Garry Golden, Futurist
Garry is a futurist and ended the conference. He asked about change and if we still will see it over the next decade. Will it be as dramatic? He asked what will lead to more dynamic changes?
But...a lot will NOT change. The majority of things that we do, will not change over the next decade. Society, social norms, our institution...there will be solid ground for us.
Creepy Line - thrown around on Twitter, it came from the chairman. Eric Schmidt said “Google walks right up to the creepy line of personal data, but we don’t cross it.” But, it’s not just Google, Facebook, tech companies. The Creepy Line is something we need to thing about and how it might move. Maybe to some it’s more compelling and not creepy.
Outputs should be part of our mission: It’s not about how many attended the adult literacy class, but how many went on to community college or went on to something else?
Futurists work against a “cone of plausibility.” When you look out, there is a line. There are things that aren’t going to happen, Their job is to figure out the Plan A that everyone is working toward. But if things change, Plan B or C can also be adjusted to.
Futurists do not talk about no constraints in the world or tell us what we want to hear. It’s really about being a “nowist” and paying attention to the present. We want to avoid being surprised.
The mindset is more like an artist than an engineer. We have to try to understand what we don’t understand.
He talked about archetypes of the future. Continued growth, disciplined constrained, Transformed, Declined-collapse.
Data that is growing:
Our ebook is reading “us.” Measure the Future is a project that rides on this.
So, will our app in 2020 ask just not for our calendar but our social graph? Will it ask for our learning graph? We won’t escape this, and we might have to navigate it.
We do not have the money, care and services to serve aging populations in the next 15-20 years. Can libraries help fill in those gaps? The baby boomer generation is aging and not spending as much. Spending is what drives the economy.
When we think of creepy compelling, there are three buckets.
He thinks libraries, a trusted institution, will have a role in closing the word gap that children hear.
Libraries will be the place for new types of learning toys for kids.
He ended talking about how every major company is racing to create "bots" or an intelligence assistant. Watson was the big one. This is a spectrum. Right now we are in "roll your eyes" phase. Bots that we think are terrible or not good are going to be powerful in the next few years. Amazon Echo has had a lot of sales. People love it, and Google has one coming out, called "Home." There is a creepy line when people think of "bots" as friends. Will we integrate bots in our libraries?
Speakers: Laura Bernheim, Head Reference Librarian, Waltham Public Library; Louise Goldstein, Head Circulation Librarian, Waltham Public Library; Pat O’Leary, Circulation Assistant, Waltham Public Library; Beth Radcliffe, Reference Librarian, Lucius Beebe Library, Wakefield; Jackie Powers, Lucius Beebe Library, Wakefield
Laura began speaking about Staff RA groups. She introduced the panelists. Laura said she likes historical fiction. Louise likes mystery and her favorite book is “Bridget Jones’ Diary.” Beth said her favorite book is “Stones for the River.” She also likes Cary Grant movies. Pat said she likes The Thorn Birds. Louise said her favorite book is “Running with Scissors” and “Prince of Tides.”
In Readers’ Advisory, it doesn’t matter if it’s TV, books or movies. They did this as an interview style.
Jackie: They started their RA program in 2012-13. She uses “what is the red flag?” For some people, language can be the red flag. They have everyone read the same big and then select from the next sub genre. They use tools like Novelist and read-alikes.
Beth said her staff attended some training and her staff met 5 days throughout the year. They really focused on Romance. They talked about the appeal factors, speed reading and writing annotations. They would practice doing RA and working on these tools. They also did teambuilding within the departments.
One said everyone in her department does RA. They meet once a month, and it’s part of their Reference meeting. They do Beach Reads every year, which they film for their cable access studio.
Pat said she joined her staff RA group because it changed the dynamic within their staff. They are compartmentalized. They started looking at each other differently. They realized that some people had expertise in areas, especially those who didn’t always speak up at staff meetings.
Louise said for them it boosted morale. They tend to recommend three books to one another. Knowing another staff person’s specialty can be very helpful. Sometimes it helps us understand what we like to read and why.
Laura asked the group to sources they use either to increase their own skill set or to help patrons.
Laura asked what they do for the public:
Then they opened up the discussion for questions.
Someone asked about annotations. In the book? Or a skill set and a way to do book talks?
