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Introduction & Plan Overview
The Connecticut State Library’s Division of Library Development (DLD) is facing new challenges to providing service to its primary clientele, the Connecticut library community.  As local libraries ponder the next wave of library service so must the state agency, which supports and enhances library development in the state.  Having recently completed a plan for the use of Library Service and Technology Act funds, DLD was poised to continue its planning, this time with a focus on how the Division could best assist the state’s library community.  With that it mind, DLD’s Director, Sharon Brettschneider, decided to engage the state’s library community and DLD staff in a conversation about the future of library development.  This process which began in August 1998 built upon earlier planning efforts that define the landscape of library services offered in Connecticut. 

There are no easy answers to the question of what libraries will be like in the near future.  At best, the library community can anticipate user demands, design services to meet those demands, and provide the customer focused service that is so important in today’s world.  The same holds true for the State Library’s Division of Library Development.  The DLD of today most likely will look entirely different 10 years from now.  What is most important today is building the capacity for the Division staff to be continuously in touch with its clientele, listening to their needs, and responding to those needs with an array of services that make sense in the library and information environment.  DLD can play a leadership role in helping the state’s libraries to respond to changing needs by fostering collaborative relationships and partnerships that will create the best possible library service for Connecticut residents.  This plan begins to define the future of library development in the state.  In the next few months the conversation that began in August 1998 will continue, the plan will be refined and action steps will be put in place. 

About This Plan
Library Development Solutions, a consulting firm based in Princeton Junction, NJ, facilitated the discussions leading to this plan.  The approach used included:

Discussions and Interviews with Division Staff
Library Development Solutions spoke with the State Librarian, the Division Director, and key DLD staff to identify issues affecting the delivery of DLD services and learn more about concerns that needed to be addressed during the planning process.

Conversations with Library Community
Eight focus group discussions with librarians, trustees, and friends, representing all types of libraries and all geographic areas of the state, were held between August and October 1998.

A Review of Previous Plans and Program Initiatives
Previous plans affecting Division programs and services were reviewed.

An Assessment of Existing DLD Library Programs and Services
An in-depth discussion with DLD staff about existing DLD programs and services to determine potential program adjustments and revisions to reflect changing needs.

A Planning Retreat
A 3½ day planning retreat with DLD staff that produced the recommendations included in this plan.

Accomplishments
We began by looking at DLD’s shared history and considering significant accomplishments in the library community since the 1970’s.  By doing this, the group gained a shared appreciation of events that resulted in the high quality library service available today in Connecticut’s libraries.  Among the most significant accomplishments are:
     Target 76 programs that resulted in ConnectiCar, ConnectiCard, Cooperating Library Service Units
     The development of automated circulation systems and regional networks like Bibliomation and Connect which made technology affordable for a large number of libraries
     The closing of the Connecticut Union Catalog and creation of the reQuest database to facilitate interlibrary loan and resource sharing
     Establishment of the Connecticut Library Network with its focus on providing electronic connections among the state’s libraries
     Consolidation of library groups under the auspices of the Advisory Council on Library Planning and Development (ACLPD)
     State grants to support automation in libraries as part of the Connlinet program
     Expanded accessibility to the Internet in libraries through Internet access grants
     Improved communication through the CONNTECH discussion list
     Adoption of minimum standards for principal public libraries
     Increased funding to support public library construction
     Funding to support the early reading success program

Lessons Learned

In looking at the past, the Division of Library Development’s Planning Committee also considered important lessons that can help guide its future.

The Division of Library Development and its parent organization, the Connecticut State Library, will never have enough money to meet all the library information needs of state residents.  To make the most effective use of resources, DLD must partner with other library organizations in the state and region to address common needs.

Librarians are less reliant on prescriptive consulting advice and more responsive to consultant assistance that facilitates problem solving.  DLD can best help its constituents by providing them with the skills and training needed to address local library challenges.  DLD is moving toward being more of an enabling agency providing funding, support, and assistance to help local librarians tailor programs to meet specific community needs.

Technology is increasing the library user’s ability to manage his/her own information future.  DLD needs to keep abreast of technological trends that will help users take advantage of new developments in the areas of interlibrary loan, document delivery, and access to databases.

Traditional organizational boundaries are changing.  Roles that had been assumed by DLD are now being taken on by other library organizations in the state.  By developing partnerships and recognizing the strengths that each organization brings to the organizational mix, DLD can help to create a library and information structure that makes sense in today’s rapidly changing environment.

Smaller, rural libraries still depend on DLD for basic library support including supplemental library material.  DLD needs to improve service to small libraries by narrowing the focus of its collections at the two service centers and by emphasizing training, children’s services, and non-traditional library materials and services.

Communication and the ability to receive continuous feedback from DLD clients are critical to the success of the DLD program. DLD can provide services that are unavailable at the regional or local level but needs a means to obtain information about what is needed.  More contact with the field, better marketing about the Division, and constituent support is essential for the future.

Division of Library Development and its Environment
The Planning Committee considered trends in society, education, technology and politics to determine how DLD can best position itself for the future.   A number of these trends are affecting libraries in dramatic ways, requiring that the library community rethink some of its basic approaches to service.

Library as a Community Center
While technology is making day-to-day life easier in a number of ways it is also creating physical isolation.   People are seeking out community gathering places where they can interact with other people.  Libraries are one of several public spaces that can meet this need.  At the same time, library customers expect information to be delivered electronically to them at their desktop.  Librarians need to deal with the challenge of creating physically attractive space and technologically advanced information delivery systems.

An Emphasis on Literacy
Our society values the development of print and technological literacy for all ages.   Educators, parents and child advocates now have a better understanding about the importance of early reading in creating healthy children.  Agencies serving youth are coming together in unprecedented partnerships to focus on issues related to early and family literacy.

Complex Information Environments
New technologies that allow information to be secured faster and more inexpensively are allowing people to bypass libraries.   The proliferation of online information services creates a perception that books in libraries are less useful than information obtained via the World Wide Web.  At the same time, vast amounts of information available on the Web is causing people to think more about using librarians and other information experts to help them locate needed information most efficiently. 

Technology is not Yet Universally Available
Despite the dramatic growth in the number of personal computers at the workplace and in homes, there is still a large segment of the population without access to computer technology.   Government has a responsibility to provide access to technology and libraries are logical places for have-nots to connect to it.

Increasing Demands for Service
Library customers expect instantaneous service and are often disappointed when they don’t get the information they need quickly and in the most convenient formats. Libraries need to have delivery structures in place to ensure quick delivery.

The Nature of Education is Changing
Today there are many alternatives to a traditional K-12 education.   Increased numbers of home schooled children, the development of charter schools, and more distance learning have placed a greater responsibility on local libraries to support basic education.

Blurring of Organizational Boundaries
Society is becoming less attentive to organizational boundaries and more comfortable with using a variety of resources to satisfy an informational, educational, or health need.   There is a greater emphasis on partnerships and collaborative ventures that pool organizational resources to address societal concerns.  Libraries will increasingly be called upon to form collaborative relationships with similar agencies.

High Growth Economy/Low Growth Budgets for Libraries
Despite a booming economy and demand for library services at an all time high, library budgets are not increasing to reflect the growth in the economy.   There is continued tax resistance at the local level and new questions about the value of libraries in an electronic age.  Increased costs for electronic information, the inability to attract full time staff because of low salaries, and ongoing staff shortages are placing increase pressure on libraries at a time when demand for service is at an all time high level.

