2010-2014 Library Strategic Plan

Transcription

Yorba Linda Public Library
Strategic Plan
2010-2014
Yorba Linda, California • November 2009
I
n the spring of 2009, the City of Yorba Linda
authorized the Yorba Linda Library Commission
to undertake a strategic planning process. Key
to the strategic planning process was the
Library Commission-appointed Library
Community Planning Committee (Committee).
This citizen-based Committee was intentionally
representative of a broad cross-section of Yorba Linda
residents.
The purpose of the Committee was to set service roles
for the Library based on its analysis of community
needs. The Committee included Library Director,
Melinda Steep, as ex officio member. Library
consultant Ruth Metz facilitated Committee meetings
and assisted the Committee and the Library
Management Team in the collection of input and data
and in its analysis.
introduction
2
| Yorba Linda Public Library Strategic Plan |
Strategic Plan 2010-2014
table of
contents
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Introduction
Library Commission
Library Community Planning Committee
Community Vision and Needs
Library Service Roles
Library Mission Statement
Goals, Measures, and Activities Under Consideration
Organizational Initiatives and Measures
Library Values
Implementation of the Strategic Plan
Acknowledgements
Exhibits
Exhibit A
Yorba Linda Community Snapshot
Exhibit B
Yorba Linda Library Snapshot
Exhibit C
Analysis of Service Responses by
Library Staff and the Library Commission
(A report from Library Director,
Melinda Steep, June 20, 2009)
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library commission
Marilyn Allen-Adams
Cheri Hansen, Chair
Lori Katz
Randie Noell
Gene Scearce
library community
planning committee
Paul Armstrong
Julie Astle
Barbara Brown
Vince Campion
Toni Cordero-Tomol
Sylvia Derby
Mary Fry
Corinne Griffiths
Kenji Hata
Marina Hubl
Ramanda Lazaris
Daniel Pietenpol
Nancy Rikel
Gabriella Rollins
Gene Searce
Dr. Marsha Sprang
Mary Weddle
Julie Zeoli
Ex officio, Melinda Steep (Library Director)
4
5
community vision and needs
The Committee envisions a future Yorba Linda
where young people are safe in the home,
healthy, happy, educated, and curious. They have
a variety of interactive activities available to
them so as to provide healthy social experiences.
Families have places in the community to engage
in activities that support family values.
Volunteers are active and engage their time and
talents in the community. The “baby boomer”
generation of adults uses their skills, talents, and
resources to enrich the community. Seniors have
aesthetically pleasing places to live and gather;
they are mentally active, involved, and engaged
in this community. Artists, musicians, and
performers enjoy the patronage of the
community in a thriving local arts and cultural
industry. Equestrians are appreciated and
respected in a community that values its
equestrian roots and way of life.
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East-side residents have convenient access to
the services in Yorba Linda’s west side.
West-side residents enjoy an open-space, lowdensity life style with selected amenities, such as
restaurants and small businesses.
Business owners are known, and their
establishments are patronized by the community.
“Mom & Pop” local independent businesses enjoy
the patronage of the community. Newcomers
have “welcome” services to make them feel part
of the community.
To achieve this vision, the community needs a
way to effectively inform residents of existing
services. It also needs a strong relationship and
partnerships between city leadership, community
organizations, businesses, school and parent
organizations, and other entities. The Committee
believes the Library has an important role to play
in achieving this vision.
library service
roles
library mission
statement
Accordingly, the Committee selected overarching service roles the library should
emphasize in the next several years. The Library
Management Team and staff assessed the
Library’s readiness to undertake the service roles
chosen by the Committee. On the basis of this
analysis and input from the Library Commission
and the Friends of the Library, the Committee
selected the following service roles for the
Library over the next five years:
The Yorba Linda Public Library enriches the
community by providing an inviting,
technologically innovative physical and virtual
place that stimulates the imagination and
encourages and develops both a love of reading
and the life-long pursuit of learning.
•
Visit a Comfortable Place: Physical and
Virtual Spaces
•
Emphasize Services to Youth (Create Young
Readers, Succeed in School)
•
Stimulate Imagination: Reading, Listening,
and Viewing for Pleasure
•
Connect to the Online World: Public
Internet Access
•
Satisfy Curiosity: Life Long Learning
These service roles are the framework for the
Library’s goals which are clarified later in this
document.
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goals,
measures,
and activities
under
consideration
The following interdependent goals underpin the
service roles the Library will emphasize in the
next five years. The goals are listed in order
relative to the effort and resources that will be
required to achieve them. The activities listed
are examples under consideration by the Library
Management Team and staff at this time.
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GOAL 1: Visitors to the Library will
enjoy a comfortable, functional,
and inviting facility equipped with
innovative technology.
