A Community of Discovery Strategic Plan for Wilton Library

Transcription

1 A Community of Discovery Strategic Plan for Wilton Library Prepared by the Wilton Library Association Board of Trustees Long Range Planning Committee with assistance from Library Development Solutions 1 P a g e

2 I. Introduction Dear Neighbors and Friends of the Wilton Library, Our library is a unique institution with a special responsibility to the entire Wilton community. It is the place where children take home their first book, where teenagers find help with challenging school projects, where adults escape a hectic day with their favorite authors (whether in hardcover or on CD), where businesses and the unemployed gain resources to move forward, and where the entire community finds programs to expand their intellectual horizons and community connections. Most recently, the Library literally provided a haven and empowerment for those most affected by Hurricane Irene and our devastating October snow storm. Throughout its 116 years of service, Wilton Library has adapted to meet the changing needs of our community, and the pace of that change has quickened. Recent challenges include the increasing digitization of information and its communication, the expanding senior population of Wilton, and the undeniable economic straits of the Town and its citizens. The Wilton Library Long Range Plan is an essential governance tool used by the Board of Trustees and Library staff to meet these challenges, while fostering an atmosphere of continual improvement. This Strategic Plan for 2012 through 2015 was developed by the Long Range Planning Committee commissioned by the Board. It relies extensively on input from across the community. The Long Range Plan begins with the Library s mission to inform, enrich, connect, and inspire. Based on the voice of the community, it focuses on customer-based, convenient services and programs, with a particular eye to changing technology. It identifies key objectives over the next few years that will meet the needs of youth and seniors, maintain the Library s physical and technological infrastructure, and ensure needed funding in these difficult times. These are evolving goals that will be adapted by the Trustees to respond to changing needs and circumstances. The core of Wilton Library remains its dedicated staff and its many generous volunteers and donors. We look forward to working with you to enhance the Library s unique role as the cultural and intellectual heart of our community. Sincerely, Judy Higby, President of the Board of Trustees Kathy Leeds, Executive Director 2 P a g e

3 II. Executive Summary The Wilton Library Long Range Plan for 2012 through 2015 is intended to guide the Board of Trustees and Library Staff as they make operational and budgeting decisions in the face of challenge and change. This Long Range Plan was developed by the Long Range Planning Committee with significant community input, including a survey with over 820 respondents. In addition to the plan detailed on the following pages, an appendix contains an action plan for each objective to be used for implementation and to measure success. It is intended to be an evolving document that guides, but does not restrict the Board of Trustees. On the following pages is a summary of the Long Range Plan. Mission: Wilton Library is our gateway to discovery. We inform, enrich, connect and inspire our community. Primary Goals: I. Anticipate and fulfill the community s increasing and changing needs for services and programs. II. III. Provide the leadership, staff, technology, and facilities necessary to meet these needs. Secure the financial resources necessary to ensure a sustainable future for the Library. 3 P a g e

4 III. The Long Range Planning Process To provide continually improved service to the Wilton community and all Wilton Library users, the Board of Trustees, the administration and the staff of Wilton Library have periodically reviewed its mission and objectives to align them with the needs and desires of the community. This requires taking into account the resources needed for service provision, trends in content formats, patterns of usage, continued customer focus, and advances in technology. In March 2011, with the added consideration of the impending retirement of the Executive Director, a Long Range Planning Committee was commissioned by the Board of Trustees to undertake such a periodic review and revision for the period 2012 through The Planning Committee consisted of members of the Board of Trustees and the community at large, the Library s Executive Director, and several staff members. (A complete list of the members of the Board of Trustees and the Planning Committee is contained in Appendix I and II, respectively.) With the permission of the Board, the Planning Committee engaged the services of the well-respected consultants Library Development Solutions of Princeton, N.J. The Planning Committee synthesized information, identified priorities, considered strengths and weaknesses, threats and opportunities, and identified possible future strategic directions for the Library. Particular attention was paid to information from the community survey and phone interviews. The specific planning steps were as follows: Data Analysis The Planning Committee reviewed statistics on library use and recent annual reports provided by Executive Director Kathy Leeds. Metrics regarding collection size, number of visits, programs offered, circulation, and program attendance were considered as Library planners considered future needs of the library community and the community at large. The Committee also read and discussed many recent articles about nation-wide trends in library and information services. Phone Interviews, Board and Staff Focus Groups, and Survey During the planning process, the consultants conducted focus group sessions with library department heads and with the full Board of Trustees to gather suggestions about the future for Wilton Library. Additional suggestions came from 824 people who responded to a Library survey, both online and in print. This effort generated many suggestions regarding desired services and features, as well as many comments about current library services. 4 P a g e

