Core Purpose Maryland's Future View From Our Customers Visioning The Future For Maryland
The conference began with participants sharing their views about Why Libraries Would Be Missed If They Did Not Exist. This conversation engaged participants in validating the core purpose of libraries. Following are the key points from the discussion.
The gatherers, keepers, and conveyors of knowledge and culture
Someone would invent them
Support life-long learning
Personal connection between users and information
Free information resources and training
Access and use of technology
A meeting place for informal exchange of information and ideas
Place for "thinking" and creativity to flourish especially for the individual
Preserver, reminder, and guide of human thought
The Visitor's Center would miss us
Ripple effect on community
Sparkle in kids' eyes
Improved quality of life
Childhood, K-12 and adult education would be compromised
Influence on economic development and property values
Authoritative source for information
Librarians are neutral advocates for access to information
Curiosity for learning
Promotes love/joy of reading
Foundation of democratic country--uncensored, diverse
Equal access for rich, poor, everyone
We would lose opportunity to discover
Would miss having free books to read
Maryland's Future Operating Environment
Mr. Andrew Zolli, Z + Partners, Brooklyn, NY, outlined trends and forces shaping both the world and Maryland from demographic, technological, human, and economic perspectives. Following the presentation, Mr. Zolli small groups to discuss implications of the future operating environment from the following four perspectives:
Following are the results of the discussions recorded by each of the four groups.
New selection policy for this material
Publish on demand
Help groups that meet in the library; publish their work
Publish online
Library produced shared programs
Stick it on U-Tube
Emailing text
Open source - helping community of users and experts
Blog on library programs
Local historians
WIKI - trusted sources?
Blogs - tagging
Reference questions answered by patrons (AAPL)
How/when to trust “outside” publications and users
How do we bring in expert knowledge – making these folks hubs in the network
How do we make the choices among all the stuff that is out there
Questions - Rights management, copyright, privacy
New information architecture with tagging
Consistency - how important is it
Managing choice
Creating awareness about new formats
How do you collect vanity press titles
Provide the space for patrons to share their good finds
Google co-op
On-demand programming
Need to train staff
Ongoing (such as Merlin)
Individual responsibility (self-motivate)
Increases staff worth – curious
Training needs to be in various and relevant methods
Need to recognize what training is focusing on
What kinds of literacy?
Cultural (teens, seniors)
World events
Online options (gaming, virtual communities)
Emerging literacy (the very young)
Types of tech tools
Popular methods (such as podcasting)
Make sure formats work with all communities (academic, public, etc.)
Need to meet patron needs
Librarians need to know what is emerging
Librarians may need to look into new methods (also based upon past)
Trends toward sound over print (also images)
Equity to meet all user needs (accessibility)
Types of technology used (convenience)
Need to address the rapidly changing world of information needs regarding subjects (such as biotechnology)
Understand how people learn (all ages, settings, economics, careers) to assist patrons in making their own choices)
Should we change our approaches for birth-5? Higher ed?
Research models have changed
Need to know our patrons’ expectations
The world of technology has opened up a large area of potential services and service needs
A challenge is to discern when/what is important = valid
Computer/technology literacy to “bridge the gap” between those who are familiar (the “haves”) and those who are unfamiliar
Information technology and social networking have changed how people interact (F2F vs. cyber)
“Trust” issue, especially regarding our younger people
Not everything is valid – they need specialists
How do we, as the “specialists,” the librarians, cope?
Experiences for remote users
Quiet study area
Comfortable seating/living room
Drive-through service
Immigration center
Job and skills training center
Partnerships
Music
Family-friendly programming
Competition with commercial sources
Downloading movies/audio
Library on You-Tube, My-Space, secondlife.com (virtual world)
Young Adult programming – gaming, sleepovers
Creating social spaces
Digital notification of programming, new materials
Variety of meeting spaces
24/7 physical access
Office/business center
Non-library jargon
Self-service
Checkouts – keep track of everything ever checked
Networking collaboration with other community groups
How do we share the vision?
Inexperienced people with new viewpoints
Establish a new vision
What do our customers expect of us?
How do their expectations vary?
How do we translate the experience?
Don’t lose touch with who we are
Are we a business or a service?
Need to review our mission – what is our plan to get there?
