|
CLEVELAND
PUBLIC LIBRARY STRATEGIC
PLAN A
BLUEPRINT FOR THE FUTURE OF “THE PEOPLE’S UNIVERSITY” Researched
and Prepared by the Cleveland
Public Library Board of Trustees for the Citizens
of Cleveland December
2002 |
TABLE OF CONTENTS
Preface 1
STRATEGIC
PLANNING FOR
CLEVELAND PUBLIC LIBRARY
The Board of Trustees of Cleveland Public Library (CPL)
approved a planning process to research the future of CPL based on what is
known, or anticipated, to impact urban library collections, services, and
patrons’ needs.
The Board, Director and Administrators of CPL have
consistently adopted a multi-year planning approach to ensure the continuous
growth and improvement of services to the community. The 1995-99 plan, “Building on Excellence,” laid the groundwork
for the plan that is being proposed today.
That plan was regularly updated as to new strategic directions on a
rolling three-year calendar. In
February 2001, the Board, Director and Administrators held a retreat to
confirm, celebrate and renew the strategic directions for 2001-2003. At that time it was agreed that a process
ensuring more neighborhood outreach would be important to address in the next
strategic plan for 2004 and beyond. In
the spirit of inclusion and outreach, the following strategic planning process
was undertaken.
All strategic planning processes include fundamental steps
of good governance and vision. These
steps include:
o
Conducting an environmental scan
o
Determining the organization’s strengths and weaknesses
o
Identifying obstacles or barriers to success
o
Maximizing opportunities
o
Researching best practices
o
Understanding trends for urban library development
o
Analyzing the information gathered
o
Setting a direction for the future
o
Acquiring the resources necessary to achieve the future
o
Preparing the organization for change
Each of these planning process steps was carefully
undertaken and is documented here. It
took up to twelve months to implement and fulfill each activity in the process
so that the Strategic Plan (page 11) could come to life and become the guiding
document for the library’s future and for the future of the Citizens of
Cleveland.
The planning process included a thorough environmental scan
using numerous resources and input channels.
Table One shows the extensive outreach that was undertaken to ensure a
legitimate and comprehensive environmental scan. A summary of the channels for
the environmental scan is listed below.
TABLE ONE – ENVIRONMENTAL SCAN CHANNELS
The environmental scan provided
the Board of Trustees and Staff a wealth of information about the physical,
technical, social, and service nature of CPL. The richness of the feedback is
exceptional, providing CPL with insights as to public perception, public need,
and the future role of the library system.
Summary of Results from Community:
Overall the library
system has an exceptionally high rating within the city. Using the survey data alone, the results
show that the library plays a key role in the patron’s neighborhood experience. Some of the key survey results[3]
are shown in Table Two.
TABLE TWO –
SURVEY RESULTS
|
Use Library
from one to four times per week |
56% |
|
Satisfaction
with branch library used |
95% |
|
Rating of
service of library as very important |
81% |
The focus group
participants[4] shared
similar positive views of the library as both a service center and an
educational center in their lives and in their families’ lives. The purpose of focus groups is to solicit
feedback that will be helpful to change.
While comments were favorable, the critical feedback is equally
important. Most of the critical
feedback referenced the physical space or the technical resources that the
library user experiences. Some of the
important messages from the focus groups referenced:
o Crowded
and/or noisy facilities
o Insufficient
personal computers to serve the number of users
o Difficult
access to and limited parking at some branches
The youth focus groups offered a similar view on the facilities
and personal computers and also suggested more youth services geared to entice
and retain youth interest in education, literacy and communication.
The Town Hall Meetings[5]
reinforced the comments from the survey and the focus groups. They placed even more emphasis on:
o
The collection (management and diversity)
o
Training on computers
o
Hours of operation
The Leadership Advisory Panel considered the information
from the community and added some feedback with regard to better marketing and
community relations as well as understanding the changing nature of the
neighborhoods and the neighborhood users of the library.
