CHANGING DIRECTIONS

1. CHANGING DIRECTIONS Metlib 2014 Auckland New Zealand Judith Hare Challenges, Strategies and Techniques

2. COMMUNITY-LED LIBRARY SERVICE 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

3. INSPIRATION FOR CHANGE • “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

4. PIVOTAL MOMENT IN THE LIBRARY’S EVOLUTION • 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…

5. FORMING A TEAM Director of Public Services Director of Branch Services Manager of Diversity, Literacy and English Language Learning (ELL) Branches Manager of Community Development

6. TESTING WHAT WE LEARNED • 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…

7. ALIGNING THE VISION WITH STRATEGY 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

8. NEW MISSION 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?

9. PUBLIC CONSULTATION

10. RESULTS

11. PREPARING EMPLOYEES FOR NEW ROLES • 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)

12. REVISIT, RETHINK STRUCTURE 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

13. NEW STRUCTURE Director of Community Engagement Manager of Diversity and Accessibility Manager of Community-Led Service Branches

14. FROM RULES-BASED TO RULES-LITE 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

15. METHODOLOGY TO IDENTIFY SERVICE BARRIERS 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

16. RESULTS • 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

17. PUBLIC USE OF FACILITIES POLICY(first to be addressed) 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.”

18. PUBLIC USE OF FACILITIES POLICY(first to be addressed) Only 3 specific unwelcome behaviours were retained • Soliciting, canvassing, unauthorized selling • Use of strong scents and odours • Unreasonable noise

19. EXAMPLES BEFORE • Bringing animals into the Library except to assist people with a disability or in an authorized program • 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. AFTER • Service animals and animals in authorized programs are welcome in the library. • Dropped entirely – in an era of mobile technology, this seemed unreasonable and is covered under the general unreasonable noise provision.

20. OPENING DOORS PROJECT “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

21. WHY KESHEN GOODMAN? • 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.

22. THE PROJECT TEAM Sohelia Hashemi (Iranian – Farsi) Youmei Chen (Chinese – Mandarin) Heather MacKenzie (Manager, Diversity & Accessibility) Huwaida Medani (Sudanese – Arabic)

23. 100% COMMUNITY-LED PROJECT • Community Advisory Group and sub committees of immigrants and agencies

24. THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS • Women’s Knitting Group

25. THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS • Multi-lingual computer classes

26. THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS • Outreach visits

27. THE RESULTS – PROGRAMS NAD COMMUNITY CONNECTIONS • The Art of Belonging

28. IMMIGRANT CULTURAL SHOWCASE Connecting people, enriching communities, inspiring discovery

29. COMMUNITY SHOWCASE

30. INTERNATIONAL DELICACIES

31. ARTS AND CRAFTS

32. CULTURAL TRADITIONS

33. YES – THERE WAS PING PONG IN THE LIBRARY

34. BRINGING PEOPLE TOGETHER

35. CELEBRATING CULTURE – THE LIBRARY AS “GLOBAL VILLAGE”

36. THE LIBRARY’S BHUTANESE COMMUNITY

37. COMMUNITY RESPONSE • “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.”

38. COMMUNITY RESPONSE • 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.”

39. COMMUNITY QUILT PROJECT

40. WHAT THE LIBRARY LEARNED • 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

41. POST PROJECT – BUILDING SUSTAINABILITY • 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.

42. THANK YOU QUESTIONS ?