Strategic Plan 2014 - 2016

Transcription

Billings Public Library Strategic Plan FY 2014 – FY 2016 [ This page intentionally left blank. ] FY 2014‐2016 Billings Public Library Strategic Service Plan i
Table of Contents TABLE OF CONTENTS Chapter 1. Executive Summary ...................................................................................................... 1 Chapter 2. Introduction ................................................................................................................. 3 Chapter 3. The Library in Context ................................................................................................... 6 Chapter 4. Today’s Billings Public Library .................................................................................... 13 Chapter 5. Planning Our Future ................................................................................................... 21 Chapter 6. Investment Scenarios and Action Plan ....................................................................... 28 APPENDICES Appendix A. Historical Community Information .......................................................................... 30 A.1. Community Needs .................................................................................................... 31 A.2. Community S.W.O.T. Analysis .................................................................................. 33 A.3. Community Needs Library Can Address ................................................................... 36 A.4. Library S.W.O.T. ....................................................................................................... 39 Appendix B. Service Plan .............................................................................................................. 46 Appendix C. Technology Plan ....................................................................................................... 55 Appendix D. Marketing Plan ........................................................................................................ 60 Appendix E. Facilities Plan ............................................................................................................ 63 Appendix F. Current Trends in American Public Libraries ........................................................... 66 “Billings Public Library is where our community connects and grows together, discovering the love of reading,
the joy of learning, and the sharing of creative expression.”
FY 2014‐2016 Billings Public Library Strategic Service Plan 1
Chapter 1 – Executive Summary An Ad Hoc Strategic Planning Committee comprised of Billings Public Library Trustees and staff, Friends of the Billings Public Library Board, Billings Public Library Foundation Board and staff and others prepared this FY2014‐2016 Billings Public Library Strategic Service Plan. The purpose for this planning effort was to: 1. Comply with the requirements set forth in An Interlocal Agreement Between Yellowstone County and the City of Billings to Operate Billings Public Library to prepare a three‐year plan for Library services and programs; 2. Update the FY2010 Strategic Service Plan; 3. Develop a Technology Plan (Appendix D), Marketing Plan (Appendix E), and Facilities Plan (Appendix F) 4. Provide guidance for library administration during the transition out of the old library building and into the new building; 5. Better align the timing of this Plan’s objectives and activities with budget cycles and governing policy documents; and to 6. Adhere closely to the planning method and model used to develop the previous plan for library services. This Plan focuses on the staffing, collections, technology and facilities needed given the library service responses selected in consideration of the community’s vision and identified needs. Following Nelson’s model set forth in The New Planning for Results, the Ad Hoc Strategic Planning Committee reviewed the Library’s 2010 Strategic Plan1 and maintained the community vision, community needs, and service responses provided therein. The Committee maintained also the goals derived from those service responses, as follows: 1. Connect to the Online World: Public Internet Access 2. Know Your Community: Community Resources and Services 3. Learn to Read and Write: Adult, Teen and Family Literacy 4. Satisfy Curiosity: Lifelong Learning 5. Stimulate Imagination: Reading, Viewing and Listening for Pleasure 6. Visit a Comfortable Place: Physical and Virtual Spaces Additions to this Plan include increased emphasis on programming and customer service. Activities identified to meet these objectives are divided into three scenarios: Constrained, Enhanced, and Target. These scenarios represent increasing levels of funding and resources for the activities needed to achieve the goals. Future funding is difficult to predict given scarce resources, election cycles and budget cycles. 1
The Ad Hoc Strategic Planning Committee incorporated into this Plan information gleaned from citizens and stakeholders during the 2010 strategic planning process. These data include: (A1) Community Needs; (A2) Community SWOT Analysis; (A3) Community Needs the Library Can Address; and (A4) Library SWOT Analysis. See Appendix A. FY 2014‐2016 Billings Public Library Strategic Service Plan 2
Operating at current budget levels, the Library can complete the activities listed under the Constrained investment scenario. Moderate funding increases can support both Constrained and Enhanced activities. To accomplish the activities in all three scenarios, significant increases in funding will be necessary. It is the intent of this Plan to guide the allocation of resources for services and programs in the next three years. Beginning in Fiscal Year 2016, the Ad Hoc Strategic Planning Committee recommends that library administration launch a comprehensive citizen‐engaged strategic planning process facilitated by a consultant to develop the FY2017‐2019 plan for library services. This process should include the development of a 25‐year Facilities Plan to: (1) guide the location, design and layout of current and future library facilities; (2) better accommodate the changing world of library functions; (3) support the community’s vision through improved material handling, material control, and good housekeeping; (4) effectively utilize people, equipment, space, and energy; (5) minimize capital investment; (6) promote ease of maintenance; and to (7) provide safe, accessible facilities for library patrons and staff. Importantly, this planning effort should survey citizens’ opinions of the evolving nature of public library facilities and their desire for traditional brick and mortar or some other medium for library programs and services, such as kiosks, mobile and standalone vendors, and libraries in the cloud, among other technological advances. FY 2014‐2016 Billings Public Library Strategic Service Plan 3
Chapter 2 – Introduction Purpose and Need Strategic library service planning is a disciplined process of defining and directing decisions about how to allocate scarce resources efficiently, effectively and equitably. It is a process that is both demanding and rewarding because it produces a well‐thought out vision with practical, attainable goals. The outcomes of this FY 2014‐2016 Billings Public Library Strategic Service Plan will have a positive effect on the Library’s capacity to meet the needs of its patrons and the community as a whole. This Plan and the new library building are investments in our community’s future. Much has changed in the delivery of library services, and much has changed in our community. The community expects the Library to fill a greater role in providing information, dispensing free and accessible reading, audio, and visual material, and providing space for learning, entertainment and exploration. These changing expectations require adjusting internal priorities and enhancing existing priorities. The library must meet these expectations with nothing short of reimagining the one education institution that serves everyone, locally and globally. To that end, the 2010 planning process carefully evaluated community needs and how the library can address those needs, developed new guiding policies, and then mapped out the actions necessary to implement those policies.2 Guiding Policies Mission, vision, and value statements are intended to guide future actions by establishing broad policies for decision‐making. They also help describe the culture and character of the Library and the community it serves. The following statements provide insight into the aspirations of the Library staff, administration, Library Board and the community involved in the development of this Plan. Billings Public Library Mission Statement Billings Public Library is where our community connects and grows together, discovering the love of reading, the joy of learning, and the sharing of creative expression. Billings Public Library Vision Statement Through the services provided by Billings Public Library, Billings and Yellowstone County residents will:  Experience the Library as a focus of community life for people to gather and connect with each other to build a strong, sustainable and livable community.  Acquire the skills and information they need to succeed at school at work and in their personal lives. 2
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Discover responsive, dynamic and high‐quality services and programs that enlighten, inspire and entertain. Benefit from reading, viewing and listening materials and programs that stimulate their thinking, enhance their knowledge of the world, and enrich their leisure time. Enjoy a high level of access to electronic information resources. Develop the technological, information seeking and information evaluation skills needed in an increasingly complex world. Utilize fully the Library's resources and services and encourage others to do so as well. Enjoy relaxing, secure and welcoming spaces that are a source of local pride and an essential public resource. Discover a catalyst for lifelong habits of learning, self‐improvement and self‐expression. Find a bridge over the digital divide for those lacking access to technology. Find partners in building the community's future. Develop the love and habit of reading in children from the earliest possible moment. Interact with the Library, the community and the world through the use of digital communications and dynamic social media. Billings Public Library Value Statement Billings Public Library intends to provide:  Services that are highly valued and result in library use and involvement from throughout the community.  A welcoming and lively cultural and lifelong learning center for the community.  Outstanding reference, readers advisory and borrower services.  Barrier free services accessible to all, regardless of background, education level, or economic status.  Collections of value and interest that are current, relevant to user needs and readily accessible from every service point.  A friendly, trained and highly competent staff that works together to provide responsive service to all users.  Appropriate technology to extend, expand and enhances services throughout the community and ensure that all users have equitable access to information.  An environment in which staff treat customers and each other with respect.  Facilities that are inviting, safe and well maintained and that are available in locations and during hours of greatest convenience to users.  Careful stewardship of the public trust, making the efficient use of both public and private funding.  Promotion of collaboration and cooperation where possible with other agencies, and building public/private partnerships to enhance services to our users. FY 2014‐2016 Billings Public Library Strategic Service Plan 5
Service Priorities and Goals A result of the planning process was the prioritization of service responses, or rather what the Library does for, or offers to, the community to meet specific community needs. Once the priority service responses were selected, goals and objectives were developed to communicate how the community will benefit from the activities later described in this plan. Out of the 18 possible service responses, the Ad Hoc Strategic Planning Committee elected to maintain the six service priorities, as follows: 1. Connect to the Online World 2. Know Your Community 3. Learn to Read and Write 4. Satisfy Curiosity 5. Stimulate imagination 6. Visit a Comfortable Place The Ad Hoc Strategic Planning Committee elected to maintain also the goals derived from those priority service responses, as follows3: Goal 1 ‐ Connect to the Online World: Patrons have free access to online services that expand and enhance their knowledge and provide resources and learning and leisure opportunities. Goal 2 ‐ Know Your Community: Patrons have easy access to information about community resources, programs, services and activities in order to actively participate in the community. Goal 3 – Learn to Read and Write: Patrons of all ages can learn to read or improve their literacy skills to meet their personal educational and occupational goals. Goal 4 – Satisfy Curiosity: Patrons in all stages of their lives have access to programs and material needed for personal enrichment. Goal 5 – Stimulate imagination: Patrons enjoy stimulating and inspiring programs and materials that make their leisure time more engaging and enjoyable. Goal 6 ‐ Visit a Comfortable Place: Patrons can conveniently pursue individual, group, or community interests or interact socially at the main Library or Library branches in a safe, comfortable, appealing and welcoming environment. 3
Chapter 3 ‐ The Library in Context Community Description Population The Billings Public Library serves approximately 143,2554 people within an area of 2,646 square miles. Most of the population, however, is concentrated in or near the City of Billings. We call Yellowstone County and the City of Billings our community. It is both distinct in its history and culture, but shares similar demographic trends of other communities its size. There are notable trends that have and will continue to influence what the community expects and needs from its library. The number of people residing in Billings and Yellowstone County has increased approximately 16% from 2000 to 2011, or 1.6% annually from 123,054 to 143,2555. Of the 20,201 new residents, approximately 15,789 reside in the City of Billings. As we grow in numbers, we are also aging; similar to the national trend. In 2000, the median age in Yellowstone County was 36.9 years. In 2010, the median increased to 38.3 years. The workforce‐aged population (ages 20 – 64) comprises the majority of our population (59.8%). Whereas the student‐age population (ages 5 – 19) makes up approximately 20% and people aged 65 and older make up 14.1%. Decade Yellowstone Percent Change City of Billings Percent Change County (not Laurel) 1990 107,733
81,151 2000 123,097
12.5%
89,847 11.0%
2005 130,206
5.5%
98,666 9.8%
2006 131,693
1.1%
100,148 1.5%
2007 133,441
1.3%
101,876 1.7%
2008 135,743
1.7%
103,099 1.2%
2010 141,254
4%
104,170 1%
2020 161,877
14.6%
119,379 14.6%
2030 185,511
14.6%
136,808 14.6%
County (excluding Laurel) and City population estimates and projections6 Our community remains predominately white, although the black, American Indian, and Asian populations have grown in the past 11 years, from 4% to 8.7%. The increase in minority populations has 4
Census and Economic Information Center, Montana Department of Commerce, Population Estimates, http://ceic.mt.gov/. Figure excludes City of Laurel 5
Census and Economic Information Center, Montana Department of Commerce, Population Estimates, http://ceic.mt.gov/. Figure excludes City of Laurel 6
Projections for 2020 and 2030 based on change from 2000‐2010 FY 2014‐2016 Billings Public Library Strategic Service Plan 7
also brought an increase in people who consider English a second language. This group comprises 4.9% of our population. 7 We are generally a well‐educated community with 92.2% of the people aged 25 years and older having obtained a high school diploma or higher degree. Of this same group 38.6% have obtained an Associate’s, Bachelor’s, or Graduate degree. In comparison, 87.6% of the national population of people 25 years and older have high school degrees or GEDs, and 40.6% have obtained higher degrees.8 Urban Growth and Development The City of Billings periodically expands its boundaries to accommodate new growth. The City’s policy is now to support annexation in areas that would “provide for orderly growth, adequate provision of municipal services, and equal benefits to both the annexed territory and existing City properties.” These areas are shown in the Limits of Annexation Map, Revised, 2012. The areas shown in red, the City of Billings considers serviceable in the near term. 7
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US Census Bureau: American FactFinder at http://factfinder2.census.gov. Retrieved February 27, 2013. US Census Bureau: American FactFinder at http://factfinder2.census.gov. Retrieved February 27, 2013. FY 2014‐2016 Billings Public Library Strategic Service Plan 8