MEASURES
A. The number of visitors to the Library will
increase by at least 15% over the term of the
Strategic Plan.
B. By 2014, 90% of respondents to a library
survey will be satisfied or very satisfied with
the short-term to long-term improvements in
the comfort and functionality of the facility
and the technological innovation of the
Library.
ACTIVITIES UNDER CONSIDERATION:
1. Redesign and upgrade the Library’s website.
2. Explore the possibilities of either a relocated
Library building, a branch in the east-end or
an expansion of the current Library to
address the Library’s space challenges and
lack of adequate parking.
3. If none of the above options is possible,
reconfigure the Library’s current space to
better accommodate traffic patterns, improve
and increase the teen area, and optimize the
functionality of the Adult Reference Desk,
Circulation Desk, lobby and computer areas.
4. Place a marquee (in the style of the one at
the Nixon Library) at Imperial and Olinda to
announce Library programs.
5. Allow drinks to be consumed in the Library
and identify the means to provide drinks as a
Library fundraiser.
6. Increase technology to improve methods of
reference delivery.
7. Paint the exterior and interior of the building.
8. Add more electrical outlets and computer
cabling.
9. Upgrade furnishings.
10. Improve signage and way-finding.
GOAL 2: Library visitors will be
able to connect to the online
world, and Library users will be
able to access online resources
from anywhere at any time
through a variety of technologies.
GOAL 3: Residents of all ages will
find the resources, services, and
programs to stimulate
imagination, satisfy curiosity
and enable the pursuit of
life-long learning.
MEASURES
A. The volume of Yorba Linda website use will
increase on average by 5% per year.
B. The number of computer users at the Library
will increase by 5% per year.
C. The number of Yorba Linda residents who
utilize the Library’s online resources will
increase by at least 15% over the term of the
Strategic Plan.
D. By 2011, 90% of respondents to a survey will
be satisfied or very satisfied with the library’s
online presence.
MEASURES
A. Active library cardholders, as a percentage of
the total population of the City, will increase
by 15% over the term of the Strategic Plan.
B. The number of resident library cardholders
will increase by 5% per year.
C. East-end users of the Library, as a percentage
of the total population of the City, will
increase by 10% over the term of the
Strategic Plan.
D. Program attendance will increase by 5% per
year.
E. Circulation will increase by 5% per year.
F. By 2011, 90% of respondents to a Library
survey will agree that the Library has
provided the resources, services, and
programs to stimulate imagination, satisfy
curiosity, and/or enable the pursuit of
life-long learning.
1. Acquire a new Integrated Library System
with improved search and access (i.e. from
cell phones, etc.) capabilities.
2. Add more social networking services such as
patron reviews and recommendations of
Library materials.
3. Increase bandwidth to improve connectivity.
4. Upgrade servers and public workstations.
5. Improve electronic reader’s advisory services
to provide personal reading suggestions.
6. Provide laptops to circulate in-house to
accommodate more computer users.
7. Explore ways to communicate with teens
through their technology.
8. Continue to upgrade wireless access and add
wireless printing services.
9. Evaluate/update business databases.
10. Explore online registration for programs (i.e.
summer reading programs, story time, etc.).
11. Promote more use of the Library’s online
databases.
1. Offer a “One Book/One City” program.
2. Revamp adult programming to capture what
baby boomers want (i.e. “how to” programs)
and expand on the programs that are
working really well now.
3. Develop an electronic community events
calendar and explore creating a community
database.
4. Schedule a well-known author to appear at
the Library once a year.
5. Implement inter-generational programming.
6. Create contests for all ages to feature local
talent (i.e. art, photography, decorating, etc.).
7. Offer a “Living Library” in which volunteers
with specific areas of expertise are “checked
out” for one-on-one conversations with
customers.
8. Provide more pro-active reader’s advisory
and find ways to feature the quality materials
that are quickly accessible for customers.
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GOAL 4: Youth of all ages will
enjoy Library resources, services
and programs that will enable
them to become better readers.
MEASURES
A. The number of children and teens who use
the Library will increase by 15% over the term
of the Strategic Plan.
B. Teen program participation will increase by
15% over the term of the Strategic Plan.
C. Ninety percent of survey respondents will
agree or strongly agree that library
resources, services, and programs have
enabled them or the youth for whom they
are responsible to become readers or better
readers over the term of the Strategic Plan.
1. Evaluate current children and teen programs
and make changes as needed.
2. Add a reading incentive program for children
in winter (a simplified version of the summer
reading program).
3. Increase participation in Battle of the Books.
4. Create more recommended reading lists by
age/grade and interest; provide them both in
print and electronically. Also, place
librarians’ recommended reading titles online
by genre.
