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LOOKING AHEAD:

SOMEWHERE PUBLIC LIBRARY STRATEGIC


PLAN
2013-2018






BREE ANDERSON, ERYN CAMPBELL,
CHELSEA OUTLAW, BECCA PAQUETTE,
AND STEPHANIE WHITEHEAD

LI 805 APRIL 2013
Somewhere Public Library | Strategic Plan 2

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...................................................................................................................................................... 3
ORGANIZATIONAL PROFILE .............................................................................................................................................. 4
OVERVIEW .................................................................................................................................................................... 4
THE ORGANIZATION ..................................................................................................................................................... 4
GUIDING VALUES ......................................................................................................................................................... 5
MISSION ........................................................................................................................................................................ 5
PREPARATION/PLANNING ................................................................................................................................................. 6
LIBRARY MANAGEMENT TEAM .................................................................................................................................... 6
PLANNING FACTORS ..................................................................................................................................................... 6
CURRENT REALITY ........................................................................................................................................................... 7
ENVIRONMENTAL SCAN ............................................................................................................................................... 7
SWOT ANALYSIS ......................................................................................................................................................... 8
ORGANIZATIONAL PERFORMANCE ............................................................................................................................... 8
GAP ANALYSIS ............................................................................................................................................................. 9
NEW PRIORITIES .............................................................................................................................................................. 10
STRATEGIC PROFILE ................................................................................................................................................... 10
FUTURE VISION .......................................................................................................................................................... 10
STRATEGIC INITIATIVES ............................................................................................................................................. 11
ACTION PLAN .................................................................................................................................................................. 13
STRATEGIC INITIATIVE 1 ............................................................................................................................................ 13
STRATEGIC INITIATIVE 2 ............................................................................................................................................ 14
BUDGET ...................................................................................................................................................................... 17
PERFORMANCE MANAGEMENT ................................................................................................................................... 18
CONTINGENCIES ......................................................................................................................................................... 19
CONCLUDING REMARKS ................................................................................................................................................. 22
REFERENCES ................................................................................................................................................................... 23
APPENDIX: STRATEGIC PLAN RETROSPECTIVE ............................................................................................................... 24
TITLE PAGE ................................................................................................................................................................. 24
TEAM NARRATIVE ...................................................................................................................................................... 25
TEAM MEETING MINUTES .......................................................................................................................................... 26

Somewhere Public Library | Strategic Plan 3

EXECUTIVE SUMMARY

Somewhere Public Library has provided excellent services to the town of Somewhere, USA and
its population of 50,000 people for the past twenty years. The community enjoys an extensive
variety of programming and services offered to a wide range of ages from children to senior
citizens. Along with programming, this library has striven and successfully stayed up to date
with current technologies while looking to the future in order to meet further advancements.
However, Somewhere has recently seen a surge in the population due to Compass, a large GPS
manufacturing facility, moving outside of the town. The community is economically benefitting
from this development, creating the need for more housing, additional schools and overall
commerce. Because of this growth, there is also a higher demand for library services, especially
in respect to the amenities and programming within the childrens department.
It is the goal of Somewhere Public Library to expand current library services, particularly in the
children and adult programming areas, over the next three years. This will ensure that the library
meets the demands of the growing community and that the needs of each demographic are fully
met.
Somewhere Public Librarys director will work alongside the current library management team,
board members, city government and public to ensure that the planned expansion is successfully
accomplished. Upon completion, the thriving community will benefit from the wide variety of
enriching options available to them from their public library.













Somewhere Public Library | Strategic Plan 4

ORGANIZATIONAL PROFILE

OVERVIEW
Somewhere Public Library was opened in 1993 to a community in need of a well-functioning
library with good programming. Since then, the library has consistently kept up to date with the
current trends of the day and has gradually made organizational changes as the community
grows. Currently, Somewheres population growth is causing a demand for more library
services, particularly in children and adult programming areas. If this change does not take
place, the library will lose the community involvement needed to be successful. A strategic plan
is needed in order to give the library structure and direction during the planned expansion and
will take three years to reach completion.

THE ORGANIZATION
Somewhere Public Library hires a diverse staff with varied backgrounds to ensure that a wide
assortment of ideas and knowledge are established in our programs and services.









