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The Dayton Metro Library’s

2008 Strategic Plan for Results

Process, Activities, and Program Opportunities

January 23, 2008

www.daytonmetrolibrary.org

Dayton Metro Library i 1/23/2008 2008 Strategic Plan

Table of Contents

Background ............................................................................................. Page 1 Planning Participants .............................................................................. What is “Planning for Results?”............................................................... Page 3 Library Service Responses ..................................................................... Page 4

Part 1: Public Engagement ................................................................ Page 5

Community Leader Interviews ................................................................ Page 6 Community Vision................................................................................... Page 7 Strengths, Weaknesses, Opportunities and Threats............................... Page 8 Community Needs – Where the Library can Play a Leadership Role ..... Page 9 Library Service Priorities ..................................................................... ..Page 10

Part 2: Library Mission Statement ................................................. Page 13

Dayton Metro Library ii 1/23/2008 2008 Strategic Plan

Part 3: Strategic Goals, Objectives and Activities ................... Page 14

Outcome: Youth Succeeding ................................................................ Page 15 Outcome: Adults Succeeding/Lifelong Learning ................................... Page 19 Outcome: Community Commons.......................................................... Page 23 Outcome: Discovery and Interaction in a Virtual World......................... Page 26 Outcome: Stimulating Imagination ........................................................ Page 29

Part 4: Strategic Initiatives ............................................................... 1

Development of a Facilities Master Plan............................................... Page 31 Ensuring Public Awareness .................................................................. Page 31 Staff Development and Customer Service ............................................ Page 32 Establishment of a Library Foundation.................................................. Page 32 Maximizing Operational Efficiency and Effectiveness. .......................... Page 32

Dayton Metro Library 1/23/2008 2008 Strategic Plan 1

Dayton Metro Library

2008 Strategic Plan

Background

Planning Participants

Strategic Planning Team The strength of the Planning for Results Process has been the involvement of elected officials and other community leaders, representatives from the library community, such as Trustees, staff and patrons. Sincere thanks for their insights and contributions to the quality of this plan:

Khurshid Ahmad, Asian American Council Hon. Frank Church, Mayor, City of Miamisburg Michelle Cason, Coordinator, Miami Valley Child Development Frank DePalma, Assistant Superintendent, Montgomery County Educational Services Center Bobbi Dillon, Legislative Aide, City of Dayton Deborah Feldman, Montgomery County Administrator Sandy Gudorf, President, Downtown Dayton Partnership Mollie Hauser, President, Friends of the Dayton Metro Library Ron Katsuyama, President, Asian American Council Douglas Kaylor, Library Director, Sinclair Community College Natalie King-Albert, Vice President, Member Relations, Dayton Area Chamber of Commerce Jayne Klose, Vice President, United Way of the Greater Dayton Area John Leland, Director, University of Dayton Research Institute Commissioner Deborah Lieberman, President, Montgomery County Board of Commissioners Hon. Rhine McLin, Mayor, City of Dayton Hon. Michael Merz, U.S. Magistrate, Southern Ohio District Dr. Gail Mitchell, Associate Superintendent, Dayton Public Schools Wally Nugent, Chapter Chair, SCORE Alan Pippenger, President, Requarth Lumber Company Clarence Ray, Vice-President, Urban League Bart Schidecker, Assistant to the Mayor, City of Dayton Beverly Smith, Trustee, Project READ Joyce Cameron Sutton, Vice Mayor, Trotwood Eric Young, Attorney, Sebaly, Shillito + Dyer

2007-2008 Board of Trustees Dr. Roberta Boyd, Wright State University Barbara Hayde, President, The Entrepreneurs Center, Board President William Gillispie, Deputy City Manager, Dayton, Retired, Board Secretary Jane Katsuyama, Board Vice President Dana Keish, Comptroller, Mitsubishi Joseph Oehlers, Partner, Bieser, Greer and Landis Dr. Allan Spetter, Professor of History, Wright State University, Retired Professor Dennis Turner, School of Law, University of Dayton


Library Staff Eden Allison, Kettering-Moraine Branch Manager Tracy Arnold, Chapter President, SEIU District 1199 Cindi Chibis, Manager, Human Resources Erin Hunt, Children’s Librarian, West Carrollton Branch Library Tim Kambitsch, Executive Director Barb Kuhns, Assistant Director for Information Technology Services Mimi Morris, Assistant Director for Branch and Extension Services David Slivken, Assistant Director for Main Library Services Mark Willis, Manager, Community Relations Tish Wilson, Assistant Director for Youth Services

Branch Session Participants In addition to the participants listed above, the Library thanks those individuals who helped define programs and service priorities for each branch and service. Anita Adams

