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HomeMy WebLinkAboutAgenda - 09-12-2013 - 11 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: September 12, 2013 SUBJECT: DRAFT 2013 -2016 Library St DEPARTMENT: Library ATTACHMENT(S): Strategic Plan Action Agenda Item No. 1 is Plan PUBLIC HEARING: (Y /N) No INFORMATION CONTACT: Lucinda Munger, Library Director, (919)245 -2528 PURPOSE: To discuss and provide feedback to staff on the DRAFT Library Strategic Plan. BACKGROUND: The Orange County Public Library received a grant on June 8, 2012 from the State Library of North Carolina to develop a Strategic Plan and conduct a Community Needs Assessment (CNA). In the fall 2012, a CNA was conducted with the assistance of a consultant, Dr. Anthony Chow. The CNA collected data from various methods: surveys, interviews, available statistical data, public forums and focus groups. The data results were compiled and analyzed by Dr. Chow, who provided a report to the library outlining the six (6) emerging themes. http: / /www.orangecountync.gov /library /deeproots.asp Library Staff, working with the consultant, developed a three -year Strategic Plan (2013 -2016) to address the community and leadership needs identified in the CNA. The DRAFT Plan was presented by Dr. Chow at the May 14, 2013 Board work session for discussion and feedback. Based on the Board's comments, the Library set out to revise the Plan, engaging Lydian Altman of the UNC School of Government and Orange County Health Department Director Colleen Bridger. Working with senior library staff, Ms. Altman and Ms. Bridger facilitated the revision process to produce a clear and workable Plan. Recognizing that the Library's external environment and customer needs will continue to evolve as the Plan is implemented, the document is designed not as a detailed, step -by -step approach, but is a higher -level framework that sets direction and informs future planning. It will also allow the Library to take advantage of future opportunities as they arise, especially in the areas of technology and partnerships. Future space and organizational planning, as well as annual budgeting and work planning, will take direction from this document. Based upon the feedback provided during the presentation and discussion, the Library staff will update the document with the long -term goal of having the BOCC adopt the Plan as a guiding 1 instrument for library investment. After receiving comments from the Board, the Library Director anticipates presenting the plan for Board adoption at the October 5, 2013 regular meeting. FINANCIAL IMPACT: There is no financial impact associated with reviewing and providing feedback on the draft Library Strategic Plan. Upon Plan adoption, the Library Director will pursue future budgetary allocations to meet the goals and objectives outlined in the Plan. These allocations will be presented during the annual budget process for years 2014 -2017. The Board has allocated funds in the 2016 Capital Investment Plan for the development and building of a Southern Branch Library. RECOMMENDATION(S): The Manager recommends that the Board review, discuss and provide feedback on the Library Strategic Plan and next steps. Orange County Public Library DRAFT Strategic Plan 2013 -2016 OCPL DRAFT Strategic Plan 2013 -2016 Page 1 CI Orange County Public Library DRAFT Strategic Plan 2013 -2016 Table of Contents Acknowledgements Page 3 From the Director Page 4 Building on Our Strengths Page 7 The Planning Process Page 8 Community Priorities and County Goals Page 9 Aligning the Plan with Community Priorities and County Goals Page 10 Orange County Public Library's Guiding Principles Page 11 Orange County Public Library's Strategic Priorities 1. Library Collections and Materials Page 12 2. Community Connections Page 13 3. Service and Community Space Page 15 4. Technology Tools and Training Page 16 Measuring the OCPL Strategic Plan Page 17 OCPL Strategic Plan Implementation and Accountability Page 19 OCPL DRAFT Strategic Plan 2013 -2016 Page 2 61 Acknowledgements The following individuals contributed to the development of the Orange County Public Library Strategic Plan Board of Orange County Commissioners Barry Jacobs, Chair Earl McKee, Vice Chair Mark Dorosin Alice Gordon Bernadette Pelissier Renee Price Penny Rich Orange County Management Frank W. Clifton, Jr., County Manager Library Senior Staff Lucinda Munger, Library Director Andrea Tullos, Assistant Library Director Amber Campbell, Library Systems Manager Anne Pusey, Adult and Teen Services Supervisor Erin Hils Shepherd, Communications Specialist Debbie Shreve, Youth Services Supervisor Consultants (Community Needs Assessment and Draft Strategic Plan) Dr. Anthony Chow, UNC- Greensboro (Revisions and Finalizing the Plan) Dr. Lydian Altman, UNC School of Government Dr. Colleen Bridger, Director, Orange County Health Department County Interdepartmental Team Myra Austin, Department of Aging Judy Butler, Health Department Shoshanna Sayers, Housing, Human Rights and Community Development Yvonne Scarlett, Economic Development Rich Shaw, Department of Environment, Agriculture, Parks & Recreation Jonathan Yeomans, Department of Social Services The Staff of the Orange County Public Library Many Orange County residents also contributed to this Strategic Plan. Please visit www.orangecountync.gov /library /deeproots.asp for background reports. OCPL DRAFT Strategic Plan 2013 -2016 