The Marketing of Academic, National and Public Libraries Worldwide

Marketing, Branding, Community Engagement

1st Edition - October 24, 2023
Authors: David Baker, Patrick Lo
Language: English
Paperback ISBN:
9 7 8 - 0 - 4 4 3 - 1 3 4 3 5 - 7
eBook ISBN:
9 7 8 - 0 - 4 4 3 - 1 3 4 3 6 - 4

The Marketing of Academic, National and Public Libraries Worldwide: Marketing, Branding, Community Engagement enables readers to learn about the most up-to-date trends, as well a… Read more

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The Marketing of Academic, National and Public Libraries Worldwide: Marketing, Branding, Community Engagement enables readers to learn about the most up-to-date trends, as well as hands-on practices and marketing tactics taken directly from 48 highly seasoned marketing and community engagement librarians around the world, namely in Africa, Australia, Canada, Croatia, Germany, Hong Kong, Latvia and Qatar. Via a series of in-depth and semi-structured interviews, this book provides insights into successful marketing strategies librarians can use to encourage donors and patrons to understand that their libraries are a great choice for fulfilling information needs, recreational interests, intellectual pursuits, and more.

This book contains 45 interviews with academic, national and public librarians from 19 different countries and territories. So many voices! The focus is on the librarians themselves who have played an important role in the marketing and branding of libraries and have designed the processes to engage communities. What is intriguing to the reader is just how far the attitudes and perceptions of librarians affect the salience and achievements of any marketing practice in the library. These attitudes and perceptions fall out of the interview conversation and onto the page." International Journal of Education & Literacy Studies

