Strategic Plan: Mulberry Public Library

Team Dream Team Greta Kliewer, Dylan Kuhlman, Ashley Swan & Kira Warner LI805 XR April 6th

Executive Summary
MPL has been a community hub we want that to continue and expand as the town does

As the library facility expands, so will the amount of technology and media literacy classes
Patron feedback guides and shapes the plan

There are challenges such as limited space and staff expertise, but MPL looks as this as an opportunity to rebrand itself and expand these skills

Organizational Profile: Overview

Dwindling budgets Lack of school library access to school age children

Growing community
Current building:
Flood issues Has lots of deferred maintenance Lacks shelf and meeting space Old technology

New building being built in 2015 to replace current library Technology Endowment from local citizen

Organizational Profile: The Organization

Current building was converted from a 1940s movie theater to the city library in 1977 Only has space for 3 public workstations, limited shelving/storage, very tight staff quarters No room to expand at current location New library will offer:
Double to triple square footage of library 7 additional public workstations = 10 total Additional seating Additional shelving/storage New community meeting room Additional staff workspace ADA compliancy

Organizational Profile The Organization

Replacing all existing computers in 2013
Purchasing tablets and e-readers for patrons in-house use Major overhaul of website Installing RFID system in 2014 Staff Training Wifi installation Purchase of printer/scanner/copier/fax machine for public use Additional computer purchases for new library building

Organizational Profile: Guiding Values

Community Listening to the needs of the community and catering to those rather than to arbitrary benchmarks set by the library; creating an environment of genuine engagement between information professionals and community members.

Access Providing access to information and technology for all members of the community, in order to put them on a strong footing in a world increasingly dependent on these skills and tools.

Organizational Profile: Guiding Values

Technology Literacy Providing instruction for patrons of all ages on the tools that are necessary to keep them competitive in todays work, education, and community environments. Ongoing improvement A commitment to keeping improvements and response to patron feedback continual and flexible, rather than sticking to a plan that ends up not working.

Organizational Profile: Mission

The mission of Mulberry Public library is to provide the citizens of Mulberry and the surrounding area with the opportunity to access information through various print, multimedia, and technology resources.

Preparation/Planning: Library Management Team

Entire team is involved
Library Director Reference Librarians Childrens/Youth Services Librarian

Changes with the new building

Expanded staff New technology IT staff

Preparation/Planning: Planning Factors

Positive Factors
Already a community hub Larger facility under construction Opportunity to rebrand, expand, and stay updated Generous technology grant

Limiting Factors
Facility and staff in flux during construction Current space issues Few adult classes or media literacy classes Current website is lacking Limited staff expertise on using new technology

Current Reality: Environmental Scan

Mulberry Community
Growing population Demographic shift Rural population

Library Community
Change in information Importance of technology Social media trend

Current Reality: SWOT Analysis

Current Reality: Organizational Performance

Current Facility: 3,900 sq feet; serves 5,688 4 staff members 1 full time librarian and 3 part time 2 public computers No Bookmobile participation or branch libraries Almost all the librarys programs geared towards kids Operates according to a Clan management model

Current Reality: Gap Analysis

With move to new building, need to upgrade from outdated technology and purchase additional equipment
Will require staff training on new technology

Continue increase in circulation trend

Leftover technology endowment funding will go to purchase more books for enhanced collection in new building New website + integration with Polaris ILS will enhance patron access to collection

Current Reality: Gap Analysis

Decreasing gate counts in last three years due to a new library in a nearby community pulling patrons away
Existing patrons checking out more items Encourage local patrons to use our new facility

New patron programs and enhancement of current ones

Encourage community meetings at new building Encourage community partnerships with local schools, organizations and businesses Current library is not community oriented to do current policies and lack of meeting space

New Priorities: Strategic Profile

The domination of technology Statistical trends
1.59 billion visitors (2009) 69% use public libraries (2011) 67% offer downloadable e-books (2011) 76% cant meet demand (2011) 96% have social media presence (2011)

New Priorities: Future Vision

Community center
Citizens gain access to both digital and print resources

Staff equipped with skills to enable citizens to use technology

Continued education

Adhering to strategic plan

Monthly meetings Flexibility to meet needs

Possible future mission statement:

Mulberry Public Library strives to be the community hub for fast and reliable information. With a knowledgeable staff, we are committed to assisting Mulberry citizens become technology literate and informed.

