Request for Proposal for Strategic Planning Consulting Services
Project and General Information
The Clearview Library District is excited to announce the release of this Request for Proposal ("RFP") for Strategic Planning Consulting Services. This RFP is issued to engage qualified consultants to facilitate the development of a new, sustainable five-year strategic plan that focuses on programming, outreach, facilities, and innovative services. The plan shall align with our mission statement: “Cultivate curiosity, enlighten the mind, strengthen the community,” and account for the hypergrowth and increasing demand for services throughout our service communities.
Submit all questions and proposals electronically via email to Erica Rose, Library Director, at director@clearviewlibrary.org.
Deadline for Submission: No later than Friday, April 24, 2026
Submit Questions By: Monday, April 13, 2026
Below are the questions we have received from potential consultants, along with our responses:
Q: What constituencies are you hoping to serve? Are there new demographics you hope to reach, or specific multicultural and language access needs to consider?
A: We are looking to create services for our rapidly growing active senior population, and we know that there is a huge appetite for programs with our young families. Though we serve what is considered a very affluent area, we also know that we have pockets of vulnerable populations that could use support and services (particularly ESL families). We are currently working with a demographer to analyze current and projected community data. Our SP consultant will have full access to this report.
Q: Budget: What is the anticipated budget range for this project?
A: We anticipate costs of $30,000-$40,000.
Q: How tied are you to the timeline? Is there any flexibility?
A: We hope to have the final deliverable in hand by the end of October, but the timeline may be pushed one month (maximum) if there is a compelling reason to do so.
Q: Does the Library District have a preference for a consultant who is local to the area?
A: Per our Procurement Policy, we give a preference to local vendors. However, this is only one selection criterion, and it does not outweigh the other selection factors.
Q: Approximately how many in-person engagements does the District anticipate throughout the project (e.g., meetings, data collection activities, and presentations)?
A: The number of meetings is negotiable, but at a minimum, we anticipate 2-3 working sessions with the community and stakeholders, and monthly or bi-monthly meetings with the committee and library leadership.
Q: The RFP notes that the plan should be in "alignment with the District’s strategic priorities." Are these pre-existing priorities that have already been identified, or will the strategic planning process include defining those priorities?
A: A bit of both. Some of our identified strategic priorities are as follows:
- We are ready to develop an updated Long Range Facilities Plan to prepare for the significant projected growth in our communities. We also hope to create targeted services for our rapidly growing active senior population. Additionally, we know that there is a huge appetite for programs with our young families that will continue to grow.
- We desire to invest and grow our community engagement and strategic partnerships, along with innovation in the realm of supporting digital literacy and experiences.
- We have pockets of vulnerable populations that we want to support (particularly ESL families).
Q: The RFP states that the final strategic plan should be suitable for public presentation on the website. Are you envisioning a designed, publication-ready document (e.g., visually formatted report), or would a clean, accessible document format be sufficient?
A: Our expectation is a final strategic plan that is professional, public-facing, and ready for posting on the District’s website. We are not requiring a separately designed publication-style report, but we do expect high-quality visual presentation, clear organization, and formatting that supports readability and navigation. The final plan should be suitable for sharing as an accessible PDF, and an editable source version is preferred for internal use. Presentation materials may be included to support communication of the plan, but should not replace the final written document. Any additional design-forward or web-summary materials may be included as a value-add.
Q: What are your expectations regarding in-person participation? For example, are there specific milestones (e.g., kickoff, community engagement sessions, board presentations) where on-site attendance is preferred or required?
A: This is open to negotiation, but in-person attendance at the kickoff and final presentation is preferred.
Q: How would you prefer travel expenses to be reflected in proposals—should they be included within the overall fee or itemized separately?
A: These costs should be included in the overall fee.
Q: We understand from your materials that the District has been conducting research and data collection in preparation for this plan. Could you share more about the progress to date and how you envision that work informing the strategic planning process moving forward?
A: We are currently working with a demographer to analyze current and projected community data. Our SP consultant will have full access to this report.
Q: What level of participation from the Board of Trustees and senior staff is expected throughout the process (e.g., working sessions vs. milestone reviews)?
A: Our board of trustees designates a Strategic Planning Committee (2 people) that will be involved in the process. Their level of involvement likely depends on the time commitment attached to the methodology. I anticipate their presence at at least 1-2 working sessions and milestone review.
