Can’t be proactive without clear goals and job descriptions
Keep it available as long as people want
What strikes you?
I would like to see a system of gathering input from all member libraries when a change is being contemplated that would directly impact each of those libraries. This data would be helpful to both the Director and the System Board as a way of evaluating the merit of proposed changes or at least giving insight into how to best implement a controversial change.
Talk about the spread, the how and what, and howITEMS TO RANK CAME FROM DATA COLLECTION (DIRECTORS FOCUS GROUP)
I agree with using resources wisely, however I am against outsourcing and for using local resources.Do not want to see outsourcing of jobs!Limit outsourcing in order to retain employees and continue to be able to solve issues with our own staff rather than an outsourced agency.I would like the System to not automatically assume that outsourcing saves in the long run. There must be ways of cutting costs and consolidating services that do not always involve outsourcing.With savings from efficiencies, offer direct aid to member libraries.Better communicationHire more System staff so departments don't get overwhelmed.Understand what member libraries want and needLet various libraries choose where they need help - not make everything mandatory for everyone.Collaborate with other member libraries for shared resources, teleconferencing and training. Better use of staff their areas of expertise (and resources) to promote positive collaboration and not the need to focus on "territorial issues" across the system.I question the need for two deliveries per week to the libraries.
1Publicize and promote library resources continuously2Notify members of grant opportunities and provide assistance in writing/filling out grant applications3These are two counties with very high levels of poverty, I'm not sure there is much else the System can do4Anything at all that will help the economic stability of WNY is going to be a plus!5Better linkage with agencies to promote shared services, not duplication. Maintain more consistent communication with key partners.6All of these items are very important.7Pretty poor choices to rank. Health, fitness, community involvement, volunteerism, beautification programs, collaboration with schools, other educational programs, teen activities and options, etc. etc. are just as needed in supporting economic stability as job hunting. Yet three options were about jobs.8Survey your member libraries to find out what they think their needs are and then try to support them by facilitating or helping them brainstorm solutions.
1I think we need to be careful about how much we get involved with the goal of making sure pre-K children are "ready to learn." Public schools and teachers are being stripped of funding for supposedly not teaching children. We need to stay clear of this, or it could well end up being used as a pretext to start going after public library funding, and/or handing over public library funding to private companies who will claim that they can provide these services better. I can't stress this enough.2The above part of the survey quit working so I couldn't finish it.3After school programming with local schools and other non-academic programs for students.4I think state and federal funding is better directed to schools vs. libraries. We can serve as a repository of resources, but we shouldn't be in the education business.
1Encourage them to publicize to their communities that the library is the center of local memory and culture and should be the first place people turn when looking for those things.2The above wouldn't allow me to finish the survey of 15. It only allowed me to use the two of them . I couldn't finish it.3Help member libraries catalog their local history collections as well as materials housed in local museums.
These are not mutually exclusiveAccept our differencesHelp us recruit and maintain volunteers so that the librarian can leave the desk/checking out responsibities to others and spend more time planning projects,etc.In emails forwarded by Megan:From: Sue Seamans [mailto:firstname.lastname@example.org] Sent: Tuesday, June 19, 2012 4:04 PMTo: Megan DisbroSubject: Re: Plase forward....my computer rejected teh emails for some reason..thank youHi, Elaine/Gail, I wanted to express a few things re: System Survey Post notes. I am at the Falconer Public Library, prior as a High School Librarian (Grades 7-12). Our library has been ranked by Library Journal as a Library in the Top 100 for the population served etc.I am noting this, only to let you know we are a library that has some serious needs from the System inorder to meet the needs of our patrons. The Chaut/Catt Library System has been great to Member Libraries. Staff has been superior in reaching us with our “needs”, questions. I would like to ask that we continue “Rotating Large Print” Collections. ( This is something we have not discussed in the Five-Year Plan.) This CollectionSupplements existing library collections and seems to meet patron needs for us. I would like for the System to continue purchasing items for us..or a list we can order form re: supplies, Books/nonbook, Media, computers. Then we can reimburse from our own budgets via a monthly bill(online or not) I like Book Plan very much!! I like mnthly billing, as does our Village Treasurer. I like Processing/Cataloging to meet our needs. System Staff has been our Guiding Light for these issues. I would like that to continue. I really like Interloan and would like that to continue. I think it is important we look at existing services and realize that some need to continue. I like our website and Central System website to continue with shared ideas. Webinars posted. I like that I can email Chris or Megan or Martin or Pat J(my Field Consultant), or any of the System Staff and they do get back to me quickly. Thank you for listening.. Sue SeamansFrom: Memorial Library Of Little Valley [mailto:email@example.com] Sent: Tuesday, June 19, 2012 3:56 PMTo: Megan DisbroSubject: SurveyHi, Megan,I submitted my survey yesterday but have a couple of comments:I think all of us benefit from the ability to order our books and audiovisual items and have them processed through the system. I'd like to return to having gift books cataloged and processed, also.Being able to buy supplies, including computers and computer processing equipment through the system is good, also.There was a question about Outreach. This is a super service. Large print books and Books on CD go out regularly here. The rotating collection saves us money, too. I buy LP's but not as many as I'd like because of the price.Thanks,Gretchen
CCLS Steering Committee
CCLS Steering Committee Meeting #2 June 28, 2012 Gail Griffith and Elaine Meyers
Chautauqua-Cattaraugus Library System Planning Process Overview Key Focus Group Stakeholder with Library Interviews (in- Directors person and by Requirements of phone) the New York State Library Online Survey for System and Library Board Constituent Boards, Input Session Directors, System Consultants Data Review: Systemwide Census, Visioning Economic Best Session Analysis, Recent Practices Library planning Research data Steering Committee Our wiki is a place to share and learn: Meeting #1: http://chaucattsystemplan.pbworks.com Process overview, Steering System SWOT analysis and Committee Board trends Meeting #3: Adopts identification, Confidential project hotline: Review draft review survey and firstname.lastname@example.org documents, react, Plan interview tools refine for BoardPlanning to Steering Committeeplan: initial Meeting #2: process Share data;discussions gap analysis and strategic directionsFebruary May June September October 20122012 Gail Griffith and Elaine Meyers for Chautauqua-Cattaraugus Library System
Data: Who Contributed Library Directors (Focus Group, 20) System Board (Meeting and Interviews, 9) System Consultants (Meeting and Interviews, 5) Steering Committee (Meeting, 10) Best Practices Group (Interviews, Research)We’ll look at these separately: Survey (78 as of June 26) Visioning Group (Meeting, 11)
SWOT Analysis Themes(Board and Steering) Strengths Weaknesses Training for staff and Lack of understanding boards of system goals and Economies of scale functions Assistance with grants Lack of communication Administrative services (all directions) Shared catalog
SWOT Analysis Themes(Board and Steering) Trends: Opportunities and Threats High school graduation rates decreasing Population decline Counties are poorer College grads indebted/leaving in search of employment High rate of welfare recipients/9% unemployment Aging population, brain drain as boomers retire Increasing broadband except in rural areas
Data: Themes Leadership Styles and Leadership Transition History of stability; new realities of change Focus on external funding and internal operation Degree of Board and staff engagement and involvement Training Staff and Board High need areas: Awareness of system operations and goals Technology, digital literacy Collection development, cataloging Supports ability to envision the future
Data: Themes Technology Basic IT—not just bringing libraries online Keep up with trends Train the trainer for members Time to in-source? Empowering Members—Rights and Responsibilities System is responsible for clear communication and transparency Members are responsible to take advantage and speak up for what they need Customer Service Not historically data-driven? How to prioritize? Reactive and responsive Consultants going into the field more often Systems and processes for maintaining quality
Data: Themes High-Value Services Consultant staff response to questions Delivery, intralibrary loan Cooperative purchasing (more than books) Administrative support Grant-seeking assistance Not all members agree on what’s needed How to resolve? Where are levers of influence? Pressure Points?
What stood out for us? Technology Need to catch up Can’t be efficient without it Until we catch up, we can’t envision what else is possible Communication Roles and Goals—does everyone know what’s expected and how they contribute? Vision, Ownership, and Leadership So busy keeping the doors open that it’s difficult to step back Doing the work right vs. doing the right work People rise to level of expectations: how high to set the bar? Stability and change—what can you count on?
