MANAGING OVERNIGHT
Ken Johnson and Susan Jennings
“The best thing a library can be is open,” said Michael Freeman, then director of Haverford College in Pennsylvania, who offered this interesting comment during an exchange of ideas on the merits of offering 24-hour library services.1 Appalachian State University’s Belk Library and Information Commons recently converted to a 24-hour facility five nights weekly between Sunday and Friday night. The following case study outlines our successful change to this operational model, including our observations on staffing, services, and security.
TRANSITIONAL PHASES
Our learning and research services team found the transition to a 24-hour facility a challenging process. We worked diligently to overcome moderate staff resistance and to make the changes successful and sustainable. Now that we have worked through the process, library personnel agree that being open is indeed the best thing.
Phase One: Setting the Stage (2005)
The process began in June 2005 when we moved into a new library and information commons that included an expanded number of new computers, wireless access, new services, and more group study rooms. We extended the closing hour on school nights from midnight to 2 a.m. The campus student government association (SGA) adopted an initiative to support the effort to extend library hours at the new facility. The university librarian committed herself to work with the SGA to push for funding from the university administration to cover the associated costs.
Phase Two: Initial Steps (2006/07)
In working with SGA we learned that students wanted computer access and a study space in the library. Since we had little idea of demand, we decided first to open the atrium and coffee shop areas 24/5. Our building design allowed us to lock the main library areas while still allowing access to the atrium and coffee shop. The coffee shop made for an inviting study space with comfortable seating, tables, and sixteen computer workstations. At the 2 a.m. closing time, night staffers asked students to move to the atrium/coffee shop area so they could lock down the rest of the building. We hired one private security guard to monitor the area overnight. The guard tallied hourly head counts and the type of student activity, including using computers, studying, sleeping, and socializing.
Phase Three: Open during Exams (2008/09)
In January 2008, we implemented a plan to stay open 24/5 for ten days during midterm exams and fifteen days leading up to and during final exams. All library personnel departed at 2 a.m. We increased the private security coverage to a four-person team that patrolled the building from 11 p.m. until 7:30 a.m., when regular staff returned. The security team continued to tally hourly head counts. Additionally, the guards checked everyone for student identification and asked those without student identification to leave the building. In the interest of student safety, we also decided to close all group study rooms at 2 a.m.
Phase Four: 24/5 Library Facility (late 2009 to present)
After persistent lobbying of university administrators by SGA and the university librarian, the university granted the library $100,000 in supplemental money from the tuition increase pool of funds. This money allowed the library to become a 24/5 facility during fall and spring semesters. We expanded the facility operations model from phase three to cover the entire semester.
STAFFING AND SERVICES
Our biggest breakthrough occurred during the transitional phases when the university librarian and the coordinator of public services resolved to turn over the building to the private security team and to close circulation and reference services at 2 a.m. This solution essentially converted the library into a large computer lab and study space.
The SGA advised us throughout that students were willing to sacrifice traditional library services during the overnight hours. Our experience during phase three proved the SGA correct. We have had no requests to provide reference services overnight, and we utilize our 3M self-checkout unit to handle the small circulation demand.
By employing the private security team, we overcame much of the resistance and staff turnover among three library evening and night supervisors. During phases one and two, the library administration strongly considered the possibility of converting the night supervisors to third-shift employees. Positions turned over four times during this period due, in part, to potential changes in job hours. With the current operational model in place, the night supervisors seem more engaged in their work. Although we cannot attribute this engagement entirely to the new operational model, we can observe that we have had no turnover among night supervisors since late 2008.
SECURITY
Contracting a private security team proved to be a sensible step that has developed into an effective working arrangement. Our facility is approximately 165,000 square feet on five floors. The four-person security team walks the floors regularly and records head counts and activity each hour.
Early on, we consulted with senior university police officers to make sure they were comfortable with a private security team in the library. We also worked to make certain the university police would provide timely backup assistance for the security team. Both efforts have been successful. We cannot overemphasize the importance of fostering a positive relationship among the library, the private security team, and the university police force.
Other elements of our building security efforts include an extensive security camera system on all floors, a card swipe system used by students across campus to gain entry to secured campus buildings, and a library staff review each morning to address issues recorded on the security reports.
POLICIES WE PUBLICIZE
Posting our policies prominently on the library website and on the entrance doors has helped to mitigate problems between patrons and the security guards. We also include reminders about safety and respect for the building. Our stated expectations include the following items:
Please Note
Limited Services
Our successful model has been popular with students and at this point is relatively easy to sustain. Although the transition took over four years to complete, we hope that other libraries may find ways to shorten the process by reviewing our course of action and adapt our model to suit their own campus environment. Our library agrees that the best thing we can be is open. How about your library?
Note
1. Andrew Richard Albanese, “The Best Thing a Library Can Be Is Open,” Library Journal 130, no. 15 (2005), 42.