This article was emailed to me by no more than seven different people, and shared widely on social media, but I can’t help but feel we’re preaching to the proverbial choir. What was different about Nieman’s article is that she specifically called out how unhelpful it is when people tout the feel-good wistfulness of libraries of old: “If we allow ourselves to indulge in nostalgic middle-class ideas of quiet places and well-stuffed bookshelves, then we have failed to understand them too. In fact, we have endangered them.”³

Nieman argues that portraying libraries in this golden-hued light inadvertently labels them as a non-essential service. When deciding how to spend a shrinking municipal budget, a quiet haven for books palls in comparison to a new police car. Additionally, this representation of libraries of the past is simply not accurate. While books have been a mainstay of libraries since their inception, public libraries have always been institutions where those of lesser means can come and access resources and information. By not specifically highlighting how the work of public libraries impacts disadvantaged populations we’re simultaneously selling ourselves short, reinforcing the idea that libraries are for some and not all, and slowly but surely digging our own grave. Our advocacy must start getting real about who is using our libraries and for what reasons. A public building is intended for public use, and not just the version of the public that people feel comfortable being around. Our facilities, services, programming and materials should be able to be used by even the most marginalized in our societies. Otherwise we’re not doing our job and assisting in its demise.

The Pennsylvania Library Association recognized the need to assist libraries with reframing their advocacy to highlight the essential services that they provide. The PA Forward program leverages public-private partnerships to bring programming to libraries that address five literacies that are necessary to succeed in the 21st century. These literacies include Basic, Financial, Information, Civic & Social, and Health. When libraries demonstrate that their services, programs, and materials fit one of these literacies, their impact and value are demonstrated more clearly. By talking about story time as basic literacy instruction we elevate the work being done to its rightful position. The skills associated with these literacies are necessary for success in today’s world and we provide that support- for free! So, while it may be uncomfortable, I believe it is our duty to crawl into the dark corners of our communities, shine a light on their needs, and adjust our services to serve them. When we tell those stories, its harder to ignore our value. By doing this we’re remembering our whole community, and not just those that wax philosophical about the dusty shelves of their small-town library. There is value in that perspective, but it’s not the whole story.

References
1. The Age, “Libraries are About Democracy, Not Just Books,” by Christie Nieman, published 10/8/18. https://www.theage.com.au/national/victoria/libraries-are-about-democracy-not-just-books-20181009-p508k7.html. Accessed 10/19/18
2. The New York Times, “To Restore Civil Society, Start with the Library,” by Eric Klinenberg, published 9/8/18. https://www.nytimes.com/2018/09/08/opinion/sunday/civil-society-library.html. Accessed 10/19/18
3. Nieman, ibid.

The post Reframe Advocacy to Highlight Library’s Essential Services first appeared on Public Libraries Online.

The zipping and whirling of a 3D printer welcomed U.S. Representative Charlie Crist to the Clearwater (Fla.) Public Library’s Maker Studios in mid-July. The bright blue plastic filament was steadily building the 700th print job submitted by patrons at the Innovation Studio – one of five makerspaces at the Main Library. During Rep. Crist’s visit, the Clearwater Maker Studios showcased some of the ways libraries around the country are adapting to the growing technology, business, and creative needs of their communities through the creation of makerspaces.

The event came about after the Congressman’s interest was piqued at a National Library Week event in Washington, D.C., with the ALA, District of Columbia Public Library and the Congressional Maker Caucus. But there’s no place like home, and it was our pleasure to illustrate how one of our representative’s home libraries is transforming with and for our patrons.

While the 3D printer worked, Rep. Crist learned about its value. Since 2015, when 3D printing debuted as a service, Clearwater library patrons have prototyped inventions, designed toys for gifts, and copied family heirlooms, just to name a few examples. Rep. Crist could see the ingenuity of Clearwater patrons as dozens of printed prototypes were showcased: the result of countless redesigns, re-prints, and brainstorming sessions — many facilitated by library staff during scheduled drop-in hours. The congressman learned how the Innovation Studio works to lower entry costs for eager entrepreneurs of all ages and encourages life-long learning, especially in high-demand science and technology fields, through the 3D printing service and a variety of business and technology classes.

Our tour continued to the Multimedia Studio, which houses professional camera and lighting equipment targeted for quick video productions. The Studio is popular among small business owners looking to produce marketing videos, local authors recording voice-over work, and students looking to sharpen their Adobe Creative Cloud skills. A good sport, Rep. Crist posed in front of the Multimedia Studio’s green screen to take a picture, and keenly followed a live demonstration of how his picture could be instantly placed into a variety of backdrops – he requested one of Clearwater’s famous beach.

The final stop was the Heritage Studio. Upon entering, Rep. Crist was surprised by a tabletop covered in old projectors and delighted by a collection of original Florida Highwaymen paintings. The projectors and paintings hinted at the goals of the Heritage Studio: to interact with, preserve, and share the past. The projectors are part of six specialized digitization stations housed in the Heritage Studio: the print station for scanning photographs, negatives, scrapbooks, and slides; the video station for converting VHS, hi8, miniDV, and VHS-C; the audio station for converting reel-to-reel audio, vinyl records, and audio cassettes; and three projector stations for capturing 16mm, 8mm, and Super 8 film to digital formats. Patrons have been delighted to re-experience precious family moments – from weddings to funerals – often hearing long-gone relatives for the first time. Libraries and historical societies around the country bring specialized tools and professional support to preserve the personal and local histories of their communities. We encouraged the Congressman to bring his own materials for digitization anytime.

As is often the case, Rep. Crist couldn’t stay long. We didn’t get a chance share our Creation Studio, which specializes in arts and crafts for adults, or the Discovery Studio, a space with science, technology, engineering, arts, and mathematics (STEAM) gadgets and toys for children ages 6-12.
But we did make an impression. Our congressman now has a better sense of the value of public investments in public libraries to support local entrepreneurship, life-long learning, and preserve history. As we heard at National Library Legislative Day, advocacy is a year-round activity. The best way for legislators to understand the value of our libraries and library staff is to see us in action! We appreciate Congressman Crist’s interest and support.

The post Congressman Crist Experiences Clearwater Library’s Maker Power first appeared on Public Libraries Online.

The post Being Loved Is Not Enough first appeared on Public Libraries Online.