Summary of
Results from Library-based Scan:
The staff of the Cleveland Public Library is truly its
organizational strength. They are
committed to the library and value its contribution to the community. The staff believed that more outreach is
needed to the community it serves. The
staff anticipated the need for more personal computers and periphery that allow
library users more time and more flexibility on the system. The staff understood the limits to computer
usage without proper training and also identified the need for increased
training and services on basic and advanced computer/Internet usage.
The staff articulated the need to upgrade youth services and
develop a more service and programmatic approach to youth visitors rather than
a monitoring and control approach. The
staff also identified the need for on-going development of services of interest
to older adults.
The staff understood the advancements that technology can
make on the operations side of the library.
While staff saw the opportunity and need for more automation support
internally, this need was not perceived by the community. In fact, one member of the community
articulated that he would not trade the personal service of staff for more
automation.
The most comprehensive input from the library-based
environmental scan came from the firm, Providence Associates. Providence Associates conducted a
comprehensive library review on behalf of Cleveland Public Library. Its primary focus was the neighborhood
branches. Its role was to advise the
Board and the Director of CPL on how to move the organization forward, serving
the community, and continuing to lead in urban library trends. References to Providence Associates’ report
may be made throughout but a summary of the key elements of the report follows
in Table Three.
TABLE THREE – PROVIDENCE ASSOCIATE FINDINGS[6]
|
Physical/Spatial Issues |
Plan for and undertake a major capital
improvement plan, touching all of the branch libraries. |
|
|
Service Issues |
Develop a full service youth library initiative
including improvements in collection, programs and services. |
|
|
Access |
Increase library user access by extending
library hours and increasing number of days open to public. |
|
|
Technology |
Undertake an aggressive schedule of upgrading
personal computers for library users. |
|
|
Operations |
Reorganize the structure of the organization to
improve efficiency and services to the community. |
|
|
Productivity |
Revamp library staff space and workstations to
allow for increased efficiency. |
|
Summary of
Results from Research-based Scan:
The demographic study, conducted by Cleveland State
University, indicated a trend of decreasing population in the Cleveland
neighborhoods. The Providence report
acknowledged that a shrinking trend might cause administration to reconsider
its size and number of branches.
However, equally strong considerations were given to two significant
statistics: 1) Cleveland has a higher
than average youth population and 2) a younger than average adult population
compared to the peer libraries and national urban studies. Consequently, the recommendations took into
account the age of the library users as much or more than the slight shrinkage
in overall population. Similarly, the
security consultant addressed the threat and risk to neighborhood residents
comparing Cleveland statistics to national statistics. The security consultant addressed safety and
security around the exterior of a branch and within the library. No significant safety threats were
identified. Consistent with all other
feedback, the security consultant also identified an observable change in the
environment when the after school youth arrived. This change seemed to create
the perception of an unsafe or an insecure facility due to the increase in
traffic and noise.
The feedback from the
environmental scan was carefully studied and analyzed. However, the scan would be incomplete if it
ignored general city, state and national conditions. The research and scan were undertaken right after:
1. A national threat to the country was experienced on
September 11, 2001.
2. A change in city and council administration occurred
in January 2002.
3. A reduction in state funding occurred in 2002,
affecting 2003 budget planning.
The opportunity for the
Cleveland Public Library to grow is hindered only by the sense of uncertainty
for the future. In discussing the
organization’s strategic plan, the Administrators took into account the
external environment including those elements beyond its control.
The information gathered from the environmental scan allows
CPL to study its organization, facilities and delivery system objectively and
critically. From this scan the
Administrators can then determine which strengths to maximize, which weaknesses
to address and how to manage the barriers to success and the opportunities
available. This analysis is called the
Strengths, Weaknesses, Opportunities and Threats or SWOT analysis. From this analysis will result the best
possible strategic plan.
