1. The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0888-045X.htm
THE ESSENTIAL LIBRARIAN Let them
see change
Let them see change
James R. Lund
Red Wing Public Library, Red Wing, Minnesota, USA 185
Abstract Received 22 June 2011
Purpose – The purpose of this paper is to encourage annual dramatic visual change.
Design/methodology/approach – The author incorporates principles of retail merchandising and
his experience in retail grocery to make the argument for annual dramatic visual change.
Findings – A recent reset of the children’s collection led to increased circulation, improved staff
contact with patrons, and a project narrative to share with elected officials.
Originality/value – The paper offers anecdotal evidence from a unique experience as a grocery
retail clerk that annual dramatic visual change boosts the library’s status in the community.
Keywords Merchandising, Funding, Libraries, Change management
Paper type Viewpoint
Introduction
“It seems like every few weeks you move my favorite items around the store”, said a
customer after another reset at the grocery store. The customer was frustrated, but not to
the point of leaving. Knowing the location of shifted items, I guided the customer
throughout the store offering my assistance and making light conversation as her
personal shopping assistant. The personal attention relieved her anxiety and my guided
tour offered opportunity to reveal individual products, and entire departments she might
have missed if she had followed her prescribed path. This scenario, replayed after every
reset, illustrates two key objectives of merchandising – compel the customer to explore
anew without offending and present the opportunity for staff to engage the customer
personally. Combined, they are a powerful catapult to increased sales.
Resets and growth
We incorporate at least one dramatic visible change or “reset” into our yearly goals.
Certainly, some of these are tied to needed maintenance, but a new roof does not extract
the “wow” factor as does the addition of a large mezzanine mural, remodeled entry
ways, Barnes & Noble-like display tables, and a memorial patio garden with adjacent
tranquil perennial garden. So when our regional library system needed to install an
upgrade to the ILS, we decided to take advantage of the down time to implement this
year’s “dramatic visible change” – a reset of the children’s section. An engaging early
literacy program with its supporting collection and inviting spaces is foundational to
our growth model. But, like a retail display with flat or falling sales, our children’s
section was in need of a makeover to boost activity and interest. When we opened three
days later, patrons were “wowed” and then a tad lost, “I love the new open spaces,
iPads, and sitting areas, but where are the juvenile non-fiction books?” said one of the The Bottom Line: Managing Library
Finances
first patrons through the door. Staff guided the patron through the changes, engaged in Vol. 24 No. 3, 2011
conversation, and offered their assistance. The reset provided an opportunity for staff pp. 185-186
q Emerald Group Publishing Limited
to reintroduce themselves and the collection to our patrons just as if we had reset the 0888-045X
grocery store across the street. DOI 10.1108/08880451111186035

2. BL Resets and funding
Most city departments deliver projects. The public library delivers a service. That can
24,3 be a problem for the library when it comes to making its case for funding. A significant
reset helps the library speak the project language of competing departments. Our most
recent citizen survey indicated public safety, snowplowing, pothole repair, and the
library are the top services that elicit public support for a revenue increase. Yet, the
186 library is at a political disadvantage when competing with these top services. Public
safety has the “fear factor” undergirding its service and public works has the extreme
climate on its side. How can the library compete with catching criminals, dousing fires,
clearing impassible streets, and repairing road craters without a visible enemy of its
own to defeat? Certainly, ignorance is an enemy that can rally our attention, but to
quantify that for the average citizen is a lot harder than the personal suffering that
comes from icy streets and blown tires. Yet, the educational charge inherent in public
library service is the best weapon to defeat ignorance as well as providing a persuasive
narrative. Besides, when is the last time you heard a politician claim to be the
“pro-ignorance, anti-education” candidate? Although the educational and cultural
impact of the public library is primary, defensible, and undeniable, it does not hurt to
throw in a palpable project on occasion to let them see change.
Not only do “project departments” have forces of nature working in their favor, but
they also have the bi-weekly attention of elected officials. This plays out to their
advantage in a couple of ways. First, city officials are constantly given updates on the
projects they approved. The council has a vested interest in supporting these projects
toward completion and the demonstrable signs of progress and accomplishment are
politically beneficial if not necessary to fuel political ambitions. Second, by city officials
focusing much of their bi-weekly time on projects, it creates an underlining expectation
for other departments to produce like results. I hear it expressed by non-project
department heads every year at our planning workshop. The workshop begins with a
review of last year’s accomplishments, and true to form, when the City Clerk speaks,
she begins with “Well, I don’t have any projects to report, but . . . ” and then goes on to
explain why. I can see by her body language and hear in her voice the fear of looking
unproductive in comparison to new bridges, sidewalks, arrests, and extinguished fires.
Although the nature of library work is not projects, I feel more fruitful being able to
report at least one “dramatic visual change” to the Council in addition to the standard
library usage statistics. It helps us speak their language.
Conclusion
When considering your work plan for 2012, make a conscious effort to include at least
one dramatic visual change. The project does not have to cost much. A reset to part of
the current collection could cause the circulation to increase and you will be able to
speak “project language” to your council.
About the author
James R. Lund is Director of the Red Wing Public Library in Red Wing, Minnesota. He obtained a
MLIS from the University of Wisconsin-Milwaukee and a MA in Theology from Westminster
Seminary California. James has provided and managed library services in academic, graduate,
and public libraries. James R. Lund can be contacted at: James.lund@ci.red-wing.mn.us
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints