Hi everyone, here is my inspiration report:

Inspiration Report

Hopefully this upload works. If not, here is the Google Drive link: https://docs.google.com/document/d/1i6PS-FPvoFQwy5LyfUMSqF8blPBYjKBtzEJbxX54L0g/edit?usp=sharing

Idea: Book(mobile) + Brews

From Daiga Ellaby on USplash

What is the idea?

Books and Brews is a recurring outreach program that partners the library’s existing bookmobile with locally owned coffee shops, cafes, and breweries to create community spaces and encourage local business support. On designated evenings, the bookmobile and park outside participating businesses and allow visitors to browse and check out books, register for library cards, and attend popup library programming without visiting a library branch.

Each event can feature a theme that matches the event’s programming. For example,  a mixology workshop led by the business’s bartender with cookbooks related to mixology. The business can even feature a themed menu item to pair with the programming to further encourage patronage at the business. The library benefits from this program by building relationships with local businesses, expanding programming offerings, and more library users while the business benefits from the positive promotion and local patronage.

This program is meant to serve adults and other community members that may not regularly visit the library to encourage participation in external programs. Additionally, this type of after hours programming can provide access to those that may not be able to go to the library during business hours as well as those that are unable to visit a library branch. By meeting people in other community spaces, Books and Brews can reduce barriers to library access, strengthen community relationship, and support small businesses.

Mission and institutional context

As a public library, we strive to promote equitable access to information, lifelong learning, and fostering community. However, many adults face barrier to library use due to intense work schedules, transportation challenges, or not seeing the value in  library as part of lifelong learning. At the same time, local businesses may seek creative ways to attract customers and strengthen connections within their neighborhood.

Books and Brews supports the library’s mission by bringing library services directly to other existing community gathering spaces. Rather than expecting residents to visit the library, we go into the neighborhoods and visit the community. The program reflects the growing role of libraries as community spaces and strengthen relationships through local partnerships.

This innovation helps support the library as we continue to expand outreach services and as communities increasingly value experiences that support local businesses and social connections. By collaborating with independent cafes, breweries, and other such establishments, the library can reach new audiences while reinforcing its reputation as an accessible institution that serves its residents beyond its building walls.

Action brief

Community action brief

Convince  adult community members that by attending Books and Brews events hosted with local businesses, they will discover convenient library services, new books, and engaging library programs, which will increase library participation, strengthen community relationships, and encourage lifelong learning, because the library is a welcoming space that belongs wherever community gathers.

Staff action brief

Convince library staff that by participating in Books and Brews outreach events, the library will build stronger community ties and connect with new user groups, which will expand the library’s impact because libraries will thrive when we meet people where they are.

Inspiration

Although these programs center around alcohol and book clubs, they are very similar in concept in that they in some way support local businesses.

• Books & Brew –  a Los Angeles based independently run book club that meets at breweries
• Books and Brews 502 – a reading program through the Louisville Public Library for adults that encourages “reading books, attending library programs, and visiting participating coffee shops and breweries around town.”
• Books + Brews Book Club – a book club through the Pitkin County Library for adults and is BYOB (Bring your own brews)

Guidelines and Policies

Partnership Guidelines

• Criteria for eligible businesses
• Rotate business partners to ensure equitable opportunity
• Prioritize independently owned businesses within the library’s service area
• Issue Memorandum of Understanding (MOU) to each participating business to outline responsibilities between each partner
• Ensure library programming remains educational and noncommercial

Operational Policies

• Follow library circulation and patron privacy policies
• Ensure each event space is ADA accessible
• Define staff responsibilities
• Coordinate insurance and liability requirements if necessary

Ethical Considerations

• Ensure inclusive programming
• Protect patron confidentiality
• Maintain free access to library services regardless of business purchases

Library staff, particularly those focused on outreach, should be the ones to create and further develop the guidelines for the program. The Library Director should be the final person to approve the guidelines and policies for the program to ensure that it aligns with the library’s mission.

Timeline for implementation

A reasonable timeline to launch this program would be between four to six months. This provides enough time for library staff to develop guidelines and policy, foster relationships with local businesses, and develop programming suitable and targeted towards adult audiences.

Phase 1: Planning (1 month)

• Identify and connect with potential business partners
• Develop partnership agreements
• Create branding and promotional materials

Phase 2: Preparation (2 months)

• Schedule pilot events
• Train outreach staff for events
• Coordinate themed programming
• Confirm partnership agreements with businesses

Phase 3: Pilot Event (3  months)

• Host pilot Book and Brews events
• Collect attendance and library services data
• Issue surveys and collect feedback from participants and businesses

Phase 4: Expand and Adjust

• Increase number of events according to optimal days and times
• Expand to additional business types when possible (bakeries, bars, etc.)
• Continue to gather feedback from participants and businesses and adjust programs where appropriate

Marketing

Internal Promotion

• Staff emails
• Announcements in staff outreach meetings

External Promotion

• Library website and events calendar
• Social media (Instagram, Facebook, X)
• Business’s social media accounts
• Local newsletters (Council district offices, community organizations, newspapers)

The story and messaging of marketing efforts are to emphasize community connection, support for local businesses, and discovering library services outside of its walls. The tagline can be along the lines of “Brewing community one event at a time.”