Strengths of Cleveland Public Library
The general consensus is that the library benefits from
well-respected and well-known strengths as shown in Table Four.
TABLE
FOUR - STRENGTHS OF CPL
|
|
|
|
|
|
|
|
Weaknesses Within The System
The intent in identifying weaknesses in a system is twofold:
1) to ensure that any weakness that is an obstacle to success is addressed in
the planning process and 2) to foster the spirit of continuous improvement
organization-wide. The weaknesses of
CPL fall into two basic categories. One
category includes items relating to the delivery of service to the
community. The other category relates
to typical issues for any large, complex organization such as infrastructure,
visibility, tradition and resources.
If the Administrative team were to break these areas down
into more detail, then the analysis in Table Five represents their areas of
concern. There is similarity between
the Administrators’ list and the community feedback.
TABLE
FIVE – WEAKNESSES IN THE SYSTEM
|
SERVICE DELIVERY |
ORGANIZATIONAL |
|
|
|
|
|
|
|
o
Partnership/sponsorship management o
Coordinated implementation & execution of plans |
Opportunities For CPL Planning
The opportunities that the Administrators recommend be
considered in the strategic plan may be categorized as shown in Table Six on
the following page. The opportunities
identified are the basis for the themes and strategies shown in the strategic
plan.
TABLE
SIX – OPPORTUNITIES FOR PLANNING
|
CATEGORY |
EXAMPLES |
|
|
|
|
|
|
|
o
Free services o
Improve literacy o
Help with job readiness o
Assistance to students o
Assistance to businesses/entrepreneurs o Fund development |
Areas Of Concern For CPL
Planning
The opportunities that allow
the organization to thrive need to be balanced with the areas of concern to the
CPL organization and its constituency.
A realistic approach to the areas of concern will help the organization
respond in a positive, constructive manner. Needless to say for each opportunity
there is a countering threat. For
example, the economy may increase impoverished areas in city neighborhoods. The stated needs of library users may
exceed the ability of the library to respond in as timely a manner given the
realities of funding and training.
In addition, to
counter-balance concerns against opportunities, there remain the additional
concerns that are built into the proposed plan as shown in Table Seven.
|
|
|
|
|
Given the Environmental Scan and the SWOT analysis, the
Director and Administrators of Cleveland Public Library respectfully submit the
following Strategic Plan to the Board of Trustees and the Cleveland community.
CLEVELAND
PUBLIC LIBRARY
For
“THE
PEOPLE’S UNIVERSITY”
2004-2008
This Strategic Plan for Cleveland Public Library embraces
three over-arching themes for the organization in response to the environmental
scan.
Theme One:
To become patron-centered and service-oriented to those CPL currently serves and those CPL hopes to serve,
Theme Two:
To reorganize and refine CPL’s approach to structure, services and staffing in order to become patron-centered while preserving the mission of being the best urban library system, and
Theme
Three:
To balance the delivery of technology services for end users with 1) a plan for access to and training on the equipment and software made available and 2) the staff’s ability to support the services
The existing Mission
Statement of the Cleveland Public Library is already established and reads:
After some discussion
among the Director, the Deputy Director and the Administrative team, it was agreed
that the mission speaks well to the organization and the strategic plan. In addition the team advised that a Vision
Statement would enlarge the mission for the purposes of the planning process
and inspire the staff and stakeholders to share the vision fulfillment with
them. The draft Vision Statement reads:
The integration among the
Mission, Vision and the themes taken from the environmental scan, as shown in
Table Eight, will drive the direction of the strategic plan.
TABLE EIGHT – DRIVERS OF THE STRATEGIC PLAN
In order for CPL to achieve its mission and vision, the
Administrators recommend that the Board adopt the following five strategic
priorities.
Increase access and outreach,
particularly in neighborhoods that branch libraries serve.
Redefine and enhance the services
oriented to youth and their families on a continuum of programs from preschool
through their educational years.
