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Library Board Strategic Packet - 5/20/2015 CITY OF MUSKEGO LIBRARY BOARD STRATEGIC PLANNING COMMITTEE AGENDA May 20, 2015 5:00 PM Library Conference Room, S73 W16663 Janesville Road CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL STATEMENT OF PUBLIC NOTICE PUBLIC COMMENT APPROVAL OF MINUTES CHAIRPERSON’S REPORT NEW BUSINESS Strategic planning discussion COMMUNICATIONS AND MISCELLANEOUS BUSINESS AS AUTHORIZED BY LAW ADJOURNMENT NOTICE PLEASE NOTE: It is possible that members of and possibly a quorum of members of other governmental bodies of the municipality may be in attendance at the above-mentioned meeting to gather information; no action will be taken by any governmental body at the above-stated meeting other than the governmental body specifically referred to above in this notice. Upon reasonable notice, efforts will be made to accommodate the needs of disabled individuals through appropriate aids and services. For additional information or to request this service, contact Muskego City Hall, (262) 679-4100. MUSKEGO PUBLIC LIBRARY LONG RANGE PLAN 2012 - 2014 8/04/11 A look into the future of the Muskego Public Library Muskego Public Library S73 W16663 Janesville Road Muskego, WI 53150 262-971-2101 www.ci.muskego.wi.us/library Page 1 TABLE OF CONTENTS TABLE OF CONTENTS ........................................................................................................... 1 CONTACTS AND ACKNOWLEDGEMENTS ............................................................................ 2 Muskego Public Library Board Members ............................................................................................ 2 Acknowledgements .................................................................................................................................. 2 EXECUTIVE SUMMARY ......................................................................................................... 2 BACKGROUND ..................................................................................................................... 3 Planning Sessions ...................................................................................................................................... 3 Stakeholders ............................................................................................................................................. 3 Community Background ........................................................................................................................... 4 The Changing Library .............................................................................................................................. 4 STRATEGIC STATEMENTS ..................................................................................................... 5 Mission Statement ..................................................................................................................................... 5 Vision Statement ....................................................................................................................................... 5 Commitments & Values ............................................................................................................................ 5 OPERATIONAL GOALS AND OBJECTIVES ........................................................................... 5 STRATEGIC GOALS AND OBJECTIVES ............................................................................... 11 STANDARDS AND FINANCES ............................................................................................ 13 Waukesha County Library Standards .............................................................................................. 13 State of Wisconsin Standards ............................................................................................................ 14 Finances ................................................................................................................................................... 15 CONCLUSION ..................................................................................................................... 17 APPENDIX MATERIALS ....................................................................................................... 18 Previous Plan Objectives ...................................................................................................................... 18 Staff Focus Group ................................................................................................................................. 25 Methodology ....................................................................................................................................... 25 Results ................................................................................................................................................... 26 Prioritized Wish List ........................................................................................................................... 26 Public Library Association Recommended Service Responses ...................................................... 27 The complete list of PLA values is below: ......................................................................................... 27 MPL Board Members Input .................................................................................................................. 29 Encyclopedia Article .......................................................................................................................... 29 Strengths .............................................................................................................................................. 31 Weaknesses ......................................................................................................................................... 32 Recommended Future Direction ....................................................................................................... 34 Blue Sky Wish List ............................................................................................................................... 35 Comparable Statistics .......................................................................................................................... 35 Page 2 CONTACTS AND ACKNOWLEDGEMENTS Muskego Public Library Board Members Acknowledgements A significant amount of facilitation, guidance, assistance, and time was provided by Tom Hennen, System Director of WFCLS. The MPL board deeply appreciates his assistive efforts. EXECUTIVE SUMMARY The intention of this document is to provide the many stakeholder groups of the Muskego Public Library (MPL) communication on where the library is and where the planners intend to take it in the future. The long-range plan is a living document that tells the readers, in simple, non-jargon terms, how MPL materials and services will be provided in the future. This plan includes revised vision, mission, and values statements which reflect the new direction of the library. Goals and objectives in two parts: Operational and Strategic. The operational objectives reference those goals that will be pursued under normal operating conditions for the next two years, all things held equal. The strategic objectives are long-term in nature and will require the right mix of resources to meet and exceed. Name Role Kim Huebner President Josephine DeVito-Scalzo Vice President Aaron Robertson Treasurer Sylvia Eckenrhode Member Anni Schleicher Member Kert Harenda City Council Representative Joseph Boschert Member Vacant School District Representative Vacant Member Page 3 BACKGROUND Planning Sessions In early 2010, the MPL Board began meeting with Waukesha County Federated Library System Director Tom Hennen. Multiple stakeholder groups were contacted and provided feedback into the strategic planning process. Many hours were spent collecting input, analyzing data, evaluating priorities and discussing the future direction of MPL. The plan shows both strengths and shortcomings or areas of improvement within MPL. Since no organization can reasonably do everything at once, we’ve strived to set priorities and indicate timelines. Identifying shortcomings can be painful for staff and boards. If our library is missing a materials selection policy or it is woefully out of date, it can be difficult for library planners to plan appropriately. Still, those that cherish MPL will be willing to list its shortcomings in the hope of making it better. Board members also spent considerable time refreshing and updating the mission, vision, and values of the organization. Each strategic statement has been updated to be brief, powerful and capture the essence of MPL. Planning never takes place in a political vacuum and libraries, by definition, operate in the political arena. Most of us know these things, but they get forgotten as planning progresses because we get caught up in the data gathering and the discussions. The communication must be with all stakeholder groups (eg. citizens, city council, public groups, library staff), and our intent was to keep the needs of these groups in the forefront during the planning process. Stakeholders It is essential that a variety of key stakeholders interact cooperatively to ensure a responsive, strong, and viable public library within the Muskego community. £ Residents of Muskego and the Local Service Area. MPL clients expect a high level of access to a wide variety of materials, services, programs, equipment, and technologies in a cost-effective manner. Muskego residents expect to use any of the 16 WCFLS libraries, and to link with other information providers through state-of-the-art electronic networks. Residents expect high quality materials, services, and programs in a cost-effective manner. £ MPL Staff, Friends, and Volunteers . Staff, Friends, and volunteers are essential resources. They are dedicated to quality service and serve as an indispensable bridge between the MPL user and other stakeholders. Good service from them requires good training opportunities and careful personnel administration from the board and administration. £ The Mayor and City Council. City administrators expect MPL to participate in and adhere to the overall vision for Muskego. The Mayor and city council value high quality, enhanced services, provided in the most cost-effective and efficient manner. £ Other City Departments. MPL is one member of the team departments that administer city services. The Library works closely with the Mayor’s office, Parks and Recreation, Human Resources, Information Services, Information Technology, the City Attorney, and Finance and Accounting to provide needed services. Page 4 £ Waukesha County Federated Library System (WCFLS). The WCFLS distributes State aid and County reimbursement dollars, and consulting and programming services to promote resource sharing among its members. As one of 16 public libraries in Waukesha County, MPL looks to the WCFLS to facilitate, educate, secure adequate funding, ensure accessibility, and provide general assistance £ Division for Libraries and Community Learning (DLTCL). The Division’s mission is to provide leadership, consultation, and services to assure that all Wisconsin citizens have access to high quality library services either directly or through cooperative arrangements. MPL staff and board participation in planning activities with the division is critical for local service delivery. £ MPL Board Members. Chapter 43 of the Wisconsin Statutes gives control of library funds, property, and expenditures to the Board of Trustees. The Board works cooperatively with the library director and staff to make informed decisions on strategic direction and focus. Successful team efforts ensure that the policies, services, and programs of MPL are targeted to meet the needs of the community both now and in the future. Community Background Muskego began as a bedroom community of Milwaukee, but has evolved into a vibrant and vital community with highly desirable residential properties. The commercial tax base is sufficient to allow relatively modest residential taxes charged to a well-educated and affluent populace, which demands appropriate performance from all municipal services. An excellent school system adds to the pressures for high caliber library resources to augment those of the school system. Excellent municipal leadership has emphasized long- range planning in all areas and at all levels to insure the continued health and prosperity of Muskego. The past saw more rural, single-family residential areas. At present the community is evolving into a more suburban area. The city is currently planning for various housing options, higher density in targeted areas with mixed uses (i.e. housing, retail, and office), creating developments and areas in our community with gathering places and a sense of community feeling. In the future we expect an increasingly diversified population. The Changing Library As our society progresses into the 21st century, the library is undergoing significant changes: n The Internet continues to significantly disrupt existing operating models and information accessibility n The needs of library users have changed with digital resources and capabilities n 21st century learners are growing up with different modes and styles of learning n Information searching continues to increase in depth, breadth, and complexity In additional to societal changes, libraries face challenges on additional fronts: adapting library staff skills, tightening municipal budgets, and diverse community interests and needs. These pressures will require the library to be forward thinking in many respects. MPL has created a new strategic plan to meet this new reality. Page 5 STRATEGIC STATEMENTS Mission Statement Ideas, information, community. Vision Statement The Muskego Public Library is the focal point of the community for exchanging ideas, accessing information, and developing community. Its collaborative team is committed to superior materials, services, and staff expertise. Commitments & Values We believe these values will drive our culture, priorities, and decision making. n Service to community – We function to serve the needs of a strong and diverse community. n Strategic visionary innovation – We anticipate our customer’s current and future needs. n Accessibility – Our materials and services are open and available to a diverse population. n Positive user experience – We strive to enrich customers with the library’s materials and services n Continuous improvement – We never stop looking for ways to renew and change how the library delivers to the community. OPERATIONAL GOALS AND OBJECTIVES This section includes the operational goals chosen for MPL during the planning period. These goals will be executed under the context of “business as usual”. There are five main sections: 1. Administration & Building - Administer MPL to meet the service requirements and policies established by the MPL Board and funded by the City Council. 2. Personnel - Provide for qualified and highly motivated staff to accomplish the service goals of MPL. Recognize staff as an important resource. 3. Automated Services & Technology – Utilize appropriate technological alternatives in providing enhanced information delivery 4. Collection – Develop and maintain a diverse and dynamic collection in a variety of mediums. 5. Programs and Services – Provide programs and services that augment and complement the collection. Page 6 The goals, objectives, and tasks supporting each operational objective are listed below. Goal Number Objective Description Task Description Administration 1.1.1 Administer MPL to meet the service requirements and policies established by the MPL Board and funded by the City Council. The Board annually reviews the MPL long-range plan and policy manual. The Library Director will provide input on accomplishments. Administration 1.1.2 The Library Director will annually calculate the minimum requirements for meeting county and state standards and the related costs. The resulting budget needs should be communicated to the MPL board. Administration 1.1.3 Maintain staffing levels at the same FTE level as at present, 14.3 FTE. Administration 1.1.4 The Library Director will annually execute a program in emergency procedures such as fire, medical emergencies and related issues. The program should involve all staff, municipal emergency and police officials. Administration 1.1.5 The Board will host an annual review staff meeting to review operational and strategic goals, asking for input on the goals. Administration 1.2.1 Develop and administer the annual budget consistent with policies approved by the MPL Board. In partnership with the MPL board, the Library Director will prepare capital improvements budget with consideration to the City guidelines, for facilities and automation plans, and other service initiatives. Administration 1.3.1 Keep informed of current service needs, interests, and developments in MPL, librarianship, and in critical service areas. The Library Director shall prepare records and reports annually for Waukesha County Federated Library System (WCFLS); State Division for Libraries, Technology, & Community Learning (DLTCL). Page 7 Administration 1.3.2 The Library Board Director provides at least one opportunity is provide to members of the MPL Board to participate in conferences, workshops, seminars, and visits to other library facilities. Administration 1.4.1 Maintain good working relationships with key stakeholders The Library Director will provide a newsletter quarterly to relevant stakeholders. Personnel 2.1.1 Keep communication open with all levels of staff to promote of procedures and the enforcement of policies. Library director will host two library in- services a year. Concepts should include elements of providing excellent customer service. Personnel 2.1.2 Provide effective cross-training of staff, and participation in the library planning process. MPL staff will be asked whether training has occurred. 100% of all staff cross-trained in at least one other area. Personnel 2.1.1 Keep channels of communication open with all staff to promote procedures and the enforcement of policies. At least one board member will attend staff meetings annually Personnel 2.2.1 Provide for staffing levels sufficient to achieve the MPL mission. Administer the MPL union contract. Board members will review the job descriptions once during plan period. Personnel 2.3.1 Administer the MPL union contract. Provide for staffing levels sufficient to achieve the library’s mission. Ensure a union contract is in place. Work in conjunction with the City’s Human Resource Department. If one is not in place, then one should be in the process of being actively negotiated. Page 8 Technology 3.2.1 Provide broad access and service through electronic resources. Utilize resources available through the Waukesha County Federated Library System and the State of Wisconsin. This include participating in selection of full text databases, collecting statistics when necessary, and working on planning committees to implement new electronic services programs. Feedback will be provided by the WCFLS Administrator. Technology 3.2.2 Maintain at least 30 workstations for users. Technology 3.2.3 Provide at least two training sessions for the public on use of electronic resources per year. Technology 3.3.1 Develop and maintain strong web pages for MPL and provide for methods of Internet based outreach. Library Director will establish a baseline on the number of visits to the Muskego Public Library Webpage within the first planning year. The number of visits will increase by not less than 2% in each year of the planning cycle. Collections 4.1.1 Maintain collection standards and benchmarks. MPL will maintain a total collection size (books, video, audio) within 2% (+/-) of the current amount of 106,325 items. Collections 4.1.2 MPL will maintain the base materials budget within 2% (+/-) of the current amount ($116,000). Collections 4.1.3 The Library Director will meet or exceed an annual average collection item addition rate of about 8,500 items. This is a book replenishment rate allowing for a complete replacement of the collection in 15 years. Collections 4.1.4 Meet or exceed an annual average book-weeding rate of 7,500 collection items. This rate would allow for an increase in collection size of 1,000 items per year. Collections 4.1.5 Maintain the periodical collection (within 0 to -5%) of the current amount of 305 items. Page 9 Collections 4.1.6 Maintain audio collection within 2% (+/- ) of the current amount of 2,600 items. Collections 4.1.7 Maintain video collection at the current amount of 7,500 items. Collections 4.2.1 Purchase new materials and information resources. Obtain a benchmark on the number of items requested vs. how many items were actually purchased Collections 4.2.2 Investigate the cost-effectiveness of participating in an acquisition programs such as Baker and Taylor Lease Plan. This will be measured by a cost analysis and recommendation report. Collections 4.3.1 Effectively promote the collection: Prepare and distribute reading lists and web-site recommendations to integrate new technologies with the traditional. Host programs designed to encourage the public to look for supplemental print and electronic resources. This will be measured by providing a list of programs and the associated materials provided to support that program. Collections 4.3.2 No less than monthly, package and display materials in the display cases for ease of use and visibility. Collections 4.3.3 Provide at least 12 outreach events annually to organizations and individuals in the community. Outreach event examples include library use instruction to school classes, computer classes, etc. Programs and Services 5.1.1 Periodically assess accessibility and program development. Perform the MPL American with Disabilities Act (ADA) checklist annually. Programs and Services 5.1.2 Maintain open hours at current rates of 62 hours per week during winter hours. Programs and Services 5.1.3 Maintain an average of least six sessions for discussion groups. Programs and Services 5.1.4 Maintain current web page by providing updates on a weekly basis. Investigate the possibility of incorporating