by Blane Dessy

Federal agencies are constantly looking to new models of how the business of government is conducted and making strides to improve techniques and practices at every level of service. To be future ready, Federal librarians will need to discover forthcoming agency efforts and package their services to serve the project mission. To stay in the forefront of emerging trends, they will need to merge information from various groups and identify information available from external sources.

To define this future, FEDLINK completed an environmental scan of the external factors that may influence the information field. The scan included a review of materials from a variety of organizations including the Special Libraries Association, OCLC, the Pew Internet and American Life Project, and Outsell, a noted research firm that focuses on issues relating to the information industry. FEDLINK also reviewed materials from the federal government on reforming information technology in the federal government, information on transparency in government and samples of resources making use of new technologies.

After a thorough analysis, the environmental scan identified seven major trends that define how Federal libraries can be future ready.

Trend number 1: Demonstrate returns on investment.
Libraries will need data on use and cost savings not just in financial terms, but also in terms of savings in staff efficiency. Librarians will need to use a variety of analytics to document costs and benefits.

Trend number 2: Establish mission critical programs.
Managers will more broadly define processes, standards and policies and explore a variety of options to insure viability.

Trend number 3: Integrate mobile devices, “apps” and dashboards into workflows.
Libraries will need to create tailored apps to access library resources and programs through mobile devices.

Trend number 4: Expand roles as analyst, educator and consultant.
Librarians will need to integrate evaluation tools with the newest software and devices and expand instruction in digital literacy and online searching techniques.

Trend number 5: Cultivate use of the Semantic Web, cloud computing and Web 3.0.
Library use of social collaboration and interactive responsibility will combine with Web 3.0 technologies to create a semantic Web that includes human intelligence combined with data management where content and technology are now one. With increasingly cloud-based sources and tools, librarians will serve as a bridge to share information and support projects that cross agency lines.

Trend number 6: Customize and personalize information to meet the needs of users.
With the proliferation of mobile technologies, the semantic web and other web searching technologies patrons will want information compiled so that it is immediately usable and tailored to meet a specific need.

Trend number 7: Collaborate via knowledge transfer and information sharing.
In tandem with the previous trends, libraries will need to discover forthcoming agency efforts and package their services to serve the project mission.

Librarians also will need to integrate evaluation tools with the newest software and devices and expand instruction in digital literacy and online searching techniques. We must help to make the connections required for knowledge transfer from one generation to the next.

To respond to these future directions, FEDLINK released new competencies for federal librarians and uses them as a centerpiece for developing FEDLINK’s education programming. Our outreach efforts now combine the use of online learning systems, continued efforts on mentoring and the recent creation of NewFeds, a new working group that supports the development and advancement of early career professionals with less than five years of federal service. NewFeds is also concerned with building a sense of community among new FEDLINK members, advocating for new professionals, promoting careers in federal libraries and developing partnerships with other FEDLINK working groups and library professional associations.

With an eye toward trends and professional development, libraries and librarians can make their rich and valuable content compatible with current learning and researching patterns. In doing so, we set the trends and guide our users into the information future. Federal librarians want to be future ready, but just as importantly, they want to shape the future environment for their work.

Blane K. Dessy is the Executive Director of the Federal Library and Information Center Committee and the Federal Library Network at the Library of Congress. Prior to this, he had been Director of Libraries at the United States Department of Justice and the first Executive Director of the National Library of Education. He came to the Federal Government after working as a State Librarian (Alabama), Deputy State Librarian (Ohio), library consultant (Oklahoma), and public library director (Pennsylvania). He is currently also an adjunct instructor in Management and Federal Libraries at the Catholic University of America School of Library and Information Science.

Mr. Dessy received his MLS degree from the University of Pittsburgh in 1976 and subsequently attended advanced library management training at the School of Business Administration at Miami University (Ohio).

He is the recipient of two John Cotton Dana Awards for library public relations. While at the Department of Justice, he received the Attorney General’s Distinguished Service Award, the second highest honor in the Department of Justice.

San Diego, California is home of beautiful weather, spectacular beaches- and a group of highly motivated, driven and future-ready information professionals. The SLA-San Diego Chapter is proud to join in the conversation with our SLA peers about what it means to be Future Ready.  Our San Diego membership boasts a wide range of professional experience and expertise, and we hope that you find our contributions to the FutureReady365 blog to be both thought-provoking and useful!