Somewhere Public Library | Strategic Plan 5

GUIDING VALUES
The staff of Somewhere Public Library are guided by a set of values and standards that have
been shaped by the American Library Associations code of ethics, set by managerial staff and
approved by the members of the board. These values will not change during or after our
expansion but will help guide us through the process.

Somewhere Public Library Values:

Customer Service We are committed to offering quality customer service, always
putting our patrons needs first.

Excellence We strive to provide quality programs, services and materials to the entire
community.

Diversity We value diverse cultures and lifestyles and reflect this in our programming.

Change We strive to keep the librarys technology offerings current and relevant and
keep pace with a culture that is constantly changing.

Literacy & Learning We strongly advocate literacy and learning by providing
appropriate library services and materials.

Freedom of Belief We support each individuals right to hold and form their own
beliefs and do not let our own beliefs.

Access to Knowledge We believe that our community should have open access to
uncensored information.

Right to Privacy We understand and respect each individuals right to privacy.


MISSION
It has been and remains our mission to provide the community of Somewhere with free access to
a diverse collection of intellectual and cultural information and resources.
This statement will still hold true after our initiatives have taken place. However, an expanded
and updated missions statement will be formed to fully encompass all of the librarys ideas and
can be viewed in the Future Vision section of this document.




Somewhere Public Library | Strategic Plan 6

PREPARATION/PLANNING

LIBRARY MANAGEMENT TEAM
The strategic planning process will be a community effort. The library director will manage the
project along with assistance from department heads and other key staff. The library board will
also help guide the process. The board will also serve as a liaison to the mayor, city council and
the rest of the municipal government.

PLANNING FACTORS
The current library staff is especially passionate about childrens programming. As our
shortcomings are in young adult and adult programming, we know we will need to either retrain
and refocus current staff or hire new staff with interests that more closely meet our targets.




















Somewhere Public Library | Strategic Plan 7

CURRENT REALITY

ENVIRONMENTAL SCAN
Compass, a large GPS manufacturing company, has recently moved into the community. It has
created hundreds of new jobs and as a result the town is growing rapidly. There are several new
housing developments and shopping centers. The school district has already begun the process of
building two new elementary schools and adding on to the existing high school.
As a result of the sudden population growth, the library has seen an uptick in foot traffic.
Childrens programming is especially popular and the resources are increasingly stretched thin.
This includes library materials, staff and event space.
Despite the increase in young patrons, the library does not seem to be capturing older patrons.
We believe the parents and older siblings of these new young patrons could be a huge area of
growth for the future. It is important to continue to grow our programming for teens and adults to
ensure we continue to meet patrons needs as they get older. We recognize the possibility that
our new, young patrons could become disinterested in the library as they grow up if we do not
keep up with materials and programming that they find interesting and relevant.






Somewhere Public Library | Strategic Plan 8

SWOT ANALYSIS

A SWOT analysis reveals good news for the library! Although there are real threats and
weaknesses, we believe the library is well situated to address them given our strengths and
opportunities. The booming childrens department provides us with a great opportunity to
capture family members as new patrons. Although this means some expenditure, we believe the
library has the funds needed to expand programming due to the increased funding that comes
along with large population growth. The small but stable book club is a great starting point for
expanding adult and teen programming. With sudden and rapid population growth, we know the
possibility for overcrowding is very real. Short-term solutions include investing in a bookmobile
with possible long-term options of adding on to the existing building or building another branch
library. The threat of instant viewing and downloading by companies like Netflix and Amazon is
one that libraries across the country are facing. However, we know that are we not alone in
dealing with these issues and there are ways to address them like providing e-books and e-
readers for patrons to check out.

ORGANIZATIONAL PERFORMANCE
Currently the librarys strengths are in the childrens department. Although childrens
programming is already well attended, by adding additional staff and resources the library will
continue to expand the department.
There is limited community outreach for adults and teens in the form of a summer book club,
displays with various brochures, tax forms and information about the community as well as
occasional food pantry drives. We would like to expand the book club program year-round and
double enrollment. The library will also add to adult programming with topical workshops,
discussion panels and technology classes at least once per month.
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Somewhere Public Library | Strategic Plan 9

Currently, the young adult section of the library is fairly small and there is very little
programming targeted at this demographic. Our goal is to expand this section of materials by
30% and attract young adult patrons with activities like after-school tutoring, homework help
groups and movie nights.
By introducing new programming, the library will increase foot traffic and circulation by 20%
over the next three years.

