LIBRARY BOARD STRATEGIC PLANNING COMMITTEE Packet - 10/3/2019CITY OF MUSKEGO
LIBRARY BOARD STRATEGIC PLANNING
COMMITTEE AGENDA
10/03/2019
5:30 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
March 12, 2019 Meeting Minutes
CHAIRPERSON’S REPORT
UNFINISHED BUSINESS
NEW BUSINESS
Discussion/Action: Review 2020-2023 Strategic Plan Draft and Supporting Documents
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.
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CITY OF MUSKEGO
LIBRARY BOARD STRATEGIC PLANNING
COMMITTEE MINUTES
03/12/2019
5:00 PM
Library Conference Room, S73 W16663 Janesville
Road
CALL TO ORDER
Trustee Konkel called the meeting to order at 5:10 PM.
PLEDGE OF ALLEGIANCE
ROLL CALL
Present were Trustees Darkow, Keil, Konkel, Director Larson and Head of Reference Saylor.
STATEMENT OF PUBLIC NOTICE
PUBLIC COMMENT
APPROVAL OF MINUTES
Trustee Darkow made a motion to approve the November 15, 2018 minutes. Trustee Keil
seconded. Motion Passed 3 in favor.
November 15, 2018 Meeting Minutes
CHAIRPERSON’S REPORT
UNFINISHED BUSINESS
NEW BUSINESS
Discussion: 2020 Library Capital Budget
Discussion: Library Community Survey
COMMUNICATIONS AND MISCELLANEOUS BUSINESS AS AUTHORIZED BY LAW
ADJOURNMENT
Trustee Darkow made a motion to adjourn. Trustee Keil seconded. Motion Passed 3 in
favor.
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March 12, 2019 Meeting Minutes
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Meeting adjourned at 05:48 PM.
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.
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March 12, 2019 Meeting Minutes
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Strategic Plan 2020-2023
Draft 1
10/3/2019
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Thank you to the efforts of the Muskego Library work groups and community for providing tireless time,
expertise, and input into creating the 2020-2024 Strategic Plan.
Library Board Strategic Planning Committee
Gail Miles Konkel, Chair
Camille Darkow
Michelle Humphreys
Library Board
Aaron Robertson, Chair
Gail Miles Konkel, Vice-President
Jordan Jung, Treasurer
Alderman Robert Wolfe, Common Council Representative
Toni Heinowski, Muskego-Norway School District Representative
Tracy Blair
Camille Darkow
Barb Schroeder
Michelle Humphreys
Library Staff
Brittany Larson, Library Director
Elke Saylor, Head of Reference
Jane Matusinec, Circulation Supervisor
Michele Hansen, Administrative Services Assistant
Samantha Quail, Adult Services Librarian
Amanda Hyland, Young Adult and Marketing Librarian
Abby Bussen, Children’s Librarian
Heather Ziolecki, Children’s Assistant
Courtney Metko, Children’s Assistant
Jolyn Lobe, Reference Assistant
Laura Boeck, Reference Assistant
Laurie Krueger, Library Aide
Suzette Roushia, Library Aide
Jean Satorius, Library Aide
Debbie Mortenson, Library Aide
Stacy Rogowski, Library Aide
Susan Folz, Library Aide
Lois Cotton, Library Aide
Keri Bongey, Shelver
Stephanie Kinzel, Shelver
Ellie Maday, Shelver
Yvonne Olszyk, Shelver
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Table of Contents
Introduction……………………………………………………………………….pages 3-4
Strategic Statements………………………………………………………….page 5
Strategic Narrative……………………………………………………………..page 6
Strategic Initiative – Facility………………………………………………..pages 7-8
Strategic Initiative – Services………………………………………………pages 9-11
Strategic Initiative – Communication/Outreach………………….pages 12-13
Index A – Ownership and Timeframe Tables……………………….pages 14-21
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Introduction
In 2016, the Muskego Public Library adopted the 2017-2019 Strategic Plan with the collaboration from
the Library Director, Library Staff, Library Board Strategic Planning Committee, and WiLS (a non-profit
Library organization). The framework developed from this plan identified three strategic initiatives of
focus: Facilities, Services, and Communication/Outreach. This framework will be carried over into the
2020-2024 Strategic Plan.
