2005 - 2010 strategic plan - bridge to tomorrow

8/7/2019 2005 - 2010 Strategic Plan - Bridge to Tomorrow

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Adopted by the Timberland Regional Library Board of Trustees on May 25, 2005


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Mission Statement

Timberland Regional Library provides

InformationResourcesServicesPlaces

where all people are free to

ReadLearn

ConnectGrow

Vision Statement

For every reader, the best book;

For every question, the best answer;

For every need, the best resource;

For every encounter, the best experience;

For every library dollar, the best value;

For every person, a place to belong.

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BRIEF HISTORY OF TIMBERLAND REGIONAL LIBRARY

Timberland (TRL) was created in 1968 as an Intercounty Rural Library District by a vote of theresidents of the unincorporated areas of the five counties (Grays Harbor, Lewis, Mason, Pacificand Thurston) after a Demonstration Project (1964-1968) funded by federal, state and local grants.

The service area covers nearly 7,000 square miles and now (2005) serves a population of 421,195residents through 27 community libraries (or branches) with a collection of nearly 1.7 millionitems. The District is governed by a seven-member Board of Trustees appointed by countycommissioners, with a trustee from each county and two additional trustees filling at-largepositions.

Before TRL was created, Lewis County had no library service in the rural areas. In the rural areasof the other counties, service was provided by the South Puget Sound Regional Library, the GraysHarbor County Rural Library District and the Pacific County Rural Library District. During the1964-68 Demonstration Project, grant funds enabled new library service through rented buildingsin Tumwater and Lacey and bookmobiles in previously un-served rural areas.

Many cities within TRL provided their citizens with library service for years prior to the creationof the rural county library districts. Seven of these cities owned original Andrew Carnegie fundedbuildings or other gifted facilities. Others provided service from space in city halls or other citybuildings. After TRL was created, most of these cities began contracting with TRL for libraryservice to take advantage of economies of scale and more services and resources. By 1975,seventeen cities with independent municipal libraries had contracted with TRL. The last city tobring its library into TRL was Shelton in 1988.

All eighteen cities continue to contract with TRL for service or have annexed to the District.Through the branches in these cities, TRL serves most of the population of the Districtboth city

residents and rural residents. A key part of TRLs model of service is to combine the revenue fromboth the rural areas and the cities and use it to provide enhanced services and resources through thecity branches. In more remote rural areas far from cities, TRL has replaced bookmobiles withbuildings using grant funds and timber revenue. Better library service has been established in thefar corners of the District. Also in rural areas, TRL has created partnerships with schools and tribesto create service points called cooperative library centers which provide library services to thegeneral public a few hours a week.

Besides the books, magazines, newspapers, tapes, videos, CDs, programs and other servicesavailable in community libraries and cooperative library centers, TRL also provides outreachservices to groups and individuals District wide. In recent years, TRL added access to information

services via toll free telephone 7 days a week as well as access to the librarys computer catalogand many other computerized resources 24 hours a day 7 days a week. Most customers use andenjoy the library as a physical place, but an increasing number of customers use the library as avirtual library. TRL continually seeks creative ways to meet the needs of the residents of theDistrict.

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THE STRATEGIC PLANNING PROCESS

Timberland Regional Library is dedicated to serving the residents and communities of the fivecounties of the District. In order to be acquainted with the needs and goals of our constituents,we began a process of getting to know our communities better in January of 2004. We started

with a map study in each library to get a snapshot of the service area of each building. In theensuing months, we conducted a series of Community Chats where representatives oforganizations, agencies, businesses, and other members of the communities came together at thelibrary to talk about issues and challenges in their area. At the conclusion of these chats,Timberland staff searched the reports of these chats for issues that were common to many of ourservice areas. We then discussed ways in which libraries could respond to these communitychallenges. In the process, many new partnerships were forged within the district, some in justone community, and some extending across county lines.

To provide a numerical and statistical basis for comparison and prediction, we studieddemographics and growth estimates throughout the District. For specific opinions and attitudes

about the library, we conducted a survey of people who use the Timberland Libraries, andanother survey of people who dont use them.

On several occasions, we brought together groups of library staff members and Trustees todiscuss the information we were collecting, and how it would impact the formation of strategiesfor setting the direction and scope of library services in the future.

On February 12, 2005, a group of 35 committee members including staff, Trustees,administrators, Foundation members, and the public, gathered for a full-day workshop to developa new Mission Statement, Vision Statement, and Strategies to act as a basis for our StrategicPlan, which we call The Bridge to Tomorrow.

For two months after that, staff and committee members worked to flesh out the entire StrategicPlan, including background information, definitions, strategies, high level tactics, and prioritiesfor areas of focus for the next five years.

What follows is the result of that process. Members of the committee and staff are proud topresent our Bridge to Tomorrow for 2005-2010. We dedicate it to the people we serve thepeople of Grays Harbor, Lewis, Mason, Pacific, and Thurston Counties.

This is YOUR library. We hope you will find it useful in reaching your goals and in improvingyour life and your community.

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DEFINITIONS AND FORMAT

In this document, we have focused on seven distinct areas of concentration:

1. Services and Programs the things we do to serve our public.

2. People our employees, volunteers, Trustees, local boards, and Friends of the Library.3. Collections our materials and online resources.4. Finances the management of the funds entrusted to us by our communities.5. Facilities the places where we provide services and collections to our constituents.6. Marketing the ways in which we try to be sure the public is fully using the resources weprovide.7. Partnerships and community involvement getting involved in helping the people in ourcommunities.