Ethel Adams

Rose Alexander

Sammie Allen

Eleanor Anderson

Nancy Anderson-Helke

Sharon Angel

Cheryll Apudo

Amanda Arrington

Linda Barbour

Christy Barker

Brenda Barrow

Kari Basson

Marie Battle

David Beck

Linda Beck

Patricia Bell

Linda Benham

Bill Bernal

Lisa Bernal

Ronald Bernard

Susan Bertke

Jane Bey

Tim Binkley

Mary Bish

Michael Blakesly

Barbara Bliss

Kathy Bohachek

Martha Boice

L'Juana Booker

Melody Bookwalter

Kathy Borchers

John Bottorf

Horace Bowins

Ms. Curtis Bowman

Bernice Brandt

Mandy Bridgeford

Anita Brock

Casaundra Bronner

Jacqueline Bunke

Lynn Burchhill

Carolyn Burns

Bettina Buscemi

Keith Calicoat

Holly Campbell-Bradley

Charlotte Candler

Danielle Candler

Darcel Candler

Rachel Chadwick

Janet Charles

Jane Clinch

Sara Clinch

Patti Condi

Mary Cook

Patrick Cullen

Barbara Curry

Sheree Cyra

Betty Darst

Darren Davey

Kathleen Dawson

Joyce Deitering

Sue Devers

Tom Devers

Ted Doggett

Christy Donnelly

Carl Drinnon

Thomas Duncan

Mr. Dunnigan

Sally Dunnigan

Beverly Dunnington

Joyce Dupree

Audrey Dybvad

Margaret Ellis

Dan Enterline

Philip Eubanks

Frances Evans

Daniel Eylon

Howard Faust

Chris Fitzgerald

Mike Flanagan

Sarah Fleischer

Beverly Fleming

Karen Fleming

Valerie Flynn

Tim Forbess

Jim Foster

Marsha Froelich

Elisha Frontz

Chris Garrison

Elaine Garver

Becky Gaytko

George Gibbs

Gary Giles

Linda Green

Mary Guizzo

Rene Guyton

Beverly Hager

Hilda Hampton

Gwen Haney

Greg Hansford

John Harden

Amy Hare

Amy Hartmen

Cathy Haught

Ron Hegner

Ssuan Hempal

Shonna Hickman-Matlock

Chad Hill

Roger Himmell

Vivienne Himmell

Teresa Horvath

Kathleen Hunter

David Hurwitz

Amanda Jaehnen

Anita Johnson

Kim Johnson

Rosalee Johnson

Kelly Johnston

Deborah Jones

Sarah Jones

Nancy Jones

Norma Jordan

Ints Kaleps

Karen Kaleps

Lissa Kaplan

Tina Kavy

Kay Kilby

Charles King


Tracey Kneblik

Janice Knight

Janet Kuester

Jack Kuntz

LuAnn Lahman

Kimberly Lampkin

Berman Layer

Ronald C. lee

Ralph Leffew

Gary Leitzell

Sandra Love

Lee Macy

Catherine Marrs

Glynn Marsh

Deborah Martin

Wendy Mauch

JoAnn Mawasha

Rebecca Mayor

Sherry McAndrew

Sue McCollor

Kathy McDonough

Debbie McLaughlin

Jonathan McNeil

Steven McQuire

Nancy McSherry

Karen Mergy

Leslie Meyring

Patty Miller

Martha Monnin

Carolyn Moore

Penny Moore

Barb Morgan

Richard Morris

Tim Mosher

Teresa Mott

Nosha Muhammad

David Murlin

Nicole Murphy

Mike Neeman

William H. Nelson, Jr.

Carl Norton, Sr.

Dorinda Nusum

Shirley Omietanski

Donna O'Neill

Judy Orick

Kirsten Page

Meenal Periannan

Deb Perkins

David Phipps

Aimee Pietrzak

Bill Pote

Lucia Prier

John Puterbaugh

Thelma Ratchford

Darrell Reel

Dale Richardson

Earl Richardson

Amy Rider

Kathleen Riggs

Terri Rivetti

Amber Rose

Gail Rose

Elizabeth Roster

Marilyn Roster

Scott Rutherford

Jullette Samuels

Terry Schalnat

Paul Schenk

Lois Schnieder

LaVerne Sci

Chuck Scott

Jessica Scott

Stephen Sebolt

Debbie Serrer

Amatul Shafeek

Larry Shock

Vicky Shortal

Jackie Skipple

Cynthia Smith

Sandra Snow

Verity Snyder

Britton Southers

Edward Stanziano

Jane Steinhauser

Pat Stephens

Ernest Stockton

Libby Storer

Tom Stricker

Duane Stritzel

Patricia Stucke

Nancy Sundra

Connie Sutton

Sally Swartz

Rick Tangeman

Shannon Tangeman

Mary Beth Thaman

Rita Thomas

Marjorie Thompson

Stacy Thompson

Rhonda Traylor

Julie Trick

Harvey Tuck

Sonna Tuck

Kathy Tyler

Andrea Vallance

Jenny Vance

Jan Vargo

Daneille Vrtar

Helyn Waddell

William Wagner

Bill Walk

Charles Wallace

Karen Wampler

Lana Ward

Curtis Watson

Thomas Weeks

Carl Westfall

Chris Westfall

Brenda Wheat

Angela Wheeler

Sharon P Williamson

Chris Wilson

Megan Wilson

Betsy Wilson

Michael Wirick

Monica Wirick

Marion Witcher

Barbara Wright

Bill Wright

Louis Wright

Victor Yancey

Lawrence Young

What is “Planning for Results?” Simply put, “Planning for Results” is a strategic planning methodology developed by the Public Library Association (PLA) to assist in long range planning of library services. Success starts with bringing together members of the community in a structured public engagement process.

The goal of the process is to create a vision and then identify the steps the Library can take toward making that vision a reality. Key to its success is the involvement of local residents, community leaders and library staff and trustees. Over forty individuals were invited to work together to first identify a community vision and to then translate the vision into a list of specific community needs that must be met in order to achieve that vision. The Library, with the continuing assistance of community representatives, uses


those needs to develop a list of prioritized service responses resulting in a plan with specific activities, completion dates and measurable outcomes.

While the Dayton Metro Library’s use of this planning tool followed most of the concepts developed by PLA, it has been modified to better suit the Library’s particular needs.

� First, the Dayton Metro Library represents a diverse set of constituents and communities requiring customized service plans for each community and neighborhood. Once the initial set of planning sessions had identified a system-wide service program, individual branch planning sessions were scheduled to focus attention on the unique needs of specific service areas.

� Second, also due to the diversity of our community, the planning process was given a heightened focus on participation by community representatives. A larger community input team was assembled to ensure the diverse character of the Dayton Metro Library service area was represented. A series of interviews of community leaders and library users were conducted to ensure broad community input.

� Finally, the Dayton Metro Library recognized that it must specifically address its facilities needs. Current facilities do not adequately address current needs and the success of any new service initiative will be dependent upon developing the Library’s physical infrastructure. While the Planning for Results methodology focuses specifically on service needs and not on infrastructure and other resources, the Dayton Metro Library included facilities planning activities in the process. Facilities planning will continue with a formal plan scheduled for completion in spring 2008.

Library Service Responses Planning for Results is a streamlined process that focuses participants in evaluating appropriate Library Service Responses for its target audiences. PLA has identified 17 Library Service Responses which the Dayton Metro Library planning team consolidated and customized into 13 Library Service Responses: � Reading, Listening and Viewing for

Pleasure � Emerging Literacy and School

Readiness � Public Internet Access � Business and Non-Profit Support � Job and Career Development � Community Information Services

� Genealogy and Local History � The People’s University � Homework Help � Create and Share Content � Services to New Immigrants � Adult and Family Literacy � Physical and Virtual Spaces

No library can make all of these service responses a top priority. PLA recommends identifying five or six Library Service Responses to pursue. The Dayton Metro Library certainly will continue to offer a number of core services that it has traditionally offered, but as a result of this planning process the Library will identify a limited number of service offerings that need to be strengthened to meet community needs. The Dayton Metro Library recognizes that total resources are limited. Through this planning process the Library’s Board of Trustees may be challenged to reassess its current priorities and as a result de-emphasize certain aspects of its service program or seek additional funding.

Dayton Metro Library 5 1/23/2008 2008 Strategic Plan

A specific planning window was not pre-determined but a five year window is assumed for many of the operational goals and objectives. While programs are often funded on an annual basis, the impact of services and the measurement of each program’s effectiveness may take many years. Many of the objectives related to facilities will actually extend beyond the five year planning window and may take a decade or longer to achieve.

