BSLA Module 2:Attributes of an association

School Libraries on the Agenda Leveraging School Library Associations Through AdvocacyBuilding Strong Library Associations | Libraries on the AgendaBuilding Strong Library Associations | Libraries on the AgendaLet me introduce myself

Building Strong Library Associations | Libraries on the AgendaProvide leadership expertise and innovation in facilitating knowledge creation, information management and access, facilitating knowledge transferPreserve the cultural heritage of a country and regionCreate public access to information in various formsContribute to the development and maintenance of intellectual freedom through providing equitable access to informationBring people together and providing opportunities for networkingFacilitate the development of information and digital literacy skills

Benefits school librarians and school libraries bring to society1.1.7 The role of librarians and supportersBuilding Strong Library Associations | Libraries on the AgendaMost professional school associations have goals and missions around the following 5 broad areas:Standards of practice for the key areas of professional workServices to members in support of their professional practiceAdvocacy for the professionDevelopment of the professional discipline area through research and publicationsRelationship management between the association and communities (staff, professionals, institutions, friends, etc.) and external strategic partners such as fundraisers

Professional association goals and missions1.1.3 Professional association goals and missionsBuilding Strong Library Associations | Libraries on the AgendaPolitical: The nature of governmentSocio-economic: Quality of life. Some members of the community suffer from disadvantage through disability, lack of income and/or education or because of discriminationGeographical: 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 operateLegal: The impact of laws relating to matters such as the right of association and free access to information

Introduction to contextual factors1.2.2 Introduction to contextual factorsBuilding Strong Library Associations | Libraries on the AgendaPressure for professional development to keep up with technological developments personal training and professional trends, including response to changeThe impact of globalization and standards on professional practice, e.g., common standards for exchange of informationRelevance of the profession as technologically literate users undertake their own searches on the Internet this poses challenges for the role of the information professionalChanging models and priorities in education impact curriculumTough economic times can lessen support for libraries

The challenges of the changing environment1.2.9 The challenges of the changing environmentBuilding Strong Library Associations | Libraries on the AgendaSchool 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 societyThe 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 professionBuilding Strong Library Associations | Libraries on the AgendaPeople are often supportive of what libraries do but not in a particularly active wayA key element of advocacy is action for change change in attitudes, policies, positions and/or practices by particular groups or personsIt usually requires a sustained effort a campaign or advocacy programWhat is Advocacy?5.1.2 What is Advocacy?Building Strong Library Associations | Libraries on the Agenda8Key elements are as follows:Action orientedPlanned SustainedEvaluated and modified Advocacy is about promoting positive changeWhat is Advocacy?5.1.2 What is Advocacy?

Building Strong Library Associations | Libraries on the Agenda9Lobbying is directed at government and its leaders, aimed at swaying policy makers to address particular issuesLibrary associations advocate at a broader level e.g., to have legislation introduced - but are not politicalOne or both might not permitted in some countriesDifferences from Lobbying5.1.3 Differences to LobbyingBuilding Strong Library Associations | Libraries on the Agenda10Marketing is about identifying stakeholder needs and developing or tailoring services/products to meet them and then promoting themMarketing is more specific than advocacy, which focuses on changing attitudes or actions on a broad range of issuesThere is some overlap and the two have strategies in commonDifferences from Marketing5.1.4 Differences to MarketingBuilding Strong Library Associations | Libraries on the AgendaImprove understanding of the role of librariesTo effect change To establish credibility or raise profile where this might be requiredIts a competitive world out there and other associations are doing it can we afford not to?It can assist in planning for the futureTo reach a more diverse audience for your services

Why Advocate5.1.5 Why Advocate?Building Strong Library Associations | Libraries on the Agenda12Three types of advocacy:Internal to the associationExternal - to an outside audience but on an issue that is particular to the profession such as funding for library developmentTo an external audience - on an issue that involves many groups and where there is a need to develop partnerships to address the issueCampaigns might be short term; for example, about a government funding decision on salariesCampaigns might also be long term; for example, about changing the image of librarians in the broader communitySome advocacy campaigns might be political and others not. Some political issues might be contentious, but again, not allTypes of Audience5.1.6 Types of Audience

Building Strong Library Associations | Libraries on the Agenda13Hired consultantsChampionsLibrary staff and library association staff and volunteersBoard members/trusteesFriends groupsCommunity membersAll of the above! Are there any rules in your country about who can advocate?

Who Advocates?5.1.8 Who Advocates?

Building Strong Library Associations | Libraries on the Agenda14Advocates may be engaged in a number of different activities:Researching an issueWriting a paper/submissionMaking a presentationHanding out leafletsStaffing a boothBeing a trainerFundraisingWearing campaign clothes or badgesWhat does an advocate actually do?5.1.9 What does an advocate actually do?

Building Strong Library Associations | Libraries on the Agenda15Youll be given tools and techniques to develop advocacy plans and make a difference!Today.Building Strong Library Associations | Libraries on the AgendaA clear and agreed set of advocacy issuesClarity about the target audienceEvidence 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. Dont just present them with a problem also give them a solution.

