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City of Rancho Cucamonga Library Services
Strategic Services Plan
2012-2015
f" Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 1
Section 1 — STRATEGIC SERVICES PLAN (SSP) FOR THE RANCHO CUCAMONGA
LIBRARY SERVICES
Rancho Cucamonga Library Services has •
undertaken this Strategic Services Plan
(SSP) in order to not only define who we are
and what we do today, but to also define
where we want to go in the near (3 — 4 year)
future, and what resources we will need to $
realize this future.
The SSP begins with general background and
history of the Rancho Cucamonga Library ye 4
Services and then defines the Library's ..
mission and how it correlates to the vision, /
mission, and values of Team RC.
Following this are descriptions of every Library division and program, including what we do
today, our successes and challenges, and where we are headed in the future. It should also be
noted that in this section, the vision for the Rancho KIDS (Kids Interactive Discovery Space) has
been called out in detail because this is a stated City Council goal for the Library.
In the section "What is, What Could Be and What Might Be," we extract information from each of
the sections on Library divisions and programs and lay out this data in concentric circles to more
clearly see what is, what could be and what might be at the Library.
After this are organization charts, one that reflects the Library organization today as well as one
that is a potential organization chart for the Library in the year 2014-15. Accompanying both of
these organization charts are the associated salary and benefits for staffing, and a narrative that
includes basic job descriptions and justifications
The next part of the SSP is a basic environmental scan to better assess the types of service
models the Library has adopted. For this, we identified trends that are prevalent in today's
public libraries, and listed the goals of the Institute of Museums and Library Services (IMLS) and
the goals of the California State Library. For each of these trends and goals, we have tried to
address and identify how the RCLS fares against these benchmarks, since these are two of the
biggest granting organizations for public libraries.
A major component of the Library's SSP is a basic succession plan for the Library organization
which outlines how the current Library Administration views what the leadership for the Library
will look like in 2014-15.
Finally, as the Library defines what it will look like in the future, the SSP will lay out some
potential entrepreneurial, and other ideas that can potentially help us to more successfully carry
out our mission in 2014-15.
It should be noted that the Library sees this Strategic Services Plan as a living document that as
necessary will change and be adjusted over the course of time as circumstances and conditions
evolve. Charts included in this SSP are comparisons (from CA Library Statistics 2011) of
Rancho Cucamonga Library with other jurisdictions with similar populations (Corona,
(7t 2
Rancho Cucamonga Library Services Strategic Services Plan `2012-2015
Oceanside, Ontario, and Huntington Beach) as well as neighboring (Upland) and Whittier Public
Library.
Section 2 —HISTORY OF RANCHO CUCAMONGA LIBRARY SERVICES
Rancho Cucamonga's Library was established in 1994 when the City took over operation of the
local library from the San Bernardino County Library System. In addition to the circulation and
processing of library materials, the City's Library Services Department is responsible for
children's services, programs, and special events; adult information services; and adult and
family literacy services. The Rancho Cucamonga Public Library has two library facilities
(Archibald Library which opened in 1994 and Biane Library at Victoria Gardens which opened in
2006), and is consistently one of the busiest library systems in California.
Here are some milestones in Rancho Cucamonga Library History
1994 — First City Library opened on Archibald Avenue, housing a book and media
collection of 50,000 items (which has now grown to over 140,000 items). •
1995 — First Friends of the Library bookstore opened at the Archibald Library. To date, the
Friends have donated over$1,000,000 back to the Library!
1996 - The first Library Telethon aired live on Channel 3. Since then, nine library telethons have
raised over$750,000 for the Rancho Cucamonga Libraries.
1997 — The first Technology Center opened its doors with Internet access and Microsoft
productivity software. There are now two Technology Centers - one at the Biane Library with 21
computers and one at the Archibald Library with 20 computers.
1999 — The first after-school reading tutoring program was launched at the Archibald Library,
called "Back 2 Basics." Back 2 Basics is now offered at both library locations and is proud to
graduate over 100 children each year.
2001 — The "Kidsmobile," the Library's bookmobile, designed especially for children,
first hit the road in 2001. In 2003, the new "Super Reader" bookmobile made its debu't
with over 10,000 books just for kids.
2002 — The Library received a $7.752 million grant from the California State Library to build a
second library in Rancho Cucamonga — and so we began the planning process for the Paul A.
Biane Library at Victoria Gardens.
2006 — The Paul A. Biane Library at Victoria Gardens opened on August 18th, 2006
with a brand new book and media collection of 100,000 items, a 21-seat Technology. ,;i • .
Center, a story room complete with fiber optic ceiling lights, a traditional reading!°!'tl!'
room with fireplace, and a programming lineup with something for everyone!
2008 — Back to where it all began, the Archibald Library received an "extreme makeover"! We
also checked out over 1,000,000 items in one year for the first time.
1.#71 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 3
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2010 — Play & Learn Islands debuted at Rancho Cucamonga Libraries.
2011 — Library has a new virtual look (www.rcpl.lib.ca.us). Also Local History 2.0 project is
completed, including new local history website (www.rclocalhistorv.com) Passport
acceptance agency is started at Biane Library.
2012 — Play & Learn IslandsTM are trademarked and are made available for sale. Staff begins
work on "Staff Innovation Fund"project. Passport acceptance agency is started at Archibald
Library.
Section 3— LIBRARY SUPPORT ORGANIZATIONS
The Library Services Department is overseen by a five-member Board of Trustees. Started in
1994, the Rancho Cucamonga Library Board of Trustees serves as a volunteer advisory group
to the City Council and Library staff. This five member group meets once a month and assists
Library staff with developing Library goals, determining needs for Library services and
programs, and being advocates for Library services in the community. The current board is
comprised of:
• Luella Hairston, president
• Jackie Amster, vice president
• Robert Coberly, member
• Scott Haddon, member
• Janet Temkin, member
Additional support comes from the Library Foundation Board that provides fundraising support.
The Foundation hosts annual fundraisers as well as ongoing giving campaigns with the sole
goal of raising funds to support library programs and services. The Foundation does not
provide operational funds, but rather project-based funds that provide innovative, out-of-the box
opportunities for the community. The current board is comprised of:
• Ruth Leal, president
• Teresa Akahoshi, vice president
• Tina Gilfry, secretary
• Jackie Amster, member
• Rebecca Davies, member
• David Gonzalez, member
• Leslie May, member
• Kathy Sommer, member
• Darren Vilardo, member
• Chris White, member
2012 Update-
In mid-2012, several positions on the Library Foundation became available. This resulted in the
addition of two new members — Kathy Sommer and Darren Vilardo. (Two other additional
applications will be vetted for possible recommendation to City Council in October.) In summer
of 2012, the Library Foundation participated in a board development day, facilitated by
consultant, Ray Patchett. Focusing on the SDI and conflict management, this development day
served as a springboard to beginning a future strategic planning process.
4v1-41 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 4
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The Friends of the Library has also been a financial support to the Library since the first Rancho
Cucamonga Library opened in 1994. The Friends now operate two "previously read" book and
gift shops, one at each library. They are completely staffed by volunteers and all the inventory
is donated by the public (books, media, magazines, etc.). Annually, the Friends of the Library
donate over $100,000 to the Rancho Cucamonga Libraries to support books and programs.
The current board is comprised of:
• Faith Collari, president
• Ofelia Vest, Vice-President
• Lee Grigsby, Secretary
• Jody Krieger, Treasure
2012 Update-
In 2012 a new slate of officers were elected, bringing back Faith Collari as president. In the last
year, not only has the Friends of the Library engaged in more fundraising opportunities (such as
outreach during events like the Grape Harvest and doing a membership drive), but has also
completely remodeled the Archibald bookstore. The new remodel has allowed the Friends to
not only become 100% ADA-compliant, but also more be more efficient, attractive, and able to
hold a larger inventory.
Section 4 — THE MISSION OF RANCHO CUCAMONGA LIBRARY SERVICES AND ITS
ALIGNMENT WITH TEAM RC
The Rancho Cucamonga Library Services mission statement is:
"Rancho Cucamonga Library Services strives to inform and enrich our community by providing
access to traditional and technologically innovative resources. We support and encourage
education and the love of reading in a welcoming atmosphere with a knowledgeable, service-
oriented staff."
And here are the vision, mission and values of Team RC:
Vision Statement
Team RC exceeds expectations of those we serve with pride in the delivery of quality
services and programs in an environment of employee excellence and innovation,
empowered by inspired leadership, opportunity, and a collaborative spirit.
Mission Statement
Team RC delivers superior service to all who live, work, and play in our community.
Values S.P.I.R.I.T.
SERVICE: We are committed to providing a superior level of services and going above
and beyond individual duties to better serve both fellow team members and the
community.
PEOPLE: Our respect for each other is demonstrated by empowering and valuing one
another while also encouraging personal growth and enhanced health and wellbeing.
We embrace a healthy life/work balance and are continuously striving to ensure the
highest quality of life for our employees.
Racho Cucamonga Library Services Strategic Services Plan 2012-2015 5
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INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing
workforce strengths. It is fostered through individuals who possess a strong work ethic,
sense of pride and commitment, and who value honesty, integrity, and personal growth.
RANCHO WAY: The Rancho Way is fostered through maintaining a high level of
professionalism, producing quality work products and striving to retain the public's trust
through fiscal discipline and accountability.
INNOVATION: Embrace and appreciate technology; use technology to bring innovation
and a creative spirit to our current work and to help anticipate the challenges of
tomorrow.
TEAMWORK: Teamwork is encouraged and reinforced through collaboration,
communication, and leadership at all levels. Unwavering unity, common goals, and a
positive attitude are embodied by all.
At the Library, we strongly believe that 011 i , -
everything we set out to achieve is done �, 1
through the filter of our defined mission j'iis 4 'I� I �
statement as well as the values of Team NwT �, t�Vatc
RC. Both in words and action, the Library r , ', 'irf, i '',
organization embraces the values of Team
RC and naturally and effortlessly carries j '�, lb-
each of them out on a daily basis. , • &,,`\
At the 2009 City Holiday Party, the Library
( , --
was awarded the first "SPIRIT" Award as
the organization in the City that best 1c. 1 `
encompassed what Team RC stands for.
(Editorially speaking as the Library
Director, this is probably one of the things
of which I am most proud.)
The Library has also had a number of staff who have contributed to the individual Team RC
Learning Groups as well as to the overall Team RC concept.
Some other examples of how the Library embraces the concept of Team RC are:
• Annually, we have an organization-wide "Celebrating our Successes!" when all staff,
Boards, and Friends of Library get together to look back on the previous year to see
where we have been and what we have accomplished before moving forward into the new
year. This program is extremely popular and recognizes and reaffirms all of the good work
that everyone individually accomplishes for the greater good and betterment of the
organization.
• As a matter of course, the Library has also incorporated into every full-time personnel
evaluation a section where each employee identifies how in their job they specifically
address the values (service, people, individual excellence, the Rancho Way, innovation
and teamwork) of Team RC. Whenever we do this, no employee ever has any issues
identifying numerous examples of every single Team RC value.
• And in the spirit of Team RC, the Library organization has always contributed to City-wide
teams, and has made significant contributions to many high-profile City-wide endeavors
4",.N Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 6
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such as the Healthy RC program, the web site roll out and implementation, Jack Lam's
retirement party and the new City Manager's on-boarding process among other things.
Overall, the culture of the Library is healthy. Much of this can be attributed to the fact that our
stated mission and the vision, mission, and values of Team RC align so closely to the services
we provide on a daily basis. The Library believes in accentuating the positive (and practices
appreciative inquiry), celebrating successes both big and small, and maintaining an open and
honest line of communication in all directions. This attitude combined with the "spirit" of Team
RC is a recipe for a healthy, high-performing organization.
