Final Report available at:
http://wpl.winnipeg.ca/library/pdfs/WPLIRSStudy2012.pdf
Presented by:
Peggy Walshe (Libraries in Transition)
Theresa Lomas (Winnipeg Public Library)
Presented by:
Theresa Lomas (Winnipeg Public Library)
Why WPL needed to look at Information
and Reference Services
 Declining Information and Reference Services stats
 Do we respond in the most efficient and customer
responsive manner to customers’ information needs?
 Concern about relevancy- are WPL’s Information
services proactive, constantly evolving, meaningful?
And......
• Concern that
we were
employing a
fairly
traditional
model for
Information
and Reference
services
Why a Consultant?
 Who would have the time to do the work necessary for a study of
large scope?
 Have someone with fresh eyes examine current practices and
make recommendations
 Neutral person- staff and public may be more honest with a
neutral, outside party
 Success of previous studies- we’ve hired consultants for other
studies (Materials’ Selection Process Study, Needs Assessment
and Report on Library Services with Aboriginal Populations
Living in Winnipeg) and the results have been extremely
valuable.
RFP for Consultant
 RFP for consultant sent out February, 2012 and
awarded March, 2012.
 Peggy Walshe (Libraries in Transition) won bid. Her
team also included Stan Squires and Associates and
Monteith Brown Planning Consultants.
Timeline of Project
 Work began in April, 2012
 Interim report with Executive summary due May 18,
2012
 Final report due August, 2012.
 Presentation of final report to WPL staff and WPL
Library Board September, 2012
Library Staff Involvement
 WPL Library Board- Board member on Steering
committee, participated in focus group, survey
 Steering Committee (1 Library Board member and
Management committee members)
 All other levels of staff as needed for input,
information, branch visits, participation in meetings,
focus groups, surveys
Presented by:
Peggy Walshe (Libraries in Transition)
Scope of Study
Evaluate Info/ Ref services
from a customer service
perspective
Evaluate Interlibrary Loan
service
Evaluate E-ref service, look
at Virtual Reference
Evaluate print based
information and reference
resources
Evaluate on-line
information resources,
providing direction
How can WPL use new
technologies in the
provision of Information
and Reference service
Examine physical layouts of
Information/ Reference
desks, and areas,
considering desks suitable
for customer friendly
service.
Branding and Marketing of
Services (Signage, print
based materials)
Staff Training- Tech and
other
Our Approach
Not just from a Library-specific
perspective.
We also examined:
How people get their information
Why they need information
What are their sources/ our competition
What are the factors that impact how people use their
libraries
Methodologies
 Research in library trends
 Community profile of Winnipeg
 WPL’s performance indicators and services
 Stakeholders- Library Board and WPL staff through focus
groups, survey, meetings, and public through surveys and
town halls.
 Recommendations
Research and Trends
CRITICAL THEMES:
Customer Service is still #1!
Technology
Marketing
Staff and Public Training
Highlights from Research:
Chicago Study
Chicago Metropolitan Library System. Best Practices for the
Customer-Focused Library. New York: Envirosell Inc, 2008.
People spend less time in the Library
2/3 of visitors didn’t know what they wanted prior to arriving at Library
Directional help eg stacks, most important
Effective signage is critical especially for older population
Older adults are less interested in the computer area, self check out or
Library’s website
Multimedia collections and computer area in the Library are the most
frequented areas of the Library for the younger population
The Chicago Study concluded:
 People are busy and want convenience. Anything they
want should be accessible at first point of contact.
 Although people are more self-directed, many just
want the information, not a training session
 Library needs to lose the jargon
 Library is still an attractive destination- needs to be
made simpler, accessible and open
Highlights
from our
Community
Survey
Received 438
responses with
a completion
rate of 83%!
Winnipeggers
want more of
EVERYTHING!
Winnipeggers
LOVE their
Library!
Top 5 Services
used at WPL
• Borrowing print
material
• Accessing the Library’s
website
• Access the Library’s
catalogue
• Borrowing DVDs/
other multimedia
resources
• Accessing the Internet
or using computers
In the area of Information
Services specifically
 55% of respondents had used Information Services in
the past year
 31% had used Interlibrary Loan Services in the past
year
 21% had used Readers’ Advisory in the past year
Cited reason
for non-use of
the Library?
Alternate sources
of information!!!
AREAS FOR IMPROVEMENT??
USERS SAY…….
 More marketing, using both traditional marketing vehicles
as well as social media
 More print books and more ebooks
 Better hours
 Improved website
 More programs, events or workshops
Consultants’ recommendations
 Blended Customer First service available at all service







points
More open, welcoming decluttered spaces
More aggressive weeding
Step up migration to e-products
More etools and apps to assist staff and users alike
Increase staff training--technologies and e-resources
Enhance marketing!
Streamline the capture, kinds and analysis of performance
indicators across the system
Or, The Busiest Year Ever!
Presented by: Theresa Lomas (Winnipeg Public Library)
First
thoughts:
•
We were on the right
track- needed to
make changes to the
delivery of
Information and
Reference services.
•
Follow-through
needed. We wanted
to ensure that
results of study were
utilized, not just
shelved.
•
Report gave us
tangible action
items to work with.
Organizing themes from the study
The action items were organized into the following
broad themes:







Information Services
Customer Service
Technology
Collections
Facilities
Human Resources
Marketing
Each theme was spreadsheeted in
Excel...