Page 3 [01 From the Director A great community like Orange County deserves and expects a great library. But the notion of what constitutes a great library is changing in the 21st century as new technologies emerge, information consumption patterns evolve, and user expectations shift. According to the 2012 -2013 Pew Research Center's Internet & American Life Project, the public still want libraries to provide books on the shelves. Orange County Public Library (OCPL) customers told us the same thing in our 2012 Community Needs Assessment (CNA) and this assertion is supported by the fact that the number of printed materials borrowed from OCPL continues to climb every year. However, the question of how to best serve our customers in a time of unprecedented change is more complicated to answer. This Strategic Plan —the first ever for OCPL —will be the touchstone that guides our work over the next three years, sharpens our focus on customers, and extends our services into the community. Strategic Plan Summary Recognizing that OCPL's external environment and customer needs will continue to change even as the Strategic Plan is implemented, this document was created as a high -level framework that directs future space and organizational planning, as well as annual budgeting and work planning. This plan identifies four key strategic priorities to be undertaken by OCPL in the next three years. These are: • Library Collections and Materials • Community Connections • Service and Community Space • Technology Tools and Training The Board of County Commissioners has allocated funds in the 2016 Capital Investment Plan (CIP) for the development and construction of a Southern Branch Library. Based on staff evaluations from the Asset Management Services Facility Use Study, we will request future CIP funds be allocated for the re- design of the interior of the OCPL Main Library. A re- design will create a library space that is accessible, collaborative and flexible, and that meets the needs of 21St century library users. Additionally, the library will work closely with the Information Technologies department to identify and incorporate new technologies in a thoughtful way that responds to the community needs and maintains our commitment to being good stewards of public financial resources. The areas where we will dedicate the majority of our time and energy will be to enhancing customer service and going outside the walls of the library and into the community. OCPL DRAFT Strategic Plan 2013 -2016 Page 4 7 We will adopt the internal customer service motto of "Find a Way to Say Yes!" At times, the library staff has been seen as the "protector of the policy" and not as a friendly and dedicated public servant. By adopting this motto we will ensure, at little or no additional cost, a positive experience for the public and our staff while ensuring fair and equitable treatment for all. It has always been my firm belief that if a library does not extend its reach into the community, it will cease to be relevant and eventually, and deservingly, disappear. Consistent responses from the CNA reveal that the general public does not know enough about the services available through OCPL to take full advantage of all that we have to offer. The fact that valuable resources and services at OCPL are under - utilized, and that only 41 percent of county residents have active library cards, suggests the need for a broad - based, proactive outreach and marketing program. OCPL will recommend to County Management the hiring of a full -time Communication Specialist in the FY2014 -15 budget. This important addition to the staff will make it possible for OCPL to communicate with key constituencies on a regular basis. Community Input Ownership of this Strategic Plan extends to the Orange County community, library staff, and the Orange County Board of Commissioners. We will regularly review the plan with these parties, and they will assist us in evaluating our progress and update the strategic focus areas as necessary. Community input will be gathered from: • Conversations with the Director — The Library will host a series of 2 -3 forums each year with the Director and library customers /community leaders to discuss the future of the library. • Online Survey— Visitors to the library's website will have the opportunity to provide their input about library priorities by completing a short survey on an annual basis. • OCPL Customer Advisors —The Library will seek at least 50 customers to provide input to online queries three to four times per year. Advisors will answer questions about their current use of library resources, the importance of library services to their lives, and their views regarding the library's priorities. • Community Review Group — I will convene a group of representatives from the community by June 2014 that meets with Library Administration on at least an annual basis to review our strategic process and provide general feedback. In addition, the library will seek out opportunities to speak with PTA groups, civic associations, business and educational leaders, and other community groups whenever possible. Evaluation of Plan Librarians and libraries are driven by data. Every aspect of library use is measured: number of items borrowed, customer visits, number and type of questions asked, number of programs given and attendance, website hits, wireless and database usage, and the list continues