HomeMy WebLinkAboutAgenda Item - 2026-05-19 - Number 07.1 - Proposed Library Site Selection and Existing Site Reuse Decisions 7.1
V —� 0
o�� E 0 COUNCIL REPORT
OREGO�
Subject: Proposed Processes for Library Site Selection and Existing Site Reuse Decisions
Meeting Date: May 19, 2026 Staff Member: Melissa Kelly, Library Director
Report Date: May 6, 2026 Department: Library
Action Required Advisory Board/Commission Recommendation
❑ Motion ❑ Approval
❑ Public Hearing ❑ Denial
❑ Ordinance ❑ None Forwarded
❑ Resolution , ❑X Not Applicable
❑ Information Only Comments:
❑X Council Direction
❑ Consent Agenda
Staff Recommendation: Provide direction to staff on the proposed processes for decision-
making and public engagement related to future library site selection and existing site reuse
decisions.
Recommended Language for Motion: N/A
Project/ Issue Relates To: Council goal to "Develop a strategy for an expanded and modern
library facility, prioritizing the West side of town and urban renewal funding options, allowing
it to serve as an all-ages and all-activities community center."
Issue before Council (Highlight Policy Question):
❑X Council Goals/Priorities ❑Adopted Master Plan(s) ❑Not Applicable
EXECUTIVE SUMMARY
Staff propose a two-track, three-phase public process over the coming year to support Council's
decision-making related to a future library site and reuse of the existing site. Staff is seeking
direction on the proposed project plan.
To successfully address both the future library and existing site, the two project tracks
recommended to run parallel are:
Respect. F,. PI'P,.,_P Trust. Se'vi.
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 2
• Identifying and narrowing options for a future library site
• Identifying and narrowing options for reuse of the existing site
The three phases proposed to work through these processes are, in brief:
• Criteria phase (June-July 2026): resulting in clear, adopted criteria for decision making
about future library site selection and reuse of the existing site
• Analysis phase (Aug-Dec 2026): resulting in a clear understanding of the pros and cons
of potential sites for a future library, and pros and cons of the top 3 reuse scenarios
developed by a community task force for the existing site
• Decision phase (Jan-Mar 2027): resulting in formal adoption of a top site, and backup
site, for a future library, and the formal adoption of a reuse recommendation for the
existing site
Each phase will include at least one study session with Council, opportunities for public
participation to shape the decision-making process, and a Council business item to formalize
key decisions.
LAKE OSWEGO PUBLIC
LIBRARY SITE DECISIONS
Existing Site Future Site
June-July 2026
Criteria Criteria
Analysis August- December 2026 Analysis
Reuse
Recommendation Site Selection
January-March 2027
Adopt Final Decision
BACKGROUND
Building Condition
Over 50 years ago, local voters approved a bond to construct a 35,000-square-foot library.
However, due to the inherent constraints of the site at 706 Fourth Street, the facility was
Respect. c - �i �r.,p Trust. :-i
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 3
ultimately built 23% smaller than voters approved, at only 27,100 square feet. The disconnect
between community need and physical capacity is a decades-old challenge.
Since 1983, the library has operated on this restricted footprint. During this time, the role of the
library in society has expanded significantly, shifting from a traditional book repository to a
vibrant community hub. Despite creative use of the space, the existing site can no longer
accommodate the growth in usage or the demand for new, diverse services.
The existing library facility has reached the limits of its useful life, with significant and
worsening seismic, water intrusion, building system, and accessibility deficiencies. These
conditions constrain safe, reliable, and equitable service delivery and will continue to escalate
over time, limiting the library's ability to meet core community needs and
expectations. Estimated costs to address current safety and maintenance needs are
approximately$10 million. While maintenance can extend operations in the short term, it does
not resolve core building limitations or the constraints of the site itself. A replacement strategy
aligns public investment with lifecycle value, risk reduction, and long-term community needs.
Council& Community Direction
Since 2022, as part of the annual Council goal setting process, Council has included a goal
around the need for an expanded library presence that would replace the failing building and
include the space and amenities to serve Lake Oswego's current and future needs. Council's
current goal pertaining to the library, adopted March 2026, is to "Develop a strategy for an
expanded and modern library facility, prioritizing the West side of town and urban renewal
funding options, allowing it to serve as an all-ages and all-activities community center."
In 2023, the City launched a comprehensive "Library Visioning Process" to define the library's
role for the next several decades. The process included input from nearly 3,000 residents, in the
form of a Library Visioning Task Force, community survey, and dozens of consultant-led
community interviews, open houses and focus groups. The process found that:
• The community's vision for the library centers around an accessible, adaptable, and
creative library that is responsive to both evolving user needs and the ever-changing
information landscape.
• Top priorities included addressing the library's facility needs, expanding services and
programs, improving communication and outreach to all residents, and increasing
accessibility and convenience.
• Expanding the physical footprint in a location that is proximate to west side residents is
crucial to achieving the community's vision, since library's existing geographic location
in the NE corner of its service area is not accessible for most residents. To address this,
different service models were recommended by the consultant and explored by staff,
including one large library that would be more centrally located, one large main library
with one small branch, and two sister-sized libraries.
Respect. Excellence. Trust. Service
N
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 4
When the findings and recommendations from the Library Visioning Process were presented to
Council on July 18, 2023, Council gave firm direction that the City cannot afford the long-term
operational costs of staffing and maintaining two locations, and that future work needs to be
focused on one large library proximate to west side residents.
