Work Session_Carnegie-Stout Public Library Strategic PlanCopyrighted
April 3, 2023
City of Dubuque Work Session - Top # 01.
City Council Meeting
ITEM TITLE: 6:00 PM - Carnegie -Stout Public Library Strategic Plan
SUMMARY: Carnegie -Stout Public Library Director Nick Rossman will present on
the the Board of Trustees approved Strategic Plan for the Carnegie -
Stout Public Library.
SUGGESTED
DISPOSITION:
ATTACHMENTS:
Description
MVM Memo
Memo to City Manager
Library Strategic Plan
Presentation
Type
City Manager Memo
Staff Memo
Supporting Documentation
Supporting Documentation
THE C
DUjIBQTE
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Work Session: Carnegie -Stout Public Library Strategic Plan
DATE: March 29, 2023
Dubuque
WAWca 914
ii
2007-2012.2013
2017*2019
Carnegie -Stout Public Library Director Nick Rossman is transmitting information to
share the Board of Trustees approved Strategic Plan for the Carnegie -Stout Public
Library with City Council at the April 3, 2023, 6:00 p.m. Work Session.
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Mic ael C. Van Milligen
MCVM:sv
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Nick Rossman, Library Director
THE CITY OF
DUB TE
Masterpiece on the Mississippi
Carnegie -Stout Public Library
360 West I Ith Street
Dubuque, Iowa 52001-4697
(563) 589-4225 office
(563)589-4217
carnegiestout.org
Dubuque
AIIAII-A11� g Carne le -Stout
PUBLIC LIBRARY
2007-2012,2013
2017*2019
TO: Michael C. Van Milligen, City Manager
FROM: Nick Rossman, Carnegie -Stout Public Library Director
SUBJECT: Work Session: Carnegie -Stout Public Library Strategic Plan
DATE: March 28, 2023
INTRODUCTION
The purpose of this memorandum is to transmit information for a City Council work
session to share the Board of Trustees approved Strategic Plan for the Carnegie -Stout
Public Library.
BACKGROUND
Working with ReThinking Libraries, community members, library staff, and volunteers,
the Carnegie -Stout Public Library has developed a new strategic plan to help chart our
path forward as we consider library services for the Dubuque community.
DISCUSSION
The purpose of the work session would be to provide City Council with an opportunity to
learn about the process, the findings, and review the plan and provide an opportunity to
ask questions and provide feedback regarding the plan.
REQUESTED ACTION
This information is being provided to facilitate the work session on April 3, 2023 at 6 pm.
Service People Integrity Responsibility Innovation Teamwork
Strategic Plan
High Level
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Beginning in the late -Spring of 2022 and completed in November 2022, under the guidance of the Carnegie -Stout Public Library
(C-SPL) Library Director and Board of Trustees, a strategic planning process was completed for the Carnegie -Stout Public Library
for years 2023 through 2028. Library consultants Rob Cullin and Janet Nelson of ReThinking Libraries, LLC (RTL) facilitated the
process, fact finding, and analysis, but the library and its community made all choices and decisions in the process.
The Process
The C-SPL strategic planning process and review included the following key areas:
Gathering and analyzing community input and data, which involved benchmarking, demographic analysis, and collection anal-
ysis. In addition, C-SPL staff and Board of Trustees were involved in exploring ideas and possibilities for the Library as a thriving
21st century library. Stakeholder sessions were conducted by RTL in the Spring and Fall of 2022. Participants included community
members, community leaders, C-SPL staff members, and library trustees.
The Engagement Sessions covered topics of current and future library operations, seeking both aspirational and pragmatic input
from the staff and board about the Library, staffing, services, facilities, marketing, community participation, and programs. These
sessions facilitated by RTL sought candid input from the stakeholders about all these areas in addition to more open-ended input
related to the community itself. Library facilities (both buildings and mobile) were discussed at length with participants to review
the appropriateness of current spaces and help determine any needs or shifts that should be considered.
