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Agenda 11/12/2024 Item #16D 1 (After-the-Fact Submittal of the FY24-25 State Aid to Library Grant Application and authorize Chairman to sign the Grant Agreement and Certification of Hours, Free Library Service, and Access to Materials" as required)11/12/2024 Item # 16.D.1 ID# 2024-1307 Executive Summary Recommendation to approve an after-the-fact submittal of the FY24-25 State Aid to Library Grant application and authorize the Chairman to sign the Grant Agreement and the “Certification of Hours, Free Library Service, and Access to Materials” as required by the Florida Department of State, Division of Library and Information Services. (Public Services Grant Fund 1839) OBJECTIVE: To further the County’s strategic plan focus area, Quality of Place, through securing State Aid to Libraries Grant funds to support operations of Collier County Public Library System. CONSIDERATIONS: State Aid is available to qualified Florida public library systems as authorized in Chapter 257, Fla. Stat. and Chapter 1B-2, Florida Administrative Code. The amount of each recipient’s grant award is calculated using a formula that considers: (1) the amount of local funds appropriated for the Library adjusted by a factor based on the amount of revenue one mill levy in the jurisdiction would generate; (2) the number of library systems in Florida that qualify in a given year; and (3) the total amount made available by the State Legislature to improve library services within the State. Funds are intended to supplement, rather than replace, local efforts toward that end. State Aid may not be used to fund capital construction. It may be used for Personnel Expenses (salaries, wages and related employee benefits), Operating Expenses (goods and services), Non-Fixed Capital outlay, and other operating expenditures categorized in the library budget. Collier County Public Library (CCPL) qualifies for State Aid to Libraries under Chapter 257 of the Florida Statutes. The Florida Department of State, Division of Library and Information Services administers this program. The Grant Agreement, 2023-2027 Strategic Plan, and the 2024-2025 Annual Plan of Service are required elements to receive State Funding. The Board of County Commissioners (“Board”) has approved the application for State Aid and associated contracts and documents for over three decades. Historically, the grant applications become available in August with a statutory deadline of October 1st. However, this year the application did not become available until September 27, 2024. Pursuant to CMA 5330, staff is seeking after- the-fact approval from the Board due to the short turnaround time and necessity to coordinate grant applications with other County divisions. The County Manager approved the application on October 1, 2024 of which a copy is attached to this item. Due to the late availability of the application, the State has stated that it will permit applicants to amend applications after the statutory deadline provided that an application was timely submitted. The Certification of Hours, Free Library Service, and Access to Materials will be submitted to the State with the County-executed Grant Agreement prior to the December 1st deadline. When the final award is made and the fully-executed agreement is received, Budget Amendments will be prepared and presented to the Board. FISCAL IMPACT: The State has not released FY25 preliminary award estimates yet, but based on previous FY24 estimates Collier County Public Library could receive about $139,834.00 in State Aid. Upon notification of the grant award, the Board will be asked to accept the grant and approve the budget amendment to recognize the revenue and appropriate the expenditures. There is no match required for this grant. Revenue and expenditures will be allocated to the Public Services Grant Fund (1839). GROWTH MANAGEMENT IMPACT: There is no Growth Management impact due to this request. LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires a majority vote for Board approval. - CJS RECOMMENDATIONS: Recommendation to approve an after-the-fact submittal of the FY24-25 State Aid to Library Grant application and authorize the Chairman to sign the Grant Agreement and the “Certification of Hours, Free Library Page 2879 of 5419 11/12/2024 Item # 16.D.1 ID# 2024-1307 Service, and Access to Material” as required by the Florida Department of State, Division of Library and Information Services. (Public Services Grant Fund 1839) PREPARED BY: Parker Smith, Grants Coordinator, Community and Human Services ATTACHMENTS: 1. State Aid To Libraries GrantAgreement - CAO Stamped 2. Certification of Hours, Library Service and Access to Materials - CAO Stamped 3. 24-013 APP CM MEMO DLIS SFY2024-25 4. Final Oct. 1 Submittal - State Aid to Libraries FY25 Grant Application Page 2880 of 5419 Page 2881 of 5419 Page 2882 of 5419 Page 2883 of 5419 Page 2884 of 5419 Page 2885 of 5419 Page 2886 of 5419 Page 2887 of 5419 Page 2888 of 5419 Page 2889 of 5419 Page 2890 of 5419 Page 2891 of 5419 Page 2892 of 5419 Page 2893 of 5419 Page 2894 of 5419 Page 2895 of 5419 Page 2896 of 5419 Page 2897 of 5419 Page 2898 of 5419 Page 2899 of 5419 Page 2900 of 5419 Page 2901 of 5419 Page 2902 of 5419 Page 2903 of 5419 CowserCath erine Digitally signed by CowserCatherine Date: 2024.10.01 14:36:09 -04'00' Page 2904 of 5419 Page 2905 of 5419 Page 2906 of 5419 Page 2907 of 5419 Page 2908 of 5419 Page 2909 of 5419 Page 2910 of 5419 Page 2911 of 5419 Page 2912 of 5419 Page 2913 of 5419 Page 2914 of 5419 Page 2915 of 5419 Page 2916 of 5419 Page 2917 of 5419 Page 2918 of 5419 Page 2919 of 5419 8/17/22, 