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Core Area of Focus: Setting the Foundation - Operations and Facilities 1. Design, execute, and continuously evaluate the administrative operations that support the delivery of library service to the community. Possible goals: administrative processes, HR processes, internal communications, staff development, goals to ensure staff success Goals (from plan) Actions Timeframe for activity By Whom • Create HR Processes Guide for the Library • Increase internal communication, shaping of division’s culture, and support of staff by Library Leadership (Rachelle/Kris) with occasional presentations by other members of Leadership as needed • Reinstitute focus on GASP tenants as they relate to customer service, including a culture where we put the library user first when making decisions about library hours, services, collection management, staff development, and program-planning (when people come and not when staff find preferable). Continually ask ourselves, “What would the best library do”? • Talk with HR Analyst • Research HR Chanweb pages for instructions • Attend branch staff meetings (rotation) • Initiate special “information sessions” to meet with staff (quarterly or semi-annually) • Share Customer Service training on GASP with Rachelle • Share GASP with new people on LLTM and refresh concept with staff who were at CPL when GASP was introduced • Particularly focus on the adjectives that define/describe “Why do we exist?”; “How do we behave?”; “What do we do?”; “How will we succeed?”; “What is the most important, right now?”; and “Who must do what?” • 2021 • On-going, beginning 2021 • On-going, beginning 2021 • Kris Sherman • Kris Sherman • Rachelle Kuzyk • Tara Anglin • Marybeth Gardner • Kristain Johnston • Jo-el Miller • Abigail Nersesian • Jean Reynolds • Paul Smith • Sue Van Horne • Karrie Wicks • Kris Sherman • Rachelle Kuzyk • Tara Anglin • Marybeth Gardner • Kristain Johnston • Jo-el Miller • Abigail Nersesian • Jean Reynolds • Paul Smith • Sue Van Horne • Karrie Wicks • Add changes in positions to the Current and Future Vacancies Smartsheet • Update any positions for which there have been changes • Add changes in positions to the Current and Future Vacancies Smartsheet • Update any positions for which there have been changes • On-going • Kris Sherman and others as designated • Succession planning for leadership and branches • Conduct strategy sessions to identify opportunities within CPL for movement in key positions • On-going • Leadership team • Strengthen volunteer engagement and process and procedures • COC volunteer liaison meeting(s) with HR, Risk Mgmt and Legal • Annual 1:1 with volunteer liaisons • Annual review of activity descriptions and procedures • TBD • Community Engagement Coordinator, staff as assigned • Build organizational understanding and identity (FOL). Establish clear lines of division of work between CPL/FOL partnership • Create BOD orientation and organizational overview. Create transfer of duties in response to term limits • TBD • Community Engagement Coordinator, FOL BOD 2. Implement a robust data governance structure to inform decision-making and drive change Possible goals: statistical gathering process and platform, how/when/who Goals (from plan) Actions Timeframe for activity By Whom • Determine if the reestablishment of the “Statistical Review for FY xxxx”, formerly created annually, would be a useful tool for statistically- driven decision making. • Meet with Rachelle and share Statistical Review for FY xxxx • If determined to be useful, establish a team to fill in/crunch the numbers for the document • TBD • Kris Sherman • Courtney Allen (PLA and LSTA survey stats) • Jean Reynolds (Programming stats) • Tara Anglin (volunteer and FOL stats) • Marybeth Gardner (Collection stats) • Paul Smith (computer access/database stats/) • Demonstrate staff impact by reporting weekly branch statistics on LibWeb • Determine what type of statistics would be meaningful (door count; program attendance; circulation; staff kudos?) • Who is the audience? Staff? Department? City Leadership? Mayor and Council? • TBD • Leadership Team • Improved analytics • Create a server to store and retrieve data (data warehouse) and another to perform ETL functions using recurrent automation scripts • 2021/2022 with additional integrations ongoing • Paul Smith • Charging stations • Design 3-5 hardware standards that can be used interchangeably throughout all library locations • 2021/2022 • IT Team • Alerting & Dashboards • Leverage analytics servers after completing the “improved analytics” project to reduce