Li805xr Strategic Plan

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The Indecisives
Jamie Bernard
Lori Ross
Elizabeth Tschetter

April 3, 2013
LI805XR

Centerville City Library Strategic Plan 2013-2015

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Table of Contents

Executive Summary .. 3
Organizational Profile
Overview 4
The Organization . 4
Guiding Values.. 4
Mission.... 4
Preparation/Planning
Library Management Team .... 5
Planning Factors ... 5
Current Reality
Environmental Scan .. 6
SWOT Analysis .. 6
Organizational Performance .... 7
Gap Analysis .. 8
New Priorities
Strategic Profile .... 8-9
Strategic Thrusts ..... 9
Future Vision . 9
Revised Mission Statement .... 10
Achievements.... 10
Shortcomings. 10-11
Strategic Initiatives .. 11-15
Operating Budget . 16
Performance Management 17
Contingencies .. 17
Concluding Remarks .. 17


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Executive Summary

The Centerville City Library Strategic Planning Committee is creating the first Strategic
Plan document in nearly seven years. The plan will span three years, from the year
2013 through 2015. The library has a new director and as well as new members of the
library board. The committee plans to use this influx of new talent to its advantage to
create a fresh plan for a library situated in a rapidly changing community.

Centerville is no stranger to change. In the past decade, the city has transformed from a
rural farming community to a suburban landscape. The library must adapt to these
changes by recognizing a rejuvenated need for educational and technological
innovation and support.

Centerville City library also recognizes that it is facing an identity crisis. Local patrons
were once content with books, periodicals, and reading clubs. The Centerville customer
of today desires the latest technology, early childhood education, recreation, and
community meeting spaces. Centerville City Library, once the hub of the community, is
now viewed as an outdated institution. The former library board took this concern to
heart and applied for a grant funded by the State Library of Kansas. The request was
accepted and the library has an influx of funding to update technology and respond to
community requests in a way that was not originally thought possible.

Centerville City Library faces a very unique set of hurdles. The library struggles with
space, staff, and budgetary restrictions. The library must compete with e-content that is
readily available via home internet connection. The staff is also failing to connect to a
new multicultural demographic in the city. Centerville City Library recognizes its internal
strengths. By utilizing a close-knit, efficient staff and focusing on existing community
relationships, the library is confident in its ability to overcome and face external threats.

Centerville City Library has three main organizational performance goals:
1. Increase program attendance.
2. Purchase and provide e-content for patrons.
3. Provide services that cater to a multicultural community.

Centerville City Library plans to achieve these goals by taking three specific actions:
1. Purchasing a subscription to the Overdrive e-content platform.
2. Broadening the range of programs offered and promoting existing programs.
3. Acquiring bilingual and ESL-oriented materials for the library.

By utilizing strict planning and budgetary methods, the Strategic Planning Committee is
confident that it will able to not only meet, but exceed the expectations of the Centerville
community. The committee is poised to offer a modern library to a modern Centerville,
Kansas.


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Organizational Profile
Overview

Centerville City Library is thrilled to embark on the journey of creating a new three-year
strategic plan. Historically, strategic planning has only occurred every five to seven
years. Rapid changes in the economy as well as technological innovation have pressed
the planning committee to reevaluate the necessity of strategic planning. The planning
committee will create a new strategic plan every three years while maintaining annual
updates and reevaluations of the plan. This plan will cover the time period from 2013
through 2015.

The year 2013 marks the 100 year anniversary of Centerville City Library. The New
Year was marked by the arrival of a new director and enthusiastic board members who
are up to the task of implementing changes to a library located in a rapidly shifting
community.

Centerville, Kansas is a small suburban town with a population of 22,000.
Once a rural farming community, the Centerville has blossomed into a suburban
community boasting one high school, two middle schools, and four elementary schools.
The changes in population and landscape are a strong motivator for changing the
structure and values of the library once focused on books alone.

The Organization

Centerville City Library is managed by a library director. The director oversees two full-
time and one part-time staff member. All major decisions must be approved by the
library board, a five member committee appointed by the local mayor. The library is
primarily funded by a city tax mill levy and additional tax revenue from the county. This
year the library was awarded a three-year technology grant from the Kansas State
Library.

Guiding Values

The Centerville City Library is guided by five central values:
1. Excellence in Customer Service
2. Embracing a Diverse Population
3. Lifelong Learning
4. Community Partnership and Teamwork
5. Accessibility

Current Mission Statement

The Centerville City Library: Raising strong and capable
readers since 1913.

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Preparation/Planning

Library Management Team/Strategic Planning Committee

Martha Thompson- Library Director
Ronald Smith- Adult Services Associate
Annie Bridgeton- Youth Services Associate
Delores Martin- Hourly Associate
Winston Cambridge- Library Board Member
Martina Chavez- Library Board Member
Minerva Sledge- School Media Specialist

Our strategic planning process will involve:
1. Four library employees. Library employees will be responsible for researching
and investigating new technology and processes first-hand. The entire library
staff will be involved due to their experience working in a realistic and viable
library setting. The library staff will be involved because they are the primary
party impacted by and responsible for implementing any changes.
2. Two members of the local library board will be involved because they will
provide a fresh community-based perspective during the planning process.
3. A representative of the Centerville Public School District. This representative will
provide input about school district requests and needs.

Planning Factors

Centerville is a small town, and therefore has not only a small budget, but also space
limitations. The state funded grants will create new opportunities for advancement of
the librarys goals. It will be especially imperative that the library staff, library board, and
community members can cohesively determine the most effective way to utilize this new
resource in order to best serve library patrons.

The planning committee recognizes a history of heavy-handed involvement by the
Centerville Library Board. While committee members agree that the library board is a
significant aspect of the librarys organizational culture, the committee has decided to
allow the entire library staff to be a part of the strategic planning process. This makes
strategic planning a more complex but well-rounded process. The strategic planning
committee has also recognized the lack of school district involvement in the planning
process. The committee has decided to remedy this issue by inviting a local school
media specialist to contribute to the planning process.


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Current Reality
Environmental Scan

Centerville City Library is operating in small town during an economic downturn, and like
much of the town, it is affected by company closures occurring in the community and
surrounding areas. The library must expand the number of services in order to meet the
needs of the community while still being impacted by the financial difficulties of its
patrons.

For the first time in nearly a century, there is a high multicultural representation in the
Centerville community. This presents the need for ESL/bilingual resources. The most
immediate trend impacting the organization is pressure to stay current. Staff must be
ready to tackle the rapidly-changing technological landscape of the community.
Historically, the library would have several years to adapt to new technologies. Now
technology seems to change within a matter of months. The planning committee also
recognizes the need for convenience. In order to remain a valued resource in the
community, the library must offer extended service hours as well as points of access at
home. To fulfill this goal, Centerville City Library must employ additional staff.

The cost of not being strategic marked by the dreaded decrease in library usage such
as circulation and program attendance. The library considers this strategic plan an
essential step in its objective to stay relevant.

SWOT Analysis

Internal Strengths
1. Close-knit, efficient and
knowledgeable staff.
2. Close community, good
relationships with patrons.
3. Dedicated and adaptable staff.
4. Circulation is meeting projected
goals.

External Opportunities
Internal Weaknesses
1. Budget and space restrictions.
2. Limited staff time.
3. Small bilingual collection.
4. Staff in need of technology
training.
5. Not meeting support needs of
school district.

External Threats
1. Community outreach
opportunities.
2. Create connections to
technologically savvy individuals.
3. Providing academic support.
4. Targeting a new bilingual
audience.

1. People downloading e-content at
home from paid websites.
2. Broadband internet access
availability causes declining
computer use at library.
3. Perception that the library is
outdated and irrelevant.

