HomeMy WebLinkAboutItem 01 New Library Facility Project Update AGENDA ITEM SUMMARY Meeting Date: 9/10/2018
Meeting Type: Work Session
Staff Contact/Dept.: Emily David/Library
Staff Phone No: 541-729-2235
Estimated Time: 10 Minutes
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Promote and Enhance
our Hometown Feel
while Focusing on
Livability and
Environmental Quality
ITEM TITLE: NEW LIBRARY FACILITY PROJECT UPDATE
ACTION
REQUESTED:
Provide feedback on progress of New Library Facility Project
ISSUE
STATEMENT:
At the November 27, 2017 work session, at which the Phase 2 Library
Programmatic Facility Design project final report was presented, the Library was
given permission to create a plan of community outreach, organizational
preparedness, and capital campaign preparation before conducting the bond support
survey that Council has directed be completed. Library staff would like to update
council on the progress that has been made on this plan in the last nine months.
ATTACHMENTS: ATT1: New Library Communication Plan
ATT2: Springfield Public Library Feasibility Study & Capital Campaign Timeline
2018
ATT3: Qualifications of Sharon Leighty & Co.
DISCUSSION/
FINANCIAL
IMPACT:
In preparation of the bond support survey, the Library and the Library Foundation
have been working on a two prong approach to inform and engage the community
regarding the New Library Facility project, while assessing the feasibility for
private fundraising for the project. The Library contracted Verb Marketing & PR to
complete a communication and marketing plan that lays out a strategy for getting
the community informed about the New Facility Project prior to the bond support
survey and continues through a potential bond measure on the November 2019
ballot. Simultaneously, the Library Foundation has contracted consultant, Sharon
Leighty to work on a feasibility study and capital campaign preparedness. Library
staff would like to update Council on the work done to date on these two fronts,
apprise you of next steps, and hear any feedback and recommendations that Council
has as we continue to move the project forward.
COMMUNICATIONS PLAN
for City of Springfield New Public Library
June 13, 2018
Attachment 1, Page 1 of 23
Springfield Library Plan 1
TABLE OF CONTENTS
Statement of purpose 02
Structure of outreach effort 03
Phase 1-6 03
Content and character of communications 05
Naming and Branding 06
Key positioning by phase 07
Key messaging 08
Audiences 11
Tactics, with timing 12
Phase 1 12
Phase 2 15
Phase 3 17
Phase 4 18
Phase 5 19
Phase 6 20
Timeline 21
Other notes 22
Note: This plan is being provided to the City of Springfield in a format that allows for revisions and
adjustments as the project proceeds. The initial plan’s date was June 13, 2018. We recommend
you track revisions/the reasons for revisions in order to ensure the best use of the plan as it is
implemented by various users.
Attachment 1, Page 2 of 23
Springfield Library Plan 2
STATEMENT OF PURPOSE
Today’s public libraries are experiencing heavy use. This increase contradicts predictions for how
libraries might fare in a culture of handheld, on-demand research and literary downloads. In fact,
the radical transformation of how people consume information has increased expectations and
need for library services. Library collections have expanded to include audio and video content;
librarians have become resources as people seek facts; and the role of a public library has
expanded beyond shelves to become a destination for learning and discovery.
Springfield is no exception, and in fact is a model of library innovation. Over the past decade,
program attendance has grown more than 500% and it has established itself as a destination for
learning in general, rather than a destination for a book, specifically.
It is currently co-located in an old shopping mall, with the City Hall. Its approximate 25,000 square
feet serve a population of 60,000. The popularity of its programs, which range from business and
employee development to youth services, has spurred overall use and heightened awareness of
the library as a resource and a destination. Users made 160,000 visits to the library in the last year.
The library’s current facility has served it well for 35 years but is now limiting just how much the
library can offer residents, and how many more people it can handle. The library and its Foundation
have completed a needs assessment of the library, focusing on the intersection of the facility and
programmatic needs.
According to the Needs Assessment, “The population of Springfield is projected to be approximately
70,000 by the planning horizon of 2040. This planning horizon reflects a long-term commitment and
investment for and by the community. The library’s ability to accommodate the growing population
and provide library services in accordance with its ever-evolving role in the community is extremely
limited by its current space by size, configuration and infrastructure.”
It is time for the community to consider what the next library might be, and what it could become for
the community. A rough timeline for a new facility indicates that the City could place a bond
measure on the ballot as soon as November 2019.
This document considers how the library should 1) involve the community in the conversation, 2)
keep residents informed, and 3) how it can inspire investment in a project that would be called a
library but would function as a destination for civic involvement and lifelong learning.
Attachment 1, Page 3 of 23
Springfield Library Plan 3
STRUCTURE OF OUTREACH EFFORT
We recommend a phased approach to the new library conversation. Messaging and tactics for
each phase are included later in this plan.
Phase 1: Information about current use and challenges
Although the shortcomings and constraints of the current building are well understood by
frequent users and staff, it will be important to provide details accompanied by how the
shortcoming is affecting the public, or staff efficiency. This phase would be characterized by a
primary emphasis on the current uses, with natural segues into the challenges. It will be
important to emphasize limitations in this phase, even though that is not consistent with the
library staff’s “can do” culture.
Phase 2: Vision of what could be accomplished with new building
After a phase of discussing the issues you face with the current space, we recommend you
transition to an emphasis that focuses on what would be possible with a new building. An
underpinning of this conversation might be “It’s amazing what we’ve been able to do, given the
facility.” Or “Imagine what we could do if…” This is a time in which the community should be
invited to help dream what the facility might accomplish. It is likely that earlier focus groups
have revealed many of the likely visions, but participation is important at this stage.
Phase 3: Specifics of the vision – cost, location, etc.
When the vision has been presented, community input has been considered and objectives of
the new facility have been shared and confirmed, it is time to move into the “how to” discussion
of the project. At this point, feedback from the community should be incorporated in the final
budget numbers. It will be important that community priorities are reflected in the facility
planning.
Phase 4: Announcement of bond measure
It is important to be clear through all phases that a new library would need to be funded by
property taxes and that the community would need to approve the issuance of bonds and the
corresponding tax increase by residents. That said, sharing the correct numbers and costs is
vital – once they have been released in any form they will be considered final. When the
numbers and specifics of a bond measure request are final and the library requests City
Council approval to put a measure on the ballot, all information must be completely neutral.