Part 1: Public Engagement Over 650 residents, library users and non-users, community leaders and elected officials from all over the greater Miami Valley were invited to participate in various phases of the process to develop the Library’s new strategic plan. The Dayton Metro Library began the process by gathering comments from approximately forty key community leaders through one-on-one interviews. Interviewees were asked to express their thoughts about the greater Miami Valley, its future and its challenges. They were also asked to express their opinions about the library, its role in the community, and its strengths and weaknesses. In addition, they were asked about the library’s facilities. The main planning team came from an invited list of 44 elected officials, community leaders, library users and non-users representing a broad range of demographic and geographic groups. Invitees were asked to participate in four planning sessions held between June and August 2007. Twenty of the invited community members participated in at least one session. Many of them attended all four sessions. A total of fifteen Board members and senior staff members also participated in the community meeting discussions. In addition over 100 library staff members contributed to the process during four separate sessions in July and August 2007. The Board and Library staff developed a list of six strategic goals based upon the input from these public and staff sessions. As the Board moved to approve its goals, a new round of community sessions was held, focusing on the unique library service needs of the Main Library and each of the Library’s 20 branches. The Library’s Outreach Services also participated. Managers of each location were asked to hold their own strategic planning session, using the six system-wide goals as the focus of their discussion. During these branch sessions, held during September and October 2007, over 250 invited elected officials, community leaders, and library users met to prioritize and rank the importance of the six system-wide goals. Participants were then asked to identify for each goal any existing library services and programs that could be strengthened or new programs that could be initiated that would significantly assist in meeting the priorities for that particular branch. Considerable feedback on library facilities was received. The results of these sessions have been useful in two ways. First, seeing a number of common responses from around the system helped the Library identify programs that deserved coordinated system-wide support and increased resources. Second, each of the branch managers was given first hand feedback on unique needs and services for patrons of that location thus allowing managers to develop branch specific service plans based on this local input.


Community Leader Interviews As background to the planning sessions held in June-August 2007 the Dayton Metro Library contracted with Burges & Burges Strategists to conduct confidential interviews with community and library leaders. Each was asked questions about the community, the library’s current role and potential roles in the community. Library services and facilities were also discussed. The views expressed by community leaders about Montgomery County and its future prospects were mixed. The majority of respondents stated that the county was heading downward, while a significant number were neutral or felt that the county was doing better than previously. When asked if things were better or worse than they were five years ago, numerous respondents agreed that the county was getting worse. When asked what the county’s future looks like projecting five years ahead, many stated that the future depends on different factors such as the nation’s economy and regional and technological advancements. The majority of those interviewed ranked the library highly in terms of importance to the community, when compared to parks, schools, human services, city services and higher education. Five interviewees consider the service ranked in the middle and two residents provided inconclusive answers. Respondents stated that they were impressed with the library resources such as Internet access and technology, customer service, helpful staff members and well-maintained facilities. They also noted the organized and well-stocked collections of materials; its schedule of workshops, seminars, art exhibits, after-hours events, community forums and reading programs. Others noted many of the library’s web-based services like email date due reminders, on-line book requests, and downloadable audio-books. Most of the negative comments were aimed at library facilities, noting the lack of the new name change on library signage and concerns about the environment (i.e. the cleanliness and safety of buildings), and some of the deteriorating facilities. In order to improve, respondents suggested more convenient hours, including Sunday service at more locations, and working more with youth and senior organizations. Those interviewed stated that the role of the libraries is to provide information, technology, support for education and literacy in the community; to create a positive entity in the neighborhood and to play a part in school and community events. Interviewees noted that they expect the library to provided services such as children and teen programming, bookmobiles, job and resume assistance, meeting rooms, cafés, Internet access, grant writing centers, current periodicals, more handicapped accessible areas and programs such as home ownership and predatory lending. Those interviewed also mentioned senior services, cleaner facilities and wireless capabilities. Respondents were asked what community organizations the library should collaborate with. Community and business leaders mentioned collaborating with family and children service organizations, schools, JOB Center, universities, civic organizations, local businesses, “Project Read”, Literacy Council and the municipal governments. The library should also work with senior service groups, ethnic organizations, health providers, community centers and literacy programs.


Community Vision Concurrent with the one-on-one interviews, the Library held it’s first of four planning sessions with invited representatives of the community. Library users, educators, and social service professionals joined elected officials and library staff and board members in defining a vision for our community. During the first planning session participants were asked to work in small teams to identify statements about the ideal future for Montgomery County and its surrounding communities. The focus was intentionally broadened to include the entire community rather than looking at library services or just the Dayton Metro Library service area. Each team contributed ideas and thoughts which were reported back to the full group. In 10 years, Montgomery County will: • Have a human services safety net that will meet the needs of the whole community

• Be a world-class, safe, livable community with quality education and lifelong learning opportunities

• Have quality art, cultural and park experiences incorporated into everyday life for everyone

• Have abundant, satisfying and well-paid jobs as a result of regional economic revitalization

• Be easily accessible with a regional transit system (high-speed rail)

• Have a computer literate and technologically savvy population

• Have integrated neighborhoods and communities showing diversity and pride

• Celebrate the unique identities of its suburbs while boasting a vibrant downtown

• Keep its existing families and attract new ones through its affordable housing

• Enjoy the highest standard of health care for all

• Have used inventiveness and entrepreneurial skills to develop and implement green technology

• Have eliminated “brain drain”

• Enjoy economic prosperity through its existing manufacturing base while expanding with future technologies

• Have strong K-12 school systems as a result of strong collaboration with our colleges and universities


Strengths, Weaknesses, Opportunities and Threats In addition to identifying a list of vision statements, the participants at the first planning session also identified the important strengths, weaknesses, opportunities and threats of the Dayton Metro Library Service area. Again, attention was not focused on the library, but on the community as a whole. Working in small groups and reporting back to the planning group as a whole the planning teams discussed and consolidated their thoughts into statements as shown in the following matrix.

Strengths Weaknesses Friendly Community Library Colleges and Universities Flood Proof Rivers Arts and Culture Park Systems Location Access to Health Care Resources Affordable Housing Aviation History Quality of life Wright-Patterson Air Force Base Low cost of living Good water Good leaders with vision

Current Economic Conditions � Decline of Auto Industry � Sprawl

Lack of regional focus Poor self image Public schools � Perception � Uneven quality � Funding

Large undereducated workforce Poor housing stock/condition � High foreclosure rate

Transportation (Public) Downtown entertainment (lack of) Not enough direct flights Racial and economic segregation Perception of high crime Loss of major corporate headquarters

Opportunities Threats Regional networking cooperation � Columbus and Cincinnati networks

Higher paid jobs Entrepreneurial opportunities Public schools Growing importance of higher education Development of rivers Abundant water Affordable housing that can attract skilled workers Can become hi-tech center Merge Cincinnati/Dayton area Downtown � Growth � Wealth

Advancement of medical research

Schools � Quality � Threat of charter schools � Funding

Current segregation and poverty � Housing – (aging quality) � Urban Flight � Vacant homes/buildings

Continuing job losses Loss of local control Loss of identity through sprawl Migration to suburbs/outside of region Uneven tax base Agricultural losses Drugs State legislation that impacts local governments, unfunded mandates, etc.


Community Needs – Where the Library can Play a Lead ership Role The first community meeting concluded with participants reviewing the vision statements and SWOT analysis matrix. The following is a list of community needs discussed during the first session and expanded upon by staff using the vision statements and SWOT analysis. These statements identify what is required in order to achieve our “vision” for Montgomery County. The primary focus of the second community meeting was to review the need statements and consider the following questions:

o Should the library play a leadership role in meeting this need? o Should the library play a supporting role in meeting this need? o Should the library not or cannot play a role in meeting this need?

