Carnegie Library of Pittsburgh Strategic Plan 2018 - 2022 - Appendix

INCLUSIVE &
EQUITABLE
RESPONSIVE &
ADAPTABLE
INFORMATIVE &
EMPOWERING
2018-2022
STRATEGIC
PLAN
WELCOMING
& VIBRANT
INSTRUCTIVE &
ENLIGHTENING
COLLABORATIVE
& INNOVATIVE
APPENDIX

THE PROCESS
CALENDAR
Consultation with library Board, staff at all levels and
community and other stakeholders has been an integral
part of this year-long strategic planning process.
Part 1: January – March 2017
Kick-Off and Preliminary Planning
In January, library managers and staff identified trends, big
shifts or quiet evolutions occurring in the library profession, our
community and our world that should inform the plan and evaluate
how these might impact the Library and our work over the next five
years. With several themes emerging from the feedback gathered,
staff workgroups were convened in March around the five goal
areas from the previous plan: Within the Library Walls; Library
in Your Neighborhood, Community & Schools; Library in a
Changing World of Information; Library Funding & Contributions;
and Measuring and Sharing the Library’s Impact. These workgroups
reviewed accomplishments in these areas over the past
five years, and each group proposed ten actions and indicators for
success for the next five years. Staff reconvened in late March to
review 50 ideas generated by the workgroups to select ideas to
test with the community.
Part 2: April – June 2017
Community Engagement
Part 2 focused on soliciting feedback from various stakeholders,
including library users, Board members, community partners,
county libraries, donors, and the general public. Input was
gathered within our libraries, through our website, at various
community events as well as through formal meetings.
Over a period of six weeks, the Library posed a series of
aspirational questions that everyone was invited to respond to:
April 24 – May 6:
“In 5 years, I hope Pittsburgh…” and
“In 5 years, I hope that I…”
May 7 – May 20:
“The Library is important to my community because…” and
“The Library is important to me because…”
May 21 – June 4:
“The Library of the future should…”
Close to 2,000 responses were received that helped
inspire the plan.
Two input sessions with the Library’s community partners
convened over 60 people representing nearly 50 different
organizations. A third session was held with representatives
from over 20 county libraries. Participants were asked to share
what they would like CLP to know about their work and the people
they serve and how Carnegie Library of Pittsburgh supports that
work. Several sessions also were held with library donors to get
perspective on why they feel the Library is important to the
community, what might be done to improve library service and
why they feel compelled to support the Library.
In late June, a series of meetings was held with CLP’s Board
of Trustees to share highlights from the community feedback,
discuss emerging ideas and review identified priorities for the
Library and the Board over the next five years.
Part 3: July – August 2017
Internal Review & Refinement
During the summer, staff and Board reviewed and refined
emerging ideas and strategies. Elements of the plan were
placed in the context of the type of library experience users
can expect to have, how the community will benefit, and how
staff, Board and volunteers will contribute to the success of
each strategic priority. Staff helped define what success might
look like in terms of how both the Library and our community
would be different at the end of five years. Staff also provided
input on the tools and support they might need in helping to
achieve success.
Additional information was compiled to cite specific data that
CLP routinely reviews and utilizes to inform and validate the plan.
Best practices from other libraries, community demographics,
trends in the profession and trends in the community have been
documented as part of this plan.
Part 4: September – December 2017
In the fall, strategic areas of focus were finalized and
specific actions were developed for each area along with
indicators of success and relevant statistics, measures and
stories that will help measure progress. A draft plan was
presented to CLP’s Board of Trustees for discussion at a
Board Retreat in October. Staff reviewed the final plan in
November, and the Board approved the plan at its December
meeting. The Allegheny Regional Asset District Board will review
the Library’s strategic plan for approval in early 2018.