to expand with the emergence of new technologies. OCPL DRAFT Strategic Plan 2013 -2016 Page 5 E:3 OCPL, as part of the former Hyconeechee Regional Library System, collected data annually for the State Library of North Carolina. Now that we are no longer part of that regional library system, we will be able to see, for the first time, the data just for Orange County. This will allow us to benchmark our performance on local, state and national levels. In the Implementation and Accountability section of this plan, we go into further detail on the steps to be taken to make sure we are continually moving forward. Using a project timeline on the library's website, the community will know where we are in the plan and what we have accomplished. However, the ultimate measure of our success will be whether we have positioned the library to better meet the continually changing needs and interests of the community. As outlined above, we look forward to having community conversations in order to gauge how we are doing over the course of the next three years. And in 2016 we will conduct another county -wide, multi- faceted community needs assessment. In Closing In the next three years —and beyond— customers will see the library change in significant ways. Core aspects of the library that make it a cherished institution will be maintained, but we will be open to new approaches, technologies and priorities. Though we have come a long way, the development of this plan is a commitment to providing even better and more relevant library services to the people of Orange County. I anticipate looking back at this plan in 2016 with a sense of pride in what can be accomplished through collaboration, innovation, creativity and hard work. Lucinda Munger Director Orange County Public Library OCPL DRAFT Strategic Plan 2013 -2016 Page 6 we Building on Our Strengths The Orange County Public Library (OCPL) has provided library services to the community since 1910. During those 100 -plus years, OCPL has grown the depth and breadth of our collections and connections. This plan recognizes our accomplishments, but acknowledges that we can build on them to create an organization that meets the changing needs and interests of our community, both now and in the future. OCPL and the community have identified the following strengths of the library: 1. Staff — Library staff were continually rated 'excellent' in our Fall 2012 Community Needs Assessment for customer service, helpfulness, knowledge and support 2. Funding — Library services are well funded and supported by the Board of County Commissioners 3. Facilities — The new OCPL Main Library opened in 2010 and options for a Southern Branch library are being explored 4. Programming - OCPL offers programs for all ages and Youth Services programming is especially strong FY 2012 - 13 Orange County Public Library Statistics Operational Budget: $1,790,445 (an increase of 14% since 2010) Circulation: 444,261 items borrowed (an increase of 64% since 2010) Registered Customers: 29,573 (an increase of 9% since 2010) Annual Programming Attendance: 8,746 residents (an increase of 13% since 2010) Annual Number of Library Visitors: 19 8,2 40 (an increase of 12% since 2010) OCPL DRAFT Strategic Plan 2013 -2016 Page 7 UI11 The Planning Process This Strategic Plan is the product of a thorough consideration of the current and future role of Orange County Public Library (OCPL). With input from library customers, Orange County Government management, community leaders and library staff, we evaluated what is most important to the community, and identified areas for improvement and adaptation to remain relevant in a changing world. This data and feedback informed the contents of the plan. The steps taken in the planning process included: ❖ Conducting the Community Needs Assessment (CNA) - September through November 2012. Dr. Anthony Chow, a State Library of North Carolina consultant, collected community input via: • Interviews - Eleven people were interviewed including County Board Chair (s), County Manager, Library Director and Assistant Director, Library Systems Manager, Library Admin Assistant, Friends Board Chairs of Main and Carrboro, Presidents of the Hillsborough and Chapel Hill Chambers of Commerce, Orange County Schools Superintendent, and Chapel Hill - Carrboro City Schools Assistant Superintendent. • Community Forums (5) and Online Survey — 1,500 randomly selected households were surveyed, which included 150 in the Town of Chapel Hill. A total of 387 residents participated. Staff Survey and Focus Groups - More than 50 people participated. ❖ Drafting the Strategic Plan - January through April 2013. The first draft of the Strategic Plan was written based on the results of the CNA, along with input from library staff and representatives from select County departments. ❖ Collecting Feedback on Draft Plan —April and May 2013. The draft of the strategic plan was shared with the public and elected officials. Feedback on the initial vision and mission statements, as well as goals and objectives, were collected via: • Focus Groups - Nine focus groups representing seniors, teenagers, Hispanic and Karen communities, and northern Orange County residents. More than 50 people participated. • Survey - 1,000 randomly selected households received surveys in the mail, which included 100 in the Town of Chapel Hill. This same survey was also made available at the OCPL Main