HomeMy WebLinkAboutAgenda - 11-05-2013 - 7a1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: November 5, 2013
SUBJECT: Oranae County Public Library S
DEPARTMENT: Library
Action Agenda
Item No. 7 -a
is Plan (2013 -2016)
PUBLIC HEARING: (Y /N) No
ATTACHMENT(S): INFORMATION CONTACT:
1) Strategic Plan Lucinda Munger, Director
2) Excerpt from May 14, 2013 Board (919) 245 -2528
Work Session Minutes
3) Excerpt from September 12, 2013
Board Work Session Minutes
PURPOSE: To approve the Orange County Public Library Strategic Plan (2013- 2016).
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).
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 at the Board's May 14, 2013 work session and reviewed and further modified based
on feedback from the Board. The amended DRAFT plan was presented to the Board for its
review at the September 12, 2013 work session, and comments and input were provided for
further refinement. Based on the Board's comments and feedback during the September 12
work session, the Library has updated the document with the goal of having the BOCC adopt
the document at this meeting. The Plan will serve as a guiding instrument for library investment
in the coming years.
FINANCIAL IMPACT: There is no cost to adopting the 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.
RECOMMENDATION(S): The Interim Manager recommends that the Board approve the
Orange County Public Library Strategic Plan (2013- 2016).
Attachment 1
range County
of
Public
w
L'ea�uc. Diacouoz. eoa�ect.
LW
wo
OCPL DRAFT Strategic Plan 2013 -2016 Page 1
3
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
0
Acknowledgements
The following individuals contributed to the development of the Orange County Public Library Strategic Plan
Orange o ty Management
Frank W. Clifton, Jr., former County Manager
Michael S. Talbert, Interim County Manager
Library for 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
5
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 21s' century as
new technologies emerge, information consumption patterns evolve, and user expectations shift. 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 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
Library Collections and Materials
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. Our plan will promote customer self- discovery of our materials from how
they are arranged on the shelf to where they are located within the library. Our knowledgeable staff will provide additional venues and opportunities to help
everyone find that expected new favorite author or genre.
Community Connections
It has always been my firm belief that if a library does not extend its reach into the community it will cease to become relevant and eventually, and deservingly,
disappear. It is easy to focus on just the people that come through our door to borrow materials, attend programs and bring their children to story time. But
our real strength should be in the ties to our community and in the relationships we build with customers. The Pew Report provides evidence that tapping into
community needs and interests is paramount to the success of libraries. Consistent interaction with residents, businesses, non - profits and other entities creates
the opportunities for meaningful, lasting connections.
However, in order to make inroads into the community we have to be more consistent in communicating what we are able to provide to all residents of Orange
County. Responses from the CNA reveal that the general public does not know enough about the services available through the library to take full advantage of
all that it has 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 and pro- active outreach and marketing program.
OCPL DRAFT Strategic Plan 2013 -2016 Page 4
A
Service and Community Space
We will adopt the internal customer service motto of "Find a Way to Say Yes!" At times, the library 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.
In thinking about the physical 21s' century library we will have to make the transition from library spaces that support the consumption of knowledge, to spaces
that support the production, connection and sharing of knowledge — spaces that promote creativity, collaboration and collective learning. We will take these
concepts into account as we develop the future Southern Branch Library and eventually how they could apply to the Main Library as well.
Technology Tools and Training
The presence of technology is an underlying factor throughout this Plan, facilitating nearly every aspect of our work, from supporting the provision of
information to communicating with our customers. As we commit to expanding this core function, we recognize the importance of continuing to examine the
role of technology in a deliberate and critical manner. The library will work closely with the County Information Technology 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.
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 me 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.
OCPL DRAFT Strategic Plan 2013 -2016 Page 5
7
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 held and attendance, website hits, wireless and database usage, and the list continues to expand with the emergence of new
technologies.
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, data exclusive to Orange County. This will allow us to benchmark our performance
on the 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. The community will know where we are in the plan and how we did or did not succeed with a project time line that will
be a part of the library's website.
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, both now and in the future. As outlined above, we look forward to conversations with the community to gauge how we are doing over the course
of the next three years. And in 2016 we will begin again with 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 three years with a sense of pride in what can be accomplished through collaboration, innovation,
creativity and hard work.
Lucinda
Lucinda M. Munger
Director
Orange County Public Library
November 5, 2013
OCPL DRAFT Strategic Plan 2013 -2016 Page 6
P
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: 198,240 (an increase of 12% since 2010)
OCPL DRAFT Strategic Plan 2013 -2016 Page 7
0
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
10
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
CNA Themes
Goal 1 — "Community Services"
Theme 1 — Library Services
Ensure a community network of basic human
Develop a countywide seamless library
services and infrastructure that maintains,
services integration plan.
protects and promotes the well -being of all
County residents.
Goal 2 — "Interactive Government
Theme 2 — Demographics- Based Services
Services"
Identify list of prioritized and aligned library
Promote an interactive and transparent
and information services by library
system of governance that reflects community
demographic.
values.