Board Strategic Planning Committee Meetings
January 31, April 6, May 12, July 13, September 7,
October 5, November 10
Staff Input Sessions #1 – January 24, 25, 26
Staff Special Workgroups – Month of March
Staff Input Sessions #2 – March 27, 29, 30
Quarterly Managers Meeting
March 29, July 12, October 18, December 6
Community Partner Meetings – June 7, 9
District Advisory Council/County Libraries – June 22
Board of Trustees Strategic Planning Sessions
June 28, 29, and July 6
Donor Leadership Briefings – July 12, 19, 20, 25, 26
Staff Input Sessions #3 – August 15, 16, 23
Board Retreat – October 16
Staff Input Sessions #4 – November 13, 15, 16
Board Approval – December 11
RAD Board Approval – 1st quarter 2018
A Note about Carnegie Library of Pittsburgh’s
125th Anniversary
Carnegie Library of Pittsburgh will celebrate 125 years in
2020. Many good ideas were generated when people were
asked how the Library might commemorate this special
occasion. If you have a good idea that you would like to
submit, please contact info@carnegielibrary.org.

ACKNOWLEDGEMENTS
Carnegie Library of Pittsburgh wishes to thank the hundreds
of people who contributed to the development of this plan.
Community stakeholders, residents, staff, Board, library users,
county libraries and donors have all provided significant input.
We extend a special thank you to the groups named below for
their leadership.
BOARD STRATEGIC
PLANNING COMMITTEE
Greg Zovko, Chair
Bruce Kraus
Matt Mohn
Diane Powell
Carol Robinson, Board Chair
LaShawnda Thomas
STAFF STRATEGIC PLAN
STEERING COMMITTEE
Mary Frances Cooper,
President & Director
Sue Banks
Molly Bennett
Toby Greenwalt
Holly McCullough
Mary Monaghan
Karlyn Voss
STRATEGIC PLAN
STAFF WORKGROUPS
Within the Library Walls:
Steven Banks
Jody Bell
Amy Ergler
Chris Gmiter
Marta Honores
Anne Lee
Bonnie McCloskey
Karen Meharra
Tammy Stoken
Carlton Stout
Matthew Thomas
Pat Winter
The Library in
Your Neighborhood,
Community & Schools:
Kristen Abels
Jason Bard
Don Ciccone
Katy Critchfield
Amy Dwyer
Melissa Firman
Abby Harwood
Susan Hudak
Jane Jessell
Kathy Maron-Wood
Scott Meneely
Caitie Morphew
Alicia Pelfrey
Renee Robinson
Erin Scioli
Jess Smith
Maria Taylor
Eleanor Tutt
Bonny Yeager
Irene Yelovich
Lauren Zabelsky
Whitney Zernich
The Library in a
Changing World of Information:
Holly Anderton
LeeAnn Anna
Thomas Barnes
Kira Condee-Padunova
Henry Dragenflo
Denise Graham
Dan Hensley
Schuyler Hernstrom
Maria Joseph
Richard Kaplan
Joelle Killebrew
Tina LaMark
Cathy Lamoureaux
Hilary Lewis Lackner
Laura Perrier
Mary Phillips
Debbie Priore
Brooke Sansosti
Gino Stinelli
Funding & Contributions:
Tessa Barber
Virginia Beck
Georgia Dawson
Joanne Dunmyre
Leah Durand
Ian Eberhardt
Leigh Anne Focareta
Deanne Heller
Rick Hertzig
David King
Julianna Kuchta
Mark Lee
Rachel Masilamani
Measuring and Sharing
the Library’s Impact:
Jon Antoszewski
Lisa Boyd
Kelsea Collins
Devon Evans
Julie Hanify
Barb Lawler
Abbey Lukiewski
Melissa McKenna
Emily Miller
Julianne Moore
Mary Beth Parks
Shayna Ross
Courtney Stofko
Marian Streiff
Tess Wilson
Sherry Yadlosky
We also want to thank
the numerous Community
Organizations that
provided valuable input:
1Hood Media
Allegheny Conference
on Community Development
Allegheny County - Department
of Human Services
Allies for Children
assemble
The Brashear Association
Carnegie Museums
of Pittsburgh
Carnegie Science Center
Center for Civic Leadership
Children’s Museum of
Pittsburgh
City of Pittsburgh - Bureau of
Neighborhood Empowerment
City of Pittsburgh - Office of
Sustainability & Resilience
City Theatre
Community Human Services
Coro/Public Allies
Greater Pittsburgh Arts Council
Greater Pittsburgh Literacy
Council
Heinz History Center
Hill House Association & Hill
House Economic Development
Corporation
Housing Authority of the
City of Pittsburgh
Lawrenceville United
Neighborhood Allies
Neighborhood Learning Alliance
Office of State Senator
Wayne Fontana
PA CareerLink ®
Pittsburgh/Allegheny County
Pittsburgh Arts & Lectures
Pittsburgh Cultural Trust