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Creating Opportunities
What can the Division of Library Development do to address new trends and needs?   With the arrival of a new state librarian there is a chance to renew relationships and take on new leadership roles in partnership with other library organizations.  The focus groups provided much information that is reflected in this plan and reinforces the importance of touching base with DLD’s customers on a regular basis.  Partnerships with organizations outside the library world – youth service agencies, educators, health care providers and others who share mutual interests can help to reinforce the value of libraries in daily life and make librarians key players in addressing social issues.  Recent changes in the LSTA program and increases in federal funding for libraries offers the Division an opportunity to redefine its library grant program to support new initiatives and to meet library and information needs that are not now being addressed.  Finally, libraries have a new opportunity to play a key role in educational and other statewide policy initiatives that help children and their families.  Librarians can join with educators to develop better ways to integrate library resources into the school curriculum, reach families with information and early literacy programs, and evolve long lasting relationships that enhance children’s learning.

Listening to Our Users
The eight focus group sessions provided valuable information that form the basis for many of the recommendations included in this plan.   Librarians told us about the challenges they face in using technology effectively, in developing adequate staffing and facilities, and in delivering information most efficiently.  They spoke about the need for a coordinated effort among all Connecticut library organizations to improve the quality of services provided.  They reflected on the user’s perception of a boundary-free library environment while librarians still struggle with the disparity in local funding available to support their institutions.

The library community recognizes that they are operating in a world of change and they want assistance in navigating the change in a way that is least disruptive to their organizations and users.  They want a shared dream that describes 21st century library service in the state, a team approach to achieving the dream, and leadership from the State Library.  The relationships of the Connecticut Library Network, the Partnership of Connecticut Libraries, the Cooperating Library Service units, and the State Library need to be addressed openly and resolved quickly to allow the library community to focus on issues important to their survival.

They told us that DLD needs to be strong leader and an advocate for library issues at the local, state, and national levels.  They also want DLD to function as a connector that can facilitate collaborative relationships among all of the state’s library organizations to achieve a common vision.

The library community celebrated DLD strengths:   the professionalism of division staff, ConnectiCard, ConnectiCar, reQuest, the Connecticut Union List of Serials, statewide database licensing, and the depth of its public library information services.  They also identified new areas where the Division could focus resources: technology assistance, continuing education and training, and programs like ConnectiCard and ConnectiCar. 

A full report on the focus group outcomes is included as Appendix 1 of this plan.

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A Vision for Connecticut’s Libraries

What then should the vision be for the state’s libraries?  How can DLD promote a vision that will engage the library community and spark the interest of the state’s citizenry?  What do we want to say about libraries that is new and different, to help people to rethink their perception of the library and what it can do for them?  The vision is relatively simple . . .

All people in Connecticut will have access to vital, exciting libraries that are centers of community life

What this Vision Means

New Images
This vision will create a new image for libraries and how they contribute to the quality of life in Connecticut.   The public will see modern facilities, which carefully balance information technology with strong and diverse collections of books and non-print media.

Customer Focused Staff
Library users will encounter friendly, customer-focused staff that treat each person’s request with respect.   Library staff will be responsive to user needs and will be empowered to solve problems and make decisions.

Vital Exciting Buildings
Library buildings will be easily accessible and well designed with a layout that is functional, attractive, and flexible.   Libraries will have comfortable places to sit and work and incorporate the developmental needs of users in creating usable space.

Vital Exciting Services
Libraries will provide access to information in all formats, whether print, or electronic, and through connections to other agencies in the community and the world.   Programs will balance recreational activities such as author visits, story hours, and how to programs, with programs that address issues important to the community and to people’s lives.  Homework centers, literacy training, family literacy evenings, outreach to day care centers and senior centers, schools and business will be routine parts of the library’s operation.
User-Driven Technology
Library staff will ensure that library users have access to up-to-date information technology that is easy to use and readily accessible. The state’s libraries will be part of an interconnected network that allows users to search the combined holdings of all libraries in one step.

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A Vision for Connecticut’s Libraries

To achieve its vision, DLD will embrace the following mission:

The Division of Library Development provides leadership, funding, education, and statewide services that enhance a local library’s ability to deliver high quality library service to its community

Guiding Principles
     We believe that libraries are an essential part of a democratic society.
     We support every individual’s right to free uncensored access to information.
     We are willing to innovate and try new things.
     We believe that every library user should encounter friendly, knowledgeable staff that embraces change that will advance libraries.
     We believe that every person should be literate.
     We believe that Connecticut residents have a right to well-funded, accessible, clean, well-designed and well-maintained libraries.
     We believe that where someone lives should not determine the type of library service they receive.
     We respect local control and decision-making.
     We value and seek the opinions of the library community and our staff.
     We provide customer focused staff that are responsive to our customer’s needs.
     We believe in the public’s trust and use our public funds responsibly.
     We recognize that library services can be enhanced through collaborative efforts with others.

Division of Library Development Roles
DLD lacks the resources to fulfill all of the library community’s needs, and the priority roles that should be emphasized over the course of this plan were considered.  Potential roles for state library agencies are described in The Chief Officers of State Library Agencies and Association of Specialized and Cooperative Agencies document entitled, Functions and Roles of State Library Agencies.  In this document, the authors describe nine potential roles that state libraries can assume in meeting the needs of their constituents.  Potential roles were discussed in the focus groups session and again in the DLD Planning Committee meetings.  Roles considered included:

Advocate
Promotes the value of libraries and library services to the public and encourages state and federal legislation that would improve or enhance library services.

Advisor
Provides expert advice upon request to librarians on a broad range of topics including children and youth services, library technology, construction, and outreach services.

Provider
Provides direct services to libraries through interlibrary loan or by back up reference.  May provide direct service to the public or specialized services to individuals with physical or visual handicaps who are unable to use traditional library materials.

Data Collector/Evaluator
Collects, compiles and disseminates statistical and other data on libraries and library services.

Enforcer/Monitor
Monitors and enforces state statutory requirements related to library services and federal regulation related to the Library Services and Technology Act.

Leader
Promotes improved or enhanced library services by encouraging libraries to implement programs and methods that enable libraries to improve their efficiency and effectiveness.

Connector
Advances cooperation and linkages (electronic connections, program connections, and personal relationships) between and among different types of libraries.

Educator
Provides continuing education opportunities that allow librarians, other library staff, library trustees and library friends to carry out their respective roles more effectively.

Innovator
Uses state, federal and other fund source to demonstrate programs or services that result in improved or enhance library services.

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Priorities, Goals, and Objectives
The priorities, goals and objectives that follow are intended to guide library development activities in Connecticut over the next 5 years.   Each section includes a broadly stated goal describing the intended outcome, specific objectives that will assist in the attainment of the goal, and suggested strategies.  In addition, there are possible measures for each objective that can be used to obtain baseline data and measure progress.  These goals and objectives may be revised over the life of this plan in response to changing conditions or new realities.  These adjustments are encouraged and should be a part of the ongoing review of the plan.  The objectives under each goal are listed in chronological order.

Priority: Customer Focused Service

GOAL ONE:   All library users in Connecticut will encounter library staffs who are knowledgeable and customer focused.

