Evaluation of Marketing a Makerspace at the Eisenhower Public Library

Colleen Malo

Dominican University

LIS708: Evidence Based Planning, Management, and Decision Making

Troy Swanson

June 21, 2020

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Evaluation of Marketing a Makerspace at the Eisenhower Public Library

Public libraries market themselves in many ways—through social media, in person, and

online. In addition to marketing themselves, public libraries are adding to their spaces and

readjusting what it means to be a public library. Many public libraries are adding makerspaces to

their facility to increase patron use and visits to the library. These makerspaces can have a huge

impact on the library if they are marketed to the correct audience. Makerspaces are a place in the

library where patrons can be creative and use things, like sewing machines, guitars, and 3D

printers, that they normally would not be able to purchase on their own. These spaces create

potential for a public library, though they can be expensive to add in. However, if they are

marketed correctly, they can create a whole new section to a library.

Identifying the Problem

The Eisenhower Public Library in Harwood Heights and Norridge recently renovated

their space to include a Makerspace called the Workshop. According to their mission:

The Eisenhower Public Library District’s engaged staff empowers patrons of all ages to

be successful and informed members of their communities. The library is a responsive

and creative hub of the communities of Norridge and Harwood Heights through

excellence in programming, collections, and information services. The library is a

responsible steward and invests in resources, tools, and technologies in service of the

greater good of Norridge and Harwood Heights (2020).

The Eisenhower Public Library values creativity and interaction with the community, which is

one of the reasons that they chose to implement the Workshop into their library. This renovation

to include the Workshop was a managerial decision; however, patrons were allowed to input

things that they would like to see once the Workshop was completed. A tally was taken to decide
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on which materials should be included. Once the Workshop was a functioning part of the

Eisenhower Library, marketing it to patrons became an important part of the library’s duties.

This paper will consider the following research questions:

 How does marketing a makerspace influence patrons to come to the library?

 How does marketing the Workshop influences patrons at the Eisenhower Public Library?

 How does marketing impact the usage of a makerspace?

Literature Review

Makerspaces and marketing are two crucial aspects of public libraries today. According

to Wójcik, “libraries, like all customer-oriented service organizations, must innovate and

continually evolve to better meet the needs of their audience” (2018, p. 138). As many patrons

start to wonder the necessity of libraries, showing how libraries are changing and adapting to

meet their users’ needs are incredibly important. “Learning environments in libraries have gone

beyond solitary engagement to collaborative engagement” (Okpala, 2016, p. 570-571). This

means that working together and collaborating on projects can be more beneficial than working

independently. Fontichiaro looks at makerspace inclusion in the library as important despite the

many changes it brings. She writes, “it’s critical to understand change management and the

power and personal dynamics that contribute to an initiative’s success” (2019, p. 53). According

to her, bringing in a makerspace is a way of bringing success into the library. Caspar Rasmussen

discusses how Nordic libraries are moving from collection to connection and building on making

the library about the user’s experience. He writes “traditionally, cultural institutions have

supported diversity by having diverse collections and exhibitions, but diversity can also be

promoted by co-creating content with users and providing access to the means of cultural

production and professional instruction” (2016, p. 550).

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Makerspaces offer a place where patrons of all ages can come together and be creative. In

Beavers’s et al. study about makerspaces and the culture they could foster, “one staff member

noted that maker culture is about ‘finding ways to be creative’ when working on and executing

projects” (2019, p. 228). Not only does this space offer a place to be creative, but one to

supplement learning and projects. Their study used “structured interviews were conducted with

faculty, staff and students to review the program and maker culture influence on campus”

(Beavers et al., 2019, p. 219). They found that “interviewees also [recommended] strategies to

increase awareness and market the library’s maker program to engage a wider community”

Beavers et al., 2019, p. 219). “With [makerspace] resources aligned with the traditional resources

of the library, engagement with one can lead naturally to the other in an explosion of innovation

and creativity” (Colegrove, 2013, p. 4). In Japan, “the substantial educational function of public

libraries is examined in general, focusing on creating a place of autonomous learning and

empowerment by local citizens in collaboration with a public library” (Yoshida, 2016, p. 660).