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When librarians talk about what it means to be “future ready,” the topic of conversation often turns into a discussion of the latest and greatest technology. In broader terms, though, doesn’t being “future ready” really just mean preparing your library to best serve your users in the future? At the San Diego Zoo Global Library, we’ve spent most of the last year thinking about just this—how to position ourselves in order to provide the best service possible. This has involved assessing our abilities, focusing on what we’re good at and envisioning what we want to achieve (rewriting our mission and vision statements), and, yes, adopting new technologies.

This two-part post will explore both librarians’ perspectives on their work at the San Diego Zoo. Part I comes from Talitha Matlin, Associate Director of Library Services, with Part II authored by Amy Jankowski, Assistant Librarian with responsibilities for the San Diego Zoo’s archives.

Part I — Talitha Matlin, San Diego Chapter, Biomedical & Life Sciences Division

In March of this year, the previous library director retired, leaving me with some very large shoes to fill. As the first professional librarian for the San Diego Zoo, she had developed the library and archives into the valuable resource it is today. When she retired, I felt honored and extremely fortunate—I can only describe working as a librarian at the San Diego Zoo as my “dream job.” However, I will admit to moments of being overwhelmed, feeling like there was no way I could maintain, let alone improve upon, the services my predecessor had provided. As a new librarian with almost my entire professional career ahead of me, I had to step back, assess the situation, and take responsibility for my own future.

Throughout this last year, an overarching theme has been present in my work—setting realistic goals based upon honest self-assessment. When I first became a librarian in 2010, I was excited about everything NEW. I was going to innovate and bring about change! However, the future I wanted for myself and for the library was one in which we best supported the zoo’s important research. For our library, this meant we had to re-focus on the basics, not reinvent ourselves. I asked myself two questions:

• Were we meeting our users’ basic needs?
• How could we best leverage our available resources to reach more users?

For the most part, I thought we were meeting our patrons’ needs, not only providing what people wanted, but also anticipating what they might want. However, taking an honest look at my weaknesses, I knew I didn’t have the training to care for our rare books and archives. The San Diego Zoo will be celebrating its centennial in 2016, and the library definitely wouldn’t be meeting our patrons’ needs without greatly improving access to our archival holdings. By being realistic about what I could and could not accomplish, I realized that I had to hire a self-motivated librarian who could take on this responsibility. Doing so has proven to be invaluable—I know without Amy (the newly hired librarian) and her archival expertise, we would never be able to provide our current level of value-added service.

In regards to expanding our patron base, I have so far relied upon tried and true methods. With only two full-time librarians and a half-time research assistant, we don’t want to overreach and set unattainable goals—better to first go for the “low-hanging fruit” and affect the biggest change with the least effort. So far, this has entailed keeping statistics on our patrons for the first time, revising our library’s website without a complete overhaul, and adopting simple outreach methods such as a monthly e-newsletter. However, the most effective tactic so far has been to position the library as a friendly, welcoming space—comfy chairs, attractive book displays, and a full candy jar has worked wonders to entice people to linger and take advantage of all we have to offer. Decidedly low-tech, yet so far highly effective.

I hope you will check back tomorrow to read about Amy’s experiences at the zoo!

Talitha Matlin is the Associate Director of Library Services for San Diego Zoo Global. Talitha received her MLIS from San Jose State University in 2010 with a focus on instruction in academic libraries. Her other professional activities include adjuncting at MiraCosta College and serving on the board of CARL-SCIL (California Academic and Research Libraries – Southern California Instruction Librarians).

30 Years ago I graduated from Library School – and the future was in front of me…
By Stephen Abram, Toronto Chapter, Business & Finance, Information Technology, Leadership & Management Divisions

Part 2
In part one I listed nine things I wished that my 1980 self (the freshly minted MLS) knew when I graduated in order to be future ready. Here’s another ten philosophies that I believe would help most people be more future ready (and I hope happy) :

