The Future of Our Library 2011
 
 
Library Planning 101
Situational Audit <ul><li>User Survey 2010 </li></ul><ul><li>Client Use Trends </li></ul><ul><li>FOPL </li></ul><ul><li>OC...
Environmental Scan <ul><li>Macro trends </li></ul><ul><li>Lifestyle and Societal Trends </li></ul><ul><li>Consumer Trends ...
Macrotrends <ul><li>Energy Crisis </li></ul><ul><li>Economy </li></ul><ul><li>Political Climate </li></ul><ul><li>Demograp...
Lifestyle & Society Trends <ul><li>Accessibility </li></ul><ul><li>All day Kindergarten </li></ul><ul><li>Changes in Famil...
Consumer Trends <ul><li>Screenagers </li></ul><ul><li>Zoomers </li></ul><ul><li>Lifelong Learning </li></ul><ul><li>Anxiet...
Technology Trends <ul><li>Wireless Useage </li></ul><ul><li>Mobile Devices </li></ul><ul><li>Ebook readers </li></ul><ul><...
Best Practices
Experience Libraries <ul><li>We are transitioning from a product-based economy to an experience based economy </li></ul>
 
A Welcoming Entrance to the Children’s Department
A Room-Sized Aquarium at the Library
A Bridge over the Digital Divide (Computers for those Without Access)
A Library is a Destination
 
 
 
 
 
A Jewel in the Community
An Inspirational Reading Room
 
 
A Fence of Words in the Reading Garden
A Library that Becomes Part of the Outdoor Environment
An Inter-generational Wii Tournament
At the Arts Centre/Library - All Kids are Welcome
A Combined Arts Centre & Library for Youth
A Comic Book Hero
A Great Place to Play Games
A Place to Meet a New Friend
A Library Inspires
An Artist in Residence
A Place of Active Discovery
A Path Through the Children’s Library
A Foot-Operated Computer
A Study Space Designed by Teens
A Storytelling Bear
An active book display in a maze
A talking book  (Book reviews encoded on microchips)
A Bookstore?  No, it’s a Public Library
A Space that Stimulates Young Minds
A Wine Tasting Club at the Library
A Digital Photo Album Project
A Chair for Listening to Music
A Meeting Place for all Cultures
A Place to Discover Innovative Technologies
A Community Living Room
A Place for Public Forums
A Place for Music
An Amphi-Theatre
A Drumming Workshop for All Ages
An Open Mic Rap Night
A Moving Wall of Digital Photos
A Modern Library
A Place to Hatch Big Ideas
A Place with Comfy Chairs
 
Threats <ul><li>Competition for free time </li></ul><ul><li>Alternative sources for resources  </li></ul><ul><li>Public pe...
Weaknesses <ul><li>Facilities </li></ul><ul><li>Keeping pace – organizational capacity for change </li></ul><ul><li>Outrea...
Strengths <ul><li>Excellent services  </li></ul><ul><li>Community reputation </li></ul><ul><li>Organizational effectivenes...
Opportunities <ul><li>Boomers / Zoomers </li></ul><ul><li>Newcomers </li></ul><ul><li>Growth </li></ul><ul><li>Creative Ci...
Our Roadmap to the Future <ul><li>Vision </li></ul><ul><li>Strategic Directions </li></ul><ul><li>Four Year Priorities </l...
What has happened in the last year? <ul><li>Economy has worsened in many countries resulting in library cuts </li></ul><ul...
<ul><li>Library Video </li></ul>
 
<ul><li>http://www.myfoxla.com/dpp/money/public-libraries-closing-20100102 </li></ul>
 
 
 
 
 
 
Course correction? <ul><li>Lets do a quick scan of our users and the environment </li></ul>
Situational Analysis <ul><li>Adopted ebooks fairly well and their circulation has put us up to the highest ever </li></ul>...
Environmental Scan <ul><li>Macro trends </li></ul><ul><li>Lifestyle and Societal Trends </li></ul><ul><li>Consumer Trends ...
 