Don’t want to alienate the people who like us as we are
Align the experience with our mission
Need to set priorities/tradeoffs
Diverse expectations of patrons
How do we do market research like a business
How do we market our services statewide
Where do we get the funds to pay for these initiatives
How do we learn from the business world and keep our culture
Insights and Thoughts
A counter to current trend away from use of library facility/traditional use of facility
Generational users clashing
We need to know more about our users and/or potential users
We must allow users to tailor services to their needs
Develop electronic “word of mouth” PR
Major shift to electronic information delivery
More and more distant learners from distant academic institutions
Need to pull customers in more
Spaces that allow users to invent/collaborate – techno petting zoo – prototyping – virtual marketing
School libraries are the place in the institution for students to exercise choice – elementary level
Don’t overload with choice
Market the experience not the product (the sparkle in the child’s eye)
Users are/must be more empowered
Service is targeted to user need
Right now, customers view us as providing materials
Need most appropriate design
We create the need; we create our future (prototypes needed!)
Need to work with other professionals/bring in new skills
Encourage innovation/accept failures
Read Experience Economy and Why We Buy
Questions
How do we measure success? (circulation, bodies in building, downloads?)
How do we design our spaces to meet needs of electronic/remote users?
How do we maintain choice and enthusism for libraries as students move beyond elementary school
How do we educate students to be effective consumers of information (beyond Google/MySpace) and responsible public library users
What causes our customers pain? (design services/facility to ease pain)
How to use knowledge-management/tagging-new-management strategy
How can we move our institutions along more quickly?
How do we institutionalize innovation?
Trends
Wireless access
Podcasting
Multi-media services
Need for training/training classes
Food and drink
Instant access
E-books and digital products
Statistics not “new”
New = what do we do
What happens next – understanding customer needs
Need to figure out needs better
Work with school – cross staff development
BCPS – Nigerian students / Why—need to do more
Intergenerational living
What about those without kids?
How do we serve those too old to come to the library
Difference between “young old” and “old old”
Still want and expect service
New partnership opportunities with homebound services?
Off-duty buses
Meals on Wheels
Rural – Changing to urban
Not as much outreach to these areas
Continue to lose libraries and services (negates idea of equity of service)
Mail order?
Weekly delivery?
Trends with ethnic diversity and YA
Connect through agencies
How can we reinforce the connection with us (mission, vision) – May need to re-evaluate mission and vision
Don’t understand immigrant cultures
Stats = funding, multicultural staff, DLDS grants, Chinese and Korean children
Children attend schools/parents register – catch them at that time
Howard County (ESOL position) – reaching at schools/sign up
Issues with acculturation – immigrants want to become Americans
NPR -- America 101 – teach idioms and culture
Challenges
How do we drill down to local trends
When we identify trends, we make assumptions/too quick to assume – are these assumptions safe? Do not make pre-judgments
Danger of labels
Declining work force – ramifications on family and society
As librarians, we respond to our communities
Howard County – employs non-traditional library employees/how we get legislation into state retirement
To build a shared understanding of the library customer’s view, five customers participated in a panel discussion. Conference participants asked questions of the panel, and Mr. Zolli moderated the discussion. Following are the panelists and key points they made during the discussion.
Mr. Michael Powell, Assistant Elementary School Principal
Heavy user, started as undergrad, librarian guided him in research, libraries supplement the school’s collection.
Improvements: Story times more convenient, not just mornings; collaborate more with schools:
School library could connect more to what teachers are doing
Need funding for current books and materials that reflect diversity
Need staff who are consummate practitioners of library skills
Need to promote services to bilingual parents
Blog for public and school libraries to use together
More info on school and library websites
Use library resources to set up virtual library for a foundation
Schools need academic-level research materials
Send info to schools regularly (find a contact at the local school system)
Ms. Yenny Lucero, Parent of Pre-Schooler
Introduced books to preschoolers and introduced Spanish
Improvements: Publicize better outside library
Does not use virtual library but sees its potential
Use community newsletters to reach more people
Ms. Margaret Thrasher, Retired Librarian and Avid Reader
Attends discussion groups (social connections), recreational opportunity for caregiver Improvements: Remember browsers and book lovers
Uses virtual library to manage her account
Honorable Ken Ulman, Howard County Executive
Visits with preschool, services to schools, creativity and innovation
Improvements: More parking; more collaborations, more partner programs, cultural center of community; locate libraries near other places people want to go; appeal to young people; maintain relevance
Make sure users are your lobbyists
Invite politicians and other influential people
Library needs to be flexible and be willing to collaborate with many different partners
Governments need to think more broadly about the definition of adequate facilities
Ms. Hannah Gallagher, High School Student
Research/study for school
Improvements: More quiet study space; more reference and research materials
Virtual library helpful
More places to plug in laptops, more quiet study places, more fun novels
Visioning The Future For Maryland Libraries
The purpose of the eVisioning 4.0 Conference was to create and own an optimistic future for Maryland libraries. To accomplish this, conference participants were invited to identify topics which they felt needed further discussion, further exploration, and examination. Twelve “Hosts” came forward with topics. The Hosts then invited the remaining participants to join the Host of the topic that was of interest to them in a discussion of that topic guided by the following questions:
Why is this important to our customers?