2012 Update-
In FY 2011/12, RCLS received a grant from the State Library for staff development. In the
collaborative "spirit"of Team RC, the Library opened up this development opportunity to other
City personnel. Whereas several participated in some of the various training opportunities,
three employees showed a great sense of commitment to it.
• Karen Lee from Engineering participated in each of the trainings, as well as became part of a
library project team for a "Live & Learn"project (health and wellness programs). Whereas
their grant was not successful with the State Library, they then pitched it to the Library
Foundation who voted to fund it.
• Christen Mitchell(then]from Engineering participated in many of the trainings. As a result to
getting to know Library staff, Christen initiated a partnership with RCLS to pursue a grant to
create a renewable energy Play and Learn lslandTM. She and the RCMU wrote a successful
grant which we are currently implementing.
• Heather Bolton from the ACAC participated in all of the trainings and then successfully
pitched a "Puppy Rhymes & Storytimes"grant to the State Library. In the last six months,
she worked with Library staff to execute the grant (which was popular with our community).
Heather was skillful in creating a project that not only benefitted the RCLS, but also the
ACA C.
Section 5 — LIBRARY ADMINISTRATION DIVISION
Whom it Serves
The Library Administration division is primarily an internal services division.
What it Does
Library Administration consists of the Library Director, Assistant Library Director, Senior
Administrative Secretary and Office Specialist.
First and foremost, Library Administration is the voice, face and vision of the organization. It is
the responsibility of Library Administration to set the direction, provide leadership, maintain the
course and is ultimately responsible for all actions that the Library undertakes.
Other responsibilities of Library Administration include establishing and overseeing Library
budget, maintaining financial records, managing payroll, personnel and department purchasing,
grant writing and grant management, liaising with the City Council and City Administration, and
providing support and assistance to the Library Board of Trustees, Library Foundation and
Friends of the Library. In addition, all publicity and promotional materials (i.e. annual report and
calendar, Library-related brochures and flyers) are coordinated through Library Administration.
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
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Successes &Challenges
In the past three years, Library Administration
has had to realign the Library's mission to Spending Per Capita
account for both reduced resources and
staffing. It has also needed to scale back the
vision of the organization to be able to more Statewide Average 53270
realistically address the challenges that
accompany the combination of overall higher
demand for library services with reduced
resources to meet these demands.
In the past three years, Library Administration
has been successful in obtaining over
$500,000 in grant funds (primarily from the
California State Library). These funds have
been essential in assuring that the Library has been able to continue to offer innovative, fresh
services to the public (as well as giving staff new and interesting challenges to keep them
motivated). Programs such as the Play and Learn IslandsTM, Local History Project, Healthy RC,
the Big Read, six (6) staff members receiving grants to complete their Masters Degrees in
Library Science, and the Staff Innovation Fund are some of the grants the Library has recently
received.
Library Administration has also continued to work closely with the Library Board, Library
Foundation and the Friends of the Library to ensure that these groups continue to support the
Library, not only financially but to provide direction to help us successfully achieve our overall
mission. Through various fundraising events and running our bookstores, the Foundation and
Friends have contributed over $650,000 in the past three years. The Library Board, Foundation
and Friends of the Library also act as grass root, front-line ambassadors for Library Services in
Rancho Cucamonga, something that is impossible to put a price tag on.
A definite challenge facing Library Administration is finding the resources to continue to provide
programs, services and amenities to the standards that the community has grown to expect.
There have already been major cuts by the State Library that will affect both the Circulation and
Literacy divisions. These cuts will also affect future grant funding as the competition for a
shrinking pool of money will continue.
The Future
There is a degree of uncertainty facing Library Administration. Property tax (79% of the Library's
overall funding) is something else that cannot be accurately predicted but will definitely affect
Library operations. (Trends indicate that property taxes have stabilized but this will not be
known for certain until March 2013.) Any future funding from the California State Library is also
a major question mark.
Other ideas that Library Administration will explore in the future (1 - 4 years) include:
• Needs assessment/feasibility study for a third library location in SW Cucamonga
Y Y rY 9
• Analysis of charging non-residents for RCLS library card
• Explore possibility of dedicated library tax
• Explore the feasibility of providing professional services to other jurisdictions
• 2nd floor funding and sustainability
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4741 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
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Finally, the retirement of the present Library Director within the next two years may add another
possible challenge to the organization as it looks to the future.
However, Library Administration looks forward to the challenges that the future holds. Working
with our stakeholder groups as well as with the new City administration, Library Administration
feels it is focused and well-positioned to address the issues that currently face the Library, and
move the Library successfully into the future.
2012 Update-
During the second half of FY 2011/12 the Library underwent several budget cuts, most of which
were a direct result of the loss of RDA, State Funding, and general poor economy. Cuts
included over $1.5 million loss from RDA funding and $200,000 loss from State Library funding.
This resulted in several cuts to service:
1. 6.7% reduction in open hours at both Archibald and Biane Libraries
2. Reduction in hours to Back 2 Basics Reading Tutoring Program
3. Reduction in hours and service to Adult Literacy Program
4. Programming budget reduced by$15,000 at both Libraries
5. Elimination of several online homework databases
6. Reduction of book budget by$20,000 at both Libraries
7. Freezing of[recently retired]Literacy Coordinator position for six months
8. Loss of dedicated capital reserve fund
Service cuts began on July 1, 2012 and will continue [at a minimum] through June 30, 2013 or
until revenues increase enough to restore services. in the FY 2013/14 budget, Library
Administration will review all cuts and based on available revenues will prioritize which services
will be able to be restored and at what level. Specifically when it comes to hours, staff will
determine if restoring the former hours are most needed for the community or different hours will
best serve the community.
In addition, in FY 2011/12 Library staff and the City Manager attempted to assist the City of
Pomona's Library. Since the RCLS model is efficient and cost effective, assistance was given
to the City of Pomona in order to help them cut some costs. Since then, the Pomona Library
has completely reorganized and incorporated some of the suggestions from RCLS. It should be
noted that working with neighboring cities can prove problematic when there are differing vision
and values. However, this exercise also showed that RCLS is held in high regard not only in the
region but by the State Library in that they immediately turned to us to assist Pomona, and
depended on us as the lead agency to coordinate efforts between other local libraries, the State
Library and the City of Pomona.
One of the greatest accomplishments in FY 2011/12 was the Staff Innovation Fund. In
partnership with the Whittier Public Library, RCLS received a $50,000 grant from the State
Library for staff development. Fifteen Library staff, along with a handful of other City staff
participated in this grant. After six months of training in leadership, public speaking, grants
process and evaluation, marketing and branding, self management, managing and working with
differing styles, and communication, participants were eligible to apply for a mini-grant for a
project they dreamed up. During this competitive process, seven grants were awarded by the
State and Library Foundation:
471 Rancho Cucamonga I.ibrary Services Strategic Services Plan 2012-2015 9
1. Careers in the Real World ($1,000 -
State) -Linda Engelke LSTA Grant Funds
2. Engaging Family Storytimes ($4,000 so.,.:. -
- State) -Margaret Hatanaka s3,,
3. Welcome Baby Bundle ($5,000 - 531'
State) -Angelica Trummell s"'
4. STEM Robotics Workshops ($5,000 - St"
State) - Wess Garcia
s<«
5. eReader Explosion ($1,750 - State /
$1,750- Foundation) -Karye Hood
6. Puppy Rhymes & Storytimes ($4,000
- State) -Heather Bolton
7. Live & Learn ($3,000 - Foundation) -
Jennifer Downey
In addition, two members of the Children and Family Services staff were recently accepted into
the prestigious Eureka Leadership Institute, sponsored by the California State Library. This
week-long residential program is immersive and intensive, designed to improve the leadership
skills of young library professionals. Library administration feels it is essential to invest in staff,
and the Eureka Leadership Institute is considered one of the premiere vehicles for leadership in
the State of California. (Three other staff members have previously completed the Eureka
Leadership institute.)
There were also several highlights in 2012 at the state and national levels, including:
• iMLS visit- in June 2012, a representative from the IMLS toured the Rancho Cucamonga
Libraries. They wanted to visit a library that has made impactful use of LSTA funds and
the State Library recommended us.
• PR Excellence Awards - at the CLA Conference in November 2011, the Rancho
Cucamonga Library received three awards for professional, high quality promotional
materials
• CLA Conference - in addition to staff making several presentations at the annual
conference and serving as the program chair for the conference, staff also exhibited the
Play and Learn Islands T" in the exhibit hall.
• Michelle Perera was elected to the California Library Association Board of Directors.
• Margaret Hatanaka and Angelica Trummell were accepted into the California State
Library's Eureka Leadership institute and Robert Karatsu was invited back to serve as a
mentor.
• Recognized by Harvard University as part of their `Bright idea"program - the only public
library on the list.
Section 6-ADULT SERVICES DIVISION
Whom it Serves
Adult services at Rancho Cucamonga Library Services serve adults ages 18 and up, spanning
many generations from young adults to senior citizens. This includes providing services for
adults in various stages of their lives, from college students to those starting families to empty
nesters to those contemplating or in retirement.
Rancho Cucamonga Library Services Sirafegic Services Plan 2012-2015 10
What it Does
Providing adult services at RCLS involves such traditional library functions as offering reference
and information services, as well as well-balanced and diverse library collections. Other more
interactive services, such as programs and outreach address the needs of adults looking for a
library "experience" and not just a quiet place to read.
RCLS provides reference and information services to adults not only in person at the Library but
via phone, email, and chat. For homebound seniors living within RC, the Library offers a
delivery service called House Calls.
Library collections are comprised of Collection
educational materials, as well as those for
entertainment and leisure. Formats range
from books (hardcover and paperback) to
CDs, DVDs, and eBooks. The Virtual Library
greatly expands the brick and mortar
collection to include such items as online
databases and downloadable audio and
eBooks. Two outreach collections at the
James L. Brulte Senior Center and the
Lending Library at the Northtown Community
Center provide specialty items including
Healthy RC and large print materials.
Library programs for adults include four adult book clubs (the Senior Bookclub is offered offsite
at the Senior Center), a very successful Adult Summer Reading Club (new in 2011), weekly
computer classes, and quarterly Cultural Arts Nights (for the entire family).
Successes & Challenges
Successes of the Adult Services Division are evident in the positive comments staff receive
every day at public service desks; from parents who enjoyed a family program to adults who
expressed enjoyment with a book club to students who are grateful for help with their homework
research. We've made efforts to ensure that the brick and mortar library buildings are seen as
welcoming community gathering places for adults to find educational and entertainment
materials, meet new people, and attend programs.
One of the biggest challenges facing Adult Services is keeping up with the ever-changing
technology that affects how libraries provide service. As the eBook format becomes more
prevalent, there are both challenges and opportunities that we must address in order to keep
our Libraries relevant into the future (not dissimilar to the challenges libraries initially faced with
the growing advent of the Internet.) Another challenge is to develop more adult programming
that meets the needs and wants of the wide span of ages covered in Adult Services.
The Future
Within three years, Adult Services anticipates growth in the area of programming. We hope to
have a regular series of programs throughout the year for adults in the community. Anticipated
resources needed to support this will include staffing, and supplies to plan programs targeted at
serving this audience. We will utilize the findings from our recently completed Transforming Life
After 50 (TLA) community needs assessment, which will provide a road map for planning. TLA
50 results indicate an interest in such programs as a cooking series (partnering with Healthy
RC) and a financial series aimed at not only younger adults who are buying their first home,
11
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
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paying off student loans and building a nest egg, but also those nearing retirement, who need to
know how to plan for this and older adults who are in retirement and want to know how to make
the most of what they have.
The near future will bring the expansion of the Library's eBook and digital collections, making
branding and marketing our online presence very important to the success of these collections.
We will continue to explore new products and vendors for the collection and to make the most of
our budget dollars in a market where prices are already high and on the rise. The objective will
be to make all our digital resources more accessible to library patrons through user-friendly
technology and increased public awareness of what's available.