 
Threats <ul><li>Competition for free time </li></ul><ul><li>Alternative sources for resources  </li></ul><ul><li>Public pe...
Internal Weaknesses <ul><li>Facilities </li></ul><ul><li>Keeping pace – organizational capacity for change </li></ul><ul><...
Strengths <ul><li>Excellent services  </li></ul><ul><li>Community reputation </li></ul><ul><li>Organizational effectivenes...
Opportunities <ul><li>Boomers / Zoomers </li></ul><ul><li>Newcomers </li></ul><ul><li>Growth </li></ul><ul><li>Creative Ci...
Our Roadmap to the Future <ul><li>Vision  </li></ul><ul><li>Strategic Directions  </li></ul><ul><li>Four Year Priorities  ...
<ul><li>In 2025, the Pickering Public Library will be the heart of an engaged and creative community.  </li></ul><ul><li>W...
Are our strategic directions going to get us there? <ul><li>1.  Facilities </li></ul><ul><li>2. Organization & Staffing </...
Are our priorities in alignment? <ul><li>Early literacy </li></ul><ul><li>Connect to the Online World </li></ul><ul><li>Ex...
 
What can you do? (Managers) <ul><li>It is your role to make this vision happen, you do this by: </li></ul><ul><li>Telling ...
What can staff do? <ul><li>Every customer transaction is an opportunity </li></ul><ul><li>Be aware that we are fighting to...
As we move from a product based service to an experience-based service: <ul><li>What is the main value that we will provid...
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Future of libraries 2011

