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Encouraging academic and public libraries to offer new and creative forms of engagement, the American Library Association’s (ALA) initiative “Libraries Transforming Communities” designed a go-to page of tools, resources, and support. From grant opportunities for small and rural communities to a facilitation skills guide and online learning resources, the initiative offers librarians additional opportunities to enhance their position as community leaders and to become change agents. Notably, ALA echoes a growing call for academic libraries to welcome controversial conversations and to provide safe spaces. To meet these expectations, librarians and staff may need to further develop their skills and services, but not without direction.
Strategic Approaches to Transforming Communities
Included in ALA’s initiative, Libraries as Leaders in Bridging Divides focuses specifically on “building community connections, encouraging civic engagement, and fostering critical thinking.” Moreover, the resource lists designated advisors to help realize evolving goals centered on empathy and understanding, even as academic libraries run under tight budgets and demanding schedules. So, when questions arise that ask if libraries can practically and successfully transform communities, “Libraries as Leaders” advisor Maletta Payne offers a one-word answer: “Absolutely.”
As the head technology & information services librarian and associate professor at Southern University and A&M College, Payne points out that academic libraries currently go beyond the basics thanks to strategic opportunities for learning and career development. “Library employees at our institution – like other campus staff – already participate in annual ethics training, cybersecurity awareness, and other professional development courses,” she says. For example, through specialized training, SU library employees consider approaches for student engagement. They also consider how to best support students who are overwhelmed by academic stress, dealing with food insecurity, and/or faced with issues surrounding mental health.
Laura Saunders, professor and associate dean of the school of library and information science (SLIS) at Simmons University, also serves as an ALA “Libraries as Leaders” advisor and highlights how academic libraries are structured to provide physical spaces for controversial discussions. Additionally, she places emphasis on the resources and materials that help keep conversations rooted in experiences and credible information.
“I think that academic librarians generally have a good understanding of the role and purpose of higher education as a place for developing knowledge and understanding in part through dialogue and discussion, including of controversial topics, and they also tend to acknowledge the importance of intellectual — and academic — freedom in accomplishing this purpose,” she explains. “But, at the same time, they generally understand the ethics of care and the need for people to feel a sense of empathy and belonging in order to be willing to enter into dialogue.”
However, Saunders notes that complex forms of engagement can bring along challenges and require mindful implementation. She references how information literacy librarians tend to take a more formal approach to communication through teaching and instruction. Also, user experience librarians may possibly play a role in assessing how libraries’ spaces contribute to productive conversations, but they may not be involved in areas of programming.
Despite some identified obstacles, Saunders recognizes potential opportunities as academic libraries attempt to align positions to meet new or expanding objectives. “For instance, student success librarians, librarians dedicated to first-year and/or first-generation students, and librarians who liaise to student support departments like tutoring and academic achievement might be well-positioned to provide empathetic services and establish safe spaces,” she says.
From Payne’s perspective, academic libraries allow all employees, from instruction to archives, to contribute to scholarly support and success to some extent. She adds that creating new positions may be avoided by reframing current ones that offer a “student-first mindset” and by encouraging employees to work together to help realize intended outcomes. “While it’s possible to adapt roles, the greater impact comes when the entire library staff embraces this work collectively,” she explains. “That’s when academic libraries truly become transformative spaces — not just places of information but places of connection.”
Resources and Proactive Planning
Both Saunders and Payne acknowledge shifts in professional development within academic libraries and look ahead with awareness and confidence. Additionally, Payne strategically prepares to fulfill growing expectations through resources and proactive planning.
- Space Matters: The physical environment of academic libraries mirrors the level of commitment made to user needs, including art displays and cultural heritage collections that focus on topical issues. “Many academic libraries have started reimagining physical spaces to be more welcoming and student-centered,” says Payne. “This includes creating meditation or reflection rooms, cultural display areas, and flexible collaboration zones.”
- Programming Plays a Vital Role: From film screenings and panel discussions to author talks and art exhibits, strategic engagement opportunities should welcome discussion surrounding current, complex issues. The librarian states, “It’s not just about showcasing materials; it’s about engaging students and community members in meaningful ways that validate their experiences.”
- Align Academic Libraries with Campus and Community: As academic libraries collaborate and form partnerships, services and outreach become more focused on community and student interests. “Cross-campus collaborations with counseling centers, student affairs, wellness offices, and cultural organizations strengthen the library’s capacity to act as a safe space, not in isolation, but as a hub within a larger support network,” she explains.
- Staff, Salaries, and Expectations: By investing in professional development, academic libraries will also invest in their staff members and overall purpose. Moreover, recruitment and the ability to keep trained staff remains a necessity. “This is where salaries and resources come into play,” notes Payne. “Librarians can’t do this essential work effectively if they’re underpaid, overburdened, or unsupported.”
Saunders shares a similar point of view regarding the connectivity between expected transformation and available resources. For example, she recalls how library liaisons may support several departments when previously working with just one or two. The Simmons University professor also recognizes that as academic libraries have evolved, salaries and resources for professional development continue to lag. She stresses that universities and colleges must offer “proper support” to sustain future growth and the wellness of library workers.
As for those entering the field of librarianship, Payne suggests they prepare by expanding their own expectations. Traditional training and operations, like cataloging and reference, provide a solid foundation for scholarly achievement. Yet, based on her professional insight and the goals set within ALA’s initiative, service, adaptability, and interpersonal skills are essential to assist today’s campus community.
“Those interested in academic librarianship should be comfortable working with students from all walks of life, leading or supporting programming, and contributing to environments where dialogue and inquiry are welcome,” Payne advises. “We’re not just maintaining library systems but contributing to a broader culture of care and support.”
