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College & UndergraduateLibrariesPublication details, including instructions forauthors and subscription information:http://www.tandfonline.com/loi/wcul20

Positioning the LibrarySusan Carol Curzon PhD, Public Administration a b ba University of Southern California , Los Angeles, CA,USAb California State University , Northridge, USAPublished online: 12 Oct 2008.

To cite this article: Susan Carol Curzon PhD, Public Administration (1997) Positioningthe Library, College & Undergraduate Libraries, 4:2, 107-113, DOI: 10.1300/J106v04n02_14

To link to this article: http://dx.doi.org/10.1300/J106v04n02_14

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Susan Carol Curzon

As environments become more challenging ahd re- sources decline, a library must position itself strategically within the university. This article provides twenty-three ways to improve the library's image on campus and to position the library for future success. Following these recommendations will enable the library to become a positive force in campus life and to establish its centrality to the academic mission. [Article copies available for a fee from The Haworfh Document Delivery Service: 1-800-342-9678. E-mail addras: getin fo@iaworfh. com J

. Public relations, positioning, image, survival, orga- nizational behavior

Susan Carol Curzon (PhD, Public Administration, University of Southern California, Los Angeles, CA) is Vice-Provost, information & Technology and Dean of the University Library at California State University, Northridge. The 1994 recipient of Library Jour.nal's Librarian of the Year, she is the author of two books, Matiaging Change and Matiaging the Interview.

College & Undergraduate Libraries, Vol. 4(2) 1997 0 1997 by The Haworth Press, Inc. A11 rights reserved. 107

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108 COLLEGE & UNDERGRADUATE LIBRARIES

This is not an easy time for most colleges and universities. Rising costs, fund-raising, technology’s im- ds and tenure have created an cademic i~stitutions are ques-

new strategies for future survival. of materials, declining budgets, the impact d the burgeoning of electronic resources and e created equally challenging environments

They are under some threat from the institutions that they serve. out careful vigilance by librarians, libraries can be seen as resource black holes of needs for collection development money and never ending demands for space. If that were not enough, administrators make false assumptions: that electronic information will completely replace libr that it is free and on the Internet; and that libraries hang onto the past. as libraries move powerfully into the creation of new electronic services, many colleges and universities, as they question themselves, are question- ing libraries and their role.

The peculiar thing about unstable environments is that they bring cre- ativity and destruction, lack of choices and a wealth of oppohnities. Unstable environments must be watched closely. The canny librarian will move now to position the library so that rather than engaging in a series of defensive maneuvers when it might be too late, the library will become a positive, assertive force central to the mission of the college.

The question i show to do it? In what ways can we position the library? The following is a program for improving the library’s image on campus and positioning it for success.

1 . Begin with a clear vision of the library of the future. People become enchanted with a vision. Capture the imagination of the academic adminis- trators and faculty by developing and articulating a vision. Librarians must be able to state the vision clearly and equally well to all parts of the campus. Take every opportunity to state the vision publicly. Visions must be constantly reinforced in order to become part of the culture of an organization.

What is a vision? A vision is a dream of the future that is powerful enough to make reality, A vision should give a library a me library leaders may prefer to develop the ally best created by a group of the library’s leaders who must ask and answer what they want the

at is not seen is soon forgotten. All librarians have to be

want that dream to

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Susan Carol Curzon 109

isolated institutions a d ind iv idua~~h i s is an

er to discount than active

college and university community.

a bust. It is a boon to visibility, status resentment of some professors who feel t dues. This lingering resentment hurts o our most powerful allies-the professors. The majority of people who hold faculty status are profes Librarians are often forc being right for them. Librarians should push for a redefinition of. what

status means for them, rather than trying to imitate professors. se, they are left playing someone else’s game, which is not good brary’s image and position on campus.

4. Be a force in the community. Every library needs to create alliances beyond the institution by being an active member of community organiza- tions. Apart from the fact that a college and its library should perform community work, there are decided public image benefits. When college administrators are out and about in the community, they will hear about our community service and ut the type of work that we are doing to enhance the college’s image, ving non-campus people sing our praises is very effective. Organizations such as wanis, Rotary, Lions, the Red Cross, Scouts, and Y CA’s are good places to start being active in the community.

5. Understand the coinage ofpower. What is the coinage of power in academe? It is PhD’s, grants, and publications. Are librarians earning advanced degrees? Are they publishing regularly? Are they obtaining grants? Are they getting national attention? If a library wants power, librarians must understand and pursue its coinage.

6. Educate the users. Sometimes people have negative images about libraries because they assume that libraries are difficult to use and because libraries invoke images of restrictions. To counteract such negative stereo-

3. Beyourself: The faculty status of librarians has been both a boon and

s. They have defined what to imitate aspects of faculty

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110

The benefit of collaborating on the goals of the university is the opportuni- ty to in~uence those goals.

