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(THREE.(3) MINUTE LIMIT)
Complete this form and
place it in the box near the speakers' rostrum before addressing the Board.
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public record kept on file with the Clerk of the Board along with the minutes for this meeting
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TO: BOARD OF SUPERVISORS Contra
FROM: Anne Cain County Librarian
CostaD
DATE: March 14, 2006
OOSTA,COIJtl'� Count
SUBJECT: County Library Draft Strategic Plan Y
SPECIFIC REQUEST(S) OR RECOMMENDATION (S) & BACKGROUND AND JUSTIFICATION
RECOMMENDATION
ACCEPT the County Library Draft Strategic Plan and authorize the County Librarian to present it to the
Mayor's Conference.
AUTHORIZE the County Librarian to work with the Public Manager's Association and other library
stakeholders to review the Draft Reports' findings and recommendations.
DIRECT the County Librarian to return to the Board of Supervisors for adoption of the Strategic Plan once the
review process has been completed.
FINANCIAL IMPACT
Implementation of the Strategic Plan will result in more cost effective library operations and improve flexibility
and capacity for future growth.
BACKGROUND
The library's in-depth strategic planning process was conducted by Library & Information Technology Consultant
Joan Frye Williams between July 2003 and August 2005. A number of factors contributed to the vision
represented by this new Contra Costa County Library Strategic Plan:
• New data about county residents' needs and preferences, including local user studies, community needs assessments,
new library building studies, and data gathered as part of the Library Bond Act application process
• Continuing increases in County Library use and demand for service
• Library construction and renovation projects in several cities throughout the county
• Changes in the dynamic and demographic of the county population
• Changes in the ways libraries do business, including new technologies and new best practices
• Pleasant Hill's decision to develop a community library, which presented an opportunity to realign services countywide
• New competition from other information service providers
• County Library staffs Planning for Results process
• Policy guidance and feedback from the Library Commission, and
• The strong desire to maintain quality by continuing to provide services efficiently and effectively
CONTINUED ON ATTACHMENT: ® YES SIGNATURE:
EKECOMMENDATION OF COUNTY ADMINISTRATOR ❑ RECOMMENDATION OF BOARD COMMITTEE
Eg-APPROVE ❑ OTHER
A�SIGNATURE(S): l n
ACTION OF BOA6D O kA / APPROVED AS RECOMMENDED a OTHER T
VOTE OF SUPERVISORS: I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF
AN ACTION TAKEN AND ENTERED ON THE MINUTES OF THE BOARD
UNANIMOUS(ABSENT ) OF SUPERVISORS ON THE DATE SHOWN.
AYES: NOES:
ABSENT: ABSTAIN: ATTESTED 't/` ( � ( LfU.D-6
Contact: Anne Cain,County Librarian (925)646-6423 JOHN CULLEN,CLERK OF THE BOARD OF
SUPERVISORS AND COUNTY ADMINISTRATOR
cc: County Library Administration
County Administrator 1���
County Auditor By G' � Deputy
�\ OABOS\Strategic Plan Draft 3-14-06.000
COTUNTY LIBRARY DRAFT STRATEGIC PLAN
March 14, 2006
Page 2
FINDINGS
Community Needs and Preferences
Analysis of the data revealed that a number of community needs and preferences are consistent countywide:
• Emphasis on children and teens
• Library as a leader/advocate for reading
• Information support for lifelong learning
• Library as place
• Easy, independent exploration
• Tie-in with the arts
Strategic Initiatives
Considering all of the planning inputs and looking ahead with an eye towards building long-term capacity for success, the
County Library has identified four top priority strategic initiatives for the coming years:
• Reading
• Information for lifelong learning
• Collaboration
• Branding
New Organizational Model
In order to accomplish these strategic initiatives, respond to the environmental changes, and build capacity to meet increasing
demand,the County Library must realign its services into a new service delivery model
• Peer library model
• Countywide public services
• Countywide administrative and shared services
New Service Approaches
• Community library responsibility for outreach
• More community library control over day-to-day decision making
• A new approach to customer service
➢ 80/20 self-service
➢ Fewer fixed service points
• A new approach to reference service
➢ Completed transactions at the first point of contact
➢ Online reference backup
• A new approach to collection development
➢ Online and circulating material preferred
➢ Outsourcing
➢ Floating collections
➢ Centralized/decentralized collection planning
• A new approach to staff development and deployment
➢ Diversification in staff specialties
➢ Outsourcing as needed
➢ Continued use of volunteers as appropriate
➢ Continuous retraining and retooling
• A new approach to innovation
➢ Sharing ideas countywide and avoiding duplication of effort
➢ Incubating/piloting innovative techniques before countywide roll-out
➢ Taking full advantage of new technology
➢ Enlisting volunteers to assist as appropriate
➢ Outsourcing as appropriate
➢ Building on local successes by developing tools for technology transfer—training,tool kits, etc.
➢ Identifying and evaluating best practices in terms of positive results for users, and
➢ Establishing a recognizable countywide library brand
• Expected results
➢ Service more in line with County resident's expressed needs and preferences
➢ Faster, one—stop library service
➢ Better integration of the libraries in their communities
➢ More cost effective library operations
➢ Improved flexibility and capacity for future growth
O.\Aos\Strategic Plan Draft 3-14-0G.DOC
ADDENDUM TO ITEM D.2
March 14, 2006
On this day the Board considered accepting the County Library Draft Strategic Plan and
authorizing the Librarian to present it to the Mayor's Conference,and to review the Draft
Report's findings and recommendations with the Public Managers" Association and other
Stakeholders, and return to the Board for adoption of the Strategic Plan.
Ann Cain, County Librarian, and Joan Frye Williams Library and Information Technology
Consultant, introduced this item with a Power Point presentation on the New Strategic Plan for
the County.
Chair Gioia noted that without resources the ability to do several things in the Strategic Plan
would be very limited and said focusing on sustainability and funding is a priority. He
commented the County spends limited amount of money on libraries versus larger facilities.
Ms.Cain said it is commonly understood by communities that when a new library is built that
costs more to operate that they need to pay that extra cost. She stressed the real issue here is the
administrative and support services that support larger libraries. She noted doing this study
would put the Contra Costa County Library in a position to provide resources equitably with
resources to focus on the cities and partners to support those costs.
Chair Gioia asked if the Walnut Creek Library is rebuilt and expanded, would the extra cost be
funded by the city.
Ms. Cain agreed it would.
Chair Gioia said he sees a situation where communities in the unincorporated areas in East
County are at a disadvantage to fund for expansions and feels a separation is being created with
communities that are not able to afford expansions. He stressed focusing on the resources is
important, and pointed out that the money would be diverted from other Libraries to fund the
Hercules Library.
Chair Gioia suggested as part of the motion he would request some discussion be included on the
issue of joint use and how to look for additional opportunities for joint use.
Supervisor Piepho noted collaboration in Oakley with the Liberty High School District on its joint
use library and suggested reflecting this elsewhere if possible. She pointed out the Dougherty
Valley library as another successful operation and suggested putting some extra emphasis on this
on joint collaboration. Supervisor Piepho asked about the status of the current bookmobile
program in the County and asked if there is an ability to provide some outreach between the
library systems and the schools.
Ms. Cain responded the County had bookmobile service till the early 1990's and there are some
things that they are looking at that would provide information to areas that are currently unserved
by the County's library facilities.
Addendum to D.2
Page 2
March 14., 2006
Supervisor Piepho noted there might be joint government potential for joint funding with the
Office of Education and the local school districts Library Bond coming up in June. She asked
what the benefit is to the County Library system regarding the State.
Ms. Cain responded the Bond is for$600m scheduled for the June ballot, and with only$80m
remaining both the applications from Antioch and Walnut Creek stand a good chance of being
funded.
Supervisor Piepho asked what steps are being taken to position the County for a successful
outcome.
Ms. Cain responded the Contra Costa County Library is working with different communities that
are planning library facilities and that some of them will be interested in applying for that bond
funding.
Chair Gioia noted using caution regarding committing funding because the County is not in a
position to be increasing the budget for the library now. He said the County should be aware of
expansions of services that might dilute library services Countywide.
Supervisor DeSaulnier suggested a workshop with all five members of the Board and
representatives from all the cities and representatives from the unincorporated areas to look at the
Library's strategic plan after the Mayor's Conference.
Supervisor Uilkema asked how costs would be recovered or allocated for joint use and whether
this was taken into consideration in the Master Plan.
Ms. Cain responded that all the new libraries built by the cities would be handled by the cities as
they are responsible for booking the rooms.
Chair Gioia said when he used the term "joint use"lie used it with regards to a broader focus
where a shared library arrangement could be looked at as it doesn't make sense for two agencies
to be building separate structures when they could share.
In reply, Ms. Cain responded the Contra Costa County Library would work out those details with
the`:joint-use" parties.
Supervisor Uilkema asked if groups are charged for"joint-use" of the libraries.
Ms. Cain said the cities set their own policies for"joint-use" fees and they have different scales.
She pointed out non-profit groups are not charged.
Supervisor Uilkema pointed out any contingent funding built into the budget will be eliminated
the first year if there are no fees charged. She stressed including this in the draft Strategic Plan.
Ms. Cain responded this was a good idea as the cities do their own bookings and their resources
are directed towards library services.
Addendum to D.2
Page 3
March 1.1, 2006
Supervisor Glover said several meetings have taken place with the Bay Point Community as to
how a library could be built there and said he is aware that that will not take place soon, but lie
does see the work done with Mount Diablo Unified School District and knows this has to be a
joint use with the School District. He stated he does not want the County to miss an opportunity
to receive the funding for the Bond Measure on the June ballot, and asked Ms. Cain what the
Board should do to help in receiving the funding.
Ms. Cain said she feels it is critical to talk about the benefits of the Bond Measure to the
community.
Supervisor Piepho, said "Joint use is not a problematic or systematic issue—it is more cost
sharing of resources and fees in order to operate the Library—is that accurate Ms. Cain.?"
Ms. Cain responded there is a continuum of joint use and at the root of it there is a way of
handling these libraries efficiently.
Chair Gioia called for public comment, and the following people spoke:
• Robert Stewart, Pleasant Hill resident, said this Plan has evolved out of the Central
Library Steering Committee and there has been a wide range of input throughout the
County fit into this plan. He noted he is one of three County coordinators, along with
Councilwoman Julie.Pierce of Clayton and Amy Worth of Orinda, who developed a
Power Point presentation and they will be out in Antioch School District to make a
presentation to get support on the Bond Measure;
• Bob Stewart, Pleasant Hill resident, said the City of Pleasant Hill supports the Board's
efforts moving forward with the Libraries Strategic Plan and looks forward to working in
the planning and decisions on existing and new library facilities.
Ms. Cain noted that at this time,the Board is not approving the Plan,and that the plan will return
to the Board at a later time for approval.
By a unanimous vote with none absent the Board took the following action:
ACCEPTED the County Library Draft Strategic Plan and authorized the County Librarian to
present it to the Mayor's Conference; AUTHORIZED the County Librarian to work with the
Public Manager's Association and other library stakeholders to review the Draft Reports' findings
and recommendations; DIRECTED the County Librarian to return to the Board of Supervisors for
adoption of the Strategic Plan once the review process has been completed; and DIRECTED staff
to include some discussion as a paragraph on the County Library Draft Strategic Plan regarding
the issue of joint use and ways to look for extra opportunities for joint use.
# 4 #
;r
Contra Costa County Library
New Strategic Plan
March 13, 2006
Joan Frye Williams, Consultant
joan@jfwilliams.com
�- Planning Context
. Community needs assessments
. Increasing library use
. New and renovated library
buildings
. New library tools and techniques
. New competition
. Pleasant Hill decision * transition
from Central to Community Library
What Residents Want !2. Reading
. Emphasis on children and teens
. Education, not just information
. Tie-ins with the arts
. Library as place
. Easy, self-directed service
. Fast, convenient, one-stop
1
Planning Imperatives
. Respond to residents' needs
. Respect the unique character of
each community
Leverage existing assets/resources
. Build capacity to handle growth
. Engage Library Commission and
Staff in the planning process
;Four Strategic Initiatives
. Reading
. Information for
Lifelong
Learning
. Collaboration
. Branding
Reading
. Take an active leadership role
. Introduce children to books
. Promote reading as a lifelong habit
. Maximize use of library materials
. Promote literacy
."Theme" programs, activities for
all ages around reading
2
Information
_
for Lifelong Learning
• Add educational value to
information n
. Encourage curiosity
. Help learners of all ages
. Build on other information sources
— Internet, bookstores, media
. Provide tools for independent
exploration
r Collaboration `
. Leverage existing resources
. Work with local museums,
schools, other agencies
. Avoid unnecessary duplication
. Build on successful models e.g
Genealogy service
cones cn.t.cnunty ilr.ry -
.Branding
. Improve marketing countywide
. Define and focus library's identity,
services
. Accompany—do not replace — each
community library's own image
3
Old Organizational Model -
- Central + Branches
. Doesn't match county growth
patterns
. Based on a subordinate relationship
. Central Library does not meet
Pleasant Hill's needs for reading,
children's programming, etc.
. Delays built into two-tier service
New Organizational Model —
Peer Libraries
. 24 community libraries
. Centralized administrative and
shared services
• Multiple centers of excellence
• More community library control
over day-to-day decision-making
New Approach to
Customer Service
. Completed transactions at first
point of contact
• 80/20 ___A
self-service <`
-
• Roving staff = i;
• Online backup
4
New Approach to
Collection Development
. New media
• Electronic
formats
• More circulating
materials
• Just-in-time
delivery
New Approach to s =$
' .Staffing �
• Diversification in staff specialties
• Expertise distributed throughout
the county
• Project focus -Task teams
• Outsourcing as appropriate
• Continued use of volunteers
New Approach to
.:Innovation .:
•Take advantage of talent and
creativity at all levels, in all locations
• Streamline operations
• Import ideas from other disciplines
• Incubate/pilot before countywide
rollout
5
Expected Results
• Better match with residents' needs
• Faster, one-stop service
• Better integration of libraries in
their communities
• Improved flexibility
■ Capacity for future growth
• More equitable library service
�- .Next Steps
• Full implementation of
�J
Peer Library Model
• Long-term funding and
sustainability strategies
■ Growth strategies
• Facilities management strategies
• Productivity technologies
i
6
C O N T R A
C O S T A
C O U N T Y
L I B R A R Y
,Bringing People and Ideas Together
New Strategic Plan
Prepared by
Joan Frye Williams
Library& Information Technology Consultant
Working Draft
January 9, 2006
DRAFT Strategic Plan Table of Contents
Table Of Contents
CHAPTER 1: EXECUTIVE SUMMARY AND RECOMMENDATIONS----------------------------------------------------------1
ExecutiveSummary ---------------------------------------------------------------------------------------------------------- 1
Findings----------------------------------------------------------------------------------------------------------------------------1
Community needs and preferences---------------------------------------------------------------------------------------1
Strategicinitiatives------------------------------------------------------------------------------------------------------------1
Neworganizational model---------------------------------------------------------------------------------------------------2
Recommendations for Next Steps-----------------------------------------------------------------------------------------3
CHAPTER 2: NEW INFORMATION ABOUT WHAT COUNTY RESIDENTS WANT FROM THEIR LIBRARIES------------5
Community Needs Assessments-------------------------------------------------------------------------------------------5
CHAPTER 3: RISING DEMANDS FOR SERVICE------------------------------------------------------------------------------9
County Library Use Increases In The Age Of The Internet---------------------------------------------------------9
CHAPTER 4: NEW CAPACITY AND NEW PATTERNS OF USE------------------------------------------------------------ 10
Library Construction and Renovation Projects --------------------------------------------------------------------- 10
CHAPTER 5: REGIONAL TRENDS------------------------------------------------------------------------------------------- 13
Changes in the Dynamic and Demographic of the County Population-------------------------------------- 13
CHAPTER 6: CHANGES IN THE WAY LIBRARIES DO BUSINESS-------------------------------------------------------- 15
New Tools, Techniques, and Technologies--------------------------------------------------------------------------- 15
CHAPTER 7: NEW COMPETITION-------------------------------------------------------------------------------------------- 16
Proliferation of Other Information Service Providers-------------------------------------------------------------- 16
CHAPTER 8: AN OPPORTUNITY TO RETHINK HOW COUNTY LIBRARY SERVICES ARE ORGANIZED------------- 17
Pleasant Hill Opts for a Community Library-------------------------------------------------------------------------- 17
CHAPTER 9: COUNTY LIBRARY STAFF'S FRONT-LINE PERSPECTIVE------------------------------------------------21
Planningfor Results----------------------------------------------------------------------------------------------------------21
CHAPTER 10: ONGOING CITIZEN REVIEW---------------------------------------------------------------------------------23
Review from the Library Commission---------------------------------------------------------------------------------- 23
i
DRAFT Strategic Plan Table of Contents
CHAPTER 11: STRATEGIC INITIATIVES FOR THE CONTRA COSTA COUNTY LIBRARY------------------------------ 25
Reading---------------------------------------------------------------------------------------------------------------------------25
Information for Lifelong Learning----------------------------------------------------------------------------------------25
Collaboration ----------------------------------------------------------------------------------------------------------------- 26
Branding- ----------------------------------------------------------------------------------------------------------------------- 26
A New Organizational Model for the Contra Costa County Library-------------------------------------------27
A New Approach to Customer Service--------------------------------------------------------------------------------- 30
A New Approach to Reference Service-------------------------------------------------------------------------------- 31
A New Approach to Collection Development-----------------------------------=------------------------------------- 32
A New Approach to Staff Development and Deployment---------------------------------------------------------- 33
ANew Approach to Innovation------------------------------------------------------------------------------------------- 35
ExpectedResults-------------------------------------------------------------------------------------------------------------- 35
Appendix I: Workplan for Implementation of Strategic Initiatives--------------------------------------------- 39
Library as a Leader/Advocate for Reading---------------------------------------------------------------------------- 39
Information for Lifelong Learning----------------------------------------------------------------------------------------40
Collaboration------------------------------------------------------------------------------------------------------------------41
Branding-----------------------------------------------------------------------------------------------------------------------42
Appendix II: List of reviewed items for Strategic Planning------------------------------------------------------43
Appendix III: Technology Service Plan---------------------------------------------------------------------------------46
CurrentTechnology---------------------------------------------------------------------------------------------------------46
Technologyin Progress----------------------------------------------------------------------------------------------------46
FutureTechnology----------------------------------------------------------------------------------------------------------47
Appendix IV: City of Pleasant Hill / Contra Costa County Library Needs Assessment and
PreliminarySite Options----------------------------------------------------------------------------------------------------49.