In each area of concentration, we have developed Strategies, Tactics, and Priorities.

A Strategy is a high-level decision on positioning and direction - a decision that establishes aclear framework for subsequent decisions.

Each area of concentration contains strategic statements that tell where we are and what we arecommitted to do. Following the strategic statement, there are Tactics.

A Tactic is a method we will use to achieve the strategy.Toward the end of each area of concentration you will find a list of Priorities.

A Priority describes a step in carrying out the strategy within the margins of the tactics we havedescribed.

The priorities are presented in the format of a target timeline. These dates are provided as aguide to help staff in planning. Some change of timeline is to be expected.Priorities marked A are considered essential to fulfilling the mission and strategies of theorganization.

Priorities marked B are important to achieving our goals, but may not be essential.

In the Priorities tables, the following abbreviations are used:HR Human ResourcesILL Interlibrary LoanPSAT Public Services Administration TeamRLM Regional Library Manager SC Service Center VSC Volunteer Services Coordinator

This will be an iterative process. Each evaluation will result in changes, the efficacy of whichwill be reflected in the next evaluation.

In 2009, we will conduct a general assessment as a prelude to our 2010 2015 Long Range Plan.

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AREA ONE

SERVICES AND PROGRAMS

At the core of any library are the services it offers to its citizens. Timberland strives to offer anarray of choices in services and programs that meet the publics needs within the available

resources. Timberland commits to being a responsible steward of the public dollars that supportit. In this context, Timberland will continually assess to determine what services and programsare most needed and provide them in the most effective and efficient ways. There will be avaried emphasis but a consistent commitment to the best possible response to the informationand recreation needs of people across the five counties in Timberland.

DEFINITIONS

Services: Timberland performs two kinds of services: Public Services and Support

Services.

Public Service is a global term referring to whatever we do for the public, whether inperson or through some kind of technological interface. Examples of public servicesinclude lending of materials, answering reference questions, providing access to a widevariety of resources, and making our libraries clean and welcoming places.Support Services are those services that are done behind the scenes to enable publicservices, such as selecting, ordering, and cataloging materials. We recognize theimportance of support services, in that without support services, we would be unable toserve the public.

Programs: The term Program shall be defined as an event or series of events performed

in the presence of, or in interface with, the public. Events produced for the staff only, and not

intended for public consumption, shall be referred to as Training Events.

It is agreed that Programs shall be considered a sub-set of Services. Therefore, strategicstatements that refer to Services shall be understood to also include Programs.

STRATEGIES

Timberland Regional Library will deliver a full range of library services. A spirit of dedicatedcustomer service will mark every encounter.

Library staff will work together to plan services that respond to existing and emerging

needs of people of any age, gender, culture, economic status, mental or physical ability,geographical location, or political or religious point of view.

On a continuing basis, Timberland will examine community needs to developappropriate library services, both system-wide and at individual libraries. Timberlandwill strive to develop means for serving underserved populations and geographicareas.

All services and programs will be planned with specific goals in mind to producemeasurable outcomes within the communities.

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Timberland will encourage collaborative planning involving both administrative andbranch staff.

Timberland will re-evaluate services regularly based on impact to the community.Those services not meeting desired outcomes will either be modified or eliminated.

PRIORITIESSERVICES AND PROGRAMS

TARGET DESCRIPTION INVOLVED POINT

A 3rd 2005 Conduct Service Points needsassessment.

Director, PSAT,Business Manager

Director

A 3rd 2005 Appoint Outreach Committee. PSAT DeputyDirector

A Continuous Evaluate pilot or grant programscontinue if appropriate.

PSAT, Director Director

A 4th 2005 Appoint Information Services

Committee.

PSAT Deputy

DirectorB 4th 2005 Appoint Task Force to explore options

to increase self pick-up of holds.

B 1st 2006 Appoint task force to work with TCTV,etc.

PSAT,Communications

DeputyDirector

A 2nd 2006 Re-evaluate how we gather statistics. PSAT DeputyDirector

A 3rd 2006 Re-evaluate open hours based on needs. PSAT, Director Director

B 4th 2006 Re-evaluate number of filtered /choicecomputers in libraries.

A 4th 2006 Survey patrons to determine

satisfaction with services and programs.

PSAT, Deputy

Director

Deputy

DirectorB 1st 2007 Appoint Task Force for community

Information and Referral.PSAT Deputy

Director

A Annual Evaluate each program based onoutcomes to be determined whenprogram is proposed.


A 1st 2008 Design and implement User Survey todetermine if we are providing adequatelevel of service at each location.

PSAT DeputyDirector

B 1st 2008 Evaluate success of programs from staffpoint of view based on employee

surveys as part of environmentalreview.


A 4th 2008 Survey patrons to determinesatisfaction with services and programs.

PSAT, DeputyDirector

DeputyDirector

A 2nd 2009 Begin Long Range Plan for 2010 to2015.

Director, Board,Staff, Public

Director

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ANNUAL PLANNING CALENDAR

SERVICES AND PROGRAMS

Because Services and Programs need to be responsive to the needs of the community, we

have instituted an annual planning process. Each year, we will hold Community Chatsinvolving people from each community in our District. From the knowledge we gainduring these chats, we will plan services and programs for the following year.