The handful of people behind that Twitter account are librarians who have created a substantive #LibrariesResist Resource List.[1] The list provides information professionals with tools to help communities that are most affected by recent political changes. It was created by activists who are volunteering their time because they are passionate about these issues. The list can be found at bit.ly/LibrariesResist, it’s creators welcome any help in expanding the guide. Despite being a work in progress, it is impressive in its breadth and depth, including the prefatory “General Information about Activism, Calls to Action, and Understanding the U.S. Government.” To date, the Resource List has logged more than 2,000 direct hits and has been directly linked from multiple sites.[2]

The “Library Programs, Displays, Exhibits” section of the Resource List has a scholarly and somewhat theoretical bent. For additional  ideas for displays and programs, check out Kelly Jensen’s photographic essay on Bookriot.[3] From the most basic of displays to a professional caliber traveling exhibit, this collection represents an enormous spectrum and is sure to inspire you.

LibrariesResist began its public life on social media. It has active Twitter and Facebook accounts that garnered 1,000 followers within the first week and both continue to offer timely content. On February 11, for example, in the context of reports of ICE raids, LibrariesResist Facebook posted the ACLU’s tip sheet in English and Spanish on what to do if ICE agents come to your door.

Image Courtesy of Rebecca McCorkindale

The broader concept of resistance in libraries was covered in a PBS article on February 13. It alludes to a renewed interest in the role of libraries in our time of “alternative facts” and shares significant library resistance news. It leads off with inclusive library graphics by Rebecca McCorkindale, summarizing the moves by the Trump administration that have encouraged librarians to mobilize, and talks about the issues surrounding libraries and the role of #LibrariesResist.[4]

The #LibrariesResist movement allows you to be involved in activism in the way that best suits you. If you are looking to get involved, the following are some practical steps to consider:

1. Become familiar with the #LibrariesResist Resource List so you know what’s readily available.
2. Follow #LibrariesResist on Facebook and/or Twitter.
3. Utilize Rebecca McCorkindale’s graphics to let your community know that you serve everyone.
4. Create a display or program that features diversity and inclusion.
5. Provide fact-checking how-to info on handouts or your website.

References

[1] “#LibrariesResist Resource List,” #LibrariesResist Resource List, accessed February 14, 2017, https://docs.google.com/document/d/1g79sSAlP03rdiVHraeb9PFlhbL_5ZLVFFRYiOqhZs_w/pub.

[2] Matthew Haugen in email interview with the author, February 2017.

[3] Kelly Jensen, “Libraries Resist: A Round-Up of Tolerance, Social Justice, & Resistance in US Libraries,” BOOK RIOT, February 10, 2017, accessed February 14, 2017, http://bookriot.com/2017/02/10/libraries-resist-round-tolerance-social-justice-resistance-us-libraries/.

[4] Elizabeth Flock, “Why these librarians are protesting Trump’s executive orders,” PBS, February 14, 2017, accessed February 14, 2017, http://www.pbs.org/newshour/art/librarians-protesting-trumps-executive-orders/.

The post The #LibrariesResist Movement first appeared on Public Libraries Online.

What we see in New York City repeats itself over and over as city governments across the country have been clamoring for sport franchise bragging rights, subsidies, and public funding of stadiums. Only when local officials understand the value public libraries bring to their communities and view them as investments will we see budgets parallel to their importance.

Why is that? Well, as you know, libraries are not meant to be a revenue stream, although a library will generate some minimal income in the form of late fees, used-book sales, book bags, ear pods, and the like. If local officials do not recognize the human capital that libraries create, they will never see them as an investment but more so as an expense. But what if local and state officials acknowledged that investing in the creation of human capital pays off?

Though the field of library valuation is relatively new, in Worth Their Weight: An Assessment of the Evolving Field of Library Valuation, it is noted that public library researchers have already adopted economic valuation methods to determine a dollar value of a library’s programs and services.^[2] Tools such as The Individual Return on Investment Calculator first appeared online in 2006 and have since been adapted by many libraries to show the return in value for every dollar in taxes spent on libraries. Worth Their Weight also seeks to quantify learning values and cultural benefits^[3]; such quantification would allow local libraries to express human and social capital as data values that refer to citizens’ well-being. Herein lies the crux of our challenge.

How can libraries demonstrate the return on investment tax payers gain in collective human capital or social capital? Let’s talk a bit about investing in human capital. Human capital refers to intangibles—such as the collective knowledge, talents and skills—of an individual or a group of people. Local governments invest in human capital by adequately funding things like education and libraries, which, in turn, results in less crime and poverty through higher literacy rates and a skilled workforce, ultimately increasing community welfare.

Major league sports teams can dangle extra zeros at the end of their annual/seasonal cost/benefit analysis reports, usually with more success than public libraries; how can libraries numerate their value propositions to get a larger piece of their local budgets?

We continue to advocate by using the tools we have right in front of us (and teach others to advocate on our behalf):

• Visit and use the tools at ALA’s Advocacy University
• Read “Showing Library Value to Local Government”
• Use the Libraries Transform campaign to demonstrate value and impact

We continue to help local government solve local problems (and show just how indispensable libraries are):

• Enlist public libraries to help fight homelessness
• Start a seed library
• Support entering the workforce and networking

While sound arguments have been made for the community benefits of local and state sports teams,^[4] it’s no secret that cities and towns across the country continue to lose taxpayer money on sports endeavors.^[5] Using valuation tools, we can (and need to) demonstrate the value libraries provide to the citizens who, in turn, can advocate for our library budgets and let their local officials know just how the library has transformed them. Advancement in library valuation is essential, as well as patrons’ stories that illustrate the library’s social return on investment.

Further Reading

• David Giles, “Branches of Opportunity,” Center for an Urban Future, 2003.
• A. Zimbalist, Sports facilities and economic development. Government Finance Review 29, no. 4 (August 2013): 94+.

References

[1] Jim Dwyer, “Denying New York Libraries the Fuel They Need,” New York Times, April 23, 2015.

[2] Susan Imholz and Jennifer Weil Arns, Worth Their Weight: An Assessment of the Evolving Field of Library Valuation (New York: Americans for Libraries Council, 2007), p. 5.

[3] Ibid.

[4] David Swindell and Mark S Rosentraub, “Who Benefits from the Presence of Professional Sports Teams? The Implications for Public Funding of Stadiums and Arenas.” Public Administration Review 58, no. 1 (1998): 11–20.

[5] Jeffrey Dorfman, “Publicly Financed Sports Stadiums Are A Game That Taxpayers Lose,” Forbes, January 31, 2015.

