Oct 2012 MPLA Presentation (BHKN)


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  • 2 min.Why librarians? This is how we use our traditional role:Highly skilled in organizing, managing and disseminating content.Trusted by the community as an unbiased source for information.Already well-connected to information content developers in the community including local government.Filling in a gap - Global to local Impact, local to local – governments, schools What has changed in librarianship:Better understanding of the needs of community members and then delivering the resources to them that they need. Be proactive—users expect personalized content coming to themBe timely—giving users what they want before they know they want itBe flexible—remember that users are container-agnostic.
  • 10 min. –
  • 5 min. Greta HandoutMichael R. Fancher 21 – 26 http://squirrel.adobeconnect.com/p19003321/?launcher=false&fcsContent=true&pbMode=normalDavid Lankes http://quartz.syr.edu/rdlankes/Presentations/2011/Florence-DLL.pdf
  • From ALA’s Confronting the Future: Strategic Visions for the 21st Century Public LibraryWhere do you fit on the continuum?We are moving from libraries that had physical collections to ones that work within the virtual world.Our focus is shifting to ensuring that our communities are able to get the information they need.Patrons participate in creating knowledge via their local libraries.We are the archive for the community. We keep information available and accessible to all who need it.
  • 3 min. The Information Ecosystem of a Community3 partsSupply—who as the information the community needsSkills—Are government groups, non-profits, citizens and decision makers able to make it available, understand the information, and act on it.Infrastructure – internet, schools, government, civic engagement, libraries, media –all those who work between the supply and skills to ensure that the information gets into the hands of those who need it
  • 3 min. KN Librarian Model how our work fits into the ecosystem tracking issues and then into usage content
  • 5 min. Record
  • 3 min. Tools – social media applicationsOur patrons are already a storehouse of traditional and digital information. Communities are creating, posting and commenting on material that is in the digital realm.Expenses – Content DM, computer equipment Public Library Users expect open, free access to information that relates to them personally and to their immediate or broader community. Digital Natives expect that information to be seamless, easy-to-use and quick to navigate.
  • 2 min. A library values providing access to reputable sources.A library values meeting local community and individual needs.A library values the evolving nature of information and formats of information.A library values a public meeting spot in both digital and physical forms.It isn’t simple enough to record and store. A library must communicate, guide and evolve along with the user as they search for information.
  • 5 min.Tour Local Issues Community IndicatorsNon institutionalized archivesAdapting as we go because KOTA launched MYTOWN
  • Where does this place staff? Staff is familiar with many of the traditional roles that this brings – selection, quality control and tagging. But some aspects are new – promotion, investigations, copy-writing and editing, cold-calling and solicitation are aspects that are new, and admittedly, frightening.
  • We know the issues that the community is grappling with—unemployment, school budget reductions, and duck doo in the city parks. Knows that getting the right information into the right hands makes our community greater and stronger. The team decide what issues our community is discussing and finds ways to locate the content that will aid in making better decisions by government officials, non-profit directors, and other concerned citizens. We connects the dots, making sure that the right people hear about what is available on the Knowledge Network. We connect with the community at City Council meetings, public events, and on-line.
  • The team archivesbooks, manuscripts and pictures for the Rapid City and Black Hills area. The events that made our city what it is today will not be forgotten as wework to preserve our pathway to the photographs, manuscripts and ephemera of bygone eras in our city history. Unlike the record keepers and preservationists of the past, the archives for the Rapid City Public Library are on-line, viewable from anywhere and any time of day. Full-text searching names, events, and places make the digital archives accessible even when the physical items are not.
  • We are on top of what’s happening in our local governments—city, county and school districts. When an issue is talked about in the community, we put together the background information—was this issue discussed before? When? What documents and media stories will help shed light on this issue—and make them available and easy to find for everyone to use.
  • Job seekers use the resources to find resume advice and job searching help. The user can find at the drop of a hat economic forecasts and unemployment data for the Rapid City area—because we have set up alerts for the agencies that publish the data and knows how to pull just the Rapid City area’s information from the published data and post this on-line.
  • Mobilizing our community to learn about the School Board’s budget reduction is a focus for Leanna. No longer does the community need to view a hundred search results from Google to get to the media stories, community calendar of town hall meetings, and the School Board’s plans for reducing the budget. Leanna put it all together in one spot online and keeps it current as new developments arise.