Cover image
Title page
Table of Contents
Copyright
Editors' biographies
Foreword 1
Foreword 2
Foreword 3
Acknowledgement
Endorsements
Introduction
Why marketing matters for libraries in the digital era
Library marketing as dialogue, not monologue
Branding as an important component of marketing
Aims of the book
Choice of method
Values and significance of the book
Intended readership
Chapter 1. Peter Persic, Director of Public Relations & Marketing, Los Angeles Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to LAPL?
Has there always been the Public Relations & Marketing Department (PRMD) ever since the very first day LAPL was established? What are the mission, vision and philosophy behind the services and operations of the PRMD at LAPL?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
Could you describe the brand identity for LAPL?
How do you communicate the values and relevance of the services of your library via its brand identity?
Could you describe the staffing structure of PRMD at LAPL?
Could you provide a general profile of LAPL's end-users, e.g., average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Director PRMD at LAPL?
What is the definition of successful Strategic Public Engagement and Marketing in the world of public librarianship?
To become a successful leader in Public Engagement and Marketing in public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Since you come from a non-library background and do not hold an MLIS, do you see this as an advantage or disadvantage when working side-by-side with other professionally trained librarians? In other words, in what ways do your unique ‘non-library’ professional knowledge, skills, and thinking complement the marketing and public relations programmes carried out by LAPL?
As the Director of PRMD at LAPL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of PRMD at LAPL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of PRMD at LAPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
Could you provide a list of outstanding public relations and marketing programmes initiated by LAPL?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators (including librarians) in North America?
In North America, is there a trend amongst public libraries to hire professionals with business and marketing backgrounds but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
In North America, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries?
When people talk about LAPL, what is the very first image that comes to their minds?
In what ways does LAPL contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of PRMD at LAPL do you find most rewarding? And which do you find most frustrating?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have LAPL, and you been coping with COVID-19?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Director of Public Relations & Marketing at LAPL that you wish to share with the readers?
Chapter 2. Nicole Čelić, Adult Service Librarian, New York City
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you describe your career path to becoming a public librarian?
What is the definition of successful Public Relations and Public/Community Engagement in the world of public/national librarianship?
In order to become a successful leader in Strategic Partnership and Marketing/Branding and Community Engagement in the field of public librarianship, what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Why do you think public libraries must form successful partnerships between local governments and private interests?
Libraries are an eclectic group that serve different purposes and cannot be lumped into generic stereotypes. For example, medical libraries serve the medical students and faculty, law libraries serve students of law, lawyers and legislatures. Academic libraries serve the enrolled student body and support faculty in their research. Public libraries have the challenge of serving everybody, can you provide examples of such challenges?
How do branding and marketing help a public library to attract private and public funding it relies heavily upon for survival?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How should public libraries communicate the values and relevance and its adult services via its brand identity?
As a public librarian, could you describe your typical day at work? Is there ever a typical day at work?
As a public librarian, could you describe your main roles and areas of responsibilities?
You are a Game Designer and currently serving as the Ambassador for the Women in Games Association. How do such skills and experience contribute to your current work as a public librarian?
Profit-making versus non-profit organisations (e.g., public/national/state libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As a senior librarian, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and national/state libraries in the USA? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public and national/state librarianship?
Is there a trend amongst national, public and academic libraries to hire professionals with business and marketing backgrounds but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for libraries in the USA?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and librarians in the USA?
When people in New York City talk about the public libraries, what is the very first image that comes to their minds?
In what ways do public libraries in New York or USA in general contribute to the social capital, social cohesion, social inclusion and social participation of the community that they are serving?
What parts of your job as a public librarian do you find most rewarding? And which do you find most frustrating?
Do you think libraries or librarians will ever be replaced by Google?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have public libraries in New York City, and you (as a public librarian) been coping with COVID-19?
Chapter 3. Sara P. Montoya-Hernandez, Marketing & Event Coordinator, McAllen Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to the McAllen Public Library?
Could you describe the brand identity for MPL?
How do you communicate the values and relevance of the services of your library via its brand identity?
Has there always been a Marketing & Event Coordination Department at MPL, ever since the very first day MPL was established?
Could you provide a general profile of MPL's end-users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Marketing & Event Coordinator at MPL?
What is the definition of successful Strategic Marketing, Event Coordination and Public Engagement in the world of public librarianship?
To become a successful leader in Public Engagement and Event Coordination in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding & successful community engagement – do they always go hand-in-hand?
As the Marketing & Event Coordinator at MPL, could you describe your typical day at work? Is there ever a typical day at work?
As the Marketing & Event Coordinator at MPL, could you describe your main roles and areas of responsibilities?
Could you provide a list of successful marketing and public engagement programmes initiated by MPL?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Marketing & Event Coordinator at MPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators as well as public librarians in North America?
When people talk about MPL, what is the very first image that comes to their minds?
In what ways do you want MPL and its public programmes to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Marketing & Event Coordinator at MPL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have MPL, and you (as the Marketing & Event Coordinator) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Do you have any other interesting and inspiring stories regarding your work as the Marketing & Event Coordinator at MPL that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 4. Stacie Ledden, Director of Strategic Partnerships, Anythink Libraries
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to Anythink Libraries?
Have there always been Innovations and Branding and Strategic Partnerships Departments ever since the Anythink Libraries system was established? What are the mission, vision and philosophy behind Innovations and Branding and Strategic Partnerships Departments?
Could you describe the brand identity for Anythink Libraries?
Could you describe the staffing structure of the Innovations and Branding and Strategic Partnerships Departments?
Could you provide a general profile of Anythink Libraries' users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Director of Strategic Partnerships at Anythink Libraries?
Prior to joining Anythink Libraries, you spent a few years working as a writer/editor. How does such professional experience contribute to your current work as Strategic Partnerships at Anythink Libraries?
What is the definition of successful strategic partnerships in the world of public librarianship?
To become a successful leader in strategic partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How do you communicate the values and relevance of your services via brand identity?
Since you come from a non-library background and do not hold an MLIS, do you see this as an advantage or disadvantage when working with other professionally trained librarians under the same roof? In other words, in what ways do your unique ‘non-library’ professional knowledge, skills and thinking complement the work carried out by Anythink librarians?
As the Director of Strategic Partnerships, Anythink Libraries, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of Strategic Partnerships, Anythink Libraries, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs toward marketing and branding?
Is there a trend amongst public and government libraries to hire professionals with business and marketing backgrounds, but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries and government libraries in North America?
As the Director of Strategic Partnerships, Anythink Libraries, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and librarians in North America?
When people talk about Anythink Libraries, what is the very first image that comes to their minds?
In what ways do you want the Anythink Libraries to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of Strategic Partnerships, Anythink Libraries do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the Department of Strategic Partnerships, and you (as the Director) been coping with COVID-19?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
You were named a ‘Mover & Shaker in the library industry by national publication Library Journal.’ In its 15th March 2013 issue, Library Journal named 50 outstanding professionals committed to providing excellent service to meet their needs of the people they serve. You were selected because of your effective and out-of-the-box approach to marketing and outreach, highlighted by your role in Anythink communications and the inaugural 2012 R-Squared Conference. What does this professional award mean to you both personally and professionally?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Director of Strategic Partnerships, Anythink Libraries that you wish to share with the readers?
Chapter 5. Shamichael Hallman, Senior Library Manager (Former), Memphis Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to the Memphis Public Library?
Could you describe the brand identity for MPL?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand? (Photo 5.1)
Could you provide a general profile of MPL's end-users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming a Senior Library Manager at MPL?
Prior to joining MPL, you spent a few years working as a Teaching Fellow at the Center for Social Impact Strategy and member of the Global Leadership Team at Code for the Kingdom. How do such professional experiences contribute to your current work?
You are also the Founder/Core Organiser of Library as Bridges. Could you provide a brief introduction? What motivated you to found the Library of Bridges? Your experiences gained from Library as Bridges, how do they contribute to your current work as the Senior Library Manager at MPL?
What is the definition of successful Strategic Partnerships in the world of public librarianship?
To become a successful leader in Strategic Partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Since you come from a non-library background and do not hold an MLIS, do you see this as an advantage or disadvantage when working with other professionally train librarians? In other words, in what ways do your unique ‘non-library’ professional knowledge, skills and thinking complement your work carried out at MPL?
As a Senior Library Manager at MPL could you describe your typical day at work? Is there ever a typical day at work?
As a Senior Library Manager at MPL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As a Senior Library Manager at MPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians, as well as arts and cultural administrators in North America?
When people talk about MPL what is the very first image that comes to their minds?
In what ways do you want MPL to contribute to the social capital, social cohesion, social inclusion, social participation and social equality of the community that you are serving?
What parts of your job as a Senior Library Manager at MPL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How has MPL and you (as a Senior Library Manager) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Is there a trend amongst public libraries to hire professionals with business and marketing backgrounds, but not necessarily MLIS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries and government libraries in North America?
In terms of marketing and brand building – are there any effective and innovative business models that libraries could learn from?
What are the best ways for public libraries to communicate their values and relevance of their services to the communities they serve?
In the past few decades, libraries were described as ‘so horrible at marketing’. Do you think that is the case? What has been preventing libraries marketing themselves effectively? Are libraries getting better at marketing?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as a Senior Library Manager at MPL that you wish to share with the readers?
Chapter 6. Tana Kung Peckham, Chief Strategy Officer, Cleveland Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to Cleveland Public Library?
Could you describe the brand identity of CPL?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How do you communicate the values and relevance of your Library's services via its brand identity?
Has there always been a Strategy Department at CPL?
Could you provide a general profile of CPL's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Chief Strategy Officer at CPL?
What is the definition of successful Strategic Marketing, Branding and Public Engagement in the world of public librarianship?
To become a successful leader in Public Engagement, Strategic Marketing, and Event Coordination in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Chief Strategy Officer at CPL, could you describe your typical day at work? Is there ever a typical day at work?
As the Chief Strategy Officer at CPL, could you describe your main roles and areas of responsibilities?
Could you provide a list of successful marketing and public engagement programmes initiated by CPL?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Chief Strategy Officer at CPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and public librarians in North America?
When people talk about CPL, what is the very first image that comes to their minds?
In what ways do you want CPL and its public programmes to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Chief Strategy Officer at CPL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How has CPL, and you (as the Chief Strategy Officer) been coping with COVID-19?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
Any other interesting and inspiring stories regarding your work as the Chief Strategy Officer at CPL that you wish to share with the readers?
What would you like to retire for when you retire?
Chapter 7. Randall Goble, Director of Engagement, Kent District Library, Michigan, USA
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to the Kent District Library?
Has there always been an Engagement Department ever since the very first day KDL was established? What are the mission, vision and philosophy behind the services and operations of the Engagement Department at KDL?
Could you describe the brand identity for KDL?
Prior to joining KDL, you have spent many years working as a marketing professional, including serving as the Marketing Communications Consultant at Library Possible since 2018. How does such non-library-related experience contribute to your current work as the Director of Engagement at KDL?
What are the best ways for public libraries to communicate their values and relevance of their services to the communities they are serving?
Could you describe the staffing structure of the Engagement Department at KDL?
Could you provide a general profile of KDL's end-users, for example, average age, gender ratio, educational level, and occupation?
What is the definition of successful Strategic Public Engagement and Partnerships in the world of public librarianship?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How does the Kent District Library communicate its values and relevance of the services to the user community via your Library's brand identity?
To become a successful leader in Public Engagement and in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
You come from a non-library background and do not hold an MLIS degree. Do you see this as an advantage or disadvantage when working side-by-side together with other professionally trained librarians under the same roof? In other words, in what ways do your unique ‘non-library’ professional knowledge, skills and thinking complement the work carried out by the KDL?
Is there a trend amongst public libraries to hire professionals with business and marketing backgrounds but not necessarily MLIS holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries?
As the Director of Engagement at KDL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of Engagement at KDL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of Engagement at KDL, could you describe your management and leadership style? Would you describe yourself as a servant leader or participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians, as well as arts and cultural administrators in North America?
When people talk about KDL, what is the very first image that comes to their minds?
In what ways do you hope KDL contributes to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of Engagement at KDL do you find most rewarding? And which do you find most frustrating?
What do I find most frustrating in this job?
COVID-19 has turned the world upside down. How have KDL, and you (as the Director) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as the Director of Engagement at KDL that you wish to share with the readers?
In the past few decades, libraries were described as ‘so horrible at marketing’. What do you think that is the case? What has been preventing libraries to market themselves effectively? Are libraries getting better at marketing over the years?
For people and politicians who keep saying that libraries would become obsolete soon. What would you have to say to respond to their comment?
In terms of marketing and brand building – are there any effective and innovative business models that libraries could learn from?
What would you like to be remembered for when you retire?
Chapter 8. Sam Helmick, Community and Access Services Coordinator, Iowa City Public Library, United States
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to the Iowa City Public Library?
Could you describe ICPL's brand identity?
Could you provide a general profile of ICPL's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Community and Access Services Coordinator at ICPL?
