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Re:think
Springfield City
Library
A Brighter Future for Springfield Today
Welcome to just a brief summary of the exciting and rewarding project to rethink
Springfield City Library.
We are indebted to many city leaders and residents for their ongoing contributions of
time and knowledge, as well as the Irene E. and George A. Davis Foundation, the
Springfield Library Foundation and the City of Springfield for their generous support
of the project.
We invite you to join us to continue these conversations and to build a stronger library
for Springfield and its residents. Together, we will make a brighter future for
Springfield. Let's start today!
About the Project
• Sustainable funding of library services now and into the future
• Strong community engagement – city
leaders, residents, foundations, businesses
• Out-of-the-box thinking
• Expanded city impact
• Increased efficiency, cost-effectiveness
• Increased organizational flexibility
• Short-term actions to build momentum
Project Goals
About the Project
• Interview community leaders.
• Review and analyze library and community statistics.
• Review library operations.
• Review library budget.
• Align library organization with citywide needs and goals.
• Provide budget scenarios to best allocate library funding.
• Discuss results with city leaders and residents.
• Build a brighter future for Springfield.
Our Actions
About the Project
What is the role of the library and librarians today?
By Looking carefully at the following roles, we can better understand the library’s
current strengths and weaknesses in contributing to quality of life in Springfield.
While libraries of the past focused on books and other library materials, the far-
reaching public library of today offers a wide range of programs, materials and
services.
About the Project
Roles of the Library
About the Project
•Planning and delivering fun, enriching and educational library
programs for all ages and groups. Programs should help build
individual skills and encourage lifelong learning, as well as engaging
residents and communities in important discussions and interactions.
Programs
Roles of the Library
About the Project
•Working together with schools, social service agencies and
community groups to promote library services. To expand the reach
of the library to all residents, with an emphasis on socioeconomically
disadvantaged children and families.
Outreach
Roles of the Library
About the Project
•Helping people to find the information they need to succeed in
school, work and life.
Research Assistance
Roles of the Library
About the Project
•Promoting reading and literacy for residents of all ages through
programs and partnerships.
Literacy
Roles of the Library
About the Project
•Building print and online collections that meet the needs and interests
of Springfield's residents.
Collections
With the help of an outside consultant, we began a total review of the Springfield City
Library, how we compare with other cities and city libraries in the U.S., the differences
among our 17 neighborhoods and 10 neighborhood library locations, and the major
needs and goals in Springfield that should be the foundation for our efforts.
For each neighborhood and for each neighborhood library outlet, we considered:
• Education, income, poverty, access to vehicles, public transportation, etc.
• Library visitors, circulation and program attendance
• Library characteristics such as parking, building costs, ADA accessibility, etc.
Research
Educational Attainment
•H.S. diploma 74%
RANK 143 / 166
•Bachelor’s degree 16.8%
RANK 143 / 166
Income and Poverty
•Median household income
$32,124
RANK 158 / 166
•Poverty 26.3%
RANK 153 / 166
The Library
•City funding per location
$511,000 (2010)
RANK 156 / 166
•Hours per location 20.6
RANK 20 / 21*
Springfield faces difficult challenges
in the areas of education, income
and poverty. The Library and other
City services have very limited
funding to address these issues and
to strengthen Springfield.
What We Learned
Research
Research
Springfield’s17Neighborhoods
and10CurrentLibraryOutlets
Brightwood ~ Central ~ Forest Park ~
Indian Orchard ~ Mason Square ~ Sixteen Acres
A review of the following characteristics places the highest priority on these
neighborhood library locations:
• On-site use as evidenced by library circulation, visitors, program
attendance, reference questions, computer and WiFi use, and use of meeting
spaces.
• Characteristics of library facilities such as building size, building costs, available
program/meeting spaces, ADA accessibility, parking and capital investments.
• City geography, available modes of transportation and proximity to other
library locations.
• Community needs identified by statistics on education, income, employment
and poverty.