Speakers: Callan Bignoli, Web Coordinator, MBLC; Lauren Stara, Library Building Specialist, MBLC
Callan is the web coordinator and very interested in UX. Ppt is here. http://guides.mblc.state.ma.us/elements-of-ux
Not just web. It’s what we do in everything. Do we have a smiling face when we walk into the door? Having that can make a big difference? It’s about creating touchpoints in our library to make them useful, usable and desirable. “Useful, Usable, Desirable” is a book by Aaron Schmidt they recommended for further reading.
UX is not a process or a specific series of actions. It’s a mindset, or a way of approaching an issue or project. It’s really about empathy and asking ourselves 3 questions:
They showed the Multnomah Library site in Portland. https://multcolib.org/ It has a good drop down menu and the search bar searches the web and the catalog.
They also showed the site of the Whistler Pubic Library in British Colombia. http://www.whistlerlibrary.ca/
They put in a new service model and it was a very transparent process. Staff didn’t like that patrons would be so close to them, but when libraries are on the floor, they are on the floor. They should be walking around.
4) Chat bots and Virtual Reality - CB are automated customer serivce bots that speak in a natural language. Could patrons message library chat bots in the future?
VR is using devices to add to the customer experience. Could head sets emerge?
We jumped into an activity. We had to partner with someone and “interview” them on how they got here today. We also had to draw the person. It was an interesting activity because we realized we learned a lot more from the interview process.
We all interpreted the question different. Some asked how did you get to where you are? Some asked how they physically got here.
Their advice is to walk in your library, and pretend you are from a foreign country and you don’t speak the language. How can we create services and spaces that are transparent to our users?
Interviews are fundamental to UX research. This is something that we will do as part of that process. They lead the conversation in ways that a survey won’t. Maybe our patrons have never used the library’s website? Maybe they have only used Google and Facebook? We need to embrace the beginner’s mind.
MLA16: Service Meets Design: How Design and Programming Converged at BPL to Build New Relationships with Children
Speakers: Laura Koenig, Central Children’s Library Team Leader, Boston Public Library; Sydney Thiel, Major Projects Coordinator, Boston Public Library; firstname.lastname@example.org and email@example.com
Laura and Sydney were both instrumental in the design of the space at BCL. They showed a picture of where they started. It has been 2.5 years since their central library renovation. They said the bar was pretty low. It was drab and poorly lit and not a place where people would sit. There were a few decorations and it lacked views to the outside. The environment did very little to engage with children. The programming was not up to par, so they needed a complete transformation.
What did they want?
Questions they asked:
Where are the gaps in programming? How can we fill them?
How can we work with community partners to brring special cultural events to the library?
Is the programming in line with the Library’s Compass Principles? (part of Strategic Plan)
How can they meet early literacy needs?
Wow Factor and Design:
What should our spaces do?
They showed the final space from a bird’s eye view. “Tottle Town” was developed for kids ages 0-5. This is experimental and helps them grow. Low tech area.
StoryScape (ages 3-7): Kids will engage with the world and develop their own stories.
Children’s Computers (ages 4-9)
Tween Area (The bridge), ages 8-12. Lots of Fiction and Nonfiction.
Program Room: Serves all ages
Teen Central (13-18) across the area.
They wanted opportunities for staff-led mentoring but also the chance for parents to be left on their own.
What is unique about BCL: It’s urbanness. They wanted to incorporate parts of Boston like the subway and little motifs.
How do we embrace our history? STORYTELLING!
They incorporated a lot of book with Boston authors and put together a list of books to connections in Boston.
They visited other areas/libaries to incorporate interactive elements, playful surprises and sensory features.
At this point, they had objectives, but not a lot of design solutions. They created “The Journey Through Paths” which has colored lines on the floor. “Follow the blue line” reminds them of the train system. They have used this piece a lot. The paths go through stacks and create playful tunnels for kids to explore.
They have a Pathway to Reading Sensory Wall, which is like a “baby mosh pit.” This is great for infant brain development. They found the sensory wall pieces from different vendors. Most are products from Experia and 42 Design Fab. Some pieces are visual as kids learn through their eyes. The Auditory areas are quiet. Tactiles are great for children’s spaces.
Storytelling: The early literacy space incorporated “Make Way for Ducklings” and the garden.
StoryScape: They incorporated storytelling and an architectually-themed space that has brownstones and Boston-like buildings that encourages imaginative play. They also incorporated cubbies that look like Little Free Libraries. This is a special space and great for group visits. Authors sometimes come in to use the “story chair,” but the space is really great for imaginiative play with pupper theaters.
