Strategic Plan
Sonoma County Library
October, 2000
CONTENTS
Goals, Strategies, and Objectives
GOAL 1: Excellent Collections and Services for the Community
GOAL 2: Sufficient Staff, Working Effectively in a Positive Environment
GOAL 3: User-Friendly Technology that Supports Public Service
GOAL 4: Facilities that Provide a Welcoming Environment for Patrons
GOAL 5: Increased Marketing and Funding to Support the Four Goals
Above and Enhance Visibility of the Library
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Credits and Acknowledgements
SONOMA COUNTY LIBRARY
THIRD AND E STREETS
SANTA ROSA, CA 95404
Administrative Offices
(707) 545-0831
SONOMA COUNTY LIBRARY COMMISSION
Joseph P. Murphy, Jr., Chair
Kay Ashbrook
Robert L. Bennett
Dorothy Bertucci
John J. Healy
Helen Hintereder
Jane Kunde
Roger Pearson
Library Director
Molly E. McDermott
Assistant Director
SONOMA COUNTY LIBRARY STRATEGIC PLANNING COMMITTEE
Joseph P. Murphy, Jr., Chair, Library Commission
Jane Kunde, Library Commission
Louise Johnston, Library Commission
Roger Pearson, Library Director
Jim Rosaschi, Manager, System and Technical Services
Virginia McLaren, Manager, Santa Rosa Libraries
Denise Lewers, Data Control Technician, Technical Services
Sue Plummer, Manager, Guerneville Regional Library
Robin Watters, Library Technician III, Rohnert Park-Cotati Regional Library (6/98
- 6/99)
FACILITATOR
Michael Wright, The Results Group
Acknowledgement
The Library Commission and staff wish to acknowledge the valuable guidance and efforts
provided by Michael Wright, Senior Partner, The Results Group. Mr. Wright was the
facilitator of the strategic planning process from the first meeting in August of
1997, through the development of the eighth draft and preliminary report. Although he
was compensated for part of the project, he donated hundreds of hours of professional
services while conducting the process. He attended dozens of Committee meetings
and worked on many drafts of the plans, showing great patience and perseverance. His efforts
as both a professional facilitator and library volunteer are greatly appreciated.
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Introduction
Attached is the first Strategic Plan ever developed by the Sonoma County Library.
This plan differs greatly from simple year-to-year plans, such as those used in
the budget process, or a periodic listing of facility and equipment needs. A budget
as a plan is relatively easy to put together, but a strategic plan is not. This Strategic
Plan is distinguished from any other plan ever put together by the Library by its
broad and diverse input, its vision, its formula for action, and the enormous amounts
of thought and hard work put into it over nearly a three-year period.
It is probably safe to say that every organization likes to say that it is guided
by good planning, and most will agree that planning is good, but it is extremely
easy to procrastinate and avoid planning in the crush of other commitments. Planning
involves a lot of thinking and hard work, and the Commission and staff have clearly taken
the proverbial "bull by the horns" and created a plan. It represents a very good
start at defining what the Sonoma County Library is all about, which has never been
done.
Based heavily on the broad participation in the planning process, the hundreds of
hours of personal time that went into it, and the vigorous discussion which characterized
much of the process, everyone can be assured that this Strategic Plan will be put
into place and practiced. It will be reviewed regularly as certainly as the budget
is reviewed annually.
Developing this plan was not at all like pursuing the "will-o-the-wisp," but it is
one of the most demanding projects we have ever worked on. It would be much easier
to plan a 100,000 sq. ft., state-of-the-art library. We believe the reward of following
the plan and continuing to work on it will also make it enormously satisfying. Congratulations
and thank you to the Sonoma County Library Commission and the many who participated.
Roger Pearson
Library Director
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The Strategic Planning Process
On August 4, 1997, the Library Commission held a full day meeting at the Rincon Valley
Regional Library to conduct a planning session to re-evaluate its Mission Statement,
Roles, Goals, and develop a short term strategic plan.
Emerging from this session was an Ad Hoc Strategic Planning Committee consisting of
three Commissioners and three management staff. There was also a consensus to establish
an objective to produce a limited report and plan by January, 1998, in order to provide clear direction in the development of the FY 98-99 budget. In November of 1997,
the Commission adopted a document called "Proposed Action for Strategic Plan," which
included a recommendation to provide funds in the FY 98-99 budget to support the
development of a detailed strategic plan. The action plan also called for investigating
a ballot measure to increase Library revenues with a sales tax.
