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TAG： 英國 圖書館建築 行銷與推廣 未來圖書館 國立臺灣圖書館

 

 

 

Idea Store花了兩年的時間和社區居民溝通，了解到居民需要一個有歸屬感的環境，資訊內容必須和生活有關，居民可以在環境中可以得到必要的關注、互動溝通的營造和自由自在的享受學習資訊，這樣才有可能激發學習的熱情。在網路中發現很多Idea Store以學習實務為出發的成功例子，從報告中看到Idea Store提供的讀書會分享，是深度的討論和主題探索，在圖書館特闢討論空間，並且提供豐富的相關主題書籍讓讀者充分瀏覽與討論，把書籍當成真正的生活相關和創造趣味來達成傳播與分享，是圖書館中責無旁貸的責任。(註3)

 

整體而言，我們看見在圖書館品牌表現在Idea Store的圖書館的服務和推廣的活動，是將終身教育為目標，以社區內居民整體的活動來營造環境和各種服務的可能性，所以圖書館的價值感受就在終身學習的過程中，讓接受服務的讀者，從各種資訊啟蒙和豐富資源的歷程去體驗圖書館的意義，認同圖書館成為生活所必需，最後豐碩成個人的生命，達到終身教育的使命。

 

Library Watch：是否請您談談你所在的圖書館與服務內容？

Sergio：

Idea Store是一種創新的概念，集合圖書館、學習中心和資訊中心的網絡資源中心。位在倫敦的哈姆雷特塔，這裡是倫敦32個行政區之一，有26.5萬的人口，其中51%來有色人種，以32%人口來自自孟加拉裔為大宗，剩下的19%有回教、中國、越南、非洲和西印度等民族。有多元種族的特色，也同時在本區域內呈現兩種不同的極端，一邊是全英國最貧窮的地區，有高失業率與低教育程度。另一邊卻是因為處在本區Canary Wharf的重要金融位置，有許多跨國企業在此成立公司，每日吸引10萬名高薪者到這個行政區工作。

 

Idea Stores提供傳統的圖書館服務，可免費的使用館藏書籍、電子資源和服務，同時還提供800種成人或家庭課程，如芳香治療、Photoshop、瑜珈、英語和其他外國語學習、烹飪、寶來塢時尚、都市爵士舞、視覺藝術、汽車維護等等。我們還提供咖啡、簡餐和點心，還有藝術家的展覽空間。

 

Library Watch：從你的經驗談談Idea Store的成功圖書館服務經驗，它在傳統圖書館服務和下一代圖書館服務間的區別在哪裡？

Sergio：

我們成功且受到歡迎的因素是我們將人的需求放在思考核心。Idea Stores的形成就是經過當地居民詳盡市調的結果，同時也是我們的願景和長期規劃思考的依據。例如：調查報告中發現大家想要可以適應現代社會生活所需的服務，我們用每周71小時的長期開放時段的實體空間和24小時不打烊的電子資源服務來呼應。市調中民眾還期待場地的感受要像零售商店，所以我們從百貨公司、咖啡廳、餐廳、戲院來擷取經驗與元素到公共圖書館服務中。如此締造了一個讀者新感受，我們做的每件事都是為他們所設想，這是讀者前所未經歷過的。我們的堅持塑造了一好的傾聽者形象，願意為讀者做各種的改善方案。

 

策略上贏得區域內居民增加400%的使用量和92%滿意度，也讓我們證明圖書館的學習服務是有價值的。許多人都認同我們是社區內必備的成員。比起英國其他缺乏公共經費要面臨關門的圖書館，其所在社區也不會因關閉圖書館受到任何影響，我們在社區的地位與價值勝出許多，更加穩固我們的地位。

 

Library Watch：Idea Stores已經12年了，其經營持續成功而且受歡迎的原因是什麼？

Sergio：

主要的區別在於我們整合了成人和家庭學習在我們的圖書館服務中，很多圖書館都有音樂課、藝術史課、外語教學等課程，我們同時設立圖書館和成人教育學院來整合服務，所以我們所提供的不是普通的活動。從一開始設立，我們就對人員晉用和運作系統上將教學與服務並行，第一線人員可以從事一般性服務、也可以適應教學需要支援教學相關服務。專業的教學上，我們會聘用專業教師。

 

Library Watch：你的圖書館如何營造書、資源和讀者之間的關係？中間的組成秘方是什麼？

Sergio：

我們的職責之一是去支援讀者的需要，很多讀者在未修業完成就離開學校，他們一直到就業階段找不到工作後才發現讀寫能力的不足或者有疑似文盲的狀況。 圖書館於是開設讀寫能力課程，並鼓勵讀者廣泛應用閱讀資源。同時，站在我們的核心任務的立場，我們非常鼓勵讀者去享受閱讀的樂趣。社區內有各種不同的需求，我們的挑戰就是去照顧所有的面向和大小需要。透過專門為讀者需求設計有品質館藏和線上資源來服務讀者，我們一再測試和著墨零售業的服務技巧，特別是應用書店技巧，用品質來確保我們讀者的再回到圖書館，提升我們的回客率。

 

Library Watch：在多樣元素混搭和服務價值中，如何適切的樹立圖書館品牌？

Sergio：

12年來我們已經豎立起很好的品牌形象，並且享譽國際，但是好的品牌需要與時並進。以我們的狀況來看，我們的發展策略隨著我們地方需求來持續應變。這幾年，區域中主要的需求都反應在工作與健康。這樣的結果並不讓人意外，因為這個區域內的居民健康紀錄不佳、如果以英國標準來衡量，也同時是失業率最高的區域。不同於其他區域，我們所遭遇到的問題是要去面對健康和工作策略。主動支援這些需求，圖書館所提供的學習和資訊系統無論是單純的提供閱讀資料、課程、資訊資源，或者結合區域內的行政或機構資源，都朝向健康與工作的目標。最終，我們是竭盡所能去改善人們的生活品質，我相信這是所有圖書館的主要目標。

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Library Watch：Could you tell us briefly about the services offered by your library?

