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Boston Public Library. Guidelines for Behavioral Performance.
Boston Public Library
BPL
[ BPL logo http://www.bpl.org/WWW/graphics/homepg_graphic/BPLlogo.gif ]
Copley Square
700 Boylston Street
Boston, Massachusetts 02116
T 617.536.5400
www.bpl.org
December 26, 2000
Telephone Requests for
General Administrative Notices
Received December 4 and December 8, 2000
I am in receipt of staff messages for your public
records request on December 4, 2000
"...to [be] sent future GANs" and on December 8, 2000
"...to be placed on our email list to receive GANs as
released."
Pursuant to 950 CMR 32.06, an estimate has been
compiled for the cost of fulfilling your request.
[ http://www.state.ma.us/sec/pre/prelaw/lawidx.htm ]
Based on the period December 18-22, it is estimated
that it would take a clerical staff member
approximately 10 minutes each week at
$13.76/hour to retrieve, separate and photocopy the
requested documents, at a weekly cost of
$2.29.
Based on that same time period it is estimated that
each week's compilation of General Administrative
notices would contain approximately
13 pages of paper.
The estimated cost of copying, at 20 cents per page,
would be
$2.60 each week.
Upon receipt of a check for
$4.89, we will compile an initial week's materials
pursuant to your request.
In recognition of the potential ongoing expense to be
incurred by you for the compilation of this request,
the Library would make the requested document available
for your on site viewing in the President's Office,
Monday-Friday, between 9:00 a.m. and 4:00 p.m.
It is estimated it would take a clerical staff member
approximately
5 minutes at $13.76/hour to retrieve the requested
documents each week.
Upon receipt of a check for
$1.15 the Library will compile an initial week's
materials pursuant to your request, and will notify
you when it is available for your on site review.
Sincerely yours,
Ruth E. Kowal [ rkowal@bpl.org ]
Director of Operations
[ http://www.bpl.org/query.idq?CiRestriction=Kowal&CiScope=%2F&CiMaxRecordsPerPage=10&TemplateName=query&CiSort=rank%5Bd%5D&HTMLQueryForm=query.htm ]
[ http://www.google.com/search?q=%22Ruth+Kowal%22&hl=en&lr=&safe=off ]
[ http://www.alltheweb.com/cgi-bin/search?type=all&query=%22Ruth+Kowal%22 ]
cc: Stacey Bloom,
Assistant Corporation Counsel, City of Boston
[ mayor@ci.boston.ma.us ]
[ www.ci.boston.ma.us ]
Books are just the beginning.
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Guidelines for Behavioral Performance of Reference and Information Services
Professionals
RASD Ad Hoc Committee on Behavioral Guidelines for Reference and
Information Services. Approved by the RASD Board of Directors, January
1996
Introduction
Most of the literature on the evaluation of reference services has been
concerned with the factual accuracy of librarian responses to user
queries. Many studies have been conducted to determine if patrons are
receiving "correct" information from librarians. As has been well-reported
in the reference literature, we collectively succeed according to this
measure of service quality only slightly more than one-half of the time.
However, these studies do not take into account the complex
librarian/patron interaction during the reference process.
Reference performance cannot be measured solely by the accuracy of an
answer to a factual question. In many cases, the librarian serves as a
research consultant who provides guidance and advice on search strategy
and process, rather than providing a specific answer to a factual
question. In cases such as this, the success of the transaction is
measured not by the information conveyed, but by the positive or negative
impact of the patron/librarian interaction. In this type of transaction,
the positive or negative behavior of the librarian (as observed by the
patron) becomes a significant factor in perceived success or failure.
In an effort to provide librarians and information professionals with
specific guidelines for this complex process, in 1992 the President of the
Reference and Adult Services Division created an Ad Hoc Committee on
Behavioral Guidelines for Reference and Information Services. The
committee met several times at the ALA Annual and Midwinter conferences.
Their goal was to identify and recommend observable behavioral attributes
that could be correlated with positive patron perceptions of reference
librarian performance. The committee identified several areas in which
behavioral attributes could be directly observed, including
approachability, interest, listening/ inquiring, searching, and follow-up
activities.
These guidelines are intended to be used to assist in the training,
development, and/or evaluation of librarians and staff who provide
information services directly to library users. They are designed
primarily to deal with instances in which the patron and the librarian are
working face to face. While many of the guidelines also apply to other all
reference transactions, some will need to be adapted for remote users and
persons with special needs.
1.0 Approachability
In order to have a successful reference transaction, the patron must be
able to identify that a reference librarian is available to provide
assistance and also must feel comfortable in going to that librarian for
help. Approachability behaviors set the tone for the entire communication
process between the librarian and the patron. The initial verbal and
non-verbal responses of the librarian will influence the depth and level
of the interaction between the librarian and the patron. At this stage in
the process, the behaviors exhibited by the librarian should serve to
welcome the patron and to place him/her at ease. The librarian's role in
the communications process is to make the patron feel comfortable in a
situation which may be perceived as intimidating, risky, confusing, and
overwhelming. To be approachable, the librarian:
1.1 Is poised and ready to engage approaching patrons and is not engrossed
in reading, filing, chatting with colleagues, or other activities that
detract from availability to the patron
1.2 Establishes initial eye contact with the patron.
1.3 Acknowledges the presence of the patron through smiling and/or open
body language.