The Issue:
Libraries of all types are facing increased demands from both long time users and from those who, because of technology and other new resources, are using libraries for the first time.   At the same time, libraries are dealing with increased competition from private sector companies who are offering “library-like” services.  For-profit information providers, online booksellers, and web-based information are all competing for time and attention of audiences who libraries. One of the most important determinants for creating repeat usage depends is the level of customer service and the customer’s perception that the quality of the service is better than they can get from any other provider.  Feedback from the focus group sessions indicated that learning how to provide improved customer service is important to libraries and that they are not able to provide it on a town-by-town basis.

Objectives:

1.1       Make it easier for librarians to identify and register for continuing education and training sessions. (September 1999)
Strategies:
     Work with the Cooperating Library Service Units, Southern Connecticut State University, other library consortia and other appropriate groups to create a statewide continuing education calendar.
     Publish a comprehensive schedule of continuing education opportunities for library staff on the Connecticut State Library web site.
     Create an on-line registration process.
     Explore ways to increase attendance at training sessions such as a pool of available substitute staff, or offering scholarships or stipends for training.
Measures:
     The number of visits to the Continuing Education web-site.
     The number of online registrations.
     Online surveys to assess user satisfaction with the site.

1.2 Create a shared vision to shape the delivery of 21st century public library service and develop core competencies for Connecticut’s public library professional staff. (January 2000 and ongoing)

Strategies:
     Convene a task force of library practitioners, DLD staff, and library school faculty to determine core competencies in areas such as customer service, children’s services, information services, information technology literacy, management and reader’s advisory services.
     Research core competencies developed by national groups such as the American Library Association.
     Develop measurements and baseline for core competencies to assess achievement.
     Disseminate information about the new approach to customer service to all of the state’s public libraries and hold a series of workshops to help library staff and boards understand how it will affect their libraries.
     Post the list of desired core competencies on the DLD web site.
     Review core competencies annually.
     Encourage the Connecticut Library Association and other professional groups to endorse the competencies.
     Work with area library schools (Southern Connecticut State University, the University of Rhode Island, and Simmons College) to ensure that core competencies are addressed in the library school curricula.
     Explore methods of having the Connecticut State Library certify achievement of core competencies.
Measures:
     Conduct surveys to obtain baseline data about library customer satisfaction.
     Develop one area of core competency each year.
     Measure the achievement of core competencies against the baseline

1.3 Plan, develop and coordinate training throughout the state to support the achievement of core competencies. (March 2000 and ongoing)

Strategies:
     Ensure that training is linked to core competencies.
     Identify a variety of ways to provide training: distance learning, mobile training labs, partnerships with schools, and more local on-site staff training.
     Develop a database that tracks training attendance.
     Consider the “effective reference” training program as a model to deliver core competency training.
     Provide opportunities for library staff to learn from each other by establishing a series of informal table talk sessions at the service centers.
     Promote and expand a library of training materials that relate to competencies.
     Identify web based training programs to assist librarians in meeting some of the core competencies and provide links to these programs from the Connecticut State Library web site.
Measures:
     Number of people attending workshops.
     Number of training sessions offered and variety of methods used.
     Use of the web-based training programs and feedback from students.
     Number of library staff using web-based resources.
     User satisfaction with the training received.

1.4       Develop sample job descriptions for public library staff based on performance objectives, including customer satisfaction, as core competencies are developed. (January 2001 and ongoing)

Strategies:
     Collect samples of existing job descriptions from public libraries throughout the state.
     Develop sample job descriptions.
     Conduct workshops for trustees and library directors to review the need for performance-based job descriptions.
Measures:
     Attendance at workshops.
     The number of libraries that adopt performance-based job descriptions for their staff.

1.5  Increase access to technology training for library staff in Connecticut. (September 2000)

Strategies:
     Develop options for providing additional computer training sites for librarians in Connecticut such as a mobile training lab, a computer lab at the Willimantic Library Service Center, or cooperative arrangements with other area providers.
     Implement most viable option.
Measures:
     Expansion of the capacity for technology training in Connecticut.
     Number of Connecticut library staff attending training sessions.

Priority: Universal Access to Library Service

GOAL TWO:   All Connecticut residents, regardless of their location, will have access to high quality library service 

The Issue:
The need for excellent library service is universal. Because public libraries in Connecticut are funded primarily from local property taxes, there is a high level of service inconsistency throughout the state.   Towns with a higher ability to pay and a stronger tax base tend to have well-funded libraries while those residing in less wealthy communities have lower standards of service.  While Connecticard has allowed residents to make choices about where they go for library service, it is not a substitute for local library service.  Many in the library community believe it is time to consider alternatives to the property tax to support public library services.

Objectives:

2.1             Identify and showcase vital and exciting public library buildings.  (Spring 2000 and annually)

Strategies:
     Create an awards program in collaboration with other organizations to recognize the best renovated or new public library facility.
     Plan a ceremony to honor the designers of outstanding library buildings.
     Conduct workshops with architects, trustees and librarians on elements of an outstanding public library building.
Measures:
     Number of awards given.
     Number of workshops given.

2.2  Identify and showcase models for vital and exciting library service. (December 2000 and on-going)

Strategies:
     Identify and promote models for excellent library service.
     Research and identify trends in service and communicate it to the field.
     Develop workshops focused on new service models.
     Offer assistance to libraries to plan and create new models of service.
     Initiate a recognition program to recognize libraries demonstrating high quality library service.
     Plan a ceremony to honor the outstanding libraries.
Measures:
     Models for providing high quality public library service are developed and shared with the library community.
     Library community and state library agrees on proposed models and agrees to develop test sites.

2.3      Investigate possible models for the creation of larger units of public library service and obtain state and federal funds to support them. (July 2001)
Strategies:
     Identify areas of the state that could benefit from larger units of service.
     Investigate ways to encourage larger units of service such as regional libraries.
     Develop legislation to permit towns to cooperate in offering public library service.
     Design an incentive grant program to reward communities that test new regional and cooperative models.
Measures:
     Legislation proposed to the General Assembly.
     Incentive funds made available to libraries.
    Number of regional libraries and larger units of service established.

Priority: Convenient Access to Library Resources

GOAL THREE:   All library users in Connecticut will have ready access to the library resources and information they need, when and where they need them.

The Issue:
This goal will ensure that all citizens have access to the information they need through the libraries they regularly use; supports the state’s efforts to retain and attract a highly skilled and educated workforce; fulfills the statutory mandate to plan and develop the Connecticut Library Network; allows citizens access to distance education locally through their library’s connection to the Connecticut Education Network; improves resource sharing among all libraries, and ultimately improves the quality of life for all citizens in Connecticut.

Objectives
3.1       Ensure that every Connecticut resident has access to a safe, handicapped accessible and well-designed public library facility with enough space to meet the current and future community needs (1999 and ongoing)

Strategies:
      Provide grants to create additional usable library space, such as new buildings, additions, and renovations in order to ensure that all library facilities have enough space to meet the current and future needs of the community as defined in their long-range plan.
     Provide grants for improvements in existing library facilities to make them ADA compliant, to correct building and fire code violations, and to implement energy conservation measures.
     Seek additional funding for the State Public Library Construction Grant Program.
      Offer consulting assistance and workshops to help public libraries with space and building needs.
Measures:
     The number of public libraries that are ADA accessible increases.
     The number of public libraries that meet their current and future space needs increases.
     The number of public libraries that have safe and efficient buildings increases.
     The number of workshop attendees.