Planning Process:
The planning phases of this strategic plan were developed through the following timeline:
Development of 2020-2024 Strategic Planning Framework: Fall 2018
Data collection period: Winter-Summer 2019
Data analysis and report writing period: Fall 2019
Planning development meetings with Library Staff and Strategic Planning Committee: Fall 2019
Review of Draft by Strategic Planning Committee and Full Library Board: Fall 2019
Approval of 2020-2024 Strategic Plan with Full Library Board: Winter 2019
Implementation 2020-2024 Muskego Public Library Strategic Plan: January 1st, 2020
The data collection period utilized the following methods:
Community Feedback Survey: 438 respondents
Teen Survey: 269 respondents
Interviews and Focus Groups: 23 discussions with 82 respondents
Community Feedback Boards: 250 respondents
Testimonials: 457 respondents
Material Usage Analysis by Library Staff
The following resource documents were utilized for demographic, trend, and professional expertise
analysis:
2017-2019 Muskego Public Library Strategic Plan
Wisconsin Public Library Standards 6th Edition
U.S. Census Quickfacts and American Community Survey for Muskego
DPI Service Library Trends Reports
DPI State Annual Reports (2016, 2017, 2018)
2016 Muskego Public Library Survey Data
2016 Muskego Public Library EDGE Assessment
2019 Muskego Public Library Accessibility Scan
2019 Muskego Public Library Security Assessment
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The library stakeholders identified for this strategic plan were:
Library Staff
Library Board
Friends of the Library
Adults
Teens (12-18)
Children (0-11)
Senior Citizens and Senior Living Residences
Muskego Businesses / Chamber of Commerce
School District
Daycares
City Staff
City Council
Bridges System Staff
Neighboring Libraries
Non-profit groups
Patrons with Special Needs
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Strategic Statements
Library Mission Statement: Ideas. Information. Community.
Library Vision: The Muskego Public Library strives to retain its status as a community focal point for idea
exchange, information access, and community gathering. The Library’s collaborative team commits itself
to ensuring availability of superior materials, services, and staff expertise.
Library Commitments & Values: We believe these values will drive our culture, priorities, and
community-focused decisions.
Service to community –We function to serve the needs of a strong and diverse community.
Accessibility –Our materials and services are open and available to a diverse population.
Positive user experience –We strive for patron enrichment through superior library materials
and services, anticipating our patrons’ current and future needs.
Continuous improvement –We never stop looking for ways to innovate and adapt how the
library delivers services to the community.
Director’s Note: The strategic statements were not targeted for revision as part of this strategic planning
process, as it was determined that three years is too fast of a turnaround time to rebrand and would
disrupt continuity of progress. But it should be noted that the strategic statements should be reviewed
every other strategic phase to ensure relevance.
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Strategic Narrative
[Enter demographic data and trends analysis here.]
As stated in the Introduction (page 3) the planning and execution of the entire strategic planning
process began in Fall 2018 and will end January 1st, 2020. This will be over a year of planning, data
collection, data analysis, and report building. At the end over 1,400 interactions with community
members were recorded. This was an essential but enormous effort by staff. Because of the length of
time it takes to run a strategic planning process, the start occurred only two years after the last strategic
planning process since it was a three year plan. This is too close of a turnaround time both for staff
efforts, for the age of the data, and for the space of time before the community was asked again to
contribute their feedback. In addition, it is too fast to turn around and examine strategic statements
that at this point were only two years old. It is the Library Director’s recommendation that this current
strategic plan be a four year plan (2020-2023) to create adequate spacing and separation. A load
balance was done to determine if there was enough strategic initiatives to sustain a four year plan and
the results confirmed that a four year plan would be successful.
