2. Building Strong Library Associations | Libraries on the Agenda School Libraries on the Agenda Leveraging School Library Associations Through Advocacy

3. Building Strong Library Associations | Libraries on the Agenda Let me introduce myself

4. Building Strong Library Associations | Libraries on the Agenda Provide leadership expertise and innovation in facilitating knowledge creation, information management and access, facilitating knowledge transfer Preserve the cultural heritage of a country and region Create public access to information in various forms Contribute to the development and maintenance of intellectual freedom through providing equitable access to information Bring people together and providing opportunities for networking Facilitate the development of information and digital literacy skills Benefits school librarians and school libraries bring to society 1.1.7 The role of librarians and supporters

5. Building Strong Library Associations | Libraries on the Agenda Most professional school associations have goals and missions around the following 5 broad areas: Standards of practice for the key areas of professional work Services to members in support of their professional practice Advocacy for the profession Development of the professional discipline area through research and publications Relationship management between the association and communities (staff, professionals, institutions, friends, etc.) and external strategic partners such as fundraisers Professional association goals and missions 1.1.3 Professional association goals and missions

6. Building Strong Library Associations | Libraries on the Agenda Political: The nature of government Socio-economic: Quality of life. Some members of the community suffer from disadvantage through disability, lack of income and/or education or because of discrimination Geographical: This can be both positive (regional collaboration) or negative (remoteness) Technological: The quality of infrastructure, particularly technological infrastructure, can impact on the library field and whether and how an association will be established and operate Legal: The impact of laws relating to matters such as the right of association and free access to information Introduction to contextual factors 1.2.2 Introduction to contextual factors

7. Building Strong Library Associations | Libraries on the Agenda Pressure for professional development to keep up with technological developments – personal training and professional trends, including response to change The impact of globalization and standards on professional practice, e.g., common standards for exchange of information Relevance of the profession as technologically literate users undertake their ‘own’ searches on the Internet – this poses challenges for the role of the information professional Changing models and priorities in education impact curriculum Tough economic times can lessen support for libraries The challenges of the changing environment 1.2.9 The challenges of the changing environment

8. Building Strong Library Associations | Libraries on the Agenda School library associations are playing an increasingly important role as umbrella/coordinating bodies in area of policy and issue development, facilitating collaboration and partnerships and in providing leadership in a changing information society The school library sector plays a leading role in facilitating policy development, training and infrastructure to facilitate information management and discovery Challenges and changes in the profession 1.2.6 Challenges and changes in the profession

9. Building Strong Library Associations | Libraries on the Agenda People are often supportive of what libraries do but not in a particularly active way A key element of advocacy is action for change – change in attitudes, policies, positions and/or practices by particular groups or persons It usually requires a sustained effort – a campaign or advocacy program What is Advocacy? 5.1.2 What is Advocacy?

10. Building Strong Library Associations | Libraries on the Agenda Key elements are as follows: Action oriented Planned Sustained Evaluated and modified Advocacy is about “promoting positive change” What is Advocacy? 5.1.2 What is Advocacy?

11. Building Strong Library Associations | Libraries on the Agenda Lobbying is directed at government and its leaders, aimed at swaying policy makers to address particular issues Library associations advocate at a broader level – e.g., to have legislation introduced - but are not political One or both might not permitted in some countries Differences from Lobbying 5.1.3 Differences to Lobbying

12. Building Strong Library Associations | Libraries on the Agenda Marketing is about identifying stakeholder needs and developing or tailoring services/products to meet them and then promoting them Marketing is more specific than advocacy, which focuses on changing attitudes or actions on a broad range of issues There is some overlap and the two have strategies in common Differences from Marketing 5.1.4 Differences to Marketing

13. Building Strong Library Associations | Libraries on the Agenda Improve understanding of the role of libraries To effect change To establish credibility or raise profile where this might be required It’s a competitive world out there and other associations are doing it – can we afford not to? It can assist in planning for the future To reach a more diverse audience for your services Why Advocate 5.1.5 Why Advocate?

