Running Head: Reflection Paper for Sections IV, V, and

VI 1

Providing Meaningful User Experiences in Urban and Rural Public Libraries

Germaine Hawkins
University of North Carolina at Greensboro
Library and Information Studies 600
Reflection Paper for Sections IV, V, and VI 2

Providing Meaningful User Experiences in Public Libraries

I. Introduction
The journey through the process of learning the skills that I will need to provide services
in public libraries has revealed some inequities in the services that are delivered to library
patrons. The first few weeks of the fall semester led me on an adventure to find out what was
actually going on in the public libraries in the county that I reside in. I talked with people,
visited branches, inquired about services and opportunities, and researched the programs at the
various branches. An issue that resonated with me was the disparity in services that were offered
by libraries based on their regional locations. Libraries in suburban communities provided far
more services and programs to patrons than those libraries located in smaller urban communities
and rural areas. The community libraries generally served lower income patrons, minority
populations, and homeless and jobless patrons. The empirical data that I was able to obtain from
the generosity of library managers and leaders caused me to reflect on ways to bridge the gap in
services and to explore ways to design services which meet the needs of the underserved
communities.
It is no secret that neighborhoods are polarized and that there are inequities in opportunity
across socioeconomic and class lines. This happens in the public school system as well as the
public library system. Data has shown that public schools located in more affluent
neighborhoods offer far more Advanced Placement, Honors and other college preparatory
experiences than those schools located in less affluent neighborhoods. Test scores indicate that
students who reside in less affluent neighborhoods are not as ready for college preparatory
courses as those who live in more affluent neighborhoods. Early literacy intervention tends to
provide opportunities for students to excel academically. Adult programs also provide literacy in
numerous other areas such as financial and credit management, job search and resume writing
skills, and independent living skills for senior citizens. During the conversation that I had with
the employee at the Durham Literacy Center which is the non-profit agency that I chose to
research, she mentioned the importance of and the need for providing programs which teach
literacy in areas other than reading.
As I researched what was going on in libraries across the nation and world, I found that I
wasn’t alone in feeling that more services needed to be offered in underserved communities. A
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few authors of periodicals also acknowledged the need for equity in services for users across
socioeconomic, racial, and cultural, and geographic boundaries. Susan Newman and Donna
Celano did a 3 year study in 2001 and reported their findings in a report titled “Access to Print in
Low-Income and Middle-Income Communities: An Ecological Study of Four Neighborhoods”.
They found that “children from middle income neighborhoods were likely to be deluged with a
wide variety of reading materials. However, children from poor neighborhoods would have to
aggressively and persistently seek them out.” (Newman and Celano, 2001, p.9). The study also
found that a valuable and meaningful user experience influences a healthy, comfortable
environment, and that a welcoming atmosphere influenced learning in public venues. It was
revealed over time however that these conditions rarely existed in poor communities.
Although the study done by Newman and Celano is somewhat dated, the same patterns
seem to continue. Funding for programs in inner city and public libraries has not always been
supported by local governments and other funding entities. In order for a meaningful and
valuable user experience to take place, a budget has to be in place to fund it. In 2010, Carolyn Ly
studied the trends of an inner city public library and discussed the findings in her an article called
“More than a Library? Urban Poverty and an Exploratory Look at the Role of a Neighborhood
Institution”. The library that she studied, an inner city branch referred to as The West Branch,
was the cornerstone of its community and provided a haven for residents to host community
events, meetings, workshops, and programs which educate and empower the community.
Because the library was serving non-traditional uses, the funding of the programs and services
for that particular branch were threatened when its budget was drastically cut even though the
need for the services was still there. Since the patrons weren’t using the facilities to read and
study, they were perceived as using the libraries to hang out, waste time, and socialize. Ly
suggests that “Empirical findings highlight the significance of the local library as a meaningful
institutionally-supported resource for neighborhood residents in impoverished and marginalized
areas.” (Ly, 2010, p.9). The facilities and services are designed to meet the specific needs of the
patrons in those communities, and the services are meaningful to the patrons.
I believe in the concept of equity in services, exposure and opportunity for all patrons.
Since I have decided to make a career transition from a public educator to a public librarian, I am
eager to acquire the skills that I need in order to provide meaningful services and user
experiences to patrons across all demographics. The study of needs assessments, budgeting, and
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user experience design are essential skill sets for public librarians to possess in order to manage
libraries in underserved communities effectively. Newman and Celano found in their study that
user experiences enhance community libraries, and Ly found in her study that budgets are
essential for designing meaningful user experiences. The readings, presentations, class
discussions, and the discussions that I have had with people from non-profit agencies have given
me insight on ways to develop the skill sets that I need. Chapter 17 provides instruction on
designing a meaningful UX (User Experience), chapter 22 discusses designing and managing
budgets, and chapter 28 discusses the process of preparing a case for demonstrating the need for
and value of investing in a community public library. While I know that understanding and
managing technology is going to be one of the most essential skills that I will need to function as
a practitioner in the library profession, the teachings in chapters 17, 22, and 28 have given me a
fundamental understanding of how to begin the process of meeting the needs of patrons in
underserved communities.