By April 1998, funds were put into the preliminary budget for FY 98-99 to conduct
a strategic plan. By June, Michael Wright of the Results Group was selected to facilitate
the strategic planning process, three staff members who were not members of management were added to the Ad-Hoc Committee, and a detailed process was developed.
The detailed process called for the following methods for gathering input for the
Strategic Plan:
Focus/Planning Groups
Sonoma County Library Commission
Library Advisory Boards
All Library staff
Educators (librarians, teachers, principals, superintendents)
Providers of similar services (bookstores, video stores, news stores)
Hispanic community
Management Group
Branch Managers
Surveys
Staff
Public
Interviews
Library Commission
County Board of Supervisors
In early 1999, the Ad-Hoc Committee began meeting frequently to gather and analyze
the data. On several occasions, Branch Managers, members of the Management Group,
and Commission members who were not on the Ad-Hoc Strategic Planning Committee were
brought into the planning sessions. At this point, the process failed to move forward as
meetings would frequently be concluded with requests for more information. In fact,
a follow-up session to present a draft of the plan to the Library Advisory Boards
had to be indefinitely postponed, because the drafts were incomplete. At this point, it
was recommended by the Director that the Commission again take direction of the
process. Beginning in September 1999, the Commission held many special planning
sessions with Michael Wright of the Results Group, and no other participants. From this came
many drafts in quick succession, with abundant values, plans, strategies, and objectives.
A recurring theme in data provided by staff was the lack of training and development
opportunities, but there were few specifics provided. For this reason, in the middle
part of 1999, an ad-hoc "Staff Training and Development Task Force" was appointed
consisting of members of the Strategic Planning Committee, as well as librarians and
support staff. They submitted a "Report of Recommendations" in November, which the
Commission added to the information available when they held their special planning
sessions.
In January 2000, Draft #6 was produced, and given to the Management Group and the
full Ad-Hoc Committee for review. At this point, it was agreed that the plan had
enough meat on it to take to the full staff and the Library Advisory Boards for discussion
and review in May. The management staff completed sections delegated to them and studied
the document in the first quarter of 2000, and made many additions and suggestions
which were reviewed at a Strategic Planning Committee meeting on April 11, 2000.
From this meeting Draft #7 emerged. It was sent to all staff to review for the Staff
Development Day Program on May 4, 2000 and to every Library Advisory Board (LAB)
member for review at the Countywide LAB workshop on May 6. Based largely on feedback
from these two groups, the Strategic Planning Committee worked over the next three months
to produce a "final" draft which was presented to the Commission for "discussion"
at their September, 2000 meeting, and for "action" at their October meeting. Following adoption by the Commission several hundred copies were produced and distributed widely
throughout the County.
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Mission
Our mission is to:
Organize and provide access to information and universal knowledge,
protect intellectual freedom,
and promote the value and joy of reading,
in order to enrich the lives of the people of our community.
Vision
A description of the Library as it will develop in the next five years . . .
The Sonoma County Library will maintain its reputation for top-quality public service.
It is known in the community as the place to go for knowledgeable, friendly assistance,
whether you want to find information, explore your cultural heritage, pursue a hobby or interest, stimulate your child's interest in reading and literature, access
the Internet, advance your studies, improve your literacy, find a good book, access
the archives, or use the many other Library resources and services.
First Steps
In the year 2000, the Library completed its first strategic plan, and immediately
focused on several short-term objectives. The first priority is the Library's key
public service resource: its staff. Management will enhance open communication and
collaboration, and will increase delegation of decision-making to the branch level or to
the person directly serving patrons. Staff has indicated that this collaborative,
positive working environment will improve their ability to provide efficient and
friendly service to patrons. The Sonoma County Library System will maintain its reputation
as a "good place to be employed," as indicated by long tenure and low turnover, and
will continue to build a reputation as "a great place to work." This will allow
the Library to attract talented job seekers at all levels and from near and far, despite a
nationwide shortage of librarians and technicians.
The Library will move rapidly to expand its collections of print, electronic, and
other resources. An intense effort will be focused on making our technology user-friendly,
easy for patrons to understand, and simple for staff to use and maintain. Priority will be given to training and development that will continue to enhance staff's
knowledge and effectiveness. Training will also increase management's ability to
advance our public service mission and support our staff.
Looking Ahead
Over the remainder of the next five years, our focus will broaden to include enhancing
the System's services, hours, and facilities. Staffing and services will be expanded
to better meet the needs of ethnic minorities, seniors, teens, and other special
populations, and some branches will develop special collections to meet community demand.
