.
The five libraries chose to do this for a number of reasons: increasing partnerships with libraries, increasing library awareness (the event itself draws close to 200 people), increased circulation (stats on some of the titles increased by 77 percent), and to celebrate Canadian writing (on a shoestring budget they had titles donated by publishers). And an added bonus was increased media attention.
Tickets to the event are free, limited and required (wording included on all their advertising). They have a dinner with the moderator and defenders (it looked buffet and donated) beforehand to get to know each other and to set the town for the evening.
I liked how enthusiastic the staff involved with it were. They loved it and there seemed to be a lot of excitement for the evening. Definitely some good ideas to think about.
Andrea A-T

In Conversation with Louise Penny

Louise Penny is the New York Times and Globe and Mail bestselling author of seven previous novels featuring Chief Inspector Armand Gamache. Her debut, Still Life, won the John Creasey Dagger and the Arthur Ellis, Barry, Anthony, and Dilys Awards, and was named one of the five Mystery/Crime Novels of the Decade by Deadly Pleasures magazine.
I’m not sure how interesting this would be for staff who are not Louise Penny fans. But I’ll just say, maybe you should be.
Of interest is that she is turning down most events (us included) to spend time with her husband and to write but when the OLA approached her, she jumped at it because libraries are a place of heroes.
“I have so much respect for librarians that I made Rein-Marie one,” she said. (Rein-Marie is Gamache’s wife).
She spoke a lot about what motivates her to write Gamache and how she sees him. And really about the magic of storytelling.
Admitting her terror of spiders when she was a child, she said it was magic when her fear lifted as she realized Charlotte of Charlotte’s Web, was a spider!
“I understood the power of storytelling.”
And to that, she doesn’t want readers to watch her characters - she wants them to feel “like they are walking beside them.
Of Gamache she could have created a character with faults but “why would I want to create someone I didn’t want to spend time with?”
The ninth book, which tries to answer some of the question marks in the other books, comes out in August.
But even better, the CBC filmed a movie of Still Life, with Nathanial Parker as Gamache. That is expected to air in the fall.
Andrea A-T

I like author interview sessions because I find they bring what we do back to the books and their readers, and offer tips for readers' advisory from the author and the interviewer. Both were charming and insightful. Hopefully Still Life will show up on our Thursday night film night series. Andrea wondered about how much interest this session would hold for non-LP fans. Much! I'd not read Penny before, but plan to now, and have one more author in my RA toolkit.
DBS

Markham PL's Customer Service Evolution

MPL staff reported on progress since their "revolution" as reported to the 2012 conference. Their first comment is that they have come to discover that rather than being an event with an implementation and end date, coming up with a truly customer centred culture is an evolving process that involves shifting values, as a prerequisite for shifting behaviours. They advocate a staff driven approach, where the focus is on the philosophy of customer service. In the Library world we often get bogged down in the activities-focusing on the "what" rather than the "why" of what we do. They suggested looking at everything from the customer point of view, and used Rules of Conduct as an example. Many Library Rules of Conduct are really designed for something for staff to point to in difficult situations, and end up being a litany of thou-shalt-nots. We were invited to read some samples as a potential customer—not very inviting, to say the least. Their staff have come up with a brief, meaningful and memorable guide for their interactions with their public: Create experinces, build relationships and exceed expectations. They also urge staff to embrace the grey areas and avoid always looking for black and white answers, and encourage staff to try new things knowing that failure is also a valuable learning tool. They use Yammer, like an internal facebook, for staff communications and have had substantial involvement. They also reminded us to look for the wisdom in resistance from staff, without getting hung up on it. We need also to remember that our organizations' structures do not reflect our customers' experience. There is one customer, regardless of branch, department, etc. MPL is hiring based on customer service experience, attitudes, collaborative and creative thinking capabilities, with the rationale that these soft skills are most important. They prefer to train new hires with the right outlook to use our tools, and have an extensive onboarding program. They have regular "managers hot seat" sessions where staff ask management "what would you do if…" questions. Rather than performance appraisals, they have personal development discussion and feedback sessions, and prefer to build on strengths rather than cracking down on weaknesses.
DBS

Thomas Frey: The Future of Libraries- SANDRA WALTERS
-Thomas Frey is a futurist and recognized expert on the changes that libraries will encounter in the future.
-His key piece of advice is that the future is coming whether we are on board or not. We can not stop it.
-He had some interesting technological advances and ideas that he spoke about in his presentation such as information embedded in our fingertips, devices, online usage
- In the future, libraries will be defined more for that they can do than the actual building and place
-Books are being replaced by other forms of information, this will continue to increase as will the different kinds of information.
-People who think that libraries are going away just because books are going more digital are misinformed about the real changes to the world of information
-Libraries gives us access to the information we need. It was never just about the books.
SW

