Published by the State Library of
PART
FOUR: TOOLS FOR MARKETING
INTRODUCTION
When
a small library makes a commitment to market the library’s programs and services,
they have to consider their best tools for marketing. This is something that
varies
widely from community to community. Small libraries have used a variety of
techniques and tools for marketing and public relations. These have included:
-
Meetings with local government to plan for the library’s support
-
Networking with community leaders
-
Focus groups with targeted library users to learn more about their needs
-
Partnering with the media to learn how to generate effective publicity for the
library
-
Using internal publishing for newsletters, flyers, brochures, bookmarks
-
Using library and community web pages to communicate about the library’s
hours and services.
Some
libraries have excellent relationships with the media, while others have found
the media unresponsive and have used alternatives, such as internal publishing
and distribution, to publicize their programs.
Some
librarians enjoy networking with community residents and find building
relationships the best use of their available time. They are often very good
speakers who can present excellent programs.
Some
librarians like to communicate through the written word. They enjoy
constructing newsletters, flyers, brochures and annual reports that really
highlight the library’s accomplishments.
Some
librarians have a flair for successful programs and have increased their
library’s visibility through creative programming for both adults and children.
Some
librarians have truly enjoyed the development of electronic information. They
have been very successful at teaching it, using it for reference and using it
to market the library.
As
any small town resident knows, small communities are very individual. There is
no one right way to market a small library, especially since some marketing
techniques are fairly new for smaller libraries. And even when the library
staff and board do select their priorities, they have to remember that not
everything can be done at once. Reasonable timelines are needed for programs
and services to be effective.
This
chapter covers several tools that are becoming increasingly important for small
libraries:
-
Marketing through the media
-
Internal publishing
-
Marketing through electronic information
-
Using small groups to design customer service
-
Marketing through community fundraising.
MARKETING
WITH THE MEDIA
INTRODUCTION
The
two keys to a successful relationship with small town media is preparation and
having something the media people will value. In most small towns, the local
newspaper and the local radio station are the most important sources of news
for the local residents. A local television station is sometimes a good source
for coverage of major library stories.
The library staff should study the major local media until they are
familiar with their style and what they have to offer. Then the library should
seek to form partnerships with the media.
It
is a good idea to have a media kit or binder where there is a page of contact
information, preferred styles of delivery and tips for the best communication
for every major media partner.
Media
representatives who work with the library should be given a basic information
packet about the library. This should include information about the library,
its most essential services, its website and contact information for library
staff.
Your
best contacts on the media should receive the same level of regular
communication that local government, community leaders and heavy library users
get. From the library’s point of view, they are critically important people. If
their relationship with the library is both personal and efficient, they will
have a greater interest in helping the library.
The
library can also become an information source for the media. Media people
should be reminded that the library staff is willing to look things up or to
double check facts in ready reference sources.
Remember
that media people are working against deadlines. They need their calls returned
promptly and their questions answered honestly. If the library director is the
one working with the media, their backup during sick leave or vacation needs to
know how to respond to the media.
WHAT IS
NEWSWORTHY?
A
library trying to establish a partnership with the media should consider each
story carefully. Is it newsworthy? Why would people want to have this
information? It needs to have importance to the community as well as the
library. The library needs to be involved with really doing something
new before the media will be interested.
Important
topics include:
-
New library services
-
Library building projects
-
Services or information that address currently newsworthy topics
-
Unusual services
-
Celebration of major library anniversaries
-
Public training programs sponsored or co-sponsored by the library
-
Major success stories
-
Exhibits and displays
-
Special programs.
THE LOCAL
NEWSPAPER
Find
out where library news will go and who will be receiving it. Then ask to meet
that person or persons and ask their preferences on news coverage and delivery
of library news. Ask their advice about events that are considered photo
opportunities. Ask their advice on
working with newspaper deadlines. Ask who takes their duties when they are
away. An open willingness to learn how things should be done will give the
library an advantage when pursuing news coverage.
In a
small community, the librarian often hand delivers library news. This is done
both to guarantee that the news release gets to the right place at the right
time and to maintain the personal contact with the reporter. But the reporter
may have a strong preference for a particular form of delivery, such as email
or fax. A follow-up phone call for material that is time-sensitive is often a
good idea.
The
newspaper will ordinarily be interested in covering events that are newsworthy,
compelling or unusual. A small library is usually advised to limit press
releases to a few stories that do have wide appeal.
However,
the library should prepare several stories on library services and/or library
people and let the newspaper know that they are interested in further coverage
on a slow news day.
