Goals & Objectives
Mobile devices keep us connected to the Internet at all times. Our phones are mini-computers in our pocket and “provide great conveniences for our work and life” (Zhang et al., 2014, p. 1846). The goal is to provide wireless printing service to the community from any mobile device and have print release software so the user can see what they are printing before they print; this will result in fewer errors. Printing will become a self-service; the user will be able to cancel the print job or pay and print.
Description of Community
Everyone in Barren County that needs to print will benefit from this service.
Action Brief Statement
Convince library staff and administration that by offering wireless printing and a print release station, they will be providing a much-needed service to the community, which will increase library usage because the library is here to provide needed services.
Convince the community that by coming into the library for printing services, they will be able to easily print from any mobile device, which will make it easy for them to print quickly because the print job will be sent to the printer via any mobile device or from home. It will be ready to approve, pay, and release as soon as they get to the library.
Evidence & Resources
The library already uses PC Reservation from Envisionware for public computer time management by purchasing LPT One (the print release software) and Wireless Printing; the library would add a service to a product they already use. The Warren County Public Library and the Paul Sawyer Library offer LPT One and wireless printing from Envisionware.
Presentation, the Anderson Public Library, gave about Wireless Printing:
Mission, Guidelines, & Policies
The library director will write the policy, and the board of trustees will approve it. The Director will look at other libraries that offer this service and use their policies as a guideline. The new policy must go along with the current library policies, such as the Internet Use Policy.
Funding & Budgets
Adding a print release station and wireless printing will require staff training and an additional computer for the print release software. The library will also have to purchase a coin and bill acceptor and a credit card terminal. The library already has a couple of computers in storage that will be used for the print release station, and the current printer is compatible with the software. Additional staff will not be necessary; the library already has a contract with Envisionware and will only add software.
Action Steps & Timeline
As Casey and Savastinul (2007) points out, anyone affected by the change should be given a participatory role in the planning process (p. 50). Therefore the Technology Coordinator and Reference Manager will have to agree this is the technology they want to see in the library.
The Technology Coordinator will contact Envisionware for a quote and ask any questions they may have. Then the Technology Coordinator and Reference Manager will then meet to go over the quote and look at how the software works.
If the Reference Manager has any questions, the Technology Coordinator will get answers from Envisionware. Next, they will approach the Library Director with a presentation on the new software, making them aware of the pros and cons for the library staff and the community.
Once the Director is on board, they will take the request to the Library Board of Trustees. Once everyone has their questions answered, and approval has been given, the Technology Coordinator will sign a contract with Envsionware and begin implementing the new software.
The Technology Coordinator will set up the computer that will be used for the print release station. Envisionware will work with the Technology Coordinator to install the software and configure the printer. Envisionware will then train the Technology Coordinator.
From the initial start of research to getting board approval will take about eight weeks to get all questions answered and put on the agenda for the board meeting. After the Technology Coordinator has been given permission, the library will look at another six to eight weeks to schedule the software install and complete training.
Suppose the library director or board says no. The Technology Coordinator will ask why and see if they will agree to the wireless printing and the LPT One software without the credit card terminal; if there is still a “no,” they will ask about the software without the coin and bill collector. Most of that depends on the reasoning they were told “no.”
The primary staff involved will be the Technology Coordinator and the Reference and Youth Staff since that’s who oversees the computers. The ideal situation is that regular computer users will learn how to use the software. They will be able to use it without staff assistance, decreasing the time staff currently spends assisting at the computers. However, the library staff is already available to help assist the computer users and assist users in printing. Of course, for this to be successful, library staff and administration have to be on board (Casey and Savastinuk, 2007, p.103).
Envisionware will train the Technology Coordinator. The Technology Coordinator will then train the library staff, focusing on the staff that works at the Reference and Youth Desks since that is where the printing takes place. The Technology Coordinator will also create written instructions so the staff and users can easily access the information if they have issues. The Reference and Youth Staff will train users as needed.
Promotion & Marketing
The Technology Coordinator will work with the PR department to market and promote the new services:
- Post the new service on all library social media outlets.
- Post on the library’s website.
- Send out in the monthly emailed newsletter and print version.
- Post signs in the library and at the computer areas.
- Have other organizations such as the Friends of the Library post to their social media outlets and newsletters.
- Share with the local government and have them share the information.
- Include on the electronic sign.
- Include on the local cable channel.
