STRATEGIC PLAN FY 2021 - FY 2024 - FY 2024 Strategic Plan
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FY 2021 – FY 2024
STRATEGIC
PLAN
Letter from the Director
This is On behalf of the Auburn Public a positive difference in residents’
lives, we will develop a collection in a
Library Board, I am pleased to
the most present our FY 2021–FY 2024
variety of formats based on the unique
interests of our community and work
welcoming Strategic Plan.
closely with partner organizations to
place in optimize our reach and impact.
Auburn. Over the past six months, we had the
opportunity to hear from you, our
• By improving our Marketing and
Communications, we will promote
Auburn Resident residents, about your unique perspectives use of the Library and its resources,
on the Library and about your priorities, programs, and services—especially Christopher S. Warren
aspirations, and hopes for the future. This among those who may not realize all Director
extensive community engagement and that the Library has to offer. AUBURN PUBLIC LIBRARY
research brought into clear focus how our
Library can best serve our residents. In the course of implementing the Plan
over the next four years, we anticipate
Three important issues that emerged from changes that will have far-reaching
this process became the core areas of focus impacts on our community for decades,
for the new Plan. if not generations. As we work to
address the needs of our community
• To ensure our services and facilities with thoughtful, creative, and innovative
are as convenient, welcoming, and initiatives, we are fulfilling our role as
accommodating as possible, we address an essential resource as Auburn realizes
issues related to Access and Delivery. its vision for itself—a great place to live,
work, learn, and play.
• Dynamic, inclusive Collections and
Programs supported by active Outreach
are at the heart of all we do. To make
Acknowledgments Vision Values
The Auburn Public Library is the heart Equity, Diversity, and Inclusion
Auburn Public Library Board Auburn City Council Bob Dumas, Chairman/President/CEO, and mind of Auburn. Welcoming all with respect and cordiality
AuburnBank
Karen Herring, Chair Ron Anders, Jr., Mayor Collaboration and Creativity
Phillip Dunlap, Economic Development
David Housel, Vice-Chair Connie Fitch Taylor, Ward 1 Councilmember Working together to advance the
Director, City of Auburn
Dr. Betty Burgess Kelley Griswold, Ward 2 Councilmember
Kelly Gates, Library Assistant – Public Mission community’s vitality and welfare
Laura Chappelka Beth Witten, Ward 3 Councilmember and Services, Auburn Public Library Innovation
Mayor Pro Tem The Auburn Public Library inspires,
Bonnie MacEwan Wes Gordon, Director of Curriculum and Anticipating and responding to community
Brett Smith, Ward 4 Councilmember Professional Development, Auburn City enriches, and delights our residents needs with leading-edge technology and
Library Management Team Steven Dixon, Ward 5 Councilmember Schools with vital and valuable resources, stimulating programs
Christopher S. Warren, Library Director Bob Parsons, Ward 6 Councilmember Dr. Bill Hardgrave, Provost and Senior services, and experiences.
Vice-President for Academic Affairs, Professional Excellence and Integrity
Tyler Whitten, Assistant Library Director Jay Hovey, Ward 7 Councilmember Auburn University Delivering the highest-quality confidential
Ashley J. Brown, Engagement and Tommy Dawson, Ward 8 Councilmember Dr. Cristen Herring, Superintendent, and nonjudgmental service
Outreach Librarian Auburn City Schools
Leslie Johnston, Collection Development City Manager Lifelong Learning and Literacy
Lolly Steiner, President, Auburn Chamber
Librarian of Commerce
2 Providing access to relevant knowledge and
James C. Buston, III
Brandon Rowland, Digital Services Librarian Sharon Tolbert, CEO, Auburn Housing useful information through diverse formats
Project Contributors Authority Civic Engagement
Library Staff Work Group Facilitators Elizabeth M. Anderson, Member, Auburn Barrett P. Warren, Strategic Planning Facilitating conversations, discussions,
Public Library Board (2017-2019) and Budget Manager, City of Auburn
Samantha Godsy, Library Assistant – deliberations, and gatherings
Public Services Dr. Duriel Barlow, Principal, Thom Weintraut, Principal Planner, Planning
East Samford School Department, City of Auburn
Kimberly Hudson, Library Assistant –
Public Services Becky Benton, Executive Director, Tracie West, Member, Alabama State Board
United Way of Lee County of Education
Cynthia Ledbetter, Programming Specialist
Dr. Brigitta Brunner, Professor –
Teisha Robertson, Library Assistant –
School of Communications and Journalism, WE WOULD ALSO LIKE TO THANK the staff
Public Services
Auburn University of the City of Auburn Community Services
Kristen De La Fuente, Treasurer, Friends of Department, the Information Technology
the Auburn Public Library Department, the Office of the City Manager,
and the Parks and Recreation Department
2 Auburn Public Library Strategic Plan
Strategic
FY 2021
Plan
– FY 2024
2021 – FY 2024
3 3
Key Research Insights those who most need the services of the
Library. Meeting and study spaces are
of the community; the resources and
programs the Library provides—
insufficient in APL’s sole facility. particularly to young children and
immigrant/international populations;
All the while, leaders praise the Library the inclusivity and diversity of APL’s
Members also expressed excitement about Primary concerns in accessing services for the welcoming face it presents to the collections; and the sense of welcome
increased digital collections and services hinge on convenience, as family, school, community, particularly to the growing
Board Interviews that the APL extends to all, likening it to
and suggested that the Library could do and work obligations take precedence. population of first-generation Americans, the “cultural center for the community.”
