Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014


CONTENTS

Introduction...... 2

Strategic Analysis...... 2

Objective...... 6

Strategies...... 6

Target Audiences...... 7

Tactics...... 8

Evaluation...... 11

Conclusion...... 12

Appendix...... 13

  1. Introduction

The Saskatchewan Library Trustees’ Association (SLTA) is an association of public library trustees that advocates for and supports the Saskatchewan public library community. It represents over 300 public libraries and more than 2,500 trustees throughout Saskatchewan. It regularly meets with provincial decision makers to inform them of the current successes and challenges experienced by the organizations it represents.

According to its mission statement, the SLTA exists: to promote and foster the development of libraries and library services in Saskatchewan; to provide for the exchange of ideas and experiences among the library board members through conferences and library publications; to assist members by understanding their responsibilities as library trustees; to cooperate with associations of library trustees outside the province; to seek improvements and foster necessary changes in the legislation affecting Saskatchewan libraries; and to work in close cooperation with the Saskatchewan Library Association.

The SLTA has identified a need to develop a communications strategy. The organization believes developing a communications strategy will help the organization realize its vision and, ultimately, will help ensure the viability of Saskatchewan public libraries into the future.

The SLTAStrategic Communications Plan was developed by Noah Wernikowski, a Communications Consultant hired for the period of June 1, 2014 to November 31, 2014. In developing this plan, the Communications Consultant analyzed data gathered from a series of informal interviews with Saskatchewan library partners, as well as surveys distributed to each of the Saskatchewan public library systems. The survey can be found in the appendix. Its response rate was90%.

  1. Strategic Analysis

Since its earliest days, Saskatchewan has developed a province-wide system of libraries to benefit its citizens. Today, the landscape of libraries in the province is vast and varied, consisting of many different types of libraries and autonomous library partners. Post-secondary educational libraries, special libraries, a provincial library, school libraries, and an extensive public library system work “independently, but together” to provide access to quality information and other services.

Public library systems are active in all areas of Saskatchewan. The province is served by seven library regions: Wapita Regional Library, Lakeland Library Region, Parkland Regional Library, Wheatland Regional Library, Palliser Regional Library, Southeast Regional Library, and Chinook Regional Library; two major urban library systems: Regina Public Library and Saskatoon Public Library; and the federated northernPahkistimon Nuye-ah Library System. Each library system works in different geographical areas with varying resources. They face differing challenges, but work towards a common goal: together, these organizations maintain over three hundred library branches to provide all people in Saskatchewan with free and equitable access to informational, recreational, and educational services.

Although library systemsdiffer in many significant ways, common concerns, challenges, themes, and other points of interest emerged during the research process:

Libraries are widely supported

“If there was a challenge to the continuance of the public library or a public library branch, it is firmly believed by society that everyone would rally and overturn such a decision.”[1]

The majority of respondents noted that many library users appreciate and understand the important role libraries play in their community. Over 50% of people in Saskatchewan have a valid library card.[2] Additionally, there is not a significant portion of the population which is vocally opposed to public libraries. Generally speaking, people living in Saskatchewan support libraries and provincial news media are interested in pursuing stories about libraries and their successes.

Libraries are not often discussed

“Public libraries are assumed to be a part of the fabric of life. People don’t think much about public libraries until they are threatened.”

“Libraries are good but are just not on the radar provincially or municipally.”

“We do our services so well that nobody complains, so the population does not need to spend much time paying attention.”

Although support for libraries is widespread,the support is not vocal. Many respondents noted that the population does not spend much time raising or paying attention to issues concerning libraries. Library users do so quietly, and non-users generally ignore the topic. Libraries are rarely mentioned in political discourse, except under exceptional circumstances. Although the news media is generally open to covering stories about libraries, the subject is not frequently covered.

This theme was mentioned by nearly every respondent, but speculation on reasons varied.It was suggested that libraries are taken for granted. Because libraries provide services successfully, bring forward balanced budgets, and generally hide their struggles, people assume libraries will never change. They are not seen as needing constant and vocal support to flourish and improve.

Libraries are changing, not well understood

“It seems many people have the impression that computers will render libraries obsolete.”

“Many users forget the range of services libraries provide.”

Many respondents noted that the notion of the public library is in a transition. According to respondents, this transition can be largely attributed to technological changes and other innovations. Libraries used to be focused on books and collections, but are increasingly focused on offering access to electronic resources and other services. Although many respondents noted a marked increase in electronic users and self-directed library use, the transition to the “modern library” is not necessarily well known or understood by those outside the library community.

Many respondents also noted the population’s difficulty in understanding the evolving library: the public generallythinks and speaksof libraries being solely about books. These people see that internet search engines are the first choice for conducting research and believe that books, and consequently libraries, are on their way to obsolescence.

