STRATEGIC PLAN FISCAL YEARS 2017 2020 Submitted by: Cynthia Dadd, Head Librarian cdadd@newburyportpl.org (978) 465-4428 x222 Newburyport Public Library, 94 State Street, Newburyport, MA 01950
Newburyport Public Library Strategic Plan Fiscal Years 2017 2020 TABLE OF CONTENTS INTRODUCTION... 3 WHAT WE DID... 4 WHAT WE LEARNED... 5 WHAT WE ARE GOING TO DO... 7 VISION STATEMENTS... 7 MISSION STATEMENT... 7 GOALS AND OBJECTIVES... 7 ANNUAL ACTION PLANS... 8 MEASURING AND COMMUNICATING OUR PROGRESS... 8 BOARD APPROVAL... 9 FINAL THOUGHTS... 9 APPENDICES... 10 NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 2
INTRODUCTION Historically, public libraries served as local book and information repositories. However, the recent introduction of new technologies and the increased availability of affordable digital media and resources present a challenge to public libraries how to remain relevant in the face of significant societal changes. As public libraries reconsider their communities needs, they are undergoing significant transformations. The Newburyport Public Library (NPL) joins its peers in the effort to anticipate and accommodate local residents ever-changing expectations. In recent years, the NPL made great strides toward improving and expanding its programs and services. LONG RANGE PLAN FISCAL YEARS 2012 2016 ACCOMPLISHMENTS Secured a 10% increase in materials funding, which purchased additional e-books for the Overdrive Advantage collection Updated magazine lending policy contributed to a 73% increase in circulation Attracted 50% more participants to local history lecture series than previous year's programs Hosted more STEM programs with 60+ participants for children's science experiment programs Stocked and replenished a library at the new City Senior/Community Center Collaborated with the City on the rain barrel initiative and energy assessment outreach to residents AFSCME union upgraded two library staff positions (Library Technicians and Staff Librarians) Several staff earned State Paralibrarian certifications Increased efficiency of interlibrary loan processes Installed new phone system and upgraded public wireless access points Joined the Digital Commonwealth and commenced digitizing historic newspapers (1800s) and city directories Completed artwork inventory, insurance appraisal, and inventory of Archival Center reading room NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 3
While honoring its historic roots, the NPL remains committed to seeking creative solutions to evolving community needs. By continuing its long tradition of providing a wide range of innovative library programs and services, the NPL seeks to position itself as a dynamic, thriving, and valued community resource. The NPL s Strategic Plan Fiscal Years 2017 2020 presents the details associated with generating the Plan, identifies what the Library wants to accomplish, and prioritizes the activities that will enable the Library to meet its ambitious goals. WHAT WE DID In January 2016, we hired a strategic planning consultant, Barbara Alevras of Sage Consulting Services, to guide us through the planning process. After establishing our planning goals and calendar milestones, we developed a detailed planning process (see Appendix A Strategic Planning Process Flowchart). We invited 18 community members representing diverse local constituencies to serve on our Strategic Planning Advisory Group (SPAG). They contributed ideas, asked insightful questions, and reviewed our progress at various stages of the planning project. Their input was invaluable. To introduce SPAG members to the Library s current operations and strategic planning process, we created an orientation package that included a community demographic profile, provided an overview of NPL services, and presented current library trends (see Appendix B Strategic Planning Orientation Packet). During its six-month term, the SPAG met to: Develop community vision statements that describe the ideal Newburyport Identify and prioritize vision statements NPL can support with its activities (see Appendix C Prioritized Community Vision Statements) Review potential NPL strategic goals and objectives Several SPAG participants provided additional input and support by participating in additional planning activities, including strengths, weaknesses, opportunities, and threats (SWOT) exercises, focus groups, surveys, and a public community forum. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 4
In an effort to be as inclusive and transparent as possible during the planning process, the NPL offered its staff and Newburyport residents numerous opportunities to provide feedback about the Library s current status and future needs, including the following: Two SWOT Analyses (results presented in Appendix D SWOT Analysis Summary) Four focus groups with target audiences (results presented in Appendix E Community Feedback Overview) One community forum (results presented in Appendix E Community Feedback Overview) Three surveys (results presented in Appendix F Community Survey Results, Appendix G Teen Survey Results, and Appendix H Staff Survey Results) We received a significant amount of feedback from approximately 350 people. To review the target audience(s) and number of participants per feedback mechanism, please see Appendix A Strategic Planning Process Flowchart. WHAT WE LEARNED Reviewing the feedback submitted via various input mechanisms enabled us to learn what respondents think of the current NPL and what they seek from the Library going forward. Some findings confirmed existing beliefs regarding the NPL s strengths and challenges. For example, patrons frustration with the lack of convenient parking has long been an issue. This was the number one complaint communicated via each feedback mechanism (focus groups, surveys, SWOTS, etc.). However, the frequency with which people wished for or suggested a program or service the NPL already offers (e.g., expanded hours, services for homebound residents, elimination of late fees) was surprising. This speaks to the NPL s need to improve and expand its marketing efforts. In addition, much of the input included ideas for better serving our community s needs going forward. This was very helpful. Where possible, these ideas were incorporated into the NPL s Strategic Plan and, more specifically, its Action Plan. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 5