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  • Today’s discussion, might be a bit disappointing. It is not about me presenting some very exciting ideas about the future – like this one with robot librarians. It is about us – reviewing our course and plotting some course corrections as necessary.
  • Reviewing our course means reviewing our destination, looking at the Roadmap Vision Mission 4 year priorities Annual Initiatives Considering any new information / changes in the lay of the land weather / and finally deciding if we have to make any course corrections
  • Before we review our vision, mission, etc. Lets take a moment to consider what went into their development. Most of you participated in their development – a few have not. One year ago, we worked with Jim Morgenstern in order to develop our vision and priorities. He let us through an exercise in which we did a situational audit – a review of our current operations, what services our clients were using, what they told us they wanted, etc. We surveyed our clients (last June) who told us that the collection continued to be the core service for them and that they wanted materials in more formats. For many of our clients the library is the supplier of choice and would hope that the library would continue to respond to newer formats. Public internet use continues to be a major draw among the majority of our users as does the concept of weekend service and quiet study space. Our user profile fit the age profile of the community. We did not do a non-user survey.
  • He let us through an exercise in which we did a situational audit – a review of our current operations, what services our clients were using, what they told us they wanted, etc. We surveyed our clients (last June) who told us that the collection continued to be the core service for them and that they wanted materials in more formats. For many of our clients the library is the supplier of choice and would hope that the library would continue to respond to newer formats. Public internet use continues to be a major draw among the majority of our users as does the concept of weekend service and quiet study space. Our user profile fit the age profile of the community. Our statistical survey showed that our clients, while not growing in numbers, were using our collections at a steady rate. The collection preferences have moved to leisure orientated materials and DVDs. Information requests of staff have continued to decline, program attendance, library visits and use of workstations has increased precipitously as has the use of wireless. Both FOPL and OCLC provided community surveys in 2010 that we can now use in our situational audit. According to the Federation, while the community continues to value the role of public libraries, there has been a slight erosion in the public’s perception of the future of public libraries value. Non-users are almost impossible to bring into the library – they have strong opinions that the library has nothing of value to them. It is best to focus the library’s energies on retention of existing key target groups - families, youth, newcomers are seen as key target groups. the US – OCLC Perceptions study speaks very strongly to the high use of libraries by economically impacted americans. This higher use has created a stronger perception of the value of the library among users. But this doesn’t stop the libraries from closing. Overall, the survey speaks to the brand of the library being about books, and increasingly in the states about free internet. The situational audit indicates that we are keeping our clients happy for now. Effectively keeping up with the changing needs in formats will become very important in keeping them.
  • When predicting the future of libraries, you must always consider these areas: Macrotrends Economy (taxes) (people affording entertainment , etc.) Politics (priorities) Energy (internet payments, travelling to the library, etc) Demographics (declining enrolment in schools) ageing population / newcomers Lifestyle and Societal Trends Communiting Big families What we do with our time Consumer Trends What we spend money on Technology Trends Best Practices
  • What if climate change turns out to be much worse than expected. Resource shortages and the high cost of energy may mean the physical products and people are seriously restricted. The world relies heavily on the internet to deliver information and entertainment – The Internet accounts for more electricity consumption than all of Russia, according to Greenpeace,&amp;quot; I wrote last week . &amp;quot;If it &apos;was a country, it would rank 5th for the amount of electricity usage, just below Japan,&apos; the report finds. &apos;But unlike geographical states, the Internet&apos;s data centres can be found all over the world, clustering in locations that offer strong tax incentives and cheap, but often dirty, electricity.&apos;&amp;quot; Economy – always has an impact on libraries. Historically, a bad economy results in more use, less dollars for libraries. Political climate – Differing political agendas can have a significant impact on libraries. Political ideology – socially liberal policies are more in alignment with the goals of the public library. Demographics – Tsunami of seniors is coming. This will result in changes to our society. Most notably is the ratio of taxpayers to those who need support. The ratio at the moment is 5:1 within 20 years this will change to 2:1. One of the solutions to this is to allow increased immigration from countries with younger populations. This wave of newcomers will have an impact on our society
