Northland Public Library Strategic Plan: CONNECTING OUR COMMUNITIES 2016-2020 FINAL

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Table of Contents
Executive Summary ...............................................................................................................................................4
Mission ....................................................................................................................................................................6
Vision .......................................................................................................................................................................6
Values ......................................................................................................................................................................6
Strategic Priorities .................................................................................................................................................7
Library Funding ......................................................................................................................................................7
Library Collection, Programs and Services ............................................................................................................9
Library Space ........................................................................................................................................................11
Library Promotion .................................................................................................................................................12
Library and Community Partnerships ...................................................................................................................13
Library Technology ..............................................................................................................................................16
Appendices ............................................................................................................................................................18
Strategic Planning Process Overview ..................................................................................................................19
Library History.....................................................................................................................................................21
Northland Demographics .....................................................................................................................................25
Community Input .................................................................................................................................................36
Allegheny County Library Association Strategic Plan ........................................................................................45
Pittsburgh District Long Range Plan ...................................................................................................................54
Strategic Planning Committee .............................................................................................................................59
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NORTHLAND PUBLIC LIBRARY AUTHORITY BOARD
John Murtagh Jr. (Town of McCandless), President
Cynthia N. Potter (Town of McCandless), Vice President
Jane Hopey (Franklin Park Borough), Secretary
Linda McFadden (Marshall Township), Treasurer
Daniel Demarco (Ross Township)
Michael Slater (Borough of Bradford Woods)
Chris Eyster (Ross Township)
Andrew Reed (Jr. Board Member)
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CONNECTING OUR COMMUNITIES
Northland Public Library Strategic Plan 2016-2020
Executive Summary
Summarized below are the strategic priorities intended to be the foundation of Northland Public Library’s
activities through 2020. All priorities and activities will be reviewed and updated, at minimum, annually.
Mission Statement
Northland Public Library enables, empowers and encourages lifelong learning and discovery.
Vision
Northland will be the primary community connection for residents of its supporting municipalities.
2016-2020 Strategic Priorities
In order to truly function as “The Primary Community Connection,” Northland needs to focus on:
Library Funding;
Library Programs, Collection and Services;
Library Space;
Library Promotion;
Library and Community Partnerships;
Library Technology.
Strategic priorities will support our residents’ desire for lifelong learning through both group and individual
experiences; desire to live in and contribute to a stable and sustaining community; desire to understand the
wider world; and desire to understand the past and look to the future.
The activities outlined in the Strategic Priorities will be reviewed on an annual basis and changed as needed. In
some areas of focus, such as technology, it is difficult to make exact forecasts of organizational and community
needs beyond a 3 to 4 year time period.
Priority 1 – Library Funding
1A To maintain stable or increased income from supporting municipalities.
1B To ensure Regional Asset District (RAD) funding and state aid remain viable components of Northland’s
operating budget.
1C To seek out funding from “Underserved areas” in adjacent communities in Allegheny County.
1D To raise adequate supplemental funding to support on-going and new service initiatives of the Northland
Public Library.
1E To leverage available funding by achieving economies through strategic partnerships.
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Priority 2 – Library Collection, Programs and Services
2A To ensure the collection is relevant, up-to-date and contains an appropriate balance of formats to meet the
varied informational and personal development needs of the diverse individuals Northland serves.
2B To provide innovative services that promote lifelong learning, literacy and community interaction and meet
the varied needs of our community residents.
2C To provide programs for all ages that promote lifelong learning, literacy, cultural awareness and a common
community.
Priority 3 – Library Space
3A To educate the public, our partners and our funders to the critical space requirements.
Priority 4 – Library Promotion
4A To communicate awareness and value of library resources, services, and programs to the communities
served.
4B To promote library resources, programs, and services by targeting audiences using appropriate media and
technology.
4C To promote information for patrons about support for their library.
Priority 5 – Library and Community Partnerships
5A To ensure Regional Asset District (RAD) funding and state aid remain viable components of Northland’s
operating budget.
5B To seek out participation from “Underserved areas” in adjacent communities in Allegheny County.
5C To maintain and increase community partnerships to provide programming and services for lifelong
learning opportunities for our patrons.
Priority 6 – Technology
6A Northland will provide content, services and programs using state-of-the-art technologies.
6B To use technology to ensure library operations are efficient and cost-effective.
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Introduction
Northland Public Library is the result of 5 communities choosing to combine their resources in order to provide
a higher level of service than each standing alone could manage. Northland wishes to continue to strengthen its
role in building community bonds. The plan that follows describes the strategic priorities intended to be the
foundation of Northland Public Library’s activities through 2020. All priorities and activities will be reviewed,
at minimum annually, and are subject to revision, addition, or deletion as circumstances warrant
Mission Statement
Northland Public Library enables, empowers and encourages lifelong learning and discovery.
Vision
Northland will be the primary community connection for residents of its supporting municipalities.
Values
Knowledge
We will provide easy and open access to information as well as programs, technology and services that connect
people with each other and with the world of ideas.
Quality
We will invest in resources to ensure our services, collection, programming, staff and facility meet or exceed
our patrons’ expectations in a fiscally responsible manner.
Customer Focus
We will provide all library patrons with services that are courteous, prompt, efficient, friendly and innovative.
Teamwork
We will work together to deliver consistent, quality-driven services accomplished through open communication,
mutual respect, patience and a commitment to solving problems.
Integrity
We will behave at all times in ways which are fair and ethical.
Fiscal Responsibility
We will continue to provide a fiscally responsible return on investment to our constituent municipalities and
residents.
Respect
We will treat our patrons in a friendly manner, with mutual respect, patience and a commitment to solving
problems in a fair and ethical way and they, in turn, will treat staff the same way.
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2016-2020 Strategic Priorities
In order to truly function as “The Primary Community Connection,” Northland needs to focus on:
Library Funding;
Library Programs, Collection and Services;
Library Space;
Library Promotion;
Library and Community Partnerships;
Library Technology.
Strategic priorities will support our residents’ desire for lifelong learning through both group and individual
experiences; desire to live in and contribute to a stable and sustaining community; desire to understand the
wider world; and desire to understand the past and look to the future.
The activities outlined in the Strategic Priorities will be reviewed on a regular basis and used as a guide for
evaluating new and existing services, activities, policies and procedures. In some areas of focus, such as
technology, it is difficult to make exact forecasts of organizational and community needs beyond a 3 to 4 year
time period.
Priority 1 – Library Funding
Northland will secure appropriate public and private funding required to enable, empower and encourage
lifelong learning and discovery for the residents of its supporting municipalities. Northland will seek excellence
in the stewardship of both public and private funding.
Municipal and Self-generated
Current
Northland receives approximately 58% of its annual income from the 5 municipalities who are members of the
Northland Public Library Authority; 19% from the Allegheny Regional Asset District as a member of the
Allegheny County Library Association (ACLA); 11% from the Commonwealth of Pennsylvania, 5% from the
Northland Public Library Foundation and 7% from income generated through fines and fees (including meeting
room rental), sales, and interest from investments.
Future
All parts of the funding that supports Northland are critical to its success. Stable appropriations from the 5
member municipalities help leverage additional funding such as RAD funds and other sources of funding such
as grant funding and local businesses.
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Strategy 1A
To maintain stable or increased income from supporting municipalities.
Objective Responsibility Due Date
Invite municipal managers to serve 1 year terms on Executive Director
Annual
the finance committee
Municipal Managers
Provide regular updates to elected municipal Library Authority Board Members Ongoing
officials and managers on the value of services and
outcomes provided by Northland to their residents.
Executive Director
Director of Marketing & Communications
Create a 5 year budget
Finance Committee
2016
Provide regular updates to elected municipal
officials and managers on the staffing and funding
needs of the library.
Director of Support Services
Library Authority Board Members
Executive Director
Director of Marketing & Communications
Ongoing
Strategy 1B
To ensure Regional Asset District (RAD) funding and state aid remain viable components of Northland’s
operating budget.
Objective Responsibility Due Date