Goal 4 — "Facility and Technology
Theme 3 — Technology
Investments"
Develop a technology integration plan.
Invest in quality County facilities, a diverse
workforce, and technology to achieve a high -
performing County government.
Goal 6 — "Enhancing Quality of Life"
Theme 4 — Marketing/ Outreach
Ensure a high quality of life and lifelong
Develop a comprehensive marketing and
learning that champions diversity, education
outreach plan emphasizing partnerships and
at all levels, libraries, parks, recreation and
community collaboration.
animal welfare.
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
11
The OCPL Strategic Priorities in this plan support the relevant BOCC strategic goals and addresses the CNA themes.
OCPL Strategic Priorities
BOCC Strategic Goals
CNA Themes
1. Library Collections
OCPL Strategic Priority 1 supports BOCC:
OCPL Strategic Priority 1 addresses CNA:
and Materials
Goal 1— Community Services
Theme 1
— Library Services
Goal 6 — Enhancing Quality of Life
Theme 2
— Demographics -Based Services
Theme 5
— Funding
2. Community
OCPL Strategic Priority 2 supports BOCC:
OCPL Strategic Priority 2 addresses CNA:
Connections
Goal 1— Community Services
Theme 1
— Library Services
Goal 2 — Interactive Government Services
Theme 4
— Marketing /Outreach
Goal 6 — Enhancing Quality of Life
3. Service and
OCPL Strategic Priority 3 supports BOCC:
OCPL Strategic Priority 3 addresses CNA:
Community Space
I Goal 1— Community Services
I Theme 2
— Demographics -Based Services
Goal 2 — Interactive Government Services
I Theme 4
- Marketing /Outreach
Goal 4 — Facility and Technology
Theme 5
— Funding
Investments
Theme 6
— Training
Goal 6 — Enhancing Quality of Life
4. Technology Tools
OCPL Strategic Priority 4 supports BOCC:
OCPL Strategic Priority 4 addresses CNA:
and Training
Goal 4 — Facility and Technology
Theme 2
— Demographics -Based Services
Investments
Theme 3
— Technology
Goal 6 — Enhancing Quality of Life
Theme 5
— Funding
Theme 6
- Training
OCPL DRAFT Strategic Plan 2013 -2016 Page 10
Our vision articulates what success will look like in the future.
explore, to x
Our mission statement reflects the commitment we are making to
the residents of Orange County.
ERIC
a.
wa..
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.
Providing a well- trained, enthusiastic staff that delivers
superior customer service and responds to patron needs
KNUTRUMUTWIT—M,
Serving the entire community through diverse resources and
programs
3® Fostering Fun and Lifelong r i
Offering engaging, excellent programs and services, and
promoting literacy and educational opportunities
® Collaboration
Accomplishing more together with partners working toward
common goals
S. Respect
Practicing kindness, promoting open dialogues and creating
an environment of encouragement
12
OCPL DRAFT Strategic Plan 2013 -2016 Page 11
I
13
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 Jan 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 Spring 2014.
2) Library 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
14
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 planning and supporting the provisions of library services in rural Orange County in
conjunction with future projects, county departments and possible partnership opportunities (e.g., public internet, wireless access, youth
programming, etc.) An example will be working with BOCC and county staff to coordinate services at the Northern Human Services
building by Fall 2015.
3) Library Director will partner with County department heads from Aging, Health, Social Services, Emergency Management, Planning, 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 Marketing Committee will develop a comprehensive library specific communications plan in support of the County -wide
Communications Plan and the Public Affairs Office (PAO) for implementation in FY2015 -16 by July 2015.
2) Library Marketing Committee will work with the PAO and develop a consistent and recognizable visual identify for Orange County Public
Library by January 2015.
OCPL DRAFT Strategic Plan 2013 -2016 Page 13
15
3) Library Marketing Committee 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 to identify opportunities for future collaboration ongoing from 2013 - 2016.
4) Library Director will explore 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 the short -term objectives of 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.
6) Library Director will continue to work toward the BOCC- defined, long -term goal of Interoperability with CHPL via a common library card
for OC residents that allow cooperative borrowing from both systems.
OCPL DRAFT Strategic Plan 2013 -2016 Page 14
16
I' . 1—M .
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 Fall 2013.
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 to collaborate with BOCC, County Management, County Departments and community to identify and develop
selected library services for future Southern Branch through 2016. During the development we will seek out opportunities to
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 2016.
OCPL DRAFT Strategic Plan 2013 -2016 Page 15
17
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 ongoing Fall 2013 -2016.
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 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) Library Director and 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
IN
Currently, OCPL collects monthly statistical data that must be reported on an annual basis to the web -based State Library Data survey that
provides advanced analysis and reporting for library metrics and data. These metrics are then fed into the National Public Library survey, which
has collected national data over the past 20 years. These web -based programs provide public libraries the opportunity to analyze and view
library statistics as they relate to their individual performance as well as compare to other national public libraries. These stats are available to
mark trends, shifts in library use, and establish benchmarks.
