In partnership with the Las Vegas–Clark County Library District and IMLS, CIVICTechnologies completed the first big data study in the library world. This study investigated the “core customers” of ten public libraries: the customers who most actively checked out physical materials—books, DVDs and CDs.
“Community leaders see we have resources to bring to the table. Now they see the library as a community player, a community partner. We couldn’t have achieved this level of recognition with the standard tools of the planning trade like town hall meetings or focus groups.”
—Jeanne Goodrich, LVCCLD Executive Director
One of the most impactful tools we prepared predicts adult literacy challenged populations in small geographic areas. Using our unique methodology, every census block group in the District is ranked as having a high to low challenged adult literacy population.
We prepared a restructuring plan that was approved by the County’s chief administrative officer and Board of Commissioners. We worked with staff in a series of interactive workshops to develop communication skills, project management skills, career planning processes, and risk/innovation skills focused on rapid prototyping, design thinking, and “failing fast.”
The marketing plan is built around a logic model for each initiative. It defines which of the three elements of the mission statement applies, the intended audience by market segment, multiple message alternatives, distribution channels, and stamp. Each initiative has one of three stamps to develop categorical identity in the part of the community: Learn, Digital Branch, and Branch Magic.
The Library serves 250,000 people through six outlets and a couple express stations. We prepared a detailed market segmentation and library usage analysis upon which three truly community-based strategies were created: Limitless Learning, Washington County Life, and Creative Community.
We employed a data-driven approach—90% of the residents are families with children under age 16 making a household income of only $40,000, well under the US median. The plan aligns with the city’s stark budget realities, targets key family segments; includes new mission, vision, and organizational values statements; creates an organizational development strategy to build capacity; staff implementation training; a brand plan; and two market strategies.
Preparing the strategic plan included in-depth, interactive working process with the Director, her coordinating council, the Board of Trustees, common council representatives, and over 50 members of the staff Leadership Team. Multiple staff workshops were held to analyze and interpret market segmentation and library usage data.
Virginia Beach is the state’s largest city at 450,000 people. For years, the Library’s ten outlets behaved as if they were independent and not part of an integrated system. When the new director arrived, she kick started the strategic planning process and changed everything. We employed a data-driven approach based upon market segmentation analysis of library usage, and a series of intensive staff workshops to co-author the plan.
The District was using our CommunityConnect software. Seeing the power of the data and our robust interpretive capabilities, the Library engaged us to prepare their strategic plan. The effort involved preparation of topic papers on the pulse of key library trends; interviews with over 100 library staff and over a dozen community stakeholders from public, private, and nonprofit sectors; inventories of services and work flows; and market segmentation and library usage pattern analysis.
The strategic plan was prepared interactively with strong input from library staff through a series of workshops, detailed library customer and checkout usage analytics merged with market segmentation data, and Library Board input. The plan includes target market segments, new internal vision and positioning statements, strategy framework, market strategies, organizational development strategies, organizational values, and implementation logic models and actions.
Santa Clara County loves the Library. And the Library wants to do even better. So it has a big hairy audacious goal—a “B-HAG”: to get 90% of the District’s population as cardholders. That would be 290,000 cardholders, an increase of 145,000 registered borrowers.
The Suffolk Cooperative Library System is comprised of 56 autonomous individual libraries. Funding for each library is based on a formula that takes into account the number of registered cardholders in the library’s jurisdiction. We prepared an online mapping system so that when a new user registers online for a card we can determine which jurisdiction they live in.
We assisted the Library to integrate CommunityConnect software and data into their strategic framework.