..:: danomac ::..

Goals for 2020

• Complete strategic planning process and begin implementation of action plans with board direction.
• Continue supporting board in managing maintenance of new building with town.
• Continue board orientation for new and newer members.
• Continue to monitor and report on system-level changes, specifically MCPL status in WVLS vs. move to South Central Library System.
• Support library board in implementing library board-specific initiatives (candidate’s forum)
• Review library policies and post all policies in public spaces/online.

Results achieved

• Strategic plan 90% complete. Did not present to TLPLF or get formal board approval. Did work on implementing appropriate parts of action plan.
• Began preparing monthly Building and Maintenance report for library board.
• Orientation limited under pandemic limitations.
• Regularly reported on status of MCPL system taskforce.
• Updated specific policies: emergencies policy; circulation policy.

Goals for 2021

• Formally review and accept strategic plan.
• Continue to develop board training and reference materials re: new building; support board in implementation of solar project.
• Resume monthly Trustee Essentials
• Continue to communicate with board re: MCPL system investigation
• Resume routine policies review/update; post all policies in publicly accessible space (website).

Goals for 2020

• Plan/budget for increasing adult/young adult programming librarian position to 38 hrs/week (FTE) in 2021.
• Plan for more in-person staff meetings and face-to-face communication.
• Continue cross-training efforts, specifically between adult/young adult programming librarian and children’s librarian.
• Continue revising and adapting work and desk schedules to optimize staff time.
• Find strategies to increase staff efficiencies and creativity.
• Increase training/communication about library policies and document procedures to follow.
• Continue to enjoy new space.

Results achieved

• Planning/advocacy for 38 hrs/wk FTE was not achieved; did find sources to increase PT hours to 31-35 hrs/wk.
• Weekly face-to-face staff meetings were possible with changes to service hours with pandemic.
• Both programming librarians (A/YA and children’s) are collaborating on programming; no formal cross training.
• Worked with staff on a variety of adaptations to workflow, staffing schedules, finding efficiencies, and adapting responsibilities as needed throughout the pandemic response.
• Staff practiced developing, modifying, and communicating new procedures as needed throughout the pandemic.
• Formal, routine policy training not completed.
• Began working with programming staff to develop more strategic programming planning (i.e., planning programs with long-term impacts in mind)

Goals for 2021

• Continue planning/advocacy for FTE benefits package for programming librarian position.
• Prioritize strategic approach to programming: develop programs based on desired outcomes.
• Regularly communicate useful statistics (program, library usage) and performance feedback to staff.
• Try to retain in-person staff meeting time when transitioning back to full operation.
• A/YA librarian is trained in presenting story hour.
• Focus on optimizing staff time when recreating desk schedules when transitioning back to full operation.
• Build on new flexibility and communication regarding procedures

Goals for 2020

• Focus on budgeting for increased personnel for adult/YA programming FTE in 2021. Review funding for building maintenance.
• Review need to transfer bookkeeping to QuickBooks.
• Continue regular reporting on board-controlled funds; explore annual communication for use of donor funds as needed.
• Complete and close out capital reporting on building project (DPI annual reporting and records retention).

Results achieved

• Went through the budget with a fine-toothed comb looking for funds to increase A/YA librarian position to FT. Provided a variety of scenarios and options. Found increased revenues to support 7-10 additional hr/wk.
• Developed a 2021 budget proposal based on string of unusual budgeting years.
• Implemented mini-grant process for board-controlled funds.
• Bookkeeping continues in Quicken.
• Completed capital reporting on new construction in annual report; still need to finalize documents for records retention.

Goals for 2021

• Continue to review budget for increased personnel costs for A/YA FTE in 2022.
• Continue to review budget in light of string of “unusual” years.
• Develop financial mission statements for board-controlled funds. Develop outcome-based planning for funds use.
• Look for creative funding and revenue opportunities to enhance tax levy funds.
• Records retention filing for construction project.

Goals for 2020

• Revisit establishing a director’s advisory committee out of strategic planning initiative.
• Implement action plan as determined by strategic planning initiative.
• Revisit Demmer logo and website update.
• Continue Catena programming; seek opportunities for more “outside the library” programs.
• Continue seeking to expand and create new partnerships with various organizations.
• Continue participation in town-wide activities.

Results achieved

• Did not establish a director’s advisory committee.
• Did not complete logo update; began the website update process through WVLS.
• Moved many library programs out into the community with pandemic.
• Supported local businesses with purchase of summer reading prizes in lieu of performers.
• Partnered with Lions, TLCFA to present programs safely.

Goals for 2021

• Focus on updating website.
• Review opportunities to use data to identify gaps in service and public communication.
• Continue adapting programs and partnerships as needed through the remainder of the pandemic and recovery.
• Continue seeking mutually beneficial partnerships for volunteer program development, recruitment, and engagement.

Goals for 2020

• Increase video collection.
• Complete shift of collection (Juv fiction and juv nonfiction).
• Continue routine weeding and reviewing collection distribution.
• Monitor use of display space.
• Add newspaper subscriptions (print and electronic).
• Complete relabeling projects.
• Revisit potential for topical cataloging for children’s books.

Results achieved

• Continued to add DVD items as available; removed all VHS items (to make room for pandemic quarantine).
• Did complete reorganization of juvenile books. Worked well.
• Active weeding was limited.
• Organized book sale space – finished scanning all items to send to Better World Books; now have room to begin weeding.
• Delegated displays to staff.
• Did not add newspaper subscriptions; suspended purchasing for duration of pandemic.
• Labeling projects complete.
• Did not pursue topical cataloging for children’s books.
• Revamped children’s kit collection.

Goals for 2021

• Resume weeding now that we have somewhere to put weeded books.
• Finish reorganizing of book sale space; consider offering personal shopping events once organization is complete.
• Work with staff on developing additional kits.

Goals for 2020

• Promote building use based on new meeting room policy.
• Complete strategic planning and implement any action items as appropriate.

Results achieved

• Revised and promoted meeting rooms for video conference use.

Goals for 2021

• Final approval for strategic plan.
• Continue to review strategic plan and action items.
• Begin long-range planning for major capital items; landscaping “endowment,” etc.

Goals for 2020

• Establish volunteer recruitment and training.
• Follow results of strategic planning; begin process of reestablishing Friends of the Library as appropriate.
• Hold joint meeting with Three Lakes Public Library Foundation during strategic planning process and/or for other large initiatives.

Results achieved

• Achieved ALA Libraries Transforming Communities mini grant to support creating volunteer recruitment program.

Goals for 2021

• Establish volunteer recruitment and training.
• Follow results of strategic planning; begin process of reestablishing Friends of the Library as appropriate.
• Hold joint meeting with Three Lakes Public Library Foundation during strategic planning process and/or for other large initiatives.