MONTH DESCRIPTION INVOLVED POINT

Early January Annual User Survey. Building Heads, PSAT Deputy Director

January Assess and Analyzestatistics and programsfrom previous year.

Director, AdministrativeTeam

Director

February Determine Themeand target audiences forfollowing year.

Director, PSAT,Selected fieldrepresentativesVSC, Communications

Director

February Inform CollectionManager of theme andtarget audienceschosen.

PSAT Deputy Director

February Create packagedprograms for sharing

among buildings.

Youth Services, AdultServices

Youth Services,Adult Services

February Determine fiveDistrict-widecampaigns formarketing support.

PSAT, VSC,Committee,Communications

Deputy Director

March Building Headsmeeting.

Director, PSAT, otherdept. heads as needed

Deputy Director

April Plan programs for

following yearincluding outreach,with fiscal note foreach program.

PSAT, VSC,

RLMs, Communications

Deputy Director

April Review schedule for group brochuresplanning.

PSAT, VSC,Communications

Deputy Director

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April Plan training topics andcalendar for followingyear.

PSAT Director

May Determine priorities for next years budget.

Administrative Team Business Manager

June Summer ReadingProgram

Youth Services,Building staff,Communications

Youth Services

October Community Chats PSAT,Building Staff

Deputy Director

October Analyze CommunityChats.

Director, PSAT Director

October Planning for Summer Reading.

Youth Services,Building Staff,Communications

Youth Services

November Winter Reading begins. Adult Services,

Building Staff,Communications

Adult Services

EVALUATION

Each program will be evaluated based on the outcomes developed before the programis implemented.

Every January, the programs will be re-evaluated to determine which ones should berepeated or continued.

The Planning Calendar itself will be evaluated continually, with changes made toincrease efficiency and effectiveness.

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AREA TWO

PEOPLE

The employees and volunteers of Timberland Regional Library are the heart of our organization.Volunteers give countless hours of continuing support to our libraries and provide an

unmatched spirit of giving the special gift of time. Our employees are dedicated to customerservice and satisfaction and, in large part, deserve the credit for making all Timberlandlibraries a place to belong.

STRATEGIES

1. Timberland Regional Librarywill actively recruit a qualified, diverse workforce andprovide sufficient support to retain employees and volunteers. Our people will continueto be service oriented and dedicated to their communities.

Timberland will nurture a positive organizational culture.

Opportunities for development and advancement will be made available to allemployees, including conferences, workshops, and specialized training

The Timberland organizational structure will maximize efficiency and flexibility.

In hiring, the emphasis will be on selecting employees and volunteers who best fill theneeds of the District as a whole.

Timberland will support members of the Board of Trustees as well as other volunteersthrough orientation, continuing education and mentoring, as determined in an annualevaluation of training needs, and within the limits of our resources.

2. Timberland will support current and future staff by providing a range of opportunities forcareer development with expectations and benchmarks along with meaningful

evaluations.

Timberland will communicate clear expectations for measurable outcomes forindividuals, buildings, and departments.

Timberland will develop and deliver program-specific training to ensure success inmeeting expectations.

Leadership and customer service skills will be emphasized in training and inevaluation.

In order to provide efficiency and flexibility in meeting the needs of our patrons,Timberland will encourage creativity and new ideas.

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PEOPLEPRIORITIES


A 3rd

2005 Develop training calendar and process based on needs. Director, Deputy, HR, PSAT,VSC, Branch Representatives Director

B 3rd 2005 Appoint task force todevelop plan for recruitingand training volunteers.

VSC, Administrative Team VSC

B Continuous Provide opportunities fortraining for Trustees andlocal board members.

Director, Deputy, HR, PSAT,VSC, Branch Representatives,Board of Trustees

Director

A 4th 2005 Create collection of trainingmodules to be used as

needed for large or smallgroup training events.

Director, HR, PSAT HR

B Continuous Present ongoing training inReference Effectiveness andReaders Advisory. (Twiceannually) (Some elementsare included in employeeorientation.)

HR, Youth Services, AdultServices

PSAT

A 4th 2005 Begin classification andwage studies.

HR, Director, AdministrativeTeam, Consultant

HR

A Continuous Encourage filling open

positions with internalcandidates.

HR, Administrative Team,

Building heads

HR

A 3rd and 4th

2005Conduct organizational study restructuring.

Director, HR, Consultant, Board ofTrustees

Director

B Annual Attend and recruit at jobfairs.

HR HR

A Continuous Expand diversity recruitingas needed following annualassessment.

HR HR

A 1st 2006 Assess need for workgroups

and committees, e.g.Reference Committee(creating and sunsetting)

HR, Director, Deputy Director HR

A 1st 2006 Appoint task force for subtraining and coordinatedscheduling.

HR, Deputy Directory, BusinessManager, PSAT

DeputyDirector

A 2nd 2006 Appoint task force for revising personnel evaluationprocess.

HR, Director, Deputy Directory HR

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A 3rd 2006 Complete Classification andwage study.

