Library Board Packet 2023 11-13-23Agenda
Yorkville Public Library
Board of Trustees Meeting
November 13, 2023, at 7:00 P.M.
Michelle Pfister Meeting Room
902 Game Farm Road
1. Roll Call
2. Recognition of Visitors
3. Amendments to the Agenda
4. Presentations Library Strategies – Richmond Kinney, Cindy Fesemeyer, and Alayne Hopkins
5. Approval of Minutes
6. Correspondence
7. Public Comment
8. Friends of the Library Report
9. Staff Comment
10. Report of the Treasurer: Financial Statement
Payment of Bills
11. Report of the Library Director
12. City Council Liaison
13. Standing Committees: Policy Personnel
Physical Facilities Finance
14. Unfinished Business: HVAC update
Strategic Planning Discussion/Action
Future Library Planning/Projects Discussion/Action
Lighting Improvements - Discussion/Action
15. New Business: Review Serving Our Public 4.0 Standards for Illinois Public
Libraries (Chapters 1-6) for annual Per Capita Grant
Review Executive Session Minutes
16. Executive Session: (if needed)
1.For the discussion of minutes of meeting lawfully closed under the Open Meetings Act,
whether for purposes of approval by the body of the minutes or semi-annual review of the minutes as
mandated by Section 2.06.
17. New Business (continued) Release of Executive Session Minutes
18. Adjournment
1
NOTICE
YORKVILLE PUBLIC LIBRARY
BOARD OF TRUSTEES MEETING
Monday, November 13, 2023
7:00 p.m.
Michelle Pfister Meeting Room
902 Game Farm Road, Yorkville, IL
Remote Meeting Attendance Instructions for the
Yorkville Public Library Board of Trustees Meeting to be held on November 13, 2023 at 7:00 p.m.
The Yorkville Public Library Board of Trustees meeting to be held on Monday, November 13, 2023 at 7:00
p.m. Instructions for joining the meeting are listed below.
City of Yorkville is inviting you to a scheduled Zoom meeting.
Topic: Yorkville Public Library Board of Trustees meeting – November 13, 2023
Time: November 13, 2023 07:00 PM Central Time (US and Canada)
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United City of Yorkville
651 Prairie Point Drive
Yorkville, Illinois 60560
Telephone: 630-553-4350
www.yorkville.il.us
2
DRAFT
Yorkville Public Library
Board of Trustees Meeting
Monday, October 9, 2023 7:00pm
Michelle Pfister Meeting Room
902 Game Farm Road, Yorkville, IL
The Board of Trustees meeting was called to order at 7:00pm by President Theron Garcia, roll was called and a
quorum was established.
Roll Call:
Jackie Milschewski-yes, Ryan Forristall-yes, Theron Garcia-yes, Rosie Millen-yes, Bret Reifsteck-yes, Tara
Schumacher-yes, Jason Hedman-yes, Keri Pesola-yes,
Staff Present:
Library Director Shelley Augustine
Others Present:
Kathi Murphy-Friends of Library President, Mike Krempski, Molly Krempski, Daniel Chacon
Recognition of Visitors:
President Garcia recognized staff and guests.
Amendments to the Agenda: None
Presentations: None
Approval of Minutes: September 11, 2023
Moved by Ms. Milschewski and seconded by Mr. Hedman to approve the minutes as presented. Roll call:
Forristall-yes, Garcia-yes, Millen-yes, Reifsteck-yes, Schumacher-yes, Hedman-yes, Pesola-yes, Milschewski-
yes. Carried 8-0.
Correspondence: None
Public Comment:
Molly Krempski asked how much state funding the library receives. Ms. Augustine reported on this later in the
meeting.
Friends of the Library Report:
Kathi Murphy was present as the new Friends of the Library President. She said mini-golf plans have been
discussed and it will be held on February 4, 2024. She said they may expand the hours of the event.
Staff Comment: None
Page 1 of 4
3
Report of the Treasurer:
Financial Statement
Treasurer Milschewski reported the library carpets had been cleaned at a cost of $4,000.
Payment of Bills
Ms. Milschewski moved to pay the bills as follows:
Accounts Payable: $23,594.04
Payroll: $56,507.16
Total: $80,101.20
Ms. Garcia seconded. Roll call: Forristall-yes, Garcia-yes, Millen-yes, Reifsteck-yes, Schumacher-yes,
Hedman-yes, Pesola-yes, Milschewski-yes. Carried 8-0.
Report of the Library Director:
In response to Ms. Krempski's earlier question concerning state funding, Ms. Augustine said $31,761 is received
in the state per capita grant. Ms. Krempski also asked the amount of the library budget—it is $1,866,778.
Ms. Augustine reported the following:
1.An 8th book club has been added.
2.Met with library I.T. person (Lloyd) and Jason Hedman to review some tech issues to renew the fire
wall. They discussed creating a tech plan for the next 5-10 years.
3.Fire alarm inspection was done, was coordinated with elevator technician.
4.Closed early for Homecoming parade and library was closed next day for PUG day (in-service training).
5.Carpets cleaned and bathroom floors steam cleaned while library was closed.
6.Received quotes for an exterior surface wash to remove webs and brick weathering, quote is $3,000.
Also requested quotes for window and gutter cleaning.
7.Library is moving under city umbrella for alarm-monitoring. There is a 5-year contract, price is locked
saving library $16/month.
8.Hosted Chamber Women meeting of 35 persons and will host again in November.
9.Library staff attended YEA Storywalk program and over 400 kids attended.
10.ELL (English Language Learners) classes now have up to 30 students and meet 8 times a week-evening
and weekend sessions were added.
11.Will be conducting tours for special needs students from the school district.
12.Vocational Ed teacher has reached out to library to have 3-4 students do volunteer work.
13.Ms. Augustine will be attending ILA the week of October 23rd.
14.The e-book platform Access 360 is now called Boundless.
15.A check for $100 was received from Fidelity Charitable Donor-Advised Fund Grant from a local Family
Giving Fund; will purchase items for “Things” collection. A thank you will be sent to the family.
City Council Liaison: None
Standing Committees: None
Unfinished Business:
HVAC Update
Ms. Augustine summarized a report of work done by Trico. Together with Ted Milschewski, Trico checked all
the VAV's and made recommendations for other contractors needed, such as the BAS vendor. They said the BAS
system is not recognizing some of the VAV's, while others can be repaired. Parts and labor for 6 items is $2,500
and Facilities Manager Jesus Navarro recommended repairing them now and he will assist in finding a
contractor.
Page 2 of 4
4
Strategic Planning Discussion/Action
At the last meeting, the Board had requested that Ms. Augustine obtain more quotes for a Strategic Plan vendor.
She found 2 additional firms to whom she made inquiries. Library Strategies Consulting Group replied with a
proposal and the other firm, Rethinking Libraries, did not respond by the deadline. Ms. Augustine compared the
new quote with the one presented by Amanda Standerfer a month ago and found the price to be similar. The
Director said she had a comfort level with Ms. Standerfer and liked that she is relatively local. After discussion,
the Board decided they want the Director to re-contact the company who did not meet the deadline. If there is no
response, the Board will consider the 2 proposals they have. President Garcia asked the Board members to
prepare questions for next month's meeting.
Future Library Planning/Projects Discussion/Action
Ms. Augustine provided a status summary of the library maintenance projects of most importance at this time. 1)
The electrical panel has been started, then drywalling will be done, followed by wiring. The City had a quote of
$2,000, however, Ms. Augustine found a quote for $500. 2) Chiller replacement: Trico had given a quote to do
the specs, however, the Board had reservations about possible conflict of interest and Ms. Augustine obtained 2
more quotes; Mr. Forristall provided some as well. Facilities Manager Navarro is working on these. 3) Mini-
split: The quote was presented last month and Mr. Navarro reviewed, giving his OK . Ms. Augustine now
needs the Board approval. The cost was $12,368 for the mini-split and Mr. Milschewski moved to approve and
Ms. Garcia seconded. Roll call: Garcia-yes, Millen-yes, Reifsteck-yes, Schumacher-yes, Hedman-yes, Pesola-
yes, Milschewski-yes, Forristall-yes. Carried 8-0. 4) Lighting: Verde sent an updated proposal that will be
discussed under New Business. 5) Ted Milschewski and Trico conducted the 3 day inspection already
discussed. Olsson Roofing inspected the flat roof and said it is in good condition with no replacement needed.
The carpeting has been cleaned and will be done yearly.
Approve Updated YPL Board ByLaws
This matter was carried over from last month. Ms. Pesola moved to approve the ByLaws as presented and Ms.
Schumacher seconded. Roll call: Millen-yes, Reifsteck-yes, Schumacher-yes, Hedman-yes, Pesola-yes,
Milschewski-yes, Forristall-yes, Garcia-yes. Carried 8-0.
New Business:
Lighting Improvements-Verde Energy Efficiency Experts – Discussion/Action
Ms. Augustine updated the Board on this lighting proposal. The quote was originally done in 2021 and now
Com Ed incentives are higher, but costs are about 60% higher. The Verde rep said the project would bring the
library back up to code and that almost none of the emergency lights are functioning. The LED's should last for
20 years.
The new proposal breaks the project into 4 phases and the incentive for each of the first 2 phases is $23,209.
Phase 3 has a $7,000 incentive. The 2023 incentives have ended, but new ones will come in January. The Verde
rep said if the library signed the agreement now, it would lock the library into that price. Verde's suggestion is
for the library to sign a ComEd agreement to lock in incentives and complete Phase 1 and 2. Phase 1 is the
entire 2nd floor and stairwell. Phase 2 covers the entire exterior and some fixtures on the first floor. Verde
would handle all paperwork and incentives with ComEd. Ms. Augustine said there is $25,000 in the budget for
building improvements
Questions and comments included: Mr. Hedman asked what would occur if the library locks in now and
incentives increase in January. Ms. Millen asked if we have bids from anyone else to compare prices. The
Board asked that Mr. Navarro obtain a second quote. Ms. Schumacher suggested asking the schools for their
vendors. It was noted that the library has to adhere to the prevailing wage. Mr. Forristall asked if Verde is the
actual installer or if they sub out the work. The Board will discuss this again next month.
Page 3 of 4
5
Approve Annual Tax Levy
Treasurer Milschewski said City Finance Director Rob Fredrickson, has estimated the library can levy an
additional $77,731in property taxes. This is based on 2 components shown in Exhibit A in the packet--new
construction at $32,441 and $45,289 for inflationary increment (CPI). Another option, Exhibit C, is to levy only
new construction and not the inflationary factor, though the library would receive less money. She said the
library needs to levy for the most possible. Ms. Milschewski made a motion to levy the maximum of new
construction plus CPI and Ms. Garcia seconded. Roll call: Reifsteck-yes, Schumacher-yes, Hedman-yes,
Pesola-yes, Milschewski-yes, Forristall-yes, Garcia-yes, Millen-yes. Carried 8-0.
Approve 2024 Holiday Closures and Board Meeting Dates
The closures have to be approved annually. Ms. Augustine noted that the library is closed on Veteran's Day
which falls on the normal monthly meeting date, but the meeting can still be held. Ms. Garcia moved to approve
the closures as presented and Ms. Milschewski seconded. Roll call: Schumacher-yes, Hedman-yes, Pesola-yes,
Milschewski-yes, Forristall-yes, Garcia-yes, Millen-yes, Reifsteck-yes. Carried 8-0.
Executive Session: None
Adjournment:
There was no further business and the meeting adjourned at 7:59pm on a motion and second by Mr. Garcia and
Ms. Milschewski, respectively.
Minutes respectfully submitted by
Marlys Young, Minute Taker
Page 4 of 4
6
DATE: 10/24/23UNITED CITY OF YORKVILLETIME: 08:09:23MANUAL CHECK REGISTERID: AP225000.WOWCHECK # VENDOR # INVOICE ITEMCHECKINVOICE #DATE# DESCRIPTIONDATE ACCOUNT #ITEM AMT------------------------------------------------------------------------------------------------------------------------------------900139 FNBO FIRST NATIONAL BANK OMAHA 10/25/23102523-M.CARYLE 09/30/23 26 LIGHT** COMMENT **27 COMMERCIAL TIRE-INSTALL TIRES 01-210-54-00-54951,570.2028 MINER#346754-STRIP OUT OLD01-210-54-00-5495650.0029 SQUADS** COMMENT **30 MINER#346755-INSTALL25-205-60-00-60702,181.2631 ELECTRONICS IN NEW SQUADS** COMMENT **INVOICE TOTAL:10,329.46 *102523-M.CICIJA 09/30/23 01 TARGET-COMPRESSED AIR,01-110-56-00-561055.9802 ARTIFICIAL PLANTS** COMMENT **03 AMAZON-FILE FOLDERS01-110-56-00-561084.5604 AMAZON-NOTE PADS01-110-56-00-561015.92INVOICE TOTAL:156.46 *102523-M.CURTIS 09/30/23 01 AMAZON-GOOGLY EYES82-000-24-00-24805.4002 AMAZON-SATIN RIBBON82-000-24-00-24808.6503 WEBSTAURANT-COTTON WASHCLOTHS 82-000-24-00-248040.26INVOICE TOTAL:54.31 *102523-M.DONOVAN 09/30/23 01 JEWEL-WATER79-795-56-00-560242.2802 TARGET-BUNS, HOT CHOCOLATE79-795-56-00-560741.9303 AMAZON-REFEREE JERSEYS79-795-56-00-560626.9804 TARGET-BUNS, CREAMER, COFFEE 79-795-56-00-560764.3705 IPRA-PROFESSIONAL DEVELOPMENT 79-795-54-00-5412950.0006 SCHOOL REGISTRATION** COMMENT **07 IPRA-MEMBERSHIP DUES79-795-54-00-5460259.0008 WALGREENS-INTERNET PHOTOS79-795-56-00-560656.8109 TARGET-BUNS, HOT CHOCOLATE79-795-56-00-560732.23INVOICE TOTAL:1,473.60 *102523-M.MCGREGORY 09/30/23 01 MENARDS#090623-UTILITY KNIFE 51-510-56-00-56305.97INVOICE TOTAL:5.97 *102523-M.NELSON 09/30/23 01 ARROWHEAD FORENSICS-LIFT01-210-56-00-562044.9502 HINGE LIFTERS** COMMENT **03 EVIDENT-DELUX LIGHT KIT01-210-56-00-5620321.5604 SIRCHIE-FIBER BRUSHES01-210-56-00-562096.5405 FBI-LEEDA-CLI TRAINING01-210-54-00-5412795.0006 REGISTRATION** COMMENT **INVOICE TOTAL:1,258.05 *102523-M.SENG09/30/23 01 O'REILLY-COPPER LUGS01-410-56-00-562811.3802 NAPA#348098-BATTERY CABLES01-410-56-00-56287.8103 NAPA#347975-BATTERY CABLES01-410-56-00-562838.9804 NAPA#348055-FUSE BLOCK01-410-56-00-56284.42INVOICE TOTAL:62.59 *7
DATE: 10/24/23UNITED CITY OF YORKVILLETIME: 08:09:23MANUAL CHECK REGISTERID: AP225000.WOWCHECK # VENDOR # INVOICE ITEMCHECKINVOICE #DATE# DESCRIPTIONDATEACCOUNT #ITEM AMT------------------------------------------------------------------------------------------------------------------------------------900139 FNBO FIRST NATIONAL BANK OMAHA 10/25/23102523-S.AUGUSTINE 09/30/23 01 AMAZON-HARRY POTTER PROGRAM82-000-24-00-2480101.1002 SUPPLIES** COMMENT **03 AMAZON-BINDERS, BOOK82-820-56-00-567139.1204 AMAZON-FIRST AID KIT, WEATHER82-820-56-00-561060.0905 ALERT RADIO** COMMENT **06 AMAZON-RETURN ADDRESS STAMP82-820-56-00-561016.4907 AMAZON-WOOD CRAFT STICKS82-000-24-00-248014.6908 AMAZON-THERMAL PAPER ROLLS82-820-56-00-561059.9909 AMAZON-LAMINATING POUCHES82-820-56-00-567172.0210 AMAZON PRIME MONTHLY FEE82-820-54-00-546014.9911 AMAZON-DRY ERASE MARKERS &82-000-24-00-2480466.7712 WHITE BOARD** COMMENT **13 THERMOSYSTEMS-AIR COOLED82-820-54-00-5495906.0014 CHILLER REPAIR** COMMENT **15 BEACON NEWS-SUBSCRIPTION82-820-54-00-5460184.9516 RENEWAL THROUGH APR 2023** COMMENT **17 BEACON NEWS-SUBSCRIPTION82-000-14-00-1400119.1518 RENEWAL MAY-SEPT 2024** COMMENT **19 AMPERAGE-LAMPS82-820-56-00-5620353.5020 MENARDS#092723-WATER, JUICE, 82-820-56-00-5620108.1821 GLADES REFILLS, SNACKS, CUPS, ** COMMENT **22 CAPPUCCINO** COMMENT **23 AMAZON-TABLE COVERS82-000-24-00-248069.9824 REMOTE PC-IT SUPPORT82-820-54-00-546224.50INVOICE TOTAL:2,611.52 *102523-S.IWANSKI 09/30/23 01 YORKVILLE POST-POSTAGE82-820-54-00-545270.17INVOICE TOTAL:70.17 *102523-S.REDMON 09/30/23 01 WALMART-HTD BEER TENT SUPPLIES 79-795-56-00-5602150.0002 AMAZON-PHOTO BACKDROPS79-795-56-00-5602168.4603 STEVENS-STAFF SHIRTS-CANIS79-795-56-00-560640.0004 AT&T-TOWN SQUARE PARK SIGN79-795-54-00-5440104.7005 INTERNET** COMMENT **06 HAMPTON INN-HTD CHRISTIAN79-795-56-00-5602173.3107 BAND LODGING** COMMENT **08 HAMPTON INN-HTD CHRISTIAN79-795-56-00-5602412.0209 BAND LODGING** COMMENT **10 HAMPTON INN-HTD CHRISTIAN79-795-56-00-5602412.0211 BAND LODGING** COMMENT **12 HAMPTON INN-HTD CHRISTIAN79-795-56-00-5602412.0213 BAND LODGING** COMMENT **14 AMERICINN-HTD ULTIMATE AIR79-795-56-00-56021,392.3515 DOGS LODGING** COMMENT **16 PLUG-N-PAY-AUG 2023 FEES79-795-54-00-546230.00Total for all Highlighted Library Invoices: $2,902.888
82-820LIBRARYOPERATIONS84-840LIBRARYCAPITALDATE: 11/07/23UNITED CITY OF YORKVILLETIME: 07:37:34CHECK REGISTERPRG ID: AP215000.WOWCHECK DATE: 11/13/23CHECK # VENDOR # INVOICE INVOICE ITEMNUMBER DATE # DESCRIPTIONACCOUNT #ITEM AMT------------------------------------------------------------------------------------------------------------------------------------105382 AUGUSTIS SHELLY AUGUSTINE10182310/18/23 01 10/18/23 PRAIRIECAT DELEGATES 82-820-54-00-541560.1302 ASSEMBLY MEETING MILEAGE** COMMENT **03 REMBURSEMENT** COMMENT **INVOICE TOTAL:60.13 *10262310/26/23 01 ILA 2023 ANNUAL CONFERENCE 82-820-54-00-5415323.4302 MILEAGE AND MEAL** COMMENT **03 REIMBURSEMENTS** COMMENT **INVOICE TOTAL:323.43 *11022311/02/23 01 SAIL DIRECTOR QARTERLY82-820-54-00-541550.3702 MEETING MILEAGE REIMBURSEMENT ** COMMENT **INVOICE TOTAL:50.37 *CHECK TOTAL:433.93105383 BAKTAY BAKER & TAYLOR203781362709/28/23 01 BOOKS82-820-56-00-56861,237.89INVOICE TOTAL:1,237.89 *203783181310/05/23 01 BOOKS82-820-56-00-56861,062.49INVOICE TOTAL:1,062.49 *203784967010/12/23 01 BOOKS84-840-56-00-5686908.25INVOICE TOTAL:908.25 *203787031110/23/23 01 BOOKS84-840-56-00-5686831.03INVOICE TOTAL:831.03 *203788661310/26/23 01 BOOKS84-840-56-00-5686833.00INVOICE TOTAL:833.00 *CHECK TOTAL:4,872.669
82-820LIBRARYOPERATIONS84-840LIBRARYCAPITALDATE: 11/07/23UNITED CITY OF YORKVILLETIME: 07:37:34CHECK REGISTERPRG ID: AP215000.WOWCHECK DATE: 11/13/23CHECK # VENDOR # INVOICE INVOICE ITEMNUMBER DATE # DESCRIPTION ACCOUNT # ITEM AMT------------------------------------------------------------------------------------------------------------------------------------105384 BURKSBRO BURKS BROS DRYWALL INC23-MISC11/01/23 01 ELECTRICAL PANEL DRYWALL PATCH 82-820-54-00-5495591.00INVOICE TOTAL:591.00 *CHECK TOTAL:591.00105385 DELAGE DLL FINANCIAL SERVICES INC8119559310/17/23 01 DEC 2023 COPIER LEASE82-820-54-00-5462185.00INVOICE TOTAL:185.00 *CHECK TOTAL:185.00105386 FRNKMRSH FRANK MARSHALL9178410/13/23 01 SWITCHES FOR INTERIOR LIGHTING 82-820-54-00-54953,693.00INVOICE TOTAL:3,693.00 *9179810/25/23 01 SERVER ROOM SPLIT COIL UNIT 82-820-54-00-54952,068.0002 REPAIR** COMMENT **INVOICE TOTAL:2,068.00 *CHECK TOTAL:5,761.00105387 FVFSFOX VALLEY FIRE & SAFETYIN0063174909/29/23 01 ANNUAL FIRE ALARM INSPECTION 82-820-54-00-54621,074.50INVOICE TOTAL:1,074.50 *CHECK TOTAL:1,074.50105388 LLWCONSU LLOYD WARBER1056211/02/23 01 OCT 2023 ONSITE IT SUPPORT 82-820-54-00-5462720.00INVOICE TOTAL:720.00 *CHECK TOTAL:720.0010
82-820LIBRARYOPERATIONS84-840LIBRARYCAPITALDATE: 11/07/23UNITED CITY OF YORKVILLETIME: 07:37:34CHECK REGISTERPRG ID: AP215000.WOWCHECK DATE: 11/13/23CHECK # VENDOR # INVOICE INVOICE ITEMNUMBER DATE # DESCRIPTION ACCOUNT # ITEM AMT------------------------------------------------------------------------------------------------------------------------------------105389 METRONET METRO FIBERNET LLC1651373-11012311/01/23 01 NOV 2023 INTERNET82-820-54-00-5440124.94INVOICE TOTAL:124.94 *CHECK TOTAL:124.94105390 MIDWTAPE MIDWEST TAPE LLC50447120310/10/23 01 DVDS82-820-56-00-568540.48INVOICE TOTAL:40.48 *CHECK TOTAL:40.48105391 NATIONW NATIONAL SOFTWASH, INC2383911/03/23 01 EXTERIOR SURFACE CLEANING 82-820-54-00-54953,000.00INVOICE TOTAL:3,000.00 *CHECK TOTAL:3,000.00105392 NICOR NICOR GAS91-85-68-4012 8-1023 11/01/23 01 10/02-10/31 902 GAME FARM RD 82-820-54-00-54801,253.25INVOICE TOTAL:1,253.25 *CHECK TOTAL:1,253.25105393 PRAIRCAT PRAIRIECAT873310/18/23 01 PRAIRIECAT USER GROUP MEETING 82-820-54-00-5412210.0002 FOR 13 STAFF** COMMENT **INVOICE TOTAL:210.00 *CHECK TOTAL:210.00105394 PSNRBLAW PEREGRINE, STIME, NEWMAN,11
82-820LIBRARYOPERATIONS84-840LIBRARYCAPITALDATE: 11/07/23UNITED CITY OF YORKVILLETIME: 07:37:34CHECK REGISTERPRG ID: AP215000.WOWCHECK DATE: 11/13/23CHECK # VENDOR # INVOICE INVOICE ITEMNUMBER DATE # DESCRIPTION ACCOUNT # ITEM AMT------------------------------------------------------------------------------------------------------------------------------------105394 PSNRBLAW PEREGRINE, STIME, NEWMAN,6247110/10/23 01 GENERAL LEGAL SERVICES82-820-54-00-5466337.5002 01/01/22-09/30/23** COMMENT **INVOICE TOTAL:337.50 *CHECK TOTAL:337.50105395 RAILS RAILS1155810/17/23 01 07/01/23-06/30/24 EREAD82-820-54-00-5468945.0002 MEMBERSHIP FEES** COMMENT **INVOICE TOTAL:945.00 *1171310/20/23 01 ILLINOIS LIBRARY PRESENTS 82-000-24-00-2480685.0002 SUBSCRIPTION RENEWAL** COMMENT **INVOICE TOTAL:685.00 *CHECK TOTAL:1,630.00105396 TCGTCG SOLUTIONS, INC23-041411/01/23 01 HOSTED VOIP82-820-54-00-5440445.00INVOICE TOTAL:445.00 *CHECK TOTAL:445.00105397 TKELEVAT TK ELEVATOR CORPORATION300755476711/01/23 01 11/01/23-1/31/24 ELEVATOR 82-820-54-00-5462551.2502 MAINTENANCE** COMMENT **INVOICE TOTAL:551.25 *600068125210/04/23 01 ELEVATOR REPAIR82-820-54-00-5462539.00INVOICE TOTAL:539.00 *CHECK TOTAL:1,090.2512
82-820LIBRARYOPERATIONS84-840LIBRARYCAPITALDATE: 11/07/23UNITED CITY OF YORKVILLETIME: 07:37:34CHECK REGISTERPRG ID: AP215000.WOWCHECK DATE: 11/13/23CHECK # VENDOR # INVOICE INVOICE ITEMNUMBER DATE # DESCRIPTION ACCOUNT # ITEM AMT------------------------------------------------------------------------------------------------------------------------------------105398 TODAYS TODAY'S BUSINESS SOLUTIONS INC092623-5110/03/23 01 2ND QTR COST FOR FAXING82-820-54-00-546226.40INVOICE TOTAL:26.40 *CHECK TOTAL:26.40105399 TRICO TRICO MECHANICAL , INC794809/29/23 01 HVAC INSPECTION82-820-54-00-54953,500.00INVOICE TOTAL:3,500.00 *798010/26/23 01 SUPPLY AND INSTALL NEW HEAT 82-820-54-00-5495 10,305.0002 PUMP** COMMENT **INVOICE TOTAL:10,305.00 *801610/31/23 01 HONEYWELL ACTUATOR REPAIR 82-820-54-00-54952,531.00INVOICE TOTAL:2,531.00 *801710/31/23 01 BOILER REPAIR82-820-54-00-54952,992.00INVOICE TOTAL:2,992.00 *CHECK TOTAL:19,328.00105400 WEBLINX WEBLINX INCORPORATED3316410/01/23 01 ANNUAL WEB HOSTING82-820-54-00-5462300.00INVOICE TOTAL:300.00 *CHECK TOTAL:300.00105401 YOUNGM MARLYS J. YOUNG100923-LIB10/19/23 01 10/09/23 LIB MEETING MINUTES 82-820-54-00-546285.00INVOICE TOTAL:85.00 *CHECK TOTAL:85.00TOTAL AMOUNT PAID:41,508.9113
REGULAR OVERTIME TOTALIMRFFICA TOTALSADMINISTRATION18,167.62 - 18,167.62 1,191.80 1,126.52 20,485.94 FINANCE14,543.27 - 14,543.27 954.04 1,076.28 16,573.59 POLICE134,033.61 2,858.11 136,891.72 482.73 10,171.72 147,546.17 COMMUNITY DEV.25,748.63 - 25,748.63 1,708.79 1,915.04 29,372.46 STREETS23,641.49 378.67 24,020.16 1,582.30 1,787.18 27,389.64 BUILDING & GROUNDS5,879.41 44.86 5,924.27 398.48 456.17 6,778.92 WATER19,978.54 1,403.40 21,381.94 1,402.67 1,553.96 24,338.57 SEWER10,066.15 216.14 10,282.29 674.49 751.83 11,708.61 PARKS31,326.43 103.49 31,429.92 1,905.97 2,337.67 35,673.56 RECREATION26,492.72 - 26,492.72 1,432.11 1,991.38 29,916.21 LIBRARY16,929.68 - 16,929.68 726.98 1,264.57 18,921.23 TOTALS326,807.55$ 5,004.67$ 331,812.22$ 12,460.36$ 24,432.32$ 368,704.90$ TOTAL PAYROLL368,704.90$ UNITED CITY OF YORKVILLEPAYROLL SUMMARYOctober 13, 202314
