The following strategic plan intends to provide direction for the Bozeman Public Library for the next three years beginning July 1, 1999. After eight months of intensive review, the twelvemember ReVision Cominittee, which consisted of representatives from the three library boards, the City, staff and the public, has completed the process outlined in Planning for Results: A Public Library Transformation Process.
 

We first identified our community needs as:

• access to affordable education
• open and timely access to government information affordable cultural and recreational activities for youth
• the preservation of our history and sense of place
• the need for a friendly, tolerant and civil community
• varied and better paying jobs and affordable housing

We then chose the service responses, which were selected from a series of 13 different services that libraries offer. The Library staff and ReVision committee concluded that the Bozeman Public Library will provide:
 

1. general information

2. Iifelong learning opportunities

3. materials on current topics and titles

4. information literacy skills.
 

Our resources will be spent on collection and information resources, staff, technology, and facilities to support the selected service responses. Our 1999-2000 budget of $973,417 reflects the following:
 

$613,931 for staff

$120,000 for collection and information resources

$100,000 for technology

$ 35,000 for facilities

(Remainder goes to general operating costs)

The Bozeman Public Library has a proud tradition of long range planning and anticipating the future. The Library has been a focus in the cultural, recreational, and educational life of Bozeman since 1891 when it began with a collection of 250 books in the old City Hall and Opera House. In 1904 the collection was moved to the Carnegie Library and in 1981 to the current building. To this day it continues to provide quality library service to a growing community.
 

Since 1990 the Library has engaged in a strategic planning process, which includes reviewing, updating and refining its plan annually. In 1992 the Library articulated its vision and mission statements and listed its key library roles as: popular materials and the collection; reference service; and young reader development.
 

As we prepare to enter a new millennium, 1999 is the opportune time to gauge the Library's progress, measure discernible gaps, and formulate future plans. Propitiously the American Library Association/Public Library Association introduced Planning for Results: A Library Transformation Process at the Public Library Association meeting held March 1998 in Kansas City which Library Director Alice Meister attended. Bozeman Public Library began work on this process entitled ReVision, or a re-examination of our vision, in August 1998.
 

The intended outcome was a three-year plan deciding what our Library should do; what our Library should not do; and how we should allocate our resources. A ReVision Committee of twelve members was formed in August 1998 and included the following:
 
 

Ron Farmer, Chair, Library Board

Alice Meister, Library Director

Tutti Skaar, Library Bd. Member (who resigned from the Board)

Cindy Christin, Children's Librarian

Lois Dissly, Technical & Automated Services Department Head

Kathy Kaya, Friends of the Library

Bev Knapp, Foundation Bd. Member

Liza McClelland, Reference & Adult Services Department Head

Wendy Lewis, Foundation Development  Director

Mary Jo Stanislao, Circulation Services Department Head

Clark Johnson, City Manager

Susie Snider, Public Representative

A letter was sent informing committee members of their eight-month commitment along with background information, some of which can be found in the Statistics Section.

The ReVision Committee developed a Community Vision based on community needs identified through a visioning process and a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of our community.  Committee members formulated the following statements which embody the dreams we have for Bozeman.

• All people will have access to a variety of life-long educational opportunities to become well-rounded and productive residents.
• They will be assured affordable and quality medical services to maintain a healthy lifestyle.
• People will have access to housing, employment, public services and transportation to achieve economic security.
• We will support community efforts to ensure a safe and healthy environment.
• All people will enjoy a variety of cultural and recreational activities to reach their full potential.  They will respect and accept all members of the community in order to create a tolerant and civil society.
• We will preserve Bozeman's sense of place and history for future generations to enjoy.

The ReVision Committee affirmed the City's Vision and Mission Statements and Goals.

VISION STATEMENT:    Bozeman, Montana: The Most Livable Place.

MISSION STATEMENT: To enhance the quality of life through excellence in public service.