What does success look like?
What must change locally and statewide in order to succeed?
Following are the results of the discussions as documented by each Host.
Marketing The “Library Experience”
Why This Is Important To Our Customers
We want customers to know about us
The library will improve their lives
They pay for it
The customers’ lives will be enhanced by using the library
Avoid missed opportunities
Enhance the community (through education, life-long learning, etc.)
Immigration/immigrant support
Business support --> economic improvement
Save time, money, frustration
Innovation, creative, opportunities to experience new ideas, challenge conceptions
Change/improve your life
Client-driven service—have a say in your library
Success Looks Like
Becomes viral, customers are passionate advocates of our libraries and market for us
Word of mouth, electronic, or other means
Be ambassadors
Community buzz
Survey results will show
Customers say “where are. . . ,” instead of “do you have. . . “
Web reputation in blogs, etc.
Traditional metrics such as circulation, downloads, door count, statistical results
Funders advocate for libraries
People recognize you in your community as help, trusted source of information
Excited, motivated, happy staff (sparkle in librarian’s eye)
What Must Change Locally And Statewide To Get Success
Package services as experience(s)
Staff
Change library culture (all)
Change attitudes
Real customer interactions—model referenced behaviors
“Guerilla” librarianship
Look outside instead of naval gazing
Untie staff hands (requires administrator support)--empower staff, allow staff not to be punitive
Package items together based on needs of target audiences
Change feelings--Have a positive experience that is meaningful
Dedicated funding for marketing--hire marketing people
Local ownership of programs/marketing
Commitment of library leaders
Use business world best practices (Nordstrom)
Actions
Hire for attitude
Secret (mystery) shoppers, training, virtual reference
Identify power users
Market/training/education of staff – all staff, including associates, civic, shelvers
Continuous feedback, management by walking around
Proactive
From all service points – How can we make your experience better?
Commercials showing the experience (print or electronic), the sparkle
On You Tube
On TV
Piggyback on significant cross promotions
Marketing retreat
Identify marketing behaviors – incorporate that into peer coaching, evaluations
Statewide marketing initiative
Why Don’t Librarians Use Libraries?
Why This Is Important To Our Customers
If we won’t use, why do we expect others to?
Success Looks Like
Go to library BEFORE Borders, Barnes and Noble, Amazon.com, etc.
What Must Change Locally And Statewide To Get Success
Why Amazon vs. ILL?
Amazon is easier and faster – therefore “cheaper” if you figure in time
Solution: Make online requests easier and have book, etc., sent directly to patron
Create programs that lead to other books and materials
Service model like Netflix
Why Borders or Barnes & Noble first?
Borders and Barnes & Noble are cleaner, neater, brighter, modern
Libraries –
Hard to find/browse
Staff unavailable
Boring programs
Too noisy
Seating
Crappy book selection
Poor customer service
Too rigid and role oriented
Control freaks
Actions for cleaner and neater libraries
DUMP the clutter, especially ALA posters
Hire own cleaning crew
Push in chairs
Empty trash
Minimize signs, brochures, and the free newspapers
Open windows. . if you have any
Improve lighting
Replace carpets and worn furniture
Flowers. . . not plastic
Paint
Staff poorly dressed, always doing other work, don’t make eye contact, long and painful interview when you ask simple question – Hire people persons
Collection
Reflects librarians’ points of view, NOT patrons’
Why are YBP, Baker and Taylor making our book selections for us? Shouldn’t we respond to users not what YBP is pushing?