Phase 5: Information about the bond measure
Any promotion of the measure or further conversations that are in any way supportive of the
bond measure approval must be conducted by the foundation and/or political action committee
(PAC). The library can provide information-based materials only. We recommend these are
reviewed by the Secretary of State’s office to ensure compliance. (At this point in a project it is
very difficult for those who are immersed in a large project to see their own biases, making this
independent review valuable.)
Attachment 1, Page 4 of 23
Springfield Library Plan 4
Phase 6: Thank you and “proof” of intent
Assuming bond approval, be prepared to thank the community for having the vision to approve
the request. Regularly provide updates and news about the movement toward reaching the
community’s vision. Be sure to communicate at a level that’s about half the level of the pre-
election outreach. Citizens feel used when an agency becomes silent only after they’ve gotten
the ‘yes’ they needed. Maintain the relationships formed during the process. This may be a
good opportunity for the Foundation, as well.
Attachment 1, Page 5 of 23
Springfield Library Plan 5
CONTENT AND CHARACTER OF
COMMUNICATIONS
The information provided over the course of this communications effort will vary, but the type of
content that is selected, and the manner in which it is put forward should be consistent:
Content: Content can include discussion of problems presented by the facility but must always
include two other elements: 1) the solution, and 2) the desired outcome in a form that puts
library patrons or Springfield residents first. For example: Every year, ### people use the
library to search and apply for jobs. Because of space limitations we only have ### computer
workstations. That means people end up waiting hours for a turn. If we had more space, we
could help people find work.
Stay on Task: Connect your vision for space with your Strategic Goals to: 1) Be a hub for
information and innovation, 2) Foster an environment of cultural and economic diversity in
Springfield, and 3) Expand access to library services.
Tie into Your Mission: All efforts and communications must reflect your vision to provide library
services for personal enrichment, enjoyment and lifelong learning.
Character: All communications should be consistent in tone, coming across as warm yet
informative and helpful. Copy should employ a familiar but respectful form of address.
Residents should be treated and referred to as if they are customers, but with the warmth of
neighborliness. The core of the communications should utilize third person familiar, except for
when we use staff for quotations. (Quotations should always use first person.)
Specific Information: Get specific when outlining your accomplishments and your visions. Refer
to the content in the presentation developed for the FY 18/19 budget review. (File name:
Library FY19 Form_Presentation)
Attachment 1, Page 6 of 23
Springfield Library Plan 6
NAMING AND BRANDING
We recommend you continue to use the library tagline “Where minds grow,” for Phase 1, and then
transition it to “Room to grow” when the discussion shifts to a heavier focus on a new space, during
Phase 2. Imagery could extend from a book to other icons that illustrate the type of learning that
occurs at the library (pens, paintbrushes, a strand of DNA, etc.) Phase 3 might venture further,
moving to “Where Springfield grows.” When the effort to secure support concludes, you would
return to “Where minds grow.”
• Phase 1: Where minds grow
• Phase 2: Room to grow
• Phases 3-5: Where Springfield grows
• Phase 6: Where minds grow
Attachment 1, Page 7 of 23
Springfield Library Plan 7
KEY POSITIONING BY PHASE
• Phase 1: Emphasize the library’s long-time role in the community, and its
usefulness for generations. Begin to discuss the challenges it faces.
• Phase 2: Lead the “rethinking libraries” conversation. If you initiate and enable this
conversation it will naturally lead into the reason for a new library. Specifically:
more access to technology, different types of space, different types of materials,
more space to gather and learn together. The “Libraries Transform” campaign
offers specific topics and relevant discussions.
• Phase 3: Get practical about a new space. What would it achieve? What would it
cost? How could it be funded?
• Phase 4: Merge the “rethinking libraries” discussion with “here’s how we would do
it” and what it would cost in an information-only format that centers on the question
being put to voters.
• Phase 5: Provide costs and benefits of the proposed new library.
• Phase 6: Thank you and maintenance of relationships.
Attachment 1, Page 8 of 23
Springfield Library Plan 8
KEY MESSAGING
The key messaging is only foreseeable through Phases 1 and 2. This allows for adjustments based
on community interest and understanding. Key messaging should be used as a reference for every
communication that is issued during the outreach effort. Not every piece needs to include all
messages, but selection of message should be made deliberately based on desired outcome,
audience and medium.
Phases 1 and 2: The following challenges/solutions listing can be used to message clearly and
consistently. Parse these out by the audience so that you are sure to deliver the challenge to those
who are most likely to care.
The library’s Strategic Plan, as approved by the Library Advisory Board, is to fulfill the following
efforts.
A. Be a hub for information and technology.
B. Foster an environment of cultural and economic diversity.
C. Expand access to library services.
However, facility limitations are impacting the library’s ability to fully deliver on this vision.
Specifically:
• Challenge 1: The library offers computer classes (coding, etc.) and technology support
(digital literacy, ebooks, business support) but does not have a designated computer lab.
• Solution 1: A new library would have a computer lab for teaching classes of all types. It
would also be available for use by outside organizations or businesses.
• Challenge 2: The limitations of space are impacting the user experience. The library
strives to serve the youth of Springfield, but their needs are different and sometimes not
compatible with other users. There are areas designated for the children, teens, and a
quiet adult reading area, but because of space, it is hard to address noise and activity
levels. There is not enough space for teens to gather for study groups and their noise
disturbs others. Children and programs can be heard throughout the library. Yet children
and youth are essential patrons.
• Solution 2: The new library would have an area with tables where people of all ages
could gather to study or meet quietly, but without complete silence. A new library would
have separation of space to allow for quiet spaces, sufficient space dedicated for teens to
be teens, and for kids to be kids, as well as places for people to sit and have a
conversation without disturbing others.
• Challenge 3: The library does not have room to accommodate community meeting
spaces.
• Solution 3: The new library would have sufficient meeting rooms for local businesses,
organizations, and community groups to use for an array of purposes, at no or low cost.
Such meeting spaces are scarce in the Springfield/Eugene area. New meeting rooms
would be equipped with up-to-date technology.
Attachment 1, Page 9 of 23
Springfield Library Plan 9
• Challenge 4: The library has increased program offerings but does not have sufficient
dedicated programming space. It competes with other City departments and organizations
for a single large space. When we do secure a space, the room set-up is cumbersome
and not functional. Other spaces are not working as they should, particularly as the library
serves more residents. Specifically:
• The story corner amphitheater is not safe. Children regularly fall, and there are
unsafe wooden edges that have injured children.
