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Home My WebLink About04-Council Office leMA Web Site I~Mh Page I 01'2 Enter~ Into Rec. at MCC/CDC Mtg: lIlt 7 J cJ g by: t-<,,,,~,,,-<,~~~C?1.-' 13j~~/i.../ Agenda ~em No: 0- a-->V"_rA_-<'-i'-<?~;:Z; by: ~LL.L Ce-ALJcJc C!'V ClerklC Secretary City of San Bemardino Leaders at the Core of Better Communities leMA Public Library Innovation Grants Public libraries can playa dynamic role in communities. Once an institution devoted to book circulation, today's libraries provide citizens and businesses with internet connectivity, career development, childhood literacy, immigration assistance, and other important services. However, many libraries across the country are struggling to take on a larger role in meeting their community's needs and require increased support from their city or county administrator, Announcing a new grant from leMA Local governments can now apply for an leMA Public Library Innovation Grant. With the support of the Bill & Melinda Gates Foundation, leMA will provide $500,000 in grants to cities, towns, and counties that are committed to using their public library as a vital tool in addressing community priorities and issues in a unique, non-traditional manner. Individual grants will range from $20,000 to $60,000 and be 18 months in length. All Innovation Grants will be anchored by a partnership between the office of the chief administrative officer (city, county, and town manager) and the public library. A series of leadership workshops and project coaching will support grantees in solidifying the manager/librarian partnership, ensuring the short-term success of the project, and developing the capacity to support the long-term use of libraries to meet community goals. leMA's Local Government and Public libraries Initiative In 2007, leMA began working with the Gates Foundation on the Local Government and Public Libraries Initiative to engage local government managers as leaders in support of public libraries. An leMA survey revealed that less than half of the responding local government managers reported that the chief librarian/library director was a member of the local government management team and only 41 percent reported weekly meetings with the chief librarian/library director. These statistics suggest that for many local government managers, libraries are not being used to strategically address community needs. As a fundamental social institution, public libraries need strong partnerships with their local governments to secure the assistance-financial and otherwise-needed to provide services. And local government managers have a vested interest in providing such assistance in light of the crucial role public libraries offer to the overall health of a community. Yet many city and county managers, are unaware of the new services a library can provide and how they can support these services. The Innovation Grants are designed to bridge this gap. They will help city and county managers understand the _ ~_ 11_ _ ____Cll...~; ...l_l non Q.+-fl 11/170nng leMA Web Site Page 2 of2 role public libraries could play in delivering services such as public safety and disaster preparedness, sustainability, health, immigration, civic engagement, and economic development. Applications are due Friday, January 9, 2009, 5:00 p.m. EST To apply for an leMA Public Library Innovation Grant, please download an application, guidelines, and budget template. Contact Molly Donelan at 202.962.3645 or via email at mdonelan@icma.org for more information. Downloads ~ Management Perspective (Adobe Acrobat Document, 239 KB) ~ Grant Application (Adobe Acrobat Document, 161 KB) ~ Guidelines (Adobe Acrobat Document, 109 KB) ~ Budget Template (Microsoft Excel Worksheet, 42 KB) (c~ 2008 International City/County ~l1anagcmcnt ASSOCiaten leMA is the :eading organization for inrormat,on on profeSSional ioea! government management. Its 'nembership includes City managers, county managers, and other chief appointed officials and aSsistants in loca: governments throughout the 'Nor!d IC!vJAs mission '5 to create excellence in iocal government c!eveiop!ng and fostenng professional :ocal go'/ernment manaqement wor!dw,de ,., II' _ _~L__:~.'1..._ _~_'11...~~.-J_lr.Or.O~.._r. 111170nnR leMA Leaders at the Core of Better Communities leMA Management Perspective October 2007 Local Government Managers and Public Libraries: Partners for a Better Commun(ry Once considered quiet havens for study and research, modern public libraries dre creating d new niche tor themselves in community life. From bridging the digital divide to offering solutions to societal challenges, the public library has evolved into the essential "go to" facility for young and old allke~ both ph')'sically and in cyberspace. Hmv effective libraries are in dchievlIlg their potential varies de- pending on hmv connected they are to the needs and opportunities \vith- in a community. Local government managers can playa critical role in helping libraries understand dnd fulfill community needs dnd obtain resources necessary for success. One potential barner to library ef- fectiveness Jnd integration with the local government is the variation