If you have reflected on the concepts, tools and techniques in the previous chapters you have the building blocks for effective engagement with the outputs, outcomes and impacts discussed in Chapter 11.

Your engagement programme will be a series of projects and campaigns where inevitably there will be surprises that constrain, or even derail, you from fulfilling your ambition. When you start your programme it is worth taking a little time to consider the risks inherent in it and consider mitigation possibilities. Although rarely seen as an exciting part of the programme, paying early attention to a risk management approach could ensure progress when the almost inevitable risks turn into programme difficulties. Consider the major things that may go wrong and assess their likelihood and consequences.

What if your major funding stakeholder suddenly changes? How will you manage any change of support for the programme? What if your programme assumes a motivated core team will deliver the programme and key members leave? What if the user experience turns out to fall short of your library promise? The one thing we know about planning is that things are unlikely to go to plan.

To give your strategies and initiatives the best chance of success here are 20 suggestions as you roll out your programme and campaigns:

• 1 Regardless of who writes the engagement plan, its efficacy comes from a wider internal team who deliver its promise and offer together. Ensure that these people talk to each other regularly and have a consistent message. They will get weary so inspire and motivate them. Celebrate your successes, even in small ways.

• 2 Engagement strategies and activities need support from external stakeholders. The library's governing body must share your vision and give their commitment and support. Where appropriate ask for help and support from organisations such as the media. Similarly, although library staff frequently develop new skills be aware that you may need to seek outside help to implement some of your processes and activities. This can sometimes be difficult to achieve when budgets are tight.

• 3 Make sure there are no weak links in your engagement chain. Whatever the library offers is only as strong as the library's weakest link.