What do you think?
Rate this book
Ask, Listen, Empower: Grounding your Library Work in Community Engagement
Working collaboratively with community members- be they library customers, residents, faculty, students, or partner organizations - ensures that the library works, period. This important resource from the ALA's Public Programs Office (PPO) features contributions be leaders active in library-led community engagement. Designed to be equally useful as a teaching text for LIS students and a go-to handbook for current programming, adult services, and outreach library staff.
144 pages, Paperback
Published January 1, 2020
3 people are currently reading
126 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 10 of 10 reviews
March 2, 2021
This. This is librarianship. Community engagement shouldn't be a buzzword or the responsibility of a single department; it should be our default attitude as information professionals.
Each chapter features a proof-of-concept case study, offering real-life examples of how different libraries have practiced different types of community engagement (everything from program planning at a single branch to developing a system-wide strategic plan).
Each chapter features a proof-of-concept case study, offering real-life examples of how different libraries have practiced different types of community engagement (everything from program planning at a single branch to developing a system-wide strategic plan).
December 8, 2021
How do Libraries serve their communities?
They should all be striving for several basic goals: provide information, create connections and serve the public's needs as best they can.
How can this be achieved? On fundamental levels, simply by existing. However, outreach, programming and initiatives do serve a broad fulfillment of this goal.
If you've never done outreach of any kind, this is an essential tool.
Services/outreach models include:
-change up the book group model, volunteers, community-center style engagement and more (12 various options in all, which go beyond their chapters' titles)
They should all be striving for several basic goals: provide information, create connections and serve the public's needs as best they can.
How can this be achieved? On fundamental levels, simply by existing. However, outreach, programming and initiatives do serve a broad fulfillment of this goal.
If you've never done outreach of any kind, this is an essential tool.
Services/outreach models include:
-change up the book group model, volunteers, community-center style engagement and more (12 various options in all, which go beyond their chapters' titles)
March 4, 2022
A great resource for library workers looking to get out of their bubble.
December 23, 2021
Random notes: Chapter 1 was a slog for me
Chapter 2 was a bit easier
"Valarie Wonder, in "Civic Engagement through Community-Led Programming" says, "As we work in this way [like Seattle PL with prison abolition], the library begins the slow institutional work of moving beyond a practice of information sharing and awareness-raising that serves a relatively privileged audience toward a practice of empowerment and accountability to communities most affected by the social justice issue at hand" (p.24)
"The [2004 Canadian] Working Together Project recognized that libraries have a class problem. Middle- and upper-middle-class patrons receive excellent services and tend to be regular library users." (p.25)
"Community engagement is a deliberate, democratic process that welcomes all members of the public, acknowledging that their expertise, talent, and knowledge are abundant." (p.26)
"We can begin, says Brian Campbell, by collaborating as equals with community members as we plan library services and by investing time in building relationships and coming to an authentic understanding of our community. "It means moving toward a model in which every user is viewed as a complex individual, with history and community , requiring human contact to fully meet their needs. Such a transformation shifts the library back to its human roots." (p.27)
Chapter 3: Denver's R.A.D.A.