Even though the Eisenhower Public Library is located in the United States, its makerspace is

promoting the same ideas: creativity and learning from its patrons.

Patrons can also build their self-confidence in a makerspace area. In Lille’s study

focusing on how to evaluate success in a makerspace, “the librarians found that the most

important of the stated goals was the introduction of new technologies and an increase in self-

confidence” (2016, p. 592). She used “quantitative measures for indicators were designed to

evaluate the new skills and knowledge that participants learn during the workshops. Semi-

structured interviews aimed to show values, behaviour, perception and aims for the future”

(Lille, 2016, p. 587) Lille found that an inclusion of a Makerspace went beyond just offering the

library a new perk, but instead allow patrons to try new things and explore freely, without fear.
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In addition to being helpful to patrons, makerspaces are adaptable. “There is no

standardization of makerspaces in terms of equipment, tools, or computer programs; the space

and equipment are determined by the needs of the users and the available designated space”

(Kouame et al., 2019, p. 188). They can support their patrons and libraries to the best that their

budget allows. However, makerspaces are always a work in practice. According to Haug, who

recently helped Edmonton Public Library create a makerspace, “our makerspace is definitely still

a work in progress: every day we learn something new, or try something different—sometimes

successfully, sometimes not” (2014, p. 23). These spaces always have the potential to grow and

change.

Marketing in the library, especially in makerspaces, is crucial to helping patrons see what

the library has to offer. “Through marketing, the library is able to reach out to the community to

promote programs and services as well as illustrate to the public how their tax dollars are being

used” (Carrigan, 2014, p. 7). This can help promote patrons to come to the library and use its

resources. Social media also plays a large role in marketing. According to Mathiasson and

Jochumsen’s study about marketing library programs through Facebook, “social media sites such

as Facebook enable libraries to efficiently promote their services, programs and events online to

their communities” (2019, p. 860). Marketing is extremely important to libraries, especially if

they offer programs or makerspaces. Mathiasson and Jochumsen found that “grounded theory as

a research strategy and web archiving as methods for data collection proves to be useful for

researching the format and content of public library programs” (2019, p. 857). Barbara Neves

agrees with the previous study claiming that “creating and managing the digital presence of the

information units is becoming essential in the work of the professional librarian” (2018, p. 330).

Librarians can use technology to market themselves and also to connect with their patrons and
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share information. She did research with a “qualitative and quantitative approach, and a

methodology of multiple case studies with the application of digital social network and

bibliographical evaluation method” (2018, p. 323) to find strategist librarians using sociodigital

inclusion benefits marketing in public libraries (p. 332). According to Agosto et al., “libraries

can develop policies that support teens’ use of social media and can consider providing

informational content through these outlets. Library staff can also encourage teachers, school

administrators, and other adults who interact with teens to consider the value of using social

media for information access and sharing” (2015, p. 321-322). While this might not specifically

promote the use of makerspaces, by connecting with a certain demographic on social media, this

could allow librarians to then help the group to find and follow the library’s pages, and thus later

promote the makerspace.

Determining the Scope of the Process

Because this paper is looking into the impact of marketing, as well as the usage of the

Workshop space, both a managerial-based and outcomes-based evaluation will be performed.

For the first two research questions – how does marketing influence patrons and more

specifically how does it influence them at Eisenhower Public Library – a managerial-based

evaluation will be used. Managerial-based was chosen because this specifically looks at how

marketing influences the patrons. The management team is the one allotting the budget,

considering future purchases, and determining how much money should be spent on the

marketing itself. By evaluating how the marketing of the space is working, the management team

can see if their money is being put to good use and worth continuing the investment. By

evaluating this through a managerial-based evaluation, the management team can also decide on
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organizational change in the Workshop. Does the marketing need to improve? What strategies

and planning can go into the marketing to make the space more influential to patrons?