GAP ANALYSIS
It is clear that our childrens activities are overcrowded. While this is a good problem to have,
we want to ensure that the quality of the programming is maintained as numbers grow. We also
know, through circulation data, that we are not capturing the young adult or adult population
even though they are picking up and dropping off kids.






















Somewhere Public Library | Strategic Plan 10

NEW PRIORITIES

STRATEGIC PROFILE
Based on what we know of the world and where it and its libraries are headed, the adult and teen
oriented programming available at the library needs to increase especially in fields related to
issues of employment as well as technological know-how. The world of the future, while perhaps
not varying drastically from the one in which we currently live, will continue to face economic
ups and downs, which will require both teen and adult members of local populations to remain
abreast of changing job skills, job marketing, and more practical issues like building a resume in
the digital world.
Along with this, one of the guaranteed changes the future will implement is the promise of
change. Thus, we need to prepare and continue to be responsible for a staff that maintains an
adaptable knowledge base kept current, allowing as many staff members as possible to share the
same base of knowledge while assuring that this knowledge is also the most up-to-date and
relevant possible. The more equipped and knowledgeable our staff, the greater the staff's ability
to meet the needs of the community - even in cases where the community might not be aware of
a need.

FUTURE VISION
Our vision for the future is one of a library that provides a vibrant outlet for community
education and involvement, as well as being a library that serves a functional purpose in the lives
of its surrounding communities.
To the extent that we can create this future, this means an environment rich in programming for
both adults, teens, and children, offering cultural, educational, and practical opportunities for
these populations to interact with their peers as well as other members of the community. This
includes off-site community building through the use of equipment like the Bookmobile mobile
library system. The most compelling aspect of this vision is that it allows for adaptability and
openness to the needs of the community, resources allowing, as well as giving the community an
invested stake in their local library.
Given this future vision, the new mission statement of Somewhere Public Library should read:

Somewhere Public Library actively provides a place of idea exchange and growth for the
community. Accurate and useful information is made available to the public, through the
use of the most current technological capabilities and a staff that is well-informed and
encouraged through adapting on-site education. Furthermore, a programming emphasis
will be placed on serving teen and adult members of the population through up-to-date
and engaging events that foster lifelong learning and community participation. In
addition, the library strives to continue to provide top-notch goods and services to the
children of the community.

Somewhere Public Library | Strategic Plan 11

STRATEGIC INITIATIVES
At the moment, Somewhere Public Library is providing excellent services and materials to the
children of the community. These services seem to be well used and appreciated within the
community, and all care should be provided to keep these services intact. However, this also
means that the bulk of library staff is under prepared with the knowledge to serve and provide
programming for local teens and adults. Furthermore, as the surrounding library community
continues to grow, so does our need to extend the reach of the library. The library currently does
a great job making available on-site goods and services, as well as doing in-house advertising
events for the surrounding community. However, the library needs to expand the availability and
knowledge of services to an off-site market, which the library intends to do through increasing
school partnerships and providing mobile library services.
Strategic Initiative One: Expand Knowledgeable Staff
Goal: Training
Objective: To train current staff members, and implement future training, bringing staff
knowledge into alignment at a high skill level.
Goal: Hiring
Objective: To bring in new staff members that will perform highly in all subject areas on
which training will focus.
Strategic Initiative Two: Community Outreach
Goal: School Partnership
Objective: To foster an open line of communication and symbiosis between community
schools and the library.
Goal: Meet Programming Needs
Objective: With increased city population, increase library programming to match this
growth, and to provide new programming for previously unreached portions of the
community.
Goal: Bookmobile
Objective: To provide library services to those who cannot visit the physical library
space with the creation and implementation of a bookmobile program within the next
fiscal year.

Somewhere Public Library | Strategic Plan 12

Goal: Community Involvement
Objective: To increase the visibility of the Library within the community.

