Burleson Public Library Strategic Plan

STRATEGIC PLAN

TABLE OF CONTENTS

03

04

05

Introduction

Data

Adapting to Changes

06

07

08

About this Plan

Voter Distribution

Looking to the Future

09

11

12

Strengths & Challenges

In Summary

Charts & Graphs

13

14

15

Strategic Plan Emphasis

Focus Area 1: People

Focus Area 2: Places

15

16

19

Focus Area 3: Experiences

Measuring our Success

Implementation

PAGE 3

The Library AN INTRODUCTION

Burleson’s demographic data indicates that the city is home to many families with young children.

The Burleson Public Library has

Burleson has an average household

provided services from its current

size of 3.13, compared to 2.86 for

location since 1996, when the

Texas and 2.6 for the United States.

population of Burleson, Texas, was

44.7% of households in Burleson have

approximately 19,500 residents. Today

children under 18, compared to 36.8%

the library’s service area has grown to

for Texas and 32.8% for the United

47,000 residents and the library

States overall. (Source: US Census

continues to serve as a vital

Bureau, 2010, augmented yearly by

community hub within this rapidly

the American Community Survey.)

growing city.

In FY 2019, approximately

129,000

customers visited the Burleson Public Library and more than

324,000 items were checked out.

Customers enjoy a diverse collection of print and digital content, a high-speed network that provides free Wi-Fi and public computers, plus a variety of programs for all ages.

84%

When recent library users are surveyed, approximately

indicate that they are likely to recommend the library to others.

PAGE 4

Charts & Graphs DATA

5

Library Visits Per Capita LFY 2019

8

Total Circulation Per Capita LFY 2019

4 6 3 4

2

1

2.73

2.93

4.07

Burleson Public Library

Average 25K- 49,999K population

Average Statewide

0

2

4.43

4.68

Burleson Public Library

Average 25K- 49,999K population

Average Statewide

0

Library Square Footage Per Capita LFY 2019

1.25

6.85

Collection Total Items Per Capita LFY 2019

8

1

6

0.75 4 0.5 0.25

2

0.36

0.55

1.06

Burleson Public Library

Average 25K- 49,999K population

Average Statewide

0

1.90

3.89

7.43

Burleson Public Library

Average 25K- 49,999K population

Average Statewide

0

PAGE 5

Adapting to challenges Even as the library enjoys a high user satisfaction rate, it faces challenges due to space limitations in the facility. A small meeting room is often crowded with young families during Story Time programs, and popular summer reading club performances have quickly reached capacity due to high demand.

Public seating is limited, so study tables and public computers are often full, and library shelving cannot be expanded to increase the collection's size.

IN ORDER TO ADDRESS THESE CHALLENGES, LIBRARY STAFF HAVE IMPLEMENTED SOLUTIONS TO BETTER SERVE THEIR CUSTOMERS. Library programs are regularly held offsite at community businesses, parks, and other city facilities.

Summer reading club performances are offered with multiple performance times so that more families can participate.

A fourth weekly Story Time was added to meet the demand for this popular family program.

Mobile shelving was purchased so that the juvenile fiction and A/V shelving can be reconfigured to allow programs in those areas.

Two service desks were replaced with a single desk, opening up more space for holds and self-checkout.

A built-in desk was removed from the children’s section to enlarge the family play area.

The library garden has been upgraded with picnic tables and outdoor activities to add available space for visitors.

Digital content has been widely promoted to supplement the physical collection inside the facility.

PAGE 6

Looking to the Future While these improvements result in positive outcomes, the staff recognizes the importance of anticipating and responding to evolving user needs and technological advancements to remain relevant, vital, and responsive to community needs in the future. This Strategic Plan was created to guide the organization for the next 3 to 5 years in providing services for residents that contribute to their wellbeing and success.

