Library Subcommittee

Agenda Royal Oak Public Library Board of Trustees Subcommittee Meeting Tuesday, February 17, 2026, 7:00 p.m. Royal Oak Public Library 222 East Eleven Mile Road Royal Oak, MI 48067 Subcommittee: Anyone planning to attend the meeting who has need of special assistance under the Americans with Disabilities Act (ADA) is asked to contact the city clerk’s office at 248-246-3050 at least two (2) business days prior to the meeting. Pages 1. Call to Order 2. New Business a. Action 2 Review and discuss the original strategic plan draft and the revised version, make revisions as needed and and submit the draft to the board for approval. 3. Adjourn STRATEGIC PLAN 2026-2028 Page 2 of 21 Table of Contents Introduction 3 Process Timeline 4 Purpose Statement 5 Strategic Directions 6 Next Steps 10 Page 3 of 21 Introduction Royal Oak Public Library (ROPL) is an invaluable cornerstone of the community. The library offers a wide variety of resources and programs, selected and developed by knowledgeable staff. Spaces and materials inspire creativity and collaboration, along with quiet reflection and study. To align their goals with the evolving priorities of the community, the library has undergone a comprehensive strategic planning process with feedback from the community and stakeholders. By implementing a new strategic plan, ROPL will renew its efforts to: Foster community connections and provide valuable patron experiences, Champion accessibility and inclusion through evolving services and space, and Cultivate an internal culture of growth, learning, creativity, and innovation. Royal Oak Public Library initiated a strategic planning process starting in early 2025. Fast Forward Libraries LLC was engaged in June 2025 to facilitate the planning process in three phases: Learn, Dream, Do. The Learn phase entailed gathering community feedback through a survey, focus groups, and interviews. Board and staff feedback was collected through a survey, as well. In the Dream phase, the Board and staff held workshop sessions to discuss possible future pathways for the library. This document includes the strategic directions and goals that will guide ROPL through the Do phase, as the library executes its vision for the future. 3 Page 4 of 21 Process Timeline June 2025 - January 2026 The Planning Team spent months learning about community needs and developing strategies to advance the library's impact over the next three years. Planning Team June Kick-off Community June to October Input and Learning Report Workshop November Sessions Plan Development December and Review Present to the January Board, Transition to Implementation Page 5 of 21 Purpose Statement 1. We empower and inspire our community by connecting people through welcoming and inclusive spaces, diverse resources, and meaningful experiences. 2. We empower our community to learn, connect, create, and grow with welcoming spaces, diverse resources, and inclusive experiences. 5 Page 6 of 21 Strategic Directions Foster community connections and provide valuable patron experiences Champion accessibility and inclusion through evolving services and spaces Cultivate an internal culture of growth, learning, creativity, and innovation 6 Page 7 of 21  FOSTER COMMUNITY CONNECTIONS AND PROVIDE VALUABLE PATRON EXPERIENCES We collaborate with local partners to connect our community to needed resources. By expanding the library’s communications, we raise awareness of library services and reach out to meet the community where they are. GOALS: 1.1 Connect with our community and engage local partners to better reach new audiences. 1.2 Implement new communication and marketing strategies to better inform the community of all the library offers. 1.3 Strive to consistently provide meaningful patron experiences that meet individual and community needs. POTENTIAL OUTCOMES: Staff form strong community relationships Community organizations think of the library as a go-to partner Community members are more aware of what the library offers Increased overall library usage Patrons feel their feedback is valued and acted upon Library data and patron feedback drive decision making 7 Page 8 of 21  CHAMPION ACCESSIBILITY AND INCLUSION THROUGH EVOLVING SERVICES AND SPACES We provide accessible spaces where people can meet, work, and play. Our innovative collections and technologies meet our community‘s needs, and our inclusive programs and services provide information, entertainment, and cultural appreciation. GOALS: 2.1 Provide welcoming, safe, and comfortable facilities that allow patrons to use the library with minimal barriers. 2.2 Improve overall accessibility to ensure patrons can easily access collections and services. 2.3 Evaluate and reimagine programs and events to meet evolving community needs and interests. 2.4 Build and maintain an exceptional collection designed to anticipate and exceed the evolving expectations of the community. POTENTIAL OUTCOMES: Patrons are comfortable and experience a sense of belonging at the library Patrons report ease of access to the library and resources Increased overall program participation Variety in programs reaches more 8 segments of the community Page 9 of 21  CULTIVATE AN INTERNAL CULTURE OF GROWTH, LEARNING, CREATIVITY, AND INNOVATION We aim to provide a vibrant internal culture where staff can learn and grow. Our staff members support excellent customer service and are the heart of our library services to the public. GOALS: 3.1 Provide professional development and learning opportunities that enhance skills and facilitate growth. 3.2 Leadership empowers staff development and well-being through ongoing evaluation, support, and engagement. 3.3 Align decision making with usage data and patron feedback. POTENTIAL OUTCOMES: Patrons report excellent customer service Staff are confident in their roles Staff express satisfaction with collaboration Staff optimize their skills in their job performance Continuous improvement practices used 9 Page 10 of 21 NEXT STEPS Implementation and Evaluation Now that the vision, mission, strategic directions, and goals have been adopted by the Royal Oak Public Library Board, staff will develop an activity plan to guide implementation. Implementation is a continual process. The timing of certain activities will be determined by priority and influenced by various factors, such as funding and other resource allocation. Review and adjustment of the activity plan will happen on a regular basis. Evaluation of progress towards the goals will be ongoing once the plan implementation is underway. The status of activities and progress towards goals will be reported regularly to Trustees and stakeholders. 