Public Education for All Howard County Library System’s Strategic Plan 2010 – 2015
Public Education for All Howard County Library System’s Strategic Plan July 1, 2010 through June 30, 2015
Approved by the Howard County Library System Board of Trustees June 16, 2010
Compiled over the course of one year, Public Education for All: Howard County Library System’s Strategic Plan 2010-2015 continues the best of our previous strategic plan, Strong Foundations, Enduring Success, while adding clarity to our distinctive sense of purpose. While many in the community contributed to this revised plan, key participants included: HOWARD COUNTY LIBRARY SYSTEM BOARD OF TRUSTEES Leonora K. Hoenes, Chair Charles H. McLaughlin, Vice Chair Stacie A. Hunt, Treasurer Charles J. Broida, Counsel Richard M. Alexander Patrick J. Clancy Anne R. Markus HOWARD COUNTY LIBRARY SYSTEM STRATEGIC PLAN LEADERSHIP Valerie J. Gross, President & Chief Executive Officer Ann T. Gilligan, Chief Operating Officer Lew Belfont, Head of Customer Service, Strategic Plan Project Leader and Facilitator Stacey Fields, Director of Human Resources Christie P. Lassen, Director of Public Relations HOWARD COUNTY LIBRARY SYSTEM LEADERSHIP SUMMITS I & II PARTICIPANTS Dorna Anderson Lisa Bankman Deborah Barlow Corinne Brown Barbara Cornell Bonnie Danaker Stephanie G. Darby Vera L. Davies Stacey A. Freedman Irva Nachlas-Gabin Cari Gast Katie George Kim T. Ha Rita Hamlet Amber Haslinger Elizabeth Haynes
Patricia Henlon Michael Hoppers Michele M. Hunter Ramona L. Jackson Kathy Jacobus Elaine B. Johnson Holly A. Johnson Cindy Jones Nina B. Krzysko Rhonda M. Leasure Suki Lee Diane Li Phillip R. Lord Dee McDonald F. Joseph McHugh Tanya Malveaux
i
Karen G. Marks Susan Morris Carol Murray Shirley R. O’Neill Mai-Leng Ong Emma Ostendorp Elisabeth Proffen Teresa M. Rhoades Stephanie M. Shane Kelli J. Shimabukuro Susan L. Stonesifer Beth A. Tribe John Watson Dennis Wood
COMMUNITY LEADERSHIP BREAKFAST PARTICIPANTS Theresa R. Alban Richard M. Alexander Frank J. Aquino Jody B. Aud Rachelina Bonacci Karen Buchsbaum Bita Dayhoff Dorothy Doub Allen Dyer Richard W. Flint Ellen Flynn Giles Jay Fridkis Jean S. Friedberg Carol L. Fritts Charlene R. Gallion C. Vernon Gray Arvell Greenwood, Jr. Norma Hill Leonora K. Hoenes
Stacie A. Hunt Molly Kelley Barbara K. Lawson Charles H. McLaughlin Marsha L. McLaughlin Robert J. Moon Joseph V. Murray, Sr. Phillip Nelson Ron Nicodemus Mimi O’Donnell Lisa G. Regnante Mary Schiller Phillip E. Stackhouse Anne Towne Shelley D. Wygant Henry Yee Nancy Yee Anne Yenchko
ii
iii
Public Education for All Table of Contents I.
Introduction
1
II.
What We Do: Mission Summary Education Defined The Three Pillars
10 11 11 11
III.
Why It Matters: Vision Seven Internal Pillars
13 13
IV.
Our Strategies General Strategies Specific Strategies
20 20 22
Appendix
37
iv
Public Education for All Howard County Library System’s Strategic Plan 2010 – 2015 I.
Introduction
Public Education for All, Howard County Library System’s new strategic plan, builds upon the foundations of its predecessor, Strong Foundations, Enduring Success, while aligning with our distinctive sense of purpose—public education—and the imperatives of the 21st century's knowledgebased economy. Strong Foundations, Enduring Success has contributed to the unprecedented success Howard County Library System (HCLS) has experienced in the last five years. Over seven million items were borrowed in FY 2010, doubling the number borrowed in 2005. All statistics for this fiscal year are similarly astounding:
Nearly three million visits to HCLS branches
More than one million research transactions conducted by professional, friendly staff
Attendance at classes and events doubled in five years
While these statistics alone are
HCLS Instructors teach a Kindness Counts civility class at the East Columbia Branch
impressive, they do not fully express our customers' loyalty. Approachable, engaging, knowledgeable, and caring staff members have created legions of fans:
1
Savage Branch o “There's a definite feeling of a library 'family' at the Savage Branch,” commented one customer. “All of the staff will do anything to assist someone. I go there frequently.” A preschool student said, “Thank you for being
o
my teachers at the Library. I learned so many new things and had fun.”
Elkridge Branch o For Elkridge Branch staff, establishing customers
Kindergarten Here We Come! classes held at all HCLS branches each August
for life begins with children. One customer noted, “I love bringing my three-and-a-half-year-old to help choose books and have staff interact with her.
She 'helps' check the books out with me and I always feel they involve her and talk to her. It gives her a real sense of the importance of our Library system.” o An enthusiastic customer wrote, “I attended Kindergarten, Here We Come and had such fun! I wanted to let you know how impressed I was with the class. The kids were all very engaged and the planned activities were so appropriate. The time spent on the bus was thrilling to all. Thank you for this terrific initiative.”
Glenwood Branch o Glenwood Branch staff members deliver, in the words of one customer,
Battle of the Books 2010 Best Costume Award
“a welcoming place that teaches my children that the Library is a great place to visit.” o A Battle of the Books coach relayed the following: “Battle of the Books is such a great event that obviously gets hundreds of kids excited about reading books they would
2
have never picked up themselves. I hope the program has continued success, and thank you to all those behind the scenes that make it happen.”
Miller Branch o A Miller Branch customer noted, “You should all teach classes on customer service because no one does it better! I'm constantly amazed that for services which are free, your level of professionalism and attention makes me feel like I'm patronizing a multimillion dollar company. Keep up the great work and know you are appreciated.” o Another satisfied customer commented, “Thank you so much for hosting the wonderful Book Club Bonanza event. My book club really appreciates all the great advice we get from the Miller staff at the Bonanza and throughout the year. Thanks for making the Library and reading so much fun for the community!”