Following the visioning process, the library adopted a strategic plan focused on four main pillars
to guide the direction of the department from 2024-2026:
• Serve People Beyond the Building
• Create Space to Expand Services
• Increase Awareness of the Library's Value
• Support Staff Wellbeing and Growth
Lake Oswego's 2025 community survey results highlight the top priority spaces that residents
feel are needed in a new facility, including:
• Multi-purpose rooms for large meetings, classes, storytimes, and events (79%)
• Indoor children's play area designed for learning through play (79%)
• Smaller rooms for meetings, workshops, or study groups (72%)
• Makerspace with tools and technology to create, invent, and learn (70%)
• Dedicated space for teens to socialize, study, and connect (70%)
• Auditorium space for speakers, events, concerts, and community performances (70%)
• Community outdoor space that connects to a public building (70%)
These spaces are consistent with what are now standard offerings in libraries in the region and
across the nation. This has been supported by research and firsthand tours of the region's new
libraries by the Library Advisory Board and staff, recognizing these spaces as both highly
functional today and adaptable for the future.
Community surveys and other forms of input have also consistently found that access to the
library's physical collections is highly valued and should be maintained.
As of 2026, the conversation has moved from "if" the library facility needs to be addressed to
"how" the City can best deliver a facility that matches the community's high usage and
expectations. A replacement strategy on a larger site is currently viewed as the only viable way
to provide the space and amenities—such as large-scale public meeting rooms, expanded
children's and teen areas, and a makerspace—that the 1983 building and constraints of the
existing site simply cannot accommodate.
When the Library Advisory Board presented to Council about community needs for the library
on January 20, 2026, Council reiterated their position that the City cannot afford to operate two
libraries. One adequately-sized main library, which will require a larger site, preferably in a
more central location proximate to west side residents, is their clear direction. Council also
made clear that fiscal responsibility and sustainability are key priorities for the future library,
and that robust public communications and public engagement to shape the project will be
essential.
Respect. Excellence. Trust. Service
N
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 5
DISCUSSION
In support of Council's goal to address community needs, staff are proposing a parallel two-
track, three-phase public process over the next 10-12 months to support Council decision-
making related to a future library site and reuse of the existing site. This approach builds on the
work plan previously approved in support of Council's goal to develop a strategy for an
expanded modern library. The approach is also informed by Council's feedback given at the
January 20 study session with the Library Advisory Board chair and Library Director.
Ultimately, this phased approach will establish clear decision-making milestones for the
Council, ensuring that the final strategy is grounded in technical feasibility, fiscal responsibility,
and community alignment.
Communications and public engagement plan
A communications plan for the project has been developed and will continue to be refined that
seeks to build community awareness and support for a future library facility investment. The
plan outlines communication goals, key messages, message sequencing and milestones, and
answers to frequently asked questions about library needs and site considerations. The plan will
support Council, staff, the Library Advisory Board, and other stakeholders to share consistent,
transparent messaging about the need for a future library on a larger site, the process the City
Council is using for decision making, and opportunities for public engagement.
Staff recommend that public engagement efforts are differentiated for each track:
• For future site selection technical work, robust communications with the public are
recommended to keep the community informed and invite participation in public
hearings. Once the top site and backup site are identified, there will be deeper public
engagement to right size the scope of services and the cost of the project, and to
further develop site and building design.
• For existing site reuse, staff recommend a community task force supported by an
experienced facilitator. This group would be charged with developing reuse scenarios
aligned with criteria set by Council. After presenting those scenarios to Council for
feedback, the task force would ultimately make a final recommendation to Council on
reuse of the site. The task force would include key community stakeholders including
First Addition neighborhood members, downtown business owners, youth, City board
and commission members, and a City Council representative.
Details of the proposed three phases
To prepare for the criteria phase, staff have appointed Hennebery Eddy Architects (HEA) from
the City's qualifications-based selection list to provide pre-building program research. This
Respect. Excellence. Trust. Service
N
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 6
information is necessary to understand facility and lot square footage needs on a future site.
The report will include a range of building scope options, with minimum and maximum square
footage estimates, to inform Council's decision about lot size criteria.
I. Criteria Phase (June-July 2026)
• June: Staff propose study sessions with Council to identify the criteria Council wishes to
apply to site selection and reuse of the existing site, respectively.
• July: Staff recommend a public hearing on the proposed criteria for future library site,
before Council proceeds to adopt that criteria. Staff also propose that Council adopt
criteria for reuse of the existing site and appoint a community task force charged with
developing reuse scenarios and ultimately making a recommendation to Council based
on the set criteria.
II. Analysis Phase (Aug-Dec 2026)
• August: Staff propose that the community task force begin its work with the support of
a consulting facilitator, to develop reuse scenarios for the existing site. At the same
time, sites that meet Council's criteria for a future library would be identified by staff.
• September: Potential sites for a future library would be presented to Council in a study
session.
• October: Staff recommend additional study sessions to provide Council with a deeper
analysis of the site options, including a presentation of the three reuse scenarios
developed by the task force.
• November: Staff propose public hearings to welcome community input regarding both
the analysis of potential future sites and the reuse scenarios for the existing site. At the
second November meeting, staff propose that Council narrow to 2 future site options,
and 2 reuse recommendations.
