Report/Recommendations of the North Carolina Library Association (NCLA)
Task Force on State-Level Lobbying

Charge:
Explore the issues involved in establishing an ongoing lobbying effort for libraries and library interests in North Carolina, with a focus on the use of a paid professional lobbyist or lobbying firm.

Areas of Exploration:

• Research such activity by other state library associations to identify effective models.
• Research governance of lobbying activity and develop a recommended contract of services for a lobbyist based on expected funding scenarios.
• Make recommendations on where the lobbying function should be located within the NCLA organizational structure; or consider extra-organizational structures in partnership with other interested groups.
• Establish the degree to which NCLA can participate in lobbying efforts within the framework of 501(c) (3) status.
• Identify potential partners for funding lobbying activity.
• Bring a proposal to the NCLA Executive Board if/when appropriate.

Research Completed:

A. Research concerning nonprofits, lobbying, and 501(c)(3) status.
B. Lobbyist survey to other state library associations

Summary:
The Task Force recommends the following:
1. In the short term, that is, for the upcoming legislative session beginning in January 2003, NCLA should allocate a fixed sum to retain a lobbyist (possibly in partnership with the North Carolina Pubic Library Directors Association) to achieve goals and receive services mutually agreeable (similar to those attained during the lobbyist partnership with NCPLDA during the summer of 2002). If NCLA does not partner with another organization in the short term, it will need to consider how it will set its legislative agenda quickly and how it will implement strategies suggested by the lobbyist.

If NCLA has made the 501 (h) election, it can allocate up to 20% of its exempt purpose expenditures, which is approximately $18,000. However, NCLA will want to consider other lobbying expenses it will have in 2003, such as the national Library Legislative day or other activities, before allocating the entire amount to a lobbyist.

2. For the long term, NCLA should refocus its priorities and goals to reflect a strong commitment to an effective and active legislative program to include:

- developing a NCLA legislative agenda
- developing a NCLA legislative network of skilled and knowledgeable advocates
- reorganizing/restructuring the Governmental Relations Committee
- retaining an outside lobbyist to monitor issues, strategic advice, and to assist with access to legislators and their staff.

Recommendations:

After consideration of the Task Force survey results, North Carolina's current and likely future economic climate, and NCLA's recent successful foray into lobbying during the summer of 2002, it is the consensus of this Task Force that NCLA has an obligation to more actively represent the interests of North Carolina libraries and librarians in the state-level legislative process. To do this in an effective and resource-efficient manner will require making a deliberate organizational commitment to achieving a strong legislative program. It is likely that this will involve a shift of the organization's attention to this area, a greater emphasis on this process, and a deeper understanding of what it will take to develop an effective organizational governmental relations program. There will need to be a fundamental cultural change in how the organization views itself and its role on behalf of its members and their libraries.

The following elements appear to be key building blocks for an effective organizational legislative effort:

1. Strong support by the Executive Board;

2. A well-developed and regularly active legislative committee that:

• Meets frequently such as every month.
• Consists of members whose positions and/or experiences give a statewide, strategic view of the public policy issues affecting libraries, and who can communicate with subsets of the membership and lobby on behalf of the organization.
• Can commit to this level of activity.

3. A process that can and does establish a legislative agenda that has the consensus support of NCLA leadership and membership.

4. A professional lobbyist that can:

• Monitor issues
• Provide strategic advice
• Facilitate access to legislators and their staff

and who:

• Understands and is committed to library principles and values
• Does not have clients with conflicting agendas or any large clients who would dominate their time

5. An established legislative network that can respond to directions and calls to action based upon established objectives and the strategic advice of NCLA leadership.

Partnership Considerations

In its long-term planning, NCLA will need to carefully consider the benefits and drawbacks to partnering with another organization(s) in retaining a lobbyist. Given NCLA's history and mission, it can legitimately assert that it represents all kinds of libraries in North Carolina and, therefore, would not need to partner with another library organization in order to give it "authority" per se to represent any particular category of libraries. Partnering with another organization does add additional layers of logistical and political concerns such as developing a legislative agenda that satisfies and is approved by both organizations as well as the coordination required to effectively implement lobbying strategies. On the other hand, an effective partnership could strengthen the delivery of our message and the financial resources available for lobbying.

A. Steps: Long Term

1. The first step to achieving this outcome begins with a commitment from the NCLA leadership: the President, Executive Committee, and Executive Board. The Task Force recommends an initial focus on exploration of the topic with an emphasis on providing information/education to the Board in the form of a special session/meeting. We recommend bringing in experienced and knowledgeable speakers to educate and lead the Board in a discussion of the what, why, and how's of creating an effective organizational legislative program. The goal of this session would be an agreement and commitment by the Board to future, if any, of the NCLA legislative effort and the steps necessary to begin the process.

2. Although much will depend on the outcome of this session, the Task Force anticipates that there will need to be

• An evaluation of the amount of financial resources that can and should be allocated towards these efforts;
• A reassessment/repurposing of the Governmental Relations Committee, its membership, and its status within the organization;
• A plan for developing a legislative agenda, network, and the acquisition of a lobbyist, either alone or in partnership with relevant groups, depending on particular common issues.

B. Steps Short Term

Facilitate NCLA Executive Board discussion and possible approval to explore the short term recommendation to hire a lobbyist for the upcoming 2003 session. Identify resources available and process for identifying immediate legislative agenda.

Members:
Peggy Hoon, Chair
Sandy Cooper
Beverley Gass
Robert James
Jerry Thrasher
Catherine Wilkinson