in governance structures for the man- agement 01 libraries. Not all library directors report to the local govern- ment manager The libr.:!.I"}.' m.:!.y have a separate authority or board. may be part of a regiondl entity, or may provide services under a con- tract. Regardless of the governance structure, libraries are essential to communities, making it vitally im- portant that managers and library director5 form strategic partnerships to provide dynamic and responsive community support services. "The central qut'stion we have before us is how to connect the library \,vith the local government. One of our core responsibilities as managers within a community is to connect the dots, horizontally dnd vertically, in order to achieve the community's strategic objectives, Vlfl' as manag- ers need to think of public libraries as partners in this eifort." said Ron Carlee, county manager, Arlington County, Virginia, Libraries can easily be overlooked or iorgotlen in local government strategic planning processes. Be- cause of the "discretionary" nature of library services, they may also be among the last to be con5idered in annual budgeting and program- ming cycles. Yet time after time, libraries are rated very highl')" in the measurement of service quality in ICMA Local Government and Public Libraries Partnership Initiative- Advisory Committee Members of the leMA Local Government and Public Libraries PartnerShip Initiative Advisory Committee are committed to gaining and promoting an understanding of the role and value of the modern public library, Com. posed of 25 members from communities all across the United States, the initiative's advisory committee includes local government manaqers and pUblic librarians, With a diversity of community size, type, and qeographic location represented, the advisory committee provides the experience and reality check for leMA and the Gates Foundation to explore the role of manaqers for the 21st century library. On Auqust 16 and 17, 2007, at the Harold Washington Library Center in downtown Chicaqo, the committee met to discuss how local qovernments and public libraries can partner to improve communities. To see a full list of committee members, go to icma, org/pu bi i c J i bra ries, customer satisfaction surveys. The credibility that libraries havE' with residents provides a strong pldtform for their expanded roles. AI Roder, cit~r' ddministr~Hor oi Northrield, Minnesota, suggests that the chal- lenge is to vie\.v libraries as a core "essential" function ot" local govern- ment. Libranes \vill thrive and find new and innovative ways to serve the community with the support and leddership role of the l1unager. leMA has formed an advisory committee designed to enable man- agers to explore their role dS ad- vocates for public libraries Jnd as partners in enhancing community quality of life and sustainability. one of IC!vlA's long-term priorities. Members of the Advisory Commit- tee ior the ICI\I1\ Local Government Jnd Public Ubraries Pa11nership Ini- tIatJve. iunded by the Bill & Melinda Gates Foundation, will also work to increase awareness Jmong other local government officials. \Vhile the governance structure oi a library strongly iniluences its rela- tionship with the local government, its v.mrk still needs to be integrated with that of the broader commu- nity. In order to achieve such inte- gration, the group defined the roles that the local government manager can take to provide greater supp0l1 to public libraries. Strategic Planning. The 10c,,1 gov- ernment manager has one of the most comprehensive vie\vs of the community's vision and future dvailable. As such, he or she can playa pivotal role in advising the library director on how the libr~1f1(s gOclls can best complement and re- inforce the larger goals of the com- munity. In particular, the mdlldger can help the librarian determine if the Iibrary's mission is consistent with th~1t of the local government's. He or she Cdn remove barriers to productive partnerships within the local government organization and encourage other departments, such as parks dnd recredtioll or social services, to work in conjunction with the library on projects. FinJ.Jly, the local government manager Cdn help align the library's efforts to provide Internet dccess with the broader communic ation needs of the community, ior example, ofier- ing Vv'iFi access. Funding. Managers have a clear role in insuring that libraries have an adequate and dependable source of funding, as \vell as a seat at the table when budgets are being pre- pared. They can also l1elp librar- ies gain nontraditional sources of funding. i\S librdfies' roles evolve within the community, it makes sense that their ability to leverage resources with other local govern- ment departments that share the library's mission may become more commonplace. And, by shmvcasing and celebrating the important con- tributions of local libraries, man- agers can help librarians attract funding from philanthropic. non- profit, dnd for-profit organizations. Pllblic Sllpport. By publicly pro- motmg library programs and services, the manager draws com- munity attention to the importance of the library and its contribution to overall qUJ.lity of life. For ex- ample, by reading to kids during a library's story-time program, the manager lets the community and the library know he or she recognizes its \.