The Bridge (tweens): Literal and figurative. Has more tables for homework and chairs for curling up. The ceilings are lower and have more of a “cave” feel so it feels special and private. They are able to use technology to make things.
Their program room is very flexible and not exclusive when not in use.
They offer 85-100 programs a month and still can’t meet the needs. They have people who come every day and their area is really a “destination.” They do a lot of active movement and a “baby dance party.” They also incorporate a lot of things in for parents including sign and how to improve parenting and care giving.
They have been bringing in other groups like the aquarium and the Boston Ballet. If you have a modern dance troupe at a local college, you can do this. We don’t have to be in Boston to have kids experience the arts.
Lion Cubs: These have been locally fabricated in the young space. (Toddle Town). The cubs light up when children run past them (it senses movement).
Book Birds: Books suspended from the ceiling that are populated and look like birds. They cluster around the entry and anchor some of the prominent areas (Tall Town). They wanted something on the ceiling because parents with very young children said kids lay on their backs a lot.
Teen Central: They consider this an extension of the children’s room. They wanted to carry some broader themes about Boston that is being served here. It doesn’t look like a conventional library and this was important to the space. It’s very flexible and the stacks can be moved away for special events. They shared more images of the space.
They took questions. Someone asked what they would do differently. Laura said they would’ve incorporated even more kids. Once the project got rolling, it was hard to incorporate people.
Someone asked about cleaning the sensory areas. Laura said the area is bleached about once a week and wipes are kept their all the time. Caregivers also bring in their own. General cleaning is done 2-3 times a day. Snacks are allowed, but not on the carpeted areas. It’s always an effort and not always perfect, but they want to keep the space welcoming.
Colin Wilkins, Supervisor of Collection Development, The Public Library of Brookline
He started by asking why we are here?
He showed us a bunch of web management reports.
What do we want?
Three big ones:
Innovative Interfaces product
It’s more of a macro-level tool
Bad things: no natural language, steep learning curve, report loading time, it’s ugly.
He showed a screenshot of Decision Center. There is a popular authors tab. It’s also a great way to generate weeding reports to determine low and high circ. “Dusty” items can be caught when running high circ. You can also look at age of collection and supply and demand.
Reports have a lot of numbers. He showed us one of owning location by item type. He is working on a case study with turnover.
Turnover = circulation/collection size
Higher the turnover, the healthier the collection
Think of turnover like your GPA
Ways to increase turnover: increase circulation or decrease collection size
Good things: Micro-level tool, Ingram integration, retail data, much better UX than Decision Center
The bad: Manual process for data transfer, time consuming to build data volume, pool of peer library data ia relatively limited.
Analytics Case Study: DC tells us that circ for hardcover and paperback science fiction is lagging behind. When you marry the strengths of DC with Edelweiss, it becomes a powerful thing.
He then showed us the Edelweiss site. Things like missing titles are shown, peer suggestions, market suggestions, holds, etc. We looked at the top 50 books that his library does not own. It came up as a pie chart.
Questions to ask:
What soures of data exist? Who will use it?
How will we track and celebrate progress?
How will it affect integration and workflow issues?
Can anyone show me these tools in more depth?
We harvest this data, but what do we do now?
What is the next step? He thinks this should be built into the process.
Anna Michelsen, Springfield City Library @helgagrace
Alene Moroni, Forbes Library, Northhampton @surlyspice
Anna started off by joking they are “pro weeding.” They said an un-weeded collection is a danger to itself and others. No one wants to use a collection that looks “scary.”
Considerations for weeding library collections
Methods for wedding
Talking points for communicating about weeding
If you are weeding all along in small chunks, people won’t point and say you are getting rid of all these books. This is ideal, but we all know of libraries that haven’t weeded in 10 or more years.
What should we consider?
Everything can be applied on a sliding scale. We need to make the methods fit the needs of your library, community and space.
Travel and medical information are great examples of things that need to stay current.
Saying “this is our only book on….from 1989,” is not a good reason to keep them in your collection.
-Item by item
Item by Item;
-Run a report and see that items haven’t circulated since (5 years, 3 years, 1 year). At Forbes, they look at 5 years. Some libraries look at things at 6 months.
