CCLS Steering CommitteeMeeting #2
June 28, 2012
Gail Griffith and Elaine Meyers
Chautauqua-Cattaraugus Library System Planning Process Overview
System Board AdoptsPlan
Steering Committee Meeting #2:Share data;
gap analysis and strategic directions
Steering Committee
Meeting #3: Review draft
documents, react, refine for Board
Requirements of the New York State
Library
Library BoardInput Session
Data Review:Census, Economic Analysis, Recent Library planning data
Planning to plan: initial
process discussions
Our wiki is a place to share and learn:http://chaucattsystemplan.pbworks.com
Confidential project hotline:[email protected]
Steering Committee Meeting #1:Process overview, SWOT analysis and trends identification, review survey and interview tools
Outcome: A vibrant Chautauqua-Cattaraugus Library System in 2017, providing services its constituent libraries need and value
Online Survey for System and Constituent
Boards, Directors, System
Consultants
Key Stakeholder
Interviews (in-person and by
phone)
Best Practices Research
Gail Griffith and Elaine Meyers for Chautauqua-Cattaraugus Library System
February May June September October 2012
2012
Focus Group with
Library Directors
Systemwide
VisioningSession
Data: Who Contributed
Library Directors (Focus Group, 20) System Board (Meeting and Interviews, 9) System Consultants (Meeting and Interviews,
5) Steering Committee (Meeting, 10) Best Practices Group (Interviews, Research)
We’ll look at these separately: Survey (78 as of June 26) Visioning Group (Meeting, 11)
SWOT Analysis Themes(Board and Steering)
Strengths Weaknesses Training for staff and
boards Economies of scale Assistance with
grants Administrative
services Shared catalog
Lack of understanding of system goals and functions
Lack of communication (all directions)
SWOT Analysis Themes(Board and Steering) Trends: Opportunities and Threats
High school graduation rates decreasing Population decline Counties are poorer College grads indebted/leaving in search of
employment High rate of welfare recipients/9% unemployment Aging population, brain drain as boomers retire Increasing broadband except in rural areas
Data: Themes Leadership Styles and Leadership Transition
History of stability; new realities of change Focus on external funding and internal operation Degree of Board and staff engagement and involvement
Training Staff and Board High need areas:
Awareness of system operations and goals Technology, digital literacy Collection development, cataloging
Supports ability to envision the future
Data: Themes Technology
Basic IT—not just bringing libraries online Keep up with trends Train the trainer for members Time to in-source?
Empowering Members—Rights and Responsibilities System is responsible for clear communication and transparency Members are responsible to take advantage and speak up for
what they need
Customer Service Not historically data-driven? How to prioritize? Reactive and responsive Consultants going into the field more often Systems and processes for maintaining quality
Data: Themes High-Value Services
Consultant staff response to questions Delivery, intralibrary loan Cooperative purchasing (more than books) Administrative support Grant-seeking assistance
Not all members agree on what’s needed How to resolve? Where are levers of influence? Pressure Points?
What stood out for you?
What stood out for us? Technology
Need to catch up Can’t be efficient without it Until we catch up, we can’t envision what else is possible
Communication Roles and Goals—does everyone know what’s expected and
how they contribute? Vision, Ownership, and Leadership
So busy keeping the doors open that it’s difficult to step back
Doing the work right vs. doing the right work People rise to level of expectations: how high to set the bar? Stability and change—what can you count on?
Survey Overview Available on website June 4—June 26 Small sample, so no cross-tabs in this report.
Can run as needed. All figures in charts are percentages unless
noted otherwise. Note: rounding factor causes some lines to add up to slightly more or less than 100%.
Remember comments represent one voice unless noted
Number and Distribution of ResponsesNumber = 78
Library DirectorLibrary StaffLibrary or System Board MemberSystem ConsultantLibrary Volunteer
2 4
29
19
24
Should CCLS Provide These Model Services?
