Running Head: COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 1

Community Needs Analysis oI Hesston, Kansas

Cari Cusick
Emporia State University

COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 2

Abstract
This analysis looks at the community oI Hesston, Kansas, the primary community served
by Hesston Public Library. The analysis Iirst examines the community to ascertain qualities and
characteristics oI the members oI the community, which indicate specialized inIormation needs
and services that will allow the library to better serve its clients. The paper then addresses the
issues oI why such analysis is important and how to go about using the data compiled Ior
maximum beneIit Ior library users and the community.

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Community Analysis oI Hesston, Kansas
Hesston is a community oI just more than 4,000 residents located in south central Kansas.
Hesston Public Library has served this community since the Hesston Women`s Civic Club
Iounded it in 1937. The library recently moved into a new, larger Iacility. The Iacility is a result
oI years oI planning and advocacy on the part oI the Library Board oI Trustees and staII, and a
correlating Iundraising campaign has drawn broad community support Ior the library.
In light oI that momentum, the Library Board oI Trustees has expressed a desire to
analyze the community to determine ways in which the library can better meet the inIormation
needs oI the community. As library director, I have been charged with gathering data on the
community, supplemented by observation, Iocus groups, surveys and other methods, to ascertain
what new programs, services and resources the library should provide.
This analysis examines the community oI Hesston as a whole based on the Community
Analysis Research Institute (CARI) model, which looks at Iour categories Ior analysis:
individuals, groups, agencies and liIestyles (Grover, et al, 2010, p. 47-48). This paper uses data
available through records such as the U.S. Census, as well as observational data and other
sources, as a basis Ior this analysis beIore discussing Iurther steps that should be taken to Iully
analyze the community.
Community Description
Age. As oI the 2000 Census data, Hesston was close to the national averages on
percentages oI those under 5 years oI age, and over 18 years oI age, but was almost 6.5 percent
higher than the national average on those 65 years and over. This is likely attributed to the large
Schowalter Villa complex in Hesston, which is home to about 500 residents in duplexes,
independent living apartments, rent-subsidized housing units, and a nursing home. I was rather
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surprised by the number oI those listed as living in renter-occupied housing units (30.5 percent)
but wonder iI that number includes those who live at Schowalter Villa. Schowalter Villa is a
major Iorce within the Hesston community and also is home to the Hesston Intergenerational
Childcare Center, which opened in 2005. An above-average older population could warrant
additional large print collections, computers with sight assistance capabilities, beginning
computer and technology classes, and materials on aging and health.
thnicity. Hesston is a community with a population oI just more than 4,000 according to
2000 Census data. The population is split almost equally between male (1,986) and Iemale
(2,093). The population is 95.3 percent white, with 2.5 percent oI the population identiIying
themselves as Hispanic or Latino and 1.3 percent oI the population identiIying themselves as
black or AIrican-American. While those numbers may have risen slightly since 2000, there is no
indication oI any dramatic changes.
However, the statistics still indicate a need Ior some items and services that meet the
inIormation needs oI Hispanics. Other issues may need to be addressed as well. For example, a
2008 survey recommended libraries have strong privacy policies in place and communicate that
to patrons-in both English and Spanish signage-to ensure Latinos are aware that the library will
not share user inIormation (Flores and Pachon, p. 15). Those Irom countries less time-Iocused
than the United States may Ieel diIIerently about due date policies and overdue Iines.
conomic levels. On the economic side, Hesston has a much lower level oI poverty than
the national average, with 3.3 percent oI Iamilies and 4.7 percent oI individuals below the
poverty line. The median household income was $44,447, higher than the national average, but
the per capita income was $18,417, below the national average. However, a higher number oI
retired people could possibly aIIect those numbers.
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For the 2009-2010 school year, the percentage oI students who qualiIied Ior Iree or
reduced lunch was 39 percent oI elementary school students, 30 percent oI middle school
students, and 24 percent oI high school students. In nearby Newton, the lowest percentage at any
school was 40 percent, with most schools having 50 to 65 percent oI students qualiIy.
mployment. While many reIer to it as a bedroom community, it is home to a local
division oI AGCO, which is Harvey County`s largest employer with roughly 1,500 employees as
oI 2009 (Cusick, pp. 1A). Excel Industries also has a prominent manuIacturing presence in
Hesston, employing several hundred. However, the mean travel time to work is 15.1 minutes,
according to the Census data. Also, 41.2 percent oI Hesston residents who work do so in the
education, health and social services occupations. Only 20.7 percent work in the manuIacturing
industry. This indicates that many Hesston residents do, in Iact, work in other communities, and
many people who work in Hesston likely do not live in town.
This can have several implications Ior services. For example, iI people work out oI town,
it may be more diIIicult Ior them to get to the library by the library`s current evening closing
time oI 6 p.m. most weekdays. Longer hours or extended weekend hours may be necessary.
Also, iI people are working in Hesston but not living there, they may be more interested in 'grab
and go services, such as a quick place to check email at lunch or a section where they can
conveniently and quickly grab items to check out without having to browse.
/ucation. Hesston residents graduate Irom high school and college at rates somewhat
