If libraries simply report outputs as we always have, we run the risk of someone else dictating our worth.Meredith Farkas, “Your Library’s Story”
I think about this potential pitfall frequently. Even more so, I worry about how relying on traditional metrics creates eyes-glazed-over reactions from stakeholders who already struggle to remember how libraries’ play a necessary and invaluable role in higher education.
Libraries are essential to the educational mission of the university, but we have become so very efficient at integrating into that mission that we’ve become invisible. While I knee-jerkingly resist worn out tropes about librarians, I sometimes find it valuable to play on these archetypes in my outreach and communications work.
Over the centuries, we’ve gotten pretty good at developing workflows that maximize our ability to support IHEs. Libraries and the work they do are certainly not without problems, but considering all that we do for our students and faculty, especially in the areas of collection development and research support, we are a damn fine and extraordinary machine. That outputs that we’ve traditionally reported to stakeholders were, for decades, the simplest distillation of an extremely complex operation.
But these outputs were predicated on a false ideal of “growth.” Academic libraries today don’t need to show evidence of growth as much as they need to show evidence of enrichment. As Farkas says, we need to showcase “how patrons use the library and its effect on their lives.” And we need to drive that message home.