2012 Update-
This past year we received grant funding which helped to enrich our adult programming. The
Cal Humanities California Reads grant gave the library the funding and opportunity to expand
programming at Asian and Pacific Islander Cultural Arts Night and Heritage Month, in May 2012.
This included a special author visit with Jeanne Wakatsuki Houston, who wrote the modern
classic "Farewell to Manzanar."
Adult Services staff also applied for and received a Lincoln and the Constitution grant. We
received a 1,000 square foot exhibit about Abraham Lincoln and the Constitution and a small
programming fund for Lincoln related programs.
Additionally, the Library Foundation is funding a series of "Live and Learn"workshops to begin
October 2012, a series of classes on healthy cooking, based on the direct results of the TLA50
community assessment. And lastly, we were awarded a (NEA) National Endowment for the Arts,
The Big Read grant to present programming and a community-wide read based on the classic
American novel "The Great Gatsby" in January 2013. The Adult Services division applies for
grant opportunities as they are made available, and as they fit our community, to enrich and
expand programming.
Section 7 —TEEN SERVICES DIVISION
(This division was inadvertently omitted from first SSP.)
Whom it serves
Teen Services are dedicated to enriching the lives of teens ages 12-17 across the City of
Rancho Cucamonga. We work with teens at both the Archibald and Slane Libraries and in
outreach to the community at local high schools and middle schools. In addition, our Teen
Librarians participate on the Young Adult Inland Empire Library Services committee to share
ideas, programs and information for the betterment of service to teens.
What it does
Professional thinking on youth services identifies "40 Developmental Assets" for teens that
include the concepts of commitment to learning, instilling positive values, creating an
environment for developing social competencies and positive identity, and other qualitative
developmental skills for teens. With these developmental assets in mind, RCLS strives to tailor
programs, collections, and teen interactions to support a positive library experience and
environment for teens.
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Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
The programs presented to teens in the library and through community outreach are designed
to encourage developmental assets and create events that are fun, entertaining, and
enlightening as well. Both the Archibald and Biane Libraries offer teen programs covering a
wide subject range from job searching, career development, GiS programming and crime scene
investigation, line dancing, the world of chocolate, make-up and skin care, and much more. The
Teen Advisory Group (TAG) assists in planning programs that are relevant and enjoyable and
TAG members encourage teens in the community to participate in Library sponsored events as
both volunteers and participants.
Library collections for teens are housed in the Teen Scenes and include hardcover and
paperback fiction; literary classics; graphic novels and mange; cd books; and popular
magazines. Many nonfiction titles for and of interest to teens are housed in the general adult
nonfiction area. The Virtual Library greatly expands educational and academic materials for
teens, offering many online databases such Gale's lnfotrac Magazine, Literature, Biography,
and Opposing Viewpoint Resource Centers, as well as Mango Languages, Learning Express
(test taking), and Books and Authors.
Teen volunteers serve a vital function at the Libraries and comprise one of our largest volunteer
groups. Volunteer activities for teens include picture book shelving, Back to Basics tutors,
Summer Reading Program checkers, and programming assistants. RCLS teen volunteers are
eager, energetic, and conscientious; and their work is invaluable to staff
Successes and Challenges
Teen service successes are evident in the busy Teen Scene areas, the thriving collections, and
very positive attitude of staff toward these sometimes "high-maintenance"patrons.
Teens have participated highly in Summer Reading Programs, as volunteers for our adult and
children's programs, as tutors for our Back to Basics reading programs, as participants in our
Teen Advisory Group and more. We have developed teen programs, including a very
successful Staff Innovation Fund grant, in partnership with the City of Rancho Cucamonga and
the local high schools that have focused on careers, books clubs, city government interactions,
and community development. Our teen collection has expanded dramatically and is one of the
highest circulating collections in the library.
Most importantly, RCLS teens experience a welcoming environment that offers technology,
good reads, and a good relationship with our knowledgeable, customer-service oriented staff.
As a result, teen patrons seem to be comfortable and at home in the Libraries, and library staff
are comfortable and at home with our teens.
Challenges have related mostly to keeping teen program attendance consistent. Staff tries to
plan fun teen programs that are entertaining, while at the same time including elements that
support teen development and the Libraries' commitment to education and lifelong learning.
Program attendance often reflects the topic with some topics being more popular than others.
The Future
Dedicated library services to teens are relatively new in Rancho Cucamonga. In the past six
years, we have developed teen services and outreach to high schools. We'd like to continue to
reach more teens in the middle schools and through such City partnerships as the Teen Center,
where we can reach teens that may not have easy access to a library.
(+ "t Rancho Cucamonga library Services Strategic Services Plan 2012-2015 13
■
We will continue to look at areas where teen attendance has been inconsistent and alter our
concepts and approach to programming to increase attendance and ensure relevant and current
program topics. Some of the areas we would like to explore further include teens and social
networking, mobile technology, and more.
Section 8—CHILDREN AND FAMILY SERVICES DIVISION
Whom it Serves
Services to Children and Families has the fortunate outward appearance of being colorful and
fun, but of course also provides vital informational, recreational and literacy needs to children
from birth to middle school and junior high, and their parents and caregivers.
What it Does
Children and Family Services has transformed in recent years from focusing solely on the needs
of children for reading and information services to becoming an experience-based approach
addressing the needs of the entire family. Collections offer materials for children from birth
through approximately 12 years old, as well as books and media that target parents.
Programming for babies, workshops for young parents, special family and school programs, as
well as play and learn zones to promote early literacy and learning through play, have all been
developed at RCLS since 2007 in an effort to address the needs of the whole family.
Children and Family Services offer a number of programs throughout the year. Story times for
babies, toddlers, preschoolers and school-aged children are offered weekly. Family story times
are offered several times a week at a variety of times; Tuesday evening, Friday mornings and
Saturday mornings and afternoons to ensure that children and parents can always find a story
time they are able to attend together.
Reading and learning continues every
Program Attendance summer with the Children and Family
Services signature Summer Reading Club.
Designed to encourage children to maintain
and develop reading skills over the summer
months, this program entices with fun
decorations, activities and incentives. Well
over 4,000 children participate in the Summer
Reading Club, with a record 4,400 participants
in 2012. Children are rewarded with an
opportunity to attend an exciting finale with
. a•^`a oa. Poo, uaran e
their entire family. Family members such as
teens, parents and grandparents can
participate too!
The library collection supports local school curriculum in addition to early learning and
recreational reading. Curriculum support has been a foundation of Rancho Cucamonga Library
Services since 1994. Local school libraries are small, have no professional staff and precarious
funding. Our large non-fiction collections provide support for a variety of topics requested by
students; online homework help is available for students who need one-on-one assistance with
writing, mathematics or other subjects, and Accelerated Reader, used by many local school
X11 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 14
districts, can be accessed via library computers. Class tours and-school events at the library
are also supported.
Successes &Challenges
Thanks to continued success in pursuing grants, we have been able to further explore and
develop ideas surrounding play and interactivity through our Play and Learn IslandsTm. We
continue to test these concepts in a very successful loan program through which we have
shared the Play and Learn Islands TM with more than thirty libraries throughout California.
Staff continues to plan and present eighteen story times a week, many with waiting lists to join.
Bouncing Babies, Toddler Time for 2 year-olds, and Preschool Story time for children 3-5 years
old are among the most popular. School-aged children enjoy an after-school.program and
family story times are offered for children and parents to attend weekly library programs
together. While the other story times are evenly divided between the two library locations, very
heavy demand for children's programming at the Biane Library finds 6 of the 7 family programs
taking place there. Most family story times are drop-in which works well for the Biane Library's
setting in a regional shopping district with a changing audience. . •
In addition to the Summer Reading Club, special programming reaches large audiences. by
appealing to families again and again throughout the year. The most recent Summer Reading
Club attracted more than 10,000 children and caregivers to attend weekly special performances
and exchange books. Other special events also bring in large, happy crowds including the Big
Truck Round-up in the fall, Dr. Seuss Day in March, Star Wars Day in May, and many other
celebrations around holidays such as Halloween, and Valentines Day.
Demand for quality family programming at the Library is great and the challenge is developing
ways to expand program offerings. Story times are now filled to capacity every morning of the
week with registration required and waiting lists to get in. Weekend and evening story times,
special event programs and the Play and Learn Workshops offer additional opportunities for
families to attend Library programs but these are still not enough. The Library's challenge is to
find ways to provide additional story times for families and young children. Additional library
assistant staff could make this possible.
The Future
Even with 18 scheduled each week there are not enough story times to meet demand.
Additional sessions of story times for young families should be added in the coming years at
both libraries. Information that staff gathered while studying early literacy skills indicate that
story times should be realigned to better suit stages of development. The future schedule would
offer at least 22 weekly story times providing more sessions of those with greatest demand.
Adding more programs will necessitate scheduling story times to run concurrently on the same
morning at both library locations, as well as creative staffing to allow staff to present story times
six mornings a week. In the long run, expanding programming will require additional Children
and Family Services,staff. Creating two early learning specialist positions, one at each library,
and filling the vacant library assistant position, would provide support for weekly programs, the
Play and Learn Workshop and outreach. The early learning specialists would focus primarily on
programming for families with children from birth to five years, particularly the very popular baby
and toddler offerings.
Children and Family Services staff is excited about the prospect of an interactive space for
families on the second floor of the Paul A. Biane Library. Our work on the Play and Learn Island
it Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 15
L'
project has afforded staff the opportunity to explore interactivity, participate in exhibit design and
promotion of portable interactive play platforms. In the future we hope to have the opportunity
to expand programming, develop new and exciting play formats, and incorporate learning and
family interactivity with a unique space on the second floor. This interactive space will be an
extension of purposeful play already offered by Rancho Cucamonga Library Services.
2012 Update-
Librarians who have borrowed Play and Learn Islands TM expressed interest in owning one at
their own libraries, so a partnership with the Califa Group was entered into to produce and sell
Play and Learn IslandsTM. The project recently received trademark rights. Currently, three
libraries have purchased and taken delivery of their own Play and Learn Island"' with at least
two more in the purchase process. Staff is also excited to work on a solar Play and Learn
Island TM project with the City's Engineering Department, and a new museum exhibit builder.
This project is funded by a grant from the American Public Power Association.
In 2012, the children's librarians worked closely with staff from the Community Services
Department to offer online storytime registration for families. CSD's assistance helped to
ensure a smooth transition from paper to an online process. Library patrons are pleased to no
longer wait in line trying to register for the most popular storytimes and to be able to register
from the comfort and convenience of home or office.
With programming for children and families in great demand by residents, and with changes in
staffing, the Library was able to create a programming librarian position. This librarian assists in
planning, developing, organizing, presenting, and supervising library and cultural programs for
participants from babies to adults. Support for staff who plan and present eighteen story times a
week is very important.
Section 9— LIBRARY TECHNOLOGY SERVICES (INCLUDING VIRTUAL LIBRARY)
TECHNOLOGY CENTERS
Whom it Serves
The Tech Centers generally serve young adult and adult patrons whose computing needs
greatly vary to include general Internet use, email, job hunting, resume writing, research, use of
Microsoft Office applications such as Word, Excel and PowerPoint, social networking, gaming,
and more. Tech Center classes serve patrons with skills ranging from beginning computer,
email, Word, or Excel, to more adept users interested in resume writing, digital photography,
EBay, and advanced Office topics.
What it Does
Technology services at the Rancho Cucamonga Libraries fill a critical need of providing Internet
connectivity and computing capabilities to patrons with short or long-term technology needs.
The RCLS technology service plan is a two-pronged approach offering computer access and
computer education/skill-building. Though technology changes increasingly rapidly, our two-
pronged goal of accessibility and education remains constant.
