Advocacy in support of public funding
Communications plan
Date(s):
funding cycle for FY14
Key milestones:
Annual Library Board of Trustees Retreat
Library Board Meeting:
Library Board Budget Adoption:
April 15, 2013
May 20, 2013
June 17, 2013
Situational analysis
As part of their annual budgeting process, Mecklenburg County will be determining funding levels for the
Charlotte Mecklenburg Library for FY14. Each year, the Library submits initial information to the County on the
costs of keeping the same level of service as in the previous year. This includes some additional funding to cover
the annual effect of previous year changes such as increased staff, 401k match, merit increases and other. The
Library also submits additional information about the costs of increasing the level of service in the next fiscal
year.
This year, the Library is in the midst of a strategic planning process which will be completed in time to inform the
Library’s FY14 County funding request. The Library's success relies heavily on a strong public-private partnership.
Mecklenburg County provides 90% of the Library’s funding, with 10% made up of private, State, Federal and
other sources of revenue. Once the strategic plan is complete, the Library will identify what funding gaps exist
for private and public funding, and set appropriate goals to address those gaps in the coming years.
Key Audiences (Updated February 2013)
The ultimate audience is the BOCC. These audiences have been identified as groups who may wish to advocate
to the BOCC in support of Library funding.
External
Internal
Funding Stakeholders
(Investors)
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 Elected officials:
o BOCC
o Charlotte City Council,
Mayor*
o Town Mayors, boards*
 County Manager
 Senior County staff
 Mecklenburg County taxpayers
 CML Foundation leadership*
 Friends of the Library and other
affiliate groups (based on
demographics)
 Library donors (corporate,
foundation and individual) –
current, past and potential
 ABC Board
 State Cultural Resources
 Foundation for the Carolinas*
 Former Main Library
Committee members
 Former Task Force members*
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Library users
Citizens of Mecklenburg County
Library profession, local (State
library board) & national
Media (local and national)
Children’s Theatre
CMS leadership and staff
Higher education
Other educational partners and
institutions
Other government agencies
(Park & Rec, DSS)
Community partners (Chamber,
CCCP, Visit Charlotte, United
Way, Council for Children’s
Rights, Project Lift, etc.)
Advocates and supporters
Influencers and thought leaders
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Library staff
ELT, LEDR, PSMs
Library Board (including County
Manager, Friends of the Library
and past trustees)*
Library volunteers
County and third-party staff
providing service support
o HR
o IT
o RES (maintenance, security,
project management)
o PSI (alliance)
*Indicates a group that has relationship with BOCC that may encourage individual or one-on-one advocacy.
**Indicates a group who has already recommended additional Library funding to the BOCC.
Library Communications Plan Goal
The Charlotte Mecklenburg Library is known as an asset to its community, responsive to community needs and
showing good stewardship of community resources by providing the best possible value and benefit with the
resources available.
Library Communications Plan Objectives
1. Increase community awareness of the value and benefit of the Library’s services, programs and
collections.
2. Influence public funding stakeholders to want to increase funding to the Library.
Key Messages
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The Charlotte Mecklenburg Library of 2013 is operating from a position of strength, but we have remaining
challenges. Our community's primary request is to have library branches open more days and more hours.
Annual investment in our collection falls short of what's needed for a growing community. We must invest
in technology to keep up with today's digital world. Our facilities need capital improvements and updates.
Library service is delivered through a partnership between the Charlotte Mecklenburg Library and
Mecklenburg County. The Library is the managing partner that delivers services, and the County is the
funding partner that provides the funding for those services.
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The Library has implemented or is implementing all of the recommendations of the Future of the Library
Task Force, including the creation of a programming plan, development plan, creation of a Foundation and
development of a strategic plan with Mecklenburg County.
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The Library’s “unique assets,” ImaginOn and the local history and genealogy center the Carolina Room, are a
regional and national draw for Charlotte.
Objectives, Strategies and Tactics:
Objective 1: Increase community awareness of the value and benefit of the Library’s services, programs and
collections.
Strategy A: Use National Library Week as opportunity to raise awareness about the value of libraries
Tactics:
 Op ed piece (done)
 Press release (done)
 Release marketwise stats (done)
Strategy B: Use Friends of the Library events to raise awareness about the value of libraries
Tactics:
Spring Book Sale
 Include key messages in Friends communication channels (done)
 Include key messages in library communication channels (done)
Strategy C: Use Foundation activities to raise awareness about the value of libraries
Tactics:
 Media relations for Foundation that highlight value, impact of libraries (ongoing –
Friends sale recent example)
 Media outreach (already met with Mark Price, Jason Stoogenke)
Objective 2: Influence public funding stakeholders to want to increase funding to the Library.
