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ADVOCATE Public Libraries Advocacy Strategy

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ADVOCATE Public Libraries Advocacy Strategy ADVOCATE PROGRAM Advocacy strategy for Victorian public libraries 2017-2020 Prepared for PLVN and State Library Victoria By CPR Communications & Public Relations March 2018 (Final) Table of contents 1. Background 2. Objectives 3. Situation analysis 4. Consultation insights 5. Strategic approach 6. Campaign tactics and tools 7. Target audiences 8. Government engagement program 9. Key messaging 10. Action plan 2018-2020 11. Evaluation 2 1. Background In July 2016 a planning summit of Victorian public library managers identified the need for a concerted, statewide effort to raise public awareness and enhance advocacy to support the public library sector. The resulting ADVOCATE Program is a collaboration between the State Library Victoria and Public Libraries Victoria Network (PLVN) running from July 2017 to June 2020. This advocacy strategy is a key deliverable of the ADVOCATE Program. It outlines the objectives, approach and actions required to deliver a unified three-year campaign that will protect and benefit library users into the next decade, and create a legacy of improved advocacy skills across the profession. This strategy has been built on the experience, insights and ideas of the ADVOCATE Program Workgroup, six workshops of library managers and other staff held across metropolitan and regional Victoria, selected individual interviews, and an online survey completed by hundreds of library staff around the state. It is inspired by the American Library Association’s Libraries Transform campaign, which has successfully brought together disparate library services and user communities to create a national conversation about libraries—the value, impact and services they provide and the role they play in healthy communities. In the Victorian context, the state’s 47 public library services, comprising 275 branches, 30 mobile libraries and 59 other service points, are uniquely placed to support Government to create literate, productive, engaged and healthy communities. Victorian public libraries are agile and efficient, delivering community-led programs of immense breadth. While the heart of the service is the collection and the love of reading, today’s libraries are community hubs offering social engagement, digital connection, creative stimulation, support for all kinds of literacy (early years, adult, digital, financial) and universal access to information and government services. As Victoria’s population grows rapidly, and as digital disruption transforms our economy and the way we engage socially, and access information, education and entertainment, libraries are being asked to do more. Library visitation is increasing and climbing more rapidly than population growth. Attendance at programs and use of digital infrastructure and resources is soaring. Public libraries need more support to continue meeting the changing needs and growing demands of their communities. Raising the profile of Victorian public libraries is critical for attracting more support – both politically and financially. When more Victorians understand the work libraries do every day to fight unemployment, illiteracy, loneliness, social disadvantage and digital illiteracy; when more Victorians appreciate the value of safe community spaces where people of all ages and cultures come together to learn, work, relax and create; and when governments comprehend the value proposition that libraries represent, funding and status will follow. This three-year advocacy strategy is designed to raise awareness of the work and value of public libraries and to support increased funding. While the November 2018 Victorian State Government election represents a key opportunity to attract additional funds, the election platforms developed as part of this strategy can be carried through into future state budget discussions. 3 2. Objectives The objectives of this strategy are to: • Increase awareness of the work and benefits of Victoria’s public libraries and shift perceptions from a ‘nice to have’ to ‘must have’ • Ensure that the sector speaks in a united voice (clear, consistent, energetic and professional) in relation to its benefits (its story) and what it needs • Increase the likelihood that funding is increased as a priority and that public libraries are invited to the decision-making table in areas including education and community well-being. In addition, there is an expectation that the three-year program will increase the advocacy skills base of library staff, creating a legacy to support awareness and funding campaigns at the local level beyond the life of the ADVOCATE Program. 4 3. Situation analysis The analysis below identifies some of the strengths that can be brought to bear in the campaign, challenges to be managed, and opportunities to seize. 3.1 Strengths Victorian public libraries have a strong value proposition and powerful reach into communities across the state. Strengths include: • The breadth of the services provided and range of benefits (social, economic, cultural) delivered • The sheer volume of Victorians engaged with libraries (2.1 million or 36 per cent of the population), with touch points across all ages, demographics and cultures • Access to high quality data and modelling (e.g. SGS report on the economic benefits of public libraries, PLVN annual statistical survey) to support funding arguments • A recent history of powerful advocacy from the Library Board of Victoria and State Library Victoria CEO, which has challenged stereotypes about the work and role of libraries with State Government and Departments. 3.2 Challenges The strengths are balanced against a number of challenges: • To be effective, the campaign needs to engage new audiences – the two-thirds of Victorians who are not library members and the politicians making key funding decisions • Victoria’s 47 public library services have different advocacy needs based on size, geography, population and demographics, and varying levels of advocacy skills • Library staff participation is critical to the success of the campaign; potential barriers to full involvement include time, skills and Council protocols • There is a need to delineate between the political work of lobbying (a task that is appropriate to the leadership of the state peak body PLVN) and the wider advocacy campaign • Every peak organisation will be seeking extra funding in the election campaign, which means PLVN and State Library Victoria will be operating in a highly competitive funding environment • The data relating to the levels of funding for Victorian public libraries can be interpreted in a variety of ways, to tell either a positive or a negative story • There may be perceptions that, with significant funding being allocated to the State Library Victoria renovation and a high likelihood of funding for the StartSpace initiative, enough is being done in the library space • Success with extra state funding could lead to Councils reviewing their contributions under the pressure of rate-capping • From a process perspective, many staff working at municipal libraries indicated that media releases and materials to be displayed in the library would need to adopt the Council logo, and go through Council approval processes • Consultation workshops highlighted confusion between advocacy and marketing; advertising campaigns require major investment to be effective and are likely to be counterproductive with governments who do not like to see funds diverted from service delivery. 3.3 Opportunities Key opportunities have been identified below: • The three-year structure of the ADVOCATE Program creates an opportunity to build relationships and skills over time • While the 2018 election falls early in the advocacy campaign, it represents the core funding opportunity for the sector in the period to 2020 • From a political perspective, an election commitment that could deliver media and candidate engagement across every electorate is likely to be attractive • We anticipate strong latent support in the community from people who are not active library users but understand, value and support public libraries; there is a huge opportunity to activate these potential supporters and amplify the advocacy message 5 • The focus on professional development means that, regardless of the election outcome, the ADVOCATE Program will leave a legacy of skills to support the maintenance and growth of library services across the state for the next decade. 6 4. Consultation insights This strategy was informed by consultation with the ADVOCATE Program Workgroup, six workshops of library managers and other team members held across metropolitan and regional Victoria, selected individual interviews, and an online survey of library staff completed by 347 individuals. The consultation highlighted: • The depth, breadth and quality of library services, and the extent to which they have been developed to meet localised needs • The unique nature of libraries as safe community spaces that welcome everyone, offering universal free access to information, services and equipment/devices – with personal support • Operational funding challenges, with many services facing funding cuts and increasing demand; seventy-five per cent of managers said there was not enough funding to meet the needs of their community, a concern that was more pronounced in regional areas and most pronounced in rural areas • The commitment to early years literacy at every library service, and the opportunities this connection offers – including to socially disadvantaged families and families where
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