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Embedded librariansSPL is deeply rooted in the community. We aim to connect our community witheducation, information and programming by creating synergy with mission-alignedorganizations. SPL’s partnerships focus on our three Strategic Directions: Educate ourcommunity, become the platform, and be the community’s partner. Our partners mayrange in size from small neighborhood groups to large school districts, but we believethey’re all equally important in making Spokane great. We focus on providing cuttingedge resources to help our partners reach their goals, which allows us to be an activecontributor to Spokane’s success. These relationships run deep to the point whereour partners consider the library essential to their future.Intersection with other branches Coordinates programming between branches. Shares staff strategically. Maintains appropriately balanced collections. Provides telephone support to customers centrally. Refers customers to staff with subject specialties. Creates opportunities for citizens to experience special collections.Intersection with other departments Acts as the first point of contact for customer issues and feedback on services. Provides feedback and recommendations for public-facing services. Brings efforts of support departments to customers. Communicates messages to the public. Provides library expertise to support departments. Assists with collection maintenance and promotion. Helps solve problems to ensure the success of new services. Drives adoption of emerging technology. Works with Collection Experience on hosting events featuring local talent.SPOKANE PUBLIC LIBRARY VISION 2025 8

PUBLIC SERVICES MILESTONESPHASE1 E stablish communityart spaces in allbranches. Build deeprelationship withSpokane PublicSchools2017–2020PHASE2 L aunch Lilac CityLocal wiki2021PHASE3 D elivery systemin place for librarybooks to students InformationAmbassadorsdelivering front linejob and tech help Aligning ourresources to betterreflect the needs ofSPS Mutually beneficialpartnerships withlocal universities Human-centeredsecurity officers Revamped Outreachstrategy Inland NorthwestSpecial Collectionsdigital collection2022–2025SPOKANE PUBLIC LIBRARY VISION 2025 9

Collection ExperienceThe professionals driving our Collection Experience Department connect ourcommunity with education, information and programming by curating a dynamiccollection that facilitates community growth. This department maintains a constantlyevolving collection that is driven by customer behavior, need, and demographics.At SPL, we are intentional about ensuring that collections seamlessly complementprogramming and services, allowing customers to embark upon deeper explorationof the ideas they encounter at the library. In addition to providing the best librarymaterials, SPL’s Collection Experience department acts as a platform for local talent.We build cooperative networks to help local talent to build an audience, stock theirworks, and host their events. Our platform feeds the community’s curiosity andprovides learning opportunities for all citizens.Intersection with other departments Curates the library’s collections. Leverages the library’s collections to support programming. Makes library resources findable. Supports inventory management. Provides library expertise to support departments. Solves problems and streamlines processes. Trains staff to perform collection maintenance activities. Architects customer and collection data. Acts as the decision maker for collection experience efforts. Investigates and implements collection experience technologies.SPOKANE PUBLIC LIBRARY VISION 2025 10

COLLECTION EXPERIENCE MILESTONESPHASE1 I dentifyreplacement ILS/LSP Rewrite CollectionDevelopmentPolicy Begin transitionfrom MARC tometadata Hire metadatalibrarianPHASE2PHASE3 B reak free of thevendor-client ILStrap by launchingFOLIO (Future OfLibraries Is Open) inFall 2021. C reate plan formarketplace displays B ooks on shelvesin Hillyard, LibertyPark, and ShadlePark. B ooks on shelves inCentral, Indian Trail,and South Hill. E stablishinfrastructure tofacilitate deepengagement withlocal creativetalent (library aspublisher). D evelop and launchsmart reportingfor collectionperformance. C ollections aretailored to fit eachbranch, as detailedin this document. C ollectionscoordinate withprogramming. H ybrid ANE PUBLIC LIBRARY VISION 2025 11

Performance Improvement and Change ManagementAs a learning organization, SPL takes continuous improvement seriously. Our staffremains ever-vigilant in dealing with processes and procedures, recognizing thatstaff time, effort, and energy are just as important to the organization as our funding.We are committed to bringing in a variety of tools from other disciplines andexperimenting with them to develop our best practices. We continue to build ourstaff’s willingness to ask why with the ever-present enthusiasm of a precocious threeyear-old and use it to consistently improve our work and build our organizationalconfidence and skill sets.Intersection with other departments Assists with goal setting. Provides project management services. Provides process improvement services Coordinates training on special projects.PERFORMANCE IMPROVEMENT MILESTONESPHASE1PHASE2 Reduce time itemsspend waiting tobe shelved at SouthHill. M ove collectionsinto Hillyard, LibertyPark, and Shadle. Develop initialprocesses andprocedures forthe new check inequipment Frontlinemanagers embraceexperimenting withlean tools S ystem-widebedbug inspectionprocess Improve daily WIGhuddle at South Hill2017–20202021PHASE3 M ove collectionsinto Central, IndianTrail, South Hill. I mprove processesand procedures forthe new MK check inequipment2022–2025SPOKANE PUBLIC LIBRARY VISION 2025 12

Human ResourcesHR works to build high-achieving, mission-aligned leaders in the organization. Theseindividuals are self-driven and are able to build capacity in the staff that reports tothem. In this fashion, every employee in the organization is actively being developedto deliver SPL’s mission more efficiently and effectively. HR is a resource that helpsleaders to develop critical thinking skills, communicate expectations, and measureefforts and impact.Through means both direct and indirect, HR supports the development of everyemployee. At SPL, every staff member has a performance plan that is updatedweekly. HR connects our internal SPL community with education, building pathwaysto help employees reach the next rung of their career. Through internal and externaleducational opportunities, staff members are able to continually achieve theirgreatest potential.Intersection with other departments Communicates messages to library staff. Develops staff to their greatest potential. Provides staffing resources.HUMAN RESOURCES MILESTONESPHASE1 C ontinuousLeadership Training F uture leaderidentification andtraining program 2 system-wide WIGsengaged annually E stablish positionfor OperationalExcellencePHASE2PHASE3 B ranches are logicallyand appropriatelystaffed. Incorporate continuousimprovement practicesinto daily operations Enhanced diversity ofpotential future staffand volunteers Annual staff trainingprogram. Active succession plan Staff satisfaction scoreof 1.70 in critical areas(specified in Studer/Buckingham) Annual staff retention 90% 2 department levelonly continuousimprovement projectscompleted annually A ctive recruitingpipeline – volunteersto Page to LC E stablish staff DEIcommittee National recognitionfor continuousimprovement outcomes Local recognition ofworkforce NE PUBLIC LIBRARY VISION 2025 13

Community TechnologyAt SPL, no one needs to be intimidated by technology. The library’s top-of-theline infrastructure is invisible. Our networks are fast and secure. The experience isseamless. Current and emerging technologies are made accessible through deepunderstanding of customer need and the contextual impact that technology has onour community.Staff education is key to guaranteeing the best customer experience. Our CommunityTechnology department keeps library staff up to date on emerging tech trendsand provides them with continuous learning opportunities to keep skills sharp. Westrive to meet customers where they are with knowledgeable, compassionate, andcompetent staff. We empower customers to learn, grow, and use technology as a toolto get where they want to go.When you’re surfing the bleeding edge of library technology, sometimes the tool youneed doesn’t yet exist. That’s why CT actively builds the library’s tools for tomorrow.Our team of developers and data experts actively create tools that help thecommunity reach its goals – whether those goals involve finding a book on the shelfor a data dashboard online. SPL’s technical innovations are of national significance inthe library field.Intersection with other departments Manages the library’s technology. Helps integrate technology into new library spaces. Helps to solve problems with and around technology. Provides elevated technical help to customers. Provides infrastructure and material support. Drives the adoption of emerging technology. Exposes information for data experts. Interprets ideas into reality with a deeper understanding of how technology works. Exposes the library’s resources on the web. Investigates and implements collection experience technologies. Exposes partner resources. C onducts needs analysis for resources shared by other organizations in thecommunity. Safeguards electronic information. Provides inventory management tools. Provides staff development opportunities. P rovides education to staff and customers, informally and through leading classes,programs, and workshops. Prepares and empowers staff to solve problems.SPOKANE PUBLIC LIBRARY VISION 2025 14

COMMUNITY TECHNOLOGY MILESTONESPHASE1 Hire datacoordinatorPHASE2PHASE3 U pgrade self-servicetechnology. Launch FOLIO Launch website Creation ofcomprehensivetechnology plan. Launch InformationAmbassadorinitiative. L aunch SpokaneOpen Data site R egular training onnew technology. L ibrary technologyis regularly updated.2017-202020212022-2025SPOKANE PUBLIC LIBRARY VISION 2025 15

AdministrationAdministration is a cross-functional team that supports staff in the realization ofthe library’s mission by connecting them with education and information. This teamworks to build an interdependent organizational culture, where all departments worktogether toward creating synergy around common goals. Administration providesleadership and direction and strives for a shared sense of identity and purpose thatpermeates all aspects of the library.Intersection with other departments Provides organizational vision and direction. Champions staff-led projects. Works with City of Spokane administration Eliminates barriers for the successful implementation of new ideas. Determines budgets and funding levels. Manages and communicates all grant opportunities. Compiles and reports statistics. Advocates for the library at local, state, and national levels. Communicates organizational messaging to staff. Maintains library policies and procedures.ADMINISTRATION MILESTONESPHASE1PHASE2PHASE3 Organizational WIGscorecard P repared staff for21st Century service Successful bondimplementation Transparency aroundpolicies/procedures Grant processtransparency Solutions Teamsprocess/guidance(establishguidelines) A ctive ContinuousImprovementprocess evident inall areas Get good atidentifying anddeveloping WIGS2017-2020 C ulture thatembraces failingforward (ESS),embrace taking riskto fulfill mission A ll formal goalsand activitiestransparently relatedto Mission.20212022-2025SPOKANE PUBLIC LIBRARY VISION 2025 16

LeadershipSPL’s Leadership team works to draw the connections between daily work andaudacious goals. This team sets performance expectations and provides staff with theinformation, training, and knowledge necessary to exceed those expectations. SPL’sleaders think of their people as people and are primarily focused on their employees’success, both as individuals and teams. They empower staff to think creatively, takerisks, and drive change. At SPL, leaders care about results and are accountable totheir teams.Intersection with other departments Reviews and updates Knowledge Base articles to keep staff informedLEADERSHIP MILESTONESPHASE1 C ontinuousdevelopment ofleadership skills(Results That Last,7 Habits, ServantLeadership, etc.)PHASE2 F uture Leaderstraining programPHASE3 Evidence ofactive continuousimprovementprojects G oals and projectsall track to achievingthe mission D eepunderstandingand embodimentof mission, vision,values A ctive participationin communityorganizations,boards, partnerships,and governmententities. Serves as first lineof communicationfor frontline staff B asicunderstandingof performanceindicators B asicunderstandingof 5SPOKANE PUBLIC LIBRARY VISION 2025 17

FacilitiesSPL’s Facilities Team creates beautiful, safe, and welcoming spaces for citizens tointeract and collaborate. Through innovative and fiscally minded problem solving,our crew makes dreams come true while saving money in the process. Facilitiescollaborates with other departments to understand their needs and deliver customsolutions. Facilities is willing to take risks and drive change, always looking to theneeds of tomorrow while quietly dealing with the needs of today.Intersection with other departments Maintains clean and welcoming environments.Installs infrastructure and hardware.Provides custom design solutions.Delivers innovative solutions to enhance spaces.Delivers materials to branches through messenger service.Solves problems for implementing new ideas.Works with vendors on procurement and installation.Provides expertise about library buildings.Provides project management services.Identifies projects to improve customer and staff experience.Builds design prototypes.Creates environments for outreach efforts.FACILITIES MILESTONESPHASE1 Single Pointof Serviceconfiguration. W orkforcedevelopment/jobtraining.PHASE2PHASE3 E nergy conservation. S upport for all bondconstruction relatedactivities Public programs Job training site Skill cross-training S tandardizationof work practicesacross branches Implementation ofservice request andtracking system Construction ofperformance spaceDowntown.2017-202020212022-2025SPOKANE PUBLIC LIBRARY VISION 2025 18

Business OfficeWith sound data analysis, a deep understanding of organizational goals, and ahealthy dose of creativity, the Business Office strives to eliminate the financialbarriers that stand in the way of SPL meeting its goals and assures that SPL usespublic funds responsibly. The Business Office understands where every dollar of thebudget goes, and, from that, can tell SPL’s outcome-based financial story. Everythingthis department does is about maximizing financial resources to deliver on theorganizational mission.Intersection with other departments Manages billing, invoices, payroll, and insurance.Provides budgetary recommendations and oversight.Provides creative financial problem solving.Ensures compliance with contracts and laws.Improves processes around finances.Architects and reports financial data.Provides data retention and inventory control standards.Assists with inventory management.Assists with grant management.Conducts financial forecasting based on financial trends.Projects the total cost of purchases and projects.Provides training on financial systems and procedures.SPOKANE PUBLIC LIBRARY VISION 2025 19

BUSINESS OFFICE MILESTONESPHASE1 R educes barriersto up-to-datebudget informationto support sounddecision making. I nstill organizationalmindset toaccomplish ourgoals with limitedfinancial resources. Accurately maintainBond invoicesfor retentionand capital assettracking records.PHASE2PHASE3 E nsure the newfinancial processesand updatedsystems establishedare effective. Gain anunderstanding ofbenefits achievedfrom new andimproved energyefficiencies installed. Assist Library staffwith training of newtransaction softwareand reports. Update proceduresand ensure accuracyof the City’s newlyimplemented assettracking system. Ensure thatall interlocalagreements arepublished on ourwebsite for thepublic in accordancewith RCW39.34.040. Establish accountsreceivablereconciliations forour balance sheetand invoice tracking. Track and ensure allfurniture purchasestie out for invoicingand original quotes. C ontinue to improverelations with Cityfinance personnel toensure up-to-datebudget expectationsare met andaccomplishedwith new budgetprocesses. L eadershipstaff has a clearunderstanding ofcurrent financialprocesses andprocedures. R evise proceduresto incorporate ourbranches goingcashless. A ssist withnecessarycomponents tobring the CentralBranch building upto the new energystandards passedby the WashingtonState Department ofCommerce. U pdate allt-barcodes on assetinventory to newRFID tags.2017-202020212022-2025SPOKANE PUBLIC LIBRARY VISION 2025 20

Marketing & CommunicationSPL’s Marketing & Communication team uses thoughtfully curated channels to tell thelibrary’s story in an engaging way. They ensure all communication- both internal andexternal- is timely, effective, and clear. They oversee all marketing, public relations,media relations, advertising, digital strategy, and internal communications for thelibrary.The Marketing team ensures the customer’s online and in-person experience isconsistent through a cohesive brand identity, thoughtful user experience and branchsignage, and consistency in staff communication. Today’s consumers have manychoices and Marketing aims to position the library as the first choice for Spokanecitizens seeking education, information, and programming using marketing strategiesfrom beyond the library-world.Intersection with other departments P romotes collections, resources, services, and events to the public through new andemerging channels. Effectively communicates library services to the community Ensures a top-notch online user experience Uses data and analytics to demonstrate marketing effectiveness. Identifies tools that will create a unified experience W orks with all departments to ensure internal and external communication needsare met Solicits and interprets customer feedback. Designs wayfinding and in-branch experience, including marketplace design E nsures all library information is up-to-date and accurate Controls the exposure of information Acts as the decision maker for the library’s communication channels Creates diverse and inclusive marketing materials. Identifies new and creative ways to share the brand message with the community Mediates and maintains all internal communication Provides staff training on media relations Provides talking points to all staff on potentially challenging topics and leads

SPOKANE PUBLIC LIBRARY VISION 2025 5 Programming Spokane Public Library's programming goes deep. Subject-specialists provide high-quality, innovative, entertaining, and in-depth programs, classes, and events in several specialized areas to increase understanding, capture the imagination, and showcase the community.