After small group discussions of these questions, participants participated in a dot voting exercise attempting to establish importance and prioritize which of the statements the library was most capable of having a meaningful contribution toward satisfying. Each participant was asked to place ten votes. Participants were able to vote more than once for any needs statement. The following shows the results sorted by those that received the largest number of votes received.

Receiving more than 20 votes � Create opportunities for lifelong growth and civic participation

� Offer affordable activities and unique amenities that will draw people downtown on a regular basis

� Build an educated, effective and trained workforce

� Expand access to technological resources and education opportunities

Receiving less than 20 votes � Create uniform educational excellence in all K-12 schools

� Build new educational and corporate partnerships

� Provide quality of life opportunities that keep youth from seeking futures elsewhere and seniors from retiring elsewhere

� Encourage new and strengthen current community leadership – (civic, elected, niche, corporate)

� Create avenues for displaced workers to retrain for work in growing industries

Receiving less than 10 votes � Build upon the current cultural strengths to foster participation throughout the Miami Valley

� Develop and share a common vision for our “greater good” (leaders and greater community)

� Improve the infrastructure of health, educational and institutional support to those who do not have the economic resources

� Expand access to recreational opportunities

� Exploit Dayton’s aviation heritage and unique water resources


During the discussions that followed the voting it was clear that many felt the choices were difficult to make for two main reasons. First, it was a challenge for the group to choose between such a large numbers of needs; suggesting that if some of the closely aligned needs were consolidated, total points for some needs would have ranged much higher. As an example, several needs related to economic and workforce development received fewer votes individually but collectively would rank with one of the highest scores. Second, the planning group felt it was a challenge to weigh the priority of those needs that were important and highly visible in the community but where other institutions were working to meet those needs vs. community needs that might not have high visibility but where the library may be a much more significant or even the only institution in our community addressing that need. Below are community needs identified by the group that received four or fewer votes indicating the need for no or limited participation by the Library. There were strong statements during the group discussions indicating that the library had a significant contribution in building a comprehensive human services safety net, building collaborations and attracting new businesses and encouraging the growth of existing companies, but that the library’s contribution would be small compared to the contributions of other organizations. � Build community collaborations to achieve economies of scale while recognizing community

identities

� Promote, facilitate and reward the use of environmentally sound practices and green technologies

� Directly link higher education institutions with Wright Patterson Air Force Base to bring in new jobs

� Revitalize housing in urban neighborhoods and first ring suburbs

� Market Dayton – to internal and external audiences

� Build a comprehensive human services safety net

� Attract new businesses to the area and encourage growth of existing companies

� Find and secure more state and federal dollars for medical and high tech industry training and recruitment

� Develop innovative transportation solutions that encourage the use of existing community infrastructure

Library Service Priorities A key step in the PLA Planning for Results process is identifying a list of priority services programs from the broad range of possible library services. To assist libraries in that task seventeen Library Service Responses have been developed by library planning and service professionals from around the country. By reflecting best practices each service response describes a broad range of modern library programs. The Dayton Metro Library staff reduced that number to thirteen categories and customized the definitions by illustrating those programs the Dayton Metro Library already offers, identifying those where the Dayton Metro Library may be able to improve its service offering and adding to that those programs not currently offered. This classification of modern public library service responses was reviewed with planning participants. The group was asked to consider the outcomes of the previous planning activities such as the statements of community vision, the SWOT analysis and in particular the prioritized list of needs statements voted on earlier in the session. Through a second dot voting exercise


participants were asked to prioritize the service responses. Each participant was asked to place ten votes. Participants were able to vote more than once for the same service response. The results of that voting are sorted by the number of votes received:

Receiving more than 20 votes � PHYSICAL AND VIRTUAL SPACES: VISITING A COMFORTABLE PLACE

Residents will have safe and welcoming physical places to meet and interact with others or to sit quietly and read and will have open virtual spaces that support social networking.

� THE PEOPLE’S UNIVERSITY: BECOMING INFORMED FOR LIFE CHOICES Residents will have the resources and assistance they need to explore topics of personal interest and continue to learn throughout their lives. Citizens will have access to the information they need to make informed decisions in their personal and community lives.

� PUBLIC INTERNET ACCESS: CONNECTING TO AND UNDERSTANDING THE ONLINE WORLD Residents will have the access and the skills to participate in a digital world. Residents will have the skills to search for, locate, evaluate, and effectively use information to meet their needs through resources and services available through the Internet.

� READING, VIEWING AND LISTENING FOR PLEASURE : STIMULATING IMAGINATION Residents who want materials to enhance their leisure time will find what they want when and where they want them and will have help to make life choices.

� HOMEWORK HELP: FOSTERING SUCCESS IN SCHOOL Students and their teachers and caregivers will have the support and resources they need to succeed in school.

� EMERGING LITERACY: CREATING YOUNG READERS Preschool children will have programs and services designed to ensure that they will enter school ready to learn to read, write, and listen.

� ADULT FAMILY LITERACY: LEARNING TO READ AND WRITE

Adults and teens will have the support they need to improve their literacy skills in order to meet their personal goals and fulfill their responsibilities as parents, citizens and workers.

Receiving less than 20 votes

� COMMUNITY INFORMATION SERVICES: SHARING IN GREATER DAYTON Residents will have a central source for information about the wide variety of programs, services, and activities provided by community agencies and organizations.

� BUSINESS & NON-PROFIT SUPPORT: BUILDING SUCCESSFUL ENTERPRISES Business owners and non-profit organization boards and their managers will have the tools they need to develop and maintain strong, viable organizations.

� JOB AND CAREER DEVELOPMENT: MAKING CAREER CHOICES Teens and adults will have the skills and resources they need to identify career opportunities that suit their individual strengths and interests.

� GENEALOGY AND LOCAL HISTORY: DISCOVERING AND PRESERVING OUR COLLECTIVE

HERITAGE Residents and visitors will have the resources they need to explore their heritage, to connect the past with the present through their family histories, and to understand the history and traditions of the community in which they live.


Receiving less than 10 votes � CREATE AND SHARE CONTENT: EXPRESSING CREATIVITY

Residents will have the services and support they need to express themselves by creating original print and content in a real-world or online environment.

� SERVICES FOR NEW IMMIGRANTS: WELCOMING NEW CITIZENS TO THE UNITED STATES New immigrants will have information on citizenship, English Language Learning (ELL), employment, public schooling, health and safety, available social services, and any other topics that they need to participate successfully in American life.