As OCPL is no longer part of a regional library system, it will be possible for the first time 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
benchmarks for the future. During year one, OCPL will work with the State Library of North Carolina to identify 5 -7 peer libraries in NC, and
nationally.
Strategic Pi it Library Collections t i
Source Method: Library Circulation records
Indicator
Baseline
Goal
Benchmark (Source: State Library of
FY2013
FY2014
North Carolina Annual Statistics FY2012)
Output:
69.07%
72%
N/A
Increase % of collection circulated in the last year
Increased annual circulation per capita
5.49
5.5
3.94 (NC avg)
Increased average annual use per item
3.92
4.5
N/A
Efficiency:
3.77
3.5
4.63 (NC avg)
Decrease cost per circulation
Outcome:
TBD in November
55%
N/A
Increased Customer Satisfaction with our
through customer surveys
collections and materials
OCPL DRAFT Strategic Plan 2013 -2016 Page 17
19
Strategic It tr Connections
Source Method: Partner / volunteer evaluations & reported data
Indicator
Baseline
Goal
Benchmark (Source: State Library of
Increase in Programming attendance
FY 2013
FY 2014
North Carolina Annual Statistics FY2012)
Output:
10
20
N/A
# of agency partner activities
19338 or 26%
22050 or 30%
61.2% (NC avg)
Increase in # of volunteers
7
15
N/A
Increase marketing outlet connections
5
10
N/A
Increase number of new registrations outside of
2542
2580
N/A
municipal precincts (rural Orange)
Service Quality
TBD in November
65%
N/A
% of volunteers rating job meaningful and
through volunteer
worthwhile
surveys
Outcome:
TBD in November
50%
N/A
Increased customer awareness of library services
through customer surveys
and activities
Strategic Priority #3 - Services and Community Space
Source Method: Library circulation records & Customer service surveys
Indicator
Baseline FY 2013
Goal FY 2014
Benchmark (Source: State Library of
North Carolina Annual Statistics FY2012)
Increase in Programming attendance
8746
9500
N/A
Increase in programming attendance per capita
.12
.15
.27 (NC avg)
Output: Increase in registrants as a percentage of
population
19338 or 26%
22050 or 30%
61.2% (NC avg)
Service Quality: Survey to measure Increased
customer satisfaction in quality of staff assistance
TBD in November
through customer surveys
65%
N/A
OCPL DRAFT Strategic Plan 2013 -2016 Page 18
20
Strategic iy Technology i
Source Method: Reported data, Customer Evaluations & Staff Competency Evaluations
Indicator
Baseline FY 2013
Goal FY 2014
Benchmark (Source: State Library of
North Carolina Annual Statistics FY2012)
Increase in number of personalized technical
5 / month
12 / month
N/A
assistance appointments
Increased Program attendance for technology
108
140
N/A
classes
Pre /post testing of staff: Increase Staff's score in
TBD in January through
65%
N/A
technology competency
staff testing
Customer Survey: Measure class participants for
TBD in January through
65%
N/A
class usefulness.
class exit surveys
OCPL DRAFT Strategic Plan 2013 -2016 Page 19
21
In particular, CCPL 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) Complete state and national metric surveys and utilize CCPL data and peer library data collected 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) Posting the Strategic Plan timeline to the website and providing updates to the timeline that inform the community and elected officials
on implementation steps.
7) Track progress and provide feedback by convening a Library Review Group to meet annually with the Library Director.
8) Re- evaluate and update Strategic Plan through a county -wide Community Assessment in Spring 2016.
OCPL DRAFT Strategic Plan 2013 -2016 Page 20
Attachment 2 -
Excerpt from
Approved Minutes
APPROVED 9/17/2013
MINUTES
BOARD OF COMMISSIONERS
BUDGET WORK SESSION
May 14, 2013
7:00 p.m.
The Orange County Board of Commissioners met for a Work Session on Thursday, May
14, 2013 at 7:00 p.m. at the Southern Human Services Center in Chapel Hill, N.C.
COUNTY COMMISSIONERS PRESENT: Chair Jacobs and Commissioners Mark Dorosin,
Alice M. Gordon, Barry Jacobs, Earl, McKee, Bernadette Pelissier, Renee Price and Penny
Rich
COUNTY COMMISSIONERS ABSENT:
COUNTY ATTORNEYS PRESENT:
COUNTY STAFF PRESENT: County Manager Frank Clifton, Assistant County Managers
Michael Talbert, Clarence Grier and Clerk to the Board Donna Baker (All other staff members
will be identified appropriately below)
1. Review of Draft Orange County Public Library Strategic Plan 2013 -2016
Lucinda Munger said the purpose tonight is for the Board to receive a presentation on
the Library's strategic plan by Dr. Anthony Chow, who is with UNC- Greensboro and is also the
state library consultant. She said that, following the presentation, the Board's suggestions will
be incorporated into the plan that is due to the State Library.
