LONG RANGE PLAN OF SERVICE 2010-2015
TABLE OF CONTENTS
Page
Introduction 2
Methodology 2
Long Range Planning Committee 2
Community Profile 3
Library Profile 3
Summary of Services/Unique Characteristics 4
Mission Statement 5
Vision Statement 5
Goals & Objectives 5
Plan Review & Revision 15
Summary of Findings 15
LONG RANGE PLAN OF SERVICE 2010-2015
Introduction
The Board of Trustees of the Centerville Public Library Association recognizes its duty to evaluate the needs of our changing community in order to better serve them. In 2007 the Planning Committee was organized to review the current library situation and to establish goals and objectives for the future. In 2009 in order to complete the Long Range Plan, the Board appointed additional members to the Planning Committee to form the Long Range Planning Committee (LRPC). This Committee sought to identify community interests and assess community needs so the Library could more effectively allocate resources to respond to and improve its services to the community.
Methodology
The Long Range Planning Committee includes three members of the Board of Trustees including the President, two members of the Board of Advisors as well as the Library Director, Assistant Library Director, and Youth Services Director. The committee received input from three other committees on the Board of Trustees (Finance, Development, and Building & Space Needs) and interviewed Library staff, volunteers and members of the community. The Library did a patron survey and relied on day to day observations as well. The Committee reviewed the Centerville Public Library Five-Year Plan (October 1998) and the Centerville Library Retreat Summary (January 12 & 28, 2008). The goal of this retreat was to think creatively about the Library and begin the process of strategic planning using a five-stage process. In addition the LRPC looked over the 2009 Centerville Public Library Report to the Town of Barnstable.
The committee also relied on information included in the ARIS report, CLAMS network statistics, Town of Barnstable and Commonwealth of Massachusetts reports, especially the Cohen Report on Library Services for the Town of Barnstable as well as The New Planning for Results and Creating the Customer-Driven Library. The committee familiarized itself with other library five-year plans including one other village library because many Barnstable residents utilize several of the village libraries. Starting in September 2009, the committee met regularly on Tuesday mornings at the Library. The group discussed the needs of the community, how the library could respond to those needs, set goals, prioritized them, specified objectives to lay the foundation for realizing the goals, and determined action steps to achieve them.
Long Range Planning Committee
Robert Anthony, President, Board of Trustees
Karen McDonald, Vice President, Board of Trustees
Lisa Conway, Board of Trustees
Suzanne O’Keeffe, Board of Advisors
Deana Pulsifer, Board of Advisors
Elizabeth Butler, Library Director
Jacqueline Dager, Assistant Library Director
Penelope Terkelsen, Youth Services Director
Community Profile
Centerville is one of seven villages in the Town of Barnstable. The town has a total population of 48,000 residents and is approximately 60 square miles in the Mid-Cape area. Centerville is bordered by Craigville Beach and by the villages of Hyannis, Osterville, Marstons Mills and West Barnstable. The population of Centerville is approximately 9,900 permanent residents and 6,000 seasonal residents. The majority of permanent residents are working families. 20% are over sixty-five. The activities of town residents are not restricted to their respective village libraries.
By the nineteenth century, Centerville was a traditional New England village. Originally named Chequaquet, the village became Centerville in 1834 when the post office was established. Sea captains built their homes there. (Centerville is bordered to the south by Craigville Beach, formerly a busy anchorage for schooners waiting to enter Hyannis.) Today Centerville has grown well beyond Chequaquet, especially to the north, across Route 28. The Centerville Post Office moved to Route 28 where there are numerous shopping areas beyond the historic center of the village. The local business community includes retail, professional and service establishments. There are two nursing homes in Centerville. Most businesses operate year-round, although some seasonal businesses profit from the influx of summer residents and tourists.
In the Town of Barnstable, there are five elementary schools including Centerville Elementary School (Grades 1-5), the Intermediate School (Grades 6-7) and Barnstable High School (Grades 8-12). In addition, Sturgis Commonwealth Charter High School, Pope John Paul Catholic High School, St. Francis Xavier Prep Middle School, and several smaller private schools are fully enrolled. There is a significant population of children who are home-schooled.
Library Profile
In 1869 a group of Centerville residents met and formed the Centerville Public Library Association under the leadership of Eugene Tappan.