The fastest developing neighborhoods in the community are the Billings Heights and Northwest Billings. The Heights neighborhood is popular for its relatively affordable housing, accessible schools, and abundant parkland. The Northwest Billings neighborhood continues to attract a wide range of housing types, from high‐end single family homes to more affordable multiplex developments. Although lacking in school facilities and park amenities, school and parkland have been acquired for these purposes. A large joint City‐School school/park facility (Cottonwood Park) is planned along 54th Street West and a new Fire Station/Police Station was recently constructed at the intersection of 54th Street West and Grand. Employment and Income The growth in Billings and Yellowstone County is due in large part to increased employment opportunities. Most of the job growth occurred in the construction industry between 2000 and 2007. Due to the current recession and downturn in development activities, this industry lost jobs between 2007 and 2009. Other significant employment gains were found in the retail, utilities, and manufacturing sectors. Employment, across all industry sectors, is estimated to increase by 1,148 jobs annually.9 The estimated number of jobs created annually, however, did not factor in rising unemployment rates. In two years, the unemployment rate for Yellowstone County increased from 2.6% in 2007 to 4.7% in 2009.10 Recovery has come slowly, but now, with ever‐increasing improvements to the national economy and benefits of the Bakken oil field boom, Billings has officially recovered. Two key indicators of local economic recovery include building permit valuation and subdivision lots platted. The valuation of construction has nearly doubled from last year from $129,530,376 to $230,590,238. The number of lots platted almost doubled from 161 in 2011 to 350 in 2012. Also, the unemployment rate continues to drop in Yellowstone County with November 2012 numbers hitting at 4.0%.11 Another key economic factor benefitting Yellowstone County is the significant increase in average per capita income between 2006 and 2009. Adjusted to 2009 dollars, the average per capita income increased from $36,018 to $40,058 or 11%. However, during this same time frame, the average sale price of a single family home increased 40%, indicating while wages have increased, some components of living costs have increased at a faster rate. Consistency with Adopted Plans and Citizen Survey The Library strategic planning process and the goals and objectives developed as a result of that process, align with existing policies contained in some community planning documents including the 2008 City‐
County Growth Policy,12 the 2006 City Council Strategic Plan,13 and the FY2010 Parmly Billings Library 9 2008 City‐County Growth Policy, Economic Conditions 10
Montana Department of Labor, Local Area Unemployment Statistics, 2009 11
Montana Department of Labor, Local Area Unemployment Statistics, 2012 12
Available for download at: http://www.co.yellowstone.mt.gov/planning/growthproject/GrowthPolicy_2008.pdf 13
Available for download at: http://ci.billings.mt.us/DocumentCenter/Home/View/6365 FY 2014‐2016 Billings Public Library Strategic Service Plan 9
Business Plan.14 The 2009 Citizen Survey is also a document that provides some insight into how City residents perceive the Library. For a complete list of objectives and their investment scenarios, see the Service Plan (Appendix B). Billings Public Library Business Plan It is the mission of the Billings Public Library, as stated in its FY2010 Business Plan, “to provide access to the world of social and cultural ideas by offering a wide variety of material in multiple formats, information and programs. “ This mission statement has been supported through the strategic planning process by ensuring the means for access, in terms of format, equipment, and facilities, has been identified. The mission continues by stating, “The Library ignites a passion for reading, lifelong learning, intellectual pursuits, and community involvement to improve and maintain quality of life for patrons of all ages.” The service response priorities resulting from the strategic planning process focus the Libraries efforts on these specific achievements:  Connect to the Online World: Public Internet Access  Know Your Community: Community Resources and Services  Learn to Read and Write: Adult, Teen, and Family Literacy  Satisfy Curiosity: Lifelong Learning  Stimulate Imagination: Reading, Viewing and Listening for Pleasure  Visit a Comfortable Place: Physical and Virtual Spaces City‐County Growth Policy This long‐range planning document for the City of Billings and Yellowstone County specifies as an Economic Development Goal “Improved public services and facilities.” The objective of this goal is for local governments to respond in a timely manner to public service needs. The strategic planning process adhered to this goal by involving the public in a discussion of community needs and how the Library can address those needs. The actions laid out in this Plan will result in an improvement in what services the Library provides and where the Library and future branches should be located to most effectively provide those services. Another Growth Policy goal that is specific to the location of the library is “An economically and culturally vibrant downtown Billings.” The library is recognized as a critical component to the vitality of downtown Billings. The planning process clearly indicated that the Library should maintain a strong presence in our downtown and be a focal point for activities and events. The recommendation to keep the main Library downtown is a direct response to the goal of maintaining a vibrant downtown Billings. City Council Strategic Plan When the City Council drafted its plan in 2009, it was incumbent on the City Departments to implement the adopted action plan. The Library Strategic Plan furthers the following goals outlined by the Council: 14
Available for download at: http://ci.billings.mt.us/DocumentCenter/Home/View/5101 FY 2014‐2016 Billings Public Library Strategic Service Plan 10
“A principle‐centered organization that promotes responsibility, accountability, trust and open accessible government.” The action plan for providing services outlined in the Library Strategic Plan supports this goal by establishing the Library’s purpose and intent to meet community needs in the next three years. The planning process was designed to develop the community’s trust and hold the Library accountable for meeting community needs. “Preserve Billings’ abundant resources.” This goal is specific to the Library, and the objective to finalize a viable plan for the Library supports establishing one or more branch libraries in the Heights and West End. The recommendation for two branch libraries in these areas is consistent with these goals. Citizen Survey and Community Conversations In 2012, the City of Billings conducted a citizen survey to solicit the opinions of residents about community quality of life, service delivery, civic participation and unique issues of local interest. The results show that 73% of residents rated the overall quality of life in the City of Billings as “excellent” or “good” and almost all reported they plan on staying in Billings for the next five years. In general, survey respondents demonstrated trust in local government. A majority rated the overall direction being taken by the City of Billings as “good” or “excellent” and most rated their overall impression of city employees as “excellent” or “good.” Ratings increased for a large amount of City services and community features when compared to the 2009 citizen survey results. Services such as public library services, street repair, street lighting, snow removal, bus or transit services, land use, planning and zoning, recycling, services to low‐income people and public information services all increased in ratings. The survey results indicate that 59% of Billings residents rated public library services as “excellent” or “good.” Of those, respondents were more likely to have lived in Billings for more than 20 years, more likely to earn less than $25,000, more likely to be male, and more likely to be aged 55 and older. The results of the citizen survey prompted further discussions in follow‐up public outreach sessions or Community Conversations. The exercises conducted in these sessions provided additional insights into the public’s opinion of the Library and the services it provides. In response to the question, “What are you most proud of in our City?” citizens identified the Library. And, in response to the question, “What are you most concerned about in our City?” citizens identified the old library building. Certainly, the unanimous support by the Billings City Council to place a $16.3 million mill levy on the November 2012 ballot for the construction of the new library, and the voters’ approval of the bond illuminate the groundswell of support. In November 2012, the Library conducted an online customer service survey, which provided insights on how customers use the library, and also provided information on technology use of our customers. For customers who responded to the survey, 86.8% reported using the Library at least once a month, with 48.2% reporting using it at least weekly. Visitors were primarily from within the City limits, and most came to check out materials, but significant numbers came to attend programs or find information as well. FY 2014‐2016 Billings Public Library Strategic Service Plan 11
R e sidential L o c ation
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Existing Partnerships Strengthening partnerships is a continuing theme in the community planning documents previously discussed, as well this plan. The Library has forged and maintained strong partnerships to improve its ability to meet the needs and preferences of the residents it serves. The most recent partnerships with Montana State University Billings and School District #2 are aimed mainly at Library facility opportunities. The closest and most important partnerships are between the Library and the Library Foundation and The Friends of the Library—local organizations that contribute badly needed financial and operational support and supplemental programming. The Friends of the Library is a non‐profit group of volunteers who provide assistance to the Library. Funds are raised through book sales, memberships and special sales. Financial assistance is provided to the Library to support literature‐based programs and services such as One Book Billings, the Book Club Kit collection, Books and Babies and the Summer Reading program. The Friends of the Library also provide funds for special performances of live music and theater productions at the Library and fund early literacy efforts in the community. Volunteers provide ongoing and special event assistance to Library staff, and will form the core of a new docent program. The Friends of the Library will have a retail outlet in the new facility. The Billings Public Library Foundation is a separate, 501(c)(3) non‐profit corporation distinct from the Library itself. Foundation funds are to be used only for the benefit and improvement of the Billings Public Library. The Foundation also plans events during the year to encourage participation and "ownership" in the public library. The Foundation's signature event is the annual "Food for Thought: An Evening of Great Conversation." The Foundation’s recent Capital Campaign resulted in donations in excess of $5 million, funds that directly reduced the cost of the new library building for local taxpayers. FY 2014‐2016 Billings Public Library Strategic Service Plan 12
In 2012, the Institute for Museum and Library Sciences (IMLS) and the John D. and Catherine T. MacArthur Foundation awarded the Parmly Billings Library Foundation, in collaboration with School District 2, a $100,000 grant to help design a 21st Century Learning Lab in the new Library. The goal of the new Learning Lab is to help young people move beyond consuming content to making and creating it —and, through those experiences, grow and realize new academic skills that also lead to future career opportunities and civic engagement. The Library will work in partnership with local businesses plus specialists in Billings School District 2 to design and create not only a Learning Lab, but also an ongoing program that will engage at‐risk teens in learning 21st Century skills for communicating, learning, creating and participating in civic life. This Learning Lab will be the first in Montana. In partnership with City College at MSU Billings, Billings Public Library established a joint, community library on the campus that would serve as the West End branch. The Community Library is located at 3803 Central Avenue and is available to all patrons of Billings Public Library as well as students at MSU Billings. The Yellowstone Genealogy Forum is a non‐profit organization of hobbyists interested in family history. The Forum maintains a collection of research materials related to this topic in the Library for the use of all visitors. The space is provided at no cost by the Library, and in return the Forum provides assistance with queries regarding family history. The Forum provides classes on genealogy tools and general family history to the public. The Forum also provides some direct assistance to the public in the Genealogy Room on a weekly basis. The Western Heritage Center (WHC), housed in the original Parmly Billings Memorial Library building, is a museum dedicated to preserving historical information about the Yellowstone River Valley. The Library has entered into contracts with the WHC to provide expert assistance with the Library’s collection of photographs and ephemera, for the purpose of digitizing these materials to make them available on the internet. Other partnerships are focused more on expanded and improved service options and include a reciprocal borrowing agreement with Laurel Public Library, providing a rotating collection to Sunnyside Library in Worden, expanded programming through Humanities Montana, and Can We Talk?, and cross‐
programming with Billings’ Cultural Partners. FY 2014‐2016 Billings Public Library Strategic Service Plan 13
Chapter 4 ‐ Today’s Billings Public Library Services The Library serves a population of over 141,000 and contains a collection of 250,303 books, audiobooks and other physical materials, along with access to over 16,000 e‐books, digital audiobooks and other electronic resources. The collection, while extensive, ranks well below average in the number of items per capita among the public libraries serving the eight largest communities in Montana. At the same time, the Library services over 361,000 visitors annually, and supports one of the highest circulations in the state, at 933,547 items circulated annually, one third of which are materials for children. The Library has 32.35 full time equivalent positions, of which 28.75 are providing library services; the remainder provides building maintenance. In per capita comparison, the number of employees ranks last among the public libraries serving the eight largest communities in Montana.15 To match the average staffing levels, the Library would require an additional 19.5 full time staff. At current staffing levels, the Library operates 63 hours per week. To meet Montana state standards, and receive state assistance, the Library must operate at least 60 hours per week.16 The Library provides outreach services in two ways. The Bookmobile makes over 700 stops at 40 locations annually. The Senior/Homebound service makes 250 stops at 17 nursing home and senior residential facilities, along with home visits. Computers are available for public use. In 2011, users logged in for over 54,000 individual internet and computer sessions, and additional public computers have been added in 2012 when the Library received a grant from the Broadband Technology Opportunities Program. The Library offers free wireless internet access to users with their own laptops or other devices. Traditional reference services are still widely used, though the nature of the assistance is increasingly technical in nature. In 2011, Library staff fielded 57,356 questions, with approximately half of the inquiries from adults and children. Library Service hours are: Monday – Thursday 10:00 a.m. – 9:00 p.m. Friday 10:00 a.m. – 6:00 p.m. Saturday 10:00 a.m. – 5:00 p.m. Sunday* 1:00 p.m. – 5:00 p.m. * The Library is closed Sundays from Memorial Day to Labor Day 15
See page 17 for more comparison data. Montana State Library Public Library Statistics: http://msl.state.mt.us/For_Librarians/For_Public_Librarians/Statistics/data/2007.xls 16
On November 12, 2009, the Billings Public Library joined a state‐wide consortium of over 100 Montana libraries called “The Montana Shared Catalog”. The web‐based catalog allows users to research “Hot Sites”, check over the best seller lists, and search for books, DVDs or CDs, as well as e‐books and downloadable audiobook titles.. Patrons establish a user account that allows them to place holds, renew books or notify the Library of a change in email, phone or address. There are a number of great resources that help direct patrons to their next good read. For example, Novelist, a readers’ advisory service, helps online patrons find the perfect book from over 150,000 titles. Novelist K‐8 helps teachers, parents and elementary and middle school students find age‐appropriate books and other resources. Staff has recently started a blog called Reader’s Corner, highlighting staff picks. The Library provides access to numerous other databases to help find great books, popular magazine articles, professional literature and academic journals. There are also databases that provide language learning, MP3 music titles, lifelong learning, health information, genealogy tools, automobile repair guides, and more. New features recently added have introduced streaming video for the first time. Programs and Events Book Clubs ‐ Over 1,100 members of the Library’s online book clubs receive e‐mailed book excerpts each weekday. Members can choose to join as many as 12 clubs, including business books, mysteries, teen, audiobooks and even pre‐publication clubs. In addition, the Library sponsors two traditional book clubs, LitCentric and Turning Page. Programs and Performances ‐ The Library strives to offer quality presentations on a wide variety of topics by local, state and national experts and artists. Every week the Library offers new presentations on a variety of topics; as well as programmed events that continue to draw a loyal attendance. Popular programs include, Books and Babies, Tech Tuesdays, and One Book Billings. Films – The Library’s Thursday Night at the Movies series, sponsored by the Library Foundation, shows diverse films throughout the year, with new themes chosen for each two‐to three‐month series. Films are shown most Thursday nights on the 3rd floor of the Library, in a relaxed casual atmosphere – food and drinks are permitted! Technology State‐Wide Catalog On November 12, 2009 the Billings Public Library introduced a new library computer system and joined a state‐wide consortium of over 100 Montana libraries called "The Montana Shared Catalog." The catalog permits users to search Billings Public Library holdings, other libraries' holdings, cataloged Web sites and the Internet. They can read book reviews, book summaries and bestseller lists. The Montana Shared Catalog is available to patrons via the internet, who can research "Hot Sites", check over the best seller FY 2014‐2016 Billings Public Library Strategic Service Plan 15