Research
Public Safety
After school programs that
provide safe, fun and
educational activities for
kids
Fun family programs that
help neighborhood
residents to come together
City and neighborhood
civic meetings that
increase the awareness of
public safety issues
Citywide Needs and Goals
Research
Education
Early childhood
literacy
After school
programs
Workforce
development: 21st
Century skills
Adult literacy and
lifelong learning
Citywide Needs and Goals
Research
Economic
Vitality
Job seeking
assistance
Workforce
development: 21st
Century skills
Civic engagement:
awareness, particip
ation and pride
Positive Springfield
messages
Citywide Needs and Goals
Research
Healthy
Neighborhoods
Awareness and access to
social services ~ adult
literacy and lifelong
learning
Workforce development:
21st Century skills
Civic engagement:
awareness, participation
and pride
Citywide Needs and Goals
Research
With the information we gathered from city and community leaders, the city’s
strategic plan and the Rebuild Springfield report, it was easy to identify the critical
focus areas for library efforts.
In response, the library will reorganize with five new program teams charged with a
citywide approach to programs and outreach and one additional team charged to
focus on citywide and neighborhood customer experience.
Realignment
•Adult literacy
•Lifelong learning
Adult Literacy and Lifelong Learning
•After school activities
•Digital media creation
•Tutoring
After School
•Building community
•Civic engagement: awareness, participation and pride
•Positive Springfield media
Community and Civic Engagement
•Early childhood/family literacy
•Reading success by 4th grade
Early Literacy
•21st Century skills
•Digital literacy
•Job seeking
Workforce Development
Realignment
• Customer focus
• Consistency and quality
• Working smarter to provide effective services
• Clear, fair and flexible policies
• Empowered, engaged users
Customer Experience
Realignment
Next, the consultant considered library operations based on existing library funding.
In the next section are the consultant’s recommendations on financial sustainability.
Financial
Sustainability
State of the Library
Library Funding
The library department represents less than 1% of the city budget.
In FY 2004, the library department received $3,372,528 in city funds, representing
0.85% of the city’s overall budget of $399 million. In FY 2012, the library department
received $3,555,318 in city funds, representing 0.64% of the city’s overall budget of
$444 million.
Between FY 2004 and FY 2012, the city budget increased by 11% while the library
budget decreased by 15% (inflation adjusted).
Financial
Sustainability
State of the Library
Financial
Sustainability
State of the Library
Library Hours
Between FY 2005 and FY 2012, weekly library hours have decreased by 25% overall. The
Central Library was reduced from 56 to 45 weekly hours, and total branch hours were
reduced from 220 to 162 weekly hours as shown below.
Impacts
• Many residents are unable to visit libraries due to the very limited hours they are
open.
• The library has been turned down for grants due to its limited hours.
• Library users find current hours to be inconsistent and unreliable.
Financial
Sustainability
State of the Library
Financial
Sustainability
State of the Library
Library Staffing
FY 2013 represents an 11% decrease in staffing since FY 2004, a reduction of 8.5 FTE
library staff.
Impacts
• Library staff lacks time to deliver essential programs to residents that impact early
literacy, workforce development and other areas critical to Springfield’s bright
future.
• Library staff lacks time to engage with schools and other partners in the
community in order to reach residents who are socioeconomically disadvantaged.
Financial
Sustainability
State of the Library
Financial
Sustainability
Critical
• Review the balance between library hours and the number of neighborhood
locations.
• Increase time for programs and outreach to meet citywide needs and goals.
• Increase capacity for library development - major donors, business
partners, fundraising events, grants, etc.
Recommendations
Financial
Sustainability
Moderate
• Increase capacity for technology services.
• Move ahead with creative scenarios for reinvented neighborhood locations
including combined neighborhood libraries and “express libraries.”
• Ongoing engagement with city leaders to ensure continued library visibility and
alignment with city needs and goals.
Recommendations
Financial
Sustainability
This is where we are today, and we must decide together how best to act on the
consultant’s findings and recommendations.
Our first response is
• to accept the recommendations for the new teams and to adapt the library’s
organizational structure accordingly to strengthen our positive impacts on
Springfield
• to make the library a more visible partner in citywide efforts.