The Archibald and Biane Library Tech Centers act as technology services hubs at RCLS. Tech
Center staff includes two Technology Center Supervisors overseen by the Adult Services
Coordinators at each library. This staff is responsible for the day-to-day operations of the Tech
471 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 16
Centers, maintenance of Tech Center equipment, scheduling and supervision of Tech Center
support staff, and the development of programs, classes and curriculum.
Successes & Challenges
Fortunately, the nature of providing computer access to technology "have-nots" generally results
in very positive feedback and experiences for Tech Center staff and patrons. Success stories
are plentiful as patrons learn new skills, pursue education opportunities, obtain employment,
and keep in contact with family and friends. Regular patrons and class attendees have shared
personal stories of how the Tech Center has affected their lives, including one patron who
attributed securing a lucrative business deal to skills she directly acquired from the Library's
tech classes.
Challenges include the following: having adequate computers and staff at peak times; keeping
current with rapidly-changing technology while minimizing down time; and being able to
accommodate a diverse user-base such as seniors, parents with young children, students
working in groups, and those with varying needs.
The Future
In three years, technology services at RCLS have the potential to expand well beyond the walls
of the Archibald and Biane Library Tech Centers. The following are several areas that should
be addressed:
• The addition of laptops, tablet computers, netbooks, and/or e-reader checkout for staff
and public use in or out of the library.
• Due to the popularity of tech classes, the need to maintain or expand our existing level
of service including developing an educational outreach component such as holding
classes and trainings off-site.
• Upgrading and replacing aging and out of date computer hardware and software
(including public catalog computers).
• Continue staff training and provide time for hands-on practice with new tools and devices
in order to be able to offer the best possible customer service related to technology.
2012 Update-
Budgetary constraints have impacted library technology services this year, including not being
able to replace aging Tech Center computers at both libraries. As a result, the patrons
technology experience (i.e., slow internet speeds, aging software editions) is less up-to-date
than we would like. These updates will be of utmost importance to staff in the coming year with
a computer refresh scheduled this year.
However, due to Staff innovation Fund this year witnessed library staff being trained on some
very up-to-date technology, the latest generation of e-readers and tablets. The training was
designed to enable staff to better address patron questions and provide better customer service
regarding new and existing technology found at the library and elsewhere. As these
technologies continue to evolve, Technology Services staff will continue to seek ways to help all
our staff keep up with technology and best serve the public. Along these lines, the Rancho
Cucamonga Library just received 30 Google Chromebooks. These tablet computers are being
tested now to see how they can be used to increase computing services for the public.
As we wrap up 2012-2013, one trend is emerging, that Technology Services at RCLS lean
toward being reactive rather than proactive. We'd like to begin a movement toward being a
cutting edge library in terms of technology, and not late adopters. For example, one area the
��� Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 17
libraries'have been exploring QR Codes, may prove beneficial and innovative in providing easy
access to information to the public. We're hoping to act on this technology sooner rather than
later.
VIRTUAL LIBRARY
Whom it Serves
The Virtual Library aims to serve all library patrons with resources for children, teens, and
adults; high school and college students; serious researchers; recreational readers;; job
seekers; business/marketing users; new language learners; and more.
What it Does
of digital resources and is primarily made up of
The Virtual Library is a robust collection o p y p
subscription-based products through well-known, reputable publishers such as Gale, Cengage
Learning, Tutor.com, and Info Group. The Virtual Library is available free to patrons 24/7 via
the Internet and as such is one of the "three amazing libraries" marketed by Rancho
Cucamonga Library Services. The following are the main components of the Virtual Library:
• Library's website. Highlights and provides information on all library services, programs
and events, checkout and circulation policies, volunteering, donating to the library, etc.
(www.rcpl.Iib.ca.us)
• Rancho Online Catalog (ROC). Allows patrons to access the library catalog to look up
materials, create holds, manage their account, etc.
• Subscription databases. Provide full-text articles and other content through Infotrac
Onefile Index, Newsbank (newspapers), Opposing Viewpoints, Biography In Context,
and Literature In Context. Other popular databases are Career Transitions, Mango
Languages, Chilton's Auto Repair, Reference USA business index, and Learning
Express (test taking).
• Overdrive/Southern California Digital Library. Offers free downloadable audio and
ebooks to patrons using computers, e-reader, or other digital devices. Book returns are
automatic so patrons incur no fines or fees.
• Live Homework Help. Connects K-12 and adult users to live tutors who use a chat
format to assist with homework and
learning in a variety of subject areas.
Available to students after school and �__ ..... ..
evening hours. °— —-
• Virtual Reference. Offers an online �►,;�� "' IA
M`
means to communicate with library Wt.. I
staff through chat and email reference
pw-
services, allowing patrons to ask - =" = ('UtaMOI 4 �
questions and receive answers just as - � -4,:='►;
if they were inside the library. . }
• Local History. Portal to the Past � �+! L
(www.rclocalhistorv.com) houses
Rancho Cucamonga Library Services Strategic Services Plan 2012-2.015 18
Li
resources about Rancho Cucamonga's history, photos, digital stories, aerial maps,
historic home virtual tours, and archives. At the 2012 Eureka Leadership Institute, the
Portal to the Past was cited as an outstanding example of an innovative approach to
local history. And at the 2011 California Library Association conference, the Portal to the
Past won first place for public relations excellence.
Successes & Challenges
The Library has had a lot of success with the Virtual Library in terms of being able to expand
and offer increasingly better products over the years. Offering library services and resources
24/7 is an unparalleled benefit to the community especially as patrons' work and home lives get
busier. Technology enables the Rancho Cucamonga Library to create a "library without walls."
Challenges, on the other hand, are related to cost and use. Yearly cost increases of
approximately 3% make these already expensive digital subscription-based products almost out
of reach. Also, we like to see greater use of the Virtual Library especially among students and
the business community. However, patrons' awareness and understanding of what database
resources are all about is relatively low and in a Google age, internet searches are often "good
enough." While the resources we offer are extremely valuable, educating the public that they
exist and how to use them takes staff time and can mean other customers have to wait for help
at the Information Desk. Finally, Information Desk staff needs ongoing training and skill-building
to keep up with changing devices and products.
The Future
The future of the Virtual Library depends on the future of technology, so the sky's the limit. We
will certainly look toward offering the most interactive, affordable and device-driven access
possible. For example, as smart phones consolidate access, the library can participate with
well-designed library apps. Our Gale databases and Live Homework Help already have apps.
Other future interests include social networking, texting the library, and enhancements in such
sites as Facebook, YouTube, and Google knowing that they serve as useful marketing and
information portals and also allow for interaction among users.
Education will always be a strong part of our technology mission as the library not only offers
and uses new technology, but teaches our public how to use and learn from it as well. Finally,
the future of the Virtual Library will make greater demands on staffing; taking additional time
from existing staff rather than adding new positions. Increased staffing time will be dedicated to
such efforts as tracking trends, developing new virtual library tools and content, and training
other staff.
2012 Update-
Interest in and popularity of ebooks exploded in 2012. The Libraries experienced a surge in
questions on how to use ebook devices and what ebooks are available for check out.
Challenges of handling increased ebook demand is that staff are still learning the technology
and there are a multitude of devices with different interfaces - Kindles, Nooks, iPads, and
smartphones to name a few.
One way the Libraries have tried to adapt to demand is through a Staff Innovation Fund grant
received to purchase e-readers and conduct staff and public training using the devices. The
successful project is completed and staff and public familiarity with e-readers is on the rise.
(t,"1 Rancho Cucamonga library Services Strategic Services Plan 2012-2015 19
There are still challenges to providing the public with access to ebooks that are out of RCLS'
control. ALA mentions, and we agree, that in many cases "ebook circulation is hindered by e-
reader compatibility issues and the complexity of ebook downloads, digital rights management
issues, availability of popular titles, and changing publisher policies." RCLS will closely monitor
such ebook happenings and advocate for more and better access for our ebook patrons.
Other Virtual Library updates focus on another fast-changing technology —
downloadable/streaming video, music, and audio. At the 2012 ALA conference in Anaheim,
staff spoke with vendors like Freegal (music) and Overdrive (video) about their products. Cost
and selection are currently the two factors of concern; however, we deemed that as this new
technology appears in more and more homes and our current media formats (DVDs & CDs)
check out less and become obsolete, we must continue to evaluate what's available. Funding
and whether we can replace the existing media revenue stream will determine what
downloadable/streaming products we consider.
Section 10 — CIRCULATION DIVISION
Whom It Serves
The Circulation Division of the Rancho
Cucamonga Library serves all who wish to Card Holders
obtain a library card, check material in or out, --
pay fines and/or fees, and have basic
questions about the services provided by the
•
Library.
What It Does
Utilizing one full-time Circulation Supervisor,
one Acting Circulation Supervisor, one
Circulation Clerk, two Pages, and 45 part time
staff who work approximately 800 hours per ,
week, the Circulation Division does the
following:
• Registration: There are currently over 229,000 borrowers registered with the Rancho
Cucamonga Library. Anyone applying for a library card is assisted by the Circulation
Division. All applications are checked for completeness and required identification is verified
before data is entered into the computer. New cards are given to the patron with a copy of
the library services handout. Before the application is shredded the registration data is
checked by a second clerk for accuracy.
• Check out: The circulation department is responsible for the check out and returns of all
materials. (Last year this amounted to over 1.2 million items.) Check out requires that the
patron has the proper library card and every item is scanned so it appears on the patron's
account and all material is desensitized so it will pass through security. At the time of
checkout, the patron's account is checked for any overdue charges and also for items that
might already be on the account and need to be renewed. Monies owed are collected.
Receipts are generated for all transactions and given to the patron so they have a list of all
items on their account.
(;"41 Rancho Cucamonga library Services Strategic Services Plan 2012-2015 20
• Returns: Check in of materials is a task
Total Circulation that falls to both the page and clerical
staff. Materials returned in the book drops
and deliveries are generally handled by
the pages. The 1.2 million items that were
checked out in the year are all hopefully
returned and each item is then checked in,
inspected for damage or missing parts,
sorted and then re-shelved. Damaged
items are repaired by staff when practical
to do so. Items with missing parts i.e.
CDs, DVDs Audio Books, Story Packs are
noted and patron is called or notified by
email/mail. Patron accounts are noted so
appropriate charges can be made.
• Processing: Paperbacks, DVDs, CDs, magazines, newspapers, donations and materials
not done by Library vendors are all processed by circulation. Processing includes applying
correct spine labels, barcodes, RFID tags, property stickers, and stamping. Book processing
may also include a laminate or book jacket cover.
• Customer service: The Circulation desk at both Libraries is generally the first place of
encounter for users of the Rancho Cucamonga Libraries. This is generally where the "first
impression" is made. Almost 650,000 visitors came to the Libraries last year and the staff of
the Circulation Division deal on an "in
person" level with all patrons checking out.
All media (rental) items and accounts with library Visitors
money due are handled at the Check Out
desk. Clerks deal with questions regarding
missing items, fines, fees, and accounts in
collection. Fines, fees and passport
processing fees are all collected at the
circulation desk.
• Overdue Notices: Notices are printed
daily from a computer generated report,
folded and mailed. Returned mail is
followed-up by a re-mailing or courtesy
notice phone call. All patrons are given the
option when registering for a Library card to indicate a preference for paper, email and/or
SMS text for any notification from the Library. E-mail notices returned are printed and sent
via regular mail.
• Collection Agency: The Library contracts with Unique Management Systems, a collection
agency that handles only library-related collection matters. The threshold for being sent to
the collection agency is $50 in either the value of overdue materials and/or unpaid fines and
fees. In any given month, up to 20 accounts will be referred to the collection agency. (It
costs the Library $4.95 per account that is referred to Unique Management System, and the
Library charges a $20 fee back to the patron for accounts sent to collections.)