3.2            Consider adding a statewide reference service as a component of the Connecticut Library Network (July 2002)

Strategies:
     Identify existing models and evaluate their effectiveness.
     Review and evaluate previous efforts to establish a statewide reference service.
     Address the requirements of an effective reference interview.
     Define system requirements, vendor capabilities and costs.
Measures:
     Study is and recommendations completed.

3.3  Create timely access to library materials and resources through a state-of-the-art interlibrary loan and delivery system. (June 2001)

Strategies:
     Increase frequency and improve dependability of the physical delivery of library materials to achieve daily delivery (on days the library is open, Monday through Friday) for public and academic libraries.
     Complete the ConnectiCar service evaluation and implement the approved recommendations.
     Expand the statewide interlibrary loan system to provide transparent connections to national and regional resource sharing opportunities.
     Explore and define new models of resource sharing (i.e. electronic, full-text document delivery, other emerging and developing resource sharing opportunities, administration and management enhancements and unmediated patron-initiated interlibrary loan).
     Provide education and practical learning opportunities for the Connecticut library community on interlibrary loan, resource sharing and related issues.
Measures:
     ConnectiCar service expands to provide every day (Monday through Friday) service to public and academic libraries on days they are open.
     A new statewide interlibrary loan system is installed.
     Number of libraries using the statewide interlibrary loan service.
     Other resource sharing initiatives developed and implemented.
     Number of libraries participating in new resource sharing initiatives.

3.4        Create access points to the electronic “Library of Connecticut”. (June 2001)

Strategies:
      Study the feasibility of installing library kiosks at a major mall, airport, railroad station, outside a library building and/or supermarket as a pilot project.
Measures:
     Number of kiosks installed.
     Increased awareness of library services and resources.

3.5             Complete the development of a statewide-integrated network with the capacity to provide electronic information to people at their libraries or in their homes, places of work, or schools. (June 2004)

Strategies:
      Expand the range of electronic information resources currently available through the CLN with emphasis on the addition of full-text databases.
     Increase library participation in the statewide library catalog to include all library holdings in the state.
     Explore the feasibility of replacing all or portions of the central union catalog with a distributed catalog.
     Seek funding to ensure dedicated access to CLN services in all library outlets.
      Explore broadband connectivity for voice, video, and data for all principal public libraries.
      Develop an authentication system for statewide resource sharing including interlibrary loan, commercial database access, and other emerging services.
      Develop and implement a marketing plan for CLN.
Measures:
      Number of databases offered (especially full text).
     Number of simultaneous users of CLN services.
     Number of libraries with holdings in reQuest.
     Number of records in reQuest.
     Number of libraries with dedicated access to CLN services.

3.6        Use the library service centers to create timely access to library materials that are not available through other resource sharing systems and that support the goals of the DLD Strategic Plan or the programmatic needs of libraries.  (June 2001)

Strategies:
      Identify library materials, which are most appropriate for centralized resource sharing.
     Develop and implement a Library Service Center collection development policy based on materials identified, analysis of circulation trends, and DLD goals.
     Improve access to service center collections.
Measures:
      Service Center collection development plan is written.
     Service Center acquisitions and budget allocations reflect the plan.
     Delivery and hours improve access to Service Center materials.
     Circulation of service center materials.

Priority: Early Literacy

GOAL FOUR:   Public libraries will be hubs of early literacy and early childhood information for children from birth to age 5.

The Issue: 
Research proves beyond a doubt that exposure to language and literacy during the early years of a child’s life is crucial for proper brain development, early fluent language development, and school achievement. *   Parents and caregivers need access to information and education opportunities that allow them to promote their children’s healthy development.  Public libraries offer programs and collections that encourage and model reading aloud with infants, toddlers, and preschoolers.  They are the local community access points for parenting, child health, development, and literacy information.

*Wade, Barrie; Moore, Maggie: An Early Start with Books:  “Literacy and Mathematical Evidence from a Longitudinal Study.”  Educational Review, Jun98, Vol. 50 Issue 2, p135, 11p, 9 graphs

*Durkin, Delores, Children Who Read Early.  Teachers College Press, 1966

*Clark, Margaret M. Young Fluent Readers.  Heinemann 1976

Objectives:

4.1             Design an initiative to help public libraries become community centers of early childhood and early literacy information. (July 2000)

Strategies:
      Analyze and reallocate existing DLD children’s resources (staff, space, collections).
     Request new resources if necessary.
     Develop service center collections and programs to support this goal.
     Survey all Connecticut public libraries to obtain base-line data on existing early childhood collections, programs, staffing, budgets, and continuing education needs.
     Plan continuing education specific to this goal.
     Identify programs that are “best practice” models.
     Assist and advise Connecticut Library Network in developing a database/web site including early literacy information, children’s issues, age appropriate materials, and community resources for parents and children.
     Develop a public relations program to support this initiative.
Measures:
      A written collection development policy for the service centers that supports this goal.
     Published survey results.
     A written public relations plan for the initiative.
     A written budget for the initiative.

4.2             Develop partnerships between DLD and other state-level education and child advocacy groups to support this initiative (January 2000 and ongoing)

Strategies:
      Identify potential partners and areas where DLD can work with them to accomplish common goals.
      Convene a meeting of organizations concerned with children’s literacy.  Share information about the DLD initiative and develop a written plan to accomplish common goals.
Measures:
      The number of organizations included in the written plan.
      The number of cooperative programs and services developed.

4.3             Strengthen local libraries in their role as early literacy/early childhood education hubs in their own communities. (January 2002)

Strategies:
      Provide education for library staff including:
      -Developmentally appropriate practice in services and programs for 0-5
      -Training and awareness of the CLN web site
      -Presenting “best practice” models from around the country
      -Developing early childhood/parenting collections
      -Reaching all young children in the community
     Seek funding for early literacy programs.
     Offer targeted grants for “best practice” model programs.
     Develop a clearinghouse for literature and research on early reading
     Promote and sponsor research in Connecticut on the impact of libraries on early reading success.
     Encourage local partnerships between public libraries and schools to implement this role.
     Offer consulting assistance to help public libraries in implementing this role.
     Offer collection and program support through the Service Centers.
     Assist with publicizing the role of libraries in early reading success.
Measures:
     Increase in library use by young children.
     Increase of early literacy programs offered in local libraries.
     Number of libraries that added qualified children’s librarians to their staff.
     Number of libraries that adopt this role as part of their long-range plan.
     Number of libraries requesting assistance in developing programs in this area.
     Number of workshops offered the number of staff that attend and the number of libraries that send staff.
     Number and dollar amounts of grants, which helped libraries, meet this goal.

Priority: Increasing Advocacy and Support

GOAL FIVE:   Connecticut libraries will have the funding resources necessary to support their continuous advancement

The Issue:
Libraries of all types need a significant investment of funding to assist them in making the transition to library and information centers for the 21st century.  Funding is needed for facility improvements, technology and technology upgrades, expanded collections, access to electronic information, and staff.   The Connecticut library community needs to raise awareness of the value of libraries and convince legislators, local decision-makers, and the general public that libraries are a worthwhile investment of public resources.