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Organizational Performance

The activities currently being implemented by the library are craft programs, storytimes,
introductory-level computer classes (geared toward seniors), and book clubs. Our
desired performance goals are:

Performance Goal Planned Action Measurable Outcome
Purchase/provide more
e-content for patrons
Purchase subscription to
Overdrive.
Existence of Overdrive content.
Increase program
attendance.
Broaden range of program
activities. Promote and
market programs in the
community.
Increase in number of individuals
attending programs.
Provide services that
cater to a multicultural
community.
Acquire bilingual and ESL-
oriented material for the
library.
Increase in number of materials
for bilingual or ESL patrons.

The primary goal for our previous strategic plan was to increase circulation. The
following table illustrates our success at achieving this goal:

Circulation Statistics 2012
Material Type Actual Projected Percentage to Goal
Adult Fiction 6180 6000 103%
Genealogy 1188 1200 99%
History 312 360 86.7%
Religion 924 900 102.7%
Art 288 300 96%
Science 156 180 86.7%
Other Adult Non-Fiction 480 540 88.9%
Juvenile Fiction 4980 4800 103.8%
Juvenile Non-Fiction 1260 1440 87.5%
Young Adult 3180 3000 106%
Periodicals 720 780 92.3%
Audio 216 300 72%
DVDs 4224 3600 117.3%
Interlibrary Loan 636 600 106%
Total 24744 24000 103.1%

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Gap Analysis

Age Group Satisfactory Needs Improvement
Children Ages 0-4
Toddler & Preschool Storytime
attendance.
Integration of state library "6 by 6
Ready-to-Read" program. Create
storytime sessions for babies.
Children Ages 5-12
Children's collection, summer
reading program, and craft
programs.
After-school programs and
homework assistance.
Teens Ages 13-17
Young adult collection and
after-school homework
assistance.
Expanded online databases, fun and
recreational programming, and
opportunities for community service.
Adults Ages 18-59
Great adult collection and
successful cooking resource
center.
Downloadable e-books and
audiobooks, finance courses, and
advanced technology courses.
Adults Ages 60 +
Book clubs, craft programs, and
large print collection.
Introductory technology courses,
retirement home outreach, and free
tax assistance.

New Priorities
Strategic Profile

There have been drastic changes to the structure and appearance of public libraries
since the inception of Centerville City Library. We have pinpointed three major shifts in
librarianship to focus on while developing our planning strategy.

1. Work environments are becoming increasingly collaborative. Schools and
businesses require cooperation among students and colleagues. Many libraries
acknowledge this change by creating varied and plentiful learning spaces in their
buildings. Currently, our facility is comprised of a few small, single user study
spaces. The arrangement of furniture does not work well for group collaboration.

2. Customers expect access to library services 24/7. Many libraries have responded
to this shift in ideology by making databases and downloadable e-content
available to users from their homes. Many public libraries offer self-service or
express pickup of items requested by patrons. Successful public libraries often
offer extended hours and are open on weekends to accommodate busy or non-
traditional schedules. Currently, the Centerville City library is only open until 6:00
pm on weekdays and is closed on Sundays. This is often problematic for
customers. Due to staffing constraints, an additional staff member would be
required to offer extended hours. Additionally, customers must wait in line at the
circulation desk to pick up requested materials. A self-service holds pickup
system might speed up this process.


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3. The library of the future is technology-driven. Some libraries have even shifted to
entirely digital collections. Many libraries offer downloadable audiobooks and e-
books as well as a variety of databases and learning tools available online. Some
libraries offer access to library accounts via smart phone applications. Successful
modern libraries often offer computer stations for public use, e-readers for
checkout, and ample places to utilize technology from home within the library.
Public access computers at Centerville City Library are in need of updates. The
library does not currently offer downloadable e-content or provide e-readers for
checkout. The current layout of the building does not accommodate laptop users
as there are few electrical outlets in study space areas.