The post Demonstrating the Library’s ROI first appeared on Public Libraries Online.

Advocacy is an important part of our job, one that we don’t actually do as often as we think we should. While you have daily opportunities to talk about the great work that your library is doing, there is a really powerful opportunity for us to put our voices together on Capitol Hill for National Library Legislative Day (NLLD) on May 2–3, 2016.

There are a host of barriers that many of us think of when we hear the word advocacy; these include: I don’t have time, I don’t know what to say, no one has asked me to, I don’t think I’m supposed to. Happily, we have a handy guide here that will help you break through those excuses (be honest, they are excuses) and take a few minutes to contact your local, state, and national legislators.

If you are not planning on going to Washington, DC, in person, there are ways to let your senators and congresspersons know how vital libraries are in their districts and that you need their support.

• Know your issues. Some major concerns affecting public libraries this year include copyright, LSTA funding reinstatement, broadband access for all, & E-rate funding. ALA’s Washington Office is a great resource for background information and sample messages.
• Contact your representatives remotely. A quick Tweet, phone call, or e-newsletter will take less than five minutes of your time.
• Hold a local event with your legislator’s staffers. Since all politics are local, it’s a great opportunity to get your customers/patrons/fans involved and tell your story.

We hope to see you involved in National Library Legislative Day, whether you’re in DC or active at home!

The post Virtual Library Legislative Day first appeared on Public Libraries Online.

Discussions about flat or declining funding have become the “new normal” in public libraries. As little as a decade ago, senior library professionals spent much of their time concerned with finding new money and increasing funding; in the last few years these efforts have been replaced with ongoing attempts to retain as much funding as the year before. Since the latest recession started, more than half of the public libraries in the United States (approximately 57 percent) have experienced decreased or flat funding.¹ A heightened interest in developing advocacy campaigns has been one response taken by many libraries. Campaign goals may vary somewhat from library to library, but at their root they are most often designed to sway the opinions of those holding the purse strings and convince them that public libraries are a valuable enough part of their community that they should be adequately funded. While the idea of developing and implementing advocacy campaigns is not new to the work of public librarians, the current financial situation suggests it may be time to become more strategic through the use of evidence.

There are few evidence-based studies focusing on the request and approval process for public library budgets, though the work done in other disciplines can help to reframe these studies as well as to strengthen the findings and conclusions. New research is being undertaken that considers a systematic approach to the techniques that are most effective in positively influencing those making decisions about public library funding. Drawing on the evidence from other disciplines, a growing body of work is being developed that looks at the applicability of these approaches in the library context. To date, it has been shown that different strategies and approaches are not only relevant but perhaps even more effective.

Taking Stock

Too often advocacy campaigns are developed as a reaction to the threat of a funding decrease, or indeed, after reduced financial support has been shown by local and state funding bodies.² Faced with a cut, it is common for library supporters to feel threatened so their reactions are frequently characterized by a tone of outrage and protest. In a few instances, the results have softened the blow but large-scale efforts in mobilizing angry patrons rarely result in a full reversal of the decision, and likely make any future negotiations even more tense.

This should come as no surprise since studies in the field of public administration have demonstrated that “case studies [of pressure groups] teach us . . . that the most successful groups are those that know whom to talk to—and when—and are able to communicate in a bureaucratic fashion, with briefs, working papers, and professional consultations, rather than with placards and demonstrations.”³ Certainly this idea corresponds well with familiar definitions of advocacy in public libraries: “Advocacy is planned, deliberate, sustained effort to develop understanding and support incrementally over time.”⁴

Widespread letter-writing campaigns instigated by the library community and directed at elected officials seem to have little effect on final budget decisions, yet these grassroots campaigns are often suggested by library professionals as a preferred method of opening discussions with politicians about public library budgets.⁵ It is so much easier to be indignant than develop positive relationships over time. While it can be very tempting to “rally the troops” in times of threat, previous research has shown patrons as a group are able to exercise almost no influence on the local annual budget process,⁶ and the theory of public choice has shown increased use does not correlate to increased funding.⁷ Tilting at the windmill of increased use during economic recession is a non-starter yet it is our constant fallback position for advocacy. Further, studies have confirmed the role that library board members, and by extension, the director, play in the local political process and resulting budget deliberations has been minimal; generally library trustees have been inactive politically, but increasing activity in the local political process has not correlated to increased funding⁸ without preexisting relationships and connections.

Despite the variables political conditions bring to the current environment, governments in regions with a history of strong funding relative to others have generally continued this trend. Libraries that have received relatively higher levels of funding in the past may continue to enjoy this benefit,⁹ as well those located in areas with higher levels of educational attainment.¹⁰ Both budgetary incrementalism11 and community and country-wide local socioeconomic conditions provide some explanations for these contexts.

Few library advocacy campaigns are measured in terms of results. Greater attention needs to be paid here. Several reports of “successful” campaigns (in essence it was done and the proponents felt good about it) did not result in increased or even stable funding.

Where To From Here?

Ultimately the goal of advocacy efforts should be to develop an environment in which libraries can operate without these threats of funding decreases or spend precious time reacting to cuts. Working over time to create an understanding of the value of public libraries should help those making funding decisions promote public libraries in a favorable light when engaged in budget discussions, and agree that adequate funding should be given. Studies relevant to this question touch on a variety of topics, and include budget theory, decision-making, networking, and, most importantly, influence.

Through examining the budget setting process in local and state governments, it is apparent that senior bureaucrats, elected officials and interest groups can all be engaged in budget requests.¹² Librarians and trustees must build positive relationships with those setting funding levels, but recognize that administrative staff, budget committee members, and elected officials remain the most prominent players in the process, and therefore, the most influential in funding and budget decisions.¹³ It is important for library stakeholders to put themselves in the shoes of those decision makers. From this perspective, advocates need to first understand that internal decision-making processes tend to be more important than external pressure. Consider these facts:

• Previous knowledge and experience completes the picture for a decision maker. Knowledge needs to be built through positive experiences.
• Often a decision maker has no experience or context.
• Credibility is also a key factor in the decision-making process.¹⁴

Examples of strong perceptions of librarians’ credibility in the advocacy process should be considered. The development of strong relationships with local politicians and agreement with state library counterparts can increase credibility¹⁵ and those decision makers with contemporary, positive relationships with librarians are able to rely on more accurate images and perceptions to inform their decisions.

