Charlotte Mecklenburg Library Foundation executive director Jenni Gaisbauer and deputy director Karen Beach at her retirement party at ImaginOn: The Joe and Joan Martin Center on December 5, 2024. Photo credit: Everett Blackmon

In the evolving world of libraries, creating programs that support your community and secure essential funding is both an art and a science. Before her retirement in late 2024, after 30 years of service, Karen Beach, deputy director of the Charlotte Mecklenburg Library Foundation, NC, and an expert grant writer, shared invaluable insights with members of the Library Support Network on how development professionals can serve as thought partners to library staff. Her guidance emphasized creating more compelling and competitive grant applications to improve funding success rates. Beach was a recent guest at a monthly convening of the Library Support Network, a new and growing organization dedicated to supporting public library fundraisers.

Development professionals bring an external focus to program development, one that centers on funding viability, impact, and long-term sustainability—vital elements for any grant-funded initiative. By partnering during program ideation and concept creation, together library and development staff help shape ideas into competitive, well-rounded projects that not only attract funding but also amplify the library’s role as a community leader.

The key to a strong library program lies in asking the right questions early on. Here are some of the essential questions development professionals should ask when a library staff member has a new program idea in mind:

WHY DO YOU WANT TO DO THIS?

This question goes straight to the heart of the proposed program’s purpose. When library staff articulate the reason behind a program, they reveal its core value to the community. A clear understanding of its need serves as the foundation for a compelling narrative that will likely resonate with funders and helps outline specific goals.

Encouraging library staff to think about why their idea is needed in the community helps build a case for support. It also fosters deeper consideration of what this program will truly accomplish and why it matters—both to the library and the people it serves.

WHY IS THE LIBRARY BEST POSITIONED TO LEAD THIS WORK?

In a landscape of various organizations providing resources and support, the question of the library’s unique role is critical. Asking staff why the library is the best institution to lead a particular initiative encourages them to examine what sets this program apart and why it should be library-led.

Perhaps the library has established trust within underserved populations, or it has unique resources, such as public spaces that other institutions lack. Whatever the case, this reflection helps define the program’s identity and clarify why the library is uniquely positioned to address the community’s needs. This clarity can make all the difference to funders, who want to know why their investment should go to the library instead of another organization.

WHO ELSE IS DOING THIS WORK, AND WHAT CAN WE LEARN FROM THEM?

One of the most valuable aspects of having a development professional involved in program planning is their familiarity with broader trends and their ability to bring an external perspective. They might know of other libraries or community organizations already doing similar work and can connect staff to those examples. Learning from these existing models helps avoid duplication and allows for building upon proven successes.

Additionally, researching other initiatives offers an opportunity to gain insights into potential challenges, budget considerations, and best practices. Library staff can leverage these lessons to strengthen the foundation of their program, demonstrating to funders that they’re well-prepared to deliver results.

WHY DO YOU NEED THE MONEY?

While it may seem obvious that funding is necessary for new initiatives, this question delves into the specifics of what financial support will enable. A development professional might ask, “Is it just money you need, or is there also a need for internal advocacy, such as support from senior leadership?”

Encouraging staff to think beyond the immediate need (such as funding for equipment) helps broaden the vision for the program. Perhaps additional support is needed for project planning, staff time or project-specific training, or even community outreach. This comprehensive approach not only aligns funding requests more closely with program goals but also builds a foundation for longer-term sustainability.

WHAT HAPPENS AFTER THE FUNDING RUNS OUT?

Sustainability is a major concern for funders, who want to know that their investment will have a lasting impact. By asking what the program’s future will look like after the grant period ends, development professionals encourage library staff to think ahead.

Is there a plan for the program to be self-sustaining, or will it require ongoing financial support? Identifying strategies for sustaining the program after initial funding—whether through partnerships, additional grants, or even revenue-generating elements—enhances its viability and appeal to funders.

ADDITIONAL KEY QUESTIONS TO CONSIDER

In addition to these core questions, here are a few more to consider that can further strengthen the program concept:

• How will you measure success? Funders appreciate clear metrics for evaluating a program’s effectiveness. Development professionals can work with staff to set measurable objectives, which helps in reporting back to funders on the program’s impact.
• What are the risks involved, and how can they be managed? When accepting grant funding, libraries take on an implicit responsibility to meet the grant’s objectives. Unanticipated obstacles can affect outcomes, so identifying potential risks early and planning for them mitigates reputational risk and protects the library’s credibility.
• How will this program strengthen the library’s relationship with the community? Development staff understand the importance of a program’s broader role in community engagement. Considering how a program will enhance community relationships can add depth to its goals and ensure it aligns with the library’s mission.

THE POWER OF PARTNERSHIP

For library programs to thrive and attract the necessary funding, library staff and development professionals must work together as thought partners. Development professionals bring a vital external perspective that enriches the program’s scope, strengthens its funding potential, and ensures sustainability. By asking critical questions, they challenge library staff to dream bigger and design programs with greater impact in mind.

This collaborative approach not only improves a program’s chances of success but also builds a culture within the library that values strategic planning and forward thinking. By working together to align each program’s goals with funders’ interests, libraries can maximize their impact and continue to innovate in serving their communities.