• December: Staff would work with an architect to further analyze the 2 future site
options, and the task force would reconvene to develop a final reuse recommendation
for Council consideration.
Ill. Decision Phase (Jan-Mar 2027)
• January: Staff propose study sessions with Council to more deeply examine what could
be built and what it would cost on the preferred sites for a future library, and to receive
the task force's final reuse recommendation for the existing site.
• February: Staff recommend public hearings to receive community input on the future
library options and on the existing site reuse recommendation.
• March: Council would be in the position to formally adopt a top site and backup site for
a future library, and to adopt a reuse recommendation for the existing site.
Respect. Excellence. Trust. Service
N
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 7
Staff structure
This work will be supported internally by a collaborative cross-departmental staff team. A
project manager is still being identified to support the Library Director. They will lead the
project on a day-to-day basis and work closely with the rest of the project support team. The
Library Director will provide the subject matter expertise regarding service priorities and
library-specific building functionality and adjacency needs.
The project support team will also include: the City Manager; the Deputy City Manager; the
Finance Director; the Economic Development and Redevelopment Program Manager; the
Director of Special Projects; the Communications and Public Relations Coordinator for the
Library; and later in the project, the Sustainability Program Manager.
Requests for proposals (RFP) will also be issued as the project progresses, for owner's
representation services starting with the pre-design/procurement phase, and for architectural
services.
ALTERNATIVES
Staff recommend this phased approach to provide a framework for prompting Council decision-
making, while maintaining intentional flexibility and opportunities for community feedback.
While a viable site may not be immediately secured by the conclusion of this process, the work
will provide staff with the direction and clarity needed to prioritize actions as site opportunities
emerge. Ultimately, this process recognizes that establishing a clear Council and community
direction is the only fiscally responsible path to address a facility that has reached the end of its
functional life.
This approach provides opportunities for public input to shape decision making, including a
community task force to develop a reuse recommendation for the existing site, to lead to a
stronger outcome. The proposed approach will also build community awareness and support
for a library facility investment and move to a future site, through a detailed and proactive
communications plan and through the series of Council presentations focused on this project.
A key consideration is the project timeline. Staff recommend this timeline to keep the process
of developing a replacement strategy for the library moving forward in a prompt manner.
There is a pressing need for site decisions to be made, given that the existing library facility is at
the end of its life and that future project phases will take additional years of work. That said,
the plan is designed to be flexible. Adjustments can be made to the timeline and/or different
or additional methods of public engagement can be incorporated, if Council deems that the
community needs more time or opportunities for thoughtful engagement or analysis.
Respect. Excellence. Trust. Service
N
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
Page 8
RECOMMENDATION
Provide direction to staff on the proposed processes for decision-making and public
engagement related to future library site selection and existing site reuse decisions.
ATTACHMENTS
1. 2025 Community Survey Results Executive Summary
2. 2025 Library Strategic Plan Report
Respect. Excellence. Trust. Service
503-635-0215 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
iiiiiiiii*
ATTACHMENT 1
/
••
'I
k
r
,
.11r,' ,- ii 7 i . tt? • . r
tin 1 ) . i' 1.1 ' .
I ':' f t
City Lake Oswego, Oregon
'' t ' 2025 City of Lake Oswego Resident Survey
-) Findings Report
ilk Submitted to the City of Lake Oswego, Oregon by:
I r ETC Institute
.' A ' 725 W. Frontier Lane,
��' I.
' it,x Olathe, KS 66061
.kr,
41 . November 2025
r . .$) A i; I,
r, .
,
.' , • •d
(-s., i
/' G 1
i .4 , /
r
or
1 i ,
W'aite
I
r
I1
Contents
Executive Summary
Section 1: Charts and Graphs 1
Section 2: Benchmarking Analysis 46
Section 3: ETC's Importance-Satisfaction Analysis 54
Section 4: Tabular Data 65
Section 5: Survey Instrument 123
•
0 Executive Summary
2025 City of Lake Oswego Resident Survey
Executive Summary
Overview and Methodology
ETC Institute administered a survey to residents of the City of Lake Oswego during the fall of 2025. The
purpose of the survey was to gather input from residents to help the City better understand community
priorities, guide the City Council in its goal-setting process, and gain deeper insights into specific policy
areas. This is the third community survey ETC Institute has administered for the City of Lake Oswego,
with the first one being in 2021.
The seven-page survey, cover letter and postage-paid return envelope were mailed to a random sample
of households throughout the City of Lake Oswego.The cover letter explained the purpose of the survey
and encouraged residents to either return their survey by mail or complete the survey online.
After households received the mailed survey, ETC Institute followed up with residents to encourage
participation. To prevent people who were not residents of Lake Oswego from participating, everyone
who completed the survey online was required to enter their home address prior to submitting the
survey. ETC Institute then matched the addresses that were entered online with the addresses that were
originally selected for the random sample. If the address from a survey completed online did not match
one of the addresses selected for the sample, the online survey was not counted.
The goal was to obtain completed surveys from at least 400 residents. This goal was accomplished, with
a total of 400 residents completing the survey.The overall results for the sample of 400 households have
a precision of at least+/-4.88% at the 95% level of confidence.
The percentage of "don't know" responses has been excluded from many of the graphs shown in this
report to facilitate valid comparisons of the results from the City of Lake Oswego with the results from
other communities where ETC Institute has conducted a citizen survey. Since the number of "don't
know" responses often reflects the utilization and awareness of city services, the percentage of "don't
know" responses has been provided in the tabular data section of this report.
