1. DEVELOP NEW LEARNING INITIATIVES FOR MAXIMUM USER VALUE & IMPACT
PPL is likely to have greater positive impacts on its users through interactive, transformative programs/services than through the passive lending/borrowing services it’s offered traditionally. In addition to offering high-quality learning experiences, these programs must attract more users to be truly high-impact. PPL’s program portfolio should include many offerings that draw upon the library’s unique collections. Finally, the public’s needs will change at an accelerating rate. PPL has to stay out in front of those changes to be credible as a knowledge resource.
A. Provide education that connects users, collections, technology, and partners, and that has measurable value and impact.
B. Provide resources for incubation of creative and innovative start-ups, nonprofits, and other entrepreneurial enterprises.
C. Reinvigorate Collections to encourage wider, more varied usage.
2. GROW PPL AS A NETWORK
This work is too ambitious for a single organization’s staff, resources, creativity or reach. Up to the present, PPL has focused internally on building its menu of activities. This focus needs to shift towards strong, external relations with other Providence-, Rhode Island- and national organizations. The network model will reach much more deeply into Providence/RI’s institutions and communities than ‘going it alone.’
A. Become Providence’s best collaborator
3. INCREASE USE & ENGAGEMENT THROUGH OUTREACH & RELATIONSHIP BUILDING
Use is a big piece of PPL’s mission impact and a major metric for funders. Also, people attract more people. There’s a science for acquiring and retaining users.
A. Focus resources on a maximum of 5 key audiences in the next 3-5 years: young children, teens, the art & design community, those needing workforce development, and downcity residents. But not to the exclusion of others.
4. STAFF ARE PPL’S CORE RESOURCE; VOLUNTEERS SUPPORT THEIR WORK & EXTEND THEIR REACH
To be effective, staff need to be recognized for their work and receive the full support of PPL. The conditions of their work here must be fair and encourage professional growth. One of the most important ways for staff to grow and for PPL to increase its impact is through the use of volunteers. By tapping volunteers, staff increase both the horsepower and skills available to them.
A. Volunteer partners will play a major role in designing and delivering program content
B. Staff roles will shift to support our broadened educational goals
5. BECOME A PLACE THAT REPRESENTS TRANSFORMATION & INNOVATION
One of PPL’s biggest draws will be the in-person interaction it offers as a ‘third space’. Above all, the new PPL will be a place where interesting people learn and do interesting things, and this should be reflected in its appearance.
A. Soft renovations to represent new directions without major construction costs.
B. Plan for Major renovations in 2-3 years that fully incorporate new directions.
6. ENHANCE DIGITAL LIBRARY AS ADJUNCT TO PROGRAM ACTIVITIES
PPL online should be an indispensable part of the PPL experience, not a separate entity in a different market. Unlimited worldwide competition exists for content/tools unrelated to PPL or RI.
A. Expand “home grown” digital resources for both content and as platform for building programmatic communities.
B. Continue our commitment to providing no cost access to the Internet & online resources.
7. BROADEN AND DEEPEN SUPPORT BASE
This plan will require a quantum leap in PPL’s ability to raise revenue.
A. Establish multiple revenue streams resulting in stable, predictable annual funding.