Survey Overview Available on website June 4—June 26 Small sample, so no cross-tabs in this report. Can run as needed. All figures in charts are percentages unless noted otherwise. Note: rounding factor causes some lines to add up to slightly more or less than 100%. Remember comments represent one voice unless noted
Number and Distribution of Responses Number = 78 2 4 Library Director 29 Library Staff 24 Library or System Board Member System Consultant Library Volunteer 19
Should CCLS Provide These Model Services? Yes No DK/No OpinionProfessional Development and Training 95 1 4Shared Automation Services 95 3 3Technological Innovation 94 3 4Cooperative Purchasing 91 3 6Outreach 90 4 6Shared Virtual Reference 85 6 9System and Member Library Board Training 84 6 10Administrative Support 83 7 11Collaborative Digitization Initiatives 80 5 15Fundraising and Advocacy 76 12 13Legal Advice 62 15 23Marketing and Branding 57 19 23
What do we see? Larger percentage of ‘don’t know/no opinion’ answers than ‘no’ answers
What services are missing? Communication, cooperation and collaboration among members, between members and system (3) ILL (2) Rotating collections—LT, audiobooks, preschool (2) Collection development Cooperative purchasing includes more than just books Shared programming New Administrator training Educational support for students of all ages Literacy training with local partners System does a great job!!!
Rate CCLS on Characteristics of ModelLibrary Systems Excellent Good Fair Poor System DK/No Doesn’t Opinion DoFacilitates sharing and consolidation 26 48 5 3 3 16of services across library types andgeographic boundariesExcels in its own area of expertise 24 46 11 0 0 20Highly responsive to changes in the 15 44 19 4 0 18marketplace and the professionDemonstrates a statewide model of 14 35 17 6 3 26collaboration, efficiency, andcooperationPrepared to take entrepreneurial risks 13 40 6 6 1 32to bring new initiatives to memberlibrariesDiscontinuing out-of-date services 5 38 11 2 0 22
If ‘fair’ or ‘poor’, how can CCLS improve? More and better communication around changes— leadership transition makes this even more important (5) Move with the times—do new things, be willing to let go of the old (fax, VHS) (3) Need more info on system services that are available and on NYSL practices, and support for planning (2) Improved training (2) Want ILL System staff not always pleasant or cooperative Discontinuing services is not always good
What do we see here? Number of Don’t Know/No Opinion responses suggests lack of awareness
Modern Expectations, Customer Service:Ranking Ranked 1- Ranked Ranked Ranked 3 4-6 7-9 10-12Provide prompt service to member libraries 59 22 12 8Provide training and mentoring for new library directors 49 33 11 9on system operationsProvide training for Directors and staff so we can provide 43 35 18 4needed servicesAnticipate member libraries’ needs 31 22 23 24Provide incentive grants for pilot projects to member 28 35 18 19librariesProvide formal and informal ways for library directors to 27 29 19 23communicate with each other and with the systemOrganize the system’s website so information is easier to 21 25 31 21find, and update regularlyProvide training for Boards so we can provide needed 17 36 24 22servicesProvide an online repository for policies and other 17 23 35 23documentsEncourage applications for building/renovation projects 14 20 48 18Use online meeting methods more often for training and 12 20 31 38meetings
How else can CCLS provide better customerservice? Communicate more, visit/meet with/survey member libraries regularly, ask and listen—promote understanding of each others’ roles and challenges to reduce frustration (8) Organize teams of directors to work on common goals (SIRSI changes, cataloging and circulation rules) (2) Keep existing staff that works so well with us, reorganize their duties as needed (2) Create programs for member libraries More opportunities to learn about new technologies Make new materials more readily available Let us know what they do now so we could tell them
What do we see here? Contrast professional training with board training
Promote Efficiency: Ranking Ranked 1-3 Ranked 4-6 Ranked 7-9Provide intralibrary loan (inside the system) 49 31 21Work with members to develop more centralized ways 47 34 18of doing things (Ex: provide training in weeding, makecatalog easier for end-users, encourage working towardconsistency in catalog records and circulation policies)Use resources wisely for the maximum benefit of 42 34 24member libraries (Ex.—keep processing costs low;outsource appropriate functions)Simplify the annual report process for member 40 17 43librariesProvide training in technology we can use in order to 35 44 21be more efficient and effectiveUse technology to promote greater efficiency 33 42 24Promote more collaboration among members 29 30 40Provide interlibrary loan (outside the system) 26 40 34Provide training in collection development 18 30 54
How else can CCLS promote efficiency? Concerns about outsourcing (4) Communication, understanding what members want and need (2) Need two deliveries a week to members? Menu—allow members to choose where they need help Use members’ strengths, could reduce territoriality Hire more system staff With savings, offer direct aid to member libraries
Economic Stability: Ranking 1 2 3 4 5Provide information about community 38 17 17 14 14resources and servicesDevelop or strengthen county- or state- 21 26 23 16 13level partnerships to help us connect jobseekers with the services they needHelp member libraries provide access to 19 19 10 21 31e-government online, so that patrons canaccess tax info, SS an unemploymentbenefits, and other government servicesProvide training to help us identify and 16 22 27 25 10meet the needs of job-seekersProvide a training framework members 9 20 26 18 26can use to train job-seeking patrons
How else can CCLS help promoteeconomic stability of our communities? All are important—not sure of libraries’ impact (3) Publicize and promote library resources Help members find and apply for grants Better linkage with agencies to promote shared services— consistently communicate with key partners Survey members for specific needs “Pretty poor choices to rank. Health, fitness, community involvement, volunteerism, beautification programs, collaboration with schools, other educational programs, teen activities and options, etc. etc. are just as needed in supporting economic stability as job hunting. Yet three options were about jobs.”