Chapter 4: Partnerships (Fesemyer) [great reading for people resistant to system-level CE]
-community mapping
-expanding and weeding partnerships
Chapter 6: King County Library System's Economic Empowerment Framework (& Negocios Redondos event)
-environmental scan
-asset map
-evaluation through the whole project, not just a phase at the end
Chapter 7: Ethical and Inclusive Community Engagement
-mapping engagement and equity (x/y) when considering programs/services
-MPLs Tell Us mentioned
Chapter 8: Culture Shift [AKA the chapter managers should read]
"Finally, we must let go of outdated ideas about neutrality when it comes to social justice principles/ We must organize alongside our communities to support movements for social justice and human rights.... We occupy a key role in the sharing of stories and the building of a shared experience. We must take leadership to make our institutions embody the social justice values of dignity, human rights, community, wellbeing, solidarity, equity, and belonging." (Sarah Lawton, p. 80)
"Rowe used the metaphor of riding a bus to illustrate the impending changes" [room for everyone, please get on, the bus IS leaving whether you do or not] (p. 82)
"Because management openly acknowledged that ongoing adjustments might be necessary, staff understood the risks involved and were more comfortable trying new things....**The creation of an environment in which failure is seen as a positive step forward in iterating change is critical to the success of any significant organizational shift."** (p. 82)
-p. 83, yes, I take your practical point about change and unions, but I think on the balance unions are needed to protect workers
-Harwood Institute Ask Exercise
Chapter 9: Empowering volunteers (eye-opening, also scary for me--should unpack this feeling more)
Chapter 10: [Nashville PL] Civil Rights Center--fascinating, about facilitating connections with historical and present narratives and experiences in a way that all are part of the larger story
Chapter 11: Strategic Planning Through Community Listening
-9 month process with Spokane County Library District
Chapter 12: Building Public Trust
-Practical Wisdom, Civic Faith and Generous Thinking
Chapter 2 was a bit easier
"Valarie Wonder, in "Civic Engagement through Community-Led Programming" says, "As we work in this way [like Seattle PL with prison abolition], the library begins the slow institutional work of moving beyond a practice of information sharing and awareness-raising that serves a relatively privileged audience toward a practice of empowerment and accountability to communities most affected by the social justice issue at hand" (p.24)
"The [2004 Canadian] Working Together Project recognized that libraries have a class problem. Middle- and upper-middle-class patrons receive excellent services and tend to be regular library users." (p.25)
"Community engagement is a deliberate, democratic process that welcomes all members of the public, acknowledging that their expertise, talent, and knowledge are abundant." (p.26)
"We can begin, says Brian Campbell, by collaborating as equals with community members as we plan library services and by investing time in building relationships and coming to an authentic understanding of our community. "It means moving toward a model in which every user is viewed as a complex individual, with history and community , requiring human contact to fully meet their needs. Such a transformation shifts the library back to its human roots." (p.27)
Chapter 3: Denver's R.A.D.A.
Chapter 4: Partnerships (Fesemyer) [great reading for people resistant to system-level CE]
-community mapping
-expanding and weeding partnerships
Chapter 6: King County Library System's Economic Empowerment Framework (& Negocios Redondos event)
-environmental scan
-asset map
-evaluation through the whole project, not just a phase at the end
Chapter 7: Ethical and Inclusive Community Engagement
-mapping engagement and equity (x/y) when considering programs/services
-MPLs Tell Us mentioned
Chapter 8: Culture Shift [AKA the chapter managers should read]
"Finally, we must let go of outdated ideas about neutrality when it comes to social justice principles/ We must organize alongside our communities to support movements for social justice and human rights.... We occupy a key role in the sharing of stories and the building of a shared experience. We must take leadership to make our institutions embody the social justice values of dignity, human rights, community, wellbeing, solidarity, equity, and belonging." (Sarah Lawton, p. 80)
"Rowe used the metaphor of riding a bus to illustrate the impending changes" [room for everyone, please get on, the bus IS leaving whether you do or not] (p. 82)
"Because management openly acknowledged that ongoing adjustments might be necessary, staff understood the risks involved and were more comfortable trying new things....**The creation of an environment in which failure is seen as a positive step forward in iterating change is critical to the success of any significant organizational shift."** (p. 82)
-p. 83, yes, I take your practical point about change and unions, but I think on the balance unions are needed to protect workers
-Harwood Institute Ask Exercise
Chapter 9: Empowering volunteers (eye-opening, also scary for me--should unpack this feeling more)
Chapter 10: [Nashville PL] Civil Rights Center--fascinating, about facilitating connections with historical and present narratives and experiences in a way that all are part of the larger story
Chapter 11: Strategic Planning Through Community Listening
-9 month process with Spokane County Library District
Chapter 12: Building Public Trust
-Practical Wisdom, Civic Faith and Generous Thinking
January 13, 2022
I skimmed this one, but there was lots to jot down and put into use.
Engagement centered model of service
Partnerships
What matters to people?
What is the community’s vision of itself?
• Ask
• Record -------} But the library does not interpret or judge
• Share
Ask: What do you want to see downtown?
What can you do to make it happen?
“Bring your ideas, your optimism, and your willingness to listen.”
“Downtown discussion”
Ask people what they want and what they can contribute towards implementing those ideas.
Q: If you had $200,000 to spend on the library (or the town) what would you do?
[Look up “Front Porch Forum”]
Center our work on the community’s aspirations.
Read, Awareness, Dialog, Action Social Issue Book Group – Read for social consciousness
Facilitated discussion
Exchange of ideas
Lots of planning
“become comfortable with being uncomfortable.”