Libraries have strained finances

“To provide 21st century library service in Saskatchewan we require significant funding increases for staff and equipment.”

A number of respondents noted financial pressures experienced within their library system. According to the Saskatchewan Bureau of Statistics, Provincial Grants to libraries increased by 21.9% between 1991 and 2009. This increase includes increases associated with funding special projects, so the general increase in operating grants given by the provincial government is indeed lower than 21.9%. During this same period, the Saskatchewan Consumer Price Index increased by 46.3%.[3]These trends have continued untilthe present. To help offset the funding shortfall, municipal contributions through levies and mill rates have increased, but not to the extent capable of relieving this pressure. Many respondents noted the current funding received makes it difficult to maintain the quality of service offered while modernizing, and mentioned having had to reduce staff in the past to balance budgets.

Also, municipal grants fund municipal libraries and not regional headquarters. Because regional headquarters rely solely on provincial grants for their operational budget, work performed thereat is under increased financial pressure.

Libraries have a limited capacity for public relations

“It is not that communications initiatives are not a priority but that it is difficult to find staff resources to devote to communicating.”

Other than the few public library systems that have comprehensive communications and advocacy plans, most library systems do not have the public relations expertise, time, or financial resources to devote to extensive communications initiatives.

The communications initiatives currently in operation among public libraries vary considerably. Most public library systems have a website and newsletter, and some have a social media presence. Most regional head offices contact the news media a couple times a year and respond to their calls. They largely depend on their branches to communicate locally. Many branches distribute posters, handouts, and brochures. Larger branches frequently contact the news media. Most communication that takes place has a local and not province-wide focus.

Libraries recognize the importance of public relations

“We need to get the message out there that, without the help and adequate funding, libraries are going to cease to exist.”

Although their capacity for communicating is limited, most respondents mentioned that communication is imperative. Many noted the role a successful communications strategy could play in increasing awareness and understanding of libraries and their issues among citizens and decision-makers, mobilizing and politicizing dormant library supporters, and, ultimately, securing more funding for libraries in Saskatchewan.

Many respondents noted the lack of a unified voice for all library partners across the province and suggested that developing province-wide messages would be beneficial.

Historically, province-wide public relations plans have been initiated. In 2008, the Saskatchewan Library Association launched the provincial Libraries Matter Campaign to encourage different types of library promotion across the province. The campaign outlined the importance of advocacy and suggested advocacy campaign strategies and tactics. It also made available a toolkit that had sample brochures, news media materials, and letters to decision makers.[4]

Also, in 2001, the Multitype Library Board created a Public Relations Committee. The committee issued a report to its Boardin 2002 outlining common issues surrounding promotion as it relates to each type of library across the province. The report stated that there exists a “necessity to promote that working in libraries is a good thing, that Saskatchewan libraries have value, and that this value is enhanced when one makes the commitment to pay for professionally trained staff.”[5] It also outlined an action plan for library partners that recommended hiring a public relations professional for the Saskatchewan Provincial Library; occasionally bringing all people working in the area of library promotion across the province for a symposium; giving library employees basic public relations training; and creating a promotional webpage that includes key messages, a list of experts, and promotional tools and templates that can be easily adapted by different types of libraries to address whatever communications-related circumstances need to be undertaken.

Libraries are heterogeneous

“In comparison to other provinces, Saskatchewan has a very strong sense of community, despite our individual uniqueness, and we have created outstanding services together.”

Many respondents noted thata positive relationship exists between public library systems and that systems communicate between themselves frequently. However, respondents also mentioned that a profound diversity exists among library partners that presents a barrier to unified library promotion.

For example, the public library sector in Saskatchewan is divided into seven regional systems which consist of a large geographical area that contains several cities and towns; two large single-city urban systems; and a single federated system that coordinates all the community public libraries, school libraries, special libraries, and regional colleges’ libraries in northern Saskatchewan. These library systems vary greatly in resources, populations served, and services offered. For instance, as of 2011, the Regina Public Library served a large population of 194,100 in a small geographical area with 148 full-time employees while the Pahkistimon Nuye-ah Library System served a small population of 32,029 across a gigantic geographical region with 25.5 full-time employees.[6]Large variances are even present within library regions, as the size of collections and services offered vary depending on branch size. Some respondents suggested this diversity is a barrier to unified library promotion.

  1. Objective

The SLTA has commissioned the development of a communication strategy for the organization to help the organization realize its vision and, ultimately, to ensure the viability of Saskatchewan public libraries into the future. Specifically, the objective of the communication plan is:

To promote and encourage an environment in which Saskatchewan public libraries are appreciated and adequately funded.