Thomas Frey also made an appearance on CBC’s Doc Zone, where he discussed the changing work environment for recent grads and into the future, similar to what he spoke to at the conference. JaD

…and we've subscribed to his twitter feed to continue learning from him. One of the most interesting things I took away was that where in the past a typical worker may have had 11 jobs during their career, by 2036, they will have worked on between 200-300 "projects" as their career path, and for every job eliminated by technology, 2.6 will be created. He argued that society will see more change in the next 20 years than we will have seen in all previous history. Some other library friendly themes: social spaces, business colonies, shared facilities, continuous learning recognition through "micro-credits".
DBS

Branch-tastic! - SANDRA WALTERS
This session was put on my various staff members from Toronto Public Library. Branch-tastic! is TPL's initiative to create and maintain welcoming beautiful branches. This includes merchandising guidelines, a de-cluttering campaign for both public and staff areas, and branch consultations. They rolled this out to staff through fun videos.

Why merchandise?
-customer experience
-make it easy for busy people
-highlight the collection

What to merchandise?
-know your community
-map your customer in the branch
-experiment and learn
-keep it fresh

Furniture & equipment?
-face out displays are key
-gondolas, cubes
-slatwall and acrylic holders

Tips for standard shelving bays:
-display face forward, use a holder for stability whenever possible
-keep additional materials nearby for easy refilling
-have all staff involved
-if you display face forward people will take those items
-use the space a the end of a shelf to display materials from that shelf face forward
-consider a sloped book display on bottom shelf
-prime display area is from eyes to knees
-use lower shelves for displays in children's area

Decluttering Tips:
-clean and tidy up often
-weed
-keep pathways clear
-avoid placing materials out of children's reach
-entrances and foyers are first impression- keep clutter free, assess this by entering as a customer once a day
-keep service desks uncluttered
-storage should be under desks
-make it somebody's job
-bring in fresh eyes
-branch audits

Teen areas:
-work best near adult areas, computers, magazines
-lots of tables and chairs for study
-face forward displays
-bulletin boards
-keep area far from large print,quiet study areas, children's area
SW

Cheaper or Faster: Who Benefits When Cities Manage IT Services?
Session 313 Thursday January 31, 2013 Dr. Cheryl Stenstrom, Ken Roberts
This session focused on the findings of the CULC-funded study on the relationships between public libraries and cities and the delivery of Technology-driven services. A questionnaire was sent out last year to CEOs. There was an 89% return (35 responses). The questionnaire focused on Bandwidth, WIFI, Servers, RFP for computers, refresh cycles for computers, etc.
Some interesting findings were reported:
- Libraries that control their own website scored well for presentation, functionality and usability.
- Libraries with control of their bandwidth implemented WIFI earlier.
- Libraries that control their own IT were more likely to implement RFID technology
- City controlled IT, there was little or no impact on 3rd part software implementation (ie a Discovery Layer)
- City controlled IT, more likely to have virtualized their servers and realized financial savings. Did not specify where the saved money went.
- No significant differences were reported with computer refreshes.
- Cities received high praise for managing email and telecom.
On the whole, CEO’s were reported to be satisfied with City IT services, and the key services were email and telecom. CEO’s generally thought the lack of their City not understanding public libraries and their customer base was a factor. CEO’s were very satisfied with Library IT services. The negative factors reported – stretched too thin, the problem was with resources, not quality of service.
Four library case studies were discussed:
1 – High Integration/Low confidence
2 – High Integration/High confidence
3 – Low Integration/Low confidence
4 – Low Integration/High confidence

Session #409: Adult Programs for Any Sized Community
Clare Hanman, Technical Services Librarian; Beverly King, Adult Service Librarian, Halton Hills PL; Stephanie Stowe, Library Director, Pelham PL

Both the Pelham PL and the Halton Hills PL are considered small library systems; each have significant challenges in offering programs that match the needs of their patron base. The session started with Stephanie Stowe outlining the programs that her library has offered and how the library’s motivation for programming stemmed from the need to bring cultural activities to the high number of educated retirees within the community rather than the retirees leaving find such opportunities. Programs included:
•Multiple author visits throughout the year
•Information sessions for all ages (ie. Finances, medical issues)
•Craft Programs (They even had Anna Olsen come in for a children’s program!)
•Book clubs (6 in total, including 1 that was lunch club style, and 1 that offered books in any type of format, ie. Audiobook, large print etc.)
•Flu Clinic

Stephanie remarked on the challenge of delineating what programs were to be offered for seniors, adults or children. For some programs they had huge responses in an age group they did not anticipate. For example, Pelham ran a cupcake decorating program where children and seniors alike were registering. Stephanie’s other advice includes:
•Taking a risk on programming with new ideas (ie. Preparing for the Zombie Apocalypse)
•Reflect the needs of the community
•Keep up to date with current events and what’s “hot” now
•Use you staff and library board network; they all know people that could potentially lead to a library program