Library. Approximately 125 people participated. • Online Survey - Approximately 215 people participated. ❖ Revising the Strategic Plan -June through August 2013. In order to effectively incorporate the community's feedback and create a plan that fit Orange County's needs, the library engaged Dr. Lydian Altman of the UNC School of Government and Dr. Colleen Bridger, Orange County Health Department director. Working with senior staff, Altman and Bridger facilitated the revision process to produce a clear and workable plan. ❖ Finalizing the Strategic Plan - September 2013. The strategic plan, which incorporates all of the elected official, staff, and leadership feedback, was completed and presented to the BOCC for review. OCPL DRAFT Strategic Plan 2013 -2016 Page 8 11 Community Priorities and County Goals This Strategic Plan takes into consideration relevant Board of County Commissioner (BOCC) goals that were adopted in 2009 and themes identified in the OCPL's Community Needs Assessment (CNA) of Fall 2012. BOCC Strategic Goals Goal 1— "Community Services" Ensure a community network of basic human services and infrastructure that maintains, protects and promotes the well -being of all County residents. Goal 2 — "Interactive Government Services" Promote an interactive and transparent system of governance that reflects community values. Goal 4 — "Facility and Technology Investments" Invest in quality County facilities, a diverse workforce, and technology to achieve a high - performing County government. Goal 6 — "Enhancing Quality of Life" Ensure a high quality of life and lifelong learning that champions diversity, education at all levels, libraries, parks, recreation and animal welfare. CNA Themes Theme 1— Library Services Develop a countywide seamless library services integration plan. Theme 2 — Demographics -Based Services Identify list of prioritized and aligned library and information services by library demographic. Theme 3 — Technology Develop a technology integration plan. Theme 4 — Marketing /Outreach Develop a comprehensive marketing and outreach plan emphasizing partnerships and community collaboration. Theme 5 — Funding Prioritize funding to strengthen the core suite of library services. Theme 6 —Training Prioritize high quality organizational communication, training and culture. OCPL DRAFT Strategic Plan 2013 -2016 Page 9 Aligning the OCPL Plan with Community Priorities and County Goals The OCPL Strategic Priorities in this plan support the relevant BOCC strategic goals and addresses the CNA themes. OCPL Strategic Priorities BOCC Strategic Goals 1. Library Collections OCPL Strategic Priority 1 supports BOCC: and Materials Goal 1— Community Services Goal 6 — Enhancing Quality of Life 2. Community Connections 3. Service and Community Space 4. Technology Tools and Training OCPL Strategic Priority 2 supports BOCC: Goal 1— Community Services Goal 2 — Interactive Government Services Goal 6 — Enhancing Quality of Life OCPL Strategic Priority 3 supports BOCC: Goal 1— Community Services Goal 2 — Interactive Government Services Goal 4 — Facility and Technology Investments Goal 6 — Enhancing Quality of Life OCPL Strategic Priority 4 supports BOCC: Goal 4 — Facility and Technology Investments Goal 6 — Enhancing Quality of Life CNA Themes OCPL Strategic Priority 1 addresses CNA: Theme 1— Library Services Theme 2 — Demographics -Based Services Theme 5 — Funding OCPL Strategic Priority 2 addresses CNA: Theme 1— Library Services Theme 4 — Marketing /Outreach OCPL Strategic Priority 3 addresses CNA: Theme 2 — Demographics -Based Services Theme 4 - Marketing /Outreach Theme 5 — Funding Theme 6— Training OCPL Strategic Priority 4 addresses CNA: Theme 2 — Demographics -Based Services Theme 3 — Technology Theme 5 — Funding Theme 6 - Training 12 OCPL DRAFT Strategic Plan 2013 -2016 Page 10 Orange County Public Library's Guiding Principles Vision Our vision articulates what success will look like in the future We empower people by providing a place and a face to explore, enjoy, and engage. Mission Our mission statement reflects the commitment we are making to the residents of Orange County. The Orange County Public Library aims to be the heart of the community by: • being a welcoming gathering place for all • having a clear focus on the future and responding with creativity and innovation • offering relevant services, programs, collections and technologies • serving the entire community through collaborative efforts with organizations, educational institutions, and town and County governments • providing free and equal access to the resources and materials community members need to be informed and engaged Values To realize our vision and fulfill our mission, the following values are the beliefs that unite and inspire us in our daily service to Orange County. 