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HomeMy WebLinkAboutLibrary 2010 and Beyond Strategic Plan IN Zy„ 3 MOOS P a t a uq s 2010 gi Ak r � @ M WE a 2004 Y i Fort Townsend 1 R Y 1220 T a fence 50,161 t Fort Townsend I) WA 98368 Qazitnper Coho sculpture by Max Grover 360-385-3181 swimming at Port Townsend Public Library WWW.P1Lhbrary.lnfo ��� sancc Summc,r 2004 �, Go . . 2010 J TABLE OF Preparing the Port Townsend Public Library's strategic plan was not the CONTENTS work of any one individual but a collaborative effort of many. The Long Range Plan Steering Committee members who willingly gave of their time Library Mission 2 and talents deserve special recognition: Carol Andreasen, Carol Cahill, Deb Carroll, Jody Glaubman, Deb Johnson, Pam Kolacy, Bill Maxwell, Mike Strategic Goals 3 Mortenson, Eileen Price, Catharine Robinson, Kate Schumann, David Background 3 Timmons, and Larry Thomas. A special thank you goes to consultant Mary Ann Seward, whose guidance kept the Action Plan 6 process focused on the big picture. I would also like to Support Network 12 thank the library staff for their creative and critical input 4` and review. Their support was vital for drafting a plan that Evaluation 12 was both realistic and visionary. Finally, I congratulate the Appendices 13 citizens of Port Townsend whose energetic participation in this process pro- vided the public perspective that is so critical for a plan that truly meets the needs of the community as a whole. The five strategic goals of the Port Townsend Public Library are focused on improving the facility, strengthening collections, developing programs and community outreach, stabilizing financial resources, and enhancing staff and volunteer leadership and support. These areas were identified during a commu- nity visioning conference, with improving the facility surfacing as the primary need to be addressed. The community identified the current location of the library and its historical significance as a Carnegie building as important considerations in any building improvement project. Financial stability was the second area of concern that includes developing a funding strategy that will utilize City and public/ private support for insuring the library's future growth and security. Creative partnering combined with dynamic and entertaining public programs was identified as key to enhancing the library's presence in the community. Educational, social, and cultural organizations and local businesses were targeted for potential new and expanded collaborations. The nature and scope of the library's collections were applauded and simultaneously acknowledged to have a need for growth particularly in the areas of large print and audiovisual materials including books on tape and CD, music CDs, and DVDs. Finally, the need to clarify and strengthen the roles of library support networks and organizations such as the Friends of the Library and the Port Townsend Public Library Foundation was identified as a key component necessary for the implementation of the strategic goals of this long-range Ian. P A G E 2 In the spring of 2004, the Port Townsend Public Library embarked on a challenging and exciting journey to create a vision that would lead the library into the future. This planning process was de- signed to allow the library to clarify its mission, establish an action plan for implementation, evaluate current and potential resources, and become more effective at meeting the needs of the community it serves. This plan was created by the Library Director and the Long Range Plan Steering Committee, which consisted of representatives of the library's Advisory Board of Trustees, Foundation, Friends of the Library, staff, City government, educational institutions, and local businesses. A consultant, funded by the Friends of the Library, was brought in to work with the steering committee to facilitate the planning process. In June, over 4,600 surveys were distributed to city residents with a 12%response. This survey gathered data about various aspects of the library, including its users, operations, services, collections, and facilities. In July, citizens of Port Townsend were invited to a two-day Visioning Conference to identify a vision-in-common of the library for the next five years. In small groups, over one hundred participants identified critical issues, needs, and challenges for the library to address. The results of the survey and Visioning Conference helped define the goals of this strategic plan. The public response to this survey validated the importance of the library to the citizens of Port Town- send. They truly"love their library." Therefore, it is vital that the library, in collaboration with the community, develop a relevant and feasible plan to insure its ability to continue to deliver