WRITING A
GOOD NEWS RELEASE
-
Keep it simple, keep it short. A news release should be one page, no more than
two.
-
Remember your key message and your target audience. What do you want the reader
to know?
-
Consider what makes the story newsworthy.
-
Indicate at the top if the story would be a **Good Photo Opportunity.**
- If
the library submits photos, they should be good quality pictures, with clear
identification attached.
-
Follow the locally preferred format: date, name, headline, body, etc.
-
Include name, daytime phone and email for the contact for the story.
-
Doublespace the news release.
-
Write in the third person.
-
Make the headline interesting.
-
The first paragraph is the most critical and should contain the most important
information. The release should answer what, who, when, and where.
-
Successive paragraphs should further describe the event, including why and how.
-
The language should be clear and simple, with short sentences and short
paragraphs. Jargon should be avoided.
-
The news release should include the proper closing indicator. Often this is the
# or -30-.
-
The news release should be carefully proofread for error-free copy.
-
The news release should be distributed carefully, not too early but certainly not
too late. Most things are marked “For immediate release.”
- It
should be distributed by the locally preferred delivery method.
- If
the story has complexity or time-sensitivity there should be a follow-up phone
call that answers questions.
WRITING A
GOOD MEDIA ADVISORY
An
advisory is used to alert the media about a coming event and encourage their
presence. It should never be more than one page, and it should follow a simple
outline that highlights the key information: who, when, where, what, why and
how.
If
the event would lend itself to photos, the media advisory should be marked
“Good photo opportunity.”
The
media advisory should have full contact information on the right person to call
for questions.
WORKING WITH
LOCAL RADIO
Most
small library directors prefer to learn media skills with the newspaper before
trying to make effective use of radio. However, a librarian who speaks easily
and well and can think on their feet can find radio and television very
attractive.
It
is important to learn what the local radio station has to offer:
- Is
there a community calendar and who runs it?
-
Who has the local talk shows?
-
Who has feature segments?
PREPARING FOR
INTERVIEWS
If you
are doing an interview, it is important to prepare carefully. Write down
everything that is known about the topic. Research any unanswered questions.
Determine the most important points that you need to make. Give them to the
interviewer, if possible.
Remember
that you will have to live with everything you say. Keep your responses as
positive as possible. Avoid rambling,
redundancy and information that isn’t accurate.
If a
question addresses the most important part of the topic, let the interviewer know
that: “The most important point I have to make is....”
If
you really don’t know the answer to a question, say so: “That is an interesting
question but I don’t have that information. I will be interested to see what we
can find out.”
Most
people are nervous before interviews but there are a few tips that can help:
-
Rehearse the answers to potential questions.
-
Have something to drink with you.
-
Remember this is basically a conversation. Don’t try to alter your normal
style.
- If
the pacing of your talk gets too fast, make an effort to slow it down.
-
Don’t be afraid to pause for a few seconds to collect your thoughts.
-
Don’t give yourself a hard time. Unless you are having a very good day, you
won’t be completely satisfied with your
answers.
PEOPLE WHO
CAN HELP
Small
libraries usually have less media to work with than large ones. But small
libraries can usually set up contacts with the relevant people and learn from
them how things need to be done.
Partnering
with the media is not something that the librarian has to do alone. The
librarian should not be afraid to say what kind of help is needed:
-
Sometimes a staff member, a board member or a volunteer knows a media person
and can help with an introduction.
- Sometimes
a staff member, a board member or a volunteer has a flair for working with the
media. They may have the writing style that is needed for newspaper coverage or
they may have a natural comfort with public speaking.
- A
good photographer who enjoys covering library events is a priceless asset. But
they should not be asked to meet extensive costs out of their own pocket.
Note: Much of the material in this section was
adapted from a workshop packet designed by Marsha Bennett, Community Relations
Coordinator,
Other
material was adapted from A Marketing Manual for Public Library Funding
by LevLane
Advertising and Public Relations and the
SELF
PUBLISHING
INTRODUCTION
One
of the most effective public relations tools for the small public library is
self- publishing. It is not being used enough, considering the tremendous value
it has to offer. It costs very little to generate. It needs a word processor,
access to clip art, a few weights of colored paper and access to a good copier.
It can be formal or informal and offers great scope for creativity. It also
offers a wonderful independence.
The
cost of distributing it can be scaled up or down. In a very small community,
most of it can be hand delivered. “Papering the town” is frequently a
delightful job that the librarian looks forward to.