4:45 PM Collier County - Class Specification Bulletin https://agency.governmentjobs.com/collier/default.cfm?action=specbulletin&ClassSpecID=44268&headerfooter=0 3/3 SUPPLEMENTAL INFORMATION: BCC130 Exempt Page 2920 of 5419 Page 2921 of 5419 MEMORANDUM Date: June 28, 2023 To: Catherine Cowser, Library Director Collier County Public Library From: Yani Fernandez, Deputy Clerk Minutes & Records Department Re: Certification of Credentials Single Libray Administrative Head Attached, for your records, please find one (1) scanned copy of the document as referenced above, (Item #16D1) adopted by the Board of County Commissioners on Tuesday, June 13, 2023 The Minutes & Records Department has retained an original as part of the Board’s Official Records. If you have any questions, please contact me at 252-1029. Thank you. Enclosures Page 2922 of 5419 Page 2923 of 5419 Page 2924 of 5419 Collier County Public Library Locations & Hours All phone numbers are area code 239. East Naples 8787 Tamiami Trail East Naples, FL 34113 Phone: 775-5592 Monday: Closed Tuesday: 9 a.m. - 6 p.m Wednesday: 9 a.m. - 6 p.m. Thursday: 9 a.m. - 6 p.m. Friday: 9:00 a.m. – 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Estates 1266 Golden Gate Blvd., W. Naples, FL 34120 Phone: 455-8088 Monday: 10 a.m. - 6 p.m. Tuesday: 10 a.m. - 6 p.m. Wednesday: 10 a.m. - 6 p.m. Thursday: 10 a.m. - 6 p.m. Friday: 9:00 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Everglades City 102 Copeland Ave., N. Everglades City, FL 34139 Phone: 695-2511 Monday-Friday: 9 a.m.- NOON,1 - 4:30 p.m. Closed Saturday& Sunday Golden Gate 2432 Lucerne Road Naples, FL 34116 Phone: 252-4542 Monday: 10 a.m. - 6 p.m. Tuesday: 10 a.m. - 6 p.m. Wednesday: 10 a.m. - 6 p.m. Thursday: 10 a.m. - 6 p.m. Friday: 9 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Page 2925 of 5419 Headquarters 2385 Orange Blossom Drive Naples, FL 34109 Circulation: 593-0334 Reference: 593-0177 Children's: 593-0870 Administration: 593-3511 Monday: 9 a.m. - 8 p.m. Tuesday: 9 a.m. - 8 p.m. Wednesday: 9 a.m. - 8 p.m. Thursday: 9 a.m. - 8 p.m. Friday: 9 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Immokalee 417 N. First St. Immokalee, FL 34142 Phone: 657-2882 Monday: Closed Tuesday: 10 a.m. - 6 p.m. Wednesday: 10 a.m. - 6 p.m. Thursday: 10 a.m. – 6 p.m. Friday: 9 a.m. – 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Marco Island 210 S. Heathwood Drive Marco Island, FL 34145 Phone: 394-3272 Monday: 10 a.m. - 6 p.m. Tuesday: 10 a.m. - 6 p.m. Wednesday: 10 a.m. - 6 p.m. Thursday: 10 a.m. -6 p.m. Friday: 9 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Naples Regional 650 Central Ave. Naples, FL 34102 Phone: 252-5154 Monday: 9 a.m. - 8 p.m. Tuesday: 9 a.m. - 8 p.m. Wednesday: 9 a.m. - 8 p.m. Thursday: 9 a.m. - 8 p.m. Friday: 9 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Page 2926 of 5419 South Regional 8065 Lely Cultural Pkwy Naples, FL 34113 Phone: 252-7542 Monday: 9 a.m. -8 p.m. Tuesday: 9 a.m. - 8 p.m. Wednesday: 9 a.m. - 8 p.m. Thursday: 9 a.m. - 8 p.m. Friday: 9 a.m. - 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Vanderbilt Beach 788 Vanderbilt Beach Rd. Naples, FL 34108 Phone: 597-8444 Monday: Closed Tuesday: 10 a.m. - 6 p.m. Wednesday: 10 a.m. - 6 p.m. Thursday: 10 a.m. - 6 p.m. Friday: 9:00 a.m. – 5 p.m. Saturday: 9 a.m. - 5 p.m. Closed Sunday Page 2927 of 5419 Page 2928 of 5419 Upd. 8/10/2023 4:12:30 PM Collier County Public Library 2023‐2027 Strategic Plan Background Collier County, located in Southwest Florida along the Gulf of Mexico, was incorporated by the Florida Legislature on May 8, 1923 from portions of Lee and Monroe counties. There are three municipalities within Collier County: Everglades City, Marco Island, and Naples, which is the County seat. According to the 2020 Census, the population of Collier County is 375,752 and was ranked the 19th most populous county in Florida. By 2024, the population is expected to increase by 7.1%. (2022 Collier County Economic Development Office.) According to the U. S. Census Bureau, Collier County is the largest county out of 67 counties in Florida by land and water area, with approximately 2,305 square miles and is larger than the state of Rhode Island. Collier County is known as the Paradise Coast and is rich in geographic diversity, from beaches to Big Cypress National Preserve and Everglades National Park. Collier County’s beaches, tropical climate, and rich geographic and biological diversity make it one of the premier tourisms and retirement destinations within the continental United States. Currently Collier County is experiencing unprecedented real estate growth, resulting in median home listing prices of $599,000. The average annual rental is now $2,400.00 per month (Rizzo, Tiffany. Wink News.com. Feb 17, 2022) The Friends of the Library (FOL) and Library Advisory Board (LAB) work collaboratively to support the Collier County Public Library. The Friends of the Library is a nonprofit organization that began in 1957 to establish a free public library system in Collier County. Their diligent efforts helped create what is now the Collier County Public Library System with three large regional libraries and seven smaller branches. The Library Advisory Board advises the Board of County Commissioners on the operations and proposed budget for the Collier County Public Library. Board membership, composed of five members to represent five Collier districts, serves as a voice for county constituents and seasonal visitors. Monthly meetings are open to the public. The LAB also identifies, evaluates and recommends services and programs that are in alignment with our vision and