• Encourage and promote opportunities for citizenship.
• Provide and communicate quality customer service.
• Build a strong team of staff, elected officials and citizens.
• Anticipate future service demands and resource deficiencies and be proactive in addressing them.
• Develop a visually appealing and culturally rich community.
• Commit to a strong financial position.
• Provide excellent and equitable public services which are responsive

At an all day in-service meeting, the Staff conducted a SWOT ( Strengths, Weaknesses, Threats, and Opportunities) analysis of the Library, examined the Community Needs list, ranked it, and discussed how the Library might fill those needs.  From this endeavor came the Vision Statement; its purpose is to describe how we believe the community is better because it has a public library and what our Library seeks to accomplish in our community–the difference we want to make and the results we want to achieve.

The ReVision Committee then prioritized the Service Responses (formerly referred to as Roles):

1. GENERAL INFORMATION – Meets the need for information and answers to questions on a broad array of topics related to work, school, and personal life.

2. LIFELONG LEARNING  – Addresses the desire for self-directed personal growth and development opportunities.

3. CURRENT TOPICS AND TITLES – Fulfills community residents' appetite for information about popular cultural and social trends and their desire for satisfying recreational experiences.

4. INFORMATION LITERACY – Addresses the need for skills related to finding, evaluating, and using information effectively.

These four Service Responses are what our Library provides---and offers to---our public in an effort to meet specific community needs.  They are similar to the roles previously chosen in 1992 with two exceptions.  First the Preschoolers' Door to Learning role is so essential that it became integrated into all the Service Responses.
Secondly the new Service Response of Information Literacy reflects the technological changes seen in the information and library world since the first American Library Association Planning & Role Setting for Public Libraries appeared in 1987.  Access to information has always been a primary library role, but the tools and means to deliver that information have changed and expanded our options.  In order to remain a viable information center, the Library must be current with technological changes in order to provide that response.

The ReVision Committee then wrote a Mission Statement to reflect our four selected Service Responses.  We wanted our Mission Statement to indicate what our Library does exceptionally well that is different from what other organizations and agencies do in Bozeman and Gallatin County. Hopefully it communicates in layperson's terminology what the Bozeman Public Library does.

The Bozeman Public Library shares the vision of the nation's founders that liberty and learning are inseparable and that a democratic people must have free, open and equal access to information.

People of all ages will:

   •have access to educational, cultural, and recreational resources to enhance their employment outlook, lifelong learning and personal growth opportunities.

   •be able to choose from a variety of cultural and recreational resources to enhance their personal growth.

   •have a safe and open library environment with a variety of resources to foster a tolerant and civil community.

The Bozeman Public Library provides the community with free, open and equal access to general information on a broad array of topics; resources to promote personal growth and lifelong learning; popular materials to meet cultural and recreational needs; and the training needed to find, evaluate and use information effectively.

While the ReVision Committee was re-examining the internal structure of our Library, the Library Board of Trustees was evaluating the external structure, i.e. whether the current library building had reached its capacity to deliver the required quality level of service our community demands.  The Board decided to approach the question in a three–prong manner.

• With the generous support of the Bozeman Public Library Foundation, a Consulting Librarian, David Smith from Minneapolis, was hired to conduct a Needs Assessment and Space Allocation Study that would evolve into a Building Program.

• Second, the Community Design Center (CDC) of the Montana State University-Bozeman School of Architecture was employed to develop three architectural studies to assist the Board in determining the best course of action in providing more library space for the community.

•  Third, a focus group was convened to provide additional public input on the ReVision process and the current facility.  A questionnaire was distributed throughout the county as well under the aegis of the MSU Marketing Club and the Foundation Board.