8. Support instruction. A library should never lose its central position as the premiere support organization for the instructional program. Stay close to the inst~ctional gram by constantly working with faculty, noting changes in the curri m, responding to faculty research and instructional needs, informing faculty about changes, and involving faculty in the build-

ns, Once a library loses sight of its mission, it loses all

yourparticular niche. Libraries have an image of being all things to all people. Compelling as that philosophy is, it has little basis in the reality of library budgets. Additionally, it is frustrating to the user who then has false expectations of the range of services provided. It is better for a library to be explicit about the range of its offerings. It also improves service because staff can focus on doing some things really well as op-

iends wherever you go. A library can never have too many e of organizational structures and strategic pla

tions really travel on a network of friends and relationships. of support for the libr resources to be gained. twork of people willi

is critical for goals to be accom- library can achieve its objectives enable and support the library’s

goals. A library director especially should invest heavily in developing a

whine about their circum- rs on and of€ campus.

transformed into partnering. Librarians should ministration and with the instructional facult supporters, enablers, and collaborators on co havior is much more likely to be funded than protesting.

are seen as

12. Never stint on public relations. Articles in the student and the local

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Stisan Carol Curzon 111

s community about its needs and its

funding. Additionally, the information has time to mature and to become a part of the campus co nity’s knowledge. This means that there will be greater support for the library’s needs at budget time.

13. Provide the highest quality of service. No amount of public relations will help if there is no quality of service delivered. If users are unable to find what they want or unable to get service, then any public relations program becomes just hype. uch effort, support, and training needs.to go into the people who work the desks so that they can deliver the service needed.

14. Be realistic. In spite of the fact that the library is called the heart of the college or university’ it isn’t. The true heart is what occurs between a professor and a student. In spite of all the speeches that are given about a library’s role, those who allocate resources have little doubt in their minds that the instructional program is first. This does not mean that a library is not important, it just means that librarians have to be reali they really are in the scheme of instructional priorities. waste a lot of energy demanding top priority. This is unrealistic and gains nothing except the puzzlement and sometimes derision of administrators who wonder why librarians are so out of touch.

15. Develop expertise. Academic communities respect knowledge and expertise. Every librarian who works directly with the faculty in collection development, reference, or bibliographic instruction should develop and become known for high levels of subject and research tool expertise. Not only does this increase respect for the library, but it also gives faculty confidence in the library and its ability to support instruction. When facul- ty have confidence, they are much more likely to support the library at critical times.

16. Ask the tough questions. If the library is being cut out of adequate

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112 COLLEGE h U ~ D E R G R A D U A T ~ LIB

environment. Virtual universities, information distance learning a so much more are revolutioniz- Librarians must c stantly keep up, stay informed, understand their environment. A library that gets

be marginalized. Additionally, remember that librarians must on top of change, but must be perceived as being leaders of

ke sure that the academic community knows how the library is ing to the changing times.

e user. Every library’s main source of power is what users want and what their issues and concerns..are.

ng service and in handling users’ complaints. It is users who must be saying that their library is vital and important.

20. campus administrators your champions. Give campus admin- to champion your services by speaking and writing en a person has to speak or write about a subject, they

become engaged and more knowledgeable. They also often become an advocate. Look for every opportunity to engage the presidents, chancellors and provosts in speaking about your library and about the causes of li- braries.

2 1 . Handle a setback. Sometimes service failures technology failures, problem employees, and other di jor setbacks in public relations efforts. No matter how be able to handle a setback. After one occurs, study what happened and how it can be prevented in the future. Try to learn from the experience. Then pick up the pieces and move forward. The only value in looking back is to learn.

22. Fund raise, fund raise. No college or university will ever have enough money to satisfy the needs of the library. Therefore, every library has to have an active fund-raising program to ta e care of some of its own needs. Apart from the important fact that funds will be coming in, this positions the library very well when it is recognized as a fund-raiser.

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Siisari Carol Curzon 113

Campus administrators are under pressure to raise funds and appreciate any unit that is making an effort to achieve campus-wide goals.

2 3 . Stick to the goals. Whatever the past was, the future can be different if libraries are in the business of inventing the future. Determine what position your library should be in and plan to carry out these goals. Achieving any change requires a long-distance runner. Stick to the goals, regardless of problems, and effect real change.

thout recognition of the library’s importance to the college, resources will not flow towards the library. Without resources, the library will be unable to provide services. This downward spiral makes the library increasingly peripheral. Position- ing the library is of great importance if libraries are to carry out their vital mission.

ow important is it to position the library? Very.

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