CCLS Steering CommitteeMeeting #2

June 28, 2012

Gail Griffith and Elaine Meyers

Chautauqua-Cattaraugus Library System Planning Process Overview

System Board AdoptsPlan

Steering Committee Meeting #2:Share data;

gap analysis and strategic directions

Steering Committee

Meeting #3: Review draft

documents, react, refine for Board

Requirements of the New York State

Library

Library BoardInput Session

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

Planning to plan: initial

process discussions

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

Confidential project hotline:chau_catt.plan@comcast.net

Steering Committee Meeting #1:Process overview, SWOT analysis and trends identification, review survey and interview tools

Outcome: A vibrant Chautauqua-Cattaraugus Library System in 2017, providing services its constituent libraries need and value

Online Survey for System and Constituent

Boards, Directors, System

Consultants

Key Stakeholder

Interviews (in-person and by

phone)

Best Practices Research

Gail Griffith and Elaine Meyers for Chautauqua-Cattaraugus Library System

February May June September October 2012

2012

Focus Group with

Library Directors

Systemwide

VisioningSession

Data: Who Contributed

Library Directors (Focus Group, 20) System Board (Meeting and Interviews, 9) System Consultants (Meeting and Interviews,

5) Steering Committee (Meeting, 10) Best Practices Group (Interviews, Research)

We’ll look at these separately: Survey (78 as of June 26) Visioning Group (Meeting, 11)

SWOT Analysis Themes(Board and Steering)

Strengths Weaknesses Training for staff and

boards Economies of scale Assistance with

grants Administrative

services Shared catalog

Lack of understanding of system goals and functions

Lack of communication (all directions)

SWOT Analysis Themes(Board and Steering) Trends: Opportunities and Threats

High school graduation rates decreasing Population decline Counties are poorer College grads indebted/leaving in search of

employment High rate of welfare recipients/9% unemployment Aging population, brain drain as boomers retire Increasing broadband except in rural areas

Data: Themes Leadership Styles and Leadership Transition

History of stability; new realities of change Focus on external funding and internal operation Degree of Board and staff engagement and involvement

Training Staff and Board High need areas:

Awareness of system operations and goals Technology, digital literacy Collection development, cataloging

Supports ability to envision the future

Data: Themes Technology

Basic IT—not just bringing libraries online Keep up with trends Train the trainer for members Time to in-source?

Empowering Members—Rights and Responsibilities System is responsible for clear communication and transparency Members are responsible to take advantage and speak up for

what they need

Customer Service Not historically data-driven? How to prioritize? Reactive and responsive Consultants going into the field more often Systems and processes for maintaining quality

Data: Themes High-Value Services

Consultant staff response to questions Delivery, intralibrary loan Cooperative purchasing (more than books) Administrative support Grant-seeking assistance

Not all members agree on what’s needed How to resolve? Where are levers of influence? Pressure Points?

What stood out for you?

What stood out for us? Technology

Need to catch up Can’t be efficient without it Until we catch up, we can’t envision what else is possible

Communication Roles and Goals—does everyone know what’s expected and

how they contribute? Vision, Ownership, and Leadership

So busy keeping the doors open that it’s difficult to step back

Doing the work right vs. doing the right work People rise to level of expectations: how high to set the bar? Stability and change—what can you count on?

Survey Overview Available on website June 4—June 26 Small sample, so no cross-tabs in this report.

Can run as needed. All figures in charts are percentages unless

noted otherwise. Note: rounding factor causes some lines to add up to slightly more or less than 100%.

Remember comments represent one voice unless noted

Number and Distribution of ResponsesNumber = 78

Library DirectorLibrary StaffLibrary or System Board MemberSystem ConsultantLibrary Volunteer

2 4

29

19

24

Should CCLS Provide These Model Services?