higher than the national average, with 88.1 percent having a high school diploma or higher, and
30.7 having a bachelor`s degree or higher.
Hesston is home to Hesston College, the nation`s only two-year Mennonite college. The
college, which has about 450 students, is known Ior its aviation and nursing programs. Having a
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college in town may create needs Ior extra study spaces and 'popular materials aimed at that
age level that students may not be able to get at the college library.
Community growth. Data Irom the Harvey County Economic Development Council
shows building permits issued Ior single Iamily dwellings Irom 2004 to 2007 are less than 20 per
year, indicating the community is growing slightly each year but seeing no dramatic residential
growth. I recently conducted a survey oI Hesston Public Library users, which was Iilled out by
28 library users. OI those, 20 have been using the Hesston library Ior Iive years or more. Such a
stable community can have advantages in that we are able to build long-standing relationships
with our clients. These relationships may make it easier to obtain data through Iocus groups and
other methods, discussed later, because longtime library users may Ieel more oI a connection to
the library and be more inclined to participate in such data gathering.
Community values. Community values are diIIicult to quantitatively deIine but have an
impact on library services and programming. At a recent visioning workshop Ior the Hesston
Area Senior Center, local leaders and citizens gathered to discuss the values and goals oI the
community. While not everyone in the community was represented at the meeting, the large
cross-section oI community members provided valuable insight into broad goals and ideals held
by at least a signiIicant swath oI the community.
One oI the predominant themes throughout the meeting was the community`s
commitment to intergenerational relationships. Attendees voiced broad support Ior initiatives
that allow multiple generations to interact and learn Irom one another, with many expressing a
desire Ior structured avenues within the community to allow Ior such interaction.
As the library looks as possible programs or services, Iinding ways to make activities
cross-generational such as by having older adults lead sessions Ior young children and giving
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children opportunities to serve older adults would likely lead to even greater enthusiasm and
support Ior such initiatives.
Other community values, as gathered Irom the visioning workshop, include liIelong
learning and environmental consciousness. Attendees expressed ideas Ior community agencies
and programs that would allow people oI all ages and socioeconomic backgrounds the
opportunity to be consistently able to attend classes, meet and learn Irom one another, and have
access to inIormation Ior personal development and growth. Many oI those concepts could be
incorporated into library service, such as book discussion groups, hobby classes, political
Iorums, guest speakers, and other presentations and programs.
%he Necessity of Analysis
Community analysis ensures that programs, resources and services are user-centered.
Community analysis also is necessary to ensure that a library maintains relevancy in a
community. Grover, Greer and Agada (2010) note that 'because no organization or community
is static, inIormation proIessionals must be alert to change. (p. 49). The authors also go on to
say that 'once aware oI the changing Iacets oI a community, the inIormation proIessional must
continuously assess the impact oI change on a community`s inIormation needs (p. 49) Without
structures in place to continuously analyze and reevaluate community data, a library may not
realize changes that can aIIect the library.
For example, iI a city`s Hispanic population is growing quickly, but the library staII
notices no increase in Hispanic users, library staII may not realize the trend is occurring and
thereIore may not be addressing needs appropriately. While observation and inIormal analysis
are important in a library setting, thorough community analysis will include quantitative,
important data to keep inIormal observations and anecdotes Irom being the sole inIormation
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sources. Data and benchmarks provided by community analysis will help library staII members
and other leaders monitor change over time, detect patterns, and anticipate needs beIore they
occur.
Community analysis also provides support Ior new initiatives and programs, particularly
when new Iunding is needed. Particularly in the current economic climate, it is imperative that
libraries embark on new ventures not because it simply seems like a good idea or because it
worked at some other library, but because it meets the particular needs oI the community.
Having data to back up Iunding requests and showing that a service truly is customized to the
community lends support to new ideas and services. Barron and Curran (1981) note the
importance oI community analysis in garnering support: 'In Iact, the extent to which people will
be supportive oI libraries and will provide money Ior them to continue to exist depends on the
extent to which libraries address the real needs oI those people (p. 29). Community analysis
allows libraries to be good stewards oI resources, ensuring that time, energy and Iunds are not
being spent on services and resources that are not needed. Sarling and Van Tassel (1999) noted
the same statement Irom Barron and Curran, as well as other advocates oI community analysis
during the recession oI the early 1980s, when community analysis gained momentum as a tool
Ior ensuring public support oI library initiatives during tough economic times.
Grover, et al, (2010) point out the importance oI both abandonment and studying
noncustomers to ensure libraries maintain relevancy. Abandonment reIers to constantly
evaluating existing structures and services to determine iI they are still valid or whether they
should be abandoned in order to Iree up resources. The authors state that 'iI an organization does
not engage in systematic abandonment oI practices that do not work, it will lack the resources to
take advantage oI new opportunities when there is change in markets, technologies, and core
COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 9