Executive Summary
Funded by the North Carolina State Library, Dr. Anthony Chow, a state library
consultant, helped conduct a community needs analysis (CNA) for the Orange County Public
Library (OCPL) over a three month period from September to November 2012. This was
followed up by a comprehensive four month strategic planning process that took place from
January to April 2013. Approximately 500 community members participated in the initial
community needs analysis (involving interviews of community leaders (n =11), community
forums (n =4), two staff focus groups, and online and hard copy survey responses (gathered
both inside the library and outside in the community). Another 300 members participated in
nine community focus groups, and hard copy and online surveys focused on community input
into the strategic plan.
A video presentation was shown.
Dr. Anthony Chow said Phase I was the Community Needs Assessment. He said the
group took samplings, both random and community -wide. He said the methods included:
interviews, focus groups, hard copies of survey and on -line surveys.
Presentation- questions asked:
• How do you use the library?
• What is a 21St Century library?
• Why are libraries important?
22
23
Dr. Anthony Chow said Phase II began after the first of the year, and this phase
responded to needs that were identified, and worked on aligning community goals with
organizational goals. The process included: internal organizational workgroups, community
interviews, focus groups and surveys. The sampling size was about 800 (500 for the
community assessment and 300 for the strategic plan).
Community Needs:
• Books and other printed and non -print materials
• Children's programming
• Information Technology access
• A place to meet and to be
• Education and self - enlightenment
Strategic goals:
• Organizational excellence
• Technology literacy and access
• Resources and Programming
• Seamless Library Services
• Building Community Connections
Data Analytics:
• Goals
• Performance Metrics
• Continuous Improvements
• Orange County Public Library Dashboard
The library's primary strengths are its staff and existing high quality resources and
services, as well as strong county and community support. Its main opportunities for
improvement involve: continuing to work towards seamless library services with municipalities
such as Chapel Hill, increasing outreach and partnership activities with fellow city and county
agencies and other community organizations; continuing to offer relevant programming and
services; and seeking to reach out to underserved populations.
Based on the results of this study, the following six priority areas were recommended for
consideration as strategic goals and objectives for the Orange County Library system:
1) Develop a countywide seamless library services integration plan.
2) Identify a list of prioritized and aligned library and information services by library
demographic profile.
3) Develop a technology integration plan.
4) Develop a comprehensive marketing and outreach plan, emphasizing partnerships
and community collaboration.
5) Prioritize funding to strengthen its core suite of services.
6) Prioritize high quality organizational communication, training and culture.
Dr. Anthony Chow said the last part of the process will be data analytics. This will be a
metric to measure success. He said that this involves identifying goals and performance
measures. He said that this will allow an establishment of the current situation and will allow for
continuous improvement. He showed an example of the Orange County Public Library
dashboard. He noted that the eight libraries involved in this pilot study have dashboards
created for them.
/.'
Lucinda Munger said more work will be done this summer to develop more tactics to
support this plan.
Chair Jacobs noted that tonight's meeting site was switched in order for Carrboro
Aldermen to attend, but the Aldermen have their own meeting tonight.
Lucinda Munger said she did send the plan to the Board of Alderman, as well as the
Hillsborough Town Council, and she asked for comments from both.
Commissioner Price referred to page 30 regarding the community needs assessment.
She questioned how Orange County is described, and she said that there are African and
Native American residents in the county. She would like to see this diversity reflected in the
plan. She referred to the demographics regarding location and access and said she did not
notice anything about family income being taken into consideration.
Dr. Anthony Chow said there is a family income demographic sort further on in the
report, but this was not collected regionally during the process.
Commissioner McKee asked if any of the information gathered in the focus groups was
surprising or unique to Orange County.
Dr. Anthony Chow answered no. He said that the five broad categories listed came up
repeatedly, especially the request for books. He said the rural community always has issues
with access across the state.
Commissioner McKee said he still likes books, and he is glad to hear others feel that
way too. He said that access is a key for everyone, whether urban or rural.
Dr. Anthony Chow said there is a lot of feedback on internet access and transportation.
Commissioner Rich said, with two different library systems in the county (municipal and
county), she thought that there was supposed to be some sort of inter -local agreement in place
by 2016.
Lucinda Munger said the interoperability agreement is moving forward in small steps.
She said this is part of the 21 st century library concept.
Commissioner Rich asked Dr. Anthony Chow if he had dealt with this before.
Dr. Anthony Chow said the state is more interested in the county -wide perspective. He
said he thinks that libraries are a source of community pride and county and municipal conflict
is common across communities. He said that he feels that integration is the way of the future.
Commissioner Gordon asked what will be included in the final report.
Dr. Anthony Chow said it will be a more thorough version of what was presented tonight
in the draft plan. He said that the community needs analysis was very comprehensive and will
be the appendix of the final report. He said that there needs to be a deeper analysis of the
trends in the focus groups, as well as an overall summary of the project and a final chapter on
data analytics.