East Columbia Branch o Loyal customer Erin and her twoyear-old daughter recently attended a Peppermint Twist & Shout class. Although no longer Howard County residents, they value our “incredible” classes so highly that they will continue to come to HCLS no matter where they live. o A customer was overhead saying, Peppermint Twist and Shout class at HCLS’ Elkridge Branch teaches creative and social skills, as well as self-confidence
“This is such a nice library . . . they teach classes here and everything.”
o Excellent selection of materials and knowledgeable staff encouraged one East Columbia Branch customer to exclaim, “I am always supportive of any efforts toward increased funding whenever given the chance to voice my opinion!”
3
Art Education Seminar at HCLS’ Central Branch
Central Branch o Despite heavy business, Central Branch staff members devise ways to connect personally with customers. “Everything this staff does is beyond compare,” wrote a happy customer. “Everyone knows me by sight, if not by name, greets me warmly, offers assistance, and makes fabulous recommendations. If I had to limit the list to just one, I'd say their wizardry at getting me what I need, no matter how great the challenge.”
o Following a seminar presented by Associated Press Reporter Jesse Holland organized by HCLS staff, customers noted, “Exuberant presentation of the history of the National Mall,” “The author brought the subject alive,” and “Well-presented and extremely informative.”
4
What explains such success? Strong Foundations, Enduring Success identified HCLS’ “recipe” for enduring success as exceptional customer service, outstanding collections, creative classes, enlightening events, and empowering technology. Any recipe requires an outstanding chef to become a delicious and memorable meal. HCLS staff members have prepared entrees enjoyed by customers, and truly deserve acclaim.
HCLS 5K & Family Fun Run
What accounts for our commitment to excellence? Strong Foundations, Enduring Success identified the “DNA of success” as:
Customer Loyalty
Everyone a Leader
Winning Teamwork
Community Partnerships
Thinking Outside the Box
These five strengths formed the internal pillars of Howard County Library System, uniting staff in common purpose.
5
Equally essential to HCLS’ recent success has been the development of the Three Pillars, which comprise our curriculum: I.
Self-Directed Education
II.
Research Assistance & Instruction
III.
Instructive & Enlightening Experiences
Through the Three Pillars, students of all ages—from infants through seniors—access a
Self-Directed Education
quality collection of materials in a variety of formats, interact with Instructors who guide research and teach classes, and participate in signature events that educate and enlighten, including the HCLS Spelling Bee, Battle of the Books, Children's Discovery Fair, and Money Matters. As a result, HCLS is positioned as central to education for all ages, and is nationally recognized for its vision, mission, and innovative curriculum. Among the most educated citizens in the country, Howard County residents recognize that in this knowledge-based era, Howard County Library System delivers the finest public education. Participants in the HCLS Strategic Plan Community Leadership Breakfast
Research Assistance & Instruction HCLS Project Literacy Graduation
acknowledged the pivotal educational role of Howard County Library System in the
1
community. In their words, they described HCLS as follows:
Howard County Library System is valued because it “provides continuity of education across all ages—supports all learning experiences, including those that school or community college cannot.”
1
See Appendix for Community Leadership Breakfast details, and the entire planning process.
6
The “only Howard County organization accessible to everyone.”
The “most connected organization in the community. It is the pulse of the community.”
Howard County Library System “keeps the community together through change and technology.”
“The hub of Howard County—the only place that hits every possible demographic.”
Instructive & Enlightening Experiences DEAR (Dogs Educating and Assisting Readers) Graduation
In the opinion of these leaders, the Three Pillars have transformed Howard County Library System from just a place to find books to “critical to education for all.” In creating Public Education for All, we reviewed the accomplishments of the past five years and discovered new sources of HCLS’ success. These discoveries have been incorporated into a “revised recipe” for success. In addition, the five internal pillars set forth in Strong Foundations, Enduring Success have grown to include two new pillars, Instructive & Enlightening Experiences Children’s Discovery Fair at HCLS
7
Strategic Vocabulary and The Power of Us, and the Guiding Principles section has become the Authentic Values pillar. Why update certain internal pillars? Because they are now an integral part of our culture, embraced by all. For example, innovative thinking was not the norm when Strong Foundations, Enduring Success was written. The vision of innovation expressed in Thinking Outside the Box has become the norm. We also learned there is no reason to develop strategies solely to strengthen the pillars. Rather, the strategies in Public Education for All have been designed to leverage our strengths. As we implement the strategies to achieve our educational mission, we will become stronger, and our vision will become our new reality.
Instructive & Enlightening Experiences HCLS Spelling Bee 2010
Public Education for All presents strategies to advance our curriculum in new directions and further solidify HCLS’ leadership in public education. Many of the strategies will increase and enhance convenience in Self-Directed Education, enabling staff and customers to co-create exceptional experiences. The Internet has exerted strong influence on the strategies to advance not only pillar one, SelfDirected Education, but also pillar two, Research Assistance & Instruction, and pillar three, Instructive & Enlightening Experiences. In HCLS’ first strategic plan, The Future is Now
Research Assistance & Instruction Personalized Research Assistance at HCLS
(1999), the Internet was recognized as a major
8
opportunity to revise traditional roles. A decade later, it is readily apparent that the Internet has revolutionized how we read, write, organize materials, and conduct research. The Future of the Internet IV, a survey of 900 Internet stakeholders sponsored by the Pew Internet & American Life Project, supports this assertion, emphasizing that text is becoming a less dominant format for expressing ideas.2 HCLS’ curriculum development in virtual education over the next five years will reflect these trends. Web 2.0 technology has also democratized research,
Self-Directed Education
undermining the traditional means of creating and disseminating knowledge. For instance, one can state without exaggeration that anyone with access to a web browser can become an author. These developments provide unprecedented opportunities for HCLS to expand its role in public education by committing to teaching customers of all ages the knowledge and skills essential for them to participate successfully in the digital world. Participants in the Strategic Plan Community Leadership Breakfast commented on these developments and turned to Howard County Library System for leadership. Recommendations included:
“Teach the county to connect with each other.”
“Establish more computer labs and teach more social networking and other computer applications.”
“Offer technology classes schools may not be able to offer.”
To increase the community’s proficiency in these imperative 21st Century skills, HCLS will take the lead in teaching community members of all ages how to create and communicate knowledge through words, images, and sound, bringing a new focus to Technology Education.
