Services

THE PROCESS

Libraries are getting better about making sure that they have strategic plans to guide them but, unfortunately, library support organizations (Friends & foundations) rarely have their own plans. It’s time to think about development planning!

Development planning is essentially the process of creating a strategic plan, but the focus is on articulating how your foundation or Friends can be most effective at providing support to your library.

A development planning process usually includes the following steps:

• Interviews with key stakeholders to assess your support organization’s current activities and capacity for growth;
• A facilitated planning retreat;
• Drafting a three-year development plan.

The process itself engages board members in creating a shared vision for how they can be more effective and links their organization’s activities directly to the library’s own strategic goals.

THE PLAYERS

The players who engage in development planning can include the Board of the fundraising organization, the Library Director (possibly key management staff), library Trustees, and members of other support organizations.

THE TIMELINE

Development planning usually takes 2-3 months depending on the availability of participants.

THE OUTCOME

At the conclusion of the development planning process, the Friends or foundation will have a plan that articulates their most effective structure (board size and composition, committee structure, up-to-date by-laws, etc.).  The plan focuses on activities (advocacy, annual campaign, planned giving, special events, corporate sponsorship, and more) and establishes goals, strategies, and responsibilities.

Having a development plan in place is the difference between having a well-intentioned fundraising organization and one that really delivers valuable support to your library.

THE PROCESS

Library Strategies conducts valuable feasibility studies to help libraries determine the potential level of private funding that can be attracted to support a capital building project. Because of our deep knowledge of libraries and the role they play in their communities, we are able to anticipate and address the tough questions that inevitably arise during capital campaigns. Questions such as:

• With everyone using the Internet, why should we build or renovate libraries?
• I already pay taxes for public services. Why should I contribute to a capital campaign?
• I haven’t been in a library in years. Are they still relevant in our communities?

Our approach to feasibility studies includes presenting the library vision to 20-30 potential major donors and community leaders in individual, face-to-face interviews. We develop a graphically designed presentation of the project, along with its budget and anticipated funding sources. During the interview, we will ask potential donors to share their opinions of the proposed project, library leadership, and their potential participation in a future campaign.            

THE PLAYERS

Library Strategies works closely with the Feasibility Study Steering Committee to help articulate the vision, confirm the desired goal, identify potential major donors, and assist with inviting those donors to participate in the study. We have found that when people are asked by their fellow community members, they are more likely – even enthusiastic – to participate in an interview.

THE TIMELINE

Feasibility studies generally take three to four months to complete, with the most time required for scheduling interviews.

THE OUTCOMES

After compiling the results of the interviews, Library Strategies consultants develop a report of the findings and include recommendations for campaign success. We will make recommendations regarding:

• An achievable campaign goal
• Ideal campaign leadership
• Challenges to address prior to launching
• Features of the project that resonate with donors
• Ideal timing and positioning of the project

The final report will also include a framework for the potential campaign, including a timeline and identification of next steps.  

THE PROCESS

Conducting successful capital campaigns requires careful planning, strong leadership, and consistent follow-through. Library Strategies provides guidance to libraries throughout the entire campaign process, from initial planning to final celebration.

Capital campaigns involve two phases: The Quiet Phase and the Public Phase. The Quiet Phase, involves individual solicitation of major donors by campaign volunteers. This is a critical part of any campaign, as up to 80-90% of the campaign goal is secured in the Quiet Phase. The Public Phase occurs when the campaign is announced and solicitation of the general public begins with events, direct mail, social media, and other broad-based channels.

Campaign counsel in the Quiet Phase includes the following activities:

• Develop campaign plan, timeline, and budget
• Recruit Campaign Chair(s) and Campaign Committee members
• Write and design the Case Statement and all campaign collateral
• Determine campaign management and communication plan
• Clarify roles and responsibilities/hire campaign staff if necessary
• With Campaign Committee, identify and qualify donor prospects
• Develop cultivation and solicitation strategies
• Provide solicitation training and assist with solicitations if necessary
• Manage all communication and meetings of Campaign Committee
• Provide guidance throughout the campaign to address issues and ensure progress

Campaign counsel in the Public Phase includes the following activities:

• Provide content and design of marketing and solicitation activities
• Assist with event planning
• Develop social media content and design
• Assist with donor recognition activities
• Provide guidance and lay groundwork for future fundraising activities

THE PLAYERS

Library Strategies helps recruit Campaign Chair(s) and Campaign Steering Committee members and works closely with them throughout the Campaign.

THE TIMELINE

Depending on the size of the goal, capital campaigns typically take between 18 and 24 months to complete, including the feasibility study.

THE OUTCOMES

The outcome of a well-run campaign is the achievement of the campaign goal and an engaged donor base that is now invested in the future of the Library.

THE PROCESS

A capacity assessment is a 360–degree evaluation of a fundraising organization’s readiness and ability to do comprehensive fundraising. It starts with a review of the organization’s by-laws, financial records, Board and committee structure, newsletters and annual reports. Next we conduct a series of interviews  with all key stakeholders of the organization: Foundation/Friends Board members, key library staff and Library Trustees.

Library Strategies presents a comprehensive report of our findings with specific recommendations for becoming a more robust fundraising organization, including:

• Board engagement and composition
• Committee structure
• Relationship with the Library
• Communications (both internal and external)
• Fundraising activities;
• By-laws
• Strategic and development plans

The report is presented to the organization’s Board of Directors who make decisions on implementing the recommendations.

THE PLAYERS

The entire Board of the fundraising organization needs to be involved in this process, as well as key staff and the Library Director, plus a representative from the Library’s Trustees.

THE TIMELINE

A thorough assessment process takes approximately 3 months and involves two on-site visits by the fundraising consultant: one for interviews and one to present the report.

THE OUTCOME

At the conclusion of this process, the fundraising organization will have a blueprint for future fundraising activities and strategies for becoming a stronger, more focused organization. A new Committee of the Board should be appointed to oversee the implementation of all recommendations. Library Strategies consultants can also work with your fundraising organization after the assessment to ensure that the capacity building is successful.

THE PROCESS

Library Boards are critical to the success of today’s libraries.  They provide the strategic direction for the library, ensure adequate resources, supervise the Director, and are ears and eyes in the community.  Friends and Foundation Boards may provide increasingly valuable private resources in support of the Library.

Yet most Board members receive little training on their roles, responsibilities, or positive approach to governance and management.  In some cases, the Board(s) are not supporting or governing the Library effectively and struggle with moving forward.

A Board development process can help Boards understand their role, but also define positive next steps to become more proactive supporters and governors of the library. Board development may also be a helpful first step leading into a more comprehensive strategic plan, fundraising/development plan, or even a capital campaign.  Board development is usually a short process, typically consisting of initial discussions, a board retreat, and a follow-up report which includes recommended next steps.

THE PLAYERS

The players who engage in board development can include the Library Board/Library Trustees and Library Director, as well as the Boards of the Library’s Friends and Foundation.

THE TIMELINE

Board development may consist solely of a half- or full-day workshop or retreat, or include additional planning or consultation work that may take 2-3 months.

THE OUTCOME

Board development is tailored specifically to the needs of the board or boards involved.  The boards advance their knowledge of best practices, their roles and responsibilities, and emerge with a short list of action steps to improve their effectiveness.  Typical areas of improvement are in board governance, management and ethics, advocacy, roles and responsibilities, and/or fundraising.

Successful boards are critical to building a successful, community-oriented library.  Continuing board development, especially tailored to the library’s needs, greatly enhances the functioning and effectiveness of the board and library.