It has become increasingly important for libraries to secure additional sources of funding. When core budgets are stretched to cover only the bare essentials, this extra support becomes vital, enabling libraries to develop new programmes and expand the resources they offer.
This is the third instalment in our series on libraries and funding. So far findings from recent discussion groups have provided guidance on:
- Writing the bid – practical tips on how to submit a winning application
- Staying prepared – how to ensure you’re ready for when the next funding opportunity comes along
This time, we’re exploring topics of organisation and teamwork. With input from over 30 library authorities, here’s your best practice list on how to organise and pull together to make successful bids and deliver great projects.
- Understand your internal processes
Formal processes for initiating and managing bids vary by authority, so make sure you understand what the process is for you. In some services there’s a well-oiled process that involves sign off by finance, or possibly procurement, ahead of bids being applied for. In such cases, it’s important to follow the correct procedures e.g. budget codes and authorisation.
“We have to request permission before we even apply, and we have to get that permission from our head of finance”
Other services had a ‘seek forgiveness, not permission approach.’ One authority mentioned being part of a community hub model and that they are fortunate in having council resource for making bids on their behalf.
- Know who will take the lead
After all if lots of people are responsible for making bids, no one is responsible…
However, there’s more to consider here. In cases where the same individual always takes the lead, there was mixed feedback on whether they approached funding opportunities with a broad enough approach. Recognising specialisations and expertise of team members and how this is reflected in fund objectives has been a productive way of leading bids:
“At my level, there’s four of us each with our own specialism. Mine’s digital, then there’s learning and skills, then health and well-being. If a funding opportunity comes up that’s obviously more linked to one of those, that person will take the lead on it. The first thing we do is to say to our service manager, this is the idea we’ve got, are you okay with us putting a bid together?”
- Early IT involvement in projects
It works well when IT sound out initial ideas for new projects. One authority reported holding brainstorming sessions 2-3 times each year which both IT and library management attend:
“From an IT point of view, it gives control over the ideas that move forwards and the ones that don’t. If some ideas are barking mad, you can chop them off before they gain any traction.”
IT are also an essential contributor for drawing up a detailed, successful project plan as part of the application process:
“I get asked a lot for the technical specifications. I hear: ‘Hey, we have an idea, we’d like to do something like this.’ They run it past you and you tell them that’s going to need that bit and this is going to need this bit and then you put all that detail into your funding application. When the funding comes through, you’ve got a de facto project plan and it’s less likely something drops through the cracks.”
- Take the opportunity to share information across the council
Libraries are not the only part of the organisation that bids for funding. Can you work with colleagues to enhance skills and experience?
There were some good examples of this:
“We’ve worked with public health quite a lot, either getting money from them, quite frankly, because they have a lot more than we do. But also, at the beginning when my colleague was learning, they were used to writing bids. So they were very helpful.”
Without these relationships, there is much less joined-up working:
“No, We’re quite siloed. Everybody’s under pressure. There’s not enough staff. You’re pretty much on your own, to be quite honest. You’ve either got to get the experience by doing it, or you ask around in your own teams.”
Bear in mind that good ideas for projects often take a lot of coordination between departments to put into practice. There are usually a lot of third parties involved beyond the library, and especially when you get past the bid writing stage. The advice is to try building these networks and relationships now so they are in place ahead of needing support for a bid and for putting the project plan into action.
- Group applications
Scottish authorities have worked together on group bids, as have authorities in the WECA (West of England Combined Authority). This has led to great efficiencies in the bid process, being able to benefit from the expertise of individuals in other authorities and working together for a combined use of resource and brain power.
Partnering with another authority can also bring originality to your plans which is thought to have helped contribute to successful bids.
In these group bids, a single application is made so it’s either win or lose for all authorities involved. Advice is to stay focused in what’s being bid for when multiple parties are involved, and it will help to increase the overall chance of success.
Another example involved working together with schools and their libraries. With this partnership, it helped keep momentum up from one bid to the next:
“We seem to do several bids every year. We keep things going between us and the schools because of course we have school libraries as well… I would say we’re 60/40 successful.”
- Make it more feasible to apply
The short lead times, the busy working weeks and the lack of guarantee of success mean that sometimes authorities feel they are just not in a position to apply for funding. They also need to know there’s sufficient resource for putting the project into action if and when they are successful. It’s a calculated decision based on the resources available and activities going on at that time.
What helps is to be clear on what it’s possible to bid for. Staffing for projects and/or relief staff cover can often be included, helping to make the whole plan much more feasible and giving confidence for delivering on whatever is agreed.
Examples of successful projects
So there’s definitely a learning curve involved in being organised and ready to make successful applications for funds. However, the rewards are worth the efforts required. Members of the discussion group reported a number of interesting projects they’d been able to accomplish following such funding awards. These included:
- Support for annual literature festivals and reading challenges
- Digital volunteer management and promotion
- Robots for coding clubs
- Equipment for filming, videoconferencing and podcasts
- Community group sewing project
- ‘Know your neighbourhood’ projects – various events that bring communities together
- Furniture and play equipment for libraries with gardens and outdoor spaces – sometimes used for garden parties!
- Travelling cinema programme
- Library app development
- Pre-school children programme
Staying positive
The key takeaway from this discussion is that whatever the outcome from your next funding bid, remember never to feel defeated. There is always hope for next time:
“If you’re not successful in the first round, there will be other opportunities potentially going forward.”
Good luck and we look forward to hearing about your next great project!
Further reading:
The annual Netloan Public Library Survey 2025 has just published and provides data and experiences around funding, with ideas on building stronger cases. See the results here.