web analytics on the site. Page 10 Programs and Services 5.1.5 Provide at least two programs for adults will be held each year. Meet or exceed adult attendance at such programs at an average of 20 people per program. Programs and Services 5.2.1 Provide programs for children that stimulate their interests and develop an appreciation for reading and learning. Conduct at least three children’s’ summer reading programs annually and average 150 children per program. Create and implement a survey to measure satisfaction of program. Programs and Services 5.2.2 Conduct Muskego school visits annually for grades 1-6 in order to publicize summer reading program and other library activities. Programs and Services 5.3.1 Provide programs for young adults. Hold at least two discussion groups annually with an average of six attendees. Programs and Services 5.4.1 Provide programs for adults. Hold an average of at least 12 annual adult programs and at least one monthly book discussion group. Adult programs can include topics such as continuing education, jobs, and quality of life issues, etc. Programs and Services 5.5.1 Provide accurate and timely reference and reader's advisory services. Maintain at least one staff member at the reference desk during open hours. Page 11 STRATEGIC GOALS AND OBJECTIVES This section includes the strategic goals chosen for MPL during the next two to three years. The goals are pillars or “guiding stars” that are immediate and not necessarily measurable. The supporting objectives follow the SMART (Specific, Measurable, Attainable, Relevant, Time-bound) criteria, and form the basis for where we desire to take MPL. The five strategic goals are: 1. Build a Stable Financial Footing – Economic uncertainties abound and our stakeholders cannot be served without our financial house in order. 2. Know and Serve Thy Customer – We exist to serve those who use library materials and services and it’s essential to fully understand their needs and wants. 3. Unleash New Technologies – The 21st century library will result in a paradigm shift due to technology, and it is our responsibility to plan, adapt, and enable technology. 4. Drive Ideas and Community – We desire to be the focal point of the community, and we must engage our citizens to provide relevant ideas and information. 5. Develop Our People – The vision and goals of MPL cannot be realized without people and we must provide the appropriate resources and accountability to succeed. Goal Number Objective Description Task Description Build a Stable Financial Footing 1.1.0 Diversify the MPL revenue streams by finding alternative sources of funding. Annually identify new sources of revenue on the current year's budget (e.g. Grants, Fundraisers, Sponsorships) that will increase revenue by at least 1% by 7/1/12 Build a Stable Financial Footing 1.2.0 Reduce operational expenses in order to free dollars for strategic initiatives Identify opportunities to cut expenses (through operational efficiencies or hard dollar savings) which will result in at least .5% by 7/1/12 Build a Stable Financial Footing 1.3.0 Be a good steward of the community's resources while providing adequate materials Maintain the MPL Library Service Effort Ratio (LSER) at a minimum of 90% through 2012. Know and Serve Thy Customer 2.1.0 Build customer segments in order to understand the needs of frequent customers as well as those that attend infrequently. Categorize and segment customers of MPL in order to better understand needs and behaviors by 4/2/12 Know and Serve Thy Customer 2.2.0 Build and maintain a customer satisfaction index Create a relevant survey that captures the attitudes and satisfaction of library visitors by 12/1/12. Know and Serve Thy Customer 2.3.0 Increase use of marketing and communication methods Increase number of email addresses for patrons by 18% each year of plan. Page 12 Know and Serve Thy Customer 2.4.0 Explore methods to be more convenient and accessible Explore implementation of a drive-thru book return among other conveniences by 4/2/12. Unleash New Technologies 3.1.0 Anticipate and provide capabilities for mobile customers Determine the feasibility of creating a loaner program for mobile devices (eg. e-readers, tablets, laptops) by providing an analysis and recommendations by 4/2/12 Unleash New Technologies 3.2.0 Increase the use of new library checkout technologies Assess the feasibility and provide a set of recommendations for purchasing additional self- serve checkout units and use of RFID by 9/1/12 Unleash New Technologies 3.3.0 Increase the use of social media technologies Utilize at least 1 form of social media services (eg. Facebook, Twitter, YouTube, RSS) by 9/1/12 Drive Ideas and Community 4.1.0 Increase the number of community events hosted Determine the feasibility of creating new outreach concepts by 7/1/12. Examples of new concepts include a telecommuter/business hub and partnering/developing a coffee shop. Develop Our People 5.1.0 Ensure all staff have clearly defined goals and expectations which align to strategic and operational objectives All MPL staff have goals, evaluations, and development plans in place by 7/1/12 and continue annually. Develop Our People 5.2.0 Employee satisfaction and engagement are key drivers of organizational performance. Employee satisfaction survey created in conjunction with the MPL Board developed, implemented, and baselined by 12/31/12. Page 13 STANDARDS AND FINANCES Waukesha County Library Standards The County Board adopted changes to Chapter 23 of the County Code of Ordinances based on recommendations of the Act 150 Planning Committee. Among other things, the adopted plan includes library standards, including a Library Service Effort Ratio (LSER) allowing libraries an alternate method of meeting requirements. State law, ss 43.11(3)(d) required approval by 50% of the library boards representing 80% of the communities. This was done in 2001. Section 23-5 of the County Code sets the LSER. It is designed to measure a library community’s progress toward meeting resident user library needs. According to the county plan, if most of your residents, most of the time, do most of their library business locally, the numerical standards do not apply. This is because residents will not be imposing any undue burden on neighboring libraries. The Library Service Effort Ratio allows library communities to retain exemption from the county levy if their residents do most of their library business at home. • A ratio below 100% indicates that the community’s residents are borrowing materials from libraries other than their own – commonly called a net crossover borrowing community • A ratio over 100% indicates that the library is a net crossover lending community for crossover purposes A library could either meet this requirement and serve most of the needs of its community locally or meet the numerical standards. Failure to do either would result in loss of the ability to exempt from the county library levy set in 2011 for 2012 purposes. Currently in 2011, the Library does not meet the staffing standard but can exempt from the County Levy using the LSER. Muskego, with a ratio above 100%, is a net lender. Libraries that have a LSER above 100% do not need to meet the numerical standards but should probably strive to do so lest their ratio drop. Failure to meet county standards or the LSER would subject Muskego citizens to the county library levy. If the LSER does fall below standards, then the county affords the community a period of time to rectify the situation. If the issue is still not rectified, then the community is subjected to additional county taxes. The estimated cost to taxpayers for 2011 would have been over $500,000. Standards Area Standard Library Actual from 2010 Report Filed 2011 Yes No Full Time Equivalent Staff (paid employees only no contractors)14.26 14.38 X Materials Spending $108,149 $141,767 X Hours Open (per typical week - "winter hours")53.1 64 X Collection Size (Books, Audio and Video combined)85,541 142,003 X Eligible for Exemption based on Library Service Effort Ratio?X Did the Library meet These Standards During 2010? Page 14 State of Wisconsin Standards State standards (5th Edition) cover more items than the County Standards and are voluntary. The standards are based on population of the municipality. Staffing has fallen and stayed below basic level. Book Volumes increased and are at an excellent level. Periodicals are down and at a moderate level. Audio recordings are up substantially and excellent. Videos are also up substantially to an enhanced level. Hours are the same and moderate. Collection size is up and at an enhanced level. 80% 85% 90% 95% 100% 105% 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 LSER Target Measure Year Basic Moderate Enhanced Excellent Actual Level % Basic % Moderate % Enhanced % Excellent Staff FTE 2003 17.6 22.1 26.5 30.9 15.0 Below Basic 85% 68% 57% 49% Staff FTE 2009 16.1 17.9 20.1 25.7 14.4 Below Basic 90% 80% 71% 56% Volumes Held (Print) 203 59,546 77,189 90,421 112,475 93,687 Enhanced 157% 121% 104% 83% Volumes Held (Print) 2009 66,428 77,062 91,731 113,847 123,634 Excellent 186% 160% 135% 109% Periodical Titles Received 2003 229 278 342 441 305 Moderate 133% 110% 89% 69% Periodical Titles Received 2009 196 227 264 306 233 Moderate 119% 103% 88% 76% Audio Recordings Held 2003 2,205 2,867 3,970 4,852 2,157 Basic 98% 75% 54% 44% Audio Recordings Held 2009 2,872 3,513 4,685 6,813 7,383 Excellent 257% 210% 158% 108% Video Recordings Held 2003 1,764 2,646 3,529 5,072 2,227 Basic 126% 84% 63% 44% Video Recordings Held 2009 3,333 4,197 5,236 7,667 6,893 Enhanced 207% 164% 132% 90% Hours Open per Week 2003 56 57 59 65 64 Enhanced 114% 112% 108% 98% Hours Open per Week 2009 59 62 65 67 64 Moderate 108% 103% 98% 96% Materials Expenditures 2003 $125,046 $142,469 $163,200 $207,749 $105,301 Below Basic 84% 74% 65% 51% Materials Expenditures 2009 $110,176 $133,340 $172,669 $225,867 $141,767 Moderate 129% 106% 82% 63% Collection Size (Print, Audio & Video) 2003 63,516 82,703 97,920 122,400 98,071 Enhanced 154% 119% 100% 80% Collection Size (Print, Audio & Video) 2009 72,632 84,772 101,651 128,326 137,910 Enhanced 190% 163% 136% 107% Staff FTE Change -1.6 -4.2 -6.3 -5.1 -0.6 Volumes Held (Print) Change 6,882 -127 1,309 1,372 29,947 Periodical Titles Received Change -33 -51 -78 -135 -72 Audio Recordings Held Change 666 646 715 1,961 5,226 Video Recordings Held Change 1,568 1,551 1,707 2,594 4,666 Hours Open per Week Change 3 5 6 2 0 Materials Expenditures Change -$14,870 -$9,129 $9,469 $18,118 $36,466 Collection Size (Print, Audio & Video) Change 9,116 2,070 3,731 5,927 39,839 Page 15 The MPL board members provided feedback during a strategic planning session on their preferences for meeting state standards. The results are below: The estimates costs of meeting those historical standards are listed below: Also, below are the approximate annual costs to reach the different standards. Finances The following table shows the Year to Date budget of MPL. Estimated Annual Additional Cost to Reach Standards Levels Agreed Upon at September 21, 2010 Meeting Type Standard for Popul. Size Amount per standards 2009 Actual Actual