high quality services and programs. The strategic plan will serve as a blueprint to guide library service and devel- opment for the next five years with particular emphasis on 2005 - 2007. The plan is not static. It will be reviewed and revised each year to keep pace with the need for new objectives as current ones are met, new needs develop, and conditions change. Vision 2010 and Beyond, a strategic plan for the Port Townsend Public Library, has been affirmed by the Library Advisory Board of Trustees, the Friends of the Library, the library Foundation, and the staff. It was approved by the City Council on January 3, 2005. Theresa Rini Percy , y Director 3 The Port Townsend Public Library encourages a s lifelong love of reading and learning and y su pp orts the quest for knowledge, creativity, and adventure by providing free and open access I "= to information and ideas. , PAGE 3 V J �4J to& 1. The Library facilities are accessible, flexible, inviting, and functional to meet the community's needs. 2. The Library collections in all formats are developed and managed to meet the diverse needs of all users. 3. The Library strengthens its role as a community resource through the development of programs and services and the creation of community and professional partnerships. 4. The Library has adequate, stable, and predictable financial support from diverse public and private sources to ensure a sound, financial future. 5. The Library cultivates and celebrates professional and support staff and volunteer leadership needed for continuing excellence in providing quality library services. JJao j The Port Townsend Public Library was established in 1898 and moved into the Carnegie building at its present location in 1913. A 4,500 square foot addition was completed in 1990 that ad- dressed the library's critical need for more space to accommodate increased usage, growing col- lections in diverse formats, technology, and programs. In the 1970s and continuing into the 1980s, Port Townsend and Jefferson County both experi- enced rapid growth in population. An initial planning document titled Plan for Public Library Services in Jefferson County was produced in 1982. During this period, the Port Townsend Pub- lic Library's service was upgraded and a professional librarian hired as director, and the Jefferson County Rural Library District was established to serve the unincorporated areas. Population growth in Port Townsend slowed in the mid-1990x,but per capita circulation has continued to be higher than in other areas, including rural Jefferson County. Total circulation and circulation per capita increased over 40%between 1996 and 2003. ✓., � �"� i- -tom : `�1*i;�:. The library's collection has grown sig- nificantly in the past 15 years, reflect- ing an increase in non-print formats for materials, as well better materials budgets and improved collection de- velopment Even with a lar- ger collection, turnover rate has re- mained high. Housing library materi- als continues to be a challenge, as the number of collection items per square #, foot has more than doubled since the � library was remodeled in 1990. The children's area before the 1990 remodel. PAGE 4 • 1913 Library opens in Carnegie building on Lawrence Street • 1977 Professional certified librarian hired • 1981-82 Joint long range plan between Port Townsend Library and Jefferson County Library • 1989-90 Library building remodeled and expanded • 1994 Catalog and circulation automated with Jefferson County Library and school libraries 1996-97 "Toward 2001"long-range development plan 1998 Library space rearranged, separate adult and children's reference desks established, public access computers with Internet added • 2000 Library adds online subscription databases • 2003 Off-site storage added for part of adult fiction&nonfiction collections • 2004 "Vision 2010&Beyond: A Strategic Plan" The community-based long-range plan, Toward 2001, completed in 1997, guided the library for- ward into the 21St century. Major accomplishments of this five year plan included an increase in hours open to the public, the addition of more public access computers, acquisition of online sub- scription databases, (which are accessible both in house and remotely), growth in non-print collec- tions (particularly videos and music cds), rearrangement of space to provide larger nonfiction collections and enhanced services for children, launching of the library's website, establishment of the library Foundation, and the reorganization of staff to provide more comprehensive reference service for all patrons. This increased commitment to reference and children's services is reflected " ""��° in library usage statistics. Reference transactions per capita are much higher in Port Townsend than in other libraries in the state(especially im- "TrIa J� pressive considering Washington state ranks fourth in the United States). a.c:ceoai�. In 2003, circulation of juvenile materials represented 30% of total circu- lation, and the library presented an impressive number of programs for chil- dren and their parents. The library has long maintained a commitment to customer service, which is appreciated by its patrons. In a survey of Port Townsend library users in summer 2004, "great service"was the feature ` most frequently mentioned as the one thing they like best about the library. „ —cn ot.vrae.