lists, and search for materials. Patrons can place holds, renew books or notify us of a change in email, phone or address. Research Databases Use one of many Research Databases to find information such as magazine articles, auto repair diagrams, practice tests, or medical information. Jobseekers will find specialized resources for resume writing, interview skills and much more. Electronic Resources MontanaLibrary2Go is a collaborative resource funded by libraries across Montana to provide downloadable audiobooks and e‐books for checkout and transfer to personal devices. Planning a trip to Greece? Want to brush up your Spanish? Learning English for the first time? Mango Languages has lessons in over thirty popular languages. Freegal permits users to download MP3 music files for free – and keep them forever. Users are permitted three songs per week from the extensive Sony catalog. Video on Demand lets users try out streaming video of documentary films, travelogues and nonfiction video of all sorts, along with a number of independent films. HomeworkMT lets learners spend time with live tutors to help them through a sticky writing assignment or math problem. Universal Class has over 500 classes with live instructors who grade and guide lifelong learners on topics that range from professional development, cultural interest, self‐improvement and hobbies. Internet Access The library has unfiltered Internet terminals for adults and filtered Internet access for teens on the second floor, and filtered access in Children's Services on the ground floor available at no charge whenever the Library is open. Teen and children's computers are available only to patrons ages 17 and under. Terminals in the Children's Services and Teen Pit areas use a filtered browser. The patron must have a valid library card to sign on, and online‐use only cards are available to anyone providing a photo ID. Internet terminals may be used for a total of one hour each day on a first‐come, first‐served basis or by reservation through the PC Reservation system. Free wireless access is provided for those bringing their own computers, tablets, smart phones or other devices into the Library. Computers with Office/Word processing programs There are computers with office applications available for public use on the second floor. Time slots are available an hour at a time, using the automated reservation system. Programs available include the most popular word processing, spreadsheet, photo editing and other software. This software is also available for children and teens on computers in their respective areas ‐ Children's Services on the first floor and the Teen area on the second floor. FY 2014‐2016 Billings Public Library Strategic Service Plan 16
Facilities The Billings Public Library is one of the oldest City departments, established in 1901. At that time, it was located in a building on Montana Avenue, now the Western Heritage Center. At that time, the library was named the Parmly Billings Memorial Library, in honor of the eldest son of Frederick Billings, the City’s founder and namesake. The Billings family donated the first library to the young town in memory of Parmly, the only family member to ever live in the City. In 1969, the Library moved to a four‐story former warehouse at 510 North Broadway (North 28th Street). The Library occupies the first and second floors; the third floor being used for events and the Friends of the Library book sale activities and administration. The fourth floor was occupied by a variety of City offices. City residents approved a bond issue in November 2011 for the construction of a new $18 million library building. The building was designed by award‐winning architects Will Bruder+Partners, with local partner O2 Architects. It is scheduled to open in late 2013, with full completion of landscaping and exterior projects in Spring 2014. Budget The Library operates under an interlocal agreement between the Billings City Council and the Yellowstone County Board of Commissioners. The interlocal agreement was originally approved in 1975, amended in 1977, and renegotiated in 2005. A dedicated Library mil levy of 5 mils was approved by the voters April 5, 1994. Voters approved the mil levy by a 3 to 1 margin. The City Council adopted a resolution finding “current funding of public library service is not adequate” in order to place the mil levy before the voters. Voters approved the new, dedicated 5 mils predicated on the belief that existing City funding of the Library, including the then 4.5 mil transfer from the General Fund, was inadequate. If the Council determines that its contributions to the Library fund are more than adequate, it may reduce the new dedicated mils that it put to the voters to address the shortfall, but these may not be reallocated to another City fund. The 2.5 mil transfer from the General Fund to the Library Fund cannot be reallocated to another fund until the Council has discontinued levying the entire dedicated Library mil levy. The City‐County Library Agreement of 2005 requires that the City support the Library budget in an amount no less than 9.5 mils. The Library budget for FY 2013 estimated $3,048,976 in revenues and $3,136,671 in expenditures with an unobligated cash reserve of $1,635,554. The expenditures in excess of revenue are being met by cash reserves, and are for operations and maintenance as well as expenses incurred in connection with the construction of the new library building. Unobligated cash reserves also serve important purposes: 1. They are a source of funding for the Library to maintain service levels in the event of a deficit between revenues and expenditures for current service levels in any given fiscal year; 2. They are a source of funding for anticipated or emergency expenditures which are above and beyond operational budget levels, and; FY 2014‐2016 Billings Public Library Strategic Service Plan 17
3. They are a source of funding for architectural/engineering fees, construction, furnishings, equipment or other improvements to the existing or another downtown building, branches, or other service expansions or enhancements in the future. As planned, Library unobligated cash reserves will fund a portion of the cost of furnishing and equipping the new Library building, and will therefore be substantially lower after the project is completed. Comparison Data FTEs per 10,000 population
6
5
Total FTEs to Match
Average
3.34 47
75% 4.21 59
High 5.07 72
4
3
2
1
0
Parmly
Billings
Great Falls Flathead
County
Bitterroot
2007
Missoula
Bozeman
ButteLewis and
Silver Bow
Clark
County
2012
2007 population from 2000 Census 2012 population from 2010 Census FTEs per 10,000 Population This measure reflects the staffing employed in each library to meet the needs of its community. The graph illustrates that in FY2012 Billings Public Library has the lowest staffing per capita among the Montana public libraries serving 25,000 or more people. To achieve the average of this comparison group, the Library would need to add 15 FTEs, an increase of 47%, at an estimated annual cost of $720,000. To achieve the Board’s recommended 75% of the comparison group, the Library would need to add 27 FTEs, an increase of 84%, at an estimated annual cost of $1,300,000. To achieve the high level within the comparison group, the Library would need to add 50 FTEs, an increase of 156%, at an estimated annual cost of $2,380,000. FY 2014‐2016 Billings Public Library Strategic Service Plan 18
Physical Items per Capita
4
3.5
3
Items to match
Average 2.09 75% 2.44 High 2.79 294,568 344,660 393,783 2.5
2
1.5
1
0.5
0
Bitterroot
Parmly
Billings
Flathead
County
Great Falls Butte-Silver Bozeman
Bow
2007
Lewis &
Clark
County
Missoula
2012
2007 population from 2000 Census 2012 population from 2010 Census Physical Items per Capita This measure reflects the number of books, discs, and other items available in each library. The graph illustrates that in FY2012 Billings Public Library has the second lowest number of items per capita among the Montana public libraries serving 25,000 or more people, exceeding only Bitterroot Public Library in Hamilton. To achieve the average of this comparison group, the Library would need to add 45,000 items, an increase of 18%, at an estimated cost of $660,000. To achieve the Board’s recommended 75% of the comparison group, the Library would need to add 95,000 items, an increase of 38%, at an estimated cost of $1,415,000. To achieve the high level within the comparison group, the Library would need to add 145,000 items, an increase of 57%, at an estimated cost of $2,150,000. FY 2014‐2016 Billings Public Library Strategic Service Plan 19
Square feet per capita
1.2
1
0.8
Sq. footage to match
Average 0.64 90,955
75% 0.83 117,241
High 1.02 144,009
0.6
0.4
0.2
0
Flathead
County
Missoula
Parmly
Billings
Bitterroot
2007
Lewis and
Clark
County
Bozeman Great Falls Butte-Silver
Bow
2012
2007 population from 2000 Census 2012 population from 2010 Census Square feet per Capita This measure reflects the square footage available in each library’s facilities to meet the needs of its community. The graph illustrates that in FY2012 Billings Public Library has the third lowest square footage per capita among the Montana public libraries serving 25,000 or more people, exceeding only Flathead County Library and Missoula Public Library. To achieve the average of this comparison group, the Library would need to add 25,000 square feet, an increase of 38%, at an estimated construction cost of $4,990,000. To achieve the Board’s recommended 75% of the comparison group, the Library would need to add 51,250 square feet, an increase of 78%, at an estimated construction cost of $10,250,000. To achieve the high level within the comparison group, the Library would need to add 78,000 square feet, an increase of 118%, at an estimated construction cost of $15,600,000. FY 2014‐2016 Billings Public Library Strategic Service Plan 20
Workstations per 10,000 capita
18
16
14
12
Workstations Needed to Match
Average 7.61 108 75% 11.85 167 High 16.08 227 10
8
6
4
2
0
Parmly
Billings
Great Falls
Bitterroot
Lewis &
Clark
County
2007
Bozeman
Missoula
Flathead
County
Butte-Silver
Bow
2012
2007 population from 2000 Census 2012 population from 2010 Census Workstations per 10,000 Population This measure reflects the number of internet connected workstations available in each library. The graph illustrates that in FY2012 Billings Public Library has the lowest number of workstations per capita among the Montana public libraries serving 25,000 or more people. To achieve the average of this comparison group, the Library would need to add 62 workstations, an increase of 135%, at an estimated cost of $92,000. To achieve the Board’s recommended 75% of the comparison group, the Library would need to add 121 workstations, an increase of 263%, at an estimated cost of $180,000. To achieve the high level within the comparison group, the Library would need to add 181 workstations, an increase of 135%, at an estimated cost of $272,000. FY 2014‐2016 Billings Public Library Strategic Service Plan 21
Chapter 5 – Planning our Future WHY Since adopting the 2010 Parmly Billings Library Strategic Service Plan, an anonymous patron donated $2 million toward building a new library of architectural significance. This generous gift ignited a groundswell of community support which resulted in a successful $5 million capital campaign and voter approval of a $16.3 million bond to construct the new library. During this time, Billings and Yellowstone County also experienced the Bakken oil boom, a nation‐wide recession and threat of the ‘fiscal cliff.’ These contrasting conditions highlighted the need to update the Library’s facilities plan, technology plan and to create a marketing plan. These updates are timely, practical, fiscally constrained and provide flexibility to meet the changing demands of the community. Other conditions that factor into the need to reexamine our services, facilities, technology and marketing include: 





Transition out of the old library building into the new building A new West End Community Library at City College on MSU Billings campus The new library’s technology infrastructure and evolving library technology and user trends Current planning efforts to design a new logo and positioning statement Changing demographics and information needs Changing urban landscape and transportation network WHAT The planning process was modeled after the process described in, The New Planning for Results17. This process utilized a Planning Committee and citizen survey and focus group data to update the information contained in the previous plan. In collaboration with the Library staff, the Committee reviewed the Library’s service responses and objectives. The Library staff employed its expertise to identify new programs and services to address those needs. The Library Board monitored the planning process on a monthly basis and provided direction for each phase of the process. A library service response is defined as “what a library does for, or offers to, the public in an effort to meet specific community needs.” WHEN The entire process took four months to complete; beginning in December 2012 and ending in March 2013. The Planning Committee met six times between December and March. The Committee Chair 17
Nelson, Sandra, The New Planning for Results, A Streamlined Approach, 2001, American Library Association, Chicago and London. FY 2014‐2016 Billings Public Library Strategic Service Plan 22
reported progress on the planning process at three regularly scheduled Library Board meetings. The Committee’s Library staff members further developed and discussed elements of this Plan at three staff meetings. The timeline for the planning process was driven by a desire to provide guidance for library administration during the transition out of the old library building and into the new building and to better align library objectives and activities with budget cycles and governing policy documents. WHO The strength of the planning process comes from the Planning Committee, Library staff, Library Board, Friends of the Library, and citizen‐centered data. Ad Hoc Library Strategic Planning Committee Sara Hudson, Chair
Shari Nault Pullar, Library Board Chair
Alexander Martin, Library Board – County
Lloyd Mickelson, Library Board – City
Jennifer Quinn, Library Board – City
Heather Fink, Library Foundation
Mona Harris, Friends of the Library
Julie Seedhouse, Rocky Mountain College
Bill Cochran, Library Director
Dee Ann Redman, Assistant Library Director
Mary Murphrey, Administrative Coordinator
Library Board of Trustees Shari Nault Pullar, Chair
William Lamdin – City
Lyn McKinney – City
Lloyd Mickelson – City
Jennifer Quinn – City
Bernard Rose – City
Elizabeth Richardson – County
Sara Hudson – County
Alexander Martin – County
Billings Public Library Administration and Staff Bill Cochran, Library Director
Dee Ann Redman, Assistant Library Director
Mary Murphrey, Administrative Coordinator
Citizen‐Centered Data In developing this Plan, the Planning Committee consulted data gleaned through customer service surveys, capital
campaign canvassing, citizen surveys and interviews. The Planning Committee also used focus group data
generated during the previous strategic planning process to guide the decisions of this process. Focus group
members included representatives of City, County, seniors, youth, library user and non-user residents. The Ad Hoc
Strategic Planning Committee incorporated into this Plan information gleaned from citizens and stakeholders during
the 2010 strategic planning process. These data include: (A1) Community Needs; (A2) Community SWOT Analysis;
(A3) Community Needs the Library Can Address; and (A4) Library SWOT Analysis. See Appendix A.
Outcomes The planning process described in The New Planning for Results begins with considering the community as a whole, as opposed to immediately focusing on library needs. The Ad Hoc Strategic Planning Committee selected a Community Vision statement and a description of community values, as follows: BILLINGS PUBLIC LIBRARY STRATEGIC PLAN COMMUNITY VISION STATEMENT Our community values: 1.
Educational opportunities that will broaden citizens’ perspectives and develop critical thinking skills, contribute to workforce development, and accommodates emerging industries; 2.
Public funding that provides a stable revenue stream to support the provision of public services, arts and humanities; 3.
Cooperation that facilitates shared knowledge between units of local government and citizens; 4.
A healthy and green community through energy conservation, infill development and alternative transportation modes, and providing a safe, clean, active and accessible environment; 5.
Our ethnic heritage, arts and culture; 6.
Providing service and infrastructure to support emerging trends in technology, economy and society, and access to information and resources; 7.