For a clear understanding more to support and educate those who Just over half of Auburn’s households are and they affirm its continued commitment Residents cited the need for additional
of the environmental and social contexts may express resistance to or anxiety about “wired,” if not tech-savvy, indicating that to early childhood literacy and excellence branch locations and meeting/study
of the planning effort, the consulting emerging technologies. digital marketing initiatives may be quite in education. At the same time, they see spaces, expanded collections, and
team conducted personal phone effective in increasing community use of a need for the APL to communicate more increased program offerings relevant and
interviews with members of the Auburn the Library. effectively its relevance to residents in appealing to diverse populations.
Public Library Board. order to grow a diverse user base and
Market ensure the highest-quality service to all
Board Members spoke highly of the Segmentation residents. Facilitating access and finding
energy and accomplishments of APL’s Executive ways to “create convenience” for patrons Online Feedback
The consulting team
leadership team and an engaged, Interviews will be key to APL’s success.
professional staff dedicated to serving conducted a market segmentation study The Library also created a
the community. And yet, Auburn’s of APL’s service area, applying Claritas The Library Director interviewed convenient online comment
explosive growth is making APL’s My Best Segments consumer data to the nine civic and community leaders for card by which Auburn residents could
Library’s anonymized patron list to identify their perspectives on the Library and
charge increasingly difficult. There is Town Hall Meetings offer input. Respondents expressed the
no room to expand the existing facility, key demographics, lifestyle characteristics, what service priorities would meet the desire to see satellite outlets or a second
and there is simply not enough space to and media preferences of Auburn growing and varied needs of residents. Four town hall meetings library facility, citing Northwest Auburn
best serve the influx of young families residents. Unanimously, leaders spoke to the impact solicited input about APL’s in particular; expanded meeting and
drawn to Auburn for its excellent schools that rapid growth is having on Auburn. place in community life—what programming space as popular offerings
The study paints the picture of an
and high quality of life. At a minimum, Income disparity and resource inequities it does well, where improvements are fill up quickly; a more diverse collection;
extremely diverse community and a
a space update is needed to meet the are growing. Traffic congestion, needed, and what additional resources and an increase in digital resources; and a
significant opportunity for the Library to
evolving needs of the community. Board compounded by the lack of public services Auburn residents would like to continued commitment to children’s
increase its penetration of the service area.
transportation, is a significant barrier to see in the future. services.
Attendees spoke to the value of outreach to
seniors and other underserved segments
4 Auburn Public Library Strategic Plan FY 2021 – FY 2024 5
The APL hosts fewer programs and spends 18 years of age and older, yielding a and item availability. They emphasize the
more per program than all but one peer. margin of error of +/- 6% at the 95% need for the Library to expand its services
Benchmarking However, the investment seems to pay off confidence level for the Library’s service to children, seniors, and English language
in high program attendance, suggesting area population. learners; outreach to disadvantaged
The consulting team
that the community may be hungry for populations; and the digital collection.
benchmarked APL’s A full one-third of survey respondents
expanded program offerings. Satellite locations around town and
performance against that of four peer indicated they had not used the APL at all additional meeting or study space top the list
libraries from across the United States, The Library ranks 1st among peers for in the preceding 12 months—the top two of what they would like to see the Library
selected for their similarity in size (one total annual service hours. In contrast, reasons being personal preference for the make available.
outlet), service area population, and it claims comparatively few users and Internet as a source of information and lack
operating budget. The most recently the lowest number of visits per capita, of time. This would suggest that ramping Anecdotally, survey respondents most
published data from the Institute of raising questions about barriers to use, up its digital presence and emphasizing frequently call for additions to the
Museum and Library Services and the the appeal of current offerings, and/or the convenience in service delivery will be key collection—more materials, varied formats,
Public Library Data Service (FY 2017) effectiveness of current marketing efforts. to growing APL’s user base. Marketing and greater diversity in both content
informed the study. and promotions would also appear to be and audience appeal—and expanded
a factor, with the majority of nonusers programming that offers variety, emphasizes
Statistics reveal that APL’s funding appears
indicating that they hear or see something education, and builds community.
low compared to peers. The Library
Telephone Survey about the APL infrequently, if ever.
