Adopted by the Board of Trustees March 24, 2003

Introduction

Long range planning is a responsibility Sno-Isle Libraries has to its residents. In addition to being a responsibility, it is also an opportunity -- an opportunity to look to the future of library service and our communities as we continue to build the types of programs and services that are fiscally responsible to serve the needs of our growing population.

A long range plan, such as this one, provides us with a roadmap for how we make Sno-Isle libraries viable and relevant over the next five years. It is the responsibility of the Library District to spend the money provided us in ways that make the library experience meaningful to the many people who walk through our doors each year, and who reach us via the Internet from home, school, or work.

Sno-Isle Libraries Long Range Plan is the result of the work of many, including the Library District Board of Trustees, staff at each level, library volunteers and the public. Since the 1980s, the Library District has used the long range planning process to prioritize services, resources, and collections. This long range plan will guide the Library District through the next five years. Implementation and timeline will be based on staffing and other resources, as well as changing community needs. Goals and strategies are not listed in order of priority.

This dynamic plan is designed to take the Library District through the year 2008, and will be updated as needed.

This plan was adopted by Sno-Isle Libraries Board of Trustees on March 24, 2003.

Jonalyn Woolf-Ivory
Library Director

Mission, Guiding Principles, Vision Statement

Mission

The mission of Sno-Isle Libraries is to be a community doorway to reading, resources, and lifelong learning, and a center for people, ideas, and culture.

Guiding Principles

The guiding principles define the most basic beliefs of the Library District. They provide the foundation on which policies and key decisions are made throughout the organization.

The Library District is guided by these principles:

• Provide collections and services that are responsive to the diverse interests of individuals and communities
• Uphold First Amendment rights through freedom of expression, open exchange of ideas and access to information
• Provide diverse staff who are skilled, well-trained, courteous, professional and responsive to all users
• Promote reading and literacy among all ages
• Act as responsible stewards of the Library District’s financial resources
• Contribute to the preservation, enhancement and vitality of our communities
• Respect the integrity and confidentiality of all customers.

Vision Statement

Our vision provides the Library District with a forward-looking, idealized image of itself. The vision statement is a broad definition of what the Library District wants to be in the future.

The Library District will be recognized as a leading contributor to informational and educational networks and for its excellence in providing innovative, comprehensive and timely library services and materials to all the people of Snohomish and Island counties.

Goals

Goals include broad, general policy directions that identify what the Library District needs to do to achieve its vision and mission.

Library Services

Goal l: Provide and promote a diversity of library services that respond to our communities’ current and future needs and expectations.

Providing excellent library service is about anticipating and meeting the needs of current and future library users. We will do this within the framework of the Library District mission statement, which calls for us to connect people to reading, resources and lifelong learning and to make the public library first in the minds of Snohomish and Island County residents seeking an understanding of both the intellectual and the practical world.

Specifically, our goal is to make the library more relevant and easy to use for all residents. We will achieve this goal by enhancing programming for all ages and interests. Given the increased demand and availability of technology, we will also strive to educate, train, and engage library users in the wide array of online resources available in local libraries. We will develop new ways to emphasize remote, 24 hour a day, 7 day a week access to services through the Library District’s website www.sno-isle.org.

In addition, we will work to establish the library as a community center by bringing people and ideas together. We can achieve this through energetic and educational programs that introduce and sustain a love of reading among infants, children and teenagers, as well as interactive and enlightening programs that draw adults into the library. In recognition of the uniqueness of our communities and our residents, we will provide services and programming that reflect our diversity.

Goal 1 Strategies

• Strategy 1-1: ~ Provide and promote programming to advance reading and literacy for all ages.
• Strategy 1-2: ~ Maintain a strong public library presence for educational institutions serving all ages, and with home school families.
• Strategy 1-3: ~ Enhance and expand targeted reference services.
• Strategy 1-4: ~ Provide services that reflect diverse, multi-cultural and multi-lingual populations.
• Strategy 1-5: ~ Develop and promote educational programs and materials to enhance awareness and usage of library services and resources.

*The Future of Library Service, or Comprehensive Building Plan, is a proposed guide for providing library sites and facilities in order to serve current and future populations. Presented to Sno-Isle Libraries Board of Trustees in October, 2001.

Library Resources

Goal 2: Provide and promote a variety of resources in a range of formats to meet the changing and diverse needs of our customers.

In order to serve the public’s informational, educational and entertainment needs, the Library District is committed to providing access to excellent and innovative resources. These resources reflect the interests, needs and diversity of the people who live in the library district. Library resources include print and non-print materials, as well as the changing and growing world of electronic resources. Targeted collections include, but are not limited to materials in languages other than English spoken in the community, and large print and audio books for the vision and/or hearing impaired.

The demographics of the Library District service area include customers of many backgrounds and cultures. Providing access to materials that reflect this diversity is a priority in the selection and purchase of library materials.

