| | |
| ||
| ||
|
|
 |
By Peggy Barber and Linda Wallace Remember the line... Most of us can relate. When it comes to library communications, we are often unaware of how the messages we send are received by others. We may not even be aware of all the messages we're sending---or whether they are reaching their intended audience. Many libraries have adopted the regular use of customer service surveys to ask "How are we doing?" Focus groups have also come into more widespread use. But regular review of our communications and their impact on key audiences is still rarely done. One of the most valuable tools for evaluating the effectiveness of our communications is the communications audit. Performed by an outside PR/communications professional, the audit is an objective assessment of both what and how a library communicates. In the broadest sense, the audit includes an analysis of everything from the facilities (e.g. signage, displays, lighting) to publications, media relations, telephone voice message, electronic communications (Web site, e-mail lists), customer service and community outreach. Among the most interesting and telling parts of the audit process are interviews with library board members, staff, representatives of business, government, the media, educators, users, nonusers and other groups the library wishes to learn more about. What many won't tell you to your face, they will share anonymously to a third person. You may feel you already get lots of input from board members and others. And that is not to be taken lightly. But people who love libraries tend to have strong opinions about them. So do people who don't. Too often we base our messages/actions on our own assumptions rather than taking time to learn what others are actually thinking or feeling. An audit is a chance to find out, and it's not just about what's wrong. It's also about what works. It can confirm what strategies have been most effective and suggest corrections or possible new courses. An audit is not a do it yourself job. Nor it is one for the PR agency/consultant already employed by the library. The value of the audit lies in its objectivity. Similar to a feasibility study conducted for fundraising or election campaigns, an audit can be broad as narrow as you wish. It can focus on specific groups---government leaders, minorities, business groups, parents, seniors, nonusers. It can also focus on internal audiences---staff, board and/or Friends. Depending on the focus of the project and existing data, the audit may or may not include focus groups, direct mail or telephone surveys and other research. The end product is a detailed report of research findings along with strategies and recommendations for improving communication. The final audit report provides a foundation for the library's marketing and communication planning, one that rests on factual, authoritative information---not personal opinion, assumption or speculation. Most PR agencies or consultants are familiar with the audit process. Seeking out an audit means you are open to doing it better. Where do you start? If you're interested in hiring public relations/marketing professionals to conduct a communications audit for your library, you will want to seek recommendations for those who have this capability. You will also want to prepare and Request for a Proposal (RFP) that clearly describes the library's goal and objectives, areas of particular concern, and the assignment. For example: The XYZ Library seeks proposals to evaluate and improve the effectiveness of our communication. Our goal is to increase overall awareness of the library and its role in our community. We are also concerned about identifying and reaching out to those who may not know or understand how they might benefit from library services. Groups of particular concern are the business community, young people between the ages of 10 and 18 and the small but growing number of Hispanic residents in our community. Proposals should outline steps toward the following objectives:
The request should also include brief, basic data about your library and the community, as well as any pertinent background information, e.g. you have a bond issue pending, you're planning a fundraising campaign or , budgets have been cut. You may also want to specify the amount budgeted for the project, a timeframe, number of meetings with board/staff, and criteria for selection, e.g. experience with libraries and/or non-profit organizations, reference checks, interview with administrative staff or library board. It's important to meet with the firms you are considering, even before requesting a proposal and budget. Discuss your short list of objectives. Get their input. Make sure you find out which staff will be working on your project. Look at their portfolio. Ask if they have had experience with libraries or other education or not-for-profit clients. Much depends on "chemistry" and you need to feel comfortable and confident about the people you hire. The good news. This needn't be a wildly expensive or time consuming activity. We recommend appointing a staff team to work with the PR specialists. The director must take a leadership role in communicating this activity to board, staff and others if it's to work. You should also check in with the city's public information staff (if you work with such). Seek their advice. Involve them in the project. More good news. Your communications project will, in itself, raise public awareness of the library. When you ask people what they think, you create an opportunity to educate them and increase their sense ownership. Building library use and support depends upon good two-way communication. As more libraries adopt a marketing approach to promoting their services, it is critical that we take time to listen---to our customers, potential customers, funders, trustees and other key group. In other words, it's not about us, it's about them. We recommend the communications audit because we hired them for the American Library Association---more than once. We've also conducted audits for libraries and library organizations. We know they work. But only if you are committed to listening and translating what you learn into action. For those who are, the communications audit can be a powerful tool. Peggy Barber and Linda Wallace are founders and principals of Library Communication Strategies (LCS), a consulting practice dedicated to providing creative, practical and effective communication services to libraries and library organizations. Barber was formerly Associate Executive Director for Communication for the American Library Association and Wallace was director of the ALA Public Information Office. The LCS Web site is www.librarycomm.com.
|
|
|
What's the message?