Is image important?

A case study: Darwin City Council Libraries (DCCL) revitalised

Viki Chmielewski, manager library services, DCCL

Community expectations of public libraries continue to change - libraries have to remain relevant and compete with other activities and entertainment. Raising the profile and image of libraries is crucial to be recognised as a professional and valued community asset.

Over the years council's public library service has had a number of names, none that has truly reflected and indicated who provides the library service to the people of Darwin, hence the name change to DCCL on 1 July 2004.

At DCCL we have had to rethink what we do and how we continue to attract people to use our libraries with a shift in attitude and approach necessary by staff. Library staff at DCCL have enthusiastically, actively, cautiously, apprehensively and energetically embraced changed roles, developed appropriate new skills, critically evaluated the image presented and become more retail focussed.

This is one way and our experience.

DCCL is a public library service provided by Darwin City Council with assistance from the Northern Territory Government (NTG). The staffing component is 40, 26 full-time and 14 part-time staff who work across four libraries. One library service is delivered from four separate sites with a number of functions and services centralised - Casuarina, Nightcliff, Karama and City libraries.

DCCL have a clearly articulated purpose and mission statement.

Darwin City Council statement:

Role:
The primary purpose of council's library service is to provide all residents of Darwin with:

• equitable access to information
• the opportunity to pursue individual lifelong learning
• the ability to enjoy recreational interests
• safe community spaces

So they are able to achieve a desired quality of life and take an informed role in the community.

Mission statement:
Darwin City Council libraries are committed to delivering a dynamic, different and divers public library service which promotes and supports the lifelong learning needs of our community.

The project:
For a number of years DCCL staff have worked towards enhancing our image, increasing community awareness and use and in doing so employed a variety of retailing techniques with some success. This was not always well planned, organised and resourced, requiring a more intense and coordinated approach. As a multi-site library service the challenge is to present a consistent and recognisable look and feel across the four libraries so they are easily identified as part of the one organisation. A number of issues impacting on our image were identified and addressed as part of the project.

Uniformity of signage and branding was a significant factor with key strategies tackled: external, key areas, directional and collections and other promotional, eg sandwich boards.

About this time last year, DCC received additional and unexpected operational funding from NTG. Staff identified part of these funds as a means to revitalise the library service and achieve outcomes quickly that had previously been identified, specifically, a coordinated approach to branding, marketing and promotion with an overall improvement in image.

A report was presented to and endorsed by Darwin City Council outlining a comprehensive and holistic plan that included a name change, new logo and the inclusion of a slogan. Updating signage, brochures, library bags, staff name badges, promotional merchandise, library cards, staff uniforms, stationery and TV advertising were all part of the overall plan.

Work commenced and several council meetings later, the new name, logo and slogan was endorsed at the end of February this year and 1 July 2004 determined as the launch date of DCCL. During this stage staff consultation took place, but ultimately final decisions made by council.

The new logo incorporates a slogan: learning living leisure. Library staff felt strongly about presenting an image that specified what the libraries actually offer our community. We believe LLL says it all and has application for everyone, whether a babe in arms or one of our elderly housebound patrons.

The process:

During February a small working party led by myself was formed with representation from all libraries and levels of staff. The staff were volunteers and in their daily work have a variety of responsibilities and roles. At the time, four months seemed ample to achieve this change, however on 14 June 2004 library staff were not convinced.

The revitalisation team met regularly, initially fortnightly, then weekly and now monthly as some finalising of tasks is still required. Immediately the group considered the allocated budget $40 000, determined outcomes to be achieved by 1 July, identified and allocated tasks with set deadlines.

The responsibility for each member of the group was to liaise and report back to their specific library teams and to bring feedback and suggestions. This process was extremely effective and allowed for all staff to participate - we have used this model since on several other projects.

I also visited team meetings to discuss the project and provide clarification on some issues. On occasion staff who were particularly interested in a specific aspect or had expertise in an area attended the meetings.

Simultaneously on 1 July DCCL implemented new membership conditions that included changed access to the internet. As this required separating our staff and public networks, liaison with DCC IT staff was crucial, in fact IT staff worked until late on 30 June 2004 to ensure this was completed and all access fully operational.

Decision-making:
The revitalisation team made decisions on behalf of all staff, a process where trust was crucial. Although not all staff may agree with all decisions, there is an expectation that any decisions are fully supported and implemented. The working group had some interesting and lively discussions - generally consensus was reached. A number of issues were thrashed out, with suggestions to be considered and at times adjustments made.

The group had several face-to-face sessions with a graphic artist to determine the design and layout of crucial and essentials documents - from then on discussion and final decisions were conducted by e-mail.

The choice of uniforms was another interesting and quite time-consuming task. As the team consisted of a variety of ages, shapes and sizes all members were involved in the decision making. After spending some time looking at and trying on a variety of styles and colours several options for women were decided upon with a complementary men's shirt identified. Staff have one corporate shirt to be worn at special events and when out representing and promoting our libraries.

Throughout the project, multiple tasks were ongoing and only through regular communication and meetings were these achieved.

Early in the project planning on the launch commenced, booking the Lord Mayor and agreeing on the format of the morning. 120 people attended our celebration, many of them regular library patrons.

