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1. Significant projected population growth for the County. <br />2. The increasing diversification of the County's population, especially seniors, non-white <br />populations, and under -resourced households. <br />3. Current and future funding and staffing levels for the Library. More particularly, <br />realistic capital and operational budgets must be factored into any major directional <br />changes. <br />4. Use of the Library is gradually shifting from use of hard copy materials to digital <br />materials and access to resources, educational offerings and training, programming, <br />and community gathering spaces. <br />5. The Library is a diversified system, offering facilities ranging from full-service, large <br />libraries to community libraries and express locker systems, and that diversity of <br />facilities is likely to continue in the future. Upgrades and renovations are needed at a <br />number of current Library facilities. A one -size -fits -all approach to facilities is unlikely <br />to serve the range of needs and desires among County communities and residents. <br />6. Relationships with and provision of services at associated and community libraries in <br />the County must be accounted for in the Library's strategic directions. <br />7. Lack of transportation, particularly for households and individuals without easy access <br />to cars, is a significant barrier to use of the Library for many residents. In parallel, a <br />large percentage of County residents currently work outside of the County. <br />8. Increasing community partnerships and private support are significant trends in <br />increasing support for public libraries. <br />9. Nationwide, library staffing structures and management models are changing to <br />better fit service needs and directions, and community goals. <br />10. There is an opportunity to further advance awareness and use of Library services <br />among County residents. <br />10 <br />