Funding will be increased for our excellent long-standing programs (for children,
literacy, etc.). Evening and weekend hours will be expanded to serve the public
more conveniently. We will develop a long-range facility plan, specifying the enhancements
needed for all branches to provide a welcoming environment that supports efficient
public service, and addressing the need for Library services in growing communities
and outlying areas.
Much of our success will depend on our efforts in planning and fundraising. Under
the Commission's leadership, we will integrate our strategic plan into the operation
of the Library. Our strategic plan will be updated annually. It is a living document
that we refer to regularly. It sets our direction, guides our decision-making, and
motivates all of us to strive for ever-greater achievements. The Library will implement
an expanded fundraising effort, working closely with the Sonoma County Public Library Foundation and with the regional Friends groups. The Library's fundraising successes,
along with modest annual increases in tax revenues over the next five years, will
enable us to achieve the many enhancements that will make this an even better Library system.
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Values
Public Service
- Provide friendly and accessible service.
- Create a comfortable environment.
- Offer excellent collections and resources.
- Treat patrons with dignity, respect, and enthusiasm.
- Be responsive to the needs of the community.
Intellectual Freedom
- Provide access to a full range of information.
- Offer materials that provide different points of view, allowing for full and open
presentation of issues in our democratic society.
Human Resources
- Treat each other with dignity, respect, fairness, and courtesy.
- Provide information, delegate authority, and support staff.
- Value employees' experience, skills, knowledge, and commitment to the Library's mission.
Professionalism
- Commit to excellence.
- Encourage creativity and flexibility.
- Promote ethical practices.
- Provide ongoing education and development for all staff.
Accountability
- Make the most effective use of public funds.
- Be accountable at all levels to the mission, vision, values, and goals of the Sonoma
County Library System.
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The Five Goals
How we will achieve the vision of "top-quality public service."
Goal 1: Excellent Collections and Services for the Community
Goal 2: Sufficient Staff, Working Effectively in a Positive Environment
Goal 3: User-Friendly Technology that Supports Public Service
Goal 4: Facilities that Provide a Welcoming Environment for Patrons
Goal 5: Increased Marketing and Funding to Support the Four Goals Above and Enhance
Visibility of the Library
Goals, Strategies, and Objectives
GOAL 1:
Excellent Collections and Services for the Community
Strategy 1.1 Enhance collections and materials through coordinated collection development.
A. Streamline the selection process, making more effective use of online selection
tools while maintaining quality materials review.
B. Establish a systematic approach to coordinated collection management, which provides
for regular evaluation of usefulness, currency, and cultural value.
C. Develop a centralized buying program for countywide collections such as paperbacks,
books on cassette/CD-ROM, video, and audio.
D. Devote no less than twelve percent of the Library's total fiscal year budget to
books and non-print materials.
Strategy 1.2 Continue to develop a collection with an effective balance between electronic
resources and traditional print/non-print materials.
A. Establish a range of digital resources to provide equity of service and information
access countywide, and enhance the Library's collections.
B. Provide and maintain strong print collections countywide, which meet the educational,
entertainment, enrichment, and informational needs of the community.
Strategy 1.3 Implement a coordinated, three-tiered approach to providing reference
services.
A. Fully design and implement the three-tiered approach: First level reference service
is provided at all regional branches, second level is provided at the Central Library,
and third level is accessed by Sonoma County Library's membership in larger library systems/organizations.
B. Continue to develop use of regional, state, professional, and other external reference
services.
C. Coordinate reference collections throughout the system, recognizing the need to
adapt to local circumstances.
Strategy 1.4 Maintain the excellent services we have and enhance our countywide
services to meet the needs in the following areas: teens, seniors, ethnic groups,
and literacy programs.
A. Evaluate the current level of service to teens, and propose a plan of service,
utilizing input from a focus group composed of teens, teachers, community youth advocates,
and the Library's coordinators for adult and children's services.
B. Evaluate services extended to seniors, and propose a plan of service using input
from a focus group composed of seniors and senior service agencies.
C. Evaluate services extended to ethnic communities. Determine needs through focus
groups composed of representatives of ethnic community service providers, and develop
a plan for library services.
D. Continue to provide literacy services to the groups traditionally served by Sonoma
County Library, expanding those services as funds and opportunities present themselves.
Continue involvement in the Literacy Coalition. Explore the possibility of coordinating and/or combining existing literacy programs.