Each year an Action Plan will be created and approved by the Library Board. It will detail action items
drawn from the strategic plan, with attention paid to balancing funding and staff time across the years,
with special prioritization going towards time sensitive or high community interest initiatives earlier in
the plan. At the end of each year the Library Director will report on the status of the annual Action
Plan’s progress.
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Strategic Initiative -Facility
In 2019 the Community Feedback survey reported strong agreement from respondents that the Library
provided clean and appealing facilities and represents a safe, community gathering place. Continual
efforts must be made to manage and care for the building of a public space that is so heavily used
(142,000 visitors in 2018). Facilities should be welcoming, well-maintained, and accessible to all,
utilizing efficient and good quality resources to do so.
Respondents were asked to prioritize possible improvements to the physical space of the Library.
Updating the Young Adult area received the highest overall priority.
Goals and Potential Action Items
Update the library facility to improve functionality for patrons and staff, establishing ongoing
maintenance directives for the building’s interior and exterior.
Offer a water filling station
Young Adult area redesign
Construct outdoor storage shed for cold storage (2024)
Replace library roof (2025)
Replace carpeting in main area of library
Re-carpet Circulation Area
Reconstruct parking lot and improve entrance off Janesville (2024/2025)
Library concrete repair to improve access (cracks and cross slope) (2024)
Build an external maintenance door to connect rear interior HVAC controls to exterior units
Maintenance on outdoor lampposts (2025)
Investigate buckthorn eradication project along back fence (2025)
Implement general landscaping renewal
Improve quality and access to library facilities to improve the patron experience. Consider aesthetic,
comfort, and universal design.
Update all library restrooms (public and staff) to improve condition and accessibility
Improve aesthetics, comfort, and access in library study rooms
Improve lighting
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Continue phased replacement of furniture to improve comfort, accessibility, and electrical
Build a garden wall in the Great Room (2025)
Investigate creation of more study rooms
Replace Library Board room furniture
Replace meeting room chairs
Resolve non-capital action items on 2019 Accessibility Scan
Introduce infrastructure changes that will lead to increased efficiencies for staff and/or improved
service levels for patrons
RFID implementation
Redesign Circulation desk to accommodate new technologies, products, modern work processes, and
access
Reference desk redesign to support customer service, security, and accessibility
Investigate addition of drive up book drop and holds window
Implement improved signage throughout library, interior and exterior
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Strategic Initiative – Services
Insert text
Goals and Potential Action Items
Place a strong focus on programs and resources for children, especially related to early
literacy.
Offer year-round storytimes for a variety of age groups
Pilot an afternoon story time one day a week
Provide programming for school-age children with a focus on STEAM concepts
Investigate recording copyright and privacy friendly children’s story times and posting on Facebook
Continue genrefication of children’s collection to align with school libraries
Provide engaging services and programming to attract young adults. Enhance Library potential
as a study and collaborative learning center for teens.
Implement structured plan for continual young adult feedback
Offer programming with STEAM concepts for young adults
Develop innovative and appealing programming plus enhance existing services for a wide range
of adults.
Investigate bringing in a spotlight speaker annually (someone with local weight)
Increase the amount of hands on adult programming offered (craft, arts, and activities)
Investigate offering a Winter’s Market
Investigate offering a parent education workshop series
Investigate offering Saturday afternoon movie event (with food)
Investigate developing a skills program on Overdrive/Libby (for patrons and staff)
Create programming targeted towards patrons in their 20s-30s
Explore new programming and outreach ideas for seniors
Increase the amount of hands on adult programming offered (craft, arts, and activities)
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Develop all staff by providing access to high-quality professional development and continuing
education opportunities
Reference staff receive expert training on Overdrive/Libby
Establish active reference training for reference staff
Introduce regular circulation staff meetings and training
Provide annual staff training sessions
Provide access to membership in professional organizations
Provide access to online and off-site training
Develop Library Board Trustee training module and schedule
Build privacy and confidentiality training module for staff, volunteers, and trustees
Develop a planned orientation program for new employees
Build an inclusive services and ability awareness training module for staff
Engage well-trained staff to grow and maintain a balanced and relevant collection in a variety
of formats, print and otherwise. An ever-evolving collection serves to educate, enrich, and
entertain patrons of all ages. We consistently explore innovative materials to meet the need of the
public.
