The Library's first strategic plan in 1995 was the catalyst for shaping the current mission and strengths. That plan put forth priorities of consistent investment in new neighborhood libraries, collection development in all formats, professional development for library personnel and creative programs often made possible through innovative partnerships. It is imperative that the Chicago Public Library continue to enforce, enhance and evaluate those strengths that make the Library a vital and free institution for lifelong learning.
20 Goals for Continued Investment in Four Areas of Strength:
WELCOMING AND SAFE PHYSICAL INFRASTRUCTURE AND PRESENCE IN THE COMMUNITY
| 1. |
Continue library construction and renovation in neighborhoods |
| 2. |
Continue to maintain buildings and address security needs |
| 3. |
Review hours of operation |
| 4. |
Clarify navigation of HWLC |
| 5. |
Improve WiFi access at HWLC |
| 6. |
Create additional efficiencies in Computer Commons |
| 7. |
Ongoing examination of the role of library as "place" |
CURRENT AND DIVERSE COLLECTIONS
| 8. |
Enhance access, scope and marketing of collections in all formats |
| 9. |
Expand staff development initiatives to increase staff knowledge of collections |
| 10. |
Increase efficiency of resource and information delivery |
DEDICATED AND WELL-TRAINED PERSONNEL
| 11. |
Match personnel levels to hours of operation and activity levels |
| 12. |
Optimize hiring process - recruiting, diversity, promotion |
| 13. |
Update curriculum for training/career development tracks and enhanced customer service |
| 14. |
Ensure effective internal communication systemwide |
INNOVATIVE PROGRAMMING
| 15. |
Increase access to key programs |
| 16. |
Increase quality of current program offerings |
| 17. |
Create metrics to track program success/impact |
| 18. |
Expand awareness of offerings |
| 19. |
Replicate "best practices" |
| 20. |
Maximize partnerships with public and private sectors | | |