5 Another group of Wilton residents, considered to be opinion leaders, were contacted by phone to discuss their views of the Library and their ideas for the future. Planning Committee Meetings The Planning Committee, over the course of several meetings: identified social, technological, and demographic trends that will affect delivery of library services considered Wilton Library s strengths and its capacity to deliver high quality library service articulated the challenges the Library will face, particularly with regard to funding and leadership changes developed a new mission statement describing the Library s primary purpose discussed and agreed upon goals and objectives to guide the Library s development for the next few years The Library Director developed, and the Committee approved, a specific multi-part action plan for each objective Board of Trustees Consideration and Approval The resulting draft of a strategic plan was delivered to the Wilton Library Board of Trustees in November 2011 for its consideration. 5 P a g e

6 IV. Strategic Considerations After reviewing the information from the survey, phone interviews and meetings with staff and the board and analyzing usage and demographic trends, the Long Range Planning Committee organized information into a group of strategic issues to which the Library would respond to in its plan. Customer-Focused, Convenient Services and Spaces Changes in library use, new technologies, and the ever-increasing demand for more gathering and workspace requires Wilton Library to continually evaluate its work practices to accommodate demands for more convenient access to the Library. Although the Library s space is still relatively new, there is an ongoing need to monitor how people make use of the Library and to make physical adjustments to accommodate needs. As digital content replaces print content, collections may be reduced, significantly giving way to more community gathering spaces, new places for individual or group work, or innovative uses for the Library. The Children s Library in particular requires a new look and concept for its entrance and interior to keep it contemporary with children s and parents expectations. Technology Digital information technology has already transformed the way libraries do everything. Many people rely on the library as their only source of access to digital information and the hardware to retrieve it. Increasingly, library staff is called upon to provide one-on-one instruction and coaching in the use of new technologies and this demand will only increase in the foreseeable future. The survey identified a significant trend that will have an impact on the Library and the way in which it provides content. Twenty-five percent of respondents identified themselves as regular ebook readers, a trend that will increase significantly in the next few years. The Library will need to make critical decisions about how to balance the needs of traditional print readers versus ebook readers who seek more and more digital content. And, at the heart of it all, is how to provide convenient access to both print and digital resources in a way that makes it easy for customers to find what they want. Toward that end, the Library is in the process of choosing a new Integrated Library System (ILS) for its online catalog, circulation service, and other library functions. 6 P a g e

7 Services for All Ages Preteens and teens are valued library customers and future library supporters. Consistent programming and staff dedicated to these age groups are key components of a successful library service program. Dedicated library resources that support the educational and social interests of this age group as well as a wide variety of programs are essential. At the same time more and more people are choosing to age in place. As baby boomers enter their retirement years the Library will need to accommodate the needs of this active and engaged group. Staff Investment Great staff is vital for producing great library service. As the Library thinks about the future, it is important to consider the skill sets needed to meet the changing demands of the community. Not only is it important to provide knowledgeable staff in sufficient numbers to support the level of service expected by the community, but also to think about staff replacement planning, new technological skills that will assist in service delivery and staff who are committed to providing excellent customer service. Investing resources to ensure that staff members receive ongoing training and the skill development needed to provide competent and excellent service is essential. Also critical is the need to attract, hire and retain the right people with the right skills for the Library. The Library will continue to achieve efficiencies in back office routines to free up staff budgets for new roles. Resource Development Wilton Library, as an association library, depends primarily on tax support supplemented by private donations to deliver library services. The Library has been an excellent steward of its budget through a thoughtful use of funds. Increasing needs for additional private and public funding may require the Library to explore other avenues for generating support. These strategic issues served as the foundation for the set of goals to achieve during the course of this plan. 7 P a g e