Engaging and connecting citizens, community groups, and organizations through civic discourse, professional teaching, and knowledge sharing. From this statement, the Planning Committee reviewed the community’s needs that the Library elected to address. Previous to this planning effort, Library stakeholders categorized these needs under 18 service responses identified by Nelson in The New Planning for Results, as follows: 1.
2.
3.
4.
5.
6.
Connect to the Online World: Public Internet Access Know Your Community: Community Resources and Services Learn to Read and Write: Adult, Teen, and Family Literacy Satisfy Curiosity: Lifelong Learning Stimulate Imagination: Reading, Viewing and Listening for Pleasure Visit a Comfortable Place: Physical and Virtual Spaces Given the continued applicability of priority service responses to current planning efforts, the Planning Committee elected to maintain the Library’s mission statement and update service goals and objectives as follows: FY 2014‐2016 Billings Public Library Strategic Service Plan 24
Goal 1 ‐ Connect to the Online World: Patrons have free access to online services that expand and enhance their knowledge and provide resources and learning and leisure opportunities. Objective: Increase number of computer workstations and electronic offerings at the library Objective: Free online access to online services that meet patron needs and preferences provided through the City’s website. Objective: Acquisition of digital holdings that enhance learning and leisure opportunities. Objective: Maintain a robust network infrastructure featuring redundancy to ensure uninterrupted services. Objective: Provide internet access, resources and technical support for library and patron mobile devices. Objective: Institute technology training that is relevant for user needs. Objective: Establish a media studio allowing for interface with, and production of, on‐line compatible video, social media, and music. Objective: Be a leader in introducing and instructing patrons in new technology Objective: Engage the business community, in particular, technology companies to provide prototypes and other experimental ‐ testing lab information sources – to provoke curiosity in early adapters. Goal 2 ‐ Know Your Community: Patrons have easy access to information about community resources, programs, services and activities in order to actively participate in the community. Objective: Increase opportunities that link patrons with community information. Objective: Collaborate with partner agencies to enhance services to the community. Objective: Develop community dialogues and programs that permit residents to meet and know one another. Objective: Design a social media plan to permit conversations with residents. FY 2014‐2016 Billings Public Library Strategic Service Plan 25
Goal 3 – Learn to Read and Write: Patrons of all ages can learn to read or improve their literacy skills to meet their personal educational and occupational goals. Objective: Provide learning options for children, teens, adults in a variety of formats. Objective: Partner with schools and other community agencies to enhance literacy efforts available to all community members. Objective: Focus on early learning experiences to develop lifelong learners. Objective: Increase awareness and participation in Summer Reading Program. Goal 4 – Satisfy Curiosity: Patrons in all stages of their lives have access to programs and material needed for personal enrichment. Objective: Develop a variety of programs to promote access to new ideas. Objective: Engage our public to determine where curiosity lies and create feedback mechanisms to improve effectiveness of programming efforts. Objective: Improve the Library’s collection based on trends and patron requests and needs. Objective: Identify new programs and services to respond to the changing community interests Goal 5 – Stimulate imagination: Patrons enjoy stimulating and inspiring programs and materials that make their leisure time more engaging and enjoyable. Objective: Provide programs and materials that provide a creative outlet. Objective: Create and manage a community ‘Makerspace’.18 Objective: Enhance the library user experience by providing complementary information sources and entertainment. Objective: Spotlight collections through displays and programs. 18
Makerspaces are innovative spots that introduce library patrons to tools, like 3D printers and makerbots, not normally found in the library and offer patrons the opportunity to explore their interests, use new tools, and develop creative projects. FY 2014‐2016 Billings Public Library Strategic Service Plan 26
Objective: Establish a teen advisory board for better understanding of collection and programming needs for teens. Objective: Partner with K‐16 and others to enhance grant opportunities. Goal 6 ‐ Visit a Comfortable Place: Patrons can conveniently pursue individual, group, or community interests or interact socially at the main Library or Library branches in a safe, comfortable, appealing and welcoming environment. Objective: Improve physical surroundings. Objective: Develop maintenance plan/program for new facility. Objective: Install security camera system. Objective: Create a welcoming atmosphere immediately as patrons enter the library. Objective: Minimize the Library’s environmental impact including attainment of LEED Gold Certification. Objective: Supportive work environment that enables staff to provide high quality, cost effective services to customers in a timely manner. Objective: Establish a docent program and provide thorough orientation and ongoing. The activities associated with the goals and objectives are provided in the Service Plan (Appendix B).
The illustration below shows the planning process from general community considerations to specific library activities. The Planning Committee reviewed and maintained the 2010 Strategic Service Plan’s community vision, community needs, service responses and library mission. For the FY14‐16 Strategic Service Plan, the Planning Committee updated the Library’s service goals, objectives and activities. Inverted Planning Triangle. For the FY2014‐2016 Strategic Service Plan, the Planning Committee maintained the community vision, needs, service responses and mission provided in the 2010 Plan and updated the Library’s service goals, objectives and activities FY 2014‐2016 Billings Public Library Strategic Service Plan 28
Chapter 6 – Investment Scenarios and Action Plan Investment Scenarios Planning is essential for allocating resources, both during times of abundance and in times of scarcity. The key to effective planning is being able to project the availability of resources. Today, the Billings Public Library operates within a known budget with established revenue sources. This situation could change if mill levy increases or bonds are approved by the voters; or if revenues unexpectedly decrease. Regardless, not factoring in the potential for resource levels to change, limits the effectiveness of a plan. To this end, the planning process resulted in not just one investment scenario, but considered a range of scenarios to address different revenue and cost conditions: Constrained, Enhanced, and Target. Constrained The Library is well below the average of Montana’s larger communities in terms of per capita funding, staffing, collection size, number of facilities, square footage, seating, and internet stations, but is projected to be able to maintain these current service levels within anticipated revenue. Activities listed under the Constrained scenario will not require additional ongoing funding for equipment or operations. These activities are expected to address Library needs through adjustments and modifications to existing services and programs. Enhanced The planning process identified six priority service responses. Some of these may not be fully addressed as the Library currently operates. The Enhanced scenario anticipates a slight reprioritization of services and programs, and may require additional resources. It is possible that resources could be shifted from current services and programs to the new priorities. However, in some cases additional resources would be necessary and would be dependent on obtaining additional one‐time and/or ongoing revenue. Target The Public Library Association publishes an annual report providing information on over 800 public libraries across the U.S. and Canada that can be used to determine national averages for service, personnel, equipment and facilities parameters. National averages, however, exceed Montana standards and would probably be unattainable under the best of circumstances. National standards also may not reflect the priorities of the typical Montana library patron or voter. For those reasons, national standards are not used as benchmarks for this scenario. Instead, the average of the eight largest Montana communities set the standard for the Target scenario. The Billings Public Library is still far below state averages and achieving the actions listed under this scenario would require substantial resource investment. For a complete list of objectives and their investment scenarios, see the Service Plan (Appendix B). FY 2014‐2016 Billings Public Library Strategic Service Plan 29
APPENDICES HISTORICAL COMMUNITY INFORMATION FROM FY2010 LIBRARY PLAN
APPENDIX A HISTORICAL COMMUNITY INFORMATION (Included in the FY2010 Parmly Billings Library Strategic Service Plan and Incorporated by Reference into this FY2014‐2016 Billings Public Library Strategic Service Plan.) A.1. COMMUNITY NEEDS A.2. COMMUNITY S.W.O.T. ANALYSIS A.3. COMMUNITY NEEDS THE LIBRARY COULD MEET A.4. LIBRARY S.W.O.T. ANALYSIS APPENDIX A.1
30
HISTORICAL COMMUNITY INFORMATION FROM FY2010 LIBRARY PLAN
APPENDIX A.1
COMMUNITY NEEDS 1. More and affordable housing options near work centers 2. Public transportation. Routes need to expand and serve all city. Scheduling is an issue. 3. More accessible libraries – convenient locations 4. Instill good reading habits 5. Mental health assistance 6. Encourage lifelong learning 7. Business training 8. Provide social options for homeless 9. Provide tutoring centers employing high school students (assign credits) 10. Provide convenient parking downtown 11. Improve the County Library system 12. Increase wireless availability across the community 13. Appealing public buildings 14. More appealing streetscapes and businesses 15. Develop a vibrant downtown 16. Greenspace for downtown 17. Create learning options for residents 18. Provide more county‐wide events 19. Promote our community 20. Build community centers for recreation, learning, and events 21. Implement intra‐city commuter transit, especially from Red Lodge and Lockwood 22. Provide more community‐oriented performances that are affordable and accessible 23. Provide better scheduling of hours for public transportation, include shuttling for events from parking garages or lots 24. Provide community gathering spaces throughout the community 25. Improve downtown parking 26. Create community gardens on vacant lots and roof tops 27. Create walkable, pedestrian‐oriented neighborhoods that include mixed uses 28. Provide opportunities for all age groups to interact 29. Provide more events when streets are closed 30. Provide commuter express buses 31. Provide opportunities for craft and hobby enthusiasts 32. Provide more youth‐oriented activities 33. Provide activities for youth to be more involved in communities 31
APPENDIX A.1
COMMUNITY NEEDS (Continued) 34. Promote intercultural/intergenerational activities 35. Encourage cultural events 36. Low cost job training, professional development, and continuing education options. 37. Programs and facilities that encourage civic discourse. 38. Development as an Urban Center with expected opportunities and services while respecting our rural neighbors and frontier heritage 39. Meeting the health, social, cultural, educational, end business/employment development needs of our aging/elderly population 40. Consideration of national demographic trends and the increase diversity of residents living in our community and visitors to our region. 41. Protection and preservation of the environment (rims, river, conservation, recycling, and responsible resource development ) 42. Increase economic opportunities for residents through affordable education, training, retraining, and rehabilitative services 43. Highly adaptable organization instead of reactive 44. Generation ‘Y’ values experiences instead of things; ie walkability score 45. Branch libraries due to convenience and move toward multi‐modal transportation 46. Community centers with shared facilities/resources (schools, libraries, park, etc) 47. Flex‐facilities (public) 48. Trail system with connections 49. Free social and educational activities; interaction for parents of young children; early childhood development 50. Money saving opportunities; Shift in consumerism and the New Normal 51. Higher quality of life and amenities to attract and be economically competitive and diverse 52. Higher quality of life and amenities to attract and be economically competitive and diverse 53. Variety of housing options in the downtown area for all income levels 54. Social entrepreneurship – harnessing the Boomer ingenuity and diversity 55. Facilitating career mobility 56. Outreach to the rural communities (particularly to the East) with activities and neutral gathering place; Sunnyside Branch in Worden and Laurel Branch 57. Rethink and diversify public transit 58. Integrate local services (i.e. schools, public facilities, busses, libraries, pools, parks, museums) Lots of bang for the buck 59. Getting decision makers together to accomplish common goals 32
APPENDIX A.2. COMMUNITY S.W.O.T. ANALYSIS APPENDIX A.2
33
APPENDIX A.2
S.W.O.T. Analysis of the Community
COMMUNITY STRENGTHS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Diverse economy
Well educated workforce
Broad based community/civic engagement
Magnet factor – Here because they want to be here; contentment, amenities
Access to high quality health/medical facilities
Vibrant Financial community
Active cultural community
Vital downtown
Good educational choices
Rims and physical location in State
Regional hub for retail/service
Recently constructed infrastructure
Climate
Sustainable growth rate
COMMUNITY WEAKENESSES
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
City Taxing Structure
SD2 – not passing mill levies is a disincentive to attracting professional recruits especially doctors
Ineffective marketing of projects, programs, community needs/services
Need for Community-wide needs assessment; who are we and what do we want?
Inability to meet the educational needs of the minorities
Duplication of services and causes
Balkanization (groups/organizations acting in isolation)
Vulnerability to natural resource economics
Blue/white-collar divide
Aging population; unprepared for retirement and living longer
Dependence on services and retail economy (generational reset)
Sprawling development especially on West End
Lack of code enforcement
Vacant Downtown
Struggling library
Thinking like a town instead of City
Non-cooperation of City and County government
City Charter limiting revenue streams
Unaffordable housing opportunities
COMMUNITY OPPORTUNITIES
1.
2.
3.
4.
5.
6.
7.
8.
Growth opportunities because we have reached 100,000 population
Positioned to capture green energy economy
Further diversification of local economy
Continued investment in transportation infrastructure
In-migration – paradigm shift (new people and ideas replacing old ones)
Strong natural resource pricing (may sustain local economy)
Natural resource development (new jobs and new people)
Regional economic influence
34
COMMUNITY THREATS
1.
2.
3.
4.
5.
6.
7.
Not positioned to capture green energy economy due to lack of transmission capability
Lack of community support for municipal activities and development
Lack of community vision and cohesiveness
Inability to control fluctuations in natural resource pricing
Poverty – low median income/people undersaved for retirement
Slow growth economy – loss of 2nd or 3rd job cut backs in economy
Nimbyism/preservationism – community doesn’t embrace economic development.
