Changing times, changing roles

A recent article reiterates the message that a public library is more than a collection of information sources. Dauntingly titled Estimating Library Efficiency Using Stochastic Frontiers it is principally a study of public sector cost efficiencies using public libraries as the test subjects. Summarizing his research, author Jeffrey Hemmeter draws a resonant distinction between the services provided by small town libraries and those, such as the Otis Library serving larger, urban audiences: “Libraries in different settings perform different functions…a library in a small town may focus on books and magazines, while a library in a large city may focus on its role as a community resource for culture and the arts with a lecture series or other events.” There is an equally noteworthy impact on cost efficiencies, attributable to the multifaceted functions a larger institution serving a heterogeneous population must perform: “it is possible that the larger the population, the more services libraries need to perform, decreasing the efficiency measured by the variables in the model.”

Despite the awkwardness of the language-and the arcane mathematics involved-the points made are salient to this library’s role in the community. This library is not an island, and while we can offer a respite from the frenetic pace of life outside our walls, we are not immune to the affects of social problems, economic hardships and pressures generated externally which may affect efficiencies. If we see a change in populations served, as we do now with a growing number of unemployed and possibly homeless youths, age 16-24, we have to act on that knowledge. If constituents need a location in which to perform community service, court ordered or otherwise, we will accommodate that need. If we need to adapt fines on materials to help patrons in straitened financial times, or work with new Americans who need library cards we will explore the options. If more family groups now spend longer periods of time at our programs, request more programs, or simply use the library for extended periods, we have to address the issue or opportunity. By Hemmeter’s yardstick, efficiency is also affected by the energy expended in accommodating the growth in Internet use-61% for adults, April of 2009 vs. April 2008-and incoming interlibrary loans, which increased 62% between April 2008 and April 2009. Finally, the library must help fashion solutions to problems seemingly unrelated to its operation. For example, during the winter, many folks waiting for the Buckingham Shelter to open patronize the library between 5-7 p.m. Come next fiscal year, as a result of financial constraints, that option will disappear on 2 week day nights. While it is not, strictly speaking our responsibility to design a solution, we have an obligation as a center of community activity to help craft a response in collaboration with the Department of Social Services, and St. Vincent De Paul Place. This is part of our role as a community center.

In summary, the roles and responsibilities of a public library evolve to meet the needs of the community it serves. In the case of the Otis Library, that now includes services quite unlike those associated with libraries in less dissonant times. It also means in the foreseeable future addressing demands and responsibilities with fewer resources, fewer staff, and fewer dollars and materials to draw on. That too is reflective of the times we live in.

It is in the figures!

Hard times influence the library, and the results are in the statistics. 2009-2010 reflects further substantial growth, better even than that experienced in 2007-2008, which was a very good year. Total circulation, numbers of new patrons requesting library cards, and Internet use all show increases when compared to March of 2008. For example, adult computer use grew by 85%, while inter library loans to other libraries grew by 54%. The most recent report from the Connecticut State Library enumerated inters library loans from Otis Library to 73 libraries statewide between March 1 2008 and February 28 2009. To these 73 institutions we loaned 19,208 items versus 15,536 for the comparable period in 2007-2008. These are impressive figures, and validate the centrality of the library to our community.

The paradox here is that while we are needed even more when fiscal distress leads to straitened personal circumstances, we, like other departments in Norwich, will have fewer resources to work with. The forthcoming fiscal year, 2009-2010, and likely the one following that will feature diminished funding for many types of municipal functions. The figures are there in the City Manager's proposed budget, which can be viewed on the Norwich city home page. These are the results of an agonizing process, reflective of the severity of the problem. Taking a longer view, conditions will improve, and we will approach the future determined to provide exemplary service to the citizens of Norwich. That is what our constituents deserve regardless of circumstances.

Hard Times

Today's Norwich Bulletin and New London Day feature articles on the proposed closing of the YMCA in Norwich. Whether is is directly related to the current flaccid economy is unclear-at least to me-but it is a tragedy. There have been innumerable stories on individual fiscal pain and suffering. We are all aware of the financial condition of the city, that austerity is the current mantra, and that the results of the forthcoming city budget are likely to be more portentous than many citizens currently realize. The closing of the YMCA has far reaching, decidedly negative ramifications for every strata of society in Norwich. Despite some obvious differences, it, like the library is a community center with programs and resources essential to community health and well being. I sincerely hope that we-individuals, government, foundations-can identify and cultivate the resources necessary to resuscitate and stabilize this community keystone.

