1. Concierge
Model
refers
to
a
service
perspec3ve
and
set
of
training
experiences
for
all
public
service
staff
across
SULAIR
modeled
a?er
the
services
provided
by
a
Concierge.
The
ul3mate
goal
of
the
model,
and
the
program
we
are
kicking
off
today,
is
to
maximize
scholars’
(esp’ly
Stanford
scholars)
knowledge
of
and
effec3ve
use
of
the
resources
&
services
we
offer.
The
general
idea
is
that
we
will
all
become
more
concierge-­‐like
in
our
interac3ons
with
scholars
–
able
to
seamlessly
pull
together
an
array
of
resources
to
address
their
research
&
teaching
needs
1

2. A
big
part
of
what
the
concierge
model
intends
to
address
is
the
fact
that
SULAIR
is
nothing
like
a
tradi3onal
library.
WE
are
a
huge,
complex,
diverse
organiza3on
that
includes
units,
func3ons
and
services
s3ll
not
found
in
many
libraries.
Our
strengths
span
tradi3onal
library
collec3ons
and
services,
emerging
digital
library
resources
and
tools,
publishing
services,
academic
technology
support,
and
all
this
across
disciplines.
Challenge
this
strength
creates
is
that
Faculty
&
students
don’t
know
the
depth
and
breadth
of
what
and
who
we
are
(s3ll
stuck
w/
outdated
no3on
of
library/
librarian).
We
have
a
bit
of
an
image
problem
–
which
is
also
an
outreach
&
educa3onal
opportunity.
2

3. Even
when
they
do
have
a
sense
of
the
services
we
might
have
to
offer
–
they
o?en
don’t
know
which
part
of
the
org
to
approach
for
help
&
some3me
we
aren’t
sure
exactly
what
services
are
provided
by
which
part
of
SULAIR
and/or
Stanford.
Org
chart
not
much
help.
3

4. Our
current
library
homepage
likewise
tries
to
address
this
(more
on
this
later),
but
not
very
effec3ve
tools
for
that.
4

5. Even
when
they
do
discover
the
range
of
services
we
can
offer,
naviga3ng
to
them
can
some3mes
make
the
scholar
can
feel
a
bit
like
they
have
been
sent
on
an
adventure
led
by
Billy
from
family
circus.
Fully
addressing
any
one
scholars’
research
needs
may
require
interven3on
by
several
members
of
our
staff,
across
different
parts
of
the
organiza3on
–
but
being
sent
to
find
each
of
them
can
be
disorien3ng
and
frustra3ng
for
our
scholars.
So,
our
challenge
is
to
find
a
way
to
inform
scholars
of
the
full
range
of
advanced
resources/services
available,
and
providing
access
to
those
resources
and
services
in
a
direct
and
efficient
way
5

6. Enter
the
Concierge
Model.
The
term
Concierge
originally
referred
to
the
“keeper
of
the
keys”–
the
person
who
had
access
to
all
the
rooms
in
a
Medieval
castle.
Like
the
concierge
of
old,
the
SULAIR
concierge
has
the
key
to
the
resources
needed
by
our
scholars.
Modern
concierge
is
usually
at
a
fine
hotel,
acts
as
an
ambassador
for
the
hotel,
but
also
the
city.
A
good
concierge
handles
a
full
range
of
guest
requests
–
dinner,
opera
3ckets,
arrangements
for
an
emergency
haircut,
just
about
whatever
the
guest
needs.
A
great
concierge
knows
their
city
extremely
well,
and
has
a
extensive
set
of
well-­‐cul3vated
contacts.
But
–
doesn’t
just
give
the
guest
the
phone
number
for
the
restaurant,
the
website
for
ordering
3ckets
and
the
address
of
a
hair
salon.
The
concierge
acts
as
the
single
point
of
contact
to
set
up
all
these
things
for
the
guest.
We
want
to
move
towards
that
model
of
service
for
our
scholars
–
but
with
some
modifica3ons.
6

7. A
pure
concierge
model
is
not
exactly
the
right
fit
for
our
organiza3on
and
our
mission.
SULAIR
concierges
will
also
be
coaches
–
con3nuing
our
emphasis
on
using
encounters
with
scholars
and
students
as
teaching
opportuni3es.
We
also
want
to
incorporate
an
evangelical
mission
into
our
concierge
model
–
such
that
all
of
us
create
opportuni3es
to
preach
the
good
news
of
SULAIRs
research
support
services
and
scholarly
resources.
So,
it’s
really
a
“Concierge
+”
model.
7

8. To
summarize,
elements
of
the
SULAIR
Concierge+
Model
are:
• An
actude
focused
on
excep3onal
customer
service
(concierge
rarely
says
No—finds
a
way
to
say
no
by
saying
yes)
• A
commitment
to
providing
scholars
with
a
reliable,
knowledgeable
point
of
contact
who
acts
as
a
“champion”
naviga3ng
our
organiza3on
with
and/
or
for
them,
instead
of
sending
them
on
a
convoluted
path
to
the
six
different
departments
or
people
who
might
help
them.
• Doing
that
requires
that
all
of
us
who
work
with
scholars
need
need
to
maintain
a
strong
familiarity
with
the
full
range
of
resources
and
services
avail
in
the
organiza3on
• As
we
work
through
some
exercises
and
case
studies
today,
we
may
come
up
with
addi3onal
features
to
be
part
of
the
Concierge+
Model
8

9. How
will
we
get
there
–
what’s
the
plan?
• Today
is
a
start
–
talking
about
and
refine
the
Concierge
model,
modeling
customer
service
interac3ons,
and
applying
concierge
model
to
some
use
cases
• Managers/Leaders
(you
all)
are
being
enlisted
star3ng
today
to
Promulgate
a
Concierge
actude
towards
public
service
across
the
organiza3on
• We
are
commicng
to
providing
training
over
the
next
year
that
empowers
public
services
staff:
• to
respond
to
faculty/student
needs
w/
full
range
of
org
resources/
services
w/o
sending
patrons
to
mul3ple
points
of
contact
• to
coach
scholars
in
use
of
full
range
of
SULAIR
services/resources
(as
appropriate)
• Con3nued
emphasis
on
outreach
and
evangelizing
at
every
opportunity,
every
encounter
with
faculty,
on
behalf
of
full
range
of
SULAIR
services/
resources
• Again
–
today
and
throughout
the
year,
addi3onal
ideas
are
likely
to
emerge
from
you
all
about
how
we
might
implement
the
Concierge
Model.
9

10. 10