While the first two research questions are best answered in a managerial-based

evaluation, the last research question is more outcomes-based. This question looks at the actual

usage of the space. It considers the impact and input of the community members and patrons

using the Workshop. This question seeks to answer whether the Workshop is being used for what

it is intended and whether the patrons are actually using it at all. It looks at patron use and

whether they enjoyed it or not, as well as their input on a service or program.

Identifying Stakeholders

The primary stakeholders in this project are the managerial staff of Eisenhower Public

Library, including the managerial staff of the Workshop, and the patrons who use the library and

the Workshop. The managerial team in the library have to be aware of the budgets that go into

the Workshop, especially the marketing aspects. They have to make sure that the funds that they

are putting into the space are paying off. They are also the ones who are creating and

implementing the social media aspects of marketing. According to Matthews (2018), “these

social media goals have to be aligned with the goals and objectives of the library itself” (p. 305).

It’s not enough for the marketing of the Workshop to just be featured on social media, but it

should have a turnaround that brings people back or to the space. “Social media should be

integrated with all that your library does so that it simply reflects what you do in the physical

library and in the library’s virtual arena” (Matthews, 2018, p. 307). Makerspaces’ influence into

social media and marketing is a huge reason why the managerial team is a stakeholder in this

evaluation.
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The director and marketing managers are crucial stakeholders in the managerial branch.

The director of the library is in charge of budgeting and spending. She plays an instrumental role

in making sure the library is running smoothly and that patrons are happy. She also has strong

impacts on the Workshop. She needs to make sure it is a valuable part of the library and being

used by patrons. The marketing manager runs the marketing for the entire library. He creates the

website, newsletters, and maintains the social media accounts. He is responsible for getting the

word out about programs and the Workshop. His marketing impacts the library and everyone

within it.

The Workshop managerial staff and committee are also stakeholders. They work together

to promote the Workshop through social media, displayed projects, and quick tours when patrons

come in. They also are in change of what is bought and sold within the Workshop, as well as

what is restocked or not. Keeping the Workshop relevant and running smoothly affects them.

Another stakeholder in this project is the patrons. They are the ones responding to the

marketing, using the Workshop space, and deciding whether to return to the space or not. These

patrons may be using the space for the first time or for the hundredth. Either way, their input on

the Workshop is invaluable and crucial to keeping the space relevant, marketed, and an important

part of the Eisenhower Public Library.

Determining the Analysis to Perform

This evaluation will use both quantitative and qualitative methods to measure the success

of the marketing of the Workshop at the Eisenhower Public Library. These methods will

determine the influence of marketing the Workshop on patrons and whether the usage of the

Workshop is affected.

Quantitative Methods
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Tallies - To check for the influence of marketing, tallies of patrons using the Workshop

will be kept. This will give an overall idea of use of the Workshop from just regular patron use.

It will account for patron use both during a single day, as well as for the week and month.

Numbers for programs held in the Workshop will also be compiled and kept. This will be

completed by the managerial staff of the Workshop.

Social Media - Likes on social media will be counted as well. This will see the influence

of marketing through social media. The number of followers will be checked at the beginning of

this evaluation, as well as at the end to see if there was an increase due to the marketing of the

space. This will be completed by the marketing manager.

Surveys - Surveys will be given to the patrons as well, either in-person or online,

depending on their preference. These surveys will look at patrons’ views of the Workshop and

will have informed consent. They will answer questions on a numeric scale. For example, one

question might ask how well they enjoyed the social media marketing of the Workshop and they

could answer from 1 to 5, where 1 is they did not enjoy the social media marketing to 5 where

they loved it. It could also ask the patron whether they believe the space is marketed well, and

they would answer on the same numeric scale. With this data, the marketing manager and

managerial Workshop team could determine how well the patrons are interacting with the

marketing of the space and would want to keep coming back.