What is the definition of successful Community Engagement and Access Services in the world of public librarianship?
To become a successful leader in Community Engagement and Access Services in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the Community and Access Services Coordinator at ICPL could you describe your typical day at work? Is there ever a typical day at work?
As the Community and Access Services Coordinator at ICPL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Community and Access Services Coordinator at ICPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding and community engagement particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most public librarians, as well as arts and cultural administrators in North America?
When people talk about ICPL what is the very first image that comes to their minds?
In what ways do you want ICPL to contribute to the social capital, social cohesion, social inclusion, social participation and social equality of the community that you are serving?
What parts of your job as the Community and Access Services Coordinator at ICPL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have ICPL, and you (Community and Access Services Coordinator) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Community and Access Services Coordinator at ICPL that you wish to share with readers?
Chapter 9. Steven K. Bowers, Executive Director, The Library Network, Novi, Michigan, United States
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to The Library Network in Novi, Michigan?
What are the mission, vision and philosophy behind the services and operations of the Marketing Department at TLN?
Is there a particular department or team of staff dedicated to doing marketing and/user engagement work at TLN?
Could you describe the brand identity for TLN?
Could you describe the staffing structure of TLN?
Could you provide a general profile of TLN's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Executive Director at TLN?
Prior to joining TLN, you spent over 15 years working for the DALNET (Detroit Area Library Network), and you were an adjunct faculty member at Wayne State University. How do such professional experiences contribute to your current work as the Executive Director at TLN?
What is the definition of successful strategic partnerships and marketing/branding in the world of public librarianship?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in Strategic Partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does one usually possess?
Could you provide examples of marketing/branding and/or user/community engagement programmes initiated by TLN?
As the Executive Director of TLN, could you describe your typical day at work? Is there ever a typical day at work?
As the Executive Director of TLN, could you describe your main roles and areas of responsibility?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Executive Director of TLN, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most public libraries, as well as arts and cultural administrators in North America?
Is there a trend amongst public libraries to hire professionals with business and marketing backgrounds, but not necessarily MLIS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries?
When people talk about TLN what is the very first image that comes to their minds?
In what ways do you want TLN to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as Executive Director of TLN do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have TLN and you (as the Executive Director) been coping with COVID-19?
Any other interesting and inspiring stories regarding your work as Executive Director of TLN that you wish to share with the readers?
How would TLN advise your member libraries to communicate their values and relevance of the services via their unique brand identities to the communities they are services?
In the past few decades, libraries were described as ‘so horrible at marketing.’ Why do you think that is the case? What has been preventing libraries to market themselves effectively? Are libraries getting better at marketing over the years?
In terms of marketing and brand building – are there any effective and innovative business models that libraries could learn from?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 10. Helen Tapping, Head of Marketing and Online Services, The Seattle Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to The Seattle Public Library (SPL)?
Could you describe the mission and philosophy behind the services and operations of the Marketing and Online Services at SPL?
Could you describe the brand identity of the Seattle Public Library (SPL)? For a non-profit institution like SPL, do effective communications and marketing strategies have an important role to play in terms of building the brand identity?
When people talk about SPL, what is the very first image that comes to their mind?
Could you provide a general profile of SPL's end-users, e.g., their average age, gender ratio, education level and occupations?
In your view, what is the definition of successful public relations and public engagement in the world of public librarianship?
To become a successful leader in strategic partnership and marketing and branding in the field of public librarianship, what kinds of professional skills, competence and personality traits should one possess?
What is your definition of successful marketing and branding in the world of public librarianship? Do effective marketing and branding and successful community engagement always go hand-in-hand?
As the Head of Marketing and Online Services at SPL, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of Marketing and Online Services at SPL, could you describe your main roles and areas of responsibilities?
As the Head of Marketing and Online Services at SPL, can you describe your management and leadership style?
With the convenience brought by the Internet and mobile technologies, have you witnessed or experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
Is there a trend amongst public libraries in North America to hire professionals with business and marketing backgrounds (instead of MLIS graduates) to design and perform marketing, branding campaigns and launch community engagement programmes for them?
What would you like to be remembered for when you retire?
So, in short, what would you like to be remembered for?
Profit-making versus non-profit making organisations (e.g., public libraries), what are the major differences between these two types of organisations, in terms of their strategies used for marketing and branding, as well as their attitudes, approaches and beliefs towards marketing and branding?
What are the current difficulties and challenges in marketing and branding faced by most libraries in North America?
Since you do not have any formal training in librarianship, as a seasoned marketing professional working in one of the large public library systems in the USA, when you first arrived in the public library world, did you find it difficult to work side-by-side with other professionally trained librarians since the working culture is so different, i.e., including having to acquire a different set of professional language or vocabulary?
After you started working at SPL, I am sure you have been back to the UK and visited the public libraries there. Based on your observation, what are the major differences in terms of the patrons' expectations and British librarians' attitudes and approaches towards marketing and branding?
For politicians and stakeholders who say libraries will soon become obsolete, what would you say to respond to that?
What are the advantages for SPL in forming partnerships with other organisations in the community?
Can you provide an example of a successful partnership with a local community organisation launched by SPL?
Could you provide examples of successful marketing and branding campaigns launched by you and your team at SPL?
Do you have any other interesting or inspiring stories that you want to share with the readers regarding your role as the Head of Marketing and Online Service at SPL?
Chapter 11. Dr. Timothy Lentz, Archivist and Director, Detroit Opera Archive and the Allesee Dance and Opera Resource Library at the Detroit Opera House (Co-authored with Dr. Hermina G.B. Anghelescu, School of Information Sciences, Wayne State University)
Self-introduction – could you, please, tell me about your educational background? For example, where did you study music? Do you come from a family of librarians, archivists or performing artists?
Have you always worked in the field of music-performance librarianship? Did you have any other non-music–related careers, prior to entering a career in music-performance librarianship/archival management?
Could you provide a brief introduction to Detroit Opera, formerly Michigan Opera Theatre?
Dr. David DiChiera served as the general director of MOT for nearly 50 years. Could you, please, describe his working and management style and related historical perspective. Can you describe your interaction with David DiChiera?
Could you describe your path to becoming the Archivist of the Detroit Opera (MOT)?
As the Archivist and Resource Library Director at Detroit Opera, could you present in detail your job descriptions and scope/areas of responsibilities?
How did the Resource Library get its name, Allesee Dance and Opera Resource Library?
Could you describe the staffing structure of the Allesee Dance and Opera Resource Library? How do you deal with copyright details? At Detroit Opera, what is the relationship of the Archivist/Librarian to the other Detroit Opera staff?
Could you provide a general profile of the Detroit Opera Resource Library's end-users, e.g., average age, gender ratio, educational level, occupation? Are they mostly performing artists or designers working for Detroit Opera?
What is a typical reference question issued by the end-users of the Resource Library at Detroit Opera? What are the most circulated items (recordings or printed works) amongst the end-users at the Resource Library at Detroit Opera? In what ways does the Resource Library support the daily operations and ongoing developments of Detroit Opera?
How do you communicate the value and relevance of Resource Library's services to the communities you serve? As the Archivist & Director of the Resource Library at Detroit Opera, do you need to actively go out to advocate importance and relevance, as well as to market its services and collections to the community you serve?
What kinds of impact would it have on Detroit Opera if the Resource Library were to close completely?
Artistically speaking, what makes the Detroit Opera House unique? Could you describe the overall sound quality of the DOH?
When people talk about Detroit Opera (MOT), which opera productions immediately come to their mind?
When people talk about the Detroit Opera (MOT), what is the very first image that comes to their mind? What is the brand identity of Detroit Opera? Does the Resource Library play an important role in supporting the brand building of Detroit Opera?
As the Archivist/Librarian at Detroit Opera, which parts of your job do you find most rewarding, and which do you find most frustrating?
As the Archivist and Director of the Resource Library at the Detroit Opera, could you describe your typical day at work? Is there ever a typical day at work? As the Archivist & Director of the Resource Library at Detroit Opera, could you describe your main roles and areas of responsibilities?
What are the latest trends in delivering community engagement amongst performing arts librarians or archivists? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in the world of performing arts librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators (including librarians and archivists) in North America?
Do you think marketing, branding, user engagement and advocacy have become increasingly important amongst librarians, regardless of whether you are working for an academic, public, national, community or performing arts library?
In what ways do you want the resource library to contribute to the future developments of Detroit Opera, as well as the arts participation and appreciation of the community that you are serving?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have Detroit Opera and you (as the Archivist/Librarian) been coping with COVID-19?
Why do people turn to music in times of crisis?
Do you have any other interesting and inspiring stories that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 12. Sonia Zagwyn, Children's Services Coordinator, Powell River Public Library, B.C., Canada
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship, specialising in children's services?
Could you provide a brief introduction to the Powell River Public Library (PRPL)?
Could you provide a general profile of PRPL's end-users, e.g., average age, gender ratio, educational level, and occupation?
Could you describe your career path to becoming the Children's Services Coordinator at PRPL?
Where and how did you develop your skills in performing puppet shows?
Over the years, would you say the puppet shows have become the most effective way for marketing as well as brand building for PRPL and its services?
Is it possible to communicate the value and relevance of PRPL's services via your puppet shows?
Library story times versus library puppet shows – what are the major differences in terms of popularity and responses from the children audience and their parents?
Do parents and children come up and send you requests in person, by email or by phone – regarding what puppets shows they wish to see in the upcoming months or summer?
Library marketing and community via children's services versus services for adults – what are the major differences?
Could you describe the writer-in-Residence Programme at PRPL? How do you plan to make an impact on the local community and the existing end-user group of PRPL?
As the Children's Services Coordinator at PRPL, could you describe your typical day at work? Is there ever a typical day at work?
As the Children's Services Coordinator at PRPL, could you describe your main roles and areas of responsibilities?
What are the latest trends in delivering children's services amongst public libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in the world of children's librarianship?
What are the current difficulties and challenges in marketing and branding faced by most children's services librarians in North America?
When people talk about PRPL what is the very first image that comes to their minds?
In what ways do you want PRPL could contribute to the social capital, social cohesion, social inclusion, social participation and social equality of the community that you are serving?
What parts of your job as the Children's Services Coordinator at PRPL do you find most rewarding? And which do you find most frustrating?
‘The YAACS Award recognises librarians, library technicians, teacher-librarians and others who have, as individuals or teams, demonstrated exceptional dedication and service in children's or teen library services. This year's (2022) winner is Sonia Zagwyn from the Powell River Public Library’. What does this YAACS award mean to you on both personal and professional levels?
COVID-19 has turned the world upside down. How have PRPL, and you (as the Children's Services Coordinator) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Do you have other interesting and inspiring stories regarding your work as Children's Services Coordinator at PRPL that you wish to share with the readers?
Chapter 13. Isobel Hunter, Chief Executive, Libraries Connected
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to Libraries Connected?
Could you provide a general profile of Libraries Connected's members?
What are the funding sources for Libraries Connected?
In what ways does Libraries Connected help member libraries create their own unique branding identities?
In recent decades, libraries were described as ‘so horrible at marketing’. Do you think this is the case? What has been preventing libraries from marketing themselves effectively? Are libraries getting better at marketing?
Could you describe your career path to becoming the Chief Executive of Libraries Connected?
Prior to joining Libraries Connected, a major part of your career was focused on Archival Science. Archival Science versus Library Science – what are the differences and similarities in terms of their professional practices? You are now entering into the field of library science after decades of professional training and professional practice – has this created any major challenges for you?
You served at an archivist at the National Gallery (UK), programme manager at Museums Libraries & Archives Council in UK, and Head of the Archives Sector Development at the National Archives (HUK). How do such professional experiences contribute to your current work as the Chief Executive of Libraries Connected?
What is the definition of successful Community Engagement and Access Services in the world of public librarianship?
To become a successful leader in Community Engagement and Access Services in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the Chief Executive of Libraries Connected, could you describe your typical day at work? Is there ever a typical day at work?
As the Chief Executive of Libraries Connected, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Chief Executive of Libraries Connected, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in the UK? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding and community engagement, particularly in the world of librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators in the UK?
When people talk about Libraries Connected what is the very first image that comes to their minds?
In what ways do you want Libraries Connected to contribute to the world of public librarianship and the future developments of the profession?
What parts of your job as the Chief Executive of Libraries Connected do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the Libraries Connected, and you (Chief Executive) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
You were awarded with an MBE for your excellent service in the field of Archival science for the British Empire. What does this Award mean to you on both personal and professional levels?
Was the MBE presented to you by Her Majesty the Queen herself – followed by joining Her at a tea party in the Palace Garden?
Do you have any other interesting and inspiring stories regarding your work as the Chief Executive of Libraries Connected that you wish to share with the readers?
Chapter 14. Lucia Werder, Deputy Director, Bremen Public Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to Bremen Public Library (BPL)?
Has there always been the Marketing Department since the very first day BPL was established? What are the missions, vision and philosophy behind the services, operations, and public programmes provided by BPL?
Could you describe the brand identity for BPL?
How do you communicate the values and relevance of BPL's services via its brand identity?
Could you provide a general profile of the BPL staff?
Could you provide a general profile of the BPL's end-users, e.g., average age, gender ratio, educational level, occupation?
Could you describe your career path to becoming the Deputy Director at BPL?
What is the definition of successful Strategic Partnerships in the world of public librarianship?
To become a successful leader in Strategic Partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
What are the current difficulties and challenges in marketing and branding faced by most public librarians in Germany?
As the Deputy Director at BPL could you describe your typical day at work? Is there ever a typical day at work?
As the Deputy Director at BPL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Deputy Director at BPL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
Participative Leadership – what are the core professional skills, knowledge and personality traits that are required to becoming a successful participative leader in public librarianship?