Objectives:

5.1        Raise public awareness of the value of library services in Connecticut.  (2001 and ongoing)

Strategies:
     Identify funding sources to support a comprehensive statewide approach to marketing library services.
     Hire a public relations firm to assist in the creation of a plan for a statewide campaign.
     Work with the Connecticut Library Association and other library groups to establish a library presence at conventions and statewide meetings.
     Establish partnerships with organizations that share the library’s mission and values.
     Work with media to promote libraries.
Measures:
     Development of a statewide marketing plan.
     Number of references to libraries in the print and electronic media.

5.2        Obtain an adequate level of support for Connecticut libraries, the Connecticut State Library, the Cooperating Library Service Units, and Connecticut Library Network. (Ongoing)

Strategies:
     Examine the current state funding programs.
     Explore the establishment of a new revenue source to support libraries.
     Explore options for augmenting property tax support for public libraries with another source of significant revenue.
      Encourage libraries to develop their own funding resources.
      Contract with a grants development person to develop other funding sources and consult on grantsmanship.
Measures:
       Increased funding for libraries.

5.3             Develop a library advocacy program to enable librarians, trustees, and Friends to become more effective advocates for library funding and programs 

Strategies:
      Work with the American Library Association “Library Advocacy Now” program to develop a similar program in Connecticut.
     Sponsor an annual workshop on advocacy skills.
Measures:
      Number of trustees, Friends, and librarians attending.

Priority: Creating a New Library Structure

GOAL SIX:   Connecticut’s residents will receive library service through an integrated statewide library structure that supports the effective delivery of library services

The Issue:
There are a limited number of resources available to accomplish the goals outlined in this plan.   To create a dynamic and customer-focused library program, all of the libraries in the state must cooperate to reduce duplication of effort and use available funds most effectively.  This level of cooperation has to be beyond “business as usual” and focus on new ways of providing service.

Objectives

6.1             Increase awareness and satisfaction of services provided by the Division of Library Development (December 1999 and on-going)

Strategies:
      Make DLD staff more accessible to the field by requiring each staff member to make at least 12 visits annually to public libraries.
     Measure customer satisfaction with DLD services through focus groups, surveys, and personal interviews.
     Allocate funds to support the public relations and marketing initiatives.
      Create a packet about DLD services for new directors and employees.
     Develop a DLD exhibit panel and an array of DLD public relations materials to be used at meetings and conventions of library and other related groups.
     Secure the services of a graphic artist to develop materials.
     Continue current information services such as the DLD web site and the state library newsletter.
     Investigate methods for improving the turnaround time between gathering public library statistics and their dissemination to the field.
      Analyze DLD services to determine how well they meet customer needs.
Measures:
      Survey the target audience before the awareness campaign and after the awareness campaign to determine their knowledge of DLD.
     Determine the number of hits on the DLD web site and assess user satisfaction with an on-line survey.
     Measure the number of conventions, statewide meetings where DLD exhibited or provided information about its services.
     Public library statistics published within six months of their collection.

6.2             Library organizations in Connecticut will understand their roles and how they contribute to the delivery of effective library service. (July 2000)

Strategies:
      Convene a working group of appropriate organizations to define roles and develop a memorandum of understanding.
     Devise methods to reduce the duplication and overlap between the DLD and the Cooperating Library Service Units and among the Cooperating Library Service Units.
     Negotiate agreements for the delivery of service with the Partnership of Connecticut Libraries and the Connecticut Library Network.
     Continue the partnership between the State Library and the Connecticut State University System.
     Continue the partnership between the State Library and the Friends of Connecticut Libraries and the Association of Connecticut Library Boards.
     Forge partnerships with the Connecticut Education Network and Connecticut Virtual Library initiatives.
Measures:
      Cooperating Library Service Units and DLD develop a collaborative relationship where each understands their role and works together to improve service.
     Partnership of Connecticut Libraries and the Connecticut Library Network agree on strategies to foster collaboration between the two organizations.

_________________________

Appendix:   Introduction

It is critical to the Connecticut State Library’s Division of Library Development (DLD)’s mission that it develop a service program that responds to the needs of current and potential clients.   Services currently provided by DLD are intended to address the needs of public librarians, and to a lesser extent, academic, and school and special librarians.  These services are designed to assist librarians to provide improved or enhanced service at the local level. In its leadership role, DLD develops statewide library initiatives that enhance access to library resources, foster collaboration among libraries of all types and sizes, and improve the quality of library service available to Connecticut's citizens. To determine what Connecticut’s libraries want and expect from the Division of Library Development in the future, a series of focus groups with primary users of DLD services as well as those who have a vested interest in the state’s overall approach to library development was held throughout the state.  Eight sessions were held between August and October 1998.  While librarians from all types of libraries were represented in the groups, public librarians represented the largest constituency. 

Questions discussed with each of the groups sparked discussions about the challenges they faced at the local level, encouraged the groups to think about problem solving approaches to address those challenges, and helped them to articulate a vision for the State Library’s Division of Library Development.  Participants identified priority roles for the Division and shared their opinions about the current array of DLD services.  The focus group facilitator posed the same questions to each group and listened for common concerns and trends as well as unique challenges that might affect only a small number of libraries.  Responses to the questions from all groups were combined when there was consensus on responses.  Issues unique to a particular group were noted.   Information from the groups was organized by theme:

1.            Challenges
2.            Meeting the Needs of the State’s Libraries
3          Priority Roles for Library Development (see p. 13)
4.            Division Strengths and Areas for Improvement

The DLD Planning Team will carefully consider the feedback received from the 70 focus group participants as they devise goals and strategic directions to guide the Division and the allocation of resources over the next few years.  Statewide and regional library groups should also use the data in this report as they address the state’s library and information needs, and develop partnerships and collective action to address those needs.

Challenges
Challenges identified by the groups fell into the following categories: technology, funding and advocacy, changing populations, personnel, and facilities.

Technology
Technology is posing the most significant challenge for public libraries, networks, and consortia members.   Library users are demanding more technology and more types of technology from their libraries and are more likely to prefer electronic information sources rather than print.  People ask more complex questions and expect answers more quickly.  They require more staff assistance using technology and believe that everything should be readily available to them on the Internet.  While technology is attracting a new group of users to libraries, many people who have not used libraries recently do not know how to use these new resources. People expect to find technology training classes at the public library, and most libraries find that the demand for training service far exceeds their capacity to provide it.

Budgets that are not growing quickly enough to keep pace with the demand for new technology or to replace outdated technology are frustrating library administrators.  Increasing portions of local library budgets are being diverted to electronic resources at the expense of traditional library materials. Library staffs find it difficult to keep pace with changing technology.  With more information available to the library user, the organization of information in the library has moved from relatively controlled access via the card catalog to the uncontrolled information serendipity represented by the World Wide Web. Librarians are being called upon to be teachers, information experts, and computer technicians while they operate libraries with less full-time staff, less downtime, and greater work intensity.  Many libraries are unable to absorb the cost of technology training for staff, cannot locate an affordable source for training, or are unable to free up enough staff time to send them out of the building.  Staff feels frustrated by their inability to make informed choices about the best hardware and software as the pace of technological development moves from a 12-18 month cycle to a 90-day cycle.