mission. (Florida Code of Ordinances #88‐71‐Section 82‐32 and Ordinance 93‐86 Functions Power and Duties ‐ Collier County) Collier County Public Library Division’s vision: “Through high quality libraries, residents and visitors will reach their potential and communities will thrive.” Collier County Public Library Division’s mission: “To provide educational environments, facilitate community engagement and cultivate life‐long learning.” Page 2929 of 5419 Upd. 8/10/2023 4:12:30 PM Collier County Public Library Division Overview The Collier County Library Division provides library collections, services, and technology to residents and visitors within three (3) regional libraries and seven (7) branch libraries. In doing so, the Division manages and supports ten (10) library facilities servicing the county. All locations offer book lending, public internet stations, printing, photocopying, free Wi‐Fi, and 24/7 drop boxes for book and video returns. https://www.collierlibrary.org/locations/ In Fiscal Year 2021 the Library Division:  Circulated 1,261,897 physical materials  Provided public internet access to 1,554,532 people  Provided the use of more than 1,000,000 electronic materials  Served 619,300 people who visited our libraries during pandemic reduced hours and temporary closures  Scheduled and conducted 950 in‐person programs to 137,165 attendees  Logged 69,545 wireless internet sessions  Created 592 active virtual programs with 37,369 virtual attendees  Logged more than 550,000 visits to our website  Issued over 10,000 new library cards for a total of 188,178 library card holders The disruptions caused by the pandemic created challenges for library leaders, staff and patrons as they shifted to accommodate staffing changes and the increased training needs that supported new work environments and service delivery models. As a result of the pandemic and an increased cost of living locally, we find that we are still dealing with staffing imbalances. Several factors that continue to challenge library services and programming include the pandemic, unplanned resignations and time off of work related to the pandemic, and an increased cost of living. We see these continuing to impact our strategic plan for the next five years as we continue to adapt to new challenges. The 2021‐2022 fiscal year operating from October 1 to September 30, saw the first increase in circulation since the pandemic. We also continue to see an increase in usage of electronic books and virtual databases a consequence of the surge and resurge of the pandemic. One of the positive effects of COVID has been that our patrons now embrace the independence of online resources and services. During the ongoing effects of the pandemic, the library has offered free internet services to all that visit Collier County, which has significantly assisted individuals and families in accessing supplemental resources and programs for those who are experiencing financial fragility. As supported by our most recent customer service survey, patrons consider the library a welcoming place, supported by informed and customer focused staff. Patrons told us they can easily access and use our online services and resources. Page 2930 of 5419 Upd. 8/10/2023 4:12:30 PM Collier County libraries were proactive with implementing a much‐needed virtual presence to complement the decrease in our face‐to‐face programming and how patrons acquire and use library material. We expanded our online library experiences for staff and the community. As our library visits have increased, it has been a challenge to maintain both a strong face‐to‐face and virtual presence, with the reality of reduced staffing. Potential library applicants are faced with costly rentals and a generally high cost of living in Collier County as they make employment decisions. As we continue to support technically challenged populations through the current pandemic, it is imperative that the lessons learned are tracked and analyzed to prepare us, not only for the next crisis, but also for our everyday practices in our immediate future. For our younger patrons, we adjusted our 2021 Summer Reading Program due to the pandemic. We made available more make‐and‐take crafts and educational supplements. We also created more children’s virtual programs. Despite COVID, there were 2,861 patrons (974 adult patrons, 324 teen patrons and 1563 children) who registered for our 2021 summer reading program. They read 38,249 books (4,870 adult books, 2,569 teen books, 30,810 children’s books) between June 1 and August 14. Students from over fifty (50) Collier County Schools participated in our summer reading program. As families depend more on their community libraries, we anticipate more patron participation in coming years. Purpose of this Strategic Plan This plan articulates a clear vision of the future goals for staff and for the public. It will be used as the primary aid in maintaining consistency between our words and our actions. The message from our patron survey was that our patrons know what our library services should demonstrate and deliver. The library must evolve in ways that keep pace with the diversity of library users, ensuring all residents and visitors of Collier County have equal access to the continuously evolving world of ideas and technology. This Strategic Plan creates a framework for how the library will respond to the aspirations, needs, concerns and opportunities of the community that is served by the library. Due to the pandemic, increased resignations, and high cost of living in Collier County, libraries are on the cusp of a great transformation. We need to respond in timely and