1.
Lisa Grant Isaac Andrew Rakiecki Steven Burnett Aaron Nelson Amy Campbell Techno Team

2.
Mission Statement <ul><li>The North Bay Public Library will provide world-class information services to all customers by acting as an access point and professional guide to the world of information. We will provide excellent customer service to assist customers in meeting all of their information needs. We put a special emphasis on assisting, teaching, and empowering customers to successfully navigate the digital information world. </li></ul>

3.
Reason’s Why We Chose This Mission Statement <ul><li>Because it resonates with the present public. </li></ul><ul><li>It encompasses “technology “ as a key feature among information services that we want to focus onto. </li></ul><ul><li>It’s not archaic. It gives a clear mission statement that fits the future. </li></ul><ul><li>It shows that we take the “upsurge” in technology seriously. </li></ul><ul><li>It engages people who come to the library for different reasons than to check out books. </li></ul>

4.
Guiding Values <ul><li>Loyalty to the Community </li></ul><ul><li>Acceptance of a Diverse Community </li></ul><ul><li>Openness to the World </li></ul><ul><li>Patience to Help All People </li></ul><ul><li>Eagerness to Help All People </li></ul><ul><li>Share Our Knowledge With All People </li></ul>

5.
The Organization

6.
Preparation/Planning <ul><li>In order to successfully implement our strategic plan, we want all employees to have input. They are after all, critical to its success. Without staff buy-in the plan will have little chance of meeting its goals. </li></ul><ul><li>We want to make sure that we use all available community leaders, university leaders, and non-profit leadership. </li></ul><ul><li>We want to make our plan concise, readable, and easy to manage. </li></ul><ul><li>We want to set deadlines in order to measure our goals. </li></ul>

7.
SWOT Analysis <ul><li>STRENGHS </li></ul><ul><li>INTERNAL </li></ul><ul><li>-Committed staff – flexible and eager to learn new technology, they want to pass on skills to our supportive patrons </li></ul><ul><li>-Staff wants to serve/help all cultures in their community </li></ul><ul><li>EXTERNAL </li></ul><ul><li>-Good solid connection with and support of the community </li></ul><ul><li>-Good relationship with the City Council and the Mayor </li></ul>

8.
Weaknesses <ul><li>INTERNAL </li></ul><ul><li>-Outdated the technology (about 10 years old) </li></ul><ul><li>-Not all staff adequately trained or comfortable with technology </li></ul><ul><li>-Need more Spanish materials in the collection and bilingual programming </li></ul><ul><li>-Difficult director </li></ul><ul><li>EXTERNAL </li></ul><ul><li>-All city government fighting for public monies </li></ul>

9.
Opportunities <ul><li>INTERNAL </li></ul><ul><li>-capitalize on motivated staff </li></ul><ul><li>-priority to hire qualified staff who speak Spanish </li></ul><ul><li> </li></ul><ul><li>EXTERNAL </li></ul><ul><li>-Government grants for funding and Gate’s Foundation </li></ul><ul><li>-Partnership with the University of Colorado – faculty will volunteer time to offer free classes to our patrons </li></ul><ul><li>-Partnership with more non-profits in our community – The United Way, Red Cross, local schools </li></ul><ul><li>-Provide outreach to connect with the minorities in our community </li></ul>

10.
New Priorities <ul><li>For many people, the public library is a primary or even the only resource they have for information. But as more and more information is born digital, the patron must be technologically savvy in order to continue to access information at the library. If patrons cannot access digital information, the North Bay Public Library cannot fulfill its mission of providing equal access to world class information services for all members of the community. </li></ul>

11.
Future Vision <ul><li>Our vision for the North Bay Public Library is for it to take its place at the forefront of its community in teaching technology. This will ensure that the North Bay community will continue to be a population that can access information for business, pleasure, and lifelong learning. These three areas of information gathering form the base needed for a strong, informed, and healthy population that feels connected to and served by its library. </li></ul>

12.
Strategic Initiatives <ul><li>Initiative 1 The North Bay Public Library will provide technology outreach to its patrons. </li></ul><ul><li>Initiative 2 North Bay librarians will be trained in current technology. </li></ul><ul><li>Initiati ve 3 The North Bay Public Library will promote its technology outside the library walls. </li></ul>

13.
Action Plan <ul><li>The North Bay Public Library will provide technology outreach to its patrons. The district recognizes a need for technology instruction to our community. By offering this instruction we can assist patrons currently using library services and those not in the library already. A committee made up instructional staff will meet on bi-annual basis to discuss course curriculum and other changes in the service that might better serve the community. </li></ul>

14.
Action Initiative <ul><li>Initiative 1. Bring technology outreach to the community. </li></ul><ul><li>Initiative 2. Train librarians at certain technical skills. </li></ul><ul><li>Initiative 3. Promote our programs outside the building. </li></ul><ul><li>Initiative 4. Maintain our position as a central role in the community. </li></ul><ul><li>Initiative 5. The North Bay community will see an improvement in the closure of the digital divide. </li></ul>

15.
Monetary Plan <ul><li>Line Item Budget. </li></ul><ul><li>Grants. </li></ul><ul><li>Donations of Computers and other technical stuff. </li></ul><ul><li>Volunteer Work. </li></ul><ul><li>Technical Help. </li></ul><ul><li>Other Needs. </li></ul>

16.
Performance Management <ul><li>The five strategic initiatives will take a commitment from librarians and other library employees involved, directly or indirectly. </li></ul><ul><li>Class Schedules need to be made. Time must be allotted to the program </li></ul><ul><li>Class Curriculum Arranged. </li></ul><ul><li>Synergies </li></ul><ul><li>Technical equipment needs to be set up. </li></ul>

17.
Contingencies <ul><li>In order to succeed, the leadership team must make contingency plans for possible problems or threats to the implementation of the strategic plan. The following list details some issues that could threaten the plan, their likelihood of occurrence (high, medium, low), impact (high, medium, low), and contingency plans to deal with the threat if it occurs. </li></ul>

18.
Concluding Remarks <ul><li>Keeping up with change is a challenge that all libraries face. </li></ul><ul><li>Our goal is to remain viable in the community. </li></ul><ul><li>Our plan will carry out our goals. </li></ul><ul><li>Our strategic plan involves the whole community. </li></ul>

19.
Forming/Storming <ul><li>Arranging times to meet. </li></ul><ul><li>Choosing leadership. </li></ul><ul><li>Using our resources—Adobe, Wiki, Email, File Exchange, and telephone. </li></ul><ul><li>Wednesday 7:30 was set aside for 805. </li></ul><ul><li>Most of our Storming was completed by Feb. 9, 2011. </li></ul>

20.
Norming/Performing <ul><li>Problems we faced—technical problems, meeting times, understanding the assignment. </li></ul><ul><li>Assigning duties. This changed as time went by. </li></ul><ul><li>Making our assignment from vague to detailed. </li></ul><ul><li>Bringing everything together into one piece. </li></ul>