+ Strategic Plan 2011 - 2015 May 2011 The Singer Group, Inc. Paula M. Singer, PhD; Gail Griffith, MLS, MS Lorraine Kituri, MS Coronado Public Library.

+

Strategic Plan 2011 - 2015

May 2011The Singer Group, Inc. Paula M. Singer, PhD; Gail Griffith, MLS, MSLorraine Kituri, MS

Coronado Public Library

Draft

2010

October

Coronado Public Library

Planning Process Overview

Library Board AdoptsPlan

June

Steering Committee Meeting #2:

Learning more about the library; gap analysis

Steering Committee

Meeting #3: Review and react

to draft documents

City of CoronadoC-CORE

Library StaffInput Sessions

Data Review:Census, Economic Analysis, Recent Library planning data

Core Planning

Team Formed

Our wiki is a place to share and learn:http://coronadolibraryplanning.pbworks.com

Steering Committee Meeting #1:Trends identification, community vision, library roles

Outcome: A vibrant Coronado Public Library in 2015, supported and enjoyed by the entire community

Online Survey

for Communit

y and Staff

Key Stakeholde

r Interviews

Best Practices Research

2011

Library

Board Input Sessio

n

2

Draft

+

Findings

Stakeholders

Steering

Community

Staff

3

Draft

+ Stakeholder Interviewees

Bob Balfour – Board President, Coronado Historical Society

Robin Franck – Library Board Trustee

Steve Johnson - Web Publisher of E-Coronado

Blair King – City Manager

Debbie Riddle – Principal, Lee Mather Company

Joe Ditler – Former ED Coronado Historical Association

Kris Grant – Publisher, Coronado Life Style

Sharon Lynn Sherman – Attorney and Friends Board

Casey Tanaka - Mayor

Ledyard Hakes - School Board Member

4

Draft

+Steering Committee

Chris Ackerman

Charles Ahern

Barbara Denny

Christine Donovan

Karen Finch

Vickie Fisk

Bill Green

Claudette Harshberger

Charles Hayes

Sherry Martin

Sandi McCarthy

Jackie McCoy

Ginny Osgood

Tom Ritter

Genevieve Rohan

Daniel Shaughnessy

Sharon Sherman

Brianna Smith

Chelsea Sylvester

Betsy Vernetti

Liz Warren

Sally Ann Zoll

5

Draft

+Context Library trusted, neutral

Wonderful “state of the art” facility

Well used public and meeting space

High community support, satisfaction

Good relationship with partners, community leaders and government officials

Operating environment: Impact of changes at SERRA and California State Library

Questions about the future of libraries and sustainability Circulation will become a less-important measure of success as

downloadable books and media become more popular Skills of librarians and value-added services will become more

important and valuableSource: Stakeholder Interviews, Steering Committee, Library Staff

6

+

Draft

Trends

Technology

The mobile world

The way people read And digital rights management

How, where, and when learning occurs

24/7 world

Convenience

Happiness research Art and music ; Social interaction

Information fluency & lifelong learning

Workforce development

Community spaces, community convener

Proactive customer service

Trends Library Responses

7

+

Draft

Steering Committee Wants

1. Create Young Readers: Emergent Literacy

2. Stimulate Imagination: Reading, Viewing, and Listening for Pleasure

3. Information Fluency: Understand How to Find, Evaluate, and Use Information

4. Satisfy Curiosity: Lifelong Learning

5. Visit a Comfortable Place: Physical and Virtual Spaces

Technology E-books, audio Local content

development and access to local content

Focus on children and teens

Cultural programming

Direct assistance: personal service and high tech

Meeting #1 Meeting #2

8

Draft

+Stakeholders Want

More hours

Lend e-readers + downloadable content

Marketing

Target children and teens

Enhance role as museum of local history

Arts, entertainment, educational cultural programs

9

Draft

+Community Wants

Material when wanted

Using technology for convenience

Downloadable content

Computer classes Software instruction Using and evaluating info (travel, health, etc.)

Arts, music, culture classes

85% would pay a fee to attend a class 49% would pay up to $10 18% would pay $11-$15 18% would pay $16-$20

10

Draft

+ Staff Wants to Provide High tech combined with personal service

Technology Skills Interactive, attractive, easy-to-use website Cutting edge Faster response to digitization trends (downloadable

books and audio, lend/teach about e-readers) Digitizing arts and historic collection Incorporate more into the library’s daily work

Convenient customer service Staff work processes (ordering, meeting room

calendars, etc.)

Green

11

+

Draft

Staff Perspective (and we saw these themes throughout)

Dedicated and positive staff who want to move forward with technology

Personal customer service

Beautiful facility with much to offer

Solid public support

Established and well-received programs for all ages

How to get up to speed with technology—both for patrons and staff work processes

How to keep up with technology changes that will affect libraries

Need to increase outreach, especially to schools

Need to use staff and volunteers effectively to provide best service: training, cross-training, communication, etc.