What are the latest trends in marketing and branding amongst public and academic libraries in Germany? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
In Germany, is there a trend amongst public libraries to hire professionals with business and marketing backgrounds, but not necessarily librarians (with professional librarianship training and qualifications) to design and perform marketing, branding and community engagement programmes for them?
In Germany, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries?
When people talk about BPL what is the very first image that comes to their minds?
Could you provide a list of successful marketing and community engagement programmes or programme highlights launched by BPL?
In what ways do you want BPL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Deputy Director at BPL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have BPL, and you (as the Deputy Director) been coping with COVID-19?
Any other interesting and inspiring stories regarding your work as Deputy Director at BPL that you wish to share with the readers?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 15. Niko Cvjetković, Director, Rijeka City Library, Croatia
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to Rijeka City Library (RCL)?
Could you describe the brand identity for RCL?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
Is there a marketing or public engagement department at RCL?
Could you describe the staffing structure of RCL?
Could you provide a general profile of RCL end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Director at RCL?
What is the definition of successful Strategic Marketing and Public Engagement in the world of public librarianship?
To become a successful leader in Public Engagement and in the field of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Prior to entering library profession, you worked as a television journalist, presenter and editor. How do such professional experiences contribute to your current work as the Director at RCL?
As the Director at RCL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director at RCL, could you describe your main roles and areas of responsibilities?
Could you provide a list of successful marketing and public engagement programmes initiated by RCL?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director at RCL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in Eastern Europe, particular in Croatia? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians, as well as arts and cultural administrators in Eastern Europe?
When people talk about RCL, what is the first image that comes to their minds?
In what ways do you want RCL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director at RCL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have RCL, and you (as the Director) been coping with COVID-19?
What motivated you to write these two books: (1) School Ships of the Bakar Maritime School and (2) Putovima Puta svile – Silk Adventure 2014 (the ways of the Silk Road – Silk Adventure, 2014)?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
Any other interesting and inspiring stories regarding your work as the Director of RCL that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 16. Olivera Nastic, Senior Librarian, Belgrade City Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
What are the minimal professional qualification requirements for working as a professional academic or public librarian in Serbia?
Could you provide a brief introduction to BCL?
What are the missions, vision and philosophy behind the services and operations of BCL?
Could you describe the brand identity for BCL?
How do you communicate the values and relevance of the services of BCL via its brand identity?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
Could you describe the staffing structure of BCL?
Is there a marketing or community outreach/engagement department at BCL?
Could you provide a general profile of BCL's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Senior Librarian of BCL?
Prior to joining BCL, you spent 18+ years working at the Art Documentation Department at the Museum of Contemporary Art in Belgrade. How does such professional experience contribute to your current work as the Senior Librarian at BCL?
What is the definition of successful Strategic Partnerships in the world of public librarianship?
To become a successful leader in Strategic Partnership and of Marketing/Branding in the world of public librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries in Serbia?
Could you provide a list of successful and innovative programmes in Branding/Marketing and Public Engagement initiated by BCL?
As the Senior Librarian at BCL, could you describe your typical day at work? Is there ever a typical day at work?
Could you describe your main roles and areas of responsibilities?
When people talk about BCL what is the very first image that comes to their minds?
In what ways do you want BCL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job at BCL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have BCL, and you (as the Senior Librarian) been coping with COVID-19?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 17. Jakob Guillois Lærkes, Director, Gladsaxe Municipal Libraries, Denmark
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in public librarianship?
What are the minimal professional qualification requirements for working as a professional academic or public librarian in Denmark?
Could you provide a brief introduction to the Gladsaxe Municipal Libraries (GML) in Denmark?
What are the mission, vision and philosophy behind the services and operations of GML?
How many branch libraries are there in the GML system?
Could you describe how one of your branch libraries functions as a commercial cinema?
Could you describe the staffing structure of GML?
Could you provide a general profile of GML's end-users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Director of GML?
Could you provide a list of successful and innovative marketing/public engagement programmes initiated by GML?
As the Director of GML could you describe your main roles and responsibilities, as well as your typical day at work? Is there ever a typical day at work?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of GML, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the major difficulties and challenges currently faced by most public libraries in Europe, particularly in the areas of marketing, community outreach and engagement?
When people talk about GML what is the very first image that comes to their minds?
In what ways do you want GML to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of GML do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have GML, and you (as the Director) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as Director of GML that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 18. Jane Cowell, Chief Executive Officer, Yarra Plenty Regional Library, Northeast Melbourne Region, Victoria, Australia
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in public librarianship?
Could you provide a brief introduction to the Yarra Plenty Regional Library (YPRL) in Victoria, Australia?
What are the missions, vision and philosophy behind the services and operations of YPRL?
Has there always been a Marketing Department ever since the very first day YPRL was established?
Could you describe the brand identity for YPRL?
How do you communicate the values and relevance of the services of YPRL via its brand identity?
Could you describe the staffing structure of the Marketing Department at YPRL?
Could you provide a general profile of YPRL's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Chief Executive Office at YPRL?
Prior to joining YPRL, you spent time serving as the Executive Director at the State Library of Queensland. How does such professional experience contribute to your current work?
What is the definition of successful Strategic Partnerships and Marketing/Branding and Community Engagement in the world of public librarianship?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in Strategic Partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Chief Executive Office at YPRL, could you describe your typical day at work? Is there ever a typical day at work?
As Chief Executive Office at YPRL, could you describe your main roles and areas of responsibilities?
Could you provide a list of successful marketing/branding and community engagement programmes initiated by YPRL?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As Chief Executive Officer, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in Australia? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
In Australia, is there a trend amongst public libraries to hire professionals with business and marketing backgrounds but not necessarily MLIS-holders to design and perform marketing, branding and community engagement programmes for them?
In Australia, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries?
What are the current difficulties and challenges in marketing and branding faced by most librarians, as well as arts and cultural administrators in Australia?
When people talk about YPRL what is the very first image that comes to their minds?
In what ways do you want YPRL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have YPRL, and you (Chief Executive Office at YPRL) been coping with COVID-19?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Any other interesting and inspiring stories regarding your work as the Chief Executive Office at YPRL that you wish to share with the readers?
Chapter 19. Laurinda Thomas, Manager, Libraries and Community Spaces, Wellington City Council, New Zealand
Could we begin this interview by you first introducing yourself, discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to the Wellington City Council (WCC) in New Zealand, and its affiliated library services?
Could you describe your career path to becoming the Manager, Libraries and Community Spaces at WCC?
What are the relations between public library services and the planning of community spaces? Do public library services and community spaces planning go hand-in-hand?
What is the definition of successful Strategic Partnerships in the world of public librarianship?
To become a successful leader in Strategic Partnership and in the field of Marketing/Branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How do you communicate the values and relevance of your Library's services via its brand identity?
As the Manager, Libraries and Community Spaces at WCC, could you describe your typical day at work? Is there ever a typical day at work?
As the Manager, Libraries and Community Spaces at WCC, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Manager, Libraries and Community Spaces at WCC, could you describe your management and leadership style? Would you describe yourself as a servant leader or participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in New Zealand? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
Is there a trend amongst national, public and academic libraries to hire professionals with business and marketing backgrounds but not necessary MILS-holders to design and perform marketing, branding and community engagement programmes for them?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators in Australia and New Zealand?
In what ways do you want WCC's library services could contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Manager, Libraries and Community Spaces at WCC do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have WCC's library services, and you (as the Manager) been coping with COVID-19?
In your opinion, what is the ‘Dangerous Myth about Libraries’?
Do you think public libraries play an important role in building a creative and innovative society? If yes, please provide detailed examples to illustrate your point?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Do you have any other interesting and inspiring stories regarding your work as Manager, Libraries and Community Spaces at WCC that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 20. April Slayton, Director of Communications, Library of Congress
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Library of Congress (LOC) and its Communications Department?
Has there always been the Communications Department, ever since the very first day LOC was established? What are the mission, vision and philosophy behind the services and operations of the Communications Department at LOC?
Could you describe the brand identity for LOC? For a public institution like LOC, do effective communications and marketing strategies have an important role to play in terms of building its brand identity?
Could you describe the staffing structure of the Communications Department at LOC?
Could you provide a general profile of LOC's end-users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Director of Communications at LOC?
Prior to joining LOC, you served as the Public Affairs Specialist (USDA-FSIS) (2003–05); Communications Director, Agriculture Committee at the U.S. House of Representatives (2005–10); and Chief of Staff to Ambassador Jeffrey Bleich at the U.S. Department of State. How do such professional experiences contribute to your current work as the Director of Communications at LOC?
What is the definition of successful ‘Public Relations and Public Engagement’ in the world of public/national librarianship?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in ‘Strategic Partnership’ and in the field of marketing/branding – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Director of Communications at LOC, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of Communications at LOC, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/national/state libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs toward marketing and branding?
As the Director of Communications at LOC, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and national/state libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public and national/state librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators as well as library directors in North America?
Is there a trend amongst public and government libraries to hire professionals with business and marketing backgrounds, but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries and government libraries in North America?
When people talk about LOC what is the very first image that comes to their minds?
In what ways do you want LOC to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of Communications at LOC do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have LOC, and you (as the Director of Communications) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as the Director of Communications at the LOC that you wish to share with the readers?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 21. Liisa Savolainen, Deputy Director, National Library of Finland
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in public/national librarianship, specialising in information management and metadata?
Could you provide a brief introduction to the National Library of Finland (NLF)?
Could you provide a general profile of NLF's end-users, for example, average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Deputy Director of NLF?
Could you describe the brand identity of NLF?
What is the definition of successful marketing and brand building in the world of public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How do you communicate the value and relevance of NLF's services to the communities you serve?
What makes a good brand image? How is it best developed, monitored and evaluated?
What do you regard as the main differences between marketing and publicity in your context and experience?
What are the top five key elements of a good marketing strategy?
Are good marketing people born or made?
As the Deputy Director of NLF, could you describe your typical day at work? Is there ever a typical day at work?
As the Deputy Director of NLF, could you describe your main roles and areas of responsibilities?
What are the latest trends in delivering community engagement amongst public and national libraries in Finland and Europe? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in the world of national librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators (including librarians) in Finland and Europe?
When people talk about NLF what is the very first image that comes to their minds?
In what ways do you want NLF to contribute to the social capital, social cohesion, social inclusion, social participation and social equality of the community that you are serving?
What parts of your job as the Deputy Director of NLF do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have NLF, and you (as the Deputy Director) been coping with COVID-19?
How do you think libraries can contribute most effectively to the maintenance and development of democracy?
What difference has large-scale digitisation made? What do you think the future holds for traditional library collections?
What will be the core required infrastructure for national library services in the future?
What does organisational development mean to you? How should organisations best be developed for the longer term, given all that has happened over the last few years?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Any other interesting and inspiring stories regarding your work as the Deputy Director of NLF that you wish to share with the readers?
Chapter 22. Huism Tan, Executive Director, Qatar National Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to the Qatar National Library (QNL)?
Has there always been Public Relations and Marketing Departments at QNL?
What are the mission, vision and philosophy behind the Public Relations and Marketing Departments at QNL?
Could you describe the brand identity for QNL? For a public institution like QNL, do effective communications and marketing strategies have an important role to play in terms of building the brand identity for QNL?
Could you describe the staffing structure of the Public Relations and Marketing Department at QNL?
Could you provide a general profile of QNL's end-users, e.g., average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Executive Director of QNL?
Prior to joining QNL, you have served many years at the Singapore National Library, and the National Library Board (Singapore). How do such professional experiences contribute to your current work as the Executive Director at QNL?
What is the definition of successful Public Relations and Public Engagement in the world of public/national librarianship?
To become a successful leader in Strategic Partnership and Marketing/Branding in the field of public/national librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Executive Director of QNL, could you describe your typical day at work? Is there ever a typical day at work?
As the Executive Director of QNL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/national/state libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Executive Director of QNL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and library directors in the Middle East?
When people talk about QNL what is the very first image that comes to their minds?
In what ways do you want QNL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Executive Director of the QNL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have QNL, and you (as the Executive Director) been coping with COVID-19?
Any other interesting and inspiring stories regarding your work as the Executive Director of QNL that you wish to share with the readers?
Chapter 23. Susan Parker-Leavy, Head of Library, Museum of Islamic Art, Doha, Qatar
Could we begin this interview by you first introducing yourself, and discussing yourself, and professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to the Museum of Islamic Art (MIA) in Qatar and is library services?
Has there always been the Museum Library ever since the very first day MIA was established? What are the missions, vision and philosophy behind the services and operations of the Museum Library?
Could you describe the brand identity for MIA? What roles does the Museum Library play in terms of building the brand identity for MIA?
