Serving our Differently Abled Neighbors . . . with Attitude

Staff Etiquette for Serving Patrons with Disabilities Never Ends

After all these years, it is still an issue in rural librarianship. The Americans with Disabilities Act was a watershed moment that helped take the term “disabled” out of employment, public access, freedom of movement, and the ability to utilize public and private services.  However, many rural libraries to this day, suffer under the weight of ADA compliance mandates, especially in economically depressed states.  In the rural library these issues can be traced to a lack of funds to purchase technologies for adequate accommodations, a lack of addressing sufficient knowledge about disabilities with staff, and simplifying what small, rural libraries can do today to accomplish appropriate services.  

These issues can expose more serious underlying problems such as a greater likelihood of not meeting ADA compliance in the library structure due to a lack of staff training and attitudinal barriers; and library directors and branch managers actually being unable to comply with ADA mandates for whatever reasons.

Only a few of us might be considered experts in the area of serving our customers with disabilities within the library setting.  As rural librarians, let’s help ourselves address ADA compliance in the best manner we can, not only through assistive technologies as they become available in our neck-of-the-woods, but also through our attitudes and hospitality toward our neighbors who are Differently Abled.

Here are some simple how-to's:

• Approach a patron with an offer of help, but don't proceed until the offer is accepted.
• Do not pass judgment on the validity of a patron’s statement of disability:  disabilities are often invisible, and many people do not appear to have disabilities even though they do.
• Remember that people who use wheelchairs, or who are of short stature, may have difficulty reaching high shelves, while patrons with other disabilities may find it very had to bend down to reach low shelves.
• Do not touch wheelchairs or mobility aids without permission.  Leaning or hanging on a wheelchair is an invasion of personal space.  Moving a wheelchair or crutches may leave a person stranded.
• When patrons ask you to act as a guide, offer your elbow.  Do not grab arms or push patrons; instead, allow them to hold on and follow you.
• When giving directions to people with visual or mobility impairments, be very clear and include information on distances, changes in floor level, and any obstacles along the way.
• Remember that a disability is not an illness:  don’t treat people with disabilities as though they are sick.
• Don’t be offended by a lack of response or unconventional behavior.  People with hearing impairments may not have heard or understood you; other disabilities may affect social or motor skills, causing unusual responses.
• Remember that using a mobility aid such as a wheelchair or walker is not in itself a tragedy.  Mobility aids give people the freedom to move about independently.
• Do not pet or play with guide dogs or working animals. These animals are not just pets, and distracting them can put their owner in danger.  Always ask permission of the owner before interacting with an animal.
• Always let the person with the disability decide what they can and cannot do.  Don’t neglect to mention programs or services because you think patrons with disabilities might not benefit from them.
• Interact with patrons who have disabilities as you would with any other customers.  Remember always to think of the person first.

Brought to you by The Settlement Library Project:
Serving People, Changing Perspectives, and Sharing Resources in Libraries

 

Image: by Morton Bibow, Harvard Law School Project on Disability http://www.hpod.org/networking/idpo

Thanks to:  Deines-Jones, Courtney & Van Fleet, Connie. (1995). Preparing staff to serve patrons with disabilities. New York, NY: Neal-Shuman Publishers, Inc.

Differently Abled: Changing Attitudes with Information

"Serving People, Changing Attitudes and Sharing Resources in Libraries"

Did you know that
More than 8 million Americans have hearing problems
More than 8.1 million have vision problems
More than 1.8 million use wheelchairs
More than 1.1 million are blind
More than 1 million are deaf
The National Institute of Health now estimates that more than 39 million Americans have learning disabilities.

There are disabled individuals all around us: people who are mentally or physically challenged. These individuals are not necessarily handicapped: they are Differently Abled. A fundamental philosophy of library services is to serve the Differently Abled. The challenge of providing excellent service to all patrons, including those with disabilities, is paramount to fulfilling the library’s mission.

Library staff can make a difference in the lives of persons with obvious or invisible disabilities through opportunities for equitable services and viable access to facilities. Maybe this can help . . .

The Settlement Library Project Presents: Differently Abled from 'Fotched-On' Librarian A bibliographic service from The Settlement Library Project concerning libraries and ADA compliance.

The Critical Link

Library Staff as Added Value

A director of a library possesses great opportunities and inventive options when managing or organizing library staff and creating a positive working organizational culture. The wonderful future of it all, when structuring the elements of a library, is in choice and pliability offering specialization, coordination, and the cooperation of everyone involved unique to their own talents and personalities.

In thinking outside the “traditional” business managerial stereotypes, options of openness and flexibility could easily be implemented and made available in the library setting for staff members who are parents, seniors, disabled, students or otherwise. It could mean an alternate work schedule arranged by collaboration with other staff members to benefit working parents and any other employee demographic with special needs. If a library is a haven for diversity, why not implement an organizational structure which offers incentive for staff to function and serve each other, as well as the community, proactively?

To easily accomplish this, focus on the needs of all using simple and clear boundaries and accountabilities. To manage work schedules and coverage for sick days, special event days, doctor appointments, etc., subdividing into smaller work groups, under a departmental director, could stabilize the library environment and create a cohesiveness and camaraderie between workers which may easily spill over into customer service dynamics. Alternative work schedules, compressed work weeks, telecommuting, even job sharing are all potential problem solvers in an employees’ life which could add to the creation of a dedicated staff.

Some staff members may even be willing to take less of a salary for the working convenience of specific nonmonetary benefits such as that of a day care center within the library setting. Aren’t children a main targeted segment of a library? Aren’t there reading programs, puppet shows and special engagements going on weekly? Why would a few children of library staff organized and overseen in one of the community access rooms or an underutilized office space be so unthinkable? The parent’s themselves, who are employed by the library, could even cooperate in choosing and employing their own day care worker on sight.

It is probable that the future may entail the complete lack of retirement and medical benefits from an employee package. Offering convenience and flexibility in the social network of the decision-making structure could easily be injected into a compensation packet - especially during cut-backs - as part of a tailored program to meet an employee’s individual needs. When structuring a work setting conducive to creativity and solidarity, this simple option might very easily alter a staff member’s stress level leading to a team culture of loyalty and achievement; fostering opportunities for individuals and the community served.

When creating a library culture enabling the interaction of individual talents, individual interests, individual abilities and personal skills - with human consideration toward diverse individual situations – positive feelings will enhance positive relationships and naturally foster opportunities for greatness; for lending a helping hand; and for making staff members as successful as the library unit itself. Non-monetary employee benefits are one way to accomplish an organizational structure promoting relationships benefiting all, and a library culture reflecting the library’s role and goals within the community.

It is this critical link - a dynamic staff working together toward a primary mission – which will secure and cement the library experience of the future.

Image: themadprofessorandhismonkey.blogspot.com/2009..