June 24, 2019

On our first day of class, we discussed (among other things) a chapter of the Library Innovation Toolkit which details a program by the name of Ferry Tales--a monthly book group put on aboard a ferry. This program, started by Audrey Barbakoff from the Bainbridge Island branch of Kitsap Regional Library, was founded after making the observation that a large portion of the population was taking the ferry every day to commute to work, and while doing so read along the way. As a representative of the library, Barbakoff's observation of this trend led her naturally to consider how the library could serve this population. While many of these passengers were too busy to come into the library on a regular basis, creating a book club on the ferry allowed them to become part of the library community, and changed their relationship to the library as an institution. As part of our discussion, it became apparent to me that the success of this program was in large part due to Barbakoff's careful inclusion of the stakeholders in her preparation for the program. By consulting with interested passengers, she knew when they would be interested in holding such a program (evenings), for how long they could last, and how often they should optimally occur. When I initially read this chapter, I interpreted this at face value--she figured out a plan that would work best for what she wanted to accomplish--but throughout the course of our class discussion I realized just how significant these actions were, and how I could apply them in my own life.

Looking back, it seems intuitive that Barbakoff would engage the stakeholder, as it ensures success of the program, but the more that I considered it the more I recognized just how often a program is implemented out of the blue, straight from the mind of its creator. As one of my classmates pointed out, you receive very different input from people who would be on the receiving end of an innovation, and people who are creating the innovation. This statement came as a revelation to me, as it applies to my position within my sorority. As the Vice President of Member Development (VPMD), a lot of broad responsibilities fall to me. I act as the academic chair, but beyond that I am also responsible for enriching the experience of members through programming related to academics, mental health, or other forms of personal growth. When I took over as an officer, I immediately wanted to put programs into place that I had been thinking about before being elected. Some of these programs have been very successful, such as A's raffle which rewards women who earn an A on big assignments in their classes, but others have been less popular, such as a peer tutoring program. Both of these programs were spearheaded by myself, with little input from others in the house, and I wonder whether the tutoring program could have been more successful if I had asked around about how girls might be interested in using tutors rather than just setting up a system on my own. Moving into my last quarter as VPMD, I hope to take what I learned here and use it to increase the efficacy and popularity of programs in the house by getting input from the girls who are (hopefully) using them. The stronger these programs become while I am in office, the more likely they are to continue existing after I pass on my position to someone new. As someone who has a vision for how successful something like a peer tutoring program could be, I hope to be able to find a way to integrate it into the fabric of my sorority, but after this discussion I also realize that maybe my stakeholders don't see the use in a peer tutoring opportunity, and it may just need to be an idea that I let go.

One other major lesson I learned from Barbakoff's chapter is the importance of going through the proper channels when implementing a new program. Again, I was able to think of many times in my sorority when a member of the executive council implemented a new program, rule, or event without discussion with any outside voices, or getting approval from alumni/national channels. Although this turns out fine in the end, the new innovation is never as successful as it could be, because it lacks the support of larger networks. Beyond lacking support, events and programs benefit from outside resources and ideas as the proposals travel through each necessary channel, and the end product could be much more impressive if the organizer had used those resources and ideas. Moving forward, I will be more mindful of getting input and approval from each necessary voice before creating programs within my position, as I want to leave the most effective programs possible in place when I leave office.

After our class discussion, we had a break and then traveled for a group dinner at THT. The dinner was delicious and HUGE! We had three courses, which were all incredible, and then a group of about 15 of us went next door to the A'DAM Lookout, where you can travel to the top of the building and get a spectacular view of the city. The picture below was taken from that rooftop (although you'd never know it). We also bought tickets to swing out over the building, which was super cool. All in all, a very informative and f