A detailed review of the feedback received throughout the planning process resulted in the identification of the following seven major focus areas: ADMINISTRATION (staff, policies, and procedures) The community is very satisfied with the quality of staff assistance and the customer service provided. The staff survey echoed the community s interest in the NPL offering more programming, providing more talking/meeting and eating/drinking areas, and finding better ways to promote what the Library does. COLLECTIONS (books, digital media, etc.) Many respondents requested access to more movies, books on CD, and downloadable titles. They also seek access to more information and technical assistance with downloading e-books to their devices. Some people want the NPL to expand its magazine offerings and offer digital versions. There were also several individuals who want the Library to circulate local history materials and to digitize more archival materials. COMMUNITY (perceived value to the community) While many focus group participants were Library users, all participants believed strongly in the importance of a good library to the community. They described the library as critical to the community, a centralized source of unbiased information, and a safe haven. They emphasized the importance of the NPL s Archival Center to acquire, preserve, and protect local historical resources. FACILITY (physical space, furniture, layout) The facility is viewed very positively by the community. 98% of respondents consider the Library a user-friendly space and 90.4% believe the Library building is fine as is. Many respondents expressed a strong interest in the NPL offering community space; they mentioned a desire for a cafe and outdoor space several times. There were some requests for furniture to be replaced. Others suggested improvements focused on systemic issues, including HVAC enhancements and better lighting (e.g., controlled lighting challenges). MARKETING AND COMMUNICATIONS Many respondents recommended a wide variety of new and improved ways for the NPL to promote its programs and services. In addition, several people expressed an interest in the NPL offering more areas in the building in which patrons can use cell phones, especially in the computer area where they want to be able to be online and make a call for assistance, information, etc. PROGRAMS AND SERVICES (activities, services offered, etc.) Given that the NPL s adult programs are generally well attended, the fact that 69% of survey respondents said they rarely or never attended a program was surprising. However, feedback received throughout the planning process suggested a diverse assortment of new and improved program ideas to appeal to patrons of all ages. There were also several requests for longer hours in the Archival Center, particularly on Saturdays, which has long been an administrative goal. TECHNOLOGY AND TRAINING Many respondents seek more technology and computer classes. Some requested very specific technical support with downloading e-books. When answering the survey question "why don't you use online services," 33.33% said that they did not know how to use them, which presents the opportunity to implement activities to significantly expand usage of the NPL s website resources. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 6
WHAT WE ARE GOING TO DO Vision Statements The NPL s Strategic Plan includes an Action Plan that supports the following top five community vision statements: Newburyport is an inclusive community that values diversity, tolerance, and citizen engagement COMMUNITY VISION STATEMENTS Newburyport values and promotes the arts and culture Newburyport promotes a robust schedule of recreational, cultural, and historicalbased activities and programs that appeal to all ages Newburyport promotes an environment of mutual respect and caring for its residents Newburyport cultivates a thriving community that warmly welcomes and accepts new and long-term residents Mission Statement Newburyport Public Library is a community hub that inspires and empowers all to pursue knowledge, culture, and social connections. Goals and Objectives Using the community vision statements and mission statement as guiding principles, the NPL administration developed an ambitious list of strategic goals and supporting objectives. These goals address the needs expressed by both the community and Library staff in the SWOTs, focus groups, surveys, and the community forum. These goals and objectives will enable the NPL to effectively prioritize and allocate its limited resources (funds, staff time, etc.) during the next four years. Goal 1.0: Increase community engagement with the Library 1.1: Patrons experience excellent customer service provided by well-qualified, well-trained staff 1.2: Staff professional development is encouraged and supported 1.3: Patrons find materials in a variety of formats that satisfy their wants and needs 1.4: Community partnerships are formed and strengthened NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 7