HR, Director, AdministrativeTeam, Consultant, Board ofTrustees

HR

B 3rd 2006 Appoint mentorship

committee

HR, Administrative Team HR

A 3rd 2006 Analyze staffingrequirements throughoutTRL


A 4th 2006 Form Staff DevelopmentCommittee to provide careerdevelopment opportunitiesfor staff.

HR HR

B 4th 2006 Assess feasibility of tuitionreimbursement or othermeans of encouraging

continuing formal education,particularly the MLS.


A 4th 2006 Survey patrons to determinesatisfaction with quality ofservice.

PSAT DeputyDirector

B 1st 2007 Develop ways to learn about/experience other TRLpositions.

HR, Administrative Team,Building representatives

HR

A 1st 2007 Appoint task force todevelop and deliver otherlanguage training.

HR, Administrative Team,Building Representatives

HR

B 2nd

2007 Convene committee to findadditional ways to recognizeand celebrateaccomplishments ofemployees and volunteers.


B 3rd 2007 Develop directory of staff expertise.

Central Reference, HR HR

A 4th 2007 Environmental review of TRL by outside consultant.

HR, Director, Consultant HR

A 1st 2008 Review and revise trainingcalendar.

HR, PSAT DeputyDirector

A 4th 2008 Survey Patrons to determinesatisfaction with quality ofservice.

PSAT DeputyDirector

A 2nd 2009 Begin Long Range Plan for 2010 to 2015.

Director, Board, Staff, Public Director

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EVALUATION

Success in hiring and training qualified employees will be measured by the satisfaction of ourpatrons. Every two years, we will survey library users to determine whether they are satisfied

with the service they are receiving. Our goal will always be 100% customer satisfaction.However, the primary indicator will be the number of unsolicited compliments we receive aboutour staff, and the lack of complaints.

Diversity of recruiting and hiring will be measured annually and compared to currentdemographic data and baseline represented by the 2004 report.

Positions filled by internal candidates will be recorded and reported.Retention of employees will be measured by percentage. We expect percentage of retention toincrease from year to year. Each employee who leaves Timberland will have an exit interview to

determine reasons for leaving and whether we have succeeded in providing sufficient support tomake Timberland a great place to work.

The direct supervisor will evaluate each employee annually. This will include performancereview and suggestions for additional training, corrective direction, or professional developmentactivities as needed.

TRAINING EVALUATION

Training evaluation will include assessment of the training event and curriculum, andmeasurement of student success against stated learning objectives.

Each training event will be evaluated in three ways: Number of workshops provided, number ofattendees successfully completing the course, and quality of training, measured by studentevaluations. Student evaluations will be recorded and changes will be made to successiveworkshops. Successwill be achieved when at least 80% of evaluations are Excellent or VeryGood.

Three months after the training event, another assessment will be made of retention andapplicability to job performance. Success will be achieved when 75% of students can list threethings they learned at workshop that they are still using in their job three months later.

Where applicable, student learning will be measured through pre- and post- training performancemeasurements.

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COLLECTIONS

PRIORITIES


A 3rd 2005 Install additional link to online

purchase request form on PAC.

Computer Services, Collections Computer

ServicesA 3rd 2005 Explore feasibility of

equipment for listening/viewing in all buildings.

Director, Computer Services, PSAT Director

A 4th 2005 Conduct Feasibility Study andexperimental pilot onFloating collections.

Collection Manager, PSAT,Circulation Supervisors, BuildingHeads

CollectionManager

B 4th 2005 Develop on-line weeding andreplacement forms.

Collection Manager, ComputerServices

CollectionManager

A Continuous Explore cost-effectiveness ofprint vs. online resources.

Collection Development CollectionManager

A Continuous Analyze customer use offormats.

Collection Manager, CirculationSupervisors, PSAT, Building Heads

CollectionManager

A Continuous Conduct standardized weedingassessment.

Collections, Building Heads CollectionManager

A 1st 2006 Study courier routealternatives.

Business office, Collection Manager,Couriers

CollectionManager

A 1st 2006 Expand formats in browsingcollections.

Collection Manager, PSAT,Circulation Supervisors, BuildingHeads

CollectionManager

A 1st 2006 Form Collection Task Force. Collections, PSAT, Building Heads CollectionManager

A 2nd 2006 Review periodical collection. Collection Manager, RLMs,Building Heads

CollectionManager

B 3rd 2006 Investigate possible portableweeding technology andprocess.

Collection Manager, ComputerServices

CollectionManager

B 4th 2006 Cluster classes on newformats.

RLMs CollectionManager

A 1st 2007 Form task force to exploredigitization of local history andother preservation means.

Collection Manager CollectionManager

B 3rd 2007 Analyze ILL to see if more

efficient method can becreated.

Collection Manager Collection

Manager

A 1st 2008 Form task force to studystandardized collection codes.

Collection Manager CollectionManager

A 2nd 2009 Begin Long Range Plan for 2010 to 2015.

Director, Board, Staff, Public Director

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EVALUATION

Selection We will know we are selecting the correct books by tracking how many books arenever checked out. Any decrease in this number from year to year will spell success.

Balance When controversial topics are brought to our attention, there should be material oneach side of the controversy. While we are dependent on the materials that are published on agiven subject, we will strive for balance among opinions represented.

Gaps in collection We will study Interlibrary Loans and Patron Requests to determine gaps inthe collection. We will judge whether our collection is sufficient by polling the attendees at theCommunity Chats.