Population per ALA-MLS Librarian LFY 2019

12,500 10,000 7,500

11,821 9,793

5,000 2,500

3,946

0 Burleson Public Library

Average 25K- 49,999K population

Average Statewide

PAGE 7

About this Plan The strategic planning process was comprised of two phases. The first phase was completed in collaboration with consultants at Orange Boy, Inc. and involved research, user studies and statistical analysis in the fall of 2018. This information was obtained from the library management software and demographic data was derived from the U.S. Census and the American Community Survey.

Indicator

Total Value of Service Area

Comparison to State

Comparison to National Average

Active Customers (used the library in past 12 months)

4,805

Active Households

4,509

-

-

3.13

2.86

2.60

Population Age 16+ Currently Working

25,844 (53% of population)

46% of population

47% of population

Have a Smartphone

29,565 (61% of population)

33% of population

69% of population

Have Access to Internet at Home

32,522 (67% of population)

60% of population

73% of population

Households Below the Poverty Level

7.1%

12.8%

11%

44.7%

36.8%

32.8%

35

35

38

$80,755

$60,210

$60,133

7.8%

17.7%

13%

Owner Occupied Housing Units

77% of households

63.9% of households

64.9% of households

Population Age 3+ Not Enrolled in School

59% of population

80% of population

75% of population

11.2%

7.1%

3.5%

23% of households

36.1% of households

35.1% of households

Total Households

16,942

-

-

Total Population

48,472

-

-

Average Household Size

Households with Members Under 18 Median Age Median Household Income No HS Diploma Age 25+

Projected 5 Year Growth Rate Renter Occupied Housing Units

-

-

PAGE 8

Voter Distribution Voter data was also analyzed in order to identify the voter landscape and show the relationship between cardholders and voters in the service area. Consultants with Orange Boy, Inc. used lists of registered voters as well as voter history to match library cardholder records and identify active users who are registered voters. Matches were created using names, addresses and birthdates and all results were generated by the 12 voter precincts in Burleson.

Library patron records

30,042

Registered voter records

27,137

Matches

4,324

Rate

16% of registered voters are library cardholders

Percentage of registered voters who are active library cardholders by voter precinct

PAGE 9

Strengths & Challenges The second phase of the strategic planning process centered on feedback from the community. An email survey was sent out on September 18, 2018, to 233 library stakeholders, includeding library staff, volunteers, school board members, members of the Friends of the Burleson Public Library, library advisory board members, elected officials and community partner organizations. The stakeholder survey response rate was 23%, with 54 responses.

THE BEST ASPECTS OF THE BURLESON PUBLIC LIBRARY The building is great. The outside is fun and pleasant to walk around. The inside is well laid out with lots of spaces for reading, teaching, studying and sharing.

Lately, it has been the very responsive and cutting edge programming that people are interested in right now.

The staff. Without the thoughtful programming and hard work of the staff, all of the areas of library service would suffer.

THE GREATEST CHALLENGE FACING COMMUNITY

25%

Keeping teens engaged & involved in positive activities

16%

Transportation in the city

Preparing young children for kindergarten & for a lifetime of success

11%

The ability for community members to access the resources & services they need without traveling far from their homes

11% 11%

Attracting businesses and improving economic development Not enough funding for community resources

0%

We need a separate life skills/job help facility.

9% 5%

Making library services accessible from cradle to grave and city limit to city limit. Our city is growing away from the current city center and planning needs to accommodate for that and serve those new areas in our community. Larger new library closer to the new center of town or another branch.

10%

15%

20%

25%

PAGE 10

Strengths & Challenges A second survey was sent out to 10,140 Burleson Library cardholders with a valid email address. The response rate from that survey was 9%, with 866 total responses.

ACTIVITIES AT THE LIBRARY How often do you use the library resources for each of the following activities?

Never

Rarely

Sometimes

Frequently

Browse the shelves for materials Pick-up items fon hold/reserve Read a book, newspaper, or magazine

Ask staff a question Use free Wi-Fi on a personal device Attend programs or classes for children

Use a public library computer Study or work alone Conduct research in the library

Attend programs/performances for fun Attend programs about books/authors Socialize with friends/classmates Attend programs or classes for teens Study or work with a group Attend program/classes to expand my skills or expertise

0%

10%

FAVORITE ASPECTS OF THE LIBRARY The inter-library agreement with Fort Worth and other cities. Burleson is really great for mainstream books, such as New York Times bestsellers.