5. Purchase additional copies of recommended
titles.
6. Maintain current level of programming.
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GOAL 5: School-age youth will
have access to a variety of
resources to succeed in school.
MEASURES
A. The number of participants in programs and
use of services by school-age youth will
increase by 15% over the term of the
Strategic Plan.
B. The number of east-end school-age residents
who participate in programs will increase by
10% over the term of the Strategic Plan.
C. The number of teens who use the Library’s
homework and online resources will increase
by 5% per year.
D. Ninety percent of school-age youth who use
the Library will agree or strongly agree that
the Library has helped them succeed in
school over the term of the Strategic Plan.
1. Increase school outreach efforts (offer to
provide Library presentations at the meetings
of District principals and teachers/librarians
at Yorba Linda schools).
2. Include Library information in school
registration packets.
3. Maintain an up-to-date collection of materials
for school reports.
4. Maintain an up-to-date list of Accelerated
Reader books and order multiple copies.
5. Increase the awareness and use of the
Library’s webpage for teachers.
6. Increase the number of school websites that
have links to the Library’s site.
7. Continue to provide adequate space for
students to study.
8. Increase librarian visits to all Yorba Linda
schools especially those on the east-end.
organizational initiatives and measures
The Library Management Team identified several
organizational areas that need special attention
to meet the goals of this Plan. The Library
Management Team will allocate or reallocate
resources to address the following
organizational initiatives:
1.
The Yorba Linda Public Library will develop
short-term and long-term strategies for
providing an adequately sized and
appointed facility that is comfortable,
functional, inviting, and equipped with
innovative technology.
A. By January 2011, the Library Commission
and the Library Director will develop an
RFP for a future library building program.
B. By January 2011, the Library Commission
and the Library Director will develop a
plan and budget for short-term essential
maintenance of the existing Library such
as the roof, way-finding, essential
furniture replacement.
C. By March 2012, the Library Commission
and the Library Director will launch a
fund-raising effort to establish and grow
a library building and technology fund for
a future library.
2. The Library will foster greater awareness of
its programs, services, and development
plans to all residents and in particular to
east-side residents.
A. By June 2010, staff will develop and
launch an improved and innovative
library web portal.
B. By January 2011, the Library Director and
public relations staff will develop and
implement a public relations plan.
3. The Library will actively engage and sustain
volunteer participation in its development
and operation.
A. By September 2011, the Library
Commission in cooperation with the
Friends of the Library will develop a
succession plan for Friends of the Library
and in particular for the FOL bookstore,
the Book Corner.
B. By June 2012, the Library Director with
the assistance of the Library Commission
and selected volunteers will launch a
volunteer program targeting the
“boomer” generation.
Continued on page 12
Library, circa
1917 (left)
Library, circa
1960 (right)
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organizational initiatives
and measures, cont.
4. The Library will strengthen its partnership
with the educational community in the
interests of helping school-aged youth
succeed in school.
A. By February 2010, document the current
formal and informal relationships with the
educational community for the benefit of
school-aged youth.
B. By March 2010, identify and evaluate a
variety of strategies for efficiently and
effectively working with the educational
community to ensure school-aged youth
success.
C. By April 2010, decide on the optimum
method or methods and develop an
implementation plan for efficiently and
effectively working with the educational
community to ensure youth success in
school.
D. By September 2010, implement the plan
to strengthen the Library’s partnership
with the educational community for the
purpose of helping school-aged youth
succeed in school.
Library, circa 1970
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library values
The Yorba Linda Public Library is the key to the
past and the gateway to the future. The Library
strives to enrich and improve the community
and meet its changing needs by providing a
welcoming atmosphere where individuals and
families can pursue their interests and work
toward their goals. To achieve this, the Library
operates according to these values:
•
•
•
•
•
•
•
Provides excellent customer service
Develops knowledgeable, dedicated staff
Offers valuable up-to-date information
resources in a variety of formats
Maintains popular collections of books,
movies, music and games in a variety of
formats
Provides access to current technology
Presents quality educational, cultural, and
recreational programs
Plays an active role in the community
implementation of
the strategic plan
This Strategic Plan is a flexible blueprint for
Yorba Linda’s City and Library leadership. It is
also a point of reference for the Friends of the
Library and any future fund-raising or advocacy
group or Library Foundation. Library
management can direct the use of Library
resources to the stated priorities and goals.
Likewise, the Friends of the Library and other
advocacy groups can also orient their fundraising and resource allocation accordingly.
Throughout the five-year period, Library leaders
will monitor the measures, activities, and
community and Library user feedback to adjust
these to meet changing needs and conditions.
acknowledgements exhibits
The Library Commission especially
acknowledges the enthusiastic, able, and
dedicated participation of the individuals who
served on the Community Planning Committee.
