1. + Strategic Plan 2011 - 2015 May 2011 The Singer Group, Inc. Paula M. Singer, PhD; Gail Griffith, MLS, MS Lorraine Kituri, MS Coronado Public Library

2. 2010 October Coronado Public Library Planning Process Overview Library Board Adopts Plan June Steering Committee Meeting #2: Learning more about the library; gap analysis Steering Committee Meeting #3: Review and react to draft documents City of Coronado C-CORE Library Staff Input Sessions Data Review: Census, Economic Analysis, Recent Library planning data Data Review: Census, Economic Analysis, Recent Library planning data Core Planning Team Formed Our wiki is a place to share and learn: http://coronadolibraryplanning.pbworks.com Steering Committee Meeting #1: Trends identification, community vision, library roles Steering Committee Meeting #1: Trends identification, community vision, library roles Outcome: A vibrant Coronado Public Library in 2015, supported and enjoyed by the entire community Online Survey for Community and Staff Key Stakeholder Interviews Best Practices Research 2011 Library Board Input Session 2 Draft

3. + Findings Stakeholders Steering Community Staff 3 Draft

4. + Stakeholder Interviewees Bob Balfour – Board President, Coronado Historical Society Robin Franck – Library Board Trustee Steve Johnson - Web Publisher of E-Coronado Blair King – City Manager Debbie Riddle – Principal, Lee Mather Company Joe Ditler – Former ED Coronado Historical Association Kris Grant – Publisher, Coronado Life Style Sharon Lynn Sherman – Attorney and Friends Board Casey Tanaka - Mayor Ledyard Hakes - School Board Member 4 Draft

5. + Steering Committee Chris Ackerman Charles Ahern Barbara Denny Christine Donovan Karen Finch Vickie Fisk Bill Green Claudette Harshberger Charles Hayes Sherry Martin Sandi McCarthy Jackie McCoy Ginny Osgood Tom Ritter Genevieve Rohan Daniel Shaughnessy Sharon Sherman Brianna Smith Chelsea Sylvester Betsy Vernetti Liz Warren Sally Ann Zoll 5 Draft

6. + Context Library trusted, neutral Wonderful “state of the art” facility Well used public and meeting space High community support, satisfaction Good relationship with partners, community leaders and government officials Operating environment: Impact of changes at SERRA and California State Library Questions about the future of libraries and sustainability Circulation will become a less-important measure of success as downloadable books and media become more popular Skills of librarians and value-added services will become more important and valuable Source: Stakeholder Interviews, Steering Committee, Library Staff 6 Draft

7. + Trends Technology The mobile world The way people read And digital rights management How, where, and when learning occurs 24/7 world Convenience Happiness research Art and music ; Social interaction Information fluency & lifelong learning Workforce development Community spaces, community convener Proactive customer service TrendsLibrary Responses 7 Draft

8. + Steering Committee Wants 1. Create Young Readers: Emergent Literacy 2. Stimulate Imagination: Reading, Viewing, and Listening for Pleasure 3. Information Fluency: Understand How to Find, Evaluate, and Use Information 4. Satisfy Curiosity: Lifelong Learning 5. Visit a Comfortable Place: Physical and Virtual Spaces Technology E-books, audio Local content development and access to local content Focus on children and teens Cultural programming Direct assistance: personal service and high tech Meeting #1Meeting #2 8 Draft

9. + Stakeholders Want More hours Lend e-readers + downloadable content Marketing Target children and teens Enhance role as museum of local history Arts, entertainment, educational cultural programs 9 Draft

10. + Community Wants Material when wanted Using technology for convenience Downloadable content Computer classes Software instruction Using and evaluating info (travel, health, etc.) Arts, music, culture classes 85% would pay a fee to attend a class 49% would pay up to $10 18% would pay $11-$15 18% would pay $16-$20 10 Draft

11. + Staff Wants to Provide High tech combined with personal service Technology Skills Interactive, attractive, easy-to-use website Cutting edge Faster response to digitization trends (downloadable books and audio, lend/teach about e-readers) Digitizing arts and historic collection Incorporate more into the library’s daily work Convenient customer service Staff work processes (ordering, meeting room calendars, etc.) Green 11 Draft

12. + Staff Perspective (and we saw these themes throughout) Dedicated and positive staff who want to move forward with technology Personal customer service Beautiful facility with much to offer Solid public support Established and well-received programs for all ages How to get up to speed with technology—both for patrons and staff work processes How to keep up with technology changes that will affect libraries Need to increase outreach, especially to schools Need to use staff and volunteers effectively to provide best service: training, cross-training, communication, etc. StrengthsChallenges 12 Draft

