Central Florida Public Library Strategic Plan 2018-2021

I. Introduction

Dear Friends and Board of Trustees,

The Central Florida Public Library System plays a vital role in the diverse communities
we serve by delivering responsive services and valuable resources that foster lifelong learning
and creative development. In accordance with our mission, we have embarked on a collaborative
strategic plan following extensive research analyzing our core demographics and usage trends
with careful examination of the environment in which we operate. Our independent research was
conducted through a series of in-branch and online surveys, consultation with our librarians and
staff, and the input sought from local partners, agencies, and municipalities in the community.
Upon review of our strengths, challenges, and opportunities for improvement within this scope,
we have developed our key strategic priorities and planning process as outlined below.

Our research has indicated a growing need for more innovative tools and electronic
resources to keep up with modern technological trends. With increased demand for digital media
and a creative space that inspires new ideas and enthusiasm for knowledge, we will focus on the
expansion of our maker space to encourage patrons of all ages to engage in fun opportunities to
experience science, technology, art, and experimentation in our communities. We strive to
stimulate a welcoming environment with the most up-to-date tools, educational resources, and
innovative public services that train and prepare our community members for the future.

Our environmental scan as a framework, we have identified the following strategic

objectives focused on the transformation and reorganization of our library services accordingly,
and we will be proposing policy changes to both the physical structure of our existing maker
space and increased funding efforts for expansion. Our strategic directives listed here are not
intended to be the only initiatives we plan to execute in the coming years, but rather, our
immediate priorities over the course of time indicated.

Our mission has always been to engage our community members in innovative and
educational experiences that foster growth, exploration, discovery and creativity. In this evolving
information age, digital technology is constantly improving and developing. As libraries have
increasingly shifted their attention to digital media, computer and printing technology, and other
electronic resources to accommodate users’ information needs, we have an opportunity to bring
innovation to the forefront as leaders of lifelong learning in our communities.

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II. Mission

The Central Florida Public Library’s mission is to engage our diverse communities in an
innovative learning environment by providing opportunities to grow, explore, discover, and
create.

III. Values

Education – We provide our community members with the resources that facilitate and foster
enthusiasm for lifelong learning.

Open Access – We support our communities with free and open access to library resources,
information, and technological needs.

Innovation – We are committed to connecting our communities with new and cutting-edge
services and public resources to meet their unique information needs.

Equality – We value the diversity in our communities and promote equal opportunity, access, and
service to all.

IV. Vision

The Central Florida Public Library’s vision is to nurture an educated, creative, and empowered
community where all are welcome and innovation and imagination thrive.

V. Objectives

 Libraries play a critical role in empowering our growing communities, and accordingly,
we must constantly reevaluate our programs, services, and resources.
 Technology is constantly evolving and digital trends always changing, and we strive to
deliver the most innovative and cutting-edge services available in accordance with our
mission and core values.
 Our librarians and supporting staff are the hallmark of our organization, and we see an
opportunity to invest in their professional development with focus on digital and
technological training.
 To become effective learning environments and lead our communities in enhanced
technologies and programming, we have an opportunity to partner with non-profit

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 organizations, government agencies, tech companies, and other entities in efforts to fund
expansion.
 Community outreach and advocacy is integral to our initiatives, and we believe there is
an opportunity to improve upon our marketing efforts in this context.

VI. Strategic Priorities

Strategic Priority 1: INNOVATION – Expansion of our maker space outfitted with the tools
necessary to immerse our patrons in an experience that fosters creativity and lifelong learning.

Strategic Priority 2: MARKETING – Enhance outreach efforts for grants, donations,

sponsorships, and other sources of funding for expansion.

VII. Implementation

Strategic Priority 1: INNOVATION

As we strive to provide the most innovative tools, services, and resources that inspire lifelong
learning and engagement in our communities, we will focus on the expansion of our maker
space, which has grown in both popularity and necessity in this 21st-century landscape.

Goals & Action Plan:

1.1 Assess the functionality of our floor space and coordinate plans to expand our maker space.
 Accelerate the digitization of print materials after careful review of user needs and
preferences.
 Evaluate the current space allocated to each department and where structural cuts can be
made to the organization of shelving, furniture, reading rooms, and other
accommodations.
 Review drafts of our current maker space and determine how to implement incremental
changes as floor space becomes available.
 Reallocate resources and consider departmental convergences in efforts to adjust our
budget and optimize space as needed.