How do MIA and its library communicate their values and relevance of their services to their end users via their brand identity?
Could you describe the staffing structure of the MIA Library?
Why is it important to have a team of staff coming from different cultural backgrounds, with foreign language abilities?
As the Head of the Library at MIA, what are the major difficulties and challenges in terms of managing a team of professional staff of different cultural backgrounds, and whose mother tongue is not English?
Could you provide a general profile of MIA's visitors, e.g., average ago, gender ratio, educational level and occupations?
Could you provide a general profile of the Museum Library's end-users, e.g., average age, gender ratio, educational level and occupation?
Could you describe your career path to becoming the Head of Library, MIA?
Prior to joining the MIA Library, you worked for the Knowledge Manager at L.E.K Consulting, and Knowledge Specialist at McKinsey & Company, as well as the Acting Head of the National Museum of Qatar Library. How do such professional experiences contribute to your current work as Head of Library at MIA?
What is the definition of successful Strategic Partnerships in the world of museum librarianship?
What is the definition of successful marketing and brand building in the world of museum and public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in Strategic Partnership and Marketing/Branding in the field of museum librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Head of Library at MIA, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of Library at MIA, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/museum libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Head of Library at MIA, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and museum libraries in the Middle East and North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public and museum librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators (including librarians) in the Middle East and North America?
In the Middle East, is there a trend amongst public and museum libraries to hire professionals with business and marketing backgrounds, but not necessary MILS-holders to design and perform marketing, branding and community engagement programmes for them?
In the Middle East, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public and museum libraries?
When people talk about MIA and its Library what is the very first image that comes to their minds?
In what ways do you want MIA to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Head of Library at MIA do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have MIA, and you (as the Head of Library) been coping with COVID-19?
For politicians and other people who say libraries (including both public and museum libraries) will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Any other interesting and inspiring stories regarding your work as the Head of Library at MIA that you wish to share with the readers?
What made you decide to launch story time at the MIA Library?
Chapter 24. Elsbeth Kwant, Strategic Advisor, National Library of the Netherlands
Could we begin this interview by you first introducing yourself, e.g., could you describe your professional training and educational background? What did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
According to you, ‘librarianship is the ideal occupation for the curious mind’ – could you provide examples to illustrate your point?
Could you provide a brief introduction to NLN and its services?
What are the mission, vision and working philosophy behind the services and operations of NLN?
Could you describe the working relationship between NLN and other public and academic libraries in the Netherlands?
Could you describe the brand identity for NLN?
Could you provide a general profile of the end-user community of NLN?
Could you provide a list of successful events and programmes to celebrate the power of the written word organised by NLN? What is the general public's response to these events?
Could you describe your career path to becoming the Strategic Adviser at NLN?
As Strategic Advisor at NLN, could you describe your typical day at work? Is there ever a typical day at work?
What is the definition of successful ‘Strategic Community Engagement’ in the world of national librarianship?
‘Successful community engagement to us means that people feel the national library is their library’. Could you provide examples to illustrate your point?
What is the definition of successful marketing and brand building in the world of public/national librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand? How does NLN communicate the values and relevance of its services via its brand building?
To become a successful leader in Strategic Partnerships and Marketing/Branding in the field of public/national librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
In what ways do you want NLN to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
In the Netherlands, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public and national libraries?
Why is it so difficult to find IT people to work for libraries in the Netherlands?
Profit-making versus non-profit organisations (e.g., public or academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As Strategic Adviser at NLN, could you describe your management and leadership style? Would you describe yourself as a servant leader or participative leader?
What is the definition of a ‘thought leader’? What kinds of professional skills, knowledge and personality traits are required?
What are the latest trends in marketing and branding amongst national/public and academic libraries in the Netherlands and Western Europe? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic and public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians in the Netherlands and Western Europe
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and library directors in Europe?
When people talk about NLN, what is the very first image that comes to their minds?
What parts of your job as Strategic Adviser at NLN do you find most rewarding? And which do you find most frustrating?
For politicians and other people who say libraries will become obsolete soon, how do you respond to that?
‘They are an essential part of democratic societies’ – based on what you are making this statement?
Could you tell us about your project Rethinking the Book for Digital?
COVID-19 has turned the world upside down. How have NLN, and you (as the Strategic Advisor) been coping with COVID-19?
When you retire from your career as a librarian, what would you like to be remembered for?
Do you have other interesting and inspiring stories regarding your work as the Strategic Adviser at NLN that you wish to share with the readers?
Chapter 25. Ute Schwens, Director, German National Library in Frankfurt am Main
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to the German National Library Frankfurt am Main (DNBF) and their services?
What are the mission, vision and working philosophy behind the services and operations of DNBF?
There are also many state libraries throughout Germany, e.g., State Library Berlin, Bavarian State Library, Saxon State Library, etc. Could you describe the working relationships between these state libraries in Germany and the German National Library?
The state libraries in Germany versus the German National Library – what are the major differences in terms of the roles they play in collection developments, as well as the leadership roles they play in leading the local public, and academic libraries in their respective states and the whole of Germany as a nation?
Could you describe the brand identity for DNBF?
Could you describe the collection highlights of the German Music Archive?
Could you provide a general profile of the end-user community of DNBF?
Could you describe your career path to becoming the Director at DNBF?
Could you describe your working relationship with Frank Scholze (Director General, German National Library) and Michael Fernau (Director, German National Library in Leipzig)?
What is the definition of successful Strategic Community Engagement in the world of national librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
You entered the library profession in the mid-1990s. 30 years ago, versus now, have you witnessed any major evolution in the branding, marketing and community engagement concepts and strategies carried out by academic and public/national libraries worldwide?
In Germany, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic and public libraries?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director at DNBF, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst national/public and academic libraries in Germany, and Western Europe? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic and public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians in Germany and Western Europe?
When people talk about DNBF, what is the very first image that comes to their minds?
What parts of your job as the Director at DNBF do you find most rewarding? And which do you find most frustrating?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
You have been working as a librarian since the 1980s. 40 years ago, versus now – have you witnessed any evolution in the library profession in Germany as a whole – i.e., technical skills, professional knowledge and competencies, as well as personality traits expected of professional librarians?
The German reunification in 1990 and the fall of the USSR – how has this affected the overall missions, ongoing developments, as well as daily operations/services and practices of the German National Library as a whole?
Throughout your long career as a national librarian – did you ever have any regrets or second thoughts?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as Director at DNBF that you wish to share with the readers?
Chapter 26. Augusts Zilberts, Head of Public Relations, National Library of Latvia
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
Could you provide a brief introduction to the National Library of Latvia?
Has there always been a Public Relations Department ever since the very first day NLL was established? What are the mission, vision and philosophy behind the Public Relations Department at NLL?
Could you describe the brand identity for NLL?
Could you describe the staffing structure of the Communications Department at NLL, its main roles and areas of responsibilities?
Could you provide a general profile of NLL end-users, for example, average age, gender ratio, educational level, occupation, etc.?
What is the definition of successful ‘Strategic Public Engagement and Relations’ in the world of public librarianship?
To become a successful leader in Public Engagement and Relations and in the field of public and/or national librarianship, what kinds of professional knowledge skills and personality traits does he/she usually possess?
As the Head of Public Relations at NLL, could you describe your typical day at work? Is there ever a typical day at work?
Profit-making versus non-profit organisations (e.g., public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
Could you describe the management and/or leadership style at the Communications Department of NLL? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in Eastern Europe and Latvia in particular? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators (including librarians) in Eastern Europe?
When people talk about NLL, what is the very first image that comes to their minds?
In what ways do you want NLL could contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job in the Communications Department at NLL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have NLL, and you (as the Communications Department) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work at the Communications Department at NLL that you wish to share with the readers?
Chapter 27. Damilare Oyedele, Co-Founder & Chief Executive, Library Aid Africa
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in librarianship?
What motivated you to found Library Aid Africa?
Could you provide a brief introduction to Library Aid Africa?
Where is the headquarter of Library Aid Africa?
What are Library Aid Africa's funding sources?
Could you describe the brand identity for Library Aid Africa?
Could you describe the missions and philosophy behind the services and operations of Library Aid Africa? In what ways does Library Aid Africa support the resuscitation of libraries in schools and communities in Africa? Can you provide detailed examples?
Who is currently benefiting from Library Aid Africa's services? Who are the major users of Library Aid Africa's services?
Do Strategic Public Engagement and Partnerships, Community Outreach and Marketing play an important role in Library Aid Africa's services?
What is the definition of successful marketing and brand building in the world of public and community librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the co-founder and Chief Executive of Library Aid Africa, could you describe your typical day at work? Is there ever a typical day at work?
As the Co-Founder & Chief Executive, Library Aid Africa, could you describe your main roles and areas of responsibilities?
Could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
When people talk about Library Aid Africa what is the very first image that comes to their minds?
In what ways do you want Library Aid Africa to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
For politicians and other people who say public libraries will soon become obsolete, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have Library Aid Africa, and you been coping with COVID-19?
How would you suggest libraries and librarians in other developed countries to help libraries in Africa?
For libraries in Africa, what are the most value things that they could learn from libraries in developed countries?
What would you like to be remembered for when you retire?
Chapter 28. Margret Aldrich, Director of Communications, Little Free Library
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career with Little Free Library?
Could you provide a brief introduction to Little Free Library?
Could you describe the staffing structure of LFL?
Has there always been a Communications Department since LFL was established? What are the mission, vision and philosophy behind the Communications Department at LFL?
Could you describe the brand identity for LFL?
Do marketing, branding and innovative community engagement play an important role in the on-going operations of LFL?
What are the funding sources for LFL?
Could you provide a general profile of LFL's end-users, for example, average age, gender ratio, educational level, occupation, etc.?
Could you describe your career path to becoming the Director of Communications at LFL?
What is the definition of successful Strategic Public Engagement and Marketing in the context of LFL?
To become a successful leader in Public Engagement and Marketing and Effective Communications in the context of LFL – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Director of Communications at LFL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of Communications at LFL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., LPL) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of Communications at LFL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
Could you provide a list of outstanding public relations and marketing programmes initiated by LFL?
When people talk about the LFL, what is the very first image that comes to their minds?
In what ways do you want LFL to contribute to the social capital, social cohesion, social inclusion and social participation of the community that you are serving?
What parts of your job as the Director of Communications at LFL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the LFL, and you (as the Director of Communications) been coping with COVID-19?
Chapter 29. Philip Kent, University Librarian, The University of Sydney
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the University of Sydney and its library services?
What are the missions, vision and philosophy behind the services of the University of Sydney Library?
What role does the University Library play in brand identity building for the University of Sydney?
Could you provide a general profile of the end-user community of the University of Sydney Library?
Could you describe your career path to becoming the University Librarian of the University of Sydney?
What is the definition of successful Strategic Community Engagement in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in Community Engagement and in the field of academic librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Could you provide a list of successful marketing and community engagement programmes initiated by the University of Sydney Library?
Is there a trend amongst public and academic libraries to hire professionals with business and marketing backgrounds but not necessarily for MILS holders to design and execute marketing, branding and community engagement programmes?
Have you been facing difficulties in finding seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the University Librarian at the University of Sydney, could you describe your typical day at work? Is there ever a typical day at work?
Is the University of Sydney Library currently involved in any global engagement initiatives and international partnerships with other university libraries within and/or outside of Australia?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the University Librarian at the University of Sydney could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in the UK, Australia and New Zealand? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in the UK, Australia and New Zealand?
Academic librarians in Australia versus their counterparts in the UK and North America – what are the major differences in terms of their attitudes and approaches towards marketing and community engagement?
When people talk about the University of Sydney Library, what is the very first image that comes to their minds?
What parts of your job as the University Librarian at the University of Sydney do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have your Library, and you (as the University Librarian) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as the University Librarian at the University of Sydney that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 30. Allan Cho, Community Engagement Librarian, University of British Columbia
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
Is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds, but not necessarily MILS holders to design and perform marketing, branding, and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
Chapter 31. Dr Alex R. Hodges, HGSE Librarian and Director, Monroe C. Gutman Library, Harvard Graduate School of Education
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to Monroe C. Gutman Library (Gutman Library) at Harvard University Graduate School of Education and its services?
What are the mission, vision and working philosophy behind the services and operations of Gutman Library?
Could you describe the highlights of the Gutman Library collection?
What role does Gutman Library play in brand identity building for the Harvard Graduate School of Education?
Could you provide a general profile of the end-user community of Gutman Library?
Could you describe your career path to becoming the HGSE Librarian and Director at Gutman Library?
What is the definition of successful ‘Strategic Community Engagement’ in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How do you communicate the value and relevance of your library's services via brand building?
In the USA, is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds, but not necessarily MLIS-holders to design and perform marketing, branding and community engagement programmes for them?
In the USA, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the HGSE Librarian and Director of Gutman Library, could you describe your typical day at work? Is there ever a typical day at work?