responsible ways to our patrons’ evolving needs. There have been many changes in how people access and use information, rely upon our e‐resources, interact with one another and in the resources, tools and capabilities needed to operate effectively. All of this requires new accommodating approaches to library services and resources. Page 2931 of 5419 Upd. 8/10/2023 4:12:30 PM Planning Process The scope of work described below is intended to provide a general understanding of the Collier County Public Library Division’s (CCPL) expectations for the Five‐Year Strategic Plan. Our Public Services Director and our Library Director put together a team of librarians and marketing members to assist the completion of a new Five‐Year Strategic Plan. The team prepared a needs assessment that included surveys, focus groups, Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis and the formation of a comprehensive library strategic plan. The plan will create a guide with proposed standards, based on industry best practices and consistent with the identified needs and opportunities in the County, for ensuring an appropriate and equitable balance of book lending (both books and e‐books), library apps, programs, facilities, and printing amenities. The plan will also include measurable strategies to achieve the recommendations, goals, policies, and guidelines that will result in the appropriate balance of materials, programs and facility usage. The Strategic Planning Team had available to them as resources: A. A comprehensive 2018‐2022 CCPL Strategic Plan B. Annual Plan of Service Scorecard Template C. Strategic Planning resources from national, state and local government entities and associations The experienced staff members worked closely with county staff in preparing the needs assessment and action plan. The staff members created a full report and executive summary for public distribution. This process included developing a comprehensive inventory, an analysis of forecasted needs and opportunities, recommendations, implementation strategies, and project schedule for the strategic plan development and completion. Project Schedule The Collier County Public Library anticipated conducting the project, up to the point of the adoption process, over a period of not more than six (6) months, starting in March 2022. The project addressed the scope of work and included an approximate timeline for completing each of the individual tasks, up to the point of the adoption process. Any additional tasks or other changes to the scope of work recommended by the Strategic Planning Team should be indicated in the project schedule. Page 2932 of 5419 Upd. 8/10/2023 4:12:30 PM Deliverables and Key Tasks A. Kick‐off Meeting and Focus Group Site Visits a. Meet with CCPL staff for a focus group sessions and site visit/tour library locations. B. Background Review a. Relevant plans and policies including but not limited to: i. 2018‐2022 Collier County Parks & Recreation Division Strategic Plan ii. 2018 Collier County Public Library Master Plan iii. And any others found pertinent C. Scope of Services The staff members will manage the assessment process. The process will involve an in‐ depth assessment of the County’s library’s needs. Then process/plan shall include: a. Project kickoff meeting b. Plan focus group sessions with staff and general public c. Review of existing vision, mission, values, master plans, maps, reports facilities, programs, operations, maintenance, administration, and funding with staff and leadership. d. Library facility tour(s)‐ description of all library locations (Investigated Collier County office space for hub libraries i.e., county campus) e. Community and stakeholder engagement and information focus sessions gathering meetings) f. Key stakeholder and staff information sessions g. Collier County demographics (U.S. Census Bureau QuickFacts) h. Statistically valid survey of users and non‐users, complete with all raw data and data mining tool for further/ongoing analysis. a. Identify unmet needs and determine satisfaction levels of current offerings. b. Determine satisfaction results from both survey users and nonusers i. Inventory and analysis of assets and programs a. Libraries maintenance, available space, and facilities. b. Capacity analysis j. Review of current maintenance and operational hours k. Demand analysis from patrons, non‐patrons, and staff surveys and focus group sessions l. Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis m. Services assessment a. Identify core services b. Assess core services via surveys Page 2933 of 5419 Upd. 8/10/2023 4:12:30 PM n. Findings and visioning sessions (staff members to suggest quantity, final number to be determined) o. Implementation/timeline a. Recommendations; community needs – creating a vision b. Costing and funding requirements c. Funding sources; financial plan for future development d. Action plan with prioritization schedule e. Performance measures p. Public relations/outreach/marketing plan q. Creation and presentation of draft report to staff and leadership. D. Deliverables At the end of the project, the staff members shall deliver to CCPL: a. Two (2) hard copies of all reports produced, and with high‐quality electronic copies and one (1) editable version of the final draft. b. Final report (complete with all photos, text, maps, exhibits, and appendix), and presentation to the Library Advisory Board, and the Board of County Commissioners that is both informative and visually appealing Goals and Outcomes The Library would embark on several surveys and focus group assessments and use the results to help guide the long‐term goals of the