About the Library

 

Strategic Agenda

The purpose of the Strategic Agenda is to provide staff and other Library stakeholders with a one-page overview of the critical elements of the Library’s strategy. This annotated version is meant to answer the question, “what drives the decisions we make and the actions we take as an organization?”

#Mission

To enrich lives, build community and foster success by bringing people, information and ideas together.

#Vision

Start Here.  Go Anywhere.

#Strategic Goal

75% of Duval households will use or contribute to the Library by the end of the decade (2029).

#Strategic Priorities

  1. Improve the community's reading, writing and literacy outcomes.
  2. Support lifelong learning outcomes for all residents.

#Strategic Principles

  1. Enhance staff and customer safety.
  2. Provide staff with more and better opportunities for advancement.
  3. Centralize and consolidate for consistency and predictability.
  4. Measure what needs to show progress or change.
  5. Fund the present and the future.

#Primary Services

  • A collection of accessible, shareable and borrowable materials.
  • Classes, events and programs that highlight and connect people to the collection.
  • Publicly available technology and computing.
  • Public study, meeting and activity spaces.

Below are the elements of the Strategic Agenda with added explanatory text.

#Mission

To enrich lives, build community and foster success by bringing people, information and ideas together.

The mission outlines the Library’s purpose – its reason to exist. In other words, the Library helps individuals enrich their lives and achieve personal success, which leads to a greater sense of community and shared success.

#Vision

Start Here. Go Anywhere.

The vision provides a picture of a better future when the Library is successfully delivering on its mission. In this case, that better future includes the Library as the community’s starting place for wisdom – where individuals are capable of learning anything they wish.

#Strategic Goal

75% of Duval households will use or contribute to the Library by the end of the decade (2029).

The strategic goal is specific target that we are driving – over the long haul – to achieve, and that will demonstrate our efforts are of value to the community.  While it does not define how we will make an impact, it does determine the numerical value that will determine success, i.e., a supermajority of Duval households actively participating in the Library’s work and community value creation.

#Strategic Priorities

  1. Improve the community's reading, writing and literacy outcomes.
  2. Support lifelong learning outcomes for all residents.

The strategic priorities identify content areas of focus that when paired with the strategic goal will ensure that we not only get a critical mass of customers, but that we do so while focusing on what matters to us as an organization. The larger of these two priorities – lifelong learning – may end up being the dominant priority over the decade, however, the more fundamental priority – focused on reading, writing and literacy outcomes – will be where we will focus the bulk of our energy and resources in the next several years.

Note: Part of what still needs to be created or adopted is a specific measure or set of measures that will enable Library to set specific annual and multiyear targets. These targets, and progress toward them, will help the Library demonstrate the value of specific services and initiatives.

#Strategic Principles

Strategic principles are meant to influence the activities and initiatives that will eventually make up the Library’s overall strategy. They are not themselves activities or initiatives, but are guiding principles as activities and initiatives are identified.  Additionally, they will be used to help select and prioritize the activities identified. They are:

  1. Enhance staff and customer safety.

Library staff need to be and feel safe so that they can create safe environments for customers. The decisions of the organization will support individual and shared safety. This is the first principle, because it is the most important one.

  1. Provide staff with more and better opportunities for advancement.

The strength of the organization comes from the staff, and we will support them as they develop new knowledge and skills that deepen the value they deliver to our customers.

  1. Centralize and consolidate for consistency and predictability.

Consistent, predictable and high-quality experiences are necessary to retain library customers (especially when they use multiple libraries). Through centralization, standardization and consolidation of commonly used services, staff will ensure the highest quality experiences across the system while also better enabling the creation of unique and locally customized services that help make the Library a community anchor.

  1. Measure what needs to show progress or change.

By measuring inputs, outputs and outcomes, the Library tracks progress, identifies cause/effect relationships and builds the capacity for better decision-making in the future.

  1. Fund the present and the future.

The Library will fund and allocate resources (including staff and volunteer time and energy) for services that are more likely to deliver on the Strategic Goal and Strategic Priorities.  This may mean reducing or eliminating funding for services that are unconnected to or less likely to deliver the results the Library needs, regardless of the service's importance to the Library's history

#Services Areas

The Library provides many distinct activities and opportunities for interaction and engagement with information, ideas and other people, from sessions that help develop and support the earliest of learning skills to materials that explore complex concepts and thought. Having said that, all of these activities will support our achievement of our strategic priorities by providing:

  1. A collection of accessible, shareable and borrowable materials.

The materials will be available in a variety of formats selected to best enable the Library to reach the strategic goal while fulfilling the strategic priorities. The collection will be formed by multiple means, including purchasing, leasing/licensing, borrowing, and otherwise seeking to make diverse ideas and information available to all residents and other uses.

  1. Classes, events and programs that highlight and connect people to the collection.

Learning opportunities will be provided to customers in ways that enable them to best familiarize themselves with the collection and deepen their educational and cultural experiences. The classes, events and programs will be made available in live settings as well as virtually and will run the gamut from self-guided, to instructor led, to group facilitated, and will include sessions designed and delivered by Library staff as well as those created by outside experts and community partners.

  1. Publicly available technology and computing.

Because many learning opportunities – especially those focused on reading, writing and literacy – require technology that may not be available to everyone in the community, the Library will ensure that it provide connective and interactive tools for facilitating equitable access. While our offerings in this area have focused on standard desktop computer with a web browser, additional technologies and tools will be offered to enable greater access to and engagement with the Library’s collection, programs and spaces in ways that make the strategic goal and priorities more achievable and meaningful.

  1. Public study, meeting and activity spaces.

The Library provides spaces that facilitate learning, research, collaboration and group processes aimed at growing personal success and building a stronger sense of community. These spaces will be intentionally designed and furnished and will come in all shapes and sizes, based on their intended uses. Spaces will make use of available technology to broaden access to the collection and the catalog of programs, and will be reservable and also used on an-as-available basis.

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