What Happened?
The Rochester Public Library’s 10 community branches are launching a planning process to determine what major moves should be considered to ensure the organization is able to meet public needs while making the best use of available resources. The Center for Governmental Research conducted a study of the region’s current library performance to help decision makers understand areas of improvement more clearly.
The Goal
Because methods and technologies used for learning and literacy are quickly evolving away from physical books alone, libraries nationwide are undergoing significant change to stay relevant in the academic fields and service communities more effectively. Budget cuts and demands for digital investments are placing greater emphasis on consolidation strategies and other transformations to increase efficiency and innovation.
Rochester’s Findings
According to CGR’s study, the Rochester Public Library system is able to meet the community’s demands quite well. However, some changes should be made in response to steadily declining circulation numbers and ever-rising counts in internet usage. Just 38 percent of residents in the county checked out a library resource in 2012, indicating many community members may be unaware of what the organization has to offer. Rochester Public Library should focus on educating the public as to all the services it provides including access to technology and internet, programming and resources for different demographics.
Furthermore, CGR recommended the library system embrace the individual identity of each community branch, rather than try to standardize its services across all locales. Throughout a community, demographic needs can shift geographically. Therefore, each branch should be free to optimize whatever services or resources are in the highest demand by local residents. This can reduce the cost of maintaining underutilized programs across the city, while making better use of resources to support thriving projects and services.
The CGR concludes that library systems nationwide should review the Rochester study and pursue local planning initiatives to identify patron needs, improve upon offered services and measure the potential benefits of consolidation with nearby libraries.
Seattle’s Strategic Plan
The Seattle Public Library’s Strategic Plan for 2011-2015 addresses the organization’s need to adjust its internal business model, change the way it is viewed and utilized by the public and modernize the use of technology and automation. The overall goal of the strategic plan is to guide future decision making while reducing costs and optimizing resources in the community.
The strategic plan has set priorities and benchmarks based on in-depth research an analysis of trends in public use and demands. A study conducted by Berk & Associates revealed 7.3 million patrons utilized Seattle’s public libraries in 2010, 60 percent of which visited the organization at least twice. Over the past 10 years, library use in the community has jumped 57 percent, but many residents who hold a library card may be unaware of all the services available to them. While 381,881 Seattle residents have a library card, just 33 percent used them in 2010.
Library Innovation
Gov1 has followed changes in library services across the country including the launch of more specialized programs and increased collaboration with school systems.