�. P A G E 5 1981 -2008 %change 1981 1991 1996 2003 1981-91 1991-96 1996-2003 Port Townsend population 6172 7230 7998 8430 17.1% 10.6% 5.4% Library square footage 4200 6054 6054 6054 45% Library collections Collection size 18,545 23,698 33,747 49,672 30.3% 42.4% 47.1% Collection items/sq ft 4.4 3.9 5.6 8.2 Collections items/capita 3.0 3.3 4.2 5.9 Library circulation Items checked out 78,153 90,067 153,315 219,074 15.2% 70.2% 42.9% Circulation/capita 12.7 12.5 18.5 26.0 -1.5% 16.2% 40.5% Turnover rate(circ/item) 4.3 3.8 4.3 4.4 Information service Reference transactions NA NA 5,500 16,493 199.9% Reference transactions/capita 0.66 1.96 Online database subscriptions 0 0 1 16 Library programs Number of programs-Adult NA 17 43 7 Number of programs-Youth NA 100 240 319 FTE staff 4.50 4.95 6.25 9.5 10.0% 26.2% 52.0% dcn,do,. �� is oa ;,rru��,oir.�am.� 847i1 anti i, a -1.Y1. �IClUA,e• Z.PO.p.Q�'14.e � JJ?IAJ�,Q�Q�C yR. P A G E 6 & an Ran 1. The Library facilities are accessible, flexible, inviting, and functional to meet the community's needs 2005 • Form Facility Improvement Task Force, consisting of staff, Board, City, and appropriate building and design experts. Library Director and Board • Investigate and apply for funding to support interim space arrangement plan and facility feasibility study. Library Director, Foundation, Friends • Contingent on available funding, begin selection process for consultant to conduct facility feasibility study to.determine library future renovation plan. Feasibility Task Force • Begin to implement interim space arrangement plan to maximize existing space and resources. Relocate current circulation desk and second check-in station to accommodate operations, technology, Americans with Disabilities Act regulations, and improved patron service. Review shelving needs for more effective collections storage and user access. Implement workroom reorganization plan for technical services and supply storage. Library Staff • Develop capital and routine maintenance plan for the current library building and surrounding landscape. City Administration, Library Director, Friends • Evaluate and update technology to improve public access worldwide information resources and desktop operations. Update technology plan with short and long- term objectives for current and future planning including wireless connectivity. Information Services Librarian, Circulation Coordinator, Technology Consultant • Investigate online scheduling system for public computer use. Information Services Librarian • Identify public and private funding options to support technology upgrades and expanded public computer system. Information Services Librarian P A G E 7 2006 • Hire consultant to conduct facility feasibility plan. Library Director and Facility Task Force • Begin to implement technology plan priorities. Information Services Librarian and technology consultant • If funding is available, acquire online scheduling system for public computer use. Information Services Librarian 2007 • Develop plan for funding the recommendations of the facility feasibility study. Work with a fundraising consultant, the Foundation, the City, and the Friends to move the plan forward. Library Director and Facility Task Force, Foundation,Friends • As part of plan, form Capital Campaign Committee to begin fundraising for library renovation project. Library Director, Foundation and consultant • Continue to implement technology plan priorities. "J&. i4 ,.t 'UA a of aem� -y— kQ,e 2 0 0 8 ea, a,LL &e O • Conduct capital campaign for facility renovation project. p Capital Campaign Committee �' d-4 -T—U O "3 X009 - 010 Implement library renovation project. ' R'�` QeaU �i.e aLig,�i.Cen.CcQnaM�ercaX,ian.�� y�i ...P3'm...rn• � fi i`Vltn—rca.Au __'�l�iT (�l�%�ir��d'`�''ir��utm'?�i>h``'a'`'Xu�/;•s:'rrr?`�,*iw'_"°,,.�"'a`.:�;','{%�4r�£i�G2itt''11.,r.::'rrnr r:.�---emu. . PAGE S 2. The Library collections in all formats are developed and managed to meet the diverse needs of all users. 