  • Rather than focusing on serving up content, libraries need to focus on being the foundation for a creative process.  It is akin to moving from a grocery store to a kitchen mentality.
  • As the world’s population ages and the Baby Boom generation approaches retirement, many of them will begin to shed their belongings to create a more free and mobile lifestyle.  Each item that a person owns demands their attention, and the accumulation of physical goods to demonstrate a person’s wealth is rapidly declining in importance.  Experience becomes the key.   Gone are the days of the solemn book-reading experience in the neighborhood library.  Activities will be diverse and varied as a way of presenting and interacting with information in new and unusual formats. Let me show you Cerritos.
  • Borrowing liberally from other disciplines, the &amp;quot;Experience Library&amp;quot; offers &amp;quot;themed&amp;quot; spaces to define its different collections. The Old World Reading Room sports rare first editions, unique collectible books, new and popular titles, wood paneling and a Gothic fireplace, complete with holographic flames. A World Traditions area recognizes the contributions of nonwestern cultures to society with a special collection of print and multimedia resources in languages other than English and in non-Roman alphabets.
  • These contemporary designs served to inspire us and inform our vision.
  • This is a library that is focused on providing a wonderful experience for the client. Physical space is exceptional, virtual space is pretty bad.
  • Cerritos was the first to call itself an experience library. Other library’s recently built incorprate many experience elements into their design. This is southfield public library in michigan. Note their drive up window and imagination garden
  • Happiness Lifelong Learning
  • I have been in libraries for over 23 years. Throughout that time, there has been a ongoing discussion of the future of libraries. Change has been a constant throughout my career and most of your time in libraries. What has been a result of that change? In 23 years, we have moved from simple catalogues, we have made some changes.. I believe that the pace is going to get faster and more urgent. Why? Because the predictions of the end of libraries are not a rare occasion. They are become entrenched in the public consciousness the end of libraries is being seen as possibility. Look at this extinction timeline for If we feel that ideal of a free public library is something worth preserving, we must maintain an awareness of the changing environment and adapt the public library – its uses, its needs and its advocacy to remain relevant in this new environment. So lets look at that changing environment and consider our role in it…
  • When predicting the future of libraries, you must always consider these areas: Macrotrends Economy (taxes) (people affording entertainment , etc.) Politics (priorities) Energy (internet payments, travelling to the library, etc) Demographics (declining enrolment in schools) ageing population / newcomers Lifestyle and Societal Trends Communiting Big families What we do with our time Consumer Trends What we spend money on Technology Trends Best Practices
  • Happiness Lifelong Learning
  • What is missing? What is the value of this vision to the community? Why is it important to be engaged and creative? Engaged – social capital and innovation and happiness Creativity – innovation , self actualization, and happiness Why is it important to enrich and inspire Why is it important to include lives of all residents providing technology for all Democracy, individual aspiration Destination – engaged WHY? Mission It is the role of the Pickering Public Library to provide a facility, programs, staff, and resources to support all members of the community in their efforts towards lifelong learning. We will fulfill this role in a cost effective context Can we use this vision if our circulation declines by 50%
  • Is there a strategic priority that is missing?
  • Vision is contrary to what you want in libraries – respect that, but you will most likely need to find a different place to work because you are getting paid to make this vision happen. If you don’t have the skills – lets work on this If you simply don’t want to…. There will be consequences
  • Every customer transaction is an opportunity to but this vision into action Be aware that we are fighting to retain customer loyalty – this will be done by giving them a good experience every time they visit the library and wherever possible exceeding their expectations Promote the library’s services and collections wherever and whenever you can Help to retain customer engagement by asking for feedback and relaying this to management Telling supervisor what you need (training, resources, support) Help supervisor set meaningful initiatives which align with the vision and move it forward Eliminating priorities that don’t align or are lower priority Knowing what your colleagues are doing and actively supporting their initiatives Be alert to examples of positive impact on the community and relay these examples to management Strive to maintain a flexible attitude towards change / try to balance personal discomfort with the big picture of what your coworkers are trying to achieve for the community
  • Future of libraries 2011