The Library Commission sincerely appreciates
their participation. Further, the Library
Commission acknowledges with appreciation ex
officio member Melinda Steep for her assistance
to the Committee.
The Library Commission gratefully
acknowledges the Library management team for
its purposeful and focused development of goals
consistent with the community vision and
service priorities. Likewise, the Library
Commission thanks the library staff for its
participation in the planning process at crucial
points along the way.
The planning process resulted in several
documents that helped the Community Planning
Committee. All agendas and supporting
documents are on file in the Library Director’s
office. Three in particular are included in this
strategic plan for easy reference. They are:
•
Snapshot of the Yorba Linda Community
•
Snapshot of the Yorba Linda Public Library
•
Summary of the Analysis of Service
Responses conducted by the library staff and
the Library Commission
Library, circa 1992
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EXHIBIT A: YORBA LINDA COMMUNITY SNAPSHOT
Geographic Facts
• Incorporated in 1967
• 19 square miles
• Orange County
• Zip codes: 92885, 92886, 92887
• Nearest
o City with pop. 200,000+: Anaheim, CA (7.7 miles) pop. 328,014
o City with pop. 1,000,000+: Los Angeles, CA 42.6 miles pop. 3,694,820
Population
2008/09 estimated population:
2006 estimated population:
Population 2000
Percent change April 1, 2000 to July 1, 2006:
68,3121
65,3142
58,918
10.8%
California:
7.6%
Source for the following estimates are from the U.S. Census Bureau’s 2005-2007 American
Community Survey unless otherwise noted.
Age Group
Persons under 5 years old
18 years and over
65 years and over
Median resident age
Estimate
3,256
47,804
6,765
40.1
Percent
5.0
73.6
10.4
36.4
U.S. Percent
6.9
75.3
12.5
Racial Group
White
Black or African American
American Indian and Alaska Native
Asian
Native Hawaiian and Other Pacific Islander
Some other race
Two or more races
Hispanic or Latino (of any race)
Estimate
50,924
1,400
459
7,717
90
2,691
1,684
8,995
Percent
78.4
2.2
0.7
11.9
0.1
4.1
2.6
13.8
U.S.
74.1
12.4
0.8
4.3
0.1
6.2
2.1
14.7
1
2
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State Controller’s office for the Public Library Fund (PLF)
U.S. Census Bureau, 2005-2007 American Community Survey
Social Characteristics
Average household size
Average family size
Percentage of family households
Percentage of family households, CA
Living in the same house in 1995 and 2000
Foreign born persons
Language other than English spoken in the
home, percent, age 5+, 2000
Population 25 years and older
high school graduate or higher
Bachelor’s degree or higher
Disability status, population 5 years and older
Estimate
3.09
3.42
Economic Characteristics
In labor force (population 16 years and older)
Mean travel time to work in minutes
Median household income
(in 2007 inflation adjusted dollars)
Median family income
Per capita income
Families below poverty level
Individuals below poverty level
Estimate
35,010
30.1
113,488
10,510
Percent
U.S.
2.6
3.19
83.6
68.9
60.6
16.2
19.1
50.2
12.5
19.5
95.6
45.7
8.0
27.0
15.1
CA
26.2
39.5
42,110
4,951
Percent
69.5
U.S.
64.7
25.1
50,007
124,820
60,374
47,493
26,178
1.4
2.2
9.8
13.3
Estimated median household income in 2007: $109,681 ($89,593 in 2000)
Yorba Linda:
$109,681
California:
$59,948
Housing
• Known for being a residential community of single-family homes on large lots
• 21,544 housing units
• Median value: 837,300 (U.S. is 181,800)
• Occupied housing units: 97.7% (U.S. is 88.4%)
• Owner occupied housing: 83.9% (U.S. is 67.3%)
Estimated median house or condo value in 2007: $837,300 ($340,600 in 2000)
Yorba Linda:
$837,300
California: $532,300
Top Industries3
1.
2.
3.
4.
Professional, Scientific, and Technical
Wholesale Trade
Healthcare and social assistance
Retail Trade
3
, U. S. Census Bureau, 2002 Economic Census
15
Schools
• Placentia-Yorba Linda School District serves about 45 square miles of suburban northeast
Orange County.
• Eight elementary schools located in Yorba Linda
• Three middle schools
• New high school (opened September 2009)
• Student enrollment: 26,598
• The adult education school is located in Yorba Linda.