Commissioner Gordon asked why he didn't know what the metrics would be by now.
Dr. Anthony Chow said 2/3 of the metrics were identified already by the state, and the
last 1/3 was left to develop as part of the process. He said the community needs assessment is
going to help with this last part. Once the goals were identified, then the metrics could be
developed to measure the progress toward those goals.
Commissioner Gordon asked if the grant was for the community needs assessment.
Dr. Anthony Chow said the grant is for the strategic plan.
Commissioner Gordon said, speaking from a research perspective, this is not what she
expected.
Commissioner Dorosin asked when there will be specific action items to implement
these objectives, rather than just a "zoomed out" view of information.
Lucinda Munger said staff is working on this, and the goal was to get the Board of
County Commissioners feedback tonight. She said that the next step will be to refine the
actions and procedures to support the goals. She said the staff will be working with the
25
Manager's office, HR, IT and finance to define in concrete terms what can be done. She said
this will be part of the final plan that will be brought back in the fall.
Commissioner Dorosin asked if the plan is for the Board of County Commissioners to
sign off on this draft, and then in 6 -8 months staff will come back with the final plan.
Luncinda Munger answered yes.
Commissioner Pelissier asked if this had been reviewed by the Town of Chapel Hill.
Lucinda Munger said no. She said that there is no Orange County library location in
Chapel Hill. She said that Chapel Hill is a separate municipal library. She said that Chapel Hill
may have interest in this, but it is not for them to approve or comment on at this time. She said
that Carrboro and Hillsborough did get a copy, because there are County libraries in these
towns.
Commissioner Pelissier questioned why this is the choice if the County wants to build
toward collaboration and seamless service. She said it is not so much about approval, but it is
a responsibility to plan for all libraries in the county. She asked if this should not at least be
shared with Chapel Hill.
Dr. Anthony Chow said he agreed, and he said it would be a wise thing to do.
Commissioner Pelissier if there are resources to help in gaining information on best
practices so that the County does not have to re- invent the wheel.
Lucinda Munger said yes, this has been looked at with other libraries in other counties.
She said these can findings can and must be tailored to meet the needs of Orange County.
Dr. Anthony Chow said there are now companies that are creating demographics
information that can allow a macro perspective.
Commissioner Price said she uses the library a lot. She asked if children in the
interviews felt that the library was an extension of school, or if the children are just coming for
fun.
Lucinda Munger said both are true. She said the library is an extension of school and a
place to do homework. However, she said it is also a place for Lego club and other fun
activities.
Commissioner Price and Chair Jacobs asked about the letter from Carrboro regarding
additional library sites.
Lucinda Munger said the last time staff met with the Board of Aldermen, the board
mentioned that they would like to submit more library sites for consideration by Orange County.
The letter mentioned a preference for a particular site. She said staff will review this over the
summer and do analysis on these 4 additional sites. She said these results will be brought
back next fall and the decision will be transmitted back to Carrboro.
Chair Jacobs said he was not clear in listening to responses to the Commissioners'
questions as to what the timeframe is for the final report. He said this is a foundation, but the
Board has to make decisions during the budget process for the following fiscal year. He asked
when the staff will need further direction.
Lucinda Munger said the hope is for this to be brought back in late September or early
October 2013 to begin the implementation.
Chair Jacobs agreed with Commissioner Pelissier about sharing this draft with the Town
of Chapel Hill. He said that Chapel Hill residents do fund the Orange County Libraries and
therefore have a stake in this. He said the Board will be meeting with Chapel Hill in November.
He said that it would be ideal for the town to be able to see and digest this report, as library
services will be part of that discussion.
Chair Jacobs asked what happened to the library services task force and if the Board
should strike this from the books if there is no place for it in the planning process.
R
Lucinda Munger said the members of the 2007 task force were part of the leadership
survey on the plan through individual conversations. She said that, because the plan is due in
this form to the state library by June 28th, 2013, feedback is needed from the Board of County
Commissioners tonight. She said staff will continue to reach out to the community, though it
may not be a formal work group. She said that this plan needs to be reviewed annually in order
to be viable. She said she hopes to involve citizens on a broader scale, while seeking out some
of the leaders of that task force.
Chair Jacobs asked that this information be included when the final recommendation is
brought back.
Commissioner McKee said that when this comes back in the fall, staff needs to address
the parking issue, including the availability of free parking.
Lucinda Munger said this was brought up at a prior work session, and the Board of
Alderman is aware that this is an issue for the library and downtown in general. She said that
there is a town owned property that may be converted into a parking area.
Commissioner Gordon said she would like to see a more formal detailed statement of
how the needs assessment relates to the goals and objectives, as well as the metrics.
Dr. Anthony Chow described what a 21St century library will look like. He said that core
services that have been identified show little change, but the means by which these are met are
changing. He said there is more choice, and technology is value- added, but not a replacement.
He noted that patrons still express a desire for both books and e- books. He said the trend
shows that urban libraries are becoming a mixed use space and a social place. He said there
is more versatility and diversity of services.
