The Promiseof Tomorrow

Strategic Plan of Princeton Public Library

2011–2013

TABLE OF CONTENTSA Transformed Library for a Digital Future

Vision, Mission, and Values

We Listened Carefully

Strategic Priorities and Focus

Delivering on Our Vision and Achieving Our Mission

ACKNOWLEDGEMENTSPlanning Committee MembersVivian Allen, Friends of the LibraryPeter Bromberg, PPL StaffLeslie Burger, PPL StaffAndrew Erlichson, Board of TrusteesLindsey Forden, PPL StaffJanie Hermann, PPL StaffRichard Levine, Board of TrusteesKatherine McGavern, Board of TrusteesBonnie Piper, PPL StaffEllen Pitts, Friends of the LibraryTim Quinn, PPL StaffJane Silverman, Library Foundation

Board Of TrusteesKatherine McGavern, PresidentRobert Ginsberg, Vice-presidentIra Fuchs, TreasurerAndrew ErlichsonBeth JamiesonAlison LahnstonRichard LevineChad GoernerMildred Trotman

The quotes in this Strategic Plan have been selected from the more than1,600 surveys filled out by our customers.

“I have been a patron of the library since 1960. I remember when the children’s collection was in a little room at the top of the stairs in the Bainbridge House. I’m very proud of the Princeton Public Library. I think the library is broad in scope, comfortable and useable from a physical perspective, modern in offerings, and seems genuinely interested in improvements. The library sure has come a long way in the past 50 years.”

A TRANSFORMED LIBRARY FOR A DIGITAL FUTURE

Public libraries today are facing significant challenges on many fronts — defining their role in a digital future, coping with a difficult funding environment and implementing changing policies at the state and federal

level. With more and more content easily accessible on the Internet, the role of libraries as primary infor-mation authorities is decreasing and the fundamental role is shifting from the provision of physical objects to content distribution. The role of staff is evolving as well, with an emphasis on technology skills and exceptional customer service.

It is too soon to predict what the future may bring with regard to the mix between physical objects and digital content and the way in which people read and use information, but libraries are well-positioned to lead these changes as they offer customers more reading options than ever.

The challenge for the Princeton Public Library is to continuously transform our services, programs and content offering so we remain relevant and essential to the community.

The transformed Princeton Public Library acknowl-edges the strength of its past but embraces the promise of the future with services and programs that respond to the changing way people learn and consume information. The library plays a leading role in community building and improves the quality of life by offering programs and services that respond to community needs. Creating inspiring public spaces and offering opportunities for chance encounters and formal learning are essential building blocks of the reimagined library.

There is no doubt that public libraries will be much different in the coming decade. It is up to us to create the future we want and to transform the Princeton Public Library in a way that both meets the needs of our community and provides a model that inspires others.

Developing a strategic plan in the current economic climate creates both challenges and opportunities.

The Planning Committee recognized that, in the current period of constrained public resources, every tax dollar spent on municipal services is carefully con-sidered to determine the return on investment. Dur-ing the three-year period addressed by this strategic plan, it is likely that municipal, state and federal tax support for the Princeton Public Library will remain

“The Princeton Library is the new commons for the community. Just as it nourishes us today, we must be good stewards to ensure its sustainability.”

“As someone who loves to read and learn, the Princeton Library must be what heaven looks like.”

stagnant or even decrease. This will put increas-ing pressure on the library staff and stakeholders to find other sources of revenue and to ensure that the library achieves maximum operating efficiencies by working smarter.

Toward that end, the library now has its first en-dowment fund, which, when pledges are fully real-ized, will generate income that can be used to support collections, programs and innovation. Still, we need to generate additional private donations, identify new revenue and maintain an entrepreneurial attitude that enables the library to deliver on its promise to provide excellent service to the community.

Creating Our Strategic Plan Today’s Princeton Public Library reflects the val-ues, passions and diversity of our community and is perceived as a leader and innovator for others in the library field. We are proud of our reputation and grateful for the positive feedback we receive from those who use the library. We pride ourselves on being a learning organization that embraces change and thinks strategically about its future. And, we want to continue as a catalyst for discovery, a conduit for information and the community’s living room for years to come.