competencies (p. 184). Also, the authors note that organizations that only study customers,
those already using the organization, miss out on large segments oI the potential audience.
etho/ology
Fortunately, large amounts oI statistical data are available Ior use in analyzing the
community. However, the next phase involves obtaining primary data Irom users and potential
users. Because the community oI Hesston is diverse, it will be necessary to employ a variety oI
methods to obtain inIormation and primary data on community member`s inIormation needs. As
this is a long-term project oI the Library Board oI Trustees and staII, the steps Ior obtaining
primary data have been broken down into three stages.
Stage 1. Informal information gathering among current users. The library recently
published a nine-question survey, made available on paper in the library and online through the
mass email database, the library website, and the library Facebook page. A total oI 28 recipients
responded to the survey, answering questions such as how long they have used the library, what
library services they use, and how the library can better meet their needs. Also, throughout the
building and Iundraising projects, I have talked to library users to gain perspective on how the
community anticipates the new library building being used and what services are important to
them.
One surprising result was the importance oI interlibrary loan services to many people.
While interlibrary loan is a valuable resource with beneIits to both libraries and patrons, Iurther
investigation may be necessary to determine whether interlibrary loan is relied on because our
users` needs are very diverse and unusual or because we are not purchasing enough relevant
materials to meet their needs in-house. Perhaps by engaging more users in the materials selection
process, we might eliminate some oI the need to borrow extensively.
COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 10

For the remainder oI this phase, the library staII and board members should have
conversations with people, inquiring as to their inIormation needs, how they currently use the
library, and ways in which we might better serve them. Main ideas and recurring themes Irom
such observations and conversations should be written down and compiled to serve as a basis Ior
Iurther analysis. Another survey may need to be compiled to gather even more general responses.
Stage 2. Informal information gathering among non-users. As noted earlier, Grover, et al,
emphasize the study oI noncustomers or users to better gauge and improve eIIectiveness. While
inIormally gathering data Irom customers, similar measures should be taken among non-users.
However, such inIormation gathering will likely need to take place through Iace-to-Iace
conversations or direct contact. While similar conversational methods can be employed, the
library also should devise a survey geared toward nonusers, with questions about their
inIormation needs and how those needs are being met currently.
Stage 3. Formal information gathering in the community at large. Once groundwork has
been laid, the Library Board oI Trustees may wish to conduct a series oI Iocus groups, perhaps
led by an outside consultant or other personal knowledgeable in the matter. One way to conduct
a series oI Iocus groups would be to have targeted sessions-Ior example, a session at the Hesston
Area Senior Center, a session with city and Chamber oI Commerce leaders, sessions with young
parents, and so Iorth-as well as several general public sessions to encourage attendance Irom a
large spectrum. People who may not attend a general Iocus group session may attend a group
geared toward a group they are a part oI iI it is convenient Ior them.
Sarling and Van Tassel (1999) point out one oI the diIIiculties in gathering data, and that
is the inclination to jump to conclusions and to approach the subject not Irom the vantage point
oI the community, but Irom the vantage point oI the library. When discussing a community
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analysis project related to a Colorado library, the authors oIIer guidance on avoiding this pitIall:
'During the investigation, it was necessary to resist the temptation to Iorm conclusions about
how the Iindings relate to the library. We Iound the best way to do this was to deliberately not
think about the library, but to Iocus on what the community was telling us. When the answers
received Irom the investigation began to repeat themselves and the pace oI new questions
slowed, the investigators had a strong sense oI knowing the community. It was important, at this
point, to distill the inIormationto articulate what makes this community unique, what are its
needs, and what are the implications Ior the library. Only then, did we shiIt our Iocus and begin
to ask questions about how the library could best serve the community (p. 20).
!utting the information to work
Once the inIormation is compiled, the next step is Ior the Library Board oI Trustees and
staII members to develop a list oI priorities based on the most dominant ideas and patterns.
Priorities should be determined as to what, iI any, services to discontinue, and what services or
programs to add or change to better meet the needs oI the community. Timelines and a review
process should be established to ensure that the data does not simply gather dust, but rather
becomes a vital part oI the library`s mission Iorward.
AIter priorities are established, Iunding and inIrastructure become issues. Costs will have
to be determined, and Iuture budgets may have to be reworked to accommodate changes. Other
issues that may have to be addressed include staIIing, policies, and Iacilities.
Throughout the entire process, it is imperative that the library work with other agencies
and stakeholders in the community. Regular reports to city leaders will help ensure that any new
Iunding requests or other changes will not come as a surprise, but rather will be anticipated and
dealt with in a productive manner. Communicating with other agencies, such as the Senior
COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 12