Yes No DK/No Opinion
Professional Development and Training 95 1 4Shared Automation Services 95 3 3Technological Innovation 94 3 4Cooperative Purchasing 91 3 6Outreach 90 4 6Shared Virtual Reference 85 6 9System and Member Library Board Training 84 6 10Administrative Support 83 7 11Collaborative Digitization Initiatives 80 5 15Fundraising and Advocacy 76 12 13Legal Advice 62 15 23Marketing and Branding 57 19 23
What do we see? Larger percentage of ‘don’t know/no opinion’
answers than ‘no’ answers
What services are missing? Communication, cooperation and collaboration
among members, between members and system (3) ILL (2) Rotating collections—LT, audiobooks, preschool (2) Collection development Cooperative purchasing includes more than just
books Shared programming New Administrator training Educational support for students of all ages Literacy training with local partners System does a great job!!!
Rate CCLS on Characteristics of Model Library Systems
Excellent Good Fair Poor System Doesn’t Do
DK/No Opinion
Facilitates sharing and consolidation of services across library types and geographic boundaries
26 48 5 3 3 16
Excels in its own area of expertise 24 46 11 0 0 20
Highly responsive to changes in the marketplace and the profession
15 44 19 4 0 18
Demonstrates a statewide model of collaboration, efficiency, and cooperation
14 35 17 6 3 26
Prepared to take entrepreneurial risks to bring new initiatives to member libraries
13 40 6 6 1 32
Discontinuing out-of-date services 5 38 11 2 0 22
If ‘fair’ or ‘poor’, how can CCLS improve? More and better communication around changes—
leadership transition makes this even more important (5) Move with the times—do new things, be willing to let go
of the old (fax, VHS) (3) Need more info on system services that are available
and on NYSL practices, and support for planning (2) Improved training (2) Want ILL System staff not always pleasant or cooperative Discontinuing services is not always good
What do we see here? Number of Don’t Know/No Opinion responses
suggests lack of awareness
Modern Expectations, Customer Service: Ranking
Ranked 1-3
Ranked 4-6
Ranked 7-9
Ranked 10-12
Provide prompt service to member libraries 59 22 12 8
Provide training and mentoring for new library directors on system operations
49 33 11 9
Provide training for Directors and staff so we can provide needed services
43 35 18 4
Anticipate member libraries’ needs 31 22 23 24
Provide incentive grants for pilot projects to member libraries
28 35 18 19
Provide formal and informal ways for library directors to communicate with each other and with the system
27 29 19 23
Organize the system’s website so information is easier to find, and update regularly
21 25 31 21
Provide training for Boards so we can provide needed services
17 36 24 22
Provide an online repository for policies and other documents
17 23 35 23
Encourage applications for building/renovation projects 14 20 48 18
Use online meeting methods more often for training and meetings
12 20 31 38
How else can CCLS provide better customer service? Communicate more, visit/meet with/survey member libraries
regularly, ask and listen—promote understanding of each others’ roles and challenges to reduce frustration (8)
Organize teams of directors to work on common goals (SIRSI changes, cataloging and circulation rules) (2)
Keep existing staff that works so well with us, reorganize their duties as needed (2)
Create programs for member libraries More opportunities to learn about new technologies Make new materials more readily available Let us know what they do now so we could tell them
What do we see here? Contrast professional training with board
training
Promote Efficiency: RankingRanked 1-3 Ranked 4-6 Ranked 7-9
Provide intralibrary loan (inside the system) 49 31 21
Work with members to develop more centralized ways of doing things (Ex: provide training in weeding, make catalog easier for end-users, encourage working toward consistency in catalog records and circulation policies)
47 34 18
Use resources wisely for the maximum benefit of member libraries (Ex.—keep processing costs low; outsource appropriate functions)
42 34 24
Simplify the annual report process for member libraries
40 17 43
Provide training in technology we can use in order to be more efficient and effective
35 44 21
Use technology to promote greater efficiency 33 42 24
Promote more collaboration among members 29 30 40
Provide interlibrary loan (outside the system) 26 40 34
Provide training in collection development 18 30 54
How else can CCLS promote efficiency? Concerns about outsourcing (4) Communication, understanding what members
want and need (2) Need two deliveries a week to members? Menu—allow members to choose where they
need help Use members’ strengths, could reduce
territoriality Hire more system staff With savings, offer direct aid to member libraries
What do we see here?