14. Building Strong Library Associations | Libraries on the Agenda Three types of advocacy: Internal to the association External - to an outside audience but on an issue that is particular to the profession – such as funding for library development To an external audience - on an issue that involves many groups and where there is a need to develop partnerships to address the issue Campaigns might be short term; for example, about a government funding decision on salaries Campaigns might also be long term; for example, about changing the image of librarians in the broader community Some advocacy campaigns might be political and others not. Some political issues might be contentious, but again, not all Types of Audience 5.1.6 Types of Audience

15. Building Strong Library Associations | Libraries on the Agenda Hired consultants Champions Library staff and library association staff and volunteers Board members/trustees Friends groups Community members All of the above! Are there any rules in your country about who can advocate? Who Advocates? 5.1.8 Who Advocates?

16. Building Strong Library Associations | Libraries on the Agenda Advocates may be engaged in a number of different activities: Researching an issue Writing a paper/submission Making a presentation Handing out leaflets Staffing a booth Being a trainer Fundraising Wearing campaign clothes or badges What does an advocate actually do? 5.1.9 What does an advocate actually do?

17. Building Strong Library Associations | Libraries on the Agenda You’ll be given tools and techniques to develop advocacy plans – and make a difference! Today….

18. Building Strong Library Associations | Libraries on the Agenda A clear and agreed set of advocacy issues Clarity about the target audience Evidence – information, data, case studies Information about gatekeepers, power brokers and the politics of an issue. Who will have credibility with those you are trying to persuade? What sort of evidence will they be looking for? Who has their ear and what points are they making that you will need to address? What are their constraints and how could you help them address these? Put yourself in their shoes and determine how you can help them. Don’t just present them with a problem – also give them a solution. Success Factors 5.2.5 Success Factors

19. Building Strong Library Associations | Libraries on the Agenda Partnerships are in place, where appropriate Working with others with similar interests and concerns. Partnerships are built on common understandings, trust and good communication Identify champions Advocates have the skills they need Success Factors 5.2.5 Success Factors

20. Building Strong Library Associations | Libraries on the Agenda Get endorsement: By membership By the sector Likeminded or relevant bodies Communication with all stakeholders is critical Effort must be sustained and evaluated Other Success Factors 5.2.6 Other Success Factors

21. Building Strong Library Associations | Libraries on the Agenda A strategic partnership – or alliance - is a formal agreement between an association and another agency (another association, a government agency or a supplier for instance) in which they agree to work together to achieve a common strategic goal, e.g., collaboration on an advocacy campaign Partnerships can also be less formal and more akin to networking. Most associations belong to other groups – at the national, regional and international levels What is a Partnership? 4.6.2 What is a Partnership?

22. Building Strong Library Associations | Libraries on the Agenda Some of the benefits of partnerships or alliances are as follows: Pooling resources to address an issue – people and funds Enables action that might not be possible alone More ideas and expertise lead to better strategies Increased credibility if in a partnership –depending on the issue Improved learning when done in collaboration Open up new opportunities not otherwise possible Benefits 4.6.3 Benefits

23. Building Strong Library Associations | Libraries on the Agenda In order to be successful, partnerships will need to ensure the following: The purpose of the alliance is clear and agreed The value and benefits to partners is clear The Board is supportive and involved The purpose is central to the mission and goals of the association and its partner – to their strategic goals. Communication between partners is carefully managed and monitored and processes are in place to manage disagreements Mechanisms are in place to deal with changes in circumstances Regular review of outcomes, benefits and issues Successful Partnerships 4.6.4 Successful Partnerships

24. Building Strong Library Associations | Libraries on the Agenda Member issues Professional development and qualifications Education standards Salaries and conditions Role and image of the library profession The role and importance of libraries in the information society The role of libraries in preserving cultural heritage Specific issues Standards and access to resources Information literacy and equitable access to information, freedom of expression Typical Advocacy Issues 5.2.6 Typical Advocacy Issues