Routinely assess and remove outdated materials to keep the collection up to date
Utilize professional literature to aid in purchasing to provide a well-rounded and current collection
Research the current and upcoming technology formats to provide the most up to date materials to
reflect user needs
Analyze circulation trends to identify borrowing habits and provide relevant collections
Regularly update the online catalog through record creation from new purchases
Process new materials to allow for shelf ready status
Reduce local holds by establishing purchasing thresholds for popular items
Work with System to develop mobile app for catalog
Advocate at system level for expanding WPLC holdings and increasing funding to the Advantage
program
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Analyze how our services are reaching our patrons both from staff and service structures in place.
Reduce or remove barriers to library services access
Investigate updating and expanding assistive technology offered
Investigate making one study room available for reservations
Review all library pricing
Review DPI WI Public Library Standards and work towards Tier 3 status
Offer online chat reference through instant messaging platform
Explore creation of a Community Corner
Evaluate ILL processes
Investigate video tutorials on Overdrive, Libby, online catalog, online card account for patrons (with
System)
Review library fine structure and loan periods
Investigate grace period for fines or additional fine forgiveness days
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Strategic Initiative – Communications and Outreach
Consistent and wide spread coverage of communications and outreach are essential to ensuring
awareness of library resources and services. A supporting strategic document to this plan is the
Communication and Marketing Plan, which should be reviewed and updated to reflect each new
strategic plan. Community feedback and staff observations developed the below recommendations, to
face the challenges of communicating to a wide variety of ever changing information platforms and
perform outreach to an evolving community.
Goals and Potential Action Items
Increase awareness and communication regarding Library resources, services, programs, and
opportunities.
Implement a welcome package for new library card holders with tour exploration
Increase awareness and visibility of library email communications
Update Communication and Marketing Plan 2020-2023
Explore cost and effectiveness of a library mailer
Investigate creating library commercials for high school events and on Facebook
Create library advertising corners within each public meeting room
Implement texting for library communications where possible
Investigate smart phone calendar and text reminder features
Revise Library brochure
Investigate Muskego Magazine advertising and other external print advertising opportunities
Investigate communications on overdues recording and emails for effectiveness and improvements
Strategize new ways to increase visibility of databases and other online resources
Review all Library Board Policies and Bylaws and identify gaps
Review, update, and train on all library emergency procedures
Identify community events to participate in to promote library services
Improve patron feedback processes (upgrade comment card box, create online forms for feedback and
meeting room requests)
Adopt a records retention schedule
Adopt a technology plan
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Collaborate and build partnerships with schools, non-profits, businesses, organizations, and
community groups to expand service capacities and increase engagement with the Library.
Evaluate reach and service of deposit collections
Offer staff training series with availability to local businesses and non-profits
Review data from 2035 City of Muskego Comprehensive Plan and evaluate library intersection points
Continue school visits at public and parochial schools
Promote library services through collaboration with community businesses such as daycare centers,
medical providers, and senior living facilities
Create a recognition platform for local businesses who donate
Collect data and develop 2024-2027 Strategic Plan
Increase library advocacy and secure funding resources to maintain desired service levels.