Following the voting there was extensive discussion about how many of the top ranked service responses were appropriate to include in a new library strategic plan. The PLA guidelines call for a library to select a limited number of the service responses to use in developing its plan with three to five being the norm. Physical and Virtual Spaces received the most votes but some questioned whether the “virtual spaces” should have been tied to the physical spaces. Others felt that Physical and Virtual Spaces could be described as a key piece of the library’s infrastructure; a necessary component in supporting services described elsewhere. The three service responses gaining the next highest number of votes, Public Internet Access, the People’s University and Reading, Viewing and Listening for Pleasure, were described as the “core mission” of the Library. Public Internet Access was seen as a part of what keeps the library relevant in today’s digital environment. As with physical spaces, ready access to computers can assist in achieving a wide range of other goals. Significant discussion focused on the next three service responses: Homework Help, Emerging Literacy and Adult Family Literacy; all dealing with education and aspects of literacy development. The group felt these three, if lumped together, would have ranked higher than any of the other service responses. Developing a strategic plan without strong preschool, K-12 and adult education components didn’t make sense. Additional time was spent looking at the service responses that didn’t garner many votes. For instance, Genealogy and Local History along with Services to New Immigrants tallied the lowest number of votes, but there was articulate support of each of these services. Many felt the library was uniquely positioned to provide these niche services. If the library doesn’t do them, will others? While some service responses received low scores in the voting process, participants were assured that this didn’t mean the library would withdraw or reduce support from these programs. Still, many wanted these services recognized in the plan. Finally, staff recognized that while workforce and economic development were important community needs these topics received low scores in the voting. Staff speculated that participants may see the library’s education initiatives as offering the greatest contribution to economic development.


Part 2: Library Mission Statement The PLA planning process recommends that Library boards evaluate their mission statements as a part of the strategic planning process. Unlike planning in the private sector where all strategic planning begins with the company’s mission statement, the Dayton Metro Library chose to re-examine its mission statement in light of the community vision, needs and SWOT analysis identified as a part of the public engagement sessions. Coinciding with that analysis of community vision and needs, the Board developed its strategic goals. Earlier versions of the Dayton Metro Library mission statement focused on the collections which were steeped heavily in print media. A version of the mission statement adopted in 2002 attempted to broaden the library’s focus beyond recorded media and implied a new role of assisting residents in accessing and manipulating information from a broader range of sources, including content found on the Internet. It recognized the role of the library to connect users to the world of information. During its July 2007 Annual Retreat, the Board of Trustees and senior staff members met to accomplish two key tasks: 1) evaluate the Library’s existing mission statement and redraft it if necessary, 2) develop a list of strategic goals. This Board retreat was scheduled between the third and fourth public engagement sessions in order for the Board to incorporate the community’s vision of the library in its discussions. As background information for the retreat Trustees were provided versions of mission statements from other libraries around the world in order to see how other entities had addressed defining their target audience, articulating the needs of their target audiences and measuring the outcomes that the target audiences should expect from their library. While seeing other mission statements was valuable in defining a format for a new Dayton Metro Library mission statement, the trustees focused most of their attention on the rich vocabulary of terms and phrases, key statements and concepts identified in the public engagement sessions. As the Trustees were asked to also spend time in this session identifying new strategic goals for the library, there was a clear interplay and interrelationship between the mission statements and the goal statements. Although an initial draft of the mission statement was developed at the retreat, some alternatives were also kept in consideration. Trustees considered these drafts at the July and September Board meetings, and adopted the following new mission statement at the September 19th meeting:

The Dayton Metro Library will inform, inspire and e nrich our community by linking individuals to information nee ded for personal success, providing access to a world of imagination and culture and offering convenient and comfortable spaces that enh ance exploration and facilitate civic participation.

We are the marketplace of the mind.


Part 3: Strategic Goals, Objectives and Activities In addition to developing a new mission statement, Trustees and key staff members used the 2007 Board Retreat to consider the library service responses discussed at the public engagement meetings. In planning service goals the PLA Planning for Results model dictates that three, four or five of the Library Service Responses receiving the highest votes would be used to establish the Library’s priority goals and objectives. However, it was clear that the participants were particularly concerned that niche services, such as genealogy and local history, might be deemphasized because they failed to garner as many votes as marquee services such as children’s summer programs and Internet access. The Board and senior staff considered other comments made during the strategic planning sessions. As a group, participants felt that early and pre-school education, traditional elementary and secondary education, and non-traditional adult education all needed to be included as critical pieces in the library’s service program. As with developing a new mission statement, the Trustees crafted draft goals at the July Board Retreat. These goal statements were discussed at the July and September Board meetings and the Trustees formally adopted six strategic goals at their September 19th meeting. By their very nature, Strategic Goals are general statements that articulate a vision for the organization. However, the broad scopes of such statements fail to provide sufficient detail to establish specific program activities and constitute a strategy for meeting those goals. Further, strategic goals fail to offer measurable outcomes that define and demonstrate success or failure in meeting those goals. During October and November, each branch and service location hosted meetings of neighborhood and community leaders. Over 250 community members participated in those sessions. The benefits of these meeting were twofold:

� Each manager heard from their own community about what were the strengths and

weaknesses of that location, they also explored opportunities and threats that would shape the service programs at that location. At some there were certain strategic goals that resonated with greater importance than others. As a result, the staff at each location was able to focus their attention on those goals of local significance.

� The library heard many of the same ideas and suggestions emerge from all over the

library’s service area giving the library an important context by which to establish priorities and identify those programs that deserve system-wide support.

The Dayton Metro Library planning teams, in responding to the community meetings have developed the 15 specific operational goals and 35 measurable objectives as outlined on the following pages. In reaching those goals and objectives over 200 specific activities and programs proposal were identified. Not all of the program activities may be employed in achieving the plan objectives but are listed here to aid the reader in understanding the scope of what is being planned or considered. Each January the Executive Director will propose a set of annual objectives and describe to Trustees the activities that will be undertaken toward achieving specific objectives.


Outcome: Youth Succeeding From birth, youth will have the resources, programs , and services to stimulate intellectual development and curiosity an d will receive support to succeed in school. Operational Goal 1 Young children, their families and caregivers, will receive support to develop the early literacy skills necessary to start kindergarten and succeed.

Objectives

1. By 2010, the number of early childhood teachers and early care and education college students that have participated in early literacy skill development training will have increased by 25%.

2. By 2010, increase attendance at early care and education programs by parents and home day care providers by 10%.

3. By 2010, 70,000 infants, toddlers and preschoolers will have attended library sponsored story hour programs which foster the development of early literacy skills.

4. By 2010, children’s picture book circulation will have increased by 15%. Current Activities to Maintain

1. Provide comprehensive collections of books, magazines and other media formats for birth through age five.

2. Present regularly scheduled story programs/puppet shows promoting library collections and usage.

3. Offer classroom collections of library materials to day cares, Head Starts, and preschool providers.

4. Provide a summer read-aloud club for preschool age children.

5. Provide incentives for at-risk children and parents to visit neighborhood branch libraries. Current Activities to Strengthen

1. Expand bookmobile and outreach services to additional early care and education settings.

2. Expand Ohio Ready to Read training and other early literacy training to all parents and early care and education settings.

3. Offer infant (birth to 18 months) story times at a minimum of 10 branch locations.

4. Offer toddler (18 to 36 months) story times at no fewer than 10 locations.

5. Expand themed story kits of materials to assist the early literacy efforts of parents, teachers and caregivers.


6. Provide educational toys which heighten early literacy experiences in each branch Children’s Room.

7. Expand deposit collections to home day care providers.

New Activities under Planning or Consideration

1. Create an infant-toddler/parent component to summer reading club.

2. Develop comprehensive collections of electronic formats for preschool age children available from child-friendly computers. †

3. Co-host with the United Way and the Early Childhood Initiative of Montgomery County a summit of providers that serve the parents/caregivers of children birth through age six.

