All libraries have public relations. Whether they like it or not; whether it's good or bad, high-powered or low-key; all libraries have it. Unfortunately, for some public libraries it can be low profile and nonexistent beyond the library itself.

     In 1971, I took a job in South Carolina and thought I would impress people by identifying myself as the "Director" of the county library. A common response was, "Oh, that's nice. Where is the library?" Even though it was located in the heart of the retail district the library was so invisible that most people didn't know where it was.

     Before I could go about increasing the library's visibility, I had to improve the awareness of the library among patrons and potential patrons. I also had to get money to accomplish these goals.

     It was no surprise that the library needed money. We had less than $1.00 per capita for library servicesăbarely enough to hire a few staff members and buy very few books. There was no money for public relations. Fundraising was in order.

     To promote the library, I prepared a small project and asked the president of the bank for $300 to pay for a library publicity booklet, which, in addition to information about the library, would have the bank's logo printed on the back. She agreed to the project, and we were on our way.

     With a booklet in hand for each student, I went to every elementary school in the county. I presented a program, passed out the booklets, and gave every child an application for a library card. We mailed library cards to the children with a letter encouraging them to use the library. At the same time we offered cards to their parents.

     Borrower registration doubled over night, and circulation increased dramatically. When parents and children discovered their library, funding started to improve. When people believe you are doing something that will benefit them, they will see that you get the money you need to do even more for them.

     Sometimes our problem is image. That's why we have to take the time to see ourselves as others see us. If people think of your library as a warehouse of books, and the librarian as their baby-sitter, you will al ways have funding problems.

The Image Dimension

     Take a minute right now to assess your library's image. How do people see it? How do you see it? Make a list of three things you could do next week that would make a difference in how the public sees your library. Write one of the ideas on your "To Do Lists" for next Monday. Then do it.

     The following are some ideas you might try to enhance your library's image:

     1. Create a one-page, three-fold library brochure. Include library services, special programs for special groups, hours, address, telephone number, and names of staff and board members. You can do this with a typewriter. Use a photocopier to duplicate it. It doesn't take much money to create an attractive brochure. If you want to get fancy, a desktop publisher can put it together in a few hours.

     2. Take a stack of your newly created brochures around to the business people in town. Tell them you are promoting the services of the library. Offer to help find information for their business. Ask for suggestions to make the library more visible in the community.

     3. Have business cards printed for the librarian and all board members. Include individuals' names and the library's name, address, and telephone number on one side and the library hours on the other.

     4. Take the head of the Chamber of Commerce to lunch. Ask her for ideas to improve the library's image with the business community.

     5. Obtain a list of local service groups and clubs. They are always looking for programs. Offer to do one for them.

     Did you notice that all of these suggestions require that someone gee out of the library? Targeting public relations activities to those who come to the library is like preaching to the choir. You must preach to those who having seen the benefits of the library are ready to be converted.

Looking at Performance

     Now take a look at your actual performance. Do your hours meet the needs of the community? Do you have the materials to give the people what they want when they come in? What about the staff? Are they friendly, helpful, and well trained? What do you do if the library doesn't have the material requested?

     If we will take the idea of convenience of hours and put it through a planning model, we will develop a plan for making our hours more convenient. We start by asking ourselves: Where are we now? (Are our hours convenient for most people?) Where would we like to be? (Do we want more hours? Or change the ones we have?) What is our goal? (Do we want to be open five nights per week and all day Saturday and Sunday?) What are the driving and restraining forces? Money has to be one. (What will help us reach this goal? What will keep us from it?) What actions should we take? Can we control the events ourselves? Will it make a big difference? What are we going to do? Who is responsible? When will we start? When will we end? What will the change look like? When and how will we know we have completed it?

     You can improve the performance of your library in other areas if you will take the time to study what you are doing and make plans to enhance your service.

Checklist for Library Image and Performance
1.	Is the name of your library clearly visible from the street? (Four-inch letters or larger).	Yes	No	Action?
2.	Are library hours posted so they can be read by someone from the street?	Yes	No	Action?
3.	Is library parking adequate?	Yes	No	Action?
4.	Is library parking specially marked for short) term parking? For the Handicapped?	Yes	No	Action?
5.	Does the library have a curbside book deposit for after-hours book-return?	Yes	No	Action?
6.	Do library ground and exterior appearance meet or exceed community standards?	Yes	No	Action?
7.	Is the library accessible to the handicapped?	Yes	No	Action?
8.	Are library hours adequate to meet community needs?	Yes	No	Action?
9.	Are library hours convenient and flexible for most people? Including evening and weekend hours?	Yes	No	Action?
10.	Is the library collection current and readily available?	Yes	No	Action?
11.	Do the books look new and inviting to the reader?	Yes	No	Action?
12.	Does the physical arrangement draw people in?	Yes	No	Action?
13.	Is the staff friendly and courteous?	Yes	No	Action?
14.	Is the staff knowledgeable and helpful?	Yes	No	Action?
15.	Is the library a nice place to be?	Yes	No	Action?

Principles of Fundraising

     Once your performance is in order, you can move into fund-raising. As you do so keep these principles in mind:

     1. Know how much you need and the purpose of your project. If you don't know the total cost of your project or why you need the money, your commitment will be weak.

     2. Give before you ask. Everyone who asks others for money must give to their cause themselves. They must give enough to make a difference in the cause or in their own lives.

     3. Ask for the gift. If you don't ask, you won't get. (At least most of the time.) Some libraries have been known to receive large gifts from unknown or unexpected sources. Don't count on it!

     4. Ask the right person for the right amount. You have to do your research if you want to know who to ask for a big gift.

     5. Say thank you. Say "thank you" as many ways as you can. And recognize everyone who helped.

Going for More Tax Money.

     Money is the obvious reason you do fund-raising. A wonderful side benefit of fundraising is the positive impact you create for tax initiatives A good fundraising effort will spotlight your need and enhance your chances for increased tax support.

     Early in 1988 the Great Bend Public Library solicited cash gifts through a letter explaining our dire financial circumstance. We raised over $3,000 with the effort and focused the voters on our need. A few months later, when we asked them to approve a mill levy increase for the library, they did.

     There is little or no difference between selling people on the idea of giving money to the library and raising taxes to support the library.

     The best places to raise money for your library are at the ballot box or in the city council chambers. When your performance is top-notch and visible, you will have a much better chance of convincing the city council that you need and deserve more money. Getting people to vote to give your library more tax money is a preferred way to raise more money for your library. It is renewable with little or no effort; except in a few states, once increased taxes for library operation are on the books, they stay on the books. You don't have to go out and raise the same amount of money next year.

     Performance does precede funding. They sustain each other. A library that does not give the people what they want cannot expect the support it needs. A poorly funded library cannot give the people what they want. If people perceive libraries as effective, funding will follow.

James Swan is Director of the Central Kansas Library System and the Great Bend Public Library.

Maintained by James Swan
Last update 13 September 2000
jswan@ckls.org