REGULAR OVERTIME TOTAL IMRFFICATOTALSMAYOR & LIQ. COM.1,583.34$ -$1,583.34$ -$121.13$ 1,704.47$ ALDERMAN5,766.64 -5,766.64-441.20 6,207.84 ADMINISTRATION18,872.44 -18,872.44 1,238.03 916.68 21,027.15 FINANCE13,709.93 -13,709.93 899.37 1,012.53 15,621.83 POLICE130,771.36 1,807.32 132,578.68 482.39 9,826.05 142,887.12 COMMUNITY DEV.25,748.64 -25,748.64 1,689.11 1,892.08 29,329.83 STREETS23,641.46 133.78 23,775.24 1,559.66 1,761.15 27,096.05 BUILDING & GROUNDS5,938.01 -5,938.01 389.54 445.75 6,773.30 WATER19,978.56 279.49 20,258.05 1,328.93 1,467.18 23,054.16 SEWER10,066.14 -10,066.14 660.33 735.74 11,462.21 PARKS30,792.94 103.49 30,896.43 1,886.16 2,285.39 35,067.98 RECREATION27,967.09 -27,967.09 1,478.52 2,092.62 31,538.23 LIBRARY16,768.47 -16,768.47 720.42 1,244.57 18,733.46 TOTALS331,605.02$ 2,324.08$ 333,929.10$ 12,332.46$ 24,242.07$ 370,503.63$ TOTAL PAYROLL370,503.63$ UNITED CITY OF YORKVILLEPAYROLL SUMMARYOctober 27, 202315
Library CC Check Register (Pages 1 ‐ 2)10/25/2023 2,902.88$
Library Check Register (Pages 3 ‐ 7)11/13/2023 41,508.91
Unimax ‐ Sept 2023 Office Cleaning 10/10/2023 1,950.00
BCBSIL ‐ Dearborn/BCBS EAP‐Nov 2023 10/10/2023 7.05
Glatfelter ‐ Liability Ins Installment #10 10/10/2023 1,204.34
IPRF ‐ Nov. 2023 Work Comp Ins 10/10/2023 1,025.69
First Non Profit ‐ 4th QTR Unemployment Ins.10/24/2023 342.47
TOTAL BILLS PAID: 48,941.34
DATE
Bi‐weekly (Page 8)10/13/2023 $18,921.23
Bi‐weekly (Page 9)10/27/2023 18,733.46
TOTAL PAYROLL:37,654.69
TOTAL DISBURSEMENTS:86,596.03
PAYROLL
YORKVILLE LIBRARY BOARD
BILL LIST SUMMARY
Monday, November 13, 2023
ACCOUNTS PAYABLE
16
DATE: 11/07/2023 UNITED CITY OF YORKVILLE PAGE: 1TIME: 08:01:49 GENERAL LEDGER ACTIVITY REPORTID: GL440000.WOW FOR FISCAL YEAR 2024ACTIVITY THROUGH FISCAL PERIOD 06PER. JOURNAL # ENTRY DATE ITEM TRANSACTION DESCRIPTION VENDOR CHECK INVOICE DEBIT CREDIT_____________________________________________________________________________________________________________________________________________________82-000-24-00-2480 (L) ESCROW - MEMORIALS & GIFTS_____________________________________________________________________________________________________________________________________________________01 05/01/2023 BEGINNING BALANCE 56,505.06AP-230525MB 05/30/2023 24 AMAZON-YOGA MATS FIRST NATIONAL BANK 900133 052523-M.CURTIS-B 99.6505/30/2023 25 AMAZON-BOOKS FIRST NATIONAL BANK 900133 052523-M.CURTIS-B 78.3605/30/2023 26 AMAZON-DISECTION KITS FIRST NATIONAL BANK 900133 052523-S.AUGUSTINE-B 12.9905/30/2023 27 AMAZON-BOX BUILDING SET FIRST NATIONAL BANK 900133 052523-S.AUGUSTINE-B 40.00_________________________________TOTAL PERIOD 01 ACTIVITY 231.00 0.0002 AP-230612B 06/06/2023 01 MAY YOGA & COOKING CLASSES JESSICA YOUHANAIE 105320 202305 392.88AP-230625MB 06/23/2023 282 DOLLAR TREE-PROGRAM SUPPLIES FIRST NATIONAL BANK 900135 062523-J.WEISS-B 38.7506/23/2023 283 AMAZON-YOGA AIDS FIRST NATIONAL BANK 900135 062523-S.AUGUSTINE-B 81.7506/23/2023 284 BRICKS R US-ENGRAVED MEMORIAL FIRST NATIONAL BANK 900135 062523-S.AUGUSTINE-B 40.65GJ-230629LB 07/05/2023 05 June 2023 Deposits 100.00_________________________________TOTAL PERIOD 02 ACTIVITY 554.03 100.0003 AP-230710 07/05/2023 01 LIBRARY GARDENING PROGRAM PEARL CARPENTER 105334 061523 150.00AP-230725MB 07/20/2023 395 DOLLARE TREE-KIDS PROGRAMMING FIRST NATIONAL BANK 900136 072523-J.WEISS 28.7507/20/2023 396 AMAZON-ACRYLIC SEALER, PAINT FIRST NATIONAL BANK 900136 072523-S.AUGUSTING 22.9807/20/2023 397 AMAZON-DONATION BOX FIRST NATIONAL BANK 900136 072523-S.AUGUSTING 39.6507/20/2023 398 AMAZON-MOD PODGE FIRST NATIONAL BANK 900136 072523-S.AUGUSTING 14.3707/20/2023 399 AMAZON-LEGOS, TABLET DOODLE FIRST NATIONAL BANK 900136 072523-S.AUGUSTING 124.18GJ-230730LB 08/02/2023 06 July 2023 Deposits 100.00_________________________________TOTAL PERIOD 03 ACTIVITY 379.93 100.0004 AP-230814 08/08/2023 01 JUNE CHAIR YOGA AND COOKING JESSICA YOUHANAIE 105352 202306 395.00AP-230825M 08/22/2023 302 AMAZON-BOOKS FIRST NATIONAL BANK 900137 082523-S.AUGUSTINE 55.2008/22/2023 303 AMAZON-BOOKS FIRST NATIONAL BANK 900137 082523-S.AUGUSTINE 20.0008/22/2023 304 AMAZON-BOOKS FIRST NATIONAL BANK 900137 082523-S.AUGUSTINE 27.7208/22/2023 305 AMAZON-BOOKS, KEY CHAINS, FIRST NATIONAL BANK 900137 082523-S.AUGUSTINE 105.7508/22/2023 306 AMAZON-GIFT TAGS FIRST NATIONAL BANK 900137 082523-S.AUGUSTINE 13.77_________________________________TOTAL PERIOD 04 ACTIVITY 617.44 0.0005 AP-230911 09/06/2023 01 POLLINATING FLOWERS JESSICA PRESNAK 105365 100 150.00AP-230925M 09/18/2023 357 DOLLAR TREE-AUG 2023 PROGRAM FIRST NATIONAL BANK 900138 092523-J.WEISS 37.50_________________________________TOTAL PERIOD 05 ACTIVITY 187.50 0.0006 AP-231009 10/03/2023 01 BEEKEEPING PRESENTATION WILLIAM NOVICKI 105376 101 150.00AP-231025M 10/24/2023 368 AMAZON-GOOGLY EYES FIRST NATIONAL BANK 900139 102523-M.CURTIS 5.4010/24/2023 369 AMAZON-SATIN RIBBON FIRST NATIONAL BANK 900139 102523-M.CURTIS 8.6510/24/2023 370 WEBSTAURANT-COTTON WASHCLOTHS FIRST NATIONAL BANK 900139 102523-M.CURTIS 40.2610/24/2023 371 AMAZON-HARRY POTTER PROGRAM FIRST NATIONAL BANK 900139 102523-S.AUGUSTINE 101.1010/24/2023 372 AMAZON-WOOD CRAFT STICKS FIRST NATIONAL BANK 900139 102523-S.AUGUSTINE 14.6910/24/2023 373 AMAZON-DRY ERASE MARKERS & FIRST NATIONAL BANK 900139 102523-S.AUGUSTINE 466.7710/24/2023 374 AMAZON-TABLE COVERS FIRST NATIONAL BANK 900139 102523-S.AUGUSTINE 69.98GJ-231030LB 11/02/2023 05 Oct 2023 Deposits 400.00_________________________________TOTAL PERIOD 06 ACTIVITY 856.85 400.00TOTAL ACCOUNT ACTIVITY 2,826.75 600.00ENDING BALANCE 54,278.31GRAND TOTAL 0.00 54,278.31TOTAL DIFFERENCE 0.00 54,278.3117
% of Fiscal Year8% 17% 25% 33% 42% 50%Year-to-Date FISCAL YEAR 2024 ACCOUNT NUMBER DESCRIPTION May-23 June-23 July-23 August-23 September-23 October-23 Totals BUDGET % of BudgetLIBRARY OPERATIONS REVENUESTaxes82-000-40-00-4000 PROPERTY TAXES 70,444403,741 12,62947,399349,447 10,445894,104 899,043 99.45%82-000-40-00-4083 PROPERTY TAXES-DEBT SERVICE67,261385,503 12,05945,258333,662 9,973 853,716 864,150 98.79%Intergovernmental82-000-41-00-4120 PERSONAL PROPERTY TAX3,574 - 2,890 466 - 2,395 9,325 17,000 54.85%82-000-41-00-4170 STATE GRANTS- - 31,761- - - 31,761 30,000 105.87%Fines & Forfeits82-000-43-00-4330 LIBRARY FINES209 25 560 118 5 16 932 1,000 93.21%Charges for Service82-000-44-00-4401 LIBRARY SUBSCRIPTION CARDS2,709 774 3,002 579 934 - 7,998 3,500 228.53%82-000-44-00-4422 COPY FEES277 227 319 1 357 315 1,495 2,500 59.80%82-000-44-00-4439 PROGRAM FEES29 - 10 15 17 4 75 -0.00%Investment Earnings82-000-45-00-4500 INVESTMENT EARNINGS1,385 1,376 2,360 3,627 1,637 1,737 12,121 15,000 80.81%Miscellaneous82-000-48-00-4820 RENTAL INCOME- - - - - - -250 0.00%82-000-48-00-4850 MISCELLANEOUS INCOME181 792 250 214 116 409 1,962 3,000 65.41%Other Financing Sources82-000-49-00-4901 TRANSFER FROM GENERAL2,230 2,230 2,230 2,572 2,230 2,573 14,064 31,335 44.88%TOTAL REVENUES: LIBRARY 148,298 794,667 68,070100,248 688,404 27,8671,827,554 1,866,778 97.90%LIBRARY OPERATIONS EXPENDITURESSalaries & Wages82-820-50-00-5010 SALARIES & WAGES32,52221,66121,66122,79732,94621,964153,551 288,307 53.26%82-820-50-00-5015 PART-TIME SALARIES12,63011,75211,72412,24617,59612,11678,065 168,000 46.47%Benefits82-820-52-00-5212RETIREMENT PLAN CONTRIBUTION2,140 1,428 1,428 1,502 2,168 1,447 10,112 21,201 47.70%82-820-52-00-5214 FICA CONTRIBUTION3,399 2,487 2,485 2,612 3,798 2,538 17,320 33,917 51.07%82-820-52-00-5216 GROUP HEALTH INSURANCE14,3627,081 7,924 15,5043,784 5,565 54,220 89,456 60.61%82-820-52-00-5222 GROUP LIFE INSURANCE67 42 50 50 50 57 316 554 57.05%82-820-52-00-5223 DENTAL INSURANCE1,178 570 570 (4,854) 570 570 (1,397)6,835 -20.44%82-820-52-00-5224 VISION INSURANCE105 73 85 85 85 85 518 940 55.14%82-820-52-00-5230 UNEMPLOYMENT INSURANCE- - - 342 - 342 685 1,250 54.80%82-820-52-00-5231 LIABILITY INSURANCE2,230 2,230 2,230 2,230 2,230 2,230 13,379 30,085 44.47%Contractual Services82-820-54-00-5401 ADMINISTRATIVE CHARGEBACK- - - - - 7,500 7,500 15,000 50.00%82-820-54-00-5412 TRAINING & CONFERENCES- 270 65 300 - - 635 3,000 21.17%YORKVILLE PUBLIC LIBRARYFISCAL YEAR 2024 BUDGET REPORTFor the Month Ended October 31, 202318
% of Fiscal Year8% 17% 25% 33% 42% 50%Year-to-Date FISCAL YEAR 2024 ACCOUNT NUMBER DESCRIPTION May-23 June-23 July-23 August-23 September-23 October-23 Totals BUDGET % of BudgetYORKVILLE PUBLIC LIBRARYFISCAL YEAR 2024 BUDGET REPORTFor the Month Ended October 31, 202382-820-54-00-5415 TRAVEL & LODGING- 45 - 350 - - 394 1,500 26.28%82-820-54-00-5426 PUBLISHING & ADVERTISING- - - - - - - 2,500 0.00%82-820-54-00-5440 TELECOMMUNICATIONS- 445 699 125 125 125 1,519 8,000 18.98%82-820-54-00-5452 POSTAGE & SHIPPING- - 23 31 13 70 137 1,000 13.67%82-820-54-00-5453BUILDING & GROUND CHARGEBACK624 624 624 624 624 624 3,743 7,486 50.00%82-820-54-00-5460 DUES & SUBSCRIPTIONS421 1,030 281 1,015 547 200 3,494 18,000 19.41%82-820-54-00-5462 PROFESSIONAL SERVICES3,088 3,310 1,277 4,056 2,518 1,015 15,264 33,500 45.56%82-820-54-00-5466 LEGAL SERVICES- - - - - - - 3,000 0.00%82-820-54-00-5468 AUTOMATION- - 5,463 - - 5,019 10,482 25,000 41.93%82-820-54-00-5480 UTILITIES- 900 - 1,775 - 438 3,113 24,719 12.59%82-820-54-00-5488 OFFICE CLEANING- 5,177 5,177 5,177 5,177 1,950 22,658 75,000 30.21%82-820-54-00-5495OUTSIDE REPAIR & MAINTENANCE- - 2,272 17,511 2,087 7,149 29,019 131,000 22.15%82-820-54-00-5498 PAYING AGENT FEES- 1,689 - - - - 1,689 1,700 99.32%Supplies82-820-56-00-5610 OFFICE SUPPLIES- 1,359 223 - 486 137 2,205 8,000 27.56%82-820-56-00-5620 OPERATING SUPPLIES- 35 211 11 - 783 1,039 4,000 25.99%82-820-56-00-5621 CUSTODIAL SUPPLIES- - 697 330 260 - 1,287 7,000 18.39%82-820-56-00-5635COMPUTER EQUIPMENT & SOFTWARE- - - - - - - 3,000 0.00%82-820-56-00-5671 LIBRARY PROGRAMMING- - 60 30 - 171 261 2,000 13.06%82-820-56-00-5675 EMPLOYEE RECOGNITION- - 39 - - - 39 300 13.04%82-820-56-00-5683 AUDIO BOOKS- 116 306 124 635 - 1,181 3,500 33.74%82-820-56-00-5684 COMPACT DISCS & OTHER MUSIC- 53 - - - - 53 500 10.59%82-820-56-00-5685 DVD'S- 26 85 80 52 67 311 3,000 10.37%82-820-56-00-5686 BOOKS- 3,469 1,518 6,475 2,041 4,467 17,971 20,000 89.86%2006 Bond82-820-84-00-8000 PRINCIPAL PAYMENT- - - - - - - 100,000 0.00%82-820-84-00-8050 INTEREST PAYMENT- 4,775 - - - - 4,775 9,550 50.00%2013 Refunding Bond82-820-99-00-8000 PRINCIPAL PAYMENT- - - - - - - 700,000 0.00%82-820-99-00-8050 INTEREST PAYMENT- 28,600 - - - - 28,600 57,200 50.00%TOTAL FUND REVENUES148,298 794,667 68,070 100,248 688,404 27,867 1,827,554 1,866,778 97.90%TOTAL FUND EXPENDITURES72,765 99,246 67,177 90,529 77,790 76,630 484,138 1,909,000 25.36%FUND SURPLUS (DEFICIT)75,533 695,421 893 9,719 610,613 (48,763) 1,343,416 (42,222) LIBRARY CAPITAL REVENUES84-000-42-00-4214 DEVELOPMENT FEES15,500 18,000 22,000 9,000 14,500 19,500 98,500 50,000 197.00%19
% of Fiscal Year8% 17% 25% 33% 42% 50%Year-to-Date FISCAL YEAR 2024 ACCOUNT NUMBER DESCRIPTION May-23 June-23 July-23 August-23 September-23 October-23 Totals BUDGET % of BudgetYORKVILLE PUBLIC LIBRARYFISCAL YEAR 2024 BUDGET REPORTFor the Month Ended October 31, 202384-000-45-00-4500 INVESTMENT EARNINGS21 22 22 25 26 27 144 150 96.05%84-000-48-00-4850 MISCELLANEOUS INCOME- 22 - - - - 22 - 0.00%TOTAL REVENUES: LIBRARY CAPITAL15,521 18,044 22,022 9,025 14,526 19,527 98,666 50,150 196.74%LIBRARY CAPITAL EXPENDITURES84-840-54-00-5460 E-BOOK SUBSCRIPTIONS- - - - - - - 3,500 0.00%84-840-56-00-5635COMPUTER EQUIPMENT & SOFTWARE- - - - - - - 25,000 0.00%84-840-56-00-5686 BOOKS- - - - - - - 30,000 0.00%84-840-60-00-6020 BUILDING IMPROVEMENTS- - - - - - - 56,000 0.00%TOTAL FUND REVENUES15,521 18,044 22,022 9,025 14,526 19,527 98,666 50,150 196.74%TOTAL FUND EXPENDITURES- - - - - - - 114,500 0.00%FUND SURPLUS (DEFICIT)15,521 18,044 22,022 9,025 14,526 19,527 98,666 (64,350) 20
May June July August September October November December January February March April202320232023202320232023202320232024202420242024Library Operations Old Second $ 540,138 $ 862,652 $ 817,202 $ 782,184 $ 1,156,284 $ 1,095,654 Building Development FeesOld Second 251,541 258,085 285,107 307,132 315,658 330,685 Library Operations Illinois Funds 311,158 312,484 345,779 347,381 348,955 350,594 Total: $ 1,102,836 $ 1,433,221 $ 1,448,088 $ 1,436,697 $ 1,820,897 $ 1,776,934 $ - $ - $ - $ - $ - $ - PAYROLL1ST PAY PERIOD31,324$ $ 18,289 $ 18,852 $ 18,938 $ 19,383 $ 18,921 2ND PAY PERIOD19,368 19,039 18,446 20,219 18,632 18,733 3RD PAY PERIOD - - - - 18,492 - Total50,692$ 37,328$ 37,298$ 39,157$ 56,507$ 37,655$ -$ -$ -$ -$ -$ -$ YORKVILLE PUBLIC LIBRARYCASH STATEMENTAs of October 31, 2023FISCAL YEAR 202421
October YTD % of FY 2024
Actual Actual Budget Budget YTD Actual % Change
LIBRARY OPERATIONS FUND (82)
Revenues
Property Taxes 20,419$ 1,747,820$ 99.13% 1,763,193$ 1,652,228$ 5.79%
Intergovernmental
Personal Property Replacement Tax 2,395$ 9,325$ 54.85% 17,000$ 11,075$ -15.80%
Federal & State Grants - 31,761 105.87% 30,000 33,471 -5.11%
Total Intergovernmental 2,395$ 41,086$ 87.42% 47,000$ 44,546$ -7.77%
Library Fines 16$ 932$ 93.21%1,000$ 1,864$ -49.99%
Charges for Services
Library Subscription Cards -$ 7,998$ 228.53%3,500$ 9,645$ -17.07%
Copy Fees 315 1,495 59.80%2,500 1,343 11.31%
Total Charges for Services 315$ 9,493$ 158.22%6,000$ 10,988$ -13.60%
Investment Earnings 1,737$ 12,121$ 80.81% 15,000$ 4,652$ 160.56%
Reimbursements/Miscellaneous/Transfers In
Miscellaneous Reimbursements -$ -$ 0.00%-$ -$ 0.00%
Rental Income - - 0.00%250 - 0.00%
Miscellaneous Income 413 2,037 67.90%3,000 2,011 1.29%
Transfer In 2,573 14,064 44.88% 31,335 17,637 -20.26%
Total Miscellaneous & Transfers 2,986$ 16,101$ 46.56% 34,585$ 19,648$ -18.05%
Total Revenues and Transfers 27,867$ 1,827,554$ 97.90% 1,866,778$ 1,733,926$ 5.40%
Expenditures
Library Operations 76,630$ 484,138$ 25.36%1,909,000$ 462,606$ 4.65%
50 Salaries 34,080 231,616 50.76% 456,307 240,301 -3.61%
52 Benefits 12,835 95,153 51.65% 184,238 110,669 -14.02%
54 Contractual Services 24,089 99,646 28.44% 350,405 54,801 81.83%
56 Supplies 5,625 24,347 47.46% 51,300 8,179 197.68%
99 Debt Service - 33,375 3.85% 866,750 48,656 -31.41%
Total Expenditures and Transfers 76,630$ 484,138$ 25.36% 1,909,000$ 462,606$ 4.65%
Surplus(Deficit)(48,763)$ 1,343,416$ (42,222)$ 1,271,320$
*October represents 50% of fiscal year 2024
YORKVILLE PUBLIC LIBRARY
STATEMENT OF REVENUES, EXPENDITURES AND TRANSFERS
For the Month Ended October 31, 2023 *
Fiscal Year 2023
For the Month Ended October 31, 2022
22
November Director’s Report 2023
Past Events/Programs
We had 75 people in attendance at the Hix Brother Ukulele program. This was their 6th program at the
library.
Our Harry Potter – LARP program was a huge success with over 120 people in attendance. A follow-up
meeting will take place next week to discuss next years event. We collected $213 in program fees.
Congratulations to our decorated pumpkin contest winner. We had the largest number of participants
this year.
Upcoming Events and Programs:
•Storytelling, Self-Publishing, & Sandwiches – Thurs, Nov 9
Join the library's Adult Services Director, and author of Around the World in 80 Sandwiches, for
this program about Mike's journey to bring the flavors and cultures of the world to his family
through sandwiches. Learn about the world of sandwiches and a bit about how to share your
stories by self-publishing. After the presentation copies of Around the World in 80 Sandwiches
will be available for purchase, and the author will be available for signing.
•Planning a Trip to Disney – Wed, Nov 15 6:00 – 7:00
Thinking about a trip to Disneyworld, Disneyland, or on a Disney Cruise? Join us for this special
event with travel planner Kirbie Poss to find out all sorts of tips and tricks to make your Disney
planning more efficient and your Disney vacation more fun for the family.
•Artful Beginnings (Preschool) – Tue, Nov 21 10:30
Check out this new program. We will read a book then create a fun craft project. Please register.
Dress for the mess:) If you are unable to make it, PLEASE cancel your registration so others can
attend.
•Computer Basics for Seniors – Wed, Nov 22 10:00
Come join us for our "Computer Basics for Seniors" series. Each class is a hands-on learning
experience designed to help you feel more comfortable with your laptop or desktop computer.
Each session will focus on different skills through practice and hands on activities. There is a limit of
5 students per class to ensure that everyone gets proper attention and time.
23
• Wednesday, November 22 - Computer Maintenance Basics
• Wednesday, December 27 - Email Basics
• Wednesday, January 24 - Google Drive Basics/Google Docs
• Wednesday, February 28 - Google Docs Formatting and Editing
• Wednesday, March 27 - Google Docs Tables. Sharing, and Notes
• Wednesday, April 24 - Google Sheets and Google Forms
• Wednesday, May 22 - Google Slides
Library Operations
Electrical work, drywall patching, and painting has been completed in the kitchen of the Meeting Room.
The IT Server Room received a new HVAC unit this month.
Our fire alarm went off on 10/23 and alerted our alarm company to contact the fire department. It was
determined that work was being done on water lines in the city which dropped our water pressure and
triggered the alarm. Staff did a great job of evacuating the building of staff and patrons.
We had the exterior of the building and courtyards power washed. The process removed many years of
grim, dirt, and spider webbing.
Outreach
The Library took 1st place in the Parks & Recreation 2023 Scarecrow Walk!! Congratulations to the staff
for all of the work that went into this creation, and thank you to everyone for your votes.
The Yorkville Police Department is hosting a scavenger hunt around Yorkville. Families are given a clue
on Sunday and have one week to “Find the Fox” in the community. This week the fox is in the library.
The families will use the 2 clues to find the 2 pieces of the fox and post their photos on Facebook.
We are once again supporting the Girls Run the World organization in their mission to end period
poverty. We are accepting donations of new unopened boxes/packages of menstrual cycle products
through Dec 11. Items collected will be sent to CASA Kendall County, Hesed House, Kendall County Food
Pantry, Mutual Ground, the 3:11 Project, and others.
We will be partnering with the Conservation Foundation on a monthly program series starting in January
and running until May. Topics and speakers TBD.
24
Staff
Our Sunshine Committee along with staff is hosting a food drive during the month of November for the
Kendall County Community Food Pantry. We have a list of most needed food items at the circulation
desk. If you donate 3 food items, you may place a feather on our turkey mascot located in the lobby.
The Sunshine Committee is also doing a Giving Tree in our lobby. We are asking our community to come
decorate the tree with new hats, mittens, gloves, and scarves to help our neighbors in need. Our tree
will be up now through the month of December and available for decoration during library hours. All
items decorating our tree will then be donated to the food pantry.
Other
We will be having 4 students, along with a job coach, from the Vocational Education program here 4
days a week to do volunteer work throughout the school year.
We experienced a couple of days of disruptive internet service this month.
State Sen. Sue Resin’s office set up a remote office in the lobby for their monthly visit.
Meetings & events attended:
•10/3 Mini Golf meeting
•10/4 Meeting to review marketing brochure
•10/5 Site walk through for exterior surface cleaning of building
•10/6 WSPY bi-monthly visit on the Reference Desk on air segment
•10/6 IT Planning meeting with Lloyd & Jason
•10/9 Friends monthly meeting
•10/9 Library Board meeting
•10/11 Meeting with Y115 Vocational Education Coordinator
•10/12 Harry Potter program meeting
•10/16 Administrative meeting with the City
•10/18 Delegates quarterly meeting in LaSalle
•10/23-10/27 Attended ILA 2023 Annual Conference in Springfield, IL
25
OCTOBER 2023 Programs
Youth Programs:
October Program 0-5 6-11 12-18
All
Ages
At
Library TOTAL
3D Print (in person) 5 x 5
Window Art 4 5 2 x 11
4H (ages 6-8) 7 x 7
4H (ages 9-12) 8 1 x 9
TAG 6 x 6
Self Portraits 16 x 16
Chalk the Walk 18 x 18
Drop In Storytime (4) 138 x 138
Books for BINGO 59 x 59
Solar Eclipse 25 x 25
Tots and Toddlers 34 x 34
LEGO Kits 3 8 4 x 15
Mommy and Me YOGA 8 x 16
Book Club (grades 1-2) 16 x 16
Book Club (Grades 3-5) 12 x 12
Biz Boo 50+ x /100/
Harry Potter 125 x 125
Dollars and Cents 3 x 3
Halloween Trick or Treat 26 35 x 61
Read with Paws 4 7 x 11
747
Total OCT Youth Programs 20
Total Attendance 747
+8 passive programs with 757 attending (Color Pages, Scavenger Hunt, Makerspace, Escape Room,
Virtual 3D Printing, Facebook Spanish Storytime, Literacy Centers, No Carve Pumpkin Contest)
26
OCTOBER Adult Programs:
10/2 Monday ELL 5
10/3 Threads & More 8
10/3 Books & Cooks 11
10/3 Tuesday ELL 5
10/4 Stephen Graham Jones ILP 4
10/4 Wednesday ELL 4
10/5 Thursday ELL -
10/5 Dungeons & Dragons 10
10/5 Chair Yoga -
10/5 Hix Brothers Band 75
10/6 Roaming Readers 2
10/7 Saturday ELL 8
10/9 Monday ELL 4
10/10 Tuesday ELL 14
10/10 Morning Dabblers 9
10/10 Evening Dabblers 7
10/11 Wednesday ELL 3
10/11 Stocks 4
10/11 Lunch Bunch 11
10/12 Thursday ELL 7
10/12 Dungeons & Dragons 11
10/12 Chair Yoga 22
10/14 Saturday ELL 7
10/16 Medicare Open House 4
10/16 Monday ELL 3
10/16 Healthy Cooking 14
10/17 Tuesday ELL 18
10/17 Stocks 2
10/18 Wednesday ELL 1
10/18 Cake Decorating 16
10/18 Psych Thriller Book Club 14
10/19 Thursday ELL -
10/19 Chair Yoga 17
10/19 Dungeons & Dragons 11
10/19 Men’s Books Club 9
10/20 Roaming Readers 4
10/21 Saturday ELL 7
10/23 Monday ELL 3
10/23 Horror Book Club 10
10/24 Tuesday ELL 9
10/24 Creative Writing 7
10/25 Wednesday ELL 2
10/25 Computer Basics 4
10/26 Medicare Open House 12
10/26 Thursday ELL -
10/26 Chair Yoga 19
10/26 Dungeons & Dragons 11
10/28 Saturday ELL 3
10/28 Genealogy 6
10/30 Monday ELL 3
10/30 Monday Movie Madness 6
10/31 Tuesday ELL 10
Total OCT Programs 48
Total Attendance 431
4 passive programs with 85 attending (puzzle, chess, poem of the week, art wall)
Meeting Room Use: rentals- 8, library use- 27, zoom- 1
Board Room Use: community- 0, library- 12
Study Room Use: 79
Museum Pass: 8
Volunteers: Friends of the Library are collecting and sorting books for the sale, maintaining the lobby
book sale, and have been continuing to index the KCR Obits (this month’s volunteer/s: Nancy A.). Mini-
Golf preparations are officially underway.
27
28
Upcoming Special Events
Special Events, Informational Programs, BookClubs, Creative Outlets, & Social Groups
November Programs Adult Services
upcoming programs
YYoorkville Prkville Public Lublic Libraribraryy
Nov. 2023
For a complete listing of upcoming adult programs and book groups,
check out the Adult Services pages on the library's website.