Many of the state’s consortia are dealing with the additional challenge of upgrading the aging technological infrastructure that supports a large part of the state’s online integrated library systems. Several of the large consortia need to replace their systems with faster, more user friendly, web-based systems that integrate a variety of information functions, but they find themselves without the capital needed to support this move.  Librarians are concerned that as users gain access to more sophisticated information technology in their homes or workplaces library use will fall off.

One additional challenge cited by the groups is the changing use patterns in public libraries.  Circulation is decreasing while in-library use, especially use of electronic resources, is skyrocketing.  There is a need to find a consistent method to measure the use of electronic resources, data that library planners must have to convince library funders that libraries will continue to be valuable to the community.

Funding and Advocacy
The increasing amount of information available on the Internet is creating new challenges to funding libraries.  Librarians believe that the basic tenets of community public library service are being questioned by local funding authorities as they question the need for continued funding for library service. Many funders believe that now because so much information is available on the Internet libraries are less necessary.  The library community must develop a common and consistent response to these questions and repackage library services in ways that make sense in an electronic information environment.  Local boards need assistance with planning and articulation of a vision for their libraries.  Library directors and middle managers need more training to understand the philosophical underpinnings of library service and how to manage change with a renewed commitment to service.

Many focus group participants believe there is an increasing gap between communities that have the ability to pay for excellent library service and those that do not.  Some question the wisdom of funding the state’s public libraries solely with local property tax.  They think that increasing state funding to support a larger portion of library service, or more regionalization of services, may make sense.  With the success of the Connecticard program, a public library user is likely to ignore town boundaries and see the state’s public libraries as a single system.  This user is frustrated when he/she encounters inconsistencies in services provided by public libraries that are the result of uneven library funding among towns.  Libraries are dealing with the challenges to providing consistent service across the state with funding based solely on local prerogatives.

Changing Populations
Connecticut’s population is becoming more diverse.   Many librarians are experiencing increasing demands for local libraries to become partners with other community organizations -- schools, health care agencies, day care agencies -- to address social problems.  Library users expect to find practical information to help them cope with day-to-day concerns such as raising children, heath care, and employment.  New populations expect to find diverse library collections that reflect the community’s cultural and ethnic groups.  Because both parents are working, many more children are in day care and cannot get to story hour programs at the library.  Libraries are responding by running programs at day care facilities but many do not have enough staff to allow off-site programming.  Many libraries are being called upon to provide curriculum related materials for school systems that have dismantled their school library programs or for parents who are home schooling their children.  There is more demand for these materials at the library from budgets already strained to keep up with needed print materials and computer hardware and software.  Participants expressed a great deal of frustration about their inability to balance increasing demands for more public service with the endless demands for technology in a slow or no growth budget environment.

Personnel
A full-employment economy is making it difficult to recruit and retain library employees.   Libraries need employees with new skills:  people who can handle routine computer troubleshooting, information literate individuals who are able to find their way in an electronic information environment, and people who are able to teach users how to use library resources.  Children’s librarians are also in short supply.  The increasing cost of benefits makes it difficult for many libraries to hire full-time employees.  Relying on part-time employees makes it harder to find skilled people and keep them long-term.  Library directors are finding they need to be more aware of legal issues on sexual harassment, the Americans with Disabilities Act, and discrimination against minority groups, and they feel ill equipped to deal with those issues.   All of this is going on in a work environment where library staffs are working harder than ever before.

This situation makes it difficult for the Cooperating Library Service Units and for consortia groups to attract library staff to meetings and to get them to participate in planning, programming, and decision-making.

Facilities
Limited and inflexible library space and aging buildings also pose challenges.   Many of the state’s older library buildings cannot accommodate new technology in ways that make it convenient and easy for use.  Inadequate wiring, cabling and floor space require creative solutions to providing access.  Library users who frequent attractive retail bookstores wonder why libraries can’t provide the same type of ambiance, including coffee bars.  Participants cited the challenges of providing adequate community meeting space, designated areas for group and quiet study, comfortable seating, and adequately wired buildings.  They fear that if libraries do not make these improvements library users will go elsewhere. 

Meeting the Needs of the State’s Libraries
Focus group participants were asked to think about specific ways that the Division of Library Development could help them meet local challenges and to consider their needs in a number of specific areas. Information collected the groups was organized into these categories:   leadership and advocacy, Resource Sharing and Access, technology, funding, marketing and public awareness, training and continuing education, cooperation and collaboration, standards and policies, direct services, and specialized expertise.

Leadership and Advocacy
Strong, consistent, and visionary leadership from the Division of Library Development is a need mentioned in all groups.   Participants want a statewide library vision based on consensus that will be embraced by the entire library community.  They want a long-range plan developed that works for libraries of all sizes. The vision and plan should answer the questions:  What library services do we want to deliver to people in Connecticut?  How do we do it?  And how do we do it together?

Library Development’s constituents want to build an infrastructure for a statewide library system that is based on trust. They want the State Library to be considered the umbrella agency for the state’s libraries.  They want it to provide vision and support for innovation and to be out in front of the rest of the library community.  They believe that the Division o f Library Development can coordinate the energy and enthusiasm of the library community and focus them on accomplishing common goals.  They describe leadership as the ability to listen and to promote good ideas regardless of source.   For Library Development’s constituents, leadership creates win/win situations where everyone is cooperating to achieve a common vision.

Participants described their view of Division of Library Development leadership in a variety of ways. The ability to recognize needs and move quickly to respond to them is an important part of the leadership role.  Group members want Library Development staff to have more contact with local librarians and to use that contact for intelligence gathering, for gaining greater understanding of local, regional, and state library issues, and for action planning.  Consistent, stable leadership is an important value, and many feel that too much time is wasted whenever there is a leadership transition at the State Library.  There are differing opinions on whether the Division of Library Development should assume the role of  “benevolent dictator” or focus more on coordinating planning and leadership.  Librarians who are feeling pressured for time and challenged by local demands want Library Development to develop a statewide plan that they can react to, while others feel strongly that the library community’s tradition of grass roots planning must be preserved.   While there was agreement that Library Development should take the lead, many believed that implementation is a shared responsibility among the State Library, CLSUs, and networks.

Closely tied to the issue of leadership is the State Library’s overall commitment to library development efforts.   Many participants feel that the library development function of the State Library has been diminished in recent years. Several groups said that splitting the State Library’s library function and library development function into two agencies might lead to greater emphasis and more funding for DLD. 

Advocacy is considered another important responsibility of the Division of Library Development. Making public library service mandated in each community by state law, lobbying on behalf of local libraries, and improving public and governmental awareness of libraries are seen as critical components of advocacy.  One specific suggestion was working for more media attention to libraries.  Another suggested that DLD work closely with Boards and municipal officials to help them understand the importance of libraries.  Participants want to see closer relationships among the State Library, state government, and the Legislature.  They believe that the State Library should have a seat on the Governor’s Cabinet.

Promoting change was the last component of leadership mentioned by participants.  Most participants want to see Library Development become a change agent and help to lead librarians into the 21st century.  DLD should help librarians make the transition from print-based institutions to information centers that use print, non-print, electronic information and other information resources to connect users to what they need to know.

One group asked that DLD think about new ways to organize Connecticut’s libraries. DLD might investigate a regional vs. a local approach to providing public library service, creation of county libraries or similar large units of service, or the development of library clusters that could cross-geographic boundaries.