• There is no area that is easy to clean-up for crafts.
• There is no designated space for labs or computer-based learning.
• There is not space for a community makerspace, something that the community has
asked for and would definitely be used.
• Solution 4: The new library would have adequate, flexible and dedicated programing. It
would be able to accommodate more than one program or class happening at a time and
accommodate larger groups when needed. Safety and clean-up issues would be
alleviated.
• Challenge 5: The library strives to provide access to current technology, but
infrastructure of old building makes it cumbersome and expensive to make changes. The
library does not have adequate WiFi and network access to serve patrons needs.
• Solution 5: The new library would be a state-of-the-art building built to accommodate
current technology and adjust easily to changing trends in technology. It would be able to
provide better services for our patrons, who rely on the library for WiFi access for job
hunting and other core tasks.
• Challenge 6: The library was designed as a retail mall. Spaces were not designed for
technology and needs of today. Specifically, the library is challenged by:
• Storage limitations.
• Not enough space for support groups – Friends, Foundation
• Its inadequate materials processing space, which makes processing cumbersome
and slow.
• Lack of space for collections to grow.
• Solution 6: The new library would have sufficient and properly designed work spaces that
are ergonomically sound and safe, allowing staff to complete tasks more efficiently and
safely. The design would include sufficient storage space for all programming and
outreach materials. There would also be sufficient work space for the support groups, who
are so important for the success of the library, to do their work. The library would have a
floor plan so that the flow of the collections is intuitive and allows room to expand. This
would include improved wayfinding for patrons. Shelves would be easily adjustable, and
accessible for patrons.
Attachment 1, Page 10 of 23
Springfield Library Plan 10
• Challenge 7: Partnerships allow the library to ensure that it reaches all of the community,
as well as providing services and programs that interest and benefit the community. With
more space, the library could help community partners do even more for residents.
Specifically:
• Host community partners for financial counseling.
• Hold teen classes on entrepreneurship.
• Provide health insurance clinics
• Host a Small Business Development Center (the community has specifically named
this a priority)
• Solution 7: The new library would include flexible meeting spaces to allow the library to
host organizations to make financial, legal, health and other support available for our
patrons.
Attachment 1, Page 11 of 23
Springfield Library Plan 11
AUDIENCES
At the highest, most general level, your primary audience should be considered all Springfield
residents. This is an important distinction as it includes those in the Thurston area and others who
are not necessarily library patrons but whose support is essential.
Reaching out to that broad of a group can be expensive and force a generalized message.
Because of that, we recommend taking advantage of opportunities that let you dive deeper by
parsing into specialized segments:
• Current library patrons who use the library for books
• Library patrons who participate in programming
• Library advocates (foundation, volunteers, supporters)
• School and educational users (teachers, home-school families)
• Parents of children under 5-years-old
• Long-time residents who are not using the library but did in the past (65+)
• Young adults (18-26)
• People ages 45-60 who are not current library users
• Business community (via Chamber and news outlets)
• Spanish-speaking community, and other English language learners
• Public internet users
Attachment 1, Page 12 of 23
Springfield Library Plan 12
TACTICS, WITH TIMING
The tactical elements of this outreach are broken out by phase, below. These points are intended
to supplement your current efforts, not replace them.
PHASE 1: INFORMATION ABOUT CURRENT USE
AND CHALLENGES
July 2018-December 2018
Although the shortcomings and constraints of the current building are well understood by frequent
users and staff, it will be important to provide details accompanied by how the shortcoming is
affecting the public, or staff efficiency. This phase would be characterized by a primary emphasis
on the current uses, with natural segues into the challenges. It will be important to emphasize
limitations in this phase, even though that is not consistent with the library staff’s “can do” culture.
Some of these recommendations are programmatic and may increase pressure on the library
infrastructure. This is intentional as it proves the problem while targeting a relevant audience.
July 2018:
• Develop a “logo bug” for use on all materials.
• Develop “photo essay” of challenges (over-crowded kids’ area, etc.) for future uses.
• Develop fact sheet with statistics about the library (age, size, people served,
population, collections, programs, etc.). Include “filled to capacity” components.
• Refine recommendations in communications plan and assign to staff as
appropriate.
• Work with community/civic communications contacts to identify collaborative
opportunities to share information more broadly.
• Consider and proceed with programming that demonstrates the new role of a
library and that correlates to one or more of the audience categories identified in
the plan. For example: 1) Living on a data diet? Learn how the library can help. 2)
Fact or fiction? Tips from your librarians. 3) Binge watching? Discover the books
behind the shows.
• Review past issues of “Highlighted and Handpicked” and identify content that could
be shared via social media and on the website.
• Assess the possibility of a new website. The current site does not adequately
demonstrate the library’s offerings or character and of greater issue, it is not
responsive. Given the high number of Springfield homes which probably use a
phone rather than a computer, this is an issue. A new site should allow for a “news”
section on the home page, or at minimum, social feeds.
Attachment 1, Page 13 of 23
Springfield Library Plan 13
• Join Team Springfield “coordination” Facebook page and request that partners
share relevant posts/news.
• As you share events and programming, consider adding something such as “Space
is limited. Come early to be sure of seating.” and if a program fills or overflows, be
sure to document it and share it socially with a note about “Thank you, Springfield
for all the interest in last night’s program. We know it was crowded!” Don’t do this if
you are concerned about low turn-out.
• Become involved in the Chamber of Commerce. Select one staffer to represent the
library.
• Become involved in Rotary. Select one staffer for this.
• Identify any other community organizations with reach into categories of residents
who are not otherwise familiar with the library. Become involved.
• Begin a monthly enewsletter to advocates and allies, as well as stakeholders and
opinion leaders.
August 2018:
• ‘Summer’s not just for kids’ social posts – Show how adults (younger, in particular)
are using the library for research and exploration.
• Social sharing, including some promoted posts, of kids in action, using the library.
Emphasize STEM. For this and all social sharing, use a combination of Facebook,
Instagram and Twitter based on target audience. Regularly boost posts (at least
once a week.)
• Develop a calendar of offerings and events, including open houses. Include
services and an update about the status of the new library conversation. Identify a
way to deliver this to every home in Springfield. Perhaps there is an opportunity to
partner with Willamalane.
• Issue an enews update.