Library. The goal of the assessment is to gain as much insight from resident populations, exempt and non‐exempt staff and to discover what matters most to our users. Are we doing the right things? Are we doing things right? If not, why not? The Strategic Planning Team was recruited in February 2022 and immediately planned focus group meetings and survey assessments. This was quickly followed up with staff table‐top discussions. A formal online staff survey was developed with eighty (80) of eighty‐four (84) surveys completed by mid‐ March. The team simultaneously focused on surveying patrons and non‐library users with questions about services on social media and our web page. We took advantage of outreach opportunities to survey non‐library users. The patron survey closed in April 2022, and we had over 700 public responses received. Page 2934 of 5419 Upd. 8/10/2023 4:12:30 PM Current and futures needs were recognized in these key areas: 1. Locations and Facilities: Maintain and improve upon safety and security at existing libraries. Identify and prioritize current library sites that need immediate renovation such as sidewalks, parking lots, lawn irrigation system and landscape features. In addition, restore and sustainably manage libraries within Collier County for the benefit of present and future generations. 2. Programming and Services: Create a more inclusive and engaged library culture for all patrons. Encourage Collier County residents to actively participate in borrowing materials, planning programs, and stewardship of Collier County Public Library resources. Efficiently provide for the Collier County Public Library interests of Collier County residents, utilizing and accessing public resources 24/7. Strive to meet the unmet needs for library programs and services in the County through the development and implementation of best practices. Improve and expand educational opportunities by developing new programs and services, improving existing programs and services, and developing and implementing best practices. Promote the education of Collier County populations through physical and online subscription resources purchased through the library to meet the needs of the residents and visitors of Collier County. 3. Marketing – overall public relations, social media, community outreach: Continue providing effective community outreach and marketing for increasing public awareness and support of library services. Increasing awareness of Library services and programs to ensure that the public continues to appreciate the importance and benefits of CCPL to our community and is well informed about library offerings. Communicate the value of partnerships to potential funders and the community. Build on the power of virtual engagement to shape engagement opportunities going forward. For our diverse populations provide marketing material in multiple languages with easy accessibility. 4. Community Engagement ‐Invite participation to all by engaging with community members where they are, whether in the library building, online environment or community partners’ spaces. Build stronger community engagement strategies with supporters, donors and volunteers to advance the mission of CCPL. Increase collaborations with partners like the FOL. Build sustainable and impactful partnerships with public and private sector organizations and institutions through outreach and collaborations. Page 2935 of 5419 Upd. 8/10/2023 4:12:30 PM 5. Staffing‐ Train staff to share job functions and responsibilities and anticipate emerging needs. Be flexible in the division of roles responsibilities and embrace new ways of working. Learn how to operate in a constantly changing environment. Restructure to align with County strategies. Develop structured and relevant staff training and leadership opportunities throughout CCPL. Identify opportunities for career development and encourage the heart of staff. Correlate staffing levels with circulation, visitation, and user statistics. Focus on building professional staff by maintaining marketing and outreach staff, include dedicated branch managers and librarians. Upgrade administrative processes for staff, monthly schedules, timecards and travel forms. Look for and encourage internal and external county recruitment opportunities that align more with staff’s interest, growth and development. 6. Open Hours & Days—Continue to survey the community for unmet needs. The current survey data showed that we are meeting the needs of the community. Core level services and library should be open daily. Each library should be open one day per weekend. (Evening hours, staffing levels, and evening programming are necessary to balance user needs). 7. Technology—realize the full potential of digital resources by improving upon the existing technology. Simplify access to digital resources by creating a single point of entry. Recognize the urgency to support those who do not have the tools or skills to operate online. Library should be at the forefront of everything technological. Update payment processes and public document stations with upgraded scanning/faxing/printing/copy. 8. Computers & Internet—many computer work areas and labs are retrofitted into existing spaces. Dedicated private or enhanced semi‐private labs at each library, enhanced WiFi, and wireless services should be a goal. 9. Hub Libraries—specific areas of concentration, expertise and relevant programming. Genealogy hub and homework help centers through the American Rescue Plan Act (ARPA) grant 10. Children to Young Adult—growth and expansion in materials, resources, programs, and staff dedicated to these age groups. Create