uniquely yours: neuse regional library 2014

Transcription

i
INTRODUCTION
The word “unique” is often used to indicate that something is unusual or extremely rare, but the
term means more than that. It indicates that the thing being discussed is singular in nature…
literally one of a kind.
So when the Neuse Regional Library titles its 2014-2019 Strategic Action Plan “Uniquely
Yours,” it has a responsibility to demonstrate two key points:
That this Library differs from others in that its resources and operations are specifically
geared to the wants and needs of the citizens and communities of Lenoir, Greene, and
Jones Counties.
That the Library offers distinct resources and values that are not similarly provided by
other information sources.
Through this action plan, the Neuse Regional Library System does exactly that.
From the outset of the strategic process, Library officials have
worked to ensure that broad-based community involvement was an
integral part of the overall effort. After all, the Library is supported
by public dollars, and residents of the region are entitled to a major
voice in influencing how those funds are spent— in effect, defining
what the return on taxpayer investment should be.
This was accomplished through a major written and online survey
initiative in which several hundred individuals participated. By doing
so, they provided insights on how the Library is currently meeting
their needs and what new resources and services the Library should provide in the years
immediately ahead. Addressing what they had to say was a major part of developing this plan,
which is therefore directly responsive to the residents of the three-county Neuse region.
Further, the Library assembled a Strategic Steering Committee of more than twenty local citizens
who invested their time and wisdom over an eight-month period to ensure that the strategic plan
would be locally focused.
As to the unique value the Library delivers, considerable effort
has been made in these pages on such matters as to what can be
done with a computer and a Library card that is not possible with
just a home computer. This includes such resources as accessing
the economic and general interest materials available through
NCLIVE and a free eMagazine service that allows Library
cardholders online access to more than fifty popular magazines.
Clearly one of the unique values that the Library provides is a highly trained and committed staff
who serve as “knowledge navigators,” helping patrons find their way through what can often be
enormous amounts of material to locate the particular sets of information or resources they seek.
The exceptionally high rankings given the staff by people taking the surveys give ample
evidence of the professionalism with which the staff fulfill their roles.
So… is the Neuse Regional Library really “Uniquely Yours”? It is indeed if you live in Lenoir,
Greene or Jones Counties. We hope you’re already a Library user. If not, we think you’ll see
enough real value to take a closer look.
ii
TABLE OF CONTENTS
Delivering Relevance to Highly Segmented Markets……………………..….……
1
Project Scope………………………………………………………………..……..
2
Project Flow………………………………………………………………..………
3
Strategic Steering Committee………………………………………………..…….
4
The Strategic Action Plan………………………………………………..………..
5
Guiding Philosophy………………………………………………..……...
5
Structure………………………………………………………………..…
5
Vision……………………………………………………………………..
5
Mission…………………………………………………………..………..
5
Materials…………………………………………………….…….………
6
Programming…………………………………………………….……….
9
Information Technology………………………………………………….
11
Community Engagement…………………………………………………
14
Staff………………………………….……………………………………
18
Facilities and Operations…………………………………………………
22
1
DELIVERING RELEVANCE TO HIGHLY SEGMENTED MARKETS
The Library may well have assets for a more diverse set of users than any other public
institution. It must provide high quality materials, programs and other support to significantly
diverse racial, ethnic, geographic, and age markets. It must demonstrate its relevance in a
number of different ways and from a variety of different perspectives.
“Clients” range in age from pre-birth (think information on pre-natal care) to after death (think
genealogical resources). The Library has materials, programs, customer support and other
resources of value to companies that are
looking to locate or expand, to job-seekers and
to entrepreneurs striking out on their own.
It is no exaggeration to state that the Neuse
Regional Library provides knowledge
throughout an individual’s academic trajectory
as well as forms of entertainment, learning
and enjoyment throughout a lifetime.
This institution takes that responsibility
seriously. This is reflected in the emphasis in
this plan on the input of survey participants,
ensuring that the Library’s digital resources remain current and that the Library continues to
respect and promote cultural differences.
In 2014, too many people see a public library from the perspective of the ones they knew 25-40
years ago when they were in high school. They often believe that personal computers and other
technologies have rendered libraries as less relevant than they once were. They still think of
libraries in generally positive terms, but too often in ways that reflect a warm glow of nostalgia
rather than the realities of today.
The International City/County Management Association
is the leading organization of professional public staff
leaders in the country. It has concluded that “As communities develop strategies to address important issues
and needs, communicating those strategies to the public is
essential. And what community program reaches more of
the general adult public in a learning environment than
the public library? Libraries also reach large numbers of
young people when they are not in school, especially in
after-school and summer programs. Any community
effort that involves public education, communications,
and marketing is overlooking an important asset if the library is not included in the plan.”
Today’s libraries act as a new type of town square, a place for people of all ages and
backgrounds to seek help, connect with others, and get access to the information and services
they need. In 2010, 169 million people in the United States visited a public library to find work,
apply for college, secure government benefits, learn about critical medical treatments, and enjoy
free access to the Internet. A recent study revealed that approximately 40% of library patrons use
library computers for career and education needs.
Those are today’s realities, and those are the realities that this Strategic Action Plan addresses.
2
PROJECT SCOPE
At the outset of the planning project, the Library identified ten elements that would form the core
of the work. They were:

Clearly differentiating the Library from all other providers of information and
knowledge.