For its first eight years, the Library was located in the local general
store where it occupied odd shelves
here and there. In 1877 the Library moved to the village carriage shop. The following year it was located in
the anteroom of Howard Hall, the site
of the present building. In 1881
the Library moved again to a small
building erected on land adjoining the post office. In 1897 a larger building next to the South Congregational
Church became home for the Library
until 1957 when Charles Lincoln Ayling made a gift to the Library in memory of
his father to construct the present brick colonial style building. Since then there have been several additions as demand for services has
increased. Today the area of the main
floor is 5,000 square feet and the unfinished basement level is 2,500 square
feet. The lower level is home to the
Used Bookstore and some children’s programs.
It is not ADA compliant.
The Centerville Public Library Association is one of seven village libraries in the Town of Barnstable and is a private nonprofit 501(c) 3 corporation. Currently the Board of Trustees numbers 13 members and the Board of Advisors 16. All Trustees participate in policy making of the Library. Members of the Board of Advisors are patrons and residents of the local community who have an interest in the future growth of the Library.
The Library has a contract with the Town of Barnstable to provide services for members of the community. Two members of the Board of Trustees serve as representatives to the Barnstable Town Library Committee, a group charged with presenting yearly funding requests to the Town Manager and the Town Council. The Library receives approximately 58% of its funding from municipal sources and the remainder from a variety of fundraising activities and its endowment.
Insofar as the budget allows, we meet the needs of patrons of all ages. Circulation has increased 60% in the past ten years. This increase can be attributed to an enhanced collection, convenient hours and a personable and competent staff. The collection of materials has evolved along with patron needs. The total collection of nearly 40,000 items is enhanced by membership in CLAMS and access to statewide catalogs. Internet service is available throughout the library both wirelessly and on public computers. Programming is offered for all age groups with special emphasis on children and young adults. The Library is a community gathering space for many groups including the Centerville Beautification Committee and the Barnstable Education Foundation. Lack of proper meeting room space restricts the scheduling to times when the library is not open.
Summary of Services/Unique Characteristics
The Centerville Public Library is a place to choose a good book or a great movie. It is a reference library, a technology hub, a community meeting space. We offer programming for people of all ages with particular emphasis on the young people of all the villages of the Town of Barnstable. We offer a place to sit with a cup of coffee, a newspaper, a book or your laptop computer in front of the fireplace. We involve a large number of community volunteers, including several developmentally disabled adults.
The demand for services at the Centerville Public Library has grown dramatically in the past ten years. There has been a steady increase in circulation, attendance and programming. The Library is open more than 45 hours each week, with both evening and Saturday hours to meet patrons’ busy schedules. Circulation has grown by over 60% in the past ten years. 165,000 items were circulated In FY 2010. Attendance at the Library during that same time period was 190,000. 49% of Centerville Public Library circulation is to residents of the village and another 40% is to residents of surrounding villages. During the busy summer months, weekly attendance averaged 6,500 patrons.
The collection of 40,000 items emphasizes current popular fiction and non‑fiction materials. In addition, access is provided to non-circulating materials and reference services. We have an outstanding collection of classic and current movies in DVD format. The large print and audio collections have been expanded as the demand has increased.
The staff re-evaluates the collection on a continuing basis to keep it up to date and optimize use of limited space. We take full advantage of our membership in the CLAMS network to provide materials we do not own by obtaining them from other libraries in the system and beyond. Internet access is available to the public at ten computers and throughout the building by wireless access.
Families are very important at the Centerville Library. The Children’s Room invites children to stay awhile. We strive to instill in children a life-long love of reading and learning. Story-hour sessions are offered three days each week during the school year. In addition we have a drop-in story time on Mondays and Little Critters story time one night a week for working parents. Additional programs for school-age children are offered during school vacations. Summer programs are done in collaboration with the
other Barnstable village libraries. The summer reading program serves as many as 250 children, providing them with incentives and educational programs.
Because it recognizes the value of services to young adults (grades 6-12), the Library has developed The Shell-vers. During the school year, The Shell-vers meet weekly and actively participate in Library events such as the annual spring auction and the Christmas stroll. They share and discuss social concerns like cyber-bullying. Functional Fun is their objective. They have decorated the Children’s Room, recommended books and DVD’s to add to the Library collection, and brainstormed ideas for future projects. They are presently illustrating and publishing a picture book by a local author and fundraising for the Youth Services Program.
An active group of Library volunteers enables us to provide services while keeping the costs down. We offer a volunteer opportunity to several special needs individuals through local social service groups. Area students can learn a variety of work skills. The Library works with the school department and the court system to allow students and other individuals to fulfill required community service. There are opportunities for people of all ages and abilities to help the Library. Because of the tremendous workload, the Library depends on many regular volunteers to help with the day to day services.