Pittsburgh Downtown
Partnership
Pittsburgh Filmmakers/
Pittsburgh Center for the Arts
Pittsburgh Promise
Pittsburgh Public Schools
Pittsburgh Zoo & PPG Aquarium
Port Authority of
Allegheny County
Public Source
Reading Is FUNdamental
Pittsburgh
Remake Learning Network
Shuman Juvenile
Detention Center
Sprout
Squirrel Hill Urban Coalition
United Way of Southwestern
Pennsylvania
University of Pittsburgh
Archives Service Center
University of Pittsburgh, School
of Computing and Information
Vibrant Pittsburgh
Western Pennsylvania
Regional Data Center
WQED Education Department
WYEP/WESA
YWCA
We are grateful to the
following Allegheny County
libraries for their participation
in this process:
Allegheny County
Library Association
Andrew Bayne Memorial Library
Avalon Public Library
Bethel Park Public Library
Carnegie Library of Homestead
Clairton Public Library
Crafton Public Library
Monroeville Public Library
Moon Township Public Library
Mt. Lebanon Public Library
Northland Public Library
North Versailles Public Library
Oakmont Carnegie Library
Robinson Township Library
Scott Township Public Library
Shaler North Hills Library
South Park Township Library
Western Allegheny
Community Library
Wilkinsburg Public Library
eiNetwork

DATA AND CONTEXT RESOURCES
EQUITY & INCLUSION
Association of College & Research Libraries - Diversity
Standards: Cultural Competency for Academic Libraries (2012)
Center on Race and Social Problems, University of Pittsburgh
Inequities Affecting Black Girls in Pittsburgh and
Allegheny County
University of Pittsburgh’s School of Education,
Center for Urban Education
Kalamazoo College, Arcus Center for Social Justice Leadership
Association for Specialized and Cooperative Library Agencies
LIBRARY SERVICES – TRENDS AND BEST PRACTICES
American Library Association
American Library Association’s Center for the Future of
Libraries, Library of the Future: Trends
American Libraries Magazine
Aspen Institute, Communications & Society/Libraries
2017 Next Library Conference in Aarhus, Denmark
Library Journal
Public Library Association
Urban Libraries Council
Pew Research Center
Research Institute for Public Libraries
NATIONAL, STATE AND LOCAL LIBRARY STATISTICS
FOR BENCHMARKING
Public Library Association (PLDS)
IMLS Public Library Data
PA Library Statistics
ACLA Wiki
eiNetwork Intranet
REGIONAL DATA
Pittsburgh Today: Key Indicators for Understanding Our Region
Pubic Source – Compiled data resources
Western Pennsylvania Regional Data Center
2010 Census specific to Pittsbugh
TECHNOLOGY
Digital Public Library of America
Pew Research Center - Internet and Technology
Pittsburgh Technology Council, The Creative Industries Network
Edge Library Technology Assessment
Tech Trends for 2017
YOUTH SERVICES
Child Trends
National Association for the Education of Young Children
National Center for Families Learning
University of Pittsburgh Office of Child Development
YOUmedia Learning Labs Network
Harvard Graduate School of Education – Project Zero
Young Adult Library Services Association
Association for Library Service to Children
Remake Learning
Mentoring Partnership
Annie E. Casey Foundation – Kids Count
Family and Youth Services Bureau –
National Clearinghouse on Families & Youth
The Pittsburgh Foundation, “A Qualitative Study of Youth
and the Juvenile Justice System”
Harvard Family Research Project, Harvard Graduate
School of Education
Zero to Three
Family Place Libraries
Erikson Institute
Fred Rogers Center
American Academy of Pediatrics
WORKFORCE DEVELOPMENT
Allegheny Conference, “Inflection Point: Supply, Demand and
the Future of Work in the Pittsburgh Region (2016)
Corporation for National & Community Service
COMMUNITY AND ENVIRONMENTAL SCANNING:
Community Scanning:
Literate Cities
New York Times Mapping America
New York Times Mapping Poverty
Pew Reports - Environmental Scanning:
7 Things to Know About Offline Americans
The Internet of Things and What It Means For Librarians
Americans Feel Better Informed Thanks to the Internet
What Will Digital Life Look Like in 2025?
