Public programming has increasingly become a core part of library work in the 21st century, but few library workers (including many with MLIS degrees) have received any training in how to plan and lead programs. ALA’s Public Programs Office is working to support libraries’ programming efforts. Through a project called the National Impact of Library Public Programs Assessment (NILPPA), ALA and Knology identified nine competencies needed for effective public programming—along with concrete learning objectives for each of these competencies. Currently, ALA is working with Convergence Design Lab and Knology on an IMLS-funded project to plan and prototype free learning materials for library workers looking to build programming competencies.
Initial efforts are focused on supporting the core competency of program marketing, that is, "communicating information about programs to all community members who could potentially attend or benefit, using a variety of digital and analog channels in ways that are culturally and developmentally appropriate."
To better understand library workers’ marketing-related needs, ALA distributed a brief survey. A total of 401 individuals responded to the survey. Most perform at least some marketing-related tasks and are fairly confident in their ability to carry out these tasks. At the same time, their responses underscore the need for greater support — particularly in connection with:
- Designing a range of marketing approaches;
- Identifying marketing techniques suited to target audiences;
- Evaluating the effectiveness of marketing efforts; and
- Creating materials accessible to audiences with disabilities.
This blog post provides an overview of the various marketing-related tasks respondents indicated they perform — along with their reported levels of confidence in carrying out these tasks. A follow-up post will examine how survey responses varied based on factors such as experience, library type, and available support.
Survey Respondents
Respondents included a diverse mix of library workers—from assistants and clerks to service librarians, branch managers, and directors. Relatively few were new to library work; the vast majority (304, or 75%) said they had at least five years of field experience. Most work in public libraries, and collectively, their service areas span urban, suburban, and rural settings. All reported holding public programs for at least one group of patrons (e.g., children, adults, etc.), and most said they had worked with multiple age ranges.
Experiences with Marketing
Most respondents listed marketing not as their primary role, but as one among their many responsibilities. One quarter (90) said they play no role in marketing, and about half (204) said they “collaborate with a marketing department or staff person to support promoting programs and events.” Only 19 of 401 respondents indicated that their job title includes the word “Marketing.”
Some respondents chose to write in responses. Examples of their statements include:
- "I am the marketing person";
- “We have a marketing dept who promotes some programs, but I create fliers (using a generic provided template) for my own programs”; and
- “Try to collaborate with other staff but it can be difficult.”
Most Commonly Performed Marketing Tasks
Respondents were asked which program marketing-related tasks from a list of 10 they carry out as part of their job, whether alone or in collaboration with others. The median number of responses selected was 6. As can be seen in the figure below, some tasks were selected considerably more often than others. Around three-quarters of all respondents indicated that they had been responsible for raising awareness of upcoming programs through partnerships, sharing information through "various communication platforms and social media channels," and word-of-mouth buzz — as well as designing marketing materials.
Confidence in Marketing Abilities
Overall, respondents indicated that they feel fairly confident about their ability to carry out the marketing tasks they’re responsible for. As can be seen in the figure below, “not that confident” responses were rare across all 10 of the tasks we asked about.
At the same time, no more than 50% of respondents were "highly confident” about each task. This indicates that there is room for support across the board. In particular, confidence ratings were lower for designing a range of marketing approaches, identifying marketing techniques suited to target audiences, evaluating effectiveness of marketing efforts, and creating materials accessible to audiences with disabilities.
Next Steps
ALA’s Public Programs Office, Convergence Design Lab, and Knology would like to thank all the library workers who took the time to respond to this survey.
Based on these results, we look forward to creating free resources to help library workers further hone their skills in program marketing and other areas. Stay tuned for more!
This project was made possible in part by the Institute of Museum and Library Services (Grant #RE-256725-OLS-24). The views, findings, conclusions or recommendations expressed in this article do not necessarily represent those of the Institute of Museum and Library Services.