The document summarizes the history and current state of the Jacksonville Public Library system in Florida. It describes how a sales tax increase in 2001 funded the construction of new libraries through the Better Jacksonville Plan, but that funding has since been reduced. A capacity planning process in 2010-2011 made recommendations to stabilize funding, maintain buildings, remedy inequities, and ensure flexibility. The plan discussed strategies like strengthening digital services, balancing individual and community roles, and adapting staff competencies for the future.

2. • In 2001 Duval County voters agreed to tax themselves with an
addition to the sales tax to fund the Better Jacksonville Plan (BJP)
projected to cost over $2 billion.
• The Plan included the construction of 7 new libraries, including a
new 300,000 SF Main Library, the expansion of 2 existing libraries
and some improvements to all but one of the remaining branches.
• New libraries opened in 2004 & 2005; Jacksonville now has 21 libraries.
BACK TO THE FUTURE
THE BETTER JACKSONVILLE PLAN

3. • People loved their new libraries –
and used them – circ up; gate count up;
computer/website usage up;
meeting room use up and more.
• After rolling back the millage rate
for many years however, the city found
that funding operations in its
new libraries had become problematic
(before some were even open)
• Result – FY 2005 was a high point
with 6 of the 7 new libraries opening.
But with the FY 2006 budget and
every budget since, library funding
has been reduced. We face a
$3.5M cut for FY 2012 (October 1).
GOOD NEWS – BAD NEWS

4. • Staffing:
FY 2005 – 548 FTE;
FY 2011 447 FTE;
FY 2012 (proposed) 393 FTE.
Decrease of 28%.
• Materials budget down by 41% -
FY 05-12
• Activity measures (2005-10)
– Website use up 74%
– Gate count up 34%
– Circulation up 48%
GOOD NEWS – BAD NEWS

5. • No end in sight to budget reductions
• No opportunity to plan even for
short term
• Changing environment in which
the library operates – impact of
electronic information delivery
• Library Board approves an RFP
to hire a consultant team to create
a “capacity plan” – a strategic plan
focused on the capacity of the
city/library to provide quality
library services into the future.
HOW TO RESPOND?
THE JPL CAPACITY PLAN

6. • Spring 2010 selected
Godfrey’s Associates consultants:
– Team comprised of
library consultants, architect,
engineers, IT expert,
Buxton Inc. a market
segmentation/analysis company,
local PR consultant.
Report issued in May 2011.
Capacity Plan Final Report
JPL CAPACITY PLAN

7. JPL CAPACITY PLAN
BY THE NUMBERS
Nov. 12, 2009 Board of Library Trustees voted unanimously to authorize
hiring a consultant to develop a capacity plan
July 19, 2010 JPL entered into contract with Godfrey’s Associates Inc.
May 16, 2011 Final plan received
174 - Online comments from the public providing input on developing the plan
181 - Jacksonville residents attending 8 community meetings
21 - Community leaders interviewed by the consultants
209 - Staff members providing input into the plan
37 - Capacity Plan Staff Team meetings
12 - Ad hoc Capacity Planning Committee meetings
15 - Board of Library Trustee meetings during which the Capacity Plan was discussed
744 - Pages in the final report
26 - Total recommendations from Godfrey’s Associates Inc.
$182,484.88 - Total Cost of the Capacity Plan

8. 1. STRENGTHEN INFORMATION DELIVERY.
2. MAINTAIN BUILDINGS ADEQUATELY.
3. REMEDY INEQUITIES IN LIBRARY SERVICE.
4. STABILIZE FUNDING.
5. ENSURE FLEXIBILITY IN STAFFING.
Board Recommendations Report
LIBRARY BOARD RECOMMENDATIONS
TO MAYOR AND CITY COUNCIL

9. • Historic meeting –
all 5 existing library
Friends groups held
a joint meeting
• Advocacy network -
www.savejaxlibraries.com
NEXT STEPS

10. • Meetings with city council members
about the Capacity Plan
• Transition to a new mayor and a
$60M shortfall in the FY 2012 budget
has generated difficulties in getting
traction for change in the longer term.
Everyone looking for short term fixes –
cut hours and staff rather than close
libraries or change service delivery or
financing model.
• Capacity Plan and the response to date
has made it clear we need to embrace –
“confront” a more radical service and
financing model in the future – some of
the change is evident in the plan.
NEXT STEPS

11. • Spring 2011 ALA Office for Information
Technology Policy issued:
Confronting the Future: Strategic Visions
for the 21st
Century. http://www.ala.org.oitp
• Challenges public libraries face – looking
out at the world: Advances in digital media
and technologies; heightened competition;
demographic changes; financial constraints.
• Role of public libraries and their advantages:
collect, circulate, catalogue, inform,
readers advisory, computer access,
services to all ages including special need
customers, exhibits and programs,
reading space/quiet space, meeting spaces
and service as a community center,
services are traditionally free.
CONFRONTING THE FUTURE

