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Home > The Library > Strategic Plan

 

Seekonk Public Library

 

A STRATEGIC PLAN
FOR THE TWENTY-FIRST CENTURY

NOVEMBER 1996/UPDATED APRIL 2002

 

 

FORWARD

 

After defining the mission of the Library, and articulating the vision of what the Library can become, this strategic plan has been developed by the Trustees and staff of the Seekonk Public Library to define objectives and goals in working towards that vision, and to provide a framework for action plans to attain those objectives.  It is a plan that will serve as a guide as we go into the twenty-first century.  It is not complete and never will be.  It must be constantly monitored and modified to reflect changing conditions.  We eagerly look forward to meeting the challenges and seizing the opportunities of the information age in which we are immersed.  This document will help us focus our energies and resources on projects and activities that will advance us towards our vision of what the Seekonk Public Library can become.

Mission Statement

The Mission of the Seekonk Public Library is to serve the information needs of the people of Seekonk in an environment that provides a cultural and civic center for the community.

Vision Statement

The goal of the Seekonk Public Library is to be the model for excellence in public libraries by exceeding the expectations of our customers for making knowledge available, by providing a desirable and challenging place to work for our staff, by making the most effective use of public and private resources and by serving as a sanctuary of ideas for the community.

 

Community Profile

 

The Seekonk Public Library serves primarily the Town of Seekonk.  Seekonk is a suburban community with an estimated population of 13,425 in 2000, up from 13,304 in 1995.  It is close to Providence, Rhode Island, and is part of the Providence Standard Metropolitan Statistical Area.  The population of the Town is growing very slowly, and that slow growth is expected to continue for the foreseeable future, as much of the prime land has been developed.  It is a homogeneous community, with 97% of the population Caucasian, 1% Asian, 0.5% Black, 0.7% Hispanic, 0.2% American Indian, and 0.5% Other.  The population has been aging, with the median age increasing from 29.6 years in 1970 to 39.7 years in 2000.  During this same period, the number of pre-school and school-age children fell from 38.1% of the population to 25.3%, the number of seniors 65 years and older rose from 8.2% of the population to 13.5%, while adult population increased from 53.6% to 61.2% of the population.

In 2000, nearly 83% of the adult population were high school graduates, compared to the Massachusetts average of 85%.  Nearly 26% had completed four years or more of college compared to the state average of 33%.  In 2000, 90% of Seekonk High School graduates went on to college, compared to the state average of 75%.

The Town is prosperous, with a median household income of $56,364 in 1999, about 12% higher than the Massachusetts state average. The per capita income, at $24,058 was slightly lower than the state average of $25,952. 

The Seekonk Public Library was established in 1899.  The Library is a member of the Southeast Area Integrated Library System (SAILS), a consortium of over 50 libraries in southeast Massachusetts which have combined their collections to allow customers direct access to the combined catalogs.  The present library building was opened in 1981.  Usage of the library has nearly quadrupled since then.  Seekonk residents make heavy use of their library, with 66.4% holding library cards and using them frequently.  The prosperous and well-educated population makes an excellent base for a community library.

The Library, along with other Town Departments, suffered cutbacks in budget and services in the early 1990’s due to the impact to revenue restrictions attributed to Proposition 2 ½, and is only now beginning to restore service to its previous levels.  The fiscal 2002 budget of $596,711 represents 2% of the Town budget.

 

KEY ISSUES

 

The following key issues are common to all of the four goals listed in the Vision Statement.

STAFF:           One of the key issues is selecting and training staff members.  As technology changes and customers expect and require more assistance in using this technology, training is a major need for our library staff.  New skills and new insights are needed to make the best and most effective use of all the possibilities that technology is offering.  We need to review and update job descriptions continuously, plan for and provide pertinent training opportunities for all our staff, and treat our staff fairly and respectfully.  Above all, we should challenge and motivate the staff to grow intellectually and professionally.

TECHNOLOGY:       We are in the midst of an information revolution.  Technology is changing very rapidly and having a major impact on library operations.  More and more, information is being “digitized.”  CD’s, videodiscs, personal computers, telecommunications systems, are all based on digital formats.  Even print books and magazines are prepared and printed from digital databases.  Technology has already affected our operations.  Our card catalog has been transformed to a digital database, combined with the collections of other libraries in the SAILS system, and very recently, made available to customers from their homes.  The reference operation has changed drastically as enormous numbers of digital databases have become available for instantaneous access through the use of personal computers.  In order to be successful in the future, we must adopt and adapt to changing information technology.