2. Assessment of Jail Alternative Programs
Michael Talbert reviewed the following background information from the abstract:
In October 2012, the NC Council of State authorized issuance of a 50 year land lease to
Orange County for approximately 6.8 acres for construction of a Jail facility. The proposed new
Jail is included in the County's FY 2013 -18 CIP, with an estimated total project cost of
$30,250,000. A consultant has been retained to evaluate the site and determine the best
configuration of the potential site, along with any constraints (environmental /regulatory for
example) that might impact the development. Site related planning costs have been included in
the CIP at $250,000 for FY 2013 -14. Construction cost estimates from firms in the business of
building detention facilities range from $80,000 to $120,000 per bed. The new jail is intended to
house a minimum of 250 prisoners and provide support spaces needed for such a facility. Site
design costs are planned for FY 2015 -16, and Architectural /Engineering costs are included in
FY 2016 -17, with construction costs in FY 2017 -18.
The proposed new Jail project involves the review of jail alternative programs, individual
program effectiveness and impact on the inmate population of the Orange County Jail. At the
Board's August 30, 2012 work session, District Court Judge Joseph M. Buckner presented an
overview of Court Programs to the Board. Attachment A is the PowerPoint presented by Judge
Buckner that outlines Court Programs.
The County requested and has received a proposal from Solutions for Local
Government, Inc., to assess Jail Alternative Programs in Orange County. Before planning for a
new jail begins, a comprehensive assessment of jail alternative programs needs to be
completed. Solutions for Local Government, Inc. has experience evaluating alternatives to
incarceration related programs and assessing the impact on jail population. Attachment B
outlines a proposed scope of services to evaluate current alternatives to incarceration
programs.
Attachment 3 -
Excerpt from
APPROVED 10/15/2013 Approved Minutes
MINUTES
BOARD OF COMMISSIONERS
WORK SESSION
September 12, 2013
7:00 p.m.
The Orange County Board of Commissioners met for a Work Session on
Thursday, September 12, 2013 at 7:00 p.m. at the Southern Human Services Center in
Chapel Hill, N.C.
COUNTY COMMISSIONERS PRESENT: Chair Jacobs and Commissioners Alice M.
Gordon, Earl McKee, Bernadette Pelissier, Renee Price and Penny Rich
COUNTY COMMISSIONERS ABSENT: Mark Dorosin
COUNTY ATTORNEYS PRESENT: John Roberts
COUNTY STAFF PRESENT: County Manager Frank Clifton, Assistant County
Managers Clarence Grier, Michael Talbert, Cheryl Young and Clerk to the Board Donna
Baker (All other staff members will be identified appropriately below)
NOTE: ALL DOCUMENTS REFERRED TO IN THESE MINUTES ARE IN THE
PERMANENT AGENDA FILE IN THE CLERK'S OFFICE.
Chair Jacobs went through items at the Commissioners' places:
- Yellow Sheet — Item 1- Library Strategic Plan
- White PowerPoint - Item 1 - Library Strategic Plan
- Southern Library Evaluation Update- Item 2 — Southern Branch Library Siting
Criteria
- PowerPoint — Item 3 — Whitted Meeting Room Schematic Design Review
- Blue and pink sheets — Item 4 — Strategic Communications Plan /County Logo,
The blue sheets contain the Strategic Communications Plan (current plan)
developed in 1999 and the pink sheets contain the May 21, 2013 minutes.
Addition of closed session:
A motion was made by Commissioner McKee, seconded by Commissioner
Pelissier to add a closed session for the purpose of:
To consider the qualifications, competence, performance, character, fitness,
conditions of appointment, or conditions of initial employment of an individual public
officer or employee or prospective public officer or employee; or to hear or investigate a
complaint, charge, or grievance by or against an individual public officer or employee.
NCGS § 143- 318.11(a)(6); and.
VOTE: UNANIMOUS
1. DRAFT 2013 -2016 Library Strategic Plan
Lucinda Munger said this is a follow up to the May 14th meeting where the Board
saw the first draft of the library strategic plan. She said this plan has a different format
that is based on Board comments, feedback and request for more detail.
She reviewed the following PowerPoint slides:
27
R
Library DRAFT Strategic Plan
2013 -2016
Presented September 12, 2013
For Board discussion and feedback, in preparation of proposed adoption at next
available Board meeting
Plan Overview
• Purpose:
- To set the direction of and inform future library planning in a
higher -level framework
• Time Frame:
- Fall 2013 through July 2016
• Evaluation:
- Peer library comparisons using state and national data
- Surveys and feedback from staff and community
- Full evaluation to be completed for commencement of future
planning in 2016
Building on Our Strengths
Community Needs Assessment results commended the library in four areas:
Staff Funding Facilities Programming
FY 2012 -13 OCPL 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: 198,240 (an increase of 12% since 2010)
- Aligning the Plan with Community Priorities
Aligning the Plan with Community Priorities
OCPL Strategic Priorities
1. Collections and Materials
2. Community Connections
3. Services and Community Space
4. Technology Tools and Training Library
Guiding Principles
Vision
■ We empower people by providing a place and a face to explore, enjoy, and
engage.