Stop playing social engineers
Missing books – identify and remove from catalog
Create interesting displays
Shelve differently – face out
Walk stacks and approach people. . ask if you can help and find out what their interests are
Discard old travel guides!!!
Dirty, disgusting books – replace
Mishelved – shelf read Duh!
Stop the Hate – Action: Listen to dissenting voices
Patrons
Corporations that they can learn from
White people
Conservatives
Rich people
Poor people
Teens
Homeless
Children
Religious people
How Can We Best Meet The Current and Future Needs/Expectations of People Who Do Not Enter the Physical Building?
Why This Is Important To Our Customers
Effective delivery system (a la Netflix)
Equal library experience as someone who comes into library physically and works with staff
Patrons won’t know about everything available
Customers need to receive information in commercially-viable formats, using technology familiar to them
Customers need to understand what we can/cannot provide – non-customers, too
Would like to get to a place where public, academic, etc., converge and available to all
Managing expectations
Having multiple copies available electronically for when a class of students converges on the library
More cooperative arrangements with purchasing electronic material and making it available to all user groups
Success Looks Like
More use of library resources and services
Users are more comfortable, do get stuff more easily, and are more satisfied
There is a vibrant library user community outside the building who also act as advocates
Greater partnership between libraries of different types throughout Maryland –> users benefit
What Must Change Locally And Statewide To Get Success
Work with providers (vendors, publishers) to produce better products
Cooperate and work within ILS vendors and other institutional types (partnerships among libraries)
Simplify output for user and have exactly what they ask for. . . “behind the scenes” is where choices are made
More, intuitive navigation (one interface for any Maryland library service or policy)
Hire dynamic, social librarians for both virtual and real transactions
Internal partnerships (e.g., librarians with faculty)
System recognizes person and gives them what they need/want
People still want to interact with a person. What is our priority?
Training of librarians to be comfortable in virtual experience
Give people choices (to tag books)
Brand librarians
Personalize and sell librarians
Create a true statewide library card
Improved statewide delivery system
Teens After School
Why This Is Important To Our Customers
Welcoming place for all
Meeting needs for all (computers, space, research)
Success Looks Like
Allow atmospheres to meet majority of customers
Relate to teens, and they will respond
Building trust between staff and teens
Teen advisory board – teen speak-out space
Partnership with school – be seen in the school
Library is a welcoming, happy place from 2:30 p.m. on
Teens take ownership
What Must Change Locally And Statewide To Get Success
Locally
Support of administration
Partnerships with schools and social services agencies
Hire for attitude, train for skill
Change the mental model of what a library is
Realize it is a branch-wide issue, not a YA issue
Teens need to be able to be included in community change
Statewide
Funding
Training
Creating, Budgeting, and Managing A Digital Library/Archive And Providing Permanent Public Access To This Material
Why This Is Important To Our Customers
More and more material is only published in digital form; digital material can be accessed from more points than a hard copy, and digital access is now expected; it protects and provides access to rare and unique items.
Success Looks Like
Continue traditional collection development so that the body of digital material is as complete as possible
Seamless integration of hardcopy and digital material
A 21st century “catalog” or its new equivalent
Commitment of administration dedicated to funding the human resources (staff)
What Must Change Locally And Statewide To Get Success
More cooperation between technical and humanities types
Establishing new relationships (e.g., state government agencies and libraries, historical societies, museums, genealogy clubs, and librarians)
Changes to statutes and regulations
New thinking about typical job descriptions
“Know” Our Customers Making the Interaction With Staff Personal and Customer Driven Through Communication
Why This Is Important To Our Customers
Customers receive dynamic relationship with library
Moves library from “service” to “experience” simply and without cost
Older population tends to gravitate to places that encourage socialization (social = first priority; product = second priority) -- go to where they are (dorms, senior centers)
Customer needs met quicker and with more quality by staff being proactive vs. reactive
Can and should receive high level of personal interaction virtually (blogs, virtual reference) and face to face
Difficult customers need to have the same interactions as everyone else
Success Looks Like
Great experiences will translate to word-of-mouth marketing (return to niche and grassroots)
Closed gap between reality and perception
Every customer receives consistent positive interactions that suit their individual needs (equality of service)
Personal interactions become part of our perception of professionalism
Presence on social network pages
What Must Change Locally And Statewide To Get Success
Hiring
Hire people able to step out of their comfort zones and move into the effective zone (put on their librarian hats)
Redefine the qualifications around hiring
Institutionalize good behaviors (good=customer driven and oriented) and model for new staff
Identify good behaviors
Inform and reinforce behaviors with staff
Ensure that public service staff can devote their time to serving customers while on the “desk” (desk=any public accessible area)
Maryland Statewide Coordinated Professional Development Program
Why This Is Important To Our Customers
Better service
Shared expertise
Cost effectiveness
Better able to meet changing needs
Coordinate the shared educational mission of libraries
Success Looks Like
Formal strategic plan and agreements
Functioning mechanism for offering greater opportunities and choice of professional development (e.g., database, program variety, collaboration, etc.)