This report contains:
• An executive summary of the methodology for administering the survey and major findings.
• Charts showing the overall results for all questions on the survey, including comparisons to the
2023 and 2021 survey.
• Benchmarking data that show how the results for Lake Oswego compare to other communities.
• Importance-Satisfaction analysis; this analysis was done to determine priority actions for the City
to address based upon the survey results.
• Tables that show the results of the random sample for each question on the survey.
• A copy of the survey instrument.
ETC Institute(2025) Page i
2025 City of Lake Oswego Resident Survey
Executive Summary
Residents Have a Positive Perception of the City of Lake Oswego
Overall, residents have a very positive perception of the City of Lake Oswego. Nearly all residents
surveyed (97%), rated the overall quality of life in Lake Oswego as "excellent" or "good", 95% rated the
City as an "excellent" or "good" place to live, and 95% rated the City as an "excellent" or "good" place
to raise children. In addition, 96% of residents feel safe in Lake Oswego, and 72%feel the City is moving
in the right direction.
Residents Are Satisfied with the Overall Quality of City Services
Twelve out of thirteen city services received satisfaction (a combination of"very satisfied" or"satisfied")
ratings above 50%. The highest rated services were overall quality of public safety such as police and fire
(95%), overall quality of parks properties and facilities (91%), and the overall quality of public library
services (88%). The lowest rated service was the overall quality of development services (38%).
The top three highest priorities for Lake Oswego according to ETC's Importance-Satisfaction Analysis for
city services were 1.) The overall quality of development services 2.) Overall quality for economic
development and 3.) Overall efforts to promote equity in the community. Improvements in these areas
will maximize the overall satisfaction among residents of Lake Oswego.
City Leadership, Communications, And Engagement
70%of residents are satisfied with the overall customer service by City employees and the overall quality
of local government services. The only city leadership, communications, and engagement service that
received satisfaction ratings below 50% was the City's effort in engaging diverse communities (45%).
Public Safety
The highest rated public safety services were overall quality of Lake Oswego Police protection (96%),
overall quality of Lake Oswego fire and emergency medical services (95%), and the visibility of Lake
Oswego Police in the community (88%). The lowest rated item was wildfire prevention and education
programs in the community (62%).
The one highest priority public safety item for Lake Oswego according to ETC's Importance-Satisfaction
Analysis was 1.) Wildfire prevention and education programs in the community.
Infrastructure
The highest rated infrastructure services were street sweeping on major City streets (79%),the condition
of street signs and traffic signals (77%), and the adequacy of street lighting along major roadways (75%).
All infrastructure items received satisfaction ratings above 50% and the lowest rated item was the
maintenance of neighborhood City streets (53%).
The top three highest priorities for Lake Oswego according to ETC's Importance-Satisfaction Analysis for
infrastructure services were 1.) Maintenance of neighborhood City streets 2.) Snow and ice response on
major City streets and 3.) Mowing and tree trimming along streets. Improvements in these areas will
maximize the overall satisfaction among residents of Lake Oswego.
ETC Institute(2025) Page ii
2025 City of Lake Oswego Resident Survey
Executive Summary
Growth and Development
The highest rated growth and development items were the variety of housing options (48%), the overall
quality for new development in Lake Oswego (47%), and the overall enforcement of local codes and
ordinances (42%). The lowest rated items were the ease of getting a permit (35%) and how well lake
Oswego is planning for commercial services and jobs (32%).
Resident feel the most "very difficult" and "difficult" items to currently do in Lake Oswego are having
your support system move the Lake Oswego (67%), moving to another home in Lake Oswego (48%), and
relocating to a larger home in Lake Oswego that fits your needs (46%).
According to ETC's Importance-Satisfaction Analysis for growth and development services all the items
on the survey received a high priority rating. This is an area of opportunity for Lake Oswego to improve
resident satisfaction.
New Community Center
Residents indicated that the items they need in the new community center are multi-purpose rooms
(79%), children's play area (79%), and meeting rooms (72%). The least needed items were a multi-
cultural space (60%), a café (59%), and a quiet space (47%).
The three items that residents feel they and members of their household would most need in a new
community center were multi-purpose rooms (30%), a performance space or auditorium (28%), and a
children's play area (28%).
Gas-powered Landscaping Equipment
55% of respondents indicated that they would support Lake Oswego adopting regulations that would
phase out the use of gas-powered yard and lawn care equipment. However, 45% of respondents
would not support this item. The City should continue to gauge support for this item and continue to
provide information to residents.
62% of residents would "strongly support" or "support" the City providing opportunities for residents
and business to learn about alternatives to gas-powered equipment and 56% of residents would
support providing City-funded financial incentives to support small landscaping businesses to switch
to battery-electric equipment, however only 51% of residents would support doing the same for
residents.
Conclusion
The City of Lake Oswego continues to demonstrate exceptionally high satisfaction across all areas
evaluated by residents. Strong perception ratings reflect a community where residents are pleased
with their quality of life and community. By leveraging the importance—satisfaction analysis, the City
can prioritize future improvements that align with resident expectations and sustain its record of high
performance.
ETC Institute(2025) Page iii
J, OSI•l,v ATTACHMENT 2
c° LAKE OSWEGO PUBLIC LIBRARY
-0 lie >....