Resource Sharing and Access
Connecticut was an early leader in library resource sharing and unrestricted access. Connecticard and Connecticar were pioneering programs that created the foundation for much of the resource sharing that takes place today among the state’s libraries.   The formation of the Cooperating Library Service Units and regional automation consortia with shared databases continue to demonstrate the library community's commitment to resource sharing.  The closing of the Connecticut Union Catalog and creation of a new database on the reQuest system also showed the commitment to sharing resources among all types of libraries. The question now is:  “What should happen next?”

Focus group participants think that there is a need to resolve the basic issues of resource sharing, and specifically that of standardization.   Although Connecticut’s residents can choose form a wide range of libraries, they are frequently frustrated by the lack of standardization of library procedures.  The amount charged for fines, the types of items that are available for loan, and the length of loan periods, are among the frustrating inconsistencies cited by users.  They want a transparent system that allows users to move freely from library to library barriers. 

Delivery was also discussed in each of the groups.   Many participants fear that with linked catalogs making it easier to locate materials in the state’s libraries and the ability to place electronic holds and user-activated interlibrary loans, the current delivery system will soon be inadequate to support the physical transfer of materials.  The need to enhance Connecticar was frequently mentioned.  Participants want five day per week delivery for all libraries, delivery schedules that are consistently met, and more flexibility in what the drivers are allowed to do.  Several groups thought that Connecticar delivery could be enhanced with the addition of an on-call commercial delivery service. 

The concept of negotiating statewide contracts to provide access to full-text databases is of great interest.  Using the collective buying power of the state’s libraries to negotiate lower pricing with vendors is seen as an important role for the State Library.  Participants indicated that users expect to find full-text information in their local libraries, but the cost of an individual site licenses is beyond the reach of many public libraries in the state.  Electronic access to full-text resources is seen as a way to enhance the capability of smaller libraries and reduce the resource inequities that property-based library funding has created.

While there was general agreement that the State’s interlibrary loan network and database access to library holdings are now far better than before, there appears to be much confusion about the overall vision and purpose of the Connecticut Library Network.  Many participants see CLN as the coordinating agency for reQuest, while others see it more as a point of access to full-text databases statewide.  CLN is seen as a public library network focused on the needs of smaller libraries.  Some are uncertain about the relationship between CLN and the Partnership of Connecticut Libraries, and many indicated that there was a need for greater coordination between the two networks and for state support to facilitate the consolidation of the three large systems to one statewide network.  Participants want a single statewide network with decentralized components that will allow libraries to tailor programs to meet local demands.  Building electronic networks to assist in information transfer among libraries is considered to be an extremely important part of future library development efforts, with a goal of total connectivity among all types of libraries.

Technology
The groups offered ideas to cope with the overwhelming need for more assistance with technology. Some think that the state should contract with technology experts - technology wizards - who could continuously evaluate technology trends and advise librarians on a library’s technology future. A statewide contract that would make specialized technical consulting assistance available to libraries at low or no cost, help with the selection of integrated online systems, and offer assistance in maintaining equipment would be extremely helpful.

Statewide support to build a technological infrastructure that will allow libraries to communicate freely with each other is important.  Suggestions include the establishment of universal Internet connections for all libraries, building a statewide telecommunications network, and continued support for that network.  Participants believe that if the state assumes responsibility in this area, local funds would be freed up and available for concentration on building library resources.

In addition to an endless supply of technology expertise, participants want the State to consider coordinating a statewide leasing program that would let libraries purchase or lease equipment at lower costs.  This leasing program should also include technical support and maintenance and a revolving fund to support equipment replacement.  Others see the Division of Library Development evaluating equipment and sharing that information with librarians.

Funding
The level of state and federal funding available to support Connecticut’s libraries is a concern.   Increasing the amount of state support that goes directly to public libraries would increase cooperation among libraries and the state.  One group agreed that “truly amazing” funding for libraries would have the state contributing at least 50% of a local library’s budget.

Bringing more federal dollars to the state and freeing Library Services and Technology Act funds from paying ongoing costs of statewide programs is also desirable. Federal funding is viewed as an important source of revenue to support innovation and increase access to library resources at the local level.

The reimbursement formula used for Connecticard should to be reviewed.  The current reimbursement is not sufficient to pay for the use made by non-residents in many libraries.  As circulation becomes a less important indicator of library use, a new formula will be needed that compensates libraries for non-resident use.  Flat grants to the most heavily used libraries, and designation and funding for an “area library” that would serve as a resource for libraries in the immediate geographic area are ideas to consider.  More money should be targeted to smaller libraries to expand hours, resources, and facilities, to make it less attractive for people to use libraries outside their town.

Marketing and Public Awareness
This section includes two aspects of marketing and awareness: a request for more coordinated, state level public awareness activities to promote the value and importance of libraries, and the need for more awareness about what the Division of Library Development can do for the library community.

A statewide campaign to improve the public’s awareness about the value of libraries is needed.  Focus group participants want the campaign to highlight the changing role of libraries, the importance of libraries in an electronic information environment, and to tell the library story in ways that make it meaningful to the general public.  Groups want the campaign to improve the image of librarians and help to position libraries as vital contributors to the quality of life in the state.

Each of the groups identified the services and areas of responsibility assigned to the Division of Library Development.  Many of the groups had a difficult time naming all of DLD’s responsibilities and admitted that they were not as well informed as they could be about what is available from the Division. More aggressive communication about the range of DLD assistance available to libraries would raise the Division’s profile around the state.   This includes using the State Library’s Web page as a marketing tool.  Groups suggested improving the page by including more sample policies, statistics, and more information about what DLD does.

Training and Continuing Education
The continuing education and training offered by Library Development is highly valued by the library community but more is needed.   Participants want the Division to devote more of its resources to supporting training in technology, information literacy skills, redefining libraries, and customer service.  Despite the state’s small size, it is becoming more difficult to send staff to training.  Training sessions should be repeated in several locations, particularly in the southeastern part of the state. There should be several technology training labs in the state with full-time staffs and a changing menu of technology application training.

With only one library school in Connecticut and a dwindling supply of librarians, participants want to support graduate library education.  They want the Division to work with Southern Connecticut State University to make it easier for people to get into library school, to provide opportunities for regional library education and distance learning. A partnership between the Division and SCSU would be useful in reshaping the library school curriculum to develop new competencies for graduates.

Cooperation and Collaboration
The Division of Library Development can play a strong role in forging partnerships that will further cooperative and collaborative efforts among the state’s libraries. The Division can take on more responsibility for creating alliances among library organizations, libraries and other organizations that serve similar clientele.

Ideas suggested for partnerships with non-library organizations included the creation of a formal linkage between school accreditation and the local public library through an alliance with the State Department of Education. In this partnership, the accreditation of schools would be tied to the quality of public library service in the school district.  Constituents want the Division to share information about successful collaborations between libraries and municipal agencies.  Stronger links with the Connecticut Conference of Municipalities are desirable, as is coordination with state agencies that can offer assistance to libraries in telecommunications and construction.  Participants want the Division to help librarians understand the value of outreach and of partnerships with community groups.