Self-publishing
goes everywhere. It offers a way to communicate with many elements in the
community. It can be targeted at community leaders, schools, library users,
special interest groups, computer users or the entire community. It is critical
to the success of programs but it can also be used effectively to market
collections, facilities, services and technology.
Self-publishing
in small libraries can include:
-
bookmarks
-
calendars
-
brochures
-
packets
-
flyers
-
newsletters
-
posters
-
buttons
-
shirts.
BOOKMARKS
The
bookmark is small but its power is mighty in a small community. Anything that can
fit on a bookmark can be effectively marketed on a bookmark. Small libraries
have used the simple bookmark to advertise:
-
hours - Only the heaviest users have these memorized.
-
history - This is obviously confined to the interesting highlights but can be
effective.
-
services - No library should assume that the public knows what it offers.
-
basic information such as address, phone number, administrative staff and
website
-
the annual report - The library’s important accomplishments for one year will
go
on a large bookmark.
-
basic data about the collections - The numbers are more impressive than you
realize.
Bookmarks
should not be smaller than one inch by five inches. It is not usually practical
to make them larger than three inches by ten inches. Print and contrast should
be chosen for maximum readability.
CREATIVE
BOOKMARKS
The
bookmark is a great way to market basic information. But it can also be used
creatively. A whole fundraising campaign can go on a series of bookmarks:
“Do
you love to read? Ask about our Adopt-a-Book Program.”
“Do
you love movies? Sponsor a video for the library.”
“Have
you lost someone you loved? A book can be a wonderful tribute.”
“Believe
it or not, we have a __________ collection. Let us know if you can donate one.”
“This
library has a Christmas list. Can you
help us with any of these? ______”
Remember
that the bookmark can only serve as the introduction. Staff and volunteers have
to be familiar with the program or they can’t help the people who are
interested.
***
The
bookmark can also carry a variety of interesting facts that market the value of
the library:
“Research
indicates that reading to your children is the single biggest thing you can do
to help them succeed in school.”
“The books we circulated last year would cost
at least $__________ if purchased at a major bookstore.”
“In ______, this library circulated 12 items
for every person living inside the service area. The Kansas Library
Statistics confirms that this is a tremendous amount of reading for a
community of ________.”
“Harry Potter made friends with 1700 children
and adults at this library.”
****
One
library collected favorite quotes on a variety of topics, put them on bookmarks
and then put them in circulating materials. The library users enjoyed the fun
and it ended up becoming quite a community tradition.
TRAVELING
BOOKMARKS
Bookmarks
can be created for a special audience but they are usually intended for the greater
community. They should have a strong presence both inside and outside the
library. If they are placed in circulating books, they will have more effect
than when they are simply placed on service desks. They have also been placed,
with permission, in banks, restaurants, stores, grocery sacks, utility bills
and other locations.
FLYERS
Flyers
are ephemeral single sheets that are inexpensive to produce and very versatile.
They can be used to advertise programs, special collections and services. They
can carry monthly event calendars, annotated booklists, favorite author lists.
Flyers
are often used for information that has a time limit or special interest
appeal.
They
should be bright, clever and eye-catching. They are usually posted but can be
left on flat surfaces. Flyers should be widely distributed through the library
and through the community.
BROCHURES
A
brochure is a folding pamphlet or booklet that can carry quite a bit of
information but still be very portable and convenient. Brochures are usually
less ephemeral than flyers and advertise programs, services or campaigns of
longer duration.
If a
library has a brochure that advertises its basic hours, services, collections
and programs, it can be a good investment to spend a little more money to
achieve quantity, durability and a professional appearance. If a library has a
brochure that markets something very important, such as a building program,
this can be even more important. When the library is creating an important
brochure, it is wise to seek professional advice from someone who has
experience with printing, layout or public relations.
Information
on a brochure should be broken into short sections or bulleted lists, with
liberal use of headlines and spacing. It should move logically from the most
important points to the supporting information. The target audience should be
able to easily absorb what the library wants them to know. Dense verbiage is
not a good idea.
NEWSLETTERS
Small
library directors often wonder how they can market the library and still have
time to run the library. One of the best answers is trickling down from systems
and large libraries. Library newsletters are incredibly versatile. They are one
of the best ways to stay in touch with local government officials, community
leaders, educators, trustees, Friends and library users. They can market to
several target audiences with every issue.