Developing the high-level plan during a two-day Strategic Planning Retreat held on Sept. 19 and 20, 2022. During the Retreat, all
data and input was reviewed by 18 people, consisting of the community members and leaders, library leadership, staff members,
and library board members. Using the data and stakeholder input, the group reviewed and discussed as a large group and in
smaller breakout groups all aspects of library services and facilities. The group worked though a variety of exercises to surface
the potential ideas and approaches that could make up the plan. Through a series of voting exercises, the group then identified
the most essential strategic areas, specific goals, and related investments required to implement the goals to help the library
thrive over the next five years and beyond. Those elements are captured here in this high-level plan document. This plan was
reviewed with library staff and board, and then approved by the Board of Trustees.
A detailed 12-month plan will be built each year based on the guidance of this high-level plan. This plan details the relevant
activities that are to be completed in the time period to further the large goals highlighted in the high-level plan. This process of
developing a 12-month detailed action plan will be repeated each year by staff and reviewed by the Board of Trustees.
What We Heard
The stakeholder sessions explored several topics including customer service, youth services, adult services, outreach services,
programming, technology and digital services, the facility/building, collections and resources, and overall 21st century public
library best practices. Detailed summaries of all stakeholder feedback and online survey results were provided in separate docu-
ments to the community and C-SPL leadership and reviewed in depth during the Strategic Planning Retreat. All stakeholder input,
data analysis, and follow-up exploration work led to the strategic focuses, goals, and investments outlined in this document.
Further Plan Development
With the goal of achieving all outlined goals over the next five years, C-SPL administration, staff, and board of trustees will regu-
larly evaluate their progress and achievements. Objectives set forth in this plan will be further detailed each year in a 12-month
detailed work plan which will be developed by the library staff. These annual 12-month plans will address the specific actions,
objectives, and goals in addition to specifying required staff and financial commitments.
Ongoing Evaluation
In addition, the high-level plan contained in this document will be re-evaluated each year by the board to ensure that the
high-level goals still align with the needs and goals of the community, ahead of the staff's development of that years 12-month
plan. This balanced and systematic process also emphasizes that the resulting plan will be iterative and evolve substantially over
the next several years.
Collaboration and Communications
The keys to C-SPL implementation, evaluation, and ultimately, the success of its strategic plan will be:
• A thorough understanding of the plan as well as active involvement in implementing the plan by staff and the Board
• Frequent and ongoing communication between administration and staff
• Frequent and ongoing communication between C-SPL staff and its community
• Active collaboration between C-SPL Board of Trustees, administration, staff, outside organizations, and the community
ISr,ON
ng lives through experiences and resources that
-age discovery.
VISION
To improve and empower lives through accessible resources, community
engagement, and entertainment opportunities in a welcoming environment.
VAL U Elft.-
Welcoming:
Creating spaces and an environment that is open to all.
Discovery:
Providing engaging enrichment opportunities and a culture of life-long learning.
Inclusion:
Adopting resources and policies that provide a welcoming space.
Forward Thinking:
Creatively adapting to evolving technology and changing needs.
Accessibility:
Recognizing seen and unseen barriers and providing equitable access when and
where services are needed.
Community Focus:
Collections and services that are aligned with community needs and interests.
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C-SPL will create a more engaged community and user base through market-
ing, outreach, and partnerships in the community.
C-SPL will seek
to increase its
investment in staff to
assist in the further
improvement of
programming and
services in addition to
physical and digital
resources.
C-SPL will explore
planning, funding,
and the execution
of work to improve
the library facility to
better serve users
and make the library
a more effective and
attractive destination
for all residents.
GOAL 1: Develop Marketing/Engagement master plan that explores needs in staffing levels and identifies strategies
to increase awareness of the library and its values in the community.
OBJECTIVES:
1. Meet with other library and/or nonprofit marketing teams to evaluate library marketing staffing needs.
2. Explore marketing best practices, including training for library staff.
3. Develop a marketing master plan, library branding guide or brand book.
OUTCOMES:
. Provide a cohesive, consistent branded identity.
GOAL 2: Continue to seek out outreach opportunities in Dubuque.
OBJECTIVES:
1. Identify staff resources available for outreach opportunities.
2. Explore outreach programming opportunities at community events.
OUTCOMES:
• Meet more community members where they are, increasing an understanding of what resources the library
has to offer.
• Organizations and community members recognize the library as a resource for the entire community.