Strategic Thrusts

Centerville residents and stakeholders have expressed interest in expanding several
areas of service:

1. Resources and assistance for our burgeoning population of primarily Spanish-
speaking residents. Resource requests include the creation of English language
courses, offering bilingual library materials, and providing assistance with
citizenship procedures and paperwork.

2. Local teachers and students have expressed an interest in increasing library
database subscriptions. Students have also expressed a need for more tech-
friendly study space.

3. Centerville City Library has been awarded a three-year technology grant from the
state of Kansas. Community members have requested access to updated
computers in the library and downloadable audiobooks and e-content.

Future Vision

The future vision of Centerville City Library is to increase service by focusing on four
areas: technology, community, diversity, and education. By focusing on these four
areas, we expect to increse community involvement in the library. This future vision is
compelling because it will allow Centerville to rise from the status as a small-town library
to a community meeting space offering the amenities of large libraries in the Midwest.

1echnology CommunlLy
ulverslLy LducaLlon

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Revised Mission Statement

Centerville City Library strives to connect a diverse
community with technology and outstanding resources by
providing them with exceptional customer service.

Achievements

1. The library has a long-standing traditon of implementing recreational activities for
senior citizens. We plan to continue and even expand on this tradition by offering
craft programs, gaming programs, and book clubs for the senior citizen
community in Centerville. The library plans to expand outreach services to senior
citizens by offering free federal and state income tax preparation sessions at the
library.

2. The Centerville City Library has a strong following for toddler and preschool
storytime sessions. We plan to expand in this area by making sure all childrens
staff are trained to implement the Kansas State 6 by 6 Ready-to-Read standards.
These storytime sessions will inject the tools necessary for young children to
become proficient readers by the time they attend kindergarten. We also plan to
expand our storytime offerings by creating a Baby Storytime playgroup for
parents of infants aged six to twenty-four months.

3. The Centerville Library already boasts a successful book club. We plan to
expand our book club offerings by creating an Inspirational Book Club geared
toward senior citizens. We also plan on creating a book club that will be hosted
off site at the local Centerville Caf. Additional plans include offering intermittent
young adult book clubs in conjuction with popular releases.

Shortcomings

1. The Centerville City Library currently spends a substantial portion of the
operating budget purchasing physical copies of books and periodicals. We plan
to drastically reduce the number of paper periodical subscriptions at our library.
We will supplement the loss by promoting the new Zinnio Online Periodical
Database offered via the Kansas State Library collection.

2. The library administration plans on reducing the amount of physical materials
purchased. We will continue to buy multiple copies of popular titles. However, we
will shift toward ordering popular authors, titles, and genres in e-book format.

3. Additonally, we will reduce the amount of budget spent on ordering costly
audiobooks in the compact disc format. We will continue to order popular titles

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but will supplement with the titles offered in the downloadable audiobook format
via the Overdrive Subscription Service.

4. The Centerville City Library has been overlooking a large portion of their
demographic: adults ages 18-40. The library rarely offers programming or
resources geared toward this particular age range. By offering e-content,
advanced technology classes, and focusing on subjects of interest like wedding
planning or investing, Centerville City Library hopes to reach out and provide
rejuvinated service to this demographic.

Closing the Gaps

We intend to close the gaps between our past and future plans by involving the
community in the structure and growth of the library. Community involvement will create
an atmosphere of inclusion and reciprocity, thus empowering citizens to be involved and
make suggestions for the imminent changes.

Library administration plans on opening the door to new technologies by implementing
budgeting strategies that allow for new technology to be purchased as it is released. By
being early adopters of technology, we will become the go-to place for technology in the
Centerville, Kansas community.

Strategic Initiatives

The Stategic Planning Committee has created three strategic planning initiatives to use
as the framework of our strategic plan.