Support Friends in developing a Membership Campaign
Create a recognition platform for local businesses who donate
Build a grant/donor spreadsheet tracker
Support Friends in developing fundraiser planning
Communicate the value and needs of the Library to the Muskego Common Council, other elected
officials, and the public through annual reports
Library staff and Library Board Trustees participate in legislative advocacy events
Apply for grants to support additional services and programs
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Index A: Ownership and Timeframe Tables
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Table 1: Ownership and Timeframe Table – Facility
Action Item Action Owner Timetable
Improve aesthetics, comfort, and access in
library study rooms
Library Director, Administrative Services
Assistant 2020
Improve lighting
Library Director, Administrative Services
Assistant 2020
Investigate creation of more study rooms
Library Director, Administrative Services
Assistant 2020
Implement general landscaping renewal
Library Director, Administrative Services
Assistant 2020
Resolve non-capital action items on 2019
Accessibility Scan Library Director 2020
Logistics planning for main area recarpeting
(quotes, project timeline, staff needs,
collection relocation)
Library Director; Administrative Services
Assistant; Head of Reference 2020
Logistics planning for reference desk re-
design (design, company selection, quotes,
project timeline)Head of Reference; Library Director 2020
Logistics planning for RFID implementation
(project timeline, staff needs, quotes)Library Director; Circulation Supervisor 2020
Logistics planning of Young Adult Area re-
design (design, company selection, quotes,
project timeline)Young Adult and Marketing Librarian 2020
Investigate initial estimates and design for
library restroom renovations and water
filling stations
Library Director; Administrative Services
Assistant 2020
Logistics planning of external maintenance
door to connect access to rear intrior HVAC
controls to exterior units (quotes,
feasability)
Library Director; Administrative Services
Assistant 2020
Investigate addition of drive up book drop
and holds window
Library Director, Administrative Services
Assistant 2021
Replace carpeting in main area of library
Library Director, Administrative Services
Assistant 2021
Young Adult area redesign Young Adult and Marketing Librarian 2021
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Table 1: Ownership and Timeframe Table – Facility (continued)
Action Item Action Owner Timetable
RFID implementation Library Director, Circulation Supervisor 2022
Redesign Circulation desk to accommodate
new technologies, products, modern work
processes, and access Circulation Supervisor 2022
Re-carpet Circulation Area
Library Director, Administrative Services
Assistant 2022
Update all library restrooms (public and
staff) to improve condition and accessibility
Library Director, Administrative Services
Assistant 2023
Offer a water filling station
Library Director, Administrative Services
Assistant 2023
Continue phased replacement of furniture to
improve comfort, accessibility, and electrical Adult Services Librarian 2023
Build an external maintenance door to
connect rear interior HVAC controls to
exterior units Library Director, Maintenance 2023
Replace meeting room chairs Adult Services Librarian 2023
Replace Library Board room furniture Adult Services Librarian 2023
Implement improved signage throughout
library, interior and exterior (T1 DPI)
Library Director, Administrative Services
Assistant 2024
Construct outdoor storage shed for cold
storage Library Director and Maintenance 2024
Library concrete repair to improve access
(cracks and cross slope)Library Director, DPW 2024
Reconstruct parking lot and improve
entrance off Janesville Library Director, DPW 2024 / 2025
Replace library roof Library Director, Maintenance 2025
Build a garden wall in the Great Room
Library Director, Administrative Services
Assistant 2025
Maintenance on outdoor lampposts
Library Director, Administrative Services
Assistant 2025
Investigate buckthorn eradication project
along back fence
Library Director, Administrative Services
Assistant 2025
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Table 2: Ownership and Timeframe Table – Services
Action Item Action Owner Timeframe
Increase the amount of hands on adult programming offered
(craft, arts, and activities)Head of Reference 2020
Investigate making one study room available for reservations Head of Reference 2020
Reduce local holds by establishing purchasing thresholds for
popular items
Adult Services
Librarian 2020
Investigate developing a skills program on Overdrive/Libby (for
patrons and staff)
Adult Services
Librarian 2020
Reference staff receive expert training on Overdrive/Libby
