Library Strategic Plan
Inspiring Innovation
PREPARED FOR
Corona Public Library
October, 2024
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19 INTRODUCTION
STRATEGIC PLANNING PROCESS
KEY CHALLENGES
GUIDING STATEMENT
STRATEGIC GOALS
Strong Collection and Services
Innovative Spaces
Community Gathering
Library Visibility
ACTION PLAN
APPENDIX I
CONTENTS
Introduction
The City of Corona is a vibrant and thriving community with an abundance of scenic trails, beautiful parks and the circular Grand Boulevard. The Corona Public Library supports the City’s robust economy, education and cultural services, helping make Corona an ideal place for both living and working.
Since 1906, the Corona Public Library has adapted to the changing needs of the community, serving as a vital cultural and educational resource. Today, the Library stands at the intersection of its legacy and future filled with adaptability and innovation. This strategic plan positions the Library to thrive in a fast-changing, increasingly digital world. The plan supports the Library’s unwavering commitment to lifelong learning, literacy, and life enrichment. It ensures Library leaders have the flexibility to adapt to new opportunities and charts a path to continued quality service.
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When the strategic planning process began in February 2024, the team set out to answer three key questions:
1. What will the City of Corona look like in the next five years? What community needs and wants are within the Library’s mission to provide?
Research focused on demographics, interests, and evolving needs. Surveys, focus groups, individual interviews, demographic research, and consumer segmentation analysis were conducted.
2. How can Library resources and services evolve to meet the identified community needs? Research focused on existing programs, collections, technology, and services to assess their alignment with the needs and wants of local residents.
3. What strategic goals should the Library pursue to address community needs effectively, and what are the actionable objectives associated with these goals? Analysis and synthesis of information and data resulted in a clear set of strategic goals and objectives.
INSPIRING INNOVATION is rooted in public input and data. The strategic plan was developed based on analysis of collection performance, Library use, customer and resident segmentation, and mapping. Additional data from national best practices, local demographics, growth projections, economic and social climate, facility use, and program engagement were also part of the analysis. Through a dedicated public engagement website, survey, focus groups, individual interviews, and direct staff participation, ideas and feedback were gathered from nearly 2,000 residents. Data sources include:
• Corona Public Library and City of Corona information and statistics • LibraryIQ collection data analytics
• LibraryIQ consumer and Library customer segmentation recommendations • Corona Public Library strategic planning website
• Survey
• “Big Idea” for the Library
• Geographic suggestions for Library services
• United States Census
• Institute of Museum and Library Services
Strategic Planning Process
The following key needs emerged from the research process:
1. A more robust collection of print and electronic materials.
2. Enhancements to make the Library building more open and welcoming.
3. Space for learning and innovation with expanded STEAM and maker offerings.
4. Library involvement in downtown revitalization.
5. Space for the community to gather and “hang out.”
6. Services that facilitate community getting to know one another.
7. Services to enhance Corona as a live/work community.
8. Greater public awareness of the Library and its services.
Key Challenges
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Guiding Statement
The Corona Public Library welcomes and supports all people in the enjoyment of reading and pursuit of lifelong learning.
Working together, we strive to provide access to information, ideas and knowledge through books, technology, programs, services and other resources. We believe in the freedom to read, to learn and to discover.
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The tables below provide detailed priorities, objectives, and timelines for achieving the Library’s organizational priorities.
Strategic Goals
Action Plan
Fiscal Year 25
Fiscal Year 26
Fiscal Year 27
Fiscal Year 28
Fiscal Year 29
Throughout the
Planning Period
Library Budget
City Organization
Partner Organizations
Dedicated Capital (Grants,
Friends, Etc.)
Library Only
City Organization
Community Organization
Health Organization
Schools/Higher Education
Local Business Community
TIMELINE KEY PARTNER FUNDING
STRONG COLLECTION AND SERVICES
The Corona Public Library will provide wide-ranging, high-quality collections and literacy resources that meet the needs of the community, ensuring equitable access to a wide range of materials and services.
LIBRARY VISIBILITY
The Corona Public Library will raise its visibility and public awareness by increasing newsletter, social media and outreach audience engagement by 25% during the planning period.
COMMUNITY GATHERING
The Corona Public Library will foster civic engagement, support lifelong learning and well-being for residents, and strengthen community bonds.
INNOVATIVE SPACES
The Corona Public Library will provide modern, welcoming spaces, equipment and services that spark creativity and innovation.
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The Corona Public Library will provide wide-ranging, high-quality collections and literacy resources that meet the needs of the community, ensuring equitable access to a wide range of materials and services.
TABLE 1: STRONG COLLECTION AND SERVICES
Objective Strategy Timeline Partner Funding
Improve
physical
collection
access and
selection
Increase physical collection size as
possible
Fiscal Year
25 Library Only
Dedicated
Capital
(Grants,
Friends, etc.)
Optimize print collection size by
collection code using data from
analytics platform
Fiscal Year
25 Library Only Library Budget
Optimize selection process using data
from analytics platform to reduce
purchase of titles that never circulate
and increase purchase of titles that are
likely to circulate
Fiscal Year
25 Library Only Library
Budget
Optimize shelf space by consolidating
smaller collection codes and expanding
high demand collection codes
Fiscal Year
25 Library Only LibraryBudget
Improve
electronic
collection
access and
ease of use
Adjust the existing collection budget
to align with demand for electronic
materials. Consider shifting some
funds to electronic materials budget to
support increased circulation
Fiscal Year
26 Library Only LibraryBudget
Provide electronic library card
registration via QR code at coffee shops,
health care facilities, laundromats, etc.
Encourage electronic collection use
Fiscal Year
26 Local Business
Community
Library
Budget
STRONG COLLECTION AND SERVICES
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Objective Strategy Timeline Partner Funding
Explore providing electronic library
cards
Fiscal Year
25 Library Only LibraryBudget
Access
materials
through larger
network
Explore joining consortia for access to
more materials
Fiscal Year
27 Library Only LibraryBudget
Implement
data-driven
collection
development
practices
Use analytics platform data to establish
and monitor performance indicators,
while maintaining appropriate attention
to the City’s diverse community and the
wide range of individuals and Corona
resident opinions, including:
• Customer engagement
• Collection code size balanced with
circulation
• Collection weeding
• Collection selection (minimizing
items that never circulate)
• Budget allocations for physical and
electronic materials
Fiscal Year
25 Library Only LibraryBudget
Help ensure
children enter
kindergarten
ready to read
Increase and enhance support and
services for childcare providers and
informal caregivers of young children
Fiscal Year
26 Library Only LibraryBudget
Leverage Beanstack tool to increase
participation in 1,000 Books Before
Kindergarten
Fiscal Year
27 Library Only
Dedicated
Capital
(Grants,
Friends, etc.)
Enhance variety of Early Literacy Kits for
checkout
Fiscal Year
28 Library Only
Dedicated
Capital
(Grants,
Friends, etc.)
Amplify
literacy
services
through
partnership
Enhance partnerships with community
educational organizations such as
museums, historic sites, parks. etc.
Fiscal Year
26 Community
Organization
Library
Budget
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Objective Strategy Timeline Partner Funding
Expand participation in school and
community educational events
Fiscal Year
28 Schools
Library
Budget,
Partner
Organizations
Enhance communication with teachers
and media specialists to promote use of
student and teacher cards
Fiscal Year
28 Schools LibraryBudget
Provide
literacy
opportunities
for families
Increase options for families to engage
in STEAM activities together (for
example after school initiatives such as a
STEAM area for elementary and middle
grade students)
Fiscal Year
26 Library Only
Library
Budget,
Partner
Organizations
Provide concurrent activities for
children and guardians. Make activities
complementary as possible to spark
family discussion, ensuring guardians are
on hand to monitor children as needed
Fiscal Year
29 Library Only LibraryBudget
Provide multigenerational programs or
events annually
Throughout
the
Planning
Period
Library Only Library
Budget
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The Corona Public Library will provide modern, welcoming spaces, equipment and services that spark creativity and innovation.
TABLE 2: INNOVATIVE SPACES
Objective Strategy Timeline Partner Funding
Survey and
collect user
data to better
understand
use of library
facility
Conduct a one-week facility usage
review. Count each visit and survey
visitors to determine the reason for
the visit (check out a book, attend a
program, use Wi-Fi, etc.)
Fiscal Year
25 Library Only LibraryBudget
Use data to determine average foot
traffic by hour/day and peak times of
Library use. Use this data to determine
best hours of operation and staffing
Fiscal Year
25 Library Only LibraryBudget
Map foot traffic data to digital
downloads and website visits during a
defined time period. Understanding of
in-person vs. virtual library use will help
ensure quality service to both in-person
and virtual patrons.
Fiscal Year
25 Library Only LibraryBudget
Align Library
operations
to encourage
placemaking
and community
Design space within the facility to be
used for innovation center
Fiscal Year
25 City
Organization
City
Organization
Leverage state legislature appropriation
to build, furnish and provide technology
for innovation center
Fiscal Year
26 City
Organization
City
Organization
Create STEAM spaces and
programming for coding, robotics,
etc. for elementary and middle grades
students
Fiscal Year
27 City
Organization
Dedicated
Capital
(Grants,
Friends, etc.)
INNOVATIVE SPACES
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Objective Strategy Timeline Partner Funding
Enhance visibility of makerspace and
consider moving to a more accessible
part of library
Fiscal Year
27 City
Organization
City
Organization
Provide
focused,
limited,
high-value
customerfacing
technology
Enhance makerspace technology
as funding allows, to include DIY,
recording/podcasting equipment, etc.
Fiscal Year
27 City
Organization
City
Organization,
Partner
Organizations
Bundle scanner, VHS converter and
other equipment to create a Memory
Lab where patrons can digitize print
photos, VHS tapes, 8mm home movies,
etc.
Fiscal Year
28 Library Only LibraryBudget
Provide Adobe Creative Suite or other
graphic design software for patron use
Fiscal Year
28 Library Only
Dedicated
Capital
(Grants,
Friends, etc.)
Provide meeting and coworking areas
(including Zoom- and Teams-ready
spaces), providing an open area for
conversations and collaboration
Fiscal Year
29 City
Organization
City
Organization
Provide appropriate smart tools such as
videoconferencing screens, adjustable
height desks, built in charging ports,
etc.,
Fiscal Year
29 City
Organiztion
City
Organization
Position the
Library as
a place for
technology
access and
support
Offer training to the public on creating
useful outputs like a budget, newsletter,
or sign rather than specific tools
like Excel or Powerpoint. Consider
integrating AI training
Fiscal Year
26 Community
Organization
Library
Budget,
Partner
Organizations
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Objective Strategy Timeline Partner Funding
Help close
the “techfluency” gap
for residents,
particularly
in emerging
technologies
Enhance offerings of consumer-facing
AI tools (ChatGPT, Bard, Sora) and
instruction in use
Fiscal Year
27 Library Only
Library
Budget,
Partner
Organizations
Plan and offer STEAM activities and
technology in the innovation center and
throughout the library
Fiscal Year
27 Schools/Higher EducationLibrary
Budget
Continue to offer at least one
information literacy program each year
for adults and children
Throughout
the planning periodLibrary Only Library
Budget
Ensure a
comprehensive
understanding
of customerfacing
technology
among Library
leaders and
staff
Offer all-staff trainings annually on
existing and potential costumer
facing technology (including artificial
intelligence) and its applications in
everyday life
Throughout
the planning period
Schools/Higher EducationLibrary
Budget
Research and
explore new,
tech-inspired
ideas
Create a process to empower all staff
to provide technology programs and
support
Fiscal Year
28 Library Only LibraryBudget
Continue to collaborate with and learn
from other libraries and organizations on
technology and applications
Throughout
the planning periodLibrary Only Library
Budget
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Objective Strategy Timeline Partner Funding
Provide
modern,
efficient library
facilities
Explore grants to foster sustainability
of buildings, including solar and other
energy-saving features
Fiscal Year
29 City
Organization
Dedicated Capital
(Grants,
Friends, etc.)
Transition desktop computers to laptops
and provide lounge-style seating for
laptop use
Fiscal Year
26 City
Organization
Dedicated
Capital
(Grants,
Friends, etc.)
Explore possibilities for high-quality
coffee cart/kiosk or food truck visits
to the library. Ensure visits are regular,
predictable, and well marketed
Fiscal Year
27 Local Business
Community
City
Organization
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COMMUNITY GATHERING
The Corona Public Library will foster civic engagement, support lifelong learning and well-being for residents, and strengthen community bonds.
TABLE 3: COMMUNITY GATHERING
Objective Strategy Timeline Partner Funding
Provide
programs that
align with
the City of
Corona’s vision
to be a safe,
vibrant, and
family-friendly
community.
Partner with community organizations
to host community wide events at the
library
Fiscal Year
26 Community
Organization
Library
Budget
Create a walking club that meets at the
library to walk together then access
library programs and materials
Fiscal Year
26 Community
Organization
Library
Budget
Host pop-up library services at large
community events. This could include
library card registration, bringing
physical books to check out, QR codes
to access the electronic collection, and
simple STEAM activities
Throughout
the
Planning
Period
City
Organization
Library
Budget
Make accessing
Library
services easy
for all City
residents
Use consumer segmentation data to
design and provide events that appeal
to specific segments of the population
Fiscal Year
25 Library Only LibraryBudget
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Objective Strategy Timeline Partner Funding
Explore less structured programs for
teens and adults. This could include
informal book discussions, gaming, etc.
Fiscal Year
26 Library Only LibraryBudget
Evaluate programming times to
accommodate customers’ schedules
Fiscal Year
28 Library Only LibraryBudget
Support life
skills and
healthy living
Continue to partner with the Recreation
Division and other agencies to offer
events each year such as yoga and
meditation
Throughout
the
Planning
Period
City
Organization
City
Organization
Provide life skills programs (financial
literacy, sewing and mending, etc.) or
affordable living classes (couponing, etc)
Fiscal Year
26 Community
Organization
Library
Budget
Elevate
Entrepreneurs
and Small
Business
Provide timely workshops and resources
(using AI or prospect databases) to
assist in growing small businesses
Throughout
the
Planning
Period
Local Business
Community
Library
Budget
Partner with local business incubators
or colleges to connect entrepreneurs
with office and meeting spaces during
innovation center development
Fiscal year
26 Local Business
Community
Library
Budget
Partner with technology programs at
local colleges and schools to create
internship programs with businesses
Fiscal Year
28 Schools/Higher EducationCity
Organization
Prepare and
Support our
Residents for
Jobs of the
Future
Offer workforce development and
business development events such as
career upskilling, resume review, and
interview coaching, business plans, etc.
Throughout
the planning period
Local Business
Community
Library
Budget
Foster and maintain relationships with
local business owners. Seek input
regularly about needs for Library
technology and services
Throughout
the
Planning
Period
Local Business
Community
Library
Budget
Continue to provide opportunities for
career readiness. Use Library resources
and partner with workforce readiness
organizations
Fiscal Year
25 Community
Organization
Library
Budget
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Objective Strategy Timeline Partner Funding
Continue to provide college and job
readiness programs for teens in topics
like job/college app assistance and
FAFSA preparation
Fiscal Year
26 Schools LibraryBudget
Partner with the community college
system and the school district
to leverage existing workforce
development programs
Throughout
the
Planning
Period
Schools/Higher EducationLibrary
Budget
Enhance
Communication
and Connection
Seek regular patron input regarding
accessibility of library technology,
buildings and outreach programs
Throughout
the
Planning
Period
Library Only Library
Budget
Continue staff training to enhance
the culture of excellent customer
service to make the library welcoming
to those invisible disabilities such as
PTSD, autism, sensory needs, etc., by
collaborating with KultureCity.
Throughout
the
Planning
Period
Library Only Library
Budget
Create an annual event that includes
and celebrates different cultures in the
Corona community
Fiscal Year
26 Community
Organization
Library
Budget
Explore options for more communityled programming in which residents offer programs at the Library with staff
guidance
Fiscal Year
27 Community
Organization
Library
Budget
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LIBRARY VISIBILITY
The Corona Public Library will raise its visibility and public awareness by increasing newsletter, social media and outreach audience engagement by 25% during the planning period.
TABLE 4 - LIBRARY VISIBILITY
Objective Strategy Timeline Partner Funding
Create awareness
of the value of
Library services
Calculate and communicate dollar value
of total quarterly print/electronic book
checkouts, literacy/other programs, and
technology access. Calculate totals and
communicate on website
Fiscal Year
25 Library Only LibraryBudget
Collect and post on website and social
media customer testimonials telling
the story of the library as an essential
community resource
Fiscal Year
28 Library Only LibraryBudget
Raise awareness of
the Library and its
services
Explore Every Door Direct Mail or
other marketing avenues to promote
specific library services to all residents in
selected zip codes, as funding allows
Fiscal Year
25 Library Only LibraryBudget
Explore postcard advertising to new
City of Corona residents to invite
engagement with the Library
Fiscal Year
25 Library Only LibraryBudget
Conduct one targeted marketing
campaign each year to each of the top
three customer segmentation cohorts
identified in data analytics platform to
engage new users
Throughout
the
Planning
Period
Library Only Library
Budget
Enhance use of school communication
channels (like Peachjar) to market library
services to students and families
Fiscal Year
26 Schools LibraryBudget
Promote outreach services through
consistent marketing activities
Fiscal Year
26 Library Only LibraryBudget
Create a simple slide presentation and
encourage library staff/representatives
to share at community events
Fiscal Year
29 Library Only LibraryBudget
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Objective Strategy Timeline Partner Funding
Conduct targeted, branded campaigns
for early literacy, reading challenges,
and services for seniors. Create one
campaign for each service each year
Throughout
the
Planning
Period
Library Only Library
Budget
Create and post four short videos each
year promoting specific programs/
services on Instagram or other social
platform
Throughout
the
Planning
Period
Library Only Library
Budget
Train staff on existing and potential
customer facing technology (including
artificial intelligence) and its applications
in everyday life
Throughout
the
Planning
Period
Library
Only
Library
Budget
Create a broader email database by
collecting email addresses at library
programs, parks and rec and other
community events
Throughout
the
Planning
Period
City
Organization
Library
Budget
Increase
circulation
for electronic
collection
Strongly market electronic collection.
Stress value and convenience in
messaging
Throughout
the
Planning
Period
Library Only Library
Budget
Emphasize
sustainability
Educate residents about responsible
environmental practices through library
programs
Throughout
the
Planning
Period
Community
Organization
Library
Budget
Provide programs in a variety of spaces
throughout the city (parks and recreation
spaces, etc.) to increase convenience,
shorten travel distance, and reach a
larger audience
Throughout
the
Planning
Period
Community
Organization
Library
Budget
Enhance resources for home gardening,
including a seed library and three
programs on organic gardening,
composting, etc. each year
Throughout
the
Planning
Period
Community
Organization
Library
Budget
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Public Input
APPENDIX
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PUBLIC AND STAKEHOLDER INPUT
▪ FOCUS GROUPS▪ SURVEY▪ INTERVIEWS
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PUBLIC INPUT SURVEY TAKEAWAYS:
1,720 respondents. Most are ages 30-39 and 60+. Many 40-49. 69% speak only English. The rest speak mostly Spanish.81% of respondents are library cardholders. 16% are not but believe the library is important to the community. 64% have used the Library in the past 12 months. Of those, 90% visited in person, 34% visited online, 25% used eContent only and 8% Instruction in tech like AI or VR, STEM activities and large events like author visits. engaged with outreach.
These are the top 3 areas of requested Library
Internet access at home, inconvenient hours and lack of knowledge what the Library offersfocus : These are the top 3 reasons
More attractive spaces for leisure time, Cultural opportunities like music programs and large events like author talks. respondents don’t use the Library.
These are
46% of respondents feel very welcome at the Library.the top 3 items that would spark more use of the Library. :25% feel somewhat welcome. Only 5% feel somewhat unwelcome and 5% feel 87% of respondents said knowing more about the Library would spark more use. very unwelcome.
Keep in mind most respondents are Library cardholders.
Email from the Library, website and Instagram.: These are the top 3 channels from which respondents get information about the Library.
Customer service and convenience of getting materials rank well for respondent satisfaction. Spaces to socialize, selection and availability of materials ranks less well.
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Materials and Resources
PUBLIC INPUT SURVEY RESPONSES:
● More books and current titles: Many respondents emphasized the need for a larger and more diverse collection of books, including newer titles and more genres.
● eBooks and audiobooks: There is a strong demand for increased access to digital books, including eBooks and audiobooks, with mentions of specific platforms like Libby.
● Specific genres and diverse books: Requests included more children's books, Spanish language books, non-sexualized books for junior high, and diverse book collections.
Programs and Events
● Children’s activities: High demand for more events and programs for children, including storytimes, after-school programs, weekend activities, and activities for toddlers and early readers.
● Educational programs: Requests for educational activities such as coding workshops, financial planning classes, genealogy assistance, adult literacy programs, and ESL classes.
● Toy-lending program: Inspired by other libraries, some respondents suggested a toy-lending program.● Creative and fun activities: Ideas like board game nights, trivia nights, social activities for adults, ghost hunting, and other unique programs were mentioned.
Technology and Digital Services
● Tech resources: Suggestions included adding video games for borrowing, online databases like LinkedIn Learning, and a library of things (tools and equipment for loan).● Help with digital services: There were several requests for instruction on how to use digital resources, including downloading eBooks and audiobooks.● Subscription services: Requests for services like "AllData" for automotive repair and similar databases.
See Appendix A
for all
responses. years: rank the top 3 things the Library should focus on during the next three In addition to books, programs, events, and assistance from staff, please LibraryIQ | Corona Public Library 23
Facilities and Amenities
● Study spaces: Need for more study rooms, quiet spaces, and areas for students without home internet access to do homework
● Comfort and safety: Requests for better lighting, new furniture, improved air filtration, and overall safer environments, particularly concerning the presence of homeless individuals around the Library ● Coffee shops and cafés: Many respondents suggested adding a coffee shop or café to provide refreshments and create a more inviting atmosphere
● Cleanliness and environment: Suggestions for improving the library's environment through renovation, including better lighting, new furniture, and improved cleanliness
Community Engagement
● Partnerships and outreach: Interest in forming partnerships with local schools and clubs, providing outreach to low-income families, and enhancing community engagement through various services ● Inclusivity and support: Calls for sensory-friendly spaces, programs for people with disabilities, and inclusive events that celebrate diversity and culture
● Community and cultural events: Interest in events celebrating diversity, cultural heritage events, and community gatherings like family events and support groups
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years:rank the top 3 things the Library should focus on during the next three In addition to books, programs, events and assistance from staff, please PUBLIC INPUT SURVEY RESPONSES: See Appendix A
for all
responses.
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Hours and Engagement:
● Weekend Hours: Many respondents requested earlier opening times on Saturdays and extended hours on weekends. There is also a desire for the Library to be open on Sundays ● Convenience: Program and event times often do not align with the schedules of working adults or parents● Lack of Awareness: Some respondents were unaware of the programs and services offered by the Library.
Better communication and marketing were suggested
● Community Presence: Calls for the Library to engage more with the community through outreach and diverse programming
Library Resources and Programs:
● Book and eBook Selection: Multiple comments about the limited selection of both physical books and eBooks, with some patrons preferring to use other library systems ● Technology and Modernization: The need for more modern resources, such as makerspaces, and improved digital services (like better eBook options) was noted ● Diversity of Programs: A need for more programs catering to different age groups, particularly older adults and teens, was mentioned. Also requests for more weekend and evening programs ● Children’s Activities: Timing of children’s activities often clashes with school hours or parent schedules.
More weekend activities for kids were requested
See Appendix B
for all
responses. building or website?
Do any of the factors listed below keep you from visiting the Library PUBLIC INPUT SURVEY RESPONSES:
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Ambience and Facilities:
● Comfort and Amenities: Requests for a more comfortable and inviting space, with suggestions for amenities like a coffee shop, better seating, and improved lighting - Library feels dark and uninviting ● Noise Levels: Concerns about noise levels affecting the Library experience were mentioned● Availability and Safety: Parking was a common issue, with complaints about limited spaces, especially for handicapped parking, and general safety concerns in the parking area. ● Aesthetic Appeal and Cleanliness: Respondents felt the Library looks outdated and uninviting compared to bathrooms and building’s exteriorneighboring city libraries. Issues also arose with hygiene and cleanliness, particularly concerning the ● General Safety: Concerns about personal safety, especially with young children, regarding the local and drug usehomeless population inside and outside the Library. This includes issues with aggressive behavior, loitering, See Appendix B
for all
responses. building or website?
Do any of the factors listed below keep you from visiting the Library PUBLIC INPUT SURVEY RESPONSES:
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Community Engagement and ActivitiesLIBRARY?: WHAT IS YOUR BIG IDEA FOR THE ● Advertising and Communication: Critiques surround insufficient advertising for events and services. Suggestions include using modern platforms like Instagram for better community outreach ● Book Clubs: Interest in diverse book clubs, including specialized ones like cookbook clubs and mystery book discussions● Family and Social Events: Suggestions for family nights, open mic poetry sessions, music classes, bingo nights, and coffee carts for socializing
● Volunteer Opportunities: Offers for tutoring, especially in subjects like math, and for helping kids with reading ● Staff Training: Feedback on the need for staff to be more friendly and courteous, particularly at the check-in/check-out counters
Expansion of Library Offerings
● Service Robots: Interest in using service robots to enhance library services and attract younger generations ● Library of Things: Suggestions to expand the "library of things" to include camping gear and other non-traditional items● Seed Library and Plant Trades: Proposals for a seed library and hosting plant trade events for community gardeners● Art and Life Skills Classes: Requests for art classes, especially those featuring famous artists, and practical life skills classes
● Senior Programs and Accessibility: Suggestions include creating sections for seniors with handicap assistance, offering job search resources, and organizing senior-specific activities to foster community and reduce isolation See Appendix C
for all responses.
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Collection DevelopmentLIBRARY?: WHAT IS YOUR BIG IDEA FOR THE ● National Newspapers and Important Books: Requests to subscribe to major national newspapers and include important books borrowed through programs like ZipBooks in the Library's permanent collection ● Local Authors: Interest in featuring works by local authors and books relevant to the community’s history and culture● Access to Libby and Overdrive: Requests for better access to eBooks and audiobooks through platforms like Libby Facility Improvements
● Seating and Play Structures: Calls for more comfortable seating and interactive play structures for children● Security and Safety: Concerns about safety due to the presence of homeless individuals and suggestions for adding security to ensure a safe environment
● Accessibility: Requests for more accessible hours and facilities, such as private office spaces and rooms for meetings ● Heritage Room Improvements: Suggestions for enhancing the heritage room with more information on local historic homes
● Need for Quiet and Dedicated Study Areas: Many respondents indicated a lack of quiet spaces at home and suggested providing dedicated study areas in the Library
● Gaming Rooms: Interest in creating gaming rooms for young people ● Traffic and Infrastructure: Concerns about the broader city infrastructure, specifically traffic issues, and how they impact access to the Library
See Appendix C
for all responses.
LibraryIQ | Corona Public Library 28
66 |
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FOCUS GROUPS: COMMUNITY & SPACES
○
Meeting and Activity Spaces:
More programming space is needed, particularly for seniors ○
workforce developmentThe Library could serve as a hub for entrepreneurial workshops and ●
○
Accessibility and Transportation:
Parking difficulties during peak times, like storytime, are a concern ○
Dial-A-Ride, and the Corona Cruiser for seniorsSuggestions for transportation solutions include a trolley, shuttle, ●
○
Integration with Downtown:
families and supporting local businessesThe Library could play a key role in downtown redevelopment, attracting ○
appeal and accessibilityIntegrating Library programs into the downtown area could enhance its LibraryIQ | Corona Public Library 29
67 |
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INNOVATION FOCUS GROUPS: TECHNOLOGY &
Technological Resources:
○
digital toolsInterest in advanced resources like 3D printers, makerspaces, and ○ Need for technology workshops and classes for children and seniors○ comfortable seatingand multifunctional, similar to bookstores with cafés and Need for online databases and making library spaces more inviting ●
library servicesEncouragement to embrace innovation and stay current with trends in LibraryIQ | Corona Public Library 30
68 |
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MARKETINGFOCUS GROUPS:
services and resourcesto raise awareness of Library Improve marketing strategies ●
Spanish-speaking communitiestargeting specific groups like community outreach, and signage, social media, Suggestions include more LibraryIQ | Corona Public Library 31
69 |
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PROGRAMSFOCUS GROUPS: COLLECTION &
○
Robust Collection:
current titlesImportance of maintaining a robust collection of books and acquiring ○
concernBalancing physical books with space for community activities is a ●
○
Inclusive and Diverse Programming:
seniors, children, people with disabilities, and non-English speakersMake programs accessible and inclusive for all demographics, including ○
engagement, and interest groups like gaming or book clubsinterests, including after-school programs, senior activities, teen Calls for diverse programming catering to various age groups and LibraryIQ | Corona Public Library 32
70 |
PARTNERSHIPSFOCUS GROUPS: OUTREACH &
● Community Outreach:
○ Need for more outreach and programs to attract people to the Library○ partnershipsEmphasis on raising awareness about the library through community events and ○
and non-English speakersImportance of outreach to underserved communities, including lower-income residents ○ Ideas for mobile libraries, bookmobiles, and satellite sites to reach more people ● Collaboration/Partnerships:
○
promote Library services and eventsBuilding stronger partnerships with local schools and community organizations to ○
eventsSuggestions include library presentations for students and collaborating on community ○
innovative programsMore partnerships with local schools and companies to bring in educational and ○
adult educationProvide educational resources and programs for all age groups, from early literacy to LibraryIQ | Corona Public Library 33
71 |
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FOCUS GROUPS: FACILITY
○
Space Utilization and Improvements:
collectionsCreating more community gathering spaces while maintaining book ○
adding a caféarea, utilizing the basement for programming, and potentially Suggestions include outdoor spaces, refreshing the adult collection ●
○
Parking and Accessibility:
events and improved accessibilityParking is an issue, with suggestions for more free parking lot LibraryIQ | Corona Public Library 34
72 |
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FOCUS GROUPS: FUNDING
○
Support for Physical Improvements:
citybelieves larger infrastructure expenses should be handled by the Friends group supports certain improvements like new shelving but ●
○
Fundraising and Budget Awareness:
fundraising opportunitiesInterest in learning more about the city budget and exploring ○ Belief that the community would support library funding efforts ●
○
Funding and Resource Allocation:
Concerns about funding, collection size, and staffing levels ○
resources and community spacesBalancing expanding physical collections with providing more digital