Carnegie Library of Pittsburgh Strategic Plan

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1 Carnegie Library of Pittsburgh Strategic Plan

2 January - March April - June July September October Final Plan Identify issues, opportunities, wants, needs Community Workshop 1 Develop and test ideas Community Workshop 2 Seek feedback on proposed plan Community Workshop 3 Neighborhood outreach Neighborhood outreach Neighborhood outreach Board & Staff Input Board & Staff input Board & Staff input

3 2012 Budgeted Revenues 66.7% 11.9% 10.8% 4.0% 3.0% 2.3% 0.6% 1% Regional Asset District Commonwealth of PA City Library Tax Fundraising Fines & Fees Table Games Endowment Draw and Interest Other Government Total Revenues $18,581,200 $3,308,000 $3,000,000 $1,118,000 $848,000 $650,000 $181,000 $177,000 $27,863,200

4 Public Private Task Force Recommendations 1. Individual support 2. RAD support 3. Corporate and foundation support 4. Tax incentives 5. Voter initiative 6. Endowment campaign

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6 mission: To engage our community in literacy and learning. vision: Through Carnegie Library of Pittsburgh the people of our region will develop the literacies and connections that support individual achievement and strengthen the power of the community.

7 values: At CLP we build Community At CLP we provide Access At CLP we enable Learning At CLP we value People

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9 Goal 1: Carnegie Library of Pittsburgh will be an anchor in the community and provide welcoming and meaningful experiences to all who enter. We will offer services that integrate physical space, in-person interaction and digital presence in order to achieve an intuitive, usercentered experience.

10 User experience/community benefits: Spaces and facilities that meet wide variety of needs Materials and collections that inspire and educate Neighborhood anchors and conveners of conversations

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12 Indicators of Success: 1. All CLP locations are places that people want to visit and work in. Space needs and allocations are evaluated and adjusted on an annual basis. 2. An Office of Programs and Partnerships is created. It coordinates programming for all ages and ensures community input and engagement. 3. Library materials are displayed intuitively, are reflective of the community and presented in a variety of formats.

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14 Goal 2: Library services will engage and impact people where they live, work, shop and belong. Opportunities for literacy and learning will be woven into the fabric of everyday life in Pittsburgh.

15 User experience/community benefits: Library services that anticipate and respond to community trends and priorities The ability to connect with library programs and experiences outside of library walls Formal and informal partnerships that foster community growth and prosperity The preservation of community history

16 OUTREACH Outreach PPS - CAPA Kid s Play photo here. Market Square Maybe one more LYNCS photoammon Pool Hill District

17 Indicators of Success: 1. CLP is identified as a key partner in ensuring the success of young people; supporting learning readiness, future focus, educational attainment, career exploration, and life skills development. 2. The development and implementation of experimental models result in an expanded service footprint and increases in standard library metrics. 3. All city neighborhoods have been evaluated for the need for in-person and virtual library services and CLP has defined how it can best serve each neighborhood. 4. Library service is a shared responsibility between the community and CLP through strong partnerships, collaborative programs, preservation of community history, and inclusive opportunities.

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19 Goal 3: The Library will stay abreast of the changing ways that information is packaged and delivered and stories are created and shared. The Library will be a recognized, trusted and relevant resource, ensuring that individuals have access to what they need.

20 User experience/community benefits: Vibrant, timely, relevant collections in multiple formats Access to library staff expertise both in-person and virtually Opportunity for people at all skill levels to learn the technology needed for home, work or school Efficient and effective county-wide library services

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22 Indicators of Success: 1. An Office of Digital Strategy is created. It guides library decisions about effective use and application of technology as it evolves to improve customer service and access to information. 2. CLP has developed and implemented cooperative programs, using the einetwork and other assets, to create seamless library services across the county and across the web. 3. All library users have access to flexible technology training options that meet their needs in both informal and formal settings.

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24 Goal 4: The Library will focus on attaining long-term fiscal health by fully implementing the recommendations of the Public Private Task Force on Sustainable Funding. People will find it easier to contribute to the Library in a way that is meaningful for them and useful to the Library.

25 User experience/community benefits: Easy and convenient ways to contribute time, money and expertise A fiscally sound library system that is a prominent regional asset Tangible evidence of the beneficial results of contributions

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27 Indicators of Success: 1. A robust and agile Volunteer Services Department provides increased opportunities for individuals, organizations and corporations to share their time and talents. 2. All six Public Private Task Force recommendations are fully implemented and yielding results; CLP has the funding needed to achieve the results outlined in this strategic plan. 3. CLP infrastructure and culture supports gifts and contributions; staff, Board and Friends roles are articulated, understood and successfully practiced. 4. An endowment campaign is underway, achieving targets recommended by fundraising experts.

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29 Goal 5: The Library will know the impact of its services on individuals and the community and will be able to tell that story effectively. Everyone in the region will be able to articulate how the Library positively impacts their lives and their community.

30 User experience/community benefits: Library programs, services and collections based on users expressed wants and needs as well as measurable data Quantitative and qualitative ways to understand the value of the library A library that tells the collective story of the region, giving voice to every resident

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33 Indicators of Success: 1. Data gathering methods provide a regularly updated dashboard of qualitative and quantitative metrics to inform decision-making. 2. Anecdotal and situational information is collected and shared, demonstrating the Library s positive impact on individual and civic life. 3. CLP has developed the tools that customers, staff, board and other supporters need to regularly and pro-actively communicate the stories of the library and the community.

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35 Implementing the Strategic Plan An environment of risk-taking and curiosity, enthusiasm and excitement is critical to the successful implementation of this plan. Through continual exploration, our staff, board, and community will collaborate to implement the bold actions of the plan. We will embrace the changes necessary for long-term success. The Library is something we all do together.

36 Implementing the Strategic Plan Goal 6 : Staffing and Infrastructure Empowering staff at all levels to Lead the Change Creating & supporting new roles and functions to advance the plan (Digital Strategy, Programs and Partnerships, Volunteers) Facilitating professional development Listening and responding to library users

37 Implementing the Strategic Plan Collections and Materials Management Technology Space Programs & Services Contributions Role in County and State

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40 Questions