Diversity The languages in the collection should reflect the population. We will know wehave succeeded when the materials in each world language are sufficient to support outreachefforts as outlined in the annual services and programs plan.

Format Balance We will chart trends in patron use by format by comparing circulationstatistics by format over time. We will compare these numbers with the relative number of itemspurchased in each format over time, and will correct purchases to match use statistics. (Theexception would be any new format we are just introducing. Use will lag behind purchase byseveral months.)

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AREA FOUR

FINANCES

Timberland Regional Library is funded almost totally by property taxes and some timberrevenue. The tax rate has a cap of 50 cents per $1,000 of assessed value. The current 2005 rate

has declined to about 45 cents because of Initiative 747, which limits tax districts to a onepercent increase on the prior years levy. The District is allowed to increase the levy rate withthe approval of a majority of the voters in an election, which would cost TRL between $80,000and $460,000 .

All property owners in the unincorporated areas pay the same rate for library service as those incities that are annexed. Cities that contract pay to Timberland at the same rate as if they wereannexed. TRLs property tax levy is only used to provide library service. It is not used forcapital expenditures--buildings or computers.

Because a large portion of TRL is "timber land," the library also receives revenue from timber

sales on public and private lands. TRL has been able in the past to share timber revenues inpartnerships with cities to assist in the construction or remodeling cost of city owned buildings.The dramatic decline in timber revenue in recent years has resulted in curtailment of TRLsability to partner financially with cities on building projects. Local library Friends groups havebeen fundraising for library programs and services for years. Increasingly, Friends groups havebeen partnering with cities, the library and the TRL Foundation to assist in fundraising for citylibrary building and remodel projects.

STRATEGIES

1. Timberland Regional Library will responsibly manage financial matters involved in

running the library district.2. Timberland will encourage a cost-conscious culture.

All operations will be analyzed regularly for cost effectiveness.

Staff will work with the Timberland Foundation and with the Friends groups todevelop funding streams for enhancements of services and new programs.

Before any new project is started using grant funds, Timberland will develop a planfor continuing or exiting the program at the end of the grant period.

3. Timberland will develop and maintain funding streams to pay for approved services andstaff.

Timberland will continue efforts to preserve property tax revenue through legislativeaction, local partnerships, and community awareness.

Timberland will submit requests for levy lid lifts to the voters on a systematicschedule as needed to avoid cutting services.

Steps will be taken to reduce dependence on timber revenue to support operations.

Staff will work together with the Foundation and Friends Groups to develop fundingfor enhanced services and new programs that exceed the essential or basic level ofservice delivery.

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FINANCES

PRIORITIES

TARGE

T

DESCRIPTION INVOLVED POINT

A 2nd

2005 Discuss best time of year forballot measures. Business Manager, Director,Board, Communications Business Manager

A 3rd 2005 Appoint task force todevelop information piece todemonstrate to thecommunities the value oflibrary services for taxdollars.

Business Manager, Director,Administrative Team, Board,Communications Director

Communications

A 3rd 2005 Develop strategic plan forFoundation.

Foundation Board, Director,Development Officer

DevelopmentOfficer

A 4th 2005 Form committee to develop

plan to bridge the gapbetween Friends andFoundation.

Development Officer,

Foundation Board, PSAT,Building heads, Volunteers

Development

Officer

B 4th 2005 Develop on-line time sheets. Business Office, Computerservices

Business Manager

A 1st 2006 Develop growth and incomeprojections for next 10 years.

Business Office Business Manager

A 2nd 2006 Appoint task force to exploreentrepreneurial activities andother ways to generateadditional funding.

Director, PSAT, BusinessOffice, Communications

Director

B 3rd

2006 Form committee withFoundation to activelyinform public of ways tocontribute to TRL, includingcorporate sponsorships.

Director, Development Officer,Foundation Board

DevelopmentOfficer

A 1st 2007 Check and correct growthand income projections.

Business Manager, BudgetCommittee

Business Manager

B 1st 2008 Check and correct growthand income projections.


Business Manager

B 1st 2009 Check and correct growthand income projections.


Business Manager

A 2nd

2009 Begin Long Range Plan for2010 to 2015.

Director, Board, Staff, andPublic

Director

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ANNUAL PLANNING CALENDAR

BUDGET

The budget is another area that needs to be responsive to community needs and variations in oursituation. Therefore, we will conduct budget planning annually as outlined in the budget

planning calendar.

MONTH DESCRIPTION INVOLVED POINT

April Analyze results of previous years budget.

Director,Administrative Team,Budget Committee

Director

May Draft proposed programpriorities for next yearsbudget.

Administrative Team Business Manager

June Discuss priorities,including COLA,

benefits, and proposedprogram additions.

Staff BudgetCommittee, Board

Budget Committee

Business Manager

July Review and adoptpriorities, process, andschedule.

Board of Trustees Business Manager

August Issue budget message. Director, BusinessManager

Director

August Develop budget requests. Building Managers,Department Managers

Business Manager

September Prepare draft budget. Administrative Team Business Manager

September Prepare preliminary

budget.

Staff Budget

Committee

Business Manager

October Review draft preliminarybudget.

Board BudgetCommittee

Business Manager

October Recommend preliminarybudget.

Board BudgetCommittee

Business Manager

October Review preliminarybudget.