GOAL 3: Seek partnerships to help expand library service and develop and maintain relationships with local organi-
zations that complement or align with the C-SPL mission.
OBJECTIVES:
1. Explore community partnerships to engage non-English speaking residents.
2. Maintain/expand partnerships with schools and education related organizations.
3. Partner with organizations across various demographics, needs, interests to broaden library support for the
community.
OUTCOMES:
• Library service across all communities increase.
• Organizations, schools, and agencies in the area recognize the library as a vital partner in servicing
the community.
GOAL 1: Offer current technology and systems to improve the usage of library materials and resources.
OBJECTIVES:
1. Research and consider updated technologies for the library that could improve library experience for
community and staff. Examples could be updated self -check machines, automated materials pick-up stations
(internal & external), etc.
2. Review library collections as part of space needs assessment for usage rates, need, size of collection, etc.
OUTCOMES:
• Improve service utilization for community and staff.
• Community receives ease of access to information, resources, and library programming.
GOAL 2: Review library policies while considering equity and access to resources and information, staff workflow for
procedures and policies, and other needs as they arise.
OBJECTIVES:
1. Consult City's Intercultural Competency Team, Department of Equity & Human Rights for review of library
policies to consider equitable solutions to complex, unique situations community members face with regards
to library resource access.
2. Consult library staff with regard to procedures and policies to consider removing roadblocks that limit staff
ability to provide excellent library service.
OUTCOMES:
• Library policies are seen as fair and reasonable.
• Increase in residents that are positively impacted by library services.
• Library staff see processes and policies as more clear, and beneficial for patrons.
GOAL 3: Increase support and flexibility for staff to improve effectiveness and satisfaction.
OBJECTIVES:
Investigate and request shifting of part-time positions to full-time positions where feasible and appropriate.
Investigate staffing levels compared to patron needs, succession planning, etc.
Create more opportunities for staff development.
OUTCOMES:
• Library staff report the ability to offer better services to the community.
• Library staff have the ability to offer sustaining, quality programming.
GOAL 1: Launch a facility assessment and complete a building master plan.
OBJECTIVES:
1. Hire a consultant to conduct a space needs and/or a use needs study.
2. Use study to develop master plan.
3. Use master plan to plan for future space alterations or possible renovations.
OUTCOMES:
• Improve building with emphasis on service access and efficiency.
• Develop engaging and appropriate spaces.
• More meeting and study spaces.
• Improved way -finding and directional signage.
GOAL 2: Address parking limitations near the library.
OBJECTIVES:
1. Work with City leadership to explore options to equitably address public parking limitations near the library.
OUTCOMES:
• Seek more free and/or cheaper parking options for library patrons.
7� Carnegie -Stout
PUBLIC LIBRARY
360 W. 11th Street 1 563-589-4225 1 carnegiestout.org
7l
'F Carnegie -Stout
PUBLIC LIBRARY
Library Strategic Plan
Work Session for City Council
Monday, April 3, 2023
Timeline
• ReThinking Libraries hired pre -pandemic, set for work to begin in
Spring of 2020.
• Paused all work during 2020.
• Library Director search began February 2021
• Hired May 2021
• Fall 2021 into Winter 2022, meetings between ReThinking Libraries and
Library Staff create a calendar
• Spring 2022 - Community, staff input sessions held
• Summer 2022 - Library Board input session
• Fa11 2022 - Draft of plan submitted by ReThinking Libraries
• Winter 2022 - Plan edited, submitted for Board approval
• January 2023 - Plan approved by Library Board of Trustees
Parties Involved
• Rethinking Libraries, LLC
• Consultants Rob Cullin and Janet Nelson
• Library Board of Trustees
• Library Staff
• Library Partners &Stakeholders
• City of Dubuque Staff, Carnegie -Stout Public Library
Foundation, & Friends of the Library
• Library Patrons &Dubuque community members
The Process
• Gathering and analyzing community input and data
• Engagement sessions
• Development of the high-level plan
• Detailed 12-month plan
Community Input & Data
Stakeholder sessions were conducted in Spring 2022
Eleven input sessions held with some targeted groups and open to
the public included:
• Library volunteers
• Informational gathering at Hills & Dales Senior Center
• High school students (open to all high school students)
• General adults (open to all community members)
• Storytime families (presented at Washington Park following a Storytime)
• Library partners & stakeholders
• ESL students at NICC
• Library Staff
Community Input & Data
o Data gathering included:
• Benchmarking at input sessions
• Involved exploring ideas and possibilities for the Library as a thriving 21s'
century library.