Both Clare and Beverly were from the Halton PL and they experienced a more difficult time in establishing library programs. While Pelham already had a base (ie. The retireers) looking for more cultural events; the area of Halton Hills is in a time of transition where they have to compete with larger city centres that surround Halton Hills (ie. Brampton). This transitional and competitive nature meant that many of Halton Hills PL’s programs were one-off, rather than series of programs. Many of the programs offered at Halton Hills PL are similar to those offered at other PL’s; however, one program that I found interesting was their book club that became more of a book discussion session facilitated by a volunteer. This discussion generally focused on a specific author or genre, but it did not have a predetermined title selected by staff. This seemed like a more low-pressure and relaxed way to facilitate a book club, which I thought might be interesting. Additionally, Halton Hills also took a different approach to author visits. As Halton had an extremely/non-existent budget they looked for cheaper ways of having author visits with authors that were more expensive. Halton used electronic author visits via Skype and electronic book signings to host bigger name authors. Recording these e-visits was also a great way for the library to save and share e-visits to their community via their webpage.

Commonalities between the library systems:
•Both libraries charge patrons for the programs offered. As both libraries are rather small the charge was needed to pay for the programs as well as to encourage attendance.
•Community partnerships were a huge feature for both PL’s. At Pelham, Stephanie made use of specialists in the community; these included retired community members that were happy to share their expertise with the library. These community members were often very involved in the arts and could offer great programs for the library. At Halton, partnerships took the form of non-profit organization as well as some small businesses; however, the library had to be careful that these sessions did not turn into a sales pitch.
•There are funding sources out there to help with these programs: Ontario Trillium Funding; local regional and municipal foundations or grant programs; Canadian Council for the Arts; Service Clubs.
JaD

Session #607: Confessions of a Social Media Librarian
Eva Stepanian, Social Media Librarian, UTM Library

Eva Stepanian was hired as the social media librarian for the University of Toronto’s Mississauga Campus Library. This was a new position so she essentially had to create her job and figure out what it would entail and how she would measure the effectiveness of such a position for the library. In the session, Eva goes through what she learned as the Social Media Librarian and gives advice for using social media in the library:

Confession #1: No one knows what a Social Media Librarian does
Social media is a hip concept and many organizations are jumping on this bandwagon, but what does it mean and what does it entail? Eva found herself needing to know more about communications and marketing strategies rather than traditional librarianship.

Confession #2: Create a Working Strategy
Social media is used as a communication and marketing device, so learning about those areas became essential for Eva and she found herself moving outside of the library world to learn more, such as attending marketing and communication conferences; it was important for her not to become isolated in the library world and get a “big picture” view. Eva also realized that she needed to create a working strategy including her goals, the resources to be used (ie. Time, people), what needed to be accomplished, and the properties to be implemented (ie. Twitter, Facebook). This working strategy was dependent on reflection of what was accomplished and reviewing what specific applications were providing via social media management (ie. Hootsuite).

Confession #3: Network Basics
Each social media program used had its own specific uses and Eva had to decide which programs could be used for certain features. The tools that were used at UTM included: Facebook, Twitter, Instagram, Tumblr, YouTube among others. Each of these tools was unique and used for different things. For example, YouTube was used to provide student with tutorials, Facebook was a specific online presence, and Twitter was the more casual face of UTM library.

Confession #4: Strategy Changes
As Eva constantly assessed the tools used and their effectiveness, it was always important to change the strategy for social media when needed. Eva learned that certain tools weren’t successful at certain times. For example, launching a new tool during exam week didn’t fly; however, posting supportive and comedic information during exams was appreciated by a stressed student population. Therefore, it’s always important to be monitoring how your followers are responding to what you are posting. Another important tip from Eva: sometimes you need to launch your application again at a different time before giving up on it completely; this goes back to her emphasis on timing.

Confession #5: Everything is your Specialty
With social media you are going to be filling multiple roles and have knowledge of different subject needs. Eva realized quickly that she needed to be aware of current event on campus as well as the wider community. Being aware of your surroundings ensures that you are better able to give your followers exactly what they are looking for.

Confession #6: Execution is Greater than the Idea
Planning is essential in using social media in the library. You need to be aware of the social media platforms out there and how users use those platforms. For example, you need to know when to include a link in your post and when staff generated information is enough. Overall, don’t be too rigid in how you use these platforms and be willing to change to respond to user needs.