Participate actively in lobbying efforts with state
legislators, RAD Board members and ACLA to
promote state aid and RAD funding to public
libraries
Executive Director
Director of Marketing & Communications
Library Authority Board Members
Ongoing
Strategy 1C
To seek out funding from “Underserved areas” in adjacent communities in Allegheny County.
Objective Responsibility Due Date
Identify service needs in adjacent
underserved areas such as West View
Borough and Ohio Township
Executive Director
Director of Library Services
2016
Work with local officials, municipal
staff and/or school teachers/librarians
to create library programming to meet
the needs of the residents in
underserved areas.
Secure funding to provide “Pilot
programs” to demonstrate the benefits
of library services
Library Authority Board Members
Executive Director
Director of Library Services
Director of Marketing & Communications
Children’s and Young Adult Services Department
Manager
Adult Services Department Manager
Library Authority Board Members
Executive Director
Director of Development/Foundation Director
Foundation Board
Ongoing
Ongoing
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Strategy 1D
To raise adequate supplemental funding to support on-going and new service initiatives of the Northland Public
Library.
Foundation
Current
The Northland Public Library Foundation (NPLF) raises funds through grants, sponsorships and fundraising to
help fund library programming and special projects that cannot be funded through Northland’s operating
budget. The NPLF has established an endowment with the intent of preserving the principal (accounting for
inflation over time) and using the interest to support Northland Public Library.
Future
The Northland Public Library Foundation will continue to raise funds through grants, sponsorships and a variety
of fundraising efforts and maintain/build the current endowment. The NPLF will maintain a board of directors
to support the fundraising efforts coordinated by the Foundation Director.
Objective Responsibility Due Date
Grow annual appeal
Foundation Director
Ongoing
Foundation Board Members
Establish and grow signature fundraising event Foundation Director
Foundation Board Members
2016-
Ongoing
Secure external grant funding to support library Director of Development Ongoing
projects and services
Foundation Board Members
Establish and develop corporate sponsorship funding Foundation Director
Ongoing
to support library projects and services
Foundation Board Members
Cultivate and grow donor base
Foundation Director
Foundation Board Members
Executive Director
Ongoing
Strategy 1E
To leverage available funding by achieving economies through strategic partnerships.
Objective Responsibility Due Date
Explore closer associations with other local libraries to
develop common cost-saving approaches to
organizational functions
Library Authority Board Members
Executive Director
Library Management Team
Ongoing
Explore closer associations with other local non-profit
organizations to develop common cost-saving
approaches to organizational functions
Explore closer associations with local businesses to
develop common cost-saving approaches to
organizational functions
Explore closer associations with local schools and
educational institutions to develop common costsaving
approaches to organizational functions
Library Authority Board Members
Executive Director
Library Management Team
Library Authority Board Members
Executive Director
Library Management Team
Library Authority Board Members
Executive Director
Library Management Team
Ongoing
Ongoing
Ongoing
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Priority 2 – Library Programs, Collection and Services
Northland’s programs, collection and services will support personal growth and lifelong learning.
Current
Northland sponsors over 1,500 programs per year, attended by more than 31,000 individuals. Approximately
53% of the programs are for infants, preschoolers and elementary-aged children, 38% for adults and 8% for
teens. Program offerings include story times for infants to 5 year olds, STEM and craft programs for school-age
children, computer classes, book discussion groups, wellness programs, ethnic cooking classes, travel and
foreign films and income tax assistance. Approximately, 30% of the library’s programs take place at off-site
locations in our five supporting communities. Northland’s collection size is approximately 200,000 items
including print, audio-visual and electronic materials. Professional staff handle more than 90,000 reference
questions per year and over 1,000,000 items circulated in 2014.
Future
Northland’s programs, collection and services will continue to adapt to changing community demographics and
needs. To become as flexible and responsive as possible, Northland Library will provide learning opportunities
in a variety of formats and activities within the library and within our supporting communities in order to
enhance and enlarge our citizens’ quality of life.
Strategy 2A
To ensure the collection is relevant, up-to-date and contains an appropriate balance of formats to meet the
varied informational and personal development needs of the varied individuals Northland serves.
Objectives Responsibility Date Due
Update Collection Development Plan Director of Library Services 2016
Investigate and provide content through innovative formats as
appropriate
Reference Librarians Ongoing
Strategy 2B
To provide innovative services that promote lifelong learning, literacy and community interaction and meet the
varied needs of our community residents.
Objectives Responsibility Date Due
Enhance Northland’s role in local history materials, programs and Executive Director
Ongoing
preservation
Adult Reference Librarians
Explore and learn new and updated technology to provide Computer Center staff Ongoing
instructional resources and workshops that keep the library in the
forefront of innovation
Develop Northland’s role in assisting community members with
career choices and employment resources
Computer Center staff
Reference Librarians
2016
Ongoing
Strategy 2C
To provide programs for all ages that promote lifelong learning, literacy, cultural awareness and a common
community.
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Objectives Responsibility Date
Due
Northland Library will continue to provide programming in a wide Reference Librarians Ongoing
variety of formats within the physical building and in off-site
locations within our supporting communities
The library will respond to community feedback and adapt to Reference Librarians Ongoing
changing community needs with programs or services that reflect
short or long-term interests and needs
Northland Library will maintain and train adequate programming
staff to meet the growing needs and interests of its community
members
Director of Library Services
Executive Director
Ongoing
Priority 3 – Library Space
All of the partnerships outlined above involve significant questions of capacity to hold programs and events on
and off the library campus. Library space considerations include any and all venues where Northland carries out
its mission. This includes indoors and outdoors on the library campus, remote lending kiosks and material
returns, bookmobile service sites, and offsite programming locations.
Current
The present site of the library limits both the ability to expand the building site in a substantial manner, and to
provide adequate parking facilities for the same. Relocation to a new site, creation of one or more satellite
locations, and acquisition of offsite property to house back-office functions, have all been considered as one or
more ways of relieving the chronic need for more usable space for library functions. Funding the construction of
a new facility, purchase of satellite sites or locations for support services, or other steps to acquire library owned
premises in addition to the present campus are not viable at the present time due to budgetary constraints, nor
are these financial restrictions likely to be ameliorated during the course of this strategic plan.
Future
Therefore, the Library intends to seek the partnerships outlined above, but with a decided bias toward
developing those with the promise of complementarity in space availability, that is, the willingness on the part
of our partners to host library sponsored events on the partner’s home ground, at facilities rented by the partner
for this purpose or otherwise provided for the library’s programming and event use. The Library will seek and
develop partnerships that will focus on the ability to provide space suitable to helping the library to carry out its
mission.
Strategy 3A
To educate the public, our partners and our funders to the critical space requirements.
Objectives Responsibility Due Date
Invite existing partners to tailored library presentations to
demonstrate potential interfaces. Develop new partners and
provide comparable opportunities.
Executive Director
Department Managers
Designated staff contacts
Ongoing
Provide regular updates to municipal officials, ACLA and
RAD on the progress of these partnerships and the value of
services and outcomes provided in this manner with
consequent positive budget impact.
Executive Director
Authority Board members
Director of Marketing &
Communications
Ongoing
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Provide regular updates to library patrons, media, ACLA,
RAD, cooperating partners and potential partners on the
contributions made by partners to library services.
Executive Director
Authority Board members
Director of Marketing &
Communications
Ongoing
Priority 4 – Library Promotion
Northland will promote and market its resources, services and programs so that community residents recognize
Northland as their library and will have a general understanding of its financial sourcing, staff, and volunteer
support.
Current
Northland Public Library promotes its resources, programs and services through press releases, which result in
newspaper, magazine and blog coverage, a newsletter (both print and electronic), a monthly news e-mail, its
website, posters, flyers, brochures and through social media channels. Outreach to all five municipalities has
been added as a new promotional component. In addition to the Librarie’s own communication channels, the
five supporting municipalities include library information in their newsletters/quarterly publications which are
distributed to their residents. The Borough of Bradford Woods, Franklin Park Borough, The Town of
McCandless, Marshall Township, and Ross Township, directly link to Northland’s website. Northland’s
promotion activities are guided by the Director of Marketing & Communications.
Future
Northland’s promotional communications and marketing will expand to take advantage of emerging technology
to keep Northland’s name consistently tied to its core mission of lifelong learning and discovery in the
communities it serves. Marketing and promotional communications must become more sophisticated and adapt
to the needs of the patrons. Communications must continue to employ multiple media outlets; be strategically
designed to resonate with targeted population segments; and seek feedback from patrons as guidance. A real
effort will be made in reaching underserved populations (those who have not traditionally/currently taken
advantage of library offerings). The Marketing & Communications office will continue to work in collaboration
with all library departments and the Northland Library Foundation to distribute Northland’s message through
the appropriate channels. In addition, Marketing & Communications will play a key role in the connection of
our communities through involvement with community initiatives, meeting with state and local elected officials,
businesses, non-profits, educational institutions and other groups aligned with our mission of lifelong learning
and discovery.
Strategy 4A
To communicate awareness and value of library resources, services, and programs to the communities served.
Objective Responsibility Due
Date
Develop and adopt a marketing and public relations
plan designed to increase community awareness of
library resources, programs and services.