Appendix V: Pleasant Hill and Contra Costa County Library Community and County Library-
Needs Assessment and Preliminary Analysis of Site Options------------------------------------------------- 52
ExecutiveSummary--------------------------------------------------------------------------------------------------------- 52
Pleasant Hill Community Library Needs Assessment-------------------------------------------------------------- 52
NextSteps--------------------------------------------------------------------------------------------------------------------- 55
Appendix VI: Report on the Strategic Plan, September 22, 2005---------------------------------------------- 57
Appendix VII: Growth Projections Chart------------------------------------------------------------------------------- 59
Appendix VIII: Recent Awards, Honors and Grants for the Contra Costa County Library------------ 63
Appendix IX: Investigating the Use of Public Kiosks at the Contra Costa County Library ----------- 67
Possible uses for kiosks---------------------------------------------------------------------------------------------------67
Information about Brooklyn Public Library's kiosk usage---------------------------------------------------------- 67
Kioskoptions summary---------------------------------------------------------------------------------------------------- 68
Appendix X: Library Commission 2005 Annual Report and 2006 Work Plan------------------------------ 70
II
DRAFT Strategic Plan Table of Contents
iii
DRAFT Strategic Plan
Ch <:XM vLqz: i-
1--**'
Executive Summary andRecommendations
Executive Summary
This document presents the results of an in-depth strategic planning process conducted by
Library& Information Technology Consultant Joan Frye Williams between July 2003 and August
2005. A number of factors contributed to the vision represented by this new Contra Costa
County Library Strategic Plan:
• New data about county residents' needs and preferences, including local user studies,
community needs assessments, new library building studies, and data gathered as part
of the Library Bond Act application process,
• Continuing increases in County Library use and demand for service,
• Library construction and renovation projects in several cities throughout the county,
• Changes in the dynamic and demographic of the county population,
• Changes in the ways libraries do business, including new technologies and new best
practices,
• Pleasant Hill's decision to develop a community library, which presented an opportunity
to realign services countywide,
• New competition from other information service providers,
• County Library staff's Planning for Results process,
• Policy guidance and feedback from the Library Commission, and
• The strong desire to maintain quality by continuing to provide services efficiently and
effectively
Findings
Community needs and preferences
Analysis of the data revealed that a number of community needs and preferences are
consistent countywide:
• Emphasis on children and teens
• Library as a leader/advocate for reading
• Information support for lifelong learning
• Library as place
• Easy, independent exploration
• Tie-in with the arts
Strategic initiatives
Considering all of the planning inputs and looking ahead with an eye towards building long-term
capacity for success, the County Library has identified four top priority strategic initiatives for the
coming years:
• Reading
0:1P1anning\StrategicP1an MASTER.doc
DRAFT Strategic Plan
• Information for lifelong learning
• Collaboration
• Branding.
New Organizational model
In order to accomplish these strategic initiatives, respond to the environmental changes, and
build capacity to meet increasing demand, the County Library must realign its services into a
new service delivery model
• Peer library model
• Countywide Public Services
• Countywide Administrative and Shared services
New Service Approaches
• Community Library responsibility for outreach
• More community library control over day-to-day decision making
• A new approach to Customer Service
➢ 80/20 self-service m
➢ Fewer fixed service points o ,
• A new approach to Reference Service T /
➢ Completed transactions at the first point of contact 6 `�
➢ Online reference backup
• A new approach to Collection Development
i
➢ Online and circulating material preferred
➢ Outsourcing i
➢ Floating Collections Orinda Library
➢ Centralized/decentralized collection planning y •
• A new approach to Staff Development and Deployment
➢ Diversification in Staff Specialties
➢ Outsourcing as needed
➢ Continued Use of Volunteers as Appropriate
➢ Continuous Retraining and Retooling
• A new approach to Innovation
➢ Sharing ideas countywide and avoiding duplication of effort
➢ Incubating/piloting innovative techniques before countywide roll-out Teens at the Antioch Library search online
Taking full advantage of new technology during scavenger hunt.
➢ Enlisting volunteers to assist as appropriate
➢ Outsourcing as appropriate
➢ Building on local successes by developing tools for technology transfer—training,
tool kits, etc.
➢ Identifying and evaluating best practices in terms of positive results for users
➢ Establishing a recognizable countywide library brand
• Expected results
➢ Service more in line with County residents' expressed needs and preferences
➢ Faster, one—stop library service
➢ Better integration of the libraries in their communities
2 O:\Planning\StrategicPlan MASTER.doc
DRAFT Strategic Plan
More cost effective library operations
Improved flexibility and capacity for future growth
Recommendations for Next Steps
Recommend that the Board of Supervisors
a. Accept the new Strategic Plan for the Contra Costa County Library.
b. Approve four primary Strategic Initiatives for County Library service: Reading,
Reading Information for Lifelong Learning, Collaboration, and Branding.
C. Approve realignment of library services from a Central + Branches model to a
i formation for Peer Library model of Community Library services and direct staff to develop a
CifeCong Cearning detailed implementation plan.
d. Approve the recommended new approaches to Customer Service, Reference
Cotfaboration Service, Collection Development, Staff Development and Deployment, and
Innovation and direct staff to develop a detailed implementation plan.
Dp-anding e. Form a subgroup of city and county staff to look at:
a) Long-term funding and sustainability issues relating to the library's
expected growth over the next decade.
b) Productivity Technologies— how to handle countywide implementation (i.e.
RFID)
O:\Planning\StrategicPlan MASTER.doc 3
DRAFT Strategic Plan
4 O:\Planning\StrategicPlan MASTER.doc
DRAFT Strategic Plan
Chapter
.New Information About What County
Residents `Want from their l ibraries:
Community Needs Assessments
The primary process for determining community needs was analysis of the accumulated
community needs assessment data collected over a multi-year period preceding this planning
process. Preparation of applications for Library Bond Act(Proposition 14) funding for a number
of cities throughout the county included extensive community data collection and needs
assessments. Additional surveys, focus group discussions, public forums, interviews with
community leaders, and steering committee meetings also yielded detailed new information
about county residents' needs and preferences for library service. Planning data was also
drawn from County Library reports, surveys, and evaluations. The consultant"mined"this
source material to identify countywide trends. This analysis was then reviewed and validated by
the Library Commission, as well as by County Library staff.
A list of studies and other documents used as source material for the planning process is
attached to this report as Appendix II: List of reviewed items for Strategic Planning.
The analysis revealed that a number of community needs and preferences are consistent
countywide:
❖ Emphasis on children and teens
The top priority countywide is library services for children and teens. Even in households
with no children, this is the number one choice. Residents want a library that is safe and
War— welcoming for children and teens, well stocked with age-appropriate materials, and active in
W:r the delivery of programs such as story hours and summer reading clubs.
-;' ❖ Library as a leader/advocate for reading
County residents are very interested in and concerned about reading. They see reading as
Story Times @ the ibrary both a desirable recreational activity and a critical factor in success in school, work, and life.
Many fear that this fundamental skill is threatened by the distractions of the media and other
forms of entertainment. Parents, in particular, worry that their children do not have strong
incentives to read. Employers express their need for a workforce with good reading skills.
Residents want the County Library to use its expertise in this area to take a strong
leadership role as a promoter of reading as a lifelong activity. They also expect the County
Library to champion the cause of literacy for all.
❖ Information in support of lifelong learning
County residents report that they rely on many sources of information in their daily lives.
When they need information for educational purposes, however, they look to the library.
Priorities in this area shift somewhat by age group, with a focus on general enrichment for
preschoolers, on reading skills for children, on homework help for teens, and on lifelong
learning for adults.
❖ Library as place
Residents express a strong desire for libraries that are safe, civilized, and enjoyable. They
want their library to offer a variety of environments keyed to different activities, including
• Individual (especially recreational) reading,
• Individual study,
O:\Planning\StrategicPlan MASTER.doc 5
DRAFT Strategic Plan
• Group study,
• Projects, and
• Meetings.
Many residents see the library as more than a place to go for books and information. They
visit the library to enjoy and learn from author talks, programs on current topics, etc., and to
participate in the life of the community.
Even residents who are active Internet and online library users see the bricks and mortar
presence of their library as an important community asset. It is worth noting that increased
online library use in Contra Costa County has been accompanied by increased in-building
library use as well.
❖ Easy, independent exploration
Ease of use is a top priority for county residents. They prefer a welcoming, browsing-
friendly arrangement of materials and spaces—more bookstore than archive. They want to
explore the library's offerings on their own, using tools and services that are simple on the
surface, with more depth/complexity available if desired.
Most residents now favor self-service, providing that the library's self-service tools and
policies permit them to work successfully on their own. However, residents also value the
contributions made by library staff. In general, they want staff to be readily available but not
"stand between"the user and library resources. They also expect library staff to
• Be easy to spot and engage,
• Display a positive customer service attitude,
• Possess excellent knowledge of what the entire County Library has to offer, where it
can be found, and how to use it,
• Offer superior technology problem-solving skills, and
• Provide reliable recommendations, shortcuts, and timesavers to highlight desirable
resources and make the library easy to navigate.
❖ Tie-ins with the arts
Many county residents see a natural affinity between libraries and the arts. They want
cultural institutions of all types—including libraries—to coordinate their efforts and reinforce
one another's offerings. The library is particularly valued as an easy access point and
introduction to a variety of arts experiences. Parents who want to expose their children to
the arts see the library as a friendly, accessible, low-cost venue for arts-related activities.
The Library Experience
County residents also provided a great deal of information about the kind of experience they
want to have when they use the County Library. Residents are looking for a library experience
that is
• Local,
• Available at convenient hours,
• Fast,
• Welcoming,
• Easy to use, and
• Customer-focused.
They prefer to see library staff in the role of facilitator rather than gatekeeper, there to assist if
needed but not overseeing every transaction.
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In general, residents expect to be able to use the library successfully on their own, without
extensive training in arcane library procedures. They do not, however, want to be abandoned
by library staff; rather, they want staff to be on call to assist when and where assistance is
needed. Even then, the role of library staff is not to take transactions out of users' hands but to
help users be successful on their own terms. Finally, users want to be able to complete their
.many 7Usidenrs library business without having to visit multiple locations or wait for an extended time. Fast,
Are'Unaware of convenient, one-stop shopping is the ideal.
County Library
Many Residents Are Unaware of County Library Offerings
Offerings
The detailed review of community input uncovered one more important point. Many county
residents are simply unaware of what the Contra Costa County Library has to offer. There is a
widespread gap between community perceptions of the County Library's services and the true
extent of those services. Even regular library users are not fully aware of the collections and
services that are available to them at no charge. Effective marketing could enhance both the
perception and the utilization of existing County Library resources. This represents a significant
opportunity for improving the return on the public's investment in their libraries.
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Chapter
Rising Demands for Service:
County Library Use Increases In The Age Of The Internet
Demand for library service continues to increase countywide. The widespread availability of the
Internet has changed the type and complexity of the inquiries that reach the library, but has not
diminished the use of print materials, participation in programs and events, or the need for
library services overall.
This trend shows no sign of abating. Therefore, to respond to current demand and prepare for
likely future increases, the County Library has reassessed both its service mix and the means of
service delivery, with special attention to streamlining operations and focusing resources on
residents' highest priorities. Handling future growth efficiently is a central element of the County
Library's new Strategic Plan.
s
Online
Year Searche's and Queries Circulation Attendance
` 00-01 125,907 3,819,549 83,554
01-02 178,371 4,036,417 90,429
02-03 300,452 4,253,135 111,416
Bay Point Library,a joint-use
facility with Riverview Middle 03-04 365,847 4,522,958 134,999
School 04-05 376,889 4,736,101 138,465
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New Capacity andNew Patterns of Use:
Library Construction and Renovation Projects
Library use has increased dramatically with the opening of new and remodeled libraries.
Improving library facilities makes it possible for new and growing communities to be equitably
served. The data in the chart below demonstrates how previously unmet demand for library
services is now being satisfied.
Comparison of last full year open in old building and most recent year(2004/05)
Danville
1995-96 2004-05 %Increase
Hours Open 40 60 50%
Annual Circulation 172,669 333,240 93%
Annual Door Count 99,436 254,784 156%
Annual Program Attendance 2,479 8,363 237%
#Programs Per Year 123 264 115%
1999-00 2004-05 %Increase
Hours Open 18 41 128%
Annual Circulation 39,144 101,239 159%
Annual Door Count 34,551 54,357 57%
Annual Program Attendance 958 4,625 383%
#Programs Per Year 34 217 538%
2000-01 2004-05 %Increase
Hours Open 44 60 36%
Annual Circulation 145,273 268,876 85%
Annual Door Count 120,707 234,456 94%
Annual Program Attendance 4,526 6,712 48%
#Programs Per Year 109 231 112%
1999-00 2004-05 %Increase
Hours Open 29 29 0%
Annual Circulation 32,501 58,887 81%
Annual Door Count 40,068 77,189 93%
Annual Program Attendance 1,203 5,402 349%
#Programs Per Year 66 193 192%
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These increases will continue as newly constructed and remodeled library facilities are currently
being planned in the following locations:
_ Locations Planned Opening Date
Dougherty Station Library Opened September 2005
.,V. � '.••--�''�� Hercules Library Late 2006
Lafayette Library Mid 2008
Final project design for the Lafayette walnut Creek Library 2010
Library&Learning Center Prewett Library(Antioch) Dependent upon passage of State Bond in 2006
San Ramon City Center Library Dependent upon development of City Center
Project
The following communities are conducting needs assessments to determine the need for a new
library or are discussing or planning new libraries or library renovations: Bay Point, Brentwood,
Concord, EI Cerrito, Kensington, Martinez, Pleasant Hill, and Pittsburg.
As each of these buildings opens, new capacity—and new demands—will be added to the
County Library's operations. Each new building will change library use patterns countywide. If
these new facilities are to operate efficiently and effectively into the future, and if they are to
support increased activity without commensurate increases in operating costs, we must think
strategically about library services, staffing, and operations today.
Growth Projections Chart-Summary
6/30/2005 6/30/2006 00 00: 6/30/2009 6/30/2010 %Increase
Circulation 4,736,101 5,143,405 5,639,229 5,955,026 6,486,214 7,172,467 51.67%
Collection 1,279,787 1,354,580 1,443,940 1,514,047 1,577,458 1,658,353 29.58%
Computers 558 622 693 728 728 798 43.01%
Square Feet 249,498 261,098 282,598 302,378 302,378 335,138 34.32%
The above chart represents a very conservative estimate of the expected growth in the Contra
Costa County Library between June 2005 and June 2010. It is based only on the following
assumptions:
• The new 11,600 square foot Dougherty Station Library
• The new 21,500 square foot Hercules Library
• The replacement of the 6,720 square foot Lafayette Library with a 26,500 square foot
library
• The replacement of the 9,240 square foot Walnut Creek Library with a 42,000 square
foot library
See Appendix VII: Growth Projections Chart for details.
.. t
Dougherty Station Library Hercules Library,Conceptual design
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Cha' p -ter 4 a4a::�
Reg ionaC Trends:
Changes in the Dynamic and Demographic of the County
Population
Though Contra Costa County is not experiencing runaway growth or rapid economic boom/bust
cycles, there are changes and trends in the county population that will have an impact on library
services into the future:
• Growing ethnic, racial, and linguistic diversity
• Projected growth in service sector jobs, including business, health, engineering and
management—all areas requiring a highly educated workforce
• Projected increases in the number of school-age children through at least 2020
Changes anal trends (Association of Bay Area Governments, Projections and Data
in the county http://www.abag.ca.gov/), accompanied by increased demand for after school
yoyti-Cations wia programs and activities
have an impact on • Increases in the number and proportion of persons 65 years and over, accompanied
Cidrary services by increased availability of volunteer workers through `Boomer" generation
into the future retirement
• Continued focus on quality of life issues
• Continued desire to foster community and develop local identity
• Continued Interest in preserving the past and creating a legacy for the future.
All of these factors need to be reflected in the service priorities of the County Library.
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Chap -cer 5
Changes in the 'Way f ibraries do Business.-
New
usiness:New Tools, Techniques, and Technologies
Recent years have seen tremendous changes in the tools, techniques, and technologies
available to libraries. While the library continues—even increases—its role as a community
destination with a strong sense of"place," new options for effective information management
and dissemination, and new models for efficient service delivery should be considered.
• Increased utilization of paraprofessionals to enhance direct service delivery at
community libraries (first line service staff)
• Diversification of the job classifications and skill sets utilized by the library
• Increased emphasis on enabling community library staff to assist customers at the
first point of contact, thereby focusing the role of countywide leadership on leverage
of expertise rather than direct service delivery by senior staff
• Community libraries hosting service personnel from other disciplines and partner
organizations, both volunteer and paid
• Modern building design, with the potential that fewer staff will be needed to supervise
activity in the library
• More library services delivered offsite, through outreach,with library staff going out into
the community
• A focus outward toward target audiences, rather than inward toward collections
• Continued and increasing requirements for training, delivered either by the library or
through outsourcing
• Changes in techniques of library service delivery, to include both new technology
and new formats of library collections
• Increased archival and local history functions at individual community libraries,
driving the need to provide preservation, indexing, digitizing and other related services
• Expansion of technology use, availability and complexity, with an accompanying
need to implement and support new technology.
Comparisons with Leading Libraries
Another important part of the planning process was the review and consideration of best
practices in other comparable public libraries. Before reshaping its own service model and
organizational structure, the County Library examined practices in other leading libraries in
California and nationwide, including:
• Carroll County Public Library, Maryland
• Clark County Public Library, Las Vegas, Nevada (2003 Library of the Year)
• Fayetteville Public Library, Arkansas (2005 Library of the Year)
• Gwinnett County Public Library, Georgia
• Kalamazoo Public Library, Michigan (2002 Library of the Year)
• Los Angeles County Library, California
• Multnomah County Library, Oregon
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• Orange County Library, Florida
• Public Library of Charlotte & Mecklenburg County, North Carolina
• Richland County Public Library, Columbia, South Carolina (2001 Library of the Year)
• San Jose City/University Library, California (2004 Library of the Year)
• Santa Clara County Library, California
All of these libraries yielded insights into how the County Library might be structured to deliver
services as efficiently and effectively as possible.
New Competition:
Proliferation of Other Information Service Providers
The County Library is not the only provider of information-related services in Contra Costa
County. For example, the rise of the Internet and the widespread availability of cellular
telephones and wireless connectivity, along with the changes in information seeking behavior
that such changes have engendered, call for a reexamination and repositioning of County
Library services in this new context.
According to the Lifestyle Market Analyst 2005 Market Profiles, the percentage of the 189,420
households in Contra Costa County that have Internet access (subscribes to Online Service) is
52.10%.
Today's library is not an ivory tower. It is part of a rich, dynamic, multi-layered information
landscape. Designing services with this in mind will avoid unnecessary duplication and
strengthen the library's role as a gateway to the fullest possible range of information resources.
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-.v-L�o 6
An Opportunity to Rethink How County
f ibrary Services Are Organize
Pleasant Hill Opts for a Community Library
Another very important impetus—and opportunity—for the County Library's strategic planning
effort came from The Community and County Library Needs Assessment and Preliminary
Analysis of Site Options(Anderson Brule Architects, Joan Frye Williams, 2003). This study
was undertaken in order to develop
• Library service delivery models that would support both community and county needs
today and in the future,
• Site and facility space requirements that would facilitate service delivery within the new
models,
• Opportunities and constraints of the existing Pleasant Hill site and facility, as well as
new sites and facilities to meet those requirements, and
• Recommended next steps for the City of Pleasant Hill, Contra Costa County, and the
Mt. Diablo Unified School District in the planning process.
The Pleasant Hill Study
The process for Pleasant Hill's Library Needs Assessment and Site Options analysis was
directed by a Management Committee comprised of representatives from the City of Pleasant
Hill and the Contra Costa County Library. A Steering Committee of community representatives
provided general oversight to the process and provided feedback throughout the project. Input
from the community was gathered from August through December 2002, using a variety of
methods:
• Focus groups with a cross section of community members were held at the library.
Library users, parents, teachers, school administrators, library commission members,
seniors, business owners, volunteers, and friends of the library were represented.
• A community forum was held to engage the community in open discussion about
current and future library services.
• A survey was completed by 931 members of the community and other users of the
Pleasant Hill Central Library.
• Staff workshops and interviews were held to solicit library staff perspectives on the
community's needs.
• The consultant team also engaged the community in casual conversations at retail
stores, recreation centers, restaurants, and in the Central Library.