Other advice that Eva gave includes:
•You need to focus on the user; keep numbers and stats; ensure that you are giving quality information through your platforms; create a dialogue with your users (they are the focus after all!)
•Don’t ignore your internal audience (ie. Coworkers). If you want coworkers to help you generate content you need them to be aware of the platforms used
•Need to realize that while social media is a trend, you need to be using it as a tool and you need to present it as such, especially when you need to defend the use of social media in the library
•Address the fluff (ie. The fun). Yes, you need the fun stuff but you also need to be useful in your social media endeavors

I really enjoyed this session and I liked how Eva talked a lot about continually evaluating user involvement in the organization’s social media. One cool tool that she implemented at UTM was a “sound check” through twitter. Students could ask the library to do a “sound check” via twitter and library staff would go and ask the noisy group to quiet down. UTM's Twitter Feed
JaD

Session 606 - Library, Archives, and Museum Collaborations
This session looked at different communities and the ways in which their LAMs collaborate or compete.
Oshawa has three different cultural/heritage institutions (library, archives/museum, and art gallery). They often find themselves collecting the same items and even competing for them, which is not only a waste of time but it drives up the princes of valuable artifacts and documents unnecessarily. The Oshawa Museum and Archives would like to develop a resolution/agreement among the three organizations which clearly defines the collection policies of each institutions. Ideally, the three would agree to no compete for resources.

Leeds & Thousand Islands Historical Society merged with the Archives because they found that neither was successful in attracting visitors, securing grants, and operating sound organizations. They obtained the support of the library too and have been very successful in receiving government support to increase collections, purchase supplies, etc.

Simcoe County is an example of LAMs that work very well together. All governed by the County, each institutions has very defined goals and policies. The Archives collects documents, one-dimensional paper objects, while the museum collects 3D objects and artifacts, and the library is responsible for everything else. The three institutions support each other and are even part of a pass which allows Simcoe County residents access to all three (your library card).

The main point of the session was that it is absolutely necessary for LAMs to have very defined collection policies so staff are properly guided in acquiring new material. Competing for rare resources is not conducive to developing successful heritage programs.

Sarah F.

Friday, 1 February

OSLA spotlight speaker Michael Stephens++

Stephens has been named an LJ mover & shaker, whose customer focus and positive attitude to community engagement inspire us to look beyond what we do toward what is possible, by seeing technology as a tool to extend our mission. He sees the natural progression of libraries from keeping, to sharing, to making. See more at tametheweb.com. Another to follow on twitter.
dbs

"Just Because you Can" — Tech fads in libraries.
Session 1025

This session provided an informative and entertaining look at various tech fads previously adopted in libraries and other industries — some successfully, others not so much. The tone of the session was light-hearted and funny which kept the audience engaged and contributing with their own experiences on the misuse of technology.

Among the topics discussed were:
Reference services in VR worlds, such as SecondLife.
Some libraries in devote a portion of the desk time of reference staff to provide online reference assistance in SecondLife (a MMO style virtual world). The question is: Is this really an effective use of the librarian's time to be providing such a service?

QR codes
While these codes can be useful in a number of ways, the presenters pointing out many instances of these codes being misused. In most cases, attaching a regular link if far more effective than imbedding a clumsy QR code.

Prezi
Prezi is appealing for many because it looks newer, fresher and flashier than powerpoint, but in most cases it fails to deliver the information any more effectively. The presenters demonstrated many cases in which Prezi only exacerbates the worst elements of power point.

Social Media
Many libraries are quick to adopt new forms of social media (twitter, Pinterest, Facebook, etc.). The session presenters stressed the importance of not just using social media, but using social media well. Adopting a new form of social media and using it poorly is much worse (according to them) than not using it at all.

My thoughts on this session:
There were a few excellent take-aways from this session. I think most important is the idea that instead of hurrying into adopting new tech and asking "How can we make this work for us", libraries should instead be examining their own issues, or things which they'd like to do better and then ask "Is there any new technology which would solve the issue at hand/improve our current scenario?"

There were also a few people attending the session from a number of different libraries who were advocating the use of Facebook as a method of contacting patrons for changes in programming schedules or program enrolment confirmation. One librarian even touted the use facebook to register for programs using the Event feature. I'm not entirely convinced that this would work at our library, but for one much smaller I could definitely see the merits.

Overall, I thought this session was excellent — engaging, humorous, informative, and highly relevant.

Ben S.

Nobody said this was going to be easy. E-books, e-content and public libraries++

This session provided an update on negotiations between CULC & publishers regarding access to content. The current service model is organized by the source of content creating silos ie. overdrive for ebooks, ebsco for eaudio. Readers don't care where we get the stuff, they just want the stuff! Imagine if we organized our paperbacks by a shelf of those we buy from jack the bookman and another shelf for the ones we get from lsc! They just want their Grisham. Watch http://readersfirst.org/ for progress.
dbs

Public Library CEO Panel: What is Keeping you Up at Night?

