If any information in a guide is discovered to be incorrect or needs to be changed or in the event that a new resource is discovered, and it should be added to a guide, please fill out this form.
Pennsylvania’s public libraries play an integral role in our communities but are not always understood by local and state officials. Ensuring officials are aware of the value of the services provided by public libraries is essential to ongoing support. Be familiar with the laws relating to advocacy and lobbying for nonprofits and the limits and reporting requirements.
Consulting staff can play a key role in this advocacy work within their district by working to coordinate efforts. Ideally, each district should have a written advocacy plan that engages local and state officials on a regular basis. The Advocacy Action Plan Workbook by the ALA Advocacy Institute is an excellent resource to guide the process of creating a plan.
In addition to an advocacy plan, your district may want to form an advocacy committee made up of member library representatives including staff, trustees, and Friends, as appropriate. Consider reaching out to neighboring library districts for committee members. Buy-in is created using the committee structure and the group can work to provide professional development, specific calls to action, and accountability for individual libraries.
The structure and appointment of boards is specified in, § 9318. The appointment and structure of boards in your district may vary. A part of the consulting staffs' role is to provide boards with the training, information and resources they need to succeed as a board. The goal should be to help them develop best practices and good habits. They need to understand that the role they play is vital to the success and sustainability of the library in which they serve.
Pennsylvania’s Association for Non-Profit Organizations (PANO) (also linked on the resources page) is a great resource for nonprofit library boards. Understanding the differences between a nonprofit service organization and a for-profit organization is vital to board success.
The relationship with the member library boards may be different depending on the type of library (nonprofit vs municipal). 85% of PA public libraries are non-profit organizations with governing boards, however some are municipal/borough libraries with advisory boards.
Ideally, consulting staff should attend all DLC board meetings, give regular updates on the status of district services, and be included in any long-range planning/goal setting for the organization.
Trustees (often called the library board of directors) have fiduciary responsibility for the success of the library. According to boardsource.org, fiduciary responsibility “means board members, as stewards of public trust, must act for the good of the organization rather than for the benefit of themselves". Fiduciary duty requires board members to stay objective, responsible, honest, trustworthy, and efficient. They are expected to exercise reasonable care in all decision-making and avoid placing the organization under unnecessary risk. It also means board members ensure the programs align with the mission and that the impact of said programs is measured and reasonable. They should represent the community, making wise decisions concerning policy, planning and the library’s financial needs. The Handbook for Charitable Nonprofits from the Pennsylvania Attorney General is a vital resource for nonprofit boards and details Duty of Care, Duty of Loyalty and Conflict of Interest.
Trustees are volunteers who often have a strong sense of civic service, but few bring library, nonprofit, or public administration experience to their position.
In order for trustees to be successful, training is critical. As consulting staff, you have an obligation to assist trustees in understanding their roles as library supporters and library advocates. When you meet with library directors, ask what their boards’ training needs might be. Offer to help with board development and training, one-on-one, at a regularly scheduled meeting, or a special meeting or board retreat. This can be a new member orientation, or an in-depth presentation on a specific topic. Although training is needed, some trustees and boards will think they do not need training – it is up to the board/trustees to decide what they need. We encourage consultants to try and have trainings.
Library boards should check with their local solicitor to determine if they fall under the “Right to Know Law,” or Pennsylvania’s Sunshine Act. However, it is a best practice for libraries to act as if they are subject to these laws and regulations. Boards should aim for transparency of their meetings, minutes and financials to build community trust.
Some things to consider for a New Board Member Orientation:
See the trustees tab on the resource page for recommended resources.
Building relationships with organizations in the district’s service area creates new opportunities for public libraries. Relationships can lead to resources, programming, training and sometimes even financial assistance. It is also a way to connect library resources and services to underserved populations.
It is important for consulting staff to keep open lines of communication and collaboration with colleagues across the district when forming new partnerships. Colleagues may already have local partnerships that can form the basis for broader collaboration, and it is important to ensure that local libraries do not feel their carefully cultivated relationship is being threatened.
Additionally, it is imperative to consider the capacity of libraries to participate in partnerships when forming new relationships. Many small and/or rural libraries with part-time directors and staff may not have the capacity to sustain outside partnerships and consulting staff may be able to assist.
Here is a list of potential partners that previous consulting staff have found beneficial:
There are several types of plans that consulting staff can assist with, such as Strategic Plans, District Library Center 5-Year Plan, Library System Plan, and general planning efforts.
Long range plans for DLCs and systems are required to be submitted to OCL. The system plans are traditionally submitted during the State Aid Library Subsidy Application (SALSA) process and the DLC plans are traditionally submitted during the District Library Center report process.
Consultants should be prepared to put libraries in touch with needed planning resources. Libraries may need help finding demographic information about their service area, knowledge of library services, and recent trends in library planning and measurement.
There are varying levels of effort that can go into planning, depending on the status, different levels might be suitable at different times.
Basic:
Moderate:
Extensive:
Important things to remember in the planning cycle:
Both public relations and marketing are essential, and all libraries should include them in their long-range planning. If the local library does not employ PR and/or marketing staff person, then that should be taken into consideration when recruiting board members. Board members may have the appropriate skills and offer guidance.
PR refers to the overall public image that an organization maintains and, as organizations reliant on public funding, care should be taken to ensure that the public has a positive impression of the library. PR needs to strategically happen so that if a library is receiving negative feedback from the public or targeted responses to specific situations, they have created a strong relationship with patrons and the community who will show up in support if need be. Consulting staff should be familiar with the library’s process to submit press releases and who is authorized to speak with the media as a representative of the library. The consulting staff are guides to resources and ideas around what good PR and marketing may be.
While similar, marketing and PR serve different functions. Marketing is necessary to promote programs, new resources, general library access, and fundraising ventures. Common marketing activities involve social media, promotional posters and fliers, in-building signage, and newsletters. It is important for each library to have a policy involving social networking best practices, and email newsletters. Staff should be aware of the best practices and policies. Encourage efforts in this area and plan workshops to teach these skills if necessary. Some districts may choose to provide access to marketing and PR tools at a district level.