Steering Committee
 Steering committee met regularly late in 2012 to assign
areas of responsibility and timeline to EACH action
item from the study.
 Though this took several months to complete, it was
well worth the time as it meant that all items were
tracked and updates noted.
 Steering committee still meets regularly to discuss
updates and keep work on track.
Action Plan
 Important for staff to know that work has continued
out of the study.
 In March, 2013 an action plan was sent out to all staff,
organized thematically, that outlined action items,
area(s) of responsibility and timelines.
Change
Initiative
Coordinator
•
In March, 2013 an
announcement was
also sent out
regarding the
secondment of a
staff member for 6
months to be a
Change Initiative
Coordinator, who
was tasked with
implementing
several initiatives
from the action
plan.
Information Services
 Examine current delivery of e-reference service and
investigate the feasiblity of partnering with academic
libraries to deliver Virtual reference. (In process)
 Standardize performance measures in how we collect
information about queries. Have consistent definitions,
explore electronic options, explore whether day-to-day
measures required. (In process- will be trialing Gimlet)
 Undertake a cost-benefit analysis of the ILL service and
determine whether service should be maintained. (In
process)
 Implement reference interview training, refresher and
ongoing. (In process)
INFORMATION
SERVICES
Roving
reference
Implement a
roving reference
model in all
branches.
(Pilots in June,
September)
Customer Service
 Offer courses in customer service training as relevant and
available. (ongoing)
 Implement a branded ‘Ask Me’ model which blends Adult
and Youth Services Information and Reader’s Advisory
throughout the system, with clearly branded signage and
nametags. (In process)
 Develop a system for cross-training staff in information
service units for staff to get experience working in other
areas. (more research required)
Customer Service
• Gather feedback from front-line staff regarding changes that
would lead to a more customer focused experience for our
patrons. (Completed)
Customer Service
 Post user satisfaction surveys that evaluate ‘Ask Me’ service and
customer service. Purchase Counting Opinions LIB-SAT product and
share results with public. (Launching LIB-SAT July 1).
Technology
 Implement the Library Cafe on the Courtyard for ALL staff.
(Completed.)
Comment from a staff member on the Library Cafe:
On a side note, and I don't think I'm the only one to express this, I think it
is great that tips for fellow co-workers and issues and concerns can be
raised and addressed here in The Courtyard. Thank you virtual services! I
also think that it is great that even though we all may have different opinions
it is only because everyone wants to provide the best customer service we
can.
Technology
 Create a library team of forward-looking, dynamic staff to
deliver training across the system. (Completed)
 Provide refresher courses in basic computer skills, database
training and library catalogue as required. (In process)
 Ensure that training is delivered via various methods,
including Courtyard, Libnet, webcasts, mentoring,
quarterly workshops, external training. (ongoing)
 Partnerships between Virtual services staff and staff from
across the library, working on committees, working groups,
advising, developing new services and programs.(ongoing)
Technology
 Develop tech kits for use by staff that include a variety of e-readers and
mobile devices, with documentation. (Completed)
Technology
 Explore the feasibililty of providing distinct
downloading stations for e-books at each location.
(Researching)
 Revise CSP (Computer Support personnel) training
program for staff in technology equipment
troubleshooting. (In process)
 Ensure more space is allotted for Information
Technology, connectivity and space for laptops as
facilities are replaced and renovated. (ongoing)
Collections
 Create teams to weed circulating items across system,
with a focus on non-fiction. Create open, more
welcoming spaces for patrons. (ongoing)
 Migrate to networked e-res0urces more quickly to
minimize/ eliminate the purchase of print versions.
(ongoing)
 Examine the following collections, weed and
recommend optimal size: Reference, Stack Reference,
Indexes, Canadiana, Reference Periodicals, Vertical
files (In process)
Facilities
 Examine current hours of opening and explore alternate
hours of operation. (ongoing)
 Evaluate service desks at all locations and come up with a plan
to ensure that desks meet the needs of a changing service
delivery environment, declutter desks. (In process)
 Remove shelf barriers from behind certain desks at MILL as
these barriers impede sightlines and customer service. (In
process)
 Implement the ‘one desk’ model as a pilot at the Fort Garry
library for more wide spread implementation across system.
(Fort Garry renovation started May 13 and finished Sept
2013, includes ‘one desk’ plan)
Human Resources
 Revise job descriptions throughout library system with
priority given to customer service competencies.
(Completed)
 Realign staff to secure a permanent position in Virtual
Services. (Completed)
 Update Information and reference skills tests,
blending Children’s, Young Adult and Adult. (In
process)
Human Resources
 Identify technology skill sets necessary for library
positions, aligning these with job descriptions. (In
process)
Marketing
 Market the expertise and knowledge of staff in the area
of Information services (ongoing)
 Continue to develop special, up-to-date handouts and
web pages on the use of the Library’s catalogue,
computers and equipment. (ongoing)
 Create new location map at front of Millennium with
corresponding print material as well as updated
handouts for all locations which shows key collections
and services. (in process)
Marketing
 Standardize signage throughout the system which is
branded and professional. (In process)
Staff Implications
 Some staff have a difficult time with change- and we
need to communicate with staff and provide a forum
for them to communicate on the Courtyard.
 Reassure staff that there were no ulterior motives for
study (ie. staff reductions). We just want to be more
efficient and relevant!
 Need to move ahead with changes, especially with oped pieces and commentary in media that libraries
aren’t needed anymore. If we don’t change, then we
are going to become obsolete.