BUILDING THE BUDGET
Promoting Your Program and Meeting Funding Demands for Preservation and Security
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14. Strategies for Funding Preservation and Security
James G. Neal
Library preservation and security programs
increasingly compete for resources to meet an expanding array of
rigorous collection, service, and technology needs. In a survey of
Association of Research Libraries members concerning the future of special
collections, lack of funding for preservation was overwhelmingly
identified as the leading preservation challenge. [1] Libraries
are developing innovative strategies to build budget support and to
attract new external funds through grants, statewide initiatives,
fund-raising campaigns, and entrepreneurial activities.
As institutional budgets and national funding
programs have fallen woefully short of library preservation and security
needs, new demands, such as the archiving of digital resources, have
only further eroded library capabilities. Few libraries have been able
to make a strong case for stewardship of the collection as an integral
component of development priorities. Progress will require fiscal
agility, innovative packaging of collection and preservation needs, and
development of new markets for preservation services.
In this paper, I will outline the range of
preservation and security strategies now available to libraries, the
infrastructure and tools needed to advance a successful program, the
various audiences requiring education and advocacy and the core
qualities and tensions integral to a library preservation and security
effort. I will discuss the way each of these elements intersects with
resource development and will describe activities that may be
implemented to attract support.
Besides documenting lack of funding as the primary
concern, the Association of Research Libraries survey on preservation
programs highlighted several additional areas as priority challenges.
These include: the preservation and archiving of digital resources, the
reformatting of brittle books, the creation and maintenance of
appropriate environmental controls, and the recruitment and retention of
expert staffing. Each of these broad areas of concern presents not only
extraordinary funding needs but also rich opportunities for creative
financing.
A preservation program must be presented as a
comprehensive strategy, particularly in a research library setting, and all of
its core elements must be clearly identified. These elements include,
first of all, a collection condition survey and documentation of need.
Preventive and stabilization procedures, repair and conservation
procedures, reformatting techniques, and environmental monitoring
activities are also important. The strategy must embrace as well
facility improvements, collection management and handling, and staff
training. User education, digital archiving, and disaster preparedness
must also be addressed. Each of these many components requires a firm
financial commitment.
Preservation strategies should be advanced in the
context of a program plan that includes a well-articulated vision and
clear priorities for action. The plan must spell out measurable
objectives, with supporting documentation and requirements for requisite
expertise and essential resources. It should articulate clear and reasonable expectations and include a
commitment to assessment. Such a plan can be used to rally institutional
support and attract external interest and funding. The essential
resources are significant: professional staff, clerical and student
staff, equipment, supplies, technology, and facilities are all possible
resources.
As the preservation program is built, many important
issues must be considered that are linked to resource development.
Will the program be comprehensive, or will it specialize in selected
areas or activities? Will it focus on the working and circulating
collections, or on the special and rare collections? Will the emphasis
be on traditional techniques, or on new and experimental strategies?
Will the priority be conservation of the original works, or creation of
surrogate copies? Will the program champion local needs for
preservation, or serve as a model for national programs?
A balance between access to collections and the
security of collections must be achieved. Will base budget support be
provided, or will the program rely primarily on "soft" and external
sources of funds? Will the preservation work be handled by in-house
staff, or will operations be outsourced to external individuals and
firms? The preservation program might be advanced primarily as an
institutional initiative, or consortium approaches might be sought.
Will a preservation program be developed, or will preservation
activities be carried out as a series of funded projects with one-time
financing? Obviously these questions present choices, and most institutional
preservation efforts will prove to be a cross between several
options. The orientation of a program must be clearly spelled out,
however, because it will drive funding and fund-raising decisions.
Less clear are ways to attract external funds to
support collection security needs. It may be argued that grants
organizations and individual donors view such operations as the
core responsibility of the institution. Policies and
procedures that manage collection theft, collection mutilation, control
of users, control of access, user surveillance, special storage, and the
use of surrogate copies might be difficult to sell outside the library.
Another new area of concern is the security of electronic data. In all
cases, the cost of managing security and the impact of collection loss
and damage must be clearly presented.
Grant funding for preservation programs in libraries
has traditionally come from several sources, namely national
foundations, family foundations, federal agencies, state legislative
projects, or corporations. In general, the interest of these granting
agencies has gone from support for institutional preservation programs
to national demonstration and leadership projects. The focus is on the
clarity of objectives and the project plan, the national contribution
and impact of the work, and the significance of the collection being
preserved. The innovative application of new technologies, the choice of
appropriate strategies, and the availability of necessary resources and
expertise are also important to funders. It is important for the
institution to establish a record of institutional commitment and
accomplishment, appropriate and effective partnerships, and rigorous
assessment strategies.
External fund-raising for preservation programs in libraries
has also traditionally come from several sources. The support of
library friends groups, annual gifts programs, and special project
funding are three of these. Others include the creation of preservation
endowments for positions or programs, the creation of collection
endowments that include preservation components, adopt-a-book programs,
planned giving and bequests, and naming opportunities. Libraries that
have been successful in attracting support from donors have been able to
link collection development and preservation activities, to demonstrate
that the purchase of an item for the collection may involve an ongoing responsibility for
its maintenance. Libraries also have been able to tap into donor
interest in new technologies and the ability to extend and enhance use
through digitization while also enabling the preservation of the
original artifact.
Library fund-raising for preservation should focus on
traditional support groups, those individuals having a strong interest
in the book, and "new generation" support, from those individuals who
look to the library for leadership in the use of information technology.
An important consideration in such fund-raising is the recruitment
of unrestricted support that can be used for changing needs and
opportunities versus funds that are earmarked for a specific activity or
class of materials. In all cases, preservation must be linked to the
academic excellence of the institution, to the national significance
and impact of the preservation activity, or to the institutional
reputation and visibility. Depending on the audience, links to
innovation or to historical roles and values are also important.
A new area of external resource development that
libraries should advance is entrepreneurial or new market development.
Individual libraries may be able to organize preservation services that
would be of interest to other libraries, individuals, or organizations.
Leveraging assets such as expertise, experience, or technologies, for
example, could encourage the creation of new sources of income. Services
such as basic repairs, special conservation treatments, digitization
services or education and training are several areas where such external
work could be productive. Even collection storage, research and
development, consultation, and program planning might be appealing for
new markets.
Ultimately success in resource development for
preservation and security programs in libraries will be determined by
effective education and advocacy with key leaders and funders and also
with the user community. We need to inform the administrative and volunteer leadership of our
organizations of the impact of preservation and security on learning
and scholarship. We need to educate faculty, researchers, students, and
community users about responsible use of library collections and also
about library commitment to their long-term availability. We need to
interest alumni and friends in the significant impact of their financial
support for preservation. We should stress its importance to the success
of the library and the larger institution. We need to interest vendors
in partnering with libraries in the research and development activities
that will produce innovative tools for the preservation and
security of our collections. And we must encourage new and expanded
federal and foundation support for preservation as integral to our
national interest.
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