November Labor negotiations. Management and Staff Association

Human ResourcesManager

November Public hearing onpreliminary budget.


December Adoption of final budget. Board of Trustees Business Manager December Adoption of property tax

levy and levy rate.Board of Trustees Business Manager

January Adoption of property taxlevy and/or levy rate, ifassessed valuation ofDistrict is not availablefrom the county assessorsin December.


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EVALUATION

As a public entity, Timberland is accountable to taxpayers for management of resources. We willbe successful if we are able to annually plan and manage our budgets so that essential services

are provided efficiently and effectively without depleting reserves.

We will measure this success annually as part of the annual planning process.

Our budget document will be successful if the public and the Board understand it easily and cansee that we are being responsible and thrifty in our budgetary decisions. It will have beensuccessfully administered if our annual expenditures come out within 5% of the amountsbudgeted.

We will have succeeded in developing procedures for responsibly managing the finances of thelibrary district when there are no findings from the auditor, and no management letter points.

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AREA FIVE

FACILITIES

Most of the services of TRL are provided through city owned facilities. Fourteen of the annexedcities have library facilities within their city limits, and all five contracting cities have facilities. In

18 of these 19 cities the facilities are owned and maintained by the cities. (These 18 cities are:Aberdeen; Centralia; Chehalis; Elma; Hoquiam; Ilwaco; Lacey; McCleary; Oakville; Olympia;Raymond; Shelton; South Bend; Tenino; Tumwater; Westport; Winlock; and Yelm.) The oneexception is the building in Montesano which was given to TRL along with all other assets of theGrays Harbor Rural Library District when TRL took over the provision of library services after thevote in 1968. TRL owns or leases 8 additional facilities in rural unincorporated areas of the District.

Financing building projects in the TRL District has always been a creative and cooperativeprocess. Many of the original buildings were provided by grants from Andrew Carnegie or otherbenefactors, and grants, bequests, gifts and private fundraising have been an important part ofmost building projects. Voter-approved bonds have funded libraries in four cities. TRL has used

timber revenue to buy or build facilities in rural areas and has contributed timber revenue to citylibrary projects since 1988. The District has agreed to various financial arrangements includingpartnership grants and lease arrangements to enable cities to provide adequate space for theirfacilities. In recent years, because of changes in the timber industry, TRL has had to change thepolicies and practices of how to handle facilities construction. Since 2002, TRL has determineda need to find new ways of providing library facilities or service points, based on level ofdemand, funds available, and cooperation of community partners.

In 1998, six remote areas were identified where there were no public library buildings, but therewere schools. While TRL didnt have the money to build, furnish or staff library buildings, TRLwas able to establish partnerships with school libraries to open to the public a few hours per

week. A federal grant to ESD 113 enabled TRL to purchase starting collections, computers andtraining for school library staff and volunteers. Continuance of these projects depends oncommitments from both TRL and the schools. TRL has also established a similar partnershipwith one of the tribal governments. These are creative ways to provide service points where therewere no library buildings. In the future, constant changes in technology, shifts in population, andvariations in funding will require that TRL develop more new ways of looking at facilities andother types of service points.

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STRATEGIES

1. Timberland Regional Librarys primary mission is to provide library services. We willnot cut services in order to provide facilities. Instead, we will seek partnerships for

building and maintaining the facilities through which these services are provided. Mostoften, these partners will be the cities in which the libraries are located, but all ideas forpartners and means of service will be carefully considered.

Timberland will be receptive to requests for expansions to current facilities andsuggestions for new service points.

All requests for service will be carefully considered.

The most appropriate type of service point for each situation will be selected,depending on the specific needs of the community.

2. Timberland will follow a defined process by which we evaluate the facilities used to

provide library services and respond appropriately to changes within our service area andour financial situation.

Timberland will include representatives from cities or local areas in developing anannual evaluation of facilities.

Evaluation documents will be updated and the process will be re-examinedregularly (as defined by the Timberland Board).

3. Timberland will actively seek out ways to communicate our new facilities vision withcurrent and possible partners as well as the communities and public we serve.

Potential opportunities for communication will be identified. A Timberland presence will be created in each forum.

Timberland will be at the table when community development group projects arediscussed.

4. Timberland Regional Library will support library construction projects by offering theexpertise and help of the Timberland Foundation in raising capital construction fundsthrough solicitation of individual and corporate donations and through grant applicationand administration.

The actual expenses of fund raising and "seed money" for projects may be

advanced by the Timberland Regional Library Foundation, but will be recoveredout of the proceeds of the fund raising effort.

The Foundation will respond to requests for funding only those projects whichhave been approved by Timberland, and have gone through the prescribedFoundation application process.

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FACILITIES

PRIORITIES


A 2nd 2005 Investigate wireless

internet.

Computer Services, RLMs Computer

ServicesA 3rd 2005 Install wireless internet. Computer Services Computer

Services

A 3rd 2005 Develop procedure for adding locations to ServicePoints Needs assessment.

Director, PSAT, Board ofTrustees

DeputyDirector

A 3rd 2005 Develop criteria for Service Point Needsassessment

Director, PSAT, Board ofTrustees

DeputyDirector

A 3rd 2005 Conduct Service PointNeeds assessment.

Director, PSAT, BusinessManager

Director

A Continuous Assess use of space in eachbuilding.