Mt. Diablo Unified School District was also represented on the Steering Committee, and focus
groups included district representatives, principals from elementary and middle schools, a
library media teacher, members of the Pleasant Hill Education/Schools Advisory Commission
and an educator from the Adult Education Center. 138 7th grade students from the Sequoia
Middle School completed surveys, and over 35% of the other survey respondents either
attended or had children in the Mt. Diablo Unified School District.
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Brief History of the Pleasant Hill Library
The Pleasant Hill Library was not always the"Central Library." This designation evolved over
time. After World War II, as the county population increased, the Contra Costa County Library's
primary function was to augment community library collections, which in that era were quite
limited. This was accomplished by purchasing supplementary materials and moving entire
collections of additional books from community to community on a rotating basis. This
operation was managed from the County Library administrative offices located in Martinez.
When the County Court system required more space in Martinez, the County Library made way
for them and sought new quarters. The rotating collections service had proved to be quite
popular and had been expanded. The County Library now needed a central location where
materials could be warehoused, thereby allowing the collections that were provided to the
community libraries to be reviewed, reconfigured, and maintained with each rotation. The
County Library hired a consultant to project population growth and to identify the future
population and transportation center of Contra Costa County. The consultant identified—
accurately, as it turns out— Pleasant Hill.
In the mid-1950's, the County Library acquired the land on which the present Central Library is
located and announced plans for construction of a warehouse and administrative offices.
Following that announcement, a group of citizens in the Pleasant Hill area (Pleasant Hill was not
yet an incorporated city) petitioned the county to include a small, publicly accessible community
library on the same site. 90% of construction costs were borne by the county, 10% by Pleasant
Hill residents, who voted to be taxed by the county for this purpose.
When the Pleasant Hill Library first opened, it consisted of a small community reading room (the
current facility's rotunda area)and an adjacent but separately staffed and managed warehouse
filled with the supplementary county materials, awaiting shipment to other locations. As a cost-
recovery measure, office space in the county portion of the building was leased to the school
district.
As the county grew, so did its many community libraries, and the rotating collection service was
no longer the best use of County Library resources. Over time, the County Library created a
union catalog of all the holdings in all the community libraries, and initiated a delivery service
that connected all the library facilities. With these changes, library materials could be shipped
from any county library location to users in any other county library location, on demand.
The transition from "just in case" rotating collections to"just in time" delivery of requested
materials changed both the nature of the collections and the handling of shared resources. The
warehouse of shared county collections that were already in place at Pleasant Hill was opened
to the public, and countywide library functions and Pleasant Hill Community Library functions
were combined into a Central Library. Since then, Central has had a dual role as primary
service point for the residents of Pleasant Hill and backup reference service point for the other
libraries in Contra Costa County.
A Community Library for Pleasant Hill
Due to the nature and organizational structure of the Central Library, Pleasant Hill's community
has not been served as other communities are by their libraries. In general, there has been
more emphasis on advanced reference and unique non-fiction collections in Pleasant Hill, and
less attention given to reading, library events and programs, and services to families, children,
and teens.
In recent years, use of the Central Library has been decreasing. Nevertheless, staffing and
operating costs for Central have remained high, in keeping with the specialized collections and
services housed there.
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FY 96-97 FY 04-05 %Change
CCC Library 3,658,195 4,736,101 29.5%
Pleasant Hill Library 630,138 532,235 -15.5%
Pleasant Hill Circulation 17.2% 11.2%
as a%of Total
Circulation
The needs assessment revealed a remarkably unified vision for library service in Pleasant Hill,
which emphasized services to families, children, and teens. The responses received from
Pleasant Hill residents clustered around a relatively small number of key components of
desirable library service. They want a library with these characteristics:
• Educational organization,
• Center for reading,
• Part of"critical mass"for Pleasant Hill as a city,
• Strong virtual, as well as physical, presence in the community,
• Gateway to resources beyond the Pleasant Hill Library,
• Support for independent exploration and discovery,
• Family friendly destination, and
• Proximity to refreshments and other amenities.
To meet the needs of Pleasant Hill residents, therefore, the consultant team recommended a
move towards a strong,focused program of community-oriented library services, collections,
and staffing. The Pleasant Hill City Council received a report on February 3, 2003 entitled "City
of Pleasant Hill/Contra Costa County Library Needs Assessment and Preliminary Site Options"
(see PowerPoint presentation in Appendix IV). The Council approved a staff recommendation to
proceed with plans for a community library on June 3, 2003.
An Executive Summary of the Pleasant Hill study is attached to this report as Appendix V:
Pleasant Hill and Contra Costa County Library Community and County Library- Needs
Assessment and Preliminary Analysis of Site Options.
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A detailed plan for how Pleasant Hill will operate as a community library will be included in the
implementation plan to follow this strategic plan. However, library staff have already begun
developing new community library services and programs at the Pleasant Hill Library:
New program offerings at Pleasant Hill Library this fall
The Pleasant Hill Library is expanding programming for all ages this year in response to the community's desire for more
informal educational opportunities and more encouragement to enjoy reading as a social experience.Come join in!
The following programs will all be held at the Pleasant Hill Library,a branch of the Contra Costa County Library,located at
1750 Oak Park Blvd.For more information,visit the library website at http://wwrxv.ccclib.org or call 646-6434 during library open
hours Monday,Tuesday,Thursday from 12 to Spin;Wednesday,Friday and Saturday 10am to 6pm.
Send your physical and emotional clutter on a permanent vacation! Do you want to travel
through life with more lightness and ease?Treat yourself to an evening.filled with fun,laughter,
and successful solutions.This dynamic duo,psychotherapist Jill Lebeau and professional orga-
nizer Stephanie Barbic,will share their most potent tricks of the trade.Sponsored by the Friends of
the Pleasant Hill Library.
Join the new.monthly book club at the public library!Beginning Tuesday,November 1,from 7:
to 8:30pm,former English and American literature professor Maureen Thompson of Pleasant Hill
for Adults; will lead.A monthly book discussion group at the library.The first monthly title for discussion is
I st Tuesday evening Empire:Falls,by.Richard.Russo.ta.11;the Pleasant:Hill.6brary during October to sign-up for the..:
e ach month starting book club,or drop iu for the discussion.-Iii addition to sharing discussion about a chosen title each
November I month;book club participants will receive background information about the book and author,
and bear:aboutother.good titles:io.read.:.:
From October 2005 to Januar 2006;ch.ildren,in grades 3.and up will:enjoy a wide variety of
stories read and told to them at monthly story times designed especially for this age group,includ-
ing folklore from many cultures. They will participate in songs.and activities and be able to
browse thematic books collected for each program.A snack will be served at the end of each pro-
gram.
11 STM-1111111111 Tuesday evenings from 7 to 7:45pni
October.18. The Spooks are Out Tonight::Stories to make you shiver!
November 15 A Harvest of Tales:Stories for Thanksgiving
December 20 Gifts of the Season:Winter Holiday Stories
January 17 Good Fortune,Good Luck:Stories for the New Year
Stones will tiegin at.a younger age h6,W atthi:Pleagaitt Hill°Library!:Beginnirig at 6-months
old,a child and his or her parent or'earegiver may attend this new pcogram.Three other varieties of
story.times foryoung children will also.continuelegister in person at the.Pleasantliill Library:.;.
for Lapsit-Toddler Time,Toddler`Time;and Picture Book.Time beginning.September 14.
Upsit-Toddler Time Lapsit-Toddler Time for. Wednesdays loam,September 21�Novernber 16-. .
for 6 months 6 months.3.years:old
to 3 years old
Toddler Time for.2-3'/z year olds- Wednesdays l lam,September 21=November 16.
Picture Book Time for 3=5 year olds Tuesdays l:30pm'.September 20-November:15
Family Story Time for ages 3 and lip September 22—December_8,
no registration required.
Pleasant Hill's OUTLOOK Sep/Oct 2005
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C ter 7
County library Staffs front-fine
Perspective:
Planning for Results
County Library staff offer a unique perspective on the needs and preferences of library users
and will bear primary responsibility for the successful implementation of the new Strategic Plan.
To take full advantage of staff insights and creativity, the consultant conducted a customized
planning process adapted from the Public Library Association's The NEW Planning for
Results(ALA Editions, 2001). This process was designed to
• Respond to county residents' documented needs,
• Respect the unique character of each community,
• Leverage existing library assets/resources,
• Build long-term capacity to handle growth, and
• Engage as many library staff as possible in the planning process.
The basic steps in this process are outlined below:
COMMUNITY NEEDS
[The Difference Between Vision and Current Conditions]
b
LIBRARY SERVICE RESPONSES
[Service Priorities]
b
GOALS
[The Outcome for the Community]
a
OBJECTIVES
[Tactics and Metrics Toward Reaching Goals]
b
ACTIVITIES
[What the Library Will Do To Accomplish the Objectives]
b d
STAFF COLLECTIONS FACILITIES TECHNOLOGY
The consultant conducted a series of workshops for staff from all library units and
classifications. These workshops outlined planning factors and trends, and defined specific
target audiences for library services. For each target audience, library staff worked on
delineating who constitutes the audience, what members of that audience want/need from the
library, and which other organizations in Contra Costa County are involved in serving that same
audience's needs.
Additional all-staff workshops matched library service responses to the needs of each target
audience. Service responses, based on categories developed by the Public Library
Association, included:
• Arts & Media
• Basic Literacy
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• Business & Career
• Commons
• Consumer Assistance
• Ethnic& Cultural Awareness
• Formal Learning Support
• Gateway& Referral
• General Information
• Lifelong Learning
• Local History& Genealogy
• Oasis
• Reading Support
Top-rated Service Responses
The top-rated service responses identified by the Planning for Results process are:
For Children and Teens:
• Reading support
• Arts & media
• Formal learning support
For Adults:
• Reading support
• General information
• Lifelong learning
Out of these service responses grew specific goals and objectives relating to Reading Support
and General Information, with special attention given to the County Library's strategic role vis-a-
vis other service providers. In addition, staff developed goals and objectives for two strategic
areas where the County Library currently lacks adequate capacity—Collaboration and
Branding.
Once those four priorities had been defined, staff work was carried forward by four smaller Task
Teams, one assigned to each of the four strategic areas. Task Teams were composed of
participants from all units of the library and all staff classifications. With coaching from the
consultant and support from the library management team, the Task Teams developed activity
plans and resource and budget allocation recommendations.
Details of the Library Staff Planning Process are attached to this report as Appendix VI: Report
on the Strategic Plan, September 22, 2005.
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Chapter 8 a4eiNs
Ongoing Citizen Review:
Review from the Library Commission
The 29-member Contra Costa County Library Commission:
• was established in 1991
• is currently authorized through June 2006
• is comprised of a representative appointed by each City Council and each member of
the Board of Supervisors and 5 special appointees representing labor(appointed by the
Central Labor Council), business (appointed by the Contra Costa Council), Library
Friends groups, the Countywide Office of Education and the Countywide Youth
Commission
• the purpose of the Commission is to:
➢ advise the Board of Supervisors and County Librarian
➢ serve as a link to each community
➢ provide a forum for community input
• the duties of the Commission include:
➢ participate in the planning process
➢ make recommendations concerning the library's budget
➢ assist in the development of policies
➢ prohibited from inquiry or investigation into personnel policies and practices and
day-to-day administrative operations
For more information about the Commission's activities and accomplishments, see Appendix X:
Library Commission 2005 Annual Report and 2006 Work Plan.
At key points in the strategic planning process the Library Commission reviewed the
consultant's work and staff recommendations, and provided policy level review of proposed
strategic initiatives. The Commission received presentations from Joan Frye Williams and
discussed the library's strategic plan on the following dates:
November 20, 2003
January 22, 2004
January 27, 2005
September 22, 2005
At these meetings the Library Commissioners discussed many of the findings of the needs
assessments and the concepts and changes envisioned in the strategic plan, including:
• The transition from a central/branch model to a peer library model, particularly as it
relates to changes and benefits for library customers
• The library's service priorities
• What the library can do to make the most effective use of the resources it has
• Community partnerships and collaborations, particularly those with other community
groups that offer similar quality of life issues as the library
• The self-service circulation functions that are recommended to handle future growth
and the need to ensure that library customers find these easy-to-use and reliable and
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that library staff are available to assist library customers with these services when
needed
• The concept of 80%/20% in reference and information service so that 80% of the library
customers get their information using self-service online research
• The need for the Website to be service oriented and offer the advantage and expertise
that the library offers
• Differences among communities in terms of access to information and the library's role
in ensuring that all communities have the very best library service possible
• The concept of the library as place
• Ensuring that the library's branding not conflict with communities that support their own
community library image so that these communities would actually get the benefit of
both the community and library wide branding.
The presentations were all very favorably received by the Library Commission (complete
minutes of each meeting are available). Commissioners are excited about the proposed
changes and plans and are eager to help with the implementation. The most recent discussions
by the Commission centered around what the Commissioners can do to assist with moving
forward with the strategic initiatives as well as the transition from a central/branch model to a
peer model. Commissioners also asked for, and will receive, regular updates on the
implementation of the strategic plan.
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Chapter
Strategic Initiatives for the Contra Costa
County library
Considering all of the planning inputs detailed above, and looking ahead with an eye towards
building long-term capacity for success, the County Library has identified four top priority
strategic initiatives for the coming years: Reading, Information for Lifelong Learning,
Collaboration, and Branding.
Reading
Central to this strategic direction is the concept that the County Library will demonstrate
leadership in this area, taking an active role in
• Promoting reading countywide,
• Introducing children to books and preparing them for reading as a lifelong habit,
• Fulfilling people's appetite for independent pursuit of knowledge and their desire for
satisfying recreational reading experiences, and
• Promoting literacy.
This will require maximizing the use of library collections, identifying and replicating successful
reading programs, and "theming" library programs and other activities around reading.
Examples of new library activities for this initiative:
• Summer reading camp for children
• Reading readiness promotion targeting 0-2 year olds and their parents
• Adult summer reading program
Information for Lifelong Learning
Central to this strategic direction is the concept that the County Library will add educational
value to the kinds of general information resources that are available from other sources,
including the Internet. The library will marshal its information resources in ways that
• Encourage curiosity,
• Provide the means of discovering information and answers to questions on a broad
array of topics, and
• Help learners of all ages achieve their goals.
This will require positioning the County Library with respect to educational institutions, the
Internet, and other local information sources such as bookstores and local media outlets. It will
also involve providing—creating if necessary— inquiry and research tools that make the County
Library easy to use and allow residents to help themselves to the full range of library resources.
Examples of new library activities for this initiative:
• Refocusing the reference staff to create content for the web site
• Training patrons in online information seeking
• Enabling patrons to sign up for e-mail alerts on programs and new materials in their
areas of interest
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Collaboration
Central to this goal is the concept that the Contra Costa County Library will leverage its
resources on behalf of library users by collaborating successfully with museums, art centers,
and other service providers who address the cultural, informational, recreational, and
educational needs of county residents. The library will position itself to share
• Information about programs and services,
• Tools and techniques for service delivery,
• Service planning and development, and
• Joint projects as appropriate.
The ability to cultivate successful collaborative relationships will also be a key to expanding the
County Library's nongovernmental revenue—grants, donations, sponsorships, etc.
Because the library needs to build new capacity in this area, initial efforts will focus on
developing the skills and tools needed to integrate successful models of collaboration into the
library's overall vision and values. This will require identifying exemplary collaborative projects
and practices, and training Library staff in new collaboration skills.
Examples of new library activities for this initiative:
• Collaborating with Transit Authorities to offer free or discounted bus passes to young
adults who come to the library by bus
• Issuing library cards at locations such as museums, art centers, schools, shopping
malls and street fairs
Branding
Central to this goal is the concept that the County Library will emphasize countywide marketing
and outreach while respecting the unique needs and character of each community. The library
will establish a clear, consistent, recognizable, and positive brand identity that helps both library
staff and the public to
• Identify the many components of the County Library as parts of a single agency,
Recognize the scope of services available from the County Library,
• Value County Library services and associate them with positive attributes such as
quality and fairness, and
• Know what to expect when entering the County Library at any service point.
This will require accompanying— but not replacing—information about local library offerings
with information about shared countywide resources and services. Community libraries will
continue to tailor public relations to meet their own local needs. The County Library brand will
extend the local message by highlighting how each community benefits from the combined
resources of the entire county.
Example of new library activities for this initiative:
• Investigate having a kiosk at each library that has information about all County libraries
(hours, maps, calendar of events, etc.), volunteer applications, sign ups for programs
and events, video presentations about library services, PC reservation sign ups, etc.
See Appendix IX: Investigating the Use of Public Kiosks at the Contra Costa County
Library for details.
More detailed information about the strategic initiatives can be found in Appendix I:Workplan
for Implementation of Strategic Initiatives. Additional activities are currently being planned for
each of the four strategic initiatives, and will be included in a detailed implementation plan.
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A New Organizational Model for the Contra Costa County
Library
In order to accomplish these strategic initiatives, respond to the environmental changes outlined
earlier in this report, and build capacity to meet increasing demand, the County Library must
realign its services into a new service delivery model.
Limitations of the Current Central + Branches Model
User preferences for fast, convenient library service can be difficult to satisfy using the
traditional Central + Branches service model. The Central + Branches approach is a
hierarchical arrangement in which all but one Central Library(in this case, Pleasant Hill)
functions in a subordinate capacity. All of the most advanced services, collections and
expertise are located one remove away from the branch libraries' users, and more complex
requests must be referred to Central for completion.
Interestingly, the Central + Branches model does not satisfy the needs of Pleasant Hill area
residents, either. Providing backup services to less well-equipped branches diminishes the
Central Library's ability to provide the kind of grass roots children's and reading-related
programs and services that the Pleasant Hill community desires.
Nor does the Central + Branches model correspond to patterns of population growth and
development in Contra Costa County. This is not a region of a single large city surrounded by
concentric rings of suburbs. Cities in Contra Costa County relate to one another as peers, not
subordinates.
In the days of print-only collections, card catalogs, and hand-stamped due dates, the Central +
Branches model was substantially less costly than any other countywide approach to library
service. User preferences for speedy, comprehensive service had to be weighed against the
expense of maintaining a full range of print collections, services, and expertise at every library
location. However, advances in library techniques and technologies now allow a much higher
level of service to be made available directly to Community Library users, without physically
locating the majority of the most valuable shared resources in a central facility.
The Peer Library Model
A better match for the needs of Contra Costa County residents would be a Peer Library model.
The goal of the Peer Library model is to allow the full range of available library services to be
delivered at the first point of contact—in each of the Community Libraries. With this approach,
each Community Library responds to the needs of its own users and collaborates with its 23
other peer libraries to support services to the county population as a whole. A number of
shared countywide services would still be housed and managed centrally, on behalf of the entire
County Library, but these would be support and administrative services, designed to empower
the Community Libraries, rather than advanced or backup services available only by referral.
Countywide Public Services
Many of the library services provided through the community libraries are managed and
supported centrally. Examples include:
Project Second Chance (PSC) -The Contra Costa County Library Adult Literacy Program,
was founded in 1984. PSC offers free, confidential, one-on-one basic literacy instruction to
adults. Since it began, the program has helped more than 4,000 people improve their reading,
writing, and spelling skills. Tutoring is done by trained volunteers who meet with their students
twice a week providing customized, personal lessons.
In addition to working one-on-one, tutors and students can participate in small group classes,
practice their skills in the computer lab, and attend Families For Literacy(FFL) events with their
pre-school children. Tutoring is available in communities served by the Contra Costa County
Library, with special materials collections and computer learning labs at the Pleasant Hill and
Antioch PSC offices.