Economic Stability: Ranking1 2 3 4 5
Provide information about community resources and services
38 17 17 14 14
Develop or strengthen county- or state-level partnerships to help us connect job seekers with the services they need
21 26 23 16 13
Help member libraries provide access to e-government online, so that patrons can access tax info, SS an unemployment benefits, and other government services
19 19 10 21 31
Provide training to help us identify and meet the needs of job-seekers
16 22 27 25 10
Provide a training framework members can use to train job-seeking patrons
9 20 26 18 26
How else can CCLS help promote economic stability of our communities?
All are important—not sure of libraries’ impact (3) Publicize and promote library resources Help members find and apply for grants Better linkage with agencies to promote shared services—
consistently communicate with key partners Survey members for specific needs “Pretty poor choices to rank. Health, fitness, community
involvement, volunteerism, beautification programs, collaboration with schools, other educational programs, teen activities and options, etc. etc. are just as needed in supporting economic stability as job hunting. Yet three options were about jobs.”
What do we see here? Only one item has 50% in combined 1 and 2
rankings Disconnect with this response and weakness
and trends Lack of clarity on what to do in this area
Educational Success: Ranking1-3 4-6 7-9
Support our work with preschool children and their families/caregivers so that children enter school ready to learn
61 23 17
Provide core list of web resources to support educators and students 44 36 20
Provide training to help us identify and meet educational needs of people in our communities
42 37 22
Provide services that help us promote digital and print literacy (ex: use computer labs to train patrons, scheduling classes by area)
38 39 23
Provide recommended list of core collections on topics related to lifelong learning (job searching, GED, tax info)
34 39 28
Have literacy volunteer come to member libraries. Train and support volunteers and promote services centrally
32 27 42
Identify professional development opportunities to help us keep abreast of library trends, and provide scholarships to make it easier for members to take advantage of them
30 33 36
Provide a bank of program topics and activities, including online resources 23 47 32
Identify and pursue opportunities for system-level partnerships to meet the needs of learners
21 19 61
How else can CCLS support educational success? Concerns about taking on an educational role
(2) After-school programming and other non-
academic library programs for students Not in favor of catering to non-English
speakers who refuse to learn English
What do we see here? Much higher response to this role
Community Memory and Culture: Ranking1 2 3 4 5
Provide system funding for databases like Ancestry.com or HeritageQuest and other online tools
37 19 19 10 15
Seek grant funding for digitization projects (ex; local newspapers, cemetery records, local birth and death records)
23 23 26 18 11
Identify and pursue opportunities for system-level partnerships with local, county, and state organizations
19 14 22 21 24
Help members identify and work with others already involved in local history projects
17 17 14 27 24
Offer training for existing databases and free online resources
12 35 17 18 18
How else can CCLS support the preservation of local memory and culture?
Encourage members to publicize their libraries as the ‘go-to’ place for these things
Help member libraries catalog their local history collections as well as materials housed in local museums
What do we see here? Less clarity on how to approach this
Five Categories: Ranked in Order of Importance to Your Library
1 2 3 4 5
Meeting modern expectations of our customers 53 20 14 12 2
Supporting educational access for students of all ages
22 26 31 14 8
Promoting efficient operation 14 31 22 22 11
Supporting the economic stability of our communities
8 14 17 28 33
Helping communities preserve their memory and culture
6 12 17 23 42
What else would you like CCLS to know? These are not mutually exclusive Accept our differences Help us recruit and maintain volunteers so
that the librarian can leave the desk responsibilities to others and spend more time planning projects, etc.
Appreciation for CCLS staff and for particular services like cooperative purchasing, intralibrary loan, cooperative purchasing, rotating large print collections, processing and cataloging to meet specific needs, website(2)
What do we see here? Modern expectations is the only one that
really resonates.
CCLS Mission Statement
The mission of the Chautauqua-Cattaraugus Library System is to foster, strengthen, and improve
public library services within its two-county service area.
Vision Elements Action and vibrancy
Community focus
Patron focus
Working together
Moving past the bumps
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