as Percent Standard State Standards Level Target Level Cost basis Deficit Extra Cost for level Per Year FTE 0.80 18.08 14.40 80%Below Moderate $30,000 (3.7)$110,400 $110,400 Book Volumes 4.90 110,740 115,203 104%Moderate Moderate $40 - $0 $0 Periodicals 12.60 285 233 82%Below Moderate $45 (52)$2,329 $2,329 Audio 0.28 6,328 4,116 65%Below Moderate $50 (2,212)$110,600 $22,120 Video 0.33 7,458 3,543 48%Below Moderate $40 (3,915)$156,600 $31,320 Hours 64.00 64 64 100%Enhanced Enhanced $300 - $0 $0 Materials $ 5.76 130,176 133,225 102%Moderate Moderate - $0 $0 Totals $166,169 Standard level Audio Book Volumes FTE Staffing Level Hours open per week Periodicals Video County Minimum 1 1 1 1 Basic 1 1 1 Moderate 3 3 4 3 3 Enhanced 1 2 4 1 1 Excellent Standard Cost/ choice County Minimum Basic Moderate Enhanced Excellent FTE  Staffing  Level Estimated  additional  annual  cost $0 $42,600 $110,400 $178,200 $313,800 Book  Volumes Estimated  additional  annual  cost $0 $0 $0 $90,856 $325,896 Periodicals Estimated  additional  annual  cost $0 $1,109 $2,329 $5,685 $7,414 Audio Estimated  additional  annual  cost $0 $8,560 $22,120 $40,200 $60,540 Video Estimated  additional  annual  cost $0 $15,048 $31,320 $40,360 $58,440 Hours  open  per  week Estimated  additional  annual  cost $0 $0 $0 $0 $46,800 Page 16 2010 2010 2010 City WCFLS Combined Salaries 537,428                    537,428                     Overtime 5,000                              5,000                               Subtotal Personnel 542,428 - 542,428 FICA 42,230                          42,230                           Pension 59,667                          59,667                           Health 122,039                    122,039                     Life 2,086                              2,086                               FSA  Fee 54                                          54                                           Health  Ins.  Allowance 9,600                              9,600                               Subtotal Benefits 235,676 - 235,676 Print Adult 25,500 25,500                           General Fed library - -­‐                                       Materials added 130,522 130,522                     A/V Adult 18,500 18,500                           Print Juvenile 23,000 23,000                           A/V Juvenile 3,300 3,300                               Print - Misc 1,000 1,000                               Print - newspapers 400 400                                       Print - Periodical 5,000 5,000                               Print Reference 5,000 5,000                               Print Serials 2,500 2,500                               A/V - Database 400 400                                       Print - YA -­‐                                       Subtotal Materials 84,600 130,522 215,122 Computer 33,940                          33,940                           General -­‐                                       Mileage 1,000                              1,000                               Conferences 2,000                              2,000                               Maintenance  -­‐  equip 11,900                          11,900                           Maintenance  -­‐  Bldg 18,000                          18,000                           Telephone 5,100                              5,100                               Office  supplies 20,000                          20,000                           Housekeeping  5,000                              5,000                               Housekeeping  -­‐  services 36,688                          36,688                           Gas  and  electric 86,500                          86,500                           Sewer 2,000                              2,000                               Subotal Other 222,128 - 222,128 Total expenditures 1,084,832 130,522 1,215,354 2010 2010 2010 City WCFLS Combined Approved  Budget 1,084,832 1,084,832               County  funds 35,289                  35,289                           State -­‐                                       Lakeshores 40,454                  40,454                           Dodge -­‐                                       Jefferson -­‐                                       Washington -­‐                                       Childrens  book  week  225                              225                                       SLP  materials 400                              400                                       Other  WCFLS Other  -­‐  unknown 16,307                  16,307                           Interest  on  trust  and  other  funds -­‐                                       Other??-­‐                                       Other??-­‐                                       Other??-­‐                                       Fines,  photocopies,  phone,  room  rental 22,155                          22,155                           City retained revenues (22,155)                      (22,155)                       Total Revenues 1,084,832 92,675 1,177,507 Hennen, Tom: Brings WCFLS balance down to $30,000 by year end Page 17 CONCLUSION The Library Director will provide an annual assessment of the progress of the Long Range Plan to the Library Board at regular intervals. This plan was approved by the MPL Board of Trustees July 27, 2011 and adopted August 24, 2011. Page 18 APPENDIX MATERIALS This section contains a collection of supplemental materials Previous Plan Objectives This list shows the objectives achieved from the previous planning period. Goal Obj Task Task Goal One: Administration: Administer the library to meet the service requirements and policies established by the Library Board and funded by the City Council. Yes NO Partial Adm A 1 Annually review the library long-range plan and policy manual. X Adm A 2 Annually calculate the minimum requirements for meeting county and state standards and the related costs. Communicate resulting budget needs to the council. X Adm A 3 Maintain staffing levels at about the same 15 FTE level as at present. This puts the library at the basic level by state standards. County standards will require an increase to closer to 16 by 2007. X Adm A 4 Establish and annually implement a program of staff training in emergency procedures such as fire, medical emergencies and related issues. Involve municipal emergency and police officials. X Adm A 5 At least annually have a meeting between the staff and the library board to discuss public service goals. Communicate the results of the meeting as appropriate. X Adm A 6 Establish training and development budget equivalent to 1% of the entire library-operating budget. X Objective 1.1: Develop and administer the annual budget consistent with policies approved by the Library Board. Adm 1.1 1 Prepare capital improvements budget with consideration to the City guidelines, for facilities and automation plans, and other service initiatives. X Adm 1.1 2 Establish training and development budget equivalent to 1% of the entire library-operating budget. X Objective 1.2: Keep informed of current service needs, interests, and developments in the library, librarianship, and in critical service areas. Adm 1.2 1 Prepare plans and policies for library services with the participation, review, and approval of the Library Board. Implement those plans and policies. Assess effectiveness and revise as necessary. X Adm 1.2 2 Conduct surveys and other measures of library service; prepare reports. Utilize to target and improve internal materials and services. X Page 19 Adm 1.2 3 Prepare records and reports: monthly quarterly, annually for: Waukesha County Federated Library System (WCFLS) X State Division for Libraries, Technology, & Community Learning (DLTCL) X Adm 1.2 4 Provide opportunities for the members of the Board of Trustees to participate in conferences, workshops, seminars, and visits to other library facilities. X Objective 1.3: Maintain good working relationships with City departments, administrators, and the City. Yes NO Partial Adm 1.3 1 Support other department's objectives to increase citizens' overall awareness of city's programs and services X Adm 1.3 2 Provide such library services as may be of assistance (ex. literature search, periodicals acquisition, and reference) directly to members of the Council, or other departments. X Adm 1.3 3 Provide information on programs, and services via newsletters, brochures, etc. X Goal Two: Personnel. Provide for a qualified and highly motivated staff to accomplish the service goals of the Library. Recognize staff as an important resource. Objective 2.1: Keep channels of communication open with all levels of staff to promote of procedures and the enforcement of policies. Pers 2.1 1 Provide training (both in-house and from outside sources) to develop and good listening and customer service skills at all levels. X Pers 2.1 2 Encourage cross-training of staff, and participation in the library planning process. Increase staff awareness of the inter-relationships of all library services. X Pers 2.1 3 Keep staff informed of library-related issues and events -locally and statewide. X Pers 2.1 4 Conduct quarterly meetings with staff and representatives of the Library Board. X Objective 2.3: Provide for staffing levels sufficient to achieve the library's mission. Administer the library union contract. Pers 2.3 1 Hire and train qualified staff to meet expected service levels X Pers 2.3 2 Guide, monitor, and evaluate the work of staff. Maintain current job descriptions. Evaluate performance based on both job description and personal goals. X Pers 2.3 3 Continue to develop and expand the use of volunteers, particularly in visible programs such as book discussion groups, and provision of programs. Involve students and interns when at all possible for a mutually beneficial partnership. X Page 20 Pers 2.3 4 Monitor workloads and continually look for ways to streamline internal operations that will maximize staff productivity. X Objective 2.4.: Administer the library union contract. Provide for staffing levels sufficient to achieve the library’s mission. Pers 2.4 1 Follow the provisions of the current contract. X Pers 2.4 2 Encourage dialogue between the management team, the Board, and library staff on current concerns. X Pers 2.4 3 Negotiate new contract in conjunction with the City’s Human Resource Department. X Goal Three: Automated Services. Utilize appropriate technological alternatives in providing enhanced information and delivery. Yes NO Partial Tech A 1 Develop plan for wireless capacity capability in the library for library owned laptops as well as publicly used personal laptops. Implemented plan if appropriate. X Tech A 2 Continue to plan for automated services with the shared automation consortium, CAFÉ. (Catalog Access For Everyone). X Tech A 3 Investigate feasibility of fundraising on the web. using e- commerce options such as those available from Amazon.com.. X Tech A 4 Move towards state suggested minimum standards for public access workstations of at least 1 per 35 user visits per day. At present use rate this means at least 25 public access computers. X Tech A 5 The library will explore and implement at least two ways to make its OPAC (online public access