investment needed • 2022/2023 • Paul Smith • Backup Internet Provider • Work with new ISP to bring service into the library’s data center and design redundancy through core network devices. Configure library firewalls to allow seamless cutover to backup ISP • 2022/2023 • Paul Smith • Selected vendor • Data Center Enhancements • Improve data center reliability by incorporating modern battery backup • 2023/2024 • IT Team • Automation • Incorporate new technologies that • 2023/2024 • Varies streamline operations and improve patron experience • WiFi Upgrade • Upgrade existing WiFi Gen 5 equipment with WiFi gen 6e equipment • 2024/2025 • IT Team • Vendors • Staff Mobility Technology • Improve ability for library staff to provide patron assistance or perform work duties untethered from desks • 2024/2025 • IT Team • Assess volunteer satisfaction • Conduct annual survey • Annually • Community Engagement Coordinator, CPL volunteers • Analyze donor support and fundraising appeals and platforms • Utilize data reporting available in various FOL affiliated accounts • Quarterly • Community Engagement Coordinator and FOL Board 3. Create and maintain welcoming, safe, and constantly evolving spaces and services Possible goals: Facility issues, physical items used by the public, security Goals (from plan) Actions Timeframe for activity By Whom • Increase community access to traditional and emerging maker equipment and software to address issue of digital divide and 21st century skill building • Determine the demographic/audiences/age groups most impacted by the digital divide • Develop and offer in- house classes/sessions for those designated as underserved by the digital divide. (These groups may include individual students/junior or senior high school classes; extra-curricular school groups; AZ Sci Tech participants; adult community groups (Rotary); Chamber of Commerce and other organizations that attract business people; meet-up groups; seniors; funders (FOL board and donors), etc.) • On-going • Makerspace Librarian • Staff work group • Makerspace Librarian • Staff work group • Schedule maker equipment training sessions for library staff system-wide On-going • Makerspace Librarian • Staff work group • Library space design assessment(s) to determine optimum use of facilities • Hire a consultant to look at facilities system-wide, with an eye for customer services and service delivery, efficient and effective staff flow, and asking the “right” questions • 2023-2025 • Rachelle • Leadership Team or others TBD • Integrate contract security staff more fully into public service teams • Submit a Decision Package for funding of a full-time security position at the Downtown Library • If approved, schedule security personnel to attend Downtown staff meetings • 2022-2023 • Establish a welcoming environment for volunteers • Update guidelines for volunteer liaisons and train on best practices for volunteer engagement • On-going, 2021 • Community Engagement Coordinator and volunteer liaisons Core Area of Focus: Partnering in Discovery – Collections and Resources 1. Connect customers with resources at the point of need, anytime anywhere through enhanced discovery tools that improve the findability and user experience Possible goals: catalog, website, app, reader’s advisory, merchandising physical collection Objectives (from plan) Actions Timeframe for activity By Whom • Admin will stay up-to- date on innovations; new perspectives; best practices • Members of Leadership attending conferences; webinars; classes; seminars; and articles will share highlights at LL • On-going, beginning September 1, 2021 • Leadership Team (or, include Librarians, too)? • Improve visibility of collection materials on display and in stacks while also addressing staff training/knowledge • Meet to revise current plan with appropriate representatives from across system; assign benchmarks of • On-going • Leadership Team (or, include Librarians, too)? gaps for merchandising performance with appropriate job descriptions • Establish an ongoing evaluation process • On-going • On-going • Establish best practices for collections promotion for our emerging Bibliocommons suite • Create a team of ChandlerAZreps; Consistency with reader’s advisory/list building within CORE • 2022/2023 • Leadership Team (or, include Librarians, too)? • Reevaluation of physical spaces that match the user’s evolving collection needs and circulation trends • Use same hired consultant from above to consider the physical spaces and develop/administer a survey of user’s to determine their current collection needs amid current and forecast circulation