Center, Hesston College, and the local school district will help ensure that new programs and
services are created in the most cost-Iriendly, eIIicient ways possible. AIter all, iI the Senior
Center is already embarking on an endeavor, Ior example, perhaps the library can provide
resources to assist that eIIort rather than duplicating services. While a community analysis is an
ongoing project, it also is important to make written copies oI Iindings available to the public
and to stakeholders to ensure inIormation is disseminated accurately and comprehensively.
Libraries are designed to meet the inIormation needs oI the community. Without a proper
understanding oI a community and its needs, a library may provide some relevant services, but
likely will waste at least some resources and Iail to comprehensively address community needs.
A thorough community analysis, combining primary and secondary data, will help ensure that a
library is prepared Ior the inIormation needs oI today and tomorrow and Iully aware oI the
diversity within the community. While a community analysis will involve the commitment oI
some time and resources, it is better stewardship than committing time and resources to
programs and services that do not correlate to the community, its needs, and its liIestyles.
In the current inIormal inIormation gathering stage, some inIormation has been
ascertained about the community oI Hesston, Kansas, and some implications Ior library services
and programs have been explored. Survey data Irom a small group also provides insight into
opportunities Ior expanded library services. However, Iurther research and analysis is warranted
to explore the needs oI current users, as well as to extrapolate the needs oI those who currently
do not utilize the Hesston Public Library.



COMMUNITY NEEDS ANALYSIS OF HESSTON, KANSAS 13

ReIerences
Barron, D., & Curran, C. (1981). Look at community analysis. !ublic Libraries, 20, 29-30.
Retrieved Irom Library Literature & InIormation Science Retrospective database.
Cusick, C. (2009, July 8). AGCO lays oII 154 in Hesston. %he Newton Kansan, pp. 1A
Flores, Edward and Pachon. (September 2008). 'Latinos and Public Library Perceptions.
Retrieved Irom http://www.webjunction.org/c/documentlibrary/getIile?
IolderId10860985&nameDLFE-2520003.pdI
Grover, R., Greer, R., & Agada, J. (2010). Assessing information nee/s. anaging
transformative library services. Santa Barbara, CA: ABC-CLIO, LLC.
Harvey County Economic Development Council. Statistical Demographics. |Data Iile|.
Retrieved Irom http://www.harveycoedc.org/images/Stats20-20Hesston.pdI
Sarling, J., & Van Tassel, D. (1999). Community analysis: research that matters to a north-
central Denver community. Library & Information Science Research, 21(1), 7-29. doi:
10.1016/S0740-8188(99)80003-6
United States Census Bureau. (2000). D!-3. !rofile of Selecte/ conomic Characteristics 2000
|Data Iile|. Retrieved Irom http://IactIinder.census.gov/servlet/QTTable?bmy&-
geoid16000US2031600&-qrnameDEC2000SF4UDP3&-dsnameD&-
langen
United States Census Bureau. (2000). D!-3. !rofile of Selecte/ conomic Characteristics 2000
|Data Iile|. Retrieved Irom http://IactIinder.census.gov/servlet/QTTable?bmy&-
geoid16000US2031600&-qrnameDEC2000SF4UDP3&-dsnameD&-
langen&-redoLogIalse