PSAT, Building Heads DeputyDirector

A 3rd 2005 Form committee to developprocedural steps fornaming policy forbuildings and rooms.

Development Officer,Administrative Team, Boardof Trustees

Director

B 4th 2005 Conduct finance meetingwith PSAT to explaindirect costs of operation ateach library.

Business Manager, PSAT BusinessManager

A 1st 2006 Develop checklist of

preventative maintenancefor all buildings.

Business Manager,

Maintenance Crew

Business

Manager

B 1st 2006 Report on direct cost of operation at each library.

Business Manager, Director,PSAT, Board of Trustees

BusinessManager

B 1st 2006 Hold cluster meetings todiscuss operating costs foreach building.

RLMs DeputyDirector

A 2nd 2006 Seek partners for alternative service points.

Director, PSAT Director

A 3rd 2006 Introduce pilot project withalternative service points.

Director, Business Manager,PSAT, Computer services

Director

A 1st 2007 Evaluate alternative servicepoints.

Director, Business Manger,PSAT, Building Heads

Director

A 2nd 2007 Review alternative servicepoints assessment,determine continuation.

Board of Trustees Director

A 3rd 2007 Conduct Service PointsNeeds assessment


Director

B 4th 2007 Conduct feasibility studyfor drive-up windows.


Director

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A 4th 2008 Conduct User Survey todetermine favorableacceptance of service at alllocations.

PSAT DeputyDirector

B 1st

2008 Explore technology for roaming service desk.

Computer Services, PSAT,Circulation Supervisors,Building Heads

ComputerServices

B 3rd 2008 Appoint task force toinvestigate feasibility ofgreen buildings.

Business Manager Businessmanager

B 1st 2009 Conduct feasibility studyfor RFID

Business Manager,Computer Services, PSAT

Computerservices

A 2nd 2009 Begin Long Range Plan for 2010 to 2015


Director

EVALUATION

We will set the benchmark when we complete biennial Service Point Assessment, and determinewhere to place new service points, what services to offer, and how to offer them.

We will recognize success when we have made our services easily accessible to 80% of thepopulation of our five counties, using creative ideas generated in this process.

The User Survey will determine whether we are providing adequate service at all locations.We will be successful if maintenance from checklist has been accomplished 85% of the time.

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AREA SIX

MARKETING

Communicating to the public the vast array of services and programs that Timberland Regional

Library offers is the purpose of our marketing efforts. Citizens of our five counties support ourlibraries with their property tax dollars. To truly benefit from that support, they must be awareof what we can offer to them to enrich their lives and help them to succeed in their endeavors.

STRATEGIES

1. Our primary marketing goal is for Timberland to be recognized by every resident as anintegral part of each community, as use of resources and services increases.

Timberland will tell our story (the value of our libraries) to a wide variety ofaudiences, such as students, parents, business people, educators, elected officials, and

seniors.

2. Marketing the value of the library is the job of every employee, Board member, andLibrary Friend.

Timberland will train and motivate employees and Trustees to advocate for the valueof libraries in their communities.

Timberland will encourage continuing staff involvement in community organizations.

Timberland will cooperate with the efforts of the Library Foundation, FriendsGroups, and Local Library Boards.

3. Timberland Regional Library will launch an ongoing awareness campaign to ensure thatresidents of our five counties know about the resources and services that our 27 librariesoffer to them, and understand the value of a regional system.

Timberland will promote our service through various information channels includingnews media, print, web pages, displays, sponsorships and partnerships.

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MARKETING

PRIORITIES


A 2nd

2005 Develop a brandingstrategy, including a logoand tagline.

Director, Communications,Board, Administrative Team,Public

Director

A 2nd 2005 Roll out Strategic Plan. Communications, Board ofTrustees, Director

Communications

A 3rd 2005 Launch AwarenessCampaign.

Communications, Staff,Volunteers, and Board ofTrustees

Communications

A Continuous Make sure library is at thetable for communityplanning.

RLMs, Board of Trustees,Administrative Team, BuildingHeads

Director

B Continuous Include Tax-supportedmessage on materials.

Communications, AutomatedServices

Communications

A Continuous Provide promotionalmaterials for district-wideand local programs.

Communications, PSAT,Building Heads

Communications

A Continuous Issue news releases onevents, accomplishments,and items that may be ofinterest to the public.

Communications Communications

A 4th 2005 Provide training at AllStaff Day on Self-

Marketing at thecirculation desk.

PSAT Deputy Director

B 4th 2005 Present Basic PublicSpeaking Training at AllStaff Training Day to usewith canned program .

Director, Deputy Director,Communications, RLMs

Deputy Director

A 1st 2006 Launch bookmark campaign includingDatabase of the Monthon website.

Communications, BuildingHeads, Computer Services (Webmaster?)

Communications

A 1st 2006 Develop PowerPoint

presentation or program tobe presented by anyonewho can get a speakingengagement to promotelibrary services.

Communications, Director,

Building Heads, PSAT

Communications

B 1st 2006 Make laptops and other equipment available asneeded for checkout to anyemployee planning aspeech.

Computer Services, RLMs,Building Heads

RLMs

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A 4th 2006 Provide classes at All StaffDay on display of materials.

RLMs, Communications Deputy Director

A 1st 2007 Develop advertising plan forpaid advertising.

