Handbook for Library Trustees of New York State (2023 Edition)

The Board has a responsibility for telling the library's story not only to the target audiences for specific library services and programs, but to the taxpayers and other funding partners that support it. Even the best programs and services are of limited value if people don't know about them and do not understand the impact they have on people’s lives. Residents are more likely to support programs they understand, value and use. As leaders in the community, trustees must be prepared to discuss the importance of the library at every opportunity. 

What is your “why”? Personal connections and word-of-mouth are proven to be the most effective way to connect residents with the value of the library. How effectively do you speak not just about what the library offers but why the library offers the services and programs it does? Do you have a personal story of why the library is important to you or your family, or to another resident whose life was changed for the better? Telling the story of why the library is important will truly resonate with your listeners. Ensure you can deliver this "why statement" or "elevator/parking lot speech" concisely, so you will grab your audience’s attention and effectively make your point.  
 
Beyond word-of-mouth, there are numerous ways to reach the public. The Board should budget for at least one print mailing a year to the entire area served by the library. The required annual report to the community may be a smart choice for that mailing. Utilize both print and electronic newsletters. Brochures with basic information (such as: “Where is the library?” and “How to get a library card”) are required under Education Commissioner’s Regulation §90.2. Develop a website worthy of being called your online branch. Have an engaging social media presence and staff whose job descriptions clearly cover public relations in print and online. Ensure that patrons can access library services through their mobile devices. Routine press releases and public service announcements for the newspapers, radio and television stations in your region are also great ways to reach your community. 

There are always new and creative ways to get the word out and the library must relentlessly work to connect with the community to ensure a maximum number of residents understand the value of the services you provide. Boards also need to be actively attuned to the public reputation of the library and work to manage misinformation and criticism about the library that is often found in online forums such as social media. Left unchecked, negativity about the library can spread like wildfire. Having a core group of library stakeholders – staff, Trustees, and Friends of the Library, that keep an eye on areas of the Internet where community members gather, can greatly benefit the library’s ability to manage messaging and misinformation.

Crisis communication strategies are best thought through before a crisis occurs. A crisis can include an extreme weather event, crime, censorship attempts, reputation attack and more. Preparing ahead of time ensures the Library Director and Board leadership are clear on roles and responsibilities in these moments so they can act quickly, keep the staff up-to-date, and increase the chances of minimizing confusion in the community and potential damage to the library’s reputation. Your library should have a risk analysis team - usually the Library Director and executive committee of the Board - and a clear chain of command, including a designated spokesperson (and backup spokesperson). The timely management of messages from the library during these stressful moments can make all the difference in the world. 

Public relations also involve partnerships. Trustees and staff should look for ways to form networks and coalitions. Many other organizations, such as the school district, PTAs, service clubs, the Chamber of Commerce, recreation leagues, and local youth and social service agencies have a vested interest in a strong and vital community library. Help others see how the library can help them reach their goals for the community.

The Board should expect to see library staff deployed in the community, not just in the library building. Often referred to as “embedded” librarianship, a staff presence in the community where residents work and play, is a smart way to connect to your patrons and position the library as a good partner in the community. 

A critical aspect of public relations is legislative advocacy. Libraries can help elected officials understand the needs of a large portion of their constituents and should work proactively to invite legislators (local, county, state and federal) to the library. Elected officials should be on the mailing list for all library publications. Dynamic trustees write, call and visit their elected officials frequently. Trustees are in a unique position to be effective in the governmental arena because they are citizen volunteers with no direct financial benefit from library funding decisions. Trustees should keep their elected officials aware of the library's financial needs, as well as the needs of the library in respect to other non-financial issues at the local, state, and federal levels. Zoning ordinances, labor law, copyright, telecommunications rules, environmental regulations, censorship, and many other issues can have an impact on libraries. Trustees must ensure that the library's interests are well represented. 

Many trustees support library advocacy through their active membership in the Library Trustees Association Section of the New York Library Association (LTAS), the New York Library Association, and New Yorkers for Better Libraries.  

• Public Relations (including Crisis Communication Plan)
• Social Media
• Website