September 2018:
• ‘Back to School’ Resource Night – Press release and social promotion. Hold a
weekend or evening event that welcomes families and students to the library to
meet staff who can help with research, and to find out the available resources,
including computers. Hold a series of three – one for elementary, one for middle
school, and one for high school. Promote it in collaboration with Springfield schools.
• News opportunity/pitch -- Living without internet access: How the library helps
Springfield – especially students -- connect/1 in 4 Americans lives without Internet.
Here’s how Springfield does it…
Attachment 1, Page 14 of 23
Springfield Library Plan 14
• Request opportunities to speak about findings of feasibility study/what’s next at key
community meetings (Rotary, Chamber, etc.). Ideal timing is January through
March.
• Issue an enews update.
October 2018:
• Every other week, use social media to issue “Look familiar?” series of archival
shots of Library over time. Choose photos that are recognizable or add call-outs for
context. Contrast the past to the present. The goal of this is to demonstrate the
longevity of the library, and to establish the baseline story of how things have
changed and grown.
• Every other week, use social media to demonstrate that the relevance of a public
library is increasing, not decreasing (refer to the ALA Libraries Transform campaign
for ideas).
• Begin a weekly “I love my library because…” video post of a patron. Select for
diversity of all categories, particularly age and user purpose. (These will be used as
one longer reel during an open house and other presentations, so keep that in mind
when producing.)
• Be sure all of this content is shared or tagged to partner agencies or those
mentioned. This multiplies the impact.
• Get more mileage out of the posts by using the on your website.
• Identify civic groups who would welcome an update on the project and get on
schedules for the coming months.
• Research opportunities to speak to the Chamber of Commerce about the economic
and civic value of a library. (See the list of ideas for media – some angles are
similar.)
• Pitch the Register-Guard business editor a story that’s thematically similar to the
content for the Chamber.
• Add a page to the website that is specifically dedicated to the new Library
discussion. Be sure it has a featured post or other front-page portal for visibility.
• Issue an enews update.
Attachment 1, Page 15 of 23
Springfield Library Plan 15
November 2018:
• Release the findings of the Feasibility Study in the form of a newsletter-style mailing
to Springfield residents.
• Begin your “tour” of local groups (Chamber, Rotary, service organizations) and
discuss the constraints and solutions, as well as next steps.
• News article/pitch -- Fake news? Springfield librarians offer tips to sort fact from
fiction.
• Issue an enews update.
• Engage a survey partner(s).
PHASE 2: DECEMBER 2018 THROUGH MARCH 2019
Vision of What Could Be Accomplished with New Building
After a phase of discussing the issues you face with the current space, we recommend you
transition to an emphasis that focuses on what would be possible with a new building. An
underpinning of this conversation might be “It’s amazing what we’ve been able to do, given the
facility.” Or “Imagine what we could do if…” This is a time in which the community should be
invited to help dream what the facility might accomplish. It is likely that earlier focus groups have
revealed many of the likely visions, but participation is important at this stage.
December 2018:
• Continue to extract key pieces of the Feasibility Study and share using social
media.
• Develop and share behind-the-scenes video blogs that demonstrate the
challenges. Continue this from this point on, once monthly. Put them on the
website.
• Rethinking libraries – Develop and use website and social media to share quick
videos about how libraries are working for people now. (Beyond the books.)
• News article/pitch -- “Keeping up with the times: How libraries are changing to meet
the needs of Springfield’s families…”
• Begin Speaker’s Bureau visits and continue through the end of March.
Attachment 1, Page 16 of 23
Springfield Library Plan 16
• Share key information points of milestones, plus public involvement opportunities,
using community channels such as: the City Manager’s enewsletter “Springfield
Connects”, the Emerald Valley Magazine, Willamalane’s distribution opportunities,
Free-for-All and SUB Reports/bill stuffers.
• Work with the Springfield School District to identify opportunities to piggyback onto
their communications to parents. (For example, Peachjar, etc.)
• Begin survey development by identifying what information you need to learn.
• Issue an enews update.
• Use the Foundation’s Books & Brew fundraiser to shed light on limitations and
share the vision for a new library.
January 2019:
• Work with local media to discuss the new library. Work this effort a week before the
Open Houses in order to help spread the word.
• Use the digital display screens in the City Hall lobby and Development/Public
Works lobby to promote the open houses.
• Community Open Houses – Hold three of these 2-hour sessions: one during a
popular weekday time, one during a popular evening time period and one on a busy
Saturday. Share facts and figures about the library, usage levels and constrictions
related to the space. Hold these in the library.
• Curate a list of community partners who can help share your posts and information.
(Schools, Chamber, etc.)
• Continue Speakers Bureau visits.
• Issue an enews update.
February 2019:
• Social share findings/learnings/did you know from the Open Houses.
• Continue Speakers Bureau visits.
• Issue an enews update.
• Promote Spring Break events for families.
• Finalize survey content and schedule fielding.
• Refer to comments about new building, provided in initial planning efforts
(2017/2018).
Attachment 1, Page 17 of 23
Springfield Library Plan 17
PAUSE FOR SURVEY/ASSESSMENT
March 2019:
• Field survey – get it scheduled early to ensure it can be conducted earlier in the
month and definitely not during Spring Break.
• Refine messaging based on survey findings.
• Prepare for Phase 3.
• Develop short videos (1-2 minutes) with a library staffer who talks about a
constraint and how it could be solved by a new space. Keep it positive. Note that
production value is not as important as content. Distribute these through social
media and on your website from late March until June.
• Issue an enews update.
PHASE 3: SPECIFICS OF THE VISION – COST, LOCATION, ETC.
April 2019 through May 2019
When the vision has been presented, community input has been considered and objectives of the
new facility have been shared and confirmed, it is time to move into the “how to” discussion of the
project. At this point, feedback from the community should be incorporated in the final budget
numbers. It will be important that community priorities are reflected in the facility planning.
April 2019:
• Get specific about recommendations for a new library, based on feasibility study,
survey findings and facility needs.
• Develop a fact sheet about the new library.
• Put the fact sheet content on the website.
• Develop a newsletter-style mailer about the Library’s plans to request approval to
put a bond measure on the ballot and mail it to all residents.
• Use the digital display screens to alert people to the discussion. One screen is
sufficient.
• Share the information via social and electronic outlets.
• Share information about the new library via news and community channels
(schools, Willamalane, etc.)