MISSION STATEMENT
As a center of community life, the Centerville Public Library encourages and supports civic, intellectual and cultural pursuits. It provides a wide range of information and materials to people of all ages, using traditional methods and innovative technology. The Centerville Public Library strives to adapt to the changing needs of the community. Its welcoming environment stimulates thinking, enhances knowledge of the world and improves the quality of leisure time. The Centerville Public Library educates the community to understand, appreciate and financially support the Library’s relevance.
VISION STATEMENT
The Centerville Public Library shall provide an expanded, modern, handicapped-accessible building that features a comprehensive collection, up-to-date technology and programs for all ages while maintaining a warm and inviting atmosphere.
We will attract and maintain sufficient staff and volunteers who will support our goals and growth. The public views the Centerville Public Library as an integral, complementary component of the community that works with the resources and agencies of the Town of Barnstable.
GOALS & OBJECTIVES
The Goals of the 2010-2015 Long Range Plan of Service are strong governance, financial security, expanded services, building expansion and renovation, more programs, events and activities, professional and supportive Library staff and volunteers, and improved collaboration with other libraries and agencies of the Town of Barnstable. Our Goals are the long-term results we hope to achieve. Our Objectives are ways to measure our progress in achieving these goals. Our Actions are the specific activities that support each objective.
This Plan is also a thoughtful consideration of Library Service Responses:
· The Library as Commons
· Current Topics & Titles
· Lifelong Learning
· General Information.
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Objective 1: Ensure that the Board of Trustees is engaged and well-informed about strategic issues, policies and needs.
Actions
1. The Board of Trustees will annually assess its effectiveness as a group, and evaluate and refine its composition to maintain the highest standard of leadership and stewardship.
2. The Board of Trustees will establish criteria for the appointment of new Board members by June of each year and consider and recruit trustees with a wide range of talent and experience.
3. The Board of Trustees will regularly review the By-laws and amend them as needed.
4. The Board of Trustees and the Library Director will submit a strategic Long Range Plan of Service (2010-2015) by September 2010 and annually review it.
5. The Board will submit an updated Action Plan to the Massachusetts Board of Library Commissioners by December 1st of each year.
6. Representatives from the Board of Trustees to the Barnstable Town Library Committee will keep the Board informed about Barnstable Town Library Committee business at each Board meeting.
Objective 2: Strengthen the newly formed Board of Advisors.
Actions
1. The Board of Trustees in conjunction with the Board of Advisors will define the role of the Board of Advisors by January of 2011.
2. Working together the two Boards will create a leadership structure for the Board of Advisors.
3. Together the two Boards will continue to refine and support the goals of the Board of Advisors.
4. Representatives of the Board of Advisors and the Board of Trustees will insure a strong liaison between the two boards.
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Objective 1: The Board of Trustees will assure that public funds are available to maintain core functions of the Library.
Actions
1. The Board of Trustees will work with members of the Barnstable Town Library Committee to implement a funding formula based on measurable criteria.
2. The Board of Trustees will continue to educate the local community regarding municipal funding for libraries and encourage adequate support from the Town of Barnstable.
3. The Board of Trustees, Board of Advisers, and Library staff will promote public awareness of the Library resources, programs, fundraising and participation in the Barnstable Town Library Committee among Library users and non-users through newsletters, the Library website, e-mail announcements and other relevant publicity.
Objective 2: The Board of Trustees, Board of Advisers and Library staff will continue to pursue non-municipal funding sources to cover the remaining 42% of the Library budget not funded through the Town.
Actions
1. The Library Director with the assistance of a designated grant writer will regularly investigate and pursue grant-writing opportunities.
2. The Board of Trustees and the Library Director will appoint an ad hoc committee to reestablish the Friends of the Centerville Public Library.
3. The Used Bookstore coordinator will try to increase Bookstore hours as space and volunteer help permit.
4. The Boards and the Library Director will work to expand the donor base for the Annual Appeal by 10% annually.
5. The Library Director, Board of Trustees and Board of Advisers will explore opportunities for additional fundraising events throughout the year.
6. The Boards will seek to recruit additional volunteers to support fundraising activities.
7. The Library Director and Boards will communicate the importance of the personal connection to patrons as it relates to the financial wellbeing of the Library.
Objective 3: Increase the Library’s endowment.