More updates

It is snowing heavily, periodic wind gusts are filling in several of the areas I recently cleared. Hardly a day for outdoor activities, but a good time to catch up on my blog entries. As described last month, we have embarked on a new program designed to help some of our patrons reenter the work force. The first week has just ended, and from my perspective it is going very well. Both gentlemen assigned to the library are excellent workers. They are willing to undertake almost any task requested of them, and complete it in a timely and thorough fashion. I am hoping that a successful first installment will help ensure steady funding for this collaboration between the library, the city Department of Human Services, The YMCA and St. Vincent De Paul Place. While the results to date are gratifying, my particular frustration is the knowledge that there are other potential candidates who cannot be placed because of the paucity of funds. Perhaps we can rectify that situation.





We have two students from Norwich Free Academy preparing to start community service projects at the library. This is a wonderful opportunity to introduce young adults to the library, and also allows us to implement some further audience research. In particular, we could use more information on the methods of transportation employed by our patrons. Based on the results of our last two survey, there are noteworthy differences between those who drive and those who use public transportation or walk. Initially I would like to illuminate the percentages using various forms of transportation, and adduce more about the different uses made of the library. Some of these differences were revealed by the responses to the earlier surveys, but there is more to be learned. What we learn is also valuable for designing programs and events scheduling.



I also hope that readers of this blog are following the changes made to the library's web page. We have added photographs from recent events, including a packed forum on health care sponsored by Congressman Joe Courtney and a highly successful reading by author Wally Lamb. Please consult our home page for forthcoming programs and vignettes from recent events.

Meeting other community needs

The Otis Library has evolved beyond its traditional role as a repository of information, and is more appropriately described as a community center. One responsibility that implies is identifying community needs and addressing them, either alone or preferably in collaboration with other city agencies. In the near future we will introduce another program reflecting a collaborative solution to an existing problem. Working with the Norwich department of Human Services, the St. Vincent De Paul Center and other cooperating group we will launch a job training program for members of the city's homeless community. Participants will attend training sessions on job related skills, and then put those skills into practice at various sites, including the Otis Library.We want to encourage some of the basic skills-punctuality,customer service, taking supervision- absolutely essential to job performance and productivity. Our hope is to make this a first step on the path to employment for one segment of our constituency.

More Analysis Results

Another part of developing accurate portraits of our audiences is determining when they use the library. In conjunction with the two surveys described below we also conducted an hourly assessment of attendance Between November and January. These statistics were taken directly from the counter embedded in the security gate at the entrance to the library atrium. The preliminary results show a modest start to most days, between 60-80 patrons in the first hour, with a gradual rise during during the day, and especially heavy use between two and six p.m. and a gradual downward slope until closing. The probable reasons for the ebb and flow? Plausibly, attendance increases after the St. Vincent De Paul Center conclude its noon time meal service, school is dismissed, and the work day ends. As the evening wears on, some patrons are ensconced at home, others are availing themselves of overnight shelters, and those here to do homework have completed that exercise. Fairly prosaic results, certainly nothing unpredictable, although I would like to conduct assessments during each season to identify any meaningful changes. Also, the characteristics of patronage are helpful in making decisions on a number of matters: when to schedule programs, when to schedule staff in various departments, and when our security officers need to be on site. It is the sort of information, which in combination with patron surveys will allow us to provide exemplary services to our public.

Survey Results

Survey Overview

During late 2008, the library conducted two patron surveys. I thought this might be a good time to share the results of these assessments with you, and describe some of the general conclusions we have drawn. The first survey was conducted on site on weekdays in October and November and consisted of 52 patron interviews equally divided between males and females. The second, completed between November and December was distributed electronically, using the same Constant Contact program employed in disseminating our newsletter. One hundred and ninety-six newsletter recipients responded, of whom almost 70% were female. The results illustrate the range of patrons served by the library, their attitudes towards several aspects of our operation and services, and their overall assessment of our collections and resources. In this abbreviated format, I focus principally on differences in audiences, types and frequency of usage and a few related questions. Although the questions occasionally differed from one survey to another, the general outline and goals remained constant. We wished to know more about patron perceptions of the library, how they viewed and used it, and what strengths and weaknesses they had observed. The results will help inform future decisions on a range of topics from material purchases to programming and marketing, and complements the work being done to implement the results of the board and staff retreat.