The above initiatives are seen as being strategic in that each of them will facilitate a self-
perpetuating environment of growth and development for the library. The providing of
education, as well as a plan for future education, of the staff, means an inherent cycle of growth,
as long as knowledge standards are met. Furthermore, bringing in more adult and teen members
of the community, as well as extending services to meet those patrons on their own ground, will
mean a continued positive public opinion of and relationship with the library. Such a relationship
could foster community care and fiscal responsibility towards the library and its services.






















Somewhere Public Library | Strategic Plan 13

ACTION PLAN

STRATEGIC INITIATIVE ONE: EXPAND KNOWLEDGEABLE STAFF

Goal: Training
Objective: To train current staff members, and implement future training, bringing staff
knowledge into alignment at a high skill level.
Action Steps:
Create survey for current staff members, to ask them what areas of improvement they feel
they need.
Create survey for manager to see what areas of improvement each staff member needs.
Align survey results to create three separate initial training classes. The subjects for these
will include Customer Service, IT, and Library Systems.
Individual topics within these subjects will be dictated by the results of the surveys.
Follow-up surveys to proceed every six months, with training classes as necessary.
Employees who require training on the same topic after two surveys will be placed on a
performance plan, which will be reflected in their employee reviews. This could
eventually result in termination.
Resources Needed: Staff members who have shown extreme proficiency in subject areas, to
train each class.
Measurable Outcomes: This should result in an improvement of patron service, as each staff
member gains the ability to use each aspect of the library, as well as maintaining or improving
their customer service skills.

Goal: Hiring
Objective: To bring in new staff members that will perform highly in all subject areas on which
training will focus.
Action Steps:
Implement additional portion of Interview Process which surveys interviewees on these
skills.
Create ranking system to rate answers on this written exam.
Over the first six months implement additional phases to New Hire Training which
address areas of improvement within the library. These phases will eventually include
other members of library staff instead of just manager.
Implement three tier system of library review for hiring process. HR-Librarian in area of
relevance to position-Library Director.
Contact MLS and MLIS program directors in surrounding area/states to market new
library positions.
Somewhere Public Library | Strategic Plan 14

Hire an Information Technology expert for full time staff position. Review at six months
and then yearly to determine if more staff is necessary in this subject area.
Hire a Young Adult (YA) librarian. Review at six months and then yearly to determine if
more staff is necessary in this area.
Resources Needed: Budget for new staff positions. Additional current staff time for training,
interview process, and creation of new programs.
Measurable Outcomes: This will increase the caliber of service for patrons, as well as bringing
in fresh talent and ideas to the library and community.

STRATEGIC INITIATIVE TWO: COMMUNITY OUTREACH

Goal: School Partnership
Objective: To foster an open line of communication and symbiosis between community schools
and the library.
Action Steps:
Increase the number of materials for the young adult section by 30% by the end of the
fiscal year.
Increase the number of materials for the childrens section by 15% by the end of the year.
An additional 15% increase by the end of the second year.
Create and facilitate a line of communication with all district school librarians. Use this
communication to hold quarterly meetings to discuss programming options, collaborative
modules, etc.
Provide after school library programming and light marketing at local district schools.
Within next six months, test drive once weekly before-school library program for
elementary school students at Shady Brook Elementary School. Provide bus
transportation from Library to school. If successful, every six months add another school
until all elementary schools included. After six month probationary period once all
schools included, review to see if test drive junior high program of same is possible.
Implement summer reading program in the summer of 2013 that will provide partial class
credit for English 101 and 102 at Shadow Lake Junior High School.
Resources Needed: Budget for increase of young adult and childrens section. Staff time for
collection development. Staff to run quarterly district meeting (which can be held at the library
during business hours to prevent extra cost to the library). District bus(es) for transportation of
students to school after before-school program, staff to run program, and district para-
professionals to assist with transportation and management of students.
Measurable Outcomes: Increase in patronage of physical library space. Increased patronage of
district school libraries. Creation of new continuous programming for the library.
Goal: Meet Programming Needs
Objective: With increased city population, increase library programming to match this growth,
and to provide new programming for previously unreached portions of the community.
Somewhere Public Library | Strategic Plan 15