8 V. The Wilton Library Long Range Plan for 2012 through 2015 The Library s mission provides the overall direction that the Library adopts for the next several years. Goals and objectives identify specific strategic actions that will help the board, staff, and community achieve the mission. A complete set of action plans to achieve each objective is contained in Appendix III. It is expected that the Board of Trustees will consult the Long Range Plan (as they may amend it)in matters of operations, budgeting and measuring the effectiveness of the Executive Director and Library Staff. The Board of Trustees and Executive Director will determine responsibility for each item of the action plan. Mission: Wilton Library is our gateway to discovery. We inform, enrich, connect and inspire our community. Primary Goals: I. Anticipate and fulfill the community s increasing and changing needs for services and programs Objectives: Continue to evaluate the Library s collections to create the right balance between new and traditional formats. Identify and provide new and compelling services. Make it easier and more rewarding for all residents to use the Library. Expand the scope of services currently offered to preteens, teens, children, and seniors. Evaluate the effectiveness of the Library s evolving identity campaign, expanding and enhancing communications. Build community awareness and involvement through new efforts of communication and collaboration. Develop stronger partnerships with other stakeholders in the community (government, schools, organizations, businesses). Collect information on usage and community awareness to measure success in meeting these objectives. II. Provide the leadership, staff, technology, and facilities necessary to meet these needs. Objectives: Develop a succession plan to guide the Board of Trustees in selecting an Executive Director. Invest in the effectiveness and continuity of the administration, staff, and Board. Maintain technical infrastructure to not only meet today s needs but also to anticipate tomorrow s. Identify and implement key projects to maintain and enhance the library facility. 8 P a g e

9 III. Secure the financial resources necessary to ensure a sustainable future for the Library. Objectives: Expand our fundraising strategies, leveraging community awareness of the Library s increasingly important role. Strengthen our partnership with town government to ensure funding adequate to meet the needs of the community. 9 P a g e

10 Appendix I: Board of Trustees Both the and Boards of Trustees took part in commissioning and approving the plan. Members included: Judy Higby, President Michael Kaelin, Vice President Whitney Janeway, Secretary Holly Sexton, Treasurer Bob Kelso, Treasurer Ileana Barns-Slavin Jeff Barbour Shirley Bergin Susan DiLoreto A.P. Duffy Patricia Gould Thom Healy Glenn Hemmerle Janice Hess Ken Kempson Larry Koch Tom Leffel Daniel F. Mahoney Derrel Mason Nancy McManus Catherine Romer Maurice Segall Elaine Tai-Lauria David Fite Waters Malcolm Whyte Diane Wilson 10 P a g e

11 Appendix II: Long Range Planning Committee Members Ken Kempson, Chair Patty Connor Howard Greene Thom Healy* Judy Higby* Michael Kaelin* Kathy Leeds, Executive Director Nancy McManus* Kathy Welling Malcolm Whyte* Library Development Solutions Consultants Alan Burger Leslie Burger Library Development Solutions is located in Princeton, New Jersey. The firm provides creative and practical solutions for libraries and library organizations that want to position their organizations for the future through strategic planning, organizational development, and building solutions. 11 P a g e

12 Appendix III: Full Long Range Plan with Action Steps I. Anticipate and fulfillthe community s increasing and changing needs for services and programs. Continue to evaluate the Library s collections to create the right balance between new and traditional formats. Revise and update the Library s collection development policy to reflect changes in publishing and customer preferences. Continue to investigate and adopt new time, space and cost saving methods for collection development by using vendor-supported systems, including automatic selection. Focus on improving collections based on improved customer feedback tools and new vendor-provided assessment tools. Determine the optimal mix of databases, blogs and all other digital formats. Continually evaluate the need for specific print collections, including reference, and all new and evolving formats. Create and share locally oriented digital content and collections for all users. Identify and provide new and compelling services. Develop relationships with local businesses and community organizations to offer library programs and other services to new homeowners and small business entrepreneurs, providing job development skills, training and marketing. Offer new and innovative types of volunteer opportunities for community members of all ages and talents who choose to donate their time. Explore the feasibility of hosting online conferences and classes for adults, teens and children. Increase the number of lectures, performances, and concerts made available via the web and direct broadcast. Make it easier and more rewarding for all residents to use the Library. Consider expanding library hours to include Sunday hours throughout the year and longer hours on weekdays. Consider using offsite book drops in other parts of town. Investigate the feasibility of offsite vending machines that dispense library materials or lockers onsite for after-hours pickup. Explore the feasibility of a library café or a refreshed version of the existing vending area. Initiate plans to enhance the Children s Library entrance and interior art and furnishings so that it can continue to serve as a modern and iconic destination for Wilton s children. Develop a new technology plan for the library, including provision for the use of emerging technologies. Identify and choose a new ILS based on ease of use among many factors. Promote the round the clock availability of library databases and digital downloads through digital content vendors. 12 P a g e