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Volunteer Services - Each year, approximately 1,000 library volunteers make a tremendous
difference. The Contra Costa County Library offers a variety of volunteer opportunities and is
fortunate to receive volunteer assistance in almost every operation and service, including:
• In-Library Support Services
• Books for the Homebound
• Computer and Internet Docents
• Homework Help
• Stories To Go
• Service to incarcerated juveniles through the Technology for Teens in
Transition program
• Project Second Chance, the library's adult literacy program
• Reach Out and Read pediatric literacy program
Contra Costa Reads! —This library education program was developed by the Contra Costa
County Library to introduce second grade students to library services, and promote the benefits
of lifetime learning and reading. The Contra Costa County Library is committed to the
promotion of reading and to collaborations with community organizations that enhance this
service. As a result, Contra Costa Reads! unites the Library with schools, parents, educators
and community leaders behind the very important goal of helping kids learn how to read.
Wilruss Programs -target new parents and their children from infancy to age six. Working
outside the traditional library setting, the Wilruss programs promote literacy and a lifelong love
of books and reading.
Stories to Go-trains volunteers to read to children in preschools
Reach Out and Read—a pediatric literary program that acquires and distributes books and
information to new parents at health clinics
Books To Grow On - provides themed book kits to in-home daycare providers
Wilruss programs are offered in partnership with many organizations and community groups in
the county. These include West County Reads, Monument Community Partners, the County
Health Services and Social Services Departments. The programs utilize many volunteers to
assist in the delivery of its programs.
Countywide Administrative and Shared Services
Countywide administrative and support services are currently housed in Pleasant Hill, but any or
all of these service components could potentially be housed at any of the 24 Community Library
facilities or in a separate Administrative Headquarters.
Countywide administrative and support services are comprised of the following components:
Administration
• Personnel
• Budget
• Purchasing
• Accounting
• Contract and grant administration
• Statistics, measurement and evaluation
• Fundraising
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• Public information/marketing
• Liaison with County administration
• Liaison with City administrations
• Facilities management
Policy and Program Development
• Service needs assessment and planning with community involvement
• Service design
• Service development and testing
• Service evaluation
• Liaison with other individual libraries/agencies/service providers
• Liaison with BALIS, other cooperative library agencies
• Service grant development
Staff Development and Training
• Training needs assessment and planning
• Training design
• Training development and testing
• Training delivery
• Training evaluation
• Liaison with other training providers
• Training grant development
Information Technology
• Network needs assessment and planning
• Network design
• Network implementation and testing
• Network troubleshooting, maintenance and upgrades
• Application needs assessment and planning
• Application evaluation and selection
• Application implementation and testing
• Application troubleshooting, maintenance and upgrades
• Web site design
• Web site implementation and testing
• Web site troubleshooting, maintenance and upgrades
• Liaison with IT vendors
• Liaison with County IT Department
• Custom programming
Collection Support
• Collection development needs assessment and planning
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• Acquisitions/ordering/receiving
• Cataloging/technical processing
• Subscription management
• Materials repair
• Inventory
Resource Sharing Support
• Hold/reserve policies and planning
• Intrabranch delivery
Countywide administrative and support services should be focused on providing leadership and
leveraging resource allocation to—and effectiveness of—each of the 24 peer Community
Libraries. The most effective investment in centralized services is for support and development
of programs, tools, training, and techniques that can be deployed throughout the Community
Libraries for delivery directly to library users.
Community Library Responsibility for Outreach
Fundamental to the Peer Library model is a focus outward toward target audiences, rather than
inward toward collections. This represents a reversal in the traditional organization of library
services and requires a greater level of outreach, assessment and ongoing analysis of the
needs of the communities to be served, with development of services and collections as a
response. For example, library staff will focus more on what they do that contributes to student
learning, lifelong learning, and community development.
The development of collections will be coordinated with the Support Services Division to ensure
a consistent service with regard to vendor agreements, encumbered funds, technical cataloging,
processing and delivery of materials. Ongoing collection development will expand to meet the
needs of community organizations and groups, in addition to the peer community libraries. The
Monument Corridor Book Delivery Service is an example of an outreach model to integrate
library service to a local community that has traditionally been isolated from the library buildings
because of transportation obstacles. The library partnered with the Monument Futures Office, a
service agency in Concord that helps residents with job searching, computer skills and lifelong
learning.
The most successful outreach efforts are local. Under the Peer Library model, Community
Library staff will initiate and follow through on outreach activities. They will perform this function
not as free agents but as official representatives of the County Library in their respective
communities, trained and equipped with information and resources developed for use
countywide. In collaborative relationships with other agencies, the County Library
Administration will oversee any formal operating agreements, but the Community Libraries will
be generally responsible for developing and maintaining the majority of collaborative
relationships.
More Community Library Control over Day-to-day Decision-making
Under the Peer Library model, Community Libraries will be staffed by self-directed work teams
under the supervision of branch librarians. One or more managers at the Administrative level
will provide direction and coaching to the librarians through the branch librarians but will not
provide day-to-day active supervision.
A New Approach to Customer Service
Library users want more control over their library experience, and they want library staff to help
them on an as-needed basis rather than to process every transaction on the users' behalf.
There is a clear community preference for self-directed service, and the younger the user, the
stronger that preference is. However, self=service is not the same as no service. Users want
library staff to stand ready to get them unstuck as necessary, to develop tools that make
30 O:\Planning\SlrategicPlan MASTER.doc
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navigation fast and easy, and to make informed recommendations about which library
resources the user will find most helpful.
80/20 Self-Service
A strong commitment to self-service does not eliminate the need for staff-mediated service, but
it does eliminate traditional "gatekeeper"staff functions. With self-directed service as the
standard, the County Library should design its policies and procedures to allow at least 80% of
user transactions to be successfully completed without staff intervention. No more than 20% of
user transactions should be staff-mediated (i.e. require staff assistance). This 80/20 rule
includes circulation transactions, catalog use, hold requests and pickup, Internet and database
use, materials location and selection, question answering, and account management.
Library customers indicate a strong preference for being self-sufficient. An 80/20 self-service
strategy will also allow the County Library to moderate the need to increase staffing levels in
response to increasing demands for service. In addition, this strategy will allow limited staff to
spend more time with those customers who most require their time and attention.
Fewer Fixed Service Points
Customer service will be further streamlined by the consolidation of service points within each
library. Library users should be able to conduct all of their staff-mediated business at a single
service point rather than queuing in different locations for different transactions. The emphasis
will be placed on roving—rather than stationary- library staff who can offer on-the-spot
assistance as needed at any point in the library.
A New Approach to Reference Service
Information seeking is moving online. The availability of powerful, easy-to-use search tools
such as Google has encouraged the majority of library users to start their search for information
on the Web, and to approach library staff for question-answering assistance only as a last
resort. This is especially true of younger users, and the trend is growing over time. Rather than
resist this trend, leading libraries are adding value to generic search tools such as Google by
replacing centralized print collections with online reference databases, developing virtual
iBranch services, and substituting online reference service for print-based Central Library
reference centers.
Completed Transactions at the First Point of Contact
A more proactive approach to reference service will move library staff out from behind the
reference desk and into user areas to offer homework help, reading recommendations, search
skills coaching, etc. With this approach, all Community Library staff will be trained to respond to
basic user questions and help users engage the County Library's collections and services. For
more complex or difficult requests, Community Library staff will not send the question —or the
user—to Central. Instead, they will connect the user electronically to a reference librarian
working online. The Community Library staff member will not withdraw from the transaction at
that point, but will continue to function as the library user's guide and advocate until the user's
needs have been met.
Online Reference Backup
The Peer Library model proposes replacement of second tier backup reference— now
performed only by senior staff at Pleasant Hill—with online/virtual services, aimed at delivering
the highest benefit of existing staff expertise to every user. Staff with strong reference skills will
be able to work with users online from any library location, not just from Central. They could
even telecommute from home if desired. This approach will effectively position each
Community Library to serve its users immediately, directly, and completely, rather than taking
the service only so far and then handing the process over to Central.
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A New Approach to Collection Development
As reference service moves online, there will be less need to develop and maintain a single,
large, non-circulating collection in a central location. There is no reason to disperse the unique
materials presently housed in Pleasant Hill. Relocation might even harm some of the more
fragile items. However, future collection development should focus on materials that can be
made freely available to all locations.
Online+ Circulating Materials Preferred
Investment in library materials that must remain at a single location is no longer the best use of
collection dollars. Online resources—including reference materials,journals, government
documents, etc.—may be accessed at any workstation countywide. The County Library's
shared online catalog and countywide delivery service also make it possible for circulating
materials to be housed at any of the 24 peer libraries and delivered quickly on request to any
user at any location.
Making sure that as many resources as possible can be used at the point of first contact:
• Realizes economies of scale,
• Ensures consistency in service standards and delivery techniques,
• Streamlines materials processing and distribution,
• Maximizes the countywide benefit and impact of staff expertise,
• Maximizes access to the County Library's most costly materials and resources, and
• Continues to allow specialized handling of unique, fragile, or irreplaceable materials.
Re-engineering Technical Services
An overhaul of the library's Technical Services began in June 2003 to accomplish multiple
goals:
• Clear the backlog of new materials
• Manage gift donations in a timely manner
• Release current orders to vendors efficiently
• Produce timely fund reports
Within six months, a team comprised of staff from Technical Services, Automation and the
Community Libraries completed the project. They faced numerous obstacles and challenges
but their efforts not only accomplished their short-term goals, but they also succeeded in
establishing practices and processes that for the past two years have resulted in:
• All order lists are current and up-to-date
• There are no backlogs of gifts or new material
• The majority of new books arrive shelf-ready for immediate delivery to the community
libraries
• Children's order lists and direct orders are completed within five days of receipt
• Fund reports are issued every three weeks
In January 2004, the library began a partnership with our main book vendor(Baker&Taylor) to
have materials arrive shelf-ready through their Customized Library Service (CLS) program.
Baker&Taylor CLS worked with CARL, our library integrated system, to search and retrieve
catalog records and to add items into the library's catalog. Books arrive cataloged and
processed with minimal handling required before the materials are shipped to Community
Libraries. This program supports our strategic plan to place the materials in the hands of
customers as quickly as possible with minimal intervention by staff.
32 01P1anning\StrategicP1an MASTER.doc
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Cataloging staff created an online cataloging form for staff to use so gift materials can also be
added at the local community library. This has reduced the time it takes to send in items for
cataloging so materials are available sooner.
Floating Collections
In November 2005, the library implemented floating collections for audio-visual materials and
some centralized book orders and gifts not donated to a specific library. Floating materials are
not owned by a particular community library, but are shared by all the libraries. The benefits of
floating items include the following:
• Build on county-wide collection development planning
• Refresh and revitalize materials at all locations
• Increase availability of items by reducing the time spent"in-transit"
• Create faster service for patrons to receive materials
• Extend the shelf life of materials
• Reduce the workload for delivery and circulation personnel
Centralized Selection
Floating collections also brought about change in the process to order audio-visual materials.
With the intent to float audio-visual and some gift books, the Collection Development Committee
formed a Centralized Selection Committee to work out the details to move from a decentralized
to centralized acquisitions plan. Staff surveys were developed and branch profiles were
updated to capture the needs of community libraries. Monthly meetings provided a mechanism
for continuous feedback on the progression, and research from other library systems provided
the groundwork for the change. Centralized selection is more efficient, cost effective and
captures an overall picture of local community needs with reduced staff time and resources.
The benefits to centralized selection include the following:
• More diverse collections offering a variety of viewpoints and reading levels
• Range of materials in alternative formats
• Ability to identify and support county-wide needs
• Multiple copies purchased
• Faster turnaround time for materials to become available for patrons
• Staff available for other community and library commitments
• Selectors gain skills for county-wide collection development
• Acquisitions work streamlined
A New Approach to Staff Development and Deployment
Because staffing represents such a large portion of the County Library's operational costs,
particular attention must be paid to effective staff utilization.
Diversification in Staff Specialties
Under the Peer Library model, the County Library will broaden its approach to developing
specialized staff expertise countywide. Instead of assigning all staff in all locations to specialize
exclusively in adult or children's services, the County Library will develop line staff with other
specialties.
During one of the staff planning sessions, the following skills were identified by staff as
examples of other specialties that are needed:
OAPlanning\SlrategicPlan MASTER.doc 33
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project management grant writing event planning
public speaking community outreach fundraising
web design/development program planning planning
evaluation and statistics data collection and analysis business resources
children's services teen services senior services
language specialties budget training
facilities planning literacy coaching and counseling
troubleshooting technology new service development marketing
government information management GIS and mapping
early literacy child development local history
Staff with special expertise in any of these areas— including children's or adult services—may
be housed at any location and will be available to work on a team basis with staff from any of
the Community Libraries.
Responsibility for services to all ages will be fully integrated with Community Library operations.
At the Administrative Services level, the manager(s) responsible for community libraries will be
responsible for adult and children's programs as well.
Outsourcing as Needed
For extremely advanced, specialized, and/or infrequently used skills, the County Library will
seek outsourcing opportunities rather than hiring permanent staff. This will allow the library to
take advantage of specialists on a project basis, choosing exactly the right skills for the job at
hand, deploying specialized expertise only when and where it is needed, and responding nimbly
to changing needs and conditions.
Continued Use of Volunteers as Appropriate
Volunteers already make a major contribution to the successful operations of the Contra Costa
County Library. In fact, as the chart below indicates, the County Library uses more volunteers
than any other library in the Bay Area.
.5.W
..... _
35.00 ..
30.00 _.....___ ..._—.. ......__...... _..__ ..:.
25.00 — —....__
20.00 .._...:
15.00 .— Anrii�
. ..—...._
10.00 — _.... -
............... ........_._.. ...._........
000 ~
Average FTE Volunteers per Week
®Contra Costa County Library *Marin County Free Library DSan Jose Public Library
DSanta Clara County Library *Sacramento Public Library ®Sonoma County Library
*Oakland Public Library DSan Leandro Community Library *Palo Alto City Library
*San Francisco Public Library DAlameda County Library *Pleasanton Public Library
*Solan County Library *Hayward Public Library *South San Francisco Public Library
*San Mateo County Library ElSanta Clara City Library DSan Mateo Public Library
*Napa City County Library DSan Rafael Public Library *Sunnyvale Public Library
*Redwood City Public Library *Daly City Public Library DRichmond Public Library
*Mill Valley Public Library *Benicia Public Library DAlameda Free Library
*Mountain View Public Library DLos Gatos Public Library *St.Helena Public Library
*Burlingame Public Library *Berkeley Public Library *Larkspur Public Library
*San Anselmo Public Library *Sausalito Public Library *Livermore Public Library
*San Bruno Public Library
Source:California State Library,FY 03/04
Above Legend is read from left to right
Volunteers will play a vital role in the successful achievement of the new strategic initiatives,
and the effective use of volunteers will be a key consideration in the development of detailed
implementation plans.
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Continuous Retraining and Retooling
For the County Library to respond effectively to user needs, there will be an increasing need for
ongoing staff training and retooling, delivered either by the library itself or through outsourcing.
Orientation and organizational training will be best delivered internally, whereas training in new
technologies and development of new skills might be best delivered through outsourcing. The
library's Peer Training program, which has been nationally recognized by the Public Library
Association, will be expanded as well.
A New Approach to Innovation
This planning process has demonstrated, and the Peer Library model recognizes, that talent
and creativity are distributed among all library staff, at all levels, countywide. Innovation is not
the province of librarians only, or of staff located only at Central. An important part of the Peer
Library model is deriving maximum benefit from the expertise of all library staff members,
wherever they may be working. To that end, the Peer Library model takes a collaborative
approach to innovation by:
• Sharing ideas countywide and avoiding duplication of effort,
• Incubating/piloting innovative techniques before countywide roll-out,
• Taking full advantage of new technology, (See Appendix III: Technology Service Plan
for a summary of the library's technology plan)
• Enlisting volunteers to assist as appropriate,
• Outsourcing as appropriate,
• Building on local successes by developing tools for technology transfer—training, tool
kits, etc.,
• Identifying and evaluating best practices in terms of positive results for users, and
• Establishing a recognizable countywide library brand.
Criteria for choosing library innovations to pursue include:
• Leveraging and building upon the great things the County Library already does or has,
• Attracting new audiences for library services,
• Empowering users to use the library more successfully on their own,
• Streamlining operations and reducing the time and number of steps it takes to achieve
a result,
• Importing ideas that have been successful in other disciplines and are worth a try in the
library, and
• Raising the library's profile in the community.
Expected Results
Implementation of this new County Library Strategic Plan should yield a number of important
benefits:
❖ Services more in line with county residents' expressed needs and preferences
County residents have made their priorities for library service clear, and this plan responds
to those priorities. Proactive reading and lifelong learning services, with special attention to
the needs of children and teens, will replace traditional question answering and adult
reference services as the library's marquee offerings.
•'r Faster, one-stop library service
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Services will be reconfigured to be delivered quickly and efficiently at the first point of
contact in the community libraries. Collection development will focus on materials that can
be moved quickly and easily to any location countywide. Front line staff will move out from
behind the desk to assist users on the spot, calling in additional online resources
immediately if necessary. These changes should reduce delays inherent in the current
Central + Branches approach and contribute to a faster, more satisfying experience for
library users.
❖ Better integration of the libraries in their communities
Improving collaboration skills and moving community library staff into the lead on outreach
activities will strengthen the ties between the 24 libraries and their respective communities.
Branding efforts will preserve the unique character of each community library while
highlighting opportunities for local residents to access a broad range of County Library
services. Collaboration with museums, businesses, bookstores, schools, and other local
service providers will leverage existing library resources and expand opportunities for
nongovernmental revenue in many forms including grants, donations, and sponsorships.
❖ Improved flexibility and capacity for future growth
Replacing the two-tier Central + Branches service model with a Peer Library model,
diversifying staff expertise countywide, outsourcing for infrequently needed skills, continuing
the use of volunteers, and committing to ongoing staff training and retooling should allow
the County Library to be much more nimble in its response to changing conditions and
demands.
❖ More equitable library service
All publicly supported public libraries provide free, equal and equitable access to
information for all people of the community the library serves. While the roles and goals of
publicly supported libraries may differ, they share this common mission. Like most libraries,
the Contra Costa County Library systematically monitors programs and policies for potential
barriers to access and strives to eliminate such barriers when they occur. Given the nature
of library funding in Contra Costa County, the library recognizes that library service varies
from community to community. Nonetheless, the Contra Costa County Library seeks to
minimize distinctions among customers based on a local community's ability to fund library
services. All library services are carefully designed and implemented so as not to infringe
on or interfere with the provision of library information and resources for all customers.
There are numerous ways in which the Contra Costa County Library seeks to enhance
equitable access for all customers, including the following:
• All collections are available to all customers throughout the County
• The library aggressively pursues grants that have eligibility requirements that are
more suited to some community libraries than others (See list of grants in Appendix
VIII: Recent Awards, Honors and Grants for the Contra Costa County Library)
• The library does significant fund-raising, in addition to that done by its support
organizations such as Friends and Foundations, to improve collections throughout
the County. (See Appendix VIII: Recent Awards, Honors and Grants for the Contra
Costa County Library)
❖ Even more cost-effective library operations
Consolidation of in-library service points and the move to an 80/20 approach to customer
self-service will enable library staff to apply their skills to creative problem solving rather
than repetitive transaction handling. This should help the County Library hold the line on
staffing costs and yield a better return on residents' investment in their libraries.