Actions
1. The Finance Committee will periodically review the Library’s investment strategy and adjust it as necessary.
2. The Planned Giving Committee will continue to expand the Planned Giving Campaign initiated in the fall of 2009.
3. The Planned Giving Committee will educate the Boards and Library staff on the importance of making a personal connection with our patrons as it affects planned giving.
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Objective 1: The Library Director will continue to develop a comprehensive collection that includes current topics and titles, provides general information, and promotes and encourages lifelong learning.
Actions
1. The Library Director will ensure that patrons have access to new and popular titles in a timely fashion by purchasing a sufficient number of copies as the budget allows.
2. The Library Director and staff will improve, enhance and maintain the reservoir of General Information available at the Library.
3. The Library Director will annually assess the materials budget and adjust it as needed.
4. Using CLAMS, the statewide Virtual Catalog, and other tools for interlibrary loan, the Library will ensure that patrons have effective and timely access to material not owned by the Library.
5. The Library Director will design a Collection Development Policy tailored to the patron needs of the Centerville Public Library.
6. The Library Director will work with the Youth Services Director to develop a collection policy to address the needs of younger patrons.
7. The Library staff will encourage input from Library patrons regarding its collections and suggestions for materials purchases.
8. Library staff will regularly ensure that the resources are comprehensive, up to date, and diverse.
9. Library staff will continually review collection strengths and determine which areas need updating and improvement.
10. Library staff will develop an annual weeding schedule targeting areas such as computers, technology, medicine, etc. that go out of date quickly.
Objective 2: Offer Library patrons current technological resources.
Actions
1. The Library Director will designate a staff member to assess and evaluate the library’s computer equipment annually to ensure that it is up-to-date and working efficiently.
2. The Library will offer materials in new formats as they are developed and the materials budget allows.
3. Provide professional development opportunities for staff so they can confidently assist patrons with research and changing formats.
4. Library staff will continue to provide instruction and support to patrons on the use of the Internet, the CLAMS library system, research databases, and the Centerville Public Library website.
5. By October 2010 the Library Director and members of the staff, working with Piper Mountain Webs, will complete the redesign of the Library’s website.
6. The Library Director and staff will ensure that the Library’s website is up-to-date and user friendly.
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Objective 1: The Building Committee composed of Trustees, Advisers, Staff and community members will work with professionals to complete Phase I of the building project by refining the architectural concept plan with emphasis on the following:
1. ADA compliance throughout the library;
2. Expansion of the space available for current and anticipated growth of the library’s collection of materials and resources;
3. The efficiency and improvement of traffic flow, library services, and accommodation for future technology within the current space;
4. Meeting and program space
· that is available for public use during and after library hours without compromising the security of the rest of the facility,
· that is properly equipped to accommodate large and small groups for a variety of uses;
5. Appropriate additional space for coffee and conversation, quiet reading and study, tutoring and computer use;
6. Work space that is adequate for Library staff;
7. A breakroom for Library staff and volunteers.
Objective 2: Complete Phase II of the Library building project.
Actions
1. The Building Committee, with approval by the Board of Trustees, will hire a consultant to conduct a feasibility study for a capital campaign by the end of June 2010.
2. Upon a favorable outcome of the feasibility study, the Board of Trustees will move forward with the capital campaign.
3. The Building Committee will work with the architect, engineer, attorney, and construction company to complete the planning and permitting process.
4. The Board of Trustees and the Library Director will inform and energize the public about the benefits of an expanded facility.
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Objective 1: Sponsor and maintain the consistency and quality of the programs offered by Youth Services.
Actions
1. The Youth Services Director and her assistant will evaluate the need for new programs and implement them when feasible.
2. The Youth Services Director will explore opportunities to sponsor other youth programs offered by outside organizations and agencies.
3. The Youth Services Director will continue to offer Story Hour sessions for children (Ages 3 to 5) in order to meet the demand for services.
4. The Youth Services Director will continue to offer Drop-in Story Times with the help of volunteers.
5. The Youth Services Director will seek appropriate volunteers to offer, maintain and support similar programs geared toward children Grades K-5.
6. The Youth Services Director will continue to maintain and support the The Shell-vers, (Grades 6-12.
7. The Youth Services staff will continue to expand the Summer Reading Program through collaboration with other libraries and organizations.
Objective 2: Sponsor, enhance and expand programs for adults and families, based on community needs and expectations.
Actions
1. The Library Director will work with the Assistant Library Director and the Youth Services Director to evaluate current program offerings and schedules in order to determine which attract the largest number of people.
2. The Directors (Library, Assistant Library and Youth Services) will develop new programming to reach a wider community audience with an eye toward attracting non-library users.