The Management Team developed eight goals that accurately reflected our priorities.  The next step was to review library measurement and evaluation techniques in preparation for writing an array of objectives to support the goals.    The objectives had to include: what we were measuring; the change that we expect within the time period of the objective; and the date by which the objective will be accomplished.  Twenty-six objectives were developed which have overlap with the eight goals as illustrated on the following chart.  Next the Team devised activities based on our available resources that were necessary to meet these objectives; these activities will comprise an internal document evaluated and revised annually over a three-year period to determine their appropriateness and effectiveness in meeting our goals and objectives.

a. People will be able to search for information on any topic they need to succeed in their school, work and personal lives.

b. People will have the library resources they need to support their personal growth and learning.

c. People will have current library materials in a variety of formats and topics to fulfill their cultural, recreational and educational needs.

d. Children from birth to young adult will find services and materials designed to encourage a lifelong interest in reading and learning.

e. People will receive timely information about library resources, programs and services.

f. Library users will have a safe and comfortable environment where resources are easily accessible.

g. All ages will be assisted by friendly, professional staff trained in determining users' needs and in locating relevant information in a timely manner.

h. All ages will have access to instruction and resources to develop the skills needed to find, evaluate and use information effectively.

i. People will benefit from a professionally managed library which meets or exceeds public library standards and requirements.
 

OBJECTIVES
                                                                                               GOALS

	Objectives - (Each objective meets the goal or goals which have been shaded on the right.)	a	b	c	d	e	f	g	h	i
1.	Reference transactions per capita will increase by 3% each fiscal year beginning on July 1, 1999. (Measure: total annual reference transactions divided by service area population	X	X	X	X	X		X	X
2.	The Library's materials budget will increase by 6% each fiscal year beginning July 1, 1999 (Measure: compare materials budget each year to previous years's)	X	X	X	X				X
3.	Circulation of library materials will increase by 6% each fiscal year beginning July 1, 1999 (Measure:compare to previous year)	X	X	X	X	X	X	X	X
4.	Increase the number of registerd borrowers by 6% each fiscal year beginning July1, 1999. (Measure: compare to previous year)	X	X	X	X	X	X	X	X
5.	Beginning July 1, 1999, 70% of the people who use the library will find what they are looking for when they need it. (Measure: Fill rate survey.)	X	X	X	X		X	X	X
6.	While visiting and working at the library, beginning July 1, 1999, people will complete less than 2 accident and incident report forms per year. (Measure: monitor forms)						X			X
7.	Beginning July 1, 1999, 95% of people who use the library will report a comfortable and functional environment, and that the building and resources ar physically accessible. (Measure: survey)						X			X
	Goals	a	b	c	d	e	f	g	h	i
8.	The number of tours and class visits to the Library will increase by 10%, beginning July 1, 1999. (Measure: compare class visit rate with previous year)	X	X	X	X	X			X
9.	Services to young adults (ages 12-18) will increase 10% beginning July 1, 2000. (Measure: compare services in previous years)	X	X	X	X	X			X
10.	The Library will develop a professional marketing plan beginning July1, 1999.					X				X
11.	100% of professional staff will be trained to use existing electronic resources and new electronic products, and to conduct a reference interview, by January 2000 (Measure: staff checklist)	X	X	X	X			X	X
12.	100% of library staff will be able to communicate information effectively to the public about library services, programs and resources by January 2000. (Measure: staff survey)					X		X	X
13.	At least 90% of patrons surveyed will report they were treated in a friendly and professional manner beginning July 1, 2000.  (Measure: survey)					X		X	X
14.	The number of library skills training programs for the public, including at least two off-site presentations, will increase by 10% beginning July 1, 1999. (Measure: count & compare to previous year) 85% of people attending training programs will indicate on an evaluation that the class was very good to excellent beginning July 1, 1999.	X	X	X	X	X			X
15.	85% of people surveyed will report that they could effectively use the library resources they need beginning July 1, 2000.  (Measure: survey)	X	X	X	X				X
16.	Performance measures will be improved by adding and/or evaluating current methods of gathering statistics beginning July 1, 1999.									X
	Goals	a	b	c	d	e	f	g	h	i
17.	100% of the Library staff will participate in continuing education opportunities and/or training workshops by June 30, 2000.  100% of Library staaff will participate in a professional and/or community organization. (Measure: staff checklist, yearly evaluation)					X		X	X	X
18.	There will be a new or remodeled library facility by 2003.	X	X	X	X	X	X	X	X	X

 
 

