Monday, June 07, 2021

Outreach and Programming: A Three-Pronged Model to Community Engagement

There's much in the research literature about community engagement and outreach for libraries, some of it interesting case studies of partnerships, others are interesting programming stories with some tips and tricks for best practices.   But one of the more interesting pieces that I came across recently is from the Oakland University Beaumont School of Medicine which reviewed the last seven years documents its outreach program's initiatives targeting both members of the university as well as the local community.  What's interesting is the thoughtful approach by its library in the form of a three-pronged outreach model that it suggests could be adopted by other libraries.   The authors of Community Engagement at an Emerging AcademicMedical Library: A Three-Pronged Outreach Model share a very useful and practical three model:

Integrate - Library services and information resources are shared between existing institutional activities.  

Partner - Between relevant stakeholders and groups to co-develop and host outreach activities.  

Create - These are library-driven initiatives, where the library is the primary driver of an outreach project or activity.  This puts the greatest strains on library time, staff, and resources but provides the library with the greatest degree of control and the least difficulty with issues such as coordinating schedules.  

But as good as models can be, the authors suggest two areas of best practice that should be considered when developing a community engagement plan, which I find to be truly appreciate and can find useful for my own work in this area:

Assessment - The methods and quality of assessment used by libraries in outreach activities vary drastically.   While metrics could include things such as participant attendance, money raised, student application of information literacy skills, how does one measure success in engagement?  

Long-term planning - Succession planning is difficult with staffing and leadership changes.  While the literature points to long-term goals early, initiatives do sometimes just naturally fade away.  

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