Designing a marketing campaign for the Materials Access Program for Students with Disabilities program “requires a follow-through to market many of the goals and objectives” of Wythe County Public Schools’ (WCPS) strategic plan (Moran and Morner, 2018, p. 127).  In this way, the project beings and ends with the vision, mission, objectives, strategies, and action plans as implemented by WCPS.  According to Velasquez, the Ps and Cs of marking most relevant to library marketing include products, place, promotion, customer solutions, convenience, and communication; price and customer cost are not as relevant in this particular area of interest (2019, p. 120-121).  These elements will be wisely incorporated into a marketing mix.  To create a comprehensive plan for the Materials Access for Students with Disabilities project, a mix of print, digital, and word of mouth communications will be utilized.  Additionally, all members of the library team will be utilized to market the services provided by the project and emphasize the importance of the Fort Chiswell Middle School (FCMS) library to the patrons and stakeholders.  With the advice of Lamb that communications stay “focused on the needs of library customers” (p. 8.6, 2020), the marking plan for each component follows. 

A logo will be designed to feature on print materials with the goal of being “simple, but at the same time appealing and striking” (Lamb, p, 8.22, 2020) to accompany the @FCMSlibrary slogan that is already in place.  These posters will clearly and cleanly outline the top three benefits the program offers students and their parents, as identified by the library and district.  This print layout can be used as the initial digital post to social media.    

Existing social media accounts will be utilized to accomplish digital aspects of the marketing plan.  FCMS regularly utilizes Facebook to push out information, and the site is more heavily trafficked than the school website or library link found within the school’s page.  Velasquez recommends updating “at least weekly, if not more often” (2019, p. 128).  The assigned librarian staff member will make one post on Tuesdays that features student involvement (with their consent, of course), and one post on Fridays that highlights reminders and information for the coming week pertinent to the project. 

The word of mouth campaign will be propagated by reiterating points from the print and digital aspects of the marketing plan at school-related events such as board meetings, parent meetings, after school programs, and sporting events.  Additionally, “staff should also be discussing the library wherever they go in town” (Velasquez, 2019, p. 123).  This provides a talking point when a library worker or other staff member of the schools incidentally meets with a parent at grocery stores or community events.  The marketing plan will be monitored and evaluated to ensure its success, which may result in the school board making the decision “to increase funding based upon demonstrated goal achievements through proactive measures that both create and prove value for the larger community” (Moran & Morner, 2018, p. 135).

Resources

Lamb, A., & Johnson, L. (2020, May 4). Message design, branding, and the library’s story. eduscapes: Marketing for Libraries. https://eduscapes.com/wp/marketing-for-libraries/

Moran, B. B., & Morner, C. J. (2017). Library and information center management (9th ed.). ABC-CLIO.

Velasquez, D. L. (2019). Marketing. In L. K. Hussey & D. L. Velasquez (Eds.), Library Management 101: A Practical Guide (2nd ed.) (pp. 119–133). American Library Association.

The lengthy of the pandemic has caused severe library budgetary concerns.  Reductions have already been delivered to some libraries, while others are preparing for or awaiting a decision.  In some cases, programming and/or services have been cut.  In other cases, staffing of full- and/or part-time employees is taking a hit.  Although libraries are trying to salvage their most vital aspects, the reductions are glaringly evident.  Functioning during the pandemic has come with costs.  Altering services and personal protective equipment (PPE) provisions have had their price (Peet, 2020, paras. 12-13).  Budgeting decisions have been reduced to making the best choice out of a selection of bad choices. 

Despite the costs and setbacks that have come along with COVID-19, libraries continue to press forward during tough times.  Public library youth services have shifted priorities to a digital format, although approximately 19% of librarian survey respondents report their budgets have been limited or frozen (School Library Journal [SLJ], para. 2).  The survey clarifies that budgeting and financial uncertainly have left many librarians in limbo (SLJ, para. 3).  New York City’s preliminary budget indicates cuts to operating budgets extended through 2025, although the three library systems (Brooklyn Public Library, New York Public Library, and Queens Public Library) stress their importance (Peet, 2021).  Similarly, roundtables conducted by Ithaka S+R concluded that, due to uncertainty during these times, “the typical approaches that colleges and universities have taken to budgeting are not working” (Lutz and Schonfeld, 2020, para. 24).  Enrollment and, unfortunately in some cases, “little communication” (Lutz and Schonfeld, 2020, para. 26) regarding planning cast a gray cloud.  Ultimately, libraries are struggling to provide applicable and equitable services during the pandemic while facing a variety of cuts. 

It is clear that libraries continue their attempt to provide services, to do more with less, and to continue to be integral within their communities.  It is also clear that the outlook remains uncertain and unfavorable.  Responses have been reactive, not proactive.  Communication and planning seem vague in many instances, although the uncertainly of the situation certainly creates planning difficulties. 

As general funds contributing to the budgets of public libraries have been hit hard due to the reduction of retail tax dollars, many are seeking donations.  Private funding is also being considered for academic libraries (Peet, p. 8), a sentiment that is echoed for public libraries.  Velasques writes that “having a reserve in place in case there is a catastrophe that was not budgeted for is essential” (2019, p. 145).  Traditional library funding has been impacted by the pandemic, and it will be necessary to think outside the box to muster available sources.  Charity events and fundraisers (golf matches, raffles, etc.), donations from local businesses and civic organizations, sponsorships for specific library sections, and online funding (e.g. GoFundMe) are all options.  Volunteers and operating hours can be critically examined.  It is difficult to remember that choices regarding vital services and programming, as well as personnel decisions, are heavily driven by a bottom line.  Advanced preparation is key to survival. 

References

Lutz, K. & Schonfeld, R.  (2020, April 30).  Leading a library today: How library directors are approaching the challenges of the current moment.  Ithaka S+R.  https://sr.ithaka.org/blog/leading-a-library-today/ 

Peet, L.  (2020, September 24).  Budgeting for the new normal: Libraries respond to COVID-19 funding constraints.  School Library Journal.  https://www.libraryjournal.com/?detailStory=budgeting-for-the-new-normal-libraries-respond-to-covid-19-funding-constraints

Peet, L.  (2021, January 19).  NYC library systems see cuts for FY21, 22 in mayor’s preliminary budget.  Library Journal.  https://www.libraryjournal.com/?detailStory=NYC-Library-Systems-See-Cuts-for-FY21-22-in-Mayors-Preliminary-Budget

School Library Journal.  (2020, May 18).  Purchasing in public libraries shifts to digital, budget concerns impact ordering SLJ COVID-19 survey.  School Library Journal.  https://www.slj.com/?detailStory=purchasing-in-public-libraries-shifts-to-digital-budgets-concerns-impact-ordering-decisions-youth-services-COVID-19-response-survey-coronavirus

Velasquez, D. L. (2019). Financial management. In L. K. Hussey & D. L. Velasquez (Eds.), Library Management 101: A Practical Guide (2nd ed.) (pp. 135–147). Chicago, IL: American Library Association.