A common concern among the groups was the need to have a better understanding of existing library cooperative structures and how groups can work together to accomplish their shared vision.  Participants want clarification of the roles and functions of organizations like the DLD, the CLSUs, the automated consortia, and the Connecticut Library Network.  Some feel that there are too many organizations with overlapping responsibilities, and that the time has come to consolidate some of these organizations.  As the Division develops its plan for the future, they want a review of all existing structures, such as the CLSUs and service centers, and a close look at the funds that support CLN activities.

Participants believe that the Division is frequently prevented from moving quickly to address issues because of state bureaucracy and suggested that strong partnerships with agencies that are less constrained by rules and regulations could help accomplish the shared vision sooner.

Standards and Policies
Standardization of library polices is an important step that would reduce the barriers that limit library use and often leave users frustrated.   While automation has solved some of these problems, there are still many areas that need to be addressed.

Most of the groups spoke about the need for enforceable public library standards.  They think that the state should act when a library fails to meet those standards and that there should be specific legal sanctions the state could impose.  The model most frequently mentioned is the relationship between the State Department of Education and the local school districts.  Groups also spoke about the need for librarian certification and saw certification as an important step towards raising the competency level of librarians.

The Division’s library construction program is viewed as one of the more valuable Division services.  However, participants want to see building standards that include more guidance planning for new technology.

Direct Services
DLD has an important role to play in developing a structure that enables libraries to provide more effective service to their users. DLD could coordinate a network of libraries that would satisfy the library and information needs of state residents.   Envisioned for this structure are a variety of document delivery options:  e-mail, Connecticar, UPS, fax, a single statewide library card with adequate levels of support, state support for full-text databases, and 24 hour/7 day per week library service. This network should not be focused solely on information transfer.  It should also encourage people to read by offering reading discussion programs and incentives. The Division should work in collaboration with other library organizations in the state to make libraries a fun destination.

Specialized Expertise
There is a continuing role for the Division to provide specialized consulting assistance and expertise to libraries.   The Division can assist libraries with problem solving, provide librarians with the information they need to prepare defensible budget requests, help with collection assessment and development, assess space needs, advise on children’s and young adult services, and help librarians become better library advocates. Library staffs want access to experts who can analyze day-to-day library practices and help librarians determine if could operate more efficiently.  They want more guidance integrating technology into their buildings and assistance in choosing systems and applications. The Division can provide the consulting expertise that would help librarians become more effective problem solvers.

A key ingredient to encourage libraries to make greater use of consulting assistance available from the Division is personal relationships.  Constituents said they were unlikely to call upon a Division consultant unless they had a personal relationship with that person. DLD staff needs to be more visible in the field, with each DLD staff member assigned a part of the state where they are required to visit libraries at least twice a year.

Priority Roles for Library Development
Focus groups were asked to consider priority roles for the Division of Library Development. Roles were adapted from the Functions and Roles of State Library Agencies, published by the Association of Specialized and Cooperative Library Agencies Division of ALA and the Chief Officers of State Library Agencies.   In this document, the authors describe nine roles that State Library agencies can assume to meet the needs of their constituents:

Advocate
Promotes the importance of libraries and library services with the public and encourages state and federal legislation that would improve or enhance library services.
Advisor
Provides advice upon request to librarians on a broad range of topics including children and youth services, library technology, construction, and outreach services.
Provider
Provides direct services to libraries through interlibrary loan or by back up reference.   May also provide direct service to the public or specialized services to individuals with physical or visual handicaps who are unable to use traditional library materials.
Data Collector/Evaluator
Collects descriptive statistical information from libraries, compiles data, and reports back to libraries for their use in comparing their library to others in the state.
Enforcer/Monitor
Monitors and enforces state statutory requirements related to library services and federal regulation related to the Library Services and Technology Act.
Leader
Promotes improved or enhanced library services by encouraging libraries to implement programs and methods that enable libraries to improve their efficiency and effectiveness.
Connector
Advances cooperation and linkages (electronic connections, program connections, and personal relationships) between and among different types of libraries.
Educator
Provides continuing education opportunities that allow librarians, other library staff, library trustees, and library friends to carry out their respective roles more effectively.
Innovator
Uses state, federal, and other fund sources to demonstrate programs or services that improve or enhance library services.

The table below shows how each focus group ranked the nine roles.  The last column consolidates the rankings for all eight groups.

Role Rankings

* No votes received for this role

Table Key to Groups:
1:         Small public libraries, Rocky Hill
2.         Public Libraries, MLSC
3.         Public Libraries, Fairfield County
4.         Public Libraries, WLSC
5.         Public Libraries and Consortia
6.         Public Libraries, Hartford Area
7.         CLSUs
8.         Friends and Trustees

There was consensus among the groups that Advocate and Leader should be the primary roles for the Division. Leadership and advocacy from the State Library on behalf of the state’s libraries is important to the library community.  The Connector role placed third, an acknowledgement of the value that Connecticut’s librarians place on the state’s tradition of library cooperation.  By selecting this as a priority role, participants indicated the unique role the Division can play in ensuring that the entire library community mobilizes its resources to work together to achieve a common vision.

Division Strengths and Areas for Improvement
Each focus group was given a final task of considering Division’s strengths and areas that should be targeted for improvement.   Many of the strengths mentioned were also cited as areas that could be improved.  In general, participants were pleased with the services and programs provided by the Division, and spoke highly of the professionalism of the DLD staff.  Several of the basic building blocks of resource sharing efforts in Connecticut - Connecticar, Connecticard, the CLSUs, reQuest, the Connecticut Union List of Serials, public library statistics, and database licensing - were listed as major Division strengths.  In addition, the service centers, DLD’s consulting, and continuing education offerings were also viewed favorably by the groups.

Although pleased with these services, groups offered suggestions for improvements.  A lack of technology assistance is considered a significant gap in Division services.  Concerns about the Connecticar delivery service - infrequent delivery to some libraries, inconsistencies among personnel, a tendency to be rule oriented and an insufficient infrastructure to support increased delivery - were most often mentioned to need improvement. DLD should be more visible within the library community by providing a more proactive approach to consulting, increasing the consulting staff, or contracting with experts to provide specialized assistance on demand.

The quality of training and continuing education available from the Division is considered good but more is needed. More technical and managerial training is needed at more locations across the state. While the creation of the technology lab at the Middletown Library Service Center is considered a positive development, there is concern about that the funding required to provide the amount of training needed will not be available.

The Connecticut Library Network is one of the services most mentioned for improvement.  While the concept behind CLN is considered good, participants seemed to be somewhat confused about the scope of this program.  Some feel that CLN is in competition with the CLSUs and Partnership of Connecticut Libraries and not committed to finding solutions to mutual problems.  The slow progress in implementing network programs is also of a concern.  The inability of the State Library to negotiate a contract with a vendor to update the reQuest database is attributed to problems dealing with the state bureaucracy.

Participants think that DLD staff are responsive and approachable, but they are concerned about the dispersal of staff to several locations.  DLD is thought to be under-funded, attempting to fill too many diverse roles, and unfocused in its vision.  Focus groups want the Division to be more knowledgeable about its customers by maintaining regular communication with the field.

The DLD’s annual compilation of public library statistics is considered helpful to librarians to compare their library to other similar sized libraries.  However, there is some concern that the data is not easily comparable because libraries calculate their operating budgets in a variety of ways.  The lag between the time data is collected until it is published is considered unacceptable and makes the data less useful.

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