Yes No DK/No Opinion

Professional Development and Training 95 1 4Shared Automation Services 95 3 3Technological Innovation 94 3 4Cooperative Purchasing 91 3 6Outreach 90 4 6Shared Virtual Reference 85 6 9System and Member Library Board Training 84 6 10Administrative Support 83 7 11Collaborative Digitization Initiatives 80 5 15Fundraising and Advocacy 76 12 13Legal Advice 62 15 23Marketing and Branding 57 19 23

What do we see? Larger percentage of ‘don’t know/no opinion’

answers than ‘no’ answers

What services are missing? Communication, cooperation and collaboration

among members, between members and system (3) ILL (2) Rotating collections—LT, audiobooks, preschool (2) Collection development Cooperative purchasing includes more than just

books Shared programming New Administrator training Educational support for students of all ages Literacy training with local partners System does a great job!!!

Rate CCLS on Characteristics of Model Library Systems

Excellent Good Fair Poor System Doesn’t Do

DK/No Opinion

Facilitates sharing and consolidation of services across library types and geographic boundaries

26 48 5 3 3 16

Excels in its own area of expertise 24 46 11 0 0 20

Highly responsive to changes in the marketplace and the profession

15 44 19 4 0 18

Demonstrates a statewide model of collaboration, efficiency, and cooperation

14 35 17 6 3 26

Prepared to take entrepreneurial risks to bring new initiatives to member libraries

13 40 6 6 1 32

Discontinuing out-of-date services 5 38 11 2 0 22

If ‘fair’ or ‘poor’, how can CCLS improve? More and better communication around changes—

leadership transition makes this even more important (5) Move with the times—do new things, be willing to let go

of the old (fax, VHS) (3) Need more info on system services that are available

and on NYSL practices, and support for planning (2) Improved training (2) Want ILL System staff not always pleasant or cooperative Discontinuing services is not always good

What do we see here? Number of Don’t Know/No Opinion responses

suggests lack of awareness

Modern Expectations, Customer Service: Ranking

Ranked 1-3

Ranked 4-6

Ranked 7-9

Ranked 10-12

Provide prompt service to member libraries 59 22 12 8

Provide training and mentoring for new library directors on system operations

49 33 11 9

Provide training for Directors and staff so we can provide needed services

43 35 18 4

Anticipate member libraries’ needs 31 22 23 24

Provide incentive grants for pilot projects to member libraries

28 35 18 19

Provide formal and informal ways for library directors to communicate with each other and with the system

27 29 19 23

Organize the system’s website so information is easier to find, and update regularly

21 25 31 21

Provide training for Boards so we can provide needed services

17 36 24 22

Provide an online repository for policies and other documents

17 23 35 23

Encourage applications for building/renovation projects 14 20 48 18

Use online meeting methods more often for training and meetings

12 20 31 38

How else can CCLS provide better customer service? Communicate more, visit/meet with/survey member libraries

regularly, ask and listen—promote understanding of each others’ roles and challenges to reduce frustration (8)

Organize teams of directors to work on common goals (SIRSI changes, cataloging and circulation rules) (2)

Keep existing staff that works so well with us, reorganize their duties as needed (2)

Create programs for member libraries More opportunities to learn about new technologies Make new materials more readily available Let us know what they do now so we could tell them

What do we see here? Contrast professional training with board

training

Promote Efficiency: RankingRanked 1-3 Ranked 4-6 Ranked 7-9

Provide intralibrary loan (inside the system) 49 31 21

Work with members to develop more centralized ways of doing things (Ex: provide training in weeding, make catalog easier for end-users, encourage working toward consistency in catalog records and circulation policies)

47 34 18

Use resources wisely for the maximum benefit of member libraries (Ex.—keep processing costs low; outsource appropriate functions)

42 34 24

Simplify the annual report process for member libraries

40 17 43

Provide training in technology we can use in order to be more efficient and effective

35 44 21

Use technology to promote greater efficiency 33 42 24

Promote more collaboration among members 29 30 40

Provide interlibrary loan (outside the system) 26 40 34

Provide training in collection development 18 30 54

How else can CCLS promote efficiency? Concerns about outsourcing (4) Communication, understanding what members

want and need (2) Need two deliveries a week to members? Menu—allow members to choose where they

need help Use members’ strengths, could reduce

territoriality Hire more system staff With savings, offer direct aid to member libraries

What do we see here?