Director Marketing &
Communications
Ongoing
Establish and nurture positive relationships with library
patrons, media, businesses, local government leaders,
agencies, and organizations.
Utilize appropriate outcome measures for stakeholder
awareness and value.
Director Marketing &
Communications
Executive Director
Library Authority Board Members
Director Marketing &
Communications
Ongoing
Ongoing
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Executive Director
Strategy 4B
To promote library resources, programs, and services by targeting audiences using appropriate media and
technology.
Objective Responsibility Due Date
Promote library through Northland’s website postings, Marketing & Communications Office Ongoing
newsletter, e-blast and fliers, local newspaper, TV and
radio.
Promote the library’s strengths/offerings to potential
patrons’ needs.
Director of Marketing & Communications
Director of Library Services
Library staff
Ongoing
Strategy 4C
To promote information for patrons about support for their library.
Objective Responsibility Due Date
Develop information to help patrons understand Director of Library Services
Ongoing
library funding and budget process.
Director of Marketing & Communications
Nurture and grow existing funding relationships to
provide broad support.
All Library staff
Library Authority Board Members
Foundation Director
Ongoing
Inform community members about financial sourcing,
volunteer opportunities and advocacy opportunities.
Foundation Board Members
Marketing & Communications Office
All staff
Library Authority Board Members
Foundation Director
Foundation Board Members
Ongoing
Priority 5 – Library and Community Partnerships
Northland will maintain and enhance existing partnerships, develop new associations, and increase joint
ventures and beneficial collaboration with other community assets within and without our constituent
communities in order to identify and expand greater service opportunities for our patrons, while leveraging
finite financial sources in order to achieve maximum effective return on investment, in keeping with
Northland’s goal of excellence in the stewardship of both public and private funding, and while maintaining its
core value that all programming and activities be open to the public at large, and free whenever possible.
Municipal Partners
Current
Northland will continue to provide on-site programming responsive to the needs and interests of our
participating municipalities, as well as off-site programming at municipal facilities such as government
buildings, parks and allied venues in the Boroughs of Bradford Woods, Franklin Park, Marshall and Ross
Townships and the Town of McCandless.
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Future
Northland intends to increase its off-site footprint through increased programming at municipal venues as
finances permit. It is Northland’s intention to increase its offerings to the two non-participating local
municipalities, the Borough of West View and Ohio Township, by seeking mutually beneficial and financially
sound grounds for such association, with a long term goal of welcoming these two communities as fully
participating Authority members.
Non-Profit/Non-Government Organizations
Current
To maintain existing collaborative efforts with local groups utilizing Northland facilities for existing activities
such as the North Hills Genealogists, groups cooperating in on- and off-site activities, such as North Hills
Community Outreach, Community College of Allegheny County, the Allegheny County Library Association,
local libraries such as Northern Tier, Shaler and Hampton, and the two local school districts, North Hills and
North Allegheny, and local private schools.
Future
Expand on the existing associations with current partners and develop new relationships with major, mid-level
and smaller community entities such as UPMC Passavant, WPAHS McCandless, places of worship, charitable,
civic, fraternal and social organizations, as well as fine arts and other special interest groups, while increasing
cooperation with other educational and scientific institutes such as robotics, STEM and allied inventive
developers.
For Profit Businesses
Current
Existing relationships consist mainly of provision or rental of meeting space to businesses which present
programming which is of general interest and free and open to the public, or a matter of specific marketing
which is not offered as a library-sanctioned or approved presentation.
Future
Northland will seek to develop a closer and ongoing alliance with for profit businesses of all types in order to
marshal a wider scope of community resources, broaden its range of potential programming, increase the
sources of funding for such programming and respond to changing requirements needed to meet Northland’s
commitment to lifelong learning. Northland staff will work with local businesses and educational organizations
to provide training to improve the quality of the local workforce.
Individuals
Current
Northland interfaces with individuals on an ad hoc basis when particular needs of the library require the same.
Future
Deepen the resource pool of local talent such as authors, inventors, public figures and others who have unique
talents and a willingness to share the same with the larger community.
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Strategy 5A
To ensure Regional Asset District (RAD) funding and state aid remain viable components of Northland’s
operating budget.
Objective Responsibility Due Date
Participate actively in lobbying efforts with state legislators, RAD
Board members and ACLA to promote and encourage private
partnerships through public recognition, financial incentives and
favorable tax treatment
Executive Director
Library Authority Board
Members
Ongoing
Strategy 5B
To seek out participation from “Underserved areas” in adjacent communities in Allegheny County.
Objectives Responsibility Due Date
Identify specific partnership opportunities of all Director of Library Services
Ongoing
categories in adjacent, non-participating areas such as
West View and Ohio Townships.
Leverage those partnerships to lobby local officials,
municipal staff and/or school teachers/librarians to
welcome and support library programming to meet the
needs of the residents in the non-participating areas
Library Authority Board Members
Executive Director
Director of Library Services
Director of Marketing & Communications
Ongoing
Secure participation of Foundation Board, volunteers
and other library advocates to support, develop,
enhance and effectuate the partnership program by
active participation and accountability.
Department Managers
Library Authority Board Members
Foundation Board Members
Advocates
Volunteers
Ongoing
Strategy 5C
To maintain and increase community partnerships to provide programming and services for lifelong learning
opportunities for our patrons.
Objective Responsibility Due
Date
Monitor community newsletters, websites, press
releases etc. to identify needs our partners have that
we might be able to help with or provide
programming for.
Executive Director
Director of Library Services
Director of Marketing & Communications
Department Managers
Ongoing
Monitor community newsletters, websites, press
releases etc. to identify areas of expertise our
partners have that might be helpful to our patrons.
Executive Director
Director of Library Services
Director of Marketing & Communications
Department Managers
Ongoing
The implementation, execution, continuation and success of the partnership program will depend upon a
sustained effort by all members of the Library Board, Foundation Board, administrative team members,
department heads and designated staff.
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Priority 6 – Library Technology
Northland will employ state-of-the-art technologies in providing content, services and creative and educational
programs to the community and to ensure library operations are efficient and cost-effective.
Current
Northland Public Library provides access to online reference and electronic resources through its participation
in the Electronic Information Network (EIN), a consortium that provides the shared online catalog and patron
database to the public libraries in Allegheny County as well as internet service, WiFi service, e-mail service and
selected online reference sources. Through the EIN, Northland also provides access to an electronic collection
of e-books, e-audiobooks, e-magazines, e-music, and e-videos. Northland also participates in P.O.W.E.R. (PA
Online World of Electronic Resources), a collection of various online reference databases. In addition to the
state and county provided databases, Northland subscribes to HeritageQuest, Valueline and the Testing and
Educational Resource Center. Northland has 33 desktop personal computers available for public use with
standard office software, the Internet and online reference sources. Operational functions such as accounting,
payroll, room scheduling, program registration and similar activities are automated. Northland has a wireless
network in place as well as appropriate technology to support training and public meetings. Northland uses
RFID technology as the foundation for efficiently circulating and maintaining the security of materials which
includes self-checkout. Northland has invested in the upgrade of its telephone and security system technology.
Northland recently updated the meeting room technology to meet the programming needs of the library and
outside groups who use the rooms.
Future
Northland needs to maintain its existing level of technology and be prepared for developments of the future.
The website needs to embrace technology such as smart phone applications (apps) which permit it to become a
“virtual” community resource, and continue taking advantage of technology to provide both services and
resources to patrons.
Strategy 6A
Northland will provide content, services and programs using state-of-the-art technologies.
Objectives Responsibility Date Due
Investigate and make recommendations on Director of Library Services
2016
creation of downloadable apps(s)
Director of Marketing & Communications
Investigate costs/benefits/feasibility of
partnering with constituent communities in
creation of Technology Center
Executive Director
IT Support Service
Computer Center Supervisor
Department Managers
Library Authority Board Members
2016
Develop program for partnering with school
districts to support their technology initiatives
Director of Development/Foundation Director
Director of Library Services
Children’s & Young Adult Services
Department Manager
Computer Center Supervisor
2016/2017
Create Technology Council Executive Director 6/30/2016
Create Technology Plan Technology Council 12/31/2016
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Investigate and adopt available downloadable
formats and establish necessary infrastructure to
support and promote use.
Evaluate and promote online instructional
tutorials on computer skills to complement
classes. Develop online classes where none
exist.
Develop online instructional and program
content.
Adult Services Staff
Executive Director
Computer Center Staff
Director of Marketing & Communications
Director of Library services
Adult Services Staff
Children’s & Young Adult Services Staff
Computer Center Staff
Ongoing
Ongoing
Ongoing
Strategy 6B
To use technology to ensure library operations are efficient and cost-effective.
Objectives Responsibility Date Due
Maintain staff intranet
Executive Director
Ongoing
Director of Library Services
Director of Support Services
Director of Marketing & Communications
Department Managers
Establish/maintain online portal/intranet for
materials, etc. for the authority board and for the
foundation board.
Executive Director
Director of Library Services
Director of Support Services
Director of Marketing & Communications
2016/
Ongoing
Investigate and implement appropriate technology
and online services that will aid in effective
promotion of library programs and services to the
community
Director of Development/Foundation Director
Marketing & Communications Office
Ongoing
17