Younger Americans’ Library Habits and Expectations
Pennsylvania Early Learning Keys to Quality

KEY INDICATORS
1. The city as a whole is getting younger, but the overall
population is still shrinking. Pittsburgh as a city has flat
population growth in the past few years. The city as a whole
reported a net loss of 239 residents from 2015 to 2016. Efforts
by the region and the Mayor’s office to create a welcoming
environment for new residents and immigrants are creating
positive gains. American Community Survey data from 2015
shows growth in both the 25-29 (10.8%) and 30-34 (7.9%)
age groups, outpacing both regional and national benchmarks.
Likewise, over 4000 foreign-born moved to the region in 2015 –
the largest gain in 10 years. However, foreign-born residents of
Pittsburgh make up 8.2% of its total population, compared to a
level of 13.2% for the United States according to the 2011-2015
American Community Survey.
However, this modest influx of new residents and immigrants is
counteracted by a rapidly aging base population. The Pittsburgh
Metropolitan Service Area (which extends beyond Allegheny
County) is home to one of the country’s largest concentrations of
people age 65 and older – 18.7% of the overall 2015 population
according to Pittsburgh Today. This can present a number of
issues that warrant Library attention – from quality of life to job
training to geriatric health services.
2. Ethnic demographics are shifting – but not by much. The
Pittsburgh region still has a predominantly white population –
roughly 65% as of 2014. The region has seen significant gains
in Latino and Asian/Pacific Islander populations, with respective
gains of 57.4% and 45.5% from 2000 to 2010. With such a small
base population (2.7% Latino and 4.8% Asian/Pacific Islander
as of 2014), these gains only make minor changes in the overall
population.
The Urban Institute has projected demographic trends out to
2020 and beyond, estimating that with average birth, death
and migration rates, the greater Pittsburgh area will see a slight
(1.88%) overall population decrease between 2010 and 2020,
with an increase in Black (4.7%) and Hispanic (4.0%) residents
and similar trends continuing through 2030.
3. Wage disparity continues to grow. Since 1980, the gap
between the higher levels of wage earners and everyone else has
continued to expand. In that time, only the top quintile has seen
increases in earned income – 18.1% for the 90th percentile and
7.3% for the 80th percentile. (This compares to a national trend of
14.8% percent growth for the top 10%.)
It is also worth pointing out here how wage disparity between
white and nonwhite populations has been largely consistent
(~25%) since 1980. The same goes for wage disparity between
men and women, whose wages sit at roughly 67 cents on the
dollar, according to the 2011-2015 American Community Survey
and explored in Pittsburgh Today’s Spring 2017 report. In
both cases, this is largely due to a higher concentration of job
opportunities associated with lower-earning industries. As highearning
job opportunities are kept out of reach for women and
minority populations, this wage gap between the top quintile of
earning populations and everyone else is only likely to get worse.
4. Pittsburgh is facing an affordable housing challenge. There
remains an affordability gap of 17,241 units for households
earning up to 50% of the city’s median household income. The
lack of affordable housing for all feels even more urgent in the
face of highly publicized evictions and demolitions due to rapid
development in neighborhoods such as East Liberty. The challenge
of rising property values is juxtaposed against the equally daunting
challenge of older housing stock in need of repairs and investment
in some neighborhoods. While these challenges are seemingly
the result of opposite trends, combined, the result is fewer viable,
safe affordable housing units.
5. There is a strong mismatch between the skillsets in the
existing workforce and emerging employment fields. Research
by the Allegheny Conference projects a need for at least 34,000
new workers in the Pittsburgh region over the next 8 years. A
combination of retirements, changes in occupations, and industry
growth indicates that supply will outpace demand well into the
next decade.
This Inflection Point report dictates a need in “upskilling” for
the existing workforce to help individuals gain a better sense
of available and emerging opportunities in the employment
marketplace. As workers and associated employment
organizations develop a better sense of the growth employment
sectors (which includes healthcare management and support
along with STEM fields), the need for credentialing or
documentation of relevant skills becomes more apparent.