Jeff Barber (Regina)
- the need for more community outreach
-recognize the change in reference service and and change in selection: let go, free up librarians to shed their traditional role - reposition them to do community work, develop Automatic Release Programs for selection, traditional selection work - looking at catalogues inefficient and unnecessary
- sell library as "democratic space"
shed specializations "Children's librarian" "reference librarian" - X-train to work in all departments

John Pateman (Thunder Bay)
-learn to say no; can't do everything; can't be everything

Paul Takala (Hamilton)
- we see flattening of circulation - if not a decrease in circulation; we need better metrics to demonstrate outcomes of our work; use more narratives

Judith hare (Halifax)
- fees for service will increasingly be a challenge; fundraising to cover operating costs will becomes reality
(Ian)

Check Out a Skill at Your Library

Staff from the Innisfil Public Library were really energized in talking about developing and implementing a Maker Culture at their library.
This new initiative came about through their new strategic plan, which emphasizes risk taking. Their library culture: "Say Yes." The library has moved from content provider to content creator. Modelled on the Media Lab at the Chicago P.L. where people bring their creations to life. Innisfil has lots of particpatory creative programs for people of all ages. teens who once hung out, who were a nuisance, now participate in creating - are productive. Have 3-d printers. Have a Digital Media Club. Have a Check Out a Skill program. Staff are trained to show people how to use new and emerging technology. They are confident - and enthusiastic. Have a Tech Petting Zoo drop-in. Tech Help Desk is offered Thursday nights. They have a small - but very successful - digital media lab for all kinds of creative programming. Got local business people in durng Small Business Week; they created their own sales videos and loved it.
(Ian. Found their presentation energetic and exciting. Innisfil is a small library system, but creative and forward-thinking.)

New Building, New Neighbours, New Opportunities- SANDRA WALTERS
-This session was presented by Waterloo Public Library
-John M. Harper Branch of the Waterloo Public Library is in a joint facility with the YMCA
-Opportunity to develop new partnerships with YMCA and other community organizations, chance to rethink how to provide service on the floor, a new building gave them the chance to rethink many different aspects of library service
-External automatic sorter- public can access from the outside- first in Canada
-Busiest branch in KW region
-1100 people a day visit the library branch
-when people go to the YMCA they come to the library, when they go to the library they go to the YMCA
-unique policies were put in place, e.g. no bathing suits in the library
-open 6 days a week
- library, pool, gym, track, Ontario Early Years

Program Partnerships
-YMCA
-Ontario Early Years
-University of Waterloo
-others in development

-have a joint operating agreement with the YMCA
-regular meetings
-shared lunchroom that is located in the library. This has been a great opportunity to interact and get to know other staff in building
-discounted price for a swim if you attend a library program, if you attend storytime you get a ticket for a discounted swim ($3.50 instead of $8)
-shared advertising
-PA Day specials- storytime or library movie followed by a swim
-wellness workshops- naturopath, yoga etc. The library provides the space in their program room and the YMCA provides the speaker- have library materials available to check out related to topic
-acrylic holders throughout the YMCA with library information e.g. related collections, QR codes related to exercise etc.
-class visits- 3 schools within walking distance, ride for free on public transit with special class visit pass
-Dominoes Pizza partnership- classes that book tour in May go into a draw for a class pizza party at the end of the school year= great incentive
-YMCA Early Years- partnership programs including ESSO math, Mandarin Language storytimes in library
-University of Waterloo: Community Lit program- community university course

Service Model:
-bright colours everywhere
-signs on desk: "we are here to help, find us on the floor"
-signs "please use our checkout" on the self checkout
-refer to self check out as the checkout
-reference desk is very small, don't want staff sitting there, it is slanted, approachability is higher if staff are standing
-desk is in middle of floor
-moved hold shelf to the back corner of the library to make people walk through the library, they might pick something up along the way.
SW.

New Building, New Neighbours, New Opportunities
I was particularly interested in attending this presentation, as I worked at the Waterloo Public Library when the plans for a new branch were being developed, and I was curious to know how everything had turned out.

It was interesting to hear how busy this particular branch is, with basically no down time for staff to get caught up. Being located in the same building as the local YMCA means that there is always something going on. However, this also provides great opportunities for partnerships, programs, etc., such as their PA day programs which combine a library program with a discounted swim. I also thought their partnership with Dominoes Pizza was a great idea, as it gave classes who had visited the library during the month of May a chance to win a pizza party. What a great way to encourage class visits and provide staff with a way to promote upcoming summer programs to students!

The John Harper Branch has a very different service model than the other two library branches in Waterloo. It encourages patrons to use the self check outs by directing patrons there when they come to the front desk, and showing them how to use it. Patrons are also encouraged to find staff on the floor, rather than at a stationery service point. The "Reference desk" is small and requires staff to stand, rather than sit, making them more approachable.

The branch is bright, with attractive furniture, and has a very friendly and inviting atmosphere. I hope to visit it one of these days!