Yorkville Public Library
902 GAME FARM RD,
YORKVILLE, Illinois 60560
630-553-4354
www.yorkville.lib.il.us/
29
Healthy ProgramsAdult Education
30
YORKVILLE STATISTICS FOR FY24 PRAIRIECAT
web
renewals web holds
checkouts
+
renewals checkouts renewals
holds
placed
holds
filled checkins
Items
lent to
other
libraries
Items
borrowed
from
other
libraries
Items to
Reciprocal
Borrowers at
Yorkville
Items
added
Patrons
added
MAY 768 1477 5785 5519 266 351 1540 5432 551 1228 369 293 88
JUNE 710 1707 8915 8562 353 341 1798 7038 615 1448 530 277 197
JUL 1082 1928 8289 7951 338 411 1893 8128 635 1514 347 361 119
AUG 929 1697 7313 6947 366 451 1900 7492 655 1525 330 323 124
SEP 674 1622 5585 5274 311 302 1603 5612 691 1230 413 299 95
OCT 929 1660 5949 5663 286 405 1675 5378 655 1344 317 192 107
NOV
DEC
JAN
FEB
MAR
APR
Totals
CIRCULATION TOTAL ADULT JUV.YA TOTAL Books Videos Audios Mag other Total Circs
ANCESTRY E-READ IL OMNI OCLC
SEARCHES HITS E-BOOK E-AUDIO USERS E-BOOK E-AUDIO USERS VIDEO LENT BORROWED
MAY 84 62 27 103 43 812 717 385 0 18 3
JUN 51 13 18 88 43 777 739 405 0 16 25
JUL 32 27 44 106 44 906 806 443 0 16 31
AUG 609 2717 33 103 44 948 792 408 0 19 22
SEP 236 1495 39 82 47 890 757 396 0 17 20
OCT 258 605 29 93 44 851 713 402 0 23 53
NOV
DEC
JAN
FEB
MAR
APR
Totals
31
FY 2023 ATTENDANCE MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR TOTALS
PATRON DOOR COUNT 6330 7535 6450 7135 8150 7208
CURBSIDE PATRONS 8 11 5 7 4 3
HOME DELIVERY 8 9 11 17 15 20
CARDS ISSUED THROUGH WEBSITE 10 25 16 26 13 17
CHILDREN'S AGE 0-5 PROGRAMS 10 18 9 11 10 12
AGE 0-5 ATTENDANCE 240 514 311 348 365 292
CHILDREN'S AGE 6-11 PROGRAMS 7 22 11 14 9 14
AGE 6-11 ATTENDANCE 289 587 274 375 330 314
NUMBER OF CHILDREN'S PASSIVE PROGRAMS 4 6 6 6 7 6
CHILDREN'S PASSIVE PROGRAM ATTENDANCE 364 550 465 495 728 698
NUMBER OF YA PROGRAMS 4 6 7 4 4 3
YA PROGRAM ATTENDANCE 21 44 92 40 37 43
NUMBER OF YA PASSIVE PROGRAMS 3 1 2 2 2 3
YA PASSIVE PROGRAM ATTENDANCE 83 40 29 67 64 59
YOUTH SUMMER/WINTER READING 468 handed out, 217 returned
NUMBER OF ADULT PROGRAMS 46 46 35 41 39 48
ADULT PROGRAM ATTENDANCE 349 389 226 303 414 431
NUMBER OF ADULT PASSIVE PROGRAMS 4 4 4 5 4 4
ADULT PASSIVE PROGRAM ATTENDANCE 45 57 55 126 60 85
ADULT SUMMER/WINTER READING 65
MEETING RM. RENTAL/COMMUNITY USE 6 3 5 9 4 8
MEETING ROOM USE:18 29 27 23 20 27
BOARD ROOM USE 15 14 7 7 14 12
STUDY ROOM USE 67 57 56 58 61 79
MUSEUM PASS 11 21 14 15 7 8
YOUTH COMPUTER SESSIONS 26 28 17 27 19 15
ADULT COMPUTER SESSIONS 214 228 209 276 210 212
YOUTH VOLUNTEER HOURS
32
Monthly
Statistics
October 2023
New Cardholders Added
2023: 107
2022: 82
Change: +30.49%
Technology Stats
Events and Programs
2023: 90
2022: 56
Change: +60.71%
Items Added
2023: 192
2022: 443
Change: -56.66%
Events and Program
Attendance
2023: 1,922
2022: 1,332
Change: +44.29%
2023: 1,686
2022: 1,551
Change: +8.70%
Digital
Checkouts
2023: 227
2022: 253
Change: -10.28%
Computer Use
2023: 5,576
2022: 4,695
Change: +18.76%
Website Hits
Checkouts
2023: 6,878
2022: 6,318
Change: +8.86%
Visits
2023: 7,208
2022: 4,159
Change: +73.31%
33
Proposal for:
Yorkville Public Library
Strategic Planning Consulting Services
October 5, 2023
34
COVER LETTER
Shelley Augustine
Yorkville Public Library
902 Game Farm Road
Yorkville, IL 60560
Dear Shelley Augustine,
Library Strategies is pleased to submit the following proposal to facilitate the Yorkville Public Library’s
project to update its strategic plan.
As demonstrated by this proposal, Library Strategies offers unique insights and specialization to support
the Yorkville Public Library for its strategic planning goals. Our team includes distinguished members of
the library community, ready to apply their knowledge and experience to guiding the staff, trustees, and
community in developing an actionable strategic plan for the library. We have been a division of The
Friends of Saint Paul Public Library for seventeen years. During that time, we have facilitated dozens of
strategic plans for libraries of all sizes across the country.
Library Strategies Consulting Group
332 Minnesota Street, Suite W1420
Saint Paul, MN 55101
Primary Contact: Richmond Kinney
Programs & Services Manager
(651) 366-6498
richmond@thefriends.org
We look forward to the opportunity to work with the Yorkville Public Library team and stakeholders.
Thank you for your consideration of our attached proposal.
Best regards,
Alayne Hopkins
Programs & Services Director
35
EXECUTIVE SUMMARY
Yorkville Public Library is a valued organization with a dedicated board and staff that serve the growing
population of Yorkville and Kendall County. Like many public libraries across the country, YPL has many
building and service needs, and must prioritize some over the others.
This may be more open hours, increased outreach to targeted
audiences, or reallocating space.
As outlined in our proposal, Library Strategies uses several tools to
engage and incorporate inputs from a wide range of internal and external stakeholders. We can tailor a
plan to fit your budget and timeline.
We propose a four-phase series of services:
1. Preparation, data analysis, trend research, and peer benchmarking (optional)
2. Stakeholder input: community survey and staff survey (optional), one-on-one interviews
(optional), and staff and Board SOAR sessions (optional)
3. Community engagement: Community retreat or focus groups
4. Year 1 implementation planning with administration and staff (optional)
This process results in a tailored, actionable strategic plan, and numerous secondary deliverables
intended to document the process and underscore the needs and priorities identified in the plan:
• Community and staff survey summary reports
• SOAR analyses write-ups and notes
• Focus group/community retreat notes
• Executive summary of key interview takeaways
• Draft strategic plan with prioritized goals
• New mission statement and core values statement
• Finalized strategic plan + tracking dashboard
• Presentation on data and feedback to YPL strategic planning team, administrative team, and
other designated individuals
• Implementation plan with measurable objectives
We believe the resulting strategic plan will set YPL on course to continue its responsiveness to varied
community interests and build a dynamic future for the Library and community.
36
KEY PERSONNEL / PROJECT TEAM
CINDY FESEMYER is a lead consultant with Library Strategies and principal at Fesemyer Consulting LLC.
Fesemyer served as State Library Consultant for the Wisconsin Department of Public Instruction from
2019-21, with an emphasis in adult and community services. Prior to her consulting career, she served
as director of the Columbus (WI) Public Library (2012-19). In addition to consulting, Fesemyer serves as a
trustee for the Madison (WI) Public Library and a continuing education instructor for the prestigious
UW-Madison iSchool.
DAVID KATZ (project manager) is Assistant Director of Programs and Services with Library Strategies. He
manages the firm’s special and ongoing projects, as well as its day-to-day administration. He holds an
MLIS from the University of Wisconsin-Madison. Katz will contribute remotely to the survey research,
benchmark analysis, drafting of reports, and overall project management.
WENDY WERDIN (data synthesis) is the Programs and Services Coordinator at The Friends of Saint Paul
Public Library. In her capacity with Library Strategies she creates, manages, and compiles community
and staff engagement surveys for our clients.
MIKE YANG (graphic design) is the Graphic Design & Marketing Coordinator at The Friends of Saint Paul
Public Libraries. He will design the final report and other materials needed for the project.
This is a tentative assignment of potential key personnel for the project. Final assignments will be
determined based on scheduling for the project activities and availability of individual consultants.
37
CINDY FESEMYER
Madison, WI · 608-443-6362 · FesemyerConsulting@gmail.com
Passionate, collaborative library leader with a knack for big picture thinking and making connections.
LIBRARY EXPERIENCE
FESEMYER CONSULTING LLC—2021-PRESENT
PRINCIPAL
Independent consultant specializing in public library strategic planning, community engagement
training, leadership development, and speaking engagements. Current contracts include Placer
County Public Library, Santa Clara Pubic Library, the American Library Association, Reaching
Across Illinois Library System, and the Iowa State Library. Recent contracts include Michigan and
Arizona State Libraries.
UNIVERSITY OF WISCONSIN-MADISON—2010-PRESENT
CONTINUING EDUCATION INSTRUCTOR
Develop and teach courses in community engagement and strategic planning, 2015-present
ASSOCIATE LECTURER
Develop and teach LIS 855: “Community Partnerships”, a one-credit academic course, 2016-2018
PROJECT ASSISTANT
Research financial literacy efforts in WI, 2010-2011
ALLIED DRIVE COMMUNITY READ
LITERACY PROGRAM 2010-2012
WI DEPARTMENT OF PUBLIC INSTRUCTION —2019-2021
ADULT AND COMMUNITY SERVICES CONSULTANT
Created and administering 36 person, state-wide, 18-month community engagement cohort;
Enterprise Management Development Academy Fellow; professional development activities for
WI library staff; plan and orchestrate LSTA-funded programs & services; statewide outreach
activities.
COLUMBUS PUBLIC LIBRARY, WI—2012-2019
LIBRARY DIRECTOR
Awarded Runner up for Library Journal Best Small Library in America 2017; awarded IMLS
National Leadership grant 2018; 2017 PLA Leadership Fellow; WI Public Library System Redesign
(PLSR) facilitator; awarded ALA Libraries Transforming Communities grant; PLA and ALA
conference and webinar presenter; South Central Library System Foundation President; Level 1
Director Certificate
38
LIBRARY EXPERIENCE
MADISON PUBLIC LIBRARY, WI—2010-PRESENT
BOARD OF TRUSTEES
Vice President, 2021-present, Treasurer/Secretary, 2019-2021, At-large member 2016-presenent
PAGE II, PINNEY BRANCH
Circulation desk, 2011
FRIENDS OF THE HAWTHORNE LIBRARY BRANCH
Community member, 2010-12
AMERICAN LIBRARY ASSOCIATION—2013-PRESENT
AMERICAN LIBRARY ASSOCIATION
Frequent conference and webinar presenter, 2016-present
Public Programming Office
•Libraries Transforming Communities Advisor, 2016-present
•21st Century Libraries Advisor for library programming competencies based on National
Impact of Library Programs Assessment white paper, 2020-present
•Libraries Transforming Communities program participant, 2013-15
PUBLIC LIBRARY ASSOCIATION
Finance Committee, 2021-present
Board member, small/rural seat, 2019-2021
Leadership Academy Fellow
EDUCATION
UNIVERSITY OF WISCONSIN-MADISON
MLS 2012, BA ENGLISH 1990
HUMBOLDT STATE UNIVERSITY, CA
MA LITERATURE & MA TEACHING WRITING 1993
PUBLICATIONS
CHAPTER CONTRIBUTIONS
Ch 4 Partnering for Great Impact and Ch 5 Respect and Compromise Aid School-City
Partnership in M. Davis-Fournier (Ed.) Ask Listen Empower: Grounding Your Library Work
in Community Engagement. Chicago, IL: ALA Publishing, Inc. (2021)
Food for Thought: Feeding Mind & Bodies at Public Libraries in C. Smallwood (Ed.) Social
Justice and Activism in Libraries: Moving Beyond Diversity to Action. Jefferson, NC:
McFarland & Company, Inc. (2019)
39
DAVID KATZ
Areas of Expertise
• Strategic Planning
• Building and Facilities Plans
• Library Management
• Research and Project Management
Experience
2012-present Programs and Services Manager, Library Strategies, St. Paul, MN
Responsibilities include serving as manager of the Minnesota Association of Library
Friends, coordinating the metro-wide Club Book author series, co-coordinating the
Minnesota Book Awards, and research and project management support for Library
Strategies Consulting Group
2011-2017 Research Consultant, Minnesota Historical Society, St. Paul, MN
2012-present Office Manager, Minnesota Assoc. of Library Friends, St. Paul, MN
2008-2011 Communications Assistant, Schreiber Inc., Green Bay, WI
Education
B.A. (Journalism) – University of Minnesota
B.A. (History) – University of Minnesota
MLIS – University of Wisconsin, Madison
40
ABOUT US: QUALIFICATIONS & EXPERIENCE
Library Strategies is a consulting group of The Friends of the Saint
Paul Public Library, the foundation of the Saint Paul Public Library
system in Minnesota. We are the only consulting group in the
country based inside a library support organization. Our
consultants are leaders in the national library community and
outstanding professionals in other fields, who offer a wide range
of practical skills and decades of successful leadership in a variety of areas.
We offer a unique set of services designed specifically to strengthen libraries and their communities.
These services include:
• Strategic Planning (using our Rapid Results Planning™ model)
• Facilities and Space Planning
• Feasibility Studies + Capital Campaign Counsel
• Staff Planning
• Friends and Foundation Assessments/Plans
• Library Operations Audits
• Fundraising and Advocacy Training
• Board and Staff Leadership Training
The Friends of the Saint Paul Public Library formally established Library Strategies in 2006 to provide
insights and hands-on assistance solely to libraries and library support institutions. Our teams have
partnered with organizations in 34 states, Eastern Europe, and the Middle East. Clients range from
small libraries in rural Tennessee and Wisconsin, to national bodies like the American Library
Association (ALA) and Council of State Library Agencies (COSLA).
We strengthen communities, one library at a time.
Libraries are essential. They are centers for community connection, collaboration, and inspiration. To
effectively serve their communities, libraries must continually adapt to evolving needs. We can help.
We believe in libraries. We get libraries. As the only consulting group in the country based
within a library support organization, we understand your mission because it’s our mission.
We also understand the challenges libraries and library organizations face. We bring this
unique library-focused knowledge and experience and tailor it to achieve your goals.
We help you serve your community by engaging your community. We spend time listening
to people across your community, to understand their aspirations and what they hope for
from their library. We help you turn this insight into practical strategies to hone your services
and deepen your community relationships for years to come.
We empower you with tools for meaningful change. Together, we’ll create straightforward,
41
actionable plans based on our proven process and equip your team to be champions for
sustainable change.
We embed equity into every phase and every plan. Your library will thrive when every
person feels welcome to participate and valued for who they are. We bring our commitment
to embracing and celebrating diversity, creating inclusive environments, and producing
equitable outcomes to every project and partnership.
Current and past strategic planning clients include:
Arlington Heights Public Library (IL)
Atlanta-Fulton County Library Foundation
(GA)
Bozeman Public Library (MT)
Brentwood Library (TN) – 2 rounds
Central Arkansas Library System (Little Rock,
AR)
Champaign Public Library (IL)
Chattahoochee Valley Libraries (GA)
Clarksville-Montgomery County Public
Library (TN)
Community Library Network (ID)
Council of State Library Agencies (KY)
Council Bluffs Public Library (IA)
Cromaine District Library (MI)
Crystal Lake Public Library (IL)
Davenport Public Library (IA)
Decatur Public Library (IL)
Dubuque County Library District (IA)
Duluth Public Library (MN)
Evanston Public Library (IL)
Friends of the Bozeman Library (MT)
Jackson County Library District (OR)
Kingsport Public Library (TN)
Kitchigami Regional Library System (MN)
LaCrosse Public Library (WI)
Loudoun County Public Library (VA)
Meridian Library District (ID)
Millburn Public Library (NJ)
Montana State Library – IMLS (MT)
Montclair Public Library Foundation (NJ)
Muskegon Area District Library (MI) – 2
rounds
Newark Public Library (NJ)
Nobles County Public Library (MN)
Normal Public Library (IL)
Nova Southeastern University Libraries (FL)
Palm Springs Public Library (CA)
Robbins Library (Arlington, MA)
Schlow Centre Region Library (State College,
PA)
SELCO/SELS regional system (MN)
St. Charles City-County Library District (MO)
Washington County Library System (PA)
Way Public Library (OH)
White Lake Township Library (MI)
White Plains Public Library (NY) – 2 rounds
Wilsonville Public Library (OR)
Wisconsin Dept. of Public Instruction
42
WORK PLAN
If selected by the Yorkville Public Library, the Library Strategies team will employ a four-phase process
that builds upon itself – moving from data gathering and organizational assessment, to staff and board
input, to community engagement and planning. Rapid Results Planning™ is tailored to yield maximum
community input yet focused results, all on an aggressive timetable, typically 4-6 months from initiation
to completion.
Phase 1: Preparation, Data Analysis, and Benchmarking
Strategic Planning Committee Meeting
Library Strategies recommends forming a Strategic Planning Steering Committee at the outset if one
has not already been organized. This committee will oversee the process, provide local context and
insights, identify key leaders and influencers, and help ensure the final plan is inclusive and
comprehensive. We recommend that the Steering Committee be made up of a selection of members
from the following groups:
• Library leadership
• One or two Library Board members
• Friends of the Library leadership
• City government representatives as deemed appropriate
• Community leaders representing at least two of the following:
o Business
o Philanthropy
o Education
o Arts & Culture
The role of the Strategic Planning Committee is to:
• Provide critical information on the library service area
• Identify key stakeholders to engage in the process
• Assist with invitations/logistics for community engagement activities
• Approve and oversee the work plan and timeline
• Review drafts of the strategic plan
The initial meeting of the Planning Committee with Library Strategies will address the following agenda
items:
• Clarify roles/responsibilities for data gathering, reporting, logistics, etc.
• Agree on the process and steps of the planning process, including expectations for timing of
43
deliverables.
• Identify critical documents and data to inform the planning process (library usage data,
demographic projections, relevant local government documents, etc.).
• Establish initial focus areas for community input. These could include staffing models, specific
communities, technology infrastructure, operational considerations (such as hours of
operation), alternative models for library service delivery, etc.
• Identify individuals who will be invited to participate in the community engagement phase, with
careful attention given to including a broad representation of residents – both library users and
non-users.
Community and Library Assessment
Library Strategies will conduct a data audit and assessment of each Library’s service area demographics,
reports, library services, and resources. This audit will review:
• Census data + trends for each community, including:
Age distribution / Household status
Race and Ethnic background / Special populations
Income / Education
Population/ Geographic distribution
Economic development projections
• Library data (including branch by branch breakdowns, if applicable/available):
Circulation numbers and trends for the past 3-5 years
Library visits / programming attendance
Technology access and usage
Community outreach efforts
Budget and financial sources
Staffing patterns
Board of Trustees structure and governance
Friends/Foundation fundraising model / patterns
Public relations and marketing
As part of an in-person visit, a lead Library Strategies consultant will visit Yorkville Public Library.
Peer Analysis and Benchmarking (optional)
With input from the Library, the Library Strategies consultant will select 2-3 peer libraries to benchmark.
Peers will be identified based on similar community size, community environmental distinctions, library
44
size (staff, collections, usage), etc. Key areas of interest to YPL for benchmarking are likely to include
budgets, funding sources and amounts, staff and volunteer workers, impact of Friends, facilities,
outreach services, collections, and resources. Specific benchmark targets will be agreed between the
Library and the Library Strategies consultant to assure appropriate scope of this activity.
Phase 2: Stakeholder Input
Community Survey
The Library Strategies consultant will design and administer a community survey. This tool will explore
the interests and needs of the Yorkville service area both quantitatively and qualitatively. This may
include (but are not limited to):
• Awareness and perception of the Library
• Satisfaction with Library services
• Barriers to using the Library and its services
• Facilities needs
• Diversity, equity, and inclusion concerns
• Opportunities for outreach
• Future directions for the Library to best meet needs and expectations
Our consultant will present a draft survey to Library leadership and the Steering Committee and make
final revisions as necessary.
The survey will be posted online using SurveyMonkey. Library Strategies can also format the
questionnaire for print; the Library will be responsible for converting print survey responses to an
appropriate electronic format. Library Strategies will assist in identifying the best outlets and a
promotional strategy to encourage broad-based participation in the survey (online and physical outlets
such as local media, churches, schools, businesses, municipalities and townships, partnership
organizations, etc.).
If it is determined to be beneficial during the preliminary Steering Committee meetings, the online survey
form may be translated to facilitate feedback from non-English speaking residents, at an additional cost
as outlined in the Project Budget.
Staff Survey (optional)
An online staff survey will be designed to elicit information from all staff concerning library operations,
programs, services, communication, aspirations, and overall morale. The responses to this survey will
also be collected via SurveyMonkey. A summary of the responses, as well as the raw data, will be made
available to Library leadership. However, respondents will be ensured anonymity to encourage candor
and a high response rate.
Board and Staff SOAR Sessions (optional)
45
These sessions provide an opportunity for internal stakeholders to offer their insights and express
concerns in a collaborative environment, and typically yield insights that complement and build upon the
staff survey (see below).
SOAR exercises share much in common with the better-known SWOT (Strengths, Weaknesses,
Opportunities, Threats) methodology. However, the latter is a deficit-based approach while SOAR is
optimized to uncover and capture the advantages, partners, and other assets that equip the Library to
fulfill its work. This tends to be the more fruitful point of departure.
For the staff session, the consultant advises crafting an invitee roster that cuts across the organizational
chart. Doing so will enfranchise part- as well as full-time employees; intermix frontline and back-of-
house staff in a way that gives extra depth to the conversation; and provide a voice (and literal seat at
the table) to the pages, clerks and assistants who so often feel “unseen” in their library’s decision-
making processes.
Note: These are suggestions rather than requirements core to the integrity of the process.
Group composition can be discussed in greater detail at a later date.
One-on-One Interviews (optional)
In preparation for Phase 3, the Library Strategies consultant will conduct 4-6 confidential phone
interviews with key community members- long-serving Library trustees, Council members, lead
government officials, key community leaders, and similar stakeholders.
The list of interviewees will be developed in consultation with the Library Director and Steering
Committee. Ordinarily, questions focus on interviewees’ perceptions of their community’s most salient
needs, what the Library can do (and is not already doing) to address them, and key challenges the
Library is facing in its mission to enhance residents’ quality of life.
Phase 3: Community Engagement
Depending on preferences of the Library and community, Phase 3 Community Engagement will include
an in-person community retreat, or a series of virtual or in-person community focus groups designed to
maximize opportunities for community members to participate. Library Strategies’ initial
recommendation is to conduct a community retreat or a series of three focus groups (in-person or
virtual) to encourage participation from a wide range of individuals. This recommendation is flexible and
can be adjusted to meet the needs and preferences of the Library.
The Steering Committee should be prepared to help develop the invitation list (usually twice as many
people as you realistically expect to attend) and then personally invite them by mail, phone, or email. In
total, we recommend 30-40 participants for this community engagement phase, whether it is one in-
person community retreat or a series of focus groups.
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In addition to facilitating the development of strategic goals, brainstorming, and discussions during the
retreat or focus groups will contribute to updating the Mission and Values statements for the Library.
In-Person Community Retreat (Option 3.1)
The retreat gathers a cross-section of users, non-users, diverse populations, and key stakeholders all in
one room. By including many participants from all walks of life, Yorkville Public Library gains valuable
insights while securing early buy-in and future advocates for its vision.
The in-person retreat agenda is usually structured as follows:
A short presentation by the Director on the current state/activities of the Library. This gives all
participants a common baseline understanding of what the Yorkville Public Library currently does – and
how.
A short presentation/discussion on regional and national trends. The Library Strategies team will offer a
short primer on “Libraries 101,” with an emphasis on emerging trends in this dynamic field. Trends
reviewed by the consultant might include technology, makerspaces, literacy programs, partnerships,
community outreach, removal of barriers to service, etc. The two-fold goal is to offer participants a
sense of what might be possible in terms of future directions and to encourage them to think broadly
about the YPL’s role in the community.
A large group, “big picture” visioning session and development of goal areas. This part of the retreat
invites participants to brainstorm broad, strategic visions for the community and consider the Yorkville
Public Library’s role as a contributor to residents’ quality of life. In anticipation of addressing strategic
goals, the group may review and identify potential modifications to the Library’s Mission and Values to
enhance engagement with the strategic goals. Following the Mission and Values discussion, this session
will shift to discussions about strategic “goal areas” where the Library should concentrate its attentions
over the next five years. These areas might pertain to technology, advocacy, marketing and outreach,
collection management, workforce development, cooperative opportunities, etc. Specific “goal areas”
will be identified through and driven by the multiple community inputs to ensure relevance to the
Yorkville Public Library.
Small group strategy sessions. Towards the end of the day, participants will be encouraged to dive
deeper by brainstorming specific strategies likely to move the Library closer to its big, overarching goals.
The consulting team will mediate these smaller discussions and facilitate a share-out at the end of the
retreat.
Focus Groups (Option 3.2; virtual or in-person)
The focus group process also involves representatives from a cross-section of the community: library
users, non-users, diverse populations, and key stakeholders. Library Strategies and the Steering
Committee will discuss options for the composition of the focus group invitees, which may be selected
to bring together groups of similar stakeholders or a diversity of stakeholders, to provide optimal energy
to the discussions. Each focus group typically includes 8-10 participants and lasts 2 hours.
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Like the community retreat format, focus groups are the culmination of the community engagement
activities. Quantitative and qualitative information gleaned through the data analysis, community
survey, and interviews are used to drive the content of the focus group discussions. This provides a
responsive and localized discussion platform for the focus groups.
As a tool to keep the focus group on track during the two-hour meeting, the facilitator may share a basic
agenda:
1. Introduction to Library Strategies and our role in the process
2. Brief review of the What and Why for this Strategic Planning project
3. Review and group comments related to the Yorkville Public Library Mission and Values
statements
4. 3-6 broad goal areas for the group to explore, add onto, modify, and/or discard
Suggested starting goal areas are based on the outcomes of the earlier community engagement
activities and defined during the preparation period.
While each of these options is available, what is “best” will be determined in consultation with Yorkville
Public Library leadership and may include a retreat, virtual focus groups, and/or in-person focus groups.
Phase 4: Crafting Strategic and Implementation Plans
Strategic Plan & Dashboard Tool
Following the community retreat or focus groups, the Library Strategies consultant will draft a short,
concrete Strategic Plan (typically four pages) for review by the Steering Committee. The plan will also
include new or revised Mission and Values statements.
The Steering Committee will determine whether the goals and strategies in the draft plan are realistic,
given finite resources, timetables, and their own evolving understanding of the community’s needs. Our
consultant will then make revisions based on the feedback for final approval.
Ultimately, Yorkville Public Library’s planning document will be translated into an easy-to-interpret
graphic. This illustrative accompaniment can be presented to the full board of trustees, other governing
bodies as applicable, and the community at large.
Library Strategies has found that long-range planning only truly works if it becomes a part of regular, daily
culture. Therefore, Library Strategies will also provide an easy-to-use dashboard measurement tool to
track the progress of the Strategic Plan over time. We recommend that the board review progress on the
Strategic Plan at every regularly scheduled meeting.
Implementation Plan (optional)
To move the plan forward, our process can also include a consultant-facilitated implementation
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planning step. Using the goals outlined in the approved Strategic Plan, staff collaborate on a detailed
operating work or implementation plan to reach the Plan goal, with a primary focus on year 1 objectives.
Hallmarks of an Implementation Plan include:
• Action steps for reaching the strategic goals
• Resources needed (funding, staffing, strategic partners, etc.)
• Responsibility delegation
• Deadlines for task completion
• Outcomes or measures for each strategy
The Implementation Plan is usually an internal working document and not approved by the Board. In
that way, it remains flexible and most useful to Library administration and staff. This Implementation
Plan should become a regular discussion item at staff meetings and updated by the Library staff at least
annually.
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TIMELINE
The tentative timeline presented here is flexible and represents a typical strategic planning process. The
timeline will be adjusted at the initiation of the project to accommodate key stakeholders of the Library
and the deadline for approval of the strategic plan.
ACTIVITY
Month
1
Month
2
Month
3
Month
4
Month
5
Phase 1: Preparation, Data Analysis & Benchmarking
Initial meeting, finalize work plan X
Collect Library and other background data X
Data analysis, assessment, and trends research X
Phase 2: Stakeholder Input
Create and publish online community and staff
surveys
X
(Optional) Translate and publish community survey
for non-English language audience
X
(Optional) Translate non-English language survey
results for analysis
X
Synthesize and analyze survey results X
Present summary survey report X
(Optional) Staff and Board SOAR Session (same visit
as focus groups, below)
X
Phase 3: Community Engagement
Launch retreat or focus group invitation process X
Facilitate retreat or series of focus groups X
Phase 4: Crafting Strategic and Implementation Plans
Submit draft Strategic Plan X
Revise and present final Strategic Plan X
Create Dashboard Measurement X
(Optional) Develop and finalize Implementation Plan X
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BUDGET
Library Strategies proposes to provide the stated services below for the following fees, plus expenses
reimbursed at actual cost. Fees are based on an hourly rate of $225.00. This rate covers all consultant
and staff time.
CONSULTING ACTIVITY DESCRIPTION
PROPOSAL
COSTS
OPTIONAL
COSTS
Phase 1: Preparation, Data Analysis & Benchmarking
Prep meetings, steering committee kickoff $1,800
Data collection and review $1,800
Optional: Benchmark analysis $4,500
Phase 2: Stakeholder Input
Community survey creation and management $1,800
Staff survey creation and management $900
Translate, post, and manage online non-English language
community survey
$1,800 per
translated survey
Survey analysis and write-ups $1,800
Board and staff SOAR sessions, analyses, and write-ups $2,700
Prep/schedule/conduct 4-6 one-on-one interviews $2,700 More interviews @
$1,800 per 5
Phase 3: Community Engagement
Lead, launch, and oversee invitation process $900
Community Retreat or 3 focus groups $4,500 More focus groups
@ $900/ea.
Phase 4: Crafting Strategic and Implementation Plans
Presentation of data and feedback $2,700
Draft and finalize strategic plan $3,600
Create dashboard measurement tool $900
Partner with staff to develop Implementation Plan $3,600
TOTAL CONSULTING FEES: $22,500
EXPENSE DESCRIPTION ESTIMATED COST
Mileage Madison WI to Yorkville, IL $196.50
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Hotel ($107 – local GSA rate), 2 nights $214.00
Per diem (local GSA rate) meals and incidentals,
3 days
$147.50
Total Estimated Expenses $558.00
Library Strategies does not charge for consultant travel time. Expense estimates are included above, but
actual expenses will be billed.