Economic Stability: Ranking1 2 3 4 5

Provide information about community resources and services

38 17 17 14 14

Develop or strengthen county- or state-level partnerships to help us connect job seekers with the services they need

21 26 23 16 13

Help member libraries provide access to e-government online, so that patrons can access tax info, SS an unemployment benefits, and other government services

19 19 10 21 31

Provide training to help us identify and meet the needs of job-seekers

16 22 27 25 10

Provide a training framework members can use to train job-seeking patrons

9 20 26 18 26

How else can CCLS help promote economic stability of our communities?

All are important—not sure of libraries’ impact (3) Publicize and promote library resources Help members find and apply for grants Better linkage with agencies to promote shared services—

consistently communicate with key partners Survey members for specific needs “Pretty poor choices to rank. Health, fitness, community

involvement, volunteerism, beautification programs, collaboration with schools, other educational programs, teen activities and options, etc. etc. are just as needed in supporting economic stability as job hunting. Yet three options were about jobs.”

What do we see here? Only one item has 50% in combined 1 and 2

rankings Disconnect with this response and weakness

and trends Lack of clarity on what to do in this area

Educational Success: Ranking1-3 4-6 7-9

Support our work with preschool children and their families/caregivers so that children enter school ready to learn

61 23 17

Provide core list of web resources to support educators and students 44 36 20

Provide training to help us identify and meet educational needs of people in our communities

42 37 22

Provide services that help us promote digital and print literacy (ex: use computer labs to train patrons, scheduling classes by area)

38 39 23

Provide recommended list of core collections on topics related to lifelong learning (job searching, GED, tax info)

34 39 28

Have literacy volunteer come to member libraries. Train and support volunteers and promote services centrally

32 27 42

Identify professional development opportunities to help us keep abreast of library trends, and provide scholarships to make it easier for members to take advantage of them

30 33 36

Provide a bank of program topics and activities, including online resources 23 47 32

Identify and pursue opportunities for system-level partnerships to meet the needs of learners

21 19 61

How else can CCLS support educational success? Concerns about taking on an educational role

(2) After-school programming and other non-

academic library programs for students Not in favor of catering to non-English

speakers who refuse to learn English

What do we see here? Much higher response to this role

Community Memory and Culture: Ranking1 2 3 4 5

Provide system funding for databases like Ancestry.com or HeritageQuest and other online tools

37 19 19 10 15

Seek grant funding for digitization projects (ex; local newspapers, cemetery records, local birth and death records)

23 23 26 18 11

Identify and pursue opportunities for system-level partnerships with local, county, and state organizations

19 14 22 21 24

Help members identify and work with others already involved in local history projects

17 17 14 27 24

Offer training for existing databases and free online resources

12 35 17 18 18

How else can CCLS support the preservation of local memory and culture?

Encourage members to publicize their libraries as the ‘go-to’ place for these things

Help member libraries catalog their local history collections as well as materials housed in local museums

What do we see here? Less clarity on how to approach this

Five Categories: Ranked in Order of Importance to Your Library

1 2 3 4 5

Meeting modern expectations of our customers 53 20 14 12 2

Supporting educational access for students of all ages

22 26 31 14 8

Promoting efficient operation 14 31 22 22 11

Supporting the economic stability of our communities

8 14 17 28 33

Helping communities preserve their memory and culture

6 12 17 23 42

What else would you like CCLS to know? These are not mutually exclusive Accept our differences Help us recruit and maintain volunteers so

that the librarian can leave the desk responsibilities to others and spend more time planning projects, etc.

Appreciation for CCLS staff and for particular services like cooperative purchasing, intralibrary loan, cooperative purchasing, rotating large print collections, processing and cataloging to meet specific needs, website(2)

What do we see here? Modern expectations is the only one that

really resonates.

CCLS Mission Statement

The mission of the Chautauqua-Cattaraugus Library System is to foster, strengthen, and improve

public library services within its two-county service area.

Vision Elements Action and vibrancy

Community focus

Patron focus

Working together

Moving past the bumps