catalog) and Web pages more accessible or user friendly to individuals with disabilities. Tech A 6 Develop a multi-year technology plan by the year 2004. Include the investigation of the following issues: Tech A Wireless in the library. Develop a plan for wireless capacity in the library for library owned laptops as well as publicly used laptops. Implement plan if appropriate. X Tech A 24/7 e-mail reference services. X Tech A Cyber cafe atmosphere in commons area for at least 10 users in casual atmosphere with wireless computers. X Tech A High tech conference center for business in the meeting room. X Tech A Establishing a media center for the public to use Internet for broadband downloads, printing, and scanning and so forth. X Objective 3.1: To maintain a user-friendly automated system. Tech 3.1 1 Review library operating system options with appropriate stakeholders to assure that functional requirements, internal and external user needs, and expectations for a user-friendly system are met. X Tech 3.1 2 The total number of remote log-ins to the online catalog will increase by 10% during each year of the planning cycle. X Page 21 Tech 3.1 3 An increasing percentage of respondents to the customer service survey will indicate that they have used the library's electronic resources and Website during the previous year. X Objective 3.2: Provide broad access and service through electronic resources. Tech 3.2 1 Utilize resources available through the Waukesha County Federated Library System and the State of Wisconsin. This include participating in selection of full text databases, collecting statistics when necessary, and working on planning committees to implement new electronic services programs. X Tech 3.2 2 Provide public-access workstations for word processing, spreadsheet, database, CD-ROM, and Internet access functions. X Tech 3.2 3 Provide training sessions for the public on use of electronic resources. X Objective 3.45: Develop and maintain strong web pages for the library and provide for methods of Internet based outreach. Yes NO Partial Tech 3.3 1 The library will offer at least three formal Internet/electronic resources training programs focused on finding quality information on topics of interest identified in the annual quick response survey. X Tech 3.3 2 The number of visits to the Muskego Public Library Webpage will increase by 5% in each year of the planning cycle. X Tech 3.3 3 The number of reference queries received via email or other electronic transmission will be counted in 2004 and increase by 5% in each year of the planning cycle. X Tech 3.3 4 The number of Muskego area organizations that link either WCFLS or the Muskego Public Library Website to their own will increase by 10% by the end of the plan period. X Tech 3.3 4 During each year of the planning cycle, the library will add ten new links on its Web pages that are directly related to school curricula. X Tech 3.3 5 The number of Muskego area organizations that link either WCFLS or the Muskego Public Library Website to their own will increase by 10% by 2008. X Goal Four: Collection Development. To develop and maintain a diverse and dynamic collection regardless of format, the Library's mission and service roles. Objective 4.1: Maintain collection standards and benchmarks. Coll 4.1 1 Meet or exceed a total collection size at the moderate level by state standards. This means 106,325 items compared to the current 98,000 X Coll 4.1 2 Maintain the base materials budget at the moderate to enhanced level by state standards. (That would be $116,000 to $142,000 compared to $105,000 in 2003). X Coll 4.1 3 Meet or exceed an annual book addition rate of about 8,500 volumes. This is a book replenishment rate allowing for a complete replacement of the collection in 15 years. X Coll 4.1 4 Meet or exceed an annual book-weeding rate of 7,500 volumes. This rate would allow for an increase in book collection size of 1,000 volumes per year. X Page 22 Coll 4.1 5 Plan to maintain the periodical collection between the moderate and enhanced rate by state standards. (That would be 297 to 328 compared to the current 305). X Coll 4.1 6 Maintain audio collection at between the basic and moderate rate by state standards. ( That would be 2,600 to 3,900 items compared to the current 2,200) X Coll 4.1 7 Maintain video & DVD collection at the basic to moderate rate by state standards. (That would be 2,400 to 3,500 items compared to the current 2,300). X The average number of days between placing a reserve and filling it will decrease in each year of the 2004-2008 planning cycle. As of 2004 the number was ____ N/A Coll 4.1 8 Evaluate the collection development plan annually based on usage in each Dewey Decimal category. X Coll 4.1 9 Selected Dewey areas of print reference materials will be surveyed for currency in each year of the plan. X Circulation of children's books in recreational reading areas will increase by 3% during each year of the 2004-2008 planning cycle. (The 2003 rate was 85,234) X Objective 4.3: Track collection use and utilize results to improve the collection. Coll 4.3 1 Conduct periodic user fill rate survey. X Coll 4.3 2 Conduct periodic reference survey. X Coll 4.3 3 Conduct in-house use survey. X Coll 4.3 4 Track collection turnover rates and shifts in material use annually. X Objective 4.4: Purchase new materials and information resources. Yes NO Partial Coll 4.4 1 Solicit input from the public via inter-library loan requests, purchase consideration forms, public suggestion boxes, and other means. X Coll 4.4 2 Participate in acquisition programs such as Baker and Taylor Lease Plan ; leased Books plan to maximize quantity and timely availability of popular materials, materials with high numbers of reserves. X Coll 4.4 3 Watch for developing formats (ex:. E-books) and incorporate into collection based on community need and expectation. X Objective 4.5: Effectively promote the collection: Prepare and distribute reading lists and web-site recommendations to integrate new technologies with the traditional. Coll 4.5 1 Host programs that will encourage the public to look for supplemental print and electronic resources. X Coll 4.5 2 Package and display materials for ease of use and visibility. X Page 23 Coll 4.5 3 Provide outreach to organizations and individuals (ex:, library use instruction to school classes, online catalog classes for seniors.) X Coll 4.5 5 Provide all community organizations that use the meeting rooms, with suggestions for areas of the library's material collections that may be of interest to them. X Goal 5: Programs and Services. Provide progams and services that support the Library's mission and service, and that augment the collection. Objective 5.1: Periodically assess accessibility and program development. Prog 5.1 1 Do periodic assessments for meeting Americans with Disabilities Act requirements for accessibility, especially with regards to use of computer and audio-visual equipment and meeting accessibility. X Prog 5.1 2 Maintain open hours at between 62 and 65 hours per week as compared to the current 64. This puts the library at between the moderate and enhanced level by state standards. X Prog 5.1 3 Expand book clubs for adult readers. Provide for at least six sessions for discussion groups. X Prog 5.1 4 Perform a user survey to evaluate user needs at least once every three years. Report on the results and recommended changes to the board and city council. X Prog 5.1 5 Enhance current web page as time permits. Use it as a tool for communicating information about the library and for receiving public comment on services. X Prog 5.1 6 Provide at least two programs for adults will be held each year of the cycle. Meet or exceed adult attendance at such meetings at an average of 20 per meeting and aim for at least 10 meetings per year. X Prog 5.1 7 At least three programs each year will be offered in cooperation/collaboration with schools or other agencies in the area. X Participation in library programs will increase by 5% during each year of the planning cycle. (The current rate is 9,800). X Prog 5.1 8 Provide at least 3 annual classes for the public on Internet access, how to use computers, parental supervision of children’ Internet use, and so forth. X Page 24 Objective 5.2: Provide programs for children that stimulate their interests and develop an appreciation for reading and learning. Prog 5.2 1 Conduct summer reading programs, puppet shows, toddler lap-sits, story hours, book talks, and special family or seasonal events. X Prog 5.2 2 Conduct school visits annually to publicize summer reading program and other library activities. X Prog 5.2 3 Prepare special interest displays, handouts, and reading lists. X Prog 5.1 4 By 2008, at least five formal or informal agreements will be concluded with educational institutions for cooperative programs aimed at improving library services to students. X Objective 5.3: Provide programs for young adults. Prog 5.3 1 Provide a book discussion group for youth. X Prog 5.3 2 Encourage participation in special programs that reflect the diversity of interests of the young adult population. X Prog 5.3 3 Partner with the schools to identify the needs and interest of teens. Look for creative ways to involve and interest teens in library services. X Objective 5.4: Provide programs for adults. Prog 5.4 1 Sponsor book discussion groups. X Prog 5.4 2 Sponsor programs that address community, continuing education, job-related and quality of life issues. X Objective 5.5: Provide support services appropriate in a library setting. Prog 5.5 1 Provide and maintain functional copiers, public computers, microfilm reader/printers, and other equipment needed to access the library’s collections and services. X Prog 5.5 2 Cooperate with other City departments to provide programs, displays, and A/V materials that foster citizen involvement in and awareness of community initiatives. X Objective 5.6: Provide accurate and timely reference and reader's advisory services. Prog 5.6 1 Adequately staff adult and children's reference desks during open hours. X Prog 5.6 2 Improve reference service by providing ongoing training for staff. X Prog 5.6 3 Develop and implement instructional classes for X Page 25 the public. Prog 5.6 4 Provide booklists, brochures, and other supplemental material that promote use of the collection, electronic resources, and services. X Prog 5.6 5 Implement online reference service through the web site. X Objective 5.8: Actively market/promote library materials and services. Prog 5.8 1 Develop and annually review a Marketing Plan. X Displays and exhibits focused on topics of current interest will be continued in each year of the planning cycle. X The number of collaborations with Muskego area organizations will be counted in 2005 and will increase by 5% each following year of the planning cycle X Prog 5.8 2 Target one major photo opportunity each quarter for newspaper coverage. X Staff Focus Group September 9, 2010 Facilitators: Claudia Backus, WCFLS Library Services Specialist; Nancy Fletcher, WCFLS Public Relations and Special Needs Librarian Methodology The focus group was based on the principles of Appreciative Inquiry. Appreciative