continuity throughout all locations with staffing and storytellers for programming. Build on existing county partnerships and expand outreach services to provide educational opportunities for children of all ages. Page 2936 of 5419 Upd. 8/10/2023 4:12:30 PM 11. Collections—Work to create a policy for collection management that is more precise and more accurate to the needs of our users. Increase access to digital resources and establish an increased revenue sources for operational expenses. (Annual Update and Inventory Report (AUIR) ‐ per capita of 1.87. upgrade ILS system) The key themes listed above emerged to guide the development of the 2023‐2027 Collier County Public Library Strategic Plan. Current and futures needs were recognized in these key recommendations from the survey. Input from the community and library staff guided the development of the major components of the Strategic Plan. The Library Advisory Board viewed and commented on the Collier County Public Library 2023‐2027 Strategic Plan during their regular meeting in June 2022. The current US Census data shows Collier County’s median age to be 51.8 years compared to the Florida median of 42.4 and the U.S. median of 38.5. Collier County continues to be a favorite tourist destination between November and April. The population increases to around 466,000 people. The seasonal population is projected to around 509,000 people by the year 2025. Unite States Census Bureau‐ Collier County Florida https://www.census.gov/quickfacts/colliercountyflorida Page 2937 of 5419 Upd. 8/10/2023 4:12:30 PM Additional Sources Fuller, Joy. Strategic Planning for Public Libraries. Public Library Association. 2021 Matthews, Joseph R. Strategic Planning and Management for Library Managers. Libraries Unlimited. 2005. Mitchell, Joseph R. Strategic Planning and Management for Library Managers. Libraries Unlimited Wesport, Connecticut. 2005, 104‐105. Nelson, Sandra. Strategic Planning for Results. American Library Association. Chicago 2008. Rhode, Jeff. Southwest Florida Real Estate Market: 2022 Stats & Trends. https://learn.roofstock.com/blog/southwest‐florida‐real‐estate‐market Mar. 2022 Page 2938 of 5419 Upd. 8/10/2023 4:12:30 PM Conclusion The Collier County Public Library 2023‐2027 Strategic Plan is a customer service friendly guide that prioritizes the work of Library Administration and staff. It was developed with careful consideration of the feedback received and the data studied. The plan is shaped with the understanding that change is inevitable, and that our library services will adapt as warranted. At the same time, the Collier County Public Library will maintain Collier County’s Core Values, measure all we do against our mission, and remain focused on serving our community. Vision, Mission and Values Vision: Through high quality public libraries, residents and visitors will reach their potential and communities will thrive. Mission: To provide educational environments, facilitate community engagement and cultivate life‐long learning. Values: Honesty & Integrity We are responsible, truthful stewards of public resources and trust. Service We champion free and open access to ideas, information and content. Public and virtual spaces are available when needed by residents and visitors. Accountability We provide library resources and services in accordance with the American Library Association Code of Ethics. Quality We strive for continuous improvement in our online and print collections, resources, services, programs, and facilities. Consistency We provide reliable and consistent service to internal and external patrons both online and in house. Respect We honor diversity, individual perspectives, and the right to privacy and confidentiality. Knowledge We strive for excellence by continuing the professional development of library staff enhancing their ability to provide exceptional customer service, plan for the future, and stay abreast of leading technologies. Stewardship We carefully manage the services and resources entrusted to us through cost controls and best value practices to provide the greatest returns on investment of staff and resources. Page 2939 of 5419 Upd. 8/10/2023 4:12:30 PM Collaboration We seek out partnerships inside and outside the agency allocating collective resources and services to further the Library’s mission. Self‐Initiating, Self‐Correcting We are proactive and quickly adapt resources and services to patron needs maintaining the library’s relevancy. Page 2940 of 5419 Upd. 8/10/2023 4:12:30 PM Strategic Focus Areas Engage Collier County Public Libraries are open, accessible, and thriving spaces linking people to a world of resources and services that enrich their lives. 1. Stimulate imagination through reading, viewing and listening 2. Provide comfortable, safe and welcoming spaces for people of all ages, cultures and backgrounds to connect with others and to engage in individual pursuits. 3. Customize hours, spaces, services and collections to meet community needs. 4. Build public awareness and engagement through strategic marketing. 5. Engage staff at all levels of internal and external communication. Empower Collier County Public Libraries contribute to the vitality and resiliency of our communities. 1. Provide 24/7 connection to the online world. 2. Emphasize 21st century literacies including information, workforce development, finance, and health in library programs. 3. Leverage partnerships to provide accessibility to new technology. 4. Empower staff in the pursuit of customer service excellence. Educate Collier County Public Libraries advance the educational priorities of our communities. 