  • 2 min.StephanieUse of the Knowledge Network by our patrons is comparable to our other most popular databases.
  • 10 min. Content will not be created as much as it is relocated, repurposed or relocated. It will not be replicated.Digitize content that is hidden, lost or likely to be gone soon. Historic material in attics and homes, personal artifacts of regional interest, stories, memories and reflections of pivotal events in local history.Born Digital or Reborn Digital?Unique personal artifacts and collections are often informative and inaccessible (a combination most librarians do not prefer) so digitizing these materials leads to new audiences, new uses and new value.Example: Vintage Billboard CollectionBrainstorm as groups – room setup if round tables workable, if rectangle they need to turn chairs around where they are sitting and discuss the following:
  • If social media platforms cease to meet organizational needs, they are not used. MySpace transitioned to Facebook and Twitter and pilot programs are developed for Google+ and Pinterest. New venues need traction to succeed.Platforms are only as good as their relevance.Transitional plans and data back-up.Explore and pilot new ventures.
  • We do not provide services that take staff time but are not directly related to our library's mission or strategic plan. For example, we discontinued proctoring tests last year. Services directly relate to mission.Strategic continuation and discontinuation of servicesStaff are expected to prioritize.
  • Discussion boards and collaborative workspaces are used for planning, brainstorming and evaluation rather than schedule face-to-face meetings. We send people to virtual conferences, allowing many to attend sessions, rather than sending one person who then trains the rest. Too much time invested in face-to-face meetings.Virtual conferences.Planning, brainstorming and evaluation.
  • We are lifelong learners and expect everyone to grow with the organization. Change is good. As an organization, we have become more efficient, smarter and able to meet the demands of the public and lead in technological adoption for the public and other governments are a result of our change culture. Accepting changeEfficiently and effectively meeting emerging patron needsLibraries taking a leading role in technological adoption.
  • Collection development includes physical, digital and cultural artifacts – curated collections of documents about public policy and issues; downloadable content; and online archives of our area's unique history. Structured hierarchies are We also rely on the public to help organize these through tagging the items. A focus on precisely matching what the public will need and providing it as the need arises. Public policy and issuesDownloadable contentPublic tagging
  • In the past, we were able to connect people to the information they needed by buying access to it. We now focus on content creation and aggregation. We moved away from being the gatekeepers to information, and if one wanted information, they had to come to us. Today, we are more in the information game than ever, but we are taking what is available for people, aggregating it, making it easy to find, and then pushing it out to those who would benefit from it. Our librarians have contact with public officials, community leaders and non-profit organizers to find out what they need, providing easy access to what they need, and then informing them where to find it.Connecting people to information does not mean buying it for them.Take more of an active role.Not just gatekeepers.
  • Librarians use social media to connect and engage with the public. Hiring is based partly on experience with and interest in social media. This allows a relationship with the library where and when it is convenient for the public. People have more options than ever for where to go for information and we still help people find what they need, but we know that it is our job to be proactively seeking that connection--most people will not seek us out on their own. "Build it and they will come" has turned into "build it, market it, and show people how they benefit from using it."
  • We monitor national trends and apply them to local needs. For example, we developed an online resource on e-readers, provided onsite drop-in clinics rather than the traditional venues of planned, structured classes.All services point staff were considered e-reader experts.National trends are only as good as how they relate to local needs.Online resources Drop in clinics
  • We continually track andevaluate how we spend our time and money. If a task can be streamlined with technology, we explore, pilot and implement the technology. Our Reader's Advisory model evolved when patrons could use websites and our catalog to find the next good read based upon what they and others recommend. We not only use self-check-out machines to reduce the amount of staff time devoted to this repetitive task, we also use self-check-in machines for this purpose. Most patrons prefer to do what they can for themselves rather than waiting in line for someone to help them. We went to downloadable non-fiction movies because it saves time having to process materials and manage check-ins and checkouts of the DVD's. We are waiting to do the same for fiction DVD's. Our reference collection is 90% on-line, and 25% of our reference questions come through Instant Message and SMS. Most people also prefer to find answers for themselves, and we are happy to teach people how to use our on-line resources. 5 star customer service is about teaching people how to search effectively and evaluate what sources to use, not just doing it for them. Streamline daily operations with technology.Market, accept feedback, re-format if needed.Teaching patrons to track and evaluate resources.