Sergio：

Idea Store is an innovative concept combining library, learning and information services within a network of venues in the London Borough of Tower Hamlets, one of the 32 independent London boroughs, with a population of 265,000, of which 51% non-white, with 32% of the community of Bangladeshi origin, with the rest made up of people from Somali, Chinese, Vietnamese, African and West Indian backgrounds.  The borough is characterised by a rich diversity and by two extremes: on one hand it’s one of the most deprived area in the UK, with high levels of unemployment and low levels of literacy and numeracy, and on the other it hosts the financial district of Canary Wharf, which includes many multinational businesses, and attracts 100,000 workers daily to the area, mostly on high salaries.  

 

Idea Stores offer a traditional library service – that is, free access to a large collection of books and digital resources, as well as information services.  They also provide more than 800 courses for adults and families in subjects such as Aromatherapy, Photoshop, Yoga, English and Foreign Languages, Cookery, Bollywood Fashion, Urban Jazz Dancing, Visual Arts, Car Maintenance and many more.  We have also cafes offering hot and cold food and refreshments and a gallery space that exhibits work by local and international artists.  

 

Library Watch：The Idea Store concept is now twelve years old. What are the keys to be still successful and popular?

Sergio：

One of the reasons we are still successful, popular and relevant to people’s needs is that the Idea Store concept was the result of comprehensive, in-depth marketing research involving local residents.  The findings were key in forming our vision and long term strategy.  For example, people told us they wanted a service that suited their modern life needs, which means having access to buildings and resources seven days a week, so we introduced longer opening hours (71 per week), and our 24-hour digital library.  They also wanted to come to a place with the look and feel of retail, so we had to learn important lessons from department stores, cafes, restaurants, theatres and cinemas and adapt these to a public library service.  So, the emphasis has been on putting people (customers) at the centre of everything we do, in a way that had never been done before.  I think we are generally good listeners, and take on board people’s suggestions for improvements all the time, so this is one of the ways of doing this.

 

Our strategy has resulted in a remarkable success (400% increase in usage, 92% customer satisfaction levels), so we have been able to demonstrate to decision makers that our library and learning service is greatly valued by the local population, and many think we are an essential part of our community.  This has meant that we are in a stronger position than most other libraries in the UK, which are being closed because there’s less money to spend on public services and cannot demonstrate that their communities would greatly suffer as a result of their closure.

 

Library Watch：From your perspectives, the success of Idea Store, in terms of library service model, what would be the major differences between the traditional library service and the next generation library service?

Sergio：

The main difference between Idea Stores and traditional library services is that we have integrated our adult and family learning offer with the library service.  There are other libraries that offer some learning opportunities, for example music or art history lectures, or foreign language teaching, but I have never seen anyone who offers learning and library services so well integrated.  This is because, unlike other libraries, the learning offer is core business for us, not just an added activity delivered through a partnership with an adult college or similar - we are both the library and the adult college!  We have a single staffing structure, and the Head of Idea Store (my boss) takes strategic decisions on both learning and libraries.  Also, our frontline staff are trained to support users who need help on the library as well as the learning side (although when it comes to the teaching of the courses, we employ professionally qualified teachers).

 

Library Watch：How you or your library create the relationship between the book/resources and readers? What are secrets inside?

Sergio：

One of our roles it to support people in whatever reading needs they have: many local residents have left school with little or no qualifications, and as they grow up they realize that they are virtually illiterate, and life is much harder for them, because they cannot find work.  We are there to help them, whether through literacy courses or by encouraging them to use our wide range of free reading resources (books, but also online).   At the same time, we are also here to encourage people of all abilities to enjoy the pure pleasure of reading, because this is our mission.  We are aware that there are different needs in the community, and the challenge is to cater for all these, not just for one group or another.  Our quality book collection and online resources are designed to meet these needs, and we use tried and tested techniques from the retail world, particularly in bookshops, to ensure that people use our services and come back for more.  

 

Library Watch：How to create library brand through mashing up all the components of the service and value at the right place?

Sergio：

Over the last 12 years we’ve strengthened and consolidated our brand, which is now well established in the community and valued internationally, but a good brand needs to keep up to date with developments in the outside world.  In our case, we’ve responded to changes by ensuring our strategy continues to meet the needs of local residents.  In recent years we have realized that local people are primarily concerned with issues related to health and work.  This is not very surprising, because we are aware that we have many negative records related to poor health in this area, and one of the highest levels of unemployment in the UK.  Unlike other library services we’ve come across elsewhere, instead of thinking that health and work should not be the main concern for a library service, we have embraced the challenge and created a Health Strategy and are working on an Employment Strategy. We think we can actively support those who need the most help in these areas, and we see our library, learning and information services being particularly well suited in doing this, whether this is through the provision of reading materials in the health and work areas, relevant courses and information, or partnership working with local agents and organisations.  Ultimately, we are here to improve people’s quality of life, in whatever way possible – I think this should be the main mission for all libraries.  

 

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1. 朱沛亭(2005)， idea STORE另類的未來圖書館，傢飾雜誌，第42期

2. An introduction about Sergio Dogliani in the Nordic Library Conference, 2012. http://www.statsbiblioteket.dk/nordic2012/welcome-front-page/speakers-1/sergio-dogliani Accessed on 2014/10/20  accessed on 2014/10/15

3. Report from the Human Library at the IDEA Store in London.(2008) http://humanlibrary.org/report-from-the-living-library-at-the-idea-store-in-london..html  access on 2014/10/20

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