2
Anderson, Janna. "The future of the Internet IV." Pew Internet & American Life. 19 February 2010. Web. 31 May 2010. <http://pewinternet.org/Reports2010/Future-of-the-Internet-I?r=1>.
9
We will also capitalize on technology to enhance History Education. To illustrate, we envision a new Howard County History Wiki that capitalizes on the desire of individuals to connect virtually with each other in meaningful, creative ways. Documenting traditions and stories about our history has the potential to dissolve differences and unite contributors in a shared past and future. iRecommend, a new, customer-created reader recommendations blog we are planning (see p. 35), will create a new type of book culture, enabling virtual dialogue about literature, life, and ideas. As educators we know the opportunities ahead. Our success in these digital endeavors will depend on our ability to master new knowledge and skills, which will also be a focus throughout the next five years. While this new strategic plan, Public Education for All, charts our course for the next five years, we have revised our mission and vision statements for guidance well into the next century. Why? Our vision and mission are timeless, setting forth our unwavering purpose, clearly defining who we are, what we do, and why it matters. In addition, Public Education for All centers on the expertise of our staff members, emphasizing that everyone is a vital part of our educational team. Whether working behind the scenes or directly with customers, every staff member is both a professional and a “designer,” shaping Howard County Library System. Collectively, we design our future. It is we who shape excellence in public education for all—a mission so clear that, as we further implement our vision, HCLS staff members will know that they are not just showing up for a job, but have signed up for a cause. Lastly, Public Education for All aims to establish among all Howard County Library System designers precisely for what it is we stand. In our 21st century knowledge-based economy, we are what the world values most: we are public education for all.
II.
What We Do: Mission
OUR MISSION: We deliver high-quality public education for all ages.
10
SUMMARY A key economic driver, public education empowers people, enabling success at every stage in life. Howard County Library System affords everyone the freedom to pursue education, delivering equal opportunity to all who live and work in Howard County. Our mission sets our standards high. Why? Because in this knowledge-based era, it is more critical than ever that people of all ages, means, and backgrounds receive the finest education throughout their lives. EDUCATION DEFINED Our mission incorporates all that we do. Our entire curriculum falls under the complete definition of education:
Information about a subject matter
Knowledge acquired by learning
The activities of educating or instructing or teaching
Activities that impart knowledge
The process of acquiring knowledge
An enlightening experience
THE THREE PILLARS We accomplish our mission through an unparalleled curriculum that comprises three pillars: SelfDirected Education, Research Assistance & Instruction, and Instructive & Enlightening Experiences. Under each of these pillars, HCLS professionals will focus on subject areas that are of key importance to the community, including:
Health Education
11
Environmental Education
Financial Education
History Education
Business Education
STEM (Science, Technology, Engineering, and Math) Education
Language and Related Arts Education
Pillar I: Self-Directed Education
STEM Education Everyday Engineering class at HCLS’ Savage Branch
This pillar includes our vast collection of items in print, audio and electronic formats; as well as thousands of online resources (e.g., Wall Street Journal and Access Science).
Pillar II: Research Assistance & Instruction Tailored for both individuals and groups, this pillar includes personalized research assistance, as well as classes, seminars, and workshops for all ages, taught or facilitated by HCLS Instructors.
Pillar III: Instructive & Enlightening Experiences In addition to signature events and partnerships (e.g., A+ Partners in Education, Choose Civility), this pillar includes the cultural and community center concepts.
Battle of the Books 2010
12
III.
Why It Matters: Vision
VISION: A major component of Howard County's strong education system, we advance the economy, enhancing quality of life.
We accomplish our vision by living our seven internal pillars: 1. Authentic Values 2. Strategic Vocabulary 3. Everyone a Leader 4. Winning Teamwork 5. Community Partnerships 6. The Power of Us 7. Fiercely Loyal Customers
SEVEN INTERNAL PILLARS
Financial Education Money Matters Fair 2010
1. Authentic Values We, the members of Howard County Library System, have established the following authentic values as the foundation upon which we build our system: respect, inclusiveness, unity, communication, continuing education, exceptional customer service, and progress. These core values are the beliefs that unite us in common purpose and enable us to identify what is truly important to us and our customers. Our values are our compass, guiding decisions and relationships with each other and our customers. We strive, at all times, to make our personal behavior consistent with these values. We always have a choice about how we work together. Modeling these values will further the vision and mission of Howard County Library System, as they are our very foundation. We will
13
create the most desirable work place—one where we engage our hearts and minds in earnest pursuit of our dreams. Respect We demonstrate respect when we value and appreciate each other, communicate assertively and honestly, facilitate mutual learning, and coordinate our knowledge and skills to achieve HCLS’ mission. Mutual respect enables us to make effective decisions, take decisive action, imagine new possibilities, and achieve our goals.
Inclusiveness Everyone at HCLS is a leader (see Everyone a Leader, p. 16) and a designer. We are simultaneously ambitious yet humble. We are also aware of our own limits and respectful of the expertise of others. We actively solicit the insights of our colleagues when making important decisions, solving crucial problems, or designing innovative curriculum components.
Unity We are a community of people with diverse perspectives, knowledge, and skills, working together to achieve HCLS’ mission. Through collaboration, communication, and coordination, our individual perspectives become a collective vision.
Assertive Communication Assertive communication facilitates solidarity and contributes to our success. We communicate assertively to leverage our knowledge and talents to achieve HCLS’ mission, professional excellence, and personal fulfillment.
Continuing Education Continuing education for staff is the continuous process of developing the knowledge, skills and confidence essential to achieve personal and professional excellence. Learning starts with
14
humility. Despite past achievements, we know there is always something new for us to learn. The most effective continuing education is goal oriented. A primary goal is perfecting our job performance. We achieve this goal by staying current with our knowledge and skills.
Exceptional Customer Service We provide equal opportunity in education for everyone. We value our customers and seek to understand their needs, interests, and objectives. Our goal is to meet and anticipate their needs, exceeding their expectations every time they connect with us to create meaningful experiences (a full explanation of this value is found in HCLS’ Customer Service Philosophy).
Cultural Connections Passport Services at HCLS’ East Columbia Branch
Progress We are an innovative, forward-thinking team, dedicated to continuous improvement and creating tomorrow’s successes built upon today’s accomplishments. Individually and together, we regularly pause to reflect on our accomplishments. Through reflection and consultation, we align our intentions with our actions to produce extraordinary results.