Conducting a library needs analysis involving a diverse and representative range of
Lenoir, Greene, and Jones County citizens as an integral part of the process.

Identifying the current internal strengths and weaknesses of the Library and the external
opportunities and threats to the institution as a whole and of its individual locations
across the three-county region.

Defining the appropriate roles for the Library in the future of the Neuse region.

Enhancing the public’s understanding of the multiple values that the Library offers to a
wide range of current and potential users.

Making the best use of limited resources in a time of increased financial pressures.

Identifying and reducing the barriers to greater use of the Library’s resources.

Developing return on investment criteria that clearly define the benefits accruing to
Lenoir, Greene and Jones Counties from tax dollars that support the Library.

Reviewing and possibly modifying the Library’s vision and mission.

Factoring broad organizational goals down to specific measurable objectives, thereby
directly addressing the prime responsibilities of any public agency-- accountability and
transparency.
During the eight months the plan was developed, all of these issues were addressed. The process
was designed to produce both significant objective analysis (hard data) and subjective input
(opinions of Library users and supporters) for consideration by the Library’s leadership. Taken
together, the two sets of data were considered to be valid bases for priority setting, resource
allocations and other aspects of strategic planning.
This strategic plan is a flexible instrument-- one that sets a detailed direction, but that recognizes
that it will need to be reevaluated and occasionally modified in the years immediately ahead as
the needs and conditions within the Neuse region change. What will not change is the Library’s
commitment to resource relevance, program excellence, and the highest levels of customer
service.
3
PROJECT FLOW
The strategic planning process developed along the schedule and time line identified in the grant
submittal to the State Library of North Carolina, which funded this project with federal dollars
through the Library Science and Technology Act. There were no significant problems with the
process, which benefited greatly from the high rates of attendance and engagement by the
Library’s Strategic Steering Committee. Its members are shown on the following page.
The sequencing of the individual events allowed each to build logically upon the findings of the
preceding event as opposed to taking place in relative isolation and failing to relate to the
comprehensive nature of the process.
IMPLEMENTATION AND ONGOING EVALUATION
CONSIDERATION AND FORMAL ADOPTION OF STRATEGIC PLAN
DEVELOPMENT OF VISION / MISSION / GOALS / OBJECTIVES
ONGOING SENIOR
STAFF PLAN
DEVELOPMENT
CITIZEN SURVEY
COMPILATIONS AND
ANALYSIS
STRATEGIC PLANNING
COMMITTEE REVIEW
AND OVERSIGHT
DESIGN AND DISTRIBUTION OF WRITTEN AND ONLINE SURVEY FORMS
ESTABLISHMENT OF
STRATEGIC PLANNING
COMMITTEE
INITIAL COMMITTEE
MEETING
INITIAL DISCUSSIONS
WITH LIBRARY
DIRECTOR AND SENIOR
STAFF LEADERSHIP
ANALYSIS OF LIBRARY
SYSTEM’S STRENGTHS,
WEAKNESSES,
OPPORTUNITIES AND
THREATS
4
STRATEGIC STEERING COMMITTEE
Gloria Artis
Member
Beth Boone
Head of Public Services,
Head of Extension Services
Jackie Brown
Vice Chairman
Shirley Bryan
Member
Anna Craft
Secretary and Vice Chairman
Cora Davenport
Vice Chairman and Treasurer
Laquita Davis
Branch Head
Vanessa Dixon
President
Amber Hargett
Head of Children’s Services
Jerry Jones
Commissioner
Dana Hill
Agnes Ho
Adrian King
Town Administrator and Public
Works Director
Director of Libraries
Executive Director
Annie Kornegay
Secretary and Member
Bill Moxley
Member
Vicki Myers
Member
Mike Parker
Chairman, Member, President
Shannon Riggs
Tony Sears
Sarah Sever
Head of Circulation
City Manager
Head of Reference
Carol Southerland
Member
Justin Stout
Reference Librarian and Grants
Specialist
Laura Lee Sylvester
President, Executive Director
Brenda Woodley
Vice Chairman, Member,
Recording Secretary
Greene County and Neuse Regional
Library Boards, Greene County
Friends of the Library Board
Kinston-Lenoir County Public Library,
Neuse Regional Library
Lenoir County Board of
Commissioners
Jones County and Neuse Regional
Library Boards
Library Boards
Library Boards
Greene County Public Library
Greene County Friends of the Library
Board
Kinston-Lenoir County Public Library
Greene County Board of
Commissioners
Town of Snow Hill
Neuse Regional Library
Pride of Kinston
Kinston-Lenoir County and Neuse
Regional Library Boards
Kinston-Lenoir County
Friends of the Library Board
Regional Library Boards, KinstonLenoir County Friends of the Library
Board
Regional Library Boards, KinstonLenoir County Friends of the Library
Board
City of Kinston
Kinston-Lenoir County Friends of the
Library Board
Chamber of Commerce, Lenoir
County Education Foundation
Kinston-Lenoir County Library Board,
Neuse Regional Library Board,
Kinston-Lenoir County Friends of the
Library Board
Bill Millett of Scope View Strategic Advantage served as project consultant and facilitator.
5
THE STRATEGIC ACTION PLAN
Guiding Philosophy: The driving force behind the plan was to ensure that the citizens who pay
for the Library’s facilities and operations through their tax dollars receive the maximum possible
benefits from the use of those funds. Simply stated, a public agency has no greater responsibility
than to make certain that these benefits are delivered and that the public has a real opportunity to
determine what they should be.
Structure: Accordingly, the Library designed the plan around an organizational framework that
provides both clarity of purpose and accountability for results. As outlined below, the Library
first determined its long-term Vision for the region, and the Library’s Mission in helping attain
that vision. The Mission for the institution was then factored down to six functional areas of
focus:
■
Materials
■
Programming
■
Information Technology
■
Community Engagement
■
Staff
■
Facilities and Operations
Each of these was then defined by a series of general Goals and more specific Objectives.
Importantly, the latter were assigned means of achievement, a time frame for doing so, and the
individuals or groups responsible for attaining them. Achieving the Objectives will lead
logically to realizing the broader Goals. By accomplishing the Goals, the Library will fulfill its
Mission, and thereby help attain the overall Vision for the Counties.
The Library thereby directly addresses its key responsibility to provide full accountability for the
public monies entrusted to it. It also provides the management tool for the Library Director and
her senior staff to guide the institution to a future of relevant and professional service to its
diverse constituents. At the same time, the Library provides its funding sources with a precise
definition of what it seeks to achieve and the degree of its success in doing so.
Vision: The citizens of Lenoir, Greene, and Jones Counties are
empowered by opportunities for career advancement, lifelong
learning, and enrichment.
Mission: To support, strengthen, and enrich the diverse residents
and communities of Lenoir, Greene, and Jones Counties by
systematically:

Distributing a select collection of print and digital materials.

Providing traditional and emerging technologies.

Expanding services to meet informational, educational, economic, recreational,
and cultural needs.
6
MATERIALS
Excellent materials, both traditional and digital, that are
responsive to library patrons’ needs are crucial to any library’s
success. The Neuse Regional Library has developed one of the
most outstanding medium-sized public library collections in the
state. To maintain this achievement, the Library Administration
has established this goal and these objectives:
Goal: Develop, organize, and promote a collection of materials in a variety of formats to
respond to the diverse needs of the citizens and communities of the Neuse region.
► Objective 1:
Means:
Period:
Provide easily accessible library collections with an emphasis on
information, current topics and titles, and knowledge support that is
relevant to the changing and continuing needs of library patrons.
Continue to inventory and weed the Library’s holdings; evaluate and
expand access to online resources; provide access to materials for children
and young adults that foster basic reading skills and stimulate a love of
reading; large type collections for
seniors, young adult materials and
economic and self-help materials for
adults and young professionals.
Continue to meet the demand for nonprint materials and the emergence of
new technology such as eBooks,
eMagazines, and eAudio; create booklists and pathfinders in selected
subject areas and on electronic resources.
2014-2019; ongoing.
Responsibility: Library Administration,
departments.
Collection
Development
Committee,
all
Status:
Book reviews and patrons’ individual suggestions are considered in
selecting new materials; inventory ongoing at all Libraries annually.
Cost:
Operating budget.
► Objective 2:
Revise the Collection Development Policy every 3 years.
Means:
The Collection Development Committee to review the Collection
Development Policy and recommend revisions to the Library
Administration and the Library Board.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Collection Development Committee, and all
department heads.
Status:
Collection Development Policy revised 2012.
Cost:
None.
7
►
Objective 3:
c
Aggressively pursue public and private funding for special projects
including those for young adults, teens, and seniors.
Means:
Continue to seek and apply for grants to strengthen Library holdings in
designated areas as needed.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Collection Development Committee, and all
departments.
Status:
Non-fiction juvenile materials added system-wide through an LSTA
Collection Development grant 2012-2013.
Cost:
Grant funding and donations.
► Objective 4:
Continue to expand multi-cultural materials.
Means:
Locate additional publishers of multi-cultural materials; pinpoint key
awards given to multi-cultural authors; solicit lists of suggested materials
from key multi-cultural libraries and collections; purchase materials;
preserve and promote multi-cultural materials.
Period:
2014-2019; ongoing.
Responsibility: Reference and Children’s Departments; Collection Development Comm.
Status:
Multi-cultural materials ordered monthly; annual special order for multicultural materials updates circulating and reference collections at the
Headquarters Library and all branches.
Cost:
Operating budget.
► Objective 5:
Continue to expand Library holdings of foreign language materials to
meet the needs of growing non English-speaking populations.
Means:
Seek and apply for grant funding to purchase foreign language materials;
select additional books, DVDs, CDs, and audiobook combinations for non
English-speaking children and adults to inform, educate, and entertain;
increase material selection to help non English-speaking persons learn
English; offer at least one Spanish language program each year; consider
adding fiction and non-fiction audiobooks in foreign languages.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference;
Collection Development Committee.
Children’s
Departments,
and
Status:
Foreign language books, DVDs, and CDs purchased and added systemwide to the collection monthly; staff members educate patrons about free
translation services available through the Internet; Library will consider
providing staff with specialized training on dealing with Spanish speaking
patrons; funding increased for foreign language materials 2013.
Cost:
Operating budget and grant funding.
8
► Objective 6:
Promote collaboration with the local business community.
Means:
Continue to build on memberships and personal contacts within the
business
community;
work
with
Chamber of Commerce, Lenoir County
Economic Development Department,
Pride of Kinston, Global TransPark
administrators, Rotary Club, Lenoir
Memorial Hospital, Lenoir County
Community Foundation, Lenoir Family
Access Portal, Kinston Community
Health Center, and other business groups to develop specific areas of
business interest.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department, and Programming and
Public Relations and Community Outreach Committees.
Status:
Library regularly collaborates with the above organizations to present
programming and provide materials to its patrons.
Cost:
Operating budget.
► Objective 7:
Continue to expand Library holdings of materials related to economic
growth, investing, and entrepreneurship.
Means:
Seek and apply for grant funding to
purchase business materials; select a
wide range of materials including
audio-visual and digital resources;
provide programming for patrons that
focuses on personal finance, investing,
and entrepreneurship.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department,
Development and Programming Committees.
and
Collection
Status:
Library to apply for ALA Smart Investing@your Library for 2014-2015.
Cost:
9
PROGRAMMING
Funding for public libraries depends, in part, on successful ongoing programming. A wellplanned and well-publicized programming season attracts users to the Library and increases the
Library’s visibility. The Neuse Regional Library continues to