4. Provide Grow Your Own Reader packets promoting early literacy and library use to parents of newborns through age one.

5. Establish an advisory board for library service to the early childhood community

Operational Goal 2

Traditional and non-traditional students and teachers will find resources, programs, services and staff to support their educational endeavors.

Objectives

1. By 2010, 6000 hours of onsite or online homework help assistance will be provided to students at or through the library. †

2. By 2012, the number of children and teens with library cards will increase by 30%.

3. By 2010, the number of books loaned to schools for in-class use will have increased by 15%.

Current Activities to Maintain

1. Provide comprehensive collections of books, magazines, and media for ages five through seventeen.

2. Provide regularly scheduled programs for children and teens promoting library collections and usage.

3. Provide classroom collections of library materials for traditional and non-traditional school use.

4. Offer summer reading programs.

5. Continue to offer the Right Start Card first grade library card program.

† Progress toward this goal or objective will be severely limited without significant facilities investment


6. Provide tours/instruction of the library to elementary, middle, and high school classrooms. Current Activities to Strengthen

1. Expand the collection of electronic formats to include materials for school assignments.

2. Increase visits to educational settings to promote classroom collections, homework help service, and online homework help.

3. Expand programs to home school families, offering orientation sessions for home schooled students and their parents.

4. Actively promote children's and teen books in audio and eBook format to go along with reading and literature assignments and graded reading lists.


1. Develop an effective website for traditional/non-traditional schools, teachers and families.

2. Develop a homework help website using IM and chat technologies.

3. Establish a school assignment alert program for classroom and home school teachers.

4. Establish homework help centers to connect volunteer tutors with children in need of tutoring.†

5. Offer continuing education opportunities for parents, teachers and other librarians modeled after the "Picture Book Read-In".

6. Partner with museums to allow disadvantaged youth to borrow day passes.

Operational Goal 3

Teens will have access to safe and constructive environments that offer complementary collections and diverse programming that promotes and stimulates literacy, creativity, education, and careers.†

Objectives

1. By 2012, the number of teens receiving volunteer experience opportunities at the Library will have increased by 30%.

2. By 2010, teens who visit each Dayton Metro branch library will find designated Teen Lounges in all libraries.†

3. By 2010, circulation of teen materials will have increased 30%.

4. By 2012, attendance at teen programs will have increased by 30%.

† Progress toward this goal or objective will be severely limited without significant facilities investment.



1. Provide comprehensive collections of books, magazines, and media for teens.

2. Offer teen specific programs on topics such as anime and gaming that lead teens to use the library and the collections.

3. Provide summer reading programs aimed at teens.

Current Activities to Strengthen

1. Establish and support teen advisory boards at all branches.

2. Expand the number of afternoon, evening and weekend programs for teens at each agency.

3. Increase participation in high school sponsored college nights.

4. Increase number of SAT/ACT preparation workshops.


1. Offer services through youth detention centers and other non-traditional settings.

2. Offer meaningful volunteer opportunities for/to teens by cooperating with other teen-serving community agencies.

3. Offer mentoring opportunities through the library for teens and by teens.

4. Offer career and college resource centers for teens at all agencies.

5. Participate in middle and high school open houses.

6. Offer an annual teen community reading event featuring online book discussions and culminating in a system-wide community event


Outcome: Adults Succeeding Adults and teens will have the services and resources they need to improve their literacy, enter into and compete in the global economy, participate in civic life and otherwise contribute to our community. Outcome: Lifelong Learning Residents of every age and background will have access to current resources in desired formats to explore topics of interest and to find and evaluate information critical to making life decisions. Operational Goal 1

Residents will find information and services to help them reach educational goals, enter the job market, or achieve professional/business success.

Objectives

1. By 2010, residents will have access to current test preparation software and current print editions of test preparation guides, resulting in 10% increases over 2008 usage of both online and print resources.

2. By 2010, 250 patrons will have attended job skills or business development programs, and 90% of attendees will indicate on evaluations that the programs met their needs and expectations.

3. By 2010, circulation of materials to older adults, with birthdates of 1952 or before, will have increased by 15%.


1. Maintain business collections in print and online formats, grants information center and accompanying programming.

2. Maintain translation and interpretation services for library programs and events.

3. Provide translation and interpretation services for library programs and events.

4. Maintain acquisition and promotion of new materials in all formats on a full range of non-fiction topics.

5. Maintain genealogical and local history resources, with conservation emphasis on collections of local significance to residents of Dayton and the Miami Valley.


1. Expand job skills/career assessment programming.

2. Offer life skills to assist patrons of all ages in making critical decisions.


3. Expand college/vocational and adult literacy education materials, in all formats.

4. Expand business programming to include entrepreneurship support at both start-up and business growth levels.


1. Provide access, both physical and virtual, designed to enhance use of library by older adults or people with disabilities.†

2. Encourage library use by new immigrants through Spanish language materials, signage, outreach, and website. Expand to other languages as need is demonstrated.

Operational Goal 2

Residents will have opportunities to attend a wide variety of educational, cultural and entertainment programs designed to inform, inspire and enrich their lives.

Objectives

1. By 2012, residents will attend at least 100 general interest programs with an average attendance of at least 15. Program attendance will have increased by 15%. †

2. By 2009, at least 10 programs of specific interest to older adults (age 55+) will be offered with an average attendance of 15, with 90% of attendees indicating that the programs met their needs and expectations. †


1. Present programs on topics of general interest, including both life skills and cultural enrichment topics.

2. Offer a series of programs for older adults on retirement, care giving and healthcare.


1. Present library orientation programs/materials for new users.

2. Offer intergenerational programming designed to build a stronger sense of community between all age groups.



Operational Goal 3

Residents will find collections of books and other printed and popular media formats that respond to their information needs and leisure time interests.

Objectives

1. By 2012, total adult nonfiction materials circulation will have increased by 15%.

2. By 2012, the number of articles downloaded from premium databases will have increased by 50%.

3. By 2009, each agency will offer at least six displays of literary or topical interest annually. †


1. Continue to purchase new materials on a full range of non-fiction topics.


1. Expand easy-to-read materials on life skills topics.

2. Expand nonfiction audio-books and DVD collections.

3. Increase the size of nonfiction large type book collections

4. Increase display areas in all buildings and share successful display ideas and materials among all DML locations. †


1. Offer health videos and books in Spanish.

2. Provide comprehensive access to local history materials system-wide through Digital Asset Management.



Operational Goal 4

Residents will discover a library that reaches beyond its walls to make each person feel welcome, to invite individuals and groups to make full use of facilities and services, and to work with partner organizations to expand both the scope of services and public awareness.

Objectives

1. By 2012, at least 100 community groups will receive letters of invitation to visit the library, including suggested resources for that group. Branch/department managers will send at least one letter each year, and note the group’s response in a quarterly report.