STRATEGIC PLAN
�4/C L10-
IMPACI'
REpcIRT 2025
r'. '�//
41,,,,,00 _....„, __ 0,.,...0,010; I.L:_ii --,-.., - ,_ .,_
- i _&...'...1• -4A ',1.14� y �� ; ' r ' r
164 s
+ r r
.. - -K.- ' =‘ '.". 1-1:I`
t: , 44-11.1_ k.:, lin. t• Ir-
, 4
1 0
t�iii prl
�r ` �,
r
J
VIEW THE FULL 2024-
j" 2026 STRATEGIC PLAN
.v w h ww op.org strategicp an
Together, we inspire
• • discovery and cultivate
MISS Ion wellbeing by welcoming all
people to read, learn, and
connect.
0 1 SERVE PEOPLE BEYOND 02 CREATE SPACE TO
THE BUILDING EXPAND SERVICES
.l am I`, �t t , '�-
k„..,,..44 _ ,
._ ,
:..;...,..,. .,, ,, ,
i..- .. - , ., ,iti,... :,,10.,,; _
- -., :-.
. ..__ ..,..........
.._
. .4,,
•
.i��' a yid tauLl i, — '?,e�- .4 —.-_ MO
-,:..- .7.-...:,.. , ; 'f ' g - -- rio1/2,____ -, ,, , - -:. - ,
. .
_. . ,
_____ . 9 .:,:A,
4 V
tl - .-'1‘ q,
t y
STRATEGIC PRIORITIES
03 INCREASE AWARENESS OF04 STAFF WELLBEING AND
THE LIBRARY'S VALUE GROWTH
umirp..
• rt ,,L,'., .,,,,m\\\2_,,,, . , , i, ,
..... - ,1, ,\
.1
i,
........,,,,,,_ 0.. • .
i _
t ,.. -n,�y,, : ' , tin.
..., ,?..,:1:7 .,,„ ,....
„ .. . , -
_.
, . „:,, ,./... ,.. „,. ..., ..
..... totoi,,„.:.,./'' • !..' t I.;.1.'.....*.r..0,, I __.:1274C*:1:-..'i7:-"I.,:;
I! In . ,.- ,
- h'
\ -641124
roir , i,
1.1
- "r_ _. /1:iig ..!P NI711,
&II°
1 1 1 7 1 , , , ,
1 1 1 1 1 1 1 , ,
1 1 1 1 1 1 1 -1 1 ' •
I -4 + 7 -4 4 4 1 1 , ,
'-' _
t r
fI r, bt•
VoicesC
•
FROM THE COMMUNDY
I was facing significant hardship, on the brink of
homelessness and struggling with overdue rent here in
Lake Oswego. Mybusiness hadbeen stagnant for two
challengingg years. However, the exceptional resources
offered he library - the reliable internet access
both inside and in te parkinglot, the convenient
printing services, and th accessibility throughout the
p g tY g
week - became a lifeline. These resources were
instrumental in a complete turnaround for my
business. I conducted over 50 crucial online meetings
with clients worldwide, often working late into the
night from the library parking lot. Because of the
library's support, I was able to manage my finances,
off substantialp back taxes and eliminate over
pa 100 000 in debt. The library's� � vital role in this
transformation cannot be overstated; my current
flourishing business is a direct result of the support I
received. Thank you deeply for providingsuch an
invaluable communityrsource.
SUBMITTED ANONYMOUSLY
VIA EMAIL
A- A- A- 4- A- L
SERVEPEOPLE BEYOND
THE BULIDING
Li Expand service delivery and enhance access to library staff
and collections across the community.
1 .2 Utilize known, as well as emerging, technologies to enhance
digital access.
I ': "._ � --74111 Through new and existing partnerships,
6, ' outreach efforts engaged 6,477 community
members across 60 events, extending the
N
Library's reach beyond its physical space. A
of ' ' - major milestone was the launch of the
kr 1. a �. Librar 's new bookmobile, Rover. With an
/ y
�• � ADA accessible mobility ramp, onboard
= s
collections for all ages, and access to digital
tools, Rover brings a welcoming, barrier-free
Ob_ y1 I -4 y library experience directly in community
0 , spaces, including services for people
kk' experiencing food insecurity, living in
il: affordable housing and senior living.
•
LAKE OSWEGO VU6llC1iiM
1 r'
."ROVE{
6
Library Outreach L�,
r
Participants - *111116
` ' 0
Serving people beyond the building remained a central priority in 2025. By bringing Library
services, programs, and staff directly into the community, this work strengthened community
connections and reduced barriers to access.
Strategic focus remained on virtual program functionality and user
experience. YouTube livestream, hybrid events and recorded programs
4.^
Lake Oswego allowed increased participation. Notably, 400 online viewers accessed
READS HOWiO READA 900K the Lake Oswego Reads author event.
. .
IMPACT
, ,
„ ,
AND OPPORTUNITIES , ,' ,
,, , ,,
7 7 4 1
•\_, Programs delivered in community settings
.• ;: extended the Library's impact. In partnership with
the Adult Community Center, programs such as
x ' v Digital Dive and Senior Scholars were offered
r .,- ,flajtii
it 1 - offsite, increasing access to technology training
'' ., ' i f \ and lifelong learning opportunities. Library staff
: . • = !- - =` engaged with the community at the Farmer's
x Market, National Night Out event, Lake Oswego
School District Activities Fair, Palisades World
4. 1 _ _ Language School Clothing Swap, the Indoor
w .1 _ Playground, Teen Lounge, Earth Day at Mary's
Woods and nearly 30 school visits.