• Demographic analysis
• Collection analysis and use
Engagement Sessions
Covered topics of current and future library operations
around topics such as:
• Staffing
• Library services
• Library marketing
• Community participation
• Library programming
• Library facilities
Developing the High-level Plan
Two-day Strategic Planning Retreat - Fa11 2022
• Data and anonymized input reviewed by 18 people
• Library Board of Trustees
• Library Staff
• Library partners from City of Dubuque, Carnegie -Stout Public Library
Foundation, Dubuque Community School District
• Community leaders
• Group worked together to identify:
• Essential strategic areas
• Specific goals
• Related investments required to implement goals
Detailed 12-month Plan
Each year, library staff will develop an annual work plan
• Derived from high-level plan
• Reviewed by the Library Board of Trustees
The High-level Plan
• Developed revised mission and vision statements
• Identified and defined values
• Identified three focus areas
• Effective & attractive facility
• Resource management
• Community engagement, outreach, and partnerships
Mission Statement
Enriching lives through experiences and resources that
:ncourage discovery.
Vision Statement
Fo improve and empower lives through accessible resources,
community engagement, and entertainment opportunities in a
welcoming environment.
Values
Welcoming: Creating spaces and an environment that is open to all.
Discovery: Providing engaging enrichment opportunities and a culture of life-long learning.
• Inclusion: Adopting resources and policies that provide a welcoming space.
• Forward Thinking: Creatively adapting to evolving technology and changing needs.
• Accessibility: Recognizing seen and unseen barriers and providing equitable access when and
where services are needed.
• Community Focus: Collections and services that are aligned with community needs and
interests.
Community Engagement, Outreach,
& Partnerships
Goal is Develop marketing/engagement master plan that explores
needs in staffing levels and identifies strategies to drive awareness
of the library and its value to the community
• Objectives:
• Evaluate library needs
• Explore marketing best practices, include training for library staff
• Develop marketing master plan, library branding guide or a brand book
Community Engagement, Outreac
& Partnerships
Goal 2: Continue to seek out outreach opportunities in
F)ubuque
• Objectives:
• Identify staff resources available for outreach opportunities
• Explore outreach programming opportunities at community events
Community Engagement, Outreac
& Partnerships
o Goal 3: Seek partnerships to help expand library service and
levelop and maintain relationships with local organizations that
complement or align with the Library's mission
• Objectives:
• Explore community partnerships to engage non-English speaking residents
• Maintain/expand partnerships with schools and education related organizations
• Partner with organizations across various demographics, needs, interests to
broaden library support for the community
Resource Management
Goal 1: Offer current technology and systems to improve the
asage of library materials and resources
• Objectives:
• Research and consider updated technologies to improve library experience for
community and staff
• Review library collections and size
Resource Management
Goa12: Review library policies while considering:
• Equity and access to resources and information
• Staff workflow
• Objectives:
• Consult staff, community, library users, as well as City staff for equity review,
procedure review, etc.
Resource Management
Goal 3: Increase support and flexibility for staff to improve
a-ffectiveness and satisfaction
• Objectives:
• Investigate and request shift of part-time positions to full-time positions where
feasible and appropriate
• Investigate staffing levels compared to patron needs, succession planning, etc.
• Create more opportunities for staff development
Effective & Attractive Facility
Goal 1: Launch a facility assessment and complete a building
master plan
• Objectives:
• Space needs and/or space use study
• Development of facilities master plan
• Use masterplan for future space alterations/renovations (as necessary)
Effective & Attractive Facility
Goa12: Address parking limitations near the library
• Objectives:
• Work with City leadership to explore options to equitably address public
parking near the library
Questions?
Email: nrossman(@carnegiestout.org
Telephone: 5 63 -5 8 9 -412 6