114 · Survey Results: Survey Questions and Responses
Additional Comments
87. Please enter any additional information regarding promotion activities at your library that may
assist the authors in accurately analyzing the results of this survey.
Selected Comments from Respondents
“As indicated in our Strategic Plan, we are currently developing a formal marketing plan for University Libraries.
While this is the first time the marketing plan has been put into writing, we do already have very organized and
well thought out marketing efforts and promotional activities. The marketing plan will help to prioritize marketing
activities as well as document what we’re already doing.”
“Donor relations has long been valued at this library, but only in the past two years has a determined effort been
launched to communicate our value to the academic community (administrators, students, and faculty). Librarians
have, of course, always communicated with this primary audience, often very successfully. Efforts are now
underway to coordinate and unify the messages we want to convey institutionally.”
“For many years, the University Libraries have understood the value of promotion—especially through a unified
voice. An office responsible for promotion frees the librarians to do what they do best—develop outstanding
collections and offer services to benefit the various audiences. Additionally, strategic promotion attracts private
giving and helps the Libraries maintain a position of acknowledged value to the University.”
“I’m not sure our survey responses accurately or fully capture the range or nature of promotional activities at our
library. Our communications and development offices tend to focus on large, high-visibility events and objectives
and the types of activities (e.g., major publications, media relations) that tend to accompany them. These offices
also ensure that library initiatives are coordinated with university priorities and requirements (e.g., university
graphic identity program, university-wide capital campaign). Survey responses reflect this orientation. Friends
of the Library, which organizes and sponsors most public readings, receptions, and related events, is part of the
library’s development office. At the same time, ‘outreach’ activities of all kinds happen every day, esp. through the
connections that individual librarians and liaisons have with academic departments, faculty members, participants
in instruction sessions, etc. This sounds very informal and could probably use additional time and attention, but
can also be quite effective. For most of our front-line librarians, these activities may well be of a higher priority
than those singled out for elaboration in the survey. The communications office does regularly and gladly lend
assistance to departments and actively seeks opportunities to promote services, collections, instruction, etc. For
example, in the past year the office has assisted with efforts to inform patrons about new Web-based services,
changes in fine structures, and specific new collections. Note regarding budget estimate ($50,000): Figure
provided includes publications, advertising, catering and other event-related expenses, branded materials, and
similar. It excludes development expenses not related to specific Friends of the Library events and publications, as
well as salaries for staff in the communications and development offices.”
“In addition to relying on library-wide strategic initiatives to develop and implement a communications plan, the
Libraries worked with University Relations, the campus-wide marketing and public relations entity, to ensure a
consistent and complementary approach to university-wide marketing efforts.”
“Our efforts carry both breadth (across the entire collection of 40+ campus libraries) and depth (such that we
work intensely on specific efforts). While we have tried to give you a sense of the extensiveness of that effort, any
Additional Comments
87. Please enter any additional information regarding promotion activities at your library that may
assist the authors in accurately analyzing the results of this survey.
Selected Comments from Respondents
“As indicated in our Strategic Plan, we are currently developing a formal marketing plan for University Libraries.
While this is the first time the marketing plan has been put into writing, we do already have very organized and
well thought out marketing efforts and promotional activities. The marketing plan will help to prioritize marketing
activities as well as document what we’re already doing.”
“Donor relations has long been valued at this library, but only in the past two years has a determined effort been
launched to communicate our value to the academic community (administrators, students, and faculty). Librarians
have, of course, always communicated with this primary audience, often very successfully. Efforts are now
underway to coordinate and unify the messages we want to convey institutionally.”
“For many years, the University Libraries have understood the value of promotion—especially through a unified
voice. An office responsible for promotion frees the librarians to do what they do best—develop outstanding
collections and offer services to benefit the various audiences. Additionally, strategic promotion attracts private
giving and helps the Libraries maintain a position of acknowledged value to the University.”
“I’m not sure our survey responses accurately or fully capture the range or nature of promotional activities at our
library. Our communications and development offices tend to focus on large, high-visibility events and objectives
and the types of activities (e.g., major publications, media relations) that tend to accompany them. These offices
also ensure that library initiatives are coordinated with university priorities and requirements (e.g., university
graphic identity program, university-wide capital campaign). Survey responses reflect this orientation. Friends
of the Library, which organizes and sponsors most public readings, receptions, and related events, is part of the
library’s development office. At the same time, ‘outreach’ activities of all kinds happen every day, esp. through the
connections that individual librarians and liaisons have with academic departments, faculty members, participants
in instruction sessions, etc. This sounds very informal and could probably use additional time and attention, but
can also be quite effective. For most of our front-line librarians, these activities may well be of a higher priority
than those singled out for elaboration in the survey. The communications office does regularly and gladly lend
assistance to departments and actively seeks opportunities to promote services, collections, instruction, etc. For
example, in the past year the office has assisted with efforts to inform patrons about new Web-based services,
changes in fine structures, and specific new collections. Note regarding budget estimate ($50,000): Figure
provided includes publications, advertising, catering and other event-related expenses, branded materials, and
similar. It excludes development expenses not related to specific Friends of the Library events and publications, as
well as salaries for staff in the communications and development offices.”
“In addition to relying on library-wide strategic initiatives to develop and implement a communications plan, the
Libraries worked with University Relations, the campus-wide marketing and public relations entity, to ensure a
consistent and complementary approach to university-wide marketing efforts.”
“Our efforts carry both breadth (across the entire collection of 40+ campus libraries) and depth (such that we
work intensely on specific efforts). While we have tried to give you a sense of the extensiveness of that effort, any