The presence of an existing relationship between library stakeholders and decision makers strengthens the chances that information critical to understanding the case for supporting libraries can be effectively conveyed.¹⁶ The deep bodies of literature in the fields of public administration and social psychology can help to further understanding of networking and the specific role that interpersonal influence can play in decision-making. The importance has been shown repeatedly of senior administrators, in both governmental agencies and their related counterparts, working strategically to exploit internal and external networks to achieve positive outcomes.¹⁷

The Six Principles of Influence and the Emergence of a Set of Best Practices

It may useful in considering the previously presented evidence to apply the framework of influence developed by Robert Cialdini.18 This framework is suitable for examining decision making in libraries because it allows to look at upward influence, i.e., when making requests to those in power. Here are brief descriptions of Cialdini’s six tactics.

1. Authority can refer both to legitimate authority, that is, when an agent (advocate) has hierarchical or organizational power over a target (decision maker); or authority of expertise. When making an appeal, those who are perceived to have genuine knowledge, or the reputation as having genuine knowledge, may be able to make more persuasive arguments. Authority is also conveyed through dress, manner, perceived professionalism, and crossover expertise such as the police chief advocating for libraries and literacy to reduce crime.
2. Consistency and commitment relate to a target’s need to carry through on either previous statements/promises, or actions that appear consistent with their values, statements, public beliefs, and so forth. An example of a public belief may be a party-wide campaign promise on which individual cabinet members and representatives act. A target’s strongly held value for public services and literacy will make libraries an easier consideration than an overriding value of reduced government and self-sufficiency.
3. Liking reflects both the popular definition of the term—a mutual affinity between the target and agent—but may also encompass aspects of the mere exposure theory. In other words, a target may be more likely to feel positively toward an agent upon multiple introductions and interactions. The mere exposure theory further supports the notion that one may find an object or person more attractive as they become more familiar it. Both of these attributes can have a positive effect on influencing the target. The importance of networking and even just “showing up” cannot be overstated. Not only must the target like you, or at least recognize you, he or she must believe that you like them. An annual “leg-day” just doesn’t cut it as sufficient activity.
4. Reciprocity reflects exchange theory and supports the notion that targets are more willing to comply with requests if the agent has had a prior exchange with the target. This can include examples such as favours, gifts, advice giving, and so forth. Surprisingly, Cialdini asserts that an agent may be more successful in influencing a target even if the favour was received by the agent, rather than given by him or her. Serving city hall, its senior staff, and elected council members, as one market or constituency, can pay dividends.
5. Scarcity refers to the possible lack of availability of an object or service. An everyday example could include the retail sales pitch cliché of “Buy now! They won’t last at this price!” In the context of libraries, services that may be seen as valuable and hard to obtain are seen to be scarce, and therefore, may be “sold” to funders on that basis. Stressing “free” hinders scarcity, and the information marketplace is very crowded. Scarcity might be better served by repositioning (as in transformation, learning and/or community development) and stressing the scarcity of the expertise of the professional librarian, as long as it is indeed unique and scarce.
6. Social proof is the reflection of a decision maker to act in accordance with peers or otherwise accordingly in situations where one option is clearly more socially acceptable than others. Studies do demonstrate that just as library directors have associations and conferences, so too do city managers, mayors, and council members. Interesting, preliminary studies suggest that while directors compare per capita support, city managers compare percentages of municipal budgets, and the differences from one municipality to another are less striking.

Over the past few years, an examination of these principles of influence within the context of Canadian public libraries has taken place. Those results reveal three primary ways of exerting influence were through:

1. a direct or peripheral relationship with the decision maker or those in his or her professional and personal networks;
2. the directing of their attention to a specific matter by a superior; or
3. their own desire to “champion the cause.”

Detailed analyses showed building positive relationships, or what Cialdini calls “liking,” might be the most important way we can help decision makers understand the value of public libraries.19

With the addition of these latest findings, two salient patterns are beginning to emerge. The first is grounded in the notion that circumstances significant for each library and their related advocacy needs are inherently local. The process and people that should be strategically targeted vary from one campaign to another. The individual nature of each situation establishes the base for the second emergent theme, which is that the development of personal relationships with decision makers on an individual basis is key to forwarding messages about library services effectively.

Conclusion

Over the past several decades, a handful of studies have demonstrated the effectiveness of specific advocacy techniques employed in a variety of settings. While the number of studies is small, the growing body of evidence in this area can help to inform the strategies boards and senior library staff members devise in order to stimulate support and increased funding for library services. Networks, reputation and influence—and their related techniques—are proven to affect the success of an organization; the intersection of these has implications for how we libraries are managed.

The implication from this review is that a one-size-fits-all approach cannot be effective—every funding situation is ruled by individual players in the community. Over time, personal relationships between both decision makers and other supportive audiences must be developed with library directors, trustees, and other interested stakeholders. It is only in the presence of strong relationships that effective messages can begin to have an impact. There is a need for research comparing advocacy efforts and activities to intended outcomes, and those strategies that had greatest effect.

The most recent studies on advocacy have shown that when decision makers considered funding for public libraries, they use three distinct lenses:

1. the consistency lens (what are my values?);
2. the authority lens (is someone in power telling me to do this?); and, most importantly,
3. the liking lens (how much do I like and know about libraries and the requester?).

We might start to consider less simplistic approaches to advocacy efforts than previously thought. The emphasis on effective communication and strategic relationship building may need to be strengthened. As the environment in which public libraries operate continues to evolve, the ability to create meaningful connections with individuals in many communities and across all levels of government may need to be emphasized. As Cialdini himself declared when discussing the most effective tactics for influence, “the relationship is the message.”20