• Home schooling
• Adult School
• Private Schools in Yorba Linda
o Calvary Chapel
o Calvary Christian
o Friends Christian School Lakeview Avenue
o Friends Christian School Rose Drive
o Heritage Oak Private Elementary School
o St. Francis of Assisi School
•
Public
•
•
•
•
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Preschools in Yorba Linda
o California Preschool and kindergarten
o Calvary Chapel
o Calvary Christian
o Discovery Depot Child Care Center
o First Steps Child Development Center
o Friends Christian School Preschool
o Heritage Oak Preschool
o Hillsborough
o Ivy Crest Montessori Private School
o Kinder Care Learning Center
o Linda Vista Preschool
o Little Friends Preschool
o Messiah Lutheran Pre-school
o Montessori Academy of Yorba Linda
o Pine Tree Montessori
o Saint Francis of Assisi
o Tutor Time
o Village Preschool
o Yorba Linda Methodist Preschool
o Yorba Linda Preschool and Kindergarten
Meeting Spaces
Yorba Linda City Hall
Yorba Linda Community Center
Travis Ranch Activity Center
Recreational and cultural amenities and events
• 26 recreational parks (148 acres of sports fields and parkland)
• 100 miles of pedestrian, equestrian and cycling trails
• Travis Ranch Activity Center (includes a 7,350 sq. ft. gymnasium)
• Thomas Lasorda Jr. Field House (includes a 22,500 sq. ft. gymnasium)
• Phillip S. Paxton Equestrian Center
• Black Gold golf course
• Yorba Linda Community Center
• Little league baseball, girls softball, Pop Warner football, soccer and junior basketball
• 4th of July Spectacular at Veterans Park
• Concerts in the Park
• Old Fashioned Holiday Celebration
• Celebration of the Arts
Points
•
•
•
of interest
Richard Nixon Presidential Library and Birthplace
Black Gold Golf Course
Susanna Bixby Bryant Ranch Museum and Botanical Gardens
Sources of information in Yorba Linda (other than public library)4
• 28 licensed TV stations
• 66 licensed radio stations
• 13 reported broadband providers
• 2 matching cable communities
• 27 newspapers within 100 mile radius
• Top Broadcast owners: Clear Channel Communication, Inc.; CBS Corporation;
the Walt Disney Company; Univision Communications, Inc.; Lbi Radio License Corporation.
• Internet
• School libraries at most educational institutions kindergarten and above
Transportation
• Orange County Transportation Authority: transportation throughout the county for persons
with disabilities.
• TRAILS: Taking Retired Adults Into Local Services. A service of the City of Yorba Linda to
residents who reside in the city but need transportation to services therein and within a mile
perimeter of the city.
Volunteer Organizations
• City of Yorba Linda Volunteer Program
o Senior Citizen Volunteer Program
o Youth Programming Volunteers
o Family Programming Volunteers
o Community Special Events Volunteers
o Library Volunteers
• Yorba Linda Historical Society
• Friends of the Yorba Linda Public Library
4
Source: Center for Public Integrity, http://www.publicintegrity.org/about/our_mission/
17
Voter
•
•
•
•
•
•
•
•
•
Registration (2007)
40,957 registered voters
9,007 Democratic
24,428 Republican
732 Independent
135 Green
204 Libertarian
38 Natural Law
206 Miscellaneous
6,207 Declined to state
Community Organizations5
In addition to many faith-based organizations, Yorba Linda offers the following:
American Legion Post #679
American Association of University Women of
Placentia-Yorba Linda
AYSO, Region 1398
Boy Scouts Pack 580
Boy Scouts Troup 824
Boys and Girls Clubs of Placentia/Yorba Linda
East Lake Village Community Association
Friends of the Yorba Linda Public Library
Genealogical Society of North Orange County
Girl Scout Council of Orange County
Job’s Daughters of Yorba Linda
JUSA
Kiwanis Anaheim Hills/Yorba Linda
Knights of Columbus
Little League East
Little League West
Little League Yorba Hills
Main Street Merchants Association
Masonic Lodge of Yorba Linda
National Charity League, Yorba Linda Chapter
Mom’s Club of Yorba Linda East
Mom’s Club of Yorba Linda West
NJB Basketball
Order of Demolay, Yorba Linda Chapter
Placentia/Yorba Linda Girls Softball League
Placentia/Yorba Linda Meals on Wheels
5
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Source: Yorba Linda Public Library website
Pop Warner Football
Richard Nixon Museum and Birthplace
Foundation
Seniors Club
Soroptimist International Placentia/Yorba Linda
Southern California Philharmonic
Sunrise Rotary Club of Yorba Linda
Tennis Club – Yorba Linda
Troy Comm. Swim Club of Yorba Linda
Vocal Magic
Welcome Wagon Club of North Orange County
YLB Basketball
Yorba Linda Arts Alliance
Yorba Linda Chamber of Commerce
(374 member businesses)
Yorba Linda Cloverleaf
Yorba Linda Country Riders
Yorba Linda Historical Society
Yorba Linda Kountry Kultivators
Yorba Linda/Placentia Family YMCA
Yorba Linda/Placentia Toastmasters