APPENDICES
18

APPENDIX I
Strategic Planning Process
The Strategic Planning Committee included members of the Northland Public Library Policy and Planning
Committee and representatives from the Northland Public Library Foundation. The Strategic Planning
Committee began its work in March 2015 by reviewing the existing Strategic Plan which was developed for
2009-2015. The mission, vision, strategic priorities, values, and objectives were reviewed to determine what has
been accomplished and what should be retained or changed. The Strategic Planning Committee then moved into
conducting an environmental scan of facts and trends likely to have an impact on the library’s function and
operation. These include demographics, social and cultural trends and local issues, the economy and funding
environment, legislation and regulation, competition, best practices and emerging models and technology.
Committee members reviewed and discussed relevant documents including:
Himmel and Wilson Consultant’s Analysis of Facility Needs report (May 10, 2010)
American Library Association publications
Aspen Institute: Rising to the Challenge: Re-envisioning Libraries
Carnegie Library of Pittsburgh Strategic Plan
ACLA Strategic Plan
Library Service in the 21 st Century (ACLA County-City Library Service Panel)
Municipal comprehensive plans
In May 2015, the Strategic Planning Committee identified a list of stakeholder groups and defined a specific
approach to engage each group of stakeholders in the planning process. A portion of staff development day on
May 15, 2015, was used to integrate staff in developing the survey and focus group questions. Following a
general overview of the strategic plan and work on the vision, the staff was grouped within their departments
and discussions were facilitated by the library director, members of the Northland Public Library Authority
Board and members of the Northland Public Library Foundation. The groups discussed challenges which the
library will face and the opportunities for the library, designed to lead to the development of questions for the
designated stakeholder focus groups. The Strategic Planning Committee then integrated the work of the staff
groups and finalized the survey and focus group questions.
Members of the Strategic Planning Committee conducted focus groups during May and June 2015 with the
municipal officials in each of the 5 supporting municipalities. The Strategic Planning Committee felt that it was
important to gain input from both library patrons and residents who do not use the library through use of both a
paper and online survey. Notification of survey availability was accomplished through posting on the Northland
Public Library website, through the supporting municipalities’ established means of communications with
residents, and local publications such as the North Journal. Input was received from the North Allegheny and
North Hills School Districts both of which are within Northland’s service area, through one-on-one meetings
and written input. Strategic Planning Committee members also contacted the librarians in both school districts
and reached out to local organizations including North Hills Community Outreach, UPMC Passavant
Foundation and the Chamber of Commerce, private schools, and home school groups within Northland’s
service area.
Following the collection and collating of the online survey results, the Strategic Planning Committee met to
review and discuss the results and identify major trends. Numerical results were tabulated for the survey
questions and survey comments were organized into broad department/service categories. Over 1100 surveys
were received.
19

After this review, an informational meeting for municipal officials to present a summary of feedback gained
through the process of conducting focus groups from the various municipalities and to review progress in
developing the strategic plan was held on October 6, 2015. The feedback from the surveys and focus groups
was summarized for presentation to the staff for their input to create objectives and to prioritize the suggestions
that were gleaned during the process. Staff was again engaged on October 21, 2015 to discuss and present
feedback from the community focus groups and community survey results and to ask the staff to identify
priorities and to suggest potential new objectives based on the integrated feedback. After input from the staff
was completed, the Strategic Planning Committee ranked the identified priorities in order of importance and
revised previous objectives and added new objectives to reflect the Strategic Priorities identified. A draft of the
plan was presented to the Northland Public Library Authority Board on December 15, 2015 and to the
Northland Public Library Foundation on December 16, 2015, and also to the staff for review and comment. The
final Strategic Planning Committee meeting was held on January 7, 2016 to review all of the data and arrive at
the final language of the plan. The final plan was presented on January 26, 2016 for approval by the Northland
Public Library Authority Board, at which time it was adopted.
Source material is available for review at the library.
20