deliver a wide range of cultural, recreational, and educational
activities to its patrons through humanities grants, Friends of the
Library funds, and special endowments. It also heralds its
successes and resources through Library-produced publications
and the local media. In order to capitalize further on these
successes and to continue the quality programming that has
become the Library’s hallmark, the Library Administration has
established the following goal and objectives:
Goal: Involve a greater variety of individuals and organizations in planning for and
producing Library programming, thereby further diversifying an already solid range of
offerings.
► Objective 1:
Share programming responsibility among the staff.
Means:
Utilize the Programming Committee as a forum for training others to
envision, develop, and present programs; gradually expand this effort to
involve as many other professionals and key nonprofessionals as possible
throughout the Region.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and Programming Committee.
Status:
Staff members are encouraged to generate new ideas for programs.
Cost:
None.
► Objective 2:
Work closely with Friends of the Library to develop and sponsor the
annual programming season.
Means:
Solicit programming input from the
Programming Committee and key members
of Friends of the Library, and keep the
Friends group informed of plans and
developments.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Programming Committee, and Friends of the
Library.
Status:
Programs include book signings, informational programs, musical
presentations, literary lectures, summer reading programs, and special
contests for pre-k children through high school students.
Cost:
Friends of the Library Membership Fund.
10
► Objective 3:
Cooperate with other groups and organizations in planning programs.
Means:
Study reports on programming in other libraries (through Library
literature, Library websites, newsletters, calendars of events) to learn
about the wide variety of possibilities; form alliances with other local
organizations, civic clubs, and businesses
for joint ventures; link Library-specific
events to other community events and
organizations as warranted; publicize local
events through the Library website; utilize
display cases to showcase collections
owned by Neuse Regional Library and its
patrons and area organizations.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Programming and Public Relations Committee,
and Community Outreach Committee.
Status:
Library cooperates with local schools to provide programs for the
community; Library to work with Lenoir Memorial Hospital and other
organizations to offer programs to the public 2013-2014.
Cost:
None.
► Objective 4:
c
Enhance programs and services designed for all cultures and increase
awareness of current programs.
Means:
Seek and identify grant-funding sources to
improve services offered to all cultures.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Programming and
Public Relations and Community Outreach
Committees, and department heads.
Status:
Continue to analyze how the Library can best serve the needs of its multicultural community at each location 2013-2014.
Cost:
11
INFORMATION TECHNOLOGY
Providing timely and accurate information is a key aspect of any effective public library. The
Neuse Regional Library’s technological innovations over the
past decade have been integral to the Library’s success. The
offering of online resources such as the Internet and
NCLIVE, a collection of databases provided at no cost to
patrons by the State Library of North Carolina, has become
an indispensable aspect of library services, and in more
recent years the Library has added eBooks, eMagazines, and
eAudio to its collection. The Library is committed to offering
the most cutting-edge electronic resources to its patrons to
keep pace with the increasingly digital nature of informational services.
Goal 1: Secure, maintain, enhance, and augment state-of-the-art technological resources to
achieve Library goals and provide fast, efficient delivery of library services to the public.
► Objective 1:
Enhance the performance of the Library’s automation system and
provide a user-friendly online public access catalog and Library
website to improve service for patrons.
Means:
Implement capabilities of the Library’s automation system and identify
any additional hardware or software to further improve flexibility and
efficiency of system; continue to re-design and expand the Library’s
website to make it more user friendly;
provide a separate online public access
catalog designed for use by children;
budget funds annually to maintain
existing technology, to update new
and emerging technology on a
regularly scheduled basis, and to
provide necessary staff support;
establish
a
framework
and
methodology for annual technology
assessment, planning, and budgeting to ensure the best return on the
Library’s investment.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and Automation and Technology Committee.
Status:
Library to investigate NC Cardinal, a consortium offering an open-source
integrated library system and state-wide catalog; Library will fully explore
the current services being offered by The Library Corporation such as the
newly implemented Online Selections and Acquisitions module, and will
carefully decide whether to continue using these services or whether to
pursue NC Cardinal.
Cost:
Operating budget, special budget, and grant funding.
12
► Objective 2:
Enhance workflow by continuing to improve network access through
a more efficient network infrastructure.
Means:
Analyze network traffic to monitor and assess bandwidth for traffic
utilization; identify and implement additional hardware or software to
improve, enhance, or augment the Library’s Internet infrastructure;
continue to improve the security of the Library’s wide area network and its
computers to provide faster, more reliable access to Internet and network
resources; ensure a safe Internet browsing experience for children through
use of Internet protection measures; follow guidelines set by the Library’s
Technology Plan; continue to seek Library Science and Technology Act