Action Steps:
Increase young adult programming by 15% within the next fiscal year.
Increase childrens programming by 10% within the next fiscal year
Increase adult programming by 10% over the next fiscal year. Increase an additional 10%
within the fiscal year following that.
Introduce multicultural programming to the library, with at least one new program a
quarter.
Demographics from the survey advise that there is a small hearing-impaired community
within the city not being met by current programming. Implement hearing-impaired
programming for children, young adult, and adults to library programming at the rate of
one new program a quarter over the next fiscal year. If successful, double this rate for the
following two years.
Hire a programming consultant through Initiate Inc. to provide review with feedback, on
current programming. Discuss suggestions at the board meeting following this feedback,
to see if any can be implemented or added into the Action Plan.
Expand the summer reading program to include a 4 week winter reading program and a
one week spring break program. Review in one year to assess if reasonable to expand
more.
Resources Needed: Consultant from Initiate Inc. for review of current programming. Summer
reading material: printing, prizes, and staff. Increase in the budget for additional library
programming and staff to run the programming.
Measurable Outcomes: This goal will result in increased foot traffic to the library. It will also
result in higher rates of literacy among the community.
Goal: Bookmobile
Objective: To provide library services to those who cannot visit the physical library space with
the creation and implementation of a bookmobile program within the next fiscal year.
Action Steps:
A current community member donated a van (previously in use as an ice-cream truck) for
use as a bookmobile. The van will need to be refurbished, and a maintenance check done
before use. Als Mechanic Shop has agreed to do this work in exchange for a 12x12
advertising space on the back of the vehicle for a six month period.
Acquire city permits in order for the library to operate the bookmobile. The current
mayor has agreed to fast-track these applications as he is a large supporter of literacy
improvement in the community.
Train two librarians to operate the bookmobile; one at a time will oversee the running of
the program.
Train volunteers to assist with the implementation and continued usage of the program.
After six months in operation, the program will be reviewed to determine if necessary to
hire another librarian for the program, and if new volunteers are necessary.
Purchase insurance for the bookmobile. Notify local insurance companies, in addition to
current insurance provider to request a bid for services. Allow library director to choose
to most competitive and effective program.
Somewhere Public Library | Strategic Plan 16

Implement bookmobile route that includes all district school, community centers, and the
Angela K. Dale Senior Center.
Resources Needed: The bookmobile vehicle will need to be refurbished. Permits for the
operation of the Bookmobile. Insurance for the Bookmobile. Time and budget for staff members
and volunteers for operation of the vehicle. Bookmobile training for two librarians, volunteers,
and back-up librarian.
Measurable Outcomes: This program will increase literacy among those who cannot come to
the physical library space. A public presence in the community.
Goal: Community Involvement
Objective: To increase the visibility of the Library within the community.
Action Steps:
Within the next fiscal year a library sale will be implemented. This will consist of books
donated by the community, as well as weeded material from the collection.
Implement sponsorship of J.R.s Dry Cleaning Clothing Drive. This local Dry Cleaner
holds a yearly clothing drive, but the sponsor for previous years has gone out of business.
It will entail placing a clothing drive bin at the library for two weeks, as well as
submitting a volunteer to run a donation table at the Summer Fair for two evenings
during the weekend. Revisit sponsorship after the clothing drive to determine if this is a
feasible yearly option.
Volunteer at the Light the Night walk in July. This is held during the evening at the
local High School track and will entail having at least five volunteers participate. These
volunteers will help run water and refreshments stand donated and additionally staffed by
Greens Grocers Grocery Store.
Team up with the local high school and Library neighbor Pats Bakery to sponsor a mile
of highway on Route 7 for cleanup. The high school students will provide the volunteers,
in conjunction with the National Honor Society, and the Bakery and Library will share
the costs of sponsorship. This will be revaluated in six months to determine if more
volunteers are necessary from the Library and Bakery.
Institute a policy of community involvement by allowing local community groups to
meet within the Sharon Smith room at the library. This room is large enough to
comfortably seat fifty people, and can be used for meetings, lectures, etc.
Resources Needed: Volunteers to staff the programs. These positions will be current and future
library employees, but will be unpaid positions. They will be associated with the library so will
need to conduct themselves in an appropriate manner, but will be strictly volunteer. Many
current employees have already expressed interest in participating in these programs, so there
will be no need to make attendance mandatory. Budget for shared sponsorship of highway
cleanup.
Measurable Outcomes: This should result in increased visibility within the community. The
library will be viewed as a positive contributor to the community. It could also result in increased
foot traffic to the library.

