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HomeMy WebLinkAboutAgenda - 02-03-2015-13 (5)Orange County Library 137 W. Margaret Lane. Hillsborough, NC 27278 TO: Orange County Board of Commissioners Bonnie B. Hammersley, Orange County Manager FROM: Lucinda M. Munger, Director, Orange County Public Library DATE: January 21, 2015 1 INFORMATION ITEM RE: Information Item — Update to BOCC on 2013 -2016 Library Strategic Plan It is my pleasure to update the Orange County Board of Commissioners and the County Manager on the 1St year of implementation of our 2013 -2016 Library Strategic Plan. As promised, the plan has not just "sat on a shelf' collecting dust, but continues to evolve allowing us to take advantage of opportunities as they arise. While there have been many accomplishments, there have been some setbacks in implementation of our priorities due to unanticipated vacancies in our Leadership Team, especially in the area of community outreach. Library staff spent the first year of the three -year Strategic Plan laying the ground work to support the priority and actions steps related to our technology infrastructure /collections. Sierra, an integrated library system that will allow staff to more effectively monitor and manage the collection, was installed in May 2013. Conversion to Sierra, paved the way for Encore and NoveList, the next generation of library catalogs that offers Google and Amazon -like search capabilities. The installation of the three (3) new self- checkout machines now accounts for over 60% of all circulation, freeing staff time for more personalized customer service. In other noteworthy accomplishments from the past year: • Developed monthly 10 Second Survey to gather feedback from the customers on a wide variety of topics. Since November 2013 there has been over 700 responses that will help the Library make better informed decisions concerning collections and services. The staff has recommended adding a few longer surveys throughout the year for more detailed input. • Implemented a volunteer program already has gained over 18 volunteers giving 1000 hours to the library. • We continue to expand our outreach into the community by projects as the Little Free Library in Cedar Grove Park, attending school events, working with the Orange County Literacy Council in serving Northern Orange, and partnering with community groups in the Health Department's Family Success Alliance. • The Library adopted "Find a Way to Yes" service model that supports our commitment to highly quality and personalized service. Staff response to this service model is highly positive, as it frees them up to actually say "Yes" and "Do" something for the customers. • The Youth Services Department re- designed and launched new programming strategies for the Summer Reading programming and regular monthly offerings which now focus on early family literacy. The increase in Summer Reading participation benefitted from our new customer service model — no forms, no restrictions, no red tape, - just good will. • In November 2013, the Board gave the go -ahead for public input sessions for a future Southern Branch which took place in the spring of 2014. An extensive publicity campaign was launched resulting in over 350 people participating in public forums and through other online /paper opportunities. Attachment A provides further information on the first year activities. While traditional library services continue to heavily utilized, we must respond to the changing needs of the community and adapt to ensure the Library impacts the lives within the community. In the coming year we will explore extending on our current early childhood /family literacy programs, collaborate with other county departments in service to the elderly or homebound, and seek to expand our digital collections based on customer feedback. Through the life of this plan the Orange County Public Library seeks to be an essential resource for our residents. With a stronger technology infrastructure and a Strategic Plan that looks outward to serve our customers, the Library aspires to deepen and expand its community relationships, be a major partner and collaborator in the community and serve as an agent for innovation and change. As always the strong support of the Board of County Commissioners, County Management, Friends and Orange County residents will continue to be critical to our success. Attachment A Orange County Public Library 2013 -2016 Strategic Plan Progress Update (November 2014) Strategic Priorities Outcomes and updates 1 — Library collections and materials Developed monthly 10 Second Survey to gather targeted feedback from Action Steps: customers on a range of topics, including programming, reading interests, 1) Offer collections that and use of electronic resources beginning in November 2013. The 700+ consider customer responses over the past year have been used to help inform staff planning preferences and provide and decision making. materials in quantities that Sierra, the integrated library software was launched May 2013. Decision meet demand Center tool is used to analyze circulation patterns. This tools helps us 2) Organize library materials and identify high- demand titles and order additional copies, decreasing overall collections so they are easily wait time for customers. found by customers . Installed new signage to improve wayfinding for customers in Spring 2014. 