The surveys identified two generally distinctive audiences, albeit with some common characteristics: Over 70% are Norwich residents, and similarly high numbers have a library card. Both groups cite borrowing and returning materials as a reason for their patronage. Forty-seven percent of on line respondents referred to borrowing or returning materials as a reason for visiting, while 44% of on site visitors reported similarly. However, from that point the differences manifest themselves. One group, interviewed on site, consists of frequent users who require access to our technology and collections and rely heavily on our public computers. A full 73% of those responding to the on site survey reported using the library at least once a week, and 33% listed computer use as a principal feature of their visit. The second general group, those who responded electronically, is less likely to visit every week (21.1%), and more inclined to visit every 2-3 week, (25.2 %), or every month (17.5%). Generally, this latter group does not need or use the public computers-only 3.6% cited that as a reason for visiting the library- and is principally interested in selecting, ordering, and retrieving materials from the collection or from interlibrary loan. Given the low numbers drawn to the public computers, and their on line responses, it should be no surprise that 95.5% of electronic respondents had a home Internet connection.

Onsite visitors were more often younger, frequent users, without access to other computers, while those responding to the online survey were older, and female. In fact, the respondents to the online survey were overwhelmingly female (69.8%) and in reference to age, were predominantly between the ages of 46-55 (23.4%), and 56-65 (23.9%). In October/November, 15% of the on site respondents were 13-15, 19% 26-35, 15% 36-45, 19% 46-55, and only 8% between 56-65.

Other noteworthy differences also reflect distinctions in library use. Those interviewed in the library were far more likely to refer to use of the Young Adult area (29%), bringing someone to the library (27%), use of the children’s department and programs (21%), and studying or reading (19%). By comparison, percentages for on line respondents were Young Adult (4.1%), bringing someone to the library (6.8%), use of children’s department (5.5%), and studying or reading, (6.4%). While both groups were inclined to return and check out materials during a visit, the on site patrons were more likely to linger and read magazines (19%) than those on line (4.3%). Onsite respondents were also far less likely to use the library’s home page than on line users. Eighty percent of the online patrons said they had visited our home page; only 30% of those on site gave a similar response. The home page contains information on programs, hours, and links to numerous resources. Further analysis might clarify whether the on site users are focused on a particular form of use, have a predetermined agenda for the use of the computers or find the library’s home page deficient in some way.

Reactions to programs and services

Sharp differences also surfaced in the reactions to various elements of the library’s operation. While it is not necessary to enumerate each category of question, there are several which deserve further comment.

As with the general reactions, there were areas of consensus encompassing both types of users. Commenting on the library facilities, electronic and on site respondents both lauded the building. Fifty-two percent of on site respondents were very satisfied with the results of the building program, while 37% were satisfied, and 61% of on line respondents found the facility very much to their satisfaction and 31% expressed satisfaction. The library’s location drew strong general support from on site respondents, with 44% expressing strong satisfaction with the library’s location, and 23% being satisfied. However, among the on line users, 29% gave the site a very satisfactory rating and 33% evinced satisfaction. In contrast to on site users, of whom only 4% expressed dissatisfaction with the location and none responded as very dissatisfied, 7% of on line users found the location dissatisfying, and 11% were very dissatisfied with the downtown site. Additional comments offer some insights regarding the reasons for these less enthusiastic responses. Commentators noted the lack of adequate parking, which is a frequent anecdotal explanation for infrequent use, and expressed a generalized unease with parking and conditions downtown. Interestingly enough no discomfort about use of the library itself surfaced.

Regarding parking, 38% of onsite respondents were either dissatisfied or very dissatisfied with the availability of parking. That is not a comforting statistic, but even less inspiring is the 59% of the electronic respondents who expressed dissatisfaction or strong dissatisfaction. Add to this the presence of a transient population, and the combination has the capacity to foster a generalized sense of discomfort.

In counterpoint to this, there is a sizeable group of residents for whom these factors are not deterrents. Among the follow up investigations worth pursuing is an assessment of how patrons reach the library. How many, for example, use public transportation, how many live within walking distance, how many drive and what impact will the relocation of the transportation center have on visitor traffic. For those patrons who do use the library remotely, and plan their visits to pick up and return materials, what technologies will make electronic access even more attractive and enhance the usefulness of the library. Also, apropos of accessing the library, will more parking actually result in a meaningful growth in patronage, or is the answer more and better electronic access, and/or better public transportation? Regarding the general downtown environment, we must work with city officials to create an ambiance in which appropriate use of the library and environs is courteously but firmly articulated and enforced. We also need to participate in programs that address and alleviate social problems. Ultimately, our goals is to create conditions in which patrons, regardless of circumstances, will find downtown Norwich a safe and comfortable destination and experience.