1. Contra Costa County Library
Report on the Strategic Plan
September 22, 2005
Joan Frye Williams, Consultant

2. Recap – Planning “Ingredients”
Pleasant Hill decision transition from Central to Community Library
Community needs assessments
Increasing library use
New library buildings
New library tools and techniques
Competition
Library Commission review and discussion

3. Recap – What Residents Want
Reading activism/advocacy
Emphasis on children and teens
Education, not just information
Tie-ins with the arts
Library as place
Easy, independent exploration and self-service
Fast, convenient, one-stop service

4. A Challenge:
Many Contra Costa County residents are unaware of what the County Library has to offer

5. Recap – Planning Imperatives
Respond to residents’ needs
Respect the unique character of each community
Leverage existing assets/resources
Build capacity to handle growth
Engage library staff in the planning process

6. Library Staff Planning Process
Customized version of the Public Library Association’s Planning for Results
Workshops for all staff – User Profiles, Goals & Objectives
Management retreat – Strategic Initiatives
Task Teams – Activities & Resources for each Strategic Initiative

7. Four Strategic Initiatives
Reading
Information for Lifelong Learning
Collaboration
Branding

8. Reading
Demonstrate leadership – take an active role in promoting reading
Introduce children to books
Promote reading as a lifelong habit
Maximize use of collections
Promote literacy
“Theme” programs, activities for all ages around reading

9. Sample Activities Reading camp
Target 0-2 year olds and their parents with reading readiness promotion
Adult summer reading program

10. Brainstorm
How should we measure progress on this strategic initiative?
What can the Commission do to help move the Library forward with this strategic initiative?

11. Information for Lifelong Learning
Add educational value to information
Encourage curiosity
Help learners of all ages achieve their goals
Position the library with respect to other information sources – Internet, bookstores, media
Provide tools so users can find what they need easily

12. Sample Activities
Refocus the reference staff to create content for the web site and to train patrons in online information seeking
Enable patrons to sign up for alerts on programs and new materials in their areas of interest

13. Brainstorm
How should we measure progress on this strategic initiative?
What can the Commission do to help move the Library forward with this strategic initiative?

14. Collaboration Leverage the library’s resources on behalf of users
Work with museums, schools, others
Share information and coordinate services as appropriate
Avoid unnecessary duplication
Identify best practices, successful models e.g Genealogy service
Train staff in collaboration skills

15. Sample Activities
Collaborate with Transit Authorities to offer free or discounted bus passes to young adults who come to the library by bus
Issue library cards at off site locations such as museums, art centers, schools, shopping malls and street fairs

16. Brainstorm
How should we measure progress on this strategic initiative?
What can the Commission do to help move the Library forward with this strategic initiative?

17. Branding Countywide marketing and outreach
One library – many components
Positive attributes – quality, fairness
Let residents know what to expect when they enter the County Library at any point
Accompany – do not replace – each community library’s own image

18. Sample Activities Map of all 24 locations at every library
Mouse pads with County Library logo at all library computers
Add language to courtesy notices - All materials can be returned to any Contra Costa County Library

19. Brainstorm
How should we measure progress on this strategic initiative?
What can the Commission do to help move the Library forward with this strategic initiative?

20. The Need for a New Organizational Model
Central + Branches approach is based on a subordinate relationship
Central Library does not meet Pleasant Hill’s needs for reading, children’s programming, etc.
Delays built into two-tier service

21. The Peer Library Model 24 community libraries
Full range of services at first point of contact
Centralization of administrative and support services
Community libraries responsible for outreach
More community library control over day-to-day decision-making

22. A New Approach to Customer Service
Staff as facilitators, not gatekeepers
Improved signage and navigational tools
80/20
self-service
Roving staff

23. A New Approach to Reference Service
Add value to Google and other commercial search tools
Complete transactions at the community library
All staff trained to assist with questions and coach users in the basics
Online backup for tougher questions

24. A New Approach to Collection Development
Electronic formats
Circulating materials
Just-in-time
delivery

25. A New Approach to Staff Development
Diversification in staff specialties
Expertise located throughout the county
Task teams
Outsourcing as needed
Continued use of volunteers as appropriate

26. A New Approach to Innovation
Take advantage of talent and creativity at all levels, in all locations
Leverage existing resources
Streamline operations
Import ideas from other disciplines
Incubate/pilot before countywide rollout

27. Next steps Work with Cities on strategies for handling growth
Detailed implementation plans
Resource allocation – budget proposal