Two typically used measures of operational efficiencies for libraries are population served
per FTE staff and population served per librarian. As the following two charts show, the
Contra Costa County Library currently operates at a very high level of productivity and
36 O.\Planning\StrategicPlan MASTER.doc
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efficiency. This must be maintained, or even improved upon, with any service or
organizational changes.
Population Served Per FTE
6,000.00
5,000.00 —.._......,. —
4,000.00 —
3,000.00 —
j
2,000.00
t
1,000.00
Population Served Per FTE
OContra Costa County Library 0Sacramento Public Library GLarkspur Public Library ODaly City Public Library
OSonoma County Library GRichmond Public Library OHayward Public Library 0Salinas Public Library
OSolano County Library O San Rafael Public Library OAlameda Free Library ID San Jose Public Library
GSan Mateo County Library 0Alameda County Library MSan Anselmo Public Library OSunnyvale Public Library
GSan Leandro Community Library O San Mateo Public Library 0Pleasanton Public Library OOakland Public Library
OSanta Clara County Library G Marin County Free Library ElLos Gatos Public Library 13 Santa Clara City Library
DSan Francisco Public Library ®Burlingame Public Library IO Redwood City Public Library E3 Livermore Public Library
GBenicia Public Library 13 Sausalito Public Library OPalo Alto City Library MBerkeley Public Library
D Mill Valley Public Library
Source:California State Library,FY 03/04
Above Legend is read from left to right
O:\Planning\SlrategicPlan MASTER.doc 37
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Population Served per FTE Librarian
Population .
Libraries #of Librarian FTES
Service Area per Librarian
Contra Costa County Library 902,200 58.10 15,528
Daly City Public Library 103,300 7.60 13,592
Sacramento Public Library 1,269,800 96.00 . 13,227
Larkspur Public Library 12,000 1.00 12,000
Salinas Public Library 152,200 13.00 11,708
Hayward Public Library 144,600 13.00 11,123
Sonoma County Library 472,700 52.25 9,047
Alameda County Library 517,100 58.69 8,811
Richmond Public Library 101,700 12.00 8,475
San Jose Public Library 926,200 111.18 8,331
Solano County Library 365,500 47.00 7,777
Alameda Free Library 74,400 10.53 7,066
San Mateo Public Library 96,720 14.00 6,909
San Mateo County Library 270,050 40.70 6,635
San Rafael Public Library 56,900 8.82 6,451
Pleasanton Public Library 67,200 10.50 6,400
San Leandro Community Library 81,500 13.00 6,269
Sunnyvale Public Library 131,700 22.65 5,815
Santa Clara City Library 107,200 18.87 5,681
Santa Clara County Library 405,750 73.50 5,520
Oakland Public Library 430,300 80.40 5,352
Livermore Public Library 78,600 15.00 5,240
San Anselmo Public Library 12,350 2.50 4,940
Redwood City Public Library 75,100 16.50 4,552
Marin County Free Library 137,120 30.64 4,475
San Francisco Public Library 792,700 197.35 4,017
Benicia Public Library 27,000 7.00 3,857
Burlingame Public Library 35,180 9.25 3,803
Los Gatos Public Library 28,750 8.05 3,571
Berkeley Public Library 104,300 35.53 2,936
Sausalito Public Library 7,325 2.74 2,673
Palo Alto City Library 60,200 24.56 2,451
Mill Valley Public Library 13,600 7.37 1,845
Source:California State Library,FY 03-04
38 OAPlanning\StrategicPlan MASTER.doc
DRAFT Strategic Plan Appendices
Appendix I: Workplan for Implementation of Strategic Initiatives
Library as a Leader/Advocate for Reading
The Reading Task Team's over-arching, overriding recommendation was that the Contra Costa County Library
commit the time, energy and resources necessary to become a true Reading Organization. Task Team members
reported that depending on where staff work and what their responsibilities are they may think we already are.
However, further analysis of how the library allocates funds, the staff development opportunities that are offered
and the services provided, the Task Team concluded that there is more that can be done.
The Task Team identified becoming a Reading Organization as the context from which their objectives would be
derived based on community feedback documenting that reading is primarily why people come to the library for
be it for pleasure or for information, it is clear that in the minds of the public that"reading" is our niche. And on top
of that, library staff are confident that they are really good at being and doing what is necessary to fulfill this vision.
One of the big ideas that the Task Team thinks is essential if we are to become a Reading Organization is for all
staff to be trained to perform some form of reader's advisory, be it the shelvers who are taught to know where to
find a list of books they can use to direct a patron, to the Clerks and Library Assistants who are frequently asked
for recommendations, to the Adult Reference Librarians who need to be able to respond to a child's query and the
Youth Services Librarians who need to be able to help an adult find what they need. In a Reading Organization
everyone is able to offer a helpful response to anyone seeking advice about what to read next.
Another big idea involves building on the children, teen and adult literacy programs that are currently in place...
leveraging their success, the Task Team recommends expanding and enhancing Stories to Go, Reach Out and
Read, T3, and Project Second Chance to ensure that the population the library serves has access to literacy
services for all ages.
The Task Team's biggest WOW is probably the Family Reading Camp. It would operate countywide, providing
activities for people of all ages. It might take place during the summer or during some other school break. Based
on the information gleaned from the Summer Reading Camp described on the Vancouver Public Library Website
there are lots of ways to engage kids, older siblings, their parents, grandparents etc. in all kinds of reading and
writing seminars, workshops and games.
In brainstorming these objectives the Team came up with many activities that we would hope a Reading
Organization could/should/would provide.
The County Library will demonstrate leadership and take an active role to:
❖ Promote reading countywide, fulfilling customers' appetite for independent pursuit of knowledge
through reading and recreational reading experiences.
Activity Implementation
Support adult summer reading Countywide reading program or camp for all ages
Make the library a reading organization
Recruit readers Promote alternate formats
Take reading promotion outside the library
Merchandise collections to increase appeal
Expand and enhance book clubs http://ccclib.org/programs/book_groups.htmi
Explore mobile book van
Expand and enhance adult programming
Promote reading on web site http://ccclib.org/checkitout_titles.html
❖ Introduce children to books and prepare them for reading as a lifelong habit
Activity Implementat ion
Offer a countywide battle of the books
Offer read to the animals programs
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Enhance promotion of summer reading program
Target birth through 2 year olds and their parents
Promote reading on web site
Promote reading out in the communities
❖ Promote Literacy
Activities Implementation
Establish regional literacy centers
Expand literacy to include ESL
Information for Lifelong Learning
The library's reference service focus for some time has been to promote self-service through technology. The
task team determined that to improve overall reference service and further promote self-service, the library
should:
• Complete more transactions at the first point of contact
• Use technology to train 80% of customers to independently use library resources
• Design the library's website to provide virtual library service that guides 80% of customers to the right
information source without a staff mediator
• Meet the needs of the 20%who need mediated service through chat or e-mail service and through more
personalized, in-depth service at the library
The library will position itself with respect to educational institutions, the Internet, and other local information
service providers. The library will marshal its information resources in ways that:
• Encourage curiosity
• Provide the means of discovering information and answers to questions on a broad array of topics
• Help learners of all ages achieve their goals
❖ Expand the interactive and self-service features on the website to empower users to be proactive in
using online library services.
Activity Implementation
Repackage staff reference tools for customer use
Recreate"Information About Us" Highlight countywide view
Include calendar of events
Highlight opportunities for donating to the library
Highlight partnerships
Create one-stop guide to get customers directly to the
right database
Enable customers to pay fines and get library cards
online
Ensure website content is complete and up-to-date Support community library staff to create and maintain website
content
Enable customers to sign up for e-mail alerts for
programs and new material
Market the online reference service
Package the online reference service Identify target audiences such as commuters,genealogists
Offer online"library tours" Available in multiple languages
Study and deploy information packaging models Highlight community and library resources
40 0AP1anning%StralegicP1an MASTER.doc
GRAFT Strategic Plan
Continue to build local business web page
❖ Promote the library's online resources
Activities Implementation electronic clearinghouse for information fliers on Make available near corresponding print materials and at desks
databases and search strategies
Create training packets for portable classroom/lab
Visit community groups to promote website and
databases
❖ Restructure reference service to respond more effectively to the changing needs of our customers and
to facilitate the move from a central library with branches to peer libraries by June 2006.
Activities Implementation
Enhance self-service options so that 80%of customers in Refocus reference staff to create content for the web site and to train
the library find what they need without visiting the customers in online information seeking.
reference desk.
Train all staff to answer the most frequently asked
questions.
Refocus reference staff to train customers to be more
self-sufficient.
Provide a higher level,more in-depth personalized Train some reference staff to be research consultants and offer
service to those who need it. appointments for customers.
Train community library staff to answer questions
currently referred to Central.
❖ Increase informational adult program attendance by 10% by the end of 2005/06 to improve awareness
of the library's informational resources.
Activities
Implementation
Tailor adult programming to reach specific audiences and Survey adult library users about their informational needs that could
promote and publicize it be addressed by programs
Design programming to attract underserved groups
Consider having program experts plan and carry out programs in
multiple branches
Explore the possibility of getting electronic signs to promote programs
Provide an easy method for staff to post program information on the
website
Offer lunchtime"take a database to lunch"seminars in libraries with
nearby businesses
Collaboration
The Contra Costa County Library will develop the skills and tools needed to collaborate successfully with
museums, art centers, and other service providers who address the cultural, informational, recreational, and
educational needs of children and teens.
Examples of existing countywide collaborations include:
• Contra Costa for Every Generation
• Contra Costa Countywide Youth Commission
• Contra Costa County Office of Education ed1stop Web portal
s• Increase the number of staff trained by 25-30 staff/year working on collaborative efforts.
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Activity Implementation
Create a searchable database including past,existing
and potential collaborations.
Develop a training program for staff,including
understanding collaborations,initiating collaborations,
insuring success,building further relationships,follow-up.
Branding
The Contra Costa County Library will establish a clear, consistent, recognizable, and positive"brand" identity that
helps both staff and the public to:
• Identify the many components of the County Library as part of a single library.
• Recognize the scope of services that are available to them from the County Library.
• Value those services and associate them with positive attributes such as quality and fairness.
• Know what to expect when they enter the County Library at any service point.
❖ Make location visits by "mystery shoppers" to monitor consistency after one year to see if community
libraries have reached 80%of checklist.
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Appendix II: List of reviewed items for Strategic Planning
Area Title Of ..
CC LIBRARY Ballot Measure Results
CC LIBRARY Board Of Supervisors Budget presentations Susan Caldwell 2004
2003
2002
CC LIBRARY California Library Statistics Library Development Services 2001 -2004
Bureau Sacramento.
CC LIBRARY Collection Development Plan Contra Costa County Library 2003
CC LIBRARY Contra Costa Library Community Survey and Results Workbook Center for Community Opinion 1997,2000
CC LIBRARY Final Report for the Contra Costa County Library Study David M.Griffith and 1996
Associates
CC LIBRARY Department Performance Report Contra Costa County Library 2003
2002
2001
CC LIBRARY Statistical Report 2001-2003 Public Library Data Service 2001-2003
(PLA)
CC LIBRARY Structural Evaluation of Shelving—Contra Costa County Libraries Arthur Tan and Associates, 1997
Inc.
CC LIBRARY Study of 21st Century Librarianship Initiatives:Consultant Report Holly Hinman&Joan Frye 2002
Williams
Technology Contra Costa County Library Technology Overview Cathy Sanford,Deputy County 2002
Librarian:Support Services
Antioch Antioch-Prop 14 Grant Application Linda Demmers,Prewett 2004
Community Library Needs Assessment Library Building Project Team 2003
Site Analysis Antioch City Staff,Contra 2002-draft
Costa County Library Staff,
Library Plan of Services Antioch Unified School District
Library Building Program staff,Antioch representative to
Joint Use Cooperative Agreement the County Library
Commission, project
Operating Agreements management staff from Critical
Solutions and architectural
firms of Will Bruder/HGA
Brentwood Brentwood Citizens Advisory Committee Regarding Community Anne Cain,County Librarian 2004
Facilities
Capital Facilities PowerPoint presentation
Byron Statistical Data Byron CDP County Library 2004
Concord Concord Library Arthur Tan and Associates, 1997
Facility Description,Maintenance,Alarm,asbestos survey, Inc.
accessibility,conditions,shelving structural evaluation
Concord Joint-Use Library Feasibility Task Force Report Consultants Linda Demmers, 2000
City of Concord-John F.Kennedy University-Contra Costa County Library Consulting;Mark
Library Joint-Use Library Feasibility Task Force Report Schatz,BSA Architects.
EI Cerrito Council's Approval to proceed with a Library Needs Assessment City of EI Cerrito 2005
City of EI Cerrito Fiscal Year 2005-06 Proposed Budget &RFP
0APlanninglStrategicPlan MASTER.doc 43
DRAFT Strategic Plan
Hercules Hercules Library-Prop 14 Grant Application Final report April 2002 Kristen 2002
Community Library Needs Assessment) C.Wick Library Consultant; 2001
Library Building Program Public Library Survey Godbe
Research&analysis,
Joint Use Cooperative Agreement Library Consultant Linda
Plan of Service Demmers;City of Hercules
Library Use and Maintenance Agreement Staff,City Council, Hercules
Library Commission,County
Library staff,West Contra
Costa County Unified School
District, Friends of the Hercules
Library
Frants Albert Associates
Architects&Planners
Lafayette Lafayette-Prop 14 Grant Application City of Lafayette,Kathryn 2004
Community Library Needs Assessment Page,Associates 1999
Lafayette Library&Learning Center Building Program Lafayette Vision 2000
Plan of Service Committee
Joint Use Cooperative Agreement
Library Use and Maintenance Agreement
Vision 2000 Lafayette Report
Martinez Needs Assessment approved by City Council City of Martinez 2005
Friends of the Martinez Library-Library Improvement Proposal 2005 Martinez Arts and Library 2004
Commission
Friends of the Martinez Library
Orinda Orinda Library Needs Assessment 2000
Orinda Library Building Program
Pittsburg Pittsburg Library Needs Assessment Noll&Tam Architects with 2004
Library Consultant
Cost-saving Ideas for the new Pittsburg Library Mary Wray, 2003
Anne Cain,County Librarian
Pleasant Hill Library Needs Assessment Meeting Memorandum Anderson Brule Architects Inc. 2002
Pleasant Hill and Contra Costa County Library:Community and &Library Consultant Joan Frye 2003
County Library Needs Assessment and Preliminary Analysis of Site Williams 2004
Options Anne Cain,County Librarian
San Ramon San Ramon Library-Prop 14 Grant Application San Ramon Library Staff,City
Library Needs Assessment of San Ramon,Park& 2004
Community Services Staff,
Library Building Program
Contra Costa County Library
Plan of Service Staff
Joint Use Cooperative Agreement(CA) Smith&Associates, Inc.
Strategic Operational Plan&Space Program Danville CA William Schnitzer
Joint Venture Cooperative Agreement ASA and Terry S.Larson MAI
San Ramon City Council
San Ramon Valley Unified
School District
San Ramon- Needs Assessment and Operational Planning for the San Ramon Anderson Brule Architects, Inc. 2003
Dougherty Joint-Use Library in Dougherty Valley -Prepared for The City of San 2000
Station Ramon,Contra Costa County Library,Contra Costa Community
College District
Dougherty Station Library
Building Program Libris Design
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Walnut Creek New Downtown Walnut Creek Library Prop 14 Grant Application City of Walnut Creek and 2004
Library Plan of Service Consultant, Critical Solutions, 2003
Inc.
Library Needs Assessment 2002
Library Building Program 2003 Library Consultant Linda
Demmers;Sara Behrman;
Joint Use Cooperative Agreement Walnut Creek City Council;
Agenda Report-Financing of the New City Library Walnut Creek Library Task
Joint Use Cooperative Agreements Force;City Staff;Contra Costa
County Library Staff;Walnut
Creek School District; Friends
of the Walnut Creek Library;
Walnut Creek Library
Foundation
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Appendix III: Technology Service Plan
Current Technology
• Wireless access for customers
• Downloadable electronic books (e-books) and digital audio books
• E-newsletters
• E-mail notification for holds, overdue materials, and courtesy reminders
• Online homework help and tutoring
• Online interactive practice exams for official tests
• Animated talking a-books for children
• Print management, PC booking, and time management for public workstations
• Enhanced content in the online public catalog. The Contra Costa County Library's web OPAC provides
book jackets, tables of contents, and over 250,000 reviews and recommendations encompassing fiction
and nonfiction materials for adults, children, and young adults from established library review sources.
The information also includes fiction and biography profile data, summaries, author notes, and excerpts
• Remote access to subscription databases
• AskNow, live on-line reference assistance available 24/7
• Ask Staff, email reference
• Self-check machines
• Standard Information Protocol (SIP) Technologies that allows real-time access and communication to
patron transactions and the next generation product, National Circulation Interchange Protocol (NCIP)
• Webconnect/Subfinder: automated substitute staff management tool
• Pre-constructed CARLWeb searches to enhance the library's web site by linking customers and staff
directly to specified title lists or bibliographic records in the database to promote library collections
• Electronically generated hold slips
• Portable lab classroom
• Portable DVD projector and equipment
• Floating collections
• Unique Management, collection management
• CARL ILS (includes standard CARL. Solution and CARLWeb products)
• Kids' Cat Web
• CARL Decisions, for creation of statistical reports related to collections and circulation
• I-Tiva Automated Phone Notice System
• Webcheck to authenticate remote patrons as valid library cardholders
Technology in Progress
• Online library card registration
• Online book clubs
• Real Simple Syndication (RSS) feeds associated with library home page and library news. Used for news
updates and other library information delivered directly and automatically to a user's desktop
46 O:\Planning\SlrategicPlan MASTER.doc
DRAFT Strategic Plan
• Online features, such as web calendaring and full program management utility, meeting room
reservations, program registration
• Unmediated consortia borrowing (direct loan)
• URSA(SuperSearch) or Link+
• Direct ILL through FirstSearch
• Customizable electronic interlibrary loan forms for improved ILL efficiencies
• Self-check in
• Collaborative content management software for cooperative and collaborative group document
management, content creating, editing and publishing
• Electronic resource management, a public search interface permitting a patron to easily find all
subscribed journals, both print and electronic, through a single search
• Staff scheduling software
• Automated and real-time collection analysis
• Geographic Information Systems (GIS)
Future Technology
• Instant messaging. Instant messaging, communicating with others conversationally in real time. Instant
messaging systems offer availability notification—a feature missing from both email and the telephone.
Enhances the feeling of immediacy.
• Voice Over Internet Protocol (VoIP) applications, such as wireless instant voice communication and video
conferencing
• Podcasting, allows your computer to automatically download audio programs (or other files) for listening
at your future convenience. In the Library, it could be used to broadcast of library-based content such as
author talks, programs, Storytimes, etc.
• Electronic invoicing and claiming
• RFID—radio frequency identification
• Automated materials sorting
• E-Kiosks, with multiple functions, including: fax, print, book return, Internet access, and the library online
catalog in support of after-hour transactions
• Bokomaten or a similar equipment that allows for the automated process of material circulation in a free-
standing kiosk
• Tablet PCs for roving reference. The Tablet PC extends the PC by adding capabilities such as pen and
speech input, wireless support, extends battery life and portability. It is the next step in the evolution of
the personal computer.