Some
smaller libraries do quarterly rather than monthly newsletters because of lack
of time or limited funds. But shortage of material is never a problem in any
viable library. The choice of material is so wide that newsletter editors
frequently bemoan the space limitations. Newsletters can carry articles on:
-
the library’s partnerships with other agencies or organizations
- appreciation
for special services to the library
-
appreciation for an improvement in library funding
-
community fundraising
-
the library’s goals for the coming year
-
Friends’ projects
-
coming library programs
-
successful library programs
- holiday
celebrations
-
special collections
-
genre collections
-
materials for special interest groups such as quilters, gardeners, hunters, pet
owners, genealogists, boatmen, movie buffs, etc.
-
circulation and use patterns
-
library technology
-
Internet sites
-
library services to special populations
-
library projects
-
major accomplishments
-
state or national library issues
-
news of neighboring libraries
-
library problems.
Library
newsletters can also carry:
- a
director’s column
-
profiles of staff, trustees and Friends
-
book reviews
-
new book lists
-
list of scheduled events
-
local talent in essays, poetry or cartoons.
It
is much better to have a simple newsletter than none at all. Small libraries do
not have to replicate the impressive, glossy, publishing-software look of urban
newsletters. Certain features are highly recommended:
-
good quality paper
-
warm, friendly colors
-
logos
-
creative use of clip art
-
readable print
-
error-free copy
-
short paragraphs
- column
format if feasible.
OTHER
COMMUNITY NEWSLETTERS
While
every library with a commitment to marketing should seriously consider a
library newsletter, it is often possible to reach a target audience by running
an appropriate library article in their newsletter. Community newsletters
should be studied by library staff both for ideas and for possibilities for
library coverage appropriate to the newsletter’s mission. Some directors prefer
to emphasize this strategy.
MARKETING
THROUGH ELECTRONIC INFORMATION
USING
ELECTRONIC INFORMATION
Electronic
information has done more than anything else to give small libraries the
ability to be effective information centers. The Internet gives access to huge
amounts of information on a wide variety of topics. Once effective Internet
access is established, this information is equally available to small
libraries. Effective Internet access is more and more related to broadband
Internet connections such as cable, ISDN, DSL, satellite and wireless. Really
good information access is usually community-wide business.
But
using this resource effectively involves a lot more than turning on a computer.
A small library administrator has to build searching skills, learn what is
available, learn how to assess the value of the information. Internet skills
are sometimes neglected by rural librarians. They are perfectly capable of
seeing the extraordinary value of electronic information but more immediate
deadlines crowd out the time needed to build the necessary skills. Planning for
the marketing of electronic information is one way to bring its value into
focus and see how it will be important to the community.
In a
slightly larger library, another staff member who enjoys the Internet can
accept major responsibility for developing electronic reference skills and
documenting the valuable resources that are located. In a small library, a
librarian has no choice except to make electronic information a genuine
priority and schedule some time blocks to pursue it. Classes and workshops
offered by regional library systems and local colleges can be very helpful.
Sometimes
self-training on the Internet remains impossible until a couple of well-chosen
volunteers have been trained to assume more routine library duties.
MARKETING
ELECTRONIC INFORMATION
If
the library is to give effective, modern reference service to the community,
the staff has to be able to use the resources of the Internet. But electronic
information should also be part of the library’s marketing program.
-
Most automated catalogs can display web links as well as books. Learning to
include these is an excellent investment for the small library.
-
Useful websites should be held in well-organized computer bookmarks so they can
be found when they are needed.
- Just
as the library can generate special interest book lists, the library can also
share special interest websites with the public. However, these will have to be
checked and updated regularly to retain their usefulness.
-
Some libraries post important websites on the end panels of the stacks, making
sure that they are close to the relevant subject area.
- A
number of libraries have marketed the value of electronic information by
offering classes to help community residents learn to use the Internet. These
training programs have been much appreciated and have usually received
effective publicity. They also showcase the skills of the library staff and
volunteers.
-
Dramatic improvements in the library’s online information access are often
considered newsworthy by the media, especially if it involves a partnership
between the library and other community agencies. The professional searching
skills of the library staff can be marketed at the same time.
-
Interesting or especially useful websites can receive ongoing publicity through
a regular feature in the library’s newsletter.
LIBRARY
HOMEPAGES
Every
public library should have a library homepage, with an easy-to-remember URL
(web address) widely publicized to the community.
The
regional systems have personnel that can help small library staff build and
maintain web pages. The systems also offer regular workshops to build web
publishing skills.