For these reasons, during the past year we have invested significant time and energy to learn more

about your future needs to guide our transformation.This strategic planning process began with a Board

of Trustees retreat to assess our progress since the last strategic plan. Although we accomplished the ma-jority of our goals, we also learned some valuable les-sons about the importance of staying tightly focused.

A 12-member Planning Committee consisting of representatives from the library’s major stakeholder groups — the Board of Trustees, Friends of the Princ-eton Public Library, Princeton Public Library Foundation — and staff met regularly with planning consultant Regina Podhorin to determine the library’s strengths and weaknesses, assess the community’s needs and identify strategic directions for the library during the next three years.

VISION AND MISSIONVision: Our vision is to remain the heart of a vibrant, civically engaged community.

Mission: The mission of the Princeton Public Library is to be the community’s living room, connecting people through words and ideas to enrich their lives and help them realize their dreams.

“One day I was in the library and from the other side of the stacks I heard a child about 2 years old say ‘I’m happy’ and I thought that is often the way I feel in our library.”

To accomplish our mission, the library will engage the

community with:

• First-rate programsthat entertain and inform; encourage discussion, debate and action; and ex-pose the community to new ideas.

• New and ever-chang-ing collections that enable people to read, learn and grow.

• Inspiring spaces thatsupport social interac-tion, community gath-erings and personal discovery.

• Technology that enables everyone to read, write and inter-act across a variety of platforms.

Values to Support Our Strategic FutureWe are guided by these shared values in everything we do at the library; it’s our promise to you:• We make you smile. Excellent customer service is what sets us apart from

other libraries. You will have a great experience each time you visit the library.• We innovate. Our staff, trustees and stakeholder groups have a shared

passion for innovation and creativity. We think about new ways to deliver exceptional service every day.

• We inform. We are committed to providing the best content possible to helpconnect you with the information you need to make good decisions.

• We listen. We love to hear from you, our customers, about how well wemeet your needs and how we can do better. Talk to us; we are happy to learn from you.

• We collaborate. We know we work better together. We are committed toworking with each other as well as other community organizations to make Princeton a better place to live, learn and work.

• We learn. Our staff is eager to learn and love to lead. We continually look fortrends and ideas that we can adapt to meet the needs of library customers.

Our Core ServicesWhile we are focused on the future, we know that at the heart of the library there are core services that are essential to the institution. Among these are: • Easy access to content in any format.• Research assistance to help you find the information you want when you need it.• Expert advice and recommendations about what’s good to read.• Ready access to the Internet and computers.• A variety of gathering spaces and programs to educate, entertain and inform

people of all ages.

“Princeton Public Library is one of the crown jewels of the town and one of the determining factors in my decision to move here five times and finally to stay in town and raise my family here. I’ve considered living in other towns with pretty libraries but they were underused, misguided and vacant places. The library is a model for what public space should be in the future.“

WE LISTENED CAREFULLYDuring the strategic planning process, our Planning Committee reached out to a targeted list of stakeholders through interviews and focus groups to solicit input on current services and identify future priorities. The results of these surveys, focus groups and interviews heavily informed and influenced the final plan. More than 1,700 people pro-vided input that helped shape this plan.

Focus Groups Focus groups were held with seniors, teens, people with limited access to new technologies, library staff, par-ents with young children and business leaders. These attracted 86 individuals for open-ended discussion about their current satisfaction with the library and their expectations for the future.

InterviewsOne-on-one interviews with key com-munity leaders, including the mayors of Princeton Borough and Township, the Borough and Township administrators, Superintendent of Schools, Princeton University Librarian, and Princeton Futures leadership, complemented the focus groups and enabled the commit-tee to obtain information related to the prospects for future funding, the future of libraries and the Princeton Public Li-brary’s contributions to the community.

