The lectures and readings on the New Horizons module definitely helped me to see the importance of learning from past mistakes and the necessity of not being comfortable with the norm (Fister & Head, 2023). Moreover, the New Horizons module also made me realize that procedures and protocols should be assessed regularly to see if they are effective anymore (New Media Consortium, 2017). As far as my current work in streaming is concerned, constant changes in the environment are expected of us. As we license most of our content, the decision about where our content will be placed might actually impact our business negatively. If some piece of content performs well now but will perform less effectively at another period of time, we have to adapt and choose other content that would fit our current environment. Just as streaming services constantly change their content, I was glad to see how the NMC Horizon Report: 2017 Library Edition emphasized that libraries must continuously evaluate their services, embrace change, and adapt to the evolving needs of their communities.
Crossroads Centre Antigua (2024)
From the EDUCAUSE New Horizon Report (2026), the issue of AI usage made the biggest impression on me. In other words, instead of opposing what the users want and need, which is using AI to make some things easier, I would recommend promoting responsible usage (EDUCAUSE, 2026). The overarching theme which AI is the most recent example is librarians must learn how they can provide patrons the necessary tools, no matter the format, to help them succeed in their usage of library tools or services. Coming back to the notion of learning from experience, the example of Wikipedia provided by Fister and Head (2023) was very relevant. It is not about preventing people from using a resource but learning how to properly guide them in using those resources. For example, Wikipedia as a tool provides a necessary starting point rather than the last source of information (2023). In my current job, we are learning to monitor platforms in order to make informed, strategic decisions, and we evaluate the data accordingly. Utilizing data, our team has developed a strategy to avoid undesirable placement of our content to monitor for what viewers want to see. As a future librarian, I am aware that I will have to pay attention to the emerging services that customers find useful, understand when the specific technology stops being effective, and make sure that all new services will be sustainable.
CNokel/Shutterstock, via Tony Roberts (2025)
In conclusion, this module has emphasized the point that innovation is more than just the latest technological advancement. It involves assessing needs within the community, reflecting on past experiences, and making decisions that contribute towards success. As I strive to become a young adult librarian, I hope to embrace new technologies with an open mind but will never lose sight of the needs of my patrons in the decision-making process.
A new innovative idea is the creation of an Outdoor Library-as-a-Service (OLaaS) model near the Westwood branch of the Los Angeles Public Library. The OLaaS innovation will extend library services from the building itself to a 24-hour technology-enhanced public learning space in the surrounding park area. Unlike adopting technology simply because it is new, the OLaaS project places greater emphasis on planning, community involvement, and long-term sustainability, reflecting the ideas presented in Technoplans vs. Technolust (Stephens, 2004).
Purpose of Innovation
The purpose of such an innovation would be to create an accessible learning community for not only UCLA students but also for the community members that make use of public facilities for safety and learning.
Michael Burke/EdSource (2026)
This framework incorporates current trends in libraries through social infrastructure, outdoor digital connectivity, and design flexibility for service provision (Institute of Museum and Library Services [IMLS], 2022; Stephens, 2016). Critical elements of OLaaS are outdoor Wi-Fi networks, charging points, modular furniture and study spaces, and digital access nodes used for searching the library collection and services. With QR codes and mobile apps, users can access the library services from anywhere outside the building on their mobile phones.
OLaaS seeks to solve the problem of overcrowding in the library space to increase accessibility of information and study space during non-operating times of the library (Aabø & Audunson, 2012).
Mission & Institutional Context
Los Angeles Public Library is geared towards serving an urban community in need of information, education, and other resources, in addition to offering free and equitable access to such services (Los Angeles Public Library, n.d.). In particular, the library at the Westwood Branch functions in a unique setting, owing to its close connection to UCLA and the socioeconomic disparity, which includes homeless people who depend on the public space as their only reliable option.
Current challenges include a lack of seating inside, limited operating hours, and high demand for studying space. Such barriers are experienced especially during the time when there is an increase in the number of students. Such innovations are necessary as public libraries become less focused on their buildings and more connected to the community through digital expansion. These innovations are important at the moment due to libraries being key to accessing digital technologies and learning informally (American Library Association, 2023).