~Emily

Music, Pop Culture, and the Public Library- SANDRA WALTERS
-Why is music and pop culture important to the public library of 2013?
-explored the value of promoting unique collections (music, dvds)
-tips on creating engaging programs
-foster community based partnerships
-teens and YA audience opportunities- positive dialogue from various audiences
-artistic collaborations, diversity is key
-pre-existing networks in the community- music groups, businesses, vendors
-acoustic night in the library
-keep an eye on the pulse of your community, where is the buzz, what is happening, e.g. music festivals, concerts, etc.
-collections- continue collecting cd's? New opportunities such as streaming services
-music documentaries, teaching tools- dvds on how to play guitar are very popular
-magazines- talk to musiciams see what is hot
-books- specific topics, make displays, market it properly
-electronic collections- eg. access to online magazines
-read blogs, reviews, resources
-do a patron survey- see what they are interested in

Programming Ideas
-Open Mic Night
-Listening Party
-Audio Book Report
-Speaker Series
-TAG and the Scene
-The Record Club
-Themed Events
-Featured Artist of the Month
SW

Book Clubs, Schmook Clubs- SANDRA WALTERS
Burlington Public Library has experimented with fun and unique programming ideas for readers' advisory and this session explained all of the different things they have done with both success and not so much success.
-"I'll Show You How…to Start a Book Club" program offered to the public. 90 minutes in length
-BYOB Book Club (Bring Your Own Book): a casual book club, once per season, choose a popular book that is available in the system in multiple formats and get together to discuss it. 5 programs were offered, 3 were cancelled, 26 participated in total.
- Talking Book Club- a 6 month partnership with the CNIB- all of the books are provided in audio format, library provided the room and the CNIB did everything else including the registration, marketing etc. They had 17 participants with lots of positive feedback
-Beans n' Books- a cozy afternoon, once a month, staff talk about books on a theme, coffee and cookies are provided. 250 participants last year, $20 a month for refreshments
-Beer n' Books- evening program, no theme, not cozy reads- edgier books, don't provide the beer or refreshments, no cost to run, 70 participants in 2 programs, have a partnership agreement with the pub, tips: don't worry about risks, not in a library, sell it to the pub by saying how many people it will bring in, great success, 45% had never attended a library program before, no liability.
-Next Best 3- got this from a Library Journal article, people post 3 books that they read and enjoyed on Twitter or Facebook and staff respond with next best 3 to read. 2 staff members man the accounts that day.
-Read Dating: heard of speed dating? Try Read Dating! - they got a local speed dating service involved and set up a meeting- library provided the room and marketing and the dating service took care of the registration, the service charged people for it. Library did lots of marketing, 3 newspaper ads $150. - 24 matches in 90 mins- will definitely do this again!
-Ideas: white board in YA area "what are you reading?"; Blind Date with a book; Online Book Club
SW.

Session #1030: Create the Optimal Visual Learning Environment
Judy Burns, Accounts Manager, Projections Projects, Epson Canada Ltd.

Judy Burns presented on the Brightlinks Projector that turns any surface into an interactive whiteboard. This projector is similar to the Smartboards that are used in schools; however, it’s cheaper, provides a larger surface, and easier to move. The rest of the session went into the actual technical features of the projector and while interested, didn’t really emphasis how this projector creates an effective learning environment. My sense, from the session, is that this projector is more useful for a school environment as well as a learning environment for children. I could see this projector being a lot of fun for children’s storytime as well as other children’s programming, but the session went into very little detail about possible applications of the projector in a library environment.

The session did list the public libraries that have purchased a Brightlink projector, and they include the Barrie PL, Orillia PL, Hamilton PL, and the Chatham-Kent PL. It would be interesting to find out what these libraries are doing with such an interactive tool and whether or not such a projector has resulted in innovative programs being developed in a library setting.
JaD

Session #1226: Connecting Customers to Digital Media
Adina Szalai, Integrated Library Systems Specialist, Ottawa PL

Adina presented on her project at the Ottawa Public Library where she developed “Toy Boxes” as a way to engage library staff to learn about eBooks for various devices in order to help library patrons with the many questions about eBooks. Adina’s goal was to make learning fun for the staff rather than another thing that had to be learned. Through this goal of “fun” the idea of a Toy Box was created, hoping that it would motivate staff to play around with devices and learn what they needed to know for their specific job.

In phase 1 of the project, the devices had to be chosen, documentation needed to be developed and learning modules needed to be created. OPL chose devices that provided a variation in procedures for acquiring eBooks (ie. Kobo vs. ipad, app vs. ADE). Once these devices were chosen the staff in the Systems department created guides that would be continually edited in down the line of the project. Lastly, the staff created 11 modules that would take front-line staff through the basics of eBooks to the more complex issues. Examples of the modules include eBooks 101, eBook licensing, and digital rights management. Once the above was completed the Toy Boxes needed to be assembled and deployed to the branches of the OPL. Included in every Toy Box is:
•Laptop and cords
•Library cards
•Documentation (device guides, learning modules, and login information)
•Devices (ie. Kobo, iPad, Samsung Galaxy etc.)
•Power cords

While these Toy Boxes were great Adina wanted to make sure that there was someone from each branch responsible for each box, especially because of the expensive technology contained in each. Adina then developed Champion Training where one person from each location would attend a session run by her to learn about eBooks and take that info back to their coworkers. Adina emphasized that the champions weren’t there to police people, but providing staff with the tools to learn about eBooks.