\1orth. The manager can also function as a coach Jnd mentor to the library director in garnermg better community sup- port-whether or not the libra.ry director reports to the manager. The manager Cdn provide critical opportunities for libraries to edu- cate elected offiCIals Jnd residents about their work in public meet- ings, particularly helping them to do so in J. meaningful way and using concise language. Likewise, managers can communicate with the library's board oi trustees to educate them on the needs oi the community Jnd facilitate commu- nication dnd increased interaction with elected oifici"ls. Accolllltability. Just as all local government departments must be accountable for the work they do, so, too, are public libraries. By listening and better understand- ing the library's priorities, local government managers can assist library directors align their pro- grams with the broad goals oi the local government. Local govern- ment managers can help identify relevant performance indicators ior the library and assure that the needs oi all ages and other popula- tion groups \,vithin the community are being a.ddressed. Michael Bryan, director of the Seminole Community Library in Florida. describes libraries as "the manifestation of democracv." As the most visible, physical symbol of a government's civic presence, libraries provide free and open ac- cess to knowledge and services to all residents regardless of income, race, Llnd/or age. They are a neu- tral, respected gateway to informa- tion, a sdfe "third place"-a space between work and home-with equal access for all community members The Third Place. L1braries provide services ior people of a.ll ages and leMA Manaqement Perspective October 2007 2 needs. Seniors use the librJr~/ as d social center, young children as d place to develop d love for read- ing and learning, and teenagers go there to study, use technology, dnd engage in constructive. fun activities. For ne\v immigrants, libraries offer ,1 means to ledlT\ about their Ilew community and the 10Cdl culture, or learn English. Libraries are J neu- tral haven where all people can feel comfortable and sJfe. Libraries can also provide a place to communicate information about local government programs, showca.se local artists, dnd encourdge civic engagement dnd discourse. Librclfies function JS J cultural center that celebrates diver- sity in the community. Building Communities. Libraries afe viable partners in community development projects and anchors for new retail centers and residential development. Libraries provide sta- bility in neighborhoods, as well as symbolize positive change and local commitment when new facilities are bUllt. They provide d means for in- dividual residents and businesses to connect to their immediate commu- nity, as well as to the glohal world. Libraries are fundamental social and economic connectors in eV12IY neigh- borhood where they reside. Educalion, Workforce, and Busi- ness Enhancement, According to d recent Urban Libraries Council report, ';\1aking Communities Stron- ger. libraries are contributing to their communities in mdny new dnd ll1nol/ative \vays. Libraries encourage litency \vithin the com- munity in the broadest sense of the word. Early literJ.cy programs help parents and child-care providers prepare children of all income levels for school. Adult programs build an educated \:\lorkforce. Libraries facilitate workforce development by providing access to the Internet Jnd technology trdining that helps local residents learn ne\v skills and apply tor .jobs. Many libraries are also of- fering technical assistance programs tOf small businesses. Change AgenL Libraries are a focal point lor neighborhood change. Several Chicago Public Libra.ry branches, have bridged affluent and preVIOusly blIghted neighborhoods, helping to create new economic de- velopment. along with d safer, more suble community'. Amy Eshleman. Assistant Commissioner Chicago Public Library In short, libraries can be impOliant pariners for local governments in im- proving the quality of residents' lives and increasing opportunities for alL Pete Giacoma, director of the Davis County Library in Utah, emphasizes the need for partnership, notmg, "Equal effort is required on both sides. The loc,-11 government manag- er a.nd the libra.ry' director must have ,-1 shared sense of excellence and be \villing to work cooperatively with each other to provide services for the community" Libraries are a dynamic resource and play man'),' roles in their com- munity. They are no longer just a place to get books and quietly study. Community needs are evolv- ing and libraries are changing with them. And libraries function inside and outside their four \valls through literacy programs Jnd bookmobiles, and form nontra- ditional partnerships with other government departments to better serve residents. The rise of the Internet has turned libraries into a commu- nication hub for everyone. The Chicago Public Library recogl1lzes that 50 percent