TOTAL ESTIMATED FEES & EXPENSES: $23,058
The above outline of services and budget are flexible, and the budget would be adjusted based on the
actual services needed by the Library. For instance, if the Library recently has conducted its own
community or staff survey, those services would be an extraneous and the budget could be modified
accordingly. Additionally, if the Library elects to conduct more of the consultant services remotely, travel
expenses would correspondingly be reduced.
EXCLUSIONS OR EXCEPTIONS
There are no exclusions or exceptions.
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REFERENCES
Library Strategies has worked with hundreds of libraries across the country, offering our unique
approach to planning designed specifically for public libraries. Here are highlights of other planning
processes Library Strategies has conducted in recent years:
Dubuque County Library District (IA)
Dubuque County Library District (DCLD) hired Library Strategies in 2020-21 to
conduct a hybridized strategic planning process – one that incorporated site visits
alongside robust but largely remote community engagement activities. DCLD faces
some fairly unique operational and perception challenges, most stemming from the system’s proximity
and relationship to other libraries: patrons in Dubuque County are also served by independent libraries
operated by and for the cities of Dubuque, Dyersville and Cascade. DCLD services Asbury plus the most
rural subsets of the community – a population of approx. 38,000. Library Strategies’ catered process
reflected these special circumstances. Between remote and in-person community engagement efforts,
consultants ultimately incorporated feedback from nearly 300 community members and staff into an
actionable 2021-2027 roadmap for DCLD.
Contact: Amanda Vazquez, Director - amandav@dubcolib.org, (563) 582-0008
Community Library Network (ID)
Library Strategies provided the Community Library Network with a
comprehensive Strategic Planning RRP™ process in 2022 to help the Library
maintain direction and focus during its upcoming service growth initiatives and
building projects. Services included staff and community surveys, stakeholder interviews, and a
community retreat. Particular attention was paid to both individual library needs and the overarching
goals for the Network.
Contact: Amy Rodda, former Director – arodda07@gmail.com, (303) 658-2640
Wilsonville Public Library (OR)
Library Strategies facilitated the Wilsonville Public Library’s strategic planning
process during 2020-2021. The delivery of our RRP™ process was a hybrid
project, with some of the work being completed virtually during the Covid-19 pandemic and an in-
person implementation planning session to close out the project.
Contact: Shasta Sasser, Library Director – sasser@wilsonvillelibrary.org, (503) 570-1590
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Strategic Planning
Consulting Services
Yorkville Public Library
Yorkville, IL
Prepared by ReThinking Libraries
October 5, 2023
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October 5, 2023
Shelley Augustine
Library Director
Yorkville Public Library
sugustine@yorkville.lib.il.us
Shelley,
ReThinking Libraries is pleased to submit a proposal for consulting services to assist in the
development of a Five-Year Strategic Plan for the Yorkville Public Library (YPL). Our full-service team
is well positioned to help YPL develop a new plan worthy of its diverse community through a process
that seeks to elevate the voices and ideas of everyone in that community. Over the past several years,
our team has developed a successful and efficient way to plan with libraries. Instead of strict adherence
to a fixed methodology, we work with each client to tailor the planning tools and processes to best fit
each library and its community. We focus on the overarching goal of creating a strategic plan that can
allow the library to adapt and react to today’s quickly shifting world and varied needs of a diverse
community.
Regardless of the overall methodology settled upon, our work typically includes the following activities:
• Collection and library data analysis
• Direct input from diverse array of community members and stakeholders (users and non-
users), staff, and board members with a focus on aspirational input over problem-focused input.
• Mapped demographic analysis.
• A comparison benchmark report (with multiple comparison cohorts including state, regional,
national, and aspirational)
• Discussion of best practices of future-ready ready libraries as a part of the stakeholder input
process and strategic retreat
All findings are synthesized, and goals and strategies are collaboratively developed to successfully
guide Yorkville Public Library into the future. The final deliverable provides YPL with a process to keep
its strategic plan living, breathing, and updated throughout its lifetime.
This proposal is firm and irrevocable for 90 days. We look forward to the opportunity to respond to
questions and further explain our process as needed. Please don’t hesitate to contact us with any
questions.
Best regards,
Janet Nelson
Principal
1218 McMahon Drive
Sun Prairie, WI 53590
PH: 608-444-1733 janet@rethinkinglibraries.org
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Executive Summary
The Yorkville Public Library’s (YPL) leadership has expressed interest in consulting services to assist
with the creation of its next strategic plan. ReThinking Libraries (RTL) is pleased to submit a proposal
for partnering with YPL on this important project. It is understood that YPL is embarking on this process
to develop a plan to guide decision-making over the next several years. It will define the role of the
library and governance by the Library Board of Trustees and will also serve as a framework for setting
Library vision, goals, and creating a service plan. The plan will reflect the needs and realities of the
library, align with the overall needs of the Yorkville Public Library community, and help elevate the role
of the library to a higher level of service.
This is intended to be a highly collaborative process incorporating extensive input from Library
leadership, Library Trustees, Friends of the Library, community leaders, and residents. Input will be
gathered using a variety of means as determined by the consultant and the Library Strategic Planning
Team. It is intended to engage both users and non-users of the library. We will work with the library to
determine the best approach and balance between in-person and virtual engagement for its community.
Every effort will be made to conduct this process in an inclusive manner allowing broad and diverse
participation from across all segments of the community.
The RTL team views its role in this project as facilitator and collaborator. We don’t make decisions for
you; we help you make the best decisions about your Library’s present and future. We will analyze
information and offer professional recommendations based on observation, stakeholder feedback,
demographics, and assessment of Yorkville Public Library’s existing services, facility, and community.
We will also facilitate staff and board strategy planning meetings to help the team find the right strategic
vision for your community’s library. RTL will work with the YPL team, prior to the formation of the plan,
to benchmark and evaluate library practices, staffing, efficiencies, etc. Once the plan has been created,
RTL will also be available to YPL to offer best practices for measuring progress as the plan is
implemented.
Of key importance to a project such as this is the quality of the communication and collaboration
between RTL and YPL’s Strategic Planning Team. As your consultants, we must effectively share
analyses and opinions, so all stakeholders can fully understand the implications of decisions that may
be made. In turn, the Strategic Planning Team must help RTL fully understand the local context related
to any resulting choices. Timely responses in providing requested information and replies will help to
keep the project on schedule and all participants fully engaged.
The Strategic Planning Team members will actively participate in the creation of the Strategic Plan, so
they are fully invested in the process and the final product. It is essential all involved have a clear vision
of what needs to be done based on the in-depth assessment of the existing situation, the consideration
of new and emerging trends in library services, and an understanding of local realities and sensibilities.
Included will be training on processes allowing for the ongoing evaluation of progress toward the
established goals and the understanding and confidence to develop new strategies as the plan evolves.
Organizational Information: Company/Consultant
In 2004 Rob Cullin helped Kimberly Bolan start Kimberly Bolan & Associates, a national library
consulting firm based outside Indianapolis (IN). With a change in ownership, Janet Nelson joined Rob
in 2019 and they relaunched the business as ReThinking Libraries in 2020. Over the past 18 years, the
RTL Team has been involved in numerous facilities projects, strategic plans, building programs, and
other work with hundreds of libraries across the US. Clients range from small rural public libraries to
large urban facilities, and everything in between. The RTL Team focuses on helping public libraries
improve their operations and better serve their constituents. Our team is passionate about
understanding what it takes to be a successful and thriving future-ready library.
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For this project, RTL’s team will be led by one of the members of our Senior Team. That team consists
of Rob Cullin, Managing Principal, Janet Nelson, Principal and Senior Consultant, Kathy Stewart,
Senior Consultant and Randy Maxey, Senior Consultant. The team lead will coordinate on-site and
offsite work, managing the project communications and timelines, and coordinating all deliverables and
pulling in other RTL staff as often as needed to deliver the highest value to the library.
Rob Cullin helped launch Kimberly Bolan & Associates in November 2004 which evolved into
ReThinking Libraries in 2020. Rob's primary involvement with KBA began in 2005 when he and Kim co-
authored Technology Made Simple and began writing and presenting together across the United
States. Since then, Rob has been involved in many of KBA/RTL’s strategic and facility planning
projects. Through his previous work as President and Co-Founder of Evanced Solutions, LLC (later
acquired by Demco, Inc.) he was involved with thousands of libraries across the USA, Canada, and
Australia. With a broad set of experiences reaching beyond libraries, Rob has direct specialties in
strategic planning, community engagement, complex data and demographic analysis, marketing,
service, and organizational design. He was also named a Library Journal “Mover & Shaker” in 2008.
Janet Nelson co-founded ReThinking Libraries with Rob Cullin in 2020. She has over 20 years of
experience in the education market, 17 of those years with Demco, Inc. Starting as a Furniture Product
Manager, she moved into a variety of more strategic roles during her tenure with Demco. Her focus has
always been directed toward helping librarians and library staff to better serve their communities. Janet
began collaborating with Kimberly Bolan on teen library spaces through Demco Library Interiors in 2006
and over time, that evolved into more comprehensive projects and shared speaking engagements on
library trends. Additional projects at Demco involved engaging with industry partners and library
leaders/staff to better understand and create dialog around the immediate and future needs of libraries.
She began working with Rob on library consulting in 2019. Her specific areas of expertise include
strategic planning, marketing strategy, research and development, and space planning.
Kathy Stewart recently joined the ReThinking Libraries team. During her more than 20 years of
experience working with libraries in North America, Canada, and Australia, Kathy has helped libraries
with the work they do every day to transform patrons’ lives. Kathy has drawn from her librarian role with
Richland Library, first as a children’s librarian, then as a branch manager, to discover libraries’ priorities
in her roles with library-focused vendors. Most recently she was an Account Executive with Bibliotheca.
Prior to that, during her time with EBSCO’s NoveList and later with Patron Point, Kathy assisted
libraries by providing user-facing content, delivering training and webinars for libraries as they furthered
their own readers’ advisory and marketing initiatives. Kathy values building library communities and
forums for libraries to learn from each other. Kathy’s areas of expertise include community engagement
and marketing.
Randy Maxey joined the ReThinking Libraries team in 2022. He is a library strategist who has focused
on improving library user experience and library staff workflow. He has held multiple roles with vendors
serving the library market over the past 13 years, most recently as Vice President of Partner Sales at
Bibliotheca. Over his career, he has developed expertise in deploying technology to improve processes
and experiences utilizing data, devices, and content. In his positions with Bibliotheca, Demco, and
EBSCO/NoveList, Randy has had the opportunity to work with hundreds of libraries across North
America and partners worldwide giving him an in-depth understanding of library needs and operations
and an opportunity to identify creative solutions to complex challenges. Specific areas of expertise
include strategic planning, technology planning, marketing, and research and development.
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Our Strategic Planning Experience
RTL is pleased to offer strategic planning as a primary service. Our custom approach to strategic
planning is a differentiator as we believe in adapting our process to libraries’ needs, whether they are
new to strategic planning or are looking for more of a cutting-edge approach. Consequently, our
process evolves as needed throughout the course of each strategic planning process to achieve the
best results. Since 1996, RTL has been involved with strategic planning for a multitude of
organizations, including libraries, library associations, non-profits and both small/large businesses. Our
process ensures that our clients get community members and staff engaged in the process. Toward
that end, since 2014, we have:
• Worked with more than 130 different libraries.
• Conducted over 1,000 community engagement sessions with over 10,000 attendees.
• Conducted over 100 online surveys with more than 30,000 participants.
Our team consists of experienced professionals with years of library-oriented experience, including
work experience with other library-centric vendors. In the past 8 years, RTL principals Rob Cullin and
Janet Nelson have collectively led more than 90 public library strategic planning processes. Their
previous business backgrounds have informed their facility using many different approaches to ensure
successful outcomes. Randy Maxey’s 15 years’ experience centered around using a consultative
approach to help both public and academic libraries with process efficiencies, including technology
changes. Newest team member Kathy Stewart draws from her experience working both in and with
libraries for more than 20 years. First as a children’s librarian then branch manager, she subsequently
worked with a variety of vendors to help libraries with both marketing and internal efficiencies.
A sampling of the recent Strategic Plans and Community Assessments facilitated:
• Novi Public Library (MI) -- (2023-present) -- Strategic Planning
• Downers Grove Public Library (IL) (2023) Strategic Planning
• Glencoe Public Library (IL) – (2022-2023) – Strategic Planning
• Cecil County Public Library (MD) (2023) -- Strategic Planning
• Pike County Public Library (IN) – (2017 & 2022) – Strategic Planning x 2 & Facility Assessment
• Sun Prairie Public Library (WI) – (2022) – Strategic Planning
• Sterling Heights Public Library – (2022) -- Strategic Planning
• New Providence Memorial Library – (2022) -- Strategic Planning
• Mount Prospect Public Library (IL) – (2021-2022) – Strategic Planning
• Newburgh-Chandler Public Library (IN) – (2021) – Strategic Planning
• Fulton County Public Library (IN) – (2021 & 2023-present) -- Strategic Planning & Facility Planning
• Charlotte Mecklenburg Library (NC) – (2020-2021) – Facility Master Planning
• Handley Regional Library (VA) – (2019-2020) – Facility Master Planning
• West Haven Library (CT) – (2020-2021) – Strategic Planning and Efficiency Study
• Adrian District Library (MI) – (2020-2021) – Strategic Planning and Facility Planning
• Saline District Library (MI) – (2020-2021) – Strategic Planning
• Catawba County Public Library (NC) – (2019-2020) – Strategic and Master Facilities Planning
• Waverly Public Library (IA) – (2018 and 2020) – Strategic Planning and Facility Assessment
• Liberty Lake Public Library (WA) – (2019) – Strategic and Facility Planning
• Alexandrian Public Library (IN) – (2019) – Strategic Planning
For all these clients and our many others not listed here, we worked to determine the approach and
methodologies to provide each library with the best results and fit within their allotted budgets.
Underlined projects above are hyperlinks to sample project reports. Additional samples can be
made available upon request.
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Work Plan
ReThinking Libraries takes a holistic view of planning. We incorporate library usage data, local
demographic information, multiple forms of community input, and benchmarking data to develop a plan
seeking to understand history but focusing on future aspirations and the initiatives and activities needed
to achieve the vision. Our expertise in community engagement is a strength and we help libraries
maximize community participation during the input phase. Since we work nationally, we are adept at
navigating the requirements of different library governance structures and are familiar with the wide
variety of funding models characteristic of public libraries. We are well-versed in the trends impacting
today’s libraries and have practical experience that can be applied to a variety of different situations.
Our own processes have been tested over recent years, but we have successfully adapted and are
now adept in conducting planning activities in virtual, hybrid, or in-person environments based on health
requirements and client desires. We have also had opportunities to dig more deeply into some pressing
concerns including diversity, equity and inclusion, homelessness and poverty, sustainability, and other
issues that are important to libraries collectively and to specific communities. These new approaches
have resulted in more engaged participation by both organizations and individuals and plans that more
deeply address some of the core issues making libraries vital to their communities.
The events of the past few years have also made it clear that it is virtually impossible to predict the
future and therefore critical that organizational culture, plans, and processes are designed in a way that
are flexible and can adapt rather than collapse under pressure. The nimble approach we encourage
has helped our clients modify their approaches and move their libraries forward, even when their
expected plans and outcomes change.
As part of a typical strategic planning process, RTL will:
1. Conduct a kick-off meeting and establish a timeline: discuss the process and define initial
elements such as YPL Strategic Planning Team introductions, timeline, Library data
requirements, community engagement methods, etc. The timeline will become more detailed as
expectations are more clearly defined and schedules are developed. Depending upon scope,
time of year, and library resource availability; plans typically take 4-7 months to complete.
2. Review and analyze data and information gathered throughout this process and work with the
Strategic Planning Team, discussing what it means to be a successful and thriving future-ready
library and how that translates to the planning process. The Benchmarks, Demographics,
Collection Analysis and Technology Assessments are all started and often completed during
this stage, leaving room for learnings along the way to drive adjustments in these assessments.
3. Gather and analyze stakeholder input from the community (users and non-users), staff, board
members, etc. via community stakeholder discussion sessions and surveys. Working with the
YPL Marketing team is essential in promoting both the community discussion sessions and the
surveys through multiple channels.
a. Our typical approach for a library of YPL’s size involves conducting about 8-12 stakeholder
sessions, as that process allows for greater facilitation of discussion, with the promise of
anonymity in the findings book comments. Noting the request for personal interviews, we
recommend a limited scope interview process with a select group, such as board members.
RTL will work with YPL leadership to develop the right approach to community input and
engagement that works best for your library and community. RTL can offer some sessions in
Spanish (executed as bilingual Spanish/English sessions) as an option. Other languages
can be accommodated with the support of the library, if needed.
b. The format of sessions is generally as follows but will be tailored to your specific needs.
These descriptions provide a sense of the scope of community input we will want to achieve.
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i. Targeted Groups: 7-10 Total (Staff (3-5), Board (1 including Director), and targeted
representative members of the public who are personally invited to the sessions).
ii. PLUS, at least one or two (1-2) Open All-Community Session.
iii. The content for these sessions can be the same or may be focused on topics essential
to the community. Even when the overall discussion framework is the same, RTL tailors
the conversations based on the experiences, life stages, and discussion interests of
those in attendance.
iv. The targeted sessions may involve reaching out to specific groups (e.g., parents,
seniors, educators, or community leaders) whereas the open forum is more general and
available to anyone in the community who is interested in participating.
v. This phase centers around showing people the possibilities for their library and gathering
aspirational input. For every client, RTL develops a custom conversation enabling
presentation deck that is targeted at fostering conversations for the client’s community.
vi. As a result of the pandemic RTL has also become very skilled in stimulating good
conversations and discussions through virtual sessions that measure up to the level of
engagement and input of our in-person sessions. Some clients even choose to have
most of their staff discussions done virtually to offer the most time flexibility to staff.
However, for the general public, accessibility needs to be kept in mind to not keep
people out of the process, so it is recommended that a virtual session or two is offered
but that most public sessions are done in-person.
vii. RTL staff have had extensive experience conducting bilingual sessions with non-English
speaking residents. . We are open to conducting sessions in other languages as well,
but we cannot provide a translator for our staff.
viii. With RTL you always get at least one of our Senior team members leading your
engagement sessions. We only utilize non-senior associates for notetaking, never for
leading these engagement sessions.
c. RTL can also work with the Strategic Planning Team to develop and conduct a general web-
based convenience survey for the public. Our approach is to work with our clients to
promote and advertise the survey on a broad level, targeting users and non-users.
i. RTL does not recommend spending extra library funds to conduct full scientific-level
studies. RTL has been involved in projects that made this investment and, in the end, did
not get fundamentally better or more useful results than with a convenience survey
approach. Our approach uses surveying tools to get a good measure of the community’s
view though certainly skewed a bit toward library user perspectives.
ii. A paper version of the survey is also provided to the library (copies supplied by the
library) for distribution to those community members who prefer that format. Typically,
library staff or volunteers then enter these completed surveys, but RTL can provide this
service for a separate fee.
iii. A Spanish version of the survey, in both paper and online format can be provided and is
show as an option in the fees section. If additional versions are needed in other
languages, there would also be additional fees.
iv. Janet leads all our work on the survey, including design, launch, and analysis.
4. Develop and deliver the “Findings Book”. A “Findings Book” is developed from the data and
research conducted and is distributed to participants about 1 week prior to the Strategic Retreat.
This book includes all the pertinent information gathered and analyzed during the process.
Summaries, key takeaways, in addition to full data sets are all included or linked from the book.
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Typically, this single PDF document ranges from 80 to 180 pages. The size is largely driven by
the number of surveys completed and how much feedback is gathered at the engagement
sessions. Rob, Janet, and other team members collaborate to compile this findings book.
5. Facilitate a Strategic Planning Retreat. This is typically a 6-to7-hour long strategy session
that usually includes 15 to 25 people including, but not limited to, staff (both supervisory and
non-supervisory), board members, community leaders, and general community members.
During this Retreat, we will distill the input gathered (concentrated in the Findings Book) and
discuss that, along with best practices for future-ready public libraries. Through a series of small
group and larger group exercises, the session will work to surface top issues and strategic
opportunities that will ultimately lead to the final plan. YPL’s current mission, vision, and values
will also be reviewed and refined or developed to relate back to the key strategies. Through the
retreat process, RTL continues incorporating an aspirational approach to the planning process.
The group will work to discover:
• YPL’s identity (What is YPL? What does YPL want to be?)
• The key ingredients and focus of YPL strategies.
• YPL’s Mission, Vision, and Core Values
At least two of RTL’s senior team members (Rob, Janet, Randy, and Kathy) will be present at the
retreat and at least Rob or Janet will be one of those two. RTL may bring additional team
members as deemed necessary or beneficial to the client and the best interests of the process.
6. Develop a high-level 2-6-page Strategic Plan. This is the initial deliverable directly resulting
from the Retreat. This document is the “Quick Reference Guide” that library leadership and staff
can live, breathe, and easily refer to on a day-to-day basis. RTL can present this plan to the
Board and/or community at the appropriate time if desired. 7. Assist the Library Planning Team with the creation of a detailed Work Plan. This document
is developed for a 12-month timeframe each year and focuses on the details behind the 2-6-
page plan (action steps, tactics, milestones, resources, budget/funding, etc.). It is developed
primarily by Library leadership and staff with kickoff assistance from RTL, but the approach can
be modified if needed. This is followed by remote guidance and assistance as needed.
Our process develops a long-term vision and identifies the areas where efforts are needed to achieve
those goals. The annual work plan details the specifics to achieve progress toward the goals and is
evaluated and adjusted on a regular basis. Since it is nearly impossible to predict the future three to five
years in advance, we have found the annual work plan to be much more productive to guide the library.
Typically, much of the work plan is developed by Library leadership and staff as they are much closer to
the needs and capabilities of the library and the community. As consultants, we are available to help
guide the work plan and offer suggestions that help to push the library in areas that may be outside of
their comfort zone, but we can be more involved if needed.
Since the services we offer tend to be bespoke and tailored to the needs of each client, we allow our
clients to determine if there are areas where they have staff expertise that may enhance the process.
Our process is very collaborative, and our experience has shown that the involvement of Library
leadership, staff, Board, Friends, and the community encourages ownership and creates a plan that is
better understood and more easily acted upon.
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Deliverables
RTL’s deliverables will/can include:
• A detailed community analysis including demographics and mapping of key social
indicators/measurements.
• Organizational and community assessments
• A multi-cohort comparison benchmark analysis of primary library metrics, regional, state, national
and “best-in-class”
• Collection utilization analysis (turnover and relative use)
• Compiled notes from stakeholder sessions, online survey, etc., which will include key priorities
and goals emerging from these inputs and summaries where appropriate.
• Outputs from Strategic Retreat include analysis, ideation, and voting exercises.
• A 2-6-page high-level Strategic Plan focusing on the top 4-6 priorities coming out of the process.
This is structured in a way to be an asset for the board and administration to reference on a
consistent basis to gauge progress easily and efficiently.
SEE APPENDIX B – 2-6 PAGE PLAN EXAMPLES
• Assisting with the development of a detailed Work Plan that specifically addresses the details
necessary for successfully executing the plan, including actions, timeline, resources, budget, etc.
Most of the work here is done by the library staff but with the assistance and guidance of RTL.
Subcontractors
All work will be performed by Rethinking Libraries staff and directly contracted personnel and not
subcontracted companies.
Timeline Estimates
We will work with YPL to determine the best approach and schedule activities and deadlines. The
following outlines a possible approach to timing that RTL can currently support. RTL will work with YPL
to develop the timeline that best meets the timing needs and balances the best results in terms of
community engagement. We generally recommend doing community engagement from September
through November or Mid-January through May for the best results. Staff and board sessions can be
scheduled during any time of the year that aligns with schedules.
Anticipated Timeline
• December 2023 Kickoff
• January 2024 Data Gathering and Analysis
• January 2024 Community/Stakeholder Engagement Planning and Promotion
• February/March 2024 Staff, Board, and Friends Sessions and Interviews
• February/March 2024 Community/Stakeholder Engagement Sessions, interviews and
surveys.
• April 2024 Synthesis, Delivery of Findings Book, and Planning Retreat
• May 2024 High-level Plan Development & Delivery to Library – within 2
weeks following the retreat.
• May 2024 Final Plan Delivered to the Library Director
• May/June 2024 1-Year Detailed Work Plan Development – Training, Support, and
Assistance delivered following the Retreat with ongoing support
and assistance until the 1-year plan is complete.
• Annually Ongoing Support/Assistance as needed with developing
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subsequent 1-year Work Plans
Cost Estimate:
Time and Material Option:
For this project, we are offering YPL a discounted rate of:
• $150/hour for Principals (Rob and Janet) (Normally $170/hour)
• $140/hour for Consultants (Randy, Kathy, or others) (Normally $160/hour)
• $120/hour for Translation/Multi-lingual Facilitation (Ivonne) (Normally $140/hour)
• $100/hour for Assistants or Notetakers (Normally $120/hour)
Work Area / Deliverable Typical Costs
Overall Project Management / Virtual Kickoff
Meeting/ Ongoing Project Meetings (Required)
$4,200
Data Gathering and Analysis: Demographics,
Multi-cohort benchmark analysis, Collection
turnover analysis (Required but adjustable)
$3,200 to $5,400 depending on the analysis options
selected
Staff and Community Focus Group Facilitation
(Required but adjustable)
$4,000 to $6,400 depending on how the number
and structure of the engagement sessions
Technology Assessment (Optional)
(see explanation of services after pricing)
$5,900 (not included in the total below)
Online Survey Design, Deployment, and Analysis
(Recommended)
$4,100 - $5,700 for English.
+$950 Spanish language translation online only
OR, +$1,200 both print and online
Setups for additional languages are lower cost but
RTL cannot provide the translation.
Strategic Retreat, includes all prep, data packet
compilation, and virtual or onsite time (Required)
$5,800 depending on approach and structure,
ideally done onsite during a single 1-to-2-day visit.
3-5 Year High-Level Plan Development
(Recommended)
$2,000 includes a virtual presentation to the
board/leadership
$500 added for onsite delivery and review
12-Month Work Plan Development Assistance
(Recommended)
$500-$1,900
Total Likely Range depending on options:
(required and recommended elements only)
$23,800 to $29,800 plus expenses
Expected Expenses:
Travel expenses are at cost $2,500 to $3,500 total expected range for 2 onsite
trips (1 for focus groups and 1 for retreat) more
onsite visits are possible.
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OR…
Fixed Fee Option:
This option gives YPL more predictable costs, but less flexibility in terms of scope of activities. It is
limited to the following scope and onsite visits:
• 1 kick-off meeting and data gathering (via Zoom virtual meeting)
• Online survey development, hosting, and management provided by RTL but with promotion
and advertising driven by the library, printable version provided by RTL but printed and
distrusted by the library (web and print in English and Spanish versions only)
• Data Analysis Options: general demographics and mapping, multi-cohort comparison
benchmarks, services assessment, collection utilization analysis by collection segment
• 3-day onsite visit for stakeholder sessions
o Stakeholder sessions are capped at 11 sessions total (no more than 4 in any one
day and over no more than 3 days, required to be consecutive). Staff sessions and
sometimes board sessions are done virtually but at the client’s discretion. All
sessions in English unless TPL provides translation. (Additional fees for RTL
Spanish translator not included in this version of the fixed price)
o Typical schedule looks like this:
Day 1: 3 sessions starting at Noon.
Day 2: 4 sessions spread throughout the day.
Day 3: 3 sessions last session complete by 2 pm
Plus 1 Virtual Session schedule before or after the onsite sessions
o Online Survey with no more than 1 open-ended question, English only
• 1 full day onsite for Stakeholder Retreat (~7hrs) (or split over 2 days Evening/Morning)
o With one pre-Retreat findings review virtual meeting (1 hour)
• RTL primary driver of Strategic Plan with Library leadership in support
• Virtual Strategic Plan presentation to the board
• Virtual Work Plan kick-off meeting with staff
• Library Staff primary execution of Work Plan development with RTL in close support
• All other meetings and work to be completed remotely or via web/video conference, unless
RTL, at their discretion, chooses to be onsite.
Costs: $24,500 + expenses
IF YPL would like a fixed fee option for this project but with a different scope, options, or approach we’d
be happy to work on a mutually agreeable scope of services and provide a fixed fee option for that as
well.
Billing Approach:
• For Time and Material Option billing is done monthly as incurred. Detailed invoices are provided
with all expended time and incurred expenses listed with receipts.
• For the fixed price option, billing is handled in four phases.
o Phase 1: 25% -- Billed after initial kickoff meeting.
o Phase 2: 25% -- Billed after start of stakeholder engagement sessions and/or survey.
o Phase 3: 25% -- Billed after start of strategic retreat.
o Phase 4: 25% -- Billed after the delivery of the High-Level-Plan to the Library
• For both options, these expenses will be billed as they occur:
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o Travel expenses will be billed at cost.
o Any other miscellaneous (printing, shipping, etc.) expenses will be billed at cost but will
be minimal.
OPTIONAL Technology Assessment:
This is a new optional RTL offering, based around a new Senior Consultant, Randy Maxey, joining our
team. Randy, in conjunction and with support from Rob and part-time associate Toby Greenwalt, would
do an overall assessment of the library’s technology position. We look at all areas technologies touch in
the library: infrastructure, equipment, software platforms, processes, support levels, and provide
feedback and guidance on best practices and the state of the library’s current systems, offerings, and
capabilities in comparison. We will also conduct a short staff survey on the state of library technology
and an anonymous self-assessment of their own technology skills and proficiencies. A Technology
Systems and Services report card has been produced highlighting all these areas where the library is
hitting the mark and where it could potentially use additional attention or resources. This would be an
additional element added to the Findings Book, but also serves as a stand-alone report.
References
Andrew Kim, Director
Glencoe Public Library
320 Park Avenue, Glencoe, Illinois
akim@glencoelibrary.org (847) 835-5056
Project: This plan is for a 5-year strategic plan and was completed in the spring of 2023. We utilized
our standard planning and data-gathering processes. The engagement sessions were a combination of
both in-person and virtual and were very successful.