- Can serve as de facto inventory
- Does not catch high circulating, worn-out items
Anna talked about a case study of 790s. Before there were 4700+ items and the average publication year was 1996. Turnover was 24.4%. After, she weeded to 3,000+ items, pub. year was 2000 and the turnover was 50%.
The goals were to remove books from the top and bottom shelves, because patrons can’t reach them anyway. You also want to update the collection, create space for on-shelf display and increase circulation.
Case Study at Forbes (fiction):
Keep or Weed?
There are some cases where you need to keep something, Local materials or donations sometimes are part of our discretion. We know our communities' needs. Alene told a story of a patron who liked looking at out of state phone books, even though they were out of date. He did this a lot and it was easier for the library to keep them.
Find reasons to KEEP something.
-Discards - Book sale, resale, recycling
-Stakeholders - staff, volunteers, trustees
Last copy: What to do about this? If your library has it, it could be you are just the last to weed it. It isn't necessarily a reason to keep it. In other words, NO. :)
Questions were taken from the group.
Jennifer Forgit, Cary Memorial Library; Liz Newton, Newon Free Library
They have both implemented this program in their libraries. Both are more affluent communities, but this program is affordable for any library. http://girlswhocode.com/
GWC is a national, non-profit organization that has been around since 2012 that offers computer education for girls in grades 6-12. They are also learning great social skils and get a lot out of the club aspect of the program. This can be held anywhere.
When girls select a college major, only .4% choose computer science. This is a wake up call for us. In 1984, 37% of these grads were female. Today, only 18%. The oppotunity is there. Why aren’t girls going into computer science?
Failing is ok with computer science. It almost makes people take you more seriously.
GWC is to create these opportunities for girls. What about boys? If you have a co-ed club, it can’t be called GWC. Jennifer said it would be their approach if the question came up, but it didn’t. Lots of their programs are co-ed. For GWC, the curriculum is already there, and you don’t need to know code to offer this program. It has really increased and reached over 10,000 girls in 2015.
There is another program called “Hire Me” where companies like Facebook are on board. Candidates who have GWC on resumes are noticed and hired.
Some of the first candidates are now in college and being polled. More of them are saying they want to be in computer science. The summer immersion program is having a big impact.
So why do we need to advocate for this? It will bring in new patrons and position our libraries to be in the tech field. We want to be a place where we are teaching girls great things.
1) It will bring more teens into the library.
Liz said the girls are coming in and being introduced to other library programs. It also changes the perception that people have at the library.
2) Girls learn real-world tech tools.
This is also meant to be a club. It’s not school, and is fun. It’s like hiding carrots in the mac and cheese.
3) Incredible Guest Speakers
There are people in our communities who want to talk to these clubs. Liz had a guy who worked for Twitter speak to her group.
4) Positive Social Environment
Girls are getting social skills, learn how to public speak, work on projects and also have an adult mentor. All of this builds resiliency, especially in high-risk communities.
5) Allows you to teach tech to teens that are different levels
The girls take a quiz to see the level they are at, but everything happens simultaneously.
6) FIeld Trips
To start, you go online and create an account. Now is a great time to start because the clubs run in the fall and end in the spring. Liz had a session starting in September with parents.
What are challenges? Admin might have a hard time buying in because it’s “girls only.” Who will be the club advisor? You don’t have to be great at computer science and really just be on hand.
They have a designated computer space, but girls can also bring their own laptops.
They also have volunteer instructors. It’s helpful to have more than one volunteer. These folks should be good who work with teens. A computer science background is important, but it’s not needed.
These librarians (panel) are from from all over Massachusetts. The room was packed.
Cheryl Bryan started speaking. She started with how they are welcoming customers in the library. Bridgewater Library has student art shows, and things are cycling on the screen. Some libraries are doing circulation in pods, but sometimes this gets confusing, so they installed lights as a boundary. They used lights as a perimeter.
Other things include two-reference computers. The librarian looks up something and the patron is on another computer. This way, the patron is being shown what to see and to learn how to do something.
RFID tech is impacting design. A Magic Pad is something where you can have a stack of books, and they are all checkled out. When they are checked back in, they go right into the return bin. The Milton Installation is where the book goes right onto a conveyor belt. Books are checked in and sorted and the bins go right onto trucks and go where they need.
Self Check Out desks. These usually increase circulation, especially when they are installed in both the adult areas and children’s areas.