•
Additional strategies to increase access beyond the building
included a 25% increase in home delivery services, 25 % •••
expanding service to residents unable to visit the Library in Increase
ll
person. in Home
Delivery
These initiatives demonstrate the Library's commitment _oi •�• fb�•
to engaging residents everywhere, strengthening access, t7
connection, and learning beyond the building.
W riTIVI � .�t.:. :icioweGovue L._.‘c IIBRAR t
1map , , ,
PEE Os�� �yr1��., 9 F tit. : Sighlo ne. t`• -
•:W d_I,,..\ rio>
Through a competitive RFP process, the Library selected a vendor for future
hold lockers, which will introduce secure, self-service access points across O
the community. By 2027, these automated lockers will offer a convenient
way to allow patrons to pick up reserved materials 24/7 at strategically
placed locations throughout the City.
I.
A- A- A- A- i- ` ` ` I
< I- .- A.- A- A- ` 4. I
02 CREATESPACE TO A-A- A- A- ,
L L`L``
Lb- EXPAND SER
. . � A-
2. 1 Expand services to support learning and engagement for all
community members.
2.2 Conduct an updated Facility Needs Assessment to identify
gaps and opportunities.
2.3 Continue to develop and discuss service models with the
community, to align the scope of the model with the
community's desire to invest and the City's operating budget.
YOUTH PRIORITIES FOR A FUTURE "IDEAL" LIBRARY
The Library's strategic goal to expand services
focuses on creating space, both within our Quiet Study Areas
current building and through future planning, to
support the diverse needs of the community.
Technology and Innovation "I._ ZEI
Community survey input and feedback from 355
teens helped shape youth-focused programs and Creative and Makerspace 150
accessible, inclusive spaces for all ages,
positioning the Library as a modern resource for
the community's dynamic needs. Accessibility and Inclusivity
0 50 100 150 200
T
�a
4.
- ,,-
r , 1,•a` ,� �r
r 'i� fig` `- /_ :, .rta.0 _ !l. -
ya •_ a+-
1�, 4; -
G
- \et' . ' 1.140°
i : _ , ei..: f. 4. .
1s
d
-„,i:-L Iiiimik I 7 ' ' '
The Library was active in Juneteenth, Pride, Martin Luther King Jr. Day, Lunar New Year,
LOHS Asian Cultural Celebration, International Children's Day, and Earth Day celebrations.
Events were made possible by community partners, to welcome a larger number of
participants than the library space can accommodate.
IMPACT
AND OPPORTUNITIES
7 7
Collaboration with community partners and expanded services allowed the Library to serve
2,644 participants in multilingual, cultural, and accessibility focused programming. The
World Cinema Series advanced the Library's commitment to amplifying global cultures,
languages, and lived experiences while the World Languages Collection at the Library grew
to represent 40 languages. Diverse learning opportunities were added, with regularly
scheduled youth Storytimes in Mandarin and Spanish.
Making strategic use of existing spaces to
5 engage the community, the Library focused on
,( tvA
\ creating a more sensory-friendly environment in
:N 2025. Improvements include a sensory screen,
additional sensory items now clearly displayed,
i L and areas of dimmed lighting. Sensory-friendly
youth programs were added and the Library
— . collaborated with local senior living communities
to host low-vision resource support groups,
ensuring more members of the community can
fully participate in Library programs.
FAILING BUILDING INFASTRUCTURE BY FLOOR IN THE LIBRARY
BASEMENT -- 1ST FLOOR •-- 7W RC.
I i �...11 irrri ii
1.11.14-14
k�.o.d,....,.� «.. X
e.w,.n..<..w-.
A Facility Needs Assessment identified critical deficiencies in the current building that pose
ongoing safety risks and limit the Library's ability to equitably serve the community.
Concerns include significant seismic deficiencies, persistent water intrusion, and interior
deterioration causing debris to fall from the ceiling in the Children's Library. These issues are
compounded by failing building systems, including unreliable elevator service, deteriorating
flooring, and accessibility barriers like non-compliant parking and ramps. These conditions
restrict the Library's ability to serve the full spectrum of community needs. These challenges
underscore the opportunity to redesign the facility, creating spaces that are capable of
supporting current and future services at the Library.
we lov.,liorixeleor , sari -- -
Voices .
,...,_
,....- . __. s . ,,,,.„..,k.4. -
.._ ir ..... 4 0 -
00000100r_„1.0, .....; W.* ort.4:. .;..... ,.abst. __d
•
ow, ...._ I
r- FROM 1HEcOMMUNDY
•
The librarian who lead the
conversations was informative
and included everyone.
FIRST TUESDAY MUSIC ATTENDEE
EVENT SURVEY RESPONSE
First experience hearing this
instrument in person . Such a
rich sound.
FIRST TUESDAY MUSIC ATTENDEE
EVENT SURVEY RESPONSE
.0 t •t �- 7�� AjeNik-F7"i .
•
c'
Ifo 1 c e s _ •
_ eN u�A
(FA
't' Ill j — _.1.! i, . L.
---1 I 1' F ilk I li Vidilif litili
FROM THE COMMUNITY
The library is an essential experience every child deserves to
have, and an invaluable service to the community.
I can't understate the library's influence on the person I am
today. Being able to freely access books helped me become
fluent in English and developed my interest in writing. From a
fourth grader who was fresh to the States and didn't-know an
English, to the editor-in-chief of myhigh school newspaper, I y
hve he libraryto thank for thi dramatic transformtin
• -a',; 'C'-jai d
, ,,liv. - , .i-trik„...:
,1 : lie , qerk
.. 1 -- 2 7 i '''fz‘ ';'
fie s i
i ''
CLIO KOH
L.. VIA EMAIL
r
A- A- A- ` L ` ` ` 4
A-
03 INCREASE AWARENESS
OF UBRARY'S
3. 1 Share stories to increase awareness of library services,
brand and impact, as well as constraints facing the Library.
3.2 Engage the community to help spread the Library's value and
impact stories.
—.. - - -
•
- , Library programming further amplified impact.
LF, H>L. A total of 601 programs engaged 22,59711-11
�, •v participants. As demand for programs
�W ,`.gmlnrwa- T exceeded available space, 79 programs were
.'1bita.k lirop„ ',.y '11 , r p p g
f. hosted in community partner locations,
CAI - / \ reaching an additional 5,068 attendees.
Feedback from participants was systematically
collected to enhance responsiveness to
community voices.
�� Libraries in
Clackamas
�� County
Sustainability initiatives remained a visible and growing area of
lincc.org
value. The Library of Things checked out 7,163 items, promoting
resource sharing and waste reduction, while Seed Library ,
distribution increased by 15%. Participation in the Sustainability •
1 • r.
Fair, Repair Fair, and key initiatives like a Backyard Habitat garden
reinforced the Library's role in advancing the City Council's goals of
environmental stewardship and community resilience.
i
Increasing awareness of the Library's value remained a . ,.....r-- 4111111t,
key focus in 2025, supported by strategic 1 .
communication and strong alignment with City Council , ,
priorities. By reallocating existing resources, the Library
hired a dedicated Communications Coordinator, , , ._7• a a ,� ,� -
strengthening capacity to engage the community. Multi ' _ A
channel promotion drove strong engagement, with E, , --T a�
h
174,149 Library visitors and 3,653 new library cardsIli -- I
Tj it
issued. The Cultural Pass program provided 2,189 .-
visitors the opportunity to engage with local cultural
experiences at no cost. .' 1
IMPACT
, ,
AND OPPORTUNITIES1
7 4 1 1
,, ,
The Librarycontinued to bringyouth -
_ 11.,? f� '•
engagement and perspectives to the !
forefront. Youth programming reached . - oitb ' ,
f 1 ., y
12,868 participants, teen participation 11 ,44;
in the Summer Library Reading IA iiiiik.
I
Challenge increased by 14%, and
collaboration with the Teen Advisory - ,.,�.�` 411106, 7
Board began to shape messaging on ,
social media. J
Partnerships remain essential to raising
awareness of the Library's value. In 2025, the
' Friends of the Lake Oswego Library provided
• i,, Imo' "' critical fundraising support, including
._44
A------_- ‘
if j ,�_ !�— sponsorship for Lake Oswego Reads
1 programming featuring 32 events with 3,444
...- • • - , participants. Library volunteers also played a
vital role, contributing 10,814 hours to enhance
the Library's capacity to serve the community.
These accomplishments were achieved alongside ongoing constraints, including growing
community needs and space limitations. The Library prioritized adaptable service models,
strategic partnerships, and enhanced communication to maximize impact and strengthen
public awareness.
giuk Ow ii,VIM
711111111.111.1.
) 1::
' mr
_ , i . r 111 �.• m ,eor.i4 a
,r..
Sri' ► • i
4 i Trel: ,._-.:
"I 'i ' +',..4. C4 '
r 1, 1_ 0�, , ,......, Al j r•ii.i M,
ls,„ " ' ; , 1 kle- IV
, , -N Y I ,k
� A- A-
A A- I- .1.- I,- A- A- A.- A.
P RT STAFF :56.°21,iiiiir SU PO
WELLBEING & G
4. 1 Hire and support staff to serve all residents and their diverse
needs.
4.2 Provide learning and development opportunities and sustainable workloads
to ensure staff are highly knowledgeable, engaged and supported in
serving the community
Together, these strategies demonstrate the Library's commitment to professional growth, staff
wellbeing, and a collaborative, inclusive workplace that ensures Library staff are empowered to
deliver impactful services for the community.
The Library is committed tom
ensuring that staff are highly
trained and engaged in serving
all users of the community. Central c g
to this commitment are continuing ' ' r.t �o c '` '# ,
education and professional t t `i+�F ' ' 1-, ' J V.'it itf 9''V�,
development opportunities, and ,
P
an inclusive and innovative w
workplace culture that empowers `- '
staff to thrive.
lb. II
y'' 'r , ,,,, ! Employee Satisfaction 1
r,6,.......11...
io ,
1, . il r `-` Fair
1 a tILA&I try 1
_`_y_g Excellent
1 �� Sri 1 44.3%
04111
1 I 4 l Good
' 1 wl ; , 43.1%
?d,� � �A ./,
1 .
J
Strengthening internal communication remains a focus. Shared information tools, cross-
training sessions, active participation in monthly all-staff meetings and staff committees
help staff promote emerging initiatives across the library and effectively connect
community members with staff expertise.