Mission
■ 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
e
Strategic Priorities
Strategic Priority #1 — Library Collections and Materials
■ Focus Area #1 — Consider customer preferences and demand within material
selection
■ Focus Area #2 — Collections should be easy to find by customers
■ Focus Area #3 — Promote the collection of materials available from OCPL
Strategic Priorities
Strategic Priority #2 — Community Connections
■ Focus Area #1 — Community engagement
■ Focus Area #2 — Outreach in the community ( "beyond the walls ")
■ Focus Area #3 — Raise awareness of library services
■ Focus Area #4 — Collaborate with local organizations
Strategic Priorities
Strategic Priority #3 — Services and Community Space
■ Focus Area #1 — Deliver high quality customer service ( "find a way to yes ")
■ Focus Area #2 — Offer programs that educate, engage, and entertain
■ Focus Area #3 — Provide inviting, functional library facilities
Strategic Priorities
Strategic Priority #4 — Technology Tools and Training
■ Focus Area #1 — Community- focused technology center
■ Focus Area #2 — Prioritize training opportunities
■ Focus Area #3 — Use technology as an evaluation tool
How the Plan Supports the Site Criteria
The Strategic Plan is aligned with the guiding principles of the site selection
criteria to support the development of future library services
Site Selection Criteria:
Preliminary Phase ( "dirt)
Primary Phase: Strategic Plan focuses on future library services
Once the Board selects a final site for library development, a dialogue can begin
with the community regarding services.
Measuring our Success
Community Input
• Conversations with the Director
• Online Surveys
• OCPL Customer Advisors
• Community Review Group
Data Review
• Real —time data provided by library automation system
• State and National Library Peer reviews and comparisons
• Project Timeline updates on library website
• Performance measurements from the FY13 -14 Budget
Future Funding
Possible Budgetary Implications:
Many items in this plan can be implemented at low or no cost.
Capital Investment Plan:
FY2016 -17 Southern Branch Library
30
Future Possible re- design of Main Library interior for
increased flexibility /adaptability to support current and
future customer needs, services and technology
Operations:
FY2014 -15 Full -time Library Communications Specialist
Future Ongoing technology investment
Future Ongoing investment in all formats of library collections
Conclusion:
Feedback and Q &A
Lucinda Munger, referring to slide 7, Strategic Priority focus area #3, said there
will be budgetary implications with the possible hiring of a full time communications
specialist. She said this is currently a part time position, but the vision is to create a full
time position within the next 3 years. This person would be responsible for marketing
and communicating library services to the community.
Lucinda Munger said once the Board selects a site, there will be a study of
demographics regarding the population surrounding that site. This will help determine
the services that will be offered and the square footage required for those services. She
said the current formula for square footage is .7 square foot per capita. She said library
space is becoming smaller but more adaptable.
Lucinda Munger, discussing slide 1- Measuring our Success, said she would like
to recruit an intern from the Library Sciences and Masters of Public Administration
Program to analyze feedback and create a formal report for the Board and county
manager, by June of 2014.
She referred to the Yellow sheet as an example of the library website timeline
updates.
She noted that there is an update to the CIP amount, which is now $8,125,000.
Commissioner Pelissier asked who would be reviewing the performance
measurements. She suggested that these might evolve and should also be reviewed
with the Board of County Commissioners.
Lucinda Munger said part of the charge for the community group would be to
provide feedback to both staff and the Board on a regular basis.
Commissioner Pelissier asked where staff is seeing the increase in involvement
and activities.
Lucinda Munger said the increase has primarily been in children's programs.
She also noted that there have been no adult or teen programs until the past two years,
and there has been some increase there as well.
Commissioner Price asked if the priorities are in rank order.
Lucinda Munger said staff feels all of the priorities are equally important. She
said the most energy and time will be spent in community connection.
Commissioner Price said she read that some libraries are having problems with
getting e- books.
Lucinda Munger said this is an issue for all libraries. She said their national
association is working diligently with the publishing companies to work out a better
arrangement than the current situation. She noted that a -books are much more
expensive than paper books and these a -books are borrowed but not owned by the
library. She said there is a large collection budget, and a -books have been added,
though this is harder for smaller libraries.
Commissioner McKee referred to page 15, priority 2, focus area 2, regarding
provisional services at Northern Human Services Center. He said, considering the fact
that the previous library service was suspended, he would like staff to elaborate on
these plans and the thought behind them.
31
Lucinda Munger said she knows the Board has been working with the Cedar
Grove Community Center, and this group has coalesced around the idea of a casual
sort of an internet cafe with access to library databases. She also suggested some
children's programming, computer classes, and other informational classes.