trends • • TBD • Leadership Team (or, include Librarians, too)? • Public Access Catalog • Improved online catalog designed to be easier to use and provide better patron experience • 2021/2022 • Committee • Vendor • Mobile App • Improved app designed with better catalog integration for a better patron experience • 2021/2022 • Committee • Vendor • Revamped website • Improved site design to be easier to use and provide a better patron experience • 2021/2022 • Committee • Vendor • Mobile printing • Replace desktop focused wireless printing solution with a product built to support all mobile devices and enable easy BYOD printing • 2022/2023 • IT Team • Outreach with schools and other organizations to introduce and review • Connect with school staff and administration to coordinate library • Ongoing • Branch programming staff databases and other resources tours and school visits • Diversify and enhance opportunities for giving. FOL – corporate/legacy – develop multi dimensional support model • Create corporate and legacy giving opportunities • Ongoing • Community Engagement Coordinator, FOL Board, Marketing 2. Appropriately steward our collections and other information resources for the benefit of the entire community. Possible goals: diversity, fiscal responsibility, format needs, collection/database enhancements Goals (from plan) Actions Timeframe for activity By Whom • Address how diversity, fiscal responsibility, format needs, and collection/database enhancements influence CPL collections and other information resources • Discuss CPL perspectives, priorities, philosophies, and culture as they inform the Strategic Plan • Arrive at “one voice” so we’re consistent in the messaging to staff and customers • On-going, beginning September 1, 2021 • Rachelle and informed by Marybeth and Charles with input/questions from the rest of Leadership Team • Partner with Diversity office to ensure the library and its collections are aligned with their DEI philosophy • Designate staff to meet with Diversity office • Schedule meeting(s) • 2021-2022 • Leadership • Programming staff • Continuous evaluation of circulation to guide acquisition • TBD • On-going • Leadership • Collection development • Continue to cultivate relationship with school partners to ensure needs of HS being met • Staff system-wide meet to determine where we are in communication with school partners • Schedule meeting(s) with school partners • On-going • Leadership team, Instructional Specialists, programming staff • Awareness in new trends in format and • TBD • On-going • Leadership team • Librarians service delivery models • Advocate the community’s need for collection of resources • TBD • TBD • TBD • Consistently maintain, market and move collections for optimum circulation and exposure • TBD • On-going • Leadership team • Customer service staff • Review periodicals to determine feasibility and ROI on subscriptions • TBD • Annually • Collection Development 3. Integrate data-driven collection management strategies that build a comprehensive resource selection for the community Possible goals: acquisition matrix, staff training on deselection, refloating, collection maintenance, Goals (from plan) Actions Timeframe for activity By Whom • Development of collection management benchmarks (turnover, circulation, etc.) for acquisition etc. to highlight ROI • Create a “Plan” to outline the benchmarks; how often the data will be gathered and tracked; what indicates success • TBD • Marybeth and Charles • Refloating – Understanding the unique collection needs to determine distribution • TBD • TBD • TBD • Develop a consistent systemwide process of deselection consistent with data demonstrated usage • Non circ • Excess copies • Nonperformance • TBD • TBD Core Area of Focus: Inspiring Experiences – Programs and Services 1. Provide inspiring and inclusive learning environments and staff expertise, both in our library locations and in strategic locations across the community. Possible goals: Outreach plan, programming technology, programming evaluation Goals (from plan) Actions Timeframe for activity By Whom • Increase the knowledge of makerspace resources and culture in the larger Chandler community, and amongst staff • Conduct training sessions for staff system-wide • Invite other City Departments/Divisions to experience the space and schedule classes for training in specific areas of interest • Invite organizations; community groups; high school classes to visit the Makery • On-going • Jean • Sue • Tara • Kristain • Paul? • Increase DEI related program offerings • Work closely with City of Chandler DEI office • TBD • TBD • Partner with community stakeholders to provide senior and all abilities programming • TBD • TBD • TBD • Expand outreach efforts • Develop outreach volunteer roles • TBD • Community Engagement Coordinator • Outreach team • CPL volunteers 2. Anticipate and respond to the evolving needs and expectations of Chandler citizens, community partners, and corporate stakeholders. Possible goals: diversity programming, programming needs assessment, virtual programming, public service enhancements Goals (from plan) Actions Timeframe for activity By Whom • New patron emails • Automate sending of new patron emails to deliver a list of benefits and resources to new card holders • 2021/2021 (after completion of “Improved Analytics” project • Paul Smith • Marybeth Gardner • Communications (?) • Versatile kiosks • Create a new standard for low cost, • 2023/2024 • IT Team interactive kiosks using power over ethernet, allowing staff to centrally create and manage content • Huddle Rooms • Add technology to existing study rooms to increase utility and help bridge digital divide • 2022/2023 • IT Team • Share, analyze and evaluate programming assessment tools and statistics • Analyze and use results for future program planning • TBD • Rachelle • Kris • Jean • Kristain • Sue • Karrie • Jo-el • Paul • Volunteer support of programming and public service enhancements • Create meaningful volunteer roles • TBD • Community Engagement Coordinator • CPL volunteers 3. Actively engage customers through intentional and meaningful interactions at every service point. Possible goals: customer service, comment cards Goals (from plan) Actions Timeframe for activity By Whom • Conduct service assessments • Increase staff awareness of readers’ advisory tools and best practices to improve customer engagement and satisfaction • Work with consultant to analyze survey results • Develop a plan • Conduct staff training • TBD • TBD • TBD • Leadership Team • Leadership Team and others, potentially including Anbolyn, Michelle, and Lindsey • Offer resources reflecting the varied experiences, interests and aspirations of the larger Chandler community • TBD • TBD • TBD • Increase public feedback through the • TBD • TBD • TBD use of surveys, QR codes and social media Core Area of Focus: Connecting Community – Collaboration and Advocacy 1. Share our story by promoting our services and communicating the relevancy and impact of those services. Possible goals: Communication plan, special events, targeted emails Goals (from plan) Actions Timeframe for activity By Whom • Community lockers • Explore options for connected lockers to extend holds pick-up hours, add pick-up locations and expand library services further into the community • 2024/2025 • Committee • Vendor(s) • Demographics and mapping data • Map active card holders to help us understand how we can better serve Chandler residents • 2025/2026 • Committee • Vendor(s) • Celebrate volunteer services • Host annual volunteer appreciation event • Annually, each April • Community Engagement Coordinator • Library Leadership • CPL volunteers • Celebrate donors and supporters • Host annual meeting • Annually, each October • Community Engagement Coordinator • FOL Board • CPL staff • Donors 2. Attract new philanthropic and grant funding in support of strategic priorities Possible goals: Friends of the Library, grant process, sponsorship opportunities Goals (from plan) Actions Timeframe for activity By Whom • Engage corporate volunteers • Create projects that support library programs and services that specifically target corporate volunteerism • TBD • Community Engagement Coordinator • Library Leadership • Corporate community outreach representatives • Fund library programs and services • Explore and apply for grant opportunities • Establish evergreen giving campaigns • TBD • Community Engagement Coordinator • Library Leadership • FOL Board • Library Executive Assistant 3. Collaborate with local government, businesses, and organizations to realize common goals Possible goals: CUSD, State Library, Chandler Diversity, Community Services, Chamber Goals (from plan) Actions Timeframe for activity By Whom • Expand and improve volunteer services at CPL • Work with COC departments to streamline volunteer efforts. Develop corporate volunteer opportunities • On-going • Community Engagement Coordinator • City of Chandler • Corporate community outreach representatives • Expand funding for CPL • Develop working relationships with the Chamber of Commerce, corporations and networking organizations • On-going • Community Engagement Coordinator • Community and corporate representatives