3. The Directors will expand collaboration with other organizations and businesses to address community needs and interests with relevant programs.
4. The Directors will explore grant opportunities to fund programs.
5. The Directors will explore programming opportunities that will allow the Library to expand offerings without increasing staffing requirements.
Objective 3: Provide meeting room space for civic and business use, based on community needs.
Actions
1. The Building Committee will include a meeting room in expansion plans.
2. The Board of Trustees and Library Director will develop a fee schedule for Library space.
3. The Library Director will develop a user schedule and appoint a staff member to administer it.
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Objective 1: Provide adequate staffing of the Library to carry out its objectives and maintain its activities.
Actions
1. The Board of Trustees will pursue increased funding for staffing to decrease the workload factor per full time equivalent (F.T.E.).
2. The Board of Trustees and members of the Library staff will revise job descriptions.
3. The Board of Trustees and members of the Library staff will review and revise the personnel manual as needed.
4. The Board of Trustees will work in good faith with all staff to assure wage and benefits packages are acceptable, attractive and beneficial to both the Library and staff and that would attract skilled workers as needed.
Objective 2: Recruit volunteers.
Actions
1. The Assistant Library Director and Youth Services Director will
create job descriptions for volunteer positions and publicize them.
2. The Assistant Library Director and Youth Service Director will
interview potential volunteers.
Objective 3: Maintain competencies for all staff and volunteers as they relate to library skills.
Actions
1. The Library Director, Assistant Library Director and Youth Services Director will review and revise training and orientation procedures for new employees and volunteers.
2. The Assistant Library Director will perform regular needs assessments for staff based on competencies to ensure appropriate staff training.
3. The Assistant Library Director will ensure that staff has adequate time and training to learn new procedures and technologies.
4. The Library Director and Assistant Library Director will hold general staff meetings on a regular basis and as needed.
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Objective 1: Explore ways to work cooperatively with other libraries to enhance services.
Actions
1. The Library Director, Assistant Library Director and Youth Services Director will coordinate and promote programming with other libraries and agencies.
2. The Library Director and Assistant Library Director will work cooperatively with other libraries to offer joint staff training.
Objective 2: Explore ways to work cooperatively with other organizations and agencies.
1. The Library Director, Assistant Library Director and Youth Services Librarian will explore ways to offer programs in conjunction with the Senior Center, Hyannis Youth and Community Center and the Centerville Historical Museum.
2. The Library Director will continue discussions with Senior Center administrators in ways the libraries can offer outreach services to seniors that will make them comfortable with the CLAMS system and other library services.
3. The Library Director will find ways to work with the Senior Center to identify and reach homebound individuals for library services.
PLAN REVIEW AND REVISION
It is our intention that this Long Range Plan of Service will cover the next five years (2010-2015). As progress is made in each area, we will evaluate it and measure the Plan’s successes, its strengths and weaknesses. Periodic surveys of our patrons will help us to determine whether or not the steps we have taken are meeting the demand for services within the Library community. We will assess this Plan yearly and make appropriate adjustments. In 2015, at the conclusion of the current five-year plan, we will develop and implement a new Long Range Plan of Service (2015-2020).
SUMMARY OF FINDINGS
The various committees, staff and others surveyed feel that we do an outstanding job as a village library. We make a special effort to encourage patrons and make them feel comfortable when asking for assistance with readers’ advisory, research projects, and use of the facilities. Given fiscal constraints, we do an admirable job of providing patrons with the materials they want. While we cannot always provide several books on individual subjects or numerous copies of popular titles, our access to the CLAMS network does provide a broader selection to patrons. Those same fiscal restraints create a very heavy staff workload.
Space continues to be a major concern for the Centerville Public Library. In 2002 a new children’s area was added, tripling existing space. That additional space is utilized constantly. Today lack of adequate space impacts the library’s ability to provide quiet study areas and to offer programming during open hours. Room is needed for more adult material of all varieties and formats. Present space constraints demand that we carefully weed the collection even as we try to grow it.
While parking and building entrances are accessible to the handicapped, the interior lacks true ADA compliance. The bathrooms need to be replaced with restroom facilities that meet federal standards. An elevator is needed to access the lower level programming space and the library’s Used Bookstore. Library staff office space is overcrowded and there is no breakroom.
As always, we focus on our primary goal of providing for the needs of our patrons and community. At the same time, we endeavor to anticipate their future needs and our ability to serve them. We will enhance our service as we work toward the objectives we have set for the future.