  • 10 min.This is the exercise that asks the questions, what do you need to do differently? What can you give up?Examples from RCPL--No longer proctor tests--Grab and go bags for storytimes--Self-service stations for check-ins and check-outs; meeting and study room reservations--Discontinued computer classes--ebooks—saves time because it reduces preparation and handling of item
  • 2 min. (Note: Add link to Knight Foundation booklet on journalism and libraries; also add links to other community projects and similar library community projects)Diigo Drupal Wikidot Pollyanna Principles – citation Research GC
  • Oct 2012 MPLA Presentation (BHKN)

    1. 1. A Change of Course: Redefining Libraries and the Delivery of LocalInformation Online.
    2. 2. FIRST AN INTRODUCTIONA brief walkthrough of what the BHKN is and why we do it.
    3. 3. The Changing Landscape of thePublic Library“Unparalleledcollectors oflocalinformation”
    4. 4. Repurposed Library Role“Rather than worrying quite so much about competing with search engines and whatevertechnologies follow them, we may be better off concentrating our energies on knowingand serving our local communities.” From “Fit Libraries are Future Proof by Steven Bell American Libraries, October2010.
    5. 5. Question:How has your work as alibrarian transitioned?
    6. 6. Libraries are talking about thisVirtual ALA Conference - Competing in the InformationMarketplace: http://journalismthatmatters.org/biblionews/David Lankeshttp://quartz.syr.edu/rdlankes/Presentations/2011/Florence-DLL.pdf
    7. 7. ALA is talking about this
    8. 8. Knight Community Foundation, Re-Imagining Journalism: Local News for Networked World, July 2011.
    9. 9. KN Librarian AggregationProcessIdentify Issues• City, County, SchoolBoardAggregate Information• News stories• Government Documents• Websites• Data SetsArrange Content onSite• Blogs• ResourcePagesMarketing• Who needs to knowthis information andwhere to find it?
    10. 10. Question:Who are potentialpartners for information inyour community?
    11. 11. Infrastructurefor an Individual Library:use of existing resources• Content DM• Computerwith Internet• Scanner• Google Maps• Diigo• Google DocsCommunityIssuesCommunityIndicatorsCommunityArchivesHardware
    12. 12. What We Can DoFor OurCommunity
    13. 13. BlackHillsKnowledgeNetworkWhat does it do?
    14. 14. MEET THE BLACK HILLS KNOWLEDGENETWORK TEAMHow does the Rapid City Public Library fit in?
    15. 15. Community Issues
    16. 16. Community Archives
    17. 17. Government and CitizenshipContent
    18. 18. Work & Economy Content
    19. 19. Education & Training Content
    20. 20. 0200400600800100012001400160018002000Black HillsKnowledgeNetworkEbscoHost InfoTrac ProQuestBlack Hills Knowledge Network vs. OtherDatabases
    21. 21. Question:In your community whattype of content would be ofvalue to your users?What already exists thatcould be aggregated, indexedor centralized?
    22. 22. WHAT ELEMENTS OF LIBRARIANSHIPALIGN WITH BHKN.What changes, what stays the same and what is redefined.
    23. 23. organizational needs
    24. 24. staff time
    25. 25. collaborative online workspaces
    26. 26. lifelong learners
    27. 27. physical, digital & cultural artifacts
    28. 28. content creation & aggregation
    29. 29. connect and engage
    30. 30. national trends
    31. 31. track & evaluate
    32. 32. Question:If you were to do this type ofwork, what changes wouldyou need to make and whatresources do you need?
    33. 33. ResourcesWebsites• www.blackhillsknowledgenetwork.com• www.knightfoundation.org• www.diigo.com/user/rcgovernment• drupal.org/• www.wikidot.comBooks & Publications• Re-Imagining Journalism by the Knight Community Foundation• Pollyanna Principles by Hildy Gottlieb, 2009.• Strategic Visions for the 21st Century Public Library, ALA, 2011Presentations• David Lankes http://quartz.syr.edu/rdlankes/Presentations/2011/Florence-DLL.pdfVideos• Pollyanna Principles: http://www.youtube.com/user/PollyannaPrinciples#p/u/6/xgMBK39SoE0• Virtual ALA Conference - Competing in the Information Marketplace:http://journalismthatmatters.org/biblionews/