Su Reynders, Executive Director
Mount Prospect Public Library
10 S Emerson St, Mount Prospect IL 60056
sreynders@mppl.org (847)-590-3220
Projects: Beginning in December 2021 and finishing in June 2022, we facilitated and collaboratively
developed MPPL’s newest strategic plan using all our standard planning services. In addition to our
typical services, a Spanish survey and facilitation of a multi-lingual community session was included we
conducted a virtual staff workshop that was attended by over 120 staff members. MPPL had one of our
most successful survey campaigns with over 2,000 completed surveys by the community.
Julie Milavec, Director
Downers Grove Public Library
1050 Curtiss St, Downers Grove, IL 60515
jmilavec@dglibrary.org (630) 960-1200
Project: This initiative was to facilitate a 3-5-year Strategic Plan. The project utilized all our standard
planning services. The survey results for DGPL were very high for a community of this size. One of our
charges was to incorporate their DEI Plan into the strategic planning process. The engagement
sessions were well attended by the community.
We encourage you to speak to any of our clients or references or you may refer to
RTL’s website at www.rethinkinglibraries.org for additional information. Sample High-
level Project Plans can be found in Appendix B.
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APPENDIX A:
Resumes
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ROBERT CULLIN
Email: rob@rethinkinglibraries.org
ReThinking Libraries
2004 – present (2004 -2019 dba as Kimberly Bolan and Associates, LLC)
Managing Principal / Library Evolutionist
Prior to starting ReThinking Libraries, LLC with Janet Nelson, Rob helped establish Kimberly
Bolan & Associates in November 2004. His consulting work kicked off when he co-authored Technology Made
Simple with Kim Bolan and began writing and presenting together with her across the USA. Rob has been
involved in all of RTL’s strategic plans and most of the strategic planning work completed by KBA. He has also
completed several facilities projects under both organizations. Through his work as the Co-Founder of Evanced
Solutions LLC and later at Demco, Inc., he has been involved with thousands of libraries around the world. With a
broad set of experiences reaching even beyond libraries, Rob has direct specialties in community engagement,
strategic planning, technology, data, demographic & psychographic analysis, marketing, and organizational
design.
Relevant Project Experience:
Downers Grove Public Library (IL) Strategic Planning (2023)
Cecil County Public Library (MD)- Strategic Planning (2023)
Novi Public Library (MI) – Strategic Planning (2023-present)
Jennings County Library (IN) – Planning & Design, Strategic Planning, Org. Development (2014-Present)
Tuscaloosa Public Library (AL) –Strategic and Facilities Planning, Feasibility Study (2021-Present)
Mount Prospect Public Library (IL) – Strategic Planning (2021-2022)
Newburgh-Chandler Public Library (IN) – Strategic Planning (2021-Present)
Saratoga Springs Public Library (NY) – Strategic Planning (2020-2021)
West Haven Library (CT) –Strategic Planning and Efficiency Study (2020-2021)
Adrian District Library (MI) – Strategic Planning and Facility Planning (2020-Present)
Saline District Library (MI) – Strategic Planning (2019-Present)
Redford Township District Library (MI) – Strategic Planning (2018)
Free Library of Philadelphia (PA) – POE Study (2018-2019)
Allen County Public Library (IN) – Facility Programming, Planning & Design, Strategic Planning (2017-2018)
Indianapolis Public Library (IN), New Eagle Branch – Facility Programming, Planning & Design (2017-2019)
St Joseph County Library (IN) – Facility Master Plan (2017)
Hamilton East Public Libraries (IN) – Facility Programming, Planning & Design (2015-2019)
Lincoln County Public Library (NC) – Facilities Master Plan (2016-2017)
ADDITONAL EXPERIENCE:
Evanced Solutions, LLC, Indianapolis, Indiana 2002 – 2014
President and Co-Founder
As part of Demco, Inc. Madison, Wisconsin 2011 – 2014
Vice President
PUBLICATIONS:
Technology Made Simple, Chicago: ALA, 2007.
“Web, Library, and Teen Services 2.0,” Young Adult Library Services, Winter 2007.
“Technology Planning: The Big Picture for Small Libraries,” WebJunction (November 20, 2006).
HONORS AND AWARDS:
2008 Library Journal’s Movers and Shakers Award
EDUCATION:
Purdue University, West Lafayette, IN and Indianapolis, IN, B.S. Electrical Engineering Technology
GE Six Sigma – Green Belt Certified
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JANET NELSON
Email : janet@rethinkinglibraries.org
ReThinking Libraries
2019 – present (initially dba Kimberly Bolan and Associates)
Principal and Senior Consultant
Janet co-founded ReThinking Libraries, LLC with Rob Cullin in 2020. Prior to that, she
began her career in the library industry in 1999 as a Furniture Product Manager with
Demco, Inc. During her time there, she worked in a variety of roles but always with a focus on providing libraries
across the US with the products and services to best serve their communities. She was part of the team that
envisioned and developed a service offering, known today as Demco Interiors. Janet began collaborating with
Kimberly Bolan & Associates, LLC on design projects in 2006, starting with teen spaces. The collaboration
evolved into more comprehensive library projects, speaking engagements, and co-authoring articles on library
trends.
In addition to her furniture/project experience, Janet has been involved in market research, strategic planning, and
customer engagement, all focused on more thoroughly understanding and serving library needs. While at Demco
she facilitated a “What’s Next?” Forum, bringing together visionary library leaders and launched the online Ideas
& Inspiration platform to share library ideas. With a broad set of experiences reaching even beyond libraries,
Janet has direct specialties in strategic planning, marketing, research and development, and space planning.
Relevant Project Experience:
Downers Grove Public Library (IL) Strategic Planning (2023)
Glencoe Public Library (IL) Strategic Planning (2023)
Fox River Valley Public Library (IL) Strategic Planning (2023-present)
Novi Public Library (MI)-Strategic Planning (2022-present)
Cecil County Public Library (MD) Strategic Planning (2023)
Sun Prairie Public Library (WI) – Strategic Planning (2022)
Tuscaloosa Public Library (AL) –Strategic and Facilities Planning, Feasibility Study (2022)
Durham Public Library (CT) – Strategic Planning (2022-Present)
Jennings County Public Library (IN) -- Strategic Planning (2022-Present)
Mount Prospect Public Library (IL) – Strategic Planning (2021-2022)
Fulton County Public Library (IN) – Strategic Planning (2021-2022)
Newburgh-Chandler Public Library (IN) – Strategic Planning (2021-2022)
Saratoga Springs Public Library (NY) – Strategic Planning (2020-2021)
West Haven Library (CT) –Strategic Planning and Efficiency Study (2020-2021)
Adrian District Library (MI) – Strategic Planning and Facility Planning (2020-2022)
Saline District Library (MI) – Strategic Planning (2019-2021)
Catawba County Public Library (NC) – Strategic and Facilities Planning (2019-2020)
ADDITIONAL EXPERIENCE:
Nasco, Inc., Fort Atkinson, WI 2017 – 2019
Category Manager, Elementary Education/Early Learning
Demco, Inc., Madison, WI 1999 – 2016
Director, Library Engagement and Solutions
• Collaborated on content strategy that included creation of Ideas + Inspiration website, webinars and
relevant information and articles.
• Developed What’s Next? a customer forum of influential public librarians, to explore future library needs.
• Co-led start-up of Demco Interiors from feasibility studies to a fully operational business unit
PUBLICATIONS:
“Just for Them”, Library Journal’s Library by Design, May 2010.
Demco Ideas & Inspiration Blog Posts and Webinars, 2012 – 2016
Demco Interiors Blog, 2012 – 2016
EDUCATION:
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University of Wisconsin-Stout, Menomonie, WI, M.S. Home Economics: Clothing (Design & Manufacturing)
University of Wisconsin-Stevens Point, Stevens Point, WI, B.A. Fashion Merchandising
RANDALL MAXEY
Email: randy@rethinkinglibraries.org
ReThinking Libraries
2022 -- present
Senior Consultant
Prior to joining ReThinking Libraries, LLC, Randy spent much of the last 15 years
working with libraries across North America in various capacities. After 30 years in the banking industry, Randy
began his library world experience with the NoveList division of EBSCO. He worked with libraries across the US
and Canada to bring a better reader experience to patrons. Additionally, he worked with the internal team to help
create new features for the product set as well as rebranding the products. He led both the sales and marketing
teams in this role. It was during this role that Randy met Rob. In 2016, Randy became the Sales Director for
Demco Software, which was a combination of Boopsie and Evanced applications for libraries. In this role, Randy
met Janet. In 2018, Randy left Demco to join Bibliotheca, as the North American Account Exec for open+ a
solution that allows for extended access for library users. This role transitioned to a Southeast Account role,
where he was able to help libraries create a more efficient workflow for staff and a better patron experience. In
July of 2021, he took the role of Partnership development and worked with the firm’s partners across North
America.
Upon retiring from Bibliotheca in 2022, Randy joined ReThinking Libraries where he can bring the knowledge he
has gained over the years to his role as a consultant. Randy has worked with hundreds of libraries around North
America and partners worldwide to help create better user experience outcomes for both staff and library users,
be it with data, devices, or content. With a broad set of experiences reaching beyond libraries, Randy has direct
specialties in strategic planning, technology planning, marketing, and research and development.
Relevant Project Experience:
Novi Public Library (MI)- Strategic Planning (2023-Present)
Downers Grove Public Library (IL) Strategic Planning (2023-Present)
Cecil County Public Library (MD) Strategic Planning (2023-Present)
Glencoe Public Library (IL)- Strategic Planning (2023-Present)
Delray Beach Public Library (FL) – Strategic Planning (2022-2023)
Pike County Public Library (IN) – Strategic Planning (2022-Present)
Lincoln County Public Library (NC) – New branch technology design and implementation
Harnett County Public Library (NC) – RFID conversion and technology design for new Main Library (2019-2020)
Atlanta Fulton County (GA) – AMH design and implementation, self-check implementation (2018-2019)
Gwinnett County (GA) – Self-service implementation-open plus-self-checks (2019-2021)
Prince William County (VA) – Introduction of self-check technology (2019)
Novi Public Library (MI)- Strategic Planning (2023-present)
Cecil County (MD)- Strategic Planning (2023-present)
ADDITIONAL EXPERIENCE:
Bibliotheca 2018 – 2022
VP Partner Sales
Account Executive
Demco, Inc., Madison, WI 2016 – 2018
Director of Sales, Demco Software
EBSCO/NoveList 2009 – 2016
Sales and Marketing Director
EDUCATION:
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University of North Carolina, Charlotte, NC Master of Business Administration
University of South Carolina, Columbia, SC, B.S. Economics
KATHY STEWART
Email: kathy@rethinkinglibraries.org
ReThinking Libraries
2023 -- present
Senior Consultant
Kathy has spent much of the last 30 years involved with libraries across North America, Canada, and Australia in
various capacities. Starting as a children’s librarian at the Richland Library, Kathy moved into a branch
management role and supported library marketing efforts. From there she has leveraged her experience to help
several library-focused vendors as they discovered library priorities and empowered libraries with tools to connect
patrons to library materials and services. During her time with EBSCO’s NoveList and later with Patron Point,
Kathy assisted libraries by providing user-facing content, delivering training and webinars for libraries as they
furthered their own readers’ advisory and marketing initiatives. At Bibliotheca, she helped public and academic
libraries connect their users with more convenient access to resources. Kathy values building library communities
and forums for libraries to learn from each other.
Upon leaving Bibliotheca, Kathy joined ReThinking Libraries where she can bring the knowledge she has gained
over the years to her role as a consultant. Kathy is passionate about helping libraries do what they do best;
transforming the lives of those in the communities they serve. With a broad set of experiences, Kathy has direct
specialties in marketing, community engagement, data analysis and performance metrics, and training.
Relevant Project Experience:
Troy Public Library (MI) Strategic Planning (2023-present)
Novi Public Library (MI) Strategic Planning (2023)
Cape Fear Community College- (NC) Facility Planning (2023-present)
New Hanover County-(NC) Facility Planning (2023-present)
Downers Grove Public Library (IL) Strategic Planning (2023-present)
Anderson County Public Library (SC) – Self-check and Remote Locker Implementation
Gwinnett County Public Library (GA) – open+ Extended Access Implementation
Chattahoochee Valley Libraries (GA) – Introduction of Remote Locker System and Implementation
Union County Public Library (NC) – Introduction of AMH/Design
ABBE Regional Library Systems (SC) – Self-check Equipment Consultation/Refresh
ADDITIONAL EXPERIENCE:
Bibliotheca, Norcross, GA 2022 – 2023
Account Executive
Patron Point, Dublin, OH 2021 – 2022
Library Relations Manager
EBSCO/NoveList, Durham, NC 2015 – 2021
Sales and Marketing Consultant
Richland Public Library, Columbia, SC 2015 – 2021
Branch Manager -- Blythewood
WEBINARS/TRAINING/PUBLICATIONS:
EBSCO/NoveList: Customized on-site training sessions; readers’ advisory-focused articles and blog posts
EDUCATION:
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University of South Carolina, Columbia, SC Master of Library Science – concentration in K-12
University of South Carolina, Columbia, SC B.A. Journalism – concentration in Legal Studies
APPENDIX B:
Sample Strategic Plans
These are just a sampling of the variety of plan formats we’ve
developed for our clients. We’ll work with you to make sure the
format of your plan is optimized to how you want and need it.
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75
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Strategic Planning Proposal for the
Yorkville Public Library
August 10, 2023
Proposal submitted by:
Amanda E. Standerfer, Founder and Lead Consultant
Fast Forward Libraries LLC
712 Arlington Ct.
Champaign, IL 61820
217-821-2880
amanda@standerferconsulting.com
fastforwardlibraries.com
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Yorkville Public Library 2
Contents
Cover Letter…………………………………………………………………………………………………………………….
3
Executive Summary………………………………………………………………………………………………………….
4
Your Strategic Plan Overview / Summary of Deliverables…………………………………………………
6
Key Personnel and Qualifications/Experience………………………………………………………………….
7-8
Work Plan………………………………………………………………………………………………………………………..
9-11
Exclusions or Exceptions…………………………………………………………………………………………………. 11
Schedule of Costs and Timeline……………………………………………………………………………………….
12-15
References……………………………………………………………………………………………………………………….
16
Client List………………………………………………………………………………………………………………………… 17
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Yorkville Public Library 3
Cover Letter
I am pleased to submit this proposal to Yorkville Public Library (YPL) for strategic planning process facilitation
and consulting. I am the founder and lead consultant for Fast Forward Libraries LLC, a small consulting group
specializing in assisting libraries and nonprofits over the past 20 plus years with focused, flexible planning
processes to increase their performance and impact. Besides strategic planning, we assist organizations with
fundraising and development planning, capacity building/organizational development, staff training and team
building, data collection and analysis, and grant writing.
This proposal details a grounded research planning process that will result in a focused, actionable 3 -5 year
strategic plan for YPL. The Fast Forward Libraries team has extensive experience working with public libraries,
and strives to be a neutral proces s facilitator and partner to maximize community and stakeholder input,
reflection, and learning so the resulting strategic plan is compelling, responsive, and focused. We are steeped in
organizational development methods and group dynamics, both essential elements of the strategic planning
process. We specialize in processes leading to a graphical one-page strategic plan (see examples provided),
which is vital for community and stakeholder communication and a visual reminder of the strategic direction
during the life of the plan.
The graphical one-page plan is supported by an annual activity plan to
guide the day-to-day management of the plan that roll up to the
established strategic directions, mission, and vision. Using Simon Sinek’s
“Golden Circle” (Why? How? What?) model and PLA’s new “Strategic
Planning for Public Libraries” by Joy L. Fuller1 as a framework for the
process, stakeholders at all levels find connection and purpose in the plan
which makes success achievable.
Each process we facilitate is customized to achieve shared goals. Helping
libraries develop their strengths and become learning organizations is our passion because libraries are the
anchor of democracy in our society and we need to evolve to respond to community needs in holistic ways that
honor the complexities of our society. Adopting the practices of a learning organization during the planning
process will equip YPL to be a flexible, nimble, and vital institution for decades to come.
It’s exciting that YPL is engaging in strategic planning and considering library impact in the community. Strategic
planning is a crucial development activity and will positively impact YPL for years to come. I think you will find
that our proposal closely aligns with your needs. Please do not hesitate to email or call with any questions. I
look forward to hearing from you!
Amanda E. Standerfer
Founder & Lead Consultant
1 Our client Indian Trails Public Library District in Wheeling, Illinois is heavily featured in this new publication.
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Yorkville Public Library 4
Executive Summary
The Yorkville Public Library (YPL) seeks to engage in a collaborative, participatory planning process that will
result in a comprehensive 3-5 year strategic plan for the library. After the uncertainty of the last several years,
it’s a good time to celebrate success, assess what’s working, deepen community connections, and set a course
for the next three plus years. Using a fresh, streamlined strategic planning process, YPL can consider what
opportunities exist and how to evolve to increase impact in the community and broaden partnerships, especially
focusing on reaching underserved populations through an appreciative inquiry and grounded research approach.
To that end, this proposed learning-focused strategic planning process will result in a clear, adaptive plan that is
grounded in the library’s strengths to streamline decision -making and focus on impact.
In our approach, we use:
• Systems thinking - considering individual aspects of the library, how they interrelate, and what this
means for overall dynamics and potential levers for change.
• Design thinking - putting humans as the core of the library’s work.
• Adaptive action - the simple framework of what? so what? now what? grounds us in inquiry throughout
the process. By coming back to this framework throughout the process, we can be iterative in our
learning that will inform our final recommendations.
• Diversity, equity, and inclusion - DEI is a critical foundational framework that is applied throughout the
process.
The planning process is organized into three phases:
LEARN: Core to the planning process is learning. Learning requires research, information gathering, dialog ue,
and analysis. A considerable amount of time is devoted to learning during this process —both internally within
the library, and externally out in the community—to help participants deeply connect with all things YPL. Our
role as process facilitators is to direct learning activities and to serve as a neutral guide during the process.
Internal learning: Board and Staff members will have several opportunities to participate in and contribute to
the strategic planning process during this phase including engaging in an environmental scan, SOAR (strengths,
opportunities, aspirations, results) analysis, and survey.
External learning: Community input (qualitative and quantitative) will be gathered in multiple ways (TBD based
on process design). We will concurrently engage in a community needs assessment process using focus groups
and interviews to gain a view of what’s on the minds of community members representing various stakeholders
and groups, especially focusing on non-users. At the same time, we will conduct a community survey to get
broad community input about library strengths and impact. In addition, we will compile data on community
demographics and community organization strategies to give additional context to the process. We will look for
strengths and connections to help Trustees and Staff consider YPL’s role in new ways.
At the end of this phase, we’ll summarize all data with findings in a Learning Report. The Learning Report is key
to informing the agenda for the DREAM phase of the process.
DREAM: During this phase, Trustees and Staff members will synthesize the learning and dream about the future
during retreat sessions. The retreat sessions allow for dedicated time and space to step back and think
strategically, working through ideas together to build strategic plan element s. In addition, we’ll review (and
update if needed) the current vision and mission statements.
DO: Finally, the plan will start to take shape, and we’ll spend time during this phase developing and revising
documents and graphics that make the plan come to life. We’ll develop an activity plan that will guide
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implementation over the life of the plan and help YPL think about the plan’s narrative and milestones. We’ll also
develop an evaluation framework and talk about reporting structures to communicate suc cess to stakeholders
and the community.
The final product will be a comprehensive, data-driven, outcome-focused strategic plan with an accompanying
one-page graphical version. The plan will be realistic in scope and includes a recommended activity plan draft
with an evaluation framework. Committing to this process and way of operating will require clear
communication and buy-in from Staff and the Board. The results will unify and energize all involved!
A Note on COVID-19
Planning always comes with unique challenges and opportunities for the organizations involved. Current events
dictate further complications with renewed efforts to fight COVID -19 and its variants. As such, this plan relies on
gathering community, staff, and stakeholder aspirations, wants, and needs using a hybrid of virtual engagement
tools and, should conditions allow, in-person methods.
With extensive experience in virtual community engagement and collection of qualitative data, the consultants
of Fast Forward Libraries can confidently deliver virtual engagement and planning activities when necessary. In
our experience, there is no substitute for in-person conversations and engagement. However, virtual options
remove some barriers and allow for collection of ideas and opinions from a more diverse pool of community
members and stakeholders. When it is safe for communities and stakeholders to gather in person, our
consultants will be there to lead activities. Ideally, a hybrid virtual/in -person approach will be adopted
regardless of the effects of COVID-19.
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Your Strategic Plan Overview / Summary of Deliverables
Deliverable Purpose
Learning Report
• Comprehensive report of all data gathered during
the initial phase of the planning process.
• Provides analysis and findings that helps Staff
members and Trustees build strategic plan
elements.
• Key tool for informing strategic planning
process.
Summary to provide community members
and stakeholders as support for strategic plan
elements.
One-page Graphical Plan
• High-level graphical version of the strategic plan.
• Quick reference for:
o Vision
o Mission
o Strategic Directions
o Goals
• For communication about strategic direction.
• Use in library (as a flyer and poster), on
website, and in publications.
• Use in Board reports as reminder of high-
level strategy.
• Use in staff areas as reminder of high-level
strategy.
• Use with library users/the community in
publications and at meetings as a reminder of
high-level strategy.
Strategic Plan Document
• This is the expanded, more traditional text-heavy
strategic planning document for Board approval.
• It provides additional context and detail about the
planning process and other plan components.
• Use on your website as the “full plan” for
community/stakeholders to review.
Staff should have access to this document so
they can understand their role in
implementation.
Implementation Elements: Activity Plan and Evaluation
Framework
• The activity plan is an internal document for staff
members to use when planning annual activities that
will help meet the plan goals, timeline, and staff
responsibilities for the activity.
• The activity plan can also be used for internal
updates/reports to streamline strategic plan
management.
• The activity plan changes and is updated annually by
staff.
• The evaluation framework breaks down which
metrics will show progress for each goal.
• Staff use the activity plan to detail annual
activities and accomplishments.
• The activity plan can also be used to set
individual performance goals.
• The activity plan can be used to develop
progress reporting using template.
• Evaluation framework, aligned with goals,
helps stakeholders understand metrics that
show strategic plan success.
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Key Personnel and Qualifications/Experience
Amanda E. Standerfer, MA, MLIS
Amanda’s passion is helping libraries and nonprofit organizations advance so they can create
meaningful impact in their communities. Since 2002, Amanda has served as a consultant and
facilitator, working with libraries, nonprofits, and small businesses on strategic planning,
fundraising, organizational development, and capacity building (operating as a sole proprietor
until formalizing as Fast Forward Libraries LLC in early 2022). Rec ent clients include PrairieCat
(library consortium in Illinois), Indian Trails Public Library District (Wheeling, IL), and Spring
Lake District Library (MI).
Amanda was most recently the Director of Community Engagement for The Urbana (IL) Free Library. She’s spent
about half of her career working in philanthropy (as Program Officer for The Lumpkin Family Foundation based
in Mattoon, IL and as Program Director with the Southeastern Illinois Community Foundation, serving Effingham
and Mattoon, IL) and the other half in libraries (as Head of the Adult Division at the Decatur (IL) Public Library
and as Director of the Helen Matthes Library in Effingham, IL). She loves melding her library and philanthropy
knowledge – a self-proclaimed “philanthro-brarian.”
Amanda has twice been elected to the Board of the Illinois Library Association (ILA), most recently completing a
three-year term in 2016. Amanda was also selected as a member of the first class of Synergy: The Illinois Library
Leadership Initiative and one of only two librarians ever selected for participation in Leadership Illinois.
Amanda holds a B.A. and an M.A. in history from Eastern Illinois University and an M.S. in library and
information science from the University of Illinois at Urbana-Champaign. You can find out more about Amanda
on LinkedIn.
Amanda is the lead consultant for this project and will manage all aspects of the process.
Laura Huddleston, MLIS
Laura Huddleston is an associate consultant with Fast Forward Libraries. She has a special interest in
the “how” of public libraries and loves to learn about ways they can thrive to benefit patrons and
communities.
For ten years, Laura led the children’s department at the Mattoon Public Library perfecting a few
story time voices and the ability to find a title based on a two-word description. During her tenure, Laura
managed collection development, various school/public collaborations, and all children's programming. She
helped design and launch the MPL’s inaugural Book Buggy mobile library to reach unders erved youth and
piloted the First Grade, First Card program to bring library cards to local first -graders. Laura served on the ISLMA
Monarch Award Committee and received a 20 Under 40 Award from the Mattoon Journal Gazette for
contributions to her community.
Laura recently served as Program Officer for Community Outreach and Organizational Learning at the Lumpkin
Family Foundation where she led new efforts in trust-based philanthropy, impact evaluation, and organizational
learning including a facilitated EDI process for board and staff.
Laura currently serves as a trustee of the Mattoon Public Library and as a community advisor for the Coles
County Peace and Justice Fund. She holds a BA in Spanish and secondary education from Eastern Illinois
University and an MLIS from Indiana University.
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Laura is the project manager, providing research and logistical support, supports community input elements,
and manages the development of the Learning Report.
Sarah Forbes, PhD.
Dr. Sarah Forbes is the founding Director of Student Academic Success at Rose-Hulman Institute of
Technology, helping students to discover new strategies to achieve their academic goals. Prior to this,
Sarah spent 10 years as the Director of Data Management and Reporting. Her role in the Office of
Institutional Research, Planning and Assessment was to manage d ata collection and reporting to all
functional units on campus as well as to external constituents. She also served as a liaison between
Academic Affairs and Enterprise Information Technology, helping each group to identify their needs
and streamline both data entry and reporting processes.
Prior to working at Rose-Hulman, Sarah worked at the Helen Matthes Library in Effingham, Illinois. There she
focused on marketing, outreach, and adult education.
In her spare time, Sarah serves as a research consultant to non -profit organizations. Sarah earned a B.A. in
Psychology from McKendree University, an M.A. in Experimental Psychology from Indiana State University, and a
Ph.D. in Curriculum and Instruction from Indiana State University.
Sarah assists with community survey development and compiles data for the Learning Report.
Jennie Grace, BFA
Jennie Grace is the Graphic & Web Designer for The Urbana (IL) Free Library, a position she’s held
since 2007. Jennie holds a BFA in graphic design from Eastern Illinois University.
Jennie creates the one-page plan document.
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Work Plan
Phase I: LEARN
The first phase of the strategic planning process is the longest and the most
important! During this phase, we’ll spend time gathering data internally and
externally to inform the strategic planning process.
Form the Planning Team: First, we will establish the Planning Team (5-7 staff and
Trustees) to work with Amanda to guide and manage the planning process. The
Team meets regularly throughout the process (as a group and via email) to give input
about various aspects of the process and to edit/refine process/plan documents. To
get started, we’ll hold a kick off meeting to finalize the timeline, get some initial
input, and start planning the community survey and focus groups/interviews. The
Planning Team with gather internal and external documents to inform the process,
like library data, evaluation reports, previous strategic plan reports, community
demographic data, and strategic plans for other community organizations.
Board & Staff Process Orientation & Input: It is key to generate excitement about the process with the Board
and Staff and to involve them early in the process. To do this, we’ll focus inward. Amanda will hold sessions with
the Board and Staff to get them oriented to the strategic planning process and conduct an envir onmental scan,
SOAR analysis (similar to a SWOT, but with an appreciative inquiry lens focusing on strengths, opportunities,
aspirations, and results), and get input on what else we need to learn as part of the process. Paired with these
sessions is a Board and Staff Survey to get insight into the library’s working culture to start identifying strengths
and gaps.
Community Needs Assessment Focus Groups & Interviews: To gather input from non-users, we will use a
needs assessment approach. It is key to re ach out to community stakeholders and groups working with
underserved populations to ask for their assistance in organizing specific focus groups and encouraging
participation in the process. These focus groups and interviews will give vital input into th e process related to
overarching community concerns that the library needs to consider during the planning process.
Gather Community Feedback & Conduct Research: At the same time as the community needs assessment
process, we’ll gather community and stakeholder feedback via a survey. The community survey is key to gaining
a broad understanding YPL’s current state, strengths, and potential future direction from community members
that care about the future of the library. Amanda will develop the community survey (edited and approved by
the Planning Team) to get qualitative and quantitative input on:
1. Awareness of Library Services – How aware are respondents of the various library services? Where
do they learn about what’s going on at the library? (This data can be benchmarked for future
evaluations.)
2. Value and Satisfaction – What aspects of YPL’s work do respondents value the most? Are they
satisfied with YPL’s work? (This data can be benchmarked for future evaluations.)
3. Community Needs – What are top community needs? How might the library address these needs?
4. Future Focus – What’s important going forward? What are YPL’s strengths? How should YPL
measure success?
5. Other relevant questions – Operating hours? Facilities? Accessibility? Support of a future
referendum? TBD by the Planning Team
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In addition, we’ll compile community demographic data and complete a scan of community organization
strategic plans to identify needs, opportunities, and gaps.
At the end of this phase, Amanda, Sarah, and Laura (with assistance from library staff) will gather all information
into a Learning Report. The Learning Report will identify library strengths and provide findings that will ground
the Board and staff retreats in the next phase.
Deliverables: Finalized planning process timeline with meeting dates. Learning Report that includes
analysis and findings from information gathered/reviewed, survey, focus groups, and
interviews. Regular check-ins with Library Director.
Timeframe: September – December 2023
Phase II: DREAM
This phase starts with a Planning Team meeting to review the Learning Report and plan for the Board and staff
retreats.
Board Retreat Session: The 3-hour Board retreat will focus on reviewing learning and dreaming about the
future. During the retreat, we’ll get the Board up to speed on the planning process, review and discuss the
Learning Report, review and update the vision, mission, affirm strategic directions, and set plan goals. During
the session, the Board will also talk about possible activiti es that will help achieve plan goals. We’ll use our time
to critically think about what’s most important for YPL, including new services that will address priorities,
services to discontinue, capacity building strategies, methods of outreach that might attract underserved
populations, and funding implications.