APPENDIX A.2
35
APPENDIX A.3. COMMUNITY NEEDS LIBRARY COULD MEET APPENDIX A.3
36
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
COMMUNITY NEEDS LIBRARY CAN ADDRESS Construct multi‐use buildings that include libraries Locate more libraries across town Provide special transit to libraries Provide bus schedules at libraries Build smaller dispersed library branches convenient to neighborhoods Provide space geared to children Locate at walkable distances Partner with school libraries Continue summer reading programs Implement “Story Makers” program Reproduce similar feel and access as school libraries Update book selection Provide all volumes of book series Improve facilities Promote resources Provide NAMI programs Create smaller meeting rooms to accommodate smaller groups Partner with Universities, colleges and schools Promote speakers/experts on current topics and discussion groups Provide foreign language clubs, classes outside of school Provide business resource library Provide conference centers and meeting spaces. Assign staffing to engage homeless individuals Use AmeriCorps volunteers Coordinate homeless services Provide year‐round tutoring Use high school students, seniors, Foster Grandparents, RSVPs Establish volunteer coordinator for tutoring and partner with School District Provide training for youth on health‐related issues Provide portico for dropoffs Accessible entryways Provide alternative means of transportation Increase the number of parking meters Increase number of rural libraries in County towns Provide direct mail distribution of library materials Provide more distribution centers APPENDIX A.3
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APPENDIX A.3
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Accessible public art that can be checked out Comfortable, coffee shop atmosphere for reading and study Construct an aesthetically pleasing library Need strong library presence downtown Close streets for library events Create a pedestrian mall associated with library Provide a conservatory or an arboretum Provide book clubs for multiple interest groups Promote social networking Provide service kiosks at malls and senior centers Publish local writers magazine/blog/website Promote book awards, writing workshops, reading lists Library should go where the people are Provide information in relocation packets to newcomers – like welcome wagon promotions Library should be a focal point Provide cultural programs Promote outdoor events – like St. Johns concerts Sponsor cultural festivals Need branch libraries in the West End and Heights Partner with places like “Off the Leaf” Provide smaller, county‐wide meeting rooms with cafe Build libraries with adequate parking Considering using abandoned shopping malls for new library space (reuse Gibsons Department store) Consider community gardens in library design Provide a seed‐share/ share a garden/adopt a garden programs Provide on‐site, hands‐on gardening education Include library facilities in neighborhoods Sponsor programs and events with space for clubs and learning Library should provide outside events Create a tool lending library Provide workshop and studio space Create a hang‐out space for youth with food, socializing space, books for youth sponsor volunteer programs recruit youth through message boards Intramural activities More youth‐oriented books Study program Fashion clubs Provide space that’s more like a coffee shop, gathering place for teens, adults, book clubs Make the place safe Encourage ethnic group activities Provide special collections, spaces that celebrate this place, region, Yellowstone County 38
APPENDIX A.4. LIBRARY SW.O.T. ANALYSIS APPENDIX A.4
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Library SWOT Analysis: Strengths Facility
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Interiors are visually more appealing Successful reallocation of space Staff
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Dedicated staff that wants to improve library services Good customer service Initiated succession planning for staff Consistent response and follow‐through with problem patrons Regular contact between units Regular contact between managers and staff Culture of communication – emails, daily & weekly staff meetings Capable staff Addressed issues of adults in youth areas Budget
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Library budget has been stabilized Private fund raising initiatives have been launched Financial support from Friends and Foundation Short term fiscal stability Sufficient materials budget for current community needs Programs
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Library resources heavily used by existing users Excellent programs, services and materials for families with young children Good public program offerings Strong circulation of library materials Expanding patron base Good collections that reach broad range of ages Teens use the Teen Pit Children and Teen collections not limited to curriculum support Collections are current and heavily used Access to Interlibrary Loan to augment collection Spanish language collection Popular and developmentally age‐appropriate story times for babies and children Online test preparation Strong summer reading program for kids and teens Various book discussion programs Technology
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Workstations added in new computer lab Effective website; well designed and maintained Good investment in technology Online resources for genealogy, languages, periodicals Using leading technology to reduce staff intensive activities – RFID, downloadable audios Provision of wifi to users Computer training lab Online links to bestsellers, new titles and reading lists Access to statewide and locally purchased databases 24/7 access to catalog and databases Ask A Librarian means services are available after hours Reference resources are converting to online formats Online registrations Credit card payments APPENDIX A.4
40
APPENDIX A.4
Marketing,PublicRelations&Advocacy
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Website markets programs and services Library is highly rated by community Partnerships
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Strong dedicated Foundation and Friends groups Friends support through sales, purchase of furniture Friends co‐sponsorship of programs Foundation support of film series Reciprocal borrowing agreement with schools for ILL Strong relationship with MSU‐B, including planned Community Library at the College of Technology Planning process has input from business and other community groups Foundation brings in new users to interact with Library Good volunteers Reciprocal borrowing agreement with Laurel Public Library Provide long‐term and rotating collections to Sunnyside Library in Worden Rotation of large‐print collections with Federation libraries Programming partnerships with Humanities Montana & Can We Talk? Cross‐programming with Cultural Partners, especially Yellowstone Art Museum Library SWOT Analysis: Weaknesses Facility
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Facilities that cannot be accessed easily by many community residents because of limited hours or inadequate parking An aging, inadequate facility prevents delivery of necessary library services Inability to grow in current facility Facility is not comfortable for users Location perceived as unsafe, particularly during evening hours Parking fees inhibit library use No branches Facility is hard to staff Not perceived as a community center Space is cramped Square footage of library limits collection size Limited amount of display shelving is insufficient to accommodate needs Not meeting demand for bookstore/coffee shop amenities Staff
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Insufficient staffing which may lead to staff burnout Staff support not available for some services, especially technology Staff don’t have time to get up to speed on new technologies, or even build awareness of existing technologies Lack of time for staff training Inconsistent communication between units Staff sometimes negative toward certain populations: teens, homeless Staff can be inflexible in attitudes No librarian dedicated to teen services Outreach to audiences and organizations limited by staffing restraints Insufficient time for PR activities Inability to recruit qualified MLS librarians due to increased competition among libraries and attrition of librarians No librarian dedicated to local history and genealogy Budget
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Limited funding Little use of grants 41
APPENDIX A.4
Programs
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Library resources are underutilized Limited hours of operation preventing some residents from accessing library services Community outreach limited Materials & programs for young children and teens, but not targeting tweens Programs not offered for after‐school attendance Technology
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Need for additional equipment and workstations Public internet access underpowered Not serving gamers Demand for computers outstrips availability Marketing,PublicRelations&Advocacy
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Library has low visibility and level of awareness Limited and inconsistent marketing efforts Limited success educating external stakeholders about Library issues Need to target marketing to teens Partnerships
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Lack of communication with schools Library SWOT Analysis: Opportunities Facility
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Interiors can be enhanced to be visually more appealing Reallocation of space Provide a focal point for community – venue for arts, exchange of ideas, learning place, family destination Make better use of available space to address identified community needs Find ways to improve location convenience for library activities Onsite bookstore Maximize provision of public meeting space Make library destination facility for professional and community use of meeting spaces Build branches Potential to reallocate space on third floor Main library is safe to use Staff
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Succession plan in place for staff Make time for staff training Expand usage of volunteers Increase positive staff attitudes Dedicated librarian for teen services Provide cross‐training for staff Dedicated librarian for local history and genealogy Budget
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Building endowments with support organizations Increased grantwriting activity Café and coffee bar options for revenue generation 42
APPENDIX A.4
Programs
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Library resources are underutilized Library can become leading advocate for reading and literacy in Yellowstone County Programs, services and materials for families with young children Find niche markets for library services Growing number of seniors – specialized programs Library use as a family activity; real and virtual Increasing demand for services due to both community growth and economic downturn Increased outreach to community Provide museum passes Provide grant resources On demand formats; print on demand New service models: mail delivery, online payments Expand programs for tweens Establish Teen Advisory Group Expand patron base Enhance outreach to County residents Teen‐generated teen programs Homework alerts After school programs and materials College application processes Job fairs/job kiosk/career information and materials Additional book discussion and literary programs – book circles Improve business collections Fee‐based delivery options Business book discussions Technology
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Additional workstations for public use Demand for more sophisticated technology in all aspects of life Ability to instruct residents who need technology skills Migration to digital resources Rapidly evolving media formats Increasing demand for access Improve wifi access Increased provision of online materials Make computers available for gamers Work with teens to develop technology Adopt and fund retail model for library site allowing online registrations, payments, notifications and fee‐based delivery options Marketing,PublicRelations&Advocacy
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Chance to increase visibility and level of awareness Expand and systematize marketing efforts Promote value of quality public library services to lives of residents Educate external stakeholders about Library issues Increase public understanding of available services Cultivate Library advocates Consider alternative communications such as blogs Identify value of libraries and library staff in the Google age Publicize programs through MySpace and other social networking Branding programs to teens Need to increase awareness of online resources Find ways to promote programming without further burdening staff time Cross promote business resources with Chamber of Commerce and other business groups Cross promote job information resources with Montana Job Service 43
Partnerships
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Cultivate relationships with organizations newly involved through planning process Use partnerships to leverage resources and garner good will Forge and/or strengthen alliances with: o Schools, Colleges, Homeschoolers and other educational organizations o Parks & Recreation o Civic Groups o Senior/Homebound customer institutions o Religious organizations o Cultural Partners o Social Service providers o Project Homeless Connect o Business community o Employment agencies Increase programs with Friends & Foundation Intergovernmental cooperation with other departments and agencies Creation of Library Academy Expand partnerships with agencies providing programming, such as Humanities Montana Library SWOT Analysis: Threats Facility
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Mounting frustration with location Limited hours of operations Insufficient books and materials Lack of branches Occasional disruptive behavior of patrons People might stop coming to Library due to perception of safety issues Bookstores duplicate services and provide coffee Geographic conflict over locations of facilities preventing construction of adequate quality and number Staff
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Staff can be reluctant to change, to give up known procedures for new efficiencies Staff feel chained to the service desks Budget
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Other serious social and financial problems in the City will override needs of the Library Competition for public funds among local government Increased operations will be beyond current revenues Budget only sustainable with undersized operation Budget insufficient to add programming Reduction in library budget due to reappraisal or charter cap risks Rising costs of materials in all formats and in electronic resources Funding cuts to Montana State Library could impact Montana Shared Catalog and statewide databases Programs
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Competition for city residents’ time – many options for leisure, information access and entertainment More fragmented market for library services Growing number of seniors Reduced time for traditional family activities – including library trips User perception that they have the answers because they have internet/Google Different age groups use library differently APPENDIX A.4
44
APPENDIX A.4
Technology
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Increased dependence on the Internet for information and leisure needs Demand for more sophisticated technology in all aspects of life Inadequate number of public computers resulting in long waiting times Some residents lack technology skills Technologies need replacement and maintenance Difficult to maintain old and new formats Home technology sometimes is better than library technology, and it keeps people from using the Library Library technology becomes obsolete Marketing,PublicRelations&Advocacy
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Limited public understanding of all the services available at their public library Partnerships
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Poorly‐conceived partnerships can result in net costs outweighing benefits and other difficulties 45
SERVICE PLAN APPENDIX B
APPENDIX B SERVICE PLAN (SERVICE ACTIVITIES LIST BY GOAL & OBJECTIVE) 46
SERVICE PLAN APPENDIX B
Three‐Year Service Plan The actions listed under this plan were categorized by the Library staff primarily by service response and secondarily by investment scenario. It is anticipated that, at a minimum, the Constrained scenario actions can be achieved within three years. Where resources are available—or where the opportunity arises to generate additional resources—the Library will pursue higher levels of investment. The following table summarizes the actions necessary to achieve the new service response priorities for each of the different investment scenarios. Goal 1 ‐ Connect to the Online World: Patrons have free access to online services that expand and enhance their knowledge and provide resources and learning and leisure opportunities. Objective: Increase number of computer workstations and electronic offerings at the library Activities: Constrained Enhanced Model Beginning in FY14, the number of Beginning in FY14, the number of Beginning in FY14: internet accessible computers internet accessible computers  Maintain existing and devices will be increased to and devices will be increased to computers meet the statewide average of meet the statewide per capita  Replace equipment per Technology Replacement workstations per capita by FY16. high by FY16.  Increase funding for  Increase funding for Plan equipment equipment  Maintain access speed  Purchase new  Purchase new equipment equipment  Increase staffing as  Increase staffing as necessary necessary  Increase access speed Objective: Free online access to online services that meet patron needs and preferences provided through the library’s website Activities: Constrained Enhanced Model Increase online interactivity Increase online interactivity Increase online interactivity between library and patrons by between library and patrons by between library and patrons by 10% yearly, through the current 20% yearly, utilizing 2 new online 30% yearly, utilizing 4 new online websites, email, research services as well as the current services as well as the current databases, eLibrary, language websites, email, research websites, email, research learning, social networking sites. databases, eLibrary, language databases, eLibrary, language learning, social networking sites. learning, social networking sites.  Determine patron preferences  Research available  Increase funding for online services programs  Maintain preferred online services  Increase funding for  Purchase new online programs services  Create flexible time  Increase staffing as stations necessary  Increase transactions on online resources  Ongoing training for staff in Library2Go 47