Survey A web-based and paper survey was widely distributed to library customers and promoted in the local press. More than 1,600 people responded to the survey, providing invaluable feedback about the library’s current services, suggestions for new or enhanced services and commentary about the value of the library to the community. You told us many things that were very helpful in planning the library’s future. The Planning Committee carefully reviewed and dis-cussed your comments. We learned that:• Seventy-eight percent of you were extremely likely

to recommend the Library to a friend, colleague or neighbor. As compared to other businesses this is an exceptionally high “net promoter” score. For the library, this is now the standard we must maintain or increase over time.

• The selection of content is very important toyou. Some of you want books, but a growing num-ber of you want more downloadable content.

• You like our building, its variety of spaces, our helpful staff and program offerings.

• You would like more convenient hours, especiallymore evening and weekend hours.

• A number of you have concerns about parking feesand availability and fees for DVD rentals.

• More than 80 percent of the survey respondentstook the time to answer an open-ended question asking for words that best describe the Princeton Public Library. The responses were overwhelmingly positive describing the library as a “hub,” “commu-nity center,” “leading and cutting-edge,” and “a main reason to live in Princeton or stay here.”

• Co-marketing opportunities were of special interest to area business owners.

• The library’s role in “civic engagement” came up repeatedly as an important focus expressed as “creating an educated citizenry” and acting as”community builder.”

• The Library’s role as an important “equalizing force”in the community was mentioned in interviews, focus groups and the survey. Ensuring equal access to information and technology for all is a very strong community value.

• Government representatives and donors are con-cerned about the current economic situation and expect the library to “do more with less” and to maximize opportunities for new sources of revenue to support the library.

OUR STRATEGIC PRIORITIES 2011-2013Based on the outcomes of the environmen-tal scan, an assessment of trends likely to affect the future of libraries, consideration of the current economic environment and customer demands, the Planning Commit-tee recommends that the library focus its attention in four areas:• Enrich the quality of life for all who live, study and work in Princeton.• Lead the way in transforming the public library for the 21st century.• Provide superb customer service.• Create a sustainable and much-loved library.

STRATEGIC FOCUS: Enrich the quality of life for all who live, study and work in Princeton

Encourage greater participation in library programs and services

Actions• Refresh and renew the library’s space to meet the changing needs of the commu- nity for flexible, contemporary space that allows for “low-impact” social interaction by increasing meeting space and seating, and creating a digital media center.• Use a variety of communication tools to ensure that customers and staff are fully informed about what is happening at the library.• Offer more networking opportunities for job-seekers, home-based business owners, young professionals, singles, etc.

Support creativity and learning for all agesActions• Promote and invite participation in early literacy

programs that will enable children to start school ready to read.

• Expand efforts to improve learning during out-of-school time through year-round programs for children and teens that provide fun, engaging, and productive opportunities to spark creativity and encourage posi-tive social interactions.

• Provide volunteer leadership opportunities for pre-teens and teens.

• Expand programs targeted to the interests andconcerns of baby-boomers, older adults and young professionals.

“I particularly love that the library is in the center of town and walkable from the high school and middle school. My children walk here after school, as do many others. The fact that they go to the library after school reflects the value system and character of Princeton. I like that.”

Foster civic engagement to create a more informed community

Actions• Offer programs and resources that encourage

greater discussion of important social and commu-nity issues.

• Offer information-related services to support learn-ing about hot-button community issues.

• Provide a neutral, safe environment for public discussion of the issues affecting our town, region and nation.

STRATEGIC FOCUS: Lead the way in transforming the public library for the 21st century

Expand access to technology and digital contentActions• Lead the transition from print to online digital

content with a special focus on providing access to premium content such as movies, music, and language learning.

• Enhance access to technology and application training to increase digital literacy and support a digital future.

• Develop a new model, in partnership with publishers, for the distribution of e-books to library customers. • Lend e-readers and other cutting-edge devices.• Digitize and distribute unique local collections,

including Town Topics, local history archives and special collections.

Secure the role of the library as a critical place to access, create and consume contentActions• Create a media lab (PC and Macintosh) to provide

customers with tools and technology to create digital content.

• Expand public meeting space with the flexibility to be used to accommodate large and small groups.