Strategy A: Monitor County budget meetings and communications for indicators of what the County’s
priorities and resources are this year, and align our funding requests with their priorities
Tactics:
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Maintain, monitor budget timeline (ongoing)
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Watch/attend meetings (ongoing)
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Monitor communications (ongoing)
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Discuss in ELT, M&C staff meetings (ongoing)
Strategy B: Pitch media stories that reinforce the Library’s alignment with the County
Tactics:
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Media relations that highlight positive Library/County partnership
Use News14 spot in May
Tactics:
Articles about Library’s support of Critical Success Factors
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Use stories of impact that illustrate literacy, educational success sand workforce
development (ongoing)
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Use statistics, data that illustrate literacy, educational success sand workforce
development (ongoing)
Strategy C: Respond to media inquiries about budget with timely, accurate key messages about Library
funding and Library/County partnership
Tactics:
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Provide regular updates to www.cmlibrary.org/budget
Strategy D: Share key messages with Library/County audiences via intentional alliance
Tactics:
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Possible partnership article in Library FY13 annual report
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Possible partnership article in County FY13 annual report
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MeckTube news story on Connect2Compete launch event (done)
http://www.youtube.com/watch?v=3fq6nTaVsvU&list=UUmRNAZal65rkbZKYnfN4N5A&
index=3
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Other opportunities
Strategy E: Continue regular communications between Library executive staff and County staff
Tactics:
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Review MOU annually to refresh understanding, strengthen relationship
Strategy F: Give Library supporters the information they need to advocate for Library funding during
critical weeks between Manager’s recommended budget and budget adoption
Strategy G: Give Foundation Board the information they need to advocate
Tactics:
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Foundation Board interpersonal communications with BOCC
Strategy H: Give Friends the information they need to advocate via advocacy committee (Ed/Sharon)
Tactics:
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Ed Williams as liaison with Friends advocacy committee
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Friends Board interpersonal communications with BOCC
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Friends email to their database (approx 350)
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Friends website, social media
Strategy I: Be part of County Speaker’s Bureau via intentional alliance
Tactics:
Reach out to Sophia Hollingsworth, tie in with rollout of strategic plan
Strategy J: Give Library staff information they need to participate in advocacy plan
Tactics:
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Give guidelines for personal advocacy (closely modeled after social media policy:
identify self as an employee, include disclaimer that their personal opinion does not
reflect opinion of the Library) (done)
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Staff advocate on their own time, using personal phone/email/mail
Tactics:
Update staff on advocacy plan, engage them in collecting information needed
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Encourage staff to gather statistics, data (ongoing)
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Encourage staff to gather stories of impact (ongoing)
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Encourage staff to identify potential advocates (ongoing)
Strategy K: Give trustees information they need to advocate
Tactics:
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Work with Marketing & Communications committee of Board on strategies
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Board interpersonal communications with BOCC prior to and after Manager’s
recommended budget is released, May 21 – June 18
Strategy L: Give Library users the information they need to advocate after Manager’s recommended
budget is released, May 21 – June 18
Tactics:
Give information to engaged users via tools:
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E-news list
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Social media
Tactics:
Give information to general users via tools:
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Website (home, kiosk, screen.asp)
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Pdf signs posted in branches
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Hold messages in Horizon
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Branch staff (across the desk) pointing them to other tools (website, signs, etc.)
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“Understanding the Library Budget” print piece – update for FY14
http://us.vocuspr.com/Newsroom/ViewAttachment.aspx?SiteName=cmlibrary&Entity=
PRAsset&AttachmentType=F&EntityID=78425&AttachmentID=1f717b5b-8a07-47ddb245-f2f41d3c38a4
Strategy M: Give community groups the information they need to advocate
Tactics:
Share information with Library support groups, which they will share with their
members: PM (100+), HG (east Charlotte partners), MPK
Tactics:
Share information with civic organizations, which they will share with their
members: Junior Chamber, Rotary
Strategy N: Give volunteers the information they need to advocate
Tactics:
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Email list
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Volunteer point persons
Strategy O: Give donors the information they need to advocate
Tactics:
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Email to donors from Karen’s list
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Personal contact with corporate and foundation donors from development staff or
trustees, depending on relationship
Strategy P: Give former Task Force members the information they need to advocate
Tactics:
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Personal contact from Ed Williams
Objective 3: Long-term, position Library as economic driver for Charlotte, so that groups like Chamber, CRVA,
business community and other groups will want to advocate for Library funding.
Strategy A: Strengthen relationship with Chamber
Tactics:
Chamber interactions
 Meet key Chamber contacts: Public policy, Marketing & communications
 Attend Chamber events
 Get Library staff involved in Chamber committees
 Send CEO on annual Chamber trip
 Share relevant news, information about Library with Chamber
 Get Library into Chamber fact sheets, site visits, etc.
Strategy B: Strengthen relationship with CRVA
Tactics:
 Meet key CRVA contacts
 Attend CRVA events
 Share relevant news, information about Library with CRVA
Strategy C: Engage the business community with Library issues
Tactics:
 Invite to serve on the Library Board
 Invite to serve on groups like the Main Library Committee
 Meet at networking events
 Pitch stories about the Library to the Business Journal
Strategy D: Position Library as asset to business/tourism community
Tactics:
 Leverage national attention to unique assets such as ImaginOn, Carolina Room
 Leverage film industry interest in Library facilities (Charlotte Regional Film Commission)
What is the Value of Libraries?
