Know the Facts
Stay informed about the issues, both locally and nationally.
Join the North Carolina Library Association (NCLA) and other advocacy networks.
Define the role of local, state, and federal dollars in relation to your local library activities and be prepared with the facts. Appeal to reason; an emotional appeal is not enough. Back up your arguments with facts and substance.
Know the System
Find out who your elected officials are at the local, county, state, and federal levels. Get to know the decision-makers and be sure they are familiar with your activities.
Find out which organizations, government units, and agencies set policies that could affect libraries and cultural development. Learn how each works, how policies and decisions are made and who or what influences decision-makers. Getting to the right people with facts and information about who will be affected, how they will be affected, and who cares, can influence opinions, attitudes, decisions, and votes.
Create a log with contact and background information and correspondence history for elected officials so you can document your progress with them.
Be sure your state and national legislative representatives regularly recieve information from you or your library – and get on their mailing lists, too.
Provide elected officials with opportunities at your public events. Invite public officials to talk to your board, staff, and volunteers about the importance of your library to the community.
Design Your Campaign
Put together a plan of action with priorities, strategies, and timelines. Consider these factors when building your plan:
Is this issue critical to my library/community?
When will the issue be discussed/decided and by whom?
Is there time to call or write to my supporters and constituents? To launch a letter-writing campaign? To meet directly with the decision-makers?
Who are the decision-makers you want to reach?
Who should contact those decision-makers and how?
State your Case
Your key messages are a critical part of the way you build understanding and motivate people to respond. Be clear and concise. Provide alternatives. Don’t just point to the problem; offer solutions. Shape your key messages in the very early stages of preparing your advocacy plan.
Know your target audiences and the vehicles that will help get your message to them. Clearly state the action you endorse and ask decision-makers for their support.
Show how proposed policy or legislation would affect the community and/or your library. Telling the right stories and backing them up with statistics will increase the impact of your case and establish credibility. “No story without numbers, no numbers without a story.”
Keep your message focused on positive results and mutual benefits. For instance, use local statistics to show how the library successfully educates children, attracts tourists, stimulates businesses, and generates local and regional partnerships – all of which benefit the entire community.
Anticipate Questions and Opposition
Research who opposes your position, why, and what they are saying about the issue. Assume that opponents will also contact decision-makers and their staff. Assume that you will get requests to explain your facts.
Be prepared for questions driven by a different position or perspective on the issue. You and your supporters should identify these potential questions and how you will address them.
Encourage Others to Advocate
Find others in your community to join you in delivering your message. A business owner makes a meaningful case about economic development and community partnerships. A school principal brings additional credibility to your case in the schools. Request action from your supporters but make sure the expectations of your advocates are clear and specific. Provide your library’s key messages, talking points, and contact information for individuals and organizations your supporters should contact, if necessary. Make it easy for people to contribute their time and energy.
Make advocacy part of everyone’s job description, including board members, staff, and volunteers.
Keep in regular communication with your advocates so they feel connected with your cause and ready to act on your behalf.
Establish communication with other organizations and coalitions that are working on related issues or toward compatible goals.
Create an advocacy e-mail list or phone tree, so you can mobilize quickly as issues come up.
Share Your Success Stories
Most libraries keep testimonials from constituents on file for various purposes, and those who have been positively affected by an experience often want to share their stories. These success stories not only serve as positive reinforcement for the libraries who have offered a service, but can also serve as powerful tools in gaining support for causes and promoting your library.
Post these success stories on your website and social media networks. Share them with your elected officials so they can see the impact your library has made in the community.
Ask Your Constituents to Record Their Experiences
Allow those who are compelled to share their stories with you to be active in helping to promote your library and advocate for issues that affect you.
Openly Credit Your Public Funding Sources
Placards in the lobby, credit lines and programs, press releases in newspapers are all tools that take little time to create but make an enormous impact. It is a good practice to publicly recognize officials and other decision-makers for their support — and don’t overlook key support staff.
Act Regularly and Promptly
Don’t wait for someone else to take charge. Make a commitment to do what you are able to do, no matter how small it may seem.
Libraries can designate board members as liaisons to key commissions and agencies. Monitoring such things as the budget development process or the availability of an underutilized funding source is important in preparing you and your library to act immediately and effectively.
Thank your elected officials as often as possible. If you don’t have time to write, make a call. never let them forget you are out there and that their support is not only appreciated, but crucial.
Ask advocates to report back immediately after they’ve made contact with officials. Ask them to report conversations with decision-makers, especially if they indicate a concern or position held by the decision-maker.
Keep Records on All Communications
Report to advocates on the results of their efforts. Keep them positively and actively engaged by showing them that they are making a difference.
- From the Michigan Library Association