Somewhere Public Library | Strategic Plan 17

BUDGET



Somewhere Public Library | Strategic Plan 18

PERFORMANCE MANAGEMENT

Synergies:
All of our Initiatives and goals have synergies between each other, which makes our Action Plan
very attainable for the Library. Strategic Initiative 1 Goals relate to each other as well as relating
to Strategic Initiative 2 Goals. This can be seen with 1:1 and 1:2. When a new training program
is implemented for current employees (1:1), this program can also be used for the training of
newly hired employees (1:2).
Strategic Initiative 1 (1:1 and 1:2) will expand the knowledgeable staff base at the library, which
will allow it to implement both the Bookmobile (2:3) and Expanded Community Involvement
(2:4). The Meeting of Programming Needs (2:2) will be based upon the libraries successful
completion of Strategic Initiative 1. Additionally, a successful School Partnership (2:1) will be
based upon the hiring of additional Young Adult and Childrens Librarians (1:2). It also
experiences a synergy with the Bookmobile (2:3) as this program will visit the school in
conjunction with both.

Potential Conflicts:
Strategic Initiative 1(1:1 and 1:2) addresses expansion and training of library staff. This initiative
will take time to implement; work on Strategic Initiative 2 also goes into effect immediately. So,
while they depend on each other to work effectively, they are almost a Step 1 and 2 process in
the timeline. This conflict will be managed by creating a strict timeline for training and hiring.
With this timeframe in effect, each step of Strategic Initiative 2 will be staggered as soon as there
enough staff members to assist. Additionally, Strategic Initiative 2 training programs will be part
of Strategic Initiative 1. For example, the newly created training program (1:1) should include a
module on community outreach (2:4).

Monitoring and Correcting:
Each initiative goes into effect over the three year period the Action Plan covers. Everything
happens within timeframe that is an increment of a quarter of a fiscal year (i.e. quarterly, six
months, fiscal year). Much of the implantation of Strategic Initiative 2 depends on the successful
implementation of Strategic Initiative 1. Each Goal will be implemented in its own personal
timeline, and will be reviewed at a period set in place by the Action Plan steps.
Each action step will be reviewed by an assigned team lead for that particular goal, at a time
period either specified in the step, or by default on a quarterly basis. That team lead will make
recommendations for revisions or suggestions for improvement, based upon their research of the
particular step. This review will be then sent to the Library Director for final review who will
revise the Action Plan as necessary


Somewhere Public Library | Strategic Plan 19

CONTINGENCIES

Library Staff Turnover
Within our community and taking into consideration the current economy, this should have a
negligible effect on this Action Plan. However, it could occur, and each new employee that has
to be trained takes time away from staff members performing their other duties. This will be
addressed on a case by case basis as far as remedying the problem. For example, if a staff
member has to take a leave of absence due to illness, etc., it will be possible to supplement the
position for the absence with other staff members. If an employee has to be terminated they will
be replaced as soon as possible, with an emphasis on promoting from within. This will eliminate
some of the training necessary to implement the position. Additionally any new staff brought in
from outside the library will in part be chosen based on their experience in a similar position.

New Board Members
The Somewhere City Council elects new Library Board members every two years. These
positions are due to be filled next year. While this Action Plan is approved by the current board
members, any revision to the plan (changes for contingencies, for example) would have to be
approved by the new board members. This seems unlikely to face too much opposition as the
library is viewed positively among the community, and current board members were
instrumental in implementing the current survey and review for change. If this does occur
however, the library would be forced to make accommodations within the current plan, instead
of revising.

Population Growth slowed/reduced based on Compass
After the opening of Compass within our city, the population grew exponentially. This has
resulted in the need for this Strategic Plan existing at all. If Compass were to slow their growth,
or commit layoffs/mass terminations, this could result in a much larger library staff than
necessary, and an overflow of programming. While helpful to patrons to have that many staff
members to assist them, and programming to keep them busy, the budget for the library could
not justify that sort of increased spending for a decreased or stagnant population. Since Compass
is a highly successful company that is experiencing dramatic and steady growth over the last ten
years, they are unlikely to decrease the number of employees in our town. To combat this, the
library board has committed to staying in contact with the HR Department for Compass to stay
abreast of any changes in hiring and growth.

