The Denver Public Library began with a series of probing questions about what their customers wanted. Demographics, usage patterns adn customer preferences played a role in decision making.

Identify unique groups of users and providing them with what they need was key – more successful and efficient than trying to appeal to the general user. Example: The Gap has stores under a number of names and attracts different customers. Many customers stay loyal to a brand, “migrating” through the various incarnations as they grow up (Baby Gap, Target, Gap, Banana Republic.”

The “be everything to everybody” model was no longer working, so targeted services to meet differing needs were implemented. One new branch opened with a merchandising mentality:

• longer hours
• more computers
• multiple copies
• more A/V
• same day a magazine hits the newsstand it hits
• bookstore displays of new popular materials

(note: there was no mention of whom instituted the merchandising model, just that it happened in 2002-03 and took off.) The Schlessman Branch has double the circulation of the average library it’s size, but the “Stack & High & Watch Em Fly” philosophy didn’t work at other branches – Schlessman was meeting the need of a specific local group.

Why did it work?
A rapidly growing immigrant population has diversified ethinicity of Denver, with Caucausians becoming a minority. Although only 23% of the households have children, the majority of households with children. 75% of workers earn less than $40K a year.
Latino families and whites without children are the two largest demographic groups in Denver.. There are more children in poor neighborhoods and a high percentage of the population is experiencing “financial difficulties.”

Adult book circ waned as DVD circ and website transactions increased. Online newsletters and use of 24/7 specifically increased. Children’s program attendance and circ are immense (20,0000 attendees, 40% of circ).

There was a shift from:
book & text -> popular materials & A/V, non print, web services & computers
children’s collections & programs -> children & family
adult reference -> specialized reference & adult ed
English materials -> Spanish & foreign language materials

Denver identified six patterns of customer use:

1. Central libraries – Fresh city life

• themematic cultural programming
• traditional services

2. Contemporary – want it new, want it now

• Multiple copies
• Coffee carts
• A/V
• Self-service

3. Learning & Language Libraries – Gateway to a new life

• Adult programming
• Language classes
• Bilingual staff
• GED/ computer instructions

4. Family Libraries -

• Children’s collections
• Family programming
• Child friendly staff
• Homework Help
• Afterschool programs
• Sat programs
• music & movies for families

5. Children’s Libraries – easy for unattended children to use

• Arts & crafts
• Acceibility
• Outreach to schools

6. Online Libraries – anywhere, anytime

• Access from online
• Info & reference assistance
• downloadable books, music and MOVIES

How did it work?

• Staff got to choose which type of library they wanted to work in
• Branches regroups by service style
• Department heads did the gap analysis
• Central library did a service design plan and an implementation plan
• focus groups & community conversations

Lessons Learned

• Clear & ongoing communication to patrons and staff
• Time committment

my battery died here, and I had to take *gasp* handwritten notes!