1. Lnhance Lechnology over a 3 year Llme perlod.
2. lncrease communlLy lnvolvemenL aL Lhe llbrary.
3. rovlde supporL for Spanlsh-speaklng famllles.

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Strategic Plan Initiative 1
Enhance technology over a three year time span.

Objective 1.1
Offer downloadable audiobooks and e-books at the library.

! Required Resources
1. Staff time to select services and evaluate usage.
2. $6,000 per year to secure a subscription to Overdrive for basic service
plus an additional tier of audiobooks and ebooks. Funding will be secured
by utilizing grant money from the state.
3. Staff training on the Overdrive platform.
! Actions
1. Secure a three year subscription to Overdrive at a cost of $6,000 per year.
2. Train staff on the usage of Overdrive.
3. Create promotional materials and instructions for patron use.
4. At the end of each year, offer a patron survey to receive feedback on the
service.
5. At the end of three years, evaluate whether or not Centerville City Library
should keep subscribing to the service.
! Outputs
1. Offering on-the-go resources to technologically-savvy patrons.
2. Creating physical space in the library by reducing the number of items
purchased each year.
! Outcomes
1. Increase in circulation by an estimated 20%.
! Impacts
1. Enhanced technology offered by the library and utilized by members of the
community.

Objective 1.2
Replace existing computers and upgrade computer software.

1. Staff time to select materials for lease.
2. Staff time to open the library while new computers are set up.
3. Staff training on new computers and software.
4. Estimated cost of $6,000 per year to lease 15 computers.
5. Microsoft Office updates are included in the lease price.
! Actions
1. Compare local computer company lease prices.
2. Sign a three year leasing agreement for 10 public PC computers, 5 laptops
for in-house patron checkout and computer class use, 5 staff laptops, 2
OPAC computers, and 4 tablets for use in-house.
3. Train staff to use new software.

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4. Have off-site company provide maintenance as necessary.
5. Reevaluate leasing option after 3 years.
! Outputs
1. Providing cutting-edge technology to the citizens of Centerville.
! Outcomes
1. Become the technology hub for the Centerville community.
! Impacts
1. Enhanced technology offered by the library and utilized by members of the
community.

Increase community involvement at the library.

Objective 2.1
Create a teen internship program at the library.

1. Staff time.
! Actions
1. Appoint staff member to the job of volunteer coordinator.
2. Create a set of volunteer rules and responsibilites.
3. Contact local schools and community organizations.
4. Provide outreach to schools and local organizations to promote the
program.
5. Hire a set of five interns per calendar year.
! Outputs
1. Gaining additional library staff with minimal library cost.
2. Providing local teens with work experience before high-school graduation.
! Outcomes
1. Reduction in amount of time staff spends shelving and preparing program
materials by an estimated 50%.
2. Increase the amount of time staff spends performing outreach
responsibilites.
! Impacts
1. Increase in community involvement by staff members and local teens.

Objective 2.2
Create mutually-beneficial community partnerships.

1. Staff time.
! Actions
1. Appoint staff member to the job of community coordinator.
2. Make a promotional materials outlining services offered at the library.
3. Contact local businesses and community organizations.

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4. Provide outreach to businesses and community organizations.
5. Plan mutually beneficial programs.
! Outputs
1. Gaining allies in the community.
2. Providing community members with library resources.
! Outcomes
1. Increase the number of outside presenters by 100%.
2. At least double the amount of outreach to local businesses and
organizations.
! Impacts
1. Increase in community involvement by local patrons.

Objective 2.3
Offer extended library service hours.

1. $12,000 per year for a 20 hour per week employee.
2. Additional staff training time.
! Actions
1. Budget for an additional staff member to work nights and Sundays.
2. Post the position in the community and hire an eligible candidate.
3. Sufficiently train the employee to service the library on night shifts and
Sunday shifts.
! Outputs
1. Extending library hours by three hours on Monday through Thursday and
an additional four hours on Sundays.
2. Providing a community member with employment.
! Outcomes
1. Increase in circulation by an estimated 10%.
2. Increase in customers satisfaction.
! Impacts
1. Increase in overall community involvement at the library.