2005 • Conduct collection analysis and establish topical and format priorities for all library materials. Target growth of audio visual, large print, and young adult collections. Associate Librarian and Collection Development Team • Develop plan for systematically weeding and inventorying the collections. Collection Development Team • Review purpose of offsite storage unit and draft plan for continued use. Collection Development Team • Identify potential partnerships (e.g. Maritime Resource Center, Jefferson County Library, educational institutions,health service agencies) and public and private funding opportunities to support existing collections and new acquisitions. Collection Development Team • Work with City administration to strengthen the library's operating budget to support new acquisitions. Library Director and City Administration • Complete the upgrade of the CLAN computer network and implement procedural changes to library circulation. Management Team • Investigate feasibility of including school and special libraries in the CLAN network and draft appropriate plan. Library Director,Information Services Librarian, Youth Services Librarian 2006 • Investigate feasibility of adding the complete library collection holding records to OCLC World Cat. Information Services Librarian,Associate Librarian • Continue to refine and strengthen collections in coordination with annual collection development priorities and financial resources. Collection Development Team • Investigate feasibility of coordinating collection development with public schools. Youth Services Librarian 2007 • If funding available,begin adding collection holdings to OCLC World Cat. Associate Librarian P A G E J 3. The Library will strengthen its role as a community resource through the development of programs and services and the creation of community and professional partnerships 2 00 5 • Strengthen existing programs and partnerships and identify and develop new ones in response to the community's needs and interests. Library Program Committee drafts annual program schedule and promotion plan. • Expand library services as required to meet community needs. Develop plan and set priorities for expanding library services to underserved groups in the community. Management Team and appropriate staff • Identify funding resources to support program development. Work with the Friends of the Library to develop a plan to increase resources to support public programs. Library Director,Information Services Librarian, Youth Services Librarian • Begin to implement recommendations of marketing plan including developing a,brand and logo and appropriate promotional materials for target audiences and purposes. Library Director, appropriate staff, and consultant • Continue to develop library web site. Library Director,Information Services Librarian, Circulation Coordinator, City Clerk, and web designer. • Conduct customer service training for staff. Library Director and consultant 2006 • Continue to seek funding to support marketing plan initiatives. • Review status and develop plan to strengthen relationship between the library and public schools. Youth Services Librarian • Investigate partnering options with the Chamber of Commerce to develop programs for local businesses. Library Director and Friends • Develop services to the homebound. Circulation Coordinator, Volunteer Coordinator, Friends • Define need and plan to increase teens' use of the library. Youth Services Librarian and local teens • Investigate offering library service at satellite locations. Management Team and Board 2 00 7 • Continue to work with teens to develop relevant programs and collections. Youth Services Librarian and local teens PAGE 1 0 4. The Library has adequate stable and predictable financial support from diverse public and private sources to ensure a sound financial future 2005 • Work with the City,Library Advisory Board of Trustees,Foundation,Friends to develop strategies to provide adequate funding to sustain quality library services for the community. Library Director • Work with outside consultant to draft library development plan in coordination with the Foundation and Friends. Library Director,Board, City, and Development Consultant • Work with the city manager, and outside development resources to clarify and strengthen the Foundation's organizational structure and fundraising role for the library. Library Director and Foundation 5. The Library cultivates and celebrates professional and support staff and volunteer leadership essential for continuing excellence in providing quality library service 2005 • Hire Youth Services Librarian and review and define direction of the library's youth services department. Library Director and appropriate staff • Conduct annual staff team retreat to continue to build a strong team. Library Director and consultant • Strengthen staff knowledge and skill in technology,patron service,reference, and personnel and project management. Support attendance at local,regional,and national conferences and workshops as appropriate. Identify and utilize outside