1. Support and strengthen early learning to promote school readiness. 2. Strengthen the Science, Technology, Engineering and Math (STEM) and (STEAM) which represents STEM plus the Arts initiatives. 3. Provide resources and information needed for the academic success of students in public, private, home schools, trade schools, and higher education. 4. Support personal growth and lifelong learning through high quality collections and programs. 5. Help people develop information fluency skills to successfully search for, locate, evaluate, and effectively use information to meet their needs. 6. Broaden staff knowledge to work across functional areas. Page 2941 of 5419 Upd. 8/10/2023 4:12:30 PM Goals and Objectives ENGAGE Collier County Public Libraries are open, accessible, and thriving spaces linking people to a world of resources and services that enrich their lives. Goal 1: Stimulate imagination through reading, viewing and listening. Objective 1. Increase the overall visibility of the collection system‐wide with an emphasis on promotion through creative and intelligent displays. Objective 2. Use available data analytics and collection analysis tools to assess the relevance of library collections, programs and services to ensure appropriate annual allocation of funds. Objective 3. Develop the image of CCPL as a source of high quality, free programs, services, and resources for the community. Objective 4. Increase county, state and community partnerships to expand the library’s image as a gateway to learning and knowledge. Goal 2: Provide comfortable, safe and welcoming spaces for people of all ages, cultures and backgrounds to connect with others and to engage in individual pursuits. Objective 1. Solicit patron and staff feedback to assess patron satisfaction and the quality of the patron experience. Objective 2. Provide library services and programs that reflect the cultural diversity of the community. Objective 3. Develop a comprehensive staff training and professional development program including regular communication with staff regarding information about library and County initiatives, activities and events. Objective 4. Use available data analytics to identify library facilities for the development of quiet areas, reading rooms, makerspaces, and “hubs”. Goal 3: Customize hours, spaces, services and collections to meet community needs. Objective 1. Apply data analytics, branch by branch, to ensure more relevant collections, programs, services, hours, and space utilization. Objective 2. Evaluate the condition of the collection and develop a comprehensive collection development and management program. Objective 3. Develop and implement new metrics by educating staff in measuring outcomes increasing the library’s ability to match community need to library service. Page 2942 of 5419 Upd. 8/10/2023 4:12:30 PM Goal 4: Build public awareness and engagement through strategic marketing. Objective 1. Develop and implement comprehensive marketing plans to raise public awareness of the resources and services improving library positioning in the community. Objective 2. Develop and support community relations efforts through key partnerships and strategically pursuing opportunities to promote the library at community events. Objective 3. Utilize a variety of traditional marketing mediums and social media platforms to target specific audiences and reach the broadest possible audiences. Goal 5: Engage staff at all levels of internal and external communication Objective 1. Maintain consistency between words and actions. Objective 2. Clear Communication minimize ambiguity. Objective 3. Change our approach to creating engaging experiences. Objective 4: Create more opportunities to listen, learn and understand from one another. EMPOWER Collier County Public Libraries contribute to the vitality and resiliency of our communities. Goal 1: Provide connection to the online world. Objective 1. Provide public use computers, printers, and scanners. Objective 2. Provide high‐speed and WiFi access to the Internet with no unnecessary restrictions or fees. Objective 3. Implement self‐pay features of the self‐check‐out machines. Goal 2: Emphasize 21st century literacies including information, finance, workforce development and health in library programs. Objective 1. Provide library services, materials and programs to increase the digital literacy of the community. Objective 2. Develop programs and services to foster innovation and creativity to support science, technology, engineering, arts and math (S.T.E.A.M.) skills. Objective 3. Use available data analytics to determine appropriate resources needed at each branch to help develop 21st century literacy skills. Goal 3: Leverage partnerships to provide accessibility to new technology. Objective 1: Expand the library experience to include makerspaces, learning commons, and non‐traditional materials. Objective 2: Use available data analytics to identify library facilities for the development of “hub” technology libraries. Page 2943 of 5419 Upd. 8/10/2023 4:12:30 PM Goal 4: Empower staff in the pursuit of customer service excellence Objective 1. Aligning the library culture to support well‐ being. Objective 2. Encourage staff to have compassion for others. Objective 3. Model the behavior we want to embrace. Objective 4. Being flexible in the division of roles and responsibilities. Objective 5. Establish workgroups that collaborate across typical boundaries. EDUCATE Collier County Public Libraries advance the educational priorities of our communities. Goal 1: Support early learning to promote school readiness. Objective 1. Provide parents and caregivers with quality