SERVICE PLAN APPENDIX B 48
Constrained Enhanced Model Increase staff for technology Purchase equipment to permit Improved staff training on e‐
training and assistance full download capability within readers and other devices to permit better demonstration to library for patrons and for staff demonstrations. users. Objective: Acquisition of digital holdings that enhance learning and leisure opportunities Activities: Constrained Enhanced Model Maintain current budget for Increase by 10% per year the Increase by 20% per year the downloadable audio, research number of items in the number of items in the databases. electronic collection, including electronic collection, including downloadable audio, research downloadable audio, research  Determine patron databases, e‐books, streaming databases, e‐books, e‐journals, preferences audio and video. streaming audio and video.  Maintain preferred  Provide more tutorials  Purchase new materials online services for using online services  Increase staffing as necessary  Purchase new materials Objective: Institute technology training that is relevant for user needs. Activities: Constrained Enhanced Model Provoke curiosity for early Work with technology Develop a program engaging companies to provide prototypes adopters. community members as and other experimental instructors or mentors. computer and media lab resources. Engage the business community. Objective: Establish a media studio allowing for interface with, and production of, on‐line compatible video, social media, and music Activities: Constrained Enhanced Model Add or update equipment and Add or update state of the art Establish partnerships to software equipment and software collaborate in start‐up  Trainers  Mentors SERVICE PLAN APPENDIX B 49
Objective: Be a leader in introducing and instructing patrons in new technology. Activities: Constrained Enhanced Model Fund and staff a position Develop partnerships to responsible for coordinating collaborate in offering new technology training. types of technology training. Goal 2 ‐ Know Your Community: Patrons have easy access to information about community resources, programs, services and activities in order to actively participate in the community. Objective: Increase opportunities that link patrons with community information. Activities: Constrained Enhanced Model Utilize volunteer organizations to Become recognized as Each year, coordinate with create and administer clearinghouse for community partners in hosting community community‐oriented issues information by creating and forums on current topics. maintaining a database of  Identify and collaborate programs community resources, activities  Solicit information from with new partners and events that is accessible partners  Solicit information from online and at the Library. partners  Fund and staff an online resource positions  Continue and expand use of social networking Expand public training in use of Continue public training in use of Expand public training in use of informational tools, including informational tools, including informational tools, including help in navigating local, state help in navigating local, state help in navigating local, state and federal websites. and federal websites. and federal websites.  Fund and staff an online  Provide more tutorials resource position for using online services Digitize historic photographs, Collect and curate digital audio Produce digital audio and video. manuscripts and ephemera. and video. Design a social media plan to permit conversations with residents. Objective: Collaborate with partner agencies to enhance services to the community. Activities: Constrained Enhanced Model Introduce art, music, drama Improve partnerships with (with those organizations community organizations that providing the talent) within the support lifelong learning. setting of the library to reach those who haven’t experienced this. Invite service, vocational, social Develop art shows for children’s welfare agencies to present book illustrators. programs detailing their services. SERVICE PLAN APPENDIX B
Objective: Develop community dialogues and programs that permit residents to meet and know one another. Activities: Constrained Enhanced Model Regular board game programs Check out a person program – Human Library Book Goal 3 – Learn to Read and Write: Patrons of all ages can learn to read or improve their literacy skills to meet their personal educational and occupational goals. Objective: Provide leaning options for children, teens, adults in a variety of formats. Activities: Constrained Enhanced Model Develop online pathfinders to Encourage early literacy by Partner with local educational community resources for reading institutions to develop and providing caregivers of small and literacy skill building children’s print materials, web‐
implement reading literacy, programs. based information and other workforce training and other tools to develop basic reading study programs for patrons of all  Increase funding for skills. ages. additional collections  Maintain existing  Create sponsorship  Assign staff to devoted programs programs to training  Develop library card campaign
Increase lifelong learning Implement after‐school Offer programs that promote materials collections. homework help programs for K‐
reading skills for babies, 12 students. preschoolers, children, teens and  Increase funding for adults. additional collections  Maintain existing  Assign staff devoted to programs training Maintain a current collection of Develop partnerships with local self‐paced instructional materials elementary and home schools to to improve literacy and other provide every school‐age child a skills. library card.  Maintain existing programs Provide daily story times at Provide daily story times at Continue summer reading programs for children, teens and varying hours, including evenings varying hours, including evenings and weekends. and weekends. adults.  Increase funding for  Fund and staff additional  Maintain existing additional collections programs children’s position  Increase awareness and participation in summer reading program Focus on early learning Develop educational kits for experiences to develop lifelong early education and day care learners. providers. 50
Objective: Partner with schools and other community agencies to enhance literacy efforts available to all community members. Activities: Constrained Enhanced Model Partner with others to expand Create an informal tutoring‐
library programs that foster mentoring program for non‐
readers and writer and those for parental and caregiver involvement in literacy activities whom English is a second for school readiness and language. continued student achievement. Goal 4 – Satisfy Curiosity: Patrons in all stages of their lives have access to programs and material needed for personal enrichment. Objective: Develop a variety of programs to promote access to new ideas. Activities: Constrained Enhanced Model Develop nonfiction hobby Introduce patrons to different collections by updating and viewpoints, new hobbies and supplementing holdings in print engaging pastimes. and video formats.  Devote more time and  Increase funding to energy to programming expand collection and marketing collection  Increase funding to train staff Improve materials availability Use volunteers of all ages to help Provide services to teens to allow for content creation and with a 1‐day turnaround for develop and implement shelving returned materials. programs that promote personal increased options for learning and interacting. development and growth.  Increase staffing to shelve books  Develop and staff a room  Establish relationship for craft programs with volunteer organizations  Market programs to teens Cultivate partnerships with local Develop systematic review of online resources for potential senior organizations for licensing for users of all ages. collaborative programs and services.  Establish relationship with volunteer organizations Enhance collections in formats preferred by seniors, such as large print and audiobooks.  Increase collection of large print material SERVICE PLAN Constrained APPENDIX B
Enhanced Increase display shelving to merchandise selected collections. Develop nonfiction hobby collections: Tap program presenters knowledge of related books and DVDs to add to collection. Model Objective: Engage our public to determine where curiosity lies and create feedback mechanisms to improve effectiveness of programming efforts. Activities: Constrained Enhanced Model Objective: Improve the library’s collections. Activities: Constrained Enhanced Fill in/complete series in fiction Order new music & films and graphic novels. proactively, not just by request Model Goal 5 – Stimulate imagination: Patrons enjoy stimulating and inspiring programs and materials that make their leisure time more engaging and enjoyable. Objective: Provide programs and materials that provide a creative outlet. Activities: Constrained Enhanced Model Reduce ratio of reserves to All Montana Room photographs, Each year, review fiction, movie copies owned from 4:1 to 3:1 by ephemera, and public domain and music collections to ensure purchasing additional copies of books of interest are digitized they are current, oriented to and made available for use over specific age groups and include high demand titles the internet. complete series. Weed out unused or worn materials as  Fund and staff reference appropriate. librarian dedicated to Montana Room  Continue to offer movies management and current material Offer programs that support Trained staff are available at Develop program series, bringing local writers and book clubs. point of need to assist in location in nationally recognized writers and speakers. and selection of leisure use  Involve public in materials  Pay for presentations programming  Institute roving librarian  Coordinate with local program businesses, theater groups to bring in “big  Purchase handheld names” devices for mobile access Provide special collections that Create listening and viewing 52
SERVICE PLAN Constrained celebrate our community and region.  Offer workshops that address seasonal events (gardening, Christmas, outdoor recreation) APPENDIX B
Enhanced Place emphasis on creating displays of new books and media  Regularly update displays Partner with K‐16 and others to enhance grant opportunities. Establish a teen advisory board for better understanding of collection and programming needs for teens. Objective: Spotlight collections through displays and programs. Activities: Constrained Enhanced Create a “Grab and Go” Enhance the library user collection of popular materials experience by providing with no holds or renewals complementary information permitted. sources and entertainment. Model stations for working with media collections  Increase funding for programming  Increase funding and space for media equipment Model 53
Goal 6 ‐ Visit a Comfortable Place: Patrons can conveniently pursue individual, group, or community interests or interact socially at the main Library or Library branches in a safe, comfortable, and appealing environment. Objective: Develop maintenance plan for the new library facility. Activities: Constrained Enhanced Model Develop housekeeping and Purchase new maintenance and Hire consultant to develop cleaning standards. cleaning equipment detailed housekeeping maintenance manual. Increase custodial staff hours. Develop a preventative Seek additional training. Hire company to maintain maintenance schedule. mechanical systems. Hire landscaping service to Develop landscape maintenance Provide staff training on proper maintain landscaping. plan. Purchase equipment. maintenance. Purchase sweeper/broom for Use volunteers to maintain tractor. garden areas. Develop plan for patrons on requirements for cleaning up meeting spaces after use. Objective: Maintain a secure environment and welcoming atmosphere for library patrons and staff. Activities: Constrained Enhanced Model Install security camera system. Establish a docent program and Hire additional security. provide thorough orientation and ongoing support. Create welcoming entryways Implement a bike lock loan into the facility. program. Objective: Minimize the library’s environmental impact. Activities: Constrained Enhanced Purchase green cleaning and Purchase push mower. janitorial products. Develop plan for ongoing Expand recycling program. collection of recycled materials throughout the library. Provide training on bus route information to promote awareness. Require coffee shop to adhere to environmentally responsible practices. Model Install additional solar panels. TECHNOLOGY PLAN APPENDIX C
APPENDIX C TECHNOLOGY ACTION PLAN 55
TECHNOLOGY PLAN APPENDIX C
Billings Public Library Technology Plan Technology Strategies Constrained Migrate computers and network devices to new building Maintain existing computers and mobile devices Replace equipment per Technology Replacement Plan Maintain funding for current bandwidth Evaluate use of online resources for prioritization purposes Maintain funding for current online resources Continue to digitize selected holdings Continue to add digital content to Montana Memory Project Develop digital media lab for teens Continue to develop partnering relationship with school district Maintain a budget for network management professional services Maintain and enhance blog Enhanced Implement a managed desktop environment Purchase new materials and equipment, including mobile devices Develop medical information kiosk Acquire scanning equipment Provide online access to popular magazines Improve the process for selection of electronic resources Broaden offerings for online streaming video Explore additional models to provide access to e‐books and downloadable audiobooks Provide access to locally‐
digitized holdings in the cloud Install a download station for e‐
content Enlist a sustaining financial partner for digital media lab to purchase new equipment and pay visiting mentors and teen advisory council Increase the budget for network management professional services Provide electronic reader boards throughout library Improve self‐service for checkout, printing and fine payment Ensure collections are accessible Develop website podcasts by librarians for book reviews and event announcements Establish a “text‐a‐librarian” program for teens Target Provide tablets for short‐term checkout that are pre‐loaded with magazines and newspapers Make high‐quality video conferencing available for public and organizational meetings Purchase and license e‐content and provide it to patrons from our own server Provide access to digitized holdings from our own server Create a movie and music viewing/listening area for individuals Open the digital media lab for use by adults at select times Add additional staff for network management services Video‐record public presentations and provide via the cloud Create a maker‐space Install a 3‐D printer Install materials vending machines at various locations Be a regional leader in providing access to digital material 56
TECHNOLOGY PLAN Draft Technology Plan Items in this plan satisfy the goals based on the 6 priority service responses as designated in the Billings Public Library Strategic Plan. Goal #1 – Connect to the online world Goal #2 – Know your community Goal #3 – Learn to read and write Goal #4 – Satisfy curiosity Goal #5 – Stimulate imagination Goal #6 – Visit a comfortable place Objectives  Enhance community involvement and civic engagement  Build on iLibrary workshops to involve community in library planning and events  Strengthen partnerships with colleges, school system, museums and interest groups such as Yellowstone Genealogy Forum  Plan events around town with technology devices for e‐books and audiobooks  Plan events around town for music and video download demonstrations  Inform the public about resources through presentations, website, social media  Survey the public. At times, survey a specific demographics such as teens or senior citizens  Expand access to information literacy and computer literacy  Offer regular, varied computer and electronic resource classes  Offer regular gaming opportunities for teens, families, seniors  Open digital media lab for teens to experience “connected learning” and offer workshops in areas that the teens choose  Record library‐sponsored technology demonstrations and interviews. Offer them to the public in the cloud  Provide iPads and educational apps to children to improve school readiness 
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Expand access to electronic collections (Collection Development) Advertize the availability of electronic collections from anywhere in the world Supply patrons with a robust mix of digital resources that enhance and stimulate lifelong learning and entertainment including alternative e‐book and audiobook models, movies and digitized local history assets Develop and maintain a process to evaluate and select electronic collections Create webpages that are topical, informative and point to a mix of materials in all library collections Provide iPads preloaded with newspapers and magazines for 1 hour check‐out APPENDIX C
Goal 2, 5 2, 4, 5 1, 2, 5 1, 2, 5 2, 4, 5 2, 5 1, 3, 4, 5 1, 3, 4, 5 1, 3, 4, 5 1, 4, 5, 6 3, 4, 5 1, 4, 5, 6 1, 3, 4, 5 2, 4 1, 2, 4 1, 3, 4 Provide appropriate public production equipment  Color Printing ‐ $.25/page  Scanning equipment ‐ $.25/page  Fax machine  Video equipment and editing capabilities  Sound equipment and editing capabilities 2, 3 2, 3 2, 3 2, 3, 4, 5 2, 3, 4, 5 57
TECHNOLOGY PLAN  3‐D printing  Collect digitized local histories created by patrons and share them in the cloud or on a secured library server  Review requests for equipment in the digital media lab as part of connected learning workshops 2, 3, 5 1, 2, 3, 4, 5 2 Maintain and improve computer network, computing services  Ensure that all network devices are installed and working as intended  Work with City IT and others to assist Library tech staff with network issues  Educate Library tech staff about network management  Implement managed desktop environment  Determine tasks that could be done by tech volunteer or intern  Purchase new equipment as per Technology Replacement Plan  Ensure redundancies in network 1, 6 1, 6 1 1, 6 1 1, 2, 6 1, 6 
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Develop automated backup process Train for, prepare and prevent information systems disasters Maintain documentation of all resources 1 1 1 