F'.41 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 21
• Delivery: Coordinate twice-daily delivery/pickup between Libraries to exchange materials
and make deliveries to City Hall as needed.
Successes & Challenges
The Circulation division does a very good job of checking materials out of the Libraries and
getting them back on to the shelves. Considering the volume, materials very rarely stay more
than a few hours out of circulation. They also do a very good job of handling overdue material
and working with the collection agency. This part of the work routine requires strong customer
service skills, tact and discretion, and is a positive reflection on the job that the Circulation
division does.
One challenge that faces the Circulation division is as physical collections continue to grow, the
lack of shelving space will continue to be an on-going issue. The need to weed the collection
(which is done in collaboration with the Adult and Children's Services divisions) will become
more important as the collection ages.
The Future
A major issue facing the Circulation division is that funding from the State Library for non-
resident use has now been discontinued, so at some point fees for non-residents utilizing library
service from the Rancho Cucamonga Libraries may need to be explored. This will have a
definite impact on the customer service side of circulation, explaining why a fee for a Library
card is now being assessed to non-residents. It should also be noted that charging for library
cards should not considered a revenue stream but rather a deterrent to non-residents using the
Libraries. (Based on state-wide statistics, when charging for a library card, only approximately
5% of those affected will pay for the card. If anything, charging for library cards often times will
decrease work loads which can realize savings in personnel.)
Another issue that will be explored in the future is possibly taking advantage of more "self-serve"
functions in the area of circulation such as online library card registration (at present
applications are available online but not online processing), self pickups of holds, and online
payment of library fines and fees.
Section 11 -OUTREACH SERVICES - LIBRARY BOOKMOBILE
Whom it Serves
The Rancho Cucamonga Library
Bookmobile is a small library branch '�
inside a custom-built 30-foot bus which ' - "
provides mobile library services to Y. ,- ;
elementary schools and preschools
around the city. It also appears at many r:' ; 4V1, ,
community events, providing a self- �� ' -
contained and visible presence for the '` I -
Library. �
What it Does Filled with 5,000 children's books, the t.
bookmobile visits 15 elementary schools
as well as the City's Head Start
47.1 Rancho Cucamonga l ibrary Services Strategic Services Plan 2012-2015 22
preschool, checking out as many as 7,000 books per month. During the summer, the
Bookmobile provides weekly visits to the city's Playcamp and Camp Cucamonga programs as
well as serving three private daycare programs, Central School District's Kid Central day camp
and Cucamonga School District's free lunch program at Northtown Community Center.
Students are able to apply for a library card, check out books and return them to the
bookmobile, providing access to library materials to students who may not have the opportunity
to visit the library.
Successes & Challenges
Children clearly enjoy visiting the bookmobile and choosing their own books from the selection
of fun and educational books on board. Since its first stop in 2001, the bookmobile has checked
out over 450,000 books to Rancho Cucamonga students. This service is especially valuable to
those students whose families may not bring them to one of the library locations.
One challenge with the current Bookmobile is that within two to four years, it will likely be
looking at end of life. A natural gas or other more ecologically-minded alternative should be
explored.
The Future
Within three to five years the Library could have two very different Library-related vehicles
serving the community. The first would be a replacement vehicle for the current bookmobile
and continue to focus on book collections to support elementary students, maintaining the close
relationship that has been built with schools in Rancho Cucamonga.
A second vehicle would add a new dimension to our mobile outreach service. In keeping with
our renewed focus on early learning, this new vehicle would offer an innovative new experience
for young children. Visiting preschools, community events and parks around the city, this new
vehicle would demonstrate the power of mixing books and educational play activities inside one
magical bus. We envision children entering a wonderland where the walls, floor and even
ceiling are filled with activities to engage preschoolers' hands, minds and senses. After
experiencing the exciting play environment, the children will return to their homes or classrooms
with books they have picked out themselves. The thematic pairing of books and hands-on
activities will help extend the learning experience back into the classroom and home and the
positive association of books with such a fun and engaging environment will be the first step in
building a lifelong love of reading. To support this second vehicle a full-time library
assistant/play specialist, as well as part-time clerical staff, would be added. Grant opportunities
and other fund raising will need to be pursued to provide funds to devote to this early learning
vehicle.
Section 12 —ADULT LITERACY DIVISION
Whom it Serves
The adult literacy program provides literacy services to English-speaking adults who want to
learn and/or improve basic reading and writing skills. The service is free and confidential.
Students and volunteer tutors meet twice a week for an hour and a half one-on-one training
session in the library.
6."- 1 Rancho Cucamonga library Services Strategic Services Plan 2012-2015 23
What it Does
The program is student-centered and emphasizes goal setting so that all lessons may be
geared toward meaningful learning. Instruction involves the student in the learning process and
lessons are planned around the goals and needs of the student. This type of contextualized
instruction helps the students to connect what they are learning with real life responsibilities and
situations which will help them to be more successful in applying what was learned to their
everyday experience. This type of instruction helps the students to enhance their self-esteem
and confidence so that they can participate fully in the community, at work and at home.
Interested volunteers are required to complete a 6-hour tutor orientation and training workshop
which explores techniques for word attack skills, components of reading, writing strategies and
lesson planning. Hours are flexible and the total volunteer time is approximately 5 hours per
week, including travel and preparation time.
Adults who wish to participate as a student in the program must be able to communicate in
English and not concurrently enrolled in high school. The potential student is required to do an
intake interview in English and a reading and writing assessment administered by the literacy
staff.
Two components of the literacy program are:
• Families for Literacy (FFL) — an additional service provided to literacy students who have or
are caregivers of pre-school aged children. This service offers special story times to model
reading aloud, learn how to make simple crafts, offer parenting workshops and introduce the
family to the value and joy of reading to break the cycle of illiteracy through the book give-
away program. With current funding levels, we are unable to provide Families for Literacy
services. Parents are directed to a variety of programming offered through Children's
Services, including storytimes, summer reading program, Family Place workshops and
special events.
• Computer Literacy — offers one-on-one tutoring for program participants to learn computer
basics, word processing and Internet access. This is also used as a tutoring tool to work on
reading, spelling, typing and writing skills using educational computer software. We are
currently offering limited computer tutoring, for existing program participants.
Successes & Challenges
The literacy program's success can be seen in the accomplishments of the learners not only in
reading and writing skills but also in the positive transformation in their lives when they can
connect what they are learning with real life responsibilities and routines. Some of these
positive transformations include reading aloud for the first time to a large audience, successfully
completing a job training program, graduating from the learner leadership institute, enjoying
reading a book for the first time in life, becoming volunteers in the community, having the ability
to do a newspaper or live television interview, participating in conferences as panel presenters,
and pursuing education and getting their GED certificate.
Program funding is the biggest challenge facing the Literacy program. The California State
Library has in the past partially subsidized the program. However, in recent years, financial
support has decreased putting more of the funding on the local jurisdiction. Other challenges
include the declining number of committed tutors due to health issues and retirement. Although
there are new volunteers joining the program, the challenge of commitment is on the rise due to
01 Rancho Cucamonga library Services Strategic Services Plan 2012-2015 24
their need to find a job in order to survive the tough economic times. The same challenge
applies to new learners as well.
The Future
The literacy program strives to reach out to the hard-to-reach population. Three years from now
we would like to be able to continue to play a big role in encouraging education and the love of
reading. The key to expanding literacy services in Rancho Cucamonga will be dependent upon
resources. This is something that Library Administration is acutely aware of and will be looking
to address as part of the overall Strategic Services Plan.
2012 Update-
The Literacy Program Coordinator retired at the end of the FY 2011/12, this combined with
reduced funding from the State Library has resulted in reductions to Literacy Services. We are
able to provide basic services, one-to-one tutoring, and have funding to keep the Literacy office
open with two part-time Library Assistants for approximately 18 hours during weekdays. In the
interim, the program is currently overseen by the Reference Coordinator at Archibald Library.
We are partnering with neighboring Upland Public Library to jointly present tutor training
sessions to continue to sustain the literacy program by bringing in new tutor volunteers to match
with new learners in providing literacy services to the community.
The Literacy Coordinator position is frozen until January, and library administration is exploring
ideas on how to creatively grow this program in new ways and to reinvent literacy services.
Section 13 — BACK TO BASICS PROGRAM
Whom it Serves
The Back 2 Basics program is a free tutoring service for elementary school-aged students
between 2`d and 51h grades who are a grade or more behind in their reading, writing, and
comprehension skills.
What it Does
The aim of the Back to Basics program is to bring these students up to grade level so they can
reach their full academic potential. The Back to Basics Coordinator and two part-time Library
Clerks provide training to volunteer tutors who wish to participate in the program. The tutors are
then matched with up to three students all of a similar level and work with them twice a week in
sessions that follow school semesters. Students work with their tutors on mastering sight
words, reading aloud, comprehension and writing skills using fun books and playful activities.
Successes & Challenges
The assessment tests given to each student at the beginning and end of each tutoring session
show that 84% of our students have improved their phonics skills, 89% have improved their
comprehension skills and 92% have improved sight word skills. While these numbers are
impressive, what the program offers cannot be fully expressed in mere numbers. The pride,
gratitude, smiles, and tears expressed by parents, tutors, and students every May at the annual
Back to Basics graduation program is also testament to the impact the program has made in the
community.
The success of the program has also brought with it a fair amount of challenges. By far the
primary challenge the program faces is how to accommodate the increasing demand for the
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 25
service. Due to continued cut-backs in schools, demand is at an all-time high. Between 2006
and 2012, the number of students enrolled in the program more than quadrupled. The wait list
for the program routinely fills up months in advance. During 2010 and 2011 the program
averaged over 90 students for both the fall and spring tutoring sessions with 25-30 volunteer
and America Reads tutors. In the fall of 2012, due to budget reductions faced by the library and
the federally funded America Reads program, the number of students able to be tutored has
fallen. America Reads provides funds to pay college students to provide literacy services in
their local communities. Students who may have worked in the program and provided service
through the library must now find other jobs.
The other most frequently requested services for the program are to offer tutoring help in
multiple subjects such as math, offer tutoring for students who are above the 5t° grade level,
and for some kind of weekend tutoring to be offered. Some parents also request enrichment
activities and are steered to the Discovery Club after school program.
The Future
There are some steps both small and large that can be taken to help fulfill these needs in the
next 3-5 years. One of the services the library currently offers and that we are constantly
referring patrons to is our Live Homework Help that patrons can access from the library's
website from home. Live Homework Help allows students to work with an online tutor on a
variety of subjects and provides students with help from elementary school all the way to the
college level. Reserving a small number of computers in the library exclusively for educational
purposes might be one way to address some of these issues. These computers could be set up
in a certain area of the library and would have a direct link to the Live Homework Help site and
also include some software designed to help students at a variety of different grade levels with
their English and math skills. The Library currently subscribes to Live Homework Help for a set
number of service hours daily. Expanding hours will increase the cost of this subscription.
Another addition that could help ease the burden is to offer 2-3 hours of walk-in tutor help on
Friday and Saturdays. This would require additional part-time help to supervise these sessions.
If we offered an additional 6 hours of weekend tutoring at both library branches we would need
2 people who could each cover those shifts. If we include time beforehand to set up and
additional time for clean-up afterwards the total number of additional staff hours for both libraries
would be 10-12 hours per week. With additional technological and staff support the program
would be better equipped to help even more students from all grade levels with the skills they
need to succeed both academically and at life.
"`, Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 26
t<
Section 14 — BIANE LIBRARY 2"d FLOOR — RANCHO KIDS (KIDS INTERACTIVE
DISCOVERY SPACE)
Whom it will serve r`
The primary audience for Rancho KIDS is
families with children newborn to seven and '' '
their caregivers. We increasinglyr
understand the importance of the social e �..v �
relationship in learning. As part of its work to 'r _I'll
strengthen playful learning relationships
within families, the Rancho KIDS project will •.
be designed to support social exploration,
discussion and collaboration.