Goal 2 Strategies:

• Strategy 2-1: ~ Maintain annual materials expenditures at a level above the average percentage of the total operating budget of peer libraries serving populations of 400,000 or more.
• Strategy 2-2 ~ Select and purchase materials to support the recreational and informational reading, viewing and listening interests of residents of the Library District.
• Strategy 2-3: ~ Evaluate the scope and effectiveness of targeted collections and adjust as recommended.
• Strategy 2-4: ~ Analyze new formats for their appropriateness to library collections and, when a new format is deemed appropriate, provide access for the public.
• Strategy 2-5: ~ Continually improve customer access to resources and services through enhancements to the Library District catalog.
• Strategy 2-6: ~ Improve circulation by efficiently acquiring and processing materials for the collection.
• Strategy 2-7: ~ Display and promote library materials in a more visually appealing manner in order to improve circulation.
• Strategy 2-8: ~ Continually improve and enhance the Library District website to provide customers with current information and access to online resources.

Buildings

Goal 3: Work with communities to plan library facilities in which resources and services are available and accessible to all.

Library buildings should represent what is unique and remarkable about a community – whether through artwork, special collections or architectural design. The Library District remains dedicated to working with communities to plan, design and build libraries that meet the needs and dreams of the people who walk through their doors. In addition, the Library District, within the framework of the Future of Library Service, will work with local jurisdictions to evaluate and plan for buildings that meet the growing needs of growing populations.

Besides traditional library buildings, the Library District is looking at innovative ways of providing service through kiosks, express stops or mini-libraries as a way to bring service to the unserved, underserved or high traffic areas. Coffee stands and vending machines may be an enhancement to the array of library offerings.

The Library District will also work within the guidelines of the Library Capital Facility Area law to ensure that libraries are sufficiently and responsibly funded in order to provide continued excellent library service.

Goal 3 Strategies:

• Strategy 3-1: ~ Update and implement the Library District’s Future of Library Service.
• Strategy 3-2: ~ Develop and implement a plan for maintaining Library District-owned facilities.
• Strategy 3-3: ~ Work with communities to design new libraries and update existing libraries to reflect the Library District’s mission to be a center for people, ideas and culture.
• Strategy 3-4: ~ Improve access to buildings and collections.

Staffing and Work Environment

Goal 4: Employ a diverse, customer service-oriented staff and provide them with a positive work environment.

The Library District believes in the importance and lasting value of employing a diverse, customer service-oriented staff who are committed to the important service they are providing. To achieve this goal, it is critical to recruit staff who reflect the diversity of the Library District, to implement training systems that give staff the opportunity to grow in the work they do, and to maintain a competitive compensation package.

Further, the Library District recognizes the important role work environment plays in supporting staffing needs and customer service goals. To this end, the Library District will strive to provide staff with the technological and training tools they need to do their jobs well, and to work to develop existing or projected work space that meets efficient staffing needs.

Goal 4 Strategies:

• Strategy 4-1: ~ Recruit and retain a diverse work force.
• Strategy 4-2: ~ Provide a career development and training program.
• Strategy 4-3: ~ Provide a total program of competitive benefits and compensation to attract and retain staff.
• Strategy 4-4: ~ Continue to emphasize customer service skills through training and performance expectations.
• Strategy 4-5: ~ Utilize a program for use of volunteers to enhance library services and resources.
• Strategy 4-6: ~ Evaluate needs and provide staff with tools they need to do their work well.

Technology Infrastructure

Goal 5: Continue development of the Library District’s technology infrastructure to support changing technology requirements.

Over the last decade, technology has moved into a more vital role in the provision of library service. Since this emphasis and availability of technology will continue to grow over the next decade, it is critical that the Library District anticipate future needs. We will maintain a solid technology infrastructure through financial planning, staff training in new and emerging technologies, and a commitment to supporting future technological needs. Technology is a tool not an end; it is a means to provide access to information.

Goal 5 Strategies:

• Strategy 5-1: ~ Plan for contingencies to ensure technology infrastructure stability.
• Strategy 5-2: ~ Improve electronic communications for staff and the public.
• Strategy 5-3: ~ Enhance the Library District’s circulation system to improve workflow for staff and provide superior circulation services to customers.
• Strategy 5-4: ~ Provide the infrastructure to support access to the Library District’s catalog and web site.

Accountability, Leadership and Communication

Goal 6: Lead the Library District with responsible stewardship, and effective management and communications.

The Library District is proud of its history as a responsible steward of public resources, as reflected in a sound audit record and a solid financial position. We are committed to being accountable to the public and providing our public with outstanding value. We will improve the efficiency and effectiveness of our business operations by more closely linking our annual budget to the goals and strategies in this plan and ensuring that clear and accurate accounting and financial reporting systems are maintained.

The Library District will provide strong and effective leadership within our organization, our communities and the community of libraries. The Library District will be proactive in its communities and become an organization that is sought out by others when direction and leadership is needed.

The Library District embraces the open exchange of ideas and information as well as a commitment to continue improved communications internally and with our customers and community partners.