Self Pick Up Reserves: The Dartmouth Library opens the lobby early so people can pick up items early and use self check. This in convenient for people heading to work in the morning.
New Formats: Of course we have downloadable materials and ebooks. The population shift is moving toward this. There are stations just for this.
Mobile Reference: People in larger, 4-story buildings will roam and reference can be done mobilly. Librarians will even meet patrons at the elevator. California is experimenting with books on the subway line.
Interactive Displays: On-the-spot programming. Patrons walk in and something is always going on. Mobile exhibits can display art. Green screens in children’s areas can allow kids to see themselves in different environments (on the moon, in a field, etc). Cerritos Library has this, and some libraries even have “walk in” fish tanks.
New Programming Options: Trends in YA to create gaming areas. Orange County has a great gaming area. Seeing areas where kids can help each other learn.
Training Space for Public and Staff: The Quincy Library has a separate training lab. This is valued by the community and some libraries are working with older adults to get them started on tech.
Community Study Rooms: People want a quiet place, and instead of expecting the library to be quiet, we need to have quiet rooms. All we need is a desk and chairs, but a magic board can add to it. OneTouch Studio has the video, audio, and is great for training for teachers. It’s also great for people to learn presentations.
Furnishings to support Wi-fi: People shouldn’t be sitting on the floor near an outlet. We need to think about laptop and tablet users. Chairs should have pop-ups for this. Have a lot of outlets and make them available.
Charging Stations: Stations are being offered, as well as individual chargers for mobile devices. On the cape, they lose power easily, but the libraries manage to get power back pretty quickly.
Outdoor Seating for Wifi Users: Have a deck with seating, because it makes wifi 24/7, whether your library is open or closed. Portsmith Public Library has a C shape around a courtyard that accomodates outdoor users.
Personal Devices: It’s not as expensive to buy a small tablet and to carry it. People would rather do this. It’s more important to have open space for people to use these devices than to have public computers.
Lending Devices: This also is a trend in getting away from more and more public computers.
Moving from Research to Creation: There are film festivals for teens. Raspberry Pi’s are being used. Maker spaces have been made from the ends of hallways. Glassed-in rooms are called the “Idea Box” that changes every month. This can lead to interactive programming. It’s not that hard to create this. Space for people to meet as a group is more important (knitting).
Things keep changing and we have to keep listening to our public to find out what they expect.
The panel then started adding thoughts. Beth Kramer said we have to have our communities involved and showing us what they want to do. We have to try and project years into future and be flexible. The childrens area in her library (on Martha’s Vineyard) does not have a lot of technology, which parents appreciate.
More thoughts from Leslie Morrissey at Falmouth:
Anytime we have buildings that overlook water, we want to think about increasing wifi capabilities, so people can take advantage of these views.
How do we keep up with all the changes? How do we fund our service contracts? RFID is great, but the contract is very costly. This is where trustees can come in handy and help fund some programs. Some libraries are leasing computers and then send them back after three years. This can give more stability for a budget when parts break.
Job descriptions have to be much broader and not as narrow, whether union or not.
How do we keep the user experience positive when your devices don’t always work or your computers are down?
Beth Kramer talked about her new library in West Tisbury. Her library was a browsing library but then the patrons had to learn an automated system. That has been a challenge for her community. She said many of her staff do not have mobile devices. Paying people to practice and train is needed. We also need to build staff confidence and allow them to make mistakes. Patrons understand if we are learning as they are learning. We have to look at these things as opportunities to learn.
Deb Barry at the Eastham Public Library started to speak. She is in the process of opening a new library and wanted to talk about their goals. She said libraries need to have rock solid IT. They will have extra money to purchase things they need as the patrons ask for it.
Their meeting rooms will have Smart and woofo (solar bench). How are they doing this? Budgeting for racks, swtiches, conduits. They will have security cameras. They will try to design for mobility and comfort for those with mobility issues.
This session had some good quesitons and offered some great ideas and what libraries in the future need to think about.
Corrine Hill, Director of Chattanooga Public Library
She decided to start talking about her time at the Dallas Public Library in 2008, where she faced some tough times. She became the director of Chattanooga in 2012, and it was ripe for change. At the time, that library was one of the worst in the country.
They serve 170K people, have 4 locations and have a $6 million budget. They have access to high-speed broadband that is publicly owned. They were a city-county library, and now just a city library. Thus, the library is only 5 years old and they are acting like a start up.