federal funding to provide innovative new services system-wide.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and Automation and Technology Committee.
Status:
Comprehensive technology plan updated as needed for the Region to
identify available technologies to enhance services to patrons and plan for
the integration and adaptation of upgraded or new technologies.
Cost:
Operating budget, special budget, and grant funding.
► Objective 3:
Provide staff, adults, and school-aged children access to electronic
information resources and training to meet their information needs.
Means:
Train public service staff members on NCLIVE, library automation
systems, online resources and databases, and the Library’s website at all
regional staff meetings; train selected staff members on TCP/IP, current
Windows server platform, and productivity software; offer hands-on
instruction using public Internet access computers at all locations
including the Gates Training Lab in La Grange, the little bank Computer
Lab, and the Greene County Public
Library Computer Area to familiarize
patrons with basic computer knowledge,
the Internet, and email; provide written
guides to patrons on how to use the
online public access catalog, Internet,
email, and other online resources;
encourage responsible use of Internet.
Period:
2014-2019; ongoing.
Responsibility: Reference Department.
Status:
Computer Basics, Internet Basics, and Email Basics classes offered each
month by Reference Department staff members as schedule allows;
Reference Department staff members continue to create flyers to promote
print and electronic resources; staff technology training offered annually at
regional staff meeting; consider expanding computer classes in 2014-15.
Cost:
None.
13
► Objective 4:
c
Maintain up-to-date applications and
computers.
capabilities
for public
Means:
Continuously monitor and upgrade computers as necessary according to
the Library’s Technology Plan and Equipment Replacement Policy to
guarantee effective access to information resources; increase the number
of public and staff workstations and peripherals to provide greater access.
Period:
2014-2019; ongoing.
Responsibility: Automation and Technology Committee,
Children’s Department, and branch staff.
Reference
Department,
Status:
Library computers continue to be replaced according to the Library’s
Equipment Replacement Policy.
Cost:
Goal 2: Evaluate the feasibility of providing additional online reference services.
► Objective 1:
Research and provide additional electronic informational services.
Means:
Study literature pertaining to such resources; conduct trials of appropriate
resources; select and subscribe to useful resources.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department Head, Library Webmaster,
and Automation and Technology Committee.
Status:
Reference Department staff members regularly conduct trials of databases
and investigate feasibility of digital services by attending workshops.
Cost:
Operating budget.
14
COMMUNITY ENGAGEMENT
In order to effectively serve the region in all of its diversity, the Library must ensure the
awareness of its services and resources to the greatest extent possible. The institution must
engage in a wide range of activities that inform local citizens of what it is and what it offers that
no other organization does.
The Neuse Regional Library currently publicizes its programming and
services through a variety of outlets. Press releases are regularly sent
to The Kinston Free Press, The Standard Laconic, The Jones Post,
and other local daily and weekly periodicals. Regular appearances are
made on the local cable access station, TACC-9. Public relations
materials are regularly produced, such as Library calendars, flyers,
and mailers, and events are listed in community resources such as the
Kinston-Lenoir County Chamber of Commerce’s monthly calendar
and eNewsletter.
Additionally, events are featured on electronic displays at multiple locations system-wide. The
Library also maintains an online presence in the form of its website (www.neuselibrary.org), a
Facebook account, and a Twitter account through which all events and services are advertised.
In 2013, the Library began sending mass emails advertising programming to patrons who have
signed up for its mailing list.
The Library’s previous public engagement activities have been successful to some degree, but
staff have observed that there are key demographics not being reached. The Library has a very
faithful patron base, but has been less successful in attracting adults aged 19 – 39 and teenagers
than it has in reaching older patrons and grade school patrons.
The Library has a variety of new services, such as eBooks, eMagazines, and online databases
that might appeal to these demographics. The Library feels that it has not done enough thus far
in educating these groups on these services. The Library is offering state-of-the-art services to
all members of its community, as well as quality educational and culturally-enriching
programming, and it is imperative that its staff educate the public of the existence of these
services.
The Library’s future community engagement strategy will
revolve around increasing awareness of services and
programming in all members of the community. Two
concepts will be central to this strategy: the idea that the
library is nothing without patrons, and the framing of attempts
to increase awareness with the question “Did you know?”:
“Did you know the Library offers regular access to over 50
eMagazines on the device of your choice?” The Library will
emphasize to its patrons that, rather than a static institution based on obsolete practices, it is a
constantly evolving part of the community that directly responds to the changing needs of its
patrons with new services and programming.
15
Additionally, patrons will be invited to participate in creative efforts through contests and other
collaborative video programs, reinforcing the idea that the Library is a direct reflection of its
patrons. By optimally utilizing the forms of media that are most appealing to younger patrons,