Attachment 1, Page 18 of 23
Springfield Library Plan 18
• Conduct another round of Speaker’s Bureau visits, to discuss specifics and next
steps – or submit updated information in an article form for inclusion in
organizations’ newsletters. As you visit organizations, be sure to post to social
media and tag the organization in hopes that the organization and followers will
follow you.
• Issue an enews update.
May 2019
• Develop and post information boards about the need for a library and what a new
library would delivery. Use the same information on your website.
• Mail/email a status report and fact sheet to organizations and community leaders
who will be inclined to be supportive and helpful. Invite them to a site tour and
discussion about the new library. Be sure to connect them with library advocates for
future networking.
• Reach out to the mayor, city manager, city councilors and your county
commissioner and offer one-on-one tours of the site and provide them with the
Feasibility Report with a cover sheet that delivers the information in bullets.
• Continue to demonstrate the work the library conducts each day, being sure to
represent all user groups. Add information such as “If we had more space, we
could…” or “It’s amazing what the team pulled off…” to give context to what the
improved library would deliver.
• Conduct an overhaul of the website content to be sure that the vision and specifics
are included, along with supporting content such as the videos.
• Issue an enews update.
PHASE 4: ANNOUNCEMENT OF BOND MEASURE
June 2019
Sometime around now, the City Council will be asked to approve a request to place a measure on
the ballot. Before this happens, complete as much supportive work as you can; after it is placed
on the ballot you will be tightly restricted to an “information only” protocol.
• Issue an enews update.
Attachment 1, Page 19 of 23
Springfield Library Plan 19
PHASE 5: INFORMATION ABOUT THE BOND MEASURE
June 2019 through Election
Any promotion of the measure or further conversations that are in any way supportive of the bond
measure approval must be conducted by the foundation and/or political action committee (PAC).
The library can provide information-based materials only. We recommend these are reviewed by
the Secretary of State’s office to ensure compliance. (At this point in a project it is very difficult for
those who are immersed in a large project to see their own biases, making this independent
review valuable.)
Efforts you can make/items you can distribute are:
• Fact sheet about the new library’s costs and benefits.
• Fact sheet about the number of library users, programs, etc.
• Re-use/repost past social media to look back and celebrate achievements.
• Revisit those you saw on your first round of speaking engagements.
• Use the digital displays for quick facts.
• Use information boards on easels outside and inside the library.
• Social media posts highlighting programs and activities (Keep in mind that
these could be shared by others and used in support or against the measure.)
• Newsletter-style mailer with information about the bond measure (be sure to
have this reviewed by the Election Division.
• Bill insert in SUB statements.
• Issue an enews update.
Advocacy work can be conducted by staff, but it must be done off-site, off-hours and on
personal equipment. It is also important that staff be clear that their statements are their own
and not as an employee or representative of the library. The Foundation does not have
these restrictions.
Attachment 1, Page 20 of 23
Springfield Library Plan 20
PHASE 6: THANK YOU AND “PROOF” OF INTENT
November 2019 through Groundbreaking
Assuming bond approval, be prepared to thank the community for having the vision to approve the
request. Regularly provide updates and news about the movement toward reaching the
community’s vision. Be sure to communicate at a level that’s about half the level of the pre-
election outreach. Citizens feel used when an agency becomes silent only after they’ve gotten the
‘yes’ they needed. Maintain the relationships formed during the process. This may be a good
opportunity for the Foundation, as well.
Attachment 1, Page 21 of 23
Springfield Library Plan 21
Attachment 1, Page 22 of 23
Springfield Library Plan 22
OTHER NOTES
• Reference List of Tools for Distribution
• Chamber events
• Chamber newsletter
• Chamber of Commerce newsletter
• City Manager’s enewsletter
• Digital display boards in City Hall and Public Works
• Emerald Valley magazine
• Enewsletter from library
• Events
• Facebook “live”
• Facebook organic posts
• Facebook sponsored posts
• Free-for-all publication
• Instagram
• Library website
• Media outreach
• Monthly enewsletter
• Nextdoor website
• Open houses
• Peachjar with school district
• Printed mail pieces
• Printed newsletter from library
• Speaker’s bureau/speeches
• SUB bill inserts
• Team Springfield collaborations
• Twitter
• Use of stand-up information boards outside of library
• Willamalane outreach
Website URL
Although wheremindsgrow.org is clever and meaningful, it is not the URL someone would intuitively
guess, if seeking the library. We suggest you consider using a more traditional URL such as
ourspringfieldlibrary.org. (We know springfieldlibrary.org is used by another Springfield.) The
reason to do this is simply because including the city name signifies community ownership and in
turn, pride.
Attachment 1, Page 23 of 23
Springfield Public Library Feasibility Study & Capital Campaign Timeline 2018
July – August
Meet with Campaign Planning Committee
Send draft prospect list to Committee prior to 8/21 meeting
Hold campaign meeting on 8/21/18 11:30-1:30
Prospect rating session at 8/21 meeting
Finalize top 30 prospects for feasibility interview, with goal of 25 interviews
Separate informal and formal interviews. Begin scheduling informal interviews in August
Complete all the contact information for each interviewee and ensure accurate
Finalize all campaign draft materials
Send emails to informal interviewees by 7/31 for meetings in Springfield on 8/21 and for phone
meetings.
September – November
Merge letters, proof, etc. 8/23-8/27 and obtain signatures for formal interviews Phase I
Mail letters to interviewees by 9/4 to 9/7 for formal interviews Phase I
Prepare background information for each interview
Begin calls to schedule appointments for interviews week of 9/17 for formal interviews Phase I
Finalize interview schedule with Sharon by 9/28
Send letters confirming interview date, time, location and with case statement 7 days prior to
appointment
Formal Interviews – 4-5 per day
1. 10/17-10/18
2. 10/23-10/24
3. 10/30 -10/31
4. 11/8-11/9
Send thank-you letters within 3 days of interview
Review all client documents and begin compiling interview responses
Review results and determine if more interviews are needed
Schedule more interviews if needed for November
Write draft report 11/12-11-16 and share findings with leadership team at November meeting
December-January
Meet with Campaign Planning Committee to discuss progress and next steps
Present draft report and share with leadership team in December (dependent on final interview
dates)
Present feasibility-study report to leadership committee and boards by 12/15
Meet with Campaign Planning Committee
Make presentation to city leaders as needed
Attachment 2, Page 1 of 1
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
1
Qualifications of Sharon Leighty & Co.