FACILITIES: Our building was designed in the mid-seventies.  After fifteen years of ever increasing use by the residents of Seekonk, it is bulging at the seams.  Although we have recently completed a retrofit to make more efficient use of the space, it is still inadequate.  More space is required for the Children’s Room, for adult books, for electronic media, for meeting rooms, for public electronic workstations and for administrative space.  In addition, we must evaluate the need for satellite or remote facilities and for direct electronic access to our collection.

FUNDING:    The fourth key issue identified in this plan involves funding for library operations. We are still in the process of restoring services that were reduced in 1990, when the financial restrictions of Proposition 2 ½ caused Town budgets to be curtailed.  Although the Town has supported the Library as best it could, we need to explore more ways to fund and expand our operations.  In additional to Town funds, gifts and bequests are received through the Friends of the Seekonk Public Library and the Seekonk Library Trust.  Fundraisers are sponsored by the Friends.  A small trust fund, the Smart Memorial Trust, provides some funds.  State Aid to Libraries and state and federal grants round out the funding sources for the Library.  As new growth slows in Seekonk and as Proposition 2 ½ limits tax rates, it is likely that increases in Town funding of our budget will be limited.  Thus, it will be crucial to explore new sources of funding in order to improve our services. 

 

GOALS

 

It is significant to affirm the importance of the Library to our community.  While the goals and objectives of this plan outline what needs to be done, they are only worthwhile if we understand the Library’s underlying raison d’être.  It must nurture and preserve an environment that is conducive to promoting freedom of expression.  Our values are stated and restated and we respect all.  We preserve our culture while allowing exposure to the world’s cultures.  The Library affords us the means of connecting ourselves to the past, the present and the future.  This sanctuary of ideas is priceless. 

In our vision statement, we identified four equally important and interdependent major goals we need to pursue to achieve our vision of the Seekonk Public Library as a model of excellence in public libraries.  They are: 

 

EXCEED EXPECTATIONS OF OUR CUSTOMERS

Key Objectives:

  1. Determine who our customers are and know what they want and expect.  Survey our customers at regular intervals and solicit staff input on customer needs, requests, complaints, and compliments and use this information to develop action plans to improve customer service.
  2. Be up-to-date on technology and information availability.  Develop action plans to identify and monitor new developments and implement those that will improve customer service.
  3. Reach out to new customer groups who may not be library users now.  As new technologies and new media become available, groups of non-users may be attracted to them.  Develop action plans to identify these groups and inform them of the availability of these media and technologies.
  4. Make the library easier to use.  Longer and more convenient hours, twenty-four hour availability of some services through dial-in access, remote or satellite locations, special services for shut ins, and improved and expanded facilities are some possibilities for easier and more convenient use.

PROVIDE A DESIRABLE AND CHALLENGING PLACE TO WORK

Key Objectives:

  1. Maintain a professional, well-trained and highly motivated staff.  Selecting professionally competent staff is only the beginning.  With the rapid changes in knowledge and technology occurring today, it is necessary to ensure that all staff members are offered frequent training and cross training opportunities to maintain technical and professional competence.  Develop action plans to ensure that relevant training opportunities are available to all staff members.
  2. Provide adequate and up-to-date equipment and facilities for the staff, and ensure that they are proficient in its use.  Develop action plans to monitor equipment and facilities needs, obtain staff input, and implement where required.
  3. Develop action plans to provide for staff input on library operations and implement suggestions where appropriate.
  4. Treat staff fairly and professionally.  Prepare or revise job descriptions to reflect current job responsibilities and provide to Town Personnel Board for evaluation when necessary.  Prepare an annual evaluation of employee performance and provide individual feedback to each employee.  Encourage personal growth through training.  Encourage staff input on all facets of library operations and provide feedback on suggestions.  Encourage staff to expand the scope of their jobs.