Focus new services and programs to
deliver to groups and individuals whose interests have not been fully
represented in the systemwide offerings.
Undertake a multi-year branch
renovation plan that improves access to and
delivery of services.
Strengthen organizational and
operational efficiencies.
Multiple goals and activities were identified that will help
CPL achieve its goals. Some of these
goals are extremely concrete and tactical.
Other goals are more intangible.
Regardless of the type of goal, all of them represent a substantive
change in how the library may grow.
Most importantly, all of the goals will be tied to the outcomes they
deliver to the respective strategic priority.
Refer to Page 15 – 17 for the goal statements.
Successful Measurements
There are numerous ways
to measure success with regard to the execution and impact of this strategic
plan. Establishing benchmarks for each
strategic priority will be important to a future determination of success. In addition to measuring the benchmarks,
other indicators include, but are not limited to:
Strategic Planning Success:
o
Number of planned items accomplished
o
Increase in patronage
o
Outcomes from partnership/sponsorship initiatives
o
Sufficient funding
Quality Programming/Service
Success:
o Attendance
o Feedback
from participants
o Requests
for new/more programs
o Neighborhood
integration of events
o Systemwide
calendar of events
User’s Success:
o Personal
satisfaction with experience
o User
surveys
o Referrals
from users
o Requests
for services
o Change in
quality of life
o Increase
in job readiness
o Increase
in literacy
o Change in
family dynamics
o Change in
employment statistics
o Upward
trend in neighborhood growth
In times of possible decreased funding, an uncertain economy
and a nervous society, the proposed strategic plan, while very logical, is
extremely aggressive. In addition to
these priorities and goals the Administrative team continues to be responsible
for all operations, services, partnerships/sponsorships and projects of
substance. The challenge of a prepared
workforce and extremely tight resources pose the same problems to the
administration at CPL as to any other organization. It is essential to understand that the best way to fund and
achieve the strategic plan is to pursue an active campaign of the following:
|
Increase access and outreach, particularly in
neighborhoods that branch libraries serve. |
|
|
|
|
|
|
|
|
|
|
|
|
|
Redefine and enhance the services oriented to youth and
their families on a continuum of programs from preschool through their
educational years. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Focus new services and programs to deliver to groups and
individuals whose interests have not been fully represented in the
systemwide offerings. |
|
|
|
|
|
|
|
|
|
|
|
|
|
Undertake a multi-year branch renovation plan that
improves access to and delivery of
services. |
|
|
|
|
|
|
|
|
|
|
|
|
|
Strengthen organizational and operational efficiencies |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Conclusion
This plan requires the
careful consideration of every Board Member.
CPL administration believes this plan offers an aggressively paced but achievable
opportunity to make a difference in the community it serves.
|
Description |
|
2004 |
|
2005 |
|
2006 |
|
2007 |
|
2008 |
|
TOTAL |
||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Year
Round Schedule/Expanded Youth
Services |
970,000 |
|
1,315,000 |
|
1,420,000 |
|
1,525,000 |
|
1,525,000 |
|
6,755,000 |
|
||||||||||
|
Neighborhood
Teams |
|
435,000 |
|
435,000 |
|
435,000 |
|
435,000 |
|
435,000 |
|
2,175,000 |
|
|||||||||
|
Library Assistants - Computer Emphasis |
|
140,000 |
|
280,000 |
|
420,000 |
|
420,000 |
|
420,000 |
|
1,680,000 |
|
|||||||||
|
Spanish
LanguageProgram |
|
|
|
|
|
120,000 |
|
120,000 |
|
120,000 |
|
360,000 |
|
|||||||||
|
Literacy
Program |
|
|
|
|
|
|
|
120,000 |
|
120,000 |
|
240,000 |
|
|||||||||
|
Early
Childhood Program |
|
|
|
|
|
|
|
|
|
95,000 |
|
95,000 |
|
|||||||||
|
Publications/Programming |
|
120,000 |
|
120,000 |
|
120,000 |
|
120,000 |
|
120,000 |
|
600,000 |
|
|||||||||
|
Security |
|
|
|
|
|
70,000 |
|
70,000 |
|
70,000 |
|
210,000 |
|
|||||||||
|
Staff
at Newly Constructed Sites |
|
|
|
120,000 |
|
240,000 |
|
240,000 |
|
580,000 |
|
1,180,000 |
|
|||||||||
|
Capital
Improvements |
|
5,510,000 |
|
9,600,000 |
|
8,832,500 |
|
7,350,000 |
|
9,446,250 |
|
40,738,750 |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
TOTAL |
|
$
7,175,000 |
|
$11,870,000
|
|
$11,657,500
|
|
$10,400,000
|
|
$12,931,250 |
|
$54,033,750 |
||||||||||
|
|
NARRATIVE
SUMMARY OF PROPOSED SERVICE ENHANCEMENTS
As identified by the public
through Town Hall Meetings and as highlighted in the Providence Associates
report, increased access to library facilities by extending library service
hours and creating year-round schedules would be a significant service
improvement.
