Most high-level library marketing goals aim to expand services into new communities and increase engagement with current users. But traditional library marketing is often geared toward reaching people who already know and love the library. Partnership marketing can help meet all your library marketing goals and it can reach entirely new audiences, while also showing a different side of the library to people who may have a narrow understanding of available resources and services.
As the new Executive Director of Metadata and Digital Services, I’m honored to have the chance to work alongside a community of library professionals who believe strongly in improving access to information for all. I’m also thrilled to work with our robust, networked services and proven technology across a global footprint. And I’m proud to join an organization that has supported richer discovery experiences for decades by creating, maintaining, and promoting cooperative and trusted data.
When the COVID-19 pandemic created barriers to traditional information access, library workers reacted immediately to help make up the difference. I don’t think I’ve talked to a single person whose library didn’t put forward major, sometimes dramatic efforts to ramp up “anytime, anywhere” access to resources. And that includes forays into controlled digital lending (CDL).
The Center for Immigration Studies estimates that 67.3 million Americans speak a language other than English at home, a number that has more than doubled since 1990. That’s a huge number with powerful implications for social institutions, including libraries. For many of us, getting started serving those communities feels like an overwhelming task. I’m here to tell you—you can do it. And you can start today to make a significant difference for your community with multilingual programming.
This year’s OCLC Global Council area of focus is “Libraries and Open Ecosystems.” Through this lens, we are hosting leadership discussions on topics that are important to libraries, including the New Model Library, open research, and metadata challenges. We are also exploring what it means “to be open”—which, I believe, is the essence of what all modern libraries are striving for.
As a member of Global Council, I find great value in discussing subjects like this with colleagues from libraries of all types all over the world. Through the topic “open ecosystems” we are united by a common mindset and shared interests. While, at the same time, we realize that our institutions can be as unique and diverse as the communities we serve. How we work together on core issues while respecting local and diverse needs is both a great challenge and a wonderful opportunity.
Any kind of change can be challenging. Humans are naturally hesitant to change for very good reason. Unexpected change? Well, that can be traumatic. And if the crisis management we’ve all experienced over the past two years has taught us anything, it’s that change management can no longer be an afterthought. And yes, change and crisis management are different. Too often our approach is to wait for the effort to be in crisis before taking action.
As we shake off the stress of constant reactions during the COVID-19 pandemic, let’s take control with purposeful change. There’s no better time to reflect and learn from experiences, good and bad, and help your organization not only move out of crisis mode, but also be better for it.
Co-authors: Lynn Silipigni Connaway, Ph.D. | Brittany Brannon | Brooke Doyle | Brian Lavoie, Ph.D.
When we did the research for the New Model Library: Pandemic Effects and Library Directions briefing, a term that came up often was “normal” (Is this change part of a new normal? When will this activity get back to normal?). While interesting, these questions don’t acknowledge that libraries are incredibly diverse in terms of culture, size, type, goals, and locations. And the term “normal” isn’t really helpful without additional context. At the same time, the COVID-19 pandemic is a singular, global upheaval that affects everyone who works at and uses libraries.
So how do we discuss the impact this global upheaval is having on a set of very different institutions and individuals and their plans for the future?
How can you engage purposefully on social media with the different communities your library serves while also addressing larger, system-wide goals and policies? The concept of “social care” offers a clue. Social care differs from traditional customer care in that the purpose isn’t to address one issue, answer one question, or solve one problem. It’s also different than public relations in that it’s not about “one size fits all” for every audience. For social care, the goal is to nurture a more inclusive, longer-term dialogue.
At the Pikes Peak Library District, we’re using these principles to create local and program-specific social media personalities. All of our distinct voices closely align with the unique groups we serve and fall thoughtfully under a system-wide set of values.
The WorldCat knowledge base connects library users to the electronic content provided by their libraries. The latest update is the result of a major multi-year investment that strengthens OCLC’s foundation and provides benefits across many products and services. To learn more about this effort and our commitment to ongoing innovation, please watch a short video featuring Mary Sauer-Games, OCLC’s Vice President of Global Product Management.
Curious about how it works? Take a look at what’s inside WorldCat.
As the REALM project (REopening Archives, Libraries, and Museums) continues to gather and adapt science-based information to inform local decision making by libraries, archives, and museums, it’s been essential to listen to the real-world experiences at these institutions. These perspectives ensure that the information is relevant to the operations and services of the field. In a collection of nine interviews, leaders of libraries, museums, and member associations describe how they leveraged their institutions’ core strengths and drew upon trusted partners to navigate the crisis, helping to protect the health and well-being of staff and community members. These interviews help identify common ground among institutions in their response to a global crisis and spotlight opportunities for local partnerships between different types of cultural heritage institutions that can strengthen resources and local impact.