Staff Retreat Session(s): During this phase, we’ll also hold a 3-hour staff retreat (or multiple, shorter retreats to
maximize staff participation) to also share the Learning Report and dream about the next 3 years. Staff will
spend time brainstorming activities that will help achieve plan goals. This input is valuable to the activity plan
that will guide implementation. (Note: While it’s best to have the Board retreat before the staf f retreat, we are
flexible with the timeline for these sessions as which retreat is held first is not critical for the overall
development of the plan.)
It’s important that everyone feel engaged at the retreats and that their perspectives are expressed an d
respected, so the facilitation will be flexible to accommodate for multiple input methods. At the end of the
sessions, participants will feel confident that YPL is on the right track for transformative change, rooted in
strategies for equity, innovation, and flexibility in the delivery of library services.
The final piece of this phase is another Planning Team meeting to debrief on the retreats and discuss a draft
strategic plan outline.
Deliverables: Board and staff retreat sessions. Strategic plan outline. Regular check-ins with Library
Director.
Timeframe: January – March 2024
Phase III: DO
In this phase, we’ll draft and revise the various plan documents. Amanda, Laura, and Jennie will prepare drafts
of the graphical and written versions of the plan and the activity plan. The Planning Team will review and edit
the drafts. In addition, we will share the drafts with key staff and stakeholders for feedback.
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After Planning Team review, we’ll present the draft plan documents to the Board for final comment/revisions.
This session will allow the Board to clarify next steps and discuss an implementation and communication
strategy for the plan.
After the Board session, Amanda will make revisions and present final plan documents for approval. Final
implementation steps, like finalizing the activity plan, and developing the evaluation framework will take place
with the Planning Team around the time of Board approval to move from strategic planning to implementation.
Deliverables: All draft plan documents approximately one month after the retreat sessions with final
documents presented a month after presentation of the drafts. Regular check-ins with
Library Director.
Timeframe: March – April 2024
Phase IV: IMPLEMENTATION
Transitioning from the planning process to implementation is critical and often where the library’s management
team gets stuck. Without a clear plan of how to transition to implementation, a strategic plan can get set aside
and the momentum of the planning process is lost. We recommend reading “Managing Transitions: Making the
Most of Change” by William Bridges for guidance during this period. Amanda is also available for transition
coaching support for the Library Director or staff teams working on implementation plans.
Exclusions or Exceptions
Fast Forward Libraries is pleased to offer Spanish translation of the community survey for an additional fee (see
the Work Plan). Unfortunately, at this time, no other languages are available.
Fast Forward Libraries excludes any interpretation service related to the focus groups or interviews. The library
is responsible to provide any on-site interpretation services required.
Fast Forward Libraries excludes any cost related to the printing and/or mailing of the community survey. A
print-ready version of the survey will be provided upon survey launch and the library can print and distribute
this version at the library and throughout the community. While a mailed survey is not recommended, the
library may choose to print and mail the survey at their own expense. The library might want to consider a
postcard mailing to the community to inform them about the online survey (this t ype of mailing is less costly and
has been effective in other communities). Fast Forward Libraries would advise the library during this process,
but not be responsible for any cost associated with the final product. In addition, the library is responsibl e for
entering all printed surveys into Survey Monkey.
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Schedule of Costs and Timeline
Phase I: LEARN
Goal: To finalize the planning process and receive community/stakeholder feedback that will inform the strategic planning process.
What Who When/Duration Option 1:
Consultant-
led
Option 2:
Staff-led
Planning Team Kick-Off Meeting: Review process and timeline,
discuss information gathering needs, and initial information
gathering.
Amanda and
Planning Team
September 2023
2 hours preparation
2-hour meeting (via Zoom
videoconference)
1 hour follow-up
$500
$500
Community Survey Development and Administration: Develop
survey instrument and refine with Planning Team. Administer
and monitor survey with Planning Team assistance with link
distribution.
*Print survey available for distribution. Library staff enter
responses.
**Mailed survey not recommended. Mailing cost not included.
***Spanish translation of SurveyMonkey version of the
community survey is available for $1,500. This includes a paper
version of the survey for the library to print on-demand.
Amanda, Laura,
and Sarah with
assistance from
Planning Team
October 2023
20 hours survey
development
10 hours survey
administration/monitoring
Email/phone meeting(s) as
needed
$3,000
$200 (Amanda
provides
examples, staff
administers
survey)
Initial Board and Staff sessions: Conduct environmental scan,
SOAR analysis, and get input on vision and mission.
Amanda
October or November 2023
4 hours preparation
1.5-hour session with Board
(via Zoom videoconference)
1-hour session with staff
(via Zoom, may need
multiple staff sessions)
2 hours follow-up
$1,000
$100 (Amanda
provides agenda
and worksheets,
staff conduct
sessions)
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Board and Staff Survey: Develop and administer survey/s as
approved by Planning team specific to internal feedback,
especially related to future training needs of staff.
Amanda and
Laura with
assistance from
Planning Team
December 2023
8 hours survey
development,
administration, and
monitoring
$800 $100 (Amanda
provides
template, staff
administer survey)
Community Needs Assessment – Focus Groups and Interviews:
3 focus group sessions (one-hour each, in-person) and up to 6
interviews (15-30 minutes each, via phone), develop focus
group/interview questions, review agenda with Planning Team,
compile notes.
Amanda (with
logistical
assistance from
Planning Team)
November 2023
2 hours preparation
3 1-hour sessions (in-
person)
6 15-30-minute interviews
4 hours notes/reporting
1 day on-site
$3,000 $200 (Amanda
provides agenda,
staff conducts
sessions/
interviews)
Learning Report: Develop report that analyzes and synthesizes
all information gathered (including library and community data
supplied by library staff).
Amanda and
Laura with
editing
assistance from
Planning Team
December 2023 – January
2024
30 hours learning report
$3,000
$200 (Amanda
reviews and edits
report that staff
develops)
Phase I total (inclusive of supplies and travel): $11,300 $1,300
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Phase II: DREAM
Goal: To report learning to the Board and staff and build plan elements at retreat sessions.
What Who When/Duration Option 1:
Consultant-
led
Option 2:
Staff-led
Planning Meeting: Review Learning Report and prepare for
Board and staff retreats.
Amanda and
Planning Team
January 2024
1 hour preparation
1-hour meeting (via Zoom
videoconference)
1 hour follow-up
$300
Same as
consultant-led
Board Retreat Session: 3-hour, in-person session with Board to
review learning and develop strategic plan elements.
Amanda January or February 2024
4 hours preparation
3-hour meeting with Board
2 hours follow-up
1 day on-site
$3,000 Same as
consultant-led
Staff Retreat Session: 3-hour, in-person session (if gathering all
staff in one meeting is not possible, we can hold multiple,
shorter sessions to maximize participation) with staff to review
learning, review strategic plan elements, and brainstorm
activities to achieve plan goals.
*To keep travel costs low, the Board and staff retreat sessions
will be held on consecutive days.
Amanda January or February 2024
4 hours preparation
3-hour meeting with staff
2 hours follow-up
1 day on-site
$3,000 Same as
consultant-led
Planning Team Debrief Meeting: Check-in with Planning Team
to review strategic plan outline document.
Deliverable: Strategic plan outline.
Amanda and
Planning Team
February or March 2024
4 hours preparation
1-hour meeting (via Zoom
videoconference)
1 hour follow-up
$600 Same as
consultant-led
Phase II total (inclusive of supplies and travel): $6,900 $6,900
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Phase III: DO
Goal: To develop and refine all plan documents, develop activity plan aligned with evaluation framework, and prepare for plan appro val.
What Who When/Duration Option 1:
Consultant-
led
Option 2:
Staff-led
Document Development: Develop graphical and written plan
for review by Board.
Deliverable: Draft plan documents for Board review.
Amanda and
Laura
March 2024
30 hours
$3,000 $200 (Amanda
provides
examples and
reviews staff
drafts)
Board Meeting: Meeting with Board to review all plan
documents and make final revisions.
Deliverable: Final plan documents for Board approval.
Amanda with
Board
March or April 2024
2 hours preparation
1 hour meeting with Board (via
Zoom)
2 hours follow-up
$500 $0 (staff design
presentation)
Activity Plan and Evaluation Framework: Develop draft
documents for review by Director/Planning Team.
Deliverable: Draft evaluation framework.
Amanda and
Director/
Planning Team
April 2024
1-hour meeting with
Director/staff
6 hours document development
$700 $200 (Amanda
provides
examples and
reviews staff
drafts)
Phase III total (inclusive of supplies): $4,200 $400
Grand total: (inclusive of supplies and travel): $22,400 $8,600
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Yorkville Public Library 16
References
Mr. Brian Shepard
Executive Director
Indian Trails Public Library District
Wheeling, IL
847-279-2202
bshepard@indiantrailslibrary.org
Facilitated comprehensive strategic planning
process for public library serving 67,000
residents.
Ms. Carolyn Coulter
LLSAP Services Manager / Director
PrairieCat (Illinois)
309-623-4176
carolyn.coulter@railslibraries.info
Provided strategic planning facilitation for multi -
type library automation consortium.
Ms. Donna Richards
Board President
Pollard Memorial Library
Lowell, MA
978-502-7373
Donna.S.Richards@gmail.com
Provided facilitation for strategic planning
process for public library serving 111,306
residents.
Ms. Ann Hokanson
Executive Director
Traverse des Sioux Library System
Minnesota Multicounty Multitype Library Systems
Coordinating Council
833-837-5422 x. 700
ahokanson@tds.lib.mn.us
Provided facilitation for seven multicounty
multitype library systems across Minnesota to
create the group’s first member-informed, joint
strategic plan.
I am happy to provide contact information for any client listed on the following page – just ask!
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Yorkville Public Library 17
Client List
Library Strategic Planning:
• Allegan District Library (MI)
• Athens Regional Library System (GA)
• Bellwood Public Library (IL)
• Bensenville Community Public Library (IL)
• Black River Falls Public Library (WI)
• Bloomfield Township Library (MI)
• Carlock Public Library District (IL)
• Cary Area Public Library District (IL)
• Chillicothe Public Library District (IL)
• Cheltenham Township Library System (PA)
• Crystal Lake Public Library (IL)
• Des Plaines Public Library (IL) (department-level
strategic planning)
• Duluth Public Library (MN) – Every Child Ready Duluth
Initiative
• Dunlap Public Library District (IL)
• Elk Grove Village Public Library (IL)
• El Paso District Library (IL)
• Farmington Community Library (MI)
• Fondulac District Library (IL)
• Fossil Ridge Public Library District (IL)
• Fountaindale Public Library District (Bolingbrook, IL)
• Franklin Public Library (MI)
• Helen Plum Library (Lombard, IL)
• Highland Park Public Library (IL)
• Hollis Social Library (NH)
• Holly Township Public Library (MI)
• Indian Prairie District Public Library (Metamora, IL)
• Indian Trails Public Library District (Wheeling, IL)
• Kewanee Public Library (IL)
• LACONI (continuing education consortium in northern
Illinois)
• La Grange Public Library (IL)
• Lakeland Library Cooperative (ILS only) (Grand Rapids,
MI)
• Lake Villa District Library (IL)
• Lapeer District Library (MI)
• LibraryLinkNJ
• Mahomet Public Library (IL)
• Minnesota Library Association
• Minnesota Multicounty Multitype Library Systems
• Mt. Zion Public Library District (IL)
• Nashua Public Library (NH)
• Norfolk Public Library (NE) Palatine Public Library
District (IL)
• Orien Township Public Library (MI)
• Oswego Public Library (NY)
• Otsego District Public Library (MI)
• Paw Paw District Library (MI)
• Peter White Public Library (MI)
• Pinnacle Library Cooperative (IL)
• Plainfield Public Library District (IL)
Library Strategic Planning (con’t):
• Pollard Memorial Library (Lowell, MA)
• Portage District Library (MI)
• PrairieCat ILS (northern IL)
• Prairielands Library Exchange (MN)
• Resource Sharing Alliance NFP (central IL)
• Richland Community Library (MI)
• River Forest Public Library (IL)
• River Valley Public Library District (IL)
• Round Lake Area Public Library District (IL)
• Santa Clara City Library (CA)
• Schaumburg Township District Library (IL)
• Southwest Michigan Library Cooperative (MI)
• Spring Lake District Library (MI)
• Three Rivers Public Library District (Minooka, IL)
• Tippecanoe County Public Library (Lafayette, IN)
• Traverse des Sioux Regional Library System (MN)
• The Urbana Free Library (IL)
• Utah Library Association
• Viking Library System (MN)
Library Organizational Capacity Building:
• Addison Public Library (IL) (culture code)
• Broadview Public Library District (IL, community
survey)
• Elmhurst College (IL) (Staff retreat)
• Grayslake Area Public Library District (IL) (unified
service desk reorganization)
• Grayslake Area Public Library District Foundation (IL)
(capacity building)
• Helen Plum Library (Lombard, IL) (culture code)
• Indian Prairie Public Library (IL) (Board and Staff
retreat facilitation)
• Indian Trails Public Library District Foundation
(Wheeling, IL) (fundraising planning)
• Lillie M. Evans Public Library District (Princeville, IL,
focus groups)
• Mahomet Public Library (IL) (fundraising planning)
• Palatine Public Library District (IL) (culture code)
Library Training, Workshop, Webinar, or Coaching:
• Alaska State Library DirLead (director’s retreat)
• Bloomington Public Library (IL) (fundraising capacity
building)
• Fast Forward Library Leadership Cohort (leadership
development program – two sessions annually)
• Herrick District Library (MI) (facilitation)
• Illinois Library Association (Trustee Day programs)
• InfoPeople (webinar)
• LACONI consortium in northern IL (strategic planning
workshop)
• Next Level Library Leadership Institute (FL) (coaching)
• Reaching Across Illinois Library System (webinar)
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Yorkville Public Library 18
LSTA 5-year Evaluation Projects:
Idaho Commission for Libraries (2021)
Nonprofits (strategic planning facilitation unless noted):
• Champaign County Design and Conservation
Foundation (IL)
• Coles County Habitat for Humanity (Charleston, IL,
board retreat)
• Coles County United Way (Mattoon, IL, board
reorganization and strategic planning)
• Effingham County Museum (IL)
• Family Service of Lake County (IL)
• Fit-2-Serve (Mattoon, IL)
• Illinois Environmental Council / Education Fund
• Illinois Stewardship Alliance (Springfield, IL)
• The James Project (Springfield, IL)
• Kidzeum (Springfield, IL)
• Lincoln Memorial Garden (Springfield, IL)
• Mid Illinois Big Brothers Big Sisters (Effingham, IL
division)
• Sugar Grove Nature Center (IL)
• Sullivan Chamber and Economic Development (IL,
board retreat and strategic planning)
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October 5, 2023
Jesus Navarro
Facilities Manager
United City of Yorkville
651 Prairie Pointe Drive
Yorkville, IL 60560
Re: Yorkville Public Library Chiller Replacement
Kluber, Inc. Proposal No. 231006.01
Dear Mr. Navarro:
Thank you for the opportunity to present this Proposal for Professional Services for the above referenced Project. It is
our understanding that Owner wishes to replace the existing chiller at the Yorkville Public Library.
OVERVIEW OF PROJECT SCOPE
The Project consists of the replacement of an existing 170 Ton air-cooled chiller. In addition, the Library would like to
have the air and water systems tested and balanced. The chilled water system contains approximately 35% propylene
glycol. Any additional chilled water required will need to be replaced with the same after the chiller replacement. During
the building walk through with the Owner’s it was observed that the system may need and chilled water buffer tank.
This would be evaluated during the design of the chiller replacement. The chiller controls will be interfaced into the
building automation system.
INITIAL INFORMATION
• The Owner's budget for the Cost of the Work is $400,000.00. The Cost of the Work is the total cost to construct
all elements of the Project designed or specified by Kluber, Inc.; it does not include A/E fees, land acquisition
costs, permit fees, utility service connection or activation fees, financing costs, contingencies for changes in
the Work, or other soft costs that are the responsibility of the Owner.
• The anticipated Project schedule is to be determined as mutually agreed with the understanding that the
construction needs to take place between November 2024 and March 2025.
• The intended Project delivery method is a single contract for General Construction; single bid package.
• The Owner’s representative for the Project will be Jesus Navarro.
• Kluber, Inc.’s representative for the Project will be Don Ware Jr..
The foregoing is based on our meeting and site visit on September 28, 2023..
BASIC SERVICES
Kluber, Inc. proposes to provide usual and customary architectural and engineering Basic Services for the Project as
set forth in the standardized AIA B101 - 2017 Standard Form of Agreement between Owner and Architect, and in
accordance with the general understandings applicable to our relationship with you, with limitations as follows:
Construction Document Phase:
• Site review to document existing conditions.
• Kick-off meeting with Owner to discuss Project in detail.
• Perform code review as required for work related to Project scope of work.
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• Develop technical specifications.
• Develop technical drawings.
• Prepare final estimate of Cost of the Work.
• Review final documents with Owner prior to bidding.
• Prepare documents for permit submission by the Contractor and respond to permit comments from the
Authority Having Jurisdiction.
Bidding Phase:
• Assist Owner in contacting potential bidders for Project.
• Prepare agenda and attend pre-bid meeting.
• Respond to contractor questions during bidding.
• Issue addenda (if required).
• Attend bid opening.
• Perform contractor bid review evaluations.
• Prepare and issue contractor bid results letter.
Construction Administration Phase:
• Prepare agenda and attend pre-construction meeting.
• Respond to Contractor questions.
• Review progress pay requests if requested.
• Perform site visits per month for progress meetings, to address contractor questions and to observe the work
is proceeding in general conformance with the contract documents with a maximum of 4 visits.
• Perform up to two (2) reviews of each construction submittal.
• Perform one (1) site visit to confirm Substantial Completion and identify punch list items.
• Perform one (1) site visit to verify completion of punch list items and confirm Final Completion of the Work.
ADDITIONAL SERVICES
Additional Services are not included in the Basic Services described above, but may be required for the Project or
specifically requested by United City of Yorkville. The list below indicates Additional Services that will be provided by
Kluber, Owner, To Be Determined (TBD) or Not Provided for the Project.
Additional Services: Provided by:
Programming, or Validation of Owner’s Project Program, as described below Not Provided
Existing Facilities:
Survey of existing facility(ies) (required if Owner’s “as-built” drawings are discovered to be
unavailable, inaccurate, incomplete or otherwise inconsistent with actual existing conditions) Not Provided
Measured drawings documenting existing conditions of existing facility(ies) Not Provided
Other Facility Support Services (as described in AIA B210 – 2007) Not Provided
Site Evaluation and Design:
Site Evaluation and Planning (in accordance with AIA B203 – 2007) Not Provided
Civil Engineering Not Provided
Landscape Design Not Provided
Architectural and Interior Design:
Multiple preliminary designs/options during Schematic Design Phase Not Provided
Building information modeling (BIM) Not Provided
Renderings, models, mockups, or other presentation materials requested by Owner Not Provided
Historic Preservation (in accordance with AIA B205 – 2007) Not Provided
Architectural Interior Design, including assistance with selection of interior finish colors,
preparation of color boards, (in accordance with AIA B252 – 2007) Not Provided
Furniture, Furnishings and Equipment (FF&E) (in accordance with AIA B253 – 2007) Not Provided
Green Design:
Extensive environmentally responsible design Not Provided
LEED Certification (in accordance with AIA B214 – 2007) Not Provided
Engineered Systems:
Commissioning of engineered systems Not Provided
Telecommunications/data systems design Not Provided
Cost Control:
Value Analysis (in accordance with AIA B204 – 2007) Not Provided
Detailed opinions of probable construction cost (beyond conceptual costs as determined by per
unit area or unit volume techniques) Not Provided
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Opinion of total project cost (including incorporation of soft costs such as A/E fees, permit fees,
land acquisition costs, and costs of Additional Services not provided by Kluber, Inc.) Not Provided
Architect’s Instruments of Service:
As-designed record drawings (incorporating Work documented in Supplemental Instructions,
Change Orders and Change Directives) Not Provided
As-built record drawings (incorporating conditions as constructed by the Contractor) Not Provided
Measured drawings, Design Documents, Construction Documents, as-designed record drawings
or as-built record drawings furnished to Owner in AutoCAD .dwg format Not Provided
Project Delivery, Coordination and Management:
Coordination of design/engineering consultants employed directly by Owner Not Provided
Multiple prime construction contracts Not Provided
Fast-track project delivery/design services Not Provided
Construction:
Conformed construction documents (incorporating Addenda and permit revisions) Kluber
On-site project representation Not Provided
Post-occupancy evaluation Not Provided
COMPENSATION
Kluber, Inc. proposes to provide the Basic Services described above for a lump sum fee noted below. Kluber, Inc.
reserves the right to adjust this lump sum fee if the scope of the Project exceeds $450,000.00.
Kluber, Inc. proposes to provide the Additional Services described above for the fees scheduled below.
Compensation for Basic and Additional Services does not include the services of other independent professionals,
associates, or other consultants. If they are required, our fee will be increased by the direct costs of those services
multiplied by a factor of 1.15 for overhead, coordination and management of the delivery of those services.
Our billing for Services will be based on progress of the work performed and is outlined as follows:
Basic Services:
Construction Documents Phase ........................................................... $25,525.00
Bidding/Negotiation Phase ..................................................................... $2,100.00
Construction Administration Phase ........................................................ $8,500.00
Total Basic Services Fee: ........................ $36,125.00
Additional Services:
As requested ............................................................. At Hourly Rates listed below
Each additional Site Visit ........................................................................... $525.00
Reimbursable Expenses incurred in connection with our services will be charged on the basis of cost, without additional
markup. Anticipated reimbursable expenses for this project include expedited courier services, printing and plotting,
document reproduction, premiums for professional liability insurance in excess of usual and customary coverage and
models, renderings or professional photography, and are anticipated not to exceed $250.00.
Changes in services, when authorized, will be charged on an hourly rate as scheduled hereafter and amended annually
in accordance with our hourly rate schedule (2023):
Kluber Architects + Engineers Staff Hourly Rate
Principal ..................................................................................................... $225.00
Project Manager…………………………..…………………………………..…$175.00
Project Mechanical Engineer III ................................................................. $165.00
Project Mechanical Engineer II .................................................................. $140.00
Project Mechanical Engineer I ................................................................... $115.00
Project Electrical Engineer III .................................................................... $165.00
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Project Electrical Engineer II ..................................................................... $140.00
Project Electrical Engineer I ...................................................................... $115.00
Project Structural Engineer III .................................................................... $165.00
Project Structural Engineer II ..................................................................... $140.00
Project Structural Engineer I ...................................................................... $115.00
Project Technologist .................................................................................. $165.00
Project Architect III .................................................................................... $135.00
Project Architect II ..................................................................................... $115.00
Project Architect I ........................................................................................ $95.00
Interior Designer III .................................................................................... $115.00
Interior Designer II ....................................................................................... $95.00
Interior Designer I ........................................................................................ $75.00
Construction Observer ................................................................................. $95.00
Senior Project Coordinator .......................................................................... $75.00
Project Coordinator ...................................................................................... $55.00
Mark-up for hourly Projects (indirect costs, OH & P)…………………………..20.0%
Limitation of Liability: Notwithstanding any other provision of this Agreement, and to the fullest extent permitted by law,
the total liability, in the aggregate, of Kluber, Inc.’s officers, directors, partners, employees, agents, and Kluber’s
Consultants, and any of them to Owner/Client and anyone claiming by, through, or under Owner/Client for any and all
claims, losses, costs, or damages whatsoever arising out of, resulting from, or in any way related to the Project or the
Subagreement from any cause or causes, including but not limited to the negligence, professional errors or omissions,
strict liability or breach of contract, or warranty express or implied of Kluber’s officers, directors, partners, employees,
agents, or Kluber’s Consultants, or any of them shall not exceed the total amount of two times fee, excluding
reimbursable expenses. The services provided herein are governed solely with regards to permanent building codes
only, compliance with OSHA regulations is specifically excluded.
TIMING
All services contemplated within this proposal shall be completed within 18 months after the acceptance date. Services
performed after closure of that window will be billed hourly in accordance with the rates set forth above. This proposal
is valid for a period of up to 45 days from the date noted on this proposal.
FINAL NOTE
If this proposal satisfactorily sets forth your understanding of our agreement, we would appreciate your authorization
to proceed with this Work. We are available to discuss any aspect of this proposal with you at your convenience.
Kluber, Inc. appreciates the interest expressed in our firm and we look forward to serving your needs in the future.
Sincerely,
Michael T. Kluber, P.E. Accepted (Signature) Date
President
Kluber, Inc.
By (printed name and title)
Confidentiality Notice: The contents of this proposal are confidential and may not be distributed to persons other than United City of Yorkville.
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October 10, 2023
Jesus Navarro
Yorkville Public Library
902 Game Farm Road
Yorkville, IL 60560
Re: Engineering Proposal
Air Cooled Chiller Replacement
Yorkville Public Library
Yorkville, Illinois
Dear Jesus:
We appreciate the opportunity and are pleased to present the following engineering proposal on the
above referenced project. We understand the project to be replacement of the existing air cooled water
chiller. Per our site visit, we anticipate our scope of services to be as follows:
I. Scope of Work
A. Architectural:
1. Design extension of existing concrete pad as required to suit replacement chiller.
2. It is assumed that the existing chiller enclosure is sufficiently sized to meet clearance
requirements of replacement chiller.
B. HVAC:
1. Design removal of existing chiller and associated piping, insulation, controls, etc.
2. Design new chiller and associated piping, insulation, controls, etc.
3. It is assumed the existing chilled water system volume is sufficient to support the
replacement chiller without the addition of a buffer tank.
C. Electrical:
1. Design removal of existing power wiring/conduit serving existing chiller.
2. Design new power wiring/conduit to serve replacement chiller.
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Air Cooled Chiller Replacement
Yorkville Public Library
Yorkville, Illinois
II. Design Services (See Section IV. for fees associated with services listed)
A. Construction Document Phase:
1. Receive existing building structural/mechanical/electrical system drawings for review prior
to visiting site.
2. Visit existing building and survey the existing structural/mechanical/electrical systems for
type, condition, capacity, and location of major equipment as well as routing of systems
within the project area.
3. Create Revit® or AutoCAD® floor plans of the project as required.
4. Prepare design drawings in Revit® or AutoCAD® to include floor plans, details, equipment
schedules, etc. for the scope of work as described above in Section I.
5. Prepare front end, mechanical, and electrical specifications in book format.
6. Attend interim design meetings as required.
B. Bidding/Permit Phase:
1. Prepare any supplemental drawings in Revit® or AutoCAD® and/or specifications required
to clarify the bid documents during bidding or permit review.
2. Attend meeting with permit reviewers, if requested.
3. Conduct pre-bid meeting.
4. Contact qualified contractors and encourage them to bid on the project, if requested.
5. Attend bid opening.
6. Conduct scope review meetings with bidders.
7. Assist with evaluation of bids received.
C. Construction Phase:
1. Provide revisions to construction bid documents to create “Issued for Construction”
documents incorporating addendums, accepted alternates, etc.
2. Provide revisions to ”Issued for Construction” documents in Revit® or AutoCAD® to
incorporate post-bid bulletins, RFI field sketches, contractor “as-built” changes, etc. Provide
periodic Document Update Sets incorporating all revisions to date when requested.
3. Review all product submittals and shop drawings on equipment and systems designed by
this office.
4. Provide site observation visits or job meeting attendance on an “as needed” basis.
5. Provide attendance at regularly scheduled job meetings.
6. Review contractor pay applications.
7. Visit site at time of substantial completion and provide final punch list on work designed by
our firm.
8. Visit site after notification from contractor that punchlist has been completed to verify any
remaining items, if requested.
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Air Cooled Chiller Replacement
Yorkville Public Library
Yorkville, Illinois
III. Additional Services:
A. Any other scope of work not specifically identified in Section I. or design services not specifically
identified in Section II. as being provided by 20/10 Engineering Group shall be considered
Additional Services.
IV. Compensation
A. Basic Service Fee:
1. 20/10 Engineering Group will provide all services in Section II. for scope of work listed in
Section I. for a lump sum of Sixteen Thousand Five Hundred Dollars ($16,500.00).
B. Reimbursable Expenses:
1. All reimbursable expenses will be billed at 100% of our direct cost or at fair market price if
performed in house.
2. Plotting and printing:
a. 20/10 Engineering Group will pay for the following:
(1) All drawing plotting and drawing/specification printing costs for our in-house use
with the exception of interim official milestone design team review sets, bid set,
permit set, or construction set.
b. Reimbursable expenses will include the following:
(1) All costs for drawing plotting and drawing/specification printing for use by others.
(2) All drawing plotting or drawing/specification printing costs performed by an
outside vendor.
3. All expenses associated with delivery of any project documents beyond normal First Class
US Mail will be a reimbursable expense.
C. Additional Services:
1. All Additional Services shall be billed on an hourly basis. Reference “Project Hourly Billing
Rates” schedule attached.
V. Billing
A. Billing will be made monthly for work performed during the previous month. Bills will be
prepared on a percentage basis of the basic service fee based on completion level of the project
at time of billing in accordance with the following schedule:
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Air Cooled Chiller Replacement
Yorkville Public Library
Yorkville, Illinois
Phase % of Fee
Construction Document Phase 75%
Bidding/Permit Phase 5%
Construction Phase 20%
B. All reimbursable expenses and Additional Services will be billed monthly.
VI. Acceptance of Engineering Proposal
A. This proposal letter, when signed and returned to our office within 60 days of the date on the
first page, constitutes the full agreement between our firms for engineering services.
B. We have sent this proposal by email for your review. If you agree with our proposal, please
indicate your acceptance by returning one signed copy to our office. We will assign a design
team to this project and begin work upon its receipt.
We thank you for asking our firm to submit this engineering proposal and we look forward to working
for you on this project.
Sincerely,
20/10 Engineering Group, LLC
Jeffrey C. Chamberlin, P.E., LEED-AP
Design Proposal Accepted:
Client Name
Signature
Date
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PROJECT HOURLY BILLING RATES
CLASSIFICATION HOURLY RATE
Principal $195.00
Project Manager $175.00
Senior Engineer $155.00
Senior Designer $140.00
Project Engineer $135.00
Project Designer $120.00
Junior Engineer $110.00
Junior Designer $105.00
CAD Operator $95.00
CAD Intern $90.00
Clerical $85.00
The above rates are in effect through the completion of this project.