Also recognized by Providence
Associates as a priority is the development of a high quality and extensive
youth services initiative to support early childhood services through teenage
reading, learning and formal education.
A phased-in approach to adding
professional youth services librarians and additional part-time library
assistants with computer emphasis (see below) will provide most of the
additions to the staff complement necessary to achieve year-round schedules.
Over the five-year period an increase in branch hours would create equity
between neighborhoods and result in a consistent service schedule.
The “cluster” management design recommended
by Providence Associates has been adopted by CPL (Cleveland Public Library) as
three “neighborhood teams,” dividing branches among teams east, west and
central. Currently CDA Management is working with Branch and Outreach Services
and the Administrative Team to define the roles and responsibilities of these
new positions as well as the objectives and outcomes of the structure. CPL believes the “neighborhood team”
approach will allow CPL to efficiently and economically deliver services and
respond to patron and neighborhood requests for support from CPL.
As identified by the public
through Town Hall Meetings and as highlighted in the Providence Associates
report, computer access and services are a critical service to the public. In order to effectively bridge the “digital
divide” CPL has delivered formal and informal computer instruction to the
public as part of its service. As the
numbers of computers continue to increase and as electronic resources become
the information standard for CPL, the paraprofessional bridging the gap between
computer and information literacy becomes vital to the staffing
complement. The additional staff will
also assist in public service coverage to create the year-round service
schedule.
Although the Providence Associates
report recommended certain branches become specialty branches, Administrators
have instead focused on service delivery to target populations identified in
the NODIS demographic research.
Strategic goals which center around services for the Hispanic community
and the educationally disadvantaged adult will require staff with special
skills and training to effectively implement the programs and
partnerships.
Implementation of the Providence
Associates recommendation to add a mobile library targeted to day care centers,
Head Start facilities and other early childhood programs would be an excellent
enhancement to both our mobile services program and the renewed commitment to
youth services. Funds provide for a small mobile services unit and
staffing.
A consistent message from the
general public and Providence Associates report is the need for development in
the area of marketing and publications.
The current decentralized approach works well for promoting system-wide
programs but does not provide the necessary support for marketing new services,
developing a range of publications and consistently delivering our message to
the public. Some aspect of this work is
reflected in each strategic priority.
An increase in staff to support this area is essential.
The addition of a second roving
patrol team is recommended as a service improvement to ensure the safety and
comfort of the public and staff. Using
data from Providence Associates; Perelman Security; and comments from the
general public, there is tremendous confidence in CPL’s security guards. The addition of the second car would
increase the presence of CPL security guards in the neighborhoods and would
also increase the amount of supervising and modeling needed to positively
influence contract security guard performance.