Yorba Linda Recreation Youth Soccer
Yorba Linda Senior Center
Yorba Linda Service League
Yorba Linda Senior Citizens Club
Yorba Linda Women’s Club
Yorba Linda Women’s Tennis Club
EXHIBIT B: YORBA LINDA LIBRARY SNAPSHOT
(Source: 2009 State Library Report, FY2007/08)
Library Users, Hours, Circulation, Reference
Library Users
Total Registered
#of Residents
% of Residents
2007/08
37,529
68,312
55%
Library Hours
Open Per Week
Evenings
Weekend
2007/08
64
4 Evenings
Saturday 8 hrs
Circulation, Visitors, Reference
Circulation
Circ per capita
Walk-In Visitors
Annual Visits per capita
Reference Transactions
Reference Transactions per capita
2007/08
731,264
10.70
296,098
4.33
77,259
1.13
Children’s Services
Population, age 0-14
Borrowers, age 0-14
Materials
Items per capita
Material Expenditures
Circulation
Circulation per capita
2007/08
16,326
8,097
55,385
3.39
$86,100
345,827
21.18
Programs
Audience
Programs for Children
Attendance at Children’s Programs
Program for Teens
Attendance at Teen Programs
Programs for Adults
Attendance at Adult Programs
Total Programs
Total Attendance
2007/08
555
32,487
86
2,568
78
1,177
719
36,232
19
EXHIBIT B: YORBA LINDA LIBRARY SNAPSHOT
(Source: 2009 State Library Report, FY2007/08)
Library Collection
Library Materials
Adult Books
Adult Periodicals
Adult Media
Children’s Books
Children’s Media
Children’s Periodicals
Total
2007/08
80,232
4,041
10,733
49,715
5,299
371
150,391
Technology
Services Provided
Public Computer Workstations
Computer Users
Visits to Library Website
Wireless Access
Online Database Subscriptions
Online Database Searches
Computers per thousand residents
2007/08
29
74,279
168,086
Yes
32
36,150
.42
Other Services
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Internet searching workshops
24/7 online reference service (“Ask A Librarian”)
Library websites
o
www.yorbalindalibrary.com
o
www.yorbalindahistory.org
o
www.yorbabiz.com
Small business resources
Reader’s advisory
Book clubs
Special guest speaker programs and performances throughout the year
Story times for children of all ages throughout each month
“Teen Tuesdays”
Live homework help online
Teacher support services
Community outreach services
Library is the City liaison to the Historical Society
Library annex service (located at the Museum)
Volunteer opportunities
Resources
Total Operating Budget
Expenditure per capita
FTE Staff
Facility Size
20
2007/08
$3,810,516
$54.59
32.0
28,350 SF
EXHIBIT C:
Analysis of Service Responses by Library Staff and Library Commission
(A Report from Library Director, Melinda Steep – June 20, 2009)
Staff met on May 11, and May 12, 2009 followed by a Library Commission meeting on June 4, 2009 to
analyze the library’s readiness for the Planning Committee’s preliminary choice of service responses.
After a thoughtful review and analysis of the work done by the Community Planning Committee and
the library staff, the Library Commission recommends the following service priorities:
Primary
• Visit a Comfortable Place: Physical and Virtual Spaces
• Services to Youth (Create Young Readers, Succeed in School)
• Stimulate Imagination: Reading, Listening, and Viewing for Pleasure
Secondary
• Connect to the Online World: Public Internet Access
• Satisfy Curiosity: Life Long Learning
The Commission bases its recommendation on three points:
1.
The library is well-positioned to fulfill these service responses, given its strengths and opportunities.
2. The Library Commission acknowledges the importance to the Planning Committee of “bridging
the divide” in the community. However, upon reflection, the Library Commission questions that
the library’s contribution in this way would have the desired effect. The library is not wellpositioned to fulfill this service response without diverting resources away from those it is wellpositioned to address. Current library usage suggests that the library contributes to bridging the
gap through the recommended primary and secondary service responses.
For example, the library is currently providing many well-attended activities that encourage
community connection. Statistics show that residents from both the east and west sides of Yorba
Linda utilize all of the library’s services with west side residents using the Library only about 7%
more than east side residents overall. Since the Library is already an agent for community
building, the Library can enhance existing services that fit within the above primary service
priorities. In other words, the library should play to its strengths.
Instead of adding this as a primary or secondary service response, the Library Commission
suggests that the library develop one or more goals under the umbrella of the recommended
service responses with the intention of focusing activities to enhance the library’s bridging effect.