What do we see here? Only one item has 50% in combined 1 and 2 rankings Disconnect with this response and weakness and trends Lack of clarity on what to do in this area
Educational Success: Ranking 1-3 4-6 7-9Support our work with preschool children and their families/caregivers so 61 23 17that children enter school ready to learnProvide core list of web resources to support educators and students 44 36 20Provide training to help us identify and meet educational needs of people in 42 37 22our communitiesProvide services that help us promote digital and print literacy (ex: use 38 39 23computer labs to train patrons, scheduling classes by area)Provide recommended list of core collections on topics related to lifelong 34 39 28learning (job searching, GED, tax info)Have literacy volunteer come to member libraries. Train and support 32 27 42volunteers and promote services centrallyIdentify professional development opportunities to help us keep abreast of 30 33 36library trends, and provide scholarships to make it easier for members to takeadvantage of themProvide a bank of program topics and activities, including online resources 23 47 32Identify and pursue opportunities for system-level partnerships to meet the 21 19 61needs of learners
How else can CCLS support educationalsuccess? Concerns about taking on an educational role (2) After-school programming and other non-academic library programs for students Not in favor of catering to non-English speakers who refuse to learn English
What do we see here? Much higher response to this role
Community Memory and Culture: Ranking 1 2 3 4 5Provide system funding for databases like 37 19 19 10 15Ancestry.com or HeritageQuest and other onlinetoolsSeek grant funding for digitization projects (ex; 23 23 26 18 11local newspapers, cemetery records, local birth anddeath records)Identify and pursue opportunities for system-level 19 14 22 21 24partnerships with local, county, and stateorganizationsHelp members identify and work with others 17 17 14 27 24already involved in local history projectsOffer training for existing databases and free online 12 35 17 18 18resources
How else can CCLS support thepreservation of local memory and culture? Encourage members to publicize their libraries as the ‘go-to’ place for these things Help member libraries catalog their local history collections as well as materials housed in local museums
What do we see here? Less clarity on how to approach this
Five Categories: Ranked in Order ofImportance to Your Library 1 2 3 4 5Meeting modern expectations of our customers 53 20 14 12 2Supporting educational access for students of 22 26 31 14 8all agesPromoting efficient operation 14 31 22 22 11Supporting the economic stability of our 8 14 17 28 33communitiesHelping communities preserve their memory 6 12 17 23 42and culture
What else would you like CCLS to know? These are not mutually exclusive Accept our differences Help us recruit and maintain volunteers so that the librarian can leave the desk responsibilities to others and spend more time planning projects, etc. Appreciation for CCLS staff and for particular services like cooperative purchasing, intralibrary loan, cooperative purchasing, rotating large print collections, processing and cataloging to meet specific needs, website(2)
What do we see here? Modern expectations is the only one that really resonates.
CCLS Mission StatementThe mission of the Chautauqua-Cattaraugus Library System is to foster, strengthen, and improve public library services within its two-county service area.
Vision Elements Action and vibrancy Community focus Patron focus Working together Moving past the bumps
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