Strategy 1.5 Explore the development of a specialty focus at some branches.
Learn from other library systems' experience in developing and supporting specialty
focuses.
Strategy 1.6 Continue exploring options for self-service (checkout, etc.) and remote
access, to the extent that the technology enhances public service.
A. Review the Library's self-service technology to assess its effectiveness, productivity,
reduction of repetitive stress factors, public acceptance, and the degree to which
staff has been freed from routine tasks and enabled to provide more personal service.
B. Provide travel and training opportunities for staff and Commissioners to attend
conferences and visit libraries where new self-service technology can be observed.
C. Expand and enhance 24 hour/7day remote access to the Library.
D. Study placement of dedicated Library terminals/printers providing remote access
in semi-supervised public locations such as post offices, shopping centers, schools,
community centers, senior centers, etc.
Strategy 1.7 Maintain current hours structure until such time as significant new circumstances
or resources for staffing create expanded opportunities or challenges.
A. Since, based on extensive consideration, no options currently exist to expand hours
with existing staffing, discontinue expending staff resources in efforts to address
the problem.
B. Continue to monitor any information or funding that might allow expansion of hours
to meet the desires expressed by the public.
C. Based on the results of Goal 5, as new funds become available, develop plans for
staffing to provide expanded evening and weekend hours.
GOAL 2:
Sufficient Staff, Working Effectively in a Positive
Environment
Strategy 2.1 Complete an Independent Management Assessment, consider the recommendations,
and take action to establish a management structure, style, and systems that support
responsive customer service, organizational effectiveness, and enhanced morale.
A. Establish a Steering Committee that will work under the direction of the Commission
to oversee the process.
B. In FY 2000-01, hire an outside consultant with expertise in library structure and
management, and organization development and morale building to conduct the Assessment.
Include in the scope of the Assessment:
- Roles and responsibilities of Senior and Branch Management positions.
- Management Structure: develop appropriate positions and staffing.
- Opportunities/needs for management training and development.
- Management Style: establishment of management systems and decision-making procedures,
and an organizational culture that supports customer service, organizational effectiveness,
and positive morale.
Strategy 2.2 Create a positive work environment that supports public service.
A. All senior and branch management staff focus themselves and the organization on
enhanced public service in hiring, through ongoing staff training programs, etc.
B. Develop an organizational culture that:
- engenders creativity on the part of staff and management
- responds to legitimate staff concerns and suggestions to improve public service
- acknowledges and rewards suggestions that lead to increased efficiency and enhanced
public service
C. Optimize communication to ensure that staff has the information to be effective
in their jobs.
D. Note: Actions taken as a result of Strategy 2.1 are expected to support this strategy.
Strategy 2.3 Redefine the management structure to better address the goals of this
Strategic Plan and enhance public service.
A. Gather information (e.g. from the Management Assessment, other libraries, American
Library Association, etc.) regarding the most effective management structure.
B. Implement major changes over time to smoothly transition any adjustments in management
roles and responsibilities.
Strategy 2.4 Encourage, identify, and develop the most effective library procedures,
and implement them system-wide with flexibility to accommodate unusual circumstances.
A. Expand the use of working groups, as resources are available, to address specific
issues identified by staff and management as priorities to improve efficiency and
public service. (As examples, some issues that have been mentioned in the past include: Internet sign-ups, material selection/ordering, improving Dynix, redesigning circulation
desks.)
B. Hold workshops with staff from related functions to identify "best practices" and
how to implement them system-wide (utilize the experience of current staff, substitutes,
new staff from other systems, and others with knowledge of other library systems).
C. Once best practices are identified or developed, explore utilization throughout
the system as fully as possible.
Strategy 2.5 Provide effective opportunities for staff training and development, and
encourage utilization of the opportunities.
A. Publicize participation in staff development and encourage use of the individual
fund allocation available to each regular employee.
B. Promote staff participation through expense reimbursement or approval of leave
for those opportunities which can be expected to benefit staff's assignments and
service to the public.
C. Expand staff development opportunities by increasing funding to include: paid
leave, registration and travel expense reimbursement to attend work-related and professional
conferences and workshops; in-service training and development and workshops; tuition and textbook reimbursement; and granting continuing education leave.
D. Provide increased opportunities for cross-training, staff job exchanges, and visits
to other library systems.
Strategy 2.6 Assess staffing needs at all levels of the Organization periodically.