resources to support specialized training and professional development: customer service,readers' advisory. Management Team • Strengthen library volunteer program and develop plan for expanding the role of volunteers within basic library operations as appropriate. Management Team and volunteer coordinator • Clarify the roles of volunteer leadership and integrate into the library's plan. Conduct volunteer leadership retreat to review and re-define roles of various library volunteer groups. Library Director and consultant 2 0 0 6 • Continue to develop the library volunteer program and integrate volunteers into appropriate library operations. Volunteer Coordinator and library staff PAGE 1 1 J04.4, JOB 0JUMC City Manager Library Director Youth Services Circulation Services Information/ Technical Services Youth Services Administrative Information & Librarian Assistant/ Technical Services (1 FTE) Circulation Librarian Coordinator (1 FTE) (1 FTE) Senior Library Library Associate Associate Associate for Circulation Librarian Youth Services (0.75 FTE) (0.5 FTE) (0.75 FTE) Library Library Library Assistant Assistant Assistant (0.5 FTE) (0.5 FTE) (0.75 FTE) Library Page Processing (1 FTE) Technician (1 FTE) SUPPORT NETWORK Library Board of Friends of the Public Library Port Townsend Trustees Port Townsend Foundation Library Library Volunteers PAGE 9 2 Rd The Port Townsend Public Library is very fortunate to have nj strong community and professional networks of support. 1 The Port Townsend Public Library Advisory Board of Trustees is appointed by the City Manager to advise the City Council and the Library Director on matters of library i policy and operation. The Friends of the Library is a group of dedicated people whose fundraising activities help sup- + port public programs, services, and materials that are not included in the library's general operating budget. The Port Townsend Public Library Foundation was established to strengthen and expand funding sources for the library in- ` E r eluding the long- term management of endowment funds to support programs and services. Library volunteers contrib- r ute their special skills and talents in numerous ways to help the library be the best it can be for the community. Li- brary users realize benefits from state and regional partnerships, as well. The library cooperates with others on the Olympic Peninsula to offer an online"Ask a Librar- ian" service. ProQuest, the most popular of our databases, is made affordable through a subsidy awarded by Washington State Library. The historic Port Townsend Leader digital project is hosted at the University of Washington. Most important, Jefferson County public, school, and special libraries have joined forces to share an online catalog through the CLAN consortium, and we participate in a multinational library network—OCLC—for reference, cataloging, and interlibrary loan services. This plan will focus primarily on the next three years, with special emphasis on 2005. The City Manager, Library Director, and the Advisory Board of Trustees will evaluate the progress in meeting the goals of the plan annually As a result, goals may be revised, deleted, or added to reflect changes and new developments. �l �m'kc¢a PAGE 1 4 ac xo a 0 :eJ a Jo�r.� `�� 9.U. M-COa4. 2010 Who would have thought that just five years ago the Port Townsend Public Library was strug- gling to sustain its tradition of providing high quality collections and services in a facility that was inadequate in terms of size and resources? In just five short years, the library has grown as a vital and dynamic force that positively impacts the community. Thanks to the dedicated leadership of the Building Feasibility Task Force, a plan is being im- plemented to transform the library into a facility that is flexible and large enough for the next twenty years. The restoration of the Carnegie building will provide both a functional and at- tractive space for meetings and public programs as well as showcasing the significant Maritime Collection. This expansion design and plan creatively blends the historic with the new resulting in a warm and inviting facility accessible to all users. The utilization of the Pink House for housing the Friends of the Library's cafe and gift shop will do a lot for strengthening this very important fund raising library support group. "State-of—the- art"technology allows every citizen of Port Townsend access to information resources beyond the library walls. The addition of an automated computer scheduling system in response to a continuing increase in public computer use has resulted in improved service for patrons and a more efficient use of staff time. Library collections in all formats have been re- fined and enhanced to meet the many diverse needs of all users. As the result of the energetic