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Community desire for enhanced teen service not currently available anywhere in <br />the system, and similar desire for more creative, innovative, active makerspace <br />among users <br />GOAL 5: Develop Additional Resources and Partnerships to Enhance Current <br />Services and Operations <br />Strategy 1: Based on strategic plan and directions, incrementally increase the annual <br />budget to align with metro area peers to allow for development of services, expansion <br />of facilities, and subsequent increase in usage. <br />Strategy 2: Work with the Washington County Library Partners, and other community <br />partners, to increase private support for the Library. <br />Strategy 3: Create a plan and dedicated staff to spearhead a community engagement <br />plan that includes partnerships with area organizations and schools. (Community <br />engagement and outreach are related activities and could be incorporated into one <br />position if necessary.) <br />Strategy 4: Define the volunteer program scope and potential. <br />PRIMARY RATIONALES FOR GOAL AND STRATEGIES: <br />Current funding levels below peer metro area libraries <br />Need for staff to meet increasing service load <br />Willingness of a majority of respondents to support a tax increase <br />Need and desire for increased or enhanced service in numerous areas <br />Projected increase in population and communities of need, and subsequent <br />demand for library services <br />Opportunities for increased resources from private sources, partnerships, and <br />volunteers if resources are dedicated to those areas <br />GOAL 6: Explore New Models of Management and Staffing to Better Serve <br />Patrons <br />Strategy 1: Review current management structure, and explore new library models to <br />align more closely with strategic areas such as partnerships, outreach, programming, <br />and marketing. <br />14 <br />