I loved the private rooms. As a tutor, I would often schedule appointments and facilitate those areas to help my students on a regular basis. I also appreciated that they were free spaces that could be used! It encouraged student families to browse the library while their child was getting help.

I love how our library's children's programming has evolved. It has allowed us to be more involved in the community.

20%

30%

40%

PAGE 11

Strengths & Challenges What is the one thing you would improve about the library if you could?

40%

30%

37%

20%

10%

11%

15%

13% 7%

0% More/New Collections

More/New Digital Resources

Promotion

Hours

City limit fees

Easier access for people who have a Burleson address but live outside the city limits.

It would be nice to have a larger space so the library could house a greater variety of titles/physical resources rather than relying so often on inter-library transfers.

16%

Open on Sundays and days kids are out of school so they can get books and read. Most kids are in school during the week and don't benefit from the library when they are in school.

11%

In Summary 11% When comparing the survey answers from stakeholders and library users, results showed that

11%

most view the library as important to the community. There was general agreement that the library plays a prominent role in promoting learning and literacy. Overall, library cardholders

9%

placed a higher value on physical and digital materials, while stakeholders emphasized programming and meeting spaces.

PAGE 12

Charts & Graphs Importance of Library in Community

80% 60%

Cardholders Stakeholders

76%

BRiCk users

67%

40%

48%

20%

26%

25%

25%

17%

0%

6% Very Important

Important

0%

7%

Somewhat Important

0%

2%

Not at all Important

Role of the Library

60%

Cardholders

57%

40%

Stakeholders

49%

BRiCk users

40%

20%

24% 14%

0%

17%

14% 13%

12%

6% Learning & Literacy

Serves as a community center, providing meeting space & relevant programming

Access to physical materials (e.g., books, DVDs)

4%

7%

6%

Digital resources that allow users to access the library regardless of time or place

2%

6%

Resources for parents & guardians to support early literacy & learning

Best Aspects of the Burleson Public Library

40% Cardholders

30%

36%

Stakeholders

33%

0.36 20%

26%

0.55

1.06

23%

1.90

17%

17%

11%

Physical Materials

7.43

14%

11% 7%

0%

3.89

21%

17%

10%

BRiCk users

Space/Location

Staff

5%

Digital Collection/ Internet Access

6%

5%

Programming

PAGE 13

The City of Burleson is: Focused on building a dynamic future, while preserving our rich history.

Dedicated to establishing a great place to live, learn, work and play.

Committed to being a sustainable community for all, through every stage of life.

The Library plays a vital role in this mission by blending

PEOPLE PLACES & EXPERIENCES to create a sense of belonging, representing the essence of community.

PAGE 14

Focus Area One: People Objective: To identify and engage populations with meaningful resources that enable them

to thrive. Our efforts will center around three distinct life groupings.

FAMILY LIFE These are households with children and parents or caregivers.

Total population: 25,598

FOCUSED LIFE These households are typically career and personal needs focused. The largest census tracts in Burleson have low median ages and long commutes to work. They have higher populations of renters and higher levels of smartphone utilization.

Total population: 28,491

THIRD LIFE These households are contending with life after their work careers conclude. The areas east of I-35 possess a higher median age compared to other areas within the city. A similar trend emerges in the south-central area of the city.

These areas have lower levels of workforce participation, consistent with a retired demographic. Library cardholders from these areas primarily check out adult print materials.

Total population: 5,239

PAGE 15

Focus Area Two: Places Objective: To provide locations where people

can convene to exchange ideas and collaborate, and where families can enjoy learning and life through educational placemaking.

Parents indicated an interest in finding space and resources for their children to learn. 45% of Burleson households have children below the age of 18, but families that borrow children’s materials and attend children’s activities make up just 17% of the library’s active user base. This requires the library to offer services beyond the library facility, integrating programming within parks and other associated sites.

Placemaking requires authentic spaces. The library will identify spaces in the target areas for outreach and mobile programming.

Focus Area Three: Experiences Objective: To craft experiences that create

belonging.

The Library will seek to link people who work remotely, or commute, through placemaking and digital platforms. This provides opportunities for career enhancement wherever they office and perspective through cultural experiences.

PAGE 16

Measuring Success The library measures success with three broad measures to gauge the community’s understanding of how the library has performed in fulfilling its mission.

Market Penetration.

Market Penetration calculates a library’s reach throughout the community and indicates how much of the service area is engaged with the library. It provides an estimated percentage of households in the library’s service area with at least one active library card the larger the percentage, the broader the library’s reach in your community. It makes a meaningful argument about the popularity or demand of library services. As market penetration grows and declines, it provides an understanding of the value it delivers to the community.

GOAL: Increase market penetration to 28% of households in Burleson with an active library user.

Market Penetration

40% 35%

34%

30% 26%

28%

30% 27% 27%

29%

27% 28%

29% 27%

20%

27%

28%

24%

10%

0%

Q2 2019 (Apr-Jun)

Q3 2019 (Jul-Sep)

Burleson Public Library

Q4 2019 (Oct-Dec)

Other Libraries within Budget Category

Q1 2020 (Jan-Mar)

Q2 2020 (Apr-Jun)

Other Libraries within Population Category

PAGE 17

Measuring Success The library measures success with three broad measures. These gauge the community’s understanding of how the library has performed in fulfilling its mission.

New Cardholder Retention.

New Cardholder Retention is the percentage of new cardholders who remain active library users more than a year after signing up. It demonstrates the library’s ability to keep its new users engaged over time and is the best method of tracking library utilization.

GOAL:

Maintain new cardholder retention at a minimum 46% of users remaining active after one year.

New Cardholder Retention

50% 40% 30%

48%

46%

48% 45%

46%

49%

47%

48%

39%

47%

48%

37%

45%

46%

38%

20% 10% 0% Q2 2019 (Apr-Jun)

Burleson Public Library

Q3 2019 (Jul-Sep)

Q4 2019 (Oct-Dec)

Other Libraries within Budget Category

Q1 2020 (Jan-Mar)

Q2 2020 (Apr-Jun)

Other Libraries within Population Category

PAGE 18

Measuring Success Net Promoter Score.

The Net Promoter Score is a single-question scale of customer loyalty, sent as a survey every week to a random sample of recently active customers. It gathers immediate and continuous feedback from customers for library policy development and gauges how customers see the library. This value will range from zero (no promoters) to 100 (all promoters).

GOAL:

Maintain net promoter score at a minimum of 85% of users likely to recommend the library to others.

Net Promoter Score On a scale from 0 (not likely) to 10 (very likely), how likely are you to recommend the library to others?

48%

PAGE 19

Implementation Work Plan Task

Projected Start Date

Focus Area

Fall 2021

Focus Area 1: People

Promoting digital resources heavily to new, current and prospective users

Spring 2021

Focus Area 1: People

Expanding homebound outreach program

Spring 2021

Focus Area 1: People

Fall 2022

Focus Area 1: People

Creating pop-up Story Times and STEAM programs outside the library

Fall 2021

Focus Area 2: Places

Offering library materials available for checkout during outreach programs

Fall 2021

Focus Area 2: Places

Training users on mobile reading applications and promoting digital collections during outreach programs

Fall 2021

Focus Area 2: Places

Fall 2022

Focus Area 2: Places

Offering educational coursework through digital partnerships

Fall 2022

Focus Area 3: Experiences

Adding ticketed arts performances to library programs

Fall 2021

Focus Area 3: Experiences

Creating neighborhood social gatherings that appeal to commuters

Fall 2021

Focus Area 3: Experiences

Holding library card signup events in underserved areas

Adding a full-time librarian to the professional staff

Engaging the services of a professional consultant to complete a comprehensive analysis of the Library, its current facilities, and service delivery methods to determine the best solution to move forward and serve the community for the next 20 years