The challenges that Adina remarked on include:
•A changing technological landscape, meaning constant revisions for individual guides
•A need to maintain ongoing management support, especially regarding funding
•Continuing need to encourage staff to share knowledge (esp. for troubleshooting purposes)

Overall, the session showed a good methodology to encourage staff to embrace eBooks. However, there were a large number of attendees from rural libraries that either did not have the budget or staff numbers for something like OPL’s Toy Box. What Adina recommended to have a standard for what staff should be responsible for and what the patron should already have covered. Having good individualized guides can help get the patron started, and then the patron can be invited to come back when stuck.

Ottawa also provides most of their eBook support for patrons on their website, including a quick start guide as well as individualized guides. Adina also said that other libraries were welcome to take individual guides from their website.
JaD

Session #1325: Library Outreach: Best Practices
Subramanya Bargula, Community Liason; Christine Fiorini, Business Analyst; Lisa McDonough, Manager; Christine Oosterhof, Youth Services Librarian; Vaughn Public Libraries

Vaughn Public Libraries recently conducted a review of their current outreach practices, tracking current practices for a 6 month period. VPL found that 80% of outreach was done by youth services staff and June was the busiest month (ie. TD reading club). The recommendations from this review include:
•A need for guidelines
•Staff resources and a toolkit
•More follow up needed after the event
•More tracking of measurable results (ie. how many new library members)

VPL defines “outreach” as any activity that introduces the library to the community and promotes the services and programs to existing and potential customers. Core outreach activities include: promotion, onside readers’ advisory, and reference.

VPL’s “How To”
•Know your community/target group (ie. census data, Stats Can, local news)
•Tailor your outreach to your audience (consider age, education, language, culture, employment status, health, lifestyle)
•Develop a plan for the event (What can you offer to the group?)
•Initiate first contact of target group. You need to consider who to contact from the group. Explain what you would like to do, who you are, where you’re from and why you’re contacting them.
•Consider the toolkit (what are you going to use during your visit)

Conducting outreach includes the basics:
•Be punctual
•Dress appropriate
•Wear a name tag
•Be proactive
•Promote library membership
•Suggest/comment forms

Following the outreach activity VPL emphasizes the need to follow-up with your contact and get feedback and also to reflect individually, noting what did and didn’t work.

VPL’s Tips and Tricks (Summary):
•Learn and gain knowledge of the community
•Make sure that you are a value added service
•Build a positive attitude towards the target group
•Explore a variety of groups and locations
•Network
•Communicate at every stage (external and internal)
•Keep outreach tools handy
•Be attractive (offer incentives)
•Be flexible
•Evaluate, improve and share success

VPL’s session was good and it’s clear that the library emphasizes organization of its outreach services (ie. community liaison librarian). I liked how VPL reviewed its outreach practices and was able to identify places that they could improve. Importantly, VPL also recognized some areas of outreach that they could scale back in and set limits (ie. daycare visits) in order that outreach to more of a variety of target groups could be reached. VPL didn’t want to dissuade any staff to participate in outreach, but they did want to reach a broader audience after conducting their review.
JaD

Saturday, 2 February

Beyond Literacy: Reading & Writing are Doomed with Michael Ridley and John Miedema

Ridley:
Reading and writing are over and we need to get over it because there is a much better world ahead. The post-literacy world is full of opportunity. The alphabet is a tool - we made it and it is starting to show its age. "First we shape our tools thereafter our tools shape us." - McLuhan. Literacy isn't bad, it's just good enough. We can't aggregate all of the information that is available. We don't know what post-literacy is yet but look to neural enhancements, biocomputers, telepathy "techlepathy", pharmacology.

Miedema:
Every generation seems to need to defend literacy. Literacy offers an answer to the big problems of the day. We invented writing 5,000 years ago but we still have an oral culture. We learn to read by listening to people read to us. Literacy will persist because our brains are wired that way. Our brains are encoded with shapes and sounds of words. Computer programming is an extension of literacy. Futurism is good entertainment but a lousy predictor.
-Rhonda

Ford v Atwood: Death by Opportunity

We don't have a compelling message. Our mission is indistinguishable from the Hard Rock Cafe: Love All, Serve All, Save the Planet. We don't have common success factors.

