Born out of BPL's strategic pillar of Community Connections—reestablishing neighborhood relationships, partnerships, and programming after more than two years of pandemic-related disruptions—Branch Targets are designed to address:

• Service Gaps: Identifying and addressing gaps in services based on community needs assessments to meet local demands effectively.
• Resource Optimization: Allocating resources efficiently and assessing the impact of efforts through specific, measurable goals.
• Adaptability: Facilitating a structured approach to evaluate and adjust strategies based on real-time data.
• Continuous Improvement: Learning what strategies work best and refining practices for overall service enhancement.
• Community Engagement: Enhancing the ability of teams to connect with and serve their communities, leading to increased satisfaction and impact.

• Individual Research: Each branch or Central division conducts in-depth research to identify specific community needs and gaps in current services.
• Target Selection: Based on the research, each team selects an area where current offerings can be enhanced to better serve their community.
• Team Collaboration: Teams collaborate to develop strategies that address the identified needs, leveraging their local knowledge and expertise.
• Regional Guidance: Plans are refined with guidance from the regional management team to ensure alignment with broader organizational goals.
• Implementation: The finalized plan is put into action, with each location receiving $1,200 to support their initiative and drive improvements.
• Planning: Teams are supported in planning activity and spending their budget during the fiscal year
• Quarterly Review: Teams meet quarterly to review progress, assess impact, and decide whether to continue with the current approach or pivot based on outcomes and feedback.

The Target initiative increased efficiency in reaching key systemwide goals by providing branch staff with flexibility and autonomy. Through these focused efforts, we tailored services to meet community needs more effectively at all locations.
Thanks to this focused approach, BPL exceeded its aspirational FY24 systemwide goal of in-person programs by 120%, nearly reaching pre-pandemic levels. Additional measurements included new card creation, visits, and physical checkouts all of which improved.

Targets focused quantity, but also on quality and relevance. Staff surveys revealed that the initiative helped teams learn to collaborate, pivot nimbly and leverage existing needs for greater impact. This adaptability was crucial in reconnecting with communities and creating a more tailored approach to service.

With FY24 marking a significant rebound, BPL is on track to not only recover but to enhance its service offerings to be more impactful and better aligned with community needs.