MAKE THE MOST AND EFFICIENT USE OF PUBLIC AND PRIVATE RESOURCES

Key Objectives:

  1. Procure adequate funding to meet the needs of library operations.  Prepare well-documented and supported budget requests for Town funding.  Encourage gifts and bequests to build an endowment through the Seekonk Library Trust for long term stability.  Explore availability of funds from state, federal or private grants for special projects, such as a building addition.  Support the Friends fundraising efforts for special projects.  Encourage local business and organizations to adopt the Library for projects.  Evaluate the possibilities of fees for special programs or services.
  2. Use volunteers wherever possible to provide support services.  The Seekonk Public Library has been fortunate to have the services of many volunteers.  We need to identify additional areas where volunteers can be used, solicit them, train them, and support them. 
  3. Explore resource sharing among other town organizations, other libraries, and other organizations.  Sharing resources with the School Department, as an example, might lead to more efficient use of resources of both organizations.  Develop action plans to identify resource sharing opportunities and work to achieve them.

 

SERVE AS A SANCTUARY OF IDEAS FOR THE COMMUNITY

Key Objectives:

  1. Ensure equal access for all citizens to information and databases.  Develop action plans to provide exposure and training for customers to use new technologies.  Consider outreach programs to reach new and non-library users, including use of the library cable channel.
  2. Provide sponsorship of community activities, events and programs of an educational or cultural nature.  Provide opportunities for discussion and debate of controversial subjects.
  3. Provide community meeting places to serve all community groups.  Ensure that all meetings are open and available to the public.
  4. Review and develop professional selection and operational policies.  Selections of materials and media should be responsive to customers’ requests, represent diverse interest and experiences, and respect freedom of expression for unpopular or unfashionable ideas.  Develop standards and policy regulating public computer access to material.

ADDENDUM

 

TECHNOLOGY AND THE PUBLIC LIBRARY

BACKGROUND

The following statements applied to public libraries from their inception to the recent past and formed the foundation of their operations.

Printing is a relatively expensive manufacturing process.  Much of the cost of this process lies in the non-recurring category of design and set-up.  This causes low volume production items, reference books for example, to be much more expensive than high volume items such as weekly news magazines.  This is what drove the character of our present public libraries.  Their purpose of providing access to information held in relatively expensive media was well accepted by customers, and they have enjoyed reasonable support.  Advancing information technology is conspiring to erode these premises that formed a substantial portion of support for public libraries.  The mix of media used to archive and transfer information is changing rapidly.  The tools used to access the information are changing with the media.  Direct availability of information to customers is increasing.  Since the main function of the public library is to provide access to information as it exists in various media, we should expect these technology changes to affect most of the present aspects of the library’s existence as well as create new ones.  The public library of the future will have the same responsibilities as at present; to provide access to the media, to educate customers in the use of the access system, to guide customers in their search for information and to assist customers in selecting information that has reasonable integrity.  The way these responsibilities are fulfilled will be driven by new information technology and how the library reacts and adapts to the changes in them.

Most of the changes driving the so-called “Information Age” have to do with digital data.  It is the language of computers, mainframes and PCs alike.  It is also the language of CDs, videodiscs, PCs, wireless telephones and long distance telecommunications systems.  The point is, the information which was formerly collected by, archived in, and distributed by libraries in print media form is becoming largely available as digital data.  Does this mean that print media will disappear?  No!  Does it mean that libraries will see changes in their operations?  Absolutely!  We have already seen and reacted to some of these technology drivers.  We will certainly feel the effects of accelerating information technology.  Our reaction will determine our presence among the survivors in the coming information explosion.

One of the recent changes in library operations, replacement of the venerable card catalog with a terminal accessed database, is the enabling technology that makes regionalization work.  The regions’ collections are now available to all users.  Customers can place holds directly, reducing the burden on the circulation staff.  Access to this database has been made available, through INTERNET connection, to customers on a twenty-four hour seven day a week basis.

Access to on-line databases has been greatly expanded through the education and equipment provided through the Public Library Users Group (PLUG) grant.  Customers know more about the availability of on-line information and are accessing it directly, where access would previously have been through the reference librarian.  Reference material is becoming more available in CD and other electronic formats, as well as on-line.

Access to information in video format is increasing.  The large meeting room can be used to display video data in both stored and on-line formats.  Video data is also routinely transmitted from the library.  The ability to do video conferencing is not far in the future.  Although the video is presently in an analog format, digital transmission is coming.

Thus, digital data and its handling equipment have already had a profound effect on the operation of the Seekonk Library.