2. By 2012, library participation in community cultural events will have increased by 20%.

3. By 2012, a library speaker’s bureau will have made 500 presentations to community groups promoting the use of library resources.

4. By 2012, the number of older adults with limited mobility will increase their use of Lobby Stop and Homebound services by 25%.


1. Partner with meeting room groups to highlight resources, include information of interest for each visiting group.


1. Work with partner organizations, such as the Job Center, to present and promote programs.

2. Establish deposit collections at places of opportunity.

3. Create “how we can help” contacts with churches, business leaders, and politicians.

4. Create additional outreach opportunities to senior centers, retirement communities, and senior organizations.



Outcome: Community Commons Individual residents, groups, businesses and other organizations will find comfortable, safe and accessible spaces to use library resources, to attend programs, and to strengthen the community through both planned and informal interactions. † Operational Goal 1

Residents will have a welcoming, safe, and comfortable environment conducive to using library collections and services. Displays and promotion of library materials will introduce the browser to new authors, artists, and topic areas. †

Objectives

1. Beginning in 2008 through 2012, the number of visitors that indicate the library is welcoming and comfortable will increase 3% each year.

2. By 2012, 10% of adult seating will be located in separate, quiet reading spaces.†

3. By 2012, expand aisle width for 90% of the publicly accessible stacks to a minimum of 42 inches. †


1. Provide access to library collections services at convenient locations throughout Montgomery County.

2. Provide access to comprehensive collections print and media items in our collection.†

3. Provide special furnishing for children’s spaces.


1. The library will support increased safety by installing digital video security cameras at all locations.

2. The Library will reduce stack density to improve the customer’s need for easy access to library materials.†

3. The library will provide flexible space and comfortable furnishings that offer a variety of learning and study environments, both quiet and active, to support the needs of our patrons.†

4. The Library will effectively market it’s collections by installing improved display furniture in high traffic areas. †



5. The Library will establish a warm, friendly atmosphere where teens can gather to socialize, and study with appropriate furnishings, collections and computers.

6. The library will foster a level of independence among library patrons by replacing exterior signage and developing consistent interior signage for new materials and other services.

7. The Library will host events, both cultural and scholarly, that draw new users and feature the library as an intellectual and social center of the community.


1. The library will establish “zero tolerance” quiet reading rooms to support the needs of our library users. †

2. The library will contract with vendors to provide coffee and other refreshments at economically viable branch locations. †

3. The Friends of the Library will offer continuous book sales at all locations Area residents will be invited to join the Friends of the Library, a volunteer organization that encourages community awareness of library services and raises funds for special library materials

4. The library will adopt a comprehensive roof replacement and warranty program for all library locations.

5. The Library will adopt a comprehensive HVAC equipment replacement schedule for all locations.

6. The library will adopt a comprehensive carpet replacement program for all locations.

Operational Goal 2

The Library will have attractive, functional spaces for sharing information, ideas and experiences. †

Objectives

1. Library visits will increase 3% annually from 2008 -2012.

2. Beginning in 2008 through 2012, there will be an increase of 10% annually in non-library sponsored meetings by community and non-profit groups.†

3. Operate two facilities using displays, seating and amenities of a modern bookstore.†




1. The library will expand hours of operation to better meet the needs of our library patrons.

2. The library will develop a plan to increase the amount of meeting and programming space at all locations. †

3. The library will provide child friendly programming space and “Read to Me” spots at viable locations. †

4. The library will create, expand and improve gallery and exhibit spaces for traveling and temporary exhibits at selected locations†


Outcome: Discovery and Interaction in a Virtual Wor ld

Residents will have ready access to computer technology, training and support for the purposes of educational, career and economic achievement, creative expression and participation in a digital world. † Operational Goal 1

Members of all ages in our community will have computers in the library to use for the purposes of educational, career and economic achievement, creative expression and participation in a digital world. † Redundant?

Objectives

1. By 2012, the number of hours of computer use by library visitors will have increased by 50%. †

2. By 2012, the amount of time patrons wait for an available computer will have decreased by 30%.†


1. Provide free broadband Internet access via public access computers at all library locations.

2. Provide free wireless (WIFI) access.

3. Provide a robust, reliable network with tools in place to maintain that stability and help protect patron and staff computers from security and privacy threats.


1. Increase the number of computers available to the public to (1.1 computers per thousand residents.) increasing the total from 343 to 524. †

2. Provide gadget friendly furnishings for patrons to plug in their laptops and other equipment.

3. Increase our efforts to promote the availability of wireless access to the Internet.

4. Enhance privacy and security for users to participate in e-commerce and e-government services.

New activities under Planning or Consideration

1. Incorporate assistive technologies and services to ensure that hardware and software are available to accommodate people with a variety of physical challenges. †

2. Provide computers designed for preschoolers. †

3. Provide a greater diversity of applications for patrons to use for creating and editing photos, music, audio and video recordings. †

4. Provide unique spaces for public computers to be used specifically by teens and for research only. †



Operational Goal 2

The community will be involved with the library through the library’s website and the interactive services provided by the library to users.

Objectives

1. By 2009, the number of total user visits to the library’s website per month will increase by 50%.

2. By 2009, a web survey of users will show an 80% satisfaction rate with the website.

Current activities to maintain

1. Provide email due date reminders and overdue notices.

2. Provide email newsletters about books and events.

3. Provide downloadable audio-books and eBooks.

4. Provide a public website that includes: � The Catalog � Premium databases � Subject area pathfinders/links

� Library events � Library services and policies � Bibliographies

Current activities to strengthen 1. Provide catalog enhancements that will give patrons the opportunity for more interactivity

including the ability to write reviews, rate titles, and share favorites. 2. Completely overhaul the library’s website for better usability and to make it a more

interactive experience for patrons

New activities under Planning or Consideration 1. Provide a means for patrons to pay for fines, printouts, etc. with credit and debit cards. 2. Improve access on the library’s to branch-specific information about local programs and

other activities. 3. Provide reference service via IM (Internet Messaging) for patrons who are active IM users. 4. Provide patrons the option to receive notices and announcements over their cell phones

using SMS text messaging. 5. Explore Web 2.0 tools and implement those that provide better service to patrons. 6. Make standard web pages and the library catalog available in the Spanish language. 7. Provide audio or video podcasts of library programs.


8. Provide activities for online interactivity on the library’s website including: a. Provide blogs on reading and other activities for target audiences. b. Provide the virtual space for patrons to upload and tag Dayton-related photographs.

9. Provide online content on the library’s website to coincide with the Library’s increased

programming and collections for older adults.

Operational Goal 3

Patrons will learn about using computers as well as other topics relating to educational, career and economic achievement, creative expression and participation in a digital world through training provided at the library.