APPENDIX II
Northland Public Library
Northland Public Library is a municipal authority providing public library service to residents of the 5 member
municipalities: The Borough of Bradford Woods; Franklin Park Borough; Marshall Township; Ross Township
and the Town of McCandless. The member municipalities provide approximately 58% of Northland’s funding,
with 19% of its income coming from the Allegheny Regional Asset District, 11% from the Commonwealth of
Pennsylvania, 7% from self-generated income and 5% from the Northland Public Library Foundation.
Northland is a member of the Allegheny County Library System (ACLA), a federated system of the 45 public
libraries in Allegheny County and the Electronic Information Network (EIN) which provides technology
services to county libraries. As a member of ACLA, Northland lends material and provides most library
services to any resident of Allegheny County without charge. Access to some services is limited to residents of
the member municipalities.
The Northland Public Library Authority owns a 30,250 sq. ft. building built in 1978 and renovated in 2003-
2004, located in the Town of McCandless. Northland also contracts with ACLA for 1 weekly bookmobile visit
in Marshall Township. Northland also operates two remote Lending Kiosks (NOMADS), one in Franklin Park
and one in Ross Township. The Library also services remote material returns at the NOMAD sites as well as
one in Marshall Township. Northland loaned 1,050,354 items in 2014 (circulation) and hosted 456,657 visitors.
Northland’s direct service area covers 60 square miles, stretching north from the northern boundary of the City
of Pittsburgh to the Butler County line and west from the western boundaries of Hampton and Shaler
Townships to the eastern boundary of Beaver County.
Northland was, as far as we can determine, the first public library in Pennsylvania to convert to RFID (Radio
frequency Identification) technology which permits multiple items to be checked out or checked in at one time
and permits easy self checkout. Approximately 50% of our checkouts take place at self checkout machines, a
percentage that remains consistent and would be higher if all members of the EIN used RFID as well.
Northland provides a collection that covers a wide range of subjects and formats including many electronic
formats. The staff also provides a variety of programming for patrons of all ages. Programming is conducted at
Northland, as well as offsite locations such as local schools, parks and community centers.
HISTORY OF NORTHLAND PUBLIC LIBRARY
Until the library's opening October 6, l968, the only library service available to this area of the North Hills
community was a bookmobile which operated from Carnegie Library of Pittsburgh.
On July 3, l963, representatives from most North Hills communities attended a meeting at the Northway Mall to
study the possibilities of establishing a library in this area. Keith Doms, director of the Carnegie Library had been
speaking to municipal officials urging them to send representatives to that meeting. Mrs. Charles Strang of
McCandless, leader of the library movement, accompanied him on his visits. The outcome of that meeting brought
an estimate of $59,000 to maintain a central library, or one dollar for each of the 59,000 people it expected to serve.
By April of l964, Ross commissioners had decided to put the issue of the library on the township's ballot and let the
people decide whether or not they wanted to pay the cost. Decision day for the library was November 8, l966, when
the Ross voters, largest of the population centers, voted whether or not they would pay one mill in taxation for
support of a cooperative community library.
21

Meanwhile, l3 men and women were named to represent seven municipalities considering the library. Although
only four ultimately formed a jointure to build it, at that time, in addition to Ross, Franklin Park, McCandless and
Bradford Woods; West View, Marshall, and Pine were involved.
Civic organizations, the North Hills Ministerial Association, North Hills and North Allegheny School Districts and
the McCandless Lions Club among them, worked in support of the library.
A defeat in Ross Township would spell the end of the joint community venture. Keith G. Swenson headed a
committee of volunteers to push the "yes" vote in Ross. When the November 8 votes were counted, Ross voters had
approved the library by a 55% margin, (6,573 in favor to 5,36l against). By February l967, it became apparent that
West View would not sign the library agreement and Pine Township supervisors said a postcard poll of residents
showed the majority opposed the library venture.
So the Northland Public Library Board of Directors representing the four remaining communities met for the first
time to select a site for the new library and to hire staff. Original members of the Board were Dr. Robert Lord, Ross
Township, President; Mr. John Nutter, McCandless, Treasurer; Mrs. Jane Kehoe, Franklin Park, Vice President;
and Mr. Eric Lavery, Bradford Woods, Secretary. Northland moved into rented quarters on Three Degree Road in
Ross Township.
A federal grant of $l35,000 and a check of $l,278 from Northland Library Friends helped get the library opened on
October 6, l968, with Dale W Craig as its first director, six staff members and l6,000 volumes in a building l0,000
square feet. In 1971, with Dale Craig’s resignation, the Library Board hired Laura Shelley as director. In the
course of the following seven years, the library outgrew its first home and began to look for new quarters that
would help its staff better serve a fast-developing community. After another referendum vote in Ross Township
approving the new library by a 64% margin (7,90l in favor to 4,469 against) and after much searching a building
site was selected on Cumberland Road. Ground breaking ceremonies were held on August 3, l977, and
construction for the new building was completed in October l978.
The $l.8 million two-story building project was designed by Ross and Schonder, Architects. It is three times larger
than the building on Three Degree Road. It covers 30,000 square feet and was financed through a one mill tax hike
in McCandless, Ross, Bradford Woods and Franklin Park for the first seven years.
The staff had grown to over 30 full time equivalents, and the library had 70,000 volumes with a capacity for
l80,000 at its grand opening. The new building has a ground entrance on both floors because of its architectural
style. The first floor housed public meeting rooms, offices, staff lounge, Popular Reading Library which included
current and high demand materials, the Children's/Young Adult Services which featured a special
storytelling/puppet theater. The second story housed the bulk of the Adult book collection, and special interest
centers for Business, Consumers, Computers, Health and Careers. Pamphlet files, back issues of magazines, special
materials for the handicapped, paperback books, and Circulation Services were also located on that floor. The
library also has copy machines, typewriters, and computers available for public use.
The building is the entire community's response to the need for a new and larger public library building and for a
cultural center, all housed in a building that reflects the pride of the community.
In 1984, Northland established two “subsidiaries” or associate organizations: the Advocates for Northland Public
Library and the Northland Public Library Foundation. Both groups have given major assistance to the Library, the
Board and staff and communities.
22