2. Strategic Vocabulary We recognize that how we talk about what we do is critically important. We know that our choice of language shapes people’s perceptions, and that the most effective way to convey our true value—and thus attain the perceived value we desire—is to communicate using value-enhanced, intuitive terms that people understand. We acknowledge that to further position Howard County Library System as a key component of education, the language of our Three Pillars must be part of our everyday vocabulary, with the most important word being education. We recognize that the Three Pillars philosophy is built upon this strongest, most intuitive word, and that anyone who hears it will immediately assign
15
tremendous value to who we are and what we do. Connecting us with education, the community will view Howard County Library System as indispensible. In addition, we subscribe to supporting value-enhanced terminology that effectively communicates what we do. Our desire is to convey our distinctive purpose in a clear fashion, in order to be assigned our true value. Begun in the past five years, our strategic vocabulary to date includes:
Children’s classes (formerly “storytimes”)
Classes, seminars, workshops, events (formerly “programs”)
Customer Service Desk (formerly “Circulation Desk”)
Customer Service Specialists (formerly “Circulation Clerks”)
Instructors (formerly “Library Associates”)
3. Everyone a Leader Every HCLS staff member is a leader. Leaders:
Value and show respect, collegiality, pride, creativity, and confidence
Take ownership of their ideas and actions
Leave their personal agendas at the door and work for the common good
Make HCLS’ goals their own and set exemplary standards for themselves and others
Lead by example and mentor others
Care about each other—concern, compassion, and empathy lead to high morale
Use humor to reduce tensions and strengthen relationships
Manage change to the benefit of HCLS
Seek opportunities to learn and use their knowledge to assist colleagues and customers
Communicate assertively, listening to understand and to exchange constructive, nonjudgmental feedback to improve
16
4. Winning Teamwork Winning teamwork—collaboration within and across departments and locations—enables us to continue providing customers with an innovative, cost-effective, and responsive overall curriculum that is second to none. Once formed, winning teams are self-directed. They understand their purpose, select their goals, channel their energy, devise their strategy, and use their talents to benefit co-workers, HCLS, and the community. Teammates are productive optimists, spurred by challenges. They are partners, supporting and caring for each other, and building trust by communicating respectfully. Teammates have fun together, take satisfaction from their work, and celebrate successes. Winning teams are proud of other teams’ accomplishments. 5. Community Partnerships Community partnerships enhance the pride we take in our work and community. We seek continuously to strengthen our partnerships, as doing so:
Builds customer loyalty
Gains visibility
Capitalizes on strengths and expertise
Leverages and secures additional funding
A+ Partners in Education Kindergarten Field Trips to HCLS part of HCPSS curriculum
Establishes new or expands existing initiatives
Attracts new customers
17
Doubles marketing impact
Entices other partners
We aim to further develop two kinds of community partnerships: one-on-one partnerships with individuals, and umbrella partnerships with companies and organizations. One-On-One Partnerships Every time we connect with a customer, we have the opportunity to establish a one-on-one partnership. Such partnerships are effective in our quest to fully engage our customers. Whether the opportunity arises at work or in line at the grocery store, we recognize that each one-on-one partnership translates into an expanded base of Fiercely Loyal Customers (see p. 20). In addition, we attain heightened visibility, marketing, and financial support. Umbrella Partnerships We readily agree to two kinds of umbrella partnerships with companies and organizations: Short-term Partnerships. Short-term partnerships typically mean a one-time collaboration. Long-term Partnerships. Long-term partnerships stem from careful planning, include a high degree of commitment, and result in a formal agreement. Incorporating the following five factors, they must: 1. Supplement—as opposed to replace— initiatives at the respective organizations 2. Advance each organization’s vision and mission 3. Outline administrative authority (funding sources, obligations, and expectations) 4. Benefit the organizations equitably 5. Include regular evaluation Examples of successful partnerships include A+ Partners in Education, Choose Civility, and partnerships with the Howard County Autism Society, Girl Scouts, HC DrugFree, and the Howard County Historical Society.
18
We also aim to develop a new major partnership with the Howard County General Hospital: A Member of Johns Hopkins Medicine to elevate health education. To focus on environmental as well as health education, we will establish partnerships with numerous organizations for the envisioned Enchanted Garden that will be part of Health and Environmental Education Forthcoming Enchanted Garden at the new HCLS Charles E. Miller Branch & Historical Center
our new Charles E. Miller Branch & Historical Center.
6. The Power of Us Building on the Everyone a Leader pillar, we subscribe to The Power of Us, the notion that none of us is as smart as all of us. We will brainstorm ideas and solicit feedback from staff members and customers to explore ideas and seek optimal solutions. We will listen actively to encourage contributions from everyone, setting priorities and goals. Participants are empowered to generate future possibilities and find the best outcomes. Unexpected answers may lie outside the usual places searched. New questions and paths to ideas are expected to evolve from this collaborative process of exploration. Accountability at all levels is essential to effective collaboration. Collaborators practice humility and transparency, allowing everyone to take pride in our successes. Those who participate in this process will know that their contributions are valued.
Art Education Whatâ&#x20AC;&#x2122;s In My Artbox? class at HCLSâ&#x20AC;&#x2122; Glenwood Branch
19
7. Fiercely Loyal Customers We know that in addition to shaping perceptions, using strategic vocabulary effectively strengthens relationships and builds community partnerships. Cognizant of customers’ needs and tastes, we aspire to create a connection with customers on intellectual and emotional levels. Aware that forming positive emotional attachments establishes the most enduring bonds of loyalty, we express ourselves in a manner that conveys respect for our customers, as well as interest in, and commitment to, their success. We strive to transform customers into loyal customers for life by consistently exceeding their expectations, delivering excellence in every aspect of their lifelong quest for knowledge. Our goal is to make continuing education under each of our Three Pillars a convenient, memorable, delightful, and richly meaningful experience for customers.
IV.
OUR STRATEGIES
To achieve our vision and mission, in addition to strengthening our overall curriculum in the subject areas noted above (Health, Environment, Finance, History, Business, STEM, and Language and Related Arts), we will implement the following general strategies.