- Let the local schools and colleges know so they can share.
Six months after implementing this technology, the library will survey the users coming into the library to use the service. “User participation” started with the planning phase by keeping up with the number of user requests for wireless printing. The library will also follow up with the users to see how they are using the new software and if they like the print release software and attend to any issues the library staff may have overlooked (Casey and Savastinuk, 2007, p.67).
In the future, the Technology Coordinator will look at expanding services by adding Scanning, Copying, and Faxing from Envisionware Library Document Station.
Casey, M. E., & Savastinuk, L. C. (2007). Library 2.0: A guide to participatory library service. Medford, N.J: Information Today.
Zhang, J., Sun, Y., Zhu, L., & Qiao, X. (2014). A synergetic mechanism for digital library service in mobile and cloud computing environment. Personal and Ubiquitous Computing, 18(8), 1845–1854. https://doi.org/10.1007/s00779-014-0798-8
It has been on my mind for a while to get an “Alexa” for my desk at the library. Honestly, if I had an actual office, not the other side of the Circulation Desk, I probably would have one. At home, we have an “Alexa” in the kitchen and bedroom, and now that my daughter is home from her dorm due to COVID, she has one in her room as well. We use her for everything: a timer, an alarm clock, to make calls, check the weather, play music, and ask her questions. We have also used her to sing “Happy Birthday.” I’m sure there’s a ton of stuff we could use her for, and we don’t. In Terdiman’s article, he tells us 41% of people feel like they are talking to a friend when they talk to their voice-activated speakers, and that is why people say “thank you” to them. All along, I thought I was the only one that did that! “72% of people who own a voice-activated speaker say their devices are often used as a part of their daily routine” (Terdiman). I know “Alexa” is part of mine.
I do think about privacy and that she is always there and listening to me. I guess I’m like all the other people and find her to be more convenient than a fear of losing privacy. My six old year has used “Alexa” since he’s been big enough to talk. In Kelly’s (2018) article, she reports there hasn’t been enough research to offer guidelines on the use of these devices and children; in 2018, the market research firm ABI predicted these devices would “be in more than 50 million homes worldwide by the end of the year.”
Kelly, S. M. (2018, October 17). Growing up with Alexa: A child’s relationship with Amazon’s voice assistant. CNN. Retrieved from https://www.cnn.com/2018/10/16/tech/alexa-child-development/index.html.
Terdiman, D. (2018, January 6). Here’s how people say Google Home and Alexa impact their lives. Fast Company. Retrieved from https://www.fastcompany.com/40513721/heres-how-people-say-google-home-and-alexa-impact-their-lives.
I always find other libraries fascinating. I like seeing things that go on in other libraries and their way of doing things. I found Dokk1 to be very interesting; just being on the waterfront is amazing; I would love that; it is a beautiful place. “Dokk1 houses the main library and the Citizens’ Services department in Aarhus” (Dokk1 and the urban waterfront). By looking at their website, you can tell “Dokk1 was designed as the library of the future” (Dokk1 and the urban waterfront). Dokk1 has many facilities with different activities and networking. It is considered a place for “exchanging knowledge and a place of opportunity, a cultural meeting place,” which I think is an excellent thing for a community (Dokk1 and the urban waterfront). Dokk1 was built with the idea of providing the community with the things they need and want.
The following core values have been established for Dokk1:
- The citizen as key factor
- Lifelong learning and community
- Diversity, cooperation and network
- Culture and experiences
- Bridging citizens, technology and knowledge
- Flexible and professional organization
- Sustainable icon for Aarhus (About Dokk1)
Dokk1 was designed with the newest technology and accessibility. They even have an automated parking facility, the largest and most advanced automated parking system in Europe.
In Morehart’s article, Dokk1 is described “as the “living room of the city,” with less focus on books and more focus on human needs, providing space for performances, meetings, children’s activities, art installations, and general public gatherings.” Dokk1 has 4,000 visitors daily and a collection of over 300,000 books and media items. The main focus is the community, and that’s the way a library should be, in my opinion.
About Dokk1. (n.d.). Retrieved from https://dokk1.dk/english/about-dokk1.
Booklets and brochures. (n.d.). Retrieved from https://dokk1.dk/english/booklets-and-brochures.
Dokk1 and the urban waterfront. (n.d.). Retrieved from http://www.urbanmediaspace.dk/sites/default/files/pdf/uk_ums_haefte_2015.pdf.