A. Include an initial overview of the current staffing configuration in the Management
Assessment. (See Strategy 2.1)
B. Periodically evaluate staffing in each branch and adjust based on available resources.
GOAL 3:
User-Friendly Technology that Supports Public
Service
Strategy 3.1 Make our core technology work effectively, easily, and intuitively to
reduce patron and staff frustration.
A. Conduct a review of the central automation system to identify key changes that
will improve usability and simplicity for patrons.
B. Identify other ways to improve and update our electronic presentation to the public,
and to become more user-friendly.
C. Assess our technology and identify ways to reduce staff time spent in trouble-shooting
and problem solving.
Strategy 3.2 Ensure staff is well-trained in the use of our technology and in assisting
patrons to use it.
A. Identify immediate priorities for staff training that will have the greatest impact
on enhancing public service and staff efficiency.
B. Establish standards regarding staff knowledge and ability to use technology, and
include them in job descriptions, hiring criteria, annual evaluations, and criteria
for promotion.
C. Develop an ongoing technology training program for staff at all levels, and provide
equipment and training in a form that is accessible and effective for Library staff.
Strategy 3.3 Acquire new technology based on its ability to support our public service
goals.
A. Establish an automation committee comprised of public services, technical services,
and administrative staff so new and/or improved automated solutions can be evaluated
and acted upon with the fewest possible delays.
B. Emphasize public service benefits in developing the Library's technology plan,
which is guided by the Library's Strategic Plan as well as Library Policy.
C. Employ automated solutions, which increase staff effectiveness, increasing our
ability to serve the public.
GOAL 4:
Facilities that Provide a Welcoming Environment for
Patrons
Strategy 4.1 Create a friendly, warm, attractive, safe environment in our branches.
A. Identify the needed branch upgrades and expansion. Work with cities and the County
to incorporate these needs into their Capital Improvement Programs.
B. Work with cities and the County to improve exterior signage so that libraries are
easily identified by the public.
C. Evaluate and insure appropriate exterior and interior lighting.
D. Periodically evaluate and improve sight lines and traffic patterns in all facilities.
E. Schedule regular staff training to promote safety. (E.g. training will include
sessions on effective communication with the public, on following emergency procedures,
and on communication with local public safety officers.)
F. Establish customer service standards for all members of the organization. Consider
hiring a consultant to facilitate development and implementation of standards.
Strategy 4.2 Work with cities and the County to maintain and improve facilities.
A. Commission and staff forge a closer working relationship with city/County government,
and continue to enlist support for facility enhancements.
B. Utilize Library Advisory Boards to influence city and County government to commit
resources to improve Library facilities.
Strategy 4.3 Develop a Long-Range Facilities Plan to meet the community needs for
the next two decades.
A. Identify needed renovations and improvements in existing facilities, as well as
the need for new branches or outlets.
B. Develop the Long-Range Facilities Plan:
- For 2000-2001, concentrate on collecting information to use in projecting future
needs (e.g., trends in population growth in areas of the County, changes in technology,
usage, and demand for all forms of library utilization, etc.).
- Explore the feasibility of computer terminals, kiosks, or staffed "mini-branches"
as an alternative to new branches, and to serve remote areas.
- Consider cooperative ventures with other institutions or agencies to provide facilities
in which library services are delivered.
GOAL 5:
Increased Marketing and Funding to Support the Four Goals
Above and Enhance
Visibility of the Library
Strategy 5.1 Create a fundraising capability to augment funding to meet current and
future needs.
A. Review the feasibility of securing the services of a full-time, high-level fundraising
professional and the necessary support staff to work in concert with the Foundation
and other current Library efforts.
B. Focus the fundraising effort on donors, establishing trusts and bequests, and an
annual campaign.
C. As a second priority, support staff in grant writing and conduct public awareness
efforts that directly support the raising of funds.
D. Fund the effort for a defined period of time to evaluate its potential, then determine
if the results warrant its continuation.
Strategy 5.2 If circumstances permit, pursue new sources of tax revenue.
A. Analyze and study Sonoma County's efforts to pass transportation ballot measures
and form library strategies.
B. Explore use of a "Santa Clara" two-part ballot measure for passing a library sales
tax which does not require a supermajority vote.
C. Encourage Commissioners and staff to participate in California Library Association
legislative activities to keep them better apprised of revenue enhancing opportunities
and work to fund PLF (Public Library Foundation) at the full statutory level.
Strategy 5.3 Actively develop public relations to increase public awareness of the
Library through participation in the community, media releases, displays, and events.