Listen actively – Seek to understand
Keep an open mind
Be respectful and honest
Do not dominate the conversation
Speak your truth without blame
Critique ideas, not people
Partnering – Community Relationships
Build trust, relationships with local groups
Plan together
Listen: What are their priorities? Who are their clients?
How can we serve them together?
*If someone approaches you, be open to their ideas!
Great Stories Club Grant
Community Centered Programming
Plan programs and services by and with the community
What are the residents
Hopes
Dreams --------- > for the future?
Plans
Understand your community demographics
Ask what they want and need
“nothing about us without us is for us”
You need to leave the library to connect with people who don’t use our services.
Community Engagement Training
Deliberate engagement
Widen the table
Make room for all the diverse voices
Make space
Be a member of the community
Library staff as vital players in community concerns
Volunteer outside the library
Be a helper on other people’s projects
Community’s goals should drive library’s goals
Engagement centered model of service
Partnerships
What matters to people?
What is the community’s vision of itself?
• Ask
• Record -------} But the library does not interpret or judge
• Share
Ask: What do you want to see downtown?
What can you do to make it happen?
“Bring your ideas, your optimism, and your willingness to listen.”
“Downtown discussion”
Ask people what they want and what they can contribute towards implementing those ideas.
Q: If you had $200,000 to spend on the library (or the town) what would you do?
[Look up “Front Porch Forum”]
Center our work on the community’s aspirations.
Read, Awareness, Dialog, Action Social Issue Book Group – Read for social consciousness
Facilitated discussion
Exchange of ideas
Lots of planning
“become comfortable with being uncomfortable.”
Listen actively – Seek to understand
Keep an open mind
Be respectful and honest
Do not dominate the conversation
Speak your truth without blame
Critique ideas, not people
Partnering – Community Relationships
Build trust, relationships with local groups
Plan together
Listen: What are their priorities? Who are their clients?
How can we serve them together?
*If someone approaches you, be open to their ideas!
Great Stories Club Grant
Community Centered Programming
Plan programs and services by and with the community
What are the residents
Hopes
Dreams --------- > for the future?
Plans
Understand your community demographics
Ask what they want and need
“nothing about us without us is for us”
You need to leave the library to connect with people who don’t use our services.
Community Engagement Training
Deliberate engagement
Widen the table
Make room for all the diverse voices
Make space
Be a member of the community
Library staff as vital players in community concerns
Volunteer outside the library
Be a helper on other people’s projects
Community’s goals should drive library’s goals
November 21, 2022
This is a collection of essays that looks at how libraries can interact collaboratively with those in their communities to better create services and program to better meat the needs of everyone This is one of the best professional development books I have read in some times. It is not just filled with theory and new (recycled) terminology, but rather practical things libraries can (and have!) done.
I think this really is a must read for any library staff members who want to keep their libraries engaged and part of their communities. We must evolve to meet changing needs or we will become unimportant to those living in our service areas.
I think this really is a must read for any library staff members who want to keep their libraries engaged and part of their communities. We must evolve to meet changing needs or we will become unimportant to those living in our service areas.
February 20, 2022
Round up to 4.5
Engaging the communities we serve is at the heart of librarianship and is more crucial than ever before. This edited collection, divided into 12 chapters written by library professionals from a vareity of backgrounds, gives plenty of practical advice to put into practice and also provides a good balance of writings that encourage reflection and deeper thinking.
Engaging the communities we serve is at the heart of librarianship and is more crucial than ever before. This edited collection, divided into 12 chapters written by library professionals from a vareity of backgrounds, gives plenty of practical advice to put into practice and also provides a good balance of writings that encourage reflection and deeper thinking.
February 24, 2023
Really helpful and up-to-date title that will be useful for consulting education and likely for coursework. Key chapters are: Democracy, Community, and Libraries; Empowering Communities; Partnering for Greater Impact; Strategic Planning Through Community Listening; Culture Shift.
Definitely will need to review this again OR buy own copy.
Definitely will need to review this again OR buy own copy.
March 28, 2025
Another interesting ideas book.
Read
April 25, 2025Not exactly what I was expecting...I thought it would be more on human centered design but it is more about community partnerships...so I skimmed it. Content looks thorough and with examples.
Displaying 1 - 10 of 10 reviews