II. Demonstrating the Value of Community Libraries

It is my perception that the funding of literacy programs, meaningful services and user
experiences, and community engagement are not as valued in urban and rural areas as they are in
suburban areas. As an aspiring library leader, I need to know the processes and procedures for
demonstrating that there is value in investing in the communities that are underrepresented. The
class discussions and readings gave me some of the information and support that I needed to
understand the process of assessing this information and presenting it. Chapter 28 of
Information Services Today titled “Demonstrating Value: Assessment”, the author provided a
very comprehensive approach to advocating for the support of services in underserved
community libraries. According to Stenstroem (2015), “Without a strong organization, it can be
difficult to show value, but without the ongoing support of external stakeholders and funders, it
can become increasingly difficult to run an organization that meets the needs of its users. To the
surprise of many managers, much of an effective leader’s time is spent on ensuring that the value
of the organization is apparent to stakeholders”. (p.271). This taught me that the first step in
being an advocate is to be careful and strategic when gathering data.
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The class discussion on this chapter, which was presented by Megan Magee, provided
insight into this process. Megan summarized Dr. Stenstroem’s chapter which emphasized the
need for gathering meaningful and useful data to support the need for libraries. The value of a
library is influenced by the satisfaction of its users and the impact that it has on its patrons.
Megan continued to point out Dr. Stenstroem’s emphasis on the importance of providing
meaningful and relevant information. Passing out surveys, giving out and collecting patron
feedback cards, checking user circulation desk activity, and asking for general feedback can be
problematic. In our class discussion, many people gave examples of how this ‘easy way out’
approach to doing research can do more harm than good.
Library leaders face numerous challenges when attempting to gather and present data to
stakeholders. The class discussions and readings generated discussion on some of the challenges
that could occur and how they can impact your findings. When presenting data to stakeholders,
boards of directors, boards of trustees, county commissioners and legislators, the results must be
thorough. According to Stenstroem, “Information professionals are recognizing that numbers
showing outputs-such as the number of books someone borrows-are not all that meaningful.”
(Stenstroem, p.273). Someone pointed out in our discussion that good library experiences aren’t
measured by output but are better measured by the impact that the library makes on the
community. Also, the needs of the community should influence the funding of the services, not
by the trafficking in the library or the population of the community. While circulation desk
reports tend to give information on the number of books that have been checked out by patrons,
they do not account for the number of patrons who came into the library looking for literacy and
support in other areas and were not able to find it. Someone also pointed out that the people who
are most satisfied or least satisfied are usually the ones who take the time to complete surveys
and comment cards. People who are frustrated and do not care, are in a hurry, or simply don’t
want to be bothered with surveys will not complete them. The opinions and needs of the
unsatisfied patrons also matter as the library exists to serve their needs as well, regardless of
whether or not they have time to complete a survey.
Unless the information that is gathered is designed to ultimately impact the lives of the
members of the community and provide meaningful, significant, and relevant services for them,
it is useless. It is up to the library’s leader to determine how that information will be strategically
collected, compiled, and presented. Data from outside sources tends to reflect the information
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needs of inner city and rural residents. Income information may influence the need for financial
literacy and job seeking programs. Literacy information from schools may influence the need
for maker space stations and after school and toddler reading programs. Inner city libraries, as
Carolyn Ly pointed out in her study, can also serve as havens for homeless citizens in need of
information on transportation, health care, and employment skills. Compiling data on the
population of homeless citizens in an inner city area and a strategy for reaching them may
influence the decision to provide programs and resources for that population.