OLaaS fulfills the objective of the library in its mission of providing equitable access to services not only within the library but also outside its premises, such that services are available during the off hours (Stephens, 2016).
Action Brief Statements
Westwood Branch Action Brief
User-Centric Action Brief
Persuade UCLA students and members of the Westwood community that by engaging in the OLaaS space, they can benefit from 24-hour access to a safe, connected, and flexible environment for learning and accessing information, which will result in improved learning experiences, reduced space barriers, and increased access to library services on an equal basis, as the library aims to extend knowledge and access beyond its physical walls.
Staff/Administrative Action Brief
Persuade library staff and administration that by adopting OLaaS as an outdoor service expansion in phases, they will be able to overcome the problem of indoor overcrowding, expand their reach, and promote community engagement, which will reinforce the library’s status of a 24/7 civic resource, as libraries are changing into hybrid infrastructures of digital and physical spaces.
24/7 library access at Wiesbaden Library. From 24/7 Library Access, by U.S. Army Garrison Wiesbaden Family and MWR (n.d.). https://wiesbaden.armymwr.com/happenings/247-library-access
Where Did I Find Inspiration?
The idea for this innovation was inspired by current trends in public libraries that emphasize expanding access beyond the physical building, promoting digital equity, and creating community-centered public spaces. Rather than replicating an existing program, this roadmap combines several emerging ideas into a service model designed specifically for the Westwood community.
Demonstrates how library services can extend beyond traditional buildings into neighborhoods through accessible, community-based spaces (Little Free Library, n.d.).
Highlights how thoughtfully designed public spaces can foster learning, social connection, and civic engagement, providing inspiration for integrating library services into a nearby park (Project for Public Spaces, n.d.).
Demonstrates how libraries can extend services beyond traditional buildings by providing access points in community spaces. While the existing model focuses primarily on automated material access, OLaaS expands on this concept by combining technology, learning spaces, and community engagement to create a more interactive outdoor library extension (San Mateo County Libraries, 2024).
San Mateo County Libraries’ first Library Outpost concept. From Our First Library Outpost is Coming! by San Mateo County Libraries (2023). https://smcl.org/blogs/post/our-first-library-outpost-is-coming/
The concept was also inspired by the increasing role of public libraries as community hubs that provide technology access, flexible learning environments, and welcoming spaces for diverse populations. This proposal adapts those ideas to the unique needs of the Westwood neighborhood by creating a 24/7 outdoor library extension that serves students, local residents, and unhoused community members.
Guidelines & Policies
Guidelines for OLaaS would address accessibility, digital privacy, safety, and ongoing maintenance of the outdoor space. Policies should be developed collaboratively with Westwood Branch staff, Los Angeles Public Library leadership, city partners, and community stakeholders to ensure the space remains inclusive, secure, and responsive to user needs.
Accessibility and Inclusion
Design the outdoor space in accordance with ADA guidelines, providing accessible seating, pathways, charging stations, and technology access points for all kinds of users.
Digital Privacy and Safety
Set up policies regarding public Wi-Fi usage, data privacy, device security, and proper technology usage.
Space Management and Maintenance:
Create policies regarding cleaning, maintenance of equipment, closures due to weather conditions, and monitoring outdoor resources.
Community Safety
Work in cooperation with library staff, city authorities, and community partners on the development of safety protocols without compromising openness of the space.
Policy Development: Involve Westwood Branch staff, Los Angeles Public Library management, UCLA community partners, facility staff, and community members in the development of the policy guidelines.
Stephen Shugerman/Getty Images (2005), via KTLA.
Timeline for Implementation
Phase 1 (0–3 months): Planning & Community Engagement
Conduct stakeholder meetings with library staff, city officials, UCLA representatives, and relevant community groups.
Gather user feedback through survey or any other necessary method.
Analyze the site for utilities and conduct safety assessments for the location.
Phase 2 (3–6 months): Setup
Install Wi-Fi extension from the adjacent library building and add lighting features.
Add modular seating, charging stations, and any other infrastructure to the approved area.
Determine best layouts for small-scale study zones.
Phase 3 (6–12 months): Service Expansion
Introduce QR-based catalog access points for digital access.
Add mobile book/resource carts for outdoor access to library materials.