fundraising efforts of the Port Townsend Library Foundation, our Endowment Fund is nearing the one million dollar mark; a goal the Foundation set five years ago. With the conclusion of the capital campaign, the Foundation plans to secure the ongoing growth of this Fund through the establishment of an annual fund drive for the support of the endowment and library general operating expenses. The Friends of the Library membership has increased and they continue to underwrite the majority of library public programs. Over the past five years the library has forged many strong partnerships and alliances with com- munity organizations. We continue to expand our collaboration with the Jefferson County Li- brary through CLAN,joint collection development,bookmobile service, and the establishment of an annual author series that attracts participants from both the county and the city. The Port Townsend School District, local businesses, and social service groups continue to work with the library to define the many ways they can work together and share resources. One result of these collaborations has been an increase in library usage by the City's underserved citizens and a rise in the City's literacy rate. The Port Townsend Public Library Advisory Board of Trustees, consisting of a cross section of the community, continues to work with the Library on policy issues. This Board provides lead- ership and perspective for the library on how it can best connect with the various audiences it serves. PAGE 15 CCOm�� 4 &Qoa 2001: �.u�'Pvft 1. GOAL: Continue to provide high quality service, allowing for increasing population and library use • Separate reference desks are added and are staffed with trained librarians and library associates. • Hours are increased to meet demand for evenings and Saturdays. • Music CD collection is established. • Collections are enhanced with"Book Boost"city funds matched by user donations in 2001; large entertainment video collection is donated in 2003. • Nine public access computers are added in 1998; Gates Foundation donates four more in 2002. • Reference service is enhanced with online subscription databases. • More volunteers are recruited and trained. • Partnership with other Olympic Peninsula libraries establishes an online"Ask a Librarian"service(2004). • Library assistant to process incoming materials is hired(2004). GOAL:Provide an appropriate and attractive library facility • Library is rearranged to provide more space for housing adult collections and to establish a quiet area for read- ing and research. • Separate library director's office created. • New shelving is purchased for adult nonfiction; low circulation books are moved to storage annex. • Wooden shelving and furniture is purchased for children's area. GOAL:Maximize use of library by children and young adults to promote reading and the enjoyment of books • Children's library is moved to larger space adjacent to circulation desk. • Children's staff is added and children's information desk is staffed during most open hours. • Creative summer reading programs are targeted to preschoolers,young children,middle-school students and teens. • Popular children's choir is organized and performs for the public. • Outreach to home school groups, alternative schools and Head Start is enhanced. • There has been one"first graders"library card registration drive. • School visits continue and teachers bring classes to the library. GOAL:Keep library current with trends in technology • Library participates in K-20 state telecommunications network. • Staff is trained in various computer applications for desktop publishing and reference service. • Telephone service is"upgraded." • Digital projector and five laptop computers are added for presentations and training, funded in part by the Friends of the Library • Wireless Internet is established for the training lab and general public GOAL: Community outreach ("access for the underserved') • Internet web site goes live. • Topical bibliographies and online help guides are prepared. • Occasional book reviews are published in The Leader. • Staff appears on local cable TV programs. • Regular adult programs are organized(2004). • Staff speaks to various community groups about library services (2004). GOAL:Ensure financial base and budget stability • Annexation to Jefferson County Library was explored and abandoned. • Library Foundation is established. PAGE 16 V ia Rod J a Ruf& 2&UVj &>M 05" 3wm 2004 Qx 9" °r1 U ef. Jeaye 95,i,a (Approximately 4,600 Surveys Distributed, 582 Completed= 12%Return) Of Those Responding: PT LIBRARY USE: 63%Use the Library at least once a week 26%Use it monthly JEFFERSON COUNTY LIBRARY USE: 07%Use the Jefferson County Library weekly 26%Use the Jefferson County Library monthly COLLECTIONS: 93% Check out adult books 77% Check out videos, CD's, Books-on-tape, DVD's 66% Use the reference materials 38% Check out children's books LIBRARY'S WEB SITE: 34% access the web site and 86% of those do so to use the Library Catalog LEVEL OF SATISFACTION WITH PRESENT LIBRARY.