    1. 1. The Future of Our Library 2011
    2. 4. Library Planning 101
    3. 5. Situational Audit <ul><li>User Survey 2010 </li></ul><ul><li>Client Use Trends </li></ul><ul><li>FOPL </li></ul><ul><li>OCLC Perceptions </li></ul>
    4. 6. Environmental Scan <ul><li>Macro trends </li></ul><ul><li>Lifestyle and Societal Trends </li></ul><ul><li>Consumer Trends </li></ul><ul><li>Technology Trends </li></ul><ul><li>Best Practices </li></ul>
    5. 7. Macrotrends <ul><li>Energy Crisis </li></ul><ul><li>Economy </li></ul><ul><li>Political Climate </li></ul><ul><li>Demographics </li></ul>
    6. 8. Lifestyle & Society Trends <ul><li>Accessibility </li></ul><ul><li>All day Kindergarten </li></ul><ul><li>Changes in Family Structures </li></ul><ul><li>Digital Divide + </li></ul><ul><li>Discretionary Time Deficit </li></ul>
    7. 9. Consumer Trends <ul><li>Screenagers </li></ul><ul><li>Zoomers </li></ul><ul><li>Lifelong Learning </li></ul><ul><li>Anxiety </li></ul><ul><li>Happiness </li></ul><ul><li>Authenticity </li></ul><ul><li>Locality </li></ul>
    8. 10. Technology Trends <ul><li>Wireless Useage </li></ul><ul><li>Mobile Devices </li></ul><ul><li>Ebook readers </li></ul><ul><li>Self-publishing </li></ul><ul><li>Cloud Computing </li></ul><ul><li>Social Networking </li></ul><ul><li>Gesture-based computing </li></ul>
    9. 11. Best Practices
    10. 12. Experience Libraries <ul><li>We are transitioning from a product-based economy to an experience based economy </li></ul>
    11. 14. A Welcoming Entrance to the Children’s Department
    12. 15. A Room-Sized Aquarium at the Library
    13. 16. A Bridge over the Digital Divide (Computers for those Without Access)
    14. 17. A Library is a Destination
    15. 23. A Jewel in the Community
    16. 24. An Inspirational Reading Room
    17. 27. A Fence of Words in the Reading Garden
    18. 28. A Library that Becomes Part of the Outdoor Environment
    19. 29. An Inter-generational Wii Tournament
    20. 30. At the Arts Centre/Library - All Kids are Welcome
    21. 31. A Combined Arts Centre & Library for Youth
    22. 32. A Comic Book Hero
    23. 33. A Great Place to Play Games
    24. 34. A Place to Meet a New Friend
    25. 35. A Library Inspires
    26. 36. An Artist in Residence
    27. 37. A Place of Active Discovery
    28. 38. A Path Through the Children’s Library
    29. 39. A Foot-Operated Computer
    30. 40. A Study Space Designed by Teens
    31. 41. A Storytelling Bear
    32. 42. An active book display in a maze
    33. 43. A talking book (Book reviews encoded on microchips)
    34. 44. A Bookstore? No, it’s a Public Library
    35. 45. A Space that Stimulates Young Minds
    36. 46. A Wine Tasting Club at the Library
    37. 47. A Digital Photo Album Project
    38. 48. A Chair for Listening to Music
    39. 49. A Meeting Place for all Cultures
    40. 50. A Place to Discover Innovative Technologies
    41. 51. A Community Living Room
    42. 52. A Place for Public Forums
    43. 53. A Place for Music
    44. 54. An Amphi-Theatre
    45. 55. A Drumming Workshop for All Ages
    46. 56. An Open Mic Rap Night
    47. 57. A Moving Wall of Digital Photos
    48. 58. A Modern Library
    49. 59. A Place to Hatch Big Ideas
    50. 60. A Place with Comfy Chairs
    51. 62. Threats <ul><li>Competition for free time </li></ul><ul><li>Alternative sources for resources </li></ul><ul><li>Public perceptions </li></ul>
    52. 63. Weaknesses <ul><li>Facilities </li></ul><ul><li>Keeping pace – organizational capacity for change </li></ul><ul><li>Outreach, community engagement, marketing </li></ul>
    53. 64. Strengths <ul><li>Excellent services </li></ul><ul><li>Community reputation </li></ul><ul><li>Organizational effectiveness </li></ul>
    54. 65. Opportunities <ul><li>Boomers / Zoomers </li></ul><ul><li>Newcomers </li></ul><ul><li>Growth </li></ul><ul><li>Creative City Movement / Culture capital </li></ul><ul><li>Need for community gathering space </li></ul><ul><li>Early childhood </li></ul><ul><li>Digital Divide </li></ul>
    55. 66. Our Roadmap to the Future <ul><li>Vision </li></ul><ul><li>Strategic Directions </li></ul><ul><li>Four Year Priorities </li></ul><ul><li>Annual Initiatives </li></ul>
    56. 67. What has happened in the last year? <ul><li>Economy has worsened in many countries resulting in library cuts </li></ul><ul><li>Concept of public good has eroded </li></ul><ul><li>Ebooks are selling more than print materials </li></ul><ul><li>Enrolment decline has resulted in school libraries or librarians being cut in throughout Canada </li></ul><ul><li>Digital is increasingly replacing physical resources </li></ul><ul><li>Those with influence are openly questioning the existence of public libraries </li></ul>