10 Page 11 of 21 STRATEGIC PLAN 2026-2028 Page 12 of 21 Table of Contents Introduction 3 Process Timeline 4 Purpose Statement 5 Strategic Directions 6 Next Steps 10 Page 13 of 21 Introduction Royal Oak Public Library (ROPL) is an invaluable cornerstone of the community. The library offers a wide variety of resources and programs, selected and developed by knowledgeable staff. Spaces and materials inspire creativity and collaboration, along with quiet reflection and study. To align their goals with the evolving priorities of the community, the library has undergone a comprehensive strategic planning process with feedback from the community and stakeholders. By implementing a new strategic plan, ROPL will renew its efforts to: Foster community connections and provide valuable patron experiences, Champion accessibility and inclusion through evolving services and space, and Cultivate an internal culture of growth, learning, creativity, and innovation. Royal Oak Public Library initiated a strategic planning process starting in early 2025. Fast Forward Libraries LLC was engaged in June 2025 to facilitate the planning process in three phases: Learn, Dream, Do. The Learn phase entailed gathering community feedback through a survey, focus groups, and interviews. Board and staff feedback was collected through a survey, as well. In the Dream phase, the Board and staff held workshop sessions to discuss possible future pathways for the library. This document includes the strategic directions and goals that will guide ROPL through the Do phase, as the library executes its vision for the future. 3 Page 14 of 21 Process Timeline June 2025 - January 2026 The Planning Team spent months learning about community needs and developing strategies to advance the library's impact over the next three years. Planning Team June Kick-off Community June to October Input and Learning Report Workshop November Sessions Plan Development December and Review Present to the January Board, Transition to Implementation Page 15 of 21 Purpose Statement We strive to be a best-in-class library where our community is empowered to learn, connect, create, and grow. 5 Page 16 of 21 Strategic Directions Foster community connections and provide valuable patron experiences Champion ease of access and community-wide engagement through evolving services and spaces Cultivate an internal culture of growth, learning, creativity, and innovation 6 Page 17 of 21  FOSTER COMMUNITY CONNECTIONS AND PROVIDE VALUABLE PATRON EXPERIENCES We collaborate with local partners to connect our community to needed resources. By expanding the library’s communications, we raise awareness of library services and reach out to meet the community where they are. GOALS: 1.1 Connect with our community and engage local partners to better reach new audiences. 1.2 Implement new communication and marketing strategies to better inform the community of all the library offers. 1.3 Strive to consistently provide meaningful patron experiences that meet individual and community needs. POTENTIAL OUTCOMES: Staff form strong community relationships Community organizations think of the library as a go-to partner Community members are more aware of what the library offers Increased overall library usage Patrons feel their feedback is valued and acted upon Library data and patron feedback drive decision making 7 Page 18 of 21  CHAMPION EASE OF ACCESS AND COMMUNITY-WIDE ENGAGEMENT THROUGH EVOLVING SERVICES AND SPACES We provide versatile spaces where people can meet, work, and play. Our innovative collections and technologies meet our community‘s needs, and our varied programs and services provide information, entertainment, and cultural appreciation. GOALS: 2.1 Provide welcoming, safe, accessible, modern, and comfortable facilities that allow patrons to use the library with minimal barriers. 2.2 Develop ways to make our collections and services more intuitive to navigate. 2.3 Evaluate and reimagine programs and events to meet evolving community needs and interests. 2.4 Build and maintain an exceptional collection designed to anticipate and exceed the evolving expectations of the community. POTENTIAL OUTCOMES: Patrons are comfortable and experience a sense of belonging at the library Patrons report ease of access to the library and resources Increased overall program participation Variety in programs reaches more 8 segments of the community Page 19 of 21  CULTIVATE AN INTERNAL CULTURE OF GROWTH, LEARNING, CREATIVITY, AND INNOVATION We aim to provide a vibrant internal culture where staff can learn and grow. Our staff members support excellent customer service and are the heart of our library services to the public. GOALS: 3.1 Provide professional development and learning opportunities that enhance skills and facilitate growth. 3.2 Leadership empowers staff development and well-being through ongoing evaluation, support, and engagement. 3.3 Align decision making with usage data and patron feedback. POTENTIAL OUTCOMES: Patrons report excellent customer service Staff are confident in their roles Staff express satisfaction with collaboration Staff optimize their skills in their job performance Continuous improvement practices used 9 Page 20 of 21 NEXT STEPS Implementation and Evaluation Now that the vision, mission, strategic directions, and goals have been adopted by the Royal Oak Public Library Board, staff will develop an activity plan to guide implementation. Implementation is a continual process. The timing of certain activities will be determined by priority and influenced by various factors, such as funding and other resource allocation. Review and adjustment of the activity plan will happen on a regular basis. Evaluation of progress towards the goals will be ongoing once the plan implementation is underway. The status of activities and progress towards goals will be reported regularly to Trustees and stakeholders. 10 Page 21 of 21