1.4 Acknowledges the patron through the use of a friendly greeting to
initiate conversation and/or by standing up, moving forward, or moving
closer to the patron.
1.5 Acknowledges others waiting for service.
1.6 Remains visible to patrons as much as possible.
1.7 Roves through the reference area offering assistance whenever
possible.
2.0 Interest
A successful librarian must demonstrate a high degree of interest in the
reference transaction. While not every query will contain stimulating
intellectual challenges, the librarian should be interested in each
patron's informational needs and should be committed to providing the most
effective assistance. Librarians who demonstrate a high level of interest
in the inquiries of their patrons will generate a higher level of
satisfaction among users. To demonstrate interest, the librarian:
2.1 Faces the patron when speaking and listening.
2.2 Maintains or re-establishes eye contact with the patron throughout the
transaction.
2.3 Establishes a physical distance which appears to be comfortable to the
patron, based upon the patron's verbal and nonverbal responses.
2.4 Signals an understanding of the patron's needs through verbal or
non-verbal confirmation, such as nodding of the head or brief comments or
questions.
2.5 Appears unhurried during the reference transaction.
2.6 Focuses his/her attention on the patron.
3.0 Listening/Inquiring.
The reference interview is the heart of the reference transaction and is
crucial to the success of the process. The librarian must be effective in
identifying the patron's information needs and must do so in a manner that
keeps the patron at ease. Strong listening and questioning skills are
necessary for a positive interaction. As a good communicator, the
librarian: 3.1 Uses a tone of voice appropriate to the nature of the
transaction.
3.2 Communicates in a receptive, cordial, and encouraging manner.
3.3 Allows the patron to state fully his/her information need in his/her
own words before responding.
3.4 Rephrases the patron's question or request and asks for confirmation
to ensure that it is understood.
3.5 Uses open-ended questioning techniques to encourage the patron to
expand on the request or present additional information. Some examples of
such questions include:
* Please tell me more about your topic.
* What additional information can you give me?
* How much information do you need?
3.6 Uses closed and/or clarifying questions to refine the search query.
Some examples of clarifying questions are:
* What have you already found?
* What type of information do you need (books, articles, etc.)?
* Do you need current or historical information?
3.7 Seeks to clarify confusing terminology and avoids excessive jargon.
3.8 Uses terminology that is understandable to the patron.
3.9 Maintains objectivity and does not interject value judgments about
subject matter or the nature of the question into the transaction.
4.0 Searching
The search process is the portion of the transaction in which behavior and
accuracy intersect. Without an effective search, the desired information
is unlikely to be found. Yet many of the aspects of searching that lead to
accurate results are still dependent on the behavior of the librarian. As
an effective searcher, the librarian:
4.1 Constructs a competent and complete search strategy.
4.2 Breaks the query into specific facets.
4.3 Identifies other qualifiers of the query that may limit results, such
as date, language, comprehensiveness, etc.
4.4 Selects search terms that are most related to the information desired.
4.5 Searches under the most limiting aspects of the query first.
4.6 Verifies spelling and other possible factual errors in the original
query.
4.7 Identifies sources appropriate to the patron's need that have the
highest probability of containing information relevant to the patron's
query.
4.8 Consults guides, databases, or other librarians for assistance when
he/she cannot independently identify sources to answer the query.
4.9 Discusses the search strategy with the patron.
4.10 Encourages the patron to contribute ideas.
4.11 Explains the search sequence to the patron.
4.12 Attempts to conduct the search within the patron's allotted time
frame.
4.13 Accompanies the patron (at least in the initial stages of the search
process).
4.14 Explains how to use sources when the patron shows an interest.
4.15 Works with the patron to narrow or broaden the topic when too little
or too much information is identified.
4.16 Asks the patron if additional information is needed after an initial
result is found.
4.17 Recognizes when to refer a patron to a more appropriate library,
librarian, or other resource person.
5.0 Follow-up
The reference transaction does not end when the librarian walks away from
the patron. The librarian is responsible for determining if the patron is
satisfied with the results of the search and is also responsible for
referring the patrons to other sources, even when those sources are not
available in the local library. For successful follow-up, the librarian:
5.1 Asks the patron if the question has been completely answered.
5.2 Encourages the patron to return to the reference service point.
5.3 Returns to the patron after the patron has had time to study the
information source(s).
5.4 Consults other librarians when additional subject expertise is needed.
5.5 Makes arrangements, when appropriate, with the patron to research a
question even after the patron has left the library.
5.6 Tries to ensure that the patron will get appropriate service after a
referral by providing accurate information to the other department,
library, or organization about the question, the amount of information
required, and sources already consulted.
5.7 Facilitates the process of referring a patron to another library or
information agency through activities such as calling ahead, providing
direction and instructions, and providing the library and the patron with
as much information as possible.
5.8 Refers the patron to other sources or institutions when the query
cannot be answered to the satisfaction of the patron.
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