A. GENERAL STRATEGIES 1. Self-Directed Education To enhance Self-Directed Education, HCLS professionals will:
Design a comprehensive, relevant collection
Incorporate the most appropriate visual, audio, and electronic formats
Deliver convenient access through skilled organization and the smart use of technology
Enable efficient access through expedient and expert handling of materials
20
Self-Directed Education Playaways
2. Research Assistance & Instruction To advance Research Assistance & Instruction, HCLS professionals will:
Perform a research needs assessment to determine the best course of action for each customer
Assist customers with their research pursuits
Conduct research on behalf of STEM Education Chemistry in the Library class at HCLS’ Elkridge Branch
customers when expedient and the best solution (e.g., research relating to what a customer might like to read next)
Teach students of all ages effective skills and techniques to conduct accurate and reliable research
Develop and teach classes that enhance educational goals relevant to all stages in life
3. Instructive & Enlightening Experiences To further develop Instructive & Enlightening Experiences, HCLS professionals will:
Further position HCLS as a cultural center, embracing and celebrating the many facets of our community’s diversity
Heighten HCLS’ role as a community center, bringing people together to discuss ideas
Instructive & Enlightening Experiences Edible Insects Cooking Show at HCLS’ Summer Reading Kickoff
and for enlightening experiences
21
Strengthen existing partnerships and develop new ones where visions/missions coincide, to leverage funding while expanding expertise, marketing, and audience reach
Instructive & Enlightening Experiences Diana Gabaldon Notable Author Event at HCLS’ East Columbia Branch
B. SPECIFIC STRATEGIES While the general goals outlined above will guide us for the next five years, we will focus on the specific strategies delineated below, many of which cross all three pillars of our curriculum. 1.
Sharpening Customer Focus While education is our business, we exist for our customers. To ensure that we continue to deliver excellence, we will form a Customer Insights Team to view HCLS through customers' eyes. We will ask, “What can we learn? What can we do better?” The team's goal will be to fully understand customers' perceptions, expectations, and experiences, conveying this knowledge to managers so they can create exceptional educational experiences.
22
The Customer Insights Team will comprise four to six public service staff members, who will:
Take the lead in assessing customer survey data
Implement strategies to increase survey responses
Apply survey responses to enhance and strengthen customer experiences
Instructive & Enlightening Experiences Frog and Toad at HCLS’ Summer Reading Kickoff
Expand the use of Facebook, Twitter
and other social networks to dialogue with customers, further examining their service perceptions, expectations, and experiences
Conduct micro surveys (5 - 10 questions in both electronic and paper versions) to better understand customers' usage and research patterns
Create a communication network to share data and interpretations
2. Extraordinary Customer Convenience We will continue to enhance and expand opportunities that empower our customers to find, browse, and borrow materials efficiently and effectively, all with minimal staff assistance. To achieve this goal, we will apply The Power of Us, forming teams that will:
Develop new service models that anticipate customers' changing expectations—including redesigning points of contact in branches, especially at service desks—to make staff more readily accessible to customers
Shift, relocate, or consolidate collections to strengthen visibility and accessibility
Create a signage master plan, incorporating best practices, which establishes standards for the design and placement of signs in existing, new, and renovated facilities to promote convenience and self-service
Increase impulse borrowing through systematic and standardized merchandising
Create merchandising guidelines, and train staff in their application
Enable customers on public computers and remotely to communicate with staff using instant messaging (e.g., questions and research assistance)
23
Maintain reservation-free public computers and consider implementing print-release stations to manage print demand and resources
Explore the implementation of RFID technology and self-checkout stations in all facilities
Develop a systemwide plan to eventually shift 50 percent of HCLS customer loans to selfcheckout stations
Continuously collect, interpret, and act on customers' perceptions of, and satisfaction with, our entire curriculum
Analyze customers' online research patterns through systematic and direct observation, using this knowledge to design and deliver convenient experiences
3. Designing the Howard County Library System Experience To design the ultimate “Howard County Library System experience,” staff at each branch will create a Howard County Library System Experience plan that will be reviewed regularly to identify strategies that will enhance, strengthen, or expand our seven internal and three external pillars. These plans will include ideas to bolster initiatives already in place, and improve the manner in which we deliver the optimal Howard County Library System
Innovative Technology RFID tag
experience. Although the management team of each branch will coordinate the planning process incorporating input from branch staff, other departments and locations will be consulted and involved. Applying The Power of Us, we will form teams to:
Conduct community needs assessments, including demographic research, and an analysis of social, economic, political, and other relevant trends
Develop guidelines, instructions, and a timeline
Integrate SMART3 goals into the plans
Work collaboratively with experts during the process
Evaluate the plans periodically for refinement
3
SMART is the acronym for Specific, Measurable, Attainable, Realistic, and Timely goals. SMART goals are outcome based.
24
4. Customers for Life To maximize customer retention, we will create a memorable library card registration experience, adding positive reinforcement at selected intervals. Our goal is to encourage new library card registrants to become repeat visitors, borrowing materials at least once a month, utilizing virtual services, and attending classes and events on a frequent basis. ď&#x201A;§
First Impressions Recognizing that we have only one opportunity to create a fantastic first impression, we will upgrade our registration procedures by: o Designing an efficient, welcoming, and individualized in-person library card registration process, ensuring the experience is informative and convenient o Communicating our appreciation for each customer o Enhancing online registration, sending applicants emails and instant messages, and/or calling when cards are ready to be picked up o Offering pre-visit assistance in locating materials o Alerting customers about upcoming HCLS events
ď&#x201A;§
Second Impressions We also know that second impressions afford us the opportunity to reinforce a positive first impression. We will therefore: o Send new library card applicants a welcome email within one month of registration o Follow with emails at three and six month intervals, expressing our pleasure that they have joined HCLS, inquiring about their satisfaction, and asking for their suggestions o Investigate options to include customer incentives in these communications
ď&#x201A;§
Lasting Impressions Ultimately, we aim to build our base of Fiercely Loyal Customers by establishing extraordinary lasting impressions. To meet this goal, we will: o Send customers a first anniversary email expressing HCLS' gratitude for their loyalty o Provide customers with an opportunity to evaluate us and recommend improvements
25
In addition to the steps noted above, we will:
Convene a Library Card Registration Design Team, where selected staff members will: o Design a registration experience that embodies HCLS' values and exceeds customers' expectations o Identify retention goals for all customers o Recommend wording for follow-up messages o Explore, develop, select, and implement incentives to motivate repeat visits
Improve Howard County Library System Institute, our continuing education program for staff, supplementing the Institute’s Customer Service track by introducing “Registration Conversations” to teach public service staff library card registration conversation skills
Develop an automated system to track new registrants
Manage emails and monitor use of new cards
Collect and disseminate customer feedback to appropriate staff
HCLS Frequent Borrowers We aim to design and implement an incentive program rewarding frequent library card usage, with the goal of increasing the number of items borrowed. To achieve this goal, we will again apply The Power of Us, forming the HCLS Frequent Borrower Design Team. This diverse group will identify desired outcomes and investigate options. If considered beneficial and feasible, the team will:
Design the incentive program
Recommend a management structure
Create an implementation and marketing plan
Monitor and assess the success of the initiative
5. Conveying our Value Connecting successfully with our customers includes the language we use, which can either trivialize or maximize our value. We choose to maximize, conveying our true value through the use of strategic vocabulary.