Adult Services
Librarian, all
Reference Staff 2020
Implement structured plan for continual young adult feedback
Young Adult and
Marketing Librarian 2020
Offer online chat reference through instant messaging platform Head of Reference 2020
Explore creation of a Community Corner
Reference Assistant
(FT)2020
Investigate video tutorials on Overdrive, Libby, online catalog,
online card account for patrons (with System)
Adult Services
Librarian; Young
Adult and Marketing
Librarian 2020
Introduce regular circulation staff meetings and training Circulation Supervisor 2020
Work with System to develop mobile app for catalog Library Director 2020
Investigate grace period for fines or additional fine forgiveness
days Circulation Supervisor 2020
Investigate recording copyright and privacy friendly children’s
story times and posting on Facebook
Children’s
Librarian/Children’s
Assistants 2020
Investigate updating and expanding assistive technology offered
(T1 DPI)
Adult Services
Librarian 2021
Pilot an afternoon story time one day a week
Children’s
Librarian/Children’s
Assistants 2021
Investigate offering Saturday afternoon movie event (with food)
Adult Services
Librarian 2021
Review all library pricing Library Director 2021
Evaluate ILL processes
Reference Assistant
(FT)2021
Review library fine structure and loan periods Circulation Supervisor 2021
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Table 2: Ownership and Timeframe Table – Services (continued)
Action Item Action Owner Timeframe
Investigate bringing in a spotlight speaker annually (someone
with local weight)Head of Reference 2022
Investigate offering a Winter’s Market
Head of Reference
and Adult Services
Librarian 2022
Explore new programming and outreach ideas for seniors
Adult Services
Librarian 2022
Investigate offering a parent education workshop series Head of Reference 2023
Review DPI WI Public Library Standards and work towards Tier 3
status Library Director 2023
Establish active reference training for reference staff Head of Reference 2023
Develop Library Board Trustee training module and schedule (T3
DPI)Library Director 2023
Investigate recording adult library programs and post on
website/Facebook
Head of
Reference/Adult
Services Librarian 2023
Build privacy and confidentiality training module for staff,
volunteers, and trustees (T1 DPI)
Library Director,
Head of Reference,
Circulation Supervisor 2023
Develop a planned orientation program for new employees (T1
DPI)
Library Director,
Head of Reference,
Circulation Supervisor 2023
Build an inclusive services and ability awareness training module
for staff (T1 DPI)
Library Director,
Head of Reference,
Circulation Supervisor 2023
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Table 2: Ownership and Timeframe Table – Services (continued)
Action Item Action Owner Timeframe
Offer year-round storytimes for a variety of age groups
Children’s
Librarian/Children’s
Assistants Ongoing
Provide programming for school-age children with a focus on
STEAM concepts
Children’s
Librarian/Children’s
Assistants Ongoing
Offer programming with STEAM concepts for young adults
Young Adult and
Marketing Librarian Ongoing
Create programming targeted towards patrons in their 20s-30s
Head of
Reference/Adult
Services Librarian Ongoing
Provide annual staff training sessions Library Director Ongoing
Provide access to membership in professional organizations Library Director Ongoing
Provide access to online and off-site training Library Director Ongoing
Routinely assess and remove outdated materials to keep the
collection up to date Librarians Ongoing
Utilize professional literature to aid in purchasing to provide a
well-rounded and current collection Librarians Ongoing
Research the current and upcoming technology formats to
provide the most up to date materials to reflect user needs Librarians Ongoing
Analyze circulation trends to identify borrowing habits and
provide relevant collections Librarians Ongoing
Regularly update the online catalog through record creation
from new purchases Librarians Ongoing
Process new materials to allow for shelf ready status Library Aides Ongoing
Continue genrefication of children’s collection to align with
school libraries
Children’s
Librarian/Children’s
Assistants Ongoing
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Table 3: Ownership and Timeframe Table – Communication/Outreach
Action Item Action Owner Timeframe
Update Communication and Marketing
Plan 2020-2023
Library Director; Young Adult and
Marketing Librarian 2020
Increase awareness and visibility of
library email communications Circulation Supervisor 2020
Evaluate reach and service of deposit
collections Reference Assistant (PT)2020
Implement texting for library
communications where possible Library Director 2020