Q: Are there specific stakeholder groups that have historically been underrepresented or difficult to engage that you would like prioritized in this process?
A: The largest difficulty is getting a non-library user to participate (and we are hungry for their feedback). Additionally, we would like to see representation and participation from the West Greeley community we serve. Finally, we have pockets of vulnerable populations that we want to hear from and support (particularly ESL families).
Q: What internal data sets, prior planning documents, or community studies are already available to inform this process?
A: We are currently working with a demographer to analyze current and projected community data. Our SP consultant will have full access to this report. Additionally, you can find our previous strategic plan (and addendum) on our library website.
Q: Are there peer library systems or models the District particularly admires or wants to learn from?
A: High Plains Library District, Anythink Libraries, Poudre River Library.
Q: How does the District anticipate using the plan once completed? For example, will it directly inform budgeting, staffing, or capital decisions?
A: All of these, along with annual goal-setting.
Q: What has worked well, and what has been challenging, in implementing previous strategic plans?
A: The last strategic plan was only a two-year plan, and there is a collective desire for a more robust, five-year plan. Additionally, staff feedback and perspective were overlooked in the last plan, and this was detrimental.
Q: Are there any fixed milestones (board meetings, budget cycles, community events) that should shape the planning timeline beyond the October delivery date?
A: The 2027 budget first reading is on October 29. Budget planning will begin in earnest in September.
Q: Are there anticipated scheduling constraints during summer months that could affect participation?
A: The library’s Summer Adventure Plan may impact staff availability, and bandwidth, and can also make scheduling with the community a bit tricky due to heavy travel.
Q: What distinguishes a “high scoring” proposal in your view beyond meeting baseline requirements?
A: A compelling methodology that emphasizes collaboration, listening, and an awareness of our communities. A competitive price will also be a key factor.
Q: Are there specific qualities or experiences in a consultant that the District values most for this engagement?
A: Library expertise and previous strategic planning experiences for organizations of our size.
Q: How would you describe the District’s current capacity (staff time, leadership bandwidth) to support the planning process?
A: We are handling several large projects, but will prioritize the Strategic Plan. Regular meetings can be accommodated, but need to be scheduled in advance to account for busy and varied schedules. Significant work outside of meetings will be more challenging to accommodate.
Q: Are you also interested in an evaluation and possible redevelopment of the library's mission/vision/values?
A: At this time, we do not feel that is necessary. We recently completed some values work internally, and our mission statement continues to serve us well, though it is possible that “mission statement review" will be identified as a part of our new plan.
Q: Is the library able to provide interpretation and translation services, or, if needed, should the consultant provide those services?
A: The library is able to procure interpretation/translation services.
Q: Does the Library use any market segmentation services, such as Orange Boy, Library IQ, or Claritas?
A: Yes, we use both Orange Boy and Library IQ.
Q: Are the final presentations to staff, Library Board, and community expected to be separate sessions?
A: Yes, separate final presentations for staff and stakeholders is anticipated. However, these could be stacked on the same day.
Q: Is the library open to optional services in addition to a core scope of work?
A: Yes.
Q: How would you like the Colorado Public Library Standards to be reflected in the planning process? As a sort of benchmarking tool?
A: Yes. We have completed a comprehensive review of the standards with our Board, identifying areas in which we have opportunities for growth. We have carefully documented this, and the Board has used this information to drive goal-setting for the year. Our consultant will have full access to all of this information.
Q: How do you see the recent Organizational Structure & Effectiveness Study impacting the strategic planning process, if at all?
A: The results of our organizational study emphasize some new roles that will allow us to focus on community engagement, partnerships, digital literacy, and innovation.
Q: What did you especially like or wish was different about your last strategic planning process?
A: The previous planning process did not leave much room for staff feedback. The community participation is something we liked very much and hope to hold onto, but balance it with feedback from our staff and stakeholders.
Q: Do you have an incumbent who provides similar services to those described in the RFP? If yes, what advantage, if any, would such a vendor have in competing for the current project? What was most and least useful about the experiences?
A: We will be considering all proposals equally. An organization who demonstrates an understanding of our communities, and/or organization will be appealing.
Q: Who do you consider your key competitors?
A: As a public library, we don't look at key competitors. Rather, we look to see how we can support needs and information consumption behaviors across our communities, as well as partner with community organizations to enhance the quality of life for our patrons.
Q: May we include references and hyperlinks to electronic resources, e.g, to web pages in the proposal?
A: Yes.