13 Expand online technology instruction to include training and tutorials on the use of new technologies and devices that interest residents, as well as for traditional software applications. Provide increased access to ebook readers with preloaded books that can be borrowed by customers, including children and teens. Continually monitor the library website for needed improvements that create an easier, more satisfying customer experience. Budget for staff members to attend conferences to stay abreast of developments in service provision, resource optimization and funding. Consider providing 24/7 access to a live librarian. Expand the scope of services currently offered to preteens, teens, children, and seniors. Promote programs and the collection increasingly through electronic, social networking methods. Build the collection in ways that meet the needs and trends of teens. Consult with and/or create teen advisory boards for specific projects. Offer innovative programs that allow teens to express creativity, learn new skills, and develop both self-esteem and new relationships. Build the Children s Library collection to meet changing community needs, including ebooks and graphic novels. Form a closer relationship with the schools to encourage children to use the Library and get their own cards. Plan to improve the technology section and update furniture in the Children s Library. Expand online services for children. Find ways to make our current assets (murals, fishtank, Earth Garden, etc.) more interactive and informative. Provide more lectures and seminars for seniors that stimulate and satisfy their intellectual curiosity and needs. Consider the days and times of programs for seniors and plan according to their preferences and ability to attend. Maintain a commitment to cultural programming that appeals to all ages. Consider generational mixes in programming (teens teaching seniors, seniors reading to children, and the like). Evaluate the effectiveness of the Library s evolving identity campaign, expanding and enhancing communications. Refine the communications plan as it focuses on a consistent identity and branding campaign through social media, marketing and community relations. Refresh and continually improve the Library s website. Consult the new Mission statement, making sure that our internal and external communications coherently subscribe to its tenets. Build community awareness and involvement through new efforts of communication and collaboration. Continue to develop and refine the newsletter, its corresponding database, and other digital social networking tools. 13 P a g e

14 Develop a presentation about the strategic plan and the Library for community and business organizations. Appoint specific Board and staff liaisons to various community groups each year of the plan so the liaisons can improve the Library s relationship and collaboration with the groups. Conduct regular surveys with local customers to learn about their experiences with the Library and implement changes in service as necessary. Develop stronger partnerships with other stakeholders in the community (government, schools, organizations, businesses). Work with school administrators, teachers, and parent groups to identify new ways the Library can collaborate and share resources to help students achieve academic success. Work with schools and community organizations to provide support for job searching and career programs. Work with schools to provide new volunteer opportunities for teens. Cooperate with local businesses to develop complementary marketing programs that would encourage Library use. Collect information on usage and community awareness to measure success in meeting these objectives. Measure and analyze customer use. Measure levels of community satisfaction. Monitor and measure levels of support. 14 P a g e

15 II. Provide the leadership, staff, facilities, and technology necessary to meet these needs. Develop a succession plan to guide the Board of Trustees in selecting an Executive Director. Explore options for recruitment, screening, and hiring the new Executive Director, such as working with a search firm, a committee of the Board, a separate search committee, or other options for recruiting the best and brightest candidates. Write a comprehensive and up-to-date job description for the Executive Director. Identify key skills, elements of experience, and attributes that are considered critical in the new Executive Director Evaluate the hiring environment, setting competitive salary and benefit guidelines commensurate with peer libraries and their communities. Review the evaluation process for the Executive Director and update as needed. Invest in the effectiveness and continuity of the administration, staff, and Board. Develop and provide a new orientation session and packet for new and prospective Trustees. Create an annual assessment tool for the Board of Trustees and use it annually to identify areas that require attention. Develop a new cultivation process to attract prospective board members. Determine the skills/political/leadership profile required for new board members in order to implement the strategic plan recommendations. Review staffing needs based on previous years of operation and changes in collections, services and programs ahead as mentioned in the strategic plan. Create a new staffing plan based on the staffing review and changing needs, and implement the plan effectively, annually evaluating the plan to assess for new requirements and needed competencies and efficiencies. Create a staff development plan and implement ongoing training that allows staff to stay abreast of developments in service provision, resource optimization and funding. Maintain technical infrastructure not only to meet today s needs, but also to anticipate tomorrow s. Update and maintain an inventory of all systems and equipment. Create a strategic plan for technology, taking into account prudent replacement rotations as well as providing for innovation to suit customer and staff needs. Review and evaluate software currently in use by staff, including the Integrated Library System slated for upgrade or replacement in Identify any weaknesses and opportunities for improvement. Work with the Town and School System to implement the conduit project to connect all facilities with fiber optic cable for added security of records and better communication and broadcast capability. 15 P a g e