What has been the effect since 1 July 2004?
Over the past two financial years, our loans have increased by approximately 25 per cent to over 500 000 loans in 2003/2004.

July 2004 was extremely busy, issuing new library cards and updating patron records. Staff were disappointed with a minimal decrease in loans, 0.08 per cent, compared to July 2003. In August 2004, a minimal increase in loans was experienced, 0.02 per cent, compared to August 2004.

There has been an increase in use of the internet, with people not formerly members joining and borrowing items.

What are patrons saying?:

Generally positive comments have been received:

• Like new library card
• Appreciate free internet access for members
• New library bags - more environmentally friendly, value for money, good size
• New booklist is fantastic
• Recognition and understanding that libraries are part of DCC
• Favourable comments re staff shirts

What are staff saying?:

• Fresh feel
• Good morale and team spirit
• Individual pride
• One library service - four delivery points, more consistent and coordinated approach
• Favourable comments re shirts
• More recognition that library staff are DCC staff

Who did we work with?:

• Graphic artist
• Sign writing company
• Planet Ark
• Commercial printers
• Promotional materials supplier
• Uniform supplier
• Public affairs manager - DCC
• DCC IT section
• TV salesperson and producers
• Library card supplier

What was challenging?:

• Overall management and organisation
• Reliance on external goods and service providers
• Remote communication with some companies
• Assumptions were made that suppliers fully understood our requirements
• Timing of all aspects to culminate on 1 July 2004
• Finding reliable and professional companies

Were there any anxious moments?:

Getting it all to come together in the last month.
Library cards: freight costs high.
Signage: Not all internal signage was installed for 1 july 2004 at all libraries, internal at Casuarina was incorrect, too small.
Uniforms: Finally delivered to my home two days prior, incorrect style received and some sizing issues.
TV ad: one segment filmed only a few days before going to air. We wanted to see the final product with enough time to have any necessary changes made. Timeframe too tight for DCCL.

What is still challenging?:

• New terminology. eg, answering the phone correctly
• Tidying up all loose ends and outstanding tasks, eg signage, uniforms, gaps in brochures, documenting guidelines and decisions
• Identifying where our name change is still required
• Adjustment to internet conditions of use
• Additional promotional material necessary
• Ensure documentation is current - processes and procedures
• Continue to maintain and improve library buildings
• Ongoing staff development and training
• Enhance and improve displays
• Ensure standardisation and coordination continues

Would we do it again?:

If necessary, yes, but keep in mind the difficulties faced, particularly ensure that our specific needs were fully understood and no room for assumptions to be made.

Are we effective in achieving successful outcomes as a team?:

Yes

All staff are to be congratulated and acknowledged for their individual and collective efforts.

Are we satisfied with our success?:

Yes

What next?:

Recently the appointment of a project officer to the libraries will allow for further development. Her role is essentially to co-ordinate promotional and marketing activities, to investigate sponsorship and partnership opportunities and quality control of publications, brochures and promotional materials. This position is a limited tenure until 30 June 2005, so a concentrated effort is to be made in this area with what we hope to be great successes and foundations laid for the future.

Is Image important?:

DCCL believe so. Time, money and effort has been invested into implementing a co-ordinated and shared image for the library service at Casuarina, Nightcliff, Karama and the City libraries.

We are out in the marketplace competing to meet the information and recreation needs of our community. Raising awareness and our profile can only assist in increasing use of DCCL.

Image, as discussed in this paper, is only one factor that contributes to a contemporary public library service - buildings, staff, collections, programs and information technology are all aspects that continually need addressing, enhancing and improving to ensure the service offered is relevant for the community.

How does this relate to the conference topic and changed roles for library and information workers?

This case study relates to changed roles in the very broadest sense in that with the dynamic role public libraries have, equally staff roles are also dynamic and constantly evolve with new skills required to meet those changes. The concept of image and application of retailing techniques was not common place in public libraries even a few years ago, however this has quite rapidly changed with public libraries now more aware of the importance of how they present to their communities.

Library workers have had to adapt, learn new skills in the areas of marketing and promotion and become more customer focused. Strong customer service skills are essential, as is the ability to implement strategies that meet community expectations outside traditional library practice.

The revitalisation project undertaken by DCCL addressed many aspects of changed roles and facilitated staff to gain new skills.

Outcomes included:

• Increased staff participation and ownership
• Decision making involving of all types of library workers
• Interaction with and using expertise of professionals in other industries
• Educating other industries about the role of public libraries within the community
• Enhanced critical thinking and evaluation skills
• Awareness and implementation of retailing techniques
• Increased project management skills

Throughout the project, DCCL built on the knowledge and professionalism of library and information workers and incorporated this with knowledge and information from other relevant professionals. All in all a satisfying and significant learning experience.

Biography

My background is in education, firstly as a classroom teacher, then teacher-librarian. Moving to the Northern Territory over twelve years ago brought about a career change when I moved into public libraries.

I have worked for Darwin City Council in the libraries in a number of roles during that time and in my current position as manager library services for the Darwin City Council Libraries about four and a half years. I am strongly committed both personally and professionally to public libraries and the opportunities they provide for all members of the community.

My passion for reading, literacy, learning and libraries extends a lifetime and I hope that during my career I have encouraged and influenced others, both staff and the public, to feel the same.