• Newborn to Three - For children :la., �,
newborn to three, Rancho KIDS will offer i '
age appropriate opportunities to explore,
discover, investigate and imagine. There
will be one dedicated early childhood space for the youngest visitors aged NB-3 and their
adults, as well as early childhood experiences throughout the museum so that families can
explore together.
• Four to Seven - Children between the ages of four and seven will be attracted to the broad
range of exhibits and programs that are offered at Rancho KIDS. Key spaces will be targeted
at this age group, which will also make up the majority of school age visitors. Programs
specifically designed to serve families with children in this age range will include after-school
and weekend offerings (including family workshops and multi-visit classes), fairs and special
events.
• Caregivers - Programs and exhibits will be designed to encourage parents, grandparents,
and other caregivers to actively engage with their children. They will support social learning
experiences among family and friends in which learners of differing ages, experiences, and
abilities can help each other. They will help parents develop the skills to recognize the
learning in children's play and to support their children in stretching beyond their current
capabilities.
What it will do
Rancho KIDS will allow the Library to expand children's services, add extra programming space,
connect the two floors of Biane Library, offer two integrated sets of services, and build on
partnerships among the Theater, Mall, Library and schools. Rancho KIDS should offer a
complementary set of services that builds on what the Library already offers and extends the
Library's ability to serve its audience. A children's museum within a library should have unique
characteristics that distinguish it from children's museums in other settings. In particular:
1. A blended library and museum creates an environment that supports a diverse range of
learners. The museum provides a place for active exploration where visitors can learn
through sensory and gross motor experiences, and by coming into contact with real
things. This is a place to put ideas into actions, and to touch, try and smell. In this way,
the museum experience adds more modes of learning to the Library and complements it.
There are many ways to learn — kinesthetic, constructive, social, experiential etc. The
blended model rounds out the offerings that support a range of learners with different
strengths and levels of development.
671 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 27
4
2. The California State Library Early Learning with Families (ELF) initiative offers a strong
argument for the importance of building a lifelong leaming community. A
library/children's museum is founded, in part, on the belief that encouraging children and
families to learn together in a joyful, active environment, sets the stage for a lifelong love
of learning. This is at the core of the mission for both museums and libraries, and
provides a strong basis for library/museum collaboration. By providing opportunities for
adults and kids.to do things together, and creating experiences that appeal both to
adults and to children, a library/museum is one robust strategy for implementing this
goal.
3. Support the development of basic building blocks of learning. Described by the Institute
for Museum and Library Services (IMLS) as •"core skills", these information and
communication skills, thinking and problem solving skills, and interpersonal and self-
directional skills are the basis of habits of mind that carry through into adulthood and set
children up for success as lifelong learners. Supporting positive learning attitudes and
giving youngsters an opportunity to practice learning behaviors are .part of what
museums do particularly well. The self-directed,• exploratory and problem solving
environment of hands-on exhibits facilitates such behaviors as: being curious,• asking
questions, experimenting and taking risks, learning how to learn, persistence, frustration
tolerance, collaboration, etc.
4. A library/museum can serve as a bridge connecting children's playful learning with adult
interests in the world. Library audiences are broad and inclusive. A library/museum also
should address the whole library audience, not just children, or even families. As a place
. where adults can follow their interests and participate as active learners with their
children, a library/museum serves as an extension of the resources of the library and
continues the tradition of being a place where a patron can ask any question. In this
way, a library/museum can honor the curious investigations of a young child as well as
those of an adult learner. •
•
5. A museum based in a library can add new functionality to the library itself. By, using
some mobile components that can be moved out of the museum and into the library for a
special event, or by incorporating artifacts and visitor-made work into the library, for
example, the museum can enhance the experience of patrons browsing for books. The
web is another place where the museum can add interactivity and visitor participation
opportunities that are in-line with the style of hands-on exhibits. The more that the
museum and library cross-pollinate ideas and materials, the more the library/museum
functions as a blended set of services designed to provide the best possible-learning
resource for its community.
Successes & Challenges
The successes and challenges for the Rancho KIDS project are far-reaching, from economic
impact (admissions, memberships, program fees, retail sales, etc. versus operational costs,
exhibit fabrication and maintenance, staffing, etc.) to creating an innovative project(unique; one
of a kind, model project for the community and library world versus handling usage demand,
'desire for increased offerings, need for "freshness" of exhibits, etc.) to being able to provide
new, innovative services and programs to the community (story and activity times, birthday
parties, fundraisers, team buildings, etc. versus having the resources to provide these
effectively). With every potential success with Rancho KIDS comes an equally great challenge;
Lf
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 28
•
however, the opportunity that Rancho KIDS brings far outweighs any challenges that may stand
in the way.
The Future
Creating a space like Rancho KIDS on the
r 4111 f. _ell second floor of the Biane Library at the
r` • •••- -•- ••-•• . Victoria Gardens Cultural Center has the
• " '° potential to change the way Rancho
•
. .. 1 p 9 Y
:_ •u Cucamonga Library provides service to the
community. This interactive space will offer a
unique programmatic element at our libraries
that is now unavailable, due to space
constraints. In addition to the $5-6 million in
s construction costs ($4 million if it was
Ivor operated solely as a library), there will be
additional costs to operate Rancho KIDS. The
approximately $750,000 to operate will be
partially offset by about $350,000 in revenue
from entrance, parties, etc. The 2009
Feasibility Study and Needs Assessment showed a conservative opening annual attendance of
70,000 people with recommended price-point of $6-8. In addition, there will also be direct
benefits to the Victoria Gardens Shopping District and Victoria Gardens Cultural Center since
Rancho KIDS visitors will feed into the mall and cultural center after and before a visit. The
Victoria Gardens Cultural Center was designed to serve as an anchor in the VG Shopping
District. Creating this new service point within the Cultural Center will only increase the impact
of being an anchor.
Bringing a service like this to Rancho Cucamonga will not only provide a quality space for young
children and their families to learn and grow, but will also set a true bar in the library field — one
that the entire nation will be looking at as a model for future library building projects. As Rancho
Cucamonga reaches build out (with few additional monument building opportunities), it is
important to keep looking for innovative services and programs that will set us out in front of
other communities and show that The Rancho Way" is one of ingenuity, leadership, innovation,
and out of the box.
Fiscal Impact
In 2009, through a grant from the California State Library, staff worked with museum
designers/consultants, Gyroscope Inc., to conduct a needs assessment and feasibility study to
determine not only the fiscal impact for the second floor Rancho KIDS project, but also gauge
the overall interest and need for this project. The response was overwhelming support for an
interactive discovery space for young children and their families. Rancho KIDS staffing and
revenue listed below is in part taken from the 2009 feasibility study.
Revenues Expenditures u
Admissions $250,000
Memberships $50,000
Staffing $550,000
Exhibits $200,000
Programming $80,000 $100,000
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 29
Rentals/Parties $100,000
$480,000 $850,000
Difference $370,000
Admissions & Memberships will account for approximately $300,000. Based on comps from
other children's museums of comparable square footage, estimated attendance is 70,000
annually. Admission can average between $6-8 per person. The admissions revenue is
estimated at $250,000 (very conservative numbers) which takes into account membership
admissions as well as free entries (for those booking rentals and parties).
Exhibits encompass new exhibits as well as maintaining existing exhibits. In order to keep the
Rancho KIDS experience fresh and new on a continuous basis, changing out exhibits and
manipulatives on a continuous basis will be important. This will ensure repeat visitors.
Programming on the second floor will enhance the overall library experience. Whereas the
programming in the library will remain free to the public, the programs offered as part of the
Rancho KIDS experience will have an associated fee. Programs can include summer camps,
educational classes, family programs, etc.
Rentals/Parties can be cash cows for children's museums. The most popular type of revenue
stream are birthday parties. Other rental/party opportunities include facility rentals for parties or
fundraisers, room rentals, team building workshops, etc.
Staffing
• Rancho KIDS Manager (FT) — reporting to the Assistant Library Director, this position will
be responsible for day-to-day operations, supervising staff, oversight of exhibits and
rentals, marketing and promotion of Rancho KIDS, as well as working closely with Biane
Library Branch manager to ensure synergy between Library and Rancho KIDS.
• Program Specialists (3 FT) — exhibit/education coordinator who will be responsible for
development and maintenance of exhibits and the educational curriculum to accompany
them, rental/parties/tour coordinator that will oversee all facility and party rentals, and
programming coordinator will be responsible for fee-based programming and outreach to
the community.
• Program Assistants (4 FTE) — program assistants will be part time floor staff for exhibits,
parties, rentals, outreach activities, basic cleaning and maintenance, and working with
children and families.
(.,�i Rancho Cucamonga library Services Strategic Services Plan 2012-2015 30
IT 4
Section 15 —WHAT IS, WHAT COULD BE, AND WHAT MIGHT BE...
WHAT MIGHT BE
Biane Library Second Floor Becomes
Rancho KIDS
WHAT COULD BE
Checkout Devices Dedicated
Grow Exhibit (eReaders, tablets, etc.) Library
Rental Restore Assessment
Program WHAT IS Programming Tax
Additional Tech Funds
Classes Virtual Library
Databases.Online Tutoring,
eBooks,Downloadable Audios,
Calendar.Local History Additional
Children's Services Circulation Services Self- Provide
18 Weekly Storytimes, Registration, Fines&Fees Service Professional
Restore B2B Special Events.Information Collection,Technical Circulation Services to
Additional & Literacy Services.PAL Islands sales Services,Daily Delivery Functions
Funding and Other
Increased Literacy Collection Jurisdictions
Back 2 Basics and 250.000 Item Books
Sustainability Adult Literacy Volunteers and Media
Library.Friends of Library,
Foundation.Board of Restore
Trustees Library
Additional Hours
Story times Adult&Technology Services Charging
Adult,Teen.and Tech Programs. Non-Resident
Information Services.Cultural Arts Fees
Nights.TLA 50 Programs Library
Early
New Childhood Mobile App
Bookmobile Literacy Staff
Development Play and
Day Learn
Mobile
Unit
Needs Assessment for Third
Branch Library in Southwest
Cucamonga
i 31
Rancho Cucamonga Library Services Strate0ic Services Plan 2012-2015
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Section 17 - GLOBAL LIBRARY TRENDS OF NOTE
Current library trends reflect values that have long been at the core of libraries - flexibility and
change. Libraries have always needed to adapt and stay relevant in a changing world, and
because most libraries recognize that 21st century change is more dynamic and faster-moving
than any we've seen before, these values are more important than ever. The following are
trends facing libraries in the 21St century and ways in which RCLS is addressing and embracing
these issues in the future.
• Limited resources. Library use is up and resources are down, leaving libraries doing more
with less. Entrepreneurship and generating alternative sources of revenue are no longer
optional, but necessary to the short- and long-term viability of the library. RCLS continues to
take the call for financial action very seriously and seeks to be innovative and proactive in its
revenue-building. Activities such as extensive grant-writing, passport services, and working
with the Rancho Cucamonga Library Foundation on such projects as the Library Telethon will
enable the Libraries to continue and/or grow current levels of service in the future.
• Audience expectations. According to the Institute of Museum and Library Services (IMLS),
current audiences "have grown accustomed to personalized, customized, and on-demand
experiences that are easy to access and simple to share and build upon." This has several
implications for RCLS as we build future services, programs, and foci:
- Library experience. The physical and virtual experience, ambience, style, presentation,
and hospitality are all important when delivery library services. The RCLS experience is
already quite unique due to extensive programming, interactive experiences like the Play
and Learn IslandsTM, educational opportunities in the Tech Center and a customer-
focused staff. Still, as the IMLS encourages us, RCLS will strive to become more
immersive, co-creative, multi-directional (two-way information between library and users)
and engaging to our users
- User-driven. Users want to use the library on their terms. They want 24/7 access,
wireless and mobile services, information on demand, and the tools of their choice. RCLS
continues to address this increased urgency in service and the rising importance of
electronic databases with remote access; higher demand for downloadable digital
resources like ebooks; online checkout services; virtual reference; and more. The RCLS
Virtual Library offers a rich assortment of learning and research tools that users may use
any time, any place. Future attention to these user-driven services will focus on
sustaining them during budget shortfalls and growing them as new and improved products
become available.
