Library Board of Trustees - Regular Meeting

Goal 1- Inventory Control Technology, New PC's installation and County-Wide Initiative Implementing AI

S Specific Focus on technology in the workplace that deals with materials collections, staff and customer technology and future AI county issues. M Measurable Do inventory checklists and monitor new technology with installation. Communicate with IT about AI. A Achievable Something that will be part of monthly planning and daily monitoring. R Relevant The library has resources and systems that use technology. Technology is always changing. T Time-Bound This is a focus that will be for FY26-FY27. Things can be evaluated for a continuing goal for FY27-FY28. Notes: Inventory system was purchased with a Friend's of the Library grant. The system has been installed and staff members are being trained. All PC's and technology equipment is being upgraded for the library and will need to be monitored. This will be our first year working with County IT and good communication will be our key to success. County IT will keep department head's up to date on IT implementation.

Smart Goal 1

Completed a full inventory of materials at Minden by August 1 (ZC did a full scan) We will work on a second inventory scan using our wand in October 2026 We have a list of PC items on a purchase list We have been given an installation date of December 2026 IT has been working out the daily bugs with our vendors

Goal 2- Continue- Consistent Staff Communication & Development of Skills and Library Related Topics. Build Trust, Communication, and Reliability across All Staff

S Specific Actively cultivate a work culture based on trust, respect, and open communication. Take an active role in supporting the professional development of library staff. M Measurable Keep a calendar track of meetings and agendas. Set goals for staff to train one class every six months. Work on relationship building and guidance. Work culture. A Achievable Something that will be worked on a daily basis. R Relevant Good communication in a structured way will allow staff and management to work together efficiently. T Time-Bound This goal will be implemented all year in FY26 to FY27. This goal can continue into FY26 to FY27 if needed. Notes: This is a combined continuation of two SMART goals from FY25/FY26.

Smart Goal 2

We have hired two staff members who have MLS degrees One staff member will graduate with an MLS in December 2026 One staff promoted will be going through the state certification program Communicate in person, emails on hot topics- monthly staff meetings Met with staff for Fall 2026 planning events Talk daily and simply greet staff and look for issues

Goal 3- Evaluate Current Library Policies and Look for Updates and Revisions.

S Specific Read every policy and see if updates and changes are needed. M Measurable There are a certain amount of polices to review. Review them all. A Achievable Policies will be reviewed for options. R Relevant Keep the library policies present and updated towards the future. T Time-Bound This will be brought to the board for quarterly updates. Notes: Some policies will need small updates and others might need larger updates. NOTE: procedures will be included for staff but not for a board vote.

Smart Goal 3

Entire policy manual has been printed off and put in a binder. Ari has volunteered to work with me and she has done a scan as a second set of eyes. I will look for policy updates and bring changes to our January meeting for a read through. Motions can be made in our February meeting

Goal 4- Focus on the Current Strategic Plan and Plan for the Strategic Plan for 2028 to 2035

S Specific Monitor the current Library Strategic Plan M Measurable Monitor the year and progress A Achievable Look at goals set. Some rely on funding while others might rely on staff and programming. R Relevant Keep the library on current goals and progress. Update and adjust goals on a yearly basis. T Time-Bound The entire FY26/FY27 fiscal year. Possible to adjust in FY27/FY28 fiscal year. Notes: Continue moving forward with implementation of the Library's Strategic Plan. Provide quarterly written updates to the Board that include measurable progress, outcomes, barriers encountered, and any needed adjustments. Planning for the new Strategic Plan and working with University of Nevada at Reno.

Smart Goal 4

Future Strategic Planning meeting set for a board meeting in September. Evaluation of current Strategic Plan meeting set for October 13th We will look for trends and see what adjustments we can make

Goal 5- Continue- Cultivating Relationships with Nevada Library Community and American Library Association

S Specific Work with Nevada Library Association (NLA), State Library of Nevada and Nevada Library Directors. M Measurable Have quarterly contacts with NLA board. Work with the state library on seminars and materials. A Achievable This will rely on how active the NLA board is during the FY25/FY26 year. R Relevant Working with libraries in the and nationally keep us up to date on current trends and national issues. T Time-Bound The entire FY26/FY27 fiscal year. Notes: This is a continuing goal to strengthen engagement with the Nevada Library Association and other professional networks in the state. Explore opportunities for collaboration, advocacy, and resource sharing that benefit the library and staff. Added to this goal was the national Public Library Association and American Library Association.

Smart Goal 5

Public Library Survey due to the state in October Nevada Library Director meeting was in July 2026. This was a quarterly on-line meeting with all library directors in NV. Working with grant money possibilities for 2027 I will renew my Nevada Library Association membership

Annual Update No. 3 (2025)

Core Values (Unchanged from 2025 in 2026): Freedom of Access and Information, Stewardship and Accountability, Equitable Service and Treatment, Quality Service, Community Engagement, and Professional Development Mission Statement (Unchanged from 2025 in 2026): The Douglas County Public Library meets the informational, educational, recreational and cultural needs of the people of Douglas County by providing a comprehensive and high quality collection of materials, programs, services and technology. Vision Statement (Unchanged from 2025 in 2026): Over the next five years, the Douglas County Public Library is committed to the broader goal of building a truly literate and informed community where existing, evolving and changing individual educational, informational, recreational and cultural needs and wants are met. Strategic Goals, Operations, Programs, Resources, and Services (Significant Revision for 2026): OPRS Goals 1-6. Strategic Goals, Facility Improvements (Significant Revision for 2026): FI Goals 1-3. Strategic Goals, Community Outreach and Engagement (Slight Revision for 2026): COE Goals 1-5. Primary Issues for Year 4 of Implementation: Issues 1-4.

A New Five-Year Strategic Plan for the Douglas County Public Library, 2028 through 2033

The Planning Process (Potential Start in Early 2027): - Internal and External Stakeholder Small Group and One-on-One Interviews - Community Survey - Collection and Analysis of Various Socio-Demographic, Economic, and Housing Characteristics - Up to Four Strategic Planning Workshops - Development/Completion of a UCED Technical Report Four Separate Annual Evaluations and Updates: 2029, 2030, 2031, 2032 Total Cost: To be priced out as a part of a UCED Proposal/Scope of Work if Requested.

Introduction

Overview of the development of the five-year organizational strategic plan and the annual assessment process.

Local and Regional Socio-Demographic, Economic, and Housing Conditions

Analysis of Total Population, Median Age, Income, Poverty Rate, Unemployment, and Technology access.

Evaluating Overall Conditions in the Socio-Demographic, Economic, and Housing Characteristics

A Revised Strengths, Weaknesses, Opportunities, and Threats Analysis

Review of the Current Core Values

Review of the Current Strategic Mission Statement

Review of the Current Strategic Vision Statement

Review of the Current Strategic Goals

Evaluation of OPRS, FI, and COE goals.

Identifying and Selecting Primary Issues for the Fourth Year of Implementation

DOUGLAS COUNTY PUBLIC LIBRARY Statistical Report FY 2026-2027

Fiscal Year-to-Date and Monthly (July/August 2026) statistics for Circulation, Library Visits, Programs, and Attendance.

Circulation by Collection August 2026

Detailed breakdown of circulation by material type (Adult/Children's Fiction, Non-Fiction, DVD, etc.) for Minden and Lake Tahoe locations.

Digital Services Statistics (Hoopla and Overdrive/Libby)

Hoopla Total: 1425. Overdrive/Libby Total Circulation: 1,316.