 

ISSUES

The latest buzzwords from this phenomenon are all around us.  Information Highway-already passé.  On-line - an accepted and understood description of data access.  World Wide Web – less than two years ago barely known by the most sophisticated “techies” and now almost every television, magazine or newspaper carries a WWW address (e.g. http//www.kellog.com/).  Things are moving fast.  Our customers will be demanding new services.  We should anticipate their needs.  We must be pro-active rather than re-active.

It is hard to know where digital technology will go next.  It is not hard to extrapolate some of the changes we have already experienced to determine areas of our operations that will be affected.

 

Personnel

The duties and responsibilities are already shifting to accommodate the new mix of information media.  The circulation staff is now providing computer security services to prevent virus infections of our public computers.  They sell disks to customers and store them for future use.  Circulation and reference staffs are being asked more and more questions regarding the equipment as well as the data it accesses, and this will increase.  There are certainly some jobs not done today that will be required in the future, such as customized data gathering.  The sheer volume of information becoming available points to new functions that might be performed.  Data consolidation and organization are examples.  The workforce must remain flexible to survive the pressures of change.

 

Facilities

The shifting mix of information media has already caused changes in our building.  The large meeting room now has a considerable electronic display/telecommunications capability.  Life-long learning, distance learning and teleconferencing capabilities may force expansion or duplication of this part of the facility.  The PLUG grant doubled the number of computers available to customers and greatly increased on-line capability.  There is already pressure to further increase this facet of the facility.  The shifting nature of information will surely cause the mix of space utilization to change.  In the future, proportionately more space will be required for electronic display equipment compared to print media.  There may be pressure for remote facilities, such as terminals in other Town buildings.  Our next building expansion will need to incorporate these factors.

 

Budgeting

The shifting nature of the services provided will necessarily be reflected in the budget.  At the very least, funding for electronic media will increase.  The increased use of all library services thus generated will put increasing strain on the library budget.

 

New Initiatives

The ease of publishing digital data has created a new responsibility at all government levels.  Federal, state and local government units the world over are increasingly making information regarding themselves available on-line.  While this is not generally mandated by regulation, it is mandated by the marketplace.  Much of the public information the Town maintains would be more useful to the citizenry if it were accessible on-line.  Tax data, zoning and planning information and Town demographic data should all be available.  There are some local historical works that can and should be published.  Our artifacts collection is likely of interest to many both in Seekonk and the outside world.  Our early local history is of interest since our locality is in the founding area of the country.  It is in the Town’s interest to ensure information regarding itself is accurate and complete.  This is an information function, and the Seekonk Public Library is a logical place to focus this function since it is already in the information business.

 

MAKING THE LIBRARY A DESIRABLE AND CHALLENGING PLACE TO WORK

BACKGROUND

The Seekonk Public Library should encourage intellectual growth through training and educational programs for the entire staff.  The challenge of maintaining professional pace in a modern and inviting building, and the corresponding opportunity to maintain professional growth through training should excite the staff and instill pride in the library as well as in their own accomplishments.  The opportunity to influence the nature of the workplace through staff participation in identifying needs, and subsequent training to help meet these needs, is important in stimulating their interest and desire to participate.  

 

ISSUES

The staff participates in the operation of the library at its interface with the customer.  To the customer, the staff is the library.  This provides them with a unique perspective.  They are able to directly observe the results of operational changes and customers’ perception of them.  They are also in a position to influence the customers’ acceptance or rejection of changes.  An understanding of the strategic objectives of the library can go a long way towards softening customers’ negative reaction to necessary operational changes.  Analysis of the information flow from library operations can indicate trends.  The data by themselves can sometimes be misleading.  Often cause and effect get confused.  Direct contact with the customer often provides insight that the raw data cannot.  The staff is the provider of this insight.  The staff needs to have strong input to the strategic issues that will shape our future library.  Some of these issues are enumerated below:

*          Direction in media collection

*          Reference collection

*          Space usage mix

*          Training

 

SOME PARTING THOUGHTS

Making the library a challenging and desirable place to work and maintaining high professional standards in the staff are interrelated.  The twin opportunities of the staff to affect the workplace directly and to obtain training for professional growth are major factors in maintaining the character of our library.  There is an additional synergistic benefit to efforts in this area.  The staff that feels it is challenged and working in a desirable and state of the art library will communicate enthusiasm to customers.  The customers in turn will perceive that they are, indeed, getting the service they are paying for and expect.  This leads to smooth operations and a continued level of community support for the Library.