Moving Ahead
Moving Ahead
Organizational Alignment
Library
Leadership
Administration
Development
Finance and
Operations
Customer
Experience
Borrowers
Services
Collections and
Technical
Services
Information
Technology
Neighborhood
Services
Customer
Experience Team
Programs and
Outreach
Adult Literacy
and Lifelong
Learning
After School
Community and
Civic
Engagement
Early Literacy
Workforce
Development
Our second response:
• Acknowledge the financial and operational realities that are made clear in the
consultant’s findings and the level funding scenario. With input from city
leaders, we have used the data to develop a compromise scenario that reduces the
impact on neighborhood services.
• We do not suggest this new scenario lightly. With it comes an increased financial
commitment, and we are working today with city leaders and with external
funders to close the funding gap to make a stronger library system possible.
• We assure city leaders and residents that extensive research, careful thought and
ongoing professional dedication have guided our endorsement of this
unprecedented new scenario.
Moving Ahead
Neighborhood Services Scenario
Moving Ahead
Brightwood
•Old: 18 weekly hours
•New: 30 weekly hours
Central
•Old: 40 weekly hours
•New: 45 weekly hours
East Forest Park
•Old: 18 weekly hours
•New: 30 weekly hours
•Change: Planning grant –
new facility
East Springfield
•Old: 18 weekly hours
•New: 30 weekly hours
•Change: Planning grant
– combined ES/Lib
Forest Park
•Old: 18 weekly hours
•New: 30 weekly hours
Indian Orchard
•Old: 18 weekly hours
•New: 30 weekly hours
Mason Square
•Old: 18 weekly hours
•New: 30 weekly hours
Liberty
•Change: New Service
Outlet for Seniors
Pine Point
•Change: New
Community Learning
Center
Sixteen Acres
•Old: 18 weekly hours
•New: 30 weekly hours
Throughout this process, we have been energized by the enthusiasm and commitment
of city leaders and residents. We are eager to implement changes and to make visible
progress. Many changes – large and small – are needed as we move ahead, and we
thank you for your support, your patience and your help.
As we implement changes, we will actively seek input and feedback from city
residents on the progress we are making and their satisfaction with library services.
We can work together toward “A Brighter Future for Springfield Today.”
For more information, please contact:
Molly Fogarty
Library Director, Springfield City Library
413.263.6828 x290 | lfogarty@springfieldlibrary.org
Moving Ahead

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Rethink springfield presentation rev

  • 1. Re:think Springfield City Library A Brighter Future for Springfield Today
  • 2. Welcome to just a brief summary of the exciting and rewarding project to rethink Springfield City Library. We are indebted to many city leaders and residents for their ongoing contributions of time and knowledge, as well as the Irene E. and George A. Davis Foundation, the Springfield Library Foundation and the City of Springfield for their generous support of the project. We invite you to join us to continue these conversations and to build a stronger library for Springfield and its residents. Together, we will make a brighter future for Springfield. Let's start today! About the Project
  • 3. • Sustainable funding of library services now and into the future • Strong community engagement – city leaders, residents, foundations, businesses • Out-of-the-box thinking • Expanded city impact • Increased efficiency, cost-effectiveness • Increased organizational flexibility • Short-term actions to build momentum Project Goals About the Project
  • 4. • Interview community leaders. • Review and analyze library and community statistics. • Review library operations. • Review library budget. • Align library organization with citywide needs and goals. • Provide budget scenarios to best allocate library funding. • Discuss results with city leaders and residents. • Build a brighter future for Springfield. Our Actions About the Project
  • 5. What is the role of the library and librarians today? By Looking carefully at the following roles, we can better understand the library’s current strengths and weaknesses in contributing to quality of life in Springfield. While libraries of the past focused on books and other library materials, the far- reaching public library of today offers a wide range of programs, materials and services. About the Project
  • 6. Roles of the Library About the Project •Planning and delivering fun, enriching and educational library programs for all ages and groups. Programs should help build individual skills and encourage lifelong learning, as well as engaging residents and communities in important discussions and interactions. Programs
  • 7. Roles of the Library About the Project •Working together with schools, social service agencies and community groups to promote library services. To expand the reach of the library to all residents, with an emphasis on socioeconomically disadvantaged children and families. Outreach
  • 8. Roles of the Library About the Project •Helping people to find the information they need to succeed in school, work and life. Research Assistance