Review all Library Board Policies and
Bylaws, Identify gaps (T1 DPI)Library Director; Library Board 2020
Review, update, and train on emergency
procedures (T1 DPI)Library Director 2020
Build a grant/donor spreadsheet tracker Administrative Services Assistant 2020
Support Friends in developing fundraiser
planning Library Staff 2020
Improve patron feedback processes
(upgrade comment card box, create
online forms for feedback and meeting
room requests)Administrative Services Assistant 2020
Adopt a records retention schedule (T3
DPI)Administrative Services Assistant 2020
Implement a welcome package for new
library card holders w/tour exploration Circulation Supervisor 2021
Create library advertising corners within
each public meeting room Administrative Services Assistant 2021
Investigate communications on overdues
recording and emails for effectiveness
and improvements Circulation Supervisor 2021
Support Friends in developing
Membership Campaign Library Director 2021
Review data from 2035 City of Muskego
Comprehensive Plan and evaluate library
intersection points Library Director 2021
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Table 3: Ownership and Timeframe Table – Communication/Outreach (continued)
Action Item Action Owner Timeframe
Explore cost & effectiveness of library
mailer Administrative Services Assistant 2022
Investigate smart phone calendar and
text reminder features Library Director 2022
Revise Library Brochure Young Adult and Marketing Librarian 2022
Create a recognition platform for local
businesses who donate Library Director 2022
Investigate creating library commercials
for high school events and on Facebook Young Adult and Marketing Librarian 2023
Investigate Muskego Magazine
advertising and other external print
advertising opportunities Administrative Services Assistant 2023
Strategize new ways to increase visibility
of databases and other online resources
(T1 DPI)Head of Reference 2023
Offer staff training series with availability
to local businesses and non-profits
Administrative Services Assistant;
Chamber 2023
Adopt a technology plan Library Director 2023
Collect data and develop 2024-2027
Strategic Plan
Library Director; Administrative
Services Assistant 2023
Communicate the value and needs of the
Library to the Muskego Common
Council, other elected officials, and the
public through annual reports Library Director Ongoing
Library staff and Library Board Trustees
participate in legislative advocacy
events Library Director; Library Board Ongoing
Apply for grants to support additional
services and programs Library Staff; Friends of the Library Ongoing
Continue school visits at public and
parochial schools
Young Adult and Marketing Librarian;
Children’s Librarian/Children’s
Assistants Ongoing
Promote library services through
collaboration with community businesses
such as daycare centers, medical
providers, and senior living facilities Library Staff Ongoing
Identify community events to participate
in to promote library services Library Staff Ongoing
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Sunday Hours
86% of the 435 community members surveyed are satisfied with our provided hours. Of the 14% not
satisfied (total of 67 respondents), 47 people indicated interest in Sunday hours. For comparison’s sake,
we conducted a survey of the other 23 libraries in the Bridges Library System and found the following
(see attached spreadsheet):
16 libraries are closed on Sundays
2 libraries are open on Sundays year round
5 libraries are open on Sundays during the school year.
We compared Muskego to libraries with similar municipal populations and found that of the two
comparable libraries one is closed on Sundays and the other is open on Sundays year round. Out of the
seven libraries with similar service populations three are open during the school year, one is open year
round and the other three are closed on Sundays.
All of the libraries that offer Sunday hours found that Sunday hours were popular with their patrons.
There are however a number of considerations that go into being open on Sundays. Most libraries are
open for four hours on Sundays and that impacts utility costs, housekeeping costs, staffing, and salaries.
Utilities:
Currently most of the lights are off when the library is closed and the heat/cool air is turned down to
save money. If we were to open on Sundays during the school year, we would incur additional heating,
cooling and electricity costs on 40 Sundays. A rough estimate indicates that the additional cost over the
course of the year would be ca. $1,500.
Housekeeping:
The building is currently cleaned five nights a week. If we were open on Sundays during the school year,
we would need an additional 40 days of cleaning which would add ca. $5,800 in cleaning costs.