Provide support for Spanish-speaking and immigrant families.

Objective 3.1
Offer free English language classes at the library.

1. Staff time unless a community member volunteers to teach the course.
2. Promotional materials.
3. $140 to send a staff member to a workshop about serving the Spanish-
speaking community.
! Actions

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1. Appoint staff member to oversee service to Spanish-speaking patrons.
2. Send staff member to workshops and training sessions.
3. Create introductory English-language classes.
4. Offer classes to community members at no cost.
5. Have students evaluate the course after each session.
6. Adjust the course according to feedback received.
! Outputs
1. Expansion in library service to an underserved portion of the community.
! Outcomes
1. Increase English literacy in the Spanish speaking community in
Centerville.
! Impacts
1. Providing support to Spanish speaking families in our community.

Objective 3.2
Create a collection of Spanish language materials.

1. Staff time to order materials.
2. Staff time to weed existing collections to make space for the new
collection.
3. $1,000 of book budget to be diverted per year from the general book
ordering fund.
! Actions
1. Appoint staff member to to order materials for Spanish-speaking children
and adults.
2. Weed a portion of the library to make space for the collection.
3. Focus on ordering popular bilingual titles and other popular titles in
Spanish.
4. Promote the collection.
5. At the end of each year, assess circulation statistics.
6. Adjust funding according to circulation statistics.
! Outputs
1. Expansion in library service to an underserved portion of the community.
! Outcomes
1. Increase English literacy in the Spanish speaking community in
Centerville.
! Impacts
1. Providing support to Spanish speaking families in our community


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Centerville City Library Operating Budget Summary

Operating Income 2012 Actual 2013 Budget 2014 Requested 2015 Requested
Municipality/City $115,000 $120,000 $125,000 $130,000
County Funding $25,000 $25,000 $25,000 $25,000
State Grants $0 $30,000 $30,000 $30,000
Collected Fines $1,500 $1,800 $2,100 $2,400
Total Operating
Income
$141,500 $176,800 $182,100 $187,400

Operating
Expenditures
2012 Actual 2013 Budget 2014 Requested 2015 Requested
Employee Salaries $104,000 $120,000 $122,000 $124,300
Employee Benefits $9,415 $10,100 $10,200 $10,300
Books (physical) $15,000 $15,500 $16,000 $16,500
Audiovisual Materials $3,725 $5,000 $5,200 $5,400
Database
Subscriptions
$560 $1,200 $1,200 $1,200
Overdrive
Subscription
$0 $6,000 $6,000 $6,000
Equipment Rental $0 $7,000 $7,500 $8,000
Contracted Services $1,100 $1,200 $1,300 $1,400
Staff Training $500 $1,050 $2,000 $2,500
Programming $1,200 $2,550 $2,650 $3,000
Telecommunications $1,650 $1,700 $1,850 $1,900
Utilities $2,850 $3,000 $3,200 $3,400
Supplies $1,500 $2,500 $3,000 $3,500
Total Operating
Expenditures
$141,500 $176,800 $182,100 $187,400


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Performance Management

Library staff has agreed to be assigned separate portions of the strategic initiatives in
order to maintain reasonable workloads and expectations among all library staff.
Frequent staff meetings will provide the opportunity for staff members to discuss
difficulties in execution.

Potential resource conflicts could exist long-term if the library receives decreased
funding from any one of its sources. In the case of a budget cut, the entire planning
committee will weigh the pros and cons of cutting funding from any one or all of the
initiatives.

Progress will be monitored in two ways. Staff will provide status updates and reports on
a quarterly basis. Patrons will have the chance to evaluate library services by utilizing
an annual survey through the library website. Although this is a three year plan, the
planning committee will meet yearly to discuss performance and make adjustments to
goals and objectives as necessary.