1. Prefer Action over Study.
   If you or your team is studying something to death – remember that death was not the original goal! Although information professionals have a great core competency in research and study, we must know when to fish or cut bait. Recognize that studying something too long is staying in your comfort zone instead of making progress. In our somewhat risk-averse culture, this can be particularly difficult. What needs to be learned and understood is that delay is as big a risk as poorly considered action. Pilots and good process reduce your risk (and provide learning opportunities too). You can iterate your way to the future. This philosophy is closely related to the one where an enterprise values its conservative culture and gradually declines due to its lack of adaptation to modern expectations or changing external conditions.
2. Get Out of Your Box!
   It is unlikely that you are the alpha user profile. Understand that. I know that as an older, experienced librarian I am pretty limited in my ability to really connect and empathize with the challenges faced by newbie library, web or database searchers. I am not saying that I can’t overcome this, but I have to be explicitly aware that my training, biases and experiences have forever changed me and my perceptions of the information world. Also, my experiences are an old part of a different world and may not be fully relevant to today’s valid experiences of new librarians and end users. It also means that when I am designing services for seniors, kids, teens, challenged communities, the differently-abled, or even other professions like lawyers or engineers, I have to keep in mind that I need to be aware and prioritize their needs and competencies over my own. I need to build on their strengths and not repair them based on my perceptions of their weaknesses! I find that it pays to remind myself that I am not trying to create products and services for mini-librarians and that this is a poor goal in the first place. I need to understand the user’s context and needs and not project my own biases on them. For instance, it is likely that the end-user doesn’t actually want ‘information’ but, more likely, wants to be informed, entertained, taught and/or transformed in some manner. Libraries are great environments for that.
3. You can’t step in the same river twice
   This is ancient Confucian wisdom. It means, in our context, that our knowledge of new information or technology developments means that we probably cannot easily see all of the potential pitfalls or even its great potential. I remember when AltaVista was first introduced and many colleagues said that this couldn’t be the future of searching. After all, it had no fields, no true Boolean, and it didn’t allow the use of set searching! How could this be the future of online searching? Then along came relevancy ranking driven by the search engine’s algorithm – again pooh-poohed by my colleagues (and me for a while). Now along comes Blekko and I hear the same refrain. This time I am not so sure. After all, Google Scholar is still an infant. Can you point to someone’s beautiful baby and criticize her as being a lousy accountant? Keep yourself open to the movement of the river – it’s always changing and the river is strong. In the battle of the river and the rock, the river wins. Just look deep into the Grand Canyon and see the power (and beauty) of steady progress. Today we must invent a future for libraries that exists in a world of users who are literally changed in their perception of information use and the role of technology. Spend time understanding the beauty and strengths of your own box and then take a break outside of it occasionally.
4. Have a Vision and Dream BIG!
   “How will you shape the future?” When you try to be future focused and ready you are making a choice – to shape the future not just be ready for it. Have the confidence to build the future with your ideas and energy. I have seen the power of vision in every workplace I have been employed in. When it is absent or lost the workplace is missing something and verges on a horrible environment. When a shared vision is present we have achieved great things. When the vision doesn’t have enough stretch in it, things seem mediocre. Think back to great work environments you’ve worked in or great leaders you’ve worked for and you’ll usually find there were some great and compelling visions at work there. And for those who don’t dream big and have a vision, they’re doomed to an endless series of the present. I hope they love the way things are.
5. Ask the Three Magic Questions:
   a)What keeps you awake at night?
   b)If you could solve only one problem at work, what would it be?
   c)If you could change one thing and one thing only, what would it be?I have discovered that these questions are truly magic. They start conversations with users rather than delivering simple answers. They’re open-ended instead of closed-ended, yes or no answer questions. They avoid assumption. Just set the context and ask away. I have used these questions with primary school kids, titans of industry like Bill Gates, librarians, IT managers and cabinet ministers. These questions work every time to delve deeply into our users’ needs and personal goals. When we are armed with that knowledge then our libraries are unstoppable.
6. Feedback is a Gift
   One of my closest and dearest friends taught me this when In was having trouble dealing with a round of public and negative feedback. She told me that, like that wedding gift from Aunt Sally, you can keep it, display it, return it, or hide it in the closet. It’s your personal choice. Don’t overvalue one piece of out-of-context feedback or let it loom out of perspective and balance. I have learned over my life that objections to my ideas are best handled two ways: listening more, or framing the objection as an opportunity for more information and education. Feedback is best digested in the aggregate rather than in small doses. Squeaky wheels are fine and need to be oiled. But if it’s the engine that needs attention, then that poorly oiled wheel is just a distraction. Feedback shouldn’t be cause for stomach-wrenching stress. You are in control of how it can be dealt with (good or constructive or bad) and need to hear and accept this gift from your stakeholders. Do you have feedback mechanisms in your life?
7. Sacrifice is the Magic Sauce of Setting Priorities
   Every person and organization has thousands of ideas that are worthy of consideration. No one can do them all. That’s the tough part. When you have 100 good ideas to choose from the critical skill isn’t choosing the best 5 but sacrificing 95. Learn the skill of temporary sacrifice. You can store your good ideas in an idea parking lot and bring them forward into the strategic planning process as projects are completed. If you don’t focus and choose to limit your energy to achieving success on those that will deliver the most value to your enterprise and users, then you are choosing mediocrity. Sacrificing ideas isn’t forever or a loss. Time was invented so everything doesn’t happen all at once. Give your ideas time to grow and gain acceptance.
8. Build for the Future and Embrace Ambiguity
   Too often projects that are planned for 18-36 months naively assume that things will stay the same technologically. Remember the lessons of the past where the things mutated quickly – DOS became Windows, diskettes became CD-ROMs, Netscape begat MSIE which begat Firefox, online dial-up became web broadband, etc. You can’t be certain of the future but you can’t wait for total stability either. That’s the ambiguity. Dealing with ambiguity is a key competency in change management and introducing innovation. Stability is a chimera. Only fossils are truly stable.
9. No Mistake is Ever Final
   One of my better bosses had this phrase framed in needlepoint on the wall of her office. We were part of a skunkworks that was tasked with re-technologizing a major corporation as well as introducing transformational cultural change into a huge publishing sector. No small task. Not only did we make many mistakes, but we learned from them. If we weren’t making mistakes we weren’t trying hard enough. Albeit, we tried to limit the exposure of our experiments, but like learning to ride a bike, if you’re not falling down, you’re just not learning well enough. Her sign “No mistake is ever final” encourages us to try just that little bit harder to achieve greatness because we knew we had her support. If you want to change things for the better, you have to be a change agent and that means you have to be more comfortable with making mistakes and dealing with them effectively – and learning all the time.
10. Have some Fun!
    We are often too serious. Our work is serious and our impact on our communities and the world is enormous! However, working creatively, trying new things and being innovative is fun. Take the time to recognize that and live your life to the fullest. Celebrate your successes and your team’s work. Champion your library’s achievements! Reward your colleagues when they succeed. Don’t ever get so heads-down that you can’t see the big picture. It’s a wonderful world.