• Make library-produced digital content: webcasts andpodcasts of programs, live streaming, instructional webinars — available on the website.

STRATEGIC FOCUS: Provide superb customer service

Make it easier and more convenient for customers to use the libraryActions• Examine the financial impact of changing evening

and weekend hours to better meet customer needs.• Reduce fees and eliminate barriers that inhibit people from taking advantage of the library.• Simplify and enhance the customer experience

when using the library.• Promote the availability of two-hour free parking

when visiting the library.• Evaluate current practices with regard to collection

management and cataloging to improve the user experience.

• Ensure all library policies are user-friendly and are supported by a strong culture of customer service.

• Expand and improve self-service options both in the library and online.

•Create more effective and engaging displays.• Explore new methods to deliver content and

programs to people unable to visit the library.• Assess the print collection, replace and refresh

titles, and reduce the size of the collection where better alternatives exist in digital format.

• Consider addition of ATM machines for convenience of users.

• Explore options for reducing rental and other fees associated with the use of library resources.

Improve online access to library resourcesActions• Make it easier for customers to locate information

on the PPL website.• Enhance the catalog interface and improve the abil-

ity to find needed titles.• Expand access to content by integrating public

domain e-books into the library catalog.

Expand the library’s brand as a trusted sourceof information

Actions• Provide research and information resources that

create a more informed community.• Work with community organizations to expand their

capacity and capabilities through the provision of targeted research by librarians.

Develop a comprehensive marketing strategy to improve awareness and use of the library

Actions• Create a comprehensive marketing and communi-

caton strategy to increase awareness about library services and reach new audiences.

• Use social media to get the community more connected to the library.

STRATEGIC FOCUS: Create a sustain-able and much-loved library

Create opportunities for library staff and stakehold-er groups to work more productively and efficiently

Actions• Increase the use of technology to support routine

library practices such as checkouts and returns.• Create a challenging work environment that

redefines the role of librarians in providing 21st cen-tury library service, with an emphasis on developing

community collaborations and partnerships, becoming information partners, and creating digital content.

• Revise job descriptions, provide training and reorganize into work teams for improved job satisfaction

• Realign staffing to meet customer needs

Realign the library’s governance and organizational structure to ensure success

Actions• Explore opportunities to increase fundraising capacity

by combining the efforts of the Friends, Foundation and library Development Office.

• Consider the role of the Board of Trustees, Friendsand Foundation and how each group complements the work of the library and each other.

• Institute an annual planning retreat for library stake-holder boards to develop annual goals in support of the library.

• Work with the Friends of the Library to develop a strategic/business plan.

• Continue efforts to enable staff to become moreinvolved in decision-making and planning for the library’s future.

Implement environmentally responsible practices for the library

Actions• Explore the possibility of installing a solar energy

array on the library roof to offset the carbon footprint.

“I have been all around the world as a UNO professional and never found such a useful library.”

• Develop a comprehensive “greenstrategy”for the building and systems, energy consumption, waste reduction and recycling.

• Continue efforts to inform and educatethe community about environmental issues.

Continue to grow the library’s en-dowment fund and increase private support for programs and services

Actions• Streamline the library development

effort to eliminate confusion for poten-tial funders, reduce overhead costs, and increase the amount of private funding going directly to support library services and programs.

• Secure corporate and private under- writing for library programs and services.

• Expand the planned giving program.• Explore the creation of social enter-

prises and new revenue streams to increase library income.

• Increase the endowment by 10 percent each year.

• Retain existing donors and increasethe number of people contributing to the library’s annual appeal by 10 percent annually.

• Clarify roles and responsibilities for the Trustees, Friends and Foundation to support the library’s development efforts.

Create a challenging and productive work environment for staff

Actions• Strengthen the staff development and

training program so staff is better pre-pared to embrace continuous improve-ments in the workplace.

• Develop customer service standardsand training so that every staff mem-ber provides consistent and high qual-ity customer service.

• Establish ongoing methods to obtain customer feedback about the library.