Inquiry (AI) is a process for engaging people across systems in renewal and change. The basic idea is to build on positive experiences rather than trying to fix what doesn’t work. Developed by David Cooperidge of Case Western Reserve University, AI can be used in many different organizational development strategies, including long-range planning. A complete Appreciative Inquiry process can be quite lengthy, taking a full day or more. The MPL focus group was conducted in just one hour but the general principles of AI were followed. Two questions were asked: • Question 1: Think of a time when you felt really positive about your work at Muskego Public Library. You felt good about your work and the direction the library was taking. What were you doing? What was going on in the library? • Question 2: Keeping in mind what you know about the growth and changes in the City of Muskego and the surrounding area and society as a whole, imagine Muskego Public Library 3, 5, even 10 years in the future. If budget were not an issue, what would your wishes for the future of the library be? Participants discussed question 1 in small groups. Several individuals volunteered to share moments when they felt positive about work with the whole group. Notes were taken but not posted. To answer question 2, each Page 26 participant was asked to state one wish, which was recorded on a large flip chart at the front of the room. The process continued around the table until no more original wishes were expressed. Wishes that were virtually identical were consolidated but variations were posted separately. The final activity was to prioritize the wishes. The sheets of paper were displayed on a wall so participants could easily view and prioritize the wishes. Participants were asked to choose which were most important for the Library Trustees to consider as they plan for the future of Muskego Public Library. Each wish was given a score based on the number of pink, yellow and green stickers posted next to it. Each pink sticker (most important) received 4 points, each yellow sticker received 3 points, each green sticker received 2 points. Participants were also given the option of communicating ideas in writing. An envelope was placed in the staff room for this purpose. One communication was received. Results Question 1 This question was designed to encourage participants to think about the library and their job in a positive light. There was lots of discussion at the tables but people were a bit reluctant to share with the whole group. In general, comments about positive work experiences fell into the following areas: • Creating and implementing successful library events, especially those that involved the entire staff such as the Wine Tasting and Murder & Mayhem. • Enjoying the personal satisfaction of working with customers who appreciate staff expertise. Affirmative feedback of all kinds, from the public and from peers, was identified as important to feeling positive about one’s work. • Several participants expressed support for the library director and said they felt lucky to have her. • The staff was identified as the best thing about the library by many participants. Question 2 The group process revealed several areas of commonality. At the top of the list was staff concern regarding the make-up of the Library Board of Trustees. Many participants wished to improve the children’s and young adult areas of the library and to add more services for teens. Staffing the library was the third area of consideration. Utilizing current staff more effectively, adding staff where needed (information technology staff was specified) and encouraging teamwork and communication were mentioned. It appears that staff being replaced with technology (a scanner was mentioned in particular) is a perceived threat. A wish to review staff regularly was also expressed. The need to keep up with new technology, software, and website applications (marketing through social media) was listed. Other prioritized wishes included a more consistent heating and cooling system, faster processing of library materials, and expanded outreach services. Building and budget concerns were brought up, but for the most part, did not make the priority list. Prioritized Wish List 28 - Library Board members that understand the function of a library; have and use library cards 22 - Make children’s and young adult areas more user friendly and inviting 21 - Utilize talents of the staff more effectively 15 - Make sure technology does not replace staff (scanner referenced) Page 27 8 - Focus on YA (young adult) services 7 - Add staff as needed and where needed 6 - Heating and cooling system that works appropriately 5 - Better teamwork among staff– shared goals and open and honest communication 4 - Process materials faster 4 - Technology concerns – keeping up with new technology, updated software 4 - In-house IT (information technology) staff 4 - Outreach to businesses, seniors, schools, community including computer classes, job help 3 - Keep website fresh and use it to market the library (social networking, Facebook etc.) 2 - Change configuration of the big open area (“the barn”) 2 - Review staff regularly Also listed but not rated as a priority: • Bigger budget for materials • Move reference desk/reference collection closer to desk • Study room for multi-media • Building issues – will it be big enough in 10 years? • Separate focused areas for business, and education with dedicated computers • Bathroom & nursing areas in the children’s room • Drive up book drop • Scan and catalogue local history vertical file • Teen Advisory Board • “Brand” our library Public Library Association Recommended Service Responses The Public Library Association has recommended that libraries consider focusing their activities by choosing some of the 13 possible “Public Library Service Responses.” MPL Board Members used a forced choice test to determine the ranking of Public Library Association service roles. The following were chosen. • Be an Informed Citizen: Local, National, and World Affairs. • Understand How to Find, Evaluate, and Use Information: Information Fluency. • Build Successful Enterprises: Business and Non-Profit Support. • Know Your Community: Community Resources and Services. The complete list of PLA values is below: 1. Be an Informed Citizen: Local, National, and World Affairs. Residents will have the information the need to support and promote democracy, to fulfill their civic responsibilities at the local, state, and national levels, and to fully participate in community decision-making. 2. Build Successful Enterprises: Business and Non-Profit Support. Business owners and non-profit organization, directors and their managers will have the tools they need to develop and maintain strong, viable organizations. Page 28 3. Celebrate Diversity: Cultural Awareness. Residents will have programs and services that promote appreciation and understanding of their personal heritage and the heritage of others in the community. 4. Connect to the Online World: Public Internet Access. Residents will have high-speed access to the digital world with no unnecessary restrictions or fees to ensure that everyone can take advantage of the ever-growing resources and services available through the Internet. 5. Create Young Readers - Early Literacy. Children from birth to age five will have programs and services designed to ensure that they will enter school ready to learn to read, write, and listen. 6. Discover Your Roots: Genealogy and Local History. Residents and visitors will have the resources they need to connect the past with the present through their family histories and to understand the history and traditions of the community. 7. Express Creativity: Create and Share Content. Residents will have the services and support they need to express themselves by creating original print, video, audio, or visual content in a real-world or online environment. 8. Get Facts Fast: Ready Reference. Residents will have someone to answer their questions on a wide array of topics of personal interest. 9. Know Your Community: Community Resources and Services. Residents will have a central source for information about the wide variety of programs, services, and activities provided by community agencies and organizations. 10. Learn to Read and Write: Adult, Teen and Family Literacy. Adults and Teens will have the support they need to improve their literacy skills in order to meet their personal goals and fulfill their responsibilities as parents, citizens, and workers. 11. Make Career Choices: Job and Career Development Adults and Teens will have the skills and resources they need to identify career opportunities that suit their individual strengths and interests. 12. Make Informed Decisions: Health, Wealth, and Other Life Choices. Residents will have the resources they need to identify and analyze risks, benefits, and alternatives before making decisions that affect their lives. 13. Satisfy Curiosity: Lifelong Learning. Residents will have the resources they need to explore topics of personal interest and continue to learn throughout their lives. Page 29 14. Stimulate Imagination: Reading, Viewing, and Listening for Pleasure. Residents who want materials to enhance their leisure time will find what they want, when and where they want them, and will have the help they need to make choices from among the options. 15. Succeed in School: Homework Help. Students will have the resources they need to succeed in school. 16. Understand How to Find, Evaluate, and Use Information: Information Fluency. Residents will know when they need information to resolve an issue or answer a question and will have the skills to search for, locate, evaluate, and effectively use information to meet their needs. 17. Visit a Comfortable Place: Physical and Virtual Spaces. Residents will have safe and welcoming physical places to meet and interact with others or to sit quietly and read and will have open and accessible virtual spaces that support social networking. 18. Welcome to the United States: Services for New Immigrants. New immigrants and refugees will have information on citizenship, English Language Learning (ELL), employment, public schooling, health and safety, available social services, and any other topics that they need to participate successfully in American life. MPL Board Members Input In July 2010, Tom Hennen requested that board members provide input on their views of the community and library. Encyclopedia Article Members were asked to provide a view of the past, present, and future. Person A: PAST: Muskego started off as a very rural farming community. Having the natural resources of three lakes within its boundaries and expansive open land, it became a summer home destination. With the construction of Dandelion Park (an amusement park on the shore of Little Muskego Lake), Muskego became an entertainment destination for people of the Milwaukee Metro Area. 1. Known for amusement park 2. Primarily farming community/rural 3. Not well known with metropolitan area PRESENT: After the closure of Dandelion Park and the expansion of the metropolitan area, Muskego has turned into a bedroom community with most residents working and playing outside its borders. The old amusement park has been turned into condominiums and the former summer cottages on the lakes have been and continue to be, torn down and replaced by year-round homes. Subdivisions have sprouted in one-time farm fields and business development has been fairly limited to major intersections and the slowly developing Muskego Business Park. Most residents of Muskego work outside the city and choose to shop and play in other communities. While Muskego has earned the honor of being the most-efficient provider of government Page 30 services of the 40 most populous cities in Wisconsin, it still ranks last in the commercial and industrial to residential tax revenue ratios. 