Goal 2.0: Ensure the Library s continued relevance and value to the community 2.1: Patrons of all ages take advantage of broad-ranging programming that meets their instructional and recreational needs 2.2: The Library is viewed and used as a community gathering space 2.3: The Library's Archival Center collects, preserves, and maintains local historic resources 2.4: The technological environment maximizes efficiencies and enhances the patron experience 2.5: Municipal and supplemental funding meets the community s needs and interests Goal 3.0: Increase awareness of the Library s service offerings and collections 3.1: The Library s brand is widely and consistently recognized 3.2: Patrons know how to find information on collections, services, and programs 3.3: Seekers are aware of the NPL s social media presence 3.4: A virtual branch (the NPL s website) assists users in accessing the Library s collections and services Goal 4.0: Maintain a welcoming, accessible, and safe environment 4.1: The facility, including its interior and exterior spaces and furnishings, is an inviting environment 4.2: Flexible arrangements of furniture and fixtures accommodate diverse uses of the facility s space 4.3: Visitors enjoy a clean and well-maintained building and grounds 4.4: Systems, procedures, and training ensure visitor safety Annual Action Plans Annually, the NPL administration develops an Action Plan for the next fiscal year. The Action Plan presents a list of activities designed to help the Library achieve its strategic goals and supporting objectives. It captures new initiatives and tasks designed to support the NPL s specific objectives and highlights relevant key ongoing operational and administrative activities. Each activity is assigned to a staff member and includes a target date for completion. This helps ensure there is accountability and that progress can be monitored. To accommodate internal and external changes, the Action Plan is a living document ; it is designed to be flexible enough to accommodate revisions as needed to respond to evolving needs and resource fluctuations. The Action Plan for the fiscal year is presented as Appendix I NPL Action Plan Fiscal Year 2017. Measuring and Communicating Our Progress Monthly, the Library Director will report on progress made toward achieving the Strategic Plan s goals and objectives to the Library s Board of Directors. Each year, the Library Director will present the organization s accomplishments to the Mayor and the City Council in the Library s annual budget narrative. In addition, the Library Director s departmental report will be included in the City s Annual Report of Activities to the community. Both the annual budget narrative and the Annual Report of Activities will be available on the City s website (http://www.cityofnewburyport.com). Hard copies of the Annual Report of Activities are also available at City Hall. To ensure easy public access, the Strategic Plan, its appendices, and each fiscal year s Action Plan will be available on the Library s website, accompanied by documentation of completed tasks. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 8
BOARD APPROVAL This Strategic Plan was unanimously approved on September 7, 2016, by the NPL Board of Directors. Directors in attendance included: Mayor Donna Holaday (Chair), Monica Blondin, Kathy Carey, James Connolly, Marcia Edson, Gary Gorski, Sarah Holden and Sarah Spalding. FINAL THOUGHTS The NPL Strategic Plan Fiscal Years 2017 2020 marks the culmination of eight months of work by the NPL staff and numerous members of the Newburyport community. The time and support received from the Strategic Planning Advisory Group, the Board of Directors, the Friends of the Newburyport Public Library Board, and the NPL staff is greatly appreciated. The NPL is especially grateful for the detailed feedback provided by the Newburyport community. Their input played a critical role in the process of crafting a plan that addresses residents evolving needs. The Newburyport Public Library seeks to serve patrons of all ages. The Library seeks to increase the number of individuals who utilize its programs and services. It will use NPL s resources responsibly to ensure the Library continues to serve as an important community asset. Going forward, the NPL will continue to monitor, anticipate, and address the community s changing needs and expectations. The Library believes this Strategic Plan will guide the organization s activities and help ensure continued improvement and success in fulfilling its mission. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 9
APPENDICES Appendix A Strategic Planning Process Flowchart: The flowchart visually depicts the NPL s planning methodology, including the timeline, assessment mechanisms, and process participants. Appendix B Strategic Planning Orientation Packet: This packet served as an orientation resource for the Strategic Planning Advisory Group (SPAG), including a demographic profile of Newburyport and a description of NPL s services and programs. Appendix C Prioritized Community Vision Statements: After the SPAG brainstormed a series of community vision statements reflecting the ideal Newburyport, it identified and prioritized the vision statements that NPL can reasonably and positively impact. Appendix D SWOT Analysis Summary: This documents the results of an environmental assessment of the NPL s strengths, weaknesses, opportunities, and threats. Appendix E Community Feedback Overview: The overview presents highlights of the feedback and program/service ideas generated in four focus groups and one public community forums. Feedback touches on the NPL s collections, services, staff, and includes opinions regarding the Library s value to the community. Appendix F Community Survey Results: The community survey was conducted for three weeks in April 2016. It was available on the NPL website and via hard copy at multiple locations throughout Newburyport. The raw data and narrative comments are presented in addition to summary graphs and charts. Appendix G Teen Survey Results: The Teen Services Librarian visited Newburyport High School to conduct a teen survey in April 2016. The survey results are presented. Appendix H Staff Survey Results: The NPL staff participated in a survey in April 2016. The survey results are presented in this document. Appendix I NPL Action Plan Fiscal Year 2017: The Library s Action Plan for the current fiscal year is presented, including specific tasks, accountability, and target dates for completion. NOTE: The Appendices are available for review at http://www.newburyportpl.org/about_us. NEWBURYPORT PUBLIC LIBRARY STRATEGIC PLAN FISCAL YEARS 2017 2020 PAGE 10