III. Funding and Designing Meaningful Services in Community Public Libraries

Chapter 28 gave me insight into the process of and compiling, organizing, and presenting
information to funding sources in order to advocate for and serve the needs of the patrons in
underserved communities. Designing a strategic plan for financing the needs and services of a
public library is necessary for the continued success of need based programs. Stakeholders and
funding sources will ask questions that have to support the meaningful purpose of the library.
Chapter 22 of Information Services Today, “Managing Budgets” written by Sara Jones, it is
emphasized that the process of preparing, approving, implementing and evaluating are the
elements of building a budget. (Jones, p. 223). According to Jones, “Because funding is very
limited for many information organizations, it is important for managers to identify expenditures
that they no longer need. These unnecessary allocations can be shifted from one line item to
another, ensuring that budgeted funds are reallocated to more relevant needs”. (Jones, p.225). In
the presentation for this chapter which was prepared by Timothy McCoogan, he stressed the
importance of using the budget wisely and evaluating the annual use of expenditures to make
sure that the things that are no longer needed are no longer financed. For example, money may
be needed to create valuable, meaningful user experiences as opposed to repairing outdated
equipment. Subscribing to outdated periodicals and other items and services that do not benefit
the community tends to be wasteful. In cases such as these, the expenditures must be allocated
differently.
The first step in creating a meaningful user experience is creating a patron centered
culture which enables visitors to feel that the library is a place where they don’t feel judged,
rejected, and condescended to. Based on the results of needs assessments and a strategically
planned budget, a meaningful, relevant environment and experience needs to be created for users
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of the facility. In chapter 17 of our textbook, Information Services Today, Aaron Schmidt points
out in his chapter “User Experience” that “A good user experience is one that is not only easy,
but meaningful” (Schmidt, 177). Patrons tend to remember how they have been treated. Since I
have a Southern upbringing, I tend to believe that a welcoming atmosphere is essential for
creating a positive user experience. A first impression can either make or break a library’s
reputation.
Often, patrons who come into inner city and rural libraries are faced with personal
challenges such as homelessness, joblessness, single parenting and poverty. The attitudes and
behaviors that the librarians display tend to influence the experience of the patrons. On
occasion, the attitudes of librarians do not reflect the cultural competence that is needed to serve
these patrons. UNCGreensboro’s Dr. Julie Hersberger is referenced in a 2006 article called “The
Poor and Homeless: An Opportunity for Libraries to Serve”. In the article she is quoted as
saying “Those who become homeless due to personal dysfunction … are viewed frequently as
underserving of government assistance”. (Hersberger, 1999). The author of the article, Sheila
Ayers, goes on to say that because of this stigma, “Librarians need to reflect on their personal
attitudes and biases when faced with serving the homeless”. (Ayers, 2006). Carlos Crockett
points out in a study called “Urban Youth and Public Libraries” that “Many urban youth do not
visit the library because they feel that the library does not respect them and because the rules and
regulations are too strict”. (Crockett, 2015). He goes on to say that “Research analysis shows
that libraries should hire culturally competent staff that is caring and embraces urban youth as
individuals and not members of a stereotyped group”. (Crockett, 2015) An effective library
leader will have to create the type of environment which both promotes respectful behavior from
patrons and also creates a welcoming environment. This vision needs to be included in the
library’s mission statement.
Another important element when creating a valuable user experience is the atmosphere
and environment in a public library. Patrons may enter libraries and are not always well
groomed, do not always have the most exemplary level of their vocabulary skills, or are unable
to pay library fines. Regardless of their situations, patrons deserve clean, comfortable facilities
and a way to obtain the information that they need and a strategy for using that information. It is
important to foster an environment which provides programs, services, and activities which teach
literacy in areas other than reading. In his article, Crockett also uses examples of programs that
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have served the needs of youth in urban areas that provided meaningful, useful experiences for
patrons. Instead of offering traditional programs such as book clubs and arts and craft groups,
urban libraries offered programs that were unique. One of the New Orleans Public libraries
offered a program for Lesbian Gay Bisexual Transgender Queer (LGBTQ) teens which gave
them a place to “hang out, enjoy refreshments, and meet in a casual atmosphere and discuss
social issues with their peers”. (Crockett 2015). Another example of a successful programs
created was one in the Memphis Public Library which offered financial aid workshops for
college. A program in Baltimore called “Baltimore Speaks Out!” taught people to use video
equipment and conduct themselves professionally in workplace environments. These are all
examples of programs which are relevant, meaningful, and serve the needs of patrons based on
their individual needs and the needs of the community.