Summary and Firm Organization
Sharon Leighty & Co. brings 30 years of fundraising, nonprofit management, and community-
building experience to organizations seeking to manage their limited resources more effectively
and creatively. Sharon’s company provides services to small and mid-sized organizations and
public entities throughout Oregon.
Services include planning and implementing fundraising and
capacity-building campaigns; developing major gifts and annual
programs; researching, writing, and managing grant programs;
building development programs; and developing marketing and
public relations campaigns to support an organization’s mission.
Sharon has expertise and extensive experience securing public-
and private-sector funds, including state and federal grants.
She possesses excellent communication skills, has a broad
understanding of technology, social media, and fundraising software programs, is familiar with
all aspects of volunteer management, and has vast experience developing and implementing
project plans and budgets.
Sharon is the president of her company and a sole proprietor. She partners with other
professionals to form a qualified team to meet the specific needs of each client. This model
provides the most efficient, flexible, and cost-effective services for our clients. Sharon is also
prepared to work with a team of professional and technical advisors already assembled by your
organization.
Campaign Experience
Sharon has served as the lead consultant on a variety of
capital campaign projects throughout Oregon. Examples
include the restoration of the Kam Wah Chung & Co.
Museum in John Day, the Vista House at Crown Point in
the Columbia Gorge, Pete French’s Round Barn in
French Glen, and the Willamette Mission Ghost
Structure near Salem; a preservation fund to restore
Oregon’s lighthouses; and funds to expand and enhance interpretive programs at Collier State
Park and Logging Museum in Chiloquin and Sumpter Valley Dredge. Other capital campaigns
include raising funds for Oregon’s 150th birthday celebration and funds to build new libraries in
Lakeview and Canby.
Sharon’s fundraising experience includes managing all phases of a capital campaign. Examples
include implementing strategic planning sessions with community groups and stakeholders,
forming community-based campaign advisory and fundraising teams, conducting formal and
Attachment 3, Page 1 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
2
informal feasibility studies, researching and cultivating prospective donors, planning
community-based campaigns to leverage public-sector projects, developing and securing public-
and private-sector funding, researching and writing grant proposals, recognizing donors, and
developing public-outreach efforts to support a campaign.
From developing relationships with present and future stakeholders to forming public/private
partnerships, Sharon has worked with local boards to raise funds through grants, major gifts,
fundraising events, and future gifts.
Specific Capital Fundraising Projects
Listed below are examples of fundraising projects in Oregon that involved extensive fundraising
services by Sharon Leighty. All these projects were funded through both public- and private-
sector sources. Examples of public sources include Save America’s Treasures Grant Program,
National Scenic Byways Program, National Trust for Historic Preservation, Institute
for Museum and Library Services, National Endowment for Humanities, and Travel Oregon. The
private-sector sources include foundations in Oregon and SW Washington, corporations, civic
groups, and individuals.
Providing fundraising and project management services to the
Amphibious Forces Memorial Museum to raise $1.2 million to
save the LCI-713;
Provided professional services to the Oregon State Capitol
Foundation to build an independent nonprofit organization while
expanding its resources;
Providing nonprofit management and technical assistance to the
Wallowa Band Nez Perce Interpretive Center, Maxville Heritage
Center, and Josephy Center for Arts and Culture;
Working with the Lane County Historical Society to expand its capacity and prepare for a
capital campaign;
Providing development and grant-writing services for the Kids Club of Jefferson County
and the Madras Aquatic Center;
Working with the Christmas Valley community and Outback Retirement Center to
develop a sustainable plan for a retirement community;
Raised $4.5 million to restore the Vista House at Crown Point in the Columbia Gorge
Planned and implemented a $1.25 million campaign to preserve the Kam Wah Chung &
Co. Museum in John Day;
Raised $325,000 to implement a new interpretive plan at Collier Memorial State Park and
Logging Museum in Chiloquin;
Raised preservation funds for Oregon historic properties, including Sumpter Valley
Dredge, Pete French’s Round Barn, the Willamette Mission Ghost Structure, and Oregon
lighthouses;
Worked on the statewide initiative to implement the Willamette River Water Trail;
Provided development services to the Oregon 150 board to raise the resources needed to
implement Oregon’s 150th birthday celebration;
Attachment 3, Page 2 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
3
Provided fundraising services to the Hollywood Theatre restoration campaign;
Helped South Salem High School’s Wind Ensemble raise funds to participate in the
opening ceremonies of the 2008 Summer Olympics in China;
Provided interim executive director services to the Education Foundation for the Bend-La
Pine Schools and the Deschutes Public Library Foundation;
Provided campaign support to raise $3.8 million to build a new main library in Lakeview;
Provided development services for a local Red Cross chapter;
Assisted Salem’s Riverfront Carousel, Cascade School of Music, Deschutes Historical
Society, and Oregon Black Pioneers expand their organizational and fundraising
capacity;
Helped the Business Education Compact diversify its revenue portfolio;
Worked with Jefferson County School District 509-J to expand resources;
Worked with the Warm Springs Community Action Team to build infrastructure and
systems to support their work;
Provided in-kind services for Math Counts and Engineers Without Borders, PSU chapter;
Served as program coordinator for the Oregon Century Farm and Ranch Program,
including the expansion of its resources, capacity, and volunteer program;
Provided technical assistance to Oregon Main Street Programs.
“From working with our volunteers on fundraising strategies, to writing proposals, Sharon’s
knowledge, skills, and community connections have helped ensure our campaign’s success,” said
Amy Hutchinson, Director of the Lake County Library District.
Grant-Writing Experience
Sharon has developed solid relationships with most of the
foundations throughout Oregon and SW Washington. She has
extensive experience completing prospect research, developing
all elements of a proposal, building relationships with
foundations, applying for grants, and completing the grant
reporting requirements. Sharon has experience securing both
state and federal grants. The ability to secure funding for each
project is contingent on the specific project, your organization’s
readiness to implement a campaign, and local leadership.
Following is a sampling of Sharon’s grant-writing history for a library:
New Main Library, Lake County Library District
National Endowment Fund Humanities Challenge Grant $300,000
Ford Family Foundation $500,000
Meyer Memorial Trust $200,000
M. J. Murdock Charitable Trust $175,000
The Collins Foundation $100,000
Wichita Community Foundation $50,000
Collins McDonald Trust Fund $50,000
Attachment 3, Page 3 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
4
Oregon Community Foundation $25,000
Oregon Cultural Trust $15,000
USDA Public Facilities Loan $1.2 million
Community Partnerships and Outreach
Sharon has developed and managed all aspects of a public relations program.
