Judith Hare – Changing Direction
Download
Report
Transcript Judith Hare – Changing Direction
A community development approach encourages and
promotes philosophies, strategies and empathies that
build and strengthen relationships between socially
excluded community members and the Library. At the
same time a community development approach
contributes to the growth of responsive and relevant
library services and models that focus on library
community connections.
- Libraries in Marginal Communities: A Demonstration Project
“Bad libraries build collections. Good libraries build
services. Great libraries build community.”
-
David Lankes, Expect More
OPPORTUNITY
Central Library Construction Project
Opening Doors Immigrant Settlement Project
The Working Together Project – 2004-2008
A joint project of Vancouver, Regina, Toronto and
Halifax public libraries
Explored social inclusion, connection to
communities, service barriers
Creating a new service model for inclusive
community libraries
Resulted in the Community-led Libraries Toolkit
But the project was not the end…
Director of
Public Services
Director of
Branch Services
Manager of Diversity,
Literacy and English
Language Learning (ELL)
Branches
Manager of Community
Development
Community-Led Service Philosophy was applied in
pilot projects with
Immigrant communities
First Nations communities
A rural community, geographically isolated from
mainstream service
An urban community of socially excluded, economically
disadvantaged people
Success provided encouragement that we were on the
right track…
Strategic Planning
A collaborative process engaging the Library Board,
senior staff and managers at every level of the Library
Rethinking our values, our mission, our role in the
community
Identifying challenges, opportunities, risks,
organizational changes needed
Setting goals – determining objectives, implementing
action plans
Communicating the Strategic Plan to every staff
member
Connecting people,
Enriching communities,
Inspiring discovery.
THE ACID TEST
Why not apply the community-led philosophy to
designing the new $55 million Central Library in
the downtown core?
Peer Leadership Program (an 18-month program of
behavioral exploration and leadership development)
Restructuring (all managers engaged in a complex task to
reorganize management structure)
Reinforcing team-based, cross-functional management
Implementing participative, employee-led management
meetings
Art of Hosting training (to develop skill in leading public
engagement consultations)
But the structure wasn’t right…
It was seen as external to branches and project-driven
The vision needed to be better integrated into the branch
network and more meaningful to daily operations
Director of
Community Engagement
Manager of
Diversity and
Accessibility
Manager of
Community-Led
Service
Branches
What do your rules say about you?
Does a long list of prohibited behaviours indicate
inclusiveness?
Do your rules create a good customer experience?
How often do we question why a rule is needed?
To answer these questions, a Policy Revision Team was
formed with these goals:
Remove negativity in all our public messages
Make the customer experience easy and pleasant
Step 1
Flew in Markham Public Library staff to present their customer
service revolution program in 5 workshops
IMPACT: Immediate staff engagement
Step 2
Staff were invited to respond to the statement “Today I bent a
rule (or wanted to) for the sake of good customer service,”
followed by 3 questions:
Describe the situation and how you handled it or how you wished you
could have handled it
What policy / procedure / rule got in the way?
If you know the policy number, include it
96% staff response – ‘front line staff are often not asked
about what works and what doesn’t
Identified the policies and practices most in need of revision
Provided immediate and on-going opportunities for staff at
all levels to become more engaged in library decisions
Unexpected Bonus
Caused library to reconsider why library shelvers were not
permitted to answer public questions - the customer does
not make a distinction between staff ranks
Immediate positive public feedback
Replace the Negatives with Simple Positive Statements
“Halifax Public Libraries is a place of discovery where people
gather to create, to explore and to learn. In order to achieve
safe and welcoming shared spaces we expect everyone to treat
customers, staff and property with respect.”
“Conduct that is disruptive, unsafe, prevents the enjoyment of
the library by others or interferes with library operations is not
permitted.”
Only 3 specific unwelcome behaviours were retained
Soliciting, canvassing, unauthorized selling
Use of strong scents and odours
Unreasonable noise
BEFORE
AFTER
Bringing animals into the
Library except to assist people
with a disability or in an
authorized program
Service animals and animals in
authorized programs are
welcome in the library.
Disrupting others by using cell
phones in meeting rooms or
quiet study, reading, computer
or stack areas or by playing
music or other media at a level
that interferes with other
customers.
Dropped entirely – in an era of
mobile technology, this seemed
unreasonable and is covered
under the general unreasonable
noise provision.
“Immigration Integration Through
Engagement with Public Libraries”
Funded by Citizenship and Immigration Canada
Operated from November 2012 – March 2013
Hired three staff positions – two Immigrant Services
Coordinators and one Program Facilitator
Funding for programming, website, production of resources,
translation, staff training, etc.
Based at the Keshen Goodman Public Library
Most diverse community served by Halifax Public Libraries
From 1996-2006, immigrant population increased by 49.5%
In 2006, Keshen Goodman’s catchment area population has
almost 24% of HRM’s total immigrant population
12% of Keshen Goodman’s catchment area population was
immigrant – HRM’s overall percentage was 7.4% (2006)
Halifax West High School – next door to the branch – 50
languages spoken
Trends continue – new Bhutanese community, etc.
Sohelia Hashemi
Youmei Chen
(Iranian – Farsi)
(Chinese – Mandarin)
Heather
MacKenzie
(Manager, Diversity &
Accessibility)
Huwaida Medani
(Sudanese – Arabic)
Community Advisory Group and sub committees of
immigrants and agencies
Women’s Knitting Group
Multi-lingual computer classes
Outreach visits
The Art of Belonging
Connecting people, enriching communities, inspiring discovery
“It was amazing that we had an opportunity to see our
cultural heritage in Canada. Thank you”
“My wife and I have enjoyed all four days with the Persian,
Arabian, Chinese and Nepalese/ Bhutanese cultures. We
enjoyed talking to them about their culture, loved listening to
their music and really loved the food. We are of one heart
with the world and learn so much from each other. Thank
you for a wonderful week.”
The beauty of our human family tree has been expressed
this week in all its diversity. Thank you to this very special
library for creating a village – each day has felt like a special
family picnic. Where else can we experience dance, song,
food, friends AND table tennis? In our local library! Sincere
thanks!”
Absolutely amazing. All week! We just need as Nova
Scotians / Canadians to open our eyes and our hearts!
Thank you for all your work.”
Building funding capacity is critical – beyond grants
Cultural attitudes to volunteering differ among cultures
Importance of food
Outside funders can restrict participants or spark turf wars
Negative attitudes still exist
Translation is less important than was thought – simple
English is a common bond between cultures
Developing next 3-year plan
Building funding capacity in the budget
Expanding to other branches – focusing on those with
English Language Learning programs
Citizenship preparation course
Growing volunteer opportunities
Create permanent Employment Equity positions – union
refused to accept project staff as internal applicants;
concession to include “applicants must be an immigrant
whose first language is not English” in posting for Immigrant
Services Library Assistant.
QUESTIONS
?