References

1. Ray Lyons, “Rainy Day Statistics: U.S. Public Libraries and the Great Recession,” Public Library Quarterly 32, no. 2 (Spring 2013): 97-118.
2. Cheryl Stenström, “Factors Influencing Funding Decisions by Elected Politicians at the State/Provincial Level: A Case Study of Public Libraries in Canada” (PhD dissertation, Queensland University of Technology, Brisbane, Australia, 2012), accessed July 6, 2015, from Trove: Australian Dissertations and Theses.
3. Paul Pross, Group Politics and Public Policy (Toronto: Oxford Univ. Pr., 1992): 15.
4. Ken Haycock, “Advocacy and Influence,” Ken Haycock and Associates: Training and Development, Apr. 26, 2011, accessed Aug. 3, 2015.
5. Stenström, “Factors Influencing Funding Decisions by Elected Politicians at the State/Provincial Level.”
6. Leigh Estabrook and Brian Lanker, A Survey of Public Libraries and Local Government (Urbana-Champaign, IL: Library Research Center, Graduate School of Library and Information Science, Univ. of Illinois, 1995).
7. Bryce Allen, “Public Opinion and the Funding of Public Libraries,” Library Trends 51, no. 3 (Winter 2003): 414-23.
8. Jane Robbins-Carter, “Political Science: Utility for Research in Librarianship,” Library Trends 32, no. 4 (Spring 1984): 425-39.
9. Andreas Varheim, Sven Steinmo, and Eisaku Ide, “Do Libraries Matter? Public Libraries and the Creation of Social Capital,” Journal of Documentation 64, no. 6 (Winter 2008): 877-92.
10. Virgil Blake, “Joining City Hall: The Role of the Public Library Director in Obtaining Local Support for the Public Library” (PhD dissertation,
    Rutgers University, New Brunswick, NJ, 1988), retrieved from ProQuest Digital Dissertations & Theses.
11. Cal Clark, Janet Clark, and Karen Stanford, “The Boom-Bust Cycle in Wyoming County Spending: Implications for Budget Theories,” International Journal of Public Administration 17, no. 5 (May 1994): 881-910.
12. Jay Ryu et al., “Effects of Administrator’s Aspirations, Political Principals’ Priorities, and Interest Groups’ Influence on State Agency Budget Requests,” Public Budgeting & Finance 27, no. 2 (Summer 2007): 22-49.
13. Estabrook and Lanker, A Survey of Public Libraries and Local Government; Susan McCargar, “The University Library Director in Budgetary Decision Making: A Study of Power, Influence, and Governance” (PhD dissertation, the University of Michigan, Ann Arbor, 1984), retrieved from ProQuest Dissertations and Theses; David Gillespie, “A Survey of Business Managers and Library Directors to Identify the Variables Affecting the Final Decision on Library Budgets in Institutions Awarding at Least the Baccalaureate, But Less Than the Doctorate Degree” (PhD dissertation, Florida State University, Tallahassee, 1980), retrieved from ProQuest Dissertations & Theses.
14. Amos Tversky and Daniel Kahneman, “Judgment Under Uncertainty: Heuristics and Biases,” in Judgment Under Uncertainty: Heuristics and Biases, edited by Daniel Kahneman, Paul Slovic, and Amos Tversky (Cambridge, UK: Cambridge Univ. Pr., 1982): 3-20.
15. Charles McClure, Sari Feldman, and Joe Ryan, “Politics and Advocacy: The Role of Networking in Selling the Library to Your Community,” Public Library Quarterly 25, no. 1 (Winter/Spring 2007): 137-54; Robert Ward, “State Library and Local Public Library Relationships: A
    Case Study of Legislative Conflict Within South Carolina From the Principle/Agent Perspective,” Public Library Quarterly 23, no. 1 (Winter 2004): 43-60.
16. David Shavit, Federal Aid and State Library Agencies: Federal Policy Implementation (Contributions in Librarianship and Information Science)
    (Westport, CT: Greenwood Pr., 1985); Estabrook and Lanker, A Survey of Public Libraries and Local Government; Ward, “State Library and Local Public Library Relationships”; Stephanie Rollins, “Alabama Virtual Library Lobbyists’ and State Legislators’ Perceptions of Effective State Lobbying” (DPA dissertation, University of Alabama, Tuscaloosa, 2005), retrieved from ProQuest Digital Dissertations & Theses; McClure, Feldman, and Ryan, “Politics and Advocacy”; Cheryl Stenström and Ken Haycock, “Influence and Increased Funding in Canadian Public Libraries,” Library Quarterly 84, no. 1 (Jan. 2014).
17. Alisa Hicklin, Laurence O’Toole, and Kenneth Meier, “Serpents in the Sand: Managerial Networking and Nonlinear Influences on Organizational Performance,” Journal of Public Administration Research and Theory 18, no. 3 (Mar. 2008): 253-73; Kenneth Meier and Laurence O’Toole, ”Managerial Strategies and Behavior in Networks: A Model With Evidence From U.S. Public Education,” Journal of Public Administration Research and Theory 11, no. 3 (Mar. 2001): 271-93; Laurence O’Toole and Kenneth Meier, “Public Management in Intergovernmental Networks: Matching Structural Networks and Managerial Networking,” Journal of Public Administration Research and Theory 14(4) (Apr. 2004): 469-94.
18. Robert Cialdini, Influence: Science and Practice, fifth ed. (Boston: Allyn & Bacon, 2009).
19. Stenström and Haycock, “Influence and Increased Funding in Canadian Public Libraries”; Stenstrom, C., Roberts, K. and Haycock, K. “The Role of Influence in City and Public Library Partnerships: An Exploratory Study,” Library Management 35, no. 3 (Spring 2014).
20. Robert Cialdini, “The Language of Persuasion,” Harvard Management Update 9, no. 9 (Sept. 2004): 10-11.

Further Information

This short video, featuring Ken Haycock, gives practical advice on the topic.

The post Public Library Advocacy: An Evidence-Based Perspective on Sustainable Funding first appeared on Public Libraries Online.

“The Political Librarian” is slated to be EveryLibrary’s venue and platform for the advocacy work they do.  Their motto is “Any library initiative anywhere matters to every library everywhere.”  EveryLibrary trains, coaches, and consults library stakeholders and supporters to increase civic awareness to win campaigns and funding at the local level for libraries.They offer campaign advising, training, keynote speakers, and Rapid Response funding to help libraries in crisis gain grassroots community support. EveryLibrary is a donor-supported, nonprofit Political Action Committee that focuses on local library ballot initiatives. “The Political Librarian” launch date will mark EveryLibrary’s third anniversary as a national political action committee dedicated to libraries.

The post EveryLibrary to Launch “The Political Librarian” first appeared on Public Libraries Online.

BPL turned to Tableau, a software company that offers a family of interactive data visualization products focused on business intelligence.  According to Manager of Strategic Initiatives Diana Plunkett, the hardest part of getting started was finding where the data would come from.  “We started with our simplest metrics, the ones that were easiest for us to capture. Our data around circulation is pretty clearly defined and pretty clearly understood, so that’s where we started,” said Plunkett.