• Wireless point of sale computing
• Pay for printing wirelessly
• Circulation through wireless equipment
• Interactive, online, self-paced tutorials
• e-commerce and other online service options to collect fines, fees, and donations to support the library
• Accommodation for user-supplied equipment such as laptops and personal digital assistants
• Recommender systems, such as Rating Zone, that expands online readers' advisory services
• Hand-held devices for audio listening and circulation and for staff and public use with the library online
catalog
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DRAFT Strategic Plan
• Reserve time with a librarian for more complex reference work
• Wired reader seats and wireless portability
• Multilingual display, searching, and indexing for online catalog
• AquaBrowser and Endeca, library catalog browsers that provide interactive searching experiences and
find materials using associations, context and spelling alternatives. It mimics the search of an Internet
search engine and resembles the capabilities of artificial intelligence.
• Federated search engines, or distributed searching or cross-database searching, whereby one search
engine searches across all of the content, OPAC, and subscription databases for results
• Customer and Staff Reviews on webpage
• Blogs. A blog is basically a journal that is available on the web. The activity of updating a blog is
"blogging" and someone who keeps a blog is a "blogger." Blogs are typically updated daily using software
that allows people with little or no technical background to update and maintain the blog.
• ListBuilder or other technology to enhance/grow email newsletter capabilities
• Downloadable music and video content
48 O:\Planning\StrategicPlan MASTER.doc
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Appendix IV: City of Pleasant Hill / Contra Costa County Library Needs
Assessment and Preliminary Site Options
City of Pleasant Hill/ Agenda Why now?
Contra Costa County Library
Needs Assessment
E3
and :PRecent land utilization studies
Part i1 -The Opportunity o Chance to leverage resources
Preliminary Site Options
❑Part 2-The Reality through partnerships
❑Part 3—Options o Planning for other new libraries
February 3,2003 nearby
Pleasant I fill City Council ❑Part 4—Recommendations ❑Library Bond Act of 2000
1
Scope of the Assessment intended Results The Community's Voice
❑Pleasant Hill Library Needs o Library Service Delivery Models—
o Steering Community and County g Committee
o Contra Costa County Library o Site and Facility o Stakeholder Focus Groups
Needs a Space Needs a Community Forum
❑PreliminarySite Options a OPPorltntities And Constraints
P s E.,istmv Site a 931 Surveys Completed
`
Explore Additional saes a Casual Conversations with the Community
o Next Steps in the Planning Process
o Staff Workshops and Interviews
5 6
Agenda The Evolution of"Central" 3 Functions Housed at Central
_ o Pleasant Hill Community Library
❑Part 1 -The Opportunity o County rotating collections �`a
pp y o Countywide Shared Resources
o Need For county warehouse space
Part 2 -Thea Reality Go Nonfiction collections-unique materials
eographic r transportation center c Specialized staff
o Part 3 -Options
of the count}'
a Backup reference service
a Request for reading room on same p
❑Part 3 -Recommendations site o County Library Support and
a 90/10 split of building costs Administrative Services
o warehouse later opened to public
7 1 18 119
The Pleasant Hill Community Priorities for Pleasant Hill Not a Priority...
❑Stable and Maturing a Educational Organization 4 e
❑Center for Reading
❑Growing Diversity g ❑Research Facility
❑High Educational Attainment ❑"Critical Mass" ❑Trade+Professional Collections
❑Strong Virtual+Physical ❑Cultural Center
❑Focus on Quality of Life Presence .
❑Interest in Preserving History o Gateway to Other Resources
❑Civic Center
and Culture—Creating a Legacy a Independent Exploration o High Tech Showplace
o Family Friendly Destination
1101 112
01P1anning\StrategicPlan MASTER.doc 49
DRAFT Strategic Plan
Problems: Children's Area Problems: Collections
The Central Library Does Not to Insufflicient shelf space m Designed as a warehouse
Meet this Community's Needs n No room for class visits - not for public
a Low ceilings,narrow aisles,
m Must turn children away front story harsh lighting
In spite of efforts to provide quality ti me
m Cannot display books
library services to the public. s No family seating attractively
-15 a Ilistoricaliarchival materials
131 1141 at risk 115
Problems: Seating Problems: Information Problems: Amenities
Technology
m No enclosed study or small group n Shortage Of public m No public meeting rooms
spaces computers nNo refreshments
No"soft"seating m Insufficient training space
No zoning of activities n I nsufficient electrical circuits m Impossible to complete an entire
m Difficult to supervise a No secure storage project in the library
in Not"wireless friendly"
a Located in a flood plain
161 117 18
Problems: Structural Deficiencies The Impact on the Community The Impact on the Community
m Inadequate stack a Students don't a An entire generation zzff��_
bracing have enough i`4, misses o (Oil the-joys
u
Single pane glazing computers or group and benefits of rcadi ng
Inefficient I IVAC study space n The cot n S
rinnnu it"i'
m Neighborhood deprived of asewe of
Asbestos
children are less place and history
Poor acoustics ready to start
to Neither nexiblc nor La school
expandable 191 p
Agenda Pleasant Hill Community Space Needs Contra Costa County Space Needs
•Collections n Shared Resources
nPart I -The Opportunity a Reader Seats -C.11�,tion,
•Technology Staff Workspace an,[Ser,i"Points
mPart 2-The Reality aStafTWolkspace and Sen-ice Points si—tal 1.1,e Sp-c
a Special Use Space Appro.—i-ely 1�.490 Gross Squate Feet
F 111 SUpponand Adininistratke Services
�)Vtp n a Collaborati%e Use Space
1�M a Meeting Rooms a Collections and Staff Workspace
mPart 4—Recommendations a Bookstore and Coffee/Caf� .Speeml and Collaborati,e li,e Si,—,
a Apploxiniately 28,702 Gross Square Feet a Approximately 24.�00 Gross Square Fect
1221 1231 124
..........................
Existing Site Option 1:
Preliminary Site Options
Basic Improvements
J—
.BASIC
•Existing Site
e,Basic Improvements
ia Significant Improvements Expansion R,pbc, md—,.%%:,It 0--g,-d N-Pami
•Additional Site
g Does not triggeTSeisinic or Accessibility 1.1 rades
a Pleasant I lill Park Chosen for Study
a Does Not Accommodate Funire Necd,,ol'All I hree
New Lihrary�ith Parking on Grade Library Crniiponent�
New I-ih,,,y with strael'oed P.,ki"
.Co—pnwi C.,t:S3.4 Million
.... ...................................
127
50 WPlanning\StrategicPlan MASTER.doc
^ DRAFT Strategic Plan
Existing Site Option 2: Significant Additional Site Option 1:
Improvements Expansion New Library
a Approximately 72,000 G.S.F.
a Approximately 72,000 G.S.F.(16,800 G.S.F.new)
A—nrmr&tcs'T'hocv Library Components
Three Library Components on One
Interior
Floor
•llwardous Materials Abatement
•ADA Accessibilitv Compliance
a Parking on Grade
•Seismic Code Co'
a Relocate Some Existing Park Uses
to Conceptual Cost:$17.6 Million aConceptual Cost:$29.4 Million
1281 1291 130
Additional Site Option 2:
New Library
t s Three Library Components
a Library on Floor I and I,,of Floor 2
(Approximately 72,000 G.S.F.)
a Structured Parking on 1/2 of Floor 2,Floor 3 and
Floor 4(Approximately 108.000 G.S.F.)
a Relocate Some Existing Park Uses
m Conceptual Cost:S35.6 Million
qi
1 1 132, 3
DRAFT Strategic Plan
Appendix V: Pleasant Hill and Contra Costa County Library Community and
County Library - Needs Assessment and Preliminary Analysis of Site
Options
Executive Summary
Introduction
Options for providing library service are being examined relative to the needs of three partners: the City of
Pleasant Hill, the Contra Costa County Library and the Mt. Diablo Unified School District, and the community they
serve. This project represents an opportunity to explore forward-looking library service delivery models that
directly address the needs of library users and honor the three planning partners' shared organizational values of
continuous improvement in services and optimal use of resources. The purpose of the project has been to create
a holistic understanding of library service needs. This has been accomplished through research and data
analysis, as well as an inclusive staff, stakeholder and community outreach process that reflects the diversity of
the partner organizations and the people they serve. The project explored innovative strategies for service
responses and conceptual site and facility solutions. This study
stands on its own as an investigation of current and projected
library service and facility needs, with recommendations for
meeting those needs. It has also been designed to function, if �—
desired, as one of the required components of a future application
for Library Bond Act funding.
THRNKSCIVING
Pleasant Hill Community Library Needs •
Assessment
Methodology ; I:
The process developed for this Library Needs Assessment and
Site Options analysis was directed b a Management Committee _
P Y Y 9
comprised of representatives from the City of Pleasant Hill and the
Contra Costa County Library. Additionally, a Steering Committee made up of community representatives
provided general oversight to the implementation of that process and provided feedback to the consultant team
throughout the project. The needs assessment process was designed to gather input from the community using a
variety of data gathering methods and was facilitated from August 2002 through December 2002.
• Focus Groups were held at the library, with a cross section of community members - library users,
parents, teachers, school administrators, commission members, seniors, business owners, volunteers
and friends of the library were represented
• A Community Forum was held to engage the community in open discussion about current and future
library services
• A survey was completed by 931 members of the community and other users of the Pleasant Hill Central
Library
• Staff workshops and interviews were held to solicit their perspective of the community's needs
• The consultant team engaged the community in casual conversations at retail stores, recreation centers,
restaurants and in the library
Mt. Diablo Unified School District was represented on the Steering Committee, and focus groups included district
representatives, principals from elementary and middle schools, a library media teacher, members of the Pleasant
Hill Education/Schools Advisory Commission and an educator from the Adult Education Center. 138 7th grade
students from the Sequoia Middle School returned handwritten surveys in one lot, and over 35% of the survey
respondents either attended or had children in the Mt. Diablo Unified School District.
52 O:\Planning\StrategicRan MASTER.doc
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Community Analysis
Pleasant Hill's population profile is relatively stable, with growth projected through 2020 at 13.3.% beyond the
32,837 residents in 2000. The population distribution by age is relatively similar from 1990 through 2020, which
projects 23.5 %of the population below 18 years and 13.3% above age 65. The larger change in the profile is
represented in population composition by ethnicity, with a 12.4% increase in Hispanic, Asian/Pacific Islander,
Black and American Indian residents from 1990 to 2000. 17.7% of residents five years and over speak a
language other than English, with 6.6% of those not speaking English 'very well'. 11% of the Pleasant Hill
population age sixteen and above are reported at Level 1 literacy rate, a cause for concern within the community
and a priority for the Library.
Economic indicators show Pleasant Hill to be fairly reflective of the County average, with mean household income
projected in 2020 to be$97,900, compared to the County's $102,400. In 2000, 2.7% of families were below the
poverty line, with a rate of 10.5%for female householders. Five percent of individuals are noted to be below the
poverty line. A total of 19,930 jobs are projected in 2020, a 15% increase in jobs from 2000, as compared with a
projected 30.3% increase countywide. Pleasant Hill's highest percentage of jobs is in Services at 59.7%,
significantly higher than in both the County and California, but comparable to the United States. The percentage
of jobs in Agriculture and Mining, Manufacturing and Wholesale and Retail is lower than the County and California
as a whole.
Community Characteristics
The information contained in the prior section reveals that Pleasant Hill is a stable community, with population
distribution across age groups not projected to change significantly. The greater change in the community is
reflected in its growing diversity. The population is well educated, although languages and literacy are relevant
factors that will drive the Library focus on services that address these needs. These will include materials,
services, programs and activities that will need to reflect and reach the diverse population and its interests. The
community will continue to grow, mostly through infill and higher density development. The higher percentage of
service jobs in Pleasant Hill reflects a community economy that is professional and support oriented.
The community is focused, through government, education, and community based organizations, on enhancing
quality of life. This is defined broadly to include education, infrastructure, availability of community services,
recreation and leisure, housing affordability, traffic management and preservation of community assets. The
residents are mindful of the many issues that affect quality of life, and are active in addressing those they can
change and improve within the community, preserving the past and creating a legacy for the future. The concepts
of creating community identity and a `center' or'central core' surfaced repeatedly through the outreach process.
A focus of discussion centered on the need to foster community and further develop an identity for the City—to
strengthen what has been accomplished by development of the new City Hall and downtown. Participants saw a
new library, potentially located near other community and civic facilities, as an important step toward meeting
these goals.
Library Service Needs
The Pleasant Hill community, through the outreach conducted in this
process, has identified what they believe to be their current and future library
needs, as well as the desired role of the library in the community.
The library is used heavily by the Pleasant Hill community, accounting for �. . .
30% of total circulation in its role as the Central library. The highest i,+q
circulation of materials is in books,juvenile materials and media.
Participants discussed different service needs, and therefore different
patterns of use of the library, over the course of their lives. Children attend
programs and check out materials, and students rely on the library for =`
materials, reading, study and to get together with friends. Not knowing when
the library is open, or the library not being open "when I am free to go" are
key factors that keep people in the community from using the library. The
library is not prominently located within the community, and is lacking 4
obvious signage off the interstate and at the entrance to the site.
Enhanced collections, especially current releases and media are a priority.
Programming and spaces oriented to children, teens and adults, as well as
group study and reading areas, are lacking. Community and meeting rooms are desired, and greater access to
OAPlanning\StrategicPlan MASTER.doc 53
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technology is requested. The library environment needs to be comfortable, zoned for different activities, with
navigable collections and more self services and amenities like coffee, copy and exterior spaces.
Service Priorities for Pleasant Hill
This planning process revealed a remarkably unified vision for library service in Pleasant Hill. The information
received clustered around a relatively small number of key components of desirable library service, with clear and
consistent description of wants and needs. The following service responses have been selected to create a
relevant environment, rich with resources, which will meet the needs of the community.
• An Educational Organization
• Center for Reading
• Part of"critical mass"for Pleasant Hill as a city
• Strong virtual as well as physical presence in the community
• Gateway to resources beyond the Pleasant Hill Library
• Support for independent exploration and discovery
• Family friendly destination
• Amenities
Physical Limitations of the Existing Library
Built in 1961, the Pleasant Hill Main Library and Contra Costa County Central Library was constructed on an
approximately 5.5 acre site between Oak Park Boulevard and Santa Barbara Road in Pleasant Hill. The 58,381
square foot facility has two primary entrances, one for the public library and one for Administration and other
tenants. Any significant modification of the existing facility would require seismic, accessibility and hazardous
materials upgrades, significantly impacting the cost to renovate the facility. The restrooms are not accessible,
and the building is not energy efficient. Acoustic issues are caused by HVAC systems, as well as the materials
used in construction. Overall power distribution is not adequate to serve the functional needs of the facility. The
site is nearly built out, but does offer a few options for expansion of the facility.
Space Needs Assessment
The space needs assessment defines the preliminary space needs, based upon generally accepted guidelines,
necessary to support the services described above. Assumptions are provided for collections at 2 items per
capita (74,400 items), readers' seats (112), technology(40 stations), staff workstations and both collaborative and
special use spaces. The total square feet required is 28,702, of which 21,527 is assignable square feet.
Contra Costa County Library Needs Assessment
An assessment of service needs and the current service model is included. A new service model is proposed,
which identifies two key components of County Library service. These include Shared Resources, and Support
and Administrative Services. Shared Resources includes the collections and staff necessary to support all county
patrons, whether onsite or remotely. Support and Administrative Services includes administration, policy and
program development, information technology, staff development and training, and collection support. It is
important to collocate each of these with an operational branch library, but they do not necessarily need to be
located with each other. A preliminary assessment of space needs to support these two components total
approximately 43,006 s.f. Up to 59,939 square feet may be required, dependent upon the future direction of the
shared resources collection and its availability through electronic resources.
Preliminary Analysis of Site Options
This preliminary analysis of site options is intended to inform decision-making about the location and service
delivery options for both the Pleasant Hill community and the Contra Costa County Library. Through the outreach
process, preferred site criteria were developed by the community. For the purposes of this study, Pleasant Hill
Park was selected to explore as an additional site option. Four options are included: Basic Improvements and
Significant Renovation / Expansion at the existing site, and a Library at an additional site, the Pleasant Hill Park,
with parking on grade and in a structure. Each of these options assumes all three library components are
included: the Pleasant Hill Community Library, as well as the County Library's Shared Resources and Support
54 0:\PlanninglStrategicPlan MASTER.doc
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and Administrative Services. Conceptual cost models are provided for each option as follows (please refer to this
section for assumptions regarding the development of each of these cost models):
Option 1: Basic Improvement to the Existing Site.......................$3,438,000.00
Option 2: Significant Improvement/Expansion to the Existing Site $17,59 7,000.00
Option 3: Library and Parking on Grade on Additional Site ......$29,428,000.00
Option 4: Library and Structured Parking on Additional Site..... $35,623,000.00
Recommendations
❖ Realign services to create a Pleasant Hill Community Library.
Due to the nature and organizational structure of the Central Library,
Pleasant Hill's community has not been served as other communities are by «.
their libraries. In general, there has been more emphasis on advanced
reference and unique non-fiction collections in Pleasant Hill, and less
a
attention given to reading, library events and programs, and services to
families, children and youth. To meet the documented library needs of the
residents of Pleasant Hill, a strong, focused program of community-oriented
library services, collections, and staffing should be developed.
House shared countywide library resources in Pleasant Hill, as appropriate.
Pleasant Hill continues to be the geographic center of the County, as was projected years ago when the site now
occupied by the Central Library was originally selected. It continues to make sense that Pleasant Hill be the
physical location for centralized, shared county resources that serve peer community libraries on a cooperative
basis. However, as more and more reference and non-fiction library materials become available online, the need
for shared, advanced-level hard copy collections is expected to level off. Pleasant Hill's role as keeper of the
shared resources would continue but not increase.
❖ Evaluate options for locating Countywide Support and Administrative Services.
Pleasant Hill is a geographically logical location for the Countywide Support and Administrative Services that are
needed to support library service throughout Contra Costa County. And the Pleasant Hill area offers all of the
transportation and telecommunications infrastructure necessary for this operation. Furthermore, extending the
"reach" of the services housed in a Pleasant Hill facility by including countywide functions is likely to improve the
competitiveness of any future Bond Act application. However, it is recommended that a complete range of
options for locating this component be evaluated, to ensure that all of the partners' needs are effectively met.
❖ Pursue partnering opportunities with other community and educational service providers.
The community has indicated a strong preference for a library that is closely integrated with other services and
amenities. The City and County should seek partnerships that will leverage available resources to meet
community needs. A collaborative approach to service and facility development will also enhance chances for a
successful Bond Act application. Special consideration should be given to the types of joint-venture services that
are identified in the Final (Codified) Title 5 Library Bond Act Regulations Effective Date: January 4, 2002 of the
California Reading And Literacy Improvement And Public Library Construction And Renovation Bond Act Of 2000.
•: Explore options for locating the library in the community to achieve the greatest benefit.
The present library site, while cherished by some long-term users, does not meet the community's desire for a
location convenient to other services/destinations. The City and County should explore other possible library sites
that would meet this requirement.
Next Steps
This effort focused on developing an assessment of library needs and proposed service models for both the
Pleasant Hill community and the County. The following steps outline the minimum actions necessary to ensure
that the library components are well-planned, designed and constructed, and represent the information necessary
to develop a bond act application. Continued planning and development of options should explore the potential
for collocation of all three library components: The Pleasant Hill Community Library, County Library Shared
0AP1anning%StrategicP1an MASTER.doc 55
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Resources and Countywide Support and Administrative Services. Partnerships with other providers, including the
Pleasant Hill Recreation and Park District, may provide additional site and facility options.