• Revise library position descriptions to more accurately reflect the current work environment.

• Review staff compensation to developa fair and equitable way to reward performance.

“The overall operation and services are truly wonderful, and in a town such as Princeton that is saying a lot. I speak of the town library with great pride.“

DELIVERING OUR VISIONIt Takes a CommunityCreating strategic goals is one thing but reaching them is quite another. We need everyone’s help to bring this ambitious plan to life and to achieve our mission. The best part of being the Princeton Public Library is the vitality, energy and support of the entire community. Specifically, we need:Our Customers Without you, we are just a building. While we are undergoing this transformation we need your feedback on the changes we will be making. Tell us both what is working and what isn’t. Tell your friends and neighbors about what is happening at the library and what they might be missing. Check the website regularly to see what has changed.Our Donors, Funders, Friends and FoundationYour continued strong support is essential to our transformation. We’ll tighten our belts and increase efficiency but we must also make strategic investments in new technology, space upgrades and new content, which will require new financial resources. Our Business CommunityConsider how we can become even better strategic partners in meeting the needs of the community.

Public-private partnerships are the way of the future, and we both have a joint stake in making the Princeton area a great place to live and work. Our VolunteersEach of you has played and will continue to play a vital role in keeping this library on the cutting edge. Your continued volunteer support in sustaining day to day library tasks and efforts in fundraising will be essential for reaching our goals.Our Governmental PartnersWe know the next few years will strain public budgets. The feedback from the community during the planning process made clear that the vitality of the library is a key consideration for why people move here, stay here and enjoy living here. We are grateful for your continued support and look forward to expanding our role in the civic life of the community. An informed and engaged citizenry benefits us all.Our Board of TrusteesWe can’t lead in the field without the trust of our own leadership. This strategic plan will require all of us to take informed risks, think creatively and make difficult choices. You will be important overseers and ambassadors in the community as we make this transformation.

“The library should aim to serve as a kind of digital version of the 19th century lyceum, a place where all kinds of learning and courses are available.”

“The library needs to take a leadership role and provide the community with a technology path so people can see what the future looks like and how to use all the devices.”

“The library is an equalizing force that nurtures all ages, regardless of status in the community.”

MEASURING SUCCESSDuring the course of this plan we will continually monitor our progress toward achieving our goals and objectives. The library’s executive director will report annually to the Board of Trustees regarding achievements and work with the board to revise the plan, as needed, to accommo-date new realities.

In addition, the following metrics will be used to assess performance.

Library Use• Traditional library metrics that measure use includ-

ing number of items borrowed, number of visitors, program attendance and types of items borrowed will continue.

• New metrics will be developed to assess the impactof services and programs throughout the plan.

Customer Service• The library will develop an online, annual customer

survey to measure our net promoter score and other indicators of customer satisfaction.

• Customer service standards will be developed and implemented throughout the library.

Leadership• The library will continue to be at the top of state,

regional and national rankings.

• Library staff will continue to play a leadership role in regional, state and national library association activities.

• Library staff will be recognized for their contributions through awards, honors and publications.• The library will retain its position as the community’s

living room and a key partner in the economic vitalityof Princeton.

Awareness• The library will extend its reach to new demographic

groups that currently underutilize the library.• The Princeton Public Library is recognized as one

of the top three community assets.• The library continues to build community partnerships.• The number of followers on Facebook, Twitter and

other social media outlets continues to grow.• The number of people who open the weekly email

newsletter increases.

Sustainability• The library grows the number of repeat donors to

the annual appeal each year.• The library endowment continues to add assets with

a planned giving program, additional major gifts.• New efforts are undertaken to enlarge the circle of

contributors to the library through a variety of social events, lectures and other avenues.

“One of the few truly democratic places left.”

PRINCETON PUBLIC LIBRARYSands Library Building I 65 Witherspoon Street

Princeton, New Jersey, 08542 I 609.924.9529www.princetonlibrary.org

Editing and Design: Tim QuinnPhotography: Michael Mancuso and Leticia Braga (Pages 12 and 13)

Printed on 100 percent recycled paper