story times, training and materials which encourage them to talk, sing, write, and play with their children. Objective 2. Make accessible training for staff that reinforces the library’s early learning strategies. Objective 3. Provide easy access to early literacy materials, websites, information and programs for parents and caregivers. Objective 4. Continue to investigate and invest in technology, resources, and tools that support early learning strategies. Objective 5. Expand the library’s outreach to childcare facilities serving at‐risk and underserved populations. Goal 2: Provide resources and information needed for the academic success of students in public, private, home schools, trade schools, and higher education. Objective 1. Regularly attend community school events to promote library services and gain insight into community needs. Objective 2. Provide and promote online homework assistance. Objective 3. Work with public and private school media specialists and classroom teachers to foster a love of reading through book talks, class visits to the library, and creative programming. Goal 3: Support personal growth and lifelong learning through high quality collections and programs. Objective 1. Collaborate with public, private, and nonprofit partners to promote reading for pleasure, expand self‐directed learning opportunities and provide a variety of cultural experiences for all ages. Objective 2. Develop and manage library print and online collections to reflect patron demand. Page 2944 of 5419 Upd. 8/10/2023 4:12:30 PM Goal 4: Instruct people on developing information fluency skills to successfully search for, locate, evaluate, and effectively use information to meet their needs. Objective 1. Develop and offer classes on how to navigate the Internet and electronic library resources, and to recognize authoritative sources. Objective 2. Create online tutorials to help users navigate library technology, online databases, and other e‐resources. Goal 5: Broaden staff knowledge to work across functional areas Objective 1. Train staff to share job functions and responsibilities and to anticipate emerging needs. Objective 2: Upskilling to keep staff prepared for future. Objective 3. Create curriculum for professional staff to make them successful in a changing environment. Objective 4. Broaden knowledge to work across functional areas. Page 2945 of 5419 Upd. 8/10/2023 4:12:30 PM 2023‐2027 Five Year Performance Measures ENGAGE Collier County Public Libraries are open, accessible, and thriving spaces linking people to a world of resources and services that enrich their lives.  Master of Library Science degreed librarians at 8 out of 10 libraries.  Minimum of five days of library service at 9 out of 10 libraries with appropriate balance of librarians and para‐librarians to maintain high quality service.  Technology “hubs” and quiet spaces at all libraries.  State of the art Integrated Library System (ILS) for circulation and collection management.  Print and e‐book collections balanced to reflect patron demand.  Cultural and educational learning balanced across all libraries and offerings balanced to serve children through adults. EMPOWER Collier County Public Libraries contribute to the vitality and resiliency of our communities.  Fully developed partnerships and identified funding sources to ensure the library’s status of free access to cutting edge technology and AUIR Level of Service Standard (LOSS) for library materials.  Identified libraries for re‐purposing to meet the ever changing and growing demands of the communities served.  Expanded partnership with nonprofit organizations to include technology outreach and programming.  Ensure continued patron access to current technology, and free and open access to ideas, information and content. EDUCATE Collier County Public Libraries advance the educational priorities of our communities.  Fully developed partnership with Collier County Public Schools.  Partnerships with private schools, home schools, trade schools, and institutions of higher education.  Partnerships with daycare facilities serving at‐risk and underserved populations.  Expanded partnership, to include outreach with community organizations that align with our mission. Page 2946 of 5419 Upd. 8/10/2023 4:12:30 PM A Call to Action The best strategic plans are dynamic, flexible tools for continuous improvement. With the Library’s mission as the primary foundation, its vision as the ideal, and the County’s Core Values as guides to decision making, the Collier County Public Library system will commit to a process that ensures accountability, versatility, and rational decision‐making. Seeking out the needs and wants of Collier’s residents and visitors through surveys and focus groups was the first step. From there it is the Library’s responsibility to develop an appropriate strategy to address current needs and plan for the future. The Library Advisory Board (LAB) and Public Services Department will have the primary responsibility to monitor the plan’s goals and objectives and assess overall progress. Library staff will have the responsibility of overseeing implementation, consulting, and working with groups directly involved or affected by decisions. Through the course of implementation, new issues, new priorities and challenges will emerge. In a cyclical process Library staff and the LAB will measure progress, budget resources to maximize outcomes, and identify potential new areas that require action. In this way, both the strategic plan and annual plan of service will be constantly reviewed, evaluated, and updated. 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