Although much of the data BPL tracks is common (door count, program attendance, circulation, etc.), the data visualization reports help staff members make sense of the data. I took a look at some of the sample charts that BPL created through Tableau and am impressed with the results.  It’s one thing to look at door count numbers by hour, but to see those numbers in an attractive graph makes a much bigger impact:  http://public.tableausoftware.com/profile/bpl.it#!/vizhome/ShopperTrakv4/DoorCountbyHour

Not only does the visualization make the data more accessible, BPL makes the data available to everyone who works at the library.  I believe this is the single greatest benefit of Tableau’s capabilities and the way BPL is using it.  Giving all staff access to the data creates transparency across the organization since everyone can see the factors that are part of making decisions, and all staff members feel like they can lend a hand in making those decisions.  When data lives only within the IT Department and the Executive Committee, libraries miss out on the input of those on the front lines.

“A lot of the data we are displaying in these visualizations is data that was captured before, but there wasn’t an easy mechanism for everyone in the organization to see the result of that captured data all in one place,” Plunkett said.  “We find that people are more effective in their reporting because they can see the results. It’s not just being reported and it goes into a black hole somewhere. The visualizations make it so that people who aren’t used to diving in and mucking with the data can easily take a look at what’s going on, and understand what actions they can take as a result of it.”

Now that BPL has curated a set of data in Tableau and staff members are on board with the resource, the organization is looking to pull from local data sources as well as its own data warehouse for more ad-hoc analysis.  Plunkett believes the ad-hoc aspect will encourage more staff members to share their own ideas for data analysis and create more collective brain power.  BPL also plans to share some of the data with patrons as a way to increase awareness of the library’s services.  The appealing visual narratives might also be useful in proving the library’s importance to politicians and other stakeholders.

Sources:

http://diginomica.com/2015/02/18/how-the-brooklyn-public-library-data-visualization-a-better-library-with-tableau/

http://www.tableau.com/learn/stories/brooklyn-public-library-saves-time-money-and-headcount-tableau

http://www.ala.org/acrl/publications/keeping_up_with/big_data

The post Data Visualization for Public Libraries first appeared on Public Libraries Online.

Go to the Capitol and encourage our representatives to Vote for Libraries! NLLD is an event that covers two days and is dedicated to national library advocacy. Library supporters canvass the House and Senate in Washington, D.C. to share the positive impact of libraries in our communities. They also raise awareness on current issues and make connections with senators and representatives from around the country.

Everyone who attends NLLD will learn advocacy tips and training. Attendees also have the opportunity to attend briefings on national library issues. Registration for National Library Day ends on Friday, April 24.

If you can’t attend in person, remote attendance options also exist. Share your support for libraries by phone calls, text, email, and social media. You can find more information about ALA’s Legislative initiatives and how to participate virtually in National Library Legislative Day on ALA’s Legislative Action Center. The site also includes tips on how to communicate with your legislators.

Currently, the most pressing national library issues include funding for the Library Services and Technology Act, continued funding for the school library initiative Innovative Approaches to Literacy, and reauthorization of the Elementary and Secondary Education Act. Library Services and Technology Act funds are distributed to states through the Institute of Museum and Library Services. The funding is used for collection building, creative and innovative programs, and to promote communicate engagement. The Elementary and Secondary Education Act reinforces the importance of school librarians to students and their education. Innovative Approaches to Literacy program has been the primary source for federal funding of school libraries.

Library advocacy is growing more important each year. Funding is never guaranteed. Make sure your legislators know how important libraries are to you and your community. Lend your voice virtually or in person on NLLD.

References

National Library Legislative Day

The post Vote for Libraries! Register Now for National Library Legislative Day first appeared on Public Libraries Online.

Like many of you, I did not come into this profession intentionally. My first job was in high school as a page at my local library with the goal of earning a little extra money to go on an exchange trip to Germany. During my college years, after stints at the circulation desk and then tech services, my library job was transformed into the “accidental technology manager” with facilities manager added shortly thereafter. A few years later I was recruited to an assistant director position and then ultimately
became a library director eight years ago.

I attribute several factors to the long-term enjoyment of my library career. First and foremost was having a great boss and mentor. Soon after I started, my supervisor, Christine Lind Hage, recognized that I brought skills that could be applied to a variety of other projects in the library. When I had an idea for implementing an innovation I had read about in the private sector, not only did she support and encourage me, I found that I had been lined up as a speaker on the national stage. Although I had completed a master’s degree in business administration, she was the one who wisely suggested that I go back to school for a library science degree if I wanted to have a job like hers someday.

Second, and closely related to benefiting from a great mentor, has been becoming a mentor myself. Although I always question who gets more out of the relationship, it has become a privilege to meet enthusiastic, talented up-and-coming professionals. This has happened through casual communications with people I have met over the years, through ALA’s Emerging Leaders program, and with employees in my library who are doing great things and can benefit from the extra encouragement that I received along the way.

The third thing that keeps me excited about libraries is the constant change. From technological innovations, automation of the catalog and materials handling, self-service, content creation, and the transition of libraries to learning spaces, it all keeps life challenging and interesting. I can’t imagine how boring life would be without the exciting innovations and changes that are an inherent part of working in today’s library world. These changes have allowed us to deliver services more efficiently, in more formats, and in ways that were never imagined thirty years ago.

Fourth are all of the amazing people I have come to meet over the years. Not only does this include my staff, Library Board, and Friends’ group, it is the many colleagues I have come to know in local, state, and national level professional organizations. Together we laugh, cry, collaborate, and help to figure out and shape the future of public library service. Needless to say, the amount of talent, creativity, and willingness to share in our profession is amazing.

The final factor that keeps me enthused about our profession is advocacy. The issues are often complex and far reaching, but the galvanizing effect of some of the funding
challenges, in particular, have brought out the best in our grassroots efforts and made the statement that libraries are worth fighting for and here for the long haul.

So enough about me; what about you? Would you wear an “Ask me why I love my job!” button?

The post Ask Me Why I Love My Job first appeared on Public Libraries Online.

January is resolution time. Everywhere you turn you’ll find tips and tricks for making — and keeping –resolutions to make you your best self ever. The New Year gives us an opportunity to make changes, firm up resolve, try new things, and generally set off into the future on the right foot.

But while you’re pondering “Diets that Really Work” and “10 Great Ideas for Organizing Your Home,” why not look at ways you can resolve to make this year the best ever for your library? The New Year is a perfect time to look at what you’re doing, what you want to be doing, and how you can get there. It is a great opportunity to try new things and to reconsider the way you, and your community, view your library.