the Library can more successfully demonstrate the extensive services being offered.
Goal 1: Reposition the Library’s community engagement efforts to include a specific focus
on methods that will attract the attention of younger generations.
► Objective 1:
c
c
c
Launch an aggressive community outreach effort centered on the two
concepts identified above: the idea that the library is nothing without
patrons, and framing increasing public awareness with the question:
“Did you know?”
Means:
Public Relations and Community Outreach Committee and Library senior
staff will develop the specific tactics and strategies to implement this
initiative. The messaging will be incorporated as appropriate into press
releases and public service announcements; publicity flyers, special events
brochures and other publications, and prominently emphasized on the
Library’s website.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department, Library Webmaster and
Public Relations and Community Outreach Committee.
Status:
Currently in project conceptualization. Federal grant through the State
Library will be sought this year to produce videos that will be an essential
part of the engagement process.
Cost:
Goal 2: Ensure the consistent, timely dissemination of information about Library activities
and successes.
► Objective 1:
Consolidate production and distribution of public information.
Means:
Make specific members of Public Relations and Community Outreach
Committee responsible for writing and distributing press releases and
public service announcements; produce publicity flyers, special events
brochures, memorial booklets, and other in-house publications; maintain
Library’s website including online publishing of monthly Upcoming
Events Calendar; prepare and publicize Library’s annual report, both in
print and on the Library’s website.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department, Library Webmaster, and
16
Status:
Website and monthly Upcoming Events Calendar promotes programs for
children and adults; bulletin boards, brochures, flyers, mass emails, and
flat screen TVs publicize coming events; publicity for programs appears in
Kinston’s The Free Press, on the local television channel, on Public Radio
East, and on the local Chamber of Commerce website.
Cost:
None.
► Objective 2:
Expand the Library’s visibility through community outreach services.
Means:
● Provide a coordinated marketing/public relations plan. ● Provide press
releases, public service announcements. ● Advertise through local media
to promote general services of libraries. ● Continue to create collaborative
links with a wide variety of community organizations by supporting their
education-related goals, promoting library use by their clients, and
sponsoring sessions in the Library for organizational representatives to
promote Library service possibilities. ● Collaborate with other agencies
and institutions to promote reading, literacy, and equitable access to
information. ● Participate actively in community planning efforts.
● Pursue funding to enrich the Library’s resources, staff, programs,
community image, and services through grants, volunteer opportunities,
program sponsorship, and fundraising. ● Encourage staff involvement in
community groups. ● Utilize staff members as ambassadors to the
community. ● Identify and develop new communication channels and
publicity techniques for communicating what the Library offers to the
public, including the Library’s website. ● Distribute Library brochures to
established local organizations such as the Chamber of Commerce, Lenoir
Memorial Hospital, and the Kinston-Lenoir County Visitor’s Center. ●
Develop eye-catching displays highlighting Library materials, services,
and programs. ● Consider making “Welcome to Kinston” packets
available to new residents when they apply for library cards.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Staff, Public Relations and Community
Outreach Committee, and other Library staff as designated.
Status:
Library Director appears monthly on local television show and other staff
members appear intermittently to promote Library events; Circulation
Department staff members provide service to homebound patrons; bags
with the Library’s name/logo are given to patrons; online community
presence established by website, Facebook, and Twitter; Library will
continue to explore new online methods of increasing awareness of library
services; Library will partner with several organizations/businesses in
2013-2014 for lifelong learning programs; Welcome kits offered to
children signing up for their first Library card beginning in 2014.
Cost:
17
► Objective 3:
Work cooperatively with local school librarians and educators to
share information and resources.
Means:
Request reading lists and
curricula from schools to
facilitate
provision
of
appropriate library materials;
distribute publicity flyers
directly to educators; support
local school events, such as
Battle of the Books, by
sending a designated Library
representative;
encourage
schools and individual classes to schedule library tours; continue the
annual Poetry and Bookmark contests and Quiz Bowl competition with the
assistance of the Friends of the Library.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference and Children’s Departments, and
Status:
Reference Department staff members provide tours and research paper
instruction to students; Reference and Children’s Department staff make
presentations and hold programs annually at schools; Reference staff
members offer training to educators and students on databases and library
resources annually.
Cost:
None.
18
STAFF
A well-trained, versatile, and highly motivated staff is essential to providing excellent service to
the patrons of the community in an efficient and accurate manner. That the quality of service to
the public is appreciated was made clear by the results of the fall 2013 survey where the
percentages of respondents rating customer service as “Excellent” to “Very Good” ran from
80% to 95%. Only a handful of people found it to be ‘Unsatisfactory,” a remarkable
accomplishment for an agency whose staff interacts regularly with the public that pays their