Library Activities for Staff

Top of Page

Activities Schedule  Ongoing

Summer 1999

Fall 1999

Winter 1999-2000

Spring 2000

Activities Schedule  Summer 1999

Ongoing

Fall 1999

Winter 1999-2000

Spring 2000

• Description of each class should be clearly written
• Two staff hours of class preparation will be allotted for every hour of training
• Instructor/participant ratio should be 1 to 10
• Evaluation form reviewed annually
• Completed evaluation forms reviewed monthly

Predicting the future is impossible, but identifying certain trends is possible if enough relevant information is gathered. This "environmental scan" attempts to assess the community and the Library in order to address the current and future needs of the community and the Library's mission in fulfilling those needs. These trends and needs help us formulate the Library's vision, mission, goals, and objectives.

A recent article by Tom Kenworthy in The Washington Post Weekly Edition (March 22, 1999) on pages 9 and 10 illustrates the West's transformation due to " new arrivals trading their money for the region's unspoiled nature." The article points out that the areas once dependent on mining, farming, and ranching increasingly have shifted to more diverse economies boosted by retirement incomes. An economist with the Sonoran Institute discovered that nonlabor income is responsible for much of the overall growth in personal income in the last 29 years. "The changes brought by development pressures and the influx of outside money are right on the surface here in Montana's Gallatin County, where luxury homes sprout on the ridges near the borders of the Gallatin National Forest and where property values in the once sleepy town of Bozeman are soaring."

This growing trend bears observation and further substantiation, but reflects the type of information that helps us formulate our Library's future.

The ReVision Committee reviewed both community and library scans prepared by Staff. These scans include demographic information about the community, including educational attainment, income, employment, medical care, and population. They were the puzzle pieces for defining our users. Following is a sampling of some of the scans and trends identified.

Bozeman Public Library Revision Committee Community Scan  Top of Page

Bozeman is the largest city (estimated population 28,522) in Gallatin County which had an estimated population of 60,157 in July 1996. Bozeman and Gallatin County have experienced rapid growth in the past decade. The population of Gallatin County is young with 91% of the population under age 65. Children and young adults (age birth - 19) make up 28.9% of the population and 13.5% is ages 20-24. Almost half of the population (48.7%) is ages 25- 64. Bozeman is home to Montana State University which currently has 11,746 students. Over 70% of MSU students are from Montana (Bozeman Daily Chronicle, September 24, 1998.) When MSU students return home for summer vacation, the Chamber of Commerce estimates that Bozeman's population drops by about 7500.

The population of Gallatin County is 97.5% white, 1% American Indian and less than 1% African American or Asian/Pacific Islander. In Gallatin County, 97.6% of the population speaks English only, 1.2% speaks Spanish, and less than 1% speaks other languages.

The three largest single employers in Bozeman and Gallatin County are Montana state government (including Montana State University), the United States government, and the Bozeman School District. Retail trade, services (including professional, medical and business services) and government are the largest industries in terms of employment. Unemployment in Gallatin County is low (3% in 1997) and the median family income is $29,141. In 1993, the income of 12.3% of the population in Gallatin County was below the poverty line.

Local information sources include: 4 newspapers, 13 radio stations, 4 television stations, 19 bookstores, 8 video stores, 6 music stores, and 2 libraries including the public library and the university library. Over 225 clubs, organizations and service groups are active in the county. Over 50 churches offer services in Gallatin County. The community has 2 public swimming pools, numerous parks, 3 museums and supports symphony, opera, dance and theater groups.  School and university sports programs attract spectators from around the region.

Educational institutions include 26 public schools (2 preschools, 13 elementary schools, 9 middle/junior high schools, 2 high schools), and 39 private schools (18 preschools, 8 elementary schools, 7 middle/junior high schools, and 6 high schools). There is one public university. In Gallatin County, 90.4% of the population over 25 has a high school diploma or GED; 39.1% has at least two years of college and 33.8% has at least four years of college.

Medical care facilities include one hospital, 10 clinics, 2 hospices and other allied health services. There are 7 nursing homes, 21 day care centers, and a number of other social service providers including 7 human services organizations.