We’ve developed the following twelve “resolutions” to help you start thinking about your library in new ways. Our goal is to create more community-centered libraries and librarians, and the focus in the resolutions below is on how you can continue turning your library into a vital and involved community institution.

We’ve organized these resolutions so that they start with a reorientation of the way we approach our jobs; move on to specific ways to do our jobs, and then end with advocacy and attitude. They all take work, and some take a radical rethinking of how we see ourselves and our institutions, and how we prioritize our day-to-day jobs. In some cases, adopting a resolution in order to make your library thrive as a community-centered institution will mean reconsidering job duties, reorganizing your structure, or reevaluating your mission. In other cases, adopting a resolution will mean getting out of your library and into your community in new ways. Often, it will mean venturing out of your comfort zone, challenging your employees, or pushing your local politicians.

All of this is hard work, and we know that some libraries are already struggling with budget cuts and staff shortages, among many other challenges. If your library is stretched thin, get creative in how you approach these resolutions. You may need to reconsider what you’re doing and let go of what is obsolete or doesn’t serve your community anymore. That way, you can make room for what is relevant and truly beneficial to the people you serve. Remember, just like all the diet and fitness advice we see this time of year, there is no one-size-fits-all approach for libraries. Give yourself permission to only do what works for your community.

So, let’s start this New Year with energy and vision! A great way to begin is to check out these suggestions for moving your library forward one month (or step) at a time.

1. You’re not in it for the information. Libraries will always be about information, but we need to start prioritizing the fact that we’re also in the community building business. Feed kids, collaborate with local organizations, help people find jobs, consider how you can affect the social climate of your community. Yes, we offer books and computers but we offer a heck of a lot more, and our worth will increasingly be in what we can offer our communities to help them grow and thrive.
2. Worry less about trends and more about your community. In our struggle to make libraries’ relevance evident to all, we need to be sure that we are not hopping on (and off) ever bandwagon that shows up in library journals and conferences. Not every library needs a makerspace or an e-reader lending program. But every community does need thoughtful librarians who take the time to assess their community and discover creative ways to serve their patrons. It’s good to be aware of current trends in libraries so you can imagine the possibilities, but just because something is getting a lot of buzz doesn’t mean it’s the right fit for the unique collection of people who make up your community.
3. Stick the surveys in a drawer and get out into the community. Surveys are one tool for gathering feedback, and when used judiciously they can be helpful. But if we depend solely on surveys to paint an accurate picture, we will end up with a narrow and shallow view of our communities. Surveys also limit the potential responses you can solicit and do little to encourage creative thinking. A better option is to combine your survey results with robust involvement in the community. Join organizations, serve on committees, and talk to people whenever possible. Librarians who are embedded in the work and concerns of a community have a much better view of their patrons’ lives, needs, and interests than those looking at statistics collected from a survey.
4. Hire for vision and fit, not skills. In our experience, it is much more important to find library staff members who believe in the mission and vision of the library, and who can adapt easily into the culture of public programming and outreach, than it is to find someone who perfectly matches the technical skill set you want. New hires can always be trained to do library tasks. So in interviews, look for the softer skills like ability to think creatively and critically, willingness to work flexible schedules in order to accommodate outreach, and a true belief in the philosophy of libraries as community engagement institutions. These qualities, not just a technical understanding of libraries, are the most important when it comes to creating community-centered institutions.
5. Make programming a job requirement. To create a truly community-centered library, you need to provide opportunities for people to connect, explore, and learn together. Assigning this job to one person won’t work. It takes a team to offer the variety and volume of events that should happen in a library, especially if that library wants to be a true hub of the city or town. Some libraries have dedicated programming librarians, and we are huge supporters of having someone in that role to plan the majority of events and coordinate other staff members involved in programming. Still, we feel that it is essential that every librarian hired for the library’s full-time staff be eager and willing to participate in these activities. Perhaps your reference librarian would like to offer some technology classes, or your head of circulation would love to share his or her gardening knowledge. Time off the desk to do different things is good for your staff and benefits patrons too. With a greater number of programmers, programs can happen at a wide variety of times, and cover a broader selection of topics. Both of these things add up to reaching more community members.
6. Use what you have…and find what you don’t. Limited funding, space issues, constantly changing technologies…so what? You have what you need: staff, patrons, and community. Among them are grant writers, creative minds, and specialized skills for sharing. All you need to do is ask, make a plan, and get to work. In other words, stop getting hung up on those things that are a struggle for all libraries, and do something!
7. Learn a new skill. Just because you don’t know how to do something now, doesn’t mean you can’t learn. Sign up for an introductory class, attend a workshop (and we don’t mean at a library conference or library consortium!), or develop a new hobby. Learn to do something that will help make your library the best it can be. For example (directors, we’re talking to you), allow your staff members the time to do things like take graphic design classes to improve library publicity; get certified in yoga instruction so that they can teach classes to kids at the library; or attend weekend classes to learn things like silk screening or quilting, so that they can offer library programs on those topics. Why outsource web design and PR, or hire presenters multiple times, when you can train staff members once and get these jobs done in-house? In addition, staff members will stick around longer because with the variety of skills they get to explore at work, they will never get bored with their jobs! This is a move that is good for your community and also generates enthusiasm in your staff.
8. Remember the magic. Remember watching Sesame Street and learning about community helpers? Looking at libraries through the eyes of a child can help bring you back to basics in terms of both what we do (introduce people–including kids–to books and the world) and why it is so important (is there a more magical time than story hour?). It is so easy to get overwhelmed with the day-to-day operations of a library not to mention the budgetary and political pressures often involved in our work. Why not organize a “community helper” day in your library for kids and their parents. Invite teacher, firefighters, postal workers, bakers — anyone who contributes to your community. Encourage them to talk about not just what they do, but how what they do contributes to the community…and join in. It will be a great way to remind yourself of the good work you’re doing, share that enthusiasm with other “community helpers,” and reconnect with the essence of library services.
9. Be political. One of libraries’ greatest strengths is that they are non-partisan. However, they can’t afford to be apolitical. Librarians need to be involved in local politics, not to negate their role as equitable institutions, but to join in the critical conversations of their communities. Develop relationships with politicians and don’t be afraid to let them know how their actions affect the people you serve. When a sticky community issue presents itself, offer the library as a partner to help tackle it. In addition to serving your community in a valuable way, if you are seen as a problem solver, you will be much less vulnerable when it comes to budget cuts and will have more leverage if you need community support for a capital project. Be proactive now so that the groundwork is in place when you need it.
10. Claim your seat. Once you get political, make sure that you are advocating for libraries all the time. And when you have a spot at the table, don’t waste the opportunity. Always make sure you have something to say, and be willing to say it! Get yourself on agendas — at city council meetings, one-on-one meetings with the mayor, business council or Chamber of Commerce meetings, and social organizations. Give updates about the library, even if no one asks for them. Show up prepared, highlight what you do for the community, and don’t be afraid to ask for support.
11. Send library advocates out into the world. It can be a great morale booster to hear someone from outside the library rave about how wonderful libraries are. But every time one of these speakers presents the keynote at a conference, we can’t help but think it would be more valuable to libraries to send these super fans to talk to stakeholders, funders, and others who aren’t librarians. Librarians already love libraries. Let’s send our supporters out into the world to spread the gospel of libraries far and wide.
12. Don’t be content with just patting yourself on the back. Libraries are great. Your library is doing wonderful things for your patrons and your community and you are changing lives. But don’t be satisfied with where you are today. Resting on our laurels won’t get us anywhere. We must continue to grow with and for our communities. Challenge yourself to go farther, do more, and do it better. Be willing to be critical of the way things are. We’re not talking about being negative and nitpicking, but rather about honestly assessing the ways libraries can improve. Be attentive when you receive constructive criticism from patrons and stakeholders. In face, seek out those who can tell you the truth about what the library could be doing better. Community-centered libraries must be forward thinking. Enjoy today’s success, but always ask yourself “What’s next?”