As the HGSE Librarian and Director of Gutman Library, could you describe your main roles and areas of responsibilities?
Can you provide examples of typical reference enquiries issued by the end-users of Gutman Library?
As the HGSE Librarian and Director of Gutman Library, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in the USA?
When people talk about Gutman Library, what is the very first image that comes to their minds?
What parts of your job as the HGSE Librarian and Director of Gutman Library do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the Gutman Library, and you (as the HGSE Librarian and Director of Gutman Library) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the HGSE Librarian and Director at Gutman Library that you wish to share with the readers?
Chapter 32. Jenna Hillhouse, Librarian, Center for Homeland Defense and Security, Naval Postgraduate School, United States
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? What did you study at university? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Center for Homeland Defense and Security and its Library?
What are the funding sources for CHDS?
What is CHDS's affiliation with the Naval Postgraduate School of the United States?
Does the CHDS Library have an important role to play in terms of creating and shaping the brand identity for the Center?
Could you provide a general profile of CHDS's students, for example, average age, gender ratio, education level and occupations?
CHDS's users versus other academic library users – do you see any major differences in terms of their information needs, library usage patterns and their expectations from the library and the librarians?
Could you describe your career path to becoming the Librarian at CHDS?
Could you describe the staffing and organisational structure of CHDS? Are you currently working as a solo librarian at CHDS?
Do CHDS and its Library have a unique brand identity?
How does the CHDS Library communicate its values and relevance of services to the community via its brand building?
What is the definition of successful Public Relations and User Engagement in the world of academic librarianship?
To become a successful leader in Strategic Partnership and Marketing/Branding and Community Engagement in the field of academic librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the Librarian of CHDS, could you describe your typical day at work? Is there ever a typical day at work?
As the Librarian of CHDS, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Librarian at CHDS, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators and library directors in North America?
When people talk about CHDS and its Library what is the very first image that comes to their minds?
What parts of your job as the Librarian at CHDS do you find most rewarding? And which do you find most frustrating?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have CHDS, and you (as the Librarian) been coping with COVID-19?
Do you have other interesting and inspiring stories regarding your work as the Librarian at CHDS that you wish to share with the readers?
Chapter 33. Ameet Doshi, Head, Donald E. Stokes Library, Princeton University
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Donald E. Stokes Library at Princeton University?
Could you describe your career path to becoming the Head of the Stokes Library at Princeton University?
What are the missions, visions and philosophy behind the marketing and community engagement activities at Stokes Library?
According to you, ‘we're working proactively and constructively with faculty, students, students, administrators at SPIA to develop collections, workshops and other libraries services that are appropriately aligned with the students’ needs' – could you provide examples to illustrate your point?
Could you describe the brand identity for Stokes Library?
Could you provide a general profile of Stokes Library's end-users, e.g., average age, gender ratio, etc.?
Could you describe the highlights of the Stokes Library collection?
Could you provide samples of typical reference inquiries issued by the end users of the Stokes Library?
Why should such one-on-one data science consultations be taught by the librarians instead of the students' academic advisors or faculty members? Do the faculty members see you as their competitor? Do the faculty members see you as their intellectual equals?
How do you usually guide the students through these one-on-one research consultations?
What is the definition of successful Public Relations and User Engagement in the world of academic librarianship?
To become a successful leader in Strategic Partnership, Marketing/Branding and Community Engagement in the field of academic librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
You mentioned ‘the quality of genuine empathy for the student's lived experience’, could you provide examples to describe what is genuine empathy for students lived experience
Why is it helpful to have an outward facing personality? Could you provide examples to describe this outward facing personality that librarians should possess? Why is it so important to be outward facing from a librarian's perspective?
Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How does Stokes Library communicate its values and relevance of services to the community via its brand building?
According to you, Princeton's culture is very ‘relationship-based’, could you provide examples to illustrate this?
As the Head of the Stokes Library, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of the Stokes Library, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Head of the Stokes Library, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
You are a strong believer in adopting pragmatic, practical and pragmatic approaches when it comes to connecting students with the library. Could you provide examples of the approaches that you have been adopting?
Is there a trend amongst national, public and academic libraries to hire professionals with business and marketing backgrounds, but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for libraries in North America?
What are the current difficulties and challenges in marketing and branding faced by most arts and cultural administrators as well as library directors in North America?
When people talk about Stokes Library what is the very first image that comes to their minds?
What parts of your job as the Head of the Stokes Library do you find most rewarding? And which do you find most frustrating?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
COVID-19 has turned the world upside down. How have Stokes Library, and you (the Head of the Stokes Library) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as the Head of the Stokes Library that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 34. Amanda Albert, University Librarian, Jack C. Taylor Library, Fontbonne University
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the School of Arts & Sciences, Washington University at St. Louis and its library services?
Have there always been instructional specialist librarians ever since the Washington University at St. Louis Library was established?
What are the mission, vision and working philosophy of the role of the Instructional Specialist at the School of Arts & Sciences, Washington University at St. Louis?
Could you provide a general profile of the user community of the School of Arts & Sciences, Washington University at St. Louis?
Students and faculty of arts versus their counterparts of sciences – what are the major differences in terms of their library usage patterns, information needs and expectations from you as the Instructional Specialist?
Could you describe your collaborations with the faculty at the School of Arts & Sciences, Washington University at St. Louis?
Could you describe your career path to becoming the Instructional Specialist at the School of Arts & Sciences, Washington University at St. Louis?
What is the definition of successful ‘Strategic Community Engagement’ in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
To become a successful leader in ‘Community Engagement’ in academic librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As an Instructional Specialist, could you describe your typical day at work? Is there ever a typical day at work?
As an Instructional Specialist, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As an Instructional Specialist, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
Is there a trend amongst public and government libraries to hire professionals with business and marketing backgrounds, but not necessarily MILS-holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for public libraries and government libraries in North America?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in North America?
When people talk about the Instructional Specialist, what is the very first image that comes to their minds?
What parts of your job as an Instructional Specialist do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have your University Library, and you (as an Instructional Specialist) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Do you have any other interesting and inspiring stories regarding your work as the Instructional Specialist that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 35. Mark Allen Mattson, Head of Global Engagement Initiatives and International Partnerships Librarian, Pennsylvania State University, Libraries
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? What did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Pennsylvania State University Libraries and their services?
Could you describe how the Global Engagement Initiatives Programme was initiated?
Could you describe the goals and advantages of global engagements in the academic library setting?
What are the missions, visions and working philosophy of the role of the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL?
What role does the Head of Global Engagement Initiatives and International Partnerships Librarian play in brand identity building for PSUL?
Could you provide a general profile of the end-user community of PUSL?
Could you describe your career path to becoming the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL?
What is the definition of successful Strategic Community Engagement in the world of academic librarianship?
To become a successful leader in Community Engagement in the academic library setting– what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL could you describe your main roles and areas of responsibilities?
How do you communicate the values and relevance of your library's services via its brand identity?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
What is the definition of successful marketing and brand building in the world of academic and public librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in North America?
When people talk about PSUL, what is the very first image that comes to their minds?
What parts of your job as the Head of Global Engagement Initiatives and International Partnerships Librarian at PSUL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have PSUL, and you (as the Head of Global Engagement Initiatives and International Partnerships Librarian) been coping with COVID-19?
For politicians and other people who say public libraries will become obsolete soon, what do you have to say to respond to that?
In 2021, you were awarded with the Michael P. Malone International Leadership Awards from the Association of Public and Land-grant – what does this mean to you on both personal and professional levels?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Head of Global Engagement Initiatives and International Partnerships Librarian that you wish to share with the readers?
Chapter 36. Anne Langley, Dean of the University of Connecticut Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the University of Connecticut Library (UCL) and its services?
What are the missions, visions and working philosophy behind the services and operations of UCL?
What role does UCL play in brand identity building for the University of Connecticut as a whole?
Could you provide a general profile of the end-user community of UCL?
Could you describe your career path to becoming the Dean of UCL?
What was the most valuable lesson did you learn from the Leadership Institute for Academic Librarians at Harvard Graduate School of Education?
What is the definition of successful ‘Strategic Community Engagement’ in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
In North America, is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds but not necessarily MLIS holders to design and perform marketing, branding and community engagement programmes for them?
In North America, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the Dean of UCL, could you describe your typical day at work? Is there ever a typical day at work?
As the Dean of UCL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Dean of UCL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in North America?
When people talk about UCL, what is the very first image that comes to their minds?
What parts of your job as the Dean of UCL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have UCL, and you (as the Dean of the Library) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Dean of UCL that you wish to share with the readers?
Chapter 37. Charlie Bennett, Public Engagement Librarian, Georgia Tech Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Georgia Tech Library (GTL) and its parent institution Georgia Institute of Technology (GIT)?
In what ways does GTL contribute to the brand identity of its parent institution (GIT)?
How do you communicate the values and relevance of the services of your Library via its brand identity?
Could you provide a general profile of GTL's end-users, for example, average age and gender ratio?
Could you describe your career path to becoming the Public Engagement Librarian at GTL?
What is the definition of successful strategic partnerships, branding and community engagement in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
As the Public Engagement Librarian at GTL could you describe your typical day at work? Is there ever a typical day at work?
As the Public Engagement Librarian at GTL, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., academic/public libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Public Engagement Librarian at GTL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in North America? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most librarians, as well as arts and cultural administrators in North America?
When people talk about GTL what is the very first image that comes to their minds?
In what ways do you want GTL to contribute to the teaching, learning and research of GIT as a whole?
What parts of your job as the Public Engagement Librarian at GTL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have GTL, and you (as the Public Engagement Librarian) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Do you have other interesting and inspiring stories regarding your work as the Public Engagement Librarian at GTL that you wish to share with the readers?
Chapter 38. Charles Aylmer, Head of Chinese Department, Cambridge University Library
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in academic librarianship?
Could you describe your career path to becoming the Head of Chinese Department at Cambridge University Library?
You are European, born and raised in the UK before the age of the Internet and YouTube. Furthermore, Mainland China was closed to the rest of the world until 1978. For almost threedecades, Mainland China was going through major political and social upheavals. During your teenage years, how did you discover a keen interest in the Chinese language and civilization? What motivated you to pursue a degree in Chinese Studies from the University of Cambridge?
As an undergraduate student majoring in Chinese Studies at the University of Cambridge, could you describe the curriculum or course structure of the Chinese Studies programme at that time? Could you also provide a general profile of the teaching staff (faculty members) of Chinese Studies at the Chinese Department at that time?
Could you provide a brief introduction to Cambridge University Library and its Chinese collections?
Could you describe the highlights of the Chinese collections in Cambridge University Library?
The first Chinese book was acquired in 1642. Did the Library have any staff member with the necessary language and cataloguing skills for processing this book at that time?
Before the age of online cataloguing, how were Chinese books catalogued at the University of Cambridge?
Who was the very first librarian that started to create proper cataloguing records (with call numbers and subject heading) for these Chinese materials at the University of Cambridge?
Could you provide a general profile of the end-user community of the services of the Chinese collections of Cambridge University Library?
How does the University Library Interact with its user groups (with reference to its special collections)?
As the Chinese Studies Librarian, could you describe your working relations and collaboration with the faculty members and research staff of the University's Chinese Department?
What are the core skills, professional knowledge and personality traits that are necessary for working as the Chinese Studies Librarian at the University of Cambridge?
As the Head of Chinese Department at Cambridge University Library, could you describe your typical day at work? Is there ever a typical day at work?
What parts of your job as the Head of Chinese Department at Cambridge University Library do you find most rewarding? And which do you find most frustrating?
Could you provide examples of typical reference enquiries by end-users of the Chinese collections?
During your time as the Chinese Studies Librarian at the University of Cambridge, what was the most challenging reference enquiry you have ever handled?
What does the University Library see as its role beyond its core user groups, given the national and international significance of its collections?
To what extent does the University Library market its collections, whether to its core user groups, its external users or other key stakeholders?
How will the University develop and market its collections in the future?
COVID-19 has turned the world upside down. How have the University of Cambridge library system, and you (as the Head of Chinese Department) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say in response?
What would you like to be remembered for when you retire?
Any other interesting and inspiring stories regarding your work as the Head of Chinese Department at Cambridge University Library that you wish to share with the readers?
Chapter 39. Dominic Tate, Head of Library Research Support and Deputy Director, Library & University Collections, University of Edinburgh
Could we begin this interview by you first introducing yourself? What is your professional training and educational background? What did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to University of Edinburgh Library (UEL) and its services?
What are the missions, visions, and working philosophy behind the services and operations of?
What role does the library play in brand identity building for the University of Edinburgh as a whole?
How do you communicate the values and relevance of the services of your Library via its brand identity?
Could you provide a general profile of the end-user community of UEL?
Undergraduates versus post-graduates – their information and learning needs, library usage patterns and their perceptions towards their University Library and its librarians (as service providers) – how do they differ from each other?
Distance learners versus students on campus – their information and learning needs, library usage pattern and their perceptions towards their University Library and its librarians (as service providers) – how do they differ from each other?