Success of School Partnership
The library is committed to creating a strong and steadfast partnership with the local school
district. However, there are many contingencies associated with this program. To start, after the
demographics study, results show that the younger inhabitants of the town skew largely to
elementary and late elementary age children. While this population is robust now, as those
children age, it could affect different programs that are in planned. These include an expansion
Somewhere Public Library | Strategic Plan 20

of the childrens collection at the library, as well as a before school library program. These are
problems that will have to be evaluated as they occur, so the library director in conjunction with
the team lead for this Goal will need to make sure to evaluate this aspect, and monitor closely for
changes.

Cost of Community Involvement
Strategic Initiative 2 (2:4) deals with the library interacting with the library outside of the
physical library space. Because of this there are many problems that could arise. At the very
least, some of these will probably occur. Because these interactions will occur outside of the
physical library space, it will be harder to control the resources and people necessary to
implement these goals. Additionally, these programs will be implemented on a mostly volunteer
basis, dependent on library staff, but also on outside companies. If partnerships with these
companies dissolve for a variety of reasons (cost, cessation of businesses, etc.) it may be
necessary for library expenditures in the matter to increase. Because this factor is so dependent
on outside sources, it will be necessary to budget extra money for these expenses, which has
been done. If the money ends up not being used, it will be funneled back into the library
budget.

Budget cuts for the library
This contingency is not likely to happen because of increasing community support for the
library, as well as the influx of tax dollars to the town from the creation and opening of Compass.
However, because of the state of the economy, and ever shrinking library budgets, we feel it is
necessary to address. This majority of funds in the budget for this action plan come from new
hire salaries. If necessary, the easiest place to start trimming funds comes in the form of
eliminating new staff positions. The current library director has approved the hiring of six new
positions based off of tax dollars from the company assignment, as well as projected new
resident taxes. If these tax dollars dont manifest, it will be necessary to cut new positions.

Salary competition
Because of the large influx of tax dollars in conjunction with the valued position of the library
within the community, Somewhere Public Library has agreed to try and provide competitive
salaries for the new hires, as well as raising salaries for those who qualify for more during job
training. This is two-fold, including both new and current employees. The amount of money to
be spent on current employee raises will be determined by their performance during training. If
everyone earns a merit raise, the budget will be hit accordingly. The resolution for this is to
monitor raises and employees to track this for budgeting purposes. Even if this does occur, it is
likely to be spread out over the three year Strategic Plan period, and will more than likely simply
need to be addressed when revisiting issues for a new plan. While Somewhere Public Library
wishes to remain competitive with the surrounding area in hiring new employees, the cost of
living in the nearby big city is high, so salaries wont be as high as that. Because of this, it might
take longer than planned for to entice new librarians to the position. The library cannot afford to
pay moving costs, but they do have a good benefits package included with the full time positions,
at no extra charge to the employee. This is likely to occur, and hiring will need to be reviewed
Somewhere Public Library | Strategic Plan 21

quarterly, and if necessary monthly to stay up to date on the status of positions still necessary to
be filled. Additionally, information of the positions will be distributed to local and nationwide
MLS/MLIS schools to advertise the positions free of charge.

Somewhere Public Library | Strategic Plan 22

CONCLUDING REMARKS

Based upon growing community needs and feedback from the community the library staff as a
whole believes the goals outlined in this strategic plan are essential to retaining a presence in the
community and continuing to provide beneficial services. We look to achieve these goals
through actionable steps and clear measurements of our progress over the next three years.
The revision of our mission statement to better reflect where we would like to be in the future
will serve as a guide and reminder of what we are working to achieve. By ensuring we stick
to our guiding values our patrons will be well served during this transition time. With the
backing of the Library Board and other key community figures we are sure this will be a plan
which culminates in long-term success for the library.
Somewhere Public Library | Strategic Plan 23

REFERENCES

American Library Association. (2013). Code of ethics of the American library association.
Retrieved from http://www.ala.org/advocacy/proethics/codeofethics/codeethics
Beach, C. B. (1909). Chicago public library building image. Retrieved from
http://etc.usf.edu/clipart/51500/51582/51582_chicago_lib.htm
Kivett, P. (2012). Garmin photo. Retrieved from
http://www.walterpmoore.com/projects/commercial/projectsCommercialGarmin.php
Renault, V. (2012). SWOT analysis: Strengths, weaknesses, opportunities, and threats. Retrieved
from http://ctb.ku.edu/en/tablecontents/sub_section_main_1049.aspx
Olathe Public Library. (2012). Olathe public library master plan. Olathe, KS.

