Lessons from the Index Results

Ray Lyons & Keith Curry Lance -- Library Journal, 02/15/2009

Because the number of star-rated libraries is large (256), we have focused on a few libraries—ones representing different star ratings, expenditures groups, and regions—to use as examples as we discuss factors influencing a library's service output: its community, its organization and funding, and its leadership and management.

The location of a library community or its demographics can have a dramatic impact on its service levels.

Columbus Metropolitan Library, OH (*****, $30 million or more), has more than 11 library visits per capita and more than 21 circulation transactions per capita. Director Patrick Losinski points out that it serves the Ohio capital, the state's largest city, home to thriving public institutions (e.g., zoo, libraries, colleges and universities, hospitals)—all beneficiaries of high levels of volunteerism and philanthropy.

Douglas County Libraries, suburban Denver (****, $10.0 million–$29.9 million), circulates almost 22 items per capita. Director Jamie Larue notes that in 1990 its population was about 65,000; today it is about 300,000. Rochelle Logan, associate director of research and collections, adds that it is a well-educated, high-income community whose residents value education and libraries (which got 93 percent approval in a recent poll).

Libraries in prosperous communities with well-educated residents are well represented in the star ratings. Several libraries in northern California's Silicon Valley are star-rated, including San José, Santa Cruz, Santa Clara County, San Mateo County, Palo Alto City, Santa Clara City, and Redwood City.

Likewise, the educational and cultural milieu of greater Boston and Cape Cod must help to account for the star ratings of Boston itself as well as Newton, Dover, Vineyard Haven, Provincetown, Osterville, and West Tisbury.

Public libraries in very small but prosperous communities—like some suburbs and many resorts—also tend to have higher per capita outputs than other libraries.

Greenwich Library, CT (*****, $5.0 million–$9.9 million), finds itself at the center of the thriving intellectual and cultural life of its town. According to Director Barbara Ormerod-Glynn, the library is regarded as one of the town's treasures. Its high level of public Internet computer usage (almost 11 per capita) suggests that users are making the most of online resources.

Grandview Heights Public Library (*****, $1.0 million–$4.9 million) is in a suburb surrounded by Columbus, OH. Its 146 library visits and 131 circulation transactions per capita indicate a “magnet” library, drawing users from beyond its service area (the population of the latter being the relatively small divisor partly responsible for the library's per capita statistics).

Orange Beach Public Library, AL (***, $400,000–$999,000), serves a Gulf Coast beach resort. According to Director Bonnie Lee, its clientele include year-round residents, summer vacationers, winter snowbirds, and a diverse foreign workforce. As with Grandview Heights, only residents make up the divisor of its per capita statistics. Yet, for example, it attracts a high level of public Internet computer use by residents and nonresidents alike (more than ten per capita).

Nonetheless, a library does not have to serve a major metropolitan area or a resort community to excel. Many libraries outside such areas also appear in the starred categories. Examples of these include public libraries in Lewiston, UT (*****, $10,000–$49,000); Neodesha, KS (****, $50,000–$99,000); Centralia, MO (****, $100,000–$199,000), and Sarah Hull Hallock Free Lib., Milton, NY (***, $100,000–$199,000).

Library service output can also be influenced by how a library is organized and/or funded.

Columbus Metropolitan Library is often recognized as a successful public library. Losinski credits that to both how the library is governed and funded. Like all Ohio public libraries, Columbus benefits from relatively healthy base-level state funding. But Ohio's unique funding approach obscures the fact that libraries are governed independently. This makes library politics easier there, because libraries don't have to compete with other public services to get on the ballot. These funding and governance advantages help explain why more than two dozen Ohio libraries are star-rated. Larue and Logan note similar advantages for Douglas County at the local level.

Like their counterparts, Ormerod-Glynn (Greenwich) and Lee (Orange Beach) say secure funding allows staff to take risks and try new endeavors, and they depend on their foundation and Friends group, respectively, for additional funds.

Beyond these external factors, service levels can also be affected by how public libraries are run and the philosophy management espouses.

Most of the library leaders interviewed point to strong customer service as one certain explanation of their library's high service outputs. Losinski credits his predecessor with establishing the customer service ethic, which he strives to maintain and strengthen. Director Mary Ludlum (Grandview Heights) attributes her library's star rating to friendly and responsive staff and warm and inviting facilities. Lee notes that the Orange Beach library is called a Cheers library because people are greeted by name. She also observes that, in a resort community, many users are local business owners who expect strong customer service. Both Losinski and Larue attribute strong library-community relationships to professional public relations and marketing staff.

Leaders also credit high service outputs to staff involvement in organizational development. Losinski cites Columbus's Lean Six Sigma (a continuous improvement process), strategic and tactical planning, and regular staff feedback to administrators. Logan notes that all Douglas County staffers are encouraged to participate in community affairs, ensuring the library a seat at the table with local agencies and organizations. Ormerod-Glynn believes Greenwich's service levels can be traced to management responsiveness to both staff and community input. And Lee reports that Orange Beach's flat organizational structure reduces barriers to staff implementing new programs and services and involving patrons in collection development.

Innovation is another characteristic associated with high service outputs. Logan credits Douglas County's user traffic to buildings that are attractive to patrons and well stocked with the latest materials in many formats. Lee reports that Orange Beach was the first public library in Alabama to offer services such as wireless Internet access and downloadable audiobooks.