    57. 68. <ul><li>Library Video </li></ul>
    58. 70. <ul><li>http://www.myfoxla.com/dpp/money/public-libraries-closing-20100102 </li></ul>
    59. 77. Course correction? <ul><li>Lets do a quick scan of our users and the environment </li></ul>
    60. 78. Situational Analysis <ul><li>Adopted ebooks fairly well and their circulation has put us up to the highest ever </li></ul><ul><li>Other stats? Stories? What are they telling us? </li></ul>
    61. 79. Environmental Scan <ul><li>Macro trends </li></ul><ul><li>Lifestyle and Societal Trends </li></ul><ul><li>Consumer Trends </li></ul><ul><li>Technology Trends </li></ul><ul><li>Best Practices </li></ul>
    62. 82. Threats <ul><li>Competition for free time </li></ul><ul><li>Alternative sources for resources </li></ul><ul><li>Public perceptions </li></ul>
    63. 83. Internal Weaknesses <ul><li>Facilities </li></ul><ul><li>Keeping pace – organizational capacity for change </li></ul><ul><li>Outreach, community engagement, marketing </li></ul>
    64. 84. Strengths <ul><li>Excellent services </li></ul><ul><li>Community reputation </li></ul><ul><li>Organizational effectiveness </li></ul>
    65. 85. Opportunities <ul><li>Boomers / Zoomers </li></ul><ul><li>Newcomers </li></ul><ul><li>Growth </li></ul><ul><li>Creative City Movement / Culture capital </li></ul><ul><li>Need for community gathering space </li></ul><ul><li>Early childhood </li></ul><ul><li>Digital Divide </li></ul>
    66. 86. Our Roadmap to the Future <ul><li>Vision </li></ul><ul><li>Strategic Directions </li></ul><ul><li>Four Year Priorities </li></ul><ul><li>Annual Initiatives </li></ul>
    67. 87. <ul><li>In 2025, the Pickering Public Library will be the heart of an engaged and creative community. </li></ul><ul><li>We will enrich and inspire the lives of all residents; actively connecting people, ideas and cultures with openness and respect. </li></ul><ul><li>We will be leaders in information technology, providing access to innovative technology for all. </li></ul><ul><li>Pickering Public Library will be a destination - a fun place to visit, </li></ul><ul><li>staffed by a diverse group of professionals who are committed to making a difference in the community. </li></ul>
    68. 88. Are our strategic directions going to get us there? <ul><li>1. Facilities </li></ul><ul><li>2. Organization & Staffing </li></ul><ul><li>3. Service Planning & Delivery </li></ul><ul><li>4. Marketing & Promotions </li></ul><ul><li>5. Community Relations </li></ul>
    69. 89. Are our priorities in alignment? <ul><li>Early literacy </li></ul><ul><li>Connect to the Online World </li></ul><ul><li>Express Creativity </li></ul><ul><li>Visit a comfortable place </li></ul><ul><li>Connect and engage the community </li></ul><ul><li>Stimulate imagination </li></ul>
    70. 91. What can you do? (Managers) <ul><li>It is your role to make this vision happen, you do this by: </li></ul><ul><li>Telling admin what you need (training, resources, support) </li></ul><ul><li>Setting initiatives which align with the vision and move it forward </li></ul><ul><li>Eliminating priorities that don’t align or are lower priority in order to accomplish </li></ul><ul><li>Knowing what your colleagues are doing and actively supporting their initiatives </li></ul><ul><li>Helping your staff to understand the bigger picture </li></ul><ul><li>Coaching your staff as they learn new skills and adapt to change </li></ul><ul><li>Rewarding and recognizing your staff for their contributions in moving the library forward </li></ul><ul><li>Performance manage those employees who become obstacles </li></ul><ul><li>Paying attention to success indicators and sharing those with admin </li></ul>
    71. 92. What can staff do? <ul><li>Every customer transaction is an opportunity </li></ul><ul><li>Be aware that we are fighting to retain customer loyalty </li></ul><ul><li>Promote the library’s services and collections wherever and whenever you can </li></ul><ul><li>Help to retain customer engagement by asking for feedback </li></ul><ul><li>Telling supervisor what you need </li></ul><ul><li>Help supervisor set meaningful initiatives </li></ul><ul><li>Eliminating priorities that don’t align </li></ul><ul><li>Actively support other departments initiatives </li></ul><ul><li>Be alert to examples of positive impact </li></ul><ul><li>Strive to maintain a flexible attitude towards change </li></ul><ul><li>Commit to personal growth and development through continuous learning </li></ul>
    72. 93. As we move from a product based service to an experience-based service: <ul><li>What is the main value that we will provide to the community? </li></ul><ul><li>What is our brand? </li></ul><ul><li>What are we about? </li></ul>
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