Many
small library directors have chosen to keep the library homepage simple. When
it is confined to basic, fairly stable information about the library, it is
easier to keep updated. A small library homepage should not have a lot of
intrusive, active graphics that slow access. It is more effective if it has a
logo or a couple good photographs. The library homepage should include:
-
Library name
-
Address
-
Phone numbers
-
Hours
-
Basic services
-
Brief history of the library
-
Staff members
- Board
members (only with their permission)
-
Links to search engines/ filtered search engines
-
Links to ready-reference sites
-
Links to local community sites such as local government, chamber of commerce,
local tourism, local schools, etc.
A
librarian who builds Web publishing skills and enjoys the field can maintain a
more elaborate homepage that has more information and hot links to other sites.
Some librarians have expanded library service by offering to maintain community
homepages. This can be a very valuable service, but the library certainly
deserves to have some effective publicity for it. The pages that are created
and/or maintained by the library staff should include an acknowledgment to the
library.
CONCLUSION
Electronic
information will continue to grow as a critically important resource for small
libraries. A library staff that chooses to make marketing a continuing priority
will consider how to publicize electronic information, just as they give
thought to a welcoming facility, a showcased collection or successful programs.
MEETING WITH
GROUPS TO DESIGN CUSTOMER SERVICE
A
large part of customized service for the modern public library comes down to
simply talking to people as often as possible. Many of these communications
take place informally. However, for planning and marketing purposes, a more
formal approach is sometimes appropriate.
Sometimes
when a library is trying to start a new service or when the staff genuinely has
questions about the best way to offer a service, the library staff will arrange
to meet with members of a target audience and learn more about their needs.
Since
most people are very busy, it is important to avoid wasting their time. When
the library staff meets with members of a target audience, they should be able
to explain briefly and clearly what the library wants to do and what
information they need to do it right.
Examples
of meetings with a target audience might include:
- meeting with story hour mothers
during story hour to learn more about
young children
- meeting with genre readers to
learn their favorite authors (This can sometimes be done before or after an
appropriate program.)
- meeting with movie buffs to learn
their favorite movies (This can also be done in partnership with a program.)
- meeting with long term care
residents to learn more about their information and recreation needs
- meeting with high school students
to learn more about their information and recreation needs
- meeting with children’s groups
such as 4H and Scouts to learn more about their interests
- meeting with community leaders to
learn how the library can participate in community information access
- meeting with a neighborhood
association to learn more about their needs
- meeting with Internet users to
discuss public access stations and Internet use policy.
Librarians
often make the mistake of asking people what they want from the library. This
is very likely to get a blank look or a comment that the library is doing
great. Such comments are nice but not very helpful. It is often better to ask
people to talk about their needs without being concerned about what the library
can and cannot do.
Specific,
yet open-ended, questions will stimulate the best discussion. The library staff
and board are the experts on the library and they are the best ones to decide
how the library can help the target audience. But they can’t make decisions in
a vacuum. They need information about the needs of the target audience.
COMMUNITY
FUNDRAISING AS A MARKETING TOOL
A DIFFERENT
KIND OF FUNDRAISING
Community
fundraising as a marketing tool is slightly different from community
fundraising that is intended to raise a large amount of money for a major
project.
If
the library needs a capital campaign for a specific purpose, the library
supporters should do their homework on individuals and agencies that have money
to give and work out the best way to apply for their support.
Community
fundraising as a marketing tool means that the library staff and supporters will
work with a wide variety of community residents and ask them for a wide variety
of support. In this kind of fundraising, the people are asked to give something
that closely matches their own interests. They are asked to give at a modest
level that does not cause them discomfort. While the librarian is genuinely
delighted to have contributions, financial gain is not the only agenda. During
this process, community residents are learning about the library and learning
how it can connect with their own lives. This process can work in a variety of
ways:
-
Organizations can be asked to give materials or equipment that are related to
their mission. Many organizations have a target audience that they care about
and work for.
-
Individuals can be asked to give the best books or videos on hobbies that they
are widely known to have. These can include crafts, art, gardening, home decor,
sports, collecting, pets, cars, movies, local history or other special
interests.
-
Individuals and organizations can be asked to give the best materials on the
causes that they care about. These might include eldercare, childcare, social
justice, education, economic development, voluntary simplicity or healthcare,
including specific conditions.
-
The library can make a Memorial Gifts Program a priority. There should be a
brief, tactful, but effective publication that encourages people to select from
a wide variety of gifts that have meaning for them, as well as value for the
library. People should be encouraged to select materials on a topic that will
be a genuine tribute to their loved ones. Publicity on this program can give
examples, with permission, of touching and appropriate tributes.