Commissioner McKee said this is a community need. He referred to page 16,
focus area 4, item 5, regarding the Chapel Hill library. He noted that this section does
not list interoperability or a common library card to be used in both libraries. He said this
is and has been a point of contention.
Chair Jacobs said he asked about the timeframe for completion of the Cedar
Grove Community Center, and it is 6 months prior to Lucinda Munger's projection. He
suggested she amend this timeline.
Lucinda Munger said these timelines can be adjusted as construction
commences.
Commissioner Gordon said she was surprised to see this because she thought
staff was tasked to develop services in rural Orange County. She said it seems staff
has a plan for the Cedar Grove Community Center, but nowhere else in Orange County.
She thought the task was for all of Orange County
Lucinda Munger said the report was focused on the Northern Human Services
Center because it is a county owned facility, and there aren't any other governmental
centers staff could plan for at this time. She said that the smaller community centers
often cannot offer internet service. She feels this is a good start to offering services in
rural Orange County.
Commissioner Gordon said she wanted to see the overall plan for Orange
County for library services. She said this piecemeal approach is not what she expected.
Commissioner Pelissier said she is impressed with this plan, as it addresses the
concerns of the Board of County Commissioners and it is comprehensive but flexible.
She said the collaboration with elected officials is an excellent idea. She said this
reflects staff's forward thinking on library services.
Commissioner Gordon said this report is much improved from the last one the
Board saw in the spring. She said, when it gets to data collection, the Board does need
to see those performance measures in the budget as well as in the plan. She said there
need to be more detailed explanations of methods and more concrete examples of
metrics.
Commissioner Gordon said there is one place where the part -time specialist is
discussed and then another section where the full -time communications specialist is
discussed. She noted that hiring should be part of the budget process, not part of the
plan. She said that her expectation is that the strategic plan should be an overall plan
for the County, and then the Public Affairs Office would be in charge of communications,
rather than just one position for the library only. She would question hiring a
communications specialist for just the library.
Commissioner McKee said he agreed with expanding library services throughout
Orange County, but he feels there are two issues that raise the Northern Human
Services Center high up on the list. He said the first is the proposed tower location at
the Walnut Grove solid waste center, which will increase broadband availability. He said
the second factor is the location of that center, which is in the center of the northern
third of Orange County. He said this is an area that is currently underserved.
Commissioner Price agreed with Commissioner McKee. She said the
community continues to ask for services to return to that location. She commended
what is in the report about the siting of library services in rural northern Orange County,
and she commended the entire plan. She said it is obvious that communication is
happening, and someone is doing a really good job with that.
Lucinda Munger said this is due to the person in the communications position
now, Ms. Shepherd. She said this person is responsible for their community public
relations, and she does a great job.
32
Commissioner Rich said this is a better format than what the Board saw
previously. She asked for clarification on the interviews section on page 10, regarding
the reference to Friends' Board. She asked if the reference to a main chair is in
reference to the main library in Chapel Hill
Lucinda Munger said this refers to the main library in Hillsborough. She said
staff did not talk to the Friends' boards in Chapel Hill.
Commissioner Rich said she would suggest keeping clear communication
between Chapel Hill and the Orange County libraries. She said a marketing person
could fall under different realms. She said it is important that information get out
through all different avenues, including social media, and the website.
Lucinda Munger said staff is working to make continuous improvements to the
library website and the library does have a twitter and Facebook account.
Commissioner Rich said when she looks at strategic plans, she likes them to be
fluid and to be reviewed and updated regularly in order to stay live.
Lucinda Munger said this is part of the role of the community review group. She
said there will be reviews at least annually, and adjustments will be made as needed to
keep the plan alive.
Chair Jacobs said, as far as the Cedar Grove Community Center, he is
supportive of staff mentioning it in the plan. He said there does need to be a focus on
other facilities as well. He suggested she work with planning, especially as it relates to
the siting of telecommunication towers and the availability of public and quasi - public
places.
Chair Jacobs said he agrees with Commissioner Gordon that there needs to be
an overarching philosophy. He said he feels the communications position is related to
the Public Affairs Office. He does not feel this needs to be so specifically designated in
the strategic plan.
Chair Jacobs said the County should continue to accent interoperability with
Chapel Hill as a key component to making a more seamless system for the residents of
Orange County.
Chair Jacobs said it is good to be aggressive about updates, but it is best not to
over - commit on how often this can be done.
Commissioner Gordon referenced her previous comment regarding the
Communications Position and gave recommendations on the appropriate placement of
this information.
2. Southern Branch Library Siting Criteria, Process Update
Jeff Thompson reviewed the following PowerPoint slides.
Southern Library Site Evaluation Update
9/12/13
Area Locator: (Map)
Intended Outcome:
• Background /Feedback from 3119113 Regular Meeting
• Additional Carrboro Suggested Site Evaluation
• BOCC Feedback, Next Steps
Backgrou nd /Feed back:
■ Summary of Carrboro Suggested Site Evaluation — 3119113
• Eliminate Town Hall
• Technical Phase l Due Diligence: