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- Literacy and Learning: Empower others to improve themselves, increase their knowledge, and realize their potential.
- Service: Commit to making the library user-friendly, courteous, and approachable; and measure all projects and plans in terms of service. Be engaged, informed, and provide excellent service to all.
- Respectful: Value all individuals, seek to understand, assume best intentions, and practice active listening.
- Trustworthy: Responsible, dependable, reliable, and credible. Speak and act with integrity. Strive for open, honest communication.
2017 – 2019 Strategic Plan
Goal #1: The library is an education center. It provides instruction, activities and resources for improving early literacy, digital literacy, adult basic literacy, and information literacy so that all residents can learn.
Objective: Deepen service quality for early literacy as measured through surveys, anecdotal stories and attendance. Attendance at story time and puppet shows will increase by 5% in 2017 and then maintain as a percent of the population under five.
- Update shared resources to include a comprehensive selection of story time kits and extenders constructed with early literacy best practices.
- Collect and document early literacy practices and share best practices with all staff engaging in story time and early literacy programming.
- Educate and promote “Parents as their child’s first teacher” through growth of the 1,000 Books Before Kindergarten program (10% growth), and development of open family reading times with book displays and complementary music.
- Story time will be offered at all locations at least weekly and several times at Central including evening, weekend and in Spanish.
Objectives: Attendance for Technology classes will increase by 5% each year, including intermediate and advanced users. Maintain a 4 out of 5 satisfactory rating. Collect anecdotal evidence from post-class surveys that ask if the patrons feel like they are learning useful skills from the classes. Post-class surveys should direct new classes.
- Annually evaluate digital literacy classes to ensure that the structure and topics meet the needs of our patrons.
- Classes will be offered at all locations to meet demand.
- Offer two new classes/programs each year to serve intermediate to advanced technology users.
- Review all 970West Studio classes to ensure consistency in outlining expectations, objectives and goals for attendees.
- Create new studio classes in response to patron requests.
Objectives: Information literacy instruction will happen daily, with fulfillment for 75% of the opportunities presented. Staff will share stories and results during department meetings.
- Staff will receive training at least once per year on ways to incorporate information literacy into patron interactions.
- All staff will incorporate instruction related to information literacy during patron interactions.
- Teach eight information literacy classes to school-aged students during 2017.
- Include information literacy instruction during first-grade visits and other tours.
Adult Basic Literacy
Objective: The Literacy Center will expand and refine its services to better meet the literacy needs of Mesa County.
- Increase active student population to 200 students and the student-teacher ratio from 1.5:1 to 3:1.
- Recruit students from populations that may not know of our program.
- Create more classes led by trained and/or experienced tutors.
- Equip tutors with classroom management skills through trainings.
- Create a pattern for annual baseline and progress testing of literacy levels.
- Progress-test at least 80% of the literacy students annually (July-June), with at least 60% making progress each year.
Objective: Patrons will have the resources and tools they need to succeed in their educational pursuits. Participation in reading and learning programs along with measured outcomes will increase. Awareness and use of the library’s educational resources will increase by 5% annually.
- Offer four online, self-directed reading programs including summer reading program and learning activities.
- Host seasonal SAT test preparation programs for teens.
- Kids’ clubs will include experiential learning opportunities.
- Local experts will share their knowledge at library workshops for all ages.
- STEM (Science, Technology, Engineering, and Math) will be incorporated at Clifton Branch Teen Time and other programs for children and teens throughout the Library District.
- Patrons will recognize the value of Universal Class, Learning Express, Lynda, EBCSO and other library resources in achieving their educational goals.
- In order to engage and involve our growing senior population, we will gather and utilize input from our Senior Advisory Board to develop classes and presentations that meet the lifelong learning needs of seniors.
Goal #2: The library is patron driven. It creates opportunities for individuals and the community to gain access to a variety of spaces, technology, resources and expertise with which to discover and create.
Objectives: Provide a safe, clean and welcoming environment for patrons and staff. Patrons are aware of and use library spaces. Study rooms and community rooms that can be reserved are used 70% of the time; Factory space is used by library patrons at least 10% of availability within the first six months.
- Replace the primary rooftop unit at the Central Library in 2017 with minimal impact to patrons and staff.
- Develop a long-term capital replacement plan.
- Review the long-term capital replacement plan at least every three years.
- Develop a list of security policies and procedures.
- Review security policies and procedures with the Facilities Manager, Security and the Director at least every three years.
- Purchase new furniture and fixtures for the new De Beque School/Branch Library.
- Greet 90% of all patrons.
- Promote Factory as a resource for networking and collaboration among entrepreneurs, small business owners, and creatives.
- Maintain a variety of spaces that meet the diverse needs of our community, including quiet study space, community gathering spaces, co-working space, creative studio space, teen gathering spaces and interactive learning spaces for families.
- Explore long-term building needs with specific focus on serving the Clifton area.
- The UX (user experience) team will routinely review library spaces to ensure that they are welcoming and user friendly.
Objective: Patrons are aware of and use the wide variety of technology offered by Mesa County Libraries. Increase studio use to 70% of available public time, and increase library device checkout by 20% in 2017 and 10% annually starting in 2018.
- Promote and host Minecraft and robotics programs for kids.
- Promote iPad, Chromebook and iMac use.
- Expand wireless access points as needed.
- Maintain and update ADA technology to meet community needs.
- Expand technology offerings that support individuals in their pursuit to discover and create.
- Create a brochure specific to the studio that outlines what it is and what can be done in the space.
- Create a short-form video about what can be done in the studio using patron testimonials as the main component.
- Start a spotlight series on local musicians that we live-stream to our social media platform.
- Develop classes targeting at teens so they can learn how to create digital music and video projects.
Objective: Provide a generous variety of materials in physical and electronic formats for reading, viewing and listening.
- Employ selection tools to ensure that collections are strategic and germane to user interests, and popular items are readily available.
- Monitor circulation with the expectation that checkouts of physical materials will remain flat with population and checkouts of digital materials will increase by 20%.
- Fulfill 60% of patron requests (suggest a purchase), either through the library’s acquisition of the item or obtainment through Interlibrary Loan.
- Monitor statistics with the expectation that the annual turnover rate will exceed 5.
- Assure that new items are available on publisher “street dates.”
- Use circulation data, patron requests and other available feedback to make thoughtful decisions regarding the annual materials budget.
- Review at least three digital resource subscription services a year for consideration. Promote the availability of nontraditional circulating items including State Park passes, power meters, telescopes and camera kits.
- Evaluate the possibility of adding nontraditional resources to our circulating collection that provide a good return on investment for the community. Possibilities include bicycles, museum passes and more telescopes.
- District’s management will continue to be methodical in budgeting and spending, with thoughtful consideration focused on both short-term and long-term planning.
- To ensure that items are available for patron use, most items will be shelved within two days and courier items will be processed within nine hours.
- For patrons unable to physically get to the library, we will select and deliver items directly to patrons.
Objective: The library preserves unique or vanishing aspects of Mesa County by capturing digital items of historical, cultural, or artistic significance; or that highlight the region’s geography and biodiversity. Creation and use of local collections will reflect similar cost per use as commercially generated content.
- Launch three new collections in our digital repository in 2017.
- Record at least one Veterans Remember interview per month.
- Edit at least six Veterans Remember interviews per year.
Objective: Provide excellent customer service to all patrons from knowledgeable, well-trained staff as measured by patron surveys, comments and increased visits.
- Assist patrons with browsing, finding and borrowing library materials.
- Develop and provide ongoing customer service training for library staff.
- Build relationships with our patrons by consistently greeting them.
- All staff will attend a minimum of five in-person trainings per year on a variety of eResources.
- All staff will complete self-guided, online instruction within a year of hire on the subjects of readers’ advisory, intellectual freedom, basic research and physical/virtual library resources.
- Staff will maintain and expand their expertise through continued internal instruction and professional development opportunities in their chosen area of library service.
- Hire technology-savvy individuals with strong customer service skills and commitment to learning.
- Hire for abilities and cultural fit.
- Help staff connect with each other to improve library culture.
- Help staff connect patrons with the staff member that can assist them best.
Goal #3: The library is a hub of civic engagement, fostering new relationships, celebrating cultural diversity and building partnerships that connect the community and individuals.
Objective: Host at least three major events that bring diverse groups and people together to share and connect, reaching audiences beyond everyday library users as measured by attendance and responses to day-of surveys.
- Comic Con
- Culture Fest
- Tech Expo
Objective: Total attendance at events and programs that connect people will increase by 5% each year. Each of these programs will be evaluated twice annually (except annual events) to ensure that we are reaching new audiences, meeting the needs of attendees and producing a good return on investment compared to similar programs. New partnerships and programs that support this goal in a meaningful way will be developed.
- Offer a total of five new programs/events a year that bring together individuals and community entities.
- Current programs that connect people will be maintained, including Armchair Traveler, Indie Lens Pop-Up, book groups, writing groups, Crafternoon, Poetry Night, Artist in Residence, coloring gatherings, teen gaming, film screenings, teen time and Kids’ Club.
- Add passive programming at three locations.
- Hold an annual Senior Care Day, consisting of a variety of senior-oriented organizations, aiming to cover multiple aspects of seniors’ lives, including medical, legal, educational and social information.
Objective: Develop and maintain community partnerships that further the mission of the library, reach broader audiences, maximize resources and strengthen our communities. Hold community conversations in Collbran, Palisade and De Beque by spring 2017.
- Be a presence at rural town meetings or gatherings at least once from each branch location per year.
- Maintain and strengthen current partnerships:
- Hispanic Affairs Project
- GJ City Parks and Recreation
- City of Fruita
- Town of Collbran
- De Beque School
- Rocky Mountain PBS
- Museum of the West
- School District 51 and Sunrise Rotary
- Many others
- The Mesa County Public Library Foundation will develop a long-term fund-raising plan to ensure the financial stability of ongoing programming, special projects and future capital campaigns.
Objective: Develop and execute a long-term plan addressing library communications in order to raise public awareness of events and services and build the library’s public image as a place to learn, discover, create, and connect.
- Create and maintain a positive and consistent public image for Mesa County Libraries that spans all relevant communication channels, including traditional and nontraditional media and physical and virtual spaces.
- Use print, video, audio, and other means of communication to: 1) distribute the library message; 2) promote library events and services, and 3) encourage learning, discovery, creativity, and connections by library patrons and the community.
- Create promotional and high-value content for dissemination in a variety of communication channels.
- Where possible and practical, measure the effectiveness of library communications in achieving desired results (e.g., event attendance, library card signups).
- Formalize and codify internal operations procedures and requirements regarding public communications.
- Create, distribute, and monitor standards and styles for all Mesa County Libraries communications.
- Respond to and fulfill all staff requests regarding library communications in a timely manner.
- Utilize community partnerships to extend the reach of the library’s message.
How is the Mesa County Public Library District funded?
The Library District relies heavily on property taxes to support operations. As a result, the general economy and changes in property values have major impacts on the District’s revenue streams.
The Library District receives most of its funding through a 3.00 mill levy that appears on individual property owners’ tax bills. This was approved by Mesa County voters in 1990. Additional revenue sources include Specific Ownership Taxes, fines on overdue materials, charges for services, interest income, reimbursement for lost library materials, and other miscellaneous items. The Mesa County Libraries Foundation contributes additional support through fundraising projects.
In 1997, the voters approved the Library District’s exemption from certain TABOR limitations.
Specific financial information is detailed in annual financial updates including the annual audits and annual reports found on our Board of Trustees/Reports page.
Who governs Mesa County Public Library District and how is it run?
A seven-member volunteer Board of Trustees is appointed by the Mesa County Board of Commissioners to establish library policy, including issues related to expansion.