IV. Conclusion and reflections

Inequities continue to exist across socioeconomic, racial, and cultural lines. In a 2013
article written by Stuart Hamilton called “Stamping out poverty as well as books? How libraries
can support development”, he says “Public libraries also offer expertise. Dedicated staff provide
advice which can be the difference between users simply accessing information or being able to
use it. Policymakers, funders and development agencies need to start looking at the potential of
libraries as partners in development activities”. (Hamilton, 2013). While his advice references
public libraries on an international level, it also applies to local rural and inner city libraries.
Making an inner city library work is a collaborative effort which requires the support of
stakeholders, investors, public officials, educators, as well as citizens and patrons. An effective
public library leader should be well prepared with a strategic plan which is designed with
meaningful, relevant questions and incorporates relevant sources of data which is based on the
needs of the community. A budget to finance a community library should eliminate outdated,
irrelevant materials and equipment. When creating meaningful user experiences in public
libraries, librarians should first be culturally competent and treat patrons with respect while
developing stimulating, useful experiences in a healthy climate and clean, comfortable
atmosphere. Through this course and many others, I hope to build a career that enables me to
provide underserved communities with dignity, respect, and meaningful experiences.
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References

Agosto, Denise and Hughes-Hassell. (2010) Urban Teens in the Library. Orlando: American
Library Assn Editions.

Ayers, Sheila. 2006. The Poor and Homeless: An Opportunity for Libraries to Serve. The
Southeastern Librarian 54 (1): 66-73.

Celeno, Donna and Neuman, Susan B. (2001). Access to Print in Low-Income and Middle
Income Communities: An Ecological Study of Four Neighborhoods. Reading Research
Quarterly. 36:1, pp. 8-26.

Crockett, Carlos. 2015. Urban Youth and Public Libraries. Public Libraries Online. January,
2015. Retrieved from http://publiclibrariesonline.org/2015/01/urban-youth-and-public-
libraries/.

Hamilton, Stuart. (2013). Stamping out poverty as well as books: How libraries can support
development. The Guardian. March, 2013. Retrieved from
https://www.theguardian.com/global-development-professionals-
network/2013/mar/12/libraries-power-global-development.

Hersberger, Julie. 1999. The Homeless, Public Libraries, and Outreach Services. North Carolina
Libraries 57 (1): 8-12.

Jones, Sara F. (2015). Managing Budgets. In Sandra Hirsh (Ed.). Information Services Today
(200-219). Maryland: Rowan & Littlefield.

Ly, Carolyn. (2010). More than a Library?: Urban Poverty and an Exploratory Look at the Role
of a Neighborhood Institution. Perspectives on Urban Education. Fall 2010, vol. 22., pp.
22-33.

Mabee, Megan. (2016). Demonstrating Value, Assessment. [Powerpoint slides]. Retrieved from
https://uncg.instructure.com/courses/23508/files?preview=1790643.
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McCoogan, Timothy. (2016). Managing Budgets. [Powerpoint slides]. Retrieved from

https://uncg.instructure.com/courses/23508/files?preview=1768589.

Schmidt, Aaron (2015). User Experiences. In Sandra Hirsh (Ed.). Information Services Today
(175-186). Maryland: Rowan & Littlefield.

Stenstrom, Cheryl. (2015). Demonstrating Value: Assessment. In Sandra Hirsh (Ed.).

Information Services Today (271-278). Maryland: Rowan & Littlefield.