 For every $1 invested, the Charlotte Mecklenburg Library returns $4.57 in direct benefits to the
community. (Source: 2009 ROI Study, UNC Charlotte Urban Institute)
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The Library improves the quality of life in the community. 96% of the community agrees that by
providing free materials to all residents, the Public Library improves the quality of life in this community.
(Source: Marketwise survey of Mecklenburg County residents and library users, Jan. 2011)
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The Library supports education in the community.
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97% of the community agrees that the Public Library is a valuable educational resource. (Source:
Marketwise survey of Mecklenburg County residents and library users, Jan. 2011)
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Testimonial: “Thank you so much for hosting the 7th and 8th graders from Woodlawn School
over the past two weeks. Your tutorials and assistance was so very valuable in helping these
bright young people learn to conduct research. I know that someday they will be researching in
a university library somewhere and use the very skills that you took time to show them and
guide them through last week. If you ever have a day when you think you are not making a
difference, please remember that YOU ARE! We really appreciate you and we will be sure to
return again next year!” – Social Studies Teacher, Woodlawn School
The Library provides access to information for free.
o 76% of Mecklenburg County residents have used the Library in the last year. Of those, 81% use
lending materials; 78% use staff help to find books or information; and 68% use the Library to
read, work or study. (Source: Marketwise survey of Mecklenburg County residents and library
users, Jan. 2011)
The Library serves a diverse population.
o 76% of Mecklenburg County residents have used the Library in the last year.
o Among African Americans, 88% use staff help to find books or information; 79% use the Library
to read, work or study; and 72% used the computer or internet.
o Among Hispanics, 84% used lending materials; 76% used staff help to find books or information;
and 79% used the Library to read, work or study.
o (Source: Marketwise survey of Mecklenburg County residents and library users, Jan. 2011)
The Library is an important resource for residents facing economic challenges.
o Among those who make $50,000 or less per year, 84% used staff help to find books or
information; 78% used the Library for lending materials; and 73% used the computer or
internet. (Source: Marketwise survey of Mecklenburg County residents and library users, Jan.
2011)
The Library helps bridge the digital divide. For some, the Library is their only access to a computer.
o In a 2006 national study, 70% of people using a public library computer have no other place to
access a computer. (Source: HART Research study, Public Access Computers in Public Libraries)
o Among community residents with lower incomes (who make less than $50,000/year), 73% used
the Library for computer or internet access. (Source: Marketwise survey of Mecklenburg County
residents and library users, Jan. 2011)
o Last year, there were 1.28 million Charlotte Mecklenburg Library uses of Library computers in
Mecklenburg County. (Source: Charlotte Mecklenburg Library Statistics, FY2010)
People turn to libraries when searching for jobs.
o Each month, there are an average of 2,400 computer sessions at Main Library’s Job Help Center.
This does not include the many people who use Library computers for job assistance at our 20
total locations. (Source: Charlotte Mecklenburg Library Statistics)
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In January 2011, the unemployment for the Charlotte-Gastonia-Rock Hill, NC-SC Metropolitan
Statistical Area was 11.1%. (Source: Bureau of Labor Statistics,
http://www.bls.gov/web/metro/laummtrk.htm)
o Nearly twice as many people with household incomes lower than $50,000/year use the Library
for job help than the community overall. (Source: Marketwise survey of Mecklenburg County
residents and library users, Jan. 2011)
The Library is an educational resource year-round.
o Summer Reading, the Library’s biggest annual literacy effort, reaches tens of thousands of
children ages 0-18, who are exposed to reading and literacy all summer long. In the summer of
2010, 15,500 children signed up for Summer Reading and 45,885 children attended summer
literacy programs. (Source: Charlotte Mecklenburg Library Statistics, June – August 2010)
 More than half of the achievement gap between lower- and higher-income youth can be
explained by unequal access to summer learning opportunities. As a result, low-income
youth are less likely to graduate from high school or enter college. To help address
socio-economic achievement gaps, the Library offers literacy programs and free tutoring
resources. (Source: 2010 National Summer Learning Association)
 It is estimated that school summer breaks will cause the average student to lose up to
one month of instruction, with disadvantaged students being disproportionately
affected. (Source: "The Effects of Summer Vacation on Achievement Test Scores: A
Narrative and Meta‐Analytic Review." Review of Educational Research)
 A 2001 study prepared for the Pennsylvania Library Association monitored differences
between children participating in public library summer reading programs and those
involved in local recreational summer programs. They concluded that, in addition to
literacy related activities, children in library programs benefited academically from story
hours, arts and crafts, and other special events designed to enhance the reading
experience. (Source: “The Role of Public Libraries in Children's Literacy Development: An
Evaluation Report.” Pennsylvania Library Association)
o During the 2009-2010 school year, 4,748 students used the library’s online homework help
resource Tutor.com – a service made possible in part by donors. (Source: Charlotte Mecklenburg
Library Statistics)
o 6,713 teachers have special library cards that allow them to borrow items for the classroom for
extended periods. (Source: Charlotte Mecklenburg Library Statistics)
The value of a Library is different for each individual. If you would like to calculate the value you get
from the Library, you can use the Library’s value calculator at cmlibrary.org
(http://www.cmlibrary.org/budget/library-calculator/default.asp).