IMPACT
AND OPPORTUNITIES
UPPortSta Staff participated in regularly scheduled
Wellbein ff "r and support"'"`°seve�iretldent„. trainings and professional development
9 and • „°ra,,• ,,„•....,r , ,;,,,.,..
Growth °^de,u„,:,«T.. sessions, including many that focused on
inSuccessdaces -" -`" helping staff develop cultural competencies
increased inclusive
on.s Provide learn a
an inclusive an. "� nd develo0nsens oppdtunnle
culture;increa :r'"'fehi�hh'kno 'd`eaWe,enp�ed and t�. and serve the diverse needs of residents.
and staffing le..: off • Provdror:wr.n,e,r;•st ,>rr, -
capacity ond • Training topics included improving the
[us ytsery
library experience for neurodiverse patrons,
microaggressions, trauma informed care,
bystander intervention, de-escalation, and
responding to sexual harassment. Staffff regularly practiced safety drills and
completed training to stay current on
• changes in technology.
Attendance at the NW Public Employee Diversity Conference, Oregon Library Association
Conference, and Association of Bookmobile and Outreach Services Conference further
supported learning in areas of equity-focused policy writing, intellectual freedom, youth
program development, outreach services, expanding community partnerships, and more. A
cohort of staff also participated in a statewide series on cultivating an inclusive work
environment. Participation in unique local programs like Lake Oswego University and
Leadership Lake Oswego also offer staff with opportunities for personal and professional
growth.
rr
Recognizing that healthy, supported
staff are essential to serving the -'
diverse needs of the community `
opportunities for staff-led projects g «It•_f. d
and feedback mechanisms to ensure
staff ideas help shape programs _
and services for the community, are
key. Participation in wellbeing
programs and team-building 100
activities further supports
engagement and morale.
To ensure a diverse, inclusive workforce that reflects the community, the Library
continues to review staff recruitment, selection, and onboarding processes. These
ongoing efforts are designed to attract and retain a talented, diverse workforce
that is equipped to meet the full range of community needs.
f II •• ;
Voices
-„r i .
0 )
h i I ii. r.4'1 40
' i ' li , , r....__
1 ii ,
- .
, - , i! ,. , I,
. =
t w
Asetif _' ! ka . .
ide
FROM THE COMMUNIY
a r
As a member of the Lake Oswego community, I
cannot express enough how invaluable the Lake
Oswego Library is, particularly for families with
young children. The children 's programs, including
story time and the Lego club have been
instrumental in fostering a love for learning and
creativity in our family. Moreover, the Library of
Things offers a unique opportunity for children to
explore various interests and hobbies. The library
serves as more than just a place for books; it's a
vibrant third place where families gather, connect,
and grow together. We are very grateful to have
this gem in our own backyard.
�' Y
LAMERICA & FRANCIS GELLCI
VIA EMAIL
I
A
A- ` ` ,
4-
MESSAGE FROM THE
a 4-
DIRECTOR
At the Lake Oswego Public Library, we are fortunate to serve a community that deeply values its
library. Every day, people of all ages are reading, learning, and connecting both within our walls
and beyond. The Library is a space where discovery and wellbeing are accessible to all, shaped by
the thoughtful input of community members, the generosity of volunteers, the guidance of advisory
groups, and the dedication of our staff, who are committed to meeting the diverse and evolving
needs of our community.
In 2023, a community visioning process was conducted to identify long-term needs for the Lake
Oswego Public Library. Extensive community input, combined with a framework developed by a
Council-appointed task force, shaped the 2024-2026 strategic plan. This report highlights our
progress on the current plan and demonstrates the impact of initiatives across the four key areas of
focus:
• Serve People Beyond the Building
• Create Space to Expand Services
• Increase Awareness of the Library's Value
• Support Staff Wellbeing and Growth
In 2024 and 2025, additional input was gathered through seismic and facilities assessments, a
Teen survey, Library Advisory Board work groups, and a comprehensive community survey. That
survey reflected high satisfaction with library services and identified the library facility as a top
priority for attention from City Leaders, followed by the Library as a community builder and hub.
Guided by these insights, we continue to meet today's needs while planning for tomorrow.
This progress report demonstrates what we have accomplished, where the Library is advancing
community priorities, and opportunities for continued impact within the current strategic plan.
Thoughtful, community-informed solutions continue to guide our path forward. Thank you for being
part of what comes next.
With gratitude,
Melissa Kelly, Library Director rf
__
, ,
, , ,
1 1 1 1 1 ,
1 1 1 1 1 1 1 1
I + + 7 7 4 4 4 1 , ,
CJCJCJCJJ_J_-`-
JJJJ,+ J,.,-,4,
J J J J J J AA A
4 J J -4 a 4 , .
a a
4 a , , A .
HELP SHAPE THE
LIBRARY'S NEXT
STRATEGIC PLAN
0 ' T ' SHARE YOUR
: In #11 IF •
IDEAs•
• ••• Jr' • •
' D • 1
. . 1• •
6114 TESTIMONIAL.TO/LIBRARY-EXPLORE-WHAT-IS-POSSIBLE
REC
0 LIBRARYVISIONING@LAKEOSWEGO.CITY
706 FOURTH STREET
LAKE OSWEGO, OR
97034
2\O Mir
P co
GREGO� G���C L1gPP