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Maintain all equipment to be in working order and with updated software Maintain public printing and implement printing from WIFI Extract data from Horizon server to be available for look‐up – Decommission Horizon server Monitor use of public facing computers to determine appropriate numbers needed 1 1 1 
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Monitor use of public use bandwidth by Library computers and patron devices to determine appropriate levels  Research and implement consolidation of servers into fewer machines Maintain and improve online resources  Explore equipment for providing online access for patrons at bookmobile stops  Investigate e‐commerce for online payment of fines  Investigate printing from remote sites to the Library via internet 
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Continually evaluate website for page relevancy. Create new pages geared toward demonstrate interest by the public such as: o Career Development and Job Search o Free online digital content sites o Health o College preparation and search Develop greater interaction with the public using online social media Develop online book discussions via social media or blog Improve communications with patrons via informational flyers, Constant Contact , email to community contacts Foster innovations in service  Investigate provision of teleconferences, streaming workshops  Consider “Teen Only” hours in the Computer Lab  Consider “Adult Hours” in Digital Media Lab  Research iPad Lab possibilities APPENDIX C
1, 2, 6 1, 2, 6 1 1, 2, 4, 5, 6 1, 2 1, 2, 5 1, 2, 4, 5 1, 2, 6 1, 2, 5, 6 2 1, 6 1, 2, 5, 6 1, 2, 5, 6 1, 4, 5 58
TECHNOLOGY PLAN  Install download station dedicated to Montana Library 2 Go or Freegal  Explore online signups for classes, book groups  Continue to develop enhancements to Summer Reading software usage 
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Investigate the purchase of Summer Reading software and Room Reserve software for hosting on our server Investigate events planning software Research the feasibility of materials vending machines at remote locations Research the feasibility of online payment of fines/fees APPENDIX C
1, 4, 6 1 1 1 1 2, 6 1, 2, 6 Enhance support for staff technology training and Quality of Work Life to enable staff to meet high‐end computing requirements and changing patron needs  Have regular, short trainings and collaborations on a variety of computer topics  Survey staff about what they would like to learn  Inform staff of continuing education opportunities and provide means to participate 
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Locate and make available online independent‐study shelving tests Improve the performance of MSC/Symphony in the PBL environment o Establish and modify procedures as needed o Communicate with MSC on issues o Participate in MSC meetings o Provide a short orientation program for new employees during 1st week of employment Create database for recording receipt of magazines/newspapers Administration  Review Acceptable Use Policy  Consider staff electronic use policy  Create digital media lab policy  Adopt strategies that promote sustainability in the areas of energy conservation, technology standards and responsible funding  Celebrate accomplishments with staff 3, 4, 5 2, 4, 5 1, 3, 4, 5 2, 3, 5 1, 2, 6 6 1 1 1 1, 2, 6 2, 5, 6 59
MARKETING PLAN APPENDIX D
APPENDIX D Marketing Plan 60
Billings Public Library Marketing Plan FY 2014‐2016 Billings Public Library is where our community connects and grows together, discovering the love of reading, the joy of learning, and the sharing of creative expression. The Library has not adopted a marketing plan in previous years. Future development of this plan could include a comprehensive analysis of market segmentation done in conjunction with GIS mapping. For the purposes of the FY14‐16 plan, marketing will address the community as a whole. The Library’s marketing plan provides a guide to raise awareness of Library services and programs within Billings and Yellowstone County. The Library itself, by virtue of its building project, is in high‐profile within the community at this time, but fewer people are aware of those services and programs beyond the traditional services. The Library currently uses a mix of traditional media relations, advertising and social media to communicate information about its programs and services. The purpose of this plan is to not only identify those who will benefit from learning more about what the Library can do for them, but also to help secure the Library’s position as a valued and critical part of the future and identity of the community. Potential target market segments: This plan is intended to reach a wide variety of stakeholders. Many in the community will be part of several of these segments.  Home school parents  Preschool children  Ages 0‐6 not in organized day care setting  Adults  Ages 0‐3 in day care setting  College students  Ages 3‐6 in day care/preschool setting  Working adults  Non‐working adults  K‐6 students  Public school setting  Seniors  Private school setting  Active, self‐sufficient seniors  Home school setting  Assisted living, nursing home or homebound seniors  Teens  Grades 7‐12 in school setting  Other segments  Grades 7‐12 in home school setting  Current library users/Non‐library users  Ages 12‐15 in after‐school setting  Men/Women  City neighborhoods/Rural residents  Parents  Business community  New parents  Cultural community  Parents of preschoolers  Education community  Medical community  K‐8 student parents  City or County employees  High school student parents 61
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Book club members Writers Friends & Foundation members Genealogists 
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Arts community People of diverse cultural backgrounds Library Services The historic brand identity of libraries is books. The Library embraces this identity, but also wants to promote other services. These include films, music, research tools provided online, research assistance, technology training, children’s story times, crafts, enrichment programming, streaming and downloadable resources – and the important resource of the Library as a community gathering space. Plan Goals Key messages for this marketing plan will correspond with the goals identified for the Library and its services as outlined within the Strategic Plan. Goal One: Connect to the Online World 1. Objective: Increase technology training class attendance by 25% annually. Strategy: Promotion of technology classes to senior residential facilities and organizations. Technology training classes are sporadically attended, but those who do attend tend to be seniors. Increased focus on this segment for technology training for this segment will boost attendance. Outcome: Seniors gain confidence in communication with family and friends and in usage of online resources. 2. Objective: Increase visibility on social media sites Strategy: Consistency of messages across social media channels. The Library currently maintains an active Facebook page with over 1000 fans, a Twitter feed with over 550 followers, a reader’s blog, as well as intermittently used Flickr and YouTube presences. The Library does not maintain a presence on other sites, such as Google+, Pinterest and others. The Circulation Librarian can be assigned to insure that programs and services are being promoted across all channels, with regular and consistent updates. Outcome: Library messages are provided to users of all leading social media sites; gaining exposure for community users. Goal Two: Know Your Community 1. Objective: Increase visibility within the community Strategy: Increase presence at community events such as Summerfair, MontanaFair, Farmer's Market, Saturday Live, Family Life Expo, Strawberry Festival, Alive After Five, Christmas Stroll, Festival of Cultures and others. The Library regularly takes part in Summerfair and sponsors the Farmer’s Market one time in the year. These outreach events help reach people who don’t typically use the 62
FACILITIES PLAN APPENDIX E
Library and who are often surprised by services provided by the Library. Outcome: Potential users and underserved members of the community are informed about benefits of Library use. Residents are reminded that the Library is part of the community and involved with its activities. 2. Objective: Expand resources for exploring the history of the community Strategy: Develop historical resources such as the Montana Memory Project from Montana Room Holdings. Connect to partner organizations for local historical resources. The Library’s holdings in the Montana Memory Project are a fraction of the information about our community that is held in the Montana Room. These resources can be digitized, and marketed to educators, and those with interest in the history of the community. Collections of partner organizations include resources that may be connected to through the Library’s website. Outcome: Newcomers and long‐time residents find easy access to the history of the community. Goal Three: Learn to Read and Write 1. Objective: Every child in Yellowstone County will have a library card by age 8 Strategy: Collaborate with public, private and home schools to promote the importance of reading for lifelong success. This is a step towards a larger library card campaign to be implemented in the future. Teen and Children’s Services staff will partner with their counterparts in the schools and with the home school association to educate parents about the benefit of library usage to children. Outcome: More children in our community become stronger readers, improving their educational success. 2. Objective: New writers of all ages find support and build skills at the Library Strategy: Support the efforts of new writers by providing programs that help increase their abilities and provide tools for success. From young children telling their first stories to seniors writing memoirs for the benefit of their family and friends, writing is an ambition for many. Structuring narratives and developing characters are skills that can be learned, by means of writing groups, critiques and workshops. The Library works with local published authors and others to provide the opportunities to develop new writers. Outcome: Local writers find encouragement and new skills to succeed in getting published. Goal Four: Satisfy Curiosity 1. Objective: Promote collections and services for lifelong learners. Strategy: Partner with Adult Education and training programs throughout the community to build awareness of programs and services. 63
Adult learners in various programs within the community do not have the benefit of having a school or academic library to support their educational endeavors. Parnership with these agencies can allow the Library to provide information on online tools and other resources available through the Library. Outcome: Adult learners find research and enrichment for their educational experiences Goal Five: Stimulate Imagination 1. Objective: The Library becomes a place for expressing creativity Strategy: Work with mentors to program series of events for writers, artists and musicians to work in collaboration. The Library has long been an outlet for users to discover the creative expressions of others. Dynamic and active arts and cultural programs can be developed and promoted to showcase budding artists and encourage library use by them and their circles of influence. Outcome: The Library becomes an outlet for developing the arts and humanities in our community. Goal Six: Visit a Comfortable Place 1. Objective: Position the library as a great place to meet new friends Strategy: Develop a series of activities designed to bring people together, such as board games, music jams, etc. Promote these activities through all channels, but also encouraging participants to invite friends in a word‐of‐mouth campaign. Outcome: The Library is perceived as a fun, active and welcoming place to be. Roles and Responsibilities Library Administration: Approval of marketing and communication materials; primary spokesperson. Library Board Members: Secondary spokespersons as needed Evaluation At the conclusion of this plan period, the Library will evaluate marketing efforts. Metrics may include the number of media and social media citations, program attendance, etc. 64
APPENDIX E Facilities Plan 65
Three‐Year Facilities Plan Relocate to New Downtown Building Library operations are scheduled to move into the new building by December 2013. Among tasks associated with the move are:  Implementing a maintenance plan for the building and grounds.  Completion of requirements to achieve LEED Gold certification.  Management of a Building Maintenance Fund to provide sustained resources for repair and replacement of systems, equipment and furnishings in the future. City of Billings 5‐year Capital Improvement Program Library facility planning is required to be coordinated with the City’s 5‐year Capital Improvement Program (CIP) planning process. Already included in the current CIP are the following projects. Billings Heights Branch Library Site Evaluation Study A Heights site evaluation study funded at $75,000 from Library unobligated reserves is scheduled for FY14. Potential site evaluation components  GIS analysis of library card holder addresses and population and annexation projections  Online, telephone and/or other surveys  Bookmobile pilot project with contract employee. Use vehicle to test demand at several locations to operate a branch.  Partner with school or private business for a demonstration project.  Consider automated solutions or kiosk location for item delivery location Recommendation: Recognizing the work load associated with moving to the new downtown library in FY14, as well as initiating new bookmobile service very close to the beginning of FY14, the Billings Heights Branch Library Evaluation Study should be delayed in the City CIP to FY15. Community Library @ City College of MSU Billings A general obligation bond issue in the amount of $7,230,625 for 50% of capital costs for a new Community Library building on the campus of City College of MSU Billings is scheduled for FY15; MSU Billings would secure funding for the balance of capital costs. Plans call for an associated City mill levy for 50% staffing, materials and other operating costs, with MSU Billings again securing funding for the balance of operating costs. Recommendation: Delay of this project to FY17 was approved by the City Council was approved conceptually in the FY13 budget process and will be incorporated into the FY14‐18 CIP. A 2% annual inflation factor would result in a new estimated cost of $7,522,742. 66
Staff will continue to work with MSU Billings staff to maintain and enhance services offered at the Community Library pilot project during the interim. Finally, an active planning committee including members from the Library, MSU Billings and other stakeholders should be reconstituted and convened in FY15 to review the concept, schematic design, and potential funding models for capital and operating costs and plan how to proceed. Expand and Enhance Service Delivery Through Technology and Partnerships During the FY14‐16 period of this plan:  Expand availability of online resources  Explore public and private sector partnerships to enhance delivery, pick up and return options  Evaluate and pursue kiosk, mini‐branch, and publishing on demand operations at additional locations throughout the City and County Develop a 25‐Year Facility Plan In coordination with, and as a component of, the FY17‐19 Library Strategic Planning Process, develop a 25‐year facility plan, incorporating widespread community input via surveys, focus groups and other methodologies. The planning process will benefit from data regarding community needs for library service gathered during the first years of operation of the new building, evolutions in communication and information technologies, and possible new models for delivery of library services nationally and globally. 67
CURRENT TRENDS IN AMERICAN PUBLIC LIBRARIES APPENDIX F
APPENDIX F CURRENT TRENDS IN AMERICAN PUBLIC LIBRARIES 68
Five Trends in American Public Libraries This section was prepared by Drew Harrington, Drew Harrington Associates, as a discussion on how public libraries are evolving to address community and patron needs. Ms. Harrington provided this information under contract with the Parmly Billings Library as a guide for identifying options to consider for future services, programs, and facilities. Introduction About 35 years ago the institution of the American Public Library began a surprisingly rapid transition from book storehouse to community center. Up until the mid‐1970s public libraries were respected depositories of books and knowledge, offering relatively simple services—user assistance, reading tables for adults and story hours for children. The modern public library is a community commons, functioning as a gathering and learning center for people of all ages, interests and walks of life. Today’s public library provides computers, books, e‐books, audiobooks, films, magazines, recordings and an array of subscription databases that manage massive quantities of online information. The public makes heavy use of those resources both in the library and from their homes—computing, checking‐out, downloading, reading, listening, watching and researching. Library visitors at reading tables now have access to wireless Internet service, or they can choose lounge chairs, seats at computers, group study rooms, or quiet reading zones. The library hosts a range of programs for the public that might include art shows, tax seminars, visiting author presentations, and civic meetings on local issues. Children still come to story times, but they also create arts and crafts, watch puppet theater, play with toys and tools that teach early literacy skills, study in after‐school homework centers, and attend programs for learning and entertainment. The public library is an after‐school hang‐out, hosting teens who study and socialize there, or enjoy young adult literature and youth programs in games, poetry, film, etc. Community seniors come to the library to read the news, take classes in computer skills and other subjects, and to meet in clubs and interest groups. The public library continues to evolve, and people are going to their libraries more than ever before. Nationwide library visits have increased by 9% over the past 5 years and circulation of materials has increased by 8% (Institute of Museum and Library Services, IMLS). 69
In Billings, library visits over the same period have increased by 8.7% and circulation of materials has gone up a notable 14.3%, well ahead of the national number. Five widely recognized trends are shaping current and future services and operations in America’s Public Libraries. 