Morehart, P. (2016, August 17). Moving beyond the “third place”. Retrieved from https://americanlibrariesmagazine.org/blogs/the-scoop/library-design-moving-beyond-third-place/.
Overdue fines were waived on patron’s accounts when my library first closed due to the COVID pandemic, so patrons would be able to access the online resources. We are finally back to our regular hours, and our director thought it would be an excellent time to go fine-free permanently. Luckily, the library board agreed. We went fine-free for the same reasons Nashville Public Library and Salt Lake City Library did “to remove a barrier to library borrowing-blocked card privileges due to fines and to provide equitable access to as many patrons as possible” (Dixon, 2017). Many libraries are going fine-free, and they are seeing a massive increase in items getting returned. The Chicago Public Library saw an increase of 240% in book returns in a three-week period (Yu, 2020). We care more about getting books into the hands of children and people than we do about collecting a few cents. The fines at our library never were accounted for in the budget; they have never been part of our revenue. I have always had an issue holding a child accountable for overdue items because it’s not their fault if their parents/caregivers didn’t return the items; then, as adults, they can’t use the library because of their parents. Last week, I just had a young lady tell me she probably couldn’t get a new card because her mom had fines on her account. In the past, we have also done “amnesties in exchange for food bank items,” but it never seems like enough (Sifton, 2009).
We have not publicly announced that we are now a fine-free library; we still tell patrons we haven’t started charging because of the pandemic. There will be people in our community that will not agree with our fine-free decision. Once already since we have opened back up, an ex-board member went to pay her fines, and I explained how we still were not charging fines. She was not too pleased with that and said that people would keep books forever if there were no fines. I tried to explain that it was not the case that it actually encourages patrons to return items, but I know others will say the same thing.
I found the Fine Free Map fascinating I did not realize that many libraries were going fine-free, and we should get put on there once we announce that we are fine-free. Salt Lake City Library also stated doing autorenewals (Dixon, 2017). I am still unsure of how I feel about autorenewals, and I don’t think my library is to that point on implementing that, but maybe in the future.
Dixon, J. A. (2017, July 11). Nashville, Salt Lake City, Columbus eliminate fines. Library Journal. Retrieved from http://lj.libraryjournal.com/2017/07/funding/nashville-salt-lake-city-columbus-eliminate-fines/.
Fine free map. Urban Libraries Council. (n.d.). Retrieved from https://www.urbanlibraries.org/member-resources/fine-free-map.
Sifton, D. J. (2009). The Last Taboo: Abolishing Library Fines. Partnership: the Canadian Journal of Library and Information Practice and Research, 4(1). https://doi.org/10.21083/partnership.v4i1.935
Yu, C. (2020, July 3). Chapel Hill Public Library announces it will no longer charge late fines. The Daily Tar Heel. Retrieved from https://www.dailytarheel.com/article/2020/07/ch-library-fine-0703.
What motivates us?
Many of us probably think it is the carrot and stick approach, where either you are rewarded, or there are consequences. Daniel Pink, the author of Drive: The Surprising Truth About What Motivates Us, has another theory. Pink’s motivational theory is made of three elements autonomy, mastery, and purpose.
Let’s define these elements:
autonomy – the desire to direct our own lives
mastery – the urge to get better or develop skills
and purpose – the need to do what we do for reasons bigger than ourselves (TED Summaries, 2014)
Pink discusses different types of behaviors Type I and Type X. Type X “is fueled more by extrinsic desires than intrinsic ones” this behavior cares more about the external rewards (Pink, 2009, p. 77). Type I “is fueled by intrinsic desires” this behavior tends to care more about the inherent satisfaction of the activity (Pink, 2009, p. 77).
Pink’s motivational theory can be used in libraries to motivate library staff.
Pink’s four T’s of autonomy include task, time, technique, and team (Pink, 2009, pp. 86-108). Many of us don’t like to be told what to do. You spend your whole childhood listening to your parents, your teachers, your caregivers. Even as an adult, there are rules to follow, including being told what to do by your boss. However, once I know my bosses’ expectations, I like to work how I want to work. I want to choose which project needs my attention, understanding there are deadlines. I want to be complete the tasks the way I want to with my choice of teammates if possible. I feel that having some freedom actually does motivate me. I know my responsibilities and will get the job done, my way.