Softly launch library programming in the space including study groups, tutoring sessions, etc.
Phase 4 (12+ months): Full Integration
Fully launch all programming and services for the outdoor space.
Evaluate community usage data and other useful insights from pre and post-launch.
Expand or adjust services as needed based on feedback and data.
Formalize OLaaS as a permanent library service extension.
enserz (2024), Equity and the curriculum, Teaching it Real. https://teachreal.wordpress.com/2024/09/15/equity-and-the-curriculum/
Marketing & Promotion
Marketing efforts will center on positioning OLaaS as the latest type of library:
Conduct campus outreach via UCLA student network and digital signage.
Create a social media campaign focusing on 24/7 availability and flexibility (American Library Association, 2023).
Post onsite signs with QR codes pointing to library resources.
Partner with student and community organizations for outreach.
Message to be communicated: “Your Westwood Branch library never closes.”
Staff Training & Readiness
Staff training needs to cover the following areas:
Address service management and facilities maintenance for hybrid indoors-outdoors facilities.
Maintain the digital access technology including the Wi-Fi systems and QR codes in the catalogs.
Continue to encourage community involvement in an open environment.
Monitor for De-escalation scenarios and upkeep inclusive services (American Library Association, 2023).
The training program will consist of workshops, pilot tests, and peer training among libraries with similar outdoor or extended-hours facilities (Stephens, 2016). The training process will be conducted using personnel from the Westwood Branch library administration, and other facilities/technology teams as appropriate, with training being done by library administrators, IT professionals, and other partners responsible for outdoor technology facilities.
Evaluation & Future Expansion
Success will be evaluated based on:
Metrics of usage in the data including but not limited to peak times, night time usage, and device usage.
Surveys of user satisfaction from students and community members (IMLS, 2022).
Crowd management between the indoor and outdoor library area.
Patron feedback on safety, comfort, and usability of the new area.
Future plans may involve:
Potential deployments of OLaaS spaces at more LA Public Library branch locations.
Integration of solar power technology for a more eco-friendly set up.
Scaling to non-library locations for an “outdoor library zones” city-wide network.
Collaborate with UCLA for more student-driven programs.
Los Angeles Public Library (n.d.), Westwood Branch Library. https://www.lapl.org/branches/westwood-branch-library
Conclusion
Through the Outdoor Library-as-a-Service (OLaaS) approach, the function of the public library is transformed from one of an ever-present, dispersed, and participatory civic infrastructure. Through leveraging services in the nearby public spaces (Stephens, 2016) through technology and design, the Westwood branch can provide a 24/7 learning hub that truly responds to the diverse communities it serves.
References
Aabø, S., & Audunson, R. (2012). Use of library space and the library as place. Library & Information Science Research, 34(2), 138–149. https://doi.org/10.1016/j.lisr.2011.06.002
For the Hyperlinked Environments module, the readings from the Public Library and the Research and Current Issues sections interested me the most. Some of the newer revelations included the success of abolishing library fines (The City Library, 2018) and the trend of digital reading and the increasing number of people reading electronic books (Geiger, 2014). Last but not least, the finding that fascinated me the most in the readings was that Millennials tend to visit the library more often than their predecessors (Geiger, 2017).
(Doverunner, 2023)
I found that there were certain elements mentioned in the articles that related to these insights and had to do with finances. In the case of late fees, they accounted for only 0.3% of earnings (The City Library, 2018), and the author discussed the benefits that libraries receive from abolishing them. In my present job as a manager of a streaming service, we live in an environment where we know which platforms have advertisements (AVOD), which have the most number of people viewing them, and where the revenue comes from. This influences how much money we spend on different programs and which rights we get for our content. Linear channels (FAST) may have lots of viewers, yet not generate the needed revenues. They only serve to attract attention and make the channel popular, which is beneficial to the subscription on-demand (SVOD) platforms generating the required revenue.
