School Libraries on the Agenda

1. School Libraries on the Agenda Leveraging School Library Associations Through Advocacy

2. Let me introduce myself

3. 1.1.7 The role of librarians and supporters Benefits school librarians and school libraries bring to society • 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

4. 1.1.3 Professional association goals and missions Professional association goals and missions • 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

5. 1.2.2 Introduction to contextual factors Introduction to contextual factors • 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

6. 1.2.9 The challenges of the changing environment The challenges of the changing environment • 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

7. 1.2.6 Challenges and changes in the profession Challenges and changes in the profession • 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

8. 5.1.2 What is Advocacy? What is Advocacy? • 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

9. 5.1.2 What is Advocacy? What is Advocacy? • Key elements are as follows: • Action oriented • Planned • Sustained • Evaluated and modified • Advocacy is about “promoting positive change”

10. 5.1.3 Differences to Lobbying Differences from Lobbying • 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

11. 5.1.4 Differences to Marketing Differences from Marketing • 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

12. 5.1.5 Why Advocate? Why Advocate • 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

13. 5.1.6 Types of Audience Types of Audience • 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

14. 5.1.8 Who Advocates? Who Advocates? • 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?

15. 5.1.9 What does an advocate actually do? What does an advocate actually do? • 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

16. Today…. • You’ll be given tools and techniques to develop advocacy plans – and make a difference!

17. 5.2.5 Success Factors Success Factors • 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.

18. 5.2.5 Success Factors Success Factors • 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

19. 5.2.6 Other Success Factors Other Success Factors • Get endorsement: • By membership • By the sector • Likeminded or relevant bodies • Communication with all stakeholders is critical • Effort must be sustained and evaluated

20. 4.6.2 What is a Partnership? What is a Partnership? • 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

21. 4.6.3 Benefits Benefits • 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

22. 4.6.4 Successful Partnerships Successful Partnerships • 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

23. 5.2.6 Typical Advocacy Issues Typical Advocacy Issues • 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

24. 5.2.7 Challenges Challenges • 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

25. 5.2.7 Challenges Addressing Challenges • 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

26. 5.2.8 Common Pitfalls Common Pitfalls • 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

27. 5.3.5 Performance Measures PLAN Performance Measures • 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

28. 5.3.6 Situational Analysis Situational Analysis • 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

29. 5.3.6 Situational Analysis Situational Analysis • 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

30. 5.3.7 Effective Communication Effective Communication • 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

31. 5.3.7 Effective Communication Communication Methods • 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

32. 5.3.8 Messengers Messengers • 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

33. 5.3.9 Tips for effective communication Tips for effective communication • 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

34. 4.7.4 Action Plans and Timelines Evaluating relationships and partnerships • 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