Congratulations to Cindy Romaine, SLA, and the SLA board and network for actively seeking the future for over 100 years. I am more future ready for having been involved with SLA and learning from such a great group of colleagues.

Stephen Abram, MLS is a Past President of SLA and is Vice President, Strategic Partnerships and Markets, for Gale Cengage Learning. He is an SLA Fellow and the past president of the Ontario Library Association and the Canadian Library Association. In June 2003 he was awarded SLA’s John Cotton Dana Award and the AIIP Roger Summit Award in 2009. In 2011 he is Canada’s CLA Outstanding Librarian of the Year. He is the author of Out Front with Stephen Abram and Stephen’s Lighthouse blog. Stephen would love to hear from you at stephen.abram@gmail.com.

by Thomas Sullivan

Loyalty expert James Kane gave a remarkable talk on the last day of the SLA 2011 in Philadelphia. He emphasized how essential it is for SLA members to build strong relationships with the people who use the information we find.

Mr. Kane took this a step further: He said that we have the strongest relationships with people who understand us. And if we really understand what information users want – including needs they haven’t articulated – we can become deeply valued partners. Mr. Kane said, “You become valuable when you anticipate the needs” of those we work with.

Author Gary Klein offers a great example of how anticipating needs pays huge dividends in his 2009 book, Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making. Mr. Klein describes how, during World War II, a U.S. Navy Captain was studying intercepted Japanese messages, trying to understand where Japan would attack next.

Capt. Rochefort noted that one location, “AF,” was appearing frequently in Japanese messages, and suspected that AF was the next place Japan’s armed forces would strike. But what was AF? Capt. Rochefort had a hunch that AF was Midway Atoll. To test his theory, he arranged for the U.S. base on Midway to broadcast an un-encrypted message stating that the garrison’s water-distillation plant was malfunctioning. Two days later, U.S. forces intercepted a Japanese message that the AF base was having problems with producing drinking water.

Armed with this information, the U.S. Navy moved quickly to bolster Midway’s defenses, and inflicted a major defeat on Japan, a turning point in the war in the Pacific.

Mr. Klein writes: “Rochefort wasn’t waiting for the data to come to him. He wasn’t seeing his job as simply deciphering Japanese messages. His job was to figure out what [Japanese Admiral] Yamamoto was planning.”

(Read: “Streetlights and Shadows,” pages 194-195.)

Thomas D. Sullivan is a business researcher based in New York who is looking for new professional opportunities. He has researched companies and industries in manufacturing, energy, transport for firms including Morgan Stanley, Ernst & Young, and JPMorgan. He earned an MLS from Queens College CUNY, and a BA in Liberal Arts from St. John’s College in Annapolis, MD, and can be reached atthomasdsullivan@earthlink.net.