1. Commitment to Public Service Providing a well- trained, enthusiastic staff that delivers superior customer service and responds to patron needs 2. Inclusiveness Serving the entire community through diverse resources and programs 3. Fostering Fun and Lifelong Learning Offering engaging, excellent programs and services, and promoting literacy and educational opportunities 4. Collaboration Accomplishing more together with partners working toward common goals 5. Respect Practicing kindness, promoting open dialogues and creating an environment of encouragement 13 OCPL DRAFT Strategic Plan 2013 -2016 Page 11 W Orange County Public Library's Strategic Priorities Priority #1 - Library Collections and Materials With more than 100,000 print and audiovisual items, in addition to a digital collection of databases and e- books, OCPL offers the community a rich array of materials. Building on this collection, our team will improve the effectiveness of collection development through systematic evaluation and a responsive, community- oriented assessment process. Implementing this priority will provide a diverse collection that is easy to access and is well promoted. Action Steps Focus Area #1— Offer collections that consider customer preferences and provide materials in quantities that meet demand 1) Library Staff will develop a process for identifying unmet customer needs by December 2013. 2) Library Staff will use Sierra software to track most popular materials to drive purchasing decisions by July 2014. 3) Library Staff will utilize CollectionHQ or similar software to model popular collections at other library across the nation by July 2015. Focus Area #2 — Organize library materials and collections so they are easily found by customers 1) Library Staff will evaluate, modify and develop interior signage to improve way- finding in library buildings by December 2013. 2) Library Director will establish a group of library customers to advise on how to make materials easier to find by July 2014. 3) Library Customer Group will provide way- finding and collection- organization recommendations to Library Director by December 2014. Focus Area #3 — Promote the collections and materials available through OCPL 1) Library Marketing Committee will develop a "Staff Recommends" program for adults, teens and youth that highlights materials endorsed by Library Staff by December 2013. 2) Part -time Communications Specialist and Marketing Committee will develop and implement promotions of materials via social media, eNewsletters, display units, etc. by March 2014. 3) Library Staff to develop Amazon.com -style "If you liked this item, then consider this..." recommendations to appear in catalog search results by December 2015. OCPL DRAFT Strategic Plan 2013 -2016 Page 12 15 Priority #2 - Community Connections OCPL recognizes we can achieve more in partnership with others than we can on our own. By taking a thoughtful approach to initiating and expanding relationships with government and community groups, as well as individuals, OCPL can reach underserved populations and those not currently using the library. Elevating public awareness of the library's services is also crucial to connecting the library with the Orange County community. Action Steps Focus Area #1— Provide opportunities for the community to engage with and support the library 1) Library Volunteer Coordinator will develop a formal volunteer program by December 2013. 2) Library Director will recruit an intern by January 2014 to research best practices and make recommendations for scope and charge of Community Review Group. The recommendation will be brought to the County Manager and BOCC by June 2014. This Review Group will meet with the Library Director annually to review OCPL's strategic progress and identified measurements and provide general feedback. 3) Library Director will work with the Friends of the Library group to establish a new member recruitment process by May 2014. 4) Library Administration will work with the Friends of the Library Board to identify a signature fundraising event by October 2015. 5) Library Administration will ensure that a County -wide Community Needs Assessment is conducted in the Spring 2016 in preparation for the 2016 -2019 Library Strategic Plan. Focus Area #2 — Provide services that extend beyond library walls 1) Library Director will develop FY2014 -15 budget to include resources and staff investments to reach Spanish- speaking populations by October 2015. 2) Library Staff will work with County staff in developing a plan for the provisions of services (e.g., public internet, wireless access, youth programming, etc.) at the Northern Human Services building by January 2016. 3) Library Director will partner with County department heads from Aging, Health, Social Services, Emergency Management, etc. to integrate library services /support into current and future County -wide initiatives through 2016. Focus Area #3 — Raise awareness of library services 1) Library Director will develop FY2014 -15 budget to include recommendation to recruit and hire a permanent, full -time Library Communications Specialist by September 2014, to ensure full implementation of the Strategic Plan. 2) Library Communications Specialist and Marketing Committee will develop a comprehensive communications plan for implementation in FY2015 -16 by July 2015. 3) Library Communications Specialist and Marketing Committee will develop a consistent and recognizable visual identify for Orange County Public Library by January 2015. OCPL DRAFT Strategic Plan 2013 -2016 Page 13 Me 4) Library Communications Specialist will expand external promotions of library services via print and non -print media channels including News of Orange column, library newsletters, and Orange County Government PSAs by December 2014. Focus Area #4 — Collaborate with local organizations 1) Library Staff will coordinate with local school media specialists to be present for at least 8 school- sponsored family events during the 2013 -2014 school year. Staff will share information about library services and offer library cards. 