SPEC Kit 306: Promoting the Library · 9
Executive Summary
Introduction
Research libraries expend considerable effort to be
perceived as vital to students, faculty, and research-
ers. They continually promote their potential to en-
hance teaching and learning, to facilitate research
with appropriate resources and expertise, and to gain
credibility in a world that competes for the informa-
tion consumer’s attention. But exactly what promo-
tional activities and objectives are today’s research
libraries pursuing? Who organizes them, how are
they evaluated, and what challenges do they face?
This survey sought to answer these questions and
provide an overview of the promotional efforts that
ARL member libraries are working to achieve. This
SPEC Kit also reproduces samples of promotional
materials, position descriptions, and marketing plans
that research libraries are currently using.
This survey was distributed to the 123 ARL mem-
ber libraries in February 2008. Eighty-seven libraries
completed the survey for a response rate of 71%. The
respondents were primarily US academic libraries,
74% at public institutions and 20% at private institu-
tions. Six percent of the respondents were Canadian
academic libraries, all public institutions. Three na-
tional libraries also participated in the survey. All of
the responding libraries indicated that they currently
engage in some form of promotional activities.
Organizational Models
Sixty-four percent of the responding libraries indicat-
ed that they have at least one library staff member with
“promotion” as part of his/her position description.
Example position titles include “Communications
Manager,” “Development and Outreach Librarian,”
and “Marketing &Communications Specialist.”
These positions typically report to library administra-
tion and are charged with strategic planning, media
relations, and guiding the communications vision.
However, they are usually not involved in the day-to-
day promotional activities of their libraries.
The survey responses indicated that day-to-day
promotional activities are handled by a wide array
of committees, task forces, and ad hoc groups. These
teams tend to be interdepartmental and focus on
hosting events, developing print and Web materi-
als, fundraising, and other outreach-related duties.
Similarly, respondents also indicated that individual
departments and branch libraries typically produce
their own material to increase awareness and explain
particular services.
Skill Sets
With research libraries committing staff time and
resources to promotional efforts, additional skills
are required in the library workforce. Survey partici-
pants indicated that most of these skills are available
internally and that they place the most emphasis on
writing and message crafting, Web design, public
speaking, and graphic design. Survey respondents
also indicated that other skills, such as event plan-
ning and coordination, digital media design, and
media relations, are valuable to their organizations.
Executive Summary
Introduction
Research libraries expend considerable effort to be
perceived as vital to students, faculty, and research-
ers. They continually promote their potential to en-
hance teaching and learning, to facilitate research
with appropriate resources and expertise, and to gain
credibility in a world that competes for the informa-
tion consumer’s attention. But exactly what promo-
tional activities and objectives are today’s research
libraries pursuing? Who organizes them, how are
they evaluated, and what challenges do they face?
This survey sought to answer these questions and
provide an overview of the promotional efforts that
ARL member libraries are working to achieve. This
SPEC Kit also reproduces samples of promotional
materials, position descriptions, and marketing plans
that research libraries are currently using.
This survey was distributed to the 123 ARL mem-
ber libraries in February 2008. Eighty-seven libraries
completed the survey for a response rate of 71%. The
respondents were primarily US academic libraries,
74% at public institutions and 20% at private institu-
tions. Six percent of the respondents were Canadian
academic libraries, all public institutions. Three na-
tional libraries also participated in the survey. All of
the responding libraries indicated that they currently
engage in some form of promotional activities.
Organizational Models
Sixty-four percent of the responding libraries indicat-
ed that they have at least one library staff member with
“promotion” as part of his/her position description.
Example position titles include “Communications
Manager,” “Development and Outreach Librarian,”
and “Marketing &Communications Specialist.”
These positions typically report to library administra-
tion and are charged with strategic planning, media
relations, and guiding the communications vision.
However, they are usually not involved in the day-to-
day promotional activities of their libraries.
The survey responses indicated that day-to-day
promotional activities are handled by a wide array
of committees, task forces, and ad hoc groups. These
teams tend to be interdepartmental and focus on
hosting events, developing print and Web materi-
als, fundraising, and other outreach-related duties.
Similarly, respondents also indicated that individual
departments and branch libraries typically produce
their own material to increase awareness and explain
particular services.
Skill Sets
With research libraries committing staff time and
resources to promotional efforts, additional skills
are required in the library workforce. Survey partici-
pants indicated that most of these skills are available
internally and that they place the most emphasis on
writing and message crafting, Web design, public
speaking, and graphic design. Survey respondents
also indicated that other skills, such as event plan-
ning and coordination, digital media design, and
media relations, are valuable to their organizations.