 

SANCTUARY OF IDEAS AND SOURCE OF INFORMATION ACCESS

 

SUBCOMMITTEE

ISSUES AND ACTIVITIES IDENTIFIED:

-  Age appropriate usage

 

EFFICIENT USE OF RESOURCES SUBCOMMITTEE

ISSUES AND ACTIVITIES IDENTIFIED

 

BUILDING
-           Use
-           Adequacy
-           Size
-           Flexibility     

COLLECTION
-           Selection
-           Type

BUILDING
-           TV/Cable

 

EFFICIENT USE OF RESOURCES SUBCOMMITTEE

FURTHER ISSUES UNDER “PEOPLE”

 

EFFICIENT USE OF RESOURCES SUBCOMMITTEE

FURTHER ISSUES UNDER “FUNDS”

-Public
-Town Budget
-limited resources
-compete with other needs
-requires good information well presented to develop
public support for the library budget.
-Regional/Commonwealth
-requirements for state aid (hours open, materials budget,
budget growth)
-grants for projects, programs or construction
-availability/dependability
-Federal
-grants/construction grants

-Private
-gifts/bequests (requires a receiving vehicle, e.g. Seekonk Library Trust,
Friends of the Seekonk Public Library)
-Friends of the Seekonk Public Library – fundraisers, events, dues, etc.
-organizations e.g. commercial, such as local businesses, and private
groups and organizations such as the Lions or the Seekonk Land Trust

-Trust Funds
-public – Smart Trust
-private – Seekonk Library Trust; Conservation Trust

-Other
-gifts in kind, such as books, periodical subscriptions, equipment
-time – volunteers

-Allocation
-operations
-capital items
-other such as cultural programs, grounds and gardens, fundraising

-Flexibility
-respond to changing needs
-respect wishes of donors

-Accountability
-to public
-to customers
-to employees
-to providers

-Uses
-house books/tapes/videos/?
-meeting place
-information center/computer center
-television/cable center
-cultural center
-sanctuary/quiet haven
-children’s family center
-study and work center

-Adequacy
-size
-flexibility
-uses
-maintenance/comfort
-updating

-Size
-more meeting rooms and meeting space
-quiet study/work space
-privacy for computer stations
-larger children’s space
-administration/work areas
-special collections space
-antique book collection
-conservation collection
-family parenting center
-large print books
-Reed artifacts collection
-videos/talking books/CD’s collections
-shelving that is user friendly and will contain our book collection
-art space
-performance space

-Flexibility
-accommodate changing needs/technology
-more electronics, LAN

-Other
-access electronically from home
-branches, remote locations
-television 2-way communications center
-lifelong learning – adult education center
-day care center/senior citizen center
-café

-Selection
-community interests/customer input
-historical town records
-policy – reviews
-type (media such as printed books, magazines and newspapers, videos,
CDs, audiotapes, films, software)
-specialization (e.g. cooking; academic discipline such as history, etc.)
-sharing resources (SAILS; school libraries)
-diversity (children, youths, adults, seniors)

-Display
-open shelves vs. closed
-ease of access (shelf height, lighting, aisle width, signs)
-special displays (new books, subject displays)
-art/music/video displays
-display case
-outside displays such as “what’s new in the library,” posters in
local businesses, etc.

-Circulation
-specific needs – shut-ins, disabled patrons
-outreach – branches, bookmobile, kiosks

-Cable TV channel 7
-library programs (local and outside)
-cultural programs
-program availability
-staffing
-equipment

-Computer
-remote access
-adequacy/availability
-LAN/WAN

-Telecommunications
-Fax, data; voice; video (2-way); E-mail; voicemail

-Other Town departments/organizations
-Schools
-reading lists/homework assistance
-shared resources
-tours/training
-Boards and Commissions
-share resources
-deposit materials and reports (e.g. planning, zoning and
conservation maps; reports, minutes, etc.)
-State/Federal
-grants
-materials
-equipment
-ideas
-Local business
-donations of money, materials, time
-joint programs
-advertising
-space for branches, kiosks
-Social/Fraternal
-programs
-people (volunteers for programs)
-donations/gifts
-support for library
-Residents/customers
-volunteers
-gifts/donations
-ideas
-business (circulation, use of facility)
-support for library
-Other
-nursery schools
-programs
-tours

 

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