LIBRARY DEVELOPMENT – A DIFFERENT KIND OF

ANIMAL

ALADN 2005 PreConference

M.J. MillerDirector,

Organizational PartnershipsUNLV Libraries

What kind of animal do you think we are?

We need to be a creature of contrasts:

• Nimble – quick to take advantage of an opportunity; but thoughtful in responding, with stamina for the long run

• Nice (but not meek); but tough enough to be able to play with the big guys

• Small, efficient; but able to Generate Big Results

• Lean & sleek• Smart, strategic

What are we?

• A Cheetah?• A Greyhound?• A Jack Russell Terrier?• Or, A . . . ?

WHAT MAKES LIBRARIES’DEVELOPMENT OPERATIONS

DIFFERENT FROM OTHER DEVELOPMENT SHOPS?

Usually, we are. . .

• Smaller

• Younger

• Without a natural constituency – we are told: “No one graduated from the Library”

• Non-controversial

Usually, we are. . .

• Perceived as a symbol of the best of campus tradition – even seen as a campus icon.

• A terrific “home” for locals who want to be connected to the University. [Friends’ group, Community Outreach. . .]

Usually, we have. . .

• Library colleagues with limited development experience (and some lacking the desire to gain experience!)

• A claim to ALL of the Alumni – We say: EVERYONE GRADUATED FROM THE LIBRARY!

• Something of interest to (nearly) everyone – we support every discipline on campus.

Raising $ for an academic library can present its

challenges. . .

Unlike health-related organizations, we can’t claim to cure people

“No one ever died from English”

Steven Muller, President, JHU (1972-1990)

Also, our iconic image can make people take the Library for granted

SO, HOW DO WE SUCCEED?

We need to. . .

Build (or reinforce) University Leadership’s support of the Library

Provide vivid examples of how the Library benefits the University community (just don’t overdo it – you’ll harm your cause in the long run)

We need to. . .

Make sure the Library Dean (&/or Development VP) has realistic expectations of Development

[Does the Dean need to be educated about Development? About major gifts?]

BE SURE YOU HAVE THE DEAN’S TRUST –

IT’S THE KEY TO SUCCESS

Be sure the Dean understands development well enough so that he/she will back you on decisions and new ideas.

[If you don’t have this trust yet, how can you build it?What can you do to make the Library (& Dean) look good? Always prepare them!]

SOME FUNDAMENTAL ISSUESBEFORE YOU BEGIN:

Be patient. Library constituents may be a bit slower in making a commitment, but once they do they tend to be extremely loyal.

Make sure the necessary resources (staff & budget) are available:

“And as for field work . . . “sea-gull visitation” – swooping in and

swooping out is almost always a waste of time and money.”

Harold J. “Si” Seymour, Designs for Fund-raising

Guidelines . . .

1) Agree about expectations: time frame, $ goal, $ available budget. Negotiate on some issues, but

DO NOT SET YOURSELF UP FOR FAILURE

2) Create a realistic, written Plan, based on mutual expectations. Include short-term and long-term goals.

Guidelines . . .

3) Secure approval for the Plan from the Dean (or whomever provides the Good Housekeeping Seal of Approval)

4) Work the Plan!

Work well with Prospects/Donors

Successful Library marketing is often a bit schizophrenic. . . Traditional print materials are valued as much as Digital resources & cutting edge facilities

This expands your prospect pool so,

LEARN TO LIVE IN BOTH WORLDS!

Work well with Prospects/Donors

• Think about emotional connections

• Older alums with fond memories (memorial gifts program)

• Parents & Grandparents (Tribute/Honor with Books; meaningful & affordable)

Work well with Prospects/Donors

Create an event or visit highlighting your library’s best “behind-the-scenes” aspect: Special Collections, Archives, Computer lab, high-tech storage facility, preservation lab, etc

Work well with Campus Colleagues

Collaborate with development colleagues

in other campus units and in central administration

Although we usually are the smallest and newest kid on the block, we bring valuable resources to the table; so,

Be nice but don’t let them walk all over you!

Work well with Library Colleagues

Learn to think like a Librarian

(unless you’re one already)

They are yourstrongest asset!

Begin at the Beginning. . .

Help library colleagues understand: Development is not a dirty word & they need never sell their soul for a gift.

Consider a presentation about what your job involves – colleagues may think all you do is to take rich people to lunch & give parties.

Begin at the Beginning. . .

Librarians appreciate process; share with them the steps you need to take before and after they become involved. (research, identify, cultivate, solicit, thank, steward)

Share your written Development Plan with library colleagues – ask for their feedback; use this as a basis for discussion

Begin at the Beginning. . .

Explain the benefits and constraints of working within a complex organization, especially relating to prospects (i.e. prospect clearance)

Be honest about expectations of prospects, both regarding the gift amount and time-frame; explain why – most librarians want you to “show me the data”

Get Them Actively Involved

Create useful tools for librarians, i.e. briefings, procedures, talking points (these give them a level of comfort and help you to maintain control)

This is another good opportunity to get feedback from colleagues

Give colleagues the opportunity to discover the fun parts of development (such as talking about their work to an enthusiastic donor)

Keep Them Engaged. . .

ASSURE COLLEAGUES THEY DO NOT HAVE TO

MAKE THE ASK!

Keep Them Engaged. . .

Involve library colleagues in (manageable) events or visits that highlight their work or expertise

Give colleagues all the credit, in public. When a donor visit goes well – thank them for a job well doneGive them a chance to tell their peers how easy (and fun) it was

Keep Them Engaged. . .

Bring in outside help when it’s necessary – i.e. a public speaking “consultant” or a facilitator for a meeting [Has this worked for you? Should you have done this and didn’t?]

Keep Them Engaged. . .

Involve select library colleagues as partners in developing strategy for prospects – They’ll often have good ideas to help prospects feel like insiders

DON’T BE AFRAID TO BE CREATIVE AND

TAKE SOME CHANCES!

Running a Library isn’t brain surgery; no one will die if we make a

mistake.Kenneth Marks, Dean UNLV

Libraries 1997-2004

QUESTIONS???

THANK YOU!