of their patrons come for Internet access. Adults and children without computers come to the library and learn to use the technology. Many libraries offer free 'vViFi, giving business people and students another place to work, Visitors and tourists are able to come in and check their e~ mail. The Internet allows libraries to provide access to critical infor- mation and databases required by residents 24 hours a day/? days d week. In Arlington County, \/ir- ginia, use of the library's \Veb site makes it the second largest branch in the system by use-all in a "vir- tual" world. Libraries are designing and imple- menting unique ways to reach a tough community demogr,'Iphic- teenagers. Some offer gaming pro- grams where teens can come in and use library computers for games with the provision that they also check out and read books. In Casper, \Vyoming, City l'vlanager Tom Fors- lund reported the public librarv has started to do prevention work to address t1"VO of that community's most pressing issues-drug abuse Jnd high school drop-out rates. And from the Mathews lvlemorial Library in Mathews, Virginia, to the Carson City Library in Nevada. teens packed [heir public libraries for rock concerts. leMA Manaqement Perspective October 2007 3 There are many governance ~truc- turf'~ tor libraries. Some library director.s arc on muniCIpal execu- tive management teams and report directly (0 the local government manager, othe[~ report to an ap- pointed library board of director~, ami ~evt'ral unique models were described at the advisory corn~ mittee meeting, such as the two below. The municipal library in South Burlington, Vermont, IS physically located to tbe public higb schuul and shares facilities with the high school library. The twO libraries have separate budgets, with the public hhrary paying the school $75,000 per year for rent, utili- ties, and technology. The schaul provides IT and .ianitorial services, while the l11unicipallibralY pro- viLies most of the collection. The libraries have separate staffs, in- cluding two chief librarians 1,.\.'ho work together, one reporting to the school superimendent and the other reporting to the CIty manager. This relationship has been in pbce for over 30 years and works \vel! lor the community. Corning, New York, and seven surrounding municipalities have created J public-private partner- ship with Three Rivers Devel- upment. a private, nonprofit economic development organiza- tion. A ten-year agreement was reached seven j/ears ago to change the Corning Library to a free asso- ciation library. The library became a nonprofit organization under the state education law. Three Riv- ers Development owns the library building and leases the space to the library; they are also the main funder of the library's endowment and the mUIllcipalities pay the operating costs through their ne- gotiated contracts. The muniCIpali- ties' contracts define what services Three Rivers Development will pro- vide and the cost 01 those services. The library's board of directors is made up of memhers appointed by the municipalities and Three Rivers Development, Local government managers across the United States need to have a greater awareness dnd understand- ing of the traditional, evolving, and potential role of libraries in the community_ As this role continues to change and mature over time, loc al government managers need new information and tools [Q better integrate the work of libraries in helping to realize broader commu- nity goals. The advisory commit- tee will be working in the coming months to develop a proposed plan for addressing these needs. ICrAA is the premier locaJ government leadership and management orgclnization. Its miSSIOn is to create excel- lence in local governance hy' developing and advancing profeSSIOnal management of local government vvorld- wide. lCMA provides member support; publications, data, and informdtion; peer and results-oriented c'ts- sistance; dnd training and professional development to nearly 9,000 city, town, and county experts and other individuals and organizations throughout the world. Guided by tbe belief that evelY life has equal value, the Bill & Melinda Gates Foundation works to help all people ledd healthy, productive lives. In developing countries, it focuses on improving people's health Jnd giving them the chance to lift themselves out of hunger and extreme poverty. In the United States. it seeks to ensure that all people~especially those with the fewest resources~ have access to the opportunities the;/ need to succeed in school and life. r,:1ore information is available at: ww\.v.ga tesfounda tion. org. leMA Computers and Internet connections have become an essential part oi daily life in the United States. Millions of people, many of them in low-income communities, rely on public libraries for access to these technical tools and training. The foundation's goal is to help libraries continue to provide these services for the people who need them most. leaders at the Core of Better Communities leMA Manaqement Perspective October 2007 4 I€MA CONTENTS Background. . . . Program Goals. Funds Available.. . . Eligibility Requirements. 