1.2 Incorporate more cutting-edge, robust digital tools and technology in our maker space.
 Identify a core team of staff members to attend the upcoming Tech Festival at the
Convention Center to report upon trends in technological innovation.
 Accommodate patrons with the addition of more 3D printers and incorporation of
simulation devices.
 Perform cost analysis for the incorporation of other forms of cutting-edge technology like
robotics and virtual reality.
 Review current software, hardware, computer programs, and gaming, ensuring all
technology we provide is updated accordingly.

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1.3 Provide patrons with assistance and expertise within our maker space.
 Bolster staff development through experimentation and encouraged proficiency in all of
the digital tools available and pending, as well as provide opportunities for staff to attend
training classes and workshops to develop their skills with new technology.
 Develop classes, activities, and events in our maker space for our staff to engage with
patrons in new and innovative public services to learn, grow, and create.

Strategic Priority 2: MARKETING

In order to bring our stated goals and objectives to fruition, we will extend our marketing and
community outreach efforts for the expansion of our maker space.

Goals & Action Plan:

2.1 Look to non-government resources available.

 Reach out to the Bill & Melinda Gates Foundation for support in efforts to expand our
maker space, with an emphasis on education technology, learning science, and public
access to information. The Foundation’s “Global Libraries” program has been
instrumental in the funding of free Internet access for U.S. public libraries, and they are
committed to fostering innovation, training, and open access to digital and technological
resources.
 Review the Foundation Directory Online (FDO) for philanthropic sources and
opportunities of funding. With their comprehensive database of resources, partners, and
contacts, this is a great avenue to direct grant proposals in our efforts of innovative
expansion.
 Stay abreast of current nonprofit and foundation grants available through GrantWatch in
order to take advantage of funding opportunities in our state.

2.2 Review opportunities for government funding.

 Focus on the federal program, Library Services and Technology Act (LSTA),
administered through the Institute of Museum and Library Services (IMLS), for potential
funding with an emphasis on access to information technology.
 Appeal to the independent federal agency, National Science Foundation (NSL), for
support in expanding our maker space based on their initiatives of science and
engineering. Stay informed on NSF funding opportunities through Grants.gov.
 Look to the “Investing in Innovation Fund (i3)” through the U.S. Department of
Education for grant funding based on their support of nonprofit organizations making
efforts to improve student achievement and growth through innovative practices.

2.3 Diversify our streams of revenue through sponsorships, donations, and other collaborative
efforts.
 Pursue sponsorships from companies focused on communication technology, like Sprint,
Verizon, and AT&T.
 Consult with tech companies for assistance in digital developments and potential
partnerships.
 Connect and collaborate with the research and academic community.

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  Introduce new incentives and opportunities for donors.
 Increase fundraising efforts by engaging with partners, attending key events, and offering
creative incentives to donors.

2.4 Increase our outreach efforts within the communities we serve.

 Select a group of library staff to attend key events in the community, like art festivals,
science fairs, and conventions.
 Set up booths at key events to highlight our services and engage with members of the
community with a variety of activities and marketing materials.
 Actively partner with community organizations and civic centers.
 Build our social media presence and advance efforts to engage with patrons virtually to
encourage enthusiasm for expansion.

VIII. Conclusion

Since our founding, the Central Florida Public Library System has nurtured a foundation
of lifelong learning through open and free access to valuable services and resources that stay
ahead of the curve. The 21st century has ushered in a critical focus on entertaining and innovative
ways to best serve the changing information needs of our patrons. As we continue to evolve to
meet these demands, we turn our attention to responsive services, creative programs, and digital
resources. We believe the defined set of strategic priorities and directives as outlined provide the
framework for success, sustainability, and longevity in our community.

While expansion requires appropriate funding, we have identified clear objectives to

optimize our efforts through strategic partnerships, grant opportunities, collaborative
arrangements, and community outreach. We also strive to reallocate resources in effective and
efficient ways to bring our priorities and ambitious vision to fruition.

The Strategic Plan as proposed should be interpreted as a living document, flexible and
adaptable to the environment in which we operate and the changing information needs and skill
development of the community members we serve. We must continue to review and modify our
initiatives according to the ever-advancing technological landscape and emerging digital trends.

We believe this direction will engage patrons in innovation, inspire creativity and
discovery, and redefine our value in the communities we serve as we dive headfirst into the
digital future.

Thank you.

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