Does success justify funding?

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Does success justify funding?

LaRue's Views

by Jamie LaRue. Prefatory material original to PLN, followed by LaRue's August 7, 2008 newspaper column. Published August 4, 2008.

I wrote the column below after reading the OCLC study From Awareness to Funding (discussed further here). The column articles a conundrum: we seem to be doing everything we ought to be doing, yet have not secured the funding our use and success would seem to justify.

In 2007, we (Douglas County Libraries) narrowly lost a library election: 49% yes, 51% no. Many of our supporters expressed utter astonishment--and many of them didn't participate in the mail ballot. So one lesson we took from the experience was to more actively register voters and to highlight the "civic engagement" of election participation.

But I think there are other lessons.

There is a profound discovery in the OCLC report's news that use and demographics don't drive library support. My library has invested a lot of time and money in effective PR. But I realize now that most of that PR has been trying to drive use, not support. Right now, I don't know how to do PR and marketing with a focus on support. NPR might be an example.

It is also the case, I suspect, that there's no one formula. There are differences in local communities, and in local politics, and in local economies. But I can think of no more important effort than the one kicked off by this report.

Are successful libraries worth reinvestment?

Consider the following. Based on a comparison of library statistics between 2002 and 2006:

  • Visits to libraries increased by 10 percent across the country; at Douglas County Libraries, 65 percent.
  • Circulation (checkouts) grew by 9 percent nationwide; at Douglas County Libraries, 74 percent.
  • Nationwide, the number of Internet-capable computers increased by 38 percent; at Douglas County Libraries, 126 percent.
  • Our circulation of children's materials (in 2007) is the highest in Colorado at 3,122,000 and is 48% of our circulation. That outstrips the 42% that was reported as the highest in the country in 2006--at a library in Vermont.

Here are a few local stats:

  • Over 80% of our households have at least one active library card.
  • Independent research has revealed that the return on investment for the Douglas County Libraries is just over $5 per tax dollar invested.
  • A recently completed poll by Hill Research reports that we have an approval rating among our citizens of a staggering 93 percent.

Despite all the above, that same Hill Research poll says our odds going into a 2008 election with our current proposal are: fifty-fifty. Plus or minus four percent.

I hasten to add that this even-steven split isn't about some kind of perceived problem with us. There's a lot of concern about the economy out there.

That means the library will have to think long and hard about both what it can afford, and how it can meet vital capital needs in these tightening times. Message received.

But just because I have the kind of brain that can't stop asking the next question, I've been pondering the difference between the public and private sectors. Those of us in government often hear this suggestion: Run it like a business!

If our library were a business, the market would call for investment. Double digit growth in use every year and a proven record of tight fiscal management? By any measure, the Douglas County Libraries is successful: performance-oriented, forward-looking, an industry leader. In the business world, you'd snap up more stock.

In the public sector, reinvestment means a tax increase. One could argue that the dividends are reckoned as service. But more often, people think "things are fine! Why give the government more money?"

They don't think: "I like the outcomes of my investment, and if I invest more, I'll get more of those outcomes."

What are the outcomes of a successful public library? Children who love books. A community that gathers together at neutral ground to talk, to connect and to plan. An economic engine for downtowns. A hand up to new and expanding businesses. A place where everyone, regardless of age or formal education or wealth, has free access to the intellectual resources of our culture. Is that worth reinvestment?

Back in the private sector, crisis is greeted with a drop in the value of stock. But in the public sector, crisis is often used to justify the urgent need for new funds.

So here's the puzzle. We reward businesses for success and punish them for failure. But we reward government for failure and punish it for success.

Isn't that weird?

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