In 1988, Marshall Township held a referendum and the citizens voted to join the Northland Public Library. With
the addition of this community and the revision of census, Northland, as of 1990, served a population of 77,711
people in a 62 square mile area.
In 1989, Ross Township held a referendum setting aside 1.5 mills as a dedicated tax for the Library. Other
communities continued to fund on a per capita basis. Subsequent to this, a municipal task force was established to
work out a fair and equitable funding formula for the Library. A new formula was agreed to and used for the 1994
budget year. It called for a formula based on 20% for population, 20% for assessed valuation and 60% circulation.
In 1994, Ross held another referendum rescinding the 1.5 mills and agreed to use the same formula for funding the
Library.
In 1995, Northland received a $200,000 grant from the Allegheny Regional Asset District given through the
Allegheny County Library Association. This grant was given for only one year, because Northland and its
supporting communities did not agree to a free lending policy for all residents of Allegheny County. The Library
continued to try to find a way to qualify for ARAD funds without having to agree to the free lending policy. In
1997, ACLA offered ARAD funds to Northland plus the Regional Asset District provided a one year $150,000
grant to assist Northland and the five municipalities agreed to a one year trial of free lending to all Allegheny
County residents, beginning January 1, 1998. Northland became a member of ACLA in July 1999 and continues to
provide free lending to Allegheny County residents. Since 1998, Northland has participated in Access
Pennsylvania, which permits registered borrowers of libraries outside of the five supporting municipalities and
throughout Pennsylvania to borrow material.
Sandra Collins was hired as Director in May of 1998. In December of 1999 the Ross Township Commission
notified the Northland Board of Trustees of their intention to withdraw from the Authority at the end of 2002. A
resolution was negotiated and Ross withdrew their notice in June of 2000.
Northland moved to donated space at Northway Mall in August of 2003 while the Cumberland Road building was
renovated. The renovated building features a comfortable reading lounge with a fireplace, meeting rooms with
current technology, a young adult area, a redesigned children’s area with an aquarium and an oak tree and self
checkout units. Northland become the first public library in Pennsylvania to convert from bar codes to RFID (radio
frequency identification) to permit more efficient circulation of material. In October 2005 Northland migrated to
the shared integrated library system used throughout Allegheny County.
Over the years, Northland has received numerous grants and special honors. In 1984, the area Jaycees selected
Northland for their Distinguished Service Award--the only time an organization has received this honor. In 1992,
Northland was one of a few selected by the Secretary of Education to work on the three year Public Library Project
which studied laws, aid and the development of public libraries in Pennsylvania. In 1995 and in 1996, Northland
was selected by the American Library Association for specific projects. In 1995, Northland was one of 60 libraries
to be part of the ALA’s fundraising project and in 1996 was one of 50 libraries to receive the Modern Poetry
program. In 1997, Northland received the distinct honor of being selected as the one public library to host a
Japanese public librarian for a three week visit. The Japan Library Association annually sponsors a visit to another
country so that librarians in Japan may learn about library services abroad.
The Three Rivers Storytelling Festival began in 2001 as a program of the Northland Public Library Foundation.
The Festival became a library sponsored program in 2005. The family oriented event promotes the tradition of oral
storytelling for people of all ages
23

The Best Seller Collection (now the Lucky Day Collection) was created in 2007, with a grant from the Northland
Public Library Foundation, to better serve the needs of our local residents.
The Ingomar Garden Club dedication of Blue-Star Memorial Marker occurred in June of 2009, and in 2010
Northland Received a Family Place grant and then an official Family Place designation.
In September of 2011, the Northland Historical Image Collection debuted on the Historic Pittsburgh website.
This collection has now grown to over 1,300 digitized historical photographs. In addition to the historical photo
collection, the library now maintains the Northland Library Local History website, providing access to digitized
documents, maps and links to other historical resources for each of our five supporting municipalities, North
Park and the library itself.
In August of 2013, Amy Steele was appointed to serve as the fourth director. In 2014 and 2015 Northland has
dramatically increased its outreach programming traveling to schools, daycare centers, preschools, community
centers, local parks and facilities of other community partners.
The Children’s and Young Adult staff was recognized in 2013 with the Pennsylvania Library Association Best
Practices Award for exceptional service to school age children. In 2013 two members of the Children’s and
Young Adult staff were selected to participate in the 2-year ACLA-ASSET Librarians as STEM Educators
training program and have been asked to present this experience at the national Public Library Association
Conference in 2016. The Children’s and Young Adult staff was recognized in 2014 with the Pennsylvania
Library Association Best Practices Award for exceptional multigenerational service. The Children’s and Young
Adult staff was recognized in 2015 by the Pennsylvania Library Association, receiving two honorable mentions
for Best Practices, one for Preschool/Pre-K and one for STEM.
Northland has a physical collection of approximately 200,000 items including books, magazines, DVDs, compact
discs, audiobooks and software. Additionally, the growing electronic collection includes access to over 100,000
downloadable and streaming books, audiobooks, magazines, music and videos. Internet access is available in the
building on library provided computers and through WiFi for those wishing to use their own devices. The library’s
website is a gateway to many resources including online reference databases, the electronic collection, our
programming calendar, our electronic newsletter and our social media outlets. Our local history website provides
access to more than 1,300 digital historic photographs, maps, and documents from our supporting municipalities.
Programs for all ages, from infants to seniors, are provided throughout the year. Programming includes summer
reading clubs for children, teens and adults, infant and preschool storytime, book discussion groups, and
informational programs for all ages.
(Some of the above information contains material taken from NORTH HILLS NEWS RECORD Articles.)
24

APPENDIX III
NORTHLAND DEMOGRAPHICS
A. Population
See the Demographic Profile for Northland Public Library, prepared from Decennial Census 2010, 2000,
American Community Survey 2008-2012 Prepared for the Pennsylvania State Library by The Pennsylvania
State Data Center, 9/2014
Current 81,118
2020 projected *SPC 87,644
B. Service Area 61.2 square miles
C. Cardholders in our Service Area: 36,606
D. Programs
Number of programs Attendance
Adult 365 8,029
Young Adult 126 1,556
Children 1,212 22,221
Offsite - all age groups 439 15,097
E. Staff 51.26 FTEs
Level Fulltime ¾ Time ½ Time Hourly
Professional 11 3 5 0
Other 15 12 10 16
F. Collection
Format
Items
Books 165,114
Magazines 4593
Newspapers 9
Audio books 7,012
CDs 5,280
DVDs 13,556
CD-ROMs 68
Other physical formats 899
Electronic Databases (also includes state and consortium
34
provided databases)
E-Books 86,245
E-Audiobooks 18,476
E-Magazine Titles available through Carnegie Library of
250+
Pittsburgh and Allegheny County Library Association
E-Music – available through Carnegie Library of Pittsburgh
Thousands of
song titles
E-Video 1,509
25

BRADFORD WOODS
1,171 population
982 18 years+
264 65 years+
98.5% Caucasian
.8% Asian Indian
.8% Hispanic/Latino
.4% Chinese
0% Black/African American
Median family income $102,292
3.8% people below poverty level
3.5% civilian labor unemployed
19 miles north east of
Pittsburgh
.93 sq. miles
71.1% bachelor's degree or
higher
Approximately 7 miles from
Northland
FRANKLIN PARK
13,882 Population
9,865 18 years +
1,683 65 years +
86.7% Caucasian
4.5% Chinese
3.1% Asian Indian
2.1% Other Asian
1.9% Black/African American
.7% Hispanic/Latino
Median family income $116,378
1.2% people below poverty level
3.7% civilian labor unemployed
15 miles north west of
Pittsburgh
13.55 sq. miles
67.2% bachelor's degree or
higher
Approximately 3 miles from
Northland (NOMAD & remote
materials return)
26

MARSHALL TOWNSHIP
7,225 population
5,017 18 years +
785 65 years +
86.9% Caucasian
4.0% Asian Indian
2.5% Black/African American
2.4% Chinese
2.3% Vietnamese
1.4% Hispanic/Latino
Median family income $115,268
2.4% people below poverty level
6% civilian labor unemployed
20 miles north west of
Pittsburgh
14.79 sq. miles
72.4% bachelor's degree or
higher
Approximately 8 miles from
Northland (Bookmobile stop &
remote materials return)
TOWN OF MCCANDLESS
28,787 Population
22,957 18 years +
5,302 65 years +
90.8% Caucasian
2.1% Other Asian
1.9%Chinese
1.9% Black/African American
1.4% Asian Indian
1.2% Hispanic/Latino
Median family income $81,257
5.0% people below poverty level
4.1% civilian labor unemployment
12 miles north of Pittsburgh
16.6 sq. miles
54.8% bachelor's degree or
higher
Northland located in
McCandless
27