6. Racial disparities remain persistent, including in educational
spaces While there are diverse neighborhoods throughout
Pittsburgh, racial disparities remain a persistent issue, including
in our educational systems. For example, according to a
recent report on inequities affecting black girls, “black girls in
Pittsburgh Public Schools are three times as likely as white girls
to be suspended from school” and “are especially likely to be
disciplined for behaviors which are subjective, such as defiance
and disrespect.” Systemic challenges such as these will require
intentional, anti-racist approaches by the community.
7. There is a growing need for social services in the Pittsburgh
region that is placing demand on nontraditional community
organizations. According to the 2011-2015 American Community
Survey, 22.9% of City of Pittsburgh residents are below poverty
level. Top social service needs in Pittsburgh, based on 211 data,
include rental assistance, food pantries, and utility assistance.
Additionally, a 2014 study of income insecurity in the seven
county Pittsburgh metropolitan area found that “since the 2007
recession, service providers have seen the demand for their
services rise, and many have seen their financial resources fall”
and that “about two in five [health and human service charities]
operate on budgets of less than $250,000 annually.”
8. Technology creates growth opportunities in the region
while expanding disparities among individuals. As stated by
the Allegheny Conference, the Pittsburgh region’s base of IT,
engineering, education, and health sciences fields require a great
concentration of relevant technological skills. Combine this with
continued upward trends in freelance work in creative technology
sectors (as defined by the Pittsburgh Technology Council), and the
continued shift to job and educational needs moving online, the
growth of the city depends on a digitally literate populace.
While high-speed Internet access (measuring at least 10 Mbps
downstream and 1Mbps upstream) is available in all parts of the
city, FCC data shows disproportionately low broadband use in
several city neighborhoods. Census tracts in the Hill District and
Homewood show less than 400 high-speed Internet connections
per 1000 households, and less than 600 per 1000 in the West
End, Beechview, the Hilltop, and the North Side.
This speaks to the “three-legged stool” of Internet access.
Individuals need broadband access, the physical hardware to go
online, and the appropriate skills to perform desired tasks. If
one of these is missing, it leads to continued gaps in access and
opportunity in other fields such as education and employment.
Continued efforts to provide access and relevant skills training is
necessary for addressing these disparities.

2013-2017
STRATEGIC PLAN ACCOMPLISHMENTS
WITHIN THE LIBRARY WALLS
Carnegie Library of Pittsburgh will be an anchor in the community
and provide welcoming and meaningful experiences to all who
enter. We will offer services that integrate physical space, inperson
interaction and digital presence in order to achieve an
intuitive, user-centered experience.
The Library has worked with the community to ensure that all
of its renovated locations are ADA accessible, comfortable and
eco-friendly. Branch renovations and other capital improvements
to spaces, including children’s and teen areas, are designed
with a focus on patron needs and accommodate a wide range
of technology, programs and formats. With the addition of the
newly formed Office of Programs and Partnerships, the Library is
creating quality programming and mentoring opportunities across
the system for all ages and establishing partnerships throughout
the Pittsburgh region, reaching patrons where they live, work, shop
and belong. Because of stable funding the Library has invested in
more open hours so patrons can access their neighborhood library
in the evening, after school and on weekends.
Library materials are reflective of community interests and needs
and presented in a variety of formats, including eResources, to
provide greater access to materials. The Library’s new website
was redesigned and policies reexamined to provide the greatest
patron experience.
THE LIBRARY IN YOUR NEIGHBORHOOD,
COMMUNITY AND SCHOOL
Library services will engage and impact people where
they live, work, shop and belong. Opportunities for literacy and
learning will be woven into the fabric of everyday life in the
Pittsburgh region.
Library staff works with community partners to supplement
programming that support learning readiness, future focus,
educational attainment, career exploration and life skills
development. For the past several years, the Library has
experimented with a variety of different models of service (e.g.
pop-up libraries, Literacy Unlocked at the Allegheny County Jail,
neighborhood collections) to underserviced populations. to gain
a better understanding of community needs. In addition, we have
developed strong partnerships with community organizations and
other Allegheny County libraries to bring collaborative programs
and presentations, preservation of community history and
inclusive opportunities to all residents.