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September 22, 2023
Jesus Navarro
Yorkville Library
651 Prairie Point Drive
Yorkville, Illinois 60560
RE: Proposal for Engineering Services
Yorkville Library Chiller Replacement
Yorkville, Illinois
Dear Jesus:
Thank you for the opportunity to submit a Proposal for mechanical and electrical engineering services for
the replacement of the existing 170-ton chiller for Yorkville Public Library located in Yorkville, Illinois. We
appreciate this opportunity as I was personally involved in the original design of the library expansion and
this project means a lot to us. As part of this project our team will evaluate multiple chiller options for the
pros and cons of each option including maintenance, first cost, operational cost, and efficiency.
DESIGN PHASE SERVICES
1. Design of mechanical systems including:
a. Replace the existing chiller.
b. Connect the new chiller to the existing building automation system.
2. Design of electrical systems including extending the existing power distribution and grounding to
the new chiller.
3. Prepare front end and applicable mechanical and electrical specifications.
BIDDING PHASE SERVICES
1. Issue documents to prospective bidders.
2. Conduct prebid meeting.
3. Respond to Contractor questions.
4. Prepare addenda information as required.
5. Conduct bid opening.
6. Assist with bid evaluation and recommend award to successful Contractor.
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Proposal for Engineering Services Yorkville, Illinois
Yorkville Library Chiller Replacement September 22, 2023
Page 2 of 4
CONSTRUCTION PHASE SERVICES
1. Attend preconstruction meeting.
2. Contract administration including:
a. Preparation of AIA Standard Form of Agre ement Between Owner and Contractor where
the basis of payment is a Stipulated Sum.
b. Answer Contractor questions and Requests for Information (RFIs).
c. Prepare Requests for Proposal (RFPs) and deliver to contractor for pricing.
d. Prepare change orders to the contract.
e. Review monthly applications and recommend all or partial payment.
3. Review shop drawing submittals for items requested in the contract documents.
4. Conduct two job site observations during construction, plus one final job site observation at the
end of the construction period and prepare construction observation reports.
ASSUMPTIONS
1. The project will be designed by IMEG using Building Information Modeling (BIM) software with
Autodesk Revit® as the platform. The BIM deliverable will be no greater than Level of
Development (LOD) 300 as defined in AIA Document G202. A Revit® model including
architectural and structural components or AutoCAD® files suitable for use as backgrounds for
building and site will be provided to IMEG. Extensive modification of Revit® model or AutoCAD®
backgrounds will be considered additional services.
2. The Revit® model is only inclusive of those systems and trades designed by IMEG. The Revit ®
model will not include Owner/vendor-provided and installed systems requiring coordination by
the installing contractors. The Revit® model is intended for internal coordination among the
design team. It is understood the model is not intended to be an exact and complete three-
dimensional representation of how the Contractor will route and locate utilities and equipment.
3. Modeling of existing conditions will be limited to the extent required to produce specifications
and 2D contract documents.
4. Documents prepared by the Engineer will be prepared based upon reasonable assumptions
derived from existing information provided by the Owner and from limited observation of
accessible and visible existing conditions by the Engineer without the benefit of extensive field
measurements and investigation prohibited by expense and inconvenience to the Owner. It is
understood and agreed that unforeseen conditions uncovered during the progress of the project
may require changes in the project, resulting in additional cost and delay.
COMPENSATION
We propose to provide the services described above for a fixed fee of $18,500.
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Proposal for Engineering Services Yorkville, Illinois
Yorkville Library Chiller Replacement September 22, 2023
Page 3 of 4
PROJECT EXPENSES
The following reimbursable expenses are not included in the above fee and will be invoiced with a 1.1
multiplier of actual cost:
1. Postage and delivery charges.
2. Travel expense: Automobile mileage will be invoiced at the IRS rate in effect at the time of tr avel.
Travel expenses include mileage, tolls, parking fees, taxi, train, rental car and fuel, and other out
of pocket travel related expenses.
ADDITIONAL SERVICES
IMEG can include the following as additional services. Additional services will be performed on a time
and material basis using IMEG’s standard hourly rates in effect at the time the service is performed, or
for a negotiated fee, and only after approved in writing.
1. Revising IMEG design documents as a result of equipment lead times or supply chain delays.
2. Revising equipment layout and connections, and floor plan modifications, after IMEG’s Design
Development documents are complete.
3. Field testing, adjusting, balancing, or field time to assist installation contractor. Initial startup is
the responsibility of the various contractors and/or subcontractors.
4. Systems commissioning and special inspections. Please be advised that commissioning and/or
special inspections may be required by some building/energy codes, even though it is excluded
from this Proposal. If commissioning or engineering-related special inspections are required,
IMEG can provide a proposal for additional services, or these services may be conducted by a
third party.
5. Preparing record documents from as-built markups or files provided by Contractors or verifying
the accuracy and completeness of same.
GENERAL
The attached Terms and Conditions dated April 1, 2023 are made a part of this Proposal. This Proposal is
valid for 45 days from the date of this offer.
We will begin our services following acceptance of this Proposal for Engineering Services. We look
forward to working with you and your staff on this project and appreciate this opportunity to be of
service. Acceptance may be conveyed via email to the address listed below or by signing this offer and
returning it to our office. Notwithstanding the foregoing sentence, if you or members of your firm engage
IMEG for services for the referenced project, either verbally or by actions, which imply acceptance of this
Proposal such as providing drawings, submitting questions, requesting engineering information, etc.,
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Proposal for Engineering Services Yorkville, Illinois
Yorkville Library Chiller Replacement September 22, 2023
Page 4 of 4
without returning a signed copy of this Proposal, it is expressly agreed that acceptance of all terms and
conditions of this proposal will be implied and contractually binding.
Sincerely,
IMEG CONSULTANTS CORP.
Jeff M. Oke
Senior Principal / Client Executive
Jeff.M.Oke@imegcorp.com
JMO/jld
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YORKVILLE LIBRARY
Accepted:
Signature
Title
Date
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TERMS AND CONDITIONS
Standard of Care: Services provided by IMEG Consultants Corp. (hereinafter referred to as "IMEG") under this Agreement will be performed in accordance with
generally accepted professional practices in a manner consistent with the level of care and skill ordinarily exercised by members of the same profession currently
practicing under similar circumstances in the same or similar location. Under no circumstances shall any other representation (express or implied) or any type of
warranty or guarantee be included or intended by IMEG during the completion of its services under this Agreement, (hereinafter the “Standard of Care”). If client
issues to IMEG a purchase order or similar document, none of the terms and conditions stated therein shall bind IMEG, and such document whether or not signed
by IMEG, shall be considered only as a document for client’s internal operational management.
Client Responsibilities: IMEG shall be entitled to rely on the accuracy of documentation presented to it by Client and/or Client’s legal agents. In the event of updates
or changes to any documentation provided to IMEG in furtherance of its services, the Client is responsible for advising IMEG’s personnel of such updates or changes
in writing.
Additional Services: When additional services beyond the defined scope of work are requested, an amendment or change order will be prepared by IMEG and
approved by the Client prior to commencing work. Client’s approval by email or payment of proposed additional services shall be deemed binding. Additional services
shall be performed on a time and material basis or for a negotiated fee.
Compensation: Services provided by IMEG on a time and material basis shall be performed in accordance with IMEG’s current fiscal year Standard Hourly Rate
Schedule in effect at the time of performance. This schedule is updated yearly and is available upon request.
Performance: IMEG has multiple offices with personnel that may provide professional services subject to this Agreement. IMEG may use any office or individual in
the completion of services required for the Project. IMEG shall perform work pursuant to an agreed-upon schedule and consistent with the orderly progress inherent
in the Standard of Care.
Billing/Payment: The Client agrees to pay IMEG for all services performed and all costs incurred. Invoices for IMEG’s services shall be submitted either upon
completion of such services or on a monthly basis. Invoices shall be due and payable within 30 days of invoice date (direct) or 15 days from payment by Owner
(consultant). Client shall notify IMEG of any objections to the invoice within five working days of receipt and agrees to pursue, in good faith, all payments owed to
IMEG for services rendered. Payment of any invoice indicates Client’s acceptance of this Agreement, these Terms & Conditions, and satisfaction with IMEG’s
services. Payment of invoices is in no case subject to unilateral discounting, back-charges, or set-offs by the Client, and payment is due regardless of suspension or
termination of this Agreement by either party. Accounts unpaid 60 days after the invoice date may be subject to a monthly service charge of 1.5% (or the maximum
legal rate) on the unpaid balance. In the event any portion of an account remains unpaid 120 days after the billing, IMEG may institute collection action and the Client
shall pay all costs of collection, including reasonable attorney’s fees. Collection actions or billing disputes of any type shall not be subject to informal dispute resolutions
procedures outlined herein.
Indemnification: The Client agrees, to the fullest extent permitted by law, to indemnify and hold harmless IMEG, its directors, employees and agents against claims,
damages, liabilities, and costs arising from and in proportion to the negligent acts or failure to act of Client and its directors, employees, and agents in the performance
of services under this Agreement on a comparative basis of fault. The Client shall not be obligated to indemnify IMEG and its directors, employee and agents for
their own negligence or the negligence of others. IMEG agrees, to the fullest extent permitted by law, to indemnify and hold harmless the Client, its directors,
employees and agents against claims, damages, liabilities, and costs arising from and in proportion to the negligent acts or failure to act of IMEG and its directors,
employees, and agents in the performance of services under this Agreement on a comparative basis of fault. IMEG shall not be obligated to indemnify the Client and
its directors, employee and agents for their own negligence or the negligence of others. The other provisions of this Agreement notwithstanding, in the event of any
claim within the purview of the indemnification provisions of this section, each indemnitee shall control its defense, and at the time of claim resolution each indemnitor
shall provide reimbursement for any reasonable defense cost, recoverable by law, caused by any negligence or other fault by or attributable to each indemnitor as
determined by a competent trier of fact. As such, the parties recognize and expressly acknowledge that the duty to defend is not applicable to this Agreement and
wholly separate and distinct from the duty to indemnify and hold harmless as set forth in this section.
Insurance: IMEG shall obtain and maintain the following insurance coverages: Commercial General Liability, Automobile Liability, Umbrella/Excess Liability, Workers
Compensation/Employer’s Liability, and Professional Liability. Certificates of insurance will be provided to the Client upon request. When stipulated by the Parties,
Commercial General Liability, Automobile Liability, Umbrella/Excess Liability, shall be written or endorsed to include additional insureds, primary/non-contributory
coverage, and other coverages subject to all terms, exclusions and conditions of the policies and any limitations as to coverage amounts as agreed upon by the
Parties.
Assignment: Neither party to this Agreement shall transfer, sublet, or assign any rights or duties under or interest in this Agreement, including, but not limited to,
monies that are due or monies that may be due, without the prior written consent of the other party, which shall not be unreasonably withheld. Subcontracting to
subconsultants, normally contemplated by IMEG as a generally accepted business practice, shall not be considered an assignment for purposes of this Agreement.
Dispute Resolution: Any claims or disputes between the Client and IMEG arising out of the Services to be provided by IMEG or this Agreement sha ll be subject to
discussions for informal resolution. If no informal resolution is achieved within 14 business days, the Parties agree to submit the matter (excluding actions by IMEG
for payment of past due fees) to non-binding mediation. Any disputes involving contractors, subconsultants, subcontractors, suppliers, or any other legal agent shall
be subject to the informal resolution process as described in this section, above. The laws of the State where the project is located govern the validity of this
Agreement, its interpretation and performance. Any litigation arising in any way from this Agreement shall be brought in the courts of that State.
Construction Means and Methods: IMEG shall not be responsible for, nor have control over or charge of, construction means, methods, sequences, techniques, or
procedures, or for any health or safety precautions. Neither Client nor IMEG shall hold the other responsible for damages or delays in performance caused by acts of
God, strikes, walkouts, accidents, Government acts, or other events beyond the control of the Client’s or IMEG’s directors, employees, agents, or consultants.
Construction Observation: When IMEG does not explicitly provide construction observation services within its written scope of work, it is agreed that the professional
services of IMEG do not extend to or include the review or site observation of the contractor's work, performance, or pay request approval. During construction, the
Client assumes the role of the engineer and will hold harmless IMEG for the contractor's performance or the failure of the contractor's work to conform to the design
intent and the contract documents.
Project Signs: Project signs displayed at the construction site shall include “IMEG” as the Engineer. Articles for publication regarding this project shall acknowledge
IMEG as the Civil, Structural, Mechanical, Electrical and/or Technology Engineer, as applicable.
Adjustments, Changes or Additions: It is understood that adjustments, changes, or additions may be necessary during construction. A contingency fund shall be
maintained until construction is completed to pay for field changes, adjustments, or increased scope items. All change order amounts requested by contractors
constructing IMEG-designed systems shall be submitted to IMEG for review prior to being approved by contract holder. IMEG will not approve amounts requested
that are above a normal bid amount for the work involved. In no case will costs be assessed to IMEG at the discretion of the contractor, the Client, or the Owner
without prior agreement and approval of IMEG. IMEG shall not be responsible for any cost or expense that provides betterment or upgrades or enhances the value
of the Project.
Ownership: All drawings, specifications, BIM and other work product of IMEG developed for this Project are instruments of service owned by IMEG. IMEG shall
provide Client with a license to use said instruments of service for purposes consistent with successful project completion, including extensions, if mutually agreed.
Reuse of any instruments of service of IMEG by the Client, or others acting for the Client, for any other use without the express w ritten permission of IMEG shall
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be at the Client’s risk. Client agrees to defend, indemnify and hold harmless IMEG for all claims, damages and expenses, including reasonable attorney’s fees, arising
out of unauthorized use of IMEG’s instruments of service.
Electronic Files: The Client hereby grants permission for IMEG to use electronic background information produced by the Client in the completion of the project. The
Client also grants permission to IMEG to release such documents (including their backgrounds) electronically to Client, contractors, and vendors as required in the
execution of the project.
Employment: For the duration of this contract, plus six (6) months from the date of final payment received, neither IMEG nor Client, nor their respective agents, will
offer employment or contact any person for such purposes who is or was employed by IMEG, Client or their agents for the period of performance of this contract.
Termination: Either party may terminate this Agreement due to the other party’s material breach of this Agreement upon providing a ten (10) day written notice to
the breaching party and an opportunity of at least three (3) business days to cure. Upon termination, payment is required in full for all services rendered and expenses
incurred through the date of termination. IMEG shall not be required to release any documents, files, or work product until said payments have been made. In the
event services are terminated or suspended due to the Client’s breach, IMEG has no obligation to deliver documents and any consequences (including delay) resulting
from such termination or suspension is the sole responsibility of the Client. Client has the obligation to return all documents within its possession or control if Client
is in default under this Agreement.
Survivability: In the event any provisions of this agreement shall be held to be invalid and unenforceable, the remaining provisions shall be valid and binding upon the
parties. One or more waivers by either party of any provision, term, condition, or covenant shall not be construed by the other party as a waiver of a subsequent
breach of the same by the other party. Additionally, there shall be no legal presumption against the drafter of this Agreement in the event of a dispute as to the
enforceability and/or interpretation of this Agreement.
Limitation of Liability: It is agreed that the Maximum Aggregate Liability of IMEG arising out of or related to this Agreement and for all work performed on this project,
whether based in contract or tort, in law or equity or for negligent acts, errors, or omissions, and all claims, losses, costs, damages, cost of defense, or expenses
from any cause, including Client, contractors, and attorney fees, will be limited to $100,000. This limitation of liability has been agreed upon after Client and IMEG
discussed the risks and rewards associated with the Project, as well as the provision of the services within both the obligations of this Agreement and the associated
compensation. Upon written request by Client, the parties may negotiate in good faith and mutually agree, by way of a written Change Order or Amendment, to
increase the amount of this liability limitation. As used in this section “IMEG” includes all of IMEG’s agents, affiliates, subconsultants and subcontractors, and their
respective partners, officers, directors, shareholders and employees. The limitation of liability established in this section shall survive the expiration or termination of
this Agreement.
Risk Allocation: IMEG’s liability to the Client for injury or damage to persons or property arising out of work performed for the Client and for which liability may be
found to rest upon IMEG, other than for professional errors, omissions, or negligence, will be limited to IMEG’s general liability insurance coverage of $1,000,000.
Hazardous Environmental Conditions: Unless expressly stated in writing, IMEG does not provide assessments of the existence or presence of any hazardous or
other environmental conditions or environmental contaminants or materials (“Hazardous Environmental Conditions”). Client shall inform IMEG of any and all known
Hazardous Environmental Conditions before services are provided involving or affecting them. If unknown Hazardous Environmental Conditions are encountered,
IMEG will notify the Client and, as appropriate, government officials of such conditions. IMEG may, without liability or reduction or delay of compensation due,
proceed to suspend services on the affected portion of the project until Client takes appropriate action to abate, remediate, or remove the Hazardous Environmental
Condition. IMEG shall not be considered an “arranger”, “operator”, “generator”, “transporter”, “owner”, or “responsible party” of or with respect to contaminants,
materials or substances. IMEG shall assume no liability whatsoever for correction of any Hazardous Environmental Conditions; and shall be entitled to payment or
reimbursement of expenses, costs or damages occasioned by undisclosed Hazardous Environmental Conditions.
Buried Utilities: Client shall be responsible for designating the location of all utility lines and subterranean structures within the property lines of the Project. Client
agrees to waive any claim against IMEG and to defend, indemnify and hold IMEG harmless for any claim or liability for injury or loss arising from IMEG or other
persons encountering utilities or other manmade objects that were not brought to IMEG’s attention or which were not properly located on the plans furnished to
IMEG. Client further agrees to compensate IMEG for any and all time, costs and expenses incurred by IMEG in defense of any such claim, in accordance with IMEG’s
then effective standard hourly fee schedule and expense reimbursement policy.
Boundary Conflict: Boundary determinations occasionally disclose unseen or unknown conflicts between the record documents and the location of physical
improvements. Upon discovery of any latent or patent ambiguity, uncertainty, or dispute disclosed by the records or by placement of the boundaries on the ground,
work on the boundary survey will be suspended and you will be immediately notified. IMEG will present alternatives for possible resolution and any additional work
required to achieve resolution will be negotiated. If you should choose to forego resolution, all work completed to date will be invoiced for payment and the project
file will be archived by IMEG for future resolution. If you choose resolution, IMEG will act as your mediator, consultant and expert until satisfactory resolution is
achieved. Upon resolution, this initial agreement will be reinstated and completed in accordance with its initial terms subject to potential interim rate increases.
Force Majeure: Except as hereinafter provided, no delay or failure in performance of IMEG shall constitute a default under this Agreement if and to the extent the
delay or failure is caused by Force Majeure. Unless the Force Majeure frustrates performance of the Services, Force Majeure shall not operate to excuse, but only
to delay, performance of the Services. If Services are delayed by reason of Force Majeure, IMEG will notify Client. Once the Force Majeure event ceases, IMEG shall
resume performance of the Services as soon as possible. “Force Majeure” means any event beyond the control of IMEG to perform its obligations and which IMEG
is unable to prevent, including without limitation, the combined action of workers, strikes, embargoes, fire, acts of terrorism, epidemics, explosions and other
catastrophes, casualties, a moratorium on construction, delays in transportation, governmental delays in granting permits or approvals, changes in laws, expropriation
or condemnation of property, governmental actions, unavailability or shortages of materials, national emergency, war, acts of terrorism, cyber-attacks, civil
disturbance, floods, unusually severe weather conditions or other acts of God or public enemy.
Equal Employment Opportunity / Rights Under Federal Labor Laws
IMEG and Client shall abide by the requirements of 41 CFR 60-1.4(a), 60-300.5(a), 60-741.5(a) and Appendix A of Subpart A of 29 CFR 471 (as may be updated or
amended). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities and prohibit
discrimination against all individuals based on their race, color, religion, sex, or national origin. Moreover, these regulations require that covered prime consultants
and subconsultants take affirmative action to employ and advance in employment individuals without regard to race, color, religion, s ex, national origin, protected
veteran status or disability.
Rev. 04/01/23
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Yorkville Public Library
902 Game Farm Rd
Yorkville , Illinois
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The library still has uorescent lighting and it is time to upgrade to LED. The emergency xtures
were not addressed over the years so most of them have failed. The library is interested in
smart xtures with sensors on the interior and photocells on the exterior.
Phase by phase, we plan to upgrade the library to LED. There will be brand new Philips xtures in
the troffers and can lights and on the exterior, and while the remaining xtures will be retro tted
with a new Philips lamp and driver. The new LEDs will be maintenance free and are set to last
70,000-100,000 hours. The new lighting will be consistent throughout and will transform the
look & feel of the library. There is a 1 year warranty through us with the option to extend it every
year. Every emergency xture in the library has been accounted for in this proposal. We will get
the library back up to code with the emergency lights.
Trim Kit: The can lights will be retro tted with a dimmable LED
can trim kit. This will update the aesthetic of the lighting by
closing the hole in the ceiling. The xture lays ush against the
ceiling, putting more light into the space and permanently
removing maintenance issues with ballasts.
New LED retro t xtures replace existing uorescent lamps,
using the existing housing. This will provide an upgraded
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aesthetic while improving illumination and light distribution.
These xtures have an optional smart sensor technology
which saves an additional 30% through the occupancy and
daylight harvesting sensors. Evokits are one of our most
popular items, as they both save energy and transform a
space.
The uorescent lights throughout the facility will be retro tted
with Philips tube LEDs and new drivers will be installed to
replace existing ballasts. In addition to a much longer lifetime
of 70,000 hours for the system, the LED tubes are made of
plastic and therefore pose no risk of shattering and releasing
harmful mercury-vapor into the space. The existing lenses will
be left in place.
Incandescent and CFL lamps will be swapped with an LED
equivalent lamp. Verde uses the Philips brand, and can
typically accommodate 2700 - 5000k for most lamp types. We
also offer vintage style LEDs, as well as warm-glow technology,
which dim lights to 2200k for ambient mood lighting in
restaurants.
Wall Mounted Occupancy Sensors: We will be replacing light
switches with occupancy sensors, which turn on and off based
on motion. This will save additional energy by ensuring lights
are not left on when the space is unoccupied.
Vacancy Sensors: Ask us about our vacancy sensors, which
means a light needs to be manually turned out, but will turn off
after a preset time period. These sensors save additional
energy by avoiding false positives, but depend on a client's
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preference. Often, the same light switch can do both
functions.
Photocells: Photocells control the new exterior LED xtures, so
they only operate when there is insu cient daylight. This
eliminates the issue of needing to manually control a lighting
timer which can’t adapt in real time to changes in annual
sunlight patterns.
New Pole Heads: The exterior pole heads will be replaced with
a new LED pole head. This new xture will eliminate the need
for both the metal halide lamp and ballast. This upgrade will
signi cantly reduce the consumed watts while not
compromising illumination. Optional motion sensors for this
xture can be included, dimming or turning off lights when
possible for advanced energy savings.
WallPack: The exterior wall packs will be replaced with a new
LED xture. This new xture will eliminate the need for both the
metal halide lamp and ballast. This upgrade will signi cantly
reduce the consumed watts while not compromising
illumination. Additionally, this xture can be installed to wall
wash or forward throw lights, mitigating neighbor complaints.
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Bullet Spot Light: The 30w LED Bullet Flood light provides
energy e cient, directional lighting for landscape, outdoor
signage, and accent lighting. It's IP65 rated, sealed to prevent
dirt, bugs, and moisture, and has shatter-resistant glass.
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Electricity Savings: 149,994 kWh annually.
Trees Planted: 1,685 trees.
This is the greenhouse gas equivalent of trees planted to
absorb the carbon produced from the blend of electricity in
Illinois. The work we do together is important to future
generations.
Dollars Saved: $16,499 annually.
This amount of energy savings will save your building
operating costs. Additional savings will be captured in both
labor and lamps/ballasts purchased.
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• All materials and installation equipment*
*If specialty lifts are required, any additional cost will be approved by you before moving forward.
• Utility program paperwork processing
• 1 year warranty on labor and material, for lighting and lighting controls
• Recycling of existing equipment, where applicable
Phase 1 - Floor 2 (entire 2nd floor
includes stairwells, excludes can
lights)
QTY Price Prevailing Wage Subtotal
T8 4ft 4K 8.9W 1600lm Type A/C
Speci cation Sheet
94 $13.50 27.00%$1,611.63
A19 4K 12.2W 1100lm E26 67 $12.00 27.00%$1,021.08
T5 HO 4ft 4K 24W 3500lm Type C
Speci cation Sheet for Tube
63 $29.00 27.00%$2,320.29
Driver T8 2L
Speci cation Sheet for Driver
46 $30.00 27.00%$1,752.60
EvoKit CLKE 2x4 4K 29W 4200lm
SWZCS P4
Speci cation Sheet
35 $180.00 27.00%$8,001.00
PL VL 3/35/4K 11W 1500lm
G24d/G24q TypeB
Speci cation Sheet
35 $32.00 27.00%$1,422.40
Driver T5 HO 2L
Speci cation Sheet for Driver
24 $37.00 27.00%$1,127.76
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EvoKit CLKE 2x2 4K 24W 3200lm
SWZCS P4
Speci cation Sheet
12 $180.00 27.00%$2,743.20
H.O. A19 LED w/ Socket Retro t
Speci cation Sheet
10 $27.00 27.00%$342.90
Legrand - Wall Mounted Occ. Sensor
Speci cation Sheet
2 $59.00 27.00%$149.86
MR16 3K 8W 620lm GU5.3 DIM
Speci cation Sheet
2 $24.00 27.00%$60.96
T8 3ft 4K 8.5W 1400lm Type A/C
Speci cation Sheet for Tube
1 $18.00 27.00%$22.86
T8 2ft 4K 7W 1200lm Type A/C
Speci cation Sheet for Tube
1 $15.00 27.00%$19.05
Emergency Driver EvoKit
Speci cation Sheet
9 $190.00 0.00%$1,710.00
Emergency Ballast T8/T5 HE/HO 1L
(B50CT)
Speci cation Sheet
38 $232.00 0.00%$8,816.00
Subtotal Price $31,121.59
Utility Paperwork and Inspection Services $300.00
Delivery and Lift Services $200.00
Recycling and Scrap Pick Up $200.00
Utility Incentives -$6,974.77
Price after Incentive $24,846.82
Phase 2 - Floor 1 recessed troffers
& exterior
QTY Price Prevailing Wage Subtotal
EvoKit CLKE 2x4 4K 29W 4200lm
SWZCS P4
Speci cation Sheet
65 $180.00 27.00%$14,859.00
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EvoKit CLKE 2x2 4K 24W 3200lm
SWZCS P4
Speci cation Sheet
29 $180.00 27.00%$6,629.40
Emergency Driver EvoKit
Speci cation Sheet
38 $190.00 0.00%$7,220.00
A19 5K 13.5W 1500lm E26 15 $6.00 27.00%$114.30
Retro t Kit 30W 5K 3840lm [Green
Inova]
Speci cation Sheet
9 $199.00 27.00%$2,274.57
Pole Head 100W 5K [Duralec]
Speci cation Sheet
7 $149.00 27.00%$1,324.61
Wall Pack 28/40/60W 3/4/5K 3800-
8100lm
Speci cation Sheet
3 $129.00 27.00%$491.49
Bullet Flood 5K 30W 3800lm [Green
Inova]
Speci cation Sheet
2 $50.00 27.00%$127.00
Photocell Multi-Voltage Pencil Style
Speci cation Sheet
10 $20.00 27.00%$254.00
Subtotal Price $33,294.37
Utility Paperwork and Inspection Services $300.00
Delivery and Lift Services $300.00
Recycling and Scrap Pick Up $200.00
Utility Incentives -$9,126.75
Price after Incentive $24,967.62
Phase 3 - Remaining Floor 1
(excluding can lights)
QTY Price Prevailing Wage Subtotal
A19 4K 12.2W 1100lm E26 144 $12.00 27.00%$2,194.56
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Legrand - Wall Mounted Occ. Sensor
Speci cation Sheet
5 $59.00 27.00%$374.65
PL VL 3/35/4K 11W 1500lm
G24d/G24q TypeB
Speci cation Sheet
3 $32.00 27.00%$121.92
T8 4ft 4K 8.9W 1600lm Type A/C
Speci cation Sheet
296 $13.50 27.00%$5,074.92
T5 HO 4ft 4K 24W 3500lm Type C
Speci cation Sheet for Tube
80 $29.00 27.00%$2,946.40
Driver T8 2L
Speci cation Sheet for Driver
255 $30.00 27.00%$9,715.50
T8 3ft 4K 8.5W 1400lm Type A/C
Speci cation Sheet for Tube
2 $18.00 27.00%$45.72
T8 2ft 4K 7W 1200lm Type A/C
Speci cation Sheet for Tube
5 $15.00 27.00%$95.25
Emergency Ballast T8/T5 HE/HO 1L
(B50CT)
Speci cation Sheet
36 $240.00 0.00%$8,640.00
A19 5K 13.5W 1500lm E26 6 $6.00 27.00%$45.72
LED Retro t Kit 4"
Speci cation Sheet
10 $135.00 27.00%$1,714.50
BR30 4K 7.2W 650lm E26 12 $12.25 27.00%$186.69
Driver T5 HO 2L - COST WAIVED
Speci cation Sheet for Driver
52 $0.00 27.00%$0.00
Subtotal Price $31,155.83
Utility Paperwork and Inspection Services $300.00
Delivery and Lift Services $300.00
Recycling and Scrap Pick Up $200.00
Utility Incentives -$7,107.64
Price after Incentive $24,848.19
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Phase 4 - Can Lights Entire
Library Interior Floors 1&2
QTY Price Prevailing Wage Subtotal
Emergency Inverter Trim Kit
Speci cation Sheet
40 $382.00 27.00%$19,405.60
Trim Kit 6in 3/35/4K 7/10/17W 700-
1500lm
Speci cation Sheet
45 $75.00 27.00%$4,286.25
Trim Kit 4in LED 2 $120.00 27.00%$304.80
Subtotal Price $23,996.65
Utility Paperwork and Inspection Services $300.00
Delivery and Lift Services $300.00
Recycling and Scrap Pick Up $200.00
Utility Incentives (no incentives for can lights)$0.00
Price after Incentive $24,796.65
Deposit Request $50% upfront
Final Payment $50% net10 post installation plus est. tax $0
Pricing is valid for 30 days
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Verde Client Service Agreement
This Agreement is made as of09 / 25 / 2023 by and between Verde Sustainable Solutions, L3C,
DBA Verde Energy E ciency Experts, ("Verde") at 5328 N Northwest Hwy Chicago, IL 60630 and
Yorkville Public Library at 902 Game Farm Rd Yorkville , Illinois (the "Client").