ROSS TOWNSHIP
31,108 Population
25,847 18 years +
6,662 65 years +
92.3% Caucasian
2.6% Black/African American
1.5% Asian Indian
1.3% Hispanic/Latino
1.1% Chinese
Median family income $61,819
6.5% people below poverty level
4.1% civilian labor unemployment
7 miles north of Pittsburgh
14.5 sq. miles
41.5% bachelor's degree or
higher
Approximately 5 miles from
Northland
(NOMAD & remote materials
return)
28

29

30

31

32

33

34

35

APPENDIX IV
Community Input
Letter and questions sent to Municipal officials
Mission: Northland Library enables, encourages and empowers lifelong learning and discovery.
As we begin working on updating Northland Library’s strategic plan to guide us towards 2021, we are asking
for input from our key stakeholders. We began this process with staff during our annual staff development day,
and are now reaching out to you, our municipal leaders. We are very grateful for the commitment our municipal
governments continue to make by providing over 60% of our funding. Thank you. Your input is important to us
and we want your voices to be heard in our strategic plan as we work to determine the best way to meet the
needs of our residents.
These are exciting times for libraries with so many opportunities available to try new services and technologies,
but we want to be sure that our actions will best serve our communities and our residents. We’ve been working
to reduce costs while meeting these higher demands. Through significantly decreasing our energy expenditures,
reducing staff, and (when necessary) reducing our collection expenditures, we are acting as good stewards of
the investment with which we have been entrusted.
While we have many opportunities ahead, we also continue to face challenges due to the ever increasing
demand for our services; our limited space; and threats to many sources of our funding. We are very grateful for
the commitment our municipal governments continue to make by providing the majority of our funding,
however, the remaining 40% of our financial support has declined and/or continues to be threatened (state,
county, etc.).
We are actively looking for alternative sources of funding to ensure sustainable library services going forward
and welcome any suggestions you may have. We are also working diligently to protect threatened funding at
the state level by working with our state representatives and senators. At the county level, we participated in
every aspect of the Libraries in the 21 st Century process to protect our local funding for local residents and will
continue to do so.
Northland has come a long way since our previous strategic plan was implemented in 2009. E-books, e-
audiobooks, e-magazines, downloadable music and videos are no longer novelties, but are now a high-demand
and growing component of our collection. At the same time, use of our growing traditional collection has also
increased, still accounting for more than two thirds of our collection and more than 75% of circulation. We have
regular STEM programs to better prepare of our young residents for the more challenging elements of the core
curriculum they face at school. We are reaching more residents by taking our programs to community centers,
schools, community club meetings, daycare centers and more.
36

We look forward to meeting with you to discover what your thoughts and ideas are for us as we plan for our
future. We will be using the attached questions to gather your input at our upcoming meeting.
Northland Public Library Strategic Planning Committee
Focus group questions for municipal officials:
1. What are the top 3 challenges that your municipality is facing in the next 5 years?
2. What challenges are you facing that the library could help you to address?
3. In its role as a community connector, what community groups, services or economic organizations could the
library partner with to improve the lives of residents?
4. With increased use of and demands for services by residents, how can the library best increase its financial
support without coming back and requesting more municipal support?
5. Here are some things that staff and residents would like to see the library provide. Which of these ideas
would you like to see the library pursue?
Multiuse maker space (3D printers, electronics, craft & hardware supplies & tools, etc.)
Programming services for special needs patrons
Services for small business
Fax sending service
Mobile app for website
Circulating electronic devices (tablets, etc.)
Outdoor program space
Career development services
Services for non-English speakers
Background check clearance center
6. As a community leader and based on the mission statement, what do you see as Northland’s role in the
future?
7. Do you see a role for libraries in response to natural or manmade disasters?
37

Community Survey
38

39

40

41

42

43

School Library Survey
Northland Library School Survey
Northland Public Library serves the community in which your school is located. Your opinion is important and the data
received will help Northland plan for the future and also better understand how Northland Library is currently used.
How familiar are you with Northland Public Library?
o
o
o
Very familiar
Somewhat familiar
Not very familiar
o Not at all familiar
Do you have a public library card for Northland or another public library?
o
Yes
o No
Have you used Northland Library services onsite or remotely?
o
o
o
Yes, onsite
Yes, remotely
Both onsite and remotely
o Neither onsite or remotely
Which of the following services offered by Northland do you or your students use?
Check any that apply.
o
o
o
o
o
o
o
Downloadable Digital Books
Downloadable Music or Videos
Free public computers
Summer Reading Club
E-Resources/databases like TestingResource, MangoLanguages
After school teen or children's programs
Do not use any of these services
o Are not aware if my students use any services
Have you ever collaborated with Northland on a program, project or event?
o
Yes
o No
If the answer to the above question is yes, would you do it again? Why or Why not?
If the following services could be offered in the future, check the programs that you feel would be most used by
you and/or your students.
44

You can select more than one,
o Book talk or story time visits to your school
o Programming for English as a second language
o Programming for special needs students
o STEM programs
o Maker space projects
o Collaborative research projects
Are you aware of the school readiness programs offered by Northland Library?
o Yes
o No
Have you encouraged your students to use Northland services or instructed them on how to use these services?
o Yes
o No
At which level do you teach?
o High School
o Middle School
o Elementary School
o Pre-School
Do you have any suggestions for services that you feel would be beneficial to your students or to your school?
How could this public library and your school library collaborate more effectively?
Submit
Home School Survey Questions
45

How familiar are you with Northland Public Library?
Do you have a library card for Northland or another library?
Have you used Northland onsite or remotely?
Which of the following services offered by Northland do you use?
downloadable digital books
downloadable music or videos
free public computers
summer reading club
E-resources/databases
after school teen/children's programs
do not use any services
Have you ever collaborated with Northland on a program, project, or event?
How could Northland and your Home school community collaborate more effectively?
46

Appendix V
47

48

49

50

51

52

53

54

55

56

Appendix VI
Pittsburgh District Library Center
Long-Range Plan
2016-2020
Background, Context and Purpose:
Carnegie Library of Pittsburgh (CLP) is designated as one of the twenty-nine District Library Centers in the
Commonwealth of Pennsylvania. Funding for District Library Centers in Pennsylvania has decreased
significantly since the 09/10 State Budget year and has remained flat since then. This plan reflects the
services and resources that can be provided within those budgetary constraints. Representatives on the
Pittsburgh District Advisory Council, a collaboration of stakeholders—library directors, library trustees, the
Pittsburgh District Library Center Administrator and staff, and the Allegheny County Library Association
Directors—worked together to finalize this document
This document reflects that, although Carnegie Library of Pittsburgh as the District Library Center has
responsibility for providing, leading, coordinating, facilitating and/or collaborating on services within the
District, quality services rely on the cooperation of the District Libraries as well. For this reason, the
desired outcomes, the responsibilities of the District Library Center, and the contributions of the District
Libraries are recognized and documented here.
Cooperation and collaboration with the Allegheny County Library Association is assumed.
Areas of focus for the plan:
• Delivery Services
• Interlibrary Loan
• Consulting Services
• Information Services
• Adult Services
• Teen Services
• Children’s Services
• Continuing education
• Collections Management and Technical Services
• Information Technology
Delivery Services, Outcome
Equitable and timely delivery of materials to District Libraries that have been requested by individual patrons or
that belong to individual libraries.
Maximizes the use of a county-wide collection
Ensures equity of access for all county residents
Facilitates ease of borrowing and return
57

