THE CHANGING WORLD
Just as libraries, librarians, employees, organizations, and umbrella structures have
changed, the "world" around them has also changed. Cities, counties, institutions of higher
education, and elementary, middle, and high schools are different and do business
differently. The changes brought about by technology are pervasive in the new landscape of
libraries, as all entities not only are now in the "in-person" landscape but also have a
presence and are doing business in a digital landscape.
In addition, libraries now have competitors, including businesses with competing resources
such as media and print materials (bookstores, rental unit/vending machines); online
resource environments (media outlets such as [Link]); and private, charter, and
proprietary educational environments with and without library support.
Finally, some of the biggest changes in the library landscape can be economical and/or
political changes that drive:
Changing laws and legislation for typical elements such as facilities and human resources,
and for providing and controlling the technology infrastructure throughout the landscape
Costs of technology as well as costs of the frequently upgraded tech environment as systems
and processes previously “working” for three or so years now are upgraded at the very least
annually and often throughout an annual budget year
A brave new world of social media revolutionizing communication, marketing, and public
relations
Decreased and/or different funding models and budgets for umbrella organizations and
libraries
Voluntary and mandated collaborations and partners
Rising costs from vendors
Political powers shifting to downgrade or upgrade the library’s image
Community dollars driving fewer new construction projects, and therefore more frequent
renovation and remodels
NEW ENVIRONMENTS (COMMUNITIES, HIGHER EDUCATION, P–16, ETC.)
Libraries must evolve with technological and societal shifts to remain relevant. If they fail to
adapt traditional services into tech-driven resources, they risk being left behind.
Changing environments include new and transformed communities, educational settings,
and funding structures. Communities vary in size, governance, and financial support, with
some requiring external partnerships for funding. Technology has also created digital and
remote communities.
Education now spans from primary school to lifelong learning, with libraries serving
students across diverse settings—public and private schools, homeschool groups,
universities, research institutions, and community colleges. The challenge lies in delivering
seamless educational support across both physical and digital landscapes.
What do all of these diverse environments have in common in contemporary society and
political issues?
Communities are seeking alternate ways of funding traditional infrastructure, including
tech infrastructure and entities such as libraries (e.g., taxing districts, soft money, etc.).
Student numbers are growing to surpass the capacity of traditional infrastructures (e.g.,
home schooling and community colleges) at a higher rate.
Clients and potential clients are shopping for education among all types of educational
settings, including K–12 and higher education.
Program costs, workload, compensation, and instructional issues deter some from shifting
from more traditional instructional programs to twenty-first-century instructional and
technological models.
The Internet and info tech and e-reader devices are becoming more widespread.
Performance expectations for constituents include proficiency in computer literacy, and
now computer literacy is accompanied by proficiency expectations for technological
awareness and technological fluency.
Many education structures are changing to focus on design and implementation of
programs and processes of “academic accountability, competency-based outcomes,
outsourcing, content standardizing, and adaptation to learner-consumer demands” while
having to shift data-gathering and assessment to match technologically driven software and
service.
Funding challenges are increasing with critical, ongoing expensive investments needed and
fewer resources to meet demands; these challenges force many libraries to move to
commercial products and/or consortial programs or offerings rather than investing in
substantive and permanent changes in institutions.
Although constituent profiles are changing, constituents still need extensive support for
technology-driven resources (hardware, software, and courseware).
Knowledge and information are growing rapidly, and some data say that information
doubles every four years.
For-profit educational institutions are the fastest-growing sector in higher education.
K–16 education is becoming more seamless between/among high school, college, and
further studies. Higher educational environments are blurring... specifically two- to four-
year environments.
K–12 environments are experiencing shrinking budgets.
Successful identification and marketing of value is required for all types and sizes of
organizations, especially libraries.
Higher education is looking outside standard operating procedures and processes for
outsourcing opportunities and partnerships with other colleges, universities, companies,
and other kinds of institutions to share technology and to produce and deliver courses.
Political environments are requiring extensive accountability for tracking and spending
funding, including goals, strategies, and outcomes.
Political environments have long required elements be present prior to funding availability,
including matching dollars and multi-type goals. Additional credentials for contemporary
entities include new areas, some of which are geared to political party content, such as “an
organization must be family friendly before it receives funding” and/or “institutions must
pledge levels of sustainability prior to eligibility.” More than before, contemporary libraries
must show evidence of partnerships prior to eligibility for funding.
No matter the type of entity, however, the same general reasons to form relationships and
partner apply and include:
Maximize resources
Economize
Solve a problem
Make money for the umbrella institution
Indicate worth for services within an environment
Give good/better constituent customer service
Information literacy
Meet a need
Change an image
Create a need that should be there
Do a good deed
Provide access to information, resources, buildings, services, and experts
Serve the unserved and the underserved (new and existing service and non-service
populations)
Build community with the broadest definition of the term
Societal Issues—Economy, Politics
No one is sure whether politics drives the economy or whether the economy drives politics.
That being said, both the economy and politics—local, state, federal, and international—
drive both profit and nonprofit environments. In recent years, however, the rapidly
fluctuating economy, as well as major political issues and, they have turned to creative ways
to work together to function in not only new but also ever-changing landscapes.
Reasons for Failure
In evidence but possible to control:
Beginning activities without documents in place
No group discussion of vision
No broad education of all stakeholders/users
Rumors… in general and left unattended
Done to save money/not spend money
No early buy-in
Too long a process
Less evidence of control possible:
Administration/management changes
Out of our control (access to public buildings after 9/11)
Uneven power
Forced into it
Big project designed and not enough money came in
Societal and Political Issues
General societal issues:
Change and change driven by technology
Different values among partners and potential partners
Keeping up with tech funding (maintaining, upgrading, migrating)
Critical need for win/win successful partnerships when people aren’t educated in
teamwork and/or partnership relationships
Critical need to express business results in outcomes and impact terminology not only for
libraries but also for library partnerships
General political issues:
Bipartisan support for providing overarching funding to upgrade and maintain structures
Economic downturns driving party platforms or political agendas
Changing parties in power
Frequent turnover in political power
No turnover in political power
Political wrongdoing (any party) that causes uncertainty and instability in government
Local, state, and federal regulations that change “how entities do business”