When
learning skills in this field, the librarian should keep in mind that success
is not measured by financial contributions. If the person approached takes an
interest in the library, successful marketing is being done. Also, the person
may have useful information to share about publications, websites or resource
people. The librarian may spot ways that the person can help the library with a
service, a display or a program. If there is a friendly communication, with
goodwill on both sides, it benefits the library. If it isn’t successful, the
librarian should shrug and go on to something else.
The
librarian should plan the presentation carefully, even if the potential donor
is a good friend. If the person isn’t a library user, the librarian should
leave a flyer or brochure that gives important information about the library.
SHOULD
FUNDRAISING BE A PRIORITY?
There
is no consensus on the value of community fundraising. Some librarians and
trustees feel strongly that the library is a public agency that should be
supported with public funds. These people are not likely to feel comfortable
with unstructured community fundraising and should probably concentrate on an
alternative, such as building a strong Friends of the Library group.
A
growing number of librarians and trustees feel that an excellent library
results from a judicious blend of solid public support and widespread community
support. Community fundraising builds public understanding and support for the
library.
Just
as a fit and healthy person is hungry for food, an excellent library is hungry
for money. Many libraries have made fundraising a long-term priority and have
seen their collections, programs and services improve as a result. Community
fundraising is no substitute for adequate tax support but as a supplement to
good public support, it can make a good library visibly better.
Many
small library directors are more comfortable with this informal, ongoing,
low-pressure style of fundraising, especially when they understand it as part
of the library’s marketing program. They appreciate it as a legitimate way to
get to know a variety of community residents. But the rules of good fundraising
still apply.
Community
residents are not going to give money so the library can hire staff or pay the
utility bill. If the library’s fiscal problems are that serious, the board
should be looking at increased public support, not fundraising.
People
give for what they care about, of course. But they also give when they are
asked to give. If the library doesn’t ask, another agency will. Many people
don’t realize that the library needs and wants material on their special
interest.
People
make repeated gifts when they believe that their giving has been valued and
appreciated. Even wealthy people will not continue to give if they don’t
receive effective appreciation.
SAYING THANK
YOU
Fifty
percent of a successful program of community support lies in saying “thank
you.”
A library’s style of appreciation is a very big part of its total marketing
program. Many libraries that have unsuccessful track records in community
fundraising also have no reputation for being appreciative.
Every
gift to the library should be acknowledged. The thank-you should be appropriate
and personal. Form letters are not appropriate, especially in a small
community. Food and flowers are both effective, inexpensive ways to express
warm appreciation.
Every
donor should be thanked privately. Most donors of larger gifts welcome public
acknowledgement but some do not. It is wise to check with them before taking
them by surprise.
The
donor of a large gift must be thanked several times in several different ways,
not mechanically but creatively. It can be impressive when the staff, the board
and the Friends are all moved to express their appreciation of meaningful help
for the library.
If
the library acquires a number of donors who give significant amounts of money
OR time, it is often effective to host a biennial reception to show the
library’s appreciation. Large libraries often do this and they can spend money
on food and gifts that is not practical for small libraries. But a small
library can host a festive party that is designed to make the donors feel that
they are important to the library and the community.
Many
small library directors, well aware of the importance of appreciation, have
wisely delayed the start of a fundraising program until other major projects
were completed. But at any time, fundraising is a project that needs effective
assistance. Library supporters who are interested in fundraising might want to
schedule a workshop on the topic.
A PATIENT,
PERMANENT PROGRAM
A
capital campaign to finance a major project is an all-out effort to achieve a
goal. It has to have realistic timelines and it has to focus on those who have
real money.
But
if it is acceptable to the library’s service philosophy, community fundraising
can become a permanent part of the small library’s marketing program. The
library works with one person and one organization at a time, supported by
effective publications. It is a leisurely, long-term investment that nets both
social capital and fiscal strength.
Planning,
patience and perseverance have been called the three watchwords of community
fundraising.
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Planning is essential to document the needs, draft the strategies, organize the
acknowledgements.
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Patience is necessary to build a growing cadre of people who actively support
the library with financial contributions or contributed services. A library
cannot build a climate of community support overnight.
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Perseverance is also necessary for success in this field. Far too many
librarians and trustees have been discouraged by setbacks that could have been
regarded as valuable training. Far too many have quit before their efforts
could bring benefit to a genuinely loved library.