  1. Strategies

To achieve the above-stated objective, the Communications Consultant recommends pursuing three strategies:

  1. To promote awareness and appreciation of public libraries and the issues they face in Saskatchewan among citizens and decision makers.

Public libraries in Saskatchewan need funding increases - a fact of which both library users and non-users are largely unaware. Decision makers, especially at the provincial level, are also either unaware or else able to ignore the situation because the underfunding of libraries is not loudly discussed in public and political discourse. The SLTA should focus on increasing awareness and appreciation.

  1. To help facilitate increased communication between all provincial public library partnersand to build a province-wide public library brand andunified provincial library messages.

A strong, unified voice advocating for public libraries will be difficult to ignore for decision makers, especially at the provincial level. Because public libraries in Saskatchewan greatly vary, this voice is lacking. The SLTA should focus on building a strong provincial public library brand and common messages to be disseminated by all provincial library partners, as well as on facilitating increased communication between all provincial public library partners.

  1. To make all public libraries’ staff and administration aware of the importance of public relations and to empower them to promote themselves.

Advocacy is essential for ensuring that libraries are understood, appreciated, and funded. Advocacy needs to be undertaken by all libraries and library partners. The SLTA should focus on ensuring all libraries and library partners understand the necessity of advocacy and, in light of limited expertise and resources, have the tools, templates, and knowledge required to advocate for themselves and the province-wide library brand.

  1. Target Audiences

This communications plan addresses multiple target audiences for its public relations and communications initiatives:

External Audiences:

Municipal Governments

The Government of Saskatchewan

Community Partners and Stakeholders

Citizens of Saskatchewan (library users and non-users)

Saskatchewan Association of Rural Municipalities

Saskatchewan Urban Municipalities Association

News Media

Internal Audiences:

Public Library System Board Members

Public Library System Managers and Other Staff

Branch Managers and Other Staff

Provincial Library Partners (SLA, Multitype Library Board, et cetera)

  1. Tactics

The Communications Consultant recommends pursuing the following tactics, to employ the above strategies:

Tactic / Component / Strategies Addressed / Target Audiences
Develop a province-wide library brand and key messages / Develop a province-wide library brand and key messages about public libraries in Saskatchewan, their benefits to the province, and the struggles they face
Share messaging with all provincial public library partners
Ensure SLTA’s future messaging shares a similar viewpoint and information
Suggest that partner organizations’ future messaging shares a similar viewpoint and information / A, B, and C / Municipal Governments
The Government of Saskatchewan
Community Partners and Stakeholders
Citizens of Saskatchewan
Saskatchewan Association of Rural Municipalities
Saskatchewan Urban Municipalities Association
News Media
Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners
Develop promotional materials / Develop province-wide promotional materials such as posters, advertisements, brochures, and buttons based on key messages and brand
Make promotional materials available for use by all provincial library partners / A, B, and C / Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners
Facilitate success story sharing / Encourage library branches and regions to submit “success stories” that exemplify the benefits libraries have on their community, specifically in terms of the priorities of the provincial government
Catalogue success stories in a single, easily accessible location
Share success stories throughout the province by generating news media coverage
Use success stories in developing the Minister’s brief / A and B / Municipal Governments
The Government of Saskatchewan
Community Partners and Stakeholders
Citizens of Saskatchewan
Saskatchewan Association of Rural Municipalities
Saskatchewan Urban Municipalities Association
News Media
Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners
Develop an advocacy toolkit / Develop or supplement an existing library advocacy toolkit that contains: information on the importance of advocacy; a basic introduction to public relations; recommended strategies and tactics; and anything else that is needed such as news media contact lists, sample news releases and advisories, and sample letters to decision-makers
Share toolkit with all provincial public library partners / A, B, and C / Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners
Develop an advocacy-focused website / Develop a simple, province-wide, and advocacy-focused website for both internal and external audiences
The website copy will be informed by the previously developed key messages about public libraries in Saskatchewan, their benefits to the province, and the struggles they face
Library partners will be encouraged to visit the website and submit feedback and content
The website will host the collection of Saskatchewan library success stories, which will be regularly updated
The advocacy toolkit and digital copies of previously developed promotional materials will be accessible through the website / A, B, and C / Municipal Governments
The Government of Saskatchewan
Community Partners and Stakeholders
Citizens of Saskatchewan
Saskatchewan Association of Rural Municipalities
Saskatchewan Urban Municipalities Association
News Media
Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners

Communications plans commonly set timelines and estimate costs related to the tactics they suggest pursuing. However, as the resources allocated to enacting this communication plan are unknown at this point in time, timelines and costs cannot be estimated. Because of its preliminary nature, this communications plan is general.