Qualitative Methods

Interviews – One-on-one and group interviews would be conducted with the patrons

informed consent to evaluate the marketing of the space. They would discuss how they

discovered the Workshop, which social media platforms they would like to see more of the

Workshop advertised on, and how well they believe it has been marketed. This will be done by
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managerial staff in the Workshop. This qualitative data will be invaluable to looking at how the

marketing influences the patrons and whether it is currently working well or how it can be

improved. Patrons could provide feedback that allows the marketing manager to push marketing

a certain direction to be more encompassing for more patrons or expand to a new social media

platform that could better benefit the users.

Observations – Observations will be completed by the managerial staff of the Workshop

on patron use of the Workshop. They will write what they see being used and keep a detailed

report of which aspects seem to be used most often. This will help the marketing manager with

knowing which aspects of the Workshop to market the most. The observations will also happen

when a program is held in the Workshop. The managerial staff will observe the programs and

administer surveys at the end to see which are more attended and most enjoyed. This way they

can report back to the marketing manager to promote those events more. They can also

brainstorm how to market less attended events better.

Determining the Data and Analyzing It

Because the data will be both quantitative and qualitative, different steps will need to be

taken to analyze all the data. The quantitative data from the surveys can be compiled into one

large spreadsheet where the mean, median, mode, and standard deviations can be calculated.

This will allow the marketing manager to determine patron input of the marketing to see where

the marketing excels or needs improvement. He will also be able to see the tallies of how many

people have visited the Workshop throughout the month or on a specific day, as well as program

numbers. The likes and followers on the social media accounts will be totaled and compared to

the original numbers. The marketing manager will look for an increase or neutral number in

followers, likes, and shares.

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The qualitative data will take a bit longer to get through depending on how many

interviews are completed. Answers can be grouped into sections depending on whether they were

positive, neutral, or negative. The observations can be tied into the quantitative data to look for

trends. From there, the data can be analyzed by the marketing manager and managerial staff of

the Workshop to determine whether the marketing they both are doing is influencing the patrons

and impacting the usage of the Workshop. Discovering through the surveys if our marketing

tactics for the Workshop brought patrons to the library, we can answer both our first and last

research questions of marketing bringing patrons to the library and the influence of marking on

our makerspace.
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References

Agosto, D. E., Purcell, M., Magee, R. M., & Forte, A. (2015). Teens, Libraries, and Social

Media: Myths and Reality. Public Library Quarterly, 34(4), 318-327.

Beavers, K., Cady, J. E., Jiang, A., & Mccoy, L. (2019). Establishing a maker culture beyond the

makerspace. Library Hi Tech, 37(2), 219-232.

Carrigan, D. (2014). Public Libraries and Marketing. Kentucky Libraries, 78(3), 6-9.

Colegrove, T. (2013). Editorial Board Thoughts: Libraries as Makerspace? Information

Technology and Libraries, 32(1), 2-5.

Eisenhower Public Library. (2020). Retrieved June 18, 2020, from https://eisenhowerlibrary.org/

Fontichiaro, K. (2019). What I’ve Learned from 7 years of the Maker Movement in Schools and

Libraries. Teacher Librarian, 46(4), 51-53.

Haug, C. (2014). Here’s How We Did It: The Story of the EPL Makerspace. Feliciter, 60(1), 21-

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World, 117(9/10), 587-595.

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Matthews, J. R. (2018). The Evaluation and Measurement of Library Services (Second ed.).

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Neves, B. C. (2018). Strategist librarian on social media: Conceptual approach and possibilities

of digital marketing in public libraries. Informação & Sociedade: Estudos, 28(3), 323-337.

Okpala, H. N. (2016). Making a makerspace case for academic libraries in Nigeria. New Library

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