Examples of marketing materials she has produced include newsletters, case
statements and other fundraising materials, annual reports and brochures,
promotional videos, and websites. Sharon possesses excellent
communication skills and is comfortable communicating with groups of all
sizes. Coordinated communication among all the stakeholders has been vital
to the overall success of Sharon’s projects.
Building relationships and collaborations among all sectors of the community
has been a key element of Sharon’s work. While serving as the executive
director of the Oregon State Parks Trust, Sharon had the privilege of working
on numerous fundraising projects in partnership with Oregon State Parks
Friends groups throughout Oregon. This successful public/private partnership model helped
leverage limited public-sector funds to preserve Oregon State Parks.
On Cape Cod, Sharon built and fostered community collaborations to start a Nonprofit Support
Program, a Water Quality Monitoring Program collaboration, a Grant Resource Center, and the
Barnstable County Economic and Development Council’s grant program.
Through her United Way experience, Sharon learned how to move into a new community and
quickly learn the centers of influence and community leadership. Using her ability to initiate
conversations and meetings with residents from all segments of the community, Sharon was able
to convene people and help them set and achieve common goals. The overall goal was for the
community members to feel personally invested in the project and to feel successful throughout
the process.
Throughout her career, Sharon has been involved in establishing, implementing, and evaluating
new programs and growth opportunities. She understands how to comprehend a community’s
economic and political dynamics and how to work with diverse populations.
Project Management, Administrative Skills, and
Ability to Work Independently
Being a highly motivated self-starter who enjoys working in a fast-paced team environment,
Sharon possesses excellent self-management and follow-through skills. Sharon’s work has
required her to be innovative and visionary while facing the reality of limited resources. She
appreciates the projects and administrative responsibilities that challenge her academic and
professional skills.
Attachment 3, Page 4 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
5
Sharon’s administrative duties have included direct responsibility for all facets of the financial
management of the organization, including the development of comprehensive operating
budgets. The board of directors approves these budgets, but it has been Sharon’s responsibility to
ensure that all the revenue and expense benchmarks are met. Participation in an Executive MBA
program and ongoing training has afforded Sharon the opportunity to constantly improve her
managerial skills.
Sharon employs her entrepreneurial skills on a daily basis to pursue and initiate opportunities
that will enhance the community. Often these opportunities have involved the startup of new
programs or community ventures. Sharon has been involved in developing all the governing
documents to support these new programs and organizations.
Fees and Examples of Services
Sharon Leighty & Co. provides consulting services at an hourly rate of $95 per hour. An
agreement is developed between the client and Sharon Leighty. This agreement clearly defines
the budget and hours approved by the client for services. Clients are billed for services after the
services are provided by Sharon Leighty & Co. The following are pricing components for
various types of services that Sharon Leighty & Co. may be asked to provide.
Campaign Feasibility Study and Donor Solicitation Meetings: Sharon Leighty & Co. will charge
$95 per hour to implement a major gifts campaign. Time estimates include one to three hours per
meeting and collecting the available background information on each prospect.
Facilitation, Planning, and Campaign Meetings: Sharon Leighty & Co. will charge $95 per hour
for attendance, preparation, and follow-up for these meetings.
Donor and Grant Research: Sharon Leighty & Co. will complete the research to develop a
funding plan to complete the project. Sharon will also work with community leaders to schedule
meetings and provide staff support for completing the meetings and follow-up with the
prospective donors and funders. The charge for this service is $95 per hour.
Grant Applications: Sharon Leighty & Co. will prepare any funding applications or proposals as
requested by the client. Some clients elect to write their own proposals and have Sharon Leighty
& Co. provide technical assistance in the form of review and comment. Following are examples
of estimated rates for some proposals or grants:
NEH Challenge Grant – 60 hours, or $5,700
Oregon Community Foundation – 20 hours, or $1,900
The Collins Foundation – 30 hours, or $2,850
Trust Management Services – 15 hours, or $1,425
Communications Planning: Sharon Leighty & Co. will provide communications planning
services for $95 per hour. Services may include:
Development of marketing or branding opportunities to support the campaign;
Recommendations for updating or developing basic marketing materials;
Exploring in-kind marketing opportunities to expand your limited resources;
Attachment 3, Page 5 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
6
Coordination of your communications plan with your annual work plan.
Other Services: On request, Sharon Leighty & Co. will provide not-to-exceed price quotes on all
services that have a defined scope of work and a deliverable outcome. For all other services,
Sharon Leighty & Co. will charge $95 per hour.
The estimated cost for services is contingent on the final scope of work. The projected budget
and scope of work will be modified to align with the available resources, work plan,
organizational capacity, and your campaign leadership.
Attachment 3, Page 6 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
7
Resume of Sharon Leighty & Co.
777 NW Wall Street, Suite 306
Bend, OR 97701
541-408-5060
sharon@sharonleightyconsulting.com
www.sharonleightyconsulting.com
SUMMARY
Sharon Leighty & Co. brings 30 years of nonprofit management and business experience to
small and mid-size organizations seeking to manage their limited resources more effectively and
creatively. Sharon’s services will help organizations govern themselves effectively, think
strategically, and expand their resources to support well-run, enterprising organizations.