THE LIBRARY IN A CHANGING WORLD OF INFORMATION
The Library will stay abreast of the changing ways that
information is packaged and delivered and stories are
created and shared. The Library will be a recognized, trusted
and relevant resource, ensuring individuals have access to
what they need.
The Library’s Office of Digital Strategy was created to help
guide decisions about use and application of technology to
improve customer service and access to information. Six Patron
Experience Focus Areas (PEFAs) were established to better
prepare staff to address significant changes in the work of the
public library, particularly with regard to technology and how
people access information and content. With a focus on open
data and digitization, the Library is exploring metrics related to
our own internal data, the public’s engagement with information,
digital archives and new resources. Staff regularly use current and
emerging technologies in programming, such as storytimes, maker
spaces, virtual reality and 3D printing. The Library has invested in
materials such as online resources, which now make up 10% of
our circulation, providing patrons with 24/7 access to books,
music, magazines, databases and entertainment. An investment
in technology and maker spaces allow patrons to experiment with
STEM resources. Last year patrons logged 538,073 sessions on
the Library’s PCs alone, reinforcing the fact that everyone still
does not have access to computers at home.
LIBRARY FUNDING AND CONTRIBUTIONS
The Library will focus on attaining long-term fiscal health
by fully implementing the recommendations of the
Public-Private Task Force on Sustainable Funding. People
will find it easier to contribute to the Library in a way that
is meaningful for them and useful to the Library.
Thanks to public support, Carnegie Library of Pittsburgh is in a
good place. The voter initiative passing in 2011 is a key part of a
multi-pronged approach we have to ensure sustainable funding.
Private individual and corporate support is growing as more and
more people understand the Library’s impact on the community.
The Library has diversified funding streams, including an emphasis
on fundraising and increasing our endowment through the launch
of the Realize major gifts initiative. Our infrastructure and culture
supports gifts and contributions; staff, board and Friends roles
are articulated, understood and successfully practiced; and the
Library’s robust Volunteer Services office provides increased
opportunities for individuals, organizations and corporations to
share their time and talents.
MEASURING AND SHARING THE LIBRARY’S IMPACT
The Library will know the impact of its services on individuals
and the community and will be able to tell that story effectively.
Everyone in the region will be able to articulate how the Library
positively impacts their lives and their community.
To demonstrate the Library’s positive impact on individual and
civic life, staff are developing formal ways to collect patron
stories. These are shared through multiple channels, such as
social media platforms, internal staff acknowledgement and in
advertising. Better ways to collect stories and patron photos
have been created so all library staff are empowered to share
information. Surveys and studies on the patron experience are
beginning to develop on a regular basis to help inform staff on
thoughtful decision-making. With help from a grant, the Library
is identifying our data collection practices so that staff captures
relevant information needed to document library activities and
improve services. The creation of a data component for relevant
public programming—including workforce development and early
literacy initiatives—is helping staff better understand and report
on community issues. Ongoing relationships with partners, such
as the Regional Data Center, OpenPGH and the Department of
Human Services’ Data Warehouse links library data with the
Allegheny County Regional Data Portal.
STAFF AND ORGANIZATIONAL CULTURE
The Library will engage our customers and our community through
an internal culture of curiosity, thoughtful exploration and superior
service. Staff at all levels will recognize their mutual responsibility
for creating a positive customer experience and will demonstrate
confidence and pride in their work by performing their jobs with
excellence.
Thanks to an inclusive and open process, library staff are actively
engaged in planning and implementing actions of the Strategic
Plan. Multiple channels of internal and external communication
were researched, applied and are utilized so staff across all
levels of the organization are engaged in leadership and decisionmaking
roles. Task Forces are open to all staff who share their
experiences and expertise to achieve the Library’s strategic goals.
Staff recognition for their contributions is improving resulting in a
more positive workplace culture that fosters happier employees
and patrons.

INCLUSIVE &
EQUITABLE
INFORMATIVE &
EMPOWERING
INSTRUCTIVE &
ENLIGHTENING
COLLABORATIVE
& INNOVATIVE
WELCOMING
& VIBRANT
RESPONSIVE &
ADAPTABLE
carnegielibrary.org