Objectives

1. By 2010, 5200 patrons will have attended library provided training classes using laptop training labs.

2. By 2012, 16,000 patrons will have attended training classes in dedicated computer labs at 3 library locations.†


1. Provide assistance in accessing and using Internet.

2. Provide one-on-one training sessions on Internet.


1. Increase one-on-one training sessions and promotion of this service.

2. Increase Teen programming about MySpace and other social networking tools on the web. New Activities under Planning or Consideration

1. Establish computer training labs for hands-on classes and programs. †

2. Provide wireless laptops for training the public.

3. Provide hands-on “Office applications” and Internet training classes at novice and intermediate levels. †

4. Provide laptop computers and mobile laptop carts that can be used for training patrons at non-library locations, such as senior centers.

5. Provide laptop computers and mobile laptop carts that can be used for training patrons at non-library locations, such as senior centers.

6. Provide computer training for seniors, both in the library and off-site †



Outcome: Stimulating Imagination Residents of every age and background will find diverse collections of materials and programs for entertainment and to enhance their leisure time. Operational Goal 1

Library users of all ages, ethnicities and cultural backgrounds will find library materials that provide something exciting in various formats and on a wide variety of topics.

Objectives

1. By 2009, spending for downloadable media including movies and music will increase by 100%.

2. By 2008, patrons will have access to new materials within an average of ten days from the point of receipt from vendors.


1. Allocate15% of operating budget for library materials.

2. Purchase books with three-to-one ratio of reserves to copies; audio books and music at a four-to-one ratio; movies at a six-to-one ratio.

3. The library will order titles by 95% of patrons’ requests for purchase. Current Activities to Strengthen

1. Reduce the time it takes for newly received materials to reach the shelves.

2. Expand the number of copies of popular titles.

3. Expand collections of niche materials such as storykits, teen audio and science fiction.

4. Develop weeding guidelines for agencies. New Activities under Planning or Consideration

1. Contract with vendors of downloadable media to include movies and music.

2. Implement a de-selection policy for removing materials from the shelves which have not circulated in the last year.

3. Implement new media and forms of content delivery.


Operational Goal 2

Library users of all ages can enjoy a variety of programs offered by the library on a range of topics that entertain and enhance leisure time.

Objectives

1. By 2009, offer at least three adult book related programs at every location each year.

2. By 2010 book and film discussion group attendance will grow by 30% each year.

3. By 2008, two national author programs for adults will be offered each year.

4. By 2009, two national author programs for teens and children will be offered each year.


1. Maintain and diversify genres of book discussion groups at agencies and offsite.

2. Hold more film, music and alternative media programs to bring people into the library.

3. Hold more programs that stimulate imagination.

4. Offer urban authors visits and book talks at two or three urban branches.

5. Offer at least six offsite book discussions each year, starting in 2009. New Activities

1. Offer a teen community reading event.

2. Invite nationally known authors to speak.

3. Diversity book discussion groups to include non-traditional book topics, book related topics, and discussion events

4. Program committee will offer a regular list of program offerings to branches. Options will include nontraditional book discussion topics and titles as well as other book-related programs and film, music and alternative media recommendations.


Part 4: Strategic Initiatives Beyond the specific operational goals, objectives and activities defined above; there are a number of strategic initiatives that the Dayton Metro Library will undertake that will provide key support in furthering the Library’s mission and goals. Throughout the discussions that developed and defined the six strategic goals, there were many recommendations that involved promotion of library services, staff development and increased effectiveness of the library services. These have been incorporated in the plan as Strategic Initiatives. There are two initiatives where significant work has already been undertaken – development of a facilities master plan and the creation of a library foundation. Both initiatives will be incorporated into 2008 activities.

Development of a Facilities Master Plan Concurrent with the work of developing a new strategic services plan, the Dayton Metro Library has done considerable work toward development of a master facilities plan. The library has incorporated facilities planning activities into the development of the new service goals. However, our facilities’ planning seeks to address issues on a fifty year timeline and requires examinations of demographic characteristics of the library’s service area and other considerations. Among the issues that need to be addressed in a facilities plan are questions such as, “How many branches do we need?” and “How big should they be?” “How important is the Main Library” and “Where do our facilities need to be located?” Many of the operational goals and objectives highlighted as a part of the strategic plan have noted that significant progress cannot be accomplished without aggressive efforts to improve library facilities. Significant increases in program and meeting attendance cannot be achieved without adequate meeting facilities. Our current amount of space cannot accommodate both the varying needs of library visitors while simultaneously housing the same high quality collections that library patrons have come to expect. The master facilities plan will address the unique needs of the residents in 23 political jurisdictions and scores of neighborhoods. Just as important as identifying the needs of our residents is the task of identifying community support for any set of recommended improvements. The Dayton Metro Library will carefully survey library users, community leaders and key client groups, assess the economic environment, and evaluate current and projected costs for construction and furnishings along with other project costs. The process of developing the plan will also gauge the mood of the electorate and adjust the plan design and scope to ensure community support.

Ensuring Public Awareness To significantly increase the use of collections and services by residents of Montgomery County, the library needs to create a greater awareness in the community through promotions, publicity and partnerships. A number of specific activities have been identified as strategies to increased contact with both library users and non-users, such as reaching out by direct mail and broadcast media. A more significant web presence and use of search engine optimization will be used to increase exposure and use of the library’s electronic resources. Outreach and special events, such as a sponsored speaker series with nationally known authors will also heighten interest in our libraries and our collections.


Staff Development and Customer Service The Dayton Metro Library has always placed a high priority on the highest level of customer service, ensuring that all visitors find friendly and knowledgeable staff members dedicated to meeting their needs. The implementation of new technologies for both public use and for internal operations will demand increased staff skills. New technologies, such as online and blended learning systems offer new opportunities for increasing staff skills and for measuring the effectiveness of that training.

Establishment of a Library Foundation In 2002 the Board of Trustees adopted a strategic goal to “Broaden sources of funding and increase total financial support.” Passage of the 2004 Library property tax levy furthered that goal by expanding total funding and reducing the Library’s dependence on state funding. However, a larger levy did not increase the diversity of funding sources. The primary vehicle for diversifying the Library’s funding sources would be through a more aggressive appeal for individual, corporate and foundation gifts and grants. Key to adding enhancements to library facilities and support for new library service programs will be the support of private funding. Individuals within the Dayton Metro Library community of users and supporters will be drafted to serve as an interim board of a new foundation dedicated to promoting the Dayton Metro Library. As the master facilities plan is finalized, this group will provide an additional level of community input and can aid the Dayton Metro Library’s appointed board in designing those facilities. Maximizing Operational Efficiency and Effectiveness In developing the goals and objectives identified in the Strategic Plan, the library’s management team was challenged to identify measurable outcomes for each objective. While the library has always known that many of its programs have had positive impacts on the communities we serve, documenting those impacts and measuring them over time has been inconsistent. In light of demands for higher levels of accountability by tax and privately funded institutions, the library will establish more robust ways to measure and evaluate the effectiveness of its programs, expanding those that are successful and discontinuing those that are not. Finally, this strategic plan acknowledges that the library needs to be diligent at improving service and eliminating inefficiencies by adopting best practices of other libraries around the country. Centralizing collection development and implementing self service circulation computers were among the best practices adopted as a result of the prior strategic plan. As the Library continues to operate in an unstable economic climate, identifying better ways to deliver service must remain a high priority.

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