Well-trained staff able to meet changing education and information needs
Best use of available resources
Ongoing
What Must Change Locally And Statewide To Get Success
Ownership
Convenor: Maryland Advisory Council of Libraries?
Establish formal planning committee
Charge=develop strategic plan
Create list/database of programs
Online training - shared
Formalizing communication: minimizing silos
How Do We Accommodate Special Needs With Growing Population – Hearing Loss, Sight Loss, Lack of Transportation?
Why This Is Important To Our Customers
Demographics prove it
Great equalizer – fair and equitable access / all are welcome
Builds loyalty and social factors
Contributions in time and money
Political influence – gives customer a chance to give back and to serve
Civically engaged and involved – library as a social environment
ADA for staff and customers – well trained, knowledgeable staff
Maintain independence
Success Looks Like
High, enthusiastic use of libraries by special needs population
Adaptive equipment in place and staff know how to use it
Environment – provides stimulation, need for “soundability”
Older adults that may not have special needs, but have special interests, are welcomed
Collection development policies that support special interests – like model trains, stamp collecting
Accommodations end up helping everyone – tearing down stigmas (e.g., audio tapes, curb cuts)
Staff know what library and information services are needed by older adults and people with disabilities
Local commissions/advisory groups on special needs
Programs and services are taken to the target populations
Keep caregivers in mind when developing collections (aging parent-child)
Therapy dogs
Senior Aid America (70+)
Social connections in a public space
“Third Chapter” (Active Seniors)
What Must Change Locally And Statewide To Get Success
Form MLS interest group for older adults / special needs
Activities
Questions
Programs
Grant writing
Utilize virtual environment
ALA/ASCLA as a model
Provide adult learning needs/training
Follow up on LBPH survey (assistive technology) and fill in gaps statewide
Train staff in sensitivity and disability awareness
Find ways to empower staff to meet customer needs (on going)
Design new libraries with accessibility as part of the design process – learn from others “family-friendly” bathrooms
Library as a Physical and Virtual Place
Why This Is Important To Our Customers
Comfortable – living room – place of my own
We see successes in business
Seamless and transparent
Recognizes individuals as well as community
Aesthetic and clean spaces are a representation of civic pride
Welcoming/inviting/safe
Serendipity
Success Looks Like
Traffic – web and foot (counter on the website and building)
Customers feel okay asking for more
Customers fund the library
User authored – using for more than library services
Modular design – flexibility of use
Library zones
Buzz
Library as ecological building leader
Staff enjoy the setup of the library layout
Not competitive
What Must Change Locally And Statewide To Get Success
Change our attitudes (service -> experience)
Make libraries conform to people’s ideas of libraries (e.g., Camden Yards – does a library have to have a uniform look throughout?)
Clean up / decorate
Mop and paint
Clean carpet
Look at colors used – signage
Environment should be welcoming to different populations
Create warmer spaces
New architects – we need to demand more
Separate spaces in library – need to be flexible/modular
Technology rooms
Zones
Involve users in space creation
Incorporate media – all senses
Planning and zoning
Libraries must share more!
Involve customers more – locally driven, user authored
Instill confidence in our users – maybe like business - greeters
Other ideas
Food and drink available
Incorporate services for users’ other needs (mall walkers)
Stop saying “no” so much
Use customers to create your business
Web ideas
Could we assign staff to answer local community questions on AskUsNow?
Join MySpace
Give interaction to users – Websites are about the libraries, not the staff – reader reviews
Online book discussion (Montgomery County)
Message boards
IM
Book check-out stats – hot topics, what people are reading/talking about
Why Do Library Catalogs Have To Suck? (Or, Why Is It So Hard To Find Our Stuff?)