25. Building Strong Library Associations | Libraries on the Agenda Here are some examples of potential barriers: Advocacy initiatives not coordinated – e.g., each committee has initiatives involving advocacy but no oversight and management of advocacy Inadequate funding Lack of skills and no plan to acquire them Lack of partners when a coalition would assist in success Building shared understanding with partners No champion with credibility with those who are trying to persuade Poor communication with stakeholders Challenges 5.2.7 Challenges

26. Building Strong Library Associations | Libraries on the Agenda Addressing typical challenges: Lack of funding: Make submissions for more, or downsize the plan Lack of skills: Identify trainers and ensure staff have professional development. If necessary it might require hiring staff on a short-term basis with the required skills An advocacy plan is critical for monitoring progress Addressing Challenges 5.2.7 Challenges

27. Building Strong Library Associations | Libraries on the Agenda Lack of clarity about goals and or outcomes Under-preparation - failing to fully research the issue Failing to understand the view of opponents and developing strategies for addressing their concerns Poor timing Inappropriate messenger and messages Targeting the wrong group or person, or omitting a key person Using inappropriate communication methods Poor communication with allies – for instance, lack of consultation with members Common Pitfalls 5.2.8 Common Pitfalls

28. Building Strong Library Associations | Libraries on the Agenda Goal – have legislation introduced to support the work of libraries Objective (one of many) – to have legislation introduced within two years for free public access to the Internet at the local library. Strategy (one of many) – to develop a letter writing campaign by residents Performance indicators: Residents identified – by when and who will do this? Legislators identified – timing and responsibility Ideas for letters developed to assist residents in letter writing – timing and responsibility Letters sent and to whom – timing and responsibility PLAN Performance Measures 5.3.5 Performance Measures

29. Building Strong Library Associations | Libraries on the Agenda A plan documents the direction for an advocacy programme, listing goals and guides for getting there (objectives and strategies) An advocacy plan will need to be aligned with other association plans eg strategic plan and vision and mission First step is to conduct a situational analysis: Strengths Weaknesses Opportunities Threats Situational Analysis 5.3.6 Situational Analysis

30. Building Strong Library Associations | Libraries on the Agenda For each advocacy goal ask the following questions: Stakeholders – who are they? Objectives, strategies, activities How might strategies vary across stakeholders? Risks - what are they and how they might be managed? Budget – what will it cost? Responsibility for actions Timelines Communication plan – for all stakeholders Evaluation of outcomes Situational Analysis 5.3.6 Situational Analysis

31. Building Strong Library Associations | Libraries on the Agenda Simple and clear message – keep it brief and as simple as possible Know your audience and target their needs/interests. Put aside your own feelings and frustrations - put yourself in their shoes when crafting your message Effective Communication 5.3.7 Effective Communication

32. Building Strong Library Associations | Libraries on the Agenda Media: television, radio, internet Emails – with caution Public meetings One-on-one meetings Group meetings Petitions Submissions Letters – private and public Instructional materials Brochures, leaflets Clothing and advertising materials Communication Methods 5.3.7 Effective Communication

33. Building Strong Library Associations | Libraries on the Agenda Messengers may be an authorised spokesperson (might be a board member) or member of staff. An effective messenger: Knows how to get and use resources Is an effective communicator - with a range of target groups Knows how get meetings with decision makers (or who else can get them) Follows up – and says thank you Understands it is not about them – that the focus is on those who you wish to influence and what they need to know Messengers 5.3.8 Messengers

34. Building Strong Library Associations | Libraries on the Agenda The time of those you are talking to is more important than yours Don’t overstay the allotted time if you are granted a meeting Keep to message – don’t be long winded in person or letters Don’t dominate in meetings Provide your contact details Follow up with a thank you Tips for effective communication 5.3.9 Tips for effective communication

35. Building Strong Library Associations | Libraries on the Agenda Action plan Develop a specific action plan for each high-priority relationship/partnership Set timelines Develop a disciplined approach, with clear timelines, for carrying out your action plans Celebrate successes Also be sure to acknowledge completion and celebrate success in achieving objectives and goals Evaluating relationships and partnerships 4.7.4 Action Plans and Timelines