Contingencies

As previously stated, successful implementation of the above plan is contingent upon
steady funding over the course of the next three years. A complete loss of either county
or city funding would be devestating to the library as a whole. In the event that funding
was drastically decreased, the library staff and board would convene to set priorities
and reevaluate the strategic plan.

Concluding Remarks

The implementation of this strategic plan is critical to achieving the vision of the
Centerville City Library. The Centerville community is changing rapidly and the library
must respond with timely enthusiasm in order to remain a vital part of the Centerville.
The authors of this strategic plan pledge to keep the people of Centerville at the
forefront of library planning to ensure the best possible outcomes for the community
over the course of the next three years.

Strategic Plan Team Retrospective
The Indecisives
Jamie Bernard
Lori Ross
Elizabeth Tschetter

April 3, 2013
LI805XR

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Team Narrative
Creating a strategic plan over the course of semester was certainly a learning
experience. Our forming stage was the most difficult portion of the project. The three
of us knew each other from other courses but had never worked in a group together.
Our first meeting session was a little rocky. Initially, none of us were willing to step up to
the plate and make suggestions. That is how we earned the name, The Indecisives.
Jamie threw out the idea of using a public library and, after finding out Lori and
Elizabeth had lived in small towns, they decided to focus on planning for a library in a
rural community. We also found out that the three of us all had full-time jobs with
incredibly different work schedules. Most of the initial meeting time was spent trying to
pinpoint a meeting time that would work for all three of us. After careful consideration,
we decided that Fridays at 6:00 pm would be the best time to meet. We also decided
that Adobe Connect would be our best communication option since the three of us live
so far apart.
That brought us to one of our "storming" issues. During our first meeting, we
decided to split up the sections among group members. As the project progressed, one
group member believed we should keep the sections separated, another group member
wanted to go through the assignment in detail and address each point of the
assignment as a group, and one group member had no preference. Everyone had a
different opinion, which made our initial strategy of using the democratic approach a
little difficult. Luckily, after further reflection, everyone agreed to shift gears and work
through the assignment outline as a group. We decided that the best way to execute
this strategy was to put up portions of the assignment page into the notes area of Adobe
Connect, discuss the points as a group, and have one of the three of us record notes
which could be e-mailed to all group members at the end of the session.
After our first session, we were "norming". We spent roughly a month having
brief meetings to discuss points of the assignment. We recorded basic answers to the
questions to refer to later. One group member was appointed to author and turn in the
team status update and all members looked over the document before turning it in.
Things went quite smoothly for a while. After all sections were discussed, the team took
a couple weeks to author their assigned sections.
As people started turning sections in, the storming stage popped up again.
Although each person was responsible for a certain portion of the work, it became clear
that more collaboration and changes were necessary to make the strategic plan
successful. We ran into an issue we hadnt planned for. One group member was
assigned to work on the strategic initiatives and budget portions of the project. Because
of this, anything that one particular group member wrote had to be mirrored in the other
two members' sections of the assignment. Everyone authored very strong material on a
standalone basis. However, after reading the first rough draft of the strategic plan, the
group realized that the plan lacked cohesion. The group decided it was necessary to go
back and rework large portions assignment. Without these revisions, the assignment
would have appeared fragmented and confusing. This was a valuable learning
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experience. We discovered that editing a peers work is a delicate and arguably
unpleasant task. It was difficult to remove or rework parts of the assignment that a
respected peer spent time and effort creating. It was even more difficult to remain
diplomatic while also managing the needs of a project worth a substantial portion of our
grade.
After this experience, we noticed that group roles had occurred naturally among
group members. Jamie had become the facilitator, Elizabeth stepped up as the editor,
and Lori held the group together by keeping precise meeting minutes and remaining
upbeat and positive. After sending a half-dozen drafts of the plan back and forth
between group members, we settled on a version of the strategic plan we all deemed
suitable for submission.
Overall, we are quite pleased with the work we completed and the obstacles
weve overcome. We are confident in saying that we made it to the performing stage of
group development. Weve been successful at overcoming a number of obstacles to
become a high-performing team that functions in a smooth and effective manner.
Perhaps we arent The Indecisives, after all.