An example is a “community reads” event that engages the whole community in reading the same
book, with related programming support.
3. The library is not well-positioned to address in a significant way the two remaining preliminary
service responses (Be an Informed Citizen: Local, National, and World Affairs and Understand
How to Find, Evaluate, and Use Information: Information Fluency). However, the library indirectly
support the intention of these service responses by providing a timely collection and by providing
one-on-one question answering in the library and by telephone as well as computer-side help in
locating the appropriate information at the moment of need.
21
EXHIBIT C:
Service Response: Visit A Comfortable Place: Physical and Virtual
Residents will have safe and welcoming physical places to meet and interact with others or to sit
quietly and read and will have open and accessible virtual spaces that support networking.
Strengths and Opportunities
• Library is intimate, clean, and welcoming and
open 64 hours per week. It has been fully
maximized to accommodate all library
functions in an undersized space.
• It includes people-friendly amenities such as
window seats, fireplace, quiet seating areas,
rose garden, fountain, display cases, cell
phone lounge, wireless internet access,
puzzles and games for kids, activity boards
for upcoming events.
• The library has an award-winning website
that has the potential to help bridge the
geographic community divide.
• Library is a draw to the downtown area (980
visitors per day) and one of a few venues for
community social interaction and gatherings.
The community room is not only a library
programming asset but one of a few venues
for large group community meetings.
• The library’s broad-based community appeal
(Friends of the Library, citizens, Commission,
volunteers; the art community) could rally
support for a building project.
• The Annex provides a pick up and drop off
location convenient to east Yorba Linda
residents.
22
Challenges and Risks
• Library Sq footage per capita is 2/3rds of
standard; use of space has been maximized.
• The Library is not centrally located in the city
making its onsite collections, services, and
programs less accessible to east side
residents.
• The website as a portal to library collections
and services needs to be improved to keep
pace with technological trends, particularly
those used by the younger generation (social
networking, TM, IM, Twittering, etc.).
• The existing facility and grounds, though
attractive and well-used, has many
insufficiencies related to the limitations of
space that deter attendance: parking &
seating to meet current demand, adequate
space for collections, programming, storage,
library functions, staff work; the community
room is often overbooked; Teen Room is a
former closet and is inadequate for our
emphasis on teen services; Adult services
area is dark and due to competing uses,
noisy; signage is ineffective; many shelves
either too high or too low; no public phones.
Lack of space for materials, merchandising,
browsing and multiple copies of popular
materials.
• The existing facility has other limitations
related to its design and age: structural limits
constrict functionality; space that cannot be
well utilized (pillars); congested traffic areas;
service desk locations are confusing; elevator
is 40 years old, functions as a freight elevator,
is locked to the public; facility is not “green”;
not enough electrical outlets to support
technology uses; furniture is old, smelly, and
shabby.
• Comfy bookstores, internet cafes, and Google
may be competition for the library in its
current condition.
• Is there sufficient community support for an
improved or new facility, given the economic
downturn, anti-tax sentiment (assuming new
or expanded library may require tax
increase), and non-library user population?
EXHIBIT C:
Service Response: Create Young Readers: Early Literacy
Children from birth to age five will have programs and services designed to ensure that they will
enter school ready to learn to read, write, and listen.
• The library has an early literacy program and
strong children’s program, including
collections, designated space and
specialized staff.
• The library is well-known among parents,
teachers, and caregivers and well regarded
for its services to children; it enjoys the
patronage of many children, parents, and
caregivers.
• Potential for many community partners
including parenting groups, pre-schools,
teenage mother programs, school district,
City Parks & Recreation, hospitals, doctors,
realtors.
• The current economic downturn is increasing
reliance on the library.
• Community adults are aware of early literacy
benefits and practices; they don’t have to be
convinced.
• The library is not centrally located to all
residents making it difficult for working
parents across the city to take advantage of
on-site services and programs.
• The physical limitations of the building limit
the library’s ability to stage more
programming, e.g. for early literacy.
• Facility limitations discourage participation:
limited parking, collection, programming
space and amenities (e.g. stroller parking,
changing tables, maximum occupancy often
reached), and age-appropriate computer
work stations with software for preschoolers.
• Further expanding the early literacy program
may mean taking resources away from other
services.
23
EXHIBIT C:
Service Response : Succeed in School: Homework Help
Students will have the resources they need to succeed in school.
• Library has an above average collection of
resources, both non-fiction and reference,
online databases and services such as
Tutor.com, A/R lists, lists by genre, award
book pamphlets; variety of media formats.
• Library enjoys a good relationship with local
teachers; provides outreach to schools and
teachers, class visits, teacher page on
website/homework links, monthly teacher
promotional; library buys books based on
homework assignments for students.
