Strategic Plan 2011 - 2015
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Transcript of Strategic Plan 2011 - 2015
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Strategic Plan 2011 - 2015
May 2011The Singer Group, Inc. Paula M. Singer, PhD; Gail Griffith, MLS, MSLorraine Kituri, MS
Coronado Public Library
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2010October
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 Staff
Input 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
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FindingsStakeholdersSteeringCommunity Staff
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+ 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
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+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
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+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 valuable
Source: Stakeholder Interviews, Steering Committee, Library Staff
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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
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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
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+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
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+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
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+ 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
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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
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“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
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+FOCUS on the FUTURE of the LIBRARY
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Goals
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+ 2011 – 2015 Goals
1. Community Gathering Place
2. Current & Leading Edge Technology
3. Focus on Youth
4. Marketing and Fundraising
5. Internal Relations
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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.
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+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.
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+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.
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+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.
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+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.
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+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.
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+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.
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+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
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+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.
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+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
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+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.
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+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.”
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Infrastructure: ImpactsFacility
Collection Technology
Staffing/ Training
Other
Community Gathering Place
Current and Leading Edge Technology
Focus on Pre-K and Teens
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+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
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+ 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
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