Staffing:
Being open on Sundays would require one reference librarian and two circulation aides to work 4 ½
hours (30 minutes to set up the desks, turn on computers, etc. and four hours to assist the public). That
means those three staff members need to take those 4 ½ hours off during the following week,
presumably on Monday. For the reference staff that would mean, every eight weeks one staff member
would be off Friday, work Saturday, work Sunday, work a half day on Monday. This could impact our
ability to offer programs depending on which staff were working that Sunday (Monday morning story
times), cover reference shifts and attend meetings. The circulation staff would be impacted every four
weeks: two aides would be off Thursday and Friday, work 8 hours on Saturday, 4 ½ on Sunday and be off
Monday or Tuesday (plus 30 minutes on another shift that week). The impact of those “lost” shifts is
severe enough that we would need to hire an additional circulation aide with an annual salary of $14,
716. During the summer months this person would be a huge help, even without Sunday hours, in
staffing the circulation desk and processing materials, as we are exceptionally busy checking out and
checking in and tend to get way behind in processing materials. The alternative to hiring an additional
aide would be the implementation of a paid substitute program with regular paid training hours to keep
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those staff members up to speed with any changes in policies and procedures at the circulation desk. It
would be much easier hiring a 20 hour aide than finding reliable subs.
Recommendation
Given the relatively low interest in Sunday hours expressed by the 1,400 data points (and an estimated
total of $22,000 to provide the additional day), we propose checking again on the interest in Sunday
hours during the next strategic planning process. In reviewing our staffing and library use, at this point
we feel we can serve patrons’ needs by adding an additional hour on Fridays. By staying open on Fridays
until 6pm, we can serve patrons who want to stop by the library after work to pick up their holds and
choose entertainment materials for the weekend. This will have minimal impact on staffing and will not
incur any additional costs.
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Community Name of Library Municipal
Population
Service
Population
Butler Butler 1,824 1,875
Big Bend Big Bend 1,423 2,084
Palmyra Powers Memorial 1,757 3,717
Waterloo Karl Junginger Memorial Library 3,362 4,251
Johnson Creek Johnson Creek Public Library 2,997 4,345
Eagle Alice Baker Library 5,575 6,179
Elm Grove Elm Grove Public Library 5,921 6,211
North Lake Town Hall Library 8,449 10,040
Lake Mills L.D. Fargo Public Library 5,953 10,488
Hartland Hartland 9,293 14,442
Whitewater Irvin L. Young Memorial Library 14,804 16,974
Fort Atkinson Dwight Foster Public Library 12,390 22,237
Jefferson Jefferson 12,390 22,237
Delafield Delafield Library 7,176 22,525
Sussex Pauline Haass Public Library 11,114 22,600
Mukwonago Mukwonago Community Library 8,057 23,047
Oconomowoc Oconomowoc 16,889 25,270
Pewaukee Pewaukee Public Library 22,419 25,701
Muskego Muskego 24,812 26,328
Watertown Watertown 23,945 31,167
Menomonee Falls Menomonee Falls Public Library 37,574 38,522
New Berlin New Berlin 40,349 41,318
Brookfield Brookfield 39,323 43,914
Waukesha Waukesha 71,731 91,555
Blue = comparable municipal population
Yellow = comparable service population
Grey= comparable FTEs and # of programs
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When are you open on
Sundays?FTEs # of
Programs
closed 2.18 52
closed 2.01 172
closed 3.25 138
closed 5.31 265
closed 2.75 207
closed 5.66 283
closed 6.83 259
year round 9.63 223
closed 5.53 226
closed 10.6 311
closed 10 248
closed 9.2 438
closed 7.63 179
year round 10.43 262
during the school year 14.91 265
during the school year 14.55 1020
during the school year 13.83 423
closed 13.74 492
closed 14.3 665
year round 13.78 294
closed 20.62 604
during the school year 19.48 1073
during the school year 30.35 628
during the school year 45.98 904
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