• Wireless internet access/public computers
provide in-library and remote access to
students.
• The community has good public school
libraries to partner with; potential for further
partnership with the school district.
• There is potential for greater outreach to
home school community and private schools.
24
• Insufficient seating and group study space;
other facility weaknesses such as lighting,
electrical outlets, space limitations inhibit
services.
• Some parents, teachers, and students are
unaware of services.
• More homework oriented software would be
needed.
• Communication and coordination with
school district needs improvement;
competition for school district time and
attention; competition for students’ time.
• Expanding services would require
reallocating existing staff and discontinuing
other services or increasing FTE.
• Transportation to the library is difficult for
many students.
EXHIBIT C:
Service Response: Stimulate Imagination: Reading, Viewing, and Listening for Pleasure
Residents who want materials to enhance their leisure time will find what they want when and where
they want them and will have the help they need to make choices from among the options.
• The library currently makes this one of its
primary service responses and allocates a
significant amount of its budget to its
support.
• In addition to its significant multimedia
general collection, the library has up-to-date,
clean, fresh looking collections, a Language
collection, game collections, readily available
new books, a strong collection of popular
topics and titles, fast turn-around time from
purchase to shelf.
• Programs which are for all ages and on all
topics include online reading groups, book
discussion groups, and Summer reading
programs
• Services include staff available to assist
patrons with reading choices, online reading
recommendations, merchandising displays,
computer access, wireless internet access,
promotional incentives
• The library has many programming partners
(e.g. YL Arts Alliance, OC Imagination
Celebration) and many more potential
community partners.
• Yorba Linda’s educated and interested
community would be responsive to
community-wide programs that could help
bridge the geographic divide
• Although this is currently one of the library’s
service priorities, the community population
has outgrown the available space. To
emphasize this service response would
mean: making the online catalog more
browser-friendly and technologically
contemporary; providing inviting and
comfortable seating areas; providing
listening stations.
25
EXHIBIT C: Service Response: Connect to the Online World: Public Internet Access
Residents will have high-speed access to the digital world with no unnecessary restrictions or
fees to ensure that everyone can take advantage of the ever-growing resources and
services available through the Internet.
• The library provides online 24/7 access; its
website is a virtual portal to information and
online services for all residents, including an
extensive online database collection.
• The library offers free internet access and
wireless technology, Internet workshops,
and 1:1 assistance with computers.
•
The library’s technology equipment is
generally up-to-date. A new ILS procurement
is under way to improve customer service. IT
staffing is sufficient to sustain current service
levels.
• Library IT is in-house allowing freedom and
flexibility to customize for library customer
and staff needs.
• Partnerships could be forged and technology
volunteers could be recruited to teach
common applications and assist patrons.
Technology options could make it possible to
bridge the geographic divide in YL (esp. via cell
telephone services).
26
• Facility deficiencies (outlets, lighting) limit
expanding the technology capacity of the
library: Furniture is non-functional for laptop
use; Insufficient ergonomic equipment;
Limited space for additional computers;
Computer lab is make-shift and insufficient
for public use (was intended as copy room);
Public time on computers is shorter than
some people want.
• Library would need to develop a more user
friendly, intuitive website. Library doesn’t
host its own web-server; limits what the
library can do and changes can be thrust
upon it.
• Technology is inherently challenging and
dynamic thus commanding resources on an
on-going basis. IT staffing capacity is
insufficient for expanding services at this
point; maintenance “window” is constrained
because of 24/7 operation.
EXHIBIT C:
Service Response: Satisfy Curiosity: Lifelong Learning
Residents will have the resources they need to explore topics of personal interest and
continue to learn throughout their lives.
• Healthy materials budget and program
budget (so far) and Friend’s financial
support.
• The library has up-to-date material selection,
a variety of programs and classes for all
ages; staff is knowledgeable and familiar
with materials and their use; international
languages.
• Library has significant demand for nonfiction materials and invites and acts on
customer suggestions and purchase
recommendations
• Partner potential with local organizations
and educational institutions for programs
and events including at off-site locations
• Limited space for materials and programs,
staff and equipment (e.g. to offer more
computer instruction for groups)
• Keeping up with current trends/times/issues
takes time and time = cost
• Parking and other facility limitations deter
visits to the library
27
yorba linda public library
18181 Imperial Highway | Yorba Linda, CA 92886 | 714-777-2873 | yorbalindalibrary.com
Monday-Thursday | 9:00 a.m.-9:00 p.m.
Friday-Saturday | 9:00 a.m.-5:00 p.m.
Sunday | Closed

2010-2014 Library Strategic Plan

Transcription

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