1. Further Strategic Planning for the library components should address:
a. Plan of Service
The plan of service describes how the needs of the community, as identified in the Library Needs
Assessment, will be met by the proposed project. A plan of service will need to be developed for
each library component: the Pleasant Hill Community Library, County Library Shared Resources
and Countywide Support and Administrative Services.
b. Library Building Program
This document defines the space and technical requirements of a facility that will support the Plan
of Service. A building program will need to be developed for each library component: the
Pleasant Hill Community Library, County Library Shared Resources and Countywide Support and
Administrative Services.
C. Site Assessment and Selection
d. Total Cost Model
e. Financing and Funding Strategies
f. Phasing Strategies
g. Design and Construction Schedule
h. Conceptual Design
2. Prior to, or concurrent with, developing a library plan of service and building program for each of the
three components, Ownership and Operating Agreements will document and provide structure for the
planning, design, construction and ongoing operation and maintenance of the facility.
3. Cooperative Agreements should be established with for Joint Use Services & Programs between the
County Library, School District, City and any other Partner Organizations.
56 O:\Planning\StrategicPlan MASTER.doc
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Appendix VI: Report on the Strategic Plan, September 22, 2005
Recap- Recap-
Planning"Ingredients" What Residents Want
. Pleasant Hill decision *, transition ■ Reading activism/advocacy
nV Contra Costa County Library from Central to Community Library . Emphasis on children and teens
77- . Community needs assessments ■ Education,not just information
■ Increasing library use . Tie-ins with the arts
Report on the Strategic Plan New library buildings . Library as place
September 22, 2005 New library tools and techniques . Easy,independent exploration and self-
Competition service
Joan Frye Williams,Consultant . Library Commission review and ■ Fast,convenient,one-stop service
discussion
1 3
Recap-
T A Challenge: _ - Planning Imperatives Library Staff Planning Process
- ■ Customized version of the Public Library
. Many Contra _ti �., ■ Respond to residents'needs Association's Planning for Results
Costa County .�' , . Respect the unique character of each ■ Workshops for all staff—User Profiles,
residents are community Goals&Objectives
is Strate retreat—Management unaware of what ��' ♦ . Leverage existing assets/resources . Mana 9 9
the County a '� Build capacity to handle growth Initiatives
Library has to ' . Engage library staff in the planning ■ Task Teams—Activities&Resources for
offer - process each Strategic Initiative
5 6
Four Strategic Initiatives Reading Sample Activities
- - - .
. Demonstrate leadership—take an . Reading camp
. Reading active role in promoting reading
. Introduce children to books ■ g Target 0-2 year olds and their parents
. Information for Promote reading as a lifelong habit with reading readiness promotion
p
Lifelong Learning . Maximize use of collections
. Collaboration Promote literacy
. Branding . Adult summer reading program
. "Theme"programs,activities for all
ages around reading
7 1 1A 9
Information
Brainstormfor Lifelong i.
------. gLearn__----_-_,_ng Sample Activities
■ How should we measure progress on Add educational value to information Refocus the reference staff to create
this strategic initiative? Encourage curiosity content for the web site and to train
■ Help learners of all ages achieve their patrons in online information seeking
■ What can the Commission do to help goals
move the Library forward with this Position the library with respect to other Enable patrons to sign up for e-mail
strategic initiative? information sources—Internet, alerts on programs and new materials
bookstores,media in their areas of interest
. Provide tools so users can find what
they need easily
10 112
CAPlanninglStralegicPlan MASTER.doc 57
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Brainstorm _ Collaboration , Sample Activities
Aw
• How should we measure progress on Leverage the library's resources on Collaborate with Transit Authorities to
this strategic initiative? behalf of users offer free or discounted bus passes to
■ Work with museums,schools,others young adults who come to the library
■
. What can the Commission do to help Share information and coordinate by bus move the Library forward with this services as appropriate
strategic initiative? Avoid unnecessary duplication Issue library cards at off site locations
g
Identify best practices,successful such as museums,art centers,schools,
■
models e.g Genealogy service shopping malls and street fairs
■ Train staff in collaboration skills
13 14 15
Brainstorm Branding _1 Sample Activities
. How should we measure progress on ■ Countywide marketing and outreach . Map of all 24 locations at every library
this strategic initiative? • One library—many components
. Positive attributes—quality,fairness ■ Mouse pads with County Library logo at
• What can the Commission do to help Let residents know what to expect all library computers
move the Library forward with this when they enter the County Library at
strategic initiative? any point ■ Add language to courtesy notices-All
. Accompany—do not replace—each materials can be returned to any Contra
community library's own image Costa County Library
16 1 117 118
The Need for a New
Brainstorm _ Organizational Model 4The Peer Library Model
■ How should we measure progress on 24 community libraries
this strategic initiative? ■ Central+Branches approach is based Full range of services at first point of
on a subordinate relationship contact
• What can the Commission do to help . Central Library does not meet Pleasant Centralization of administrative and
move the Library forward with this Hill's needs for reading,children's support services
strategic initiative? programming,etc. Community libraries responsible for
outreach
. Delays built into two-tier service More community library control over
day-to-day decision-making
19 0 1
A New Approach to A New Approach to A New Approach to
r Customer Service
Ace Reference ServiCollection Development
— ._._ ._...... . -._....._.. _...._. .
■ Staff as facilitators,not gatekeepers
■ Improved signage and navigational • Add value to Google and other . Electronic formats <
tools -- commercial search tools
. 80/20 r l"' ■ Complete transactions at the Circulating ;'�.
, o community library materials 1,
self-service .
■ All staff trained to assist with questions • Just-in-time
■ Roving staff r ^_ and coach users in the basics delivery "\
. Online backup for tougher questions
2 3 4
A New Approach to A New Approach to
Staff Development Innovation Next steps
■ Diversification in staff specialties • Take advantage of talent and creativity ■ Work with Cities on strategies for
. Expertise located throughout the county at all levels,in all locations handling growth
• Task teams ■ Leverage existing resources
. Outsourcing as needed ■ Streamline operations . Detailed implementation plans
. Continued use of volunteers as ■ Import ideas from other disciplines
appropriate . Incubate/pilot before countywide rollout . Resource allocation—budget proposal
5 1 126 1 197
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Appendix VII: Growth Projections Chart
Note: This growth chart represents a very conservative estimate of the expected growth in the Contra Costa
County Library, between June 2005 and June 2010. It is based only on the following assumptions:
• The new 11,600 square foot Dougherty Station Library
• The new 21,500 square foot Hercules Library
• The replacement of the 6,720 square foot Lafayette Library with a 26,500 square foot library
• The replacement of the 9.240 square foot Walnut Creek Library with a 42,000 square foot library
6/30/2005 613012006 6/30/2007, 6/30/2008 6/30/2009 6/30/2010 %Increase
Totals
Circulation 4,736,101 5,143,405 5,639,229 5,955,026 6,486,214 7,172,467 51.67%
Collection 1,279,787 1,354,580 1,443,940 1,514,047 1,577,458 1,658,353 29.58%
Computers 558 622 693 728 728 798 43.01%
Square Feet 249,498 261,098 282,598 302,378 302,378 335,138 34.32%
Antioch
Circulation 201,159 211,217 221,778 232,867 244,510 256,736
Collection 73,204 75,766 78,418 81,163 84,003 86,943
Computers 30 30 30 30 30 30
Square Feet 11,000 11,000 11,000 11,000 11,000 11,000
Bay Point
Circulation 11,976 12,575 13,204 13,864 14,557 15,285
Collection 8,548 8,847 9,157 9,477 9,809 10,152
Computers 10 10 10 10 10 10
Square Feet 950 950 950 950 950 950
Brentwood
Circulation 159,673 167,657 176,039 184,841 194,084 203,788
Collection 40,891 42,322 43,803 45,337 46,923 48,566
Computers 18 18 18 18 18 18
Square Feet 1 3,800 3,800 3,800 3,800 3,800 3,800
Clayton
Circulation 217,303 228,168 239,577 251,555 264,133 277,340
Collection 69,275 71,700 74,209 76,806 79,495 82,277
Computers 22 22 22 22 22 22
Square Feet 15,500 15,500 15,500 15,500 15,500 15,500
Concord
Circulation 275,530 289,307 303,772 318,960 334,908 351,654
Collection 79,531 82,315 85,196 88,177 91,264 94,458
Computers 23 23 23 23 23 23
Square Feet 11,300 11,300 11,300 11,300 11,300 11,300
Crockett
Circulation 7,981 8,380 8,799 9,239 9,701 10,186
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Collection 8,071 8,353 8,646 8,948 9,262 9,586
Computers 3 3 3 3 3 3
Square Feet 1,238 1,238 1,238 1,238 1,238 1,238
Danville
Circulation 330,937 347,484 364,858 383,101 402,256 422,369
Collection 71,377 73,875 76,461 79,137 81,907 84,773
Computers 37 37 37 37 37 37
Square Feet 17,000 17,000 17,000 17,000 17,000 17,000
Dougherty Station
Circulation 150,000 165,000 173,250 181,913 191,008
Collection 30,000 33,000 36,300 39,930 43,923
Computers 64 64 64 64 64
Square Feet 11,600 11,600 11,600 11,600 11,600
EI Cerrito
Circulation 120,742 126,779 133,118 139,774 146,763 154,101
Collection 39,985 41,384 42,833 44,332 45,884 47,490
Computers 16 16 16 16 16 16
Square Feet 6,400 6,400 6,400 6,400 6,400 6,400
EI Sobrante
Circulation 83,205 87,365 91,734 96,320 101,136 106,193
Collection 41,455 42,906 44,408 45,962 47,571 49,236
Computers 15 15 15 15 15 15
Square Feet 7,474 7,474 7,474 7,474 7,474 7,474
Hercules
Circulation 200,000 220,000 231,000 242,550
Collection 40,000 44,000 48,400 53,240
Computers 71 71 71 71
Square Feet 21,500 21,500 21,500 21,500
Kensington
Circulation 85,839 90,131 94,637 99,369 104,338 109,555
Collection 37,499 38,811 40,170 41,576 43,031 44,537
Computers 13 13 13 13 13 13
Square Feet 5,094 5,094 5,094 5,094 5,094 5,094
Lafayette
Circulation 233,166 244,824 257,066 290,000 507,500 634,375
Collection 58,785 60,842 62,972 80,000 88,000 96,800
Computers 20 20 20 55 55 55
Square Feet 6,720 6,720 6,720 26,500 26,500 26,500
Martinez
Circulation 92,121 96,727 101,563 106,642 111,974 117,572
Collection 41,406 42,855 44,355 45,908 47,514 49,177
Computers 13 13 13 13 13 13
60 OAPIanning\StrategicRan MASTER.doc
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Square Feet 6,172 6,172 6,172 6,172 6,172 6,172
Moraga
Circulation 190,590 200,120 210,125 220,632 231,663 243,247
Collection 65,667 67,965 70,344 72,806 75,354 77,992
Computers 22 22 22 22 22 22
Square Feet 10,913 10,913 10,913 10,913 10,913 10,913
Oakley
Circulation 99,726 104,712 109,948 115,445 121,218 127,278
Collection 29,936 30,984 32,068 33,191 34,352 35,555
Computers 16 16 16 16 16 . 16
Square Feet 6,000 6,000 6,000 6,000 6,000 6,000
Orinda
Circulation 272,010 285,611 299,891 314,886 330,630 347,161
Collection 69,206 71,628 74,135 76,730 79,415 82,195
Computers 41 41 41 41 41 41
Square Feet 13,944 13,944 13,944 13,944 13,944 13,944
Pinole
Circulation 146,981 154,330 162,047 170,149 178,656 187,589
Collection 43,744 45,275 46,860 48,500 50,197 51,954
Computers 21 21 21 21 21 21
Square Feet 17,098 17,098 17,098 17,098 17,098 17,098
Pittsburg
Circulation 112,208 117,818 123,709 129,895 136,390 143,209
Collection 40,105 41,509 42,961 44,465 46,021 47,632
Computers 21 21 21 21 21 21
Square Feet 7,075 7,075 7,075 7,075 7,075 7,075
Pleasant Hill
Circulation 532,235 558,847 586,789 616,129 646,935 679,282
Collection 189,633 196,270 203,140 210,249 217,608 225,225
Computers 125 125 125 125 125 125
Square Feet 51,367 51,367 51,367 51,367 51,367 51,367
Rodeo
Circulation 7,798 8,188 8,597 9,027 9,479 9,952
Collection 7,090 7,338 7,595 7,861 8,136 8,421
Computers 3 3 3 3 3 3
Square Feet 864 864 864 864 864 864
San Pablo
Circulation 60,306 63,321 66,487 69,812 73,302 76,967
Collection 32,301 33,432 34,602 35,813 37,066 38,363
Computers 17 17 17 17 17 17
Square Feet 8,909 8,909 8,909 8,909 8,909 8,909
San Ramon
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Circulation 365,187 383,446 402,619 422,750 443,887 466,081
Collection 89,091 92,209 95,437 98,777 102,234 105,812
Computers 28 28 28 28 28 28
Square Feet 18,238 18,238 18,238 18,238 18,238 18,238
Walnut Creek
Circulation 256,962 269,810 283,301 297,466 312,339 546,593
Collection 72,222 74,750 77,366 80,074 82,876 100,000
Computers 22 22 22 22 22 92
Square Feet 9,240 9,240 9,240 9,240 9,240 42,000
Ygnacio Valley
Circulation 250,088 262,592 275,722 289,508 303,984 319,183
Collection 70,765 73,242 75,805 78,458 81,204 84,047
Computers 22 22 22 22 22 22
Square Feet 13,202 13,202 13,202 13,202 13,202 13,202
Estimated Annual Circulation increase 5%per year for established libraries.
Estimated Annual Circulation increase 10%per year for first year after opening of new libraries.
Estimated Annual Circulation increase 75%per year for first year after construction of new buildings for existing libraries.
Estimated Annual Increase in items 3.5%per year for established libraries.
Estimated Annual Increase in items 10%per year for new libraries and new buildings.
62 OAPlanning\SlrategicPlan MASTER.doc
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Appendix VIII: Recent Awards, Honors and Grants for the Contra Costa
County Library
• Selected as the 2005 Contra Costa County Award for Excellence.
• Selected by the California State Library to participate in the Live Homework Help program, which offers
free, online tutorial services at the Library to students in middle school through early college. (2005)
• Received a $100,000 grant from the Lesher Foundation to provide a library at the new Juvenile Hall. This
was a joint partnership with the Probation Department and the County Office of Education. (2005)
• Received a $71,424 federal grant to provide library cards to all second graders. (2004)
• Received a $75,000 grant from the California State Library to launch a new service to small businesses.
(See below.) Over 25 Chambers of Commerce and other business groups such as the Contra Costa
Council, participated in the grant by serving on an advisory group and creating a new small business
website. (2004)
C.—Cev T—ty Lib r_y B.iress Cer Pero l ea!
Contra Costa County Library AA
�-a:,np,y Pao ainesstoCo[rar. .:. '. .
� Q
,rinr..:-n...c'.The Business Connection _ A
Welcome tc the Conta.Casta Ccurty Library Business
Ccrrecticn..The purpese2cf this sit-is to help-local! 51
entrerrereurs.ard:the small business community.co nnec7 ao;�,�;,�• .
more easily,with he Information they reed:and•wnh•each.
.Wa hc:e you find this site useful.Please serd us your
comments and feedback.
Business Calendar
T^e Susiress Calerdarfeatures awice arge eeducatioralicgpwWrlides
aveiiabie hr small businesses:training,workshops,ccrfererces.and
speakers on business topics.
Wle invite individuals and cranizaticns to use he business calendar to-vism
cr post spcomirg.events.
See Ye current schedule at.Small.Susiness Workshops.
Tho S:rs!reaa Correction web site is funded by a Federal Libwy.Services s:rd Te=!trcf�y;
.
Am ILSTA)Grant. .
Co-,:ra Cesta Couael Liczrl
1757 Oak Park Scu Oram•Plaa_ant Hill-Cal:torr:a-94523-USA
C;.m.•:;ertsd S_gpastions AskaO-cion
• Received a $20,000 grant for the Building Information Literacy for Academic Success: A Collaborative
Approach program to increase students' knowledge of curriculum-based electronic resources. The
program trains teachers to instruct and encourage students to use the library databases. (2005)
• Received California Library Association Public Relations Excellence Awards for the Teen Reading Road
Trip and the 5K Fun Run/Walk. (2005)
• The Library's Literacy Program-Project Second Chance is one of the most successful in the State, and
Contra Costa learners have been publicly recognized:
➢ Doug Humphrey, an adult learner in the Library's literacy program, was honored at California Library
Association State Librarian's Breakfast as "An Everyday Hero." (2005)
➢ Kristi Clontz, a student in Project Second Chance, was featured in a video as one of four adult literacy
students in the State who were significantly and positively impacted by the Library's literacy program.
(2004)
• Received the NACO (National Association of Counties) Youth Literacy Mentoring Award for Technology
for Teens in Transition. (2004)
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TO: BOARD OF SUPERVISORS -=^ — _ Contra
FROM: County Administrator t �y - Costa
s County
DATE: December 20, 2005 Y- P-
� eova�
SUBJECT: 2005 AWARD FOR EXCELLENCE PRESENTED TO THE COUNTY LIBRARY
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATION:
PRESENT the 2005 Departmental Award for Excellence to the County Library, Anne Cain, County Librarian.
BACKGROUND:
In 1985 the Board of Supervisors established a program for recognizing outstanding performance by County
departments. Each year the Board,acknowledges a department with the Award of Excellence. This year, the
award recognizes the accomplishments of the County Library.
In serving almost 1 million residents, the Contra Costa County Library is often referred to by others as"The
Library That Does A Lot With A Little." This is accomplished through the efforts of a dedicated, hard-working staff
of 168 full time equivalent employees, including many part-time staff, over 25 library support organizations such
as Friends and Foundations, a 29-member Library Commission, partnerships with every city served by the
County Library, and partnerships with businesses, agencies, community groups and organizations.
• During fiscal year 2004/2005, the Library circulated 4.7 million items, the highest number of items
circulated in one year in the history of the County Library.
• Over the past several years, the Library has increased the number of programs for all age groups from
virtually none to literally hundreds of programs, all of which are heavily utilized by people of all ages.
The library has been recognized many times for its leadership in the area of using innovative technology to
improve and enhance library services and to cut costs. Recent examples include:
• Digital audio books that can be downloaded to a computer or personal digital assistant.
• WiFi hot spots installed in most libraries that allow Internet access to patrons using wireless laptops in
the library.
• Partnership with the Contra Costa County Office of Education through the Ed Stop Portal that provide
direct access to the Library's database resources.
• LiveHomeworkHelp program, which offers free, online tutorial services at the Library to students in middle
school through early college.
• Courtesy email notices that provide borrowers with reminders for approaching due dates for materials.
Portable classroom,which is available in the library or for use by local schools to train teachers and students
about the Library databases and online services.
CONTINUED ON ATTACHMENT: YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S):
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DRAFT Strategic Plan Appendices
The Contra Costa County Library has been extremely successful in obtaining corporate sponsorship for many of its
major programs:
• The Teen Reading Program, an incentive program that encourages teens to read for pleasure and to
develop the habit of life-long library use.
• Project Second Chance, the Contra Costa County Library Adult Literacy Program,founded in 1984 and
offering free, confidential, one-on-one basic literacy instruction to adults.
• Preschool literacy programs, including Reach Out and Read, which promotes family literacy through a
partnership with Contra Costa County Health Services at five clinics; Stories to Go, which brings regular
story times to low-income populations of children; and Books to Grow-On, which serves children at in-
home daycare facilities.