- Information producers. Users are no longer information "consumers" but information
"producers" - creating content rather than simply absorbing it. There is, for example, a
trend toward collaborative, crowd-sourced decision making such as online customer
reviews and free open source products (e.g., Google Docs). Libraries must
offer/host/share the "tools" that allow users to participate in creating content, including
offering technology programs, learning opportunities, forums for discussion, and providing
the tools themselves. One such opportunity right now is supporting job seekers. RCLS
supports these information producers by helping them with job applications, creating email
accounts, offering resume classes, participating in job fairs, and more.
��� Rancho Cucamonga library Services Strategic Services Plan 2012-2015 33
• Library spaces. Rather than make users conform to library spaces, libraries must create
spaces to conform to new types of uses and users. For example, family services are
replacing children's services. Rancho Cucamonga families, especially, want to "experience"
the library together and space and programming must meet those needs. Similarly, our
users want to use the library as a community living room or "third place" which is an
extension of home and work that provides services by activity and interests, not necessarily
by age group.
• Lifelong learning and Literacy. IMLS notes that most people today spend the majority of
their lives learning outside the formal classroom. Whether to acquire basic or advanced
skills, enjoy recreational programs, or job hunt, self-directed learning is of enormous growing
interest. RCLS supports self-directed learning opportunities through its many programs and
services, especially digital collections and online databases; interactive, hands-on
experiences for families; and group-oriented options like classes and bookclubs. We are
committed to providing improved opportunities and information that allow our patrons to
enhance their knowledge and develop those skills necessary for success in the 21st century.
Literacy, especially early literacy, is the key to lifelong learning, and if libraries are to support
lifelong learning, we must support literacy. Services such as RCLS' children's and adult
tutoring, interactive play and learn zones, programs for families, parents and caregivers,
Summer Reading Clubs for all ages, and book clubs contribute to a print- and learning-rich
library environment that enables and supports literacy. RCLS staff will use professional
development opportunities to learn about the most current literacy trends and best practices
that will continue to make our programs effective and sought after.
• Social networking. Joining in a "conversation" with today's generation includes participating
in online interactive group spaces. Libraries now must use tools such as blogs, discussion
forums, Facebook, and Twitter to reach this audience and build awareness of library
programs and services. This online interactivity is becoming increasingly local, so that
localism, local content, and community building are all part of the social network. RCLS has
been solidly involved in the local conversation and supports and looks to this online social
involvement as an important area of opportunity(see also Embedding in the community).
• Partnerships. Pushing the boundaries on partnerships and relationships has become a
financially, politically, and organizationally important thing to do. There is no doubt that the
future of libraries will entail working in teams in new ways, resource and staff sharing,
creating innovative joint projects, etc. RCLS has had several recent opportunities to do all of
these things, through partnerships with the City of Rancho Cucamonga Planning
Department, the City Manager's Office, Animal Services, and the Engineering Department,
as well as through outside agencies like the Maloof Foundation, San Antonio Community
Hospital and County of San Bernardino. With the success of these partnerships, the Library
has a working template to lead the way in creating partnerships throughout the City and
beyond.
• Sustainability and environmentalism. Through initiatives such as Healthy RC or general
pressure to be more "green," libraries around the world are embracing green and sustainable
buildings; providing access to high quality "green" information and materials collections;
educating the public on these topics through programs and outreach; engaging in
partnerships; and more. RCLS has joined forces with the rest of the City to develop and
34
L 4 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
L•- -f
participate in these very types of efforts. Public reaction has been very favorable and the
Library has plans to continue the important work of making sustainability and
environmentalism a fluid and regular part of life in Rancho Cucamonga.
2012 Update-
Because the global trends discussed in this section focus on long-term changes, adaptability
and viability of libraries, updates this year are generally clarifications and development of
previously identified trends.
One trend will be added, as the term "embedded librarian"is one that was prevalent at the 2012
American Library Association Conference in Anaheim and has appeared in professional library
journals in recent months.
• Embedded in the community. The library is no longer just a building in the civic center.
Embedding the library in the community means increasing its impact throughout the
community especially regarding civic engagement, and aligning with and acting as a leader
on community needs and issues. Indeed, the Urban Libraries Council says that "Public
libraries are trusted and tested resources that aren't going away. They have deep
hometown roots and broad assets that contribute to community building." Whether it's
bringing The Big Read or CA Reads programs to Rancho Cucamonga, Live & Learn classes
to the Senior Center, or a Lending Library to the Northtown Community Center, RCLS will
continue every effort to embed itself in the community, guiding the community toward civic
awareness and engaging community conversations.
Section 18 — INSTITUTE OF MUSEUM AND LIBRARY SERVICES (IMLS) GOALS &
TRENDS
The Institute of Museum and Library Services (IMLS) recently announced the agency's strategic
plan to create a nation of learners in a "democratic society where communities and individuals
thrive with broad public access to knowledge, cultural heritage and lifelong learning". IMLS
Director Susan Hildreth says, "Rapidly changing economic, demographic and technological
conditions are creating demand for new library and museum services". RCLS is committed to
meeting this demand and aligning ourselves with the goals outlined in the IMLS 2012-2016 plan.
Plan goals include:
• Learning. IMLS places the learner at the center and supports engaging experiences in
libraries and museums that prepare people to be full participants in their local
communities and the global society.
In addition to basic services such as information retrieval for patrons we have been able
to expand our offerings in early learning via State Library/IMLS grants for Family Place
Libraries and the Play and Learn IslandsTM, both of which support programming
featuring play. Services such as Back to Basics and adult literacy and computer and
technology classes support the roll of learning in the library. Virtual Library services such
as online databases, Live Homework Help, and 24/7 Reference provide on-demand
tools for self-directed learning.
• Community. IMLS promotes museums and libraries as strong community anchors that
enhance civic engagement, cultural opportunities, and economic vitality.
cei 35
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
LT
Our libraries serve as community centers where citizens may come to read, use a
computer, connect with people sharing similar interests during a library program, or bring
children or grandchildren to a storytime. Similarly, large-scale programming events,
such as our Local History Cultural Arts Night, provide attendees with a fun and
educational experience that instills a sense of pride and belonging in the community.
• Content. IMLS supports exemplary stewardship of museum and library collections and
promotes the use of technology to facilitate discovery of knowledge and cultural heritage.
With an up-to-date collection of books as well as materials in many formats, RCLS
provides the content traditionally associated with libraries, while programming such as
The Big Read and Play and Learn Workshops, and features like the Local History Room
and online "Portal to the Past," broaden the Library's content. In response to the
President's call to "Educate to Innovate" and improve outcomes in STEM (science,
technology, engineering, and math) learning called out in the IMLS strategic plan, the
libraries provided STEM Robotics workshops for elementary-aged children. This project
was funded via an IMLS/LSTA grant.
• Access. IMLS advises the President and Congress on plans, policies, and activities to
sustain and increase public access to information and ideas.
With an extensive schedule of open hours, storytimes, outreach services and online
options, as well as substantial collections, citizens can make use of services offered via
the two library locations, the bookmobile and the Virtual Library.
• Model Public Agency. IMLS achieves excellence in public management and performs
as a model organization through strategic alignment of IMLS resources and prioritization
of programmatic activities, maximizing value for the American public.
With careful stewardship of the public's resources, RCLS provides innovative, popular
services to the community. In recent months RCLS administrators have been consulted
for their expertise to advise neighboring public libraries on best practices to operate with
limited resources.
Section 19 —CALIFORNIA STATE LIBRARY GOALS & TRENDS
The State Library advises, consults with, and provides technical assistance to California's public
libraries, and it directs state and federal funds to support local public libraries and statewide
library programs, and services.
• Literacy and Educational Support— California libraries provide equitable access to literacy
and learning opportunities so that all Californians can be successful in life's endeavors.
Based on this goal, the State Library continues to fund and support Literacy Programs in
public libraries, California Library Literacy Services (CLLS) grants. RCLS has also taken
advantage of grant funding when it was available for Out-of-School Time (OST) Online
Homework Help Program, to provide online tutoring for school-aged children.
• Responsive Changes in Library Services — California libraries will develop programs and
services that meet the changing information and learning needs of their communities.
36
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015
t-y
The State Library has supported Transforming Life After 50 (TLA50) grants that recognize
the needs and wants of the baby boomer generation. RCLS recently received a planning
grant and completed a community assessment that will be utilized in planning library
programs for adults. Family Place Library, which RCLS has also received a grant for, has
supported the concept of healthy families in the community. It has changed how services to
children in the Library are provided by addressing early learning and literacy through
materials and programs. Rancho KiDS V — PALs Across California! This grant project
builds on earlier success with interactive, early learning exhibits in libraries for children and
their families.
• Digital Preservation and Resource Sharing — California libraries have the resources to
develop digital projects that preserve and enhance access to valuable local content.
Based on this goal the State Library has offered grants in the area of digital storytelling, as
well as to digitize local history photographs, and to make them available on the California
Digital Library website. RCLS has received several grants to support local history, most
recently funding the creation of a branded, local history website.
• Technological Access for All — California libraries provide electronic resources and efforts
to improve their users' understanding and use of electronic library resources and services
through development of, increased access to, and training about technology-based systems
and resources.
In August 2011, free access to Bookflix an online ereading program was made available to
all California public libraries. This gives young children across California access to fiction
video storybooks, with related nonfiction ebooks. Funded by IMLS and administered by the
State Librarian.
• Access and Accessibility — All Californians regardless of geographic location,
socioeconomic status, and/or disabilities will have access to a variety of state and locally
developed services that assist them in improving their skills, knowledge, status, and life
condition.
This goal includes "Skills for Service" that California's Libraries staffs have the knowledge
and skills needed to support valuable programs and services for their community. This is met
through PLSEP, (Public Library Staff Education Program) grant which awards funding to
library school students who are working in California libraries, to bring them closer to their
goal of becoming a degreed librarian. To date, 6 staff of the RCLS have been awarded these
scholarships. For working professionals who are interested in library leadership and
management, the Eureka Leadership Program offers opportunities for growth and
development, to have a pool of library leaders for the future, for succession planning as the
current workforce of baby boomers retires from leadership positions. RCLS has three staff
members who are graduates of the Eureka Institute, and this year, we have two staff that
were accepted to the Leadership Program. Our Library Director was selected for the second
consecutive year, to be a mentor at the institute.
• Skills for Service — California Library staffs have the knowledge and skills needed to
support valuable programs and services for their communities as they relate to the
priorities of LSTA. We received a grant for "Staff Innovation Fund" for library staff to
developing project management skills, and experience with the LSTA grant process. This
included training and workshops in public speaking, grant writing and reporting, project
" Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 37
51
L 4
management, branding and marketing. Each participant `pitched" a grant to library
management and the State Library which resulted in a wide range of successful mini-grants.
In addition, two library staff recently completed the highly acclaimed Eureka Leadership
Institute. This process will result in a $5,000 grant for each participant.
Section 20—SUCCESSION PLANNING FOR THE LIBRARY DEPARTMENT
Thanks to the foresight of the previous Library Director, for at least the past five years (and
going into the future), a very clear line of succession has been delineated for the Library.