2 Application Scoring 2 Completing Your Application 2 Grant Timeline. 3 Appendix A: Public Library Innovations. . 3 Appendix B: Eligible Project Expenses ..4 Appendix C: Documenting In-Kind. .4 Appendix D: Completing the Budget. . . . . 4 .1 ....1 Public Libra!) Innovation Grants Guidelines and Resources BACKGROUND .1 The Public Library Innovation Grant proqram is administered by leMA (International City/ County Management Association) and is made possible by leMA's partnership with the Bill & Melinda Gates Foundation. In 2006, leMA beClan working with the Gates Foundation on the Local Government and Public Libraries Initiative. As a result, a 26-member leMA advisory committee reviewed a variety of ways the partnership between communities and libraries could be strengthened. The committee identified areas where public libraries could playa larger role in delivering services, including access to technology, public safety and disaster preparedness, sustainability, health, immigration, civic engagement, and eco- nomic development. As part of our commitment to create excellence in local government, ICMA is dedicated to fostering innovative solutions to local government challenges. The Public Library Innovation Grants Program will fall under ICMA's overall goal of promoting sustainable communities. About ICMA ICMA is the premier local government leadership and management organization. Its mission is to create excellence in local governance by developing and advocating profes- sional management of local government worldwide. ICMA provides member support; publications, data, and information; peer and results-oriented assistance; and training and professional development to more than 9,000 city, town, and county experts and other individuals throughout the world. PROGRAM GOALS The goals of the ICMA Public Library Innovation Grants are: Enable public librarians to join their local government manager in developing and implementing solutions to specifiC community challenges. Build the capacity of the participating local government and library leaders to collaboratively launch and support change and innovation in their public library systems. Increase leMA members' understanding and support of the 21st century library and their leadership role in promoting the public library system. FUNDS AVAILABLE The ICMA Public Library Innovation Grants will begin with one round of funding in 2008-2009. leMA will award grants between $20,000 and $60,000 Iram a total fund of $500,000 in 2009. Grants are awarded for distinct projects that can be completed within 18 months. Communities will not be required to match the value of the grant with cash, time, or other contributions. Commitments to leverage qrant funding to obtain private investment or increase volunteer participation will be considered in the selection process. See Appendix 0 for more information on in-kind contributions. Leaders at the Core of Better Communities page 1 ELIGIBILITY REQUIREMENTS The following U.S. orqanizations are eliqible to apply for leMA Public Library Innovation Grants: County governments City or township governments Special district governments Public libraries or parent organizations, with the endorsement and commitment of a local government partner Tribal libraries with the endorsement and commitment of tribal government partner. The following groups are not eligible to apply directly: Public schools Individuals or single businesses Religious organizations, state or federal government agencies, political groups, universities, hospitals, newspapers, and fraternal organizations Non-profit organizations Non-eligible groups may participate as partners or contributors to the projects of eligible applicants. APPLICATION SCORING A committee made up of local government leaders and public library leaders will review grant applications. Applications will be rated on a set of six (6) criteria. Applications will be given points for how well criteria are met. The maximum possible points in each area are indicated below, with the highest score achievable for the total application being 100 points. 1. Community Objective (25 points) Project addresses a recognized community need with a viable, innovative solution. Project description defines community need and clearly defines project goals. Proposed project will result in products, services, or benefits that will have a lasting positive impact on the community. 2. Leadership/Commitment (20 points) Project demonstrates new alignments or partnerships among the manager's office and city and county departments and the public library to meet community objectives. Application indicates commitment from the manager, public librarian, and any key department directors to participate on the local team that will lead and implement the project as well as participate in the grant meetings and in the leadership/professional development series. (April 19-21, 2009, November 20-22, 2009, and August 5-7, 2010). 3. Use of Technoloqy (10 points) Application describes technology that will be used within the project and clearly explains how this will help support project goals. 