salaries. To continue and further enhance this level of service, the Library Administration has
established the following goals and objectives:
Goal 1: Attract and retain excellent staff.
► Objective 1:
Address the current salary structure in relation to that of similar
organizations locally and statewide.
Means:
Continue studying salary scales of
area libraries, schools, and community
colleges; request updated information
on salary ranges for various positions
from the State Library; consult with
Library Boards concerning findings;
obtain necessary resources from
funding agencies.
Period:
2014-2019; ongoing.
Responsibility: Library Administration.
Status:
Continue to work with Library Boards to update the pay scale to remain in
line with local and state agencies.
Cost:
Operating budget.
► Objective 2:
Enhance fringe benefits in relation to those of similar organizations.
Means:
Continue analyzing and raising salaries as budget allows and adding fringe
benefits in line with those of other agencies in order to retain employees;
continue to consider discussing with Library Boards the possibility of
increasing the Library’s match of a percentage of 401(k) contributions;
continue educating staff members regarding advantages of 401(k).
Period:
2014-2019; ongoing.
Status:
Match of up to 2 percent for individual 401(k) contributions implemented;
continue to provide and review benefits available to Library employees.
Cost:
Operating budget.
19
► Objective 3:
Create new positions as needed to assist in achieving goals and
objectives outlined in this plan.
Means:
Study usage statistics locally and statewide; consult with key department
heads and with Library Boards; obtain necessary appropriations from
funding agencies.
Period:
2014-2019; ongoing.
Status:
Organizational chart updated in March 2014.
Cost:
Operating budget.
Goal 2: Develop and broaden staff skills.
► Objective 1:
Create and revise training manuals for all departments and positions.
Means:
Analyze all jobs; revise job descriptions; maintain written records of all
procedures or techniques; revise all departmental procedure manuals every
three years or as required by changes in procedures.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and department heads.
Status:
Department manuals will continue to be revised as needed.
Cost:
Operating budget.
► Objective 2:
Effectively use and develop staff assets to maintain a superior work
force that is knowledgeable, well-trained, helpful, friendly, hardworking, and flexible: a work force loyal and committed to the
mission, goals, and objectives of the Library.
Means:
Ensure that new staff members receive orientation and that all staff
members are cross-trained; rotate staff members regularly for training in
selected departments/locations to create awareness of library services and
to prepare for staff backup; ensure timely, accurate communication of
information among all levels, departments, and locations.
Period:
2014-2019; ongoing.
Status:
Staff members are rotating in Technical Services, Reference, Circulation,
and Children’s Department; branch staff substitute as needed at different
locations; each department has received a copy of the departmental
procedures manuals; staff members are encouraged to communicate
through email.
Cost:
None.
20
► Objective 3:
Ensure and increase proficiency of the Library staff’s technology
skills, customer service skills, competencies, and knowledge in order
to provide quality library service.
Means:
Provide ongoing training through in-house and outside workshops;
develop the staff’s basic technology competencies to assure consistent
levels of library service system-wide; encourage continuing education to
enhance and update skills.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Reference Department, Automation and
Technology Committee, department heads, and computer specialists.
►
Status:
Technology training continuously offered to staff members during
regional staff meetings and at various other workshops. Technology
Procedures compiled 2013-2014.
Cost:
Operating budget.
Objective 4:
Encourage and support continuing education and training
opportunities for all staff members at Lenoir Community College,
East Carolina University, and other institutions of higher learning
through distance learning.
Means:
Publicize the Friends of the Library Scholarship Fund.
Period:
2014-2019; ongoing.
Responsibility: Library
heads.
Administration
and
department
Status:
The Friends of the Library Scholarship Fund
was established in August 1996 to provide
tuition assistance for Library staff members
seeking college or library science degrees;
employees are encouraged to apply for the
Friends of the Library Scholarship.
Cost:
Friends of the Library Scholarship Fund, Operating budget.
► Objective 5:
Ensure that library policies, procedures, and techniques are
developed and revised systematically to keep staff members well
informed and trained.
Means:
The Neuse Regional Library Policies Manual, housed at each location in
the system, and the Neuse Regional Library Personnel Policies Manual,
distributed to each full-time employee, are reviewed and updated as
policies and procedures are revised.
Period:
2014-2019; ongoing.
21
Status:
New policies are proposed to the Library Boards as changing standards
and emerging technologies call for them; revisions to existing policies are
submitted to the Library Boards as needed or as required by the individual
policy.
Cost:
None.
Goal 3: Encourage staff to participate on Library committees to generate innovative ideas.
► Objective 1:
Solicit ideas from Collection Development, Programming, Public
Relations and Community Outreach, and Automation and
Technology committees; elicit new ideas from Library staff members
through regular brainstorming sessions at regional meetings.
Means:
Establish a regular meeting schedule for committees followed by written
reports.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, committee chairs, and committee members.
Status:
Creative ideas from committee members improve service to the public;
staff members are encouraged to attend professional conferences to