1. Suburb of Milwaukee 2. Good schools 3. Becoming less rural, but still has a taste of country 4. Attempting to grow commercially 5. Demographics changing—more appealing to young families 6. Good lakes FUTURE: Muskego is aptly poised to take advantage of the national economic recovery. As the metro area continues to grow south-west, Muskego with its vast amounts of open land, low taxes and prime location between Milwaukee, Chicago, and Madison, provides future businesses and residents the right mix for growth and expansion. Muskego will become a “suburban destination” with more and denser business development in the northern part of the city along the connecting corridors - surrounded by stronger residential development. Vast amounts of conservation and recreational lands will be interspersed in the northern and central parts of the city and highly concentrated in the southern part of the city. More and more residents will find themselves living, working and playing in Muskego. The changing economy and world landscape will bring a faster pace, high tech industry and businesses to the area and along with it an increased population, thirsty for knowledge, information, service and convenience. 1. Smart and well-planned growth 2. Use lake for tourism 3. Continued community involvement and well-educated populace PAST, PRESENT AND FUTURE: Muskego’s past was a farm community, which migrated to a lake community. The two lakes draw people from other communities. I see city government trying to develop a business/industrial focus. To do that, I believe they need to focus on downtown. It looks old and not inviting. Business needs a “look” to draw employees. The library is a step in the right direction. It looks good and is well managed. Person B: PRESENT: Small city/town with a huge desire for growth. New business residents and a conversion from smaller farm town into an attractive place to live and work. Approachable, affordable and attractive. In the next 5-10 years, Muskego will continue to attract additional businesses and retail locations assimilating the community toward Pewaukee and New Berlin townships. Person C: As a very short-term resident of the state of Wisconsin and the city of Muskego, my breadth of knowledge of the factors needed to make these comparisons are limited in knowledge and experience. Person D: Muskego is a city of 23,000 situated between the Big and Little Muskego Lakes. In the past, it was primarily a farm community. Currently, it has some farmers, some college-educated young families and a high percentage of skilled trades people. The number of farms may decrease slightly in the future, but the number of college-educated people is constantly increasing over the skilled trades people. Page 31 Muskego is a calm oasis that provides safety, education, and entertainment for the entire family with a wide range of homes and taxes balanced by light industry. The residents have expressed, and the city council has agreed, that the city will retain its small town feel. However, the educational level of residents is rising and the standards within the community will continue to rise to meet those expectations. Person E: PAST: Muskego is a city in Waukesha County, Wisconsin. Once an agricultural area, it incorporated as a city in 1964. This included the hamlets of Tess Corners and Durham Hill. It has become a bedroom community for the city of Milwaukee. PRESENT: Muskego is centrally located within a regional economy defined by the cities of Milwaukee, Chicago, Janesville and Madison. With an excellent school system, talented work force, forward-thinking city government, state-of-the-art public library, beautiful and abundant natural resources such as several lakes, and an active business community, Muskego is the perfect place to live, work, play, and run a business. FUTURE: Muskego, with a population of 25,000+, is the largest community in Waukesha County. Person F: PAST: Muskego was a rural farm community with sparse population and a small town feel and reality. Most people worked and lived in the community. Library and school buildings outlasted their capacity and changes were needed. PRESENT: Currently, Muskego maintains a small town feel amidst a changeover from rural to a more urbanized city. The city continues to expand with more subdivisions and businesses. The library facilities and some schools were recently upgraded and in great repair. It is a city that most are proud to live in. FUTURE: Growth is imminent, expansion will continue and library and school services will need to keep up with the changing needs of the community. Strengths Person A: - Facility is new - Location in “heart of city” - The Muskego Public Library provides service to more than just the city of Muskego - Dedicated staff - Lots of square footage and space - Nice children’s section - Themed programs - Guest speakers - Wireless Internet access - Meeting rooms - Helpful staff - Lots of computers and easy to use - Newer facility I am just starting to learn about our library. After my appointment to the board one year ago last May, it was my first exposure to the library. I then missed seven months to illness so I am basically a rookie. What I have seen is a staff dedicated to getting the job done. Page 32 Person B: Attractive building. Ample space. Open space for small group sessions or large events. Ability to continue to grow with the community initiatives. Great community programs. Person C: Building: The current building is aesthetically pleasing to both work in and to view. Parking is very good. Technology: Staff members are, for the most part, skilled and trained to impart effective patron use of the library and implement programs that encourage high levels of library use and services. Dedication: The library’s mission for excellence has sound and strong support from the mayor and Common Council. Person D: Muskego Library is a relatively new, light, bright and inviting facility, which meets the state standards for all print, audio and video collections. The staff is dedicated to the mission and provides excellent service to the public through general transactions as well as daily computer assistance. The special events, speakers, class offerings and clubs, as well as community meeting rooms, provide services for all ages. The current director is currently fulfilling both the director and assistant director duties. She has instituted several new programs; has brought some concerns to the board for assistance and clarifications; has instituted staff workshop days to build staff rapport and to listen to their likes and dislikes; has rearranged some jobs according to employee skills and training; and has instituted an open door policy for staff, all the while juggling both job responsibilities. As time goes by, the board plans to help update all job descriptions and help create a form to be used for each employee’s yearly review. Person E: - Strong, population growth - Solid circulation growth - Implementation of evaluation/staff in-service on regular basis - Implementation of more pro-active policy for better work environment - Adherence to library union contract requirements? - Solid web pages for library - Maintained collection standards/benchmarks Person F: - Facilities have recently been updated - Collection size is above average comparatively - Community outreach for events is strong - Most people enjoy and utilize the library facility for information/recreational reading and meetings respectively - Leadership committed to improvement Weaknesses Person A: • Not adapting to changing patron needs / desires quickly • Resistance to change Page 33 • Perception that library programs are focused more on personal staff desires/likes, rather than the desires/wants of the community • Online catalog site feels outdated • No searching in online catalog by genre • No links to reports listing most popular books in local library, the WCFLS, and NY Times • Wireless access is quite slow • No self checkout • Movie selection could be improved • No drive thru • No eBook technologies • Largely unused space in back center part of library Again, from my little time with the library, I think the board, staff and others need to realize it is a business. When times are tough you tighten your belt and find ways to get the job done. Focus on needs, set aside wants. Too much time is spent on wants. Develop a plan and work that plan. Person B: Front desk staff not that welcoming. Dated materials - VHS/audio cassettes. Needs further reach into the community encouraging new attendees to events. Person C: • Interpersonal relations amongst some staff members. Arrogance, lack of warmth and negative attitude on the part of several staff members. • Limited range of programs /activities for school-age children during the school year. • Summer program activities are primarily geared to youngsters (pre-school to 6 years of age). Very few activities/programs for 8-12 year-olds. This leaves a serious dent in service to that important age group. • More variety in fund-raisers is needed. The Wine Tasting event may no longer be the attractive draw it was in the past. Person D: Because of city budget cuts, the staff has not been expanded to meet even basic state standards. We have a definite need to expand the audio materials as well as the number of computers available to the public. Wireless capability needs to be reviewed with the IS department. The “Play Away” program needs to be evaluated for effectiveness and expanded if warranted. Constant technological changes make keeping current a difficult task, but we need to stay on top of societal demands. Because of reduced funds from the city, staff, programs and materials have been affected. Person E: • Staff – low? Utilize more volunteers to help with workload. Impact standards? • Need to expand audio/visual materials • Policies in place in case of terrorist attack – keep up with 21st century issues? • Current on 21st century technological services to community? • Web-site reading recommendations? • Program development? Adults--- Person F: Page 34 • Employee culture • Application of policy (in certain situations) • No clear direction or plan for library improvement • Expired library plan (2007) • Uncertainty about current and future fiscal considerations • Lack of consistent employee evaluations • Lack of meaningful staff development Recommended Future Direction Person A: - Be more active in