2) Library Staff to host semi - annual networking events for homeschooling families to exchange ideas and promote library services starting in Spring 2014. 3) Library Director will establish contact with mutually beneficial community and private- sector partners such as local community colleges and literacy councils by 2015 to identify opportunities for future collaboration by 2016. 4) Library Director will explore from possible reciprocity options for Orange County residents with neighboring county library systems (Alamance, Chatham and Durham) through 2016. 5) Library Directors of CHPL and OCPL will support ease of use and access through cooperative library services such as statistics, policy alignment, programming, and staff development opportunities on an ongoing basis through 2016. OCPL DRAFT Strategic Plan 2013 -2016 Page 14 17 Priority #3 - Services and Community Space OCPL wants to provide the very best experience for our library customers. This means interactions with library staff are overwhelmingly positive and that staff always 'find a way to yes" when assisting customers. The best library experience also means offering programs with cultural, educational and enjoyment value, that appeal to the community, and are offered at convenient times for the intended audience. Finally, an outstanding library experience is grounded in being in a physical space that is conveniently located, attractive and maximized for current and future use. Action Steps Focus Area #1— Commit to delivering high quality and personalized customer service 1) Library will officially adopt "Find a Way to Yes" as its customer service mantra by December 2013. 2) Library Director will research, evaluate and adapt a customer service training method that supports "Find a Way to Yes" by July 2014 for implementation in Fall 2014. 3) Library Staff will develop and offer additional personalized information access and assistance services (e.g., one -on -one appointments with a librarian, text /chat research assistance, etc.) by Spring 2014. 4) Senior Library Staff will research and create a professional development plan by Spring 2015 that enables staff to receive the support and training needed to deliver the best service. Focus Area #2 — Offer programs for all ages that educate, engage, and entertain 1) Library Staff will develop a process to identify community programming preferences and needs by Spring 2014. 2) Library Staff will develop a comprehensive programming plan based on community feedback by Fall 2014. Focus Area #3 — Provide inviting, functional library facilities 1) Library Director will continue conversations with the BOCC, County management, and elected town officials about future sites and scope for library services through 2016. 2) Library Director will work with the community through 2016 to plan services for a Southern Branch library (to include a broad range of materials and programming, public computers and wireless internet) and foster natural collaborations and partnerships 3) Community Review Group will work with Library Administration to assess current OCPL public spaces for adaptability and best use by December 2014, and will make recommendations for future improvements by Spring 2015. OCPL DRAFT Strategic Plan 2013 -2016 Page 15 IFV Priority #4 - Technology Tools and Training OCPL plays an important, democratizing role in the community by providing Orange County residents free access to various technology tools and training. However, technology will be deployed to further OCPL's mission and not just for the sake of having the 'latest and greatest.' We aim to carefully evaluate emerging technologies for our customers, rather than to immediately adopt leading edge products and devices before they have been adequately tested. We seek to incorporate appropriate new technologies in a mindful way that responds to the community's needs and maintains our commitment to being a good steward of public financial resources. Action Steps Focus Area #1— Develop the library as a community- focused technology center 1) Library Director will partner with County IT department to ensure maximum public access to hardware, software and infrastructure by Fall 2014. 2) Library Director and IT will identify internal Technology Team to critically assess current and new technologies for integration into library by Fall 2014. 3) Library Staff and IT will evaluate interactive technologies (e.g, iPads, mobile devices, etc.) to develop services based on industry trends and best practices by leading libraries by January 2016. Focus Area #2 — Prioritize training opportunities for the public and library staff 1) Library Staff will offer personalized technology instruction to the customers for emerging technologies by Spring 2014. 2) Library Staff will expand public class offerings that meet identified information and technology literacy needs by Fall 2014. 3) Technology Team will set minimum standards of technology knowledge and develop training guide for library staff by Fall 2014. Focus Area #3 — Use technology as an evaluation tool 1) Library Administration will actively utilize available state and national metrics through 2016 in order to develop future services by branch based on trends, needs and community- specific demographics, specifically for the Southern Branch and Rural Orange County. 