3) Promote the collections and . Launched "Staff Recommends" program in July 2014 to highlight materials materials available through enjoyed by Library Staff. OCPL . NoveList Select launched in Spring 2014 with over 2000 uses to date. This new service provides an amazon.com style of "If you liked this item, then consider this..." within the library catalog. 2 — Community Connections . Implemented official volunteer program. In the past 10 months, over 2000 Action Steps: hours of volunteer service have been completed. 1) Provide opportunities for the . Library staff piloted the county -wide Safety Training program. Training community to engage with sessions were led by AMS, Sheriff, Risk Manager, EMS, and Emergency and support the library Services departments. 2) Provide services that extend . Library has worked to expand library reach by partnering with other county beyond library walls agencies and departments. Examples to date include the installation of a 3) Raise awareness of library "Little Free Library" in Cedar Grove Park in October 2014, and outreach in services Northern Orange County through Orange County Literacy Council 4) Collaborate with local partnership. organizations In collaboration with AMS, plans include providing a library presence in rural Attachment A Orange at the upfitted Cedar Grove Community Center through an interactive `kiosk' in 2015. • Library Staff met their goal of providing a minimum of 8 outreach opportunities to school events during the last school year. This work continues this year, with staff sharing library resources and serving as contacts for educators. • Annual `home - schooling' network event for local parents to exchange ideas and promote library services initiated in Spring 2014. • Launched reciprocity with neighboring county library systems (Alamance, Chatham and Durham) to provide free OC library cards to residents in July 2014. • Library Director continues to work with Chapel Hill Public Library to explore existing cooperative library services while supporting BOCC interoperability initiative. 3 — Services and Community Space . Library adopted "Find a Way to Yes" service model, which supports library's Action Steps: priority of delivering high quality and personalized customer serviced. 1) Commit to delivering high . Library staff participated in department -wide FISH training in Spring 2014 quality and personalized and Leadership Team participated in "FISH for Leaders" in August 2014. customer service The library was the first county department to complete both FISH 2) Offer programs for all ages components. that educate, engage and . Staff launched "Happy Hour," a self- directed achievement training and entertain development program in October 2014. Staff schedule a one to two hour 3) Provide inviting functional slot once per month dedicated to achieving personal learning goals that will library facilities make them more efficient and effective in their support of the library. • Youth Services Department re- designed and launched new programming strategies for Summer Reading 2014 in addition to year -round programming to address customers' needs and support early family literacy. Initial first year review shows repeat customers with programming numbers climbing consistently month by month. • Adult and Teen Services Department developed and launched 3 new services to meet customer needs and interests including "Your Next 5 ", a personalized reader's advisory service; chat reference through new widgets on our home page; and "Book a Librarian" for hour -long appointments with Attachment A staff to receive in -depth assistance on a specific topic. We have had an active response to all three services with over 250 uses. • Southern Branch Library work continued with public input sessions to support the site criteria process in the spring of 2014. Over 350 people participated in two public input sessions, online surveys, customer input at numerous community events, and interviews. A formal report was resented to BOCC in May 2014. 4 — Technology Tools and Training . County IT department expanded communication with support departments Action Steps: in Spring 2014 primarily through library staff attendance at Operations 1) Develop the library as a meetings and Application meetings. community- focused . Library Technology Team was created to encourage creative expansion of technology center technology in library services, improve library operations through 2) Prioritize training technology options, and promote staff literacy of technology. opportunities for the public . Weekly computer classes were adapted to meet the customer's needs by and library staff personalizing session topics, extending the session length and shifting the 3) Use technology as an schedule to a late afternoon /early evening time frame that accommodates evaluation tool both working individuals and seniors. • In order to support continued library growth, leadership actively uses the data dashboard to track and measure circulation, registrations, collection, library visits, and programming attendance. Leadership Team receives monthly updates and Administration completes at least 3 metric surveys a year to track usage, technology, and library trends.