The post New Year, New Library! first appeared on Public Libraries Online.

A Change.org petition made the rounds on the Internet to make Commissioner Barbara J. Jordan aware of the number of supporters for keeping the libraries open. At one point in 2013 it appeared that 22 of the branches out of 49 would be closed. 169 library employees were also to lose their jobs under Mayor Carlos Gimenez’ proposed budget. At this time grass root efforts really kicked in and large protests arose. Unfortunately, even though the libraries were not shuttered at that point, the budget issues reappeared in 2014.

Undaunted and refusing to give up, the advocacy efforts to save Miami-Dade Public Libraries continued into 2014. President of the Friends of the Miami-Dade Public Library John Quick wrote an editorial in the Huffington Post as the situation gained national attention. Yale Professor Carlos Eire wrote a letter to the Miami Herald entitled Libraries Save Lives. In this letter, Eire states that one of the branches of the system was a refuge for him in the 1960s. Like many of us who loved libraries as kids, he still remembers details of the building vividly. Almost every effort improves when prominent people step forward to vouch for it and this editorial ultimately persuaded Mayor Gimenez and other County officials to rethink the library budget situation.

For now, the advocacy efforts for Miami-Dade Public Library have had a successful conclusion. The library is more important than ever in this community, as witnessed by this recent article wich shows that many kids need the library for homework since they lack Internet access at home. Many readers of this blog are already drinking the library Kool-Aid, but it is still important to bear in mind that not everyone gets why libraries matter. Utilizing advocacy efforts to your advantage can save your library, but ultimately it is more important to be on the offensive showing your community the importance of your institution at all times. Major brands such as Nike, Coca-Cola, and Taco Bell know this and never stop repeating their consumer message. Now is the time to create your own catchy library jingle.

The post Miami-Dade Public Library Advocacy Efforts Succeed – Will Yours? first appeared on Public Libraries Online.

Back in January, I had the honor of accepting the 2014 Opening Minds Innovation Award for Every Child Ready to Read @ your library, 2^nd edition (ECRR2) on behalf of ALSC, PLA, and children’s librarians everywhere.

Sure, it was fun to dress up (which I never do, trust me), deliver an impromptu speech, and hold a super-fancy crystal statuette while a bunch of people snapped my picture. But that stuff wasn’t what made the event so exciting.

Standing on that stage, I knew the night was more than a moment for ECRR2 to shine. As a passionate professional committed to improving outcomes for young children and families, I looked into the smiling faces of new colleagues—early childhood educators, caregivers, program administrators, business owners, and fundraisers—as they cheered for public libraries and welcomed them warmly as partners into the early education conversation.

So how’d we get to this pinnacle of awesomeness? One word—advocacy.

Opening Minds USA didn’t just call up ALSC and PLA one day and say, “Hey, we think you’re doing some great work for young children and families. Mind if we give you an award for it?” We had to let them know what children’s librarians have been up to for the past 10 years and why we thought ECRR2 deserved recognition as a game-changer in the field of early childhood education.

Through collaboration with the ALSC and PLA offices as well as members of the ECRR Oversight Committee, I took the lead in prepping the Innovation Awards application, which required thoughtful answers to three prompts:

• How does the innovation meet a need?
• Please supply evidence it works.
• Tell us about the unique value of your innovation.

What we ended up writing for the third point—the unique value of ECRR2—became my elevator speech during the Innovation Awards Showcase, a two-day opportunity for finalists to talk up their innovations to Opening Minds Conference attendees. (Fellow children’s librarian Cen Campbell was also there promoting Little eLit, which was also named a 2014 Innovation Awards finalist. Yay!)

Sharing my knowledge and expertise with such a receptive audience was exhilarating, especially when I heard responses like, “I love my local public library!” and “Wow! I didn’t know public libraries did all that!” I couldn’t have been prouder to talk about the everyday difference children’s librarians make in the lives of young children and their families, and it paid off in all the ways that matter.

Conference attendees did more than cast their votes for ECRR2 to win the 2014 Opening Minds Innovation Award. They recognized the power of public libraries to inspire and transform young lives.

That, my friends, is advocacy at its zenith.

Now don’t go thinking you have to get all gussied up and accept a big award to be an advocate for libraries. Your best bet? Find new audiences outside the library world and talk to them about the unique value of what you do. Go ahead and bring your passion, but balance your equation with the where, when, why, who, and how of your work.

Great advocacy has to go beyond the warm fuzzies. When you appeal to people’s heads as well as their hearts, you’ll really get ‘em where it counts.

*******

More information: http://www.chicagometroaeyc.org/EveryChildReady

The post ECRR2 + Advocacy = Big Win! first appeared on Public Libraries Online.