(Smythe, 2021)
Whereas all that a library requires is budget management for maintenance and service to the public, with an attempt to provide better services to the community, it is necessary to assess all library services (and their environments) to figure out what should be done in order to provide the best service to the community. I felt like there was a comparison with people who are still borrowing physical books, particularly in regard to licensing and the way libraries have to monitor the format of books they are offering. Early this year, I wanted to read two very popular series, The Zodiac Academy and Lore Olympus. Through some quick online research, I realized that The Zodiac Academy could be found on Kindle Unlimited and Lore Olympus on Webtoon. Based on my assumption that e-book rights are a very complex system due to the origin of the books, patrons checking out these series through the library often have to borrow either the physical book or audiobook in the case of The Zodiac Academy, and the physical graphic novel for Lore Olympus.
(Valenti & Peckham, 2019)
Millennials have been born during an age of transition from analogue to digital technology, and it stands to reason that, since they are comfortable with both digital and analogue products, the shift from libraries to computers and other technological advancements has occurred alongside them, as highlighted by the Pew Research study (Geiger, 2017). I also would not be surprised if money was a factor here, since Millennials are likely to have accumulated less wealth due to their age, meaning that they will use the library more than other older generations. In general, while it is essential for the library to adapt to changing circumstances as highlighted by the statistics above, librarians should certainly consider those people who are using the library the most and provide what is required for them.
The “Hyperlinked Communities” module helped me realize that libraries must be patron-centered no matter what form their service might take. Another major theme highlighted in this module is the understanding of what is going on in the community and why, to better understand how to help that community in the current environment. Gen Z is a great example of the young generation brought up in the digital age, and it is very important for librarians to understand how they can tailor the services they provide to this group. As a person working currently as a manager of a children’s streaming service, I try to do the same for Gen Alpha. Understanding the context of the users is an integral part of providing the best services, and a great example of this idea could be seen in the article by Jensen “As Seen on #BookTok: Inspiring Young Readers, TikTok Is a Boon for Books” (Jensen, 2022).
(GadgeteerZA, 2024)
There was a clear change in franchise power in the entertainment industry. For instance, within the DC universe with Superman, it is increasingly becoming the franchise itself which pulls people into watching the content, hence the development of more sequels and prequels (Katz, 2019). It was perhaps the case before where star names like that of Henry Cavill (aka Superman) could be a key factor in pulling the crowd, but now it’s the franchise name itself instead. Within the streaming market, especially when looking at the children’s app, the case is quite analogous. My team is always on the lookout for franchises which are recognizable since it is usually the recognized franchise which makes the viewing work for us.
(VGraphs, 2025)
Within the library context, BookTok has breathed new life into books that may be years after their initial release date. The social media platform has been the main avenue from which individuals get book recommendations, especially for the younger generation. One example of this is Shatter Me by Tahereh Mafi, finding a resurgence in the mid to late 2020s after its release date in 2011 (Jensen, 2022). Just like the film industry and streaming platforms depend on franchise titles, libraries need to understand how their patrons are being introduced to books in order to predict shifting demand. It is important to know what books are popular now and why.
(Higher Logic, n.d.)
Overall, however, the success of a library does not come from how well it follows the trends that develop across the nation but rather by how well it responds to the particular needs of its local community. Although platforms such as BookTok may offer librarians an opportunity to see what people are interested in, it is important for the professionals to continuously consider how those trends relate to the patrons of their libraries and how to respond to them to meet their patrons’ changing needs. As I work on developing myself as a future librarian, it was very useful to think about how communities communicate, exchange information, and explore their new interests through this module.
VGraphs. (2025, Month Day). The highest-grossing entertainment franchises of all time [Infographic]. Facebook. https://www.facebook.com/VGraphs/posts/1241845021296666
Change is unavoidable, and for libraries, the evidence is the evolution of technology and the idea of Library 2.0. Casey and Savastinuk (2007) introduce the concept of a continuously evolving library that adapts alongside the community in the text Library 2.0: A Guide to Participatory Library Service. Technology plays a major part in this shift, serving as one of the best examples of libraries adapting to the present. In Denning’s (2015) Forbes article “Do We Need Libraries?” he explains that there has been a shift from a seller’s market to a buyer’s market, with more information than ever available online to help users make informed decisions. He ultimately raises the question of whether libraries have a future at all, emphasizing the pressure created by rapid digital change.