• 93% The location 89% Customer Service 73% Lay-out 66% Size 63% Materials/Information 60% Value its historical significance as a Carnegie Library PREFERENCES IF LIBRARY FACED A FISCAL CRISIS: 59% Assess fines for over-due books and videos 51% Increase Taxes PAGE 1 7 THE ONE THING RESPONDANTS LIKE BEST? #1 The Librarians -kind, knowledgeable,helpful and friendly #2 The Location/Atmosphere- accessible, convenient,welcoming, comfortable #3 (a) The great/good/wonderful book collections #3, (b) The beautiful, historic building and gardens - It's a tie! THE ONE THING RESPONDANTS WOULD MOST LIKE TO CHANGE? #1. Increase the hours open daily and be open on Sundays #2. More books/new books, increase the collections #3. Expand, enlarge the library,make more space #4. More CD's, DVD's, Videos, Books-on-Tape A BIT ABOUT THE SURVEY'S RESPONDANTS: 91%live with Port Townsend city limits 96%have library cards 58% live in either one-or two-person households 75% live in a household where at least one member is 45 - 64 years of age 32%live in a household where at least one member is 65+ years of age 10% live in a household with a child under 5 years of age. 16% live in a household with at least one child 5 - 19 years of age. 93% report having college/vocational certification or graduate level education 41%report income of$25,000 - $49,999 33%report annual income of$50,000 - $100,000 PAGE 1 8 9104 j ,na. 9, ,1°�;nton 2010 at1,d & „ Library Director's Forecast...........with a little help from her friends Public Libraries in the 21 st century are facing many challenges as they strive to continue to provide high quality services and programs to their communities. As part of this process, libraries are having to re-examine traditional roles and make some hard decisions so as to remain relevant to their users. While there are many outside forces that impact the future of libraries, the following indicators are, perhaps, the most crucial. 1. Community Connection • Public libraries are recognizing the need and importance of building strong connections to their communities. Identifying community needs and forming collaborative partner- ships so as to meet these needs is crucial for public libraries to remain an integral part of their community's future. As libraries secure their niche, they are adapting the practices of the private sector by initiating marketing and customer services programs to define and strengthen their public image and have a measurable impact in their communities. 2. Financial Security • Public libraries are becoming more proactive in securing financial security by striving to diversify their revenue sources. Strengthening local fundraising support groups such as the Friends of the Library and forming private foundations to establish endowment in- come will help sustain library funding over time. In addition, identifying and pursuing private and public support during a time of declining philanthropy and increased com- pletion for these resources will continue to be a challenge for library staff and support- ers. 3. Technology • Public libraries will continue to provide access to the world by providing Internet and online references service. This ability allows libraries no matter what size to provide high quality information service through the stroke of a keyboard. The digitization of information has permanently changed the way libraries connect the public to the world. The role of public libraries in the Digital Age will remain a driving force in defining the future of libraries as public information and educational community centers. 4. Change Agents for Democracy • Public libraries have traditionally been the "great equalizers"by providing free and equal access to information, materials, services, and programs for their communities. Libraries are taking the initiative and re-enforcing their role as change agents for de- mocracy by providing the resources for the ongoing development of an informed citi- zenry. They have become a driving and powerful force for public self-enlightenment and self-improvement in a society struggling with balancing personal freedom with national security. 5. Make Readiniz a Habit • Public libraries are answering the challenge of growing a nation of readers by taking a leadership role in promoting reading in an environment of diverse formats of informa- tion. Libraries are no longer"just books"but offer videos/DVDs, music cds, books-on- tape/cds, computerized resources, etc. This diversity presents the challenge of sustain- ing the place of the printed word in our ever-changing world.