Staff Training and Readiness

Staff should receive training on the following:

• Bookmobile circulation technology
• Best practices in community outreach
• Accessibility and inclusion for library programming
• Patron privacy on the field

Materials for training:

• Training manual (with frequently asked questions page)
• Training sessions for accessibility and inclusion

Outreach staff and volunteers who will be facilitating Books and Brews should all be trained. Senior outreach staff or other staff more experienced in managing library programming should be responsible for training, and should be designated accordingly as event leaders and main points of contact.

Evaluation and Future Expansion

Success Metrics

• Number of attendees (especially repeated attendees)
• Number of materials circulated
• Social media engagement
• Participant feedback surveys

Feedback Collection Methods

• Staff meetings
• Business partner feedback (formal or informal)
• Participant feedback surveys

Although numerical data will help us see what days are best for programming, convenient locations, and desired programming, a better way to measure overall success of the program should be through positive survey feedback from participants. Positive feedback will help us adjust the type and quality programming that would be more desirable for the community.

Future opportunities for expansion can include broadening the types of host establishments, especially those serving alcohol like bars. We can also emphasize community centered programming by inviting local authors, artists, and musicians to lead programs.

References

Over the course of this summer, I’ve learned a lot about stretching what it means to be an information professional. Before this course, I thought of libraries and archives primarily through the lens of collections, preservation, and metadata. Because most of my graduate coursework focused on technical services, I viewed those behind-the-scenes systems as the more important parts to learn in this program. Throughout this course, I started to realize that those systems are only meaningful because they help support the people using the library/archive. Hyperlinked librarianship shifted my perspective from asking “how do we organize this information?” to asking “how will people experience this information, and how can we build connections around it?”

There are two main subjects throughout my blog that I’ve continuously returned to- emerging technologies and how these technologies could (or could not) be useful in a GLAM (Galleries, Libraries, Archives, and Museums) environment. I frequently related our coursework to my work and thinking about ways that I could incorporate these concepts into my job. 

For example, in my reflection post about hyperlinked communities, I discussed social media use in GLAM, particularly the Getty’s approach to incorporating its collections into social media posts to connect with the general public and encourage further engagement and community connection (Getty Museum). As I thought more about how I can apply this to my work, I thought about how I could apply that same logic and create themed posts that celebrate different local holidays or organizations. For example, for Halloween I’m creating an “art graveyard” post to celebrate temporary art installations that are no longer on view.

A lot of the principles that we are taught in this program is to emphasize information dissemination and collaboration with others, which are also helpful outside of the library field. However, instead of focusing on maximizing profits or production, information professionals can better measure success through relationships, trust, accessibility, and meaningful community impact. This course reminded me that our work is more than just maintaining collections but also creating opportunities for people to connect with the information and each other (Stephens, 2019). Whether that happens through programming, a social media campaign, or a project, people should feel included, informed, and inspired by what we do.

As I continue my career in art and collections, I hope to carry on these ideas by designing programming and projects that prioritize community participation over presentation. I want to continue exploring how emerging technology, social media, and collaborative partnerships can create more accessible collections that center community voices. I understand now that those technical tools (metadata, etc.) serve as a means to an end and the people we serve will always be the most important part of the work.

References

Getty Museum [@gettymuseum]. (2026, July 23). Happy Leo season! [Photograph]. Instagram. https://www.instagram.com/p/DbJxDObj34k/

Stephens, M. T. (2019). Wholehearted librarianship : finding hope, inspiration, and balance. ALA Editions.

For Assignment X I was most interested in looking into hyperlinked communities and the ways the library can expand upon their services in order to create more access points for community members. This article by Laura Warner – “Revolutionizing Public Libraries”– stood out to me in particular. In the article, Warner discusses the benefits of library kiosks and how they have increased accessibility to library materials in rapidly growing Canadian cities. She encourages the installation in more places, including grocery stores, public transit stops, and community centers to further meet the demand of growing populations.

This theme stood out to me the most because it’s one of the most applicable in any information organization. There is always an opportunity to expand services for communities. In Chapter 5 of Wholehearted Librarianship by Prof. Stephens, for example, he discusses expanded check out services Gwinnett County libraries with self-service during library off hours. This service expanded library hours and access for those that wanted to access library materials or space before and after normal operating hours. Both examples showed different aspects of this idea presented and emphasized in this course that has really stuck with me: meeting people where they are.

I do wonder how this theme of increasing linkages with the community can continue with increased library cuts. My local library system has very limited hours due to staffing and a lack of funding since the pandemic. For example, the main library branch is closed on Sundays, Mondays, and closes before 6 PM most other nights. Many patrons who are only able to visit after work hours may have to rush to the library to get physical materials or resort to relying only on digital resources. There may be further funding cuts to the library system due to the city’s budget deficit. If libraries are expected to run on a small percentage of a municipality’s budget, how would they be able to create or strengthen linkages with the community they serve?

In my own work at an arts nonprofit, I’ve noticed a decline in attendance for our events. I’m wondering if applying this idea of meeting people where they are would help increase our visibility and our services to more areas that are in need of art programs. However, we only have seven full-time staff members, each with their own departmental responsibilities and programs we run. I wonder if our types of outreach should expand similarly to create a more hyperlinked relationship between the community we serve and us.

In practice, I envision libraries finding a way to balance increasing service delivery in new ways while balancing service restrictions due to funding. I would like to look further into how (or if) my local library plans to create more access points for community members, and how they will be able to provide services to people where they are.

References

Warner, L. (2024, January 17). Revolutionizing public libraries: Three ways that alternative service delivery strategies can meet…. Medium. https://medium.com/@lauracwarner/revolutionizing-public-libraries-ff7fed3d12c5