Emphasis is placed on the following services:
Private- and Public-Sector Grant Writing
Development/Campaign Planning and Implementation
Planned-Giving Program Design and Implementation
Foundation Research and Grant Proposal Development
Donor Relations and Stewardship
Capacity Building and Sustainability
Marketing and Public Relations Programs
Special Projects
EXPERIENCE & QUALIFICATIONS
ASSET DEVELOPMENT
Raised $1M to $5M annually
Built and sustained membership, annual, capital, planned-giving, and endowment campaigns
Expanded and cultivated database and solicitation methods for specific markets
Managed all administrative tasks for development programs, including contact reports,
development of case statements and collateral materials, events, budgets, correspondence,
donor recognition, and stewardship
Familiar with development software, data entry requirements, report generation, and using
software as a management tool
Supported leadership staff and community volunteers on donor and prospect meetings,
developed all briefings and talking points, and managed all follow-up
Extensive experience managing and coordinating fundraising and leadership volunteers
Developed and implemented plans and budgets for development departments
Attachment 3, Page 7 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
8
Engaged prospects and donors in programs, activities, and events
Managed all aspects of prospect research and identification
Familiar with planned-giving programs and targeted activities to develop programs
GRANT WRITING & MANAGEMENT
Cultivated, secured, and administered private- and public-sector funding
Developed, implemented, and managed all phases of a grant program, including strategic
cultivation plans
Fostered relationships with program officers, foundation leaders, and trustees
Proven record of accomplishment in securing grants and major gifts
Extensive experience writing grant proposals, reports, and supporting materials with limited
time and resources
Developed new program initiatives responsive to the needs of the community and secured
funding to support programs
Built and fostered community collaborations across all sectors of the community
Reviewed, ranked, and evaluated grants to achieve program priorities and goals
Cultivated close working relationships with the business community, community groups,
elected and appointed officials, and the media
COMMUNITY RELATIONS & MARKETING
Prepared all the materials to support fundraising and marketing programs, including case
statements, presentations, websites, and social media
Developed and implemented promotions/marketing plans
Implemented special events and donor-cultivation events
Prepared press releases, coordinated media coverage and press conferences
Developed and published newsletters, annual reports, brochures, and case statements
Developed promotional videos, public service announcements, and websites
Planned and implemented promotional and educational programs, and events
FINANCIAL MANAGEMENT & ADMINISTRATION
Managed annual agency program budgets and goals, and directed daily operations
Experienced in all aspects of organizational management
Developed and implemented strategic plans, department goals, and work plans
Responsible for monitoring and reviewing investment policies and investment performance
of all assets
PROFESSIONAL & VOLUNTEER HUMAN RESOURCE MANAGEMENT
Employed and supervised professional and administrative staff
Led volunteer/staff team responsible for re-engineering the organization
Responsible for volunteer organizational structure of 1,000 volunteers annually
Staffed community volunteer fundraising leadership and boards of directors
Expanded volunteer base to reflect the diversity of the community
Attachment 3, Page 8 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
9
FOR-PROFIT VENTURES FOR NONPROFITS
Developed business plans for retail and salvage operations
Researched and opened resale operations in targeted locations
Supervised and hired up to 15 store personnel
Managed charitable gaming programs
PROFESSIONAL SKILLS
Independent self-starter with entrepreneurial spirit
Excellent time management and project management skills
Ability to work under pressure and deadlines, and manage multiple projects
Available to work nontraditional hours and travel
High degree of personal and professional integrity
Excellent database management skills, experience with development databases, good general
computer skills, including basic Office Suite programs, spreadsheets, and PowerPoint
Sincerity and credibility with prospects, donors, volunteers, staff, and community
Team player
Outstanding communication and networking skills
Excellent writing skills
WORK HISTORY
President - Sharon Leighty & Co., 1999 - 2002, April 2006 - present
Executive Director - Oregon State Parks Trust, 2002 - March 2006
Executive Director - Community Foundation of Cape Cod, 1996 - 1999
Development Director - The Arc of New Mexico, 1994 - 1996
Development Director - United Way, 1986 - 1994
EDUCATION
Master of Business Administration, 1995, University of New Mexico, Albuquerque, NM
Bachelor of Science, 1981, Oregon State University, Corvallis, OR
VOLUNTEER & CENTRAL OREGON AFFILIATIONS
Member of Association of Philanthropic Counsel
Member of Mt. Bachelor Rotary Club
Member of City Club of Central Oregon
Advisor, Restore Oregon
Deschutes County Historic Landmarks Commissioner
Worked on various campaigns in Central Oregon
Numerous volunteer projects throughout Oregon
Attachment 3, Page 9 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
10
Confidential References for Sharon Leighty & Co.
With more than 30 years of fundraising and nonprofit experience, Sharon has assisted multiple
nonprofit organizations with her services. The following references will be happy to share their
experience working with Sharon Leighty:
Amy Hutchinson
Director
Lake County Library District
513 Center Street
Lakeview, OR 97630
541-947-6019
library@co.lake.or.us
Past client of Sharon Leighty & Co. Sharon provided campaign counsel and strategic oversight
to the local volunteer leadership to raise $3.9 million to build a new main library in Lakeview.
Willie Richardson
Chairperson
Oregon Black Pioneers
117 Commercial Street NE, Suite 210
Salem, OR 97301
503-540-4063
Willie@oregonblackpioneers.org
Current client of Sharon Leighty & Co. Sharon provides ongoing fundraising services and is
helping to implement a revenue plan to sustain the organization and produce its 2018 exhibit.
Joe McHaney
Administrative Services
Kids Club of Jefferson County
Madras Aquatic Center
1195 SE Kemper Way
Madras, OR 97741
541-475-4253
jmchaney@macaquatic.com
Current client of Sharon Leighty & Co. Sharon provides resource development, grant-writing,
and project development services to the Kids Club of Jefferson County and Madras Aquatics
Center Foundation. Joe is also familiar with Sharon’s other work in Jefferson County.
Attachment 3, Page 10 of 11
Sharon Leighty & Co.
777 NW Wall Street, Suite 306, Bend, OR 97701
www.sharonleightyconsulting.com ∙ 541-408-5060
11
Ginny Lang
Oregon State Capitol Foundation
Board Member
5769 SW Huddleson St.
Portland, OR 97219-6645
503-421-6667
ginny.lang72@qmail.com
Past client of Sharon Leighty & Co. Sharon provided nonprofit management, policy
development, and campaign counsel to the Oregon State Capitol Foundation. She helped the
organization transition to an independent organization.
Tammy Ambrose
Campaign Coordinator, Build It Forward Campaign
Bend FC Timbers
145 NE Revere Ave., Suite 6A
Bend, OR 97701
541-797-6640
tammy@bendfctimbers.com
Past client of Sharon Leighty & Co. Sharon provided capital campaign counsel while helping the
organization build the infrastructure and capacity to support a campaign. She is also mentoring
staff as a volunteer.
Gwendolyn Trice
Executive Director
Maxville Heritage Interpretive Center
403 N. Main
Joseph, OR 97841
541-426-3545
gwen@maxvilleheritage.org
Current client of Sharon Leighty & Co. Sharon is providing leadership training, technical
assistance, and capacity-building services.
Attachment 3, Page 11 of 11