Meeting Public Service Expectations by
Breaking the Service Model
Presented by Ms. Cathy Ziegler,
Director of Libraries, Plano Public Library
System; Ms. Jocelyn Baron, Youth Service Librarian, Plano Public Library System; Mr. Brent
Bloechle, Manager, Maribelle M. Davis Library, Plano Public Library System
From program
description, available on the PLA 2014 Conference site: “During the past five
years the Plano (Tex.) Public Library System has transformed its service model
to deliver a higher level of service to patrons. By repurposing the roles of
the librarians, clerks, and pages, the library has been able to provide
increased high quality person-to-person service while increasing circulation by
+900,000 (30.0%). Program attendance also increased by 29764 (+39.5%). This was
all accomplished while the library system reduced staffing by 28 FTE positions.”
Plano
serves a population of 270,000 with five branches (+1—their online branch)
There is no central location. They receive no state or county funds. The
population is highly educated and the expectations for the library are high. No
resident lives more than five miles from the library and everyone has equal
service.
In the last five years the library has reduced staff and
developed a flat organization structure. The five library managers also have
system-wide responsibilities. Following these changes, circulation went up by
30.4% and program attendance increased by 39.6%. These statistical improvements
were made possible by making better use of staff. They strongly believe that
increased programming led to increased circulation. All these changes occurred
with a reduction in staff of 14.7%, necessitated by a reduction in the budget.
A new mission statement was adapted. The system strives to provide a welcoming
and supportive environment for the community. Areas to change and improve were
identified: customer assistance, operations procedures, selection, programming,
hours of operation, and the website. Change is constant.
With the reduction in staff came a realignment of duties.
The clerk and page staff were combined into one: clerks. All employees learned
new skills and everyone works in all areas except in-depth research. The layers
of supervision were reduced. The library assistant position was eliminated.
These jobs were promoted to supervisor. The supervisory responsibilities were
broadened. All libraries are under one supervisor in each building.
Selection was consolidated to a small group based in the TS
department: two full time and two part time staff. This restructuring allowed
other staff more time for services and programs. Selection focused on acquiring
more materials for juveniles and teens, more DVDs and popular books. The focus
of selection is on what the population want.
Digital—Zinio, Overdrive, One-Click Digital, and Learning Express were
highlighted.
Many changes were made so that staff could be free to assume
additional different duties. Each library acquired a five bin sorter. That
freed staff to support other services. Using the HandyHolds process, holds went
to a 7 color rotation-a color for each day—post it notes on the spine. Renewals
were increased to five. Twenty self-checks were added along with the ability to
swipe a credit card at each self-check to pay fines. Reference and circulation
desks were combined into a single service point--Information Services. Floating
collections were instituted. All these measures help free staff so that they
are available to assist with other cervices. And they helped to improve circulation.
Available staff were shifted to new activities. Libraries stayed open longer.
Space was repurposed to provide a digital creation space at two locations. Plano local history
documents and images were uploaded and made available. Notary services, faxing,
and scanners are available at all locations.
Successful programming definitely helps boast circulation.
Changes in programming involved evaluating programming and
the community. As a result, family and educational programming were expanded
and improved. An emphasis was placed on STEAM and STEM programming. They partnered
with more community groups. They engage the public to interact with other city
departments. Suburban Dare, the 2013 summer reading program, engaged the public
to interact with the communityYou can read more about it here: http://www.dallasnews.com/news/community-news/plano/headlines/20130526-joanna-stone-plano-library-reveals-suburban-dare-program.ece
. For adult programming more technological training was offered. They have 5
book clubs and a Plano Reads blog. They also started a Lego Robotics program.
It was what the public wanted. They hold job fairs. Popular programs have
included Cupcake Wars; Candy Pizza; Ice Cream Challenge; Zombies; Origami;
Bubbles; Halloween Boo-Ha-Ha; Puppet Shows; Clowns; Polka Fun for All. The
expanded their ECRR programs. They have Readers and Wagers—reader dog programs.
The have STEAM for small groups with parents and families. They center on math,
nature, astronomy, physics, music, etc. They have a Lego We Do Junior Robotics
program for ages 7-9. They take advantage of resources available and include outdoor
spaces. They have a programming committee with people from each location. Some
libraries offer individual programs, but most are done system-wide and in
cooperation with the community. They have a quarterly 16 page brochure. All
this programming and publicity requires planning 6 months ahead. Everybody
works everywhere in the library. Adult and youth librarians work in both areas.
All staff do what needs to be done, including shelving.
They have storytime bags for parents and day cares, along
with science kits. These circulate very well.
Their 6th library is online—www.planolibrary.org.
Sixty-three staff members are engaged in some aspect of social media. Posting
is seven days/week. They have blogs, Plano Kids, Plano Teen Tumblr; Job Center; Genealogy Center.
The increase in circulation has been across the board.
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