13. “This library’s strength is traditional service. At the same time, it does need to reach out and embrace appropriate new technology. Maintaining traditional service and offering innovation are the balance that should be struck.” --staff survey response 13 Draft

14. + FOCUS on the FUTURE of the LIBRARY 14 Draft

15. + Goals

16. + 2011 – 2015 Goals 1. Community Gathering Place 2. Current & Leading Edge Technology 3. Focus on Youth 4. Marketing and Fundraising 5. Internal Relations 16 Draft

17. + Goal #1: Community Gathering Place The Library is the hub of a vibrant community, providing social, educational, entertainment, cultural, and arts programming to support lifelong learning. Draft 17

18. + Objectives 1. X# of adults will participate in library activities designed to promote reading 2. During each year of the plan, an average of X# people will attend programs designed to support lifelong learning and leisure enjoyment, either physically or virtually. 3. By X date, 95% of library customers will report that remote access to the library is as user-friendly as on-site access. Draft 18

19. + Goal #2: Current and Leading Edge Technology The Coronado community will have opportunities to learn information technologies needed for academic and business success, social networking, and leisure activities. 19 Draft

20. + Objectives 1. During each year of the plan, X# of patrons will have access to and support for using materials and information in new and emerging formats. 2. By _____, X# of patrons will access local digital content produced or coordinated by the library. 3. By ____, X# of patrons will use a variety of technology applications piloted by the library 4. By _____, X# (or %) of patrons will report that newly- implemented technologies make the library convenient or very convenient to use. Draft 20

21. + Goal #3: Focus on Youth Children and teens will find the library welcomes them and supports their developmental needs for learning, recreation, and social interaction. 21 Draft

22. + Objectives 1. Children, parents, and caregivers will have access to high-quality resources that promote and support reading 2. During each year of the plan, X# of preschool children, parents, and caregivers will attend programs that encourage preschool language development and love of reading. 3. During each year of the plan, an average of 10 tweens will attend that is offered for them, with the average increasing each year. 4. By _______, X# of teens will report that the library’s teen space meets their needs for: a welcoming place to meet friends, finding the materials they need for school or personal interests, and using technology. 5. During each year of the plan, program attendees will report that they heard about programs from new promotional efforts piloted by the library. Draft 22

23. + Goal #4: Marketing and Fundraising The Coronado community recognizes the Library as a vital force for expanding the mind, promoting reading and lifelong learning, and providing arts and cultural programming. Draft 23

24. + Objectives 1. Ensure that the library has a marketing plan that helps staff communicate a consistent, branded message 2. The Library Board will ensure that the library has sufficient resources to meet the current and future needs of the community Draft 24

25. + Goal #5: Internal Relations The Library will review its current administrative, organizational and communication practices and implement new strategies that promote a progressive and positive culture. Draft 25

26. + Objectives 1. Ensure there is regular and frequent communication among and between all levels of staff 2. Ensure that all staff are recognized for their contributions to the library’s work 3. Ensure that all staff have information about, and access to, training opportunities Include opportunities to develop succession planning 4. Involve staff in streamlining work processes Draft 26

27. + Coronado Public Library MISSION The mission of the Coronado Public Library is to acquire and make available a collection of books, audio-visual, and other library and information resources to meet the informational, recreational, and cultural needs of the community and to actively promote reading, life-long learning, and the pursuit of knowledge. 27 Draft

28. + Mission Change?? The Coronado Library enhances the quality of life by providing resources and cultural opportunities that promote reading, life- long learning, the enjoyment of leisure, and the pursuit of knowledge. “The Coronado Library: the path to your potential.” 28 Draft

29. + Infrastructure: Impacts FacilityCollectionTechnologyStaffing/ Training Other Community Gathering Place Current and Leading Edge Technology Focus on Pre- K and Teens 29 Draft

30. + Infrastructure Performance Management Align staff performance goals with strategic plan “What will my department do this year to advance the library’s plan?” “What will I do this year to advance the library’s plan?” Build in accountability Right work, right level 30 Draft

31. + Next Steps Collect/validate baseline data Implementation plan Identify champion for each goal Plan for evaluation: outputs and outcomes Implementation team Set priorities Make initial assignments Develop reporting structure and process Task forces with clear charters Create and continue marketing the plan to the entire community Steering Committee input Board approval Continual communications; keep the plan alive! Keep the energy! Reward the early adaptors. Reward the doers! 31 Draft

32. + REMEMBER…. Strategies are fluid…. Stay open to new ideas and opportunities 32 Draft