1. Services
Verde will perform the Scope of Work for Yorkville Public Library as described in the above
Partnership Agreement provided that the corresponding utility incentive program agreement
with estimated rebates is approved after submission by Verde by the applicable utility program
implementer. Verde will determine the method, details and means of performing services.
2. Site Pre-Conditions
Conditions on the project site must be safe and of a reasonable functional and working
standard to successfully perform each task identi ed in the Scope of Work in a professional
manner. Verde does not run power to xtures unless it is explicitly stated in the Scope of
Work. Client understands and expressly agrees that any project site will comply with OSHA as
well as any other applicable Federal, State, or municipal law or regulation dealing with worksite
safety, and further agrees that Verde and it’s personnel shall have the nal say as to whether a
job site is su ciently safe for Verde to complete any work under this Agreement.
3. Compensation
Verde will be compensated for services provided under this Agreement with an estimated
project fee of X with estimated tax of 0. The Verde estimated project fee includes labor,
materials, delivery, recycling and applicable taxes (on materials). In the situation that the utility
rebate for this project changes, Verde agrees to honor the stated project fee. Verde reserves the
right to charge the material cost for high voltage equipment and/or emergency ballasts or
drivers not included on the Scope of Work. Additions to the Scope of Work beyond emergency
ballasts and drivers will require a change order signed by the Client.
4. Payment Terms
A deposit of 50% upfront, payable by check, ACH, or credit card (3% transaction fee will be
applied to credit card transactions greater than $3,000.00) is due to Verde prior to the
commencement of the installation or NET10 upon receipt. Projects will only be scheduled for
installation after receipt of the deposit. If for any reason the rebate is not approved, the deposit
is refundable to Client. The balance of the nal actual project fee, 50% net10 post installation
with estimated tax of $0, will be billed upon completion of the project and payment is due
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NET10 upon receipt. All payments by check should be addressed and mailed to: Verde Energy
E ciency Experts at 5328 N Northwest Hwy Chicago, IL 60630.
5. Client Requested Additional Services and Charges
Any service requested by Client and provided by Verde in addition to and above and beyond the
services de ned in the Scope of Work will be presented to the Client as a change order and will
require a signature before proceeding. Verde reserves the right to decline work that was not
stated on the original scope.
6. Client Energy Savings Estimate and Warranties
A) No warranty as to energy/cost savings. Verde has presented estimated energy cost savings
to Client. This information was based upon an on-site assessment of conditions observed at the
project site, information provided by the Client, and industry standard practices and costs for
similar projects. Verde does not guarantee that any speci c level of energy/cost savings will
result from implementing any of the improvements.
B) Limitation on Other Express and Implied Warranties. Client understands that Verde makes
no express or implied warranties as to the equipment installed or work performed under this
Agreement other than as set forth herein:
• Verde warrants that all tasks completed by Verde will be free of defects resulting from
poor workmanship for a period of 1 year , with the exception of HVAC equipment
installations which shall be warranted for a period of 90 days. An additional exception
exists when Client does not choose to change existing ballast to LED driver (i.e. Type A
retro t). The manufacturer's warranty may cover additional time, in which case Verde will
work with Client to assist in making any such warranty claim with the manufacturer.
C) No Emergency Services or Liability for Non-Working Equipment. Client understands that
Verde does not offer emergency services and does not have an emergency or 24-hour call line.
Client agrees that Verde shall not be liable for damages related to economic losses as a result
of malfunctioning equipment or warranty-related claims.
D) Maintenance Requests. Maintenance Requests will be ful lled by Verde within 5 business
days of noti cation as long as Client and Verde's schedules can be coordinated.
7. Time of Performance
Verde will endeavor to perform the services required under this Agreement in accordance with a
reasonable schedule agreed to by both Verde and Client.
133
8. Indemni cation and Limitation of Liability
Verde and Client each indemni es the other from any claim or damages due to the injury or
death of any person, or the loss of or damages to real or personal property resulting from acts
or omissions of the indemnifying party. Neither party (Verde or the Client) will be liable to the
other for any special, indirect, incidental, consequential, or exemplary or punitive damages,
including but not limited to lost pro ts, cost of cover, lost revenue, even if both parties have
knowledge of the possibility of such damages. Verde’s aggregate liability for any and all claims
will not exceed the total amount of compensation paid by Client to Verde under this Agreement.
9. Force Majeure
Verde will not be liable for failure or delay in performing its obligations in this Agreement if such
failure is due to circumstances beyond its reasonable control, including without limitation, re,
ood, interruption of or delay in transportation, inability to obtain power used or equipment
needed to provide the services within this Agreement.
10. Hazardous Materials
Verde will ensure proper removal, disposal and/or recycling of all hazardous and non-hazardous
replaced old equipment from the Client’s site. Other scrap metal and cardboard will be disposed
of on site. Verde is responsible for moderate cleaning of post-installation dust/debris/scraps.
Verde recommends that Client arrange for more thorough cleaning after the installation is
complete.
11. Integration Clause
This Agreement contains the entire agreement between the Parties to this Agreement relating to
the settlement and transactions contemplated hereby, and supersedes any and all prior
agreements, understandings, representations, and statements between the Parties, whether oral
or written, and whether by a Party or such Party's legal counsel. The Parties are entering into
this Agreement based solely on the representations and warranties herein and not based on any
promises, representations, and/or warranties not found herein. No modi cation, waiver,
amendment, discharge, or change of this Agreement shall be valid unless the same is in writing.
12. Applicable Law, Venue, and Attorney’s Fees
This Agreement will be governed by and construed in accordance with the laws of the State of
Illinois. Any claim brought under this Agreement or by either party against the other as a result
of the engagement of Verde by Client under this Agreement shall be brought in the State Court
sitting in the County where the work is to be performed. Each party understands and agrees that
the prevailing party in any lawsuit brought under this Agreement shall pay all court costs as well
as the other party’s reasonable attorney’s fees.
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The Parties have executed this Agreement as of the date rst set forth above.
______________________________________________________________________________________________
Company Name Company Name
______________________________________________________________________________________________
Authorized Representative Signature Authorized Representative Signature
______________________________________________________________________________________________
Authorized Representative Name Authorized Representative Name
______________________________________________________________________________________________
Authorized Representative Title Authorized Representative Title
______________________________________________________________________________________________
Date Date
Verde Energy E ciency Experts
Alisa Hansen
Principal Analyst
09 / 27 / 2023
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Serving Our Public 4.0: Standards for Illinois Public Libraries
Chapter 1 - Core Standards
1. The library provides uniformly gracious, friendly, timely, and reliable service to all users.
2. The library is established and operates in compliance with Chapter 75 of the Illinois Compiled Statutes.
3. The library is governed by a board of trustees elected or appointed and constituted in compliance with
the relevant sections of Chapter 75 of the Illinois Compiled Statutes.
4. The library complies with all other state and federal laws that affect library operations.
5. The library adopts and adheres to the principles set forth in the American Library Association’s (ALA)
Library Bill of Rights and other ALA intellectual freedom statements and interpretations.
6. The library adopts and adheres to the Code of Ethics of the American Library Association. The library
adopts and adheres to the Public Library Trustee Ethics Statement, developed by United for Libraries, a
division of ALA.
7. The board of trustees adopts written bylaws that outline the board’s purpose and operational
procedures and address conflict-of-interest issues.
8. The board of trustees appoints a qualified librarian as library administrator and delegates active
management of the library to the library administrator. (For the purposes of this document, a qualified
librarian is a person holding a Master of Library Science (MLS), Master Science in LIS, Master of Library
and Information Science (MLIS), or other comparable degree from an ALA-accredited program and/or
actively participates in continuing education opportunities each year offered by the Illinois State
Library, regional library systems, and the Illinois Library Association. Library boards and communities
should strive to have a minimum of one staff member holding an ALA accredited master’s degree.)
9. The board of trustees meets regularly, in accordance with the Illinois Compiled Statutes, with the library
administrator in attendance. All board meetings and board committee meetings shall comply with the
Open Meetings Act.
10. The board of trustees has exclusive control of the expenditure of all monies collected, donated, or
appropriated for the library fund and all property owned by the library.
11. The library has a board-approved written budget. The budget is developed annually by the library
administrator and the board with input from the staff.
12. The board of trustees annually determines if the library’s revenues are sufficient to meet the needs of
the community. If the revenues are not sufficient, the board of trustees will take action to increase the
library’s revenues.
13. The library has a board-approved mission statement, a long-range/strategic plan, disaster prevention
and recovery plan, collection management policy, personnel policy, technology plan, and other policies
as appropriate to the library’s operation and regularly updates and maintains them as appropriate.
14. The library administrator presents written monthly reports, including statistics, on library operations to
the board of trustees. In addition, monthly fiscal reports are presented by the library administrator
and/or the library board treasurer.
15. The board of trustees annually reviews the performance of the library administrator.
16. The library is a member of an Illinois regional library system, fulfills the membership requirements of its
system, is a responsible partner in the Illinois Library and Information Network (ILLINET), and
participates in resource sharing through interlibrary loan and reciprocal borrowing.
17. The library provides access to resource sharing databases, participates in resource sharing by entering
the library’s collections into a regional, statewide, or national database, and actively promotes resource
sharing via interlibrary loan and reciprocal borrowing.
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18. The library utilizes a variety of methods to communicate with its community.
19. The library is located in a facility designed or renovated for library purposes and complies with all
applicable local, state, and federal codes.
20. A library is open a minimum of fifteen hours per week according to the Illinois Administrative Code [23
Ill. Adm. Code 3030.110].
21. As a baseline, the library appropriates money to major budget categories (personnel, benefits, library
materials, other operating expenditures) using the Illinois Public Library Annual Report statewide
percentages analysis.
22. The library board and staff promote the collections and services available to its community.
23. At least every five years, and more frequently if necessary, the library conducts a review to determine if
the library is providing facilities, collections and services in a quantity, at a time, and in a manner that
meets the needs of the community.
Chapter 2 - Governance and Administration
1. Library has an elected or appointed board of trustees.
2. Library has a qualified library administrator.
3. Library administrator files an Illinois Public Library Annual Report (IPLAR) with the Illinois State Library.
4. Library administrator prepares monthly reports (including statistics) of operations and services for the
board’s review.
5. Library administrator and/or library board treasurer prepares monthly fiscal reports for the board’s
review.
6. Library has a mission statement and a long-range/strategic plan.
7. Library maintains an understanding of the community by surveys, hearings, and other means.
8. Library board reviews library policies on a regular basis.
9. Library board members participate in local, state, regional, and national decision making that will
benefit libraries.
10. Library develops an orientation program for new board members.
11. Library board members attend local, regional, state, and national conferences pertinent to libraries
when fiscally possible.
12. Library keeps adequate records of library operations and follows proper procedures for disposal of
records.
13. Library complies and keeps current with appropriate Illinois and federal laws pertaining to public
libraries.
14. Library has a board-approved set of written by laws that govern the conduct of the board of trustees
and its relationship to the library and staff.
15. Library maintains insurance covering property and liability, including volunteer liability.
16. Library has a written succession plan focused on both internal and external talent development to fill
anticipated needs for library leadership and other key personnel.
Chapter 3 - Personnel
1. Library has a board-approved personnel policy.
2. Library has staffing levels that are sufficient to carry out the library’s mission.
3. Library has job descriptions and a salary schedule for all library positions. The job descriptions and
salary schedule are periodically reviewed and revised as needed.
4. Library’s hiring practices are in compliance with EEOC guidelines and the ADA.
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5. Library salaries and fringe benefits account for up to 70 percent of total operations budget.
6. Library gives each new employee a thorough orientation.
7. Library evaluates staff annually.
8. Library staff and administration attend local, regional, state, and national conferences as well as
training workshops and seminars where feasible.
9. Library provides staff access to library literature and other professional development materials.
10. Public library trustees and administrators are aware of federal, state, and local statutes and regulations
relevant to personnel administration.
11. The library complies with state and federal laws that affect library operations.
Chapter 4 - Access
1. The library provides the right amount of space of the right kind to meet the provisions of its long-
range/strategic plan.
2. At least once every five years, the board directs a review of the library’s long-term space needs.
3. The staff are familiar with the requirements contained in the Americans with Disabilities Act (ADA) and
work to address deficiencies in order to provide universal access to all patrons.
4. The library, including branches or other service points, is located at a site that is determined to be most
convenient for the community.
5. The library provides adequate, safe, well-lighted, and convenient parking during all hours of service.
6. The library has the minimum required number of parking spaces.
7. The library’s entrance is easily identified, clearly visible, and well lighted.
8. The library has an identifying sign clearly visible from the street. Additional signs guide users from
arterial streets to the library.
9. The library has adequate internal signage.
10. The library’s lighting levels comply with lighting standards.
11. All signage is in compliance with applicable federal, state, and local regulations.
12. The library building supports the implementation of current and future telecommunications and
electronic information technologies.
13. The library has sturdy and comfortable furnishings in sufficient quantity to meet user needs.
14. Space is allocated for child and family use with furniture and equipment designed for use by children.
15. The library has enough shelving and other types of display and storage to provide patrons with easy
access to all materials.
16. Shelving in the areas serving young children is scaled to their needs.
Chapter 5 – Building Infrastructure and Maintenance
1. The library maintains an inventory of all facility systems, including sufficient basic information that can
be used in maintenance operations. This list should be prepared by the library administrator.
2. The library’s facility inventory system list should be consolidated in an easily accessible document which
is made available in electronic format such that it can be accessed by key staff at all times remotely.
3. An ongoing maintenance checklist of building maintenance that needs to be done on a routine or
ongoing basis should be kept.
4. The library’s operating budget should include funds for all ongoing maintenance costs.
5. The library should maintain a periodic repair checklist of repairs to the facility that may be required on a
periodic basis, typically more than one-year intervals.
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6. The library budget should allocate funds for periodic repairs in either of its operating budget or special
reserve fund.
7. The library should have a list of all projected building capital projects. Capital projects are those projects
that involve major repairs, rehabilitation, and/or replacement of facility systems. Such projects are
implemented when a facility system has reached the end of its service life, or when defects in the
original construction necessitate major repairs/replacement.
8. The library develops a capital reserve fund that will fund major capital projects. Annual contributions to
such a fund will allow the library to have sufficient funding to take care of the needed project. In
general, any item that cannot be accounted for in the library’s operating budget should be accounted
for in the library’s capital reserve fund.
9. The library should have a capital asset plan. This plan can be written by the library administrator or by
an outside professional. A capital asset plan will project facility funding needs over a ten, fifteen, and
twenty-year period.
10. The board of trustees should review the library capital plan on annual basis to ensure all projects are
addressed.
11. Every three to five years, review and update the capital asset plan to be certain all costs and interest
rates are current.
12. All warranties, manuals, contact information, and other such documentation should be organized and
consolidated for easy access.
13. The library should strive to make its building as environmentally friendly as possible.
Chapter 6 - Safety
1. The library provides a list of emergency call numbers at all staff phones in the library.
2. The library has a floor plan that shows entrances, exits, location of emergency supplies, fire alarms, and
fire extinguishers.
3. The library has an emergency manual and disaster plan.
4. The library provides emergency training for staff, including fire and tornado drills, use of fire
extinguishers, and location of the first aid kit NARCAN kit, and an automated external defibrillator.
5. The library provides a call list and contact information that is reviewed biannually.
6. Emergency medical supplies are stored in a designated location and are accessible to staff.
7. Emergency equipment such as electric, gas and water switches, fire extinguishers, and fire alarms are
noted on a library floor plan and are tested biannually.
8. A prioritization list shows what should be salvaged in order of importance.
9. A building safety checklist includes daily, weekly, quarterly, semi-annual, and annual safety procedures.
10. A procedure exists for letting staff know when it is unsafe to enter the building.
11. The library has a designated tornado shelter.
12. Emergency exits and evacuation routes out of the library and to the tornado shelter are clearly marked.
Fire extinguishers are clearly marked.
13. The library provides adequate security for staff, users, and collections.
14. The library has a strong relationship with local police and community safety personnel and
communicates with them on a regular basis about safety issues affecting the library.
15. At least two people (one of whom may be a volunteer) shall be on duty during all open hours of
operation.
16. Copies of the emergency manual and disaster plan are provided to community safety personnel.
17. A policy for security camera usage has been adopted and signage is posted.
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Chapter 7 - Collection Management
1. The library board of trustees ensures that the library has a publicly funded budget to purchase
materials.
2. The minimum annual expenditure for materials for any size library should be a minimum of 8 to 12
percent of the operating budget. Library budgets should put priority on purchasing materials that best
serve their community.
3. The library has a written collection development policy approved by the board.
4. Materials are cataloged according to standard library practices utilizing MARC 21, AACR2 Rules,
Sears/LC subject headings, and RDA.
5. Library collections are evaluated annually to measure the effectiveness of community use of the
collection and weeded if deemed appropriate.
6. The library considers forming a cooperative collection plan with other libraries in close proximity to one
another.
7. The library strives to complement its print collection by purchasing electronic materials and making
them available to patrons through a variety of methods.
8. The library publicizes and promotes interlibrary loan to its patrons.
9. Library staff is trained in and follows policies and procedures related to the ILLINET Interlibrary Loan
Code and the ALA Interlibrary Loan Code. Libraries agree to be responsible borrowers and lenders.
Chapter 8 – System Member Responsibilities and Resource Sharing
1. Library staff and library board members are aware of the services offered by the regional library
systems and the Illinois State Library. The library promotes statewide cooperative services in addition to
their own local services.
2. Library resources, information, and expertise are available via interlibrary loan, reciprocal borrowing,
and other formal cooperative agreements; and the library participates in system delivery.
3. The library abides by the ILLINET Interlibrary Loan Code as well as other formal regional/consortial
agreements.
4. The library administrator, library staff, and library board members actively participate as members of
boards, committees, task forces, advisory councils, etc., at various levels, including the regional library
system, the Illinois State Library, and the Illinois Library Association, and bring a regional and statewide
perspective that envisions all types of libraries, not just their local library and library type issues.
5. The library, in cooperation with regional library systems and the Illinois State Library, promotes
statewide tax-supported public library service for every Illinois resident.
6. If a legally established public library currently does not meet the eligibility requirements for Illinois
State Library/Illinois Office of the Secretary of State grants, the library should work in cooperation with
its regional library system regarding grant eligibility and compliance.
Chapter 9 – Public Services: Reference and Reader’s Advisory Services
Reference Services
1. All basic services are available when the library is open.
2. The library has a reference service policy.
3. The library provides staff trained in reference service to meet the needs of patrons who have
challenges with disabilities, language, and literacy.
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4. The library participates in interlibrary loan and resource sharing to help provide accurate and timely
reference service.
5. The library is aware of the importance of accuracy in reference service and relies on information
sources of demonstrated currency and authority.
6. The library supports training in the use of technologies necessary to access electronic resources,
including training for persons with disabilities in the use of adaptive equipment and software.
7. The library provides easy access to accurate and up-to-date community information.
8. The library provides current issues of at least one community or local newspaper and retains hard copy
or online back issues for a minimum of six months.
9. The library provides access to local ordinances or codes of all municipalities within its service
boundaries.
10. The library provides access to local and state maps.
11. The library provides access to the minutes of local government meetings. These include but are not
limited to municipal (village, township, or city) and school board meetings.
12. The library provides voter information, including precinct boundaries and location of polling places.
13. The library provides information about local history and events.
14. The library has at least one current reference resource for each subject area.
15. Staff has access to a telephone or computer to receive and respond to requests for information and
materials and to contact other agencies for information.
16. Staff members are encouraged to attend at least one relevant continuing education event each year.
17. The library evaluates its reference service on an annual basis.
Reader’s Advisory Service
1. All basic services are available when the library is open.
2. The library has competently trained staff that has thorough knowledge of popular authors and titles.
3. The library maintains a well-rounded collection of both fiction and nonfiction titles.
4. The library participates in interlibrary loan and resource sharing to help provide accurate and timely
reader’s advisory service.
5. The library maintains a basic collection of reader’s advisory reference materials.
6. All staff members attend at least one relevant continuing education event each year.
7. Staff members who are responsible for reader’s advisory service in their library [strive to] join at least
one community organization, club, or council.
8. Staff members who are responsible for reader’s advisory service in their library attend at least one
workshop, reading roundtable, or continuing education event.
9. The library accepts and responds to reader’s advisory requests received in person, on the phone, or
electronically.
Chapter 10 - Programming
1. Library programs are provided free of charge, or on a cost recovery basis.
2. Library programs are located in a physically accessible location.
3. Provisions are made, as needed, to enable persons with disabilities to participate in the program. The
availability of these provisions is noted with other information about the program.
4. The library considers community demographics, special populations, and the availability of
programming from other social, cultural, and recreational organizations in the community when
planning and evaluating programs.
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5. The library presents educational, cultural, and recreational programs that reflect community needs and
interests.
6. Programming is designed to address the diversity within the community, to increase the awareness and
use of library resources and services, and to attract new users.
7. The library provides outreach programs to specific populations who cannot visit the library.
8. The library has programming that seeks to serve children and their caregivers.
9. The library has programming that seeks to serve young adults.
10. The library has programming that seeks to serve adults and senior citizens.
11. The library provides programs on library instruction for all ages. This includes online catalog and online
database training opportunities.
12. The library is encouraged to partner with other organizations to offer programs.
Chapter 11 - Youth/Young Adult Services
1. All basic youth services are available when the library is open.
2. The library provides staff trained in serving youth.
3. The library has policies towards serving youth which it reviews at least every two years, and youth staff
have input in these policy revisions and creations.
4. The library actively promotes respect for diversity and creates an inclusive, welcoming, and respectful
library atmosphere for all patrons.
5. The library provides staff trained in assisting youth with disabilities, language, and literacy barriers.
6. The library provides staff trained to assist youth with adaptive equipment and software as needed to
for accessibility of resources.
7. The library strives to eliminate barriers of service for youth, including regularly reviewing any content
restrictions, library card requirements, and Internet policies.
8. The library regularly, and at least annually, evaluates its services for youth with regard to popularity,
effectiveness, accuracy, timeliness, and patron ease. The library seeks input from staff serving youth—
as well as the community—regarding these services.
9. The library provides programming for youth which is developmentally appropriate and meets the needs
of the community.
10. The library’s programming is designed to reflect the needs and interests of youth in the community.
11. Library programs are provided free of charge or on a cost-recovery basis.
12. The library makes provisions that enable persons with disabilities to attend programming and lists these
provisions with other programming information.
13. The library considers community demographics, special populations, and the availability of resources
from social, cultural, and recreational organizations in the community when planning and evaluating
library services for youth.
14. The library strives to partner with youth-facing organizations in the community.
15. The library provides youth with research and information literacy instruction through tours, training
sessions, and one-on-one interactions.
16. The library has staff who have knowledge of popular authors, titles, and resources to provide these
services.
17. Youth staff have access to a telephone and computer to receive and respond to requests for
information and to contact other agencies.
18. Youth staff responsible for collection management have access to review journals and tools specifically
targeting youth materials.
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19. The library includes at least one current resource created and intended for youth for each subject area.
Electronic resources also fulfill this requirement.
20. The library provides computer access for all youth and provides guidance on digital literacy and
technology use to youth.
21. The library provides outreach services towards youth to increase awareness of services, attract new
users, and reach underserved populations.
22. The library strives to partner with and support local schools, including private schools and
homeschoolers.
23. Staff members are encouraged to attend as many continuing education workshops and events as
possible to stay current on trends and best practices for serving youth.
24. The library provides a space specifically for use by children and families.
25. The shelving used for housing children’s materials is appropriately sized to allow for easier access.
26. The library provides early literacy programming, including regular story time, for children and families.
27. The library provides programming which facilitates play and fun for children and families.
28. The library provides toys and interactive materials for use in the library, during programs, and/or at
home that facilitate play, fun, and imagination.
29. The library provides a summer reading opportunity to encourage reading and learning during the
summer.
30. The library provides a welcoming environment for young adults both individually and in groups.
31. The library provides developmentally appropriate programming for young adults that encourage self-
identity and positive interactions while providing opportunities to socialize and have fun.
32. The library provides materials both physical and digital for young adults that are intended for them.
33. The library partners with young adults in the community to provide opportunities for leadership such as
a young adult (or teen) advisory board, volunteer group, or other formal or informal opportunities.
Chapter 12 - Technology
1. Based on local technology planning, the library ensures adequate technological access and maintains
appropriate hardware/software that effectively accommodates both library operations and patron
need.
2. The library has:
a. a telephone, with a listing in the phone book;
b. a telephone voice mail and/or answering machine;
c. a fax and/or scanner;
d. a photocopier;
e. effective Internet access with sufficient capacity to meet the needs of both the staff and the
public;
f. library and/or departmental email accounts for patron communication with the library (the
library email account is reviewed and responded to during library hours);
g. an Americans with Disabilities Act (ADA) compliant library website that is updated at least
monthly;
h. up-to-date computers for staff and public access with sufficient capacity to meet needs;
i. up-to-date printers for staff and public access with sufficient capacity to meet needs;
j. up-to-date antivirus and Internet security software protection installed on every library
computer;
k. up-to-date Internet browsers, web applications, and plug-ins;
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l. a valid email address, accessible via the library’s website, for the library administrator; and
m. a website that includes basic library information such as hours, location, contact, official name
of library, and content required by the Open Meetings Act.
3. The library provides a sufficient number of patron-accessible workstations/devices on a per capita
basis.
4. The wait time for patron workstations does not exceed 15 to 30 minutes.
5. The library annually evaluates and, if necessary, updates its Internet connectivity options for service
impact and cost-effectiveness.
6. The library provides 24/7 remote access to library services and resources through:
7. a web-accessible library catalog;
8. an Americans with Disabilities Act (ADA) compliant library website that is updated at least monthly;
9. appropriate regional, state, national, and international bibliographic databases;
10. other authenticated electronic resources that are available for direct patron use; and
11. virtual reference service, and/or text messaging services, and/or a library email account.
12. The library staff must be:
a. computer literate;
b. trained to use and assist patrons in the use of electronic resources and materials; and
c. accessible via email and/or through messaging services.
13. The library provides or partners with other community agencies to offer its patrons instruction
(workshops, classes) in the use of computers, email, productivity software, and the Internet.
14. The library provides web links and access to regional and/or statewide initiatives including:
a. regional library system consortial web-based catalogs;
b. the CARLI academic library catalog (I-Share)
c. Illinois State Library-sponsored databases/e-resources; other electronic collections as available;
and
d. virtual reference service.
15. As an equal partner in resource sharing, the library inputs and makes its collection holdings accessible
for resource sharing within a regional, statewide, national, and/or international database.
16. The library has a board-adopted Internet acceptable use policy.
17. The Internet acceptable use policy is reviewed annually.
18. The library budgets for ongoing technology needs including but not limited to: hardware and software
purchases, upgrades, ongoing maintenance, services, and connectivity.
19. The library maintains, troubleshoots, repairs, and replaces computer hardware and software. This
ongoing maintenance is handled by trained library staff and/or via a contractual service agreement with
an appropriate service provider.
20. The library develops and updates, at regular intervals, a long-range/strategic plan for its future
technology needs. The plan is based on community needs and priorities.
21. The library continuously strives to improve its technological services, resources, and access. An ongoing
planning cycle includes a needs assessment that examines current and emerging technologies and
service enhancements including but not limited to:
a. wireless access (Wi-Fi);
b. Internet connectivity upgrades sufficient for patron and staff use;
c. networking (local area vs. wide area);
d. library Intranet;
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e.an Americans with Disabilities Act (ADA) compliant library website that is updated at least
monthly, highlights library services and programs, includes hyperlinks, is mobile compatible, and
is interactive;
f.patron self-checkout functionality;
g.new technologies/potential services; for example, social networking, makerspace, and mobile
apps;
h.current and functional meeting room technology;
i.adaptive technologies that accommodate service needs for persons with disabilities and special
populations, including but not limited to: accessible computer hardware, deaf interpreters,
language translators, open captioning; and
j.ongoing staff continuing education/training related to all aspects of technological services.
22.The library protects the integrity, safety, and security of its technological environment.
23.The library’s automated catalog and its components comply with current state, national, and
international standards.
24.The library is aware of E-rate discounts (telecommunications/connectivity services and/or Internet
access) as available through the Schools and Libraries Program of the Universal Service Fund,
administered by the Universal Service Administrative Company (USAC) under the direction of the
Federal Communications Commission (FCC).
Chapter 13 - Marketing, Promotion, and Collaboration
1.The library has a communications plan that supports the library’s long-range/strategic plan.
2.The library staff and trustees participate in two or more cooperative activities with other community
organizations.
3.The library’s services and programs are promoted in the community. Check the applicable publicity
methods.
a.flyers
b. brochures
c.website
d.newsletter
e.posters
f.banners
g.displays
h. podcasting
i.presentations
j.speeches
k.billboards
l.other
4.The library maintains at least one social media account.
5.The library invites local, state, and federal officials to visit the library.
6.The library’s website is updated at least monthly.
7.The board, administration, and staff conduct an annual library walk-through.
8.The board, administration, and appropriate staff visit other libraries.
9.The budget includes funds for public relations and marketing activities.
10.The library’s promotional methods and services are ADA compliant.
11.A designated staff member coordinates the library’s marketing efforts.
12.The library’s staff receives customer service and marketing training.
13.The library’s orientation for staff and trustees includes the library’s public relations, customer service
philosophy, library history, funding sources, and long-range/strategic plan.
14.The library surveys patrons and the community to judge awareness of the library’s programs and
services.
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