4. Budqet (15 points) Proposed budget is realistic, well planned, and accurate. Cost estimates are researched and reflect market prices. The budget narrative explains proposed expenses and identifies your organizations capacity to implement the project. 5. Evaluation Plan <15 points} Application includes a description of antiCipated project results and a plan for evaluating and documenting performance. 6. Sustainability (15 points) Description of how the project will continue beyond the grant period, including a project timeline, in addition to financial, organizational, and programmatic indicators of the projects long-term viability and sustainability. This should include a plan to leverage additional resources. COMPLETING GRANT APPLICATION Application package should include the Application Form, the Budget Spreadsheet, and attachments, if applicable. You may include other materials to help reviewers better understand your proposal and strengthen your application. Some examples of useful attachments are: Community demographics Community support letters Volunteer pledge sheets Information on current related proqrams List of existing equipment Costs quotes on hardware, software, or other items showing budget research Brochures, flyers. or promotional mater-ials for related proqrams. paqe 2 Application forms are available at www.icma.org/publiclibrarygrants. Complete applications must be received by 5:00 p.m. EST January 9, 2009. Applications can be submitted by e.mail or in hard copy format. We request that you e-mail as much of your application as possible. Applications can be mailed to: Molly Donelan, ICMA Public Library Innovations Grants Manager ICMA 777 North Capitol Sl, NE SUite 500 Washington, OC 20002 pu bl i c I i bra rygra nts@icma.org All applications must be easy to photocopy. Do not staple or bind hard copy applications. Questions? Please contact Molly Donelan at 202-962-3645 or mdonelan@icma.org if you have any questions about the grant program. GRANT T1MELINE Please note key dates for 2008-2009 Public Library Innovation Grants. Travel to all three Grantee Meetings is required. ICMA Releases Grant Application Application Deadline Grant Review Panel meets and evaluates applications. Awards are announced. Project Implementation Grantee Kick-off Event (required) Second Grantee Meeting (required) Third Grantee Meetinq and grant closeout (required) Final Report due to ICMA November 3, 2008 January 9, 2009 February 2009 February 2009 to August 2010 April 19-21, 2009 November 20-22, 2009 August 2010 : August 2010 APPENDIX A: PUBLIC LIBRARY INNOVATIONS ICMA encouraqes applicants to design projects that integrate the public library into the strategic plans of the local government to address a community need. ICMA will offer grants for proqrams in a variety of program areas to communities that have demonstrated leadership or are proposing hiqh risk/reward projects. Some possible program areas include: Creatinq a sustainable community Workforce development Emergency management and public safety Health and active livinq Immigration and languaqe Education Youth and teen services Civic engaqement, community buildinq Here are some resources from leMA's Local Government Public Library PartnerShip Program. Local Government Managers and Public Libraries: Partners for a Better Community. !eMA Management Perspective, October 2007 http://i c ma.o rgldocu me ntsl Fi na 1_ M g mt_Prsptv _ Li b raries _(gates). pd f Making Cities Stronger: Public Library Contributions to Local Economic Development. Urban Libraries Council, 2007. http://www.u rba n lib r a rie s.org/fi les/mak i nq_ c it i es _st ra nqer.pd f page 3 APPENDIX B: ELIGIBLE PROJECT EXPENSES The leMA Public Library Innovation Grants Proqram will cover most project-related expenses. Here are some examples of items covered by the Grants: Staff costs Printing and marketing costs Project supplies Computer hardware and software as needed by the project Multimedia tools Assistive and adaptive equipment The leMA Public Library Innovation Grants will not pay for: Construction costs General administrative expenses Equipment used by staff only Expenses incurred before the grant agreement is signed APPENDIX C: DOCUMENTING IN-KIND leMA encourages applicants to consider ways to leveraqe grant funds in order to ensure the sustainability of the project. If your community plans to contribute in-kind to this project, consider attaching additional materials to your application package. These could include: A written fundraising plan to secure additional project funds . Pledqe letters or e-mails from individuals and orqanizations promisinq to donate time, materials, or money to the project. APPENDIX D: COMPLETING THE BUDGET All applications must include a detailed budqet on how qrant funds will be spent. Please see Appendix B for a list of eligible expenses. In the Budqet Narrative section 15.B. applicants should explain all budget items. Include a brief and clear description of budget line items that explains to the review committee how you intend to spend funds. Budget items should be realistic, researched, and reflect market prices. When personnel are included in the budqet please note the rate and the number of hours. I€MA Leaders at the Core of Better Communities 09119 paqe 4