spends proportionally more on staff and
less on its collections. While APL’s total To confirm or refute qualitative Users express the greatest satisfaction
holdings per capita is the smallest in the information gathered in interviews and with staff courtesy and customer service
peer set, circulation of both physical and from the public at large, the consulting but indicate improvements are needed in
electronic materials ranks 2nd and signals team directed a telephone survey of 266 the variety of the digital collection, APL’s
a high return on investment in collections. randomly-selected Auburn residents, website, wait time for reserved items,
6 Auburn Public Library Strategic Plan
Strategic
FY 2021
Plan
– FY 2024
2021 – FY 2024
7 7
Access & Delivery
Enhance the patron • Revise relevant workflows, policies, and Establish more usable • Establish a Teen Advisory Board to • Conduct staff training on effective
procedures to ensure customer-centric guide teen space design. merchandising and display strategies.
experience by reducing service delivery. spaces for learning,
• Evaluate policies and procedures for • Develop branded and creative
barriers to materials and studying, collaborations,
• Create video user guides to assist public meeting space management; wayfinding, promotional, and cross-
services. patrons in accessing the collection. and public meetings. collaborate with OCM and the Library promotional in-library signage.
Board regarding policy adoption; and
• Accelerate materials turnaround by • Streamline access to public technology • Implement the recommendations of
conduct staff training on new policies
centralizing patron returns. services, such as printing. the 2020 Library Space Study to
and procedures and customer service
• Increase the convenience of holds
Assess patron technology
1. integrate considerations of It’s not about implications.
storing
placement, patron notification, and item accessibility, facility occupant load,
pickup and return. needs and implement and emergency exits; Increase collection
• Implement satellite service locations resources and services to 2. reallocate space within the books. It’s visibility and discoverability
throughout Auburn, offering a variety of
checkout and return options.
address deficiencies. Library’s existing footprint to
create additional meeting and
about student by employing retail
• Evaluate existing hours of operation
• Produce technology “how-to” webinars
and short videos for the Library website.
study environments; study, group merchandising techniques.
and the feasibility of making the Library
• Establish a technology resource center
3. establish dedicated spaces for learning • Showcase selected materials by topical
interests rather than by strict Dewey
(unstaffed) accessible to patrons
outside of business hours. in Northwest Auburn.
independent study and group
collaboration; environments, Decimal Classification.
• Develop a plan for serving patrons 4. create a dedicated teen access to • Incorporate additional displays and LED
technology.
signs/message boards to promote the
who are homebound and patrons with space; and
collection and cross-promote formats.
limited mobility.
5. improve the Library’s early Community Leader
learning environment for children.
8 Auburn Public Library Strategic Plan FY 2021 – FY 2024 9
Collections, Programs, & Outreach
Make room
in your
Expand breadth, depth, • Implement streaming video. • Collaborate with Auburn City Schools
and diversity of patron- • Expand digital legal resources
to provide relevant ebooks and digital programming
driven and inclusive collection.
resources for students.
and space and
physical and digital Expand breadth, depth,
• Develop bilingual early literacy and
family engagement programs. bookshelves
collections. and diversity of relevant • Develop “adulting” programs focused for the
• Utilize market segmentation study for and needed programs and on financial literacy and economic
opportunity.
different
collection development.
outreach initiatives.
• Expand schedule of technology classes
groups that
• Expand collection of popular titles and
digital resources in languages other
• Evaluate the feasibility of acquiring a
vehicle for community outreach to local
held at the Library as well as offsite make up our
than English and for English language
learners.
agencies and community events.
locations.
town.
• Continue to encourage and support Auburn Resident
• Pilot innovative and unconventional
Auburn’s youngest readers through a
collections to assess their popularity and
rich program of early childhood literacy
the need for further development and
offerings.
expansion.
• Build children and teen programs by
• Streamline workflow, including online
expanding partnerships with local
form, for receiving patron collection
education organizations and agencies.
requests.
10 Auburn Public Library Strategic Plan FY 2021 – FY 2024 11
Marketing & Communications
I don’t
think the
Maximize effectiveness • Implement subscription-based email- Develop and implement
of existing marketing
newsletter highlighting Library events,
marketing strategies to
community
resources and explore the
services, and collections.
attract new users. has any
development of new assets
• Identify community hubs for audience-
specific marketing. • Ensure marketing and communications
idea of the
and programs to raise • Develop a targeted marketing program
balance digital and conventional media
to reach potential library users at both
wide range
public awareness of Library to promote patron-driven acquisitions
and raise awareness of the value of
extremes of the technology usage of services
resources, programs, and materials and services provided by the
spectrum.
the Library
services. Library. • Develop a pop-up library kit to
streamline engagement with potential
delivers.
• Convene an interdepartmental staff • Identify opportunities for securing
patrons. Board Member
work group charged with enhancing additional publicity—both “earned”
the Library’s website and social media promotion and paid advertising—such
presence. as print and broadcast media, digital
billboards, public transportation, etc.
• Produce introductory promotional
materials, both digital and in print, for • Make exterior signage more visible,
new users. intuitive, and inviting and create
engaging, branded interior wayfinding.
12 Auburn Public Library Strategic Plan
Strategic
FY 2021
Plan
– FY 2024
2021 – FY 2024
13 13
The
Library
builds auburnalabama.org/library
334.501.3190
family. Auburn Public Library
749 East Thach Avenue
Auburn, AL 36830
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