4 | P a g e

Meeting Minutes

The Indecisives Meeting
Face-to-Face
Feb 2
nd
, during class

Members Present: Jamie Bernard, Lori Ross, & Elizabeth Tschetter
Absent: None
Discussion Topics
What we needed to do for the project
Went over some of the questions in the project
What type of library we wanted to work on Small town library in Kansas with
few employees
Team name none chosen
Times suggested for future meetings we all have varied times we can meet,
Friday afternoons was suggested
Decided on emails and an online meeting location per week to go over what we
needed to do
Jobs for each of us no set titles because we can switch off at team leader and
the other jobs.
Agenda for Next Meeting:
Name for our team
How to break up the project

Next meeting to be held on Friday, Feb 15
th
at 6:00 pm via Adobe Connect unless
otherwise notified.
Minutes submitted by Lori Ross

5 | P a g e

Meeting Minutes

Adobe Connect
Friday, Feb 15
th
, 6:00pm

Absent: None
Discussion Topics
How to break up the project decided on breaking the project up equitably by
talent and interest
Talked about going over the project question by question to ensure that we knew
what the others wanted on the project to help make it easier on all of us
Decided on team name The Indecisives
Went over what was needed for the Team Progress Report item by item to be
sure we had all questions answered Jamie to submit
Started on the organizational profile sections. We saved and sent the answers to
all group members

Work on questions for the Preparation/Planning section

Next meeting to be held on Friday, Feb 22
th
otherwise notified.
6 | P a g e

Meeting Minutes

Adobe Connect
Friday, Feb 22
nd
, 6:00pm

Absent: None
Discussion Topics
Went over Preparation/Planning Section question by question
Went over Current Reality section question by question
Talked about items we had thought over since our last meeting

Work on the New Priorities section

Next meeting to be held on Friday, March 1st at 6:00 pm via Adobe Connect unless
otherwise notified.

7 | P a g e

Meeting Minutes

Adobe Connect
Friday, Mar 1
st
, 6:00pm

Members Present: Lori Ross, & Elizabeth Tschetter
Absent: Jamie Bernard (Unable to attend due to family emergency)
Discussion Topics
Spoke briefly and decided to reschedule the meeting for the next week when all
three members could attend.

Work on questions for the Strategic Initiatives section because we needed to
finalize our ideas on what was needed
Researching potential initiatives

Next meeting to be held on Friday, March 8
th
otherwise notified.

8 | P a g e

Meeting Minutes

Adobe Connect
Friday, March 8
th
, 6:00pm

Members Present: Lori Ross, Jamie Bernard , & Elizabeth Tschetter
Absent: None
Discussion Topics
Worked on the New Priorites section of the assignment
Started working on the Strategic Initiatives section had questions and various
issues to resolve by the end the meeting
Brought up the issue of preliminary deadlines

Finish strategic initiatives section
Set concrete deadlines
Discuss any other issues that arise


9 | P a g e

Meeting Minutes

Adobe Connect
Friday, March 22
nd
, 5:30pm

Absent: None
Discussion Topics
Went over questions for the Strategic Initiatives Portions
Set deadlines among the group
No meeting for next week

Turn in our parts via email on March 20th

No next meeting planned unless otherwise decided on. All rest of our meetings will be
via email.

10 | P a g e

Meeting Minutes

Adobe Connect
Wednesday, March 27
th
, 9:00pm

Absent: None
Discussion Topics
Checked for potential revisions.
Jamie appointed to create PowerPoint presentation and turn in Strategic Plan
assignment.

No meeting

We will talk via email if any other issues arise.

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