Funding is attitudinal:
solid commitment is on thin ground
7% of the American population are firm supporters of libraries
support is almost unrelated to use
our biggest users are not necessarily our supporters
our biggest supporters are often well-connected but not necessarily users

A community's connections with libraries are inexorably linked to support. "Transformation" is the key. Library leaders are seen positively but not perceived to be working with politicians or community leaders for community development or betterment.

Key messaging:
infrastructure not information
necessity not nice to have
future rather than past
ROI (for me) not altruism for others

Advocacy rules:
people do things for their own reasons, not ours
the problem isn't getting the message out but that it doesn't resonate
this is about relationships and respect - we need to make deposits (goodwill, respect, etc) before we can make withdrawals
conspicuous disrespect does not serve you - what do you respect about elected officials? - keep in mind that they have support in their communities

What doesn't work:
demands for service
pleas from patrons
effectiveness of service
hard sell
unwilling to compromises

We need credibility, stories and to show that what we are doing is making an impact.
-Rhonda

After the Book: Repositioning the Public Library in the 21st Century. (Cambridge Public Libraries)

Greg Hayton, CEO
- Reference is in triage
- Library is no longer the entry point for anything
- Book Circulation as our backbone is a myth - dropping 2% a year; Book circulation is supplemented by DVDs, take DVDs out of the equation, which will happen within 2 years - circulation will drop 30 - 40%
- Represents opportunity, however: Participatory Culture - artistic expression, social connection, creative, sharing ideas
- Libraries must become hubs for participatory culture in order to survive; must become leaders in culture
"Libraries need to become less like grocery stores (passive) and more like kitchens" (active - where creativity happens)
Too often we treat our visitors like consumers - they should be cultivated as co-creators, partners
Consultant talked about their Brand strategy
Brand - is the Emotion
Positioning - is the difference between you and your competitors
Brand Assets - are your logos, word-marks, etc.
The Story - is marketing & promotion
Q. What business are we in?
A. We are in the reading business (not the book business)
Cambridge asked "what core strengths will be unaffected by technology?" and developed these three pillars:
1. Expand children's services significantly. Big Time. Include music, drama, art.
2. Transition library from book delivery service to centre for creative ideas.
3. Further develop library as cultural centre through art exhibits. (Cambridge has an art gallery attached to main library.)
Make decisions fast - libraries tend to discuss things forever. Don't. Take a risk and move ahead. Be creative.
Reposition your staff for best results. Move people around. Give up traditional staff roles- and service.
Make each and every visit a memorable one.
Use Apple products. "This is where we want to be." Make your service consistent at every branch. This consistency makes Apple successful. Service is amazing. Apple staff are excited about their products - and your problems. They become your partners. "I can help you with that!" Library staff need to adopt that attitude. Recognize we are not always the expert, but are the facilitator.
Website redesign - integral. IDEA/EXCHANGE. Goals: easy navigation, clear, uncluttered, striking visuals, always changing, reflect and engage community.
Involve the community - showcase their faces on your website (Photo Contest "Favourite Places to Read" )
Creative space on Teen site - videos, poems, images, stories
When hiring staff, # 1 attribute should be: Enthusiasm, then technological skills.

Ian
(I think libraries are well positioned to become centres of artistic expression, social connection, creating and sharing ideas. I see huge opportunity for community collaboration in this area. Our Durham ingenuity bank is impressive: educational institutions, entrepreneurial drive, and creative culture. I can see the library at the forefront. This year the library board will develop a new strategic plan - inconsultation with staff and community stakeholders. It will most certainly consider changing library services in response to changing society. )

Repositioning After the Book- Cambridge Libraries- SANDRA WALTERS
I also attended this session and found it to be very interesting and inspiring. They are on the cutting edge with some of their ideas and are really putting themselves out there in an interesting way that seems to be really resonating with people.

Some of the key ideas:
-innovation can be undertaken in any sized library
-the circulation myth- book circ is dropping , we mix with DVD circulation, once DVDs no longer as popular with Netflix in next couple of years this will also drop, this is not the end of the world, there are other things we need to focus on.
-Ideas Unlimited- the value of participatory culture, change is inevitable but suffering is optional
- they used a branding specialist. Brand=desired emotional response in the mids of your target audience.
-The Path to a Library Brand Strategy
1. Talk to people: staff, patrons, community stakeholders
2. uncover messaging challenges
3. Uncover other risks
4. Define and understand your competition
5. Uncover the ammunition used against you
6. Examine and kill your sacred cows
7. Find your strength
8. Rebuild your pillars
9. Analyze
10. Define your position
11. Be realistic about your impact on the community
12. Define your brand
13. Create your brand assets
14. Write your story

Pillars of Service:
-expand children's services
-transition from being a book delivery service to a centre for ideas
-involve more of our locale residents- art exhibits
-faster decision making
-Ideas Unlimited Campaign, spirit wear, How can I help?
SW.

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