Goal 6 Strategies:

• Strategy 6-1: ~ Maintain high standards of financial accountability.
• Strategy 6-2: ~ Manage the Library District’s resources cost effectively and with good stewardship.
• Strategy 6-3: ~ Ensure equity in allocation of resources to community libraries based on community size and need.
• Strategy 6-4: ~ Equalize funding between cities which contract for library service and unincorporated/annexed areas.
• Strategy 6-5: ~ Promote library services and resources following a regularly reviewed comprehensive marketing program.
• Strategy 6-6: ~ Identify and initiate opportunities to engage our communities in library service development.
• Strategy 6-7: ~ Seek out and commence partnerships with community leaders and community organizations.
• Strategy 6-8: ~ Support and promote the work of the Sno-Isle Regional Library Foundation.
• Strategy 6-9: ~ Maintain effective communication and positive relationships with the Sno-Isle Libraries Foundation, Friends of the Library groups, cities, community organizations, elected officials, and other libraries/library systems.
• Strategy 6-10: ~ Seek opportunities to partner with Friends of the Library groups and other community organizations.
• Strategy 6-11: ~ Actively seek input and make available to the public Library District materials such as the annual budget, the Long Range Plan, and other relevant information.
• Strategy 6-12: ~ Evaluate long range plan annually and revise to reflect the changes in customer needs and expectations.

Sno-Isle Libraries Organization

Sno-Isle Libraries began in 1944, when the Snohomish County Rural Library District was formed by a vote of the residents living in the unincorporated areas of the county. Following a successful demonstration of library service in Island County, the residents there voted to establish county library service. The joint Board of County Commissioners created the Snohomish-Island Inter-County Library District in December, 1962.

The Library District is funded primarily through a tax levy on all properties in the unincorporated areas of both counties and properties in communities that have annexed to the Library District. Some incorporated cities and towns contract with the Library District for library service.

The Library District is governed by a seven-member Board of Trustees, who are appointed by the Snohomish County Council and the Island County Commission. Eighteen libraries have local library boards which act as advisory boards to local jurisdictions.

The Library District covers 2,300 square miles in Island and Snohomish counties, and serves cities and towns with populations from 157 to 39,515. The district’s topography is striking and diverse. The Cascade Range runs through central and eastern Snohomish County. The central and northern portions of western Snohomish County used to be characterized by farms and small cities and towns. Now, however, as the population continues to rise, these rural areas are rapidly becoming thriving suburbs. In the western portion of the county, the fertile Snohomish and Stillaguamish valleys are prominent land features. Snohomish County’s far western boundary is Puget Sound. South Snohomish County is adjacent to metropolitan Seattle and King County, and the District’s largest cities are located here. Island County consists of two islands in Puget Sound. Whidbey Island is a mixture of plains and rolling moraines and has three incorporated cities ranging in size from 966 to 19,000. Camano Island is narrowly separated from the mainland. Bridges link Camano and North Whidbey Island to the mainland. A ferry service operates between south Whidbey Island and the mainland.

In the past 25 years the Library District has experienced significant population growth: Snohomish County’s population has doubled, and Island County’s population has increased by 151%. From 1990 to 2000 the District’s population has increased by 28.6%. The portion of Snohomish County served by the Library District currently has a population of 513,600; Island County’s population is 71,558. The Library District is the third largest public library in the state in terms of population served.

Notes: All April 2001 estimates are from Directory of Washington City & Town Officials, 2002-2003, online at http://www.mrsc.org/cityprofiles/profilesmenu.aspx and http://www.mrsc.org/countyprofiles/snohomish.aspx. The 2000 and 1990 statistics are from Census 2000 Summary File 1 (SF 1) 100-Percent Data and 1990 Summary Tape File 1 (STF 1) - 100-Percent data at http://factfinder.census.gov/servlet/BasicFactsServlet.

Community Libraries

Services for Library District residents are provided by 20 community libraries and by mobile library resources reaching out to remote areas of the District, to day care centers, and to disabled and elderly residents.

In Appreciation

Thank you to the many individuals and groups that give of their time, talents, and resources to support libraries and library service.

Sno-Isle Libraries Board of Trustees—2003
Arthur Kirschenbaum, Edmonds, President
Jeanne Steffener, Snohomish, Vice-President
Joel Selling, Monroe, Secretary
Denise M. Du Pont, Camano Island
Dani Fowler, Oak Harbor
Robert Freeman, Edmonds
Alanna Stone, Stanwood

Sno-Isle Libraries Foundation
The Foundation was established to provide financial support to the Library District. The Foundation is committed to enriching service, providing support beyond public funding and helping to build community awareness of Sno-Isle Libraries.

Friends of the Library
Each of the Library District’s 20 community libraries is fortunate to have a Friend of the Library group. These hard-working volunteers raise money for their libraries and provide their communities with valuable library service.

Long Range Planning Committee

Valerie Stevens, North Region Manager—Chairperson
Arch Fonken, Administrative Services Manager
Mary Kelly, Community Relations Manager
Anne Murphy, Public Services Assistant, Oak Harbor Library
Gwen Scott-Miller, Assistant Director, Materials and Programming
Cheryl Telford, Assistant Director, Community Libraries and Technology
Darlene Weber, Children’s Librarian, Stanwood Library