Proper mentorship, closely monitored "Department Head"-level assignments, exposure to City-
wide politics, working and interacting with existing department heads, participating in high-profile
City-wide projects (that crossed departmental boundaries) and enrollment in the Southern
California Leadership Academy were just some of the steps that were taken to prepare the then-
Assistant Library Director to become the next Department Head.
This same road map has been used to prepare the current Assistant v ;,F
Library Director to become the next Library Director. With the anticipated '�`'
retirement of the current Library Director within the next two years, it can
be said with the highest degree of confidence that the Library will not miss •ii -..
9 g
a step as the next person who has already been identified will lead the j, , ads- .
Rancho Cucamonga Libraries to even greater prominence and ;. ;-_.. ;
r.
productivity. This continuity in leadership has been highly beneficial to the ; �
" f
overall Library organization in that there has never been a question as to '
who is driving the bus. Within the next 9-12 months, it is anticipated that
the final pieces of training (taking over the running of the Library Board,
Library Foundation and Friends of the Library) for the Assistant Library
Director will begin. At that time, the Assistant Library Director will have all b._ d,.-
of the tools to make a seamless transition from the current administration as Assistant Library
Director to the Library Director.
Stable leadership has been a hallmark of the Rancho Cucamonga Library Services organization
and for the immediate future will remain a constant. As the current Assistant Library Director is
poised to be the next Library Director, the process has also been set in motion whereby the
present Principal Librarian (Renee Tobin) is being groomed to be the next Assistant Library
Director.
Following past practice, staff have been given opportunities to lead projects, make selected
presentations to both the Library Board and City Council, manage grants, and attend formal
training programs such as the California State Library's Eureka Leadership Institute or local
programs such as the Southern California Local Government Leadership and/or Supervisory
Academy, and thanks to grants from the Library Foundation, been able to attend professional
conferences such as the American Library Association, Public Library Association and California
Library Association annual conferences. Renee has followed this proven road map and the
current Library administration feels that she is ready to make (and succeed) at the next step.
In the past 9-12 months, Library Administration has made a concerted, focused effort to provide
Library staff with opportunities to not only develop leadership and management skills through
the "Staff Innovation Fund" grant from the State Library, but to also demonstrate such qualities
L. Rancho Cucamonga Library Services Strategic Services Plan 2012_-2015 38
L.
as imagination, creativity, strong presentation skills, and project management expertise, all traits
that have defined the leadership of the Rancho Cucamonga Public Library since its inception.
Section 21 — LOOKING TOWARDS THE FUTURE FOR RANCHO CUCAMONGA LIBRARY
SERVICES
The Rancho Cucamonga Library Services faces a number of challenges looking to both the
immediate and long term (up to 5 years) future. However, with these challenges are definite
opportunities for the Library to evolve, and once again transform itself into an organization that
remains vital and relevant to the community on a day-to-day basis, and remain an asset to the
overall City organization.
Here are some ideas, many of which include some entrepreneurial and/or revenue generating
aspects that Rancho Cucamonga Library Services will potentially explore in the future (1-4
years):
• 2nd floor funding and sustainability. Building out the 2nd floor of the Biane Library has
been a City Council goal. The Library will apply for an IMLS grant that would cover a portion
of the design for the 2nd floor. A successful application of the IMLS grant would be the trigger
for the Library Foundation to start a dedicated capital campaign to support the construction
and exhibit design for the 2nd floor, and one-time use of Library reserves would be another
potential funding source. Operations, maintenance and sustainability of the 2nd floor will also
be a major challenge. (Please refer to Section 14 of this SSP for a more detailed overview of
the 2nd floor.) Time frame: 1-5 years.
2012 Update-
Elimination of the Redevelopment Agency has eliminated what was considered to be the
primary funding source. However, staff is continuing to pursue grants for design and
alternative means of funding for the 2nd floor.
• Needs assessment/feasibility
study for a third library location Total Square Footage
in SW Cucamonga. This area of
140,000
the City has always been
underserved (and not just by library 11°0"
services.) When the City did a 1°13•0°°
Library Master Plan for library 90000
services, the southwest part of the °°°o°
City was identified as one area
where a branch library should be °""`"'
located. (Locations in the Alta 20.000
Loma and Etiwanda areas are now o
served.) Recently, the Library cLiymonsa Pudic AuWk
partnered with the Northtown w°h, Wary uh.zr
Housing Development (in the SW
area of Cucamonga) and placed a
"lending library" vending machine
which has been popular. Bookmobile stops in this area of the City are also popular, so it
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 39
1, i
would appear to make sense to explore a way to provide even more library services to this
area. Time frame: 2-4 years.
• Explore possibility of dedicated library tax. At present, the Library is funded
approximately 79% by a dedicated property tax collected by the County, and then passed
back through to the City via the Redevelopment Agency. With the uncertainty of property
values (and therefore by extension, property taxes) combined with the general popularity and
acceptance of library services in the City, it may be time to consider exploring the possibility
of a dedicated library tax in order to provide a stable fiscal foundation for the Library.
Passing a 66% super-majority tax is always difficult, but in the past year, four public libraries
(located in Northern California) were able to pass a library tax (with some receiving in excess
of 75% of the vote). The Library is also fortunate to have a strong Foundation and Friends
group, both of whom would have the responsibility to provide any and all financial and
political assistance. Time frame: 1-2 years.
2012 Update-
In November 2012, the City of Pomona is running a ballot measure for a dedicated "library
tax." Staff will monitor these developments for possible future implications.
• "PALs for Sale" as a revenue source. Thanks to a recent grant from the California State
Library (as well as support from the Library Foundation), the Library has the opportunity to
explore the possibility of identifying and contracting with a vendor who can mass-produce our
Play and Learn Islands TM at a price point that will make it feasible for public libraries (or any
other interested party) in the United States to purchase a PAL. Through previous grants
where we loaned a PAL to other public libraries in California, they were very popular and
many libraries expressed an interest in buying one.
2012 Update-
In early FY2011/12, RCLS received notification that the trademark of Play and Learn
Islands TM was approved. In addition, in January 2012, RCLS entered into a partnership with
the Califa Group create a process for selling Play and Learn IslandsT"" to interested libraries.
The Library marketed the Play and Learn IslandsT" at both the 2011 California Library
Association conference in Pasadena and the 2012 American Library Association conference
in Anaheim which resulted in several libraries wishing to purchase their own Play and Learn
lslandTM. To date, four Play and Learn islands TM have been purchased with several leads in
the works. Library staff will continue to work with Califa to sell more Play and Learn
Islands TM. Time frame: ongoing.
• Passport agency. In its first year as a passport acceptance agency, the RCLS collected
over$35,000.
2012 Update-
Due to marketing and promotion of this service, these numbers increased to over $40,000 in
FY 2011/12. In the upcoming year, we are certain this will increase to over$50,000 annually
with the recent addition of passport services at the Archibald Library. Time frame: ongoing.
• Enhance Friends of the Library revenues. In the past three years alone, the Friends of
the Library have donated over $325,000 back to the Library. By working with the Friends
book store managers, they are being encouraged to conduct sales promotions as well as use
avenues such as eBay to sell special items. Time frame: 3-18 months.
61 Rancho Cucamonga Library Services Strategic Services Plan 2012-2015 40
2012 Update-
In August of 2012, the Archibald Library Book Store underwent a complete remodel. By
increasing display capacity, it is anticipated that revenues will increase in the upcoming year.
The Friends have also instituted an on-going membership program to enhance revenues.
Time frame: ongoing.
• Fines and fee schedules. Periodically staff in conjunction with the Library Board will review
the Library's Fines and Fees schedule to assure that our schedule is in line with other
neighboring jurisdictions, as well as to assess market value for fee charges for such items as
DVDs, CDs and Books on CD. It is possibly that with possible tweaks in the either the fines
or fees schedules, revenue could be enhanced. Time frame: 3-18 months.
• Recovery agency. The RCLS utilizes a recovery agency and potentially refers accounts to
it for any library patron owing more than $50 in library materials and/or fines and fees. At
present, the recovery agency charges $4.95 for each account we refer to them, and we
charge $20 as part of a collection agency fee back to delinquent patrons. The recovery
agency has different levels of services (basically, if you are willing to pay more per account,
they will perform a higher level of collection service). The Library will look at numbers based
on our current return on investment to see if perhaps a higher level of collection would yield a
higher ROI. Time frame: 3-18 months.
• Library Foundation and future fund development. With tighter budgets and shrinking
grant fund pools, the Library must continue to vigilantly explore future fund development.
The Library Foundation has always been the vehicle for fund development and as a result of
the good job they do (they have an endowment of over $1.2 million), they have always been
a strictly volunteer group. The Library Director has traditionally served as the CEO for the
Foundation, but this role has always been more in an administrative function than as a true
fund development officer. It is time for staff to work with the Foundation and examine the
feasibility of utilizing a paid consultant to work with the Foundation to assist with fund
development and/or dedicating staff resources to assist the Foundation. Particularly with the
potential of a dedicated capital campaign for the 2nd floor of the Biane Library, fund
development will become even more critical in the Library's future. Time frame: 1-3 years.
• Organizational storytelling and performance measures. Two staff members, Margaret
Hatanaka and Angelica Trummell, were recently accepted into the Eureka Leadership
Institute. Part of the Eureka experience is carrying out a project that will be of benefit for
their local community. Margaret and Angelica have decided to work together on an
organization storytelling project that will capture digital stories about the Library's impact on
the community. These stories will be combined with performance data and metrics
comparing our performance against other public libraries to generate performance measures.
To carry out this project, Margaret and Angelica will receive a $10,000 grant. (As the project
evolves, there may be opportunities to do more cross-departmental storytelling.) Time
frame: ongoing. (The initial Eureka project grant must be completed by October 2013 but
organizational storytelling and performance measures will become an engrained part and
process of our organization.)
• Grants and Awards. Rancho Cucamonga Library has several grants opportunities in the
works: 1. Laura Bush IMLS grant has been submitted for $475,000 for staff development, 2.
National Medal IMLS Award will be submitted in October 2012, 3. National Leadership IMLS
Rancho Cucamonga Library Services Strategic Services Plan 2012-2.015 41
1,
r
grant will be submitted in February 2013, and 4. State Library grants will be submitted in Fall
of 2012 (once they are announced).
• Staff Development. With the overwhelming success of the Staff Innovation Fund, Library
Administration is looking to continue that momentum with two programs: 1). All Staff Day to
be held in May 2013 that will be in partnership with the Whittier Public Library and 2).
[potentially]Laura Bush IMLS grant to continue the Staff Innovation Fund.
In conclusion, the Rancho Cucamonga Library Services Department found that creating this
Strategic Services Plan (SSP) was a great opportunity for us as an organization to think, and
provided the vehicle for us to more closely look at who we are and what we do, not only today
but potentially five years from now when the Library organization will look (and function) much
differently, but predictably at an even higher, more visible level than we do today.
The Library will continue to check out over 1.2 million items a year, welcome almost 650,000
visitors to our buildings, host over 100,000 users of our public computers, and answer over
175,000 information questions every year.
But while we are doing all of these things (plus issue passports, write grants, provide unique
services to seniors, provide at least 18 story times, 4 computer classes and other miscellaneous
programs to library users of all ages every week while Library staff continue to make meaningful
contributions to City-wide initiatives such as the Team RC Learning Teams and web site
deployment committee), the Library has hopefully identified many of the issues that must be
addressed in our future.
Furthermore, the Library organization embraces the challenges outlined in this SSP, and sees
this SSP as a living road map that will provide direction and help us get to where we want to be
in the future.
Strategic Services Plan Development Team
Robert Karatsu, Library Director
Michelle Perera, Assistant Library Director
Renee Tobin, Principal Librarian
Cara Vera, Senior Librarian
Karye Hood, Reference Services Coordinator
Vivian Garcia, Senior Administrative Secretary
(' l 42
Rancho Cucamonga Library Services Strategic Services Plan 2012-2015