Mastery speaks for itself. We want to be better at what we do, and we keep trying until we become better; being better is motivation. Pink’s three laws of mastery include mastery is a mindset, mastery is a pain, and mastery is an asymptote. While you may never fully master the skill, you have to want to get better. No matter what your job is in the library, you should try to become better—any skill that you have you should want to improve.
Last but not least, the library’s purpose is to serve the community, to provide a service to the community. The work we do in the library and for the community should be enough to motivate us.
Pink’s elements of autonomy, mastery, and purpose look at motivation in a new way, not the traditional carrot and stick approach.
Goff-Dupont, S. (2019, October 3). 5 questions about motivation with Daniel Pink. Worklife. Retrieved September 13, 2021, from https://www.danpink.com/resource/5-questions-about-motivation-with-daniel-pink/.
Pink, D. H. (2009). Drive : the surprising truth about what motivates us. Riverhead Books.
TED Summaries. (2014, June 5). Dan pink: The puzzle of motivation. TED Summaries. Retrieved September 11, 2021, from https://tedsummaries.com/2014/06/06/dan-pink-the-puzzle-of-motivation/.
Two simple questions that can change your life. Daniel H. Pink | The official site of author Daniel Pink. (2013, July 15). Retrieved September 15, 2021, from https://www.danpink.com/2010/01/2questionsvideo/.
I started out reading Buckland’s (1992) Redesigning Library Services: A Manifesto, and there were the words “developing a strategic plan for a library’s development.” Just last week at my library, the board chairman, library director, and four managers met for the board chairman to inform us that we will be doing a strategic plan. A long story short, the director already told the managers she was unsure of why we had to attend this meeting because we would not be doing the strategic plan she would be. This comment put us in an uncomfortable situation, and it was hard to feel that we have a voice. Even when I read Mathews (2012) Think like a startup, it confirmed my ideas of thinking outside the box “we have to extend our imaginations”… “what we really need right now are breakthrough, paradigm-shifting, transformative, and disruptive ideas” (p. 1). Mathews goes on to say that “it’s the responsibility of the administration to foster and inspire” (p. 10). In my library, that is not happening; therefore, it’s hard to get managers or other staff involved when they know the administration is not on board with them having any input.
One of many things I found in the Mathews reading is “don’t just expand services, solve problems.” Another issue I am having; I live in a rural area, we don’t have a Staples store or any other office supply business. At the library, we currently do not offer scanning or wireless printing. I feel these are services the library should provide, as I am sure most other libraries offer these services, this would solve one of the communities’ problems.
I also agree with what Casey & Savastinuk (2007) said about communication “a certain level of communication is vital to workplace morale and overall operations. A team of staff members that fails to communicate with each other cannot succeed” (p. 4). Communication is another issue we have in my library. The director doesn’t communicate, managers are overworked, so they are not communicating, and other staff won’t ask the questions they need to because they don’t want to bother anyone.
These readings just confirmed what I already thought about my library; we have a lot of work to do.
Buckland, M. K. (1992). Redesigning library services: A manifesto. American Library Association.
Casey, M. E., & Savastinuk, L. C. (2007). Library 2.0: A guide to participatory library service. Information Today.
Mathews, B. (2012). Think like a startup.
Hello Everyone! My name is Angelina Clark. I live in Glasgow, KY. I finished my Bachelor’s degree in Library Informatics with a minor in Management from Northern Kentucky University in 2018. I have two children a 20-year-old daughter who attends Western Kentucky University and my little guy who is six.
I am the Circulation Manager / Technology Coordinator at the Barren County Public Library. I have worked at the library for 22 years; I genuinely enjoy my job. I started out working in the youth department at the age of 15; after graduating high school, I became full-time and transferred to the reference department; now, I am the Circulation Manager and Technology Coordinator. Other responsibilities and duties have included being Interim Director. I also have some cataloging experience and participated in inventory (books, furniture, and equipment). I’m in charge of interlibrary loans, prepare and make weekly bank deposits, oversee all bank accounts, and am the go-to person for everything, but I wouldn’t want it any other way!
I don’t have much time for anything other than school, work, and my kids. I am very active in my church, and my little man plays sports, so I am very involved in little league.
My goal has always been to get my MLIS, so here I am. I have two classes this semester, one class and the e-Portfolio left for the spring, and I will complete the MLIS program. My career goal is to one day be a Library Director.
I chose this course because I had Dr. Stephens for a previous class and enjoyed it so much!
I look forward to getting to know you all and work with you.