Why This Is Important To Our Customers
Success Looks Like
Looks like Google, NetFlix, Pandora
What Must Change Locally And Statewide To Get Success
Ally with an industry that already does it
Do it ourselves – do it very well (“it” = a “catalog” that delivers stuff our customers want and things you didn’t know you wanted. The catalog does not work and is not customer centered. The focus should be finding and not searching.)
Get vendor to do it (Oh, right!)
Get funding from the state
Put the customer in the driver’s seat—become “customer centric”
Should be able to find all resources without having to know how
We need to agree on how to articulate our requirements (e.g., customer tagging and reviews)
Spell checker
Mine and use search errors
How Do We Maintain Momentum With Regard To Early Literacy/Early Education in the Public Library?
Why This Is Important To Our Customers
Politically valuable and important
They need advocates
Parents need advocates
Community void of services for birth to 3
Sparkle in the eye
Age group is ignored – hard to assess immediate impact
Laying the ground work for life-long learning
Build motivation for the joy of reading
Enjoyable library experience
Barrier free
Parents who adore their children love it
Population – enormous market
During economic downturns, use of library increases
ESL – they want different things – some English only, some bilingual to preserve culture
Develop inclusive programming (kids with reading difficulties LBPH)
Emotional connection with reading
Success Looks Like
Child-centered experience library where children are not an after thought
All children’s needs are met
Programatic activities presented by staff highly trained in EL offered at a range of hours including evening and weekends
Impromptu story times
Programs in other venues—nursing homes, malls
A room not full of computers – instead, people and books – studies show this is what we need
Partnerships with all the Early Childhood service providers – MSDE, hospitals, pediatricians
Well-designed web presence
Public/academic/schools working together
Substantial resources allocated for staff and materials and space
What Must Change Locally And Statewide To Get Success
More involvement with local management boards
Develop a compelling narrative
Turn more to the business industry like Target
Sell our solutions -- not our problems -- to get funding
Re-frame the issue
Speak to self-interest of the audience
Address the economic impact of Early Literacy
Staff that reflect our local community
Develop and implement a metric for success
Partnerships with Schools
Why This Is Important To Our Customers
To Students:
Academic benefit, pre-K through age 16
Social, cultural benefits beyond school – value and use of libraries
Good habits
To Families:
Expand services and activities
Exposure to libraries
To Schools:
Extension of education
Resources (augment)
Supplements overall educational program
Serving same people
Resources defined:
Experts (human resources)
Time – library open after school, weekends, evenings, holidays
Leveraging funding and training; professional development
Improved school reputation
Higher test scores
Improved grades
Benefiting from being linked with library’s perceived value and academic reputation
To Public Libraries:
Leverages funding
Benefiting from being linked with the school’s perceived value
Increased patron visits and increase in circulation, in use of databases, and in use of websites
Increased value
Solid reasons in support of increased funding and staffing levels
Link to commonly understood definition of education (to then apply to all that we do)
Gaining understanding of needs – Public school libraries connect first with K-12 and can help public libraries understand students’ needs
Academic needs (e.g., collection decisions, history, Black-Eyed Susan books)
Cultural needs (students and their parents and extended families)
Partnerships with Others:
Downtown businesses (e.g., join in on Midnight Madness)
Parking at libraries/meeting rooms
Will bring new people into libraries
Press coverage
Double the marketing
Corporate sponsorships
Success Looks Like
Library card registration through the schools and explaining to foreign-born students that cards are free
Schools forward completed applications to library; library mails cards to students
PTAs – especially president’s meetings
Introduce to – and give information about – all aspects of school/library partnerships
Also, to individual PTAs
Early childhood specialist -- pre-K, home visits to help parents with library application forms
Kindergarten visits to the library as part of the curriculum
Parents, teachers, libraries--community--all share responsibility for the education of our children
Bring library into the schools and schools into the library – all grades
Teach research, including live homework help, databases
Tailored classes on research, books, etc.
Network – every school assigned a liaison and educator
Commitment, ideally between top administrators and boards (formalized – St. Mary’s Charles, Howard, Calvert), can begin more informally
Visibility (at celebration) to public libraries and media centers
Priorities – stop doing list