Could you describe your career path to becoming the Head of Research Support & Deputy Director of Library & University Collections at UEL?
What is the definition of successful ‘marketing’ and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
In the UK, is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds, but not necessarily MLIS-holders to design and perform marketing, branding and community engagement programmes for them?
As the Head of Research Support & Deputy Director of Library & University Collections, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of Research Support & Deputy Director of Library & University Collections, could you describe your main roles and areas of responsibilities?
As the Head of Research Support & Deputy Director of Library & University Collections, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in the UK? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in UK?
When people talk about UEL, what is the very first image that comes to their minds?
What parts of your job as the Head of Research Support & Deputy Director of Library & University Collections do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the UEL, and you (as the Head of Research Support & Deputy Director) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 40. Wilhelm Widmark, Director, Stockholm University Library
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to Stockholm University Library (SUL) and its services?
What are the mission, vision and working philosophy behind the services and operations of SUL?
What role does SUL play in brand identity building for Stockholm University as a whole?
Could you provide a general profile of the end-user community of SUL?
Could you describe your career path to becoming the Director of SUL?
What is the definition of successful Strategic Community Engagement in the world of academic librarianship?
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
In Sweden, is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds but not necessarily MLIS holders to design and perform marketing, branding and community engagement programmes for them?
In Sweden, is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the Director of SUL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of SUL, could you describe your main roles and areas of responsibilities?
How do you communicate the values and relevance of your library services via brand building?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of SUL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in the Sweden? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in the Sweden?
When people talk about SUL, what is the very first image that comes to their minds?
What parts of your job as the Director of SUL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have SUL, and you (as the Library Director) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
What would you like to be remembered for when you retire?
Chapter 41. Prof. Dr. Andreas Degkwitz, Library Director (retired), Humboldt University of Berlin
Could we begin this interview by you first introducing discussing your professional training and educational background? For example, what did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the Humboldt University of Berlin and its library services?
What is it like to be working for an academic library where the parent institution (HUB) has links to such major breakthroughs in physics and other sciences by its professors, such as Albert Einstein, and past and present faculty and notable alumni including 29 Nobel Prize laureates? Do faculty members have different expectations from the HUB Library services and staff, in comparison to other German universities with a shorter history and less of an international reputation?
What are the missions, vision and working philosophy behind the HUB Library's services and operations?
What role does the University Library play in brand identity building for HUB?
Could you provide a general profile of the end-user community of the HUB Library?
Could you describe your career path to becoming the Director of the HUB Library?
What is the definition of successful ‘Strategic Community Engagement’ in the world of academic librarianship?
To become a successful leader in ‘Community Engagement’ and in the field of academic librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
How do you educate your library staff to ‘think of the bigger picture of your library?’
What is the definition of successful marketing and brand building in the world of academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
What kinds of marketing strategies have you been using for promoting your Library's services and collections?
Is there a trend amongst public and academic libraries to hire professionals with business and marketing backgrounds but not necessarily MILS holders to design and perform marketing branding, and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the Director the HUB Library, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of the HUB Library, could you describe your main roles and areas of responsibilities?
As the Director of the HUB Library, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
To become a successful leader in the world of academic librarianship, why is it so important to be ‘open-minded’? What examples can you give of an open-minded academic library director?
What are the current difficulties and challenges in marketing and branding faced by most academic librarians in Western Europe and Germany in particular?
What are the core skills in digitalisation and digital literacy expected of your library colleagues?
Students, researchers and professors of which academic disciplines are the most frequent and active users of your library services and collections and why?
When people talk about the HUB Library, what is the very first image that comes to their minds?
Why are people so drawn to the Jacob and Wilhelm Grimm Centre?
Is the HUB Library currently involved in any of national/global engagement initiatives and national/international partnerships with other academic or public libraries?
To what extent does the HUB Library collaborate with other university libraries in Berlin and other nearby cities?
As the Director of the HUB Library, which parts of your job do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the HUB Library, and you (as the Director) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Do you have any other interesting and inspiring stories regarding your work as the Director of the HUB Library that you wish to share with the readers?
What would you like to be remembered for when you retire?
Chapter 42. Alrina de Bruyn, Director of Events & Marketing, University of Johannesburg Library
Could we begin this interview by you first introducing yourself, for example, your professional training and educational background? What did you study at university? Do you come from a family of librarians or educators? What motivated you to pursue a career in academic librarianship?
Could you provide a brief introduction to the University of Johannesburg Library (UJL) and its services?
What are the missions, visions and working philosophy behind the services and operations of UJL?
Does the University Library play an important role in building the brand identity for the University of Johannesburg as a whole?
How do you communicate the values and relevance of ULJ's services via its brand identity?
In terms of marketing and brand building – are there any effective and innovative business models that libraries could learn from?
Could you provide a general profile of the end-user community of UJL?
Could you describe your career path to becoming the Director of Events and Marketing at UJL?
Prior to joining the University of Johannesburg, you spent 8years serving as Information Retention Manager at Standard Chartered Bank. This non-library-related professional experience, how does it contribute to your current work as the Director of Events and Marketing at UJL?
What is the definition of successful Strategic Community Engagement in the world of academic librarianship?
What is the definition of successful marketing and brand building in academic librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
Is there a trend amongst academic libraries to hire professionals with business and marketing backgrounds but not necessarily MLIS holders to design and perform marketing, branding and community engagement programmes for them?
Is it difficult to find seasoned or young professionals with marketing and business backgrounds to come to work for academic libraries?
As the Director of Events and Marketing at UJL, could you describe your typical day at work? Is there ever a typical day at work?
As the Director of Events and Marketing at UJL could you describe your main roles and areas of responsibility?
Profit-making versus non-profit organisations (e.g., academic libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Director of Events and Marketing at UJL, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst public and academic libraries in South Africa? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of academic librarianship?
What are the current difficulties and challenges in marketing and branding faced by a majority of academic librarians in South Africa?
When people talk about UJL, what is the very first image that comes to their minds?
What parts of your job as the Director of Events and Marketing at UJL do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have UJL, and you (as the Director of Events and Marketing) been coping with COVID-19?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
In the past few decades, libraries were described as ‘so horrible at marketing’. What do you think that is the case? What has been preventing libraries to market themselves effectively? Are libraries getting better at marketing over the years?
What would you like to be remembered for when you retire?
Do you have any other interesting and inspiring stories regarding your work as the Director of Events and Marketing at UJL that you wish to share with the readers?
Chapter 43. Nadine Bailey, Teacher Librarian and Technology Integration – Middle School, Western Academy of Beijing
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in school librarianship?
Could you provide a brief introduction to the Western Academy of Beijing (WAB) and its library services?
Could you describe what roles does the WAB Library play in terms of shaping the brand identity for the academy?
Could you describe the highlights of the WAB Library collections and its library services?
Could you describe the staffing structure of the WAB Library?
Could you provide a general profile of the WAB student and teacher populations?
Could you describe your career path to becoming the Teacher Librarian and Technology Integration Specialist at WAB?
What is the definition of successful User Relations and End-user Engagement in the context of international school librarianship?
To become a successful leader in marketing/branding in the context of school librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Teacher Librarian and Technology Integration Specialist at WAB, could you describe your typical day at work? Is there ever a typical day at work?
As the Teacher Librarian and Technology Integration Specialist at WAB, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/national/state/school libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Teacher Librarian and Technology Integration Specialist at WAB, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst international school libraries in East Asia, and Mainland China in particular? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of librarianship?
What are the current difficulties and challenges in marketing and branding faced by most school librarians in particular?
When people talk about the WAB Library what is the very first image that comes to their minds?
In what ways do you want the WAB Library to contribute to the overall teaching, learning, reading and recreational needs of the community that you are serving?
What parts of your job as the Teacher Librarian and Technology Integration Specialist at WAB do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have the WAB, and you (as the Teacher Librarian and Technology Integration Specialist) been coping with COVID-19?
Do you have any other interesting and inspiring stories regarding your work as the Teacher Librarian and Technology Integration Specialist at WAB that you wish to share with the readers?
Chapter 44. Mr. K, Head of Library, Somerset School Shanghai
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in school librarianship?
Could you provide a brief introduction to Somerset School Shanghai and its library services?
Could you describe what roles does the School Library play in terms of shaping the brand identity for Somerset School Shanghai as a whole?
Could you describe the highlights of the collections and services?
Could you describe the staffing structure of the Somerset School Shanghai Library?
Could you provide a general profile of the student and teacher populations?
Could you describe your career path to becoming the Head of Library at Somerset School Shanghai?
Prior to becoming a school librarian, you worked as a site engineer at Ricky & Colin Ltd. from 2008 to 2011. How does such professional experience in engineering contribute to your current work as a school librarian?
What is the definition of successful User Relations and End-user Engagement in the context of international school librarianship?
To become a successful leader in the field of marketing/branding in the context of school librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Head of Library at Somerset School Shanghai, could you describe your typical day at work? Is there ever a typical day at work?
As the Head of Library at Somerset School Shanghai, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/national/state/school libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Head of Library at Somerset School Shanghai, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst international school libraries in East Asia, and Singapore in particular? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of public and national/state librarianship?
What are the current difficulties and challenges in marketing and branding faced by most school librarians in particular?
When people talk about the Somerset School Shanghai Library what is the very first image that comes to their minds?
In what ways do you want the Somerset School Shanghai Library could contribute to the overall teaching, learning, reading and recreational needs of the community that you are serving?
What parts of your job as the Head of Library at Somerset School Shanghai do you find most rewarding? And which do you find most frustrating?
As a professionally trained-engineer-turned-school-librarian, did you ever have any regrets or second thought? Did you never think of returning to your original profession as an engineer?
Many foreign firms and expatriates are leaving Mainland China due to the COVID-19 and political situations in Mainland China. What is the future for international schools in Shanghai and other major cities throughout China?
COVID-19 has turned the world upside down. How have Somerset School Shanghai, and you (as the Head of Library) been coping with COVID-19?
Many residents are fleeing Shanghai and many expatriates are leaving China due to the heavy-handed COVID-19 lockdown. What motivated you to take up this job as a school librarian in Shanghai during the peak of the COVID-19 crisis?
In what ways do you want the Somerset School Shanghai Library to develop in the next 3 to 5 years?
How does media and book censorship in China influence the policy and practices of collection development at the Somerset School Shanghai Library?
Do you have any other interesting and inspiring stories regarding your work as the Head of Library at Somerset School Shanghai that you wish to share with the readers?
Ever since you took up this school librarian position in Shanghai, did you ever have any second thoughts or regrets?
Chapter 45. Katie Day, Teacher-Librarian, Tanglin Trust School, Singapore
Could we begin this interview by you first introducing yourself, and discussing your professional training and educational background? For example, what did you study at university? What motivated you to pursue a career in school librarianship?
Could you provide a brief introduction to Tanglin Trust School in Singapore and its library services?
Could you describe what roles the TTS Library plays in terms of shaping the brand identity for TTS as a whole?
What is the definition of successful marketing and brand building in the world of school librarianship? Effective marketing/branding and successful community engagement – do they always go hand-in-hand?
How is the brand of the school library distinct from the brand of the school? Is it just a subset brand? To what extent should they complement each other?
How do you communicate the values and relevance of the services of your library via its brand identity?
Could you describe the highlights of the TTS Library collections and its library services?
Could you describe the staffing structure of the TTS Library?
Could you provide a general profile of the TTS student and teacher populations?
Could you describe your career path to becoming the Teacher-Librarian at TTS?
Prior to becoming a school librarian, you have worked as Marketing Assistant, and many years serving as Software Programmer at Softbridge Microsystems. How do such professional experiences contribute to your current work as a school librarian?
What is the definition of successful ‘User Relations and End-user Engagement’ in the context of international school librarianship?
To become a successful leader in marketing/branding in the context of school librarianship – what kinds of professional knowledge, skills and personality traits does he/she usually possess?
As the Teacher-Librarian at TTS, could you describe your typical day at work? Is there ever a typical day at work?
As the Teacher-Librarian at TTS, could you describe your main roles and areas of responsibilities?
Profit-making versus non-profit organisations (e.g., public/national/state/school libraries) – what are the major differences in terms of strategies used for marketing and branding between these two types of organisations, as well as their different attitudes, approaches and beliefs towards marketing and branding?
As the Teacher-Librarian at TTS, could you describe your management and leadership style? Would you describe yourself as a servant leader or a participative leader?
What are the latest trends in marketing and branding amongst international school libraries in East Asia and Singapore in particular? With the convenience brought by Internet connectivity and other mobile technologies, have you witnessed and experienced any major evolutions in terms of marketing and branding, particularly in the world of librarianship?
What are the current difficulties and challenges in marketing and branding faced by most school librarians in particular?
When people talk about the TTS Library what is the very first image that comes to their minds?
In what ways do you want the TTS Library to contribute to the overall teaching, learning, reading and recreational needs of the community that you are serving?
What parts of your job as the Teacher-Librarian at TTS do you find most rewarding? And which do you find most frustrating?
COVID-19 has turned the world upside down. How have TTS and you (as the Teacher-Librarian) been coping with COVID-19?
What would you like to be remembered for when you retire?
For politicians and other people who say libraries will become obsolete soon, what do you have to say to respond to that?
Any other interesting and inspiring stories regarding your work as the Teacher-Librarian at TTS that you wish to share with the readers?
Chapter 46. Conclusion
Environment
Profit and not-for-profit
Marketing libraries
Diversification and segmentation
Trust, delivery and relevance
Success
Brand identity
Community engagement
Digital identity
Skills
Conclusion
Index