New Priorities: Strategic Initiatives

Goal 1: The Library should be the main point of engagement for members in the community.

Objective: Increase community use of the library facilities for public forums and programs.
Initiative 1.1: Obtain patron feedback to ensure the current library activities meet patron needs and expectations, and to plan for the future. Initiative 1.2: The library should engage patrons through community-oriented programs . Initiative 1.3: The library should provide meeting spaces and technology for community groups to meet and collaborate.

New Priorities: Strategic Initiatives

Goal 2: The library should be the forefront of current technology in the community, and the means to use that technology.

Objective: Create new an engaging ways to expand technology and library holdings to MPL patrons.
Initiative 2.1: Engage in a consortium with other nearby libraries to ensure patrons have access to the most materials possible, and the most updated materials. Initiative 2.2: Provide media literacy classes for different age groups, with topics varying periodically. Initiative 2.3: Review the librarys technology plan to see if updates need to be made; make plans for regular subsequent updates and work the updates into the budget .

New Priorities: Action Plan

Goal: The library should be a main point of engagement for members of the community

Objective: Increase community use of the library facilities for public forums and programs
Initiative 1: Obtain patron feedback to ensure the current library activities meet patron needs and expectations, and to plan for the future Action steps
Online survey for patrons and residents In-library patron metrics: who is using what Circulation records Use this feedback to assess what technology to buy/use

New Priorities: Action Plan

Initiative 2: The library should engage patrons through community-oriented programs Actions steps
Train current employees Put staff member in charge of coordinating classes Come up with different classes: tech and media, resource evaluation, how to use the library, kids after-school programs, book clubs, etc. Update website so community knows whats available

New Priorities: Action Plan

Initiative 3: The library should provide meeting spaces and technology for community groups to meet and collaborate. Action steps:
Determine class location before new facility opens Create awareness of classes Teach well and promote value of classes

New Priorities: Action Plan

Objective: Create new and engaging ways to expand technology and library holdings to MPL patrons
Initiative 1: Engage in a consortium with other nearby libraries to ensure patrons have access to most materials possible, and the most updated materials Action steps
Join library consortium

New Priorities: Action Plan

Initiative 2: Provide media literacy classes for different age groups with topics varying periodically Action steps
Teach technology and media literacy classes Hire a technology librarian Focus on all ages and needs, but target community needs

New Priorities: Action Plan

Initiative 2: Review the librarys technology plan to see if updates need to be made; make plans for regular subsequent updates and work the updates into the budget Action steps:
Ongoing process Incorporated with reviewing the technology budget annually Monitor media and technology trends and patron feedback Purchase technology Train staff on its use and put it in place Teach patrons how to use it

New Priorities: Performance Management

Synergy
Overlapping goals and initiatives

Conflicts
Time and staff limitations Budget limitations Proper research and scheduling

Monitoring Progress
Two safeguards
Day-to-day bulletin Monthly progress/update meeting

New Priorities: Contingencies

Continuing budget cuts Delay in new library construction Lack of community support Patrons using another regional community library

Lack of community feedback

Plans for consortium do not work out

Conclusion
Strategic plan integral to MPLs transition to new building
It will allow staff to apply steps towards goals in everyday work routine

All library staff has contributed to the plan and are eager to accomplish mission MPL staff ready to face challenges involved with this change

Team Progression: Forming, Storming, Norming, Performing

Forming
Assessing our own strengths Coming up with team name

Storming
Familiarization with concept of Strategic Plan and its context in a library Conceptualized the broad goals of our plan Decided on MPL as our facility Came up with MPLs vision and core values

Forming, Storming, Norming, Performing ( Cont ) Norming

Decided how to use our strengths in project roles Decided on rotating group roles/responsibilities Decided to use a fluid, adaptable communication style through e-mail and Gchat Meetings on as-needed basis since we were in regular communication Created a timeline; set flexible deadlines ahead of formal deadlines

Forming, Storming, Norming, Performing ( Cont ) Performing

Discussed and met regularly as per our communication strategy Met deadlines according to our timeline Used rapport and pulled on our strengths to create an environment of collaboration and constructive criticism Put together our plan and presentation Carried out planning that is realistic to environments we may one day be working in