  • 9. Roles of the Library About the Project •Promoting reading and literacy for residents of all ages through programs and partnerships. Literacy
  • 10. Roles of the Library About the Project •Building print and online collections that meet the needs and interests of Springfield's residents. Collections
  • 11. With the help of an outside consultant, we began a total review of the Springfield City Library, how we compare with other cities and city libraries in the U.S., the differences among our 17 neighborhoods and 10 neighborhood library locations, and the major needs and goals in Springfield that should be the foundation for our efforts. For each neighborhood and for each neighborhood library outlet, we considered: • Education, income, poverty, access to vehicles, public transportation, etc. • Library visitors, circulation and program attendance • Library characteristics such as parking, building costs, ADA accessibility, etc. Research
  • 12. Educational Attainment •H.S. diploma 74% RANK 143 / 166 •Bachelor’s degree 16.8% RANK 143 / 166 Income and Poverty •Median household income $32,124 RANK 158 / 166 •Poverty 26.3% RANK 153 / 166 The Library •City funding per location $511,000 (2010) RANK 156 / 166 •Hours per location 20.6 RANK 20 / 21* Springfield faces difficult challenges in the areas of education, income and poverty. The Library and other City services have very limited funding to address these issues and to strengthen Springfield. What We Learned Research
  • 14. Brightwood ~ Central ~ Forest Park ~ Indian Orchard ~ Mason Square ~ Sixteen Acres A review of the following characteristics places the highest priority on these neighborhood library locations: • On-site use as evidenced by library circulation, visitors, program attendance, reference questions, computer and WiFi use, and use of meeting spaces. • Characteristics of library facilities such as building size, building costs, available program/meeting spaces, ADA accessibility, parking and capital investments. • City geography, available modes of transportation and proximity to other library locations. • Community needs identified by statistics on education, income, employment and poverty. Research
  • 15. Public Safety After school programs that provide safe, fun and educational activities for kids Fun family programs that help neighborhood residents to come together City and neighborhood civic meetings that increase the awareness of public safety issues Citywide Needs and Goals Research
  • 16. Education Early childhood literacy After school programs Workforce development: 21st Century skills Adult literacy and lifelong learning Citywide Needs and Goals Research
  • 17. Economic Vitality Job seeking assistance Workforce development: 21st Century skills Civic engagement: awareness, particip ation and pride Positive Springfield messages Citywide Needs and Goals Research
  • 18. Healthy Neighborhoods Awareness and access to social services ~ adult literacy and lifelong learning Workforce development: 21st Century skills Civic engagement: awareness, participation and pride Citywide Needs and Goals Research
  • 19. With the information we gathered from city and community leaders, the city’s strategic plan and the Rebuild Springfield report, it was easy to identify the critical focus areas for library efforts. In response, the library will reorganize with five new program teams charged with a citywide approach to programs and outreach and one additional team charged to focus on citywide and neighborhood customer experience. Realignment
  • 20. •Adult literacy •Lifelong learning Adult Literacy and Lifelong Learning •After school activities •Digital media creation •Tutoring After School •Building community •Civic engagement: awareness, participation and pride •Positive Springfield media Community and Civic Engagement •Early childhood/family literacy •Reading success by 4th grade Early Literacy •21st Century skills •Digital literacy •Job seeking Workforce Development Realignment
  • 21. • Customer focus • Consistency and quality • Working smarter to provide effective services • Clear, fair and flexible policies • Empowered, engaged users Customer Experience Realignment
  • 22. Next, the consultant considered library operations based on existing library funding. In the next section are the consultant’s recommendations on financial sustainability. Financial Sustainability
  • 23. State of the Library Library Funding The library department represents less than 1% of the city budget. In FY 2004, the library department received $3,372,528 in city funds, representing 0.85% of the city’s overall budget of $399 million. In FY 2012, the library department received $3,555,318 in city funds, representing 0.64% of the city’s overall budget of $444 million. Between FY 2004 and FY 2012, the city budget increased by 11% while the library budget decreased by 15% (inflation adjusted). Financial Sustainability
  • 24. State of the Library Financial Sustainability