26
We aim to build on our past successes, further developing our use of smart terminology. Our goal is to achieve systemwide language alignment, where everyone describes who we are, what we do, and why it matters succinctly and effectively. To work towards attaining this goal, applying The Power of Us, we will form teams to:
Develop a new Howard County Library System Institute track, “No Explanation Needed,” that will emphasize the importance of HCLS' strategic vocabulary, enabling staff to effectively communicate our educational vision and mission to a wide variety of customers in formal and informal settings
Re-evaluate job titles and edit where beneficial to enhance the value of our roles and perceived image
Update our job descriptions and interview questions, aiming to hire exceptional people who embrace our vision and mission
6.
Transition our new employee orientation to Howard County Library System Traditions
HCLS Anytime, Anywhere Due to the constantly evolving world of technology, our commitment to equal opportunity in education over the next five years will include a major focus on knowledge in an increasingly virtual age. We will therefore expand the “virtual” curriculum we deliver under each of our three pillars, providing access to Howard County Library System anytime and anywhere. We aim to augment virtual access to our collections and classes, and will capitalize on technology
27
to broadcast our signature events to a wider audience. Further, we will teach customers the knowledge they need to become proficient in this virtual age, and will consider coordinating a technology forum that would showcase the latest developments in technology. Applying The Power of Us, we will convene an Anytime, Anywhere Task Force, representing staff from across the system, including Information Technology, Customer Service, Professional Development, and our branches. This group will design and manage all aspects of our expanded virtual curriculum, which will include: Virtual Collections HCLS staff will redesign the appearance and usability of our virtual collections (e.g., subscription databases, shortcuts,4 ebooks, and downloadable audiobooks) to increase customer convenience and use. We will:
Present this collection in customer-friendly language, incorporating appealing graphics and images
Create new tabs and/or links on the web page to link directly to the virtual collections, establishing separate access points for the research collection, as well as ebooks and downloadable audiobooks
Apply user-friendly design, integrating video, audio, and text to facilitate "search and find" when possible. For example, we might: o
Create or deploy vendors' instructional screencasts and tutorials for high demand online research materials
o
Supplement the text versions of our Electronic Resource Guide and Access Help tutorials with screencast versions
o
Improve the usability and visual appeal of current shortcuts, and create new ones, maximizing the use of new tools and technologies
Create a new A+ Partners in Education virtual collection, Tools for Academic Success, which will consist of shortcuts and screencast tutorials to facilitate students' use of
4
Applying Strategic Vocabulary, “shortcuts” replaces what were previously called “pathfinders.”
28
subscription databases and other HCLS and Internet resources to complete projects and school assignments
Explore the ability of Polaris (our Integrated Library System) to enable customers to search for items via mobile devices
Conduct usability testing and other research to determine effectiveness of design, as well as levels and patterns of usage; identify benchmarks and specific outcomes
Develop and implement a marketing plan targeted at defined populations (e.g., students and educators)
Review current staffing to assign responsibilities for the development and maintenance of our virtual collections. This team of staff members will: o
Design, develop, and manage the virtual collections
o
Collaborate with Materials Management, Public Relations, Information Technology, and Customer Service to manage and promote the collection
o
Collaborate with Children's Instructors regarding the A+ virtual collection
o
Work with other staff members to create shortcuts and tutorials
Virtual Classes Selected HCLS classes and events will be videocast, enabling customers to participate on their own schedules. To accomplish this, HCLS staff will:
Continue to design and teach classes
Continue to design and deliver world-class events
Determine videocasting schedules
Produce selected videocasts
Virtually Savvy Customers With technology experiencing exponential growth, it is imperative that we maximize use of all the latest features available on our public computers, as computers have become a primary tool of self-directed education for a significant portion of customers. For added convenience, we will supplement or replace selected text instructions in the “How
29
Do I” section of HCLS' website with brief videos and screencasts that will empower customers to become self-sufficient. We will further develop the customer computer education component of our curriculum by enhancing our classes, tutorials, and online instruction (e.g., screencasts and webinars). To achieve this broadened scope, we will:
Create and conduct a customer computer knowledge assessment
Write a curriculum development plan, incorporating the assessment’s revelations
Teach at least two classes each semester
Design lesson plans and instructional aides for tutorials
Produce instructional screencasts to address high priority instructional needs, complementing personalized instruction
Establish a marketing plan
A major focus will be to empower customers to become intrepid researchers and fluent users of the latest Web tools (e.g., blogs, wikis, social bookmarking, multimedia, aggregators). To achieve this result, we will:
Create webinars, videocasts, and classes to teach customers these essential 21st century skills
Provide research assistance and instruction that complements initiatives in our third pillar
Develop a tailored line-up of classes specifically for educators, with an emphasis on collaborative learning
HCL S After-School Technology Academy. As part of our virtual curriculum, we envision an added emphasis to the classes we currently deliver for teens by establishing the HCLS After-School Technology Academy (iTech). If feasible to implement, iTech will offer teen classes, particularly those in the virtual arts (e.g., photography, web design, music, video). Students will learn both technical and social skills, essential for success at school and on the job. The goal is to develop young people who are digitally literate, confident and inquisitive, and responsible members of the community. iTech will be modeled after the computer labs successfully integrated into the activities of the Boys and Girls Clubs of America.