being a community resource for information, education, and recreation. - Cater more to community needs and desires - Be more encompassing with programming - Become a destination, not a “drive-thru” - More focus on continuing education - Prepare for Muskego to “grow” - Increasing use of digital technologies - Continued/increased involvement in the community - Forum and gathering place for community events - Crown jewel of WCFLS - References to the library in trade rags for forward thinking concepts The strategic plan will tell us direction; managed growth seems to me the best course of action. I do not know much about the WCFLS but I would think their role would be advisor, guidance, and pointing out opportunities. Person B: Review library statistics. How many new members per month? How often do the majority of patrons visit/utilize library materials? Pulse of library perception in community. Person C: Library Director should attend all fundraiser and social events during the year in an on-going effort to foster and maintain support and connectedness between residents and library. Visibility at all public events is important. Person D: We currently have a staff member working on her degree in business and beginning to assume some of the facility finances. It would be in the library’s best interest to keep that person on staff and upon completion of her degree, move her to be in charge of all facility finances. In addition, someone with a Masters of Library Science should be hired to become the Assistant Director. That would be vital not only to oversee library programs, but also to be in a position to take over in the unfortunate sudden departure of the current Library Director. Hiring of an Assistant Librarian would also bring the Muskego Library in line with the WCFLS and state proficiency standards. As budget constraints are lifted, one or two positions should be added to the general library staff. That would allow additional programs to be added. These people should be hired with the understanding that when the library needs to be open on weekends, these people will be fulfilling those needs. Ideally, the library would also be able to add additional computers and a person devoted to overseeing all computer usage and classes for both adults and children. Person E: Page 35 - Need to keep up with growth in population - Pay attention to technology trends that may impact library, i.e. intro of MP3 players in cars – commuters - As a Reading Specialist in a school district – trend in schools to designate children’s reading into Levels – I would love to see our Muskego Library organize our books according to Reading Levels (some areas!!) - Target more Adult Reading/Information programs. - Sunday hours??? Person F: - Establish a clear, measurable plan and follow it. o Periodic checks for progress o Formalized reporting system (Continuous Progress Report) o Alignment to mission, vision and values - WCFLS can help by facilitating the creation of a new/revised strategic plan. Blue Sky Wish List Board members were asked to provide a list of items they would like to pursue if a large source of funding became available. Below is the collective list of items the library would pursue if there was an endowment, bequest, or some other sudden increase in funding: 1. Develop a plan for expanding the use of the amphitheater for music programs and related entertainment 2. Develop a plan for expanding author programs to include big name authors 3. Incorporate new gaming programs (WII, PlayStation 3, Xbox 360) in order to attract youth 4. Develop a plan to become a civic resource for the public as well as city hall; become a hub for organizations like the Chamber of Commerce and other community groups 5. Develop a plan for building expansions such as a separate A/V room, fireplace, meeting room expansion, noise suppression in children’s areas, and related building improvements. Include possible re-arrangement of interior space and placement of collections. Also consider second story for the building in future. Consider developing the periodicals room into a Borders style café with WiFi and refreshments. Comparable Statistics The table below compares the Muskego Public Library on a per capita basis to its peer libraries of comparable size. Note that the population used in the table is the service area population not the municipal population. Most of the 72 Wisconsin libraries in this population category have far more “Service Area” residents than Muskego (Line 4 of the table). Service area is assigned by the state based on the level of use by “Home Community residents without their own library” (what we call True Non Resident or TNR use) relative to that of the county as a whole. Muskego, with only a fraction of the so-called TNR circulation in the county is assigned only 526 of the 85,000 TNR residents. Muskego Library’s location – remote from other TNR communities - explains small number of users from TNR communities. Page 36 While the Library is funded with an operating budget at a per capita rate on higher than that of comparable communities, the effective mil rate for the Library in Muskego is 11% below that of comparable communities (line 55). • A significant portion of the Muskego Library’s operating budget each year goes directly for new materials and even though the Library spends 5% more than comparable communities on materials, it is still short of library materials standards (see line 54). • County revenues are much lower because of the low rate of use by county-taxed residents (line 44). • As line 8 indicates the building is 85% larger than the average peer library; something to be expected in a new building, of course. • Audio materials and videos are significantly less than peer libraries as can be seen in lines 11& 12. • Fewer materials mean less circulation reference and visits even with higher resident registration rates (lines 17 to 19). • The tax rate per $1,000 of taxable property (mill rate) is 11% lower (line 56). • MPL has higher Internet use and public terminals • Program statistics are either comparable or better than that of peers. Category WCFLS State Muskego 2009 Actual Number of Libraries 3 40 1 Municipal Population 18,596 14,866 22,630 Service Population 14,102 260,740 846 Total Population 23,296 21,385 23,921 Square feet 25,006 20,629 40,000 Books owned 92,437 77,018 119,887 Books added 6,935 6,178 10,546 Audio 5,666 5,534 7,127 Video 5,090 6,227 6,490 Periodicals 192 178 230 Public Internet Terminals 12 15 30 Internet use 17,345 30,326 28,543 Childrens circulation 156,855 100,915 111,219 Adult Circulation 158,938 178,476 252,104 total Circulation 315,793 279,390 363,323 Non-resident circulation 109,416 113,010 49,785 Circ to County Library residents (COB)37,458 36,715 19,070 Circ to county non library residents (TNR)51,214 57,524 12,456 County non - resident 88,671 94,239 31,526 Adjacent County "COB"1,276 3,496 546 Adjacent County "TNR"18,051 6,538 17,488 Adjacent county total 19,327 10,034 18,034 ILL Lending 27,922 44,742 33,707 ILL Borrowing 30,323 45,576 30,649 Registered borrowers 16,527 14,344 24,907 Adult programs 60 39 71 Adult attendance 881 944 1,777 Childrens programs 223 214 164 Childrens program attendance 9,370 6,479 8,449 Total programs 283 252 235 Total Attendance 10,251 7,400 10,226 FTE - professional 4.5 2.7 1.0 FTE Total 14.3 11.5 13.4 Local funds 811,739 568,850 1,147,179 County Funds 118,222 163,471 34,631 Total income 1,005,605 830,437 1,259,558 Salaries 487,775 398,608 533,831 Benefits 155,914 146,962 195,879 Print material 86,085 70,065 156,798 Electronic material 1,911 3,511 20,331 Audio 22,924 21,349 47,191 Materials expenditures 118,295 99,472 224,320 Total Expenditures 975,781 789,658 1,196,175 Tax per capita $44.19 $40.20 $48.50 Materials expend. Per capita $5.09 $4.69 $9.38 FTE staff per 1000 0.61 0.56 0.60 Periodicals per 1000 8.2 8.9 9.6 Books per capita 4.0 3.8 5.0 Expend per circul $3.11 $3.02 $3.29 visits per capita 6.8 8.1 5.6 circ per fte hr 10.6 12.0 15.2 circ per capita 13.6 13.2 9.6 Reference per capita 0.6 0.9 0.9 Circulation per hour 104 88 69 visits per hour 51.67 52.15 40.49 Circ per visit 2.02 1.72 1.70 User visits per day 525 548 449 Actual terminals 12.0 15.2 30.0 Terminals per 1000 0.52 0.74 1.25 Annual hours 3,051 3,189 3,328 Page 37 Category Muskego 2003 Target - 2007 Actual 2009 Target 2014 Target Change Actual change New Target change Population 21,699 23,000 22,630 23,309 6.0%4.3%3.0% Total Circulation 148,816 165,000 252,104 282,356 10.9%69.4%12.0% Reference Questions 93,415 90,000 23,397 20,000 -3.7%-75.0%-14.5% Walk-in traffic 125,766 145,000 147,239 164,908 15.3%17.1%12.0% Daily walk-in average 402 450 491 550 11.9%22.1%12.0% In-house Use of Library Materials 93,379 95,000 29,535 35,000 1.7%-68.4%18.5% Resident registration 16,993 18,000 20,722 15,200 5.9%21.9%-26.6% Nonresident registration 3,153 4,000 4,185 4,500 26.9%32.7%7.5% Registered Borrower Total 20,146 22,000 24,907 19,700 9.2%23.6%-20.9% Library card applications 2,101 2,200 1,132 1,200 4.7%-46.1%6.0% Materials shelved 214,733 236,000 229,749 240,000 9.9%7.0%4.5% Overdue notices 3,853 4,000 6,629 6,500 3.8%72.0%-1.9% Reserves taken 2,725 3,000 32,341 40,000 10.1%1086.8%23.7% New Books Added 7,767 8,500 10,546 10,000 9.4%35.8%-5.2% Size of book collection 93,687 100,000 119,987 125,986 6.7%28.1%5.0% Audio Materials 2,157 3,000 7,127 8,000 39.1%230.4%12.2% Video Materials 2,227 3,000 6,490 7,500 34.7%191.4%15.6% Subscrip-tions 305 300 230 200 -1.6%-24.6%-13.0% Materials discarded 5,971 7,500 4,165 4,500 25.6%-30.2%8.0% Materials mended 1,817 2,000 2,065 2,500 10.1%13.6%21.1% Municipal Equalized valuation $1,628,869,800 $1,824,334,000 $2,670,584,100 $2,777,407,464 12.0%64.0%4.0% Municipal Appropriation $918,662 $1,056,461 $1,147,149 $1,204,506 15.0%24.9%5.0% System funds $60,489 $63,513 $68,878 $72,322 5.0%13.9%5.0% Total Income $1,011,763 $1,119,975 $1,259,558 $1,276,828 10.7%24.5%1.4% Municipal Support Per Capita $41.66 $45.93 $50.69 $51.68 10.3%21.7%1.9% Municipal Support Per $1,000 EAV $0.56 $0.58 $0.43 $0.43 2.7%-23.8%1.0% On-line catalog Searches 120,253 133,000 N/A 150,000 10.6% Computer sign ups 22,632 26,000 N/A 30,000 14.9% Interlbrary loans - lent 1,333 3,000 33,707 40,000 125.1%2428.7%18.7% Interlbrary loans -Borrowed 3,790 5,000 30,649 40,000 31.9%708.7%30.5% Loans referred outside WCFLS 1,244 1,300 921 1,000 4.5%-26.0%8.6% Materials by van 6,536 13,000 62,043 80,000 98.9%28.9% Hours Open per Week Winter 64 64 64 64 0.0%0.0%0.0% Hours Open per Week Summer 64 64 64 64 0.0%0.0%0.0% Square Footage of Library 40,000 40,000 40,000 40,000 0.0%0.0%0.0% Public Use Internet Connected PCs 30 30 30 30 0.0%0.0%0.0% Users of Electronic Resources 22,632 30,000 28,543 32,824 32.6%26.1%15.0%#DIV/0! Adult Programs 78 90 71 74 15.4%-9.0%4.0% Adult program Attendance 2,286 2,700 1,777 1,848 18.1%-22.3%4.0% Children's Programs 111 115 164 171 3.6%47.7%4.0% Children's program Attendance 7,073 8,500 8,449 8,787 20.2%19.5%4.0% Total Programs 189 205 235 244 8.5%24.3%4.0% Total program Attendance 9,832 11,200 10,226 10,635 13.9%4.0%4.0% Librarianswith ALA MLS 3.0 3.0 1.0 1.0 0.0%-66.7%0.0% Total Staff 15.0 16.0 14.4 6.7%-4.1%-100.0%