2) Library Administration will launch the "Data Dashboard" developed during the strategic planning process to measure use and activities through 2016, such as circulation, segmented collection use, customer registrations, collection, library visits and programming attendance. OCPL DRAFT Strategic Plan 2013 -2016 Page 16 Wel Measuring the OCPL Strategic Plan OCPL collects data daily to measure how the library is utilized by the community. These measurements include circulation (number of library materials borrowed), daily visitor counts, program attendance, individual one -on -one customer interactions and technology use. When implementing this Strategic Plan, OCPL will continue to collect this data, as well use surveys and polling to gather community and customer feedback. As OCPL is no longer part of a regional library system, it will be possible to take our data and compare it to state and national metric reports. These reports will allow us to complete peer review comparisons with libraries both across the state and nationally, providing us with benchmarks for the future. Strategic Priority #1 - Library Collections and Materials Focus Area #1— Offer collections that consider customer preferences and provide materials in quantities that meet demand Focus Area #2 — Organize library materials and collections so they are easily found by customers Focus Area #3 — Promote the collections and materials available through OCPL Measurements: ❖ Statistical data to measure circulation, library visits, turnover rates and collection use ❖ Surveys and informal polling of customers to measure overall success rate of visits (ease of use and awareness of the collection) Strategic Priority #2 - Community Connections Focus Area #1— Provide opportunities for the community to engage with and support the library Focus Area #2 — Provide services that extend beyond library walls Focus Area #3 — Raise awareness of library services Focus Area #4 — Collaborate with local organizations Measurements: ❖ Surveys and informal polling to gauge connection with the community outside the library, in particular, community leaders, businesses and customers ❖ Statistical data to measure programming and outreach events, annual operational funding, and marketing reach in to the community Strategic Priority #3 - Services and CommunitySpace Focus Area #1— Commit to delivering high quality and personalized customer service Focus Area #2 — Offer programs for all ages that educate, engage, and entertain Focus Area #3 — Provide inviting, functional library facilities Measurements: ❖ Expert inspection of facilities by County Asset Management Services and /or design firms ❖ Customer surveys and informal polling of customer service experiences OCPL DRAFT Strategic Plan 2013 -2016 Page 17 Kill ❖ Statistical data to measure programming attendance and program types Strategic Priority #4 - Technology Tools and Training Focus Area #1— Develop the library as a community- focused technology center Focus Area #2 — Prioritize training opportunities for the public and library staff Focus Area #3 — Use technology as an evaluation tool Measurements: ❖ Statistical data that measure public computer use, wireless use, online database and collection use and training class attendance ❖ State and national metric surveys to complete peer review comparisons of library systems similar to OCPL ❖ Customer surveys to gauge customer interest in technology and trainings ❖ Staff surveys and online testing to measure competencies and areas for enhanced trainings OCPL DRAFT Strategic Plan 2013 -2016 Page 18 21 OCPL Strategic Plan Implementation and Accountability The true test of our planning will be in the results. The best strategic plans are dynamic, flexible tools with room for continuous improvement. They enable a mindset that prepares our staff to be disciplined and focused while remaining open and adaptable when opportunities that support already- identified priorities arise. When implemented, this Strategic Plan will come to life through the work with our partners and our ongoing planning and budgeting processes. In particular, OCPL will support the progress of the Strategic Plan by: 1) Monitoring the changing internal and external environment annually and making adjustments as necessary. 2) Providing an annual operational and personnel budget request associated with the implementation of the Strategic Plan. 3) Expanding interdepartmental reporting to include the Data Dashboard and aligning the Strategic Plan and benchmark indicators such as circulation, segmented collection use, customer registration, collection, library visits, and programming attendance to make data - informed decisions. 4) Utilizing state and national metric surveys and tools to develop future services by branch based on trends, needs and community specific demographics. 5) Engaging customers and staff for feedback annually, through the use of surveys, interviews and suggestion boxes. 6) Providing updates to the community and elected officials as the plan is implemented through our Strategic Plan website. 7) Posting the Strategic Plan timeline to our website and updating it as action steps are completed. 6) Convening a Library Review Group to meet annually with the Library Director regarding strategic progress and to provide general feedback. 8) Re- evaluate and update Strategic Plan through a county -wide Community Assessment in Spring 2016. 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