Strengths Challenges

12

Draft

“This library’s strength is traditional service. At the same time, it does need to reach out and embrace appropriate new technology. Maintaining traditional service and offering innovation are the balance that should be struck.”

--staff survey response

13

+FOCUS on the FUTURE of the

LIBRARY

14Draft

+

Goals

Draft

+ 2011 – 2015 Goals

1. Community Gathering Place

2. Current & Leading Edge Technology

3. Focus on Youth

4. Marketing and Fundraising

5. Internal Relations

16

Draft

17+Goal #1: Community Gathering Place

The Library is the hub of a vibrant community, providing social, educational, entertainment, cultural, and arts programming to support lifelong learning.

Draft

+Objectives

1. X# of adults will participate in library activities designed to promote reading

2. During each year of the plan, an average of X# people will attend programs designed to support lifelong learning and leisure enjoyment, either physically or virtually.

3. By X date, 95% of library customers will report that remote access to the library is as user-friendly as on-site access.

18

Draft

+Goal #2: Current and Leading Edge Technology

The Coronado community will have opportunities to learn information technologies needed for academic and business success, social networking, and leisure activities.

19

Draft

+Objectives

1. During each year of the plan, X# of patrons will have access to and support for using materials and information in new and emerging formats.

2. By _____, X# of patrons will access local digital content produced or coordinated by the library.

3. By ____, X# of patrons will use a variety of technology applications piloted by the library

4. By _____, X# (or %) of patrons will report that newly-implemented technologies make the library convenient or very convenient to use.

20

Draft

+Goal #3: Focus on Youth

Children and teens will find the library welcomes them and supports their developmental needs for learning, recreation, and social interaction.

21

Draft

+Objectives1. Children, parents, and caregivers will have access to high-quality

resources that promote and support reading

2. During each year of the plan, X# of preschool children, parents, and caregivers will attend programs that encourage preschool language development and love of reading.

3. During each year of the plan, an average of 10 tweens will attend that is offered for them, with the average increasing each year.

4. By _______, X# of teens will report that the library’s teen space meets their needs for:

a welcoming place to meet friends, finding the materials they need for school or personal interests, and using technology.

5. During each year of the plan, program attendees will report that they heard about programs from new promotional efforts piloted by the library.

22

Draft

+Goal #4: Marketing and Fundraising

The Coronado community recognizes the Library as a vital force for expanding the mind, promoting reading and lifelong learning, and providing arts and cultural programming.

23

Draft

+Objectives

1. Ensure that the library has a marketing plan that helps staff communicate a consistent, branded message

2. The Library Board will ensure that the library has sufficient resources to meet the current and future needs of the community

24

Draft

+Goal #5: Internal Relations

The Library will review its current administrative, organizational and communication practices and implement new strategies that promote a progressive and positive culture.

25

Draft

+Objectives

1. Ensure there is regular and frequent communication among and between all levels of staff

2. Ensure that all staff are recognized for their contributions to the library’s work

3. Ensure that all staff have information about, and access to, training opportunities Include opportunities to develop succession planning

4. Involve staff in streamlining work processes

26

Draft

+Coronado Public LibraryMISSION

The mission of the Coronado Public Library is to acquire and make available a collection of books, audio-visual, and other library and information resources to meet the informational, recreational,

and cultural needs of the community and to actively promote reading, life-long

learning, and the pursuit of knowledge.

27

Draft

+Mission

Change??

 The Coronado Library enhances the quality of life by providing resources and cultural opportunities that promote reading, life-long learning, the enjoyment of leisure, and the pursuit of knowledge.

“The Coronado Library: the path to your potential.” 

28

+

Draft

Infrastructure: Impacts

Facility

Collection Technology

Staffing/ Training

Other

Community Gathering Place

Current and Leading Edge Technology

Focus on Pre-K and Teens

29

Draft

+Infrastructure

Performance Management Align staff performance goals with strategic plan

“What will my department do this year to advance the library’s plan?”

“What will I do this year to advance the library’s plan?”

Build in accountability

Right work, right level

30

Draft

+ Next Steps Collect/validate baseline data

Implementation plan Identify champion for each goal Plan for evaluation: outputs and outcomes Implementation team Set priorities Make initial assignments Develop reporting structure and process Task forces with clear charters Create and continue marketing the plan to the entire

community

Steering Committee input

Board approval

Continual communications; keep the plan alive! Keep the energy!

Reward the early adaptors. Reward the doers!

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REMEMBER….

Strategies are fluid….

Stay open to new ideas and opportunities

32Draft