30
Possible locations for iTech’s computer labs and classrooms are the (1) East Columbia Branch when the administrative offices relocate, (2) Savage Branch when the adjacent Health Center is vacated, and (3) new Charles E. Miller Branch & Historical Center. To implement iTech, we will:
Assemble an iTech Advisory Committee, charged with recommending the overall design and direction of the academy
Draft mission and vision statements
Create a plan, addressing staffing needs and optimal structure
Design the curriculum
Establish partnerships with
Research Assistance & Instruction Teen Time at HCLS’ East Columbia and Savage branches
community organizations
Identify supplemental funding sources, such as grants, to bolster HCLS’ contributions
Publicize iTech to generate widespread community support
Virtually Savvy Staff A successful virtual curriculum requires an investment in the development of a virtually savvy staff. It is our goal for all public service and IT staff to master (1) the capabilities of our public computers, and (2) the ability to relate that knowledge to customers, whether individually or in a class setting. Instructors will be expected to assist customers in using Polaris, Firefox, Open Office, and selected audio and video applications. Customer Service Specialists will be expected to master basic proficiencies in public computers and web navigation.
31
In addition, we will form Technology Squads at each branch comprising four to six staff members, who will deliver in-depth customer assistance, teach tutorials and classes, assist in creating online instruction tutorials, and troubleshoot hardware. To provide staff the tools they will need to become virtually savvy in all computer applications and instruction techniques, the HCLS Anytime, Anywhere Task Force will:
Identify core computer competencies for all public service staff
Ascertain additional competencies necessary for all public service staff (e.g., copiers, scanning, faxing)
Establish in-depth computer competencies required for our Technology Squads
Incorporate competencies into job descriptions
Determine priorities, class content, and learning goals
Recommend software to create online training
Develop methods to ensure on-the-job transfer of training (e.g., online training that includes screencasts for software instruction)
Recruit and train staff to assist in developing classes
Our goal is to add these classes to our Howard County Library System Institute curriculum, and to implement an accompanying class evaluation process. Virtual Research Analysis We have asked ourselves the extent to which our current forms of virtual research support the exceptional Howard County Library System experience we aim to deliver. For instance, while we know that Contact Us is used regularly by HCLS customers for routine assistance, we know less about AskUsNow, a statewide virtual research collaborative in which HCLS participates. In addition to reevaluating AskUsNow, we will assess trends in new technologies as they pertain to the research assistance we deliver (e.g., will chat and email be obsolete within a few years?), and the benefits to customers. Applying The Power of Us, we will form a Virtual Research Design Subcommittee comprised of HCLS staff members from a variety of
32
departments and locations. The subcommittee will:
Examine use patterns, staffing, and types of customer research inquiries
Identify customer expectations and satisfaction
Explore virtual research trends and best practices
Perform a cost-benefit analysis and consider alternatives
Propose a plan of action and assist with implementation
Mobile Applications We will explore offering mobile device users an application to easily access HCLS' website and online catalog. It is our goal to enable complete online catalog functionality on mobile devices, including placing reserves and renewing materials. We will work with Polaris representatives, who expect to introduce a mobile application by the end of 2010. HCLS History Wiki To enhance History Education, we plan to implement an HCLS History Wiki, which we envision as a virtual site where anyone can contribute stories on a variety of topics that have shaped Howard County (e.g., neighborhood tales and lore, community events, significant landmarks, historical figures). We aim to partner with historical
History Education HCLS Board of Trustees signs Partnership Agreement with the Howard County Historical Society
organizations throughout Howard County, as building on our combined strengths will fortify connections and deepen our collective knowledge. For example, digitized photos of artifacts from the Howard County Historical Society's collection would add a unique component to the wiki. We will also explore expanding our course offerings on history in correlation with the website.
33
Forthcoming new HCLS Charles E. Miller Branch & Historical Center
Ideally, the HCLS History Wiki would launch in conjunction with the opening of the new Charles E. Miller Branch & Historical Center, contributing to the historical center vision that will bring history to life. To achieve this goal, in addition to establishing partnerships, we will:
Develop an administrative and technical infrastructure to operate and maintain the project
Design a marketing plan
Create an instructional video for potential contributors, accessible from HCLS’ web page
HCLS Virtual Art Gallery As a means to enhance Art Education, we are planning an HCLS Virtual Art Gallery envisioned as a widely accessible venue for Howard County artists, amateurs and professionals of all ages to publicize their art (e.g., videos, photographs, paintings, drawings). Exhibits might document changes and developments in the community, explore themes, and complement HCLS classes.
34
If feasible to implement, we would aim to establish the HCLS Virtual Art Gallery as a popular, high-demand exhibit space and an integral component in the cultural life of Howard County. We would:
Identify technical and operational requirements, including staffing structure and needs
Partner with other organizations
Develop display and submission guidelines
Create a marketing plan
iRecommend A final virtual curriculum goal, we are planning to create iRecommend, a blog where HCLS customers would be able to share their reviews of HCLS materials they have read, heard or viewed. We would implement links to HCLS’ online catalog so blog followers could readily reserve materials featured on iRecommend. iRecommend would be similar in design and operation to Highly Recommended, our successful materials review blog written by staff, with the notable exception that customers would be the sole contributors. We envision separate iRecommend blogs for adults, teens, and children. We will convene an iRecommend Task Force, with representatives from a variety of departments and locations, who will:
Recommend capabilities on Polaris
Determine outputs and outcomes for the blog
Explore potential audiences
Identify the smartest means of operation (e.g., staffing and technology requirements)
Write procedures for blog submissions
35
ď&#x201A;§
Collaborate with Materials Management, Information Technology, and Public Relations to create guidelines, manage technical operations, and develop a marketing plan
36
Appendix As with the development of Strong Foundations, Enduring Success: Howard County Library Systemâ&#x20AC;&#x2122;s Strategic Plan 2005-2010, we have again learned that, while specialized knowledge and skills in the area of strategic planning are beneficial for the year-long planning process typically required for an effective strategic plan, imagination and creativity are the true sources of strategic thinking. It is therefore important to emphasize HCLS staff membersâ&#x20AC;&#x2122; vital role in the process, as they possess abundant creativity. We, the entire Howard County Library System staff, are the dreamers and designers of our future, discovering the foundations of past accomplishments upon which we build future successes (this critically important concept is embodied in one of our new internal pillars, The Power of Us). The future envisioned in Strong Foundations, Enduring Success has come to fruition thanks, in large measure, to the dedication and commitment of staff. To create our new strategic plan, Public Education for All, we again employed an inclusive and participatory planning process based on the methods of Appreciative Inquiry. A goal was to generate the same energy, creativity and hope that propelled the previous planning process. All members of HCLS had opportunities to contribute their success stories, which were blended into Public Education for All, a single narrative describing who we are, who we plan to become, and how we will achieve our future. Designing our future is really about writing our collective autobiography.