Communications, Director Communications

B 2nd

2007 Explore feasibility ofmarketing statement onreceipts.

Communications, ComputerServices, Circulation Committee

Communications

A 3rd 2007 Study other languages andlocations for marketingmessages.

Central Reference,Communications, PSAT

Deputy Director

A 4th 2007 Provide Marketing throughCustomer Service at All StaffDay.

Director, Deputy Director,RLMs, Adult Services, YouthServices, Communications

Deputy Director

A 2nd 2008 Teach teachers and high schoolfreshmen to use databases.

Communications, AdultServices, RLMs, Building Heads

Adult Services

B 1st

2009 Explore feasibility ofelectronic reader boards tomarket programs.

Communications, Businessoffice, RLMs, Building Heads,

Communications

A 2nd 2009 Begin Long Range Plan for2010 to 2015


Director

EVALUATION

Successful marketing is measured through statistics. If we are successful, we will see anincrease in visits to the libraries, number of library cards, remote access to the databases, and

circulation of featured materials. Over the five-year period, we should expect at least a 10%increase in each of these except remote access, which we expect to increase by 50%.

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AREA SEVEN

COMMUNITY INVOLVEMENT AND PARTNERSHIPS

As the information hub of our many communities, Timberland Regional Library collaborateswith other agencies, businesses, and organizations to discover the needs we can mutually serve

through communication, partnerships, and shared vision. The more we know of, and cooperateto serve, the needs of our citizens in the varied ways they group themselves, the more efficientlywe can meet those needs.

STRATEGIES

1. Timberland Regional Library will make it a priority to be an integral part of eachTimberland community.

Timberland will share stories of our challenges and accomplishments with a widevariety of audiences, including students, parents, business people, educators, elected

officials, and seniors.

2. Timberland will stay abreast of changes in the communities.

Each year, each library will be involved in at least one Community Chat.

Timberland staff will use these Chats to identify community needs, develop libraryresponses and forge relevant community partnerships, and to expand participation incommunity-wide projects.

3. Timberland will use the information gained through these analyses in the annual planningprocess.

Staff will project potential budgetary impacts.

The possible impact on Services and Programs will be measured and analyzed.

Administration will consider staffing implications.

Facilities forecasting and development will reflect specific information from eachcommunity.

The Communications Department will be consulted about marketing issues.

4. Timberland staff will identify and pursue strategic partnerships with organizations ineach service area.

Timberland will develop plans for training, mentoring, and staffing to empower localstaff to participate in strategic involvements.

5. Timberland will evaluate all partnership projects and involvements using outcome-basedevaluation.

Desired outcomes will be determined and agreed upon prior to agreeing to partnershipprojects, and the role of each partner will be clearly defined as to responsibilities,funding commitments, and sustainability.

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6. Timberland Regional Librarywill model services that can later be adopted by otherpartners.

Early in the development process, we will identify community partners interested in

continuing the project or program.

PARTNERSHIPS AND COMMUNITY INVOLVEMENT

PRIORITIES


A 3rd and 4th2005

Develop Guidelines for Partnerships(Priorities, ethics, communityevents, benefits to partners, staffingimpacts).

Director, PSAT,Business Manager

Director

A Continuous Attend community activities, and besure our voice is heard.

Staff, Board ofTrustees, Local

Boards, Friends,Volunteers

Director

A Annually In conjunction with FebruaryProgram Planning, collaborate withother agencies to serve specialpopulations.

PSAT DeputyDirector

B 1st 2006 Develop plan for staying abreast ofcommunity events anddevelopments.

PSAT DeputyDirector

B 2nd 2006 Review plan with building staff. RLMs DeputyDirector

A 3rd

2006 Develop generic plan to implementvolunteer based services.

PSAT VSC

A Continuous For each specific program, planways to recruit and train appropriatevolunteers.

PSAT, VSC,Building Staff

VSC

B 4th 2006 Prepare and distribute PowerPointpresentation to seek volunteers.

VSC, PSAT DeputyDirector

B 1st 2007 Appoint Task Force to developmethods of recognizing andthanking partners.

Development,PSAT, VSC

VSC

B 2nd 2007 Appoint Task Force to explore

additional ways to partner withFriends, Foundation, and LocalBoards.

Development,

PSAT, VSC

Director

B 4th 2007 From Directory of Staff Expertise,find appropriate staff members to actas consultant to partners for specificprojects.

PSAT, Staff Director

A 2nd 2009 Begin Long Range Plan for 2010 to2015

Director, Board,Staff, Public

Director

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EVALUATION

We will know we have succeeded when each community embraces the library as an integraland vital part of the community. This response will be measured in a survey conducted ateach years annual Community Chats.

In 2007, as part of the Environmental Scan, we will evaluate the attitudes and opinions ofemployees about the success of the partnerships in their communities.

Each year, there will be a summary report of partnerships, including the primary goals of thepartnership, to what extent those goals were reached, and what impact on the community wasachieved.

At the end of each project, the partners will be surveyed to determine the quality of theresponse from TRL, and to elicit suggestions for improvement on future projects.

Testimonials and letters of complaint will be reported to the Board as part of analysis todetermine feasibility of continuing partnerships.

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2005 - 2010 strategic plan - bridge to tomorrow

Documents