The Library aggressively seeks grant funds for library programs and services. In fiscal year 2004/2005 Library staff
applied for and received grants in the amount of$349,347, including the following:
• $100,000 grant from the Lesher Foundation to provide a library at the new Juvenile Hall. This was a joint
partnership with the Probation Department and the County Office of Education.
$71,424 federal grant to provide library cards to all second graders.
• $75,000 grant from the California State Library to launch a new service to small businesses. Over 25
Chambers of Commerce and other business groups such as the Contra Costa Council, participated in the
grant by serving on an advisory group and creating a new small business website.
• $20,000 grant for the Building Information Literacy for Academic Success: A Collaborative Approach
program to increase students' knowledge of curriculum-based electronic resources. The program trains
teachers to instruct and encourage students to use the library databases.
In addition to grants, the library has succeeded in obtaining corporate and other community support for its
programs, services and collections. This success is the direct result of generous donations of time, expertise and
talent of many Library Commissioners, Friends and Foundations and other library supporters:
• $250,000 was raised through donations from dozens of corporations, Friends groups, community
organizations and individuals to make up for 25% cuts in the book budget for the last two years.
• $25,000 was raised at the 2nd Annual Fun RunMalk in July 2005, in which participants paid $25 to
participate, all costs were picked-up by local businesses, and all proceeds were used to buy children's
library materials for children's materials.
$70,000 in materials and $35,000 in funds were recovered during the first nine months of the newly
implemented material recovery services program.
The Library has been working to identify and attract new users and returning users who may not have visited a
library in recent years. New services and outreach activities include:
• Spanish language version of Library home page and Library automated catalog.
• New lecture series to encourage civic engagement.
• 14 book clubs and several City Reads programs in response to Library customers' indication that they want
the Library to take a strong leadership role promoting reading and literacy.
• Hundreds of programs provide enrichment for preschoolers, improve reading skills for children, provide
homework assistance for teens and enhance lifelong learning for adults.
Library staff also spend considerable time working with the many communities in Contra Costa County planning
new Library facilities and renovating existing facilities. The Library's goal with respect to State bond for library
construction is to do everything possible to make applications from communities in Contra Costa County as
competitive as possible. Recent projects include:
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• The Dougherty Station Library in San Ramon opened in September 2005.
• Partnership with the City of Concord provided funding for renovations to the interior of the Concord Library.
• Partnership with the Friends/Foundation provided funding for renovations to the interior of the Ygnacio
Valley Library.
• EI Sobrante Municipal Advisory Council, Friends of the Library and other civic groups collaborated on
planning for renovations to the exterior of the EI Sobrante, including a reading garden.
• The new Hercules Library, funded in part by a grant from the State, is presently under construction.
• Staff provided expertise and considerable grant writing, space planning and focus group participation
involved with submission of Library construction grants from Hercules and Lafayette, both of which were
funded; Walnut Creek and Antioch, which received outstanding rankings from the State Library; and San
Ramon, which received a very good ranking.
• Staff are working with the following communities to plan new library facilities in Brentwood, Pittsburg,
Concord, San Ramon, EI Cerrito, Kensington, Martinez, and Bay Point.
The Library's Literacy Program-Project Second Chance is one of the most successful in the State, and Contra
Costa learners have been publicly recognized:
• Doug Humphrey, an adult learner in the Library's literacy program, was honored at California Library
Association State Librarian's Breakfast as "An Everyday Hero."
• Kristi Clontz, a student in Project Second Chance, was featured in a video as one of four adult literacy
students in the State who were significantly and positively impacted by the Library's literacy program.
Planning for the future:
• Developed a new Strategic Plan that will carry the Library into the next decade. The plan looks at
opportunities for new capacity as County Library use increases in the age of the Internet.
• Developed a plan for staff succession by actively encouraging staff to attend Library School. Currently,
over 30 library employees are enrolled in a Masters of Library Science program.
Other accomplishments:
• Received California Library Association Public Relations Excellence Awards for the Teen Reading Road
Trip and the 5K Fun Run/Walk in November 2005.
• The Library's volunteer program continues to lead all Bay Area libraries in the number of volunteers and
number of volunteers hours provided to the Library. Many programs and services provided by the Library
could not be offered without the efforts of these hard-working volunteers.
• The 2005 State Fair exhibit for Contra Costa County was created around the theme of Library services.
The display won a silver medal!
• Anne Cain, the County Librarian, served as the chair of California Library Association Legislative
Committee for two years, during the time the 2006 Library Construction Bond was approved by the
Legislature and placed on the June 2006 ballot.
• A Deputy County Librarian from Contra Costa County served on the National Public Library Association
Board for the 2005 term.
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Appendix IX: Investigating the Use of Public Kiosks at the Contra Costa
County Library:
The library needs a clear set of ideas about what they seek to achieve with a kiosk for effective pricing and options
research to be completed. Kiosks come with a wide array of options. The pricing ranges from about$500 for a
simple enclosure (no computer included) to approximately$35,000 for a turnkey system, such as the PIK (Public
Information Kiosk)/3M e-Branch. Neither of these figures includes maintenance costs.
Possible uses for kiosks:
• Information about all branches in the county library system (hours, maps, calendars of events, etc.)
• An attractive, technologically innovative means of displaying library information
• Access to online resources (' pending connection):
➢ website
➢ catalog
➢ database
➢ ebooks
• Circulation functions—e.g., fine and fee payments, self-check/return, automatic library card sign-up and
issuance (` pending ability to integrate with network, CARL system, physical functionality requirements,
policy decisions, and other factors)
• PC reservation sign-ups
• Payment for print management, copying, etc.
• Sign-ups for programs & events
• Volunteer applications
• Video or animated presentations about library for marketing
• Location in off-site areas, such as—city halls, senior centers, community centers, hospitals, BART stations,
etc. —to market the library and its resources ('' library would have to check out issues such as traffic flow,
security, and connection issues before deploying a remote kiosk)
The total cost of ownership of kiosks and/or enclosures should be considered, particularly if the kiosks are not
going to be monitored by library staff(e.g., in remote or self-service situations). Commitment to maintenance would
be particularly important if one goal of the kiosk deployment was to enhance the library's image in relation to
technology.
Information about Brooklyn Public Library's kiosk usage:
(2004, December 1). BPL wins NYC tech award: ABC cards/kiosks named best application serving the public.
Library Journal, Dec 1, 2004 v129 i20 p31(1). Retrieved from Gale Professional Collection, 2005.
Brooklyn Public Library's (BPL) Access Brooklyn Card (ABC) and ABC Services Kiosks were awarded the 2004
Excellence in Technology Award for Best Application Serving the Public by New York City's Department of
Information Technology and Communication. BPL said that patrons can go to one of nearly 70 self-service ABC
kiosks to access their library account information, pay overdue balances, reserve time on computers, and add
value to their library debit card.
The ABC also allows patrons to use Express Check machines to check out books and videos without a
librarian's assistance plus pay for copying services at BPL. To date, BPL has issued 322,833 ABCs. "This
success, coupled with today's recognition, is a tremendous affirmation that BPL is serving the people of
Brooklyn better than before," said Ginnie Cooper(pictured above), BPL's executive director.
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Kiosk options summary:
3M's PIK(Public Information Kiosk):
http://www.pwl.com/pik
mmm
salesdemo
On 3/2/05
spoke with:
Fred E.Goodman,President
Public Information Kiosk,Inc.
20250 Century Boulevard
Germantown MD,20874
Nati 1-800-638-8725 ext 256
Local 301-916-1500 ext 256
Fax 301-540-5522
email fredg(ftikinc.net
• 3M's e-Branch is the same thing
• Have a new model showed at ALA
• Takes either an Ethernet connection on local network or a connection via DSL at a remote location (we
would be responsible for power& data connection only)
We should provide them with a static ip address for maintenance, etc.
• 120 volt, surge protector to go within machine
• Used currently in many locations:
in libraries: e.g., directional
shopping malls, grocery stores, WalMarts (often in space provided for free by shopping center OR for
nominal fee, such as $100/month)
• The vendor does all setup and systems integration: they design menus/submenus, we fill out matrix as to
what to appear where (e.g., can have 12 buttons (or almost as many desired,just ends up shrinking those
that are there))
for changes, go through project mgr
• Can use menu buttons even for local/county govt
• Full kiosk includes phone that can be programmed to integrate with the kiosk, such that touching an option
initiates a call to the reference desk or another option can connect users to a local county department
• Full kiosk will support debit/credit card payments, good for egov't, has its print mgt system build in
> a question as to whether or not it would integrate with Telus for print/time mgt (or if it should for
printing?)
• Has a custom browser, locked down, no filtering,would have to go through your own proxy server
• Light rail stations would be a good location, maybe even allow for checking email on those kiosks (per the
PIK salespeople's discussion w/Leslie Burger)
• They generate/send out monthly usage statistics
• Kiosks hooked up to server at PIK, which does all of the applications, so in event of hardware failure, things
like the menus are not lost &cpu can easily be replaced
• LSTA funding can be found for this— 1 had been done in San Jose this way
0 Kiosked browser cannot currently handle non-Roman characters well
O Charges:
i, Setup (1 x) $34-35K
➢ Installation (1x) $3/4K
➢ Annual maintenance (charged every year, including 1St year) $5400
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TTSS
http://www-ttss_conV
This is the provider used by Livermore Public Library.
The kiosk is a Self Inform kiosk from TTSS Interactive Products—address 11910-G Parklawn Dr. Rockville, Md.
20852-2625 contact Till Cartwright at 301-230-1464,TCartwright0 ttss.com.
Information Display Station:includes.Flat panel display,controller(computer with all sorts of necessary
stuff),equipment testing and software integration, 1 year on site warranty etc. $4,860
Enclosure for display station(several designs available,ours is Angula) $8,250
Software: Master control programs
Baseline display programs&graphic development
Areas in the Library
Events/meetings
General information/Services
(there are others but we got the bare bones and they customized it for us)
Project management,support and coordination—perpetual warranty $11,500
Installation,training,design services $3,075
TOTAL $26,685
Listing of other kiosk providers &websites for further research:
Affordable Kiosks
http://www.affordablekiosks.com/
The Slabb: http://www.affordablekiosks.com/slabb kiosks/slabbM.htm
Many different styles,for inside outside,mini,full-sized,streamlined,whatever,but you have to buy multiple components and put them
together.
The Slabb M(Standing)=$2295-?what it includes: http://www.affordablekiosks.com/slabb kiosks/slabbM.htm
Montegonet
Kiosk Primer: http://www.montegonet.com/kiosks101/i)rimer.htmi
MontegoNet is a full service interactive kiosk solutions provider.We do it all:kiosk hardware,software,application development,remote
management&more.
http:/lwww.montegonet.com/
Meridian Kiosks
http://www.meridiankiosks.Gom/?srccd=g017
http://www.meFidiankiosks.com/Kiosks Wood.asp
http://www.meridiankiosks.com/Kiosks KioskGuide.asp
Touchscreens.com-http://www.touchscreens.com/products-kiosk.html
Wirespring Technologies-http://wvwv.vArespring.com/Solutions/computer information internet kiosk systems.html
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DRAFT Strategic Plan Appendices
Appendix X: Library Commission 2005 Annual Report and 2006 Work Plan
��E._��-
'O: 130ARD OF SUPERVISORS .� � :-- Contra
ROM: Anne Cain,County Librarian "awi< :.. '` Costa
)ATE: December 13,2005 >+eot; t l County
:UBJECT: Library Commission 2005 Annual Report and 2006 Work Plan
;PECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICAT-
:ECOMMENDATION
:onsider the Contra Costa County Library Commission 2005 Annual Report to satisfy the Advisory
3ody Annual Report requirement issued by the Contra Costa County Board of Supervisors on June 16.
W2,Resolution No.2002/377
'INANCIAL IMPACT
Ione.
3ACKGROUN)
:005 Contra Costa County Library Commission Annual Report
Abrary Commission meets on the 4'a Thursday of alternating months
Abrary Administration,75 Santa Barbara Road,Pleasant Hill
Halter Ruehlig,Chair
Hayne Johnson,Vice Chair
Aaff: Anne Cain,County Librarian
I. Activities and accomplishments
Legislation
Commissioners participated in California Library Association's Day in the District January 28 and February 4,2005 and Legislative Day in
Sacramento April 20,2005 and Commissioners worked with State and local representatives throughout the year to suppnrt funding for public
libraries,the California Reading and Literacy Improvement Act,the Public Library Construction and Renovation Bond Act,and otter
legislation of interest to local libraries.The Commission unanimously agreed to support the Bond Act o12006 at their July 28,2005 meeting.
Commissioners supported sending the November 20,2003 adopted resolution about section 215 of the USA PATRIOT Act to the Senate
Judiciary Committee.
Commission Chair Ruchlig(City of Antioch)spoke on the USA PATRIOT Act at a public forum on September 29,2005.
3edget and Fundraising
Commissioners Enholm(District 5),Gogtio(Central Labor Council),Smith(District 4&BALLS Advisory Board Representative),Brinker(City
of Oakley),Vice-Chair Johnson(City of Pleasant Hill)and Chair Ruehlig(City of Antioch)volunteered for the second annual Library 5K Fun
Run Walk fundraising evert on July 24,2005,which raised$25,000 for children's books.
• Commissioner Marslrburn(Office of Education)participated in the Walnut Creek Walk the Library Walk fundraiser.
• Commissioners wrote the County's Board of Supervisors,on September 13,2005,expressing appreciation for their ongoing budget support.
• Commissioners participated in Senator Torlakson's Holiday Run,which raised 56,000 for the library.
• Commissioners worked with local businesses,organizations,individuals,Friends of the Library groups,and library staffto raise funds for
library materials.
CONTINUED ON ATTACIIMFNT: ® YES SIGNATURE:
T
]RECOMMENDATION OF COUNTY ADMINISTRATOR❑RECOMMENDATION OF BOARD CUMMITrEE
]APPROVE ❑OTHER
SIGNATURE(S):
ACTIUN OF HOARD ON T �Q r APPROVED AS RECOMMENDED OTHER .
V07E OF SUPERVISORS: I I4EREBY CERTIFY THAT T3ES 1S A TRUE AND CORRECT C=_
��/ OF AN ACnON TAKEN AND ENTERED ON THE MINUTE:::::
Ui J.4NUv10US(ABSENT ) THE BOARD OF SUPERVISORS ON THE DATE SHOWN.
AYES: —NOES:_ ATFESTED
ABSENT:__ABSTAIN: /tJS
JOHN SWEETEN,CLTRK OF THE BOARD OF
Contact:Anne Cain,925.646-6423 SUPERVISORS AND COUNTY ADMINISTRATOR
cc: County Library Administration
County Administrator Deputy
County Auditor-Controller y �—
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Planning
• Commissioners participated in two strategic planning discussion sessions with Library Consultant,
Joan Frye Williams on January 27 and September 22,2005.
• Library services and programs
• Commissioners receive reports and updates,discuss and provide significant input to all of the library's
major issues,initiatives,and new programs. Some of the topics covered this year included: a new
Strategic Plan for Contra Costa County Library, Radio Frequency Identification(RFID)feasibility,
implementation of wireless technology,the Business Connection Website,opportunities to improve
access to materials through the use of"floating collections",the library's State Fair exhibit,and
Hurricane Katrina relief efforts.
• Commissioner Burstyn(City of Walnut Creek)worked with the City of Walnut Creek and library staff to
improve awareness of the library resources and services with the schools in Walnut Creek.
• Commissioner Nolte(City of San Ramon)worked with San Ramon Library staff on the annual jazz
program.
• Commissioners continue to support city read programs throughout Contra Costa County.
• Commissioner Marshburn helped library staff implement the One Stop portal,an electronic
communications connection between the County's school districts and the Contra Costa County
Library.
• Commissioners Smith and Ruehlig participated in the library's Small Business Advisory Groups'
meetings which launched the Business Connection Website with the help of a State Library grant.
Public relations and community involvement
• Commissioners served as liaisons to their appointing authorities relating to library service and shared
library services information with their communities.
• Commissioners attend many library programs and events in their communities and exchanged
information about community libraries at the Commission meetings.
• Commissioners developed a public comment e-mail correspondence and agenda postings to the
Contra Costa County Library's Website.
• Commissioner Smith toured the Seattle Public Library and attended Senator Torlakson's holiday party
on behalf of the Library Commission. Smith also conducted training sessions for the Solano County
and the City of Benicia library boards in January as a board member of the California Association of
Library Trustees and Commissioners(CALTAC).
• Commission Chair Ruehlig and Commissioner Enholm attended the September 2005 Mayor's
Conference.
• Commissioner McClellen(Town of Moraga)reported on the Friends of Moraga Library's flash
advertising at local movie theatres and showed a slide of the promotion.
• Commissioner Atkinson(City of Clayton)helped with the Clayton Library's 10th anniversary
celebration.
• Commissioner Parker(Town of Danville)toured the Santa Clara City Library and attended the
CALTAC Workshop October 9,2005 on Technology and provided Danville's Town Council with
technology update materials.
• Commission Chair Ruehlig's"Library Goes Hi-tech"article appeared in the October 14,2005
education section of the Antioch Weekly.
Awards and recognition
• Commissioner Smith was recognized at the Board of Supervisors May 24,2005 meeting for his
exemplary service to the Contra Costa County Library as Chair and Vice-chair of the Commission,his
training to various library board and commissions,and his enthusiasm,dedication,and commitment to
the Contra Costa County Library.
• Commissioners presented County Librarian Cain with a plaque thanking her for serving two years as
Chair of the California Library Association's(CLA)Legislative Committee.
• Commissioner Smith was elected CALTAC's President for 2006.
• Contra Costa County Library received California Library Association PRExcellence Awards for
(Programming)for"Teen Reading Road Trip"and(Advocacy)for"5K Fun Run Walk"at the November
2005 California Library Association Conference in Pasadena.
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• Commissioners Scott(District 1),Beard(Pinole),Fugazzi(City of Brentwood),and Nolte were
recognized for their volunteer service at the April 12,2005 Board of Supervisors meeting.
Facilities
• Commissioner Hoisington(City of Lafayette)participated in fundraising for the Lafayette Library and
Learning Center.
• Commissioners Nolte had a major role in the opening of the Dougherty Station Library.
Commissioners Villegas(City of Oakley),Parker,Enholm,and.Chair Ruehlig attended the September
24,2005 opening of the Dougherty Station Library.
• Commissioner Burstyn, Hoisington, Fugazzi,Fuller(City of Martinez), Enholm, Madfes(Friends
Council),McGrady(City of EI Cerrito),Walters(City of Hercules),and Chair Ruehlig worked with the
communities to plan new libraries.
• Commissioner Fugazzi attended several meetings with the City of Brentwood and served on the City's
Capital Facilities Task Force.
• Commissioners Madfes and Walters have had a major role in the development new Hercules Library
which is scheduled to open in late 2006.
• Commission Chair Ruehlig organized an Eagle Scout Troop to work with the Antioch Library staff to
enhance the Library's patio.
Training/Certification
• Commissioners have viewed the videotapes on the Brown Act and Conflict of Interest.
• Commissioners were updated on the County's May 3,2005 training for all advisory bodies to the
Board of Supervisors.
• Commissioners renewed their membership in the California Association of Library Trustees and
Commissioners(CALTAC).
• Commissioners attended the March 5 Library Leadership and October 29,2005 Technology update
CALTAC workshops.
• 15 Commissioners and alternate Commissioners attended a Library Commission orientation on
November 17,2005.
• Commissioner Smith attended California Library Association's 107th Annual Conference,November 4
-7,2005.
• Proposed Work Plan/Objectives for 2006.
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