They developed 4 initiatives. She started working on cleaning the library. She showed some picture of the library with old bookshelves. They received some new furniture and she also wanted coffee. They developed “Circulation and Percolation.” The circ staff was trained as baristas, but other duties were taken away. She said they have embraced it and took ownership of it. This is more about adding value and less about money.
She talked about the 4th Floor project where there was storage and stuff. They cleared it and it became a maker and event space. She also cleaned up the collections and reduced the quantity of the materials.
All of this was a lot of change, and some staff and friends people were not happy. She realized that it didn’t matter what she did, because the people who did things as they allways did would not change. She showed a photo of what she looked like when the auditor report came out. She talked about leadership and how battered she felt at this time. An organization has to be constantly led.
She said, as a leader, you have to plan what success looks like. Commanders have to be ok with failure, because the important part is getting to the hill.
She thinks it takes 3-5 years to change the culture of an organization.
Penny Talbert, Ephrata Public Library (PA)
Circ at her library is 630,000+, with 19 FT and 18 PT staff. Her service area is 32,000 people. She showed some photos. She raised $30,000 one day when she dressed like Waldo and went to businesses and asked them to give the library money, because the library couldn’t do payroll.
Define your program:
Transliteracy - The ability to read, write and interact across a wide range of platforms and tools.
We are getting reference questions on Facebook and Twitter!
She said we have an amazing opportunity! Before her staff had that one key person they went to when a patron had a question, but not anymore. At one meeting, she offered to host a skateboard park. She told her board they had an amazing opportunity. But it turned out to be a great thing. If we do this the right way, we can really make our community valuable. The bigger you can dig your hole, the more amazing the opportunity.
How do you know if you need competencies?
2) Observe as a Patron
First thing she did: put together a list of 29 pages of competencies.
She showed us an example of this page. It’s very basic.
Lists: the competency, what they need for software, and whose responsibility it is.
Your library’s website
Do they know how to use the data bases?
Your library’s OPAC
Extra services available to patrons
Devices being lent
Programs on the public PCs.
You can view her library’s competencies here: http://ephratapubliclibrary.libguides.com/
We show these things to our staff one at a time, so they aren’t overwhelmed. We are shooting for bite-sized training.
Of course, we need stakeholder buy-in, but the selling points are different.
When they finished this program, their donations went up significantly, especially at computer classes. More than one person would hand them a check for $1,000.
Biggest buy-in issues are usually from the staff. That person is on the “task force” and on the team to put this together.
They have employed something called “Learn or Leave.” They do exams every year. If staff did not receive an 80%, they were let go. She said all of the staff is given more than enough learning opportunities. She said only two people have only been let go.
Is this fair? If you don’t know what they’re doing, you are throwing work at your co-workers. We owe it to our patrons to provide them with the best they can.
-When teaching a new skill to your staff, start with the people with the lowest skills. If you start with your techies, they will tell everyone “how easy it is.”
-Also ensure security passwords. She has the passwords in an envelope, but doesn’t open it unless there is a staff change.
- Train from a very basic level.
- Introduce tools and devices one at a time.
Great tools to incorporate:
On the Clock
Jotform (free for surveys)
FluidSurveys (costs money)
Dropbox (safe for docs)
Get staff using technology in their daily lives without making them feel like they are using technology.
Webinars, inservice days, games, classes, WebJunction.
Written Competency exam, “Practicing” exams, Demonstrative exams. She also does a lot of surveys.
They also did some soft skill discussions.
They let staff do the work at home, and a paid learning time. They provided educational opportunities, but her staff knew the more of this the happened, the more Penny had to raise. She was invested in them !
Change your culture: Weekly online group activities, assisgn group projects, promote staff-only social fund events. They want the library involved in EVERYTHING. If a page wants to join the Lions Club, the library covers that.
Questions she asks:
How do you collaborate?
What motivates you?
When are you most productive?
How do you resolve conflicts?
What is your passion?
How do you communicate? (some staff only communicate by text, but she doesn’t)
REMEMBER THE MISSION.
4 years into the program:
She ended by saying if we do a program like this, we won’t regret it. When staff are competent to answer basic questions, it frees you up for the really difficult stuff. Staff should be able to handle the everyday stuff. The community also knows when they walk in their doors, that anyone can help and will get the same answer.
General news for the Nicolet Federated Library System.