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Community Analysis—Understanding Who We Serve Focus on the User—Prioritizing People Over Materials Technology—Change is Constant Partnerships—Finding Synergy and Savings Decentralization—Improving Access and Building Neighborhoods Public Library Trends Community Analysis—Understanding Who We Serve Decades ago there was essentially a formula for what every public library should be. A good library was one with endlessly expanding collections, sufficient tables for readers and researchers, a story hour program for pre‐schoolers and a friendly and capable library staff. Today a good public library offers carefully selected services to meet the specific and particular needs and interests of the community. Billings, Montana and Columbia, South Carolina are cities of approximately the same size, but otherwise they have little in common. Good public libraries are needed in both cities, but they should be as distinctive as the cities themselves—offering library services and spaces especially suited to the people they serve. Increasingly, libraries offer services which are tailored to the local community. Public libraries are making it their business to analyze their service areas to understand population demographics, community growth and development patterns, area business and industry, and local schools and education. Libraries need to thoroughly understand the current and projected needs of the people who live in their service area—families, children, teens, adults and seniors, in order to identify and prioritize library services that will meet current and future demand. Public libraries rely on community analysis to help plan library service and facility needs, including: 
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Focus groups that represent the community—parents of young children, teens, seniors, people with special needs, minority groups, etc. Meetings with community organizations—Boys and Girls Clubs, prominent interest clubs, the Chamber of Commerce or the business community, etc. Detailed analysis of U.S. Census data—age, race, household income, number of family households with both parents working, languages spoken, educational level, access to computers/internet service; 70
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Collaboration with City/County planners—subdivision planning, city center development, shifting population density, homelessness, road and highway planning, industry growth and diversification.; and Collaboration with school systems—enrollment projections, national test performance, reading readiness, drop‐out rates, anticipated school closures or new school building projects. Today’s public library analyzes this community information and data to guide service planning. For example: 
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A higher than average number of older residents may mean that the library emphasizes collections of audiobooks and large type books, plans classes to learn/expand computer skills; provides meeting rooms for clubs and associations, and offers programs on travel, health, and other high interest topics; Awareness of concentrated growth in a city quadrant may spur long‐range planning for a library branch or outlet; Knowledge of problems with reading skills and reading readiness when children enter school may prompt the library to emphasize early childhood story programs and educational games; or Awareness of teen drop‐out concerns, behavior issues, or a simple lack of appropriate “hang‐
out” locations may mean that the library will emphasize teen space for studying, socializing, computing and gaming. The Public Library Association (PLA) partners with two nationally recognized authors and public library consultants, June Garcia and Sandra Nelson, to present national symposiums on public library services. The symposiums provide a broad framework of service categories offered in today’s public libraries, and strategies to help local planners identify which categories will be most important to their home communities, and which services should be prioritized in their own libraries. The eighteen PLA Service Responses outlined in the symposiums call for public libraries to consider services that assist their communities and citizens to: 1.
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Be an Informed Citizen: Local, National, and World Affairs; Build Successful Enterprises: Business and Non‐Profit Support; Celebrate Diversity: Cultural Awareness; Connect to the Online World: Public Internet Access; Create Young Readers: Early Literacy; Discover Your Roots: Genealogy and Local History; Express Creativity: Create and Share Content; Get Facts Fast: Ready Reference; Know Your Community: Community Resources and Services Learn to Read and Write: Adult, Teen, and Family Literacy Make Career Choices: Job and Career Development; Make Informed Decisions: Health, Wealth, and Other Life Choices; Satisfy Curiosity: Lifelong Learning; 71
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Stimulate Imagination: Reading, Viewing and Listening for Pleasure; Succeed in School: Homework Help; Understand How to Find, Evaluate, and Use Information: Information fluency; Visit a Comfortable Place: Physical and Virtual Spaces; and Welcome to the United States: Services for New Immigrants. Focus on the User—Prioritizing People Over Materials A strong trend in libraries is to emphasize the library user over library collections. The collections are still core to what public libraries do, but library collections and services have the most impact, and make best use of tax dollars, if library patrons enjoy a quality experience that encourages them to visit the library often. In keeping with the trend of focusing on the library user, many of today’s public libraries are offering the following as standard amenities; with variations tailored to the particular community they are serving: 
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A choice of interactive or quiet zones; Generous access to public computers; Access throughout the library to Wi‐Fi for personal computers and PDA’s; A generous variety of seating choices—lounge seats, tables/chairs with power and data outlets, group study rooms, seats on casters at computers, lounge seats on casters so that users can rearrange them, seats with tablet arms for writing/ computing, etc.; Seating near windows with natural light and pleasant views to the outside; Coffee shops/carts or other café amenities; Collections arranged and displayed in “bookstore” style; Children’s areas that are well away from quieter areas of the library; Easy access service desks with highly trained staff; Art and display areas; Excellent lighting and ventilation; Self‐service checkout and materials holds to reduce waiting; and Availability of programming and meeting rooms. In addition to these standard user‐friendly amenities, libraries are focusing on the user by offering special areas that respond to identified high‐interest community needs such as homework centers, early childhood learning areas, arts and crafts rooms, career centers, and public classrooms. In many communities the public library holds collections of original historic and artistic materials, which require valuable shelving/storage space and specialized collection management. In an effort to focus limited library resources on their users, libraries are taking a range of approaches to these special collections. Libraries which have coherent special collections that are core to library service in their communities may actively collect, preserve and showcase the collections. In communities where the special collections are more piecemeal and are peripheral to core library service, the library may divest itself of them by gifting photos, paintings, rare books, etc. to more specialized libraries or museums, or 72
they may market the materials. In some cases libraries may digitize selected special collection items before placing them elsewhere so that both local and remote researchers can access the content online. Technology—Change is Constant Libraries were early adopters of technology, and technological change continues to shape and re‐shape public libraries. Collections—As part of a planning process most public libraries today develop a collection plan so that rather than assuming physical collections will grow indefinitely, they plan for a finite physical collection. This helps the community to know how large their library should be, and supports responsible fiscal planning for current and long‐ range library facility needs. Print books, DVDs, and CD collections are still the mainstay collections of most public libraries, but increasingly technology is offering readers and viewers more options— options that still rely on the public library for open and affordable access. In addition to the physical collection, libraries are offering, or planning for, books, films, and music in electronic formats. Libraries are gradually adjusting their budgets to meet a budding demand for downloadable e‐books, and streaming audio and video collections that are electronically checked‐out to library patrons and electronically “returned”. Collection Management—Public libraries move huge volumes of material in/out of the library. Automated materials handling is technology that allows libraries to efficiently get materials checked‐in, re‐shelved and ready for patron use with reduced staff intervention. Most public libraries being constructed today are including automated materials handling systems, or are including space and cabling infrastructure to support conversion to an automated system in the future. Public Access Computers—For those who own personal computers and subscribe to Internet service providers; it can be surprising to realize that many people do not have computers or Internet access. Public libraries routinely provide computer and internet access to many members of the community. Because demand is so high, it is a strong trend for public libraries to offer increasingly generous access to public computers. Software has been developed for time management of computer use so that public libraries can be efficient in providing equal access to many, but at the same time libraries are increasing the number of public access computers available. In addition to meeting the computer and internet access needs of people without personal computers, the library’s public access computers are used by tourists and other community visitors. Many library visitors do not bring a laptop or other PDA with them to the library, and they also require computer access in order to move between print and online resources to complete their research/study project. Infrastructure and Flexibility—Modifying and renovating library buildings is expensive. A commitment to fiscal control and responsible allocation of tax dollars has led the way in two public library technology trends: 73
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Over‐building the technology infrastructure at the time of construction or renovation; and An emphasis on space flexibility for future modifications, including the use of zoning rather than unnecessary walls, and design strategies that allow relatively easy access to data cables and HVAC systems. Websites & Online Access—Public library websites have evolved from being electronic sign boards with basic location, hours and events information, to being interactive gateways to library services. While the sign board function is still important, it provides only a fraction of the library’s online presence. Today library users consult public library websites to check their accounts, search the online catalog, research with online subscription databases, ask reference questions, place materials on hold, request interlibrary loans, participate in reading and discussion blogs, follow links to related sources and information, and to check‐out downloadable electronic collections. Standardization & Cooperation—Once restricted to the holdings of the local library, communities are increasingly able to draw on the collections of other state, regional and national libraries. Standardization of electronic library holdings records and advances in software programs that support interlibrary sharing has led to a powerful trend of increased collection awareness and sharing between libraries. Technology has advanced to a level where many libraries now display not only their local library holdings, but also regional holdings, national holdings, and even international library holdings. Through automated request functions, library users are increasingly able to borrow the holdings of libraries outside their communities. This is an emerging trend for public libraries, and challenges remain in practical implementation of the sharing software and movement of collections between libraries. Partnerships—Finding Synergy and Savings For reasons of efficiency, prudent use of public funds, and potentially improved service, there is a trend for public libraries to develop strong partnerships with other community organizations. An example of such a partnership is the recent planning study for a joint‐use library in Billings—a combination academic and public library to be located at City College campus of the MSU System. MSU and the Billings Public Library collaborated on ideas for the facility, planning a library that can meet the needs of both City College students and community library users in Billings and Yellowstone County. This proposed partnership would avoid needless duplication of library spaces and services while expanding needed library access for both groups. Examples of public library partnerships include: 
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Joint‐use library facilities like the City College Community Library Plan and other combinations of public‐academic libraries, public‐school libraries, public library‐community center facilities, and public library‐museum facilities; Joint programming between the Library and Parks and Recreation Departments; 74
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Partnerships between the Library and local historical societies to curate local and regional history collections; Partnerships with other state or regional libraries to share library technology systems and to facilitate sharing of collections between libraries; and Collaborative long‐range planning between the library and City and County Public Works and Transportation Departments to plan library branches/outlets as public service infrastructure. Decentralization—Improving Access and Building Neighborhoods Public libraries usually act as neighborhood anchors. Increasingly, cities and counties recognize the benefits of having branch libraries rather than supporting only one central library. Branch libraries reduce driving and energy use. Proximity of branch libraries to schools allows students to get to the library on their own after school and on weekends to support their school work. Seniors, and others, are often able to get to branch libraries without having to drive there. Availability of meeting space in branch libraries helps to development strong, cohesive neighborhoods. Because libraries are typically open long hours, they help to monitor neighborhood conditions and situations by assisting with ongoing awareness and control. The addition of branch libraries allows some specialization and division of services. For instance, if a segment of a city/county is largely populated by young families, a branch library there may have a greater concentration of children’s collections and programming than other libraries in the system. While there is a clear trend toward more branches and decentralization of library systems, communities are following this trend in a variety of ways: 
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Traditional city/county owned branch or neighborhood libraries located in population centers; Leased retail space or storefronts in shopping or destination sites; Book and media “vending” machines of selected library materials; Stand‐alone, strategically located library kiosks (similar to mall retail kiosks) that can easily be opened/closed and minimally staffed at peak times; and Library “corners” or pick‐up/return sites in existing service centers such as museums, Boys & Girls Clubs, YMCAs, senior centers, childcare facilities, etc. The Impact of Public Library Trends on Library Buildings Good architecture requires that form follow function—good library design must support library services and enhance the experience of library users. While the five public library trends noted above are guiding today’s library building designs, the buildings themselves should not be “trendy”. As a publicly funded, shared community resource, public libraries should be a source of community pride—buildings worth caring about. Library design should be cost‐ effective, timelessly beautiful, safe, comfortable, durable and environmentally sustainable. 75
The overarching principle that trumps all other library building design trends is flexibility. As communities evolve, their needs and interests change. When a community invests in a public library facility, they must be able to enjoy high‐quality, dynamic library space and services over multiple decades. There is tremendous diversity in library building designs, appropriately reflecting the character of the region and the community where they are built, and accommodating services tailored to the needs of the community. However there are trends seen in most public libraries being designed and constructed today, including: 
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Sustainable design elements and materials; Fewer interior walls for flexibility with library areas being designated by zoning; Building finishes and furnishings selected for durability, ease of maintenance and style longevity; Furnishings that can be easily moved, re‐arranged and re‐configured for flexibility and user comfort; Wi‐Fi service throughout and generously designed technology and HVAC infrastructure for flexibility; Natural light, and open lines of sight for comfort, safety and control with minimal staffing and energy use; Automation to allow lean staffing and improved efficiency—self‐service checkouts and holds, and automated materials return systems; Generous numbers of public access computers throughout; and Meeting, teaching and gathering spaces with after‐hours access as cost‐ effective, shared public spaces. The five public library trends considered here are being applied in most libraries and library systems across the country. While they are not fully implemented in all libraries, these trends are widely recognized as mainstream developments in library service delivery and design. No doubt there will be future developments and new trends in society and the American Public Library that we cannot anticipate—certainly 30‐50 years ago most planners could not imagine the power of technological change and how it would transform our libraries. The public library is a remarkably enduring institution that continues to respond to change and innovation, persistently revising its services to meet the needs of the people it serves. 76
This section was excerpted from a blog post from October 17, 2012, entitled LOOKING AHEAD by Susan Hildreth, Director of the Institute for Museum and Library Services, the Federal agency that funds projects for those institutions. The post may be found at: http://blog.imls.gov/?p=1915 (Retrieved February 27, 2013.) Last year we made grants and awards for activities that will strengthen library and museum services in thousands of communities all across the country. Through close consultation with state libraries and museum and library professionals, we are aware of exciting trends that show how libraries and museums are meeting needs for lifelong learning, serving as community anchors, and making collections and content accessible to millions. Here are some areas where we see libraries and museums making a real difference in their communities: 21st Century Skills: As the skills needed for success in the 21st century change, libraries and museums are creating new opportunities to stay current. IMLS is investing in new models, like our Learning Labs partnership with the MacArthur Foundation, to help us imagine new ways for libraries and museums to support innovation. Workforce Development: The impact of libraries on workforce development is expanding. We have seen new partnerships take off, making it possible for us to serve citizens better. Early Learning: Investing in young children and their families and caregivers can make a real difference in opportunities for lifelong success. IMLS announced new grants this year, and will make additional grants next year, to support programs that increase school readiness and provide summer learning opportunities. Building Digital Success: More than 100 million Americans do not have Internet access at home. We know that lack of digital literacy skills is becoming a major barrier to success in school, on the job, and in the community. IMLS is working to develop new tools and resources to help libraries meet the digital literacy training needs of their communities. Connecting to Collections: The work of preserving collections held in libraries and museums and providing new ways for people to use, access, and share digital collections is at a turning point. New technology and new collaborations make it possible to share information in unprecedented ways. At the same time, new and challenging issues are surfacing about sharing collections in the digital world. IMLS is supporting conversations and resource development that will help us move forward. We are looking forward to continuing to highlight the important role of libraries and museums in creating strong communities and providing opportunities for individual success. 77

Strategic Plan 2014 - 2016

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Billings Community Foundation

The University of Malaya Library

khwaja shamsuddin azeemi

Best of 2012: Billings has fun., Payne and everything in between

6-7-15 - St. Thomas Parish

Jun 2005 - City of Billings Home

5-3-15 - St. Thomas Parish

Education Foundation for Billings Public Schools