Defining Programs

In the library world at least, we tend to define programs as advertised offerings for the public, with a set time and date to participate. And we're good at programs; we plan for them, market them, and staff them. 

One of my goals is to push people's understanding of what, why and how we're offering programs. Let's unpack this a bit.

WHAT?  

Traditional programs might include storytimes for families, STEM workshops for kids, and book groups or lectures for grownups. They are concrete and expected. 

This is often the starting point for library programming. Let's look at the calendar, what haven't we offered lately, what worked well. But I'll ask that we table this one and come back to it as our last step. This might feel awkward, but trust me.

WHY?

What's your goal for offering programming? Are you hoping to build community? Reach an underserved population? Keep your space relevant? This requires some reflection. Your gut probably already knows the answer, but take the time to write it down. Talk about it with your coworkers. Are you on the same page? What are you missing? What do you hold near and dear?

There isn't one right answer. But it's important to know your answer. This why should influence all of your choices. It can bring balance and insight into your choices with staffing, money, time, marketing, effort. 

HOW? 

Because you know your WHY now, you can get creative with your how. Are there ways to share your program outside of what's expected? Maybe it's an art wall for passive creativity or regular outreach to Headstart classrooms. Perhaps you'll create Memory Kits to go with a dementia-friendly walking group or a monthly newsletter to homeschool families. You can now expand your understanding of WHAT you offer because you're more tuned into your WHY.

Returning to WHAT?

Now you're thinking beyond the calendar of events. Create a spreadsheet if it helps to think about different ways to connect with your WHY. I like to think of programming in 4 ways: staff-led, contracted presenters, outreach, and passive. My goal is to have even columns and rows. 

What's even better is a document like this is powerful for communicating with stakeholders. You're showing your thought process, your intention, your goals. You can push the spreadsheet further with now and beyond plans. You make your arguments for your choices part of a plan, one that's achievable now and aspirational as more resources are available.

Looking for help moving your team towards a program plan? Contact Anna for a workshop or more individual coaching for your organization.