The design of new construction of full
service branches will incorporate recommended elements such as computer labs,
quiet study rooms and distinct children’s and young adult spaces, creating new
branches up to 14,000 square feet each.
The size of the branch, the full-service hours, and the number of
library activities suggest the need for an increase from the current staffing
patterns of CPL branches, particularly at branches such as Broadway and Garden
Valley that may increase significantly in size.
All other staffing recommendations
relevant to increased square footage at renovated, expanded or new branches are
a modification of Providence Associates’ recommendations.
Cleveland Public Library is
committed to small service units that provide library service in a maximum
number of neighborhoods. Although many
branches may be “land locked” we believe that for the most part they are
appropriately located and they can be renovated to deliver services from the
same location. This will also minimize
the need for additional staffing.
Renovations will concentrate on the retrofitting of space to meet
priorities of complying with ADA requirements, addressing infrastructure needs,
maximizing the number of public access computers, creating welcoming and
age-appropriate children’s and/or young adult spaces, and designing quiet study
environments. The Library will also
ensure improvements in the efficiency of operations, maintain clear sightlines
from any service point, and pursue parking solutions at branches without any or
where parking is inadequate.
Plans for new or expanded
facilities will include all the elements listed above as well as “computer labs” and small group space to
enhance the Library’s role as a community center for learning and literacy.
Venerine L. Branham, President
Thomas D. Corrigan, Vice President
Charlene A. Jones, Secretary
Frances Hunter
John M. Moss
Sandra E. Noble
Robert C. Petrulis
David T. Abbott
University Circle Inc.
Joy Banish
RSVP of Greater Cleveland
David T. Bergholz
The George Gund Foundation
Terri Hamilton Brown
Cuyahoga Metropolitan Housing Authority
Barbara Byrd-Bennett
Cleveland Municipal School District
Joseph A. Calabrese
The Greater Cleveland Regional Transit Authority
Leonard M. Calabrese
The Commission on Catholic Community Action
Harvey Freiman
The Jewish Community Federation
Rosemary Herpel
The Cleveland Initiative for Education
Ronald Hill
Western Reserve Area Agency on Aging
Patricia James
Former Library Trustee
James McCafferty
Cuyahoga County Department of Children & Family Services
Stephanie McHenry-Lucky
Greater Cleveland Growth Association
Steven A. Minter
The Cleveland Foundation
Frank Reis
Cuyahoga Community College
Myron F. Robinson
The Urban League of Greater Cleveland
Chris Ronayne
Cleveland Planning Commission
Thomas Schorgl
The Community Partnership for Arts & Culture
Rosalyn Sievila
Friends of CPL, Inc.
Ruby Terry
The United Black Fund of Cleveland
Mikelann Ward-Rensel
Cleveland Neighborhood Development Corporation
George Weiner
Federation for Community Planning
Andrew A. Venable, Jr., Director
Sari Feldman, Deputy Director
Janice M. Ridgeway, Head of Branches and Outreach Services
Robert T. Carterette, Head of Automation Services
Timothy R. Diamond, Head of Planning and Research
Norbert R. Harnegie, Facilities Manager
Michael A. Janero, Chief of Security
Patricia E. Lowrey,
Head of Technical Services
Joan L. Tomkins, Head of Financial Services
Sharon L. Tufts, Head of Human Resources
David L. Williams, Head of Marketing and Public Relations
[1]
Providence Associates undertook a review of the Cleveland Public Library branch
libraries and provided a documented report of their findings. Their report includes the peer findings of
both Ohio and national library systems.
[2]
Assistance was provided through Cleveland State University and NODIS
demographic numbers are used for the basis of future planning.
[3] Survey
results shown here are compiled from systemwide review based on 1500 responses
in May 2002. There are results for each
branch as well.
[4] There
were 18 focus sessions held including youth, adults, and staff.
[5] There
were six town hall meetings. The total
attendance of Residents for all six town halls was 230.
[6] As applicable
to branch libraries and neighborhood services