Creates economic efficiencies and minimizes duplication of effort
District Library Center, Responsibilities
Provide dependable delivery of materials throughout the District:
Maintain a delivery schedule to all local libraries and their branches that ensures fair and equitable
workloads, routes and delivery times for Customers and staff
Monitor, maintain and upgrade sorting process and equipment for efficient, timely service
Purchase or lease delivery vehicles in a cycle to ensure that vehicles are up-to-date and fuel efficient for
safety and economy
Train and supervise District Center staff for adherence to guidelines
Provide feedback and guidance to District Libraries in process improvement
District Libraries, Contributions
Adhere to system-wide Shipping Guidelines
Make materials available
Review Send List daily and prepare materials for shipping and delivery
Ensure returned materials are intact; return in a timely manner
Provide feedback to the District Center on service quality and potential improvements
Train and supervise District Library staff for adherence to guidelines
Interlibrary Loan, Outcomes
• To provide materials to District customers that are not available within our consortium
• To loan materials to customers outside the county to supplement local collections
District Library Center, Responsibilities
• Serve as centralized coordination point for identification, receipt and loan of ILL materials
• Monitor and observe state and national guidelines and protocols for ILL service
• Expedite customer requests, maintain statistics and communicate regularly with District Libraries on
ILL issues
• Analyze ILL requests to ensure that titles are considered for purchase as appropriate
District Libraries, Contributions
• Adhere to System-wide ILL guidelines.
• Offer ILL service as appropriate to local customers
• Strive to ensure materials are returned in a timely fashion
• Provide feedback to the District Center on service quality and potential improvements
• Collect and process fees as needed
Consulting Services, Outcome
• Support the administration and operation of District Libraries by connecting them with identified experts and
advisors within CLP and District Libraries in specific areas of need
58

District Library Center, Responsibilities
• Maintain a central point of contact for telephone and email inquiries
• Maintain web-based communication sources, e.g. web site, slack, district newsletter
• Share information regarding Pittsburgh District Specialists in areas of common interest and need
• Maintain a collection of professional resources relating to public librarianship and library management
• Explore ways for district Libraries to communicate and share knowledge and practices within the District.
District Libraries, Contributions
• Maintain awareness of the consulting services available from the District and use them as needed
• Be willing to contribute expertise for the benefit of others in the District
• Disseminate timely and useful information through District communication channels
Information Services, Outcome
• Support a consistent level of quality information services at all locations throughout the District
• Support the collection, analysis and distribution of community information for a deeper understanding of
our service area(s)
District Library Center, Responsibilities
• Provide expert assistance in all subject areas directly to District Libraries or to individual customers
upon referral.
• Provide in depth resources and services including the areas of Business, Music, Nonprofit resources, PA
History, Genealogy, Job and Career
• Provide periodic training sessions on specialized resources and general information services practices
using a range of delivery methods.
District Libraries, Contributions
• Ensure that local staff are aware of and instructed in the availability and use of District Information
Services
• Provide feedback to the District Center on service quality and potential improvements
• Contribute local expertise and/or specialized resources for the benefit of all Libraries and their
customers in the District
Adult Services, Outcome
• Assist District Libraries in the development of services, collections and programs to address the needs of
adults in the District
District Library Center, Responsibilities
• Share ongoing research and analysis on the needs of various adult populations in the community, e.g.
seniors, immigrants, emerging adults, job seekers etc.
• Share service, programming and collections practices developed in response to those identified needs
• Participate in District-wide conversations on needs and services for adult users
District Libraries, Contributions
59

• Participate in discussions and share information developed locally on the needs and interests of local
populations for the benefit of all Libraries and their customers in the District.
• Cooperate in the development of services, programs and collections in response to specific needs that
cross the District, as appropriate
Teen Services, Outcome
• Facilitate the development of services, collections and programs to address the needs of teens in the
District.
District Library Center, Responsibilities
• Convene teen staff from across the District in support of consistent, quality teen services, collections and
programs
• Consult and advise on Library responses to the developmental needs, social issues and trends of teens
• Coordinate teen summer reading program for the District
• Advise on the application of technology within teen services
District Libraries, Contributions
• Participate in District-wide collaborative activities for teen audiences, including summer reading,
continuing education, program and service planning and collections
• Share information developed locally on the needs and interests of local teen populations for the benefit
of all Libraries and their customers in the District.
• Provide feedback to the District Center on District Coordinated services and programs
Children’s Services, Outcome
• Collaborate in the development of services, collections and programs to address the needs of children in
the District.
District Library Center, Responsibilities
• Participate in meetings of children’s services staff from across the District in support of consistent,
quality children’s services, collections and programs
• Consult and advise on Library responses to the developmental needs and social issues for children birth
to age 11
• Participate in Children’s summer reading program for the District; share model programs and best
practices with District-wide Children’s Staff.
• Advise on the application of technology within children’s services
District Libraries, Contributions
• Participate in District-wide collaborative activities for children, including summer reading, continuing
education, program and service planning and collections
• Share information developed locally on the needs and interests of local child populations for the benefit
of all Libraries and their customers in the District
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Continuing Education, Outcome
• Facilitate collaborative learning opportunities for Library Staff and Trustees and assist with trustee and
library staff workshops sponsored by Commonwealth Libraries
District Library Center, Responsibilities
• Serve as the liaison to the state for state-sponsored trustee and library staff workshops as requested
• Provide special opportunities for collaborative learning and skill development to staff and trustees in the
District
• Inform District Libraries of learning opportunities and developments in various departments of the
District Center including sharing information about CLP’s special resources and services.
District Libraries, Contributions
• Take advantage of the various continuing education opportunities both local and state-sponsored
• Offer expertise, space and other support for local and state sponsored continuing education opportunities
Collections Management and Technical Services, Outcome
• Ensure the shared catalog reflects consistent records and quality resources
District Library Center, Responsibilities
• Oversee quality control for the bibliographic records in the shared catalog
• Negotiate vendor agreements for print and electronic resources for the benefit all libraries in the District
• Support collection development through strategic tools for collection evaluation, e.g. Collections HQ
• Manage vendor relations, training and statistics for electronic resources
• Explore efficiencies in workflow and quality of catalog records through cooperative cataloging and
technical services processes
District Libraries, Contributions
• Adhere to TSAG (Technical Services Advisory Group) standards for the creation and maintenance of
catalog records
• Share plans regarding acquisition/purchase decisions of electronic resources at the local level that may
impact other libraries in the District
• Follow best practices for collections management in a consortial environment (e.g.: weeding practices,
holds ratios, etc.)
Information Technology, Outcomes and District Library Responsibilities
• Serve as co-owner of eiN (Electronic Information Network); Consider the needs of the entire District
when setting policy and making product decisions
• Leverage expertise on current and emerging library technology for the benefit of all Libraries and
customers in the District
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Appendix VII
NORTHLAND STRATEGIC PLANNING COMMITTEE
Amy Steele,
Jack Murtagh,
Cynthia N. Potter,
Rita Martin,
Joseph Mack,
Jane Jubb,
Jeanne Bondi,
Northland Public Library Executive Director
Northland Public Library Authority Board President
Northland Public Library Authority Board
Northland Public Library Foundation Board President
Northland Public Library Foundation Board, Secretary
Northland Public Library Adult Services Librarian
Northland Public Library Children’s and Young Adult Librarian
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