37
HCLS Leadership Summit I Writing this next chapter of our history began at the October 2009 HCLS Leadership Summit I. Forty HCLS leaders met at the Glenwood Community Center to participate in a daylong conversation about the future of Howard County Library System. Taylor and LaBarre’s Mavericks at Work5 served as the starting point for our conversation. According to the authors, maverick businesses, which are extraordinarily successful innovators and upstarts, operate from five principles:
Authentic Values
Distinctive Sense of Purpose
Fiercely Loyal Customers
Strategic Vocabulary
The Power of Us
Mavericks at Work inspired us to ask three compelling questions as we began designing our future:
What is a maverick public library?
How much of a maverick is Howard County Library System?
What strategies will enable Howard County Library System to fully become a maverick organization?
5
William C. Taylor and Polly LaBarre, Mavericks at Work: Why the Most Original Minds in Business Win (New York: HarperCollins, 2007).
38
To answer these questions, participants were divided into five Discover, Dream, and Design teams—each exploring one principle from Mavericks at Work. The first task for each team was to review Mavericks at Work and define the meaning of its assigned principle. The teams then wrote vision statements based on their respective principles. The vision statements answered the question, “What will Howard County Library System look like, how will it function, and what will it achieve as a maverick library?” In creating these visions of the future, participants drew inspiration from not only Mavericks at Work but also personal experiences, past successes, and Strong Foundations, Enduring Success. The teams shared their respective visions with all summit participants, identifying strategies to achieve these visions. Over the next three months, ideas were integrated, resulting in the seven pillars outlined in Public Education for All.
HCLS Board of Trustees Mini-Summit The second step in the process was to engage the Howard County Library System Board of Trustees, who participated in a Mini-Summit prior to the November 2009 Board Meeting. The segment included an overview of the last five years and a summary of the HCLS Summit I discussion. Also familiar with Mavericks at Work, HCLS Board members continued the conversation, contributing additional views and ideas to HCLS’ envisioned future.
39
Community Leadership Breakfast The focus of the planning process shifted from the internal design of Howard County Library System to the needs and wants of the community, as 35 leaders from government, education, cultural, and community organizations met over breakfast on December 1, 2009 to convey their hopes for the future of Howard County Library System. Dividing into groups, participants focused on one of the Three Pillars of education—Self-Directed Education, Research Assistance & Instruction, Instructive & Enlightening Experiences— responding to three questions: 1.
What makes Howard County Library System critical to education for all ages?
2.
What economic, social and technological trends on the horizon in the County, region, and beyond should Howard County Library System consider as it plans for the future of its curriculum?
3.
In light of these trends, how might Howard County Library System strengthen, enhance and expand its curriculum in the next five years?
Praise for Howard County Library System and its role in public education was unanimous. Participants cited the “progressive focus” of HCLS’ “visionary leadership,” and HCLS’ willingness to take risks and explore new ideas, establishing the “standards for libraries.” Also noted was that Howard County Library System is valued because of its “inclusiveness” and the critical importance of the Three Pillars in providing outstanding educational opportunities available nowhere else. Community leaders identified four trends to be considered in planning Howard County Library System's future: economy, diversity, aging, and technology. They noted:
40
The recession has profoundly affected consumer attitudes and behavior, causing people to make “different and more deliberate” choices on how they spend their money, and increasing demand for the free public education HCLS delivers.
Rising unemployment is “fueling the urgency of people developing or updating their skill set,” increasing the need for HCLS’ collection and classes in the areas of resume building and job interviews.
The population is becoming increasingly diverse, and that with 90 languages spoken in the county, “diversity will drive the community.”
The population is aging, with residents retiring in place, many of whom seek high-quality continuing education throughout their lives.
Discussion moved quickly to technology, the group’s main focus. Participants commented that:
While the continuing development of cell phones, PDAs, and ebooks makes connecting with people and information convenient to access and consume, “technology on the go” has the potential to weaken faceto-face social interactions—the “lifeblood” of communities.
Technology’s rapid change presents the need for constant adjustment and adaptation to new products.
41
The digital divide refers to “the younger generation” (those who use social media), and “the older generation,” (those who need to be educated about social media).
For these leaders, there is only one organization capable of meeting these disparate needs: Howard County Library System. They observed that HCLS should “teach the County to connect with each other,” building computer labs and offering classes that teach social networking and other computer applications. They viewed HCLS as a driver in the creation of a new economy, recommending a bolstered collection and line-up of classes in financial literacy, and assisting residents in planning their careers and developing skills for new careers.
HCLS Leadership Summit II The full list of recommendations for the new strategic plan became the subject of HCLS Leadership Summit II in February 2010. The same 40 participants from Summit I reconvened to answer the three questions posed to community leaders (see above), discuss the community leaders' opinions, and formulate strategies to enhance, strengthen and expand HCLS’ curriculum.
42
HCLS Outlook Forums / Professional Development Day Representatives of the Discover, Dream and Design teams led discussions at the February Outlook Forums, thus providing all HCLS staff members an opportunity to contribute to the evolving visions and strategies of the new strategic plan. Outlook Forum discussion and the subsequently submitted ideas were incorporated into Public Education for All. The new strategic plan was then summarized for the entire team at HCLSâ&#x20AC;&#x2122; Professional Development Day in May 2010, where staff celebrated the successes of the past five years and contributed finishing touches to the new plan.
Conclusion Public Education for All is the result of collaboration among Howard County Library System staff at all levels in the organization, the Howard County Library System Board of Trustees, and the community. The process to create Public Education for All embodied all seven pillars of Howard County Library System and unleashed the energy, enthusiasm and commitment of collaborators to create unparalleled opportunities for public education during the next five years.
43
hclibrary.org Howard County Library System 6600 Cradlerock Way Columbia, MD 21045
44