12. • The library brand is still books –
75% think so.
• Most trusted source for information –
22% search engine; 1% librarian.
• Appreciate librarians when they use
libraries – 83% - but the belief that
librarians add value to a search
process has not transferred to the
online library.
• Value of libraries to individuals and
even more to their communities has
increased – books, videos, music,
literacy instruction, free Internet access.
OCLC Perceptions of Libraries 2010: Context and Community. OCLC 2011.
HOW WE ARE VIEWED

13. “The choices described in this policy brief respond
to the possible outcomes of the economic, social, and
technological forces and trends that will affect libraries.
Yet they all assume that public libraries will continue to exist.
Unfortunately, it is not impossible to imagine a future without
libraries. If that is to be avoided …
They must play an active role in shaping their future.”
ALA OITP Confronting the Future. June 2011.

14. • OITP brief proposes four service
“dimensions” for public library
consideration:
• Dimension 1:
Physical to Virtual Libraries.
• Dimension 2:
Individual to Community Libraries.
• Dimension 3:
Collection to Creation Libraries
• Dimension 4:
Portal to Archive Libraries
MANAGING THE FUTURE

15. • Today and at one end of the dimension:
physical library with both actual and
virtual media (on site or off site)
• At the other end of the dimension: an all virtual
library – media, reference services, programming.
Re-think how library contacts customers; provides
access to a totally virtual collection. Website takes
place of building for virtual collection. Individual
libraries likely to morph into library collaboratives
more like Amazon. Send physical items to
customers from storage facilities.
• Where along this dimension do you plan to move?
What are the advantages/disadvantages?
Could libraries compete with vendors (Amazon,
Netflix, iTunes) who supply the same collections?
ONE:
PHYSICAL TO VIRTUAL

16. • What is your library’s point of focus?
The individual or the community?
• Individual service includes one-on-one
reference services; reader’s advisory for
the individual; physical layout to
accommodate individual use of resources.
• Community focus: “the library that responds
to advances in technologies and media by
focusing on the needs … of the local
community instead of competing with
commercial media delivery services.
The physical library becomes a center
for a wide range of community activities.”
TWO:
INDIVIDUAL TO COMMUNITY

17. • Collections are a very high priority;
provide actual or virtual collections
to serve as information sources,
for reading etc.
• Creation: Priority is placed on helping
community to create its own collection
using new technologies with equipment
and software provided by the library.
Does not mean the existing collections
go away but are built on and
strengthened.
THREE:
COLLECTION TO CREATION

18. • This dimension is built around the issue of
“ownership” – collection/information services
are accessed through a library portal but
not owned by the library. May be a physical
or virtual library but the library has no
collection of its own. Likely that such a
“library” would be in non-traditional locations
with librarians playing a critical role
locating/pointing to/advising on
information for customers.
• Archive library would focus on unique
materials of local interest –
“an enduring storehouse of local
knowledge and information.”
FOUR:
PORTAL TO ARCHIVE

19. • Librarian competencies:
“Future librarians will become
digital media mentors…”
Librarians needed for archiving,
organizing, preservation as well as
digital media mentors.
• Collaboration and Consolidation:
virtual collections can be shared
across libraries/communities.
• Digital collections
• Personalization of service
and social networking
• Advantage of free services
COMMONALITIES
ACROSS DIMENSIONS

20. • Immediate future: continuing uncertainty and budget cuts.
Stabilize Funding has become a higher priority.
• Digital future: Strengthen Information Delivery –
manage our own IT platform and determine service priorities if we are
to consider a virtual library and digital services.
• Library as “the community center.”
Strike a balance between a library which serves individuals and the community.
Maintain Buildings Adequately Improve maintenance and physical condition of
existing libraries. Remedy Inequities in Library Service Provide libraries
which can meet demands of both individuals and the community.
• Ensure Flexibility in Staffing Staff competencies –
library staff must become “digital media mentors.”
STRATEGIC IMPERATIVES:
JPL CAPACITY PLAN

21. • Focused tracking of external trends and forces.
• Keep community informed and involved.
• Identify and test assumptions being made.
• Set a strategic course.
• Monitor and evaluate – Monitor and evaluate.
• Focus on outcomes and stick to the course.
(Don’t be distracted by a $3.5M budget cut.)
Your customers will stick with you if they
understand the direction you are taking.
ADD TO OUR
CAPACITY PLAN “MIX”