Somewhere Public Library | Strategic Plan 24

APPENDIX




STRATEGIC PLAN TEAM RETROSPECTIVE


Bree Anderson, Chelsea Brown, Eryn Campbell, Becca Paquette, Stephanie Whitehead


LI805XR Management and Information Organizations


April 6, 2013
Somewhere Public Library | Strategic Plan 25

TEAM NARRATIVE

Our team planning began at our first meeting during the first class weekend. We managed
as a team to decide a team name, our roles, and lay down the team rules/expectations. Since our
first meeting we have mainly communicated through the use of school email and the team Wiki.
We did schedule one other in person meeting held in March to catch up on the progress of the
team members and to address any issues team members might be encountering.
Email communication has been used to indicate progress, questions, and notifications of
postings on the Wiki. The Wiki was used to post our various sections of the strategic plan so the
other members could review and make comments or suggestions. On occasion, because we are
all friends on Facebook, notifications or messages would pass through the social site instead of
email. These communication methods seem to have been very effective for ensuring active
participation by all team members.
By request each team member was asked to reflect on their part of the assignment, their
struggles, their feelings, and/or what they learned during the process. The one team member who
missed the second face to face meeting due to illness expressed feeling slightly left of center,
having missed out on an important meeting for the group. She did however enjoy creating her
section of the plan by trying to conceptualize how to get from where we are today to where we
could be tomorrow. She felt this part of the exercise could translate into other areas of her life by
allowing her to think through the concrete methods of making goals happen.
Another team member found completing the action plan to be a challenge. Narrowing
down the goals to a few specific which were attainable and realistic took great thought. She was
able to bounce ideas off of the other team members during the second face to face meeting which
helped her arrive at the final goals. Creating action steps and outcomes from these goals was then
very achievable. She likened her experience to finding her way through a maze. She knew where
she was and where she needed to be, it was just a matter of lining things up to get there. Her
take-away was the ease in finding synergies between different elements. She was surprised at
how everything had a symbiosis.
Our third team member found her section of the plan fairly straight-forward. She felt the
most challenging sections were the organization and the guiding values because of the thought
involved. Things such as the types of departments for a library without going into too much
detail required thought to put into and org chart. She thought the values were challenging
because she wanted to include values librarians stood for, but also values which would stand the
test of time. Because this team member offered to combine all of the sections into the final paper
she felt formatting and editing consumed the greatest majority of her time. She overall enjoyed
the challenge and working as part of a team.
Our fourth member worked on the second section of the plan which included having to
design some of the details and characteristics of the town and library. She found this to be
challenging, knowing that other team members down the line depended on these details for other
sections of the plan. She tried to combat a fear of redundancy by fleshing out as many details as
she thought was pertinent.
Finally, the last member of our team was designated as the secretary and in charge of the
compilation of the experiences of the team. She wanted to ensure all of the members were able to
express their voice in how the plan came about and how they felt about the process. Overall, the
team members worked very well together and have created a cohesive strategic plan.
Somewhere Public Library | Strategic Plan 26


MEETING MINUTES
Team Progress Meeting
Face-to-Face
April 10, 2:00pm
Members Present: Stephanie Whitehead, Eryn Campbell, Becca Paquette, Bree Anderson
Absent: Chelsea Outlaw (due to illness)
Discussion Topics
Review of division of strategic plan components
Chelsea will be putting together power point for presentation of Strategic Plan
Chose our two major goals for the Strategic Plan
o Expanding Knowledgeable Stuff
o Community Outreach
Reviewed each component and provided group feedback on any questions members had
Action Items
Complete all individual components by March 23
rd

Review of all parts by March 30
th

Agenda for Next Meeting:
If needed we will meet to review the various components and complete the presentation
Next Meeting TBD
Minutes Submitted by Bree Anderson