Success Factors5.2.5 Success FactorsBuilding Strong Library Associations | Libraries on the Agenda17Partnerships are in place, where appropriate Working with others with similar interests and concerns. Partnerships are built on common understandings, trust and good communicationIdentify championsAdvocates have the skills they needSuccess Factors 5.2.5 Success FactorsBuilding Strong Library Associations | Libraries on the Agenda18Get endorsement:By membershipBy the sectorLikeminded or relevant bodiesCommunication with all stakeholders is criticalEffort must be sustained and evaluatedOther Success Factors5.2.6 Other Success FactorsBuilding Strong Library Associations | Libraries on the Agenda19A 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 campaignPartnerships can also be less formal and more akin to networking. Most associations belong to other groups at the national, regional and international levelsWhat is a Partnership?4.6.2 What is a Partnership?Building Strong Library Associations | Libraries on the AgendaSome of the benefits of partnerships or alliances are as follows:Pooling resources to address an issue people and fundsEnables action that might not be possible aloneMore ideas and expertise lead to better strategiesIncreased credibility if in a partnership depending on the issueImproved learning when done in collaborationOpen up new opportunities not otherwise possibleBenefits4.6.3 BenefitsBuilding Strong Library Associations | Libraries on the AgendaIn order to be successful, partnerships will need to ensure the following:The purpose of the alliance is clear and agreedThe value and benefits to partners is clearThe Board is supportive and involvedThe 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 disagreementsMechanisms are in place to deal with changes in circumstancesRegular review of outcomes, benefits and issuesSuccessful Partnerships4.6.4 Successful PartnershipsBuilding Strong Library Associations | Libraries on the AgendaMember issuesProfessional development and qualifications Education standardsSalaries and conditionsRole and image of the library professionThe role and importance of libraries in the information society The role of libraries in preserving cultural heritageSpecific issues Standards and access to resourcesInformation literacy and equitable access to information, freedom of expression

Typical Advocacy Issues5.2.6 Typical Advocacy IssuesBuilding Strong Library Associations | Libraries on the Agenda 23Here are some examples of potential barriers:Advocacy initiatives not coordinated e.g., each committee has initiatives involving advocacy but no oversight and management of advocacyInadequate fundingLack of skills and no plan to acquire themLack of partners when a coalition would assist in successBuilding shared understanding with partnersNo champion with credibility with those who are trying to persuadePoor communication with stakeholders

Challenges5.2.7 ChallengesBuilding Strong Library Associations | Libraries on the AgendaAddressing typical challenges:Lack of funding: Make submissions for more, or downsize the planLack 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 skillsAn advocacy plan is critical for monitoring progress

Addressing Challenges5.2.7 ChallengesBuilding Strong Library Associations | Libraries on the AgendaLack of clarity about goals and or outcomesUnder-preparation - failing to fully research the issue Failing to understand the view of opponents and developing strategies for addressing their concernsPoor timingInappropriate messenger and messagesTargeting the wrong group or person, or omitting a key personUsing inappropriate communication methodsPoor communication with allies for instance, lack of consultation with members

Common Pitfalls5.2.8 Common PitfallsBuilding Strong Library Associations | Libraries on the Agenda26Goal have legislation introduced to support the work of librariesObjective (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 residentsPerformance indicators:Residents identified by when and who will do this?Legislators identified timing and responsibilityIdeas for letters developed to assist residents in letter writing timing and responsibilityLetters sent and to whom timing and responsibilityPLAN Performance Measures5.3.5 Performance MeasuresBuilding Strong Library Associations | Libraries on the AgendaA 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 missionFirst step is to conduct a situational analysis:StrengthsWeaknessesOpportunitiesThreats Situational Analysis5.3.6 Situational AnalysisBuilding Strong Library Associations | Libraries on the Agenda28For each advocacy goal ask the following questions:Stakeholders who are they?Objectives, strategies, activitiesHow might strategies vary across stakeholders?Risks - what are they and how they might be managed?Budget what will it cost?Responsibility for actionsTimelinesCommunication plan for all stakeholdersEvaluation of outcomes

Situational Analysis5.3.6 Situational AnalysisBuilding Strong Library Associations | Libraries on the Agenda29Simple and clear message keep it brief and as simple as possibleKnow your audience and target their needs/interests. Put aside your own feelings and frustrations - put yourself in their shoes when crafting your message

Effective Communication5.3.7 Effective CommunicationBuilding Strong Library Associations | Libraries on the Agenda30Media: television, radio, internetEmails with cautionPublic meetingsOne-on-one meetingsGroup meetingsPetitionsSubmissionsLetters private and publicInstructional materialsBrochures, leaflets Clothing and advertising materials

Communication Methods5.3.7 Effective CommunicationBuilding Strong Library Associations | Libraries on the Agenda31Messengers may be an authorised spokesperson (might be a board member) or member of staff. An effective messenger:Knows how to get and use resourcesIs an effective communicator - with a range of target groupsKnows how get meetings with decision makers (or who else can get them)Follows up and says thank youUnderstands it is not about them that the focus is on those who you wish to influence and what they need to know Messengers5.3.8 MessengersBuilding Strong Library Associations | Libraries on the AgendaThe time of those you are talking to is more important than yours Dont overstay the allotted time if you are granted a meetingKeep to message dont be long winded in person or lettersDont dominate in meetingsProvide your contact detailsFollow up with a thank you

Tips for effective communication5.3.9 Tips for effective communicationBuilding Strong Library Associations | Libraries on the AgendaAction planDevelop a specific action plan for each high-priority relationship/partnershipSet timelinesDevelop a disciplined approach, with clear timelines, for carrying out your action plansCelebrate successesAlso be sure to acknowledge completion and celebrate success in achieving objectives and goalsEvaluating relationships and partnerships4.7.4 Action Plans and TimelinesBuilding Strong Library Associations | Libraries on the Agenda