  • 25. State of the Library Library Hours Between FY 2005 and FY 2012, weekly library hours have decreased by 25% overall. The Central Library was reduced from 56 to 45 weekly hours, and total branch hours were reduced from 220 to 162 weekly hours as shown below. Impacts • Many residents are unable to visit libraries due to the very limited hours they are open. • The library has been turned down for grants due to its limited hours. • Library users find current hours to be inconsistent and unreliable. Financial Sustainability
  • 26. State of the Library Financial Sustainability
  • 27. State of the Library Library Staffing FY 2013 represents an 11% decrease in staffing since FY 2004, a reduction of 8.5 FTE library staff. Impacts • Library staff lacks time to deliver essential programs to residents that impact early literacy, workforce development and other areas critical to Springfield’s bright future. • Library staff lacks time to engage with schools and other partners in the community in order to reach residents who are socioeconomically disadvantaged. Financial Sustainability
  • 28. State of the Library Financial Sustainability
  • 29. Critical • Review the balance between library hours and the number of neighborhood locations. • Increase time for programs and outreach to meet citywide needs and goals. • Increase capacity for library development - major donors, business partners, fundraising events, grants, etc. Recommendations Financial Sustainability
  • 30. Moderate • Increase capacity for technology services. • Move ahead with creative scenarios for reinvented neighborhood locations including combined neighborhood libraries and “express libraries.” • Ongoing engagement with city leaders to ensure continued library visibility and alignment with city needs and goals. Recommendations Financial Sustainability
  • 31. This is where we are today, and we must decide together how best to act on the consultant’s findings and recommendations. Our first response is • to accept the recommendations for the new teams and to adapt the library’s organizational structure accordingly to strengthen our positive impacts on Springfield • to make the library a more visible partner in citywide efforts. Moving Ahead
  • 32. Moving Ahead Organizational Alignment Library Leadership Administration Development Finance and Operations Customer Experience Borrowers Services Collections and Technical Services Information Technology Neighborhood Services Customer Experience Team Programs and Outreach Adult Literacy and Lifelong Learning After School Community and Civic Engagement Early Literacy Workforce Development
  • 33. Our second response: • Acknowledge the financial and operational realities that are made clear in the consultant’s findings and the level funding scenario. With input from city leaders, we have used the data to develop a compromise scenario that reduces the impact on neighborhood services. • We do not suggest this new scenario lightly. With it comes an increased financial commitment, and we are working today with city leaders and with external funders to close the funding gap to make a stronger library system possible. • We assure city leaders and residents that extensive research, careful thought and ongoing professional dedication have guided our endorsement of this unprecedented new scenario. Moving Ahead
  • 34. Neighborhood Services Scenario Moving Ahead Brightwood •Old: 18 weekly hours •New: 30 weekly hours Central •Old: 40 weekly hours •New: 45 weekly hours East Forest Park •Old: 18 weekly hours •New: 30 weekly hours •Change: Planning grant – new facility East Springfield •Old: 18 weekly hours •New: 30 weekly hours •Change: Planning grant – combined ES/Lib Forest Park •Old: 18 weekly hours •New: 30 weekly hours Indian Orchard •Old: 18 weekly hours •New: 30 weekly hours Mason Square •Old: 18 weekly hours •New: 30 weekly hours Liberty •Change: New Service Outlet for Seniors Pine Point •Change: New Community Learning Center Sixteen Acres •Old: 18 weekly hours •New: 30 weekly hours
  • 35. Throughout this process, we have been energized by the enthusiasm and commitment of city leaders and residents. We are eager to implement changes and to make visible progress. Many changes – large and small – are needed as we move ahead, and we thank you for your support, your patience and your help. As we implement changes, we will actively seek input and feedback from city residents on the progress we are making and their satisfaction with library services. We can work together toward “A Brighter Future for Springfield Today.” For more information, please contact: Molly Fogarty Library Director, Springfield City Library 413.263.6828 x290 | lfogarty@springfieldlibrary.org Moving Ahead

Editor's Notes

  1. Community
  2. Branch hours data are not reported nationally in a way that met our study’s needs. Therefore, we manually tallied library hours for the 21 New England libraries that are among the 166 national peers.
  3. Springfield’s 17 neighborhoods and 10 library locations – put a heading on this page. Add symbol.
  4. Community
  5. Clearer relationships
  6. Civic pride
  7. The compromise scenario is based upon a level service funded budget plus additional funding. It also results in a net gain of 42 weekly hours system wide.