engender new ideas and concepts; committee chairs submit written reports
to the Administration after each meeting.
Cost:
None
Goal 4: Utilize community volunteers as staff support.
► Objective 1:
Develop a successful volunteer program that involves volunteers in
performing routine staff tasks to support all departments.
Means:
Gather information on volunteer programs at other libraries; identify jobs
appropriate for volunteers; develop written volunteer policies and
procedures; revise Volunteer Handbook as needed.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Volunteer Coordinator, and department heads.
Status:
Volunteers assist in Technical Services, Children’s Department, Reference
Department and at branches; volunteers are honored annually during
National Volunteer Week; Volunteer Handbook to be revised as needed.
Cost:
Friends of the Library.
22
FACILITIES AND OPERATIONS
Adequate, accessible, attractive, convenient, and secure facilities and fixtures are essential to the
proper and efficient functioning of any public library. The job of maintenance, repair, and
replacement is never-ending, as is the task of securing and safeguarding valuable equipment and
collections. Recognizing these challenges, the Library Administration has established the
following goals and objectives:
Goal 1: Maintain, plan for, and enhance facilities as needed in Lenoir County.
► Objective 1:
Adequately maintain and renovate existing buildings and grounds as
needed to ensure the beauty and safety of libraries.
Means:
Conduct routine inspections of buildings and
schedule repairs as needed; cut grass and trim
shrubs periodically; plant trees and/or flowers
wherever possible.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and Maintenance
Department.
Status:
Head of Maintenance checks regularly for needed repairs and works
closely with Library Administration to ensure that buildings and grounds
are well maintained.
Cost:
Operating budget and donations.
► Objective 2:
Fulfill Americans with Disabilities Act (ADA) requirements.
Means:
Consult with architects and ADA authorities on
necessary compliance measures; present needed changes
to proper Library Boards throughout the region; request
and obtain commitment for necessary funds.
Period:
2014-2019; ongoing.
Status:
All Library buildings, with the exception of Jones County libraries, are
handicap accessible.
Cost:
Operating budget.
23
► Objective 3:
Continue to prioritize security and emergency planning.
Means:
Contact other libraries, vendors, experts, and the American Library
Association for advice; upgrade security devices and investigate security
issues; create emergency plans and purchase necessary equipment.
Period:
2014-2019; ongoing.
Status:
Off-duty Kinston Policemen provide security for Headquarters Library;
the Library’s Emergency Policy is updated as needed.
Cost:
Operating budget.
► Objective 4:
Consider future potential opportunities to expand or renovate
facilities.
Means:
Analyze branch needs based on consultations with Library staff,
government officials, and concerned citizens; explore potential
opportunities to expand or renovate as they become available.
Period:
2014-2019; ongoing.
Status:
Continue to explore future opportunities to improve Library facilities.
Cost:
Special budget, donations, and grant funding.
Goal 2: Maintain, plan for, and enhance facilities as needed in Greene County.
► Objective 1:
x
Promote awareness of the renovated Greene County Public Library
throughout the area.
Means:
Greene County Public Library renovation project
completed 2012; spread awareness within the
community of the renovated facility and what it
can offer the citizens of Greene County; ensure
that Library usage increases in the new facility.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Greene County Library
Board, and Friends of the Greene County Public
Library.
Status:
Library continues to promote new services and technologies made
possible through the renovation.
Cost:
Special budget, grant funding, and donations.
24
► Objective 2:
Adequately maintain and renovate existing building and grounds as
needed to ensure the beauty and safety of the Library.
Means:
Conduct routine inspections of buildings and schedule repairs as needed;
cut grass and trim shrubs periodically; plant trees and/or flowers wherever
possible.
Period:
2014-2019; ongoing.
Responsibility: Library Administration and Maintenance Department, Extension Services
Head, Greene County maintenance staff, and Greene County staff.
Status:
Extension Services Head checks regularly for needed repairs and works
closely with Library Administration and branch staff to ensure that
building and grounds are well maintained.
Cost:
► Objective 3:
Means:
Period:
2014-2019; ongoing.
Status:
The Library’s Emergency Policy is updated as needed.
Cost:
Operating budget.
Goal 3: Maintain, plan for, and enhance facilities as needed in Jones County.
► Objective 1:
x
Adequately maintain existing buildings and grounds to ensure beauty
and safety of Jones County Library branches.
Means:
Conduct routine inspections of
buildings and schedule repairs as
needed; cut grass and trim shrubs
periodically; plant trees and/or flowers
wherever possible.
Period:
2014-2019; ongoing.
Responsibility: Library Administration, Extension
Services Head, Jones County staff,
Jones County maintenance staff.
25
Status:
Extension Services Head checks regularly for needed repairs and works
closely with Library Administration and branch staff to ensure that
buildings and grounds are well maintained.
Cost:
► Objective 2:
Means:
Period:
2014-2019; ongoing.
Status:
The Library’s Emergency Policy is updated as needed.
Cost:
Operating budget.

uniquely yours: neuse regional library 2014

Transcription

Similar documents

BRICE CREEK MITIGATION BANK

Departmental Reports - Traverse Area District Library

ADOTG Nov 12 2016 Information Flyer

PDF

View in pdf version - Poplar Bluff Municipal Library

PASADENA`S NEW LUXURY HOTEL

Issue 3 - June 7, 2008

COVER SHEET FOR THE CEMALA FOUNDATION GRANT PACKET

2016 Summer Season Reservation Schedule PDF

Relocation Information