16 Identify and implement key projects to maintain and enhance the Library facility. Create and maintain a long range maintenance and replacement plan for Library systems, equipment, grounds and building. Identify green projects that might be eligible for grants or matching funds and make our building more sustainable and efficient in its use of energy. Maintain a wish list of building improvements that would improve the function, comfort, and aesthetics of our facility. Complete a regular audit of the building, noting maintenance efforts, repairs, replacements, and additions that are needed. 16 P a g e

17 III. Secure the financial resources necessary to ensure a sustainable future for the Library. Expand our fundraising strategies leveraging community awareness of the Library s increasingly important role. Identify the level of support needed to supplement local tax support and determine how much all current fundraising efforts are likely to contribute to that level in the future. Develop Wilton Library s Cornerstone Society s planned giving program, identifying those individuals and families most likely to participate and creating a plan to present the case for membership. Develop campaign materials and create a case statement for the Friends Annual Appeal, Milestone and other gift programs to raise funds to support the Library s programs, collections, and services. Strengthen Board and committee commitment, clarify assignments, and better communicate the goals of our annual fundraising efforts and events to those involved. Strengthen our partnership with town government to ensure funding adequate to meet the needs of the community. Create more opportunities to communicate with Town boards and representatives about the Library s mission, vision and plan. Incorporate the strategic plan into the Library s operating budget based on new service programs, any new staffing, increased hours of service, new collections, and the technology and services to be provided. Identify areas of cost savings, efficiencies and increased revenue that will provide funding support for innovations. Work with Town officials to fulfill the needs of those who live and work in Wilton, particularly in times of natural disaster and extraordinary need due to weather and/power outage. Continue to seek guidance and information from Town officials regarding the budget climate and at the same time, communicate the Library s fiscal challenges with their implications for operations and service. 17 P a g e

18 Appendix IV: Community Survey Summary Our whole family loves the Wilton Library. The Wilton Library has become the much welcomed cultural and educational center of our community. During April and May of 2011, 834 people filled out a survey about the Wilton Library. And they had plenty to say. The following are some of the more interesting results of the survey: 1 A very large 79% of the respondents say that they come into the Wilton Library at least once a month, weekly or daily. At least 55.6% of them also said that they spend more that 30 minutes each time that they come to the library. Of the 670 people who answered the question about activities in the downtown area before or after they go to the library, 76.6% say that they also go shopping before or after they go to the library and 26.7% say that they also get something to eat before or after they gop to the library. Thirty nine percent (39%) of the respondents said that they go to a personal appointment such as a doctor, dentist, gym, car repair, hair salon or other personal activity in the downtown area. This is a very strong affirmation of the ability of the Wilton Library to attract people to its doors and keep them in their own community for other activities. Also: 81.9% of the respondents say their primary use of the library is to take out books 55.4% say it is to attend an adult program 57.4% say they come to the library to browse the collection 49% come to the library to take out DVDs Among the many responses to the question about the most important services and programs at the library, the three top responses are: 1 A full transcript of the survey (137 pages) is available from the library 18 P a g e

19 Author discussions Lectures Children s programs Among the many new or additional services that people would like to see are: Dedicated tutoring space or area More computers and computer classes More classes and activities at night More authors, poets, more lectures, more programs More ebooks More outlets for laptops Sunday hours in the summer, Sunday earlier opening Light the fireplace more frequently Free DVDs In response to things not to change, the two primary areas are: The friendly staff The accessible hours 19 P a g e

20 I am proud to be a Wilton resident because of the library. Among the many words that survey respondents used to describe the Wilton Library are: Awesome Excellent, fabulous, superlative, top notch The heart of our town or community, our community anchor, central to our town, vital, vibrant, a jewel, a treasure, nerve center Accommodating, responsive, eager to please Convenient, a place for everyone, accessible No one in Wilton is a stranger to the library 20 P a g e