Despite the introduction of the web, libraries continue to exist because information access alone is not the full picture. It has remained necessary for individuals to depend on information professionals in using technological tools. This brings into focus the importance of Library 2.0 as an approach that considers continuous adaptation based on changing user needs. It entails more than simply embracing technological developments; rather, it involves constant changes to services based on user behavior. Librarians must examine the idea of why procedures are done a certain way (within reason) and instead ask why not do it differently or how they can improve the status quo. The best example for this is extended evening hours, which was given as one of the examples in the first chapter of The Heart of Librarianship: Attentative, Positive and Purposeful Change (Stephens, 2016). The biggest takeaway from the first chapter of Stephens’ (2016) book is that librarians must lead with empathy and consider how they can serve as many patrons as possible. By changing the thought process and encouraging new strategies for serving patrons, libraries have an opportunity not only to serve current users, but also to expand and introduce new users to the library.
One strategy I would say goes with this, as I am familiar with working in streaming in the entertainment industry and maintaining large content catalogs, is the long tail concept (Nielsen Norman Group, 2021). This works similarly to catalog management for books in libraries, but the idea is you want the catalogue to be as large as you are able to support. Titles that may not initially be in demand can resurface and allow engagement to be maintained and grow beyond only the most popular titles (Nielsen Norman Group, 2021). I think this concept can also be implemented in library services overall by considering feasible ways to provide more access, such as the example of a 24/7 library. While it might not serve every current patron, it could serve some outlier users or introduce new patrons who might take advantage of these expanded services and ultimately increase engagement with the library.
(Nielsen Norman Group, 2021)
Continuing on this idea, while collections should still be supported and maintained, libraries may need to shift toward a user-focused model rather than a collection-focused model. Technology has shown us that there are various ways to provide services that help libraries adapt. One example of this is the use of Libby, Overdrive and Hoopla, among other platforms, to provide digital access to audiobooks, music, movies, and of course electronic books (Bradshaw, 2026). I personally regularly use Libby to access audiobooks and ebooks when they are available. As a busy patron, I might struggle to make it to the physical library location, and the digital access Libby provides brings the library to me. I wonder whether libraries could take a more service-first approach, where collections are built to support programming and learning initiatives. My interest lies in whether a tighter connection between programs and collections would provide a more unified experience for users. With resources available in different forms, libraries can reach their audience in ways that are convenient for everyone involved, taking into account various time and personal factors.
(Bradshaw, 2026)
While we realistically know libraries cannot carry all materials or provide every desired service, by continuing to expand upon current strategies and service models, libraries can be more successful in implementing Library 2.0 and avoid the fate that companies such as Blockbuster and Borders experienced. Reading about Library 2.0 made me wonder how far adaptation should go. At what point does changing services become too costly or unsustainable? How can libraries balance traditional services with new community expectations while still remaining true to their mission? These are questions every hopeful librarian should consider to successfully integrate and consider the Library 2.0.
My name is Aniella, and I’m looking forward to taking INFO 287 this summer. This is hopefully my last summer in the graduate program, as I’m currently in my sixth semester. I started the MILS program at SJSU in Fall 2024 and am hoping to graduate by the end of next spring.
I live in Los Angeles and work in the entertainment industry programming and operating a children’s streaming service. One thing I’ve found interesting throughout the program is that many of the classes have not only helped me prepare for my goal of becoming a public librarian, but have also been surprisingly useful in my current job. A lot of what we learn about information behavior translates well to understanding how younger audiences discover and engage with content.
I was interested in taking the Hyperlinked Library course because, much like streaming, libraries have to continually adapt to meet users where they are. The course tagline caught my attention, and I’m hoping to learn more about not only the empathy aspect discussed in the intro video, but also how libraries can recognize changing trends and evolve alongside their communities. In streaming, there are plenty of great shows available, but user interfaces often favor content with strong franchise recognition or established brands. I’m hoping this course will give me a broader perspective on understanding user needs and helping people discover things they might otherwise miss.
Outside of work and school, I enjoy reading, running, watching TV and movies, and watching sports, especially baseball and hockey. I’m currently rereading A Court of Mist and Fury in anticipation of the new Sarah J. Maas book coming out in October. I’ve also run the LA Marathon twice, although it’s been a few years since my last one. As for TV, I recently finished the latest season of The Boys on Prime Video and really enjoyed it.
Looking forward to learning with everyone this summer!