Bozeman is the county seat of Gallatin County. A number of state and federal offices are also located here. An interstate highway with 3 interchanges allows easy access to the city.
 

Prepared by the Reference and Technical Services staff, September 24, 1998.
 

The population estimate for Gallatin County as of July 1, 1998, is 62,545. This figure represents a 23.9% population increase from 1990 to 1998. Source: Population Estimates Program, Population Division, U.S. Bureau of the Census, 3/12/99 (Reference Staff, 4/7/99).

These standards are the result of a cooperative project between the Montana State Library (MSL) and the Montana Library Association's Public Library Division. Together, MSL and MLA reviewed the 1983 edition of the standards and identified concerns and issues to be addressed in an updated edition. The joint committee debated each issue through in-person, e-mail, and telephone conversations. The Montana State Library Commission approved the Montana
Public Library Standards in January 1999.

The Commission, MSL staff, and the Public Library Division hope that Library staff and trustees find these standards helpful as they plan for the improvement of local library services. In particular, we intend that these standards:

Provide a tool to assess the quality and effectiveness of the library

Help each library determine areas to improve

Aid each library in taking an active role to gain maximum community support

Provide a basis for collecting useful statistic for planning and evaluation

In addition, the Commission made a subset of these standards mandatory for the receipt of state aid. These standards are bolded. The administrative rules that govern these standards are included in the first appendix.

This document is divided into five sections. Each begins with a description of the general topic, followed by the standards including a checklist with possible answers for self-assessment. Each section concludes with a bibliography of supplemental materials in the State Library's collection, which are available through interlibrary loan.

Montana is fortunate to have many legal ways to establish public libraries. Usually communities establish libraries under the laws contained in Title 22. In cities or counties operating under Title 7, the charter or an interlocal agreement establishes the governance of the library and may define the responsibilities of the Library board and city or county governments. In the standards below, please substitute the appropriate body, e.g., city or county commission, for "board" as applicable.

Quality library service is based on adequate funding, compliance with all applicable laws, and sound management practices.

The organization, governance, and funding of Montana's public libraries are governed in Montana Code Annotated. The Library director and the board are partners in insuring that the library complies with laws and practices good management of all public resources.

General

 1. The library is legally established under Montana's Laws according to Montana Code Annotated, 22-1-301 through 22-1~317, or Title 7.

 2. The board conforms to all applicable state, local, and federal laws, rules and regulations.

 3. The board is knowledgeable about current library issues.

 4. Library board meetings are preferably held each month but not less then quarterly.

 5. Meetings are held in an accessible location, at times and place convenient to the public and according to state laws on public meetings.

 6. The library provides continuing education for its trustees by allocating funds to support continuing education costs, including travel expenses.

 7. The library submits the Montana Public Library Annual Statistical Report to the Montana State Library.

8. The board reviews and updates as necessary its bylaws every three years.

9. The board works with the director to develop, study, evaluate, and adopt library policies.

10.  The board reviews and updates as necessary all library policies at least once every three years.

11.  The library has procedures for carrying out library policies.  Procedures are reviewed and updated as necessary once every three years.

12.   The public has easy access to written policies, procedures, and bylaws.

Planning & Evaluation

13.  The board periodically reviews with the director the use and services of the library.

14.  The board works with the director to adopt a long range plan that they review and update as necessary each year. They base the plan on an assessment of community needs. The long-range plan contains a mission statement, goals, and specific measurable objectives, with a timetable for achievement.
15.  The board uses the Montana Public Library Annual Statistical Report to review the library's year-to-year progress and performance.

Finance

16.  Local tax revenues primarily support the library. Grants, donations, and other revenue sources supplement but do not supplant local tax support.

17.  The director works with the board to develop an annual financial plan or budget based on the library's goals and objectives.

18.  The board and director follow fiscal procedures consistent with state law and local government requirements in preparing, presenting, and administering its budget.

19.  The board and director annually review and update as necessary the adequacy of insurance coverage.