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LIBRARY BOARD STRATEGIC PLANNING COMMITTEE Packet - 10/3/2019 (2)CITY 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. Packet Page 1 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. Page 1 of 2 March 12, 2019 Meeting Minutes Packet Page 2 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. Page 2 of 2 March 12, 2019 Meeting Minutes Packet Page 3 Strategic Plan 2020-2023 Draft 1 10/3/2019 Page 1 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 4 Blank Interior Cover Page Page 2 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 5 1 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 Page 3 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 6 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 Page 4 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 7 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 Page 5 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 8 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 Page 6 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 9 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. Page 7 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 10 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. Page 8 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 11 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 Page 9 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 12 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 Page 10 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 13 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) Page 11 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 14 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 Page 12 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 15 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 Page 13 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 16 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 Page 14 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 17 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 Page 15 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 18 Index A: Ownership and Timeframe Tables Page 16 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 19 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 Page 17 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 20 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 Page 18 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 21 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 Page 19 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 22 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 Page 20 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 23 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 Page 21 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 24 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 Page 22 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 25 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 Page 23 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 26 Page 24 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 27 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 Page 25 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 28 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. Page 26 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... Packet Page 29 Community Name of Library Municipal Population Service Population When are you open on Sundays?FTEs # of Programs Butler Butler 1,824 1,875 closed 2.18 52 Big Bend Big Bend 1,423 2,084 closed 2.01 172 Palmyra Powers Memorial 1,757 3,717 closed 3.25 138 Waterloo Karl Junginger Memorial Library 3,362 4,251 closed 5.31 265 Johnson Creek Johnson Creek Public Library 2,997 4,345 closed 2.75 207 Eagle Alice Baker Library 5,575 6,179 closed 5.66 283 Elm Grove Elm Grove Public Library 5,921 6,211 closed 6.83 259 North Lake Town Hall Library 8,449 10,040 year round 9.63 223 Lake Mills L.D. Fargo Public Library 5,953 10,488 closed 5.53 226 Hartland Hartland 9,293 14,442 closed 10.6 311 Whitewater Irvin L. Young Memorial Library 14,804 16,974 closed 10 248 Fort Atkinson Dwight Foster Public Library 12,390 22,237 closed 9.2 438 Jefferson Jefferson 12,390 22,237 closed 7.63 179 Delafield Delafield Library 7,176 22,525 year round 10.43 262 Sussex Pauline Haass Public Library 11,114 22,600 during the school year 14.91 265 Mukwonago Mukwonago Community Library 8,057 23,047 during the school year 14.55 1020 Oconomowoc Oconomowoc 16,889 25,270 during the school year 13.83 423 Pewaukee Pewaukee Public Library 22,419 25,701 closed 13.74 492 Muskego Muskego 24,812 26,328 closed 14.3 665 Watertown Watertown 23,945 31,167 year round 13.78 294 Menomonee Falls Menomonee Falls Public Library 37,574 38,522 closed 20.62 604 New Berlin New Berlin 40,349 41,318 during the school year 19.48 1073 Brookfield Brookfield 39,323 43,914 during the school year 30.35 628 Waukesha Waukesha 71,731 91,555 during the school year 45.98 904 Blue = comparable municipal population Yellow = comparable service population Grey= comparable FTEs and # of programs Page 27 of 27 Discussion/Action: Review 2020-2023 Strategic Plan... 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