David Baker

David Baker has published widely in the field of Library and Information Studies, with 19 monographs and over 100 articles to his credit. He has spoken worldwide at numerous conferences and led workshops and seminars. His other key professional interest and expertise has been in the field of human resources, where he has also been active in major national projects. He has held senior positions at several institutions, including as Principal and Chief Executive of Plymouth Marjon University, and Emeritus Professor of Strategic Information Management. He has also been Deputy Chair of the Joint Information Systems Committee (Jisc). Until recently he was a member of the Board of Governors of the Universities of Northampton and South Wales. He is Chair of the Board of the Institute of Contemporary Music Performance. He is a leader in the field of library and information science.

Affiliations and expertise

Independent Consultant, Mytholmroyd, UK

Patrick Lo

Dr Patrick Lo is currently serving as the Director of the Liberal and Martial Arts Association (Hong Kong). From 2012-2018 he served as Associate Professor at the Faculty of Library, Information and Media Studies at the University of Tsukuba, Japan. He earned his Doctor of Education from the University of Bristol (U.K.), and has a Master of Arts in Design Management from the Hong Kong Polytechnic University, a Master of Library & Information Science from McGill University (Canada), and a Bachelor of Fine Arts from Mount Allison University (Canada). He also took part in a one-year academic exchange at the University of Tübingen in Germany from 1990-91. He is efficient in Chinese (both Cantonese and Putonghua), English and German. Dr. Patrick Lo has presented about 100 research papers and project reports focusing on librarianship, humanities, and education at different local and international workgroup meetings, seminars, conferences, etc., including: Mainland China, Hong Kong, Austria, France, Germany, Italy, Japan, Korea, Turkey, United States, and Sweden, and at institutions including the Library of Congress (U.S.), Austrian National Library (Vienna), University of Vienna, National Library of France (Paris), National Institute of Informatics (Japan), Konrad-Zuse-Center for Information Technology (Berlin), etc. His research interests and areas of specialty include: comparative studies in library and information science (LIS); art and design librarianship and information literacy.

Affiliations and expertise

Director, Liberal and Martial Arts Association, Hong Kong, China

Life Sciences

Physical Sciences & Engineering

Social Sciences & Humanities

Health