Mulberry Public Library Strategic Plan

2013-2015 Greta Kliewer, Dylan Kuhlman, Ashley Swan & Kira Warner LI 805 XR April 3, 2013

Table of Contents
Executive Summary.. 3 Organizational Profile. 5 Overview... 5 The Organization. 5 Guiding Values. 6 Mission.. 7 Preparation/Planning..... 8 Library Management Team. 8 Planning Factors... 9 Current Reality... 10 Environmental Scan... 10 SWOT Analysis. 11 Organizational Performance.. 11 Gap Analysis 14 New Priorities.. 15 Strategic Profile. 15 Future Vision.... 16 Strategic Initiatives. 16 Action Plan.. 17 Budget..................................................................................................... 19 Performance Management 20 Contingencies.. 22 Concluding Remarks........ References. 23 24

Appendix 25

Executive Summary
The Mulberry Public Library (MPL) has been a community hub in the small Kansas town of Mulberry since the 1970s. The tiny library is finally going through a much-needed expansion scheduled to open in 2015, and was the recipient of a generous technology grant that has allowed it to provide top-of-the-line technology such as tablets and e-readers to the population of Mulberry, which is both growing and diversifying. MPL has decided that this would be a good time to take its core values of community engagement, access to information, media literacy and ongoing improvement to rebrand itself and set up some strategic goals in line with this philosophy. These goals are aimed at enabling patrons to become more empowered and informed citizens by engaging with library staff and learning to use the resources at their fingertips. The library staff has articulated these aspirations in two broad goals with several objectives pertaining to each, as follows: Goal 1: 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 1.1: Obtain patron feedback to ensure the current library activities meet patron needs and expectations, and to plan for the future. Initiative 1.2: Engage patrons through community-oriented programs such as classes and social events for all ages. Initiative 1.3: Provide meeting spaces and technology for community groups to meet and collaborate.

Goal 2: The library should be at the forefront of current technology in the community, and provide patrons with the means and understanding of how to use that technology. Objective: Create new and 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.

MPL staff plan to tackle these issues with a variety of measures, including gaining patron feedback through surveys and recording metrics in the library, hiring a technology librarian to teach media literacy classes, reaching out to the community through an updated website and social media presence, and collaborating with other nearby libraries to expand patrons access to materials. The library faces several challenges in carrying out these activities, such as limited space, a small staff without proper technology training, and the librarys current outdated technology. The strategic planning team has tried to anticipate contingencies that may affect the implementation of these goals so that alternate plans can be made to ensure the goals are met. Some of these contingencies include budget cuts, delays in construction, or lack of community support. While these challenges to implementing MPLs strategic goals exist, ultimately the situation provides a lot of opportunity as well. Over the next three years, the library will be able to expand its technology, staff, classes on media literacy, and ultimately its extension as a community hub and point of reference to Mulberry residents in terms of accessing beneficial information.

Organizational Profile
Overview Mulberry Public Library (MPL) has endured a dwindling budget over the last several years, while in contrast the community has grown. As a result, the current building is in dire need of deferred maintenance and the collection, community and technology needs have outgrown the current space. While the need for a new space has become pressing, the need for a new strategic plan has become even more important as we plan the new building and add and upgrade current technologies. This strategic plan will encompass the fiscal years from 2013 to 2015, ending with the move into the new facility. At that time MPL staff will reassess community needs and how to use the space in the most effective manner. Mulberry Public Library is in the beginning stages of planning for a new library building, with construction slated to start in 2013. The city council just approved funding for the new building in October 2012 and the library has received an endowment from the estate of a citizen of the town that will go towards improving technology needs of the library. This strategic plan is intended to blend the planning of future technology purchases with an assessment of how these purchases can meet our guiding values, mission and goals for the community in the next three years. Mulberry Public Library is finding the need to increase its resources to improve its service for a growing community. In the years between 2000 and 2010, the citys population grew by approximately 1,000 people, or 18.5% (U.S. Census Bureau, 2010), to 5,866 (2010 Kansas Library Statistics). The schools budget has fallen in that time as well, and school children have very restricted access to their libraries due to one librarian being split between the four libraries. When the librarian is not present at their school they do not have access to their school library. The public library will need to fill that gap and reach out to the youth in the community as well. The Organization The current MPL building was constructed in the 1940s to serve as a movie theater. In 1977, it was converted into the towns current library building. With about 3,900 sq. ft. (including all storage), the library only has room for 3 public computer
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workstations, limited shelving storage and very tight staff quarters (288 sq. ft.). There are restrictions that prevent building an addition to the current facility: the library is on a corner and landlocked to the south by an adjacent building and street. The space behind the building is a semidry creek bed, which also presents flooding hazards it the event of a flash flood. The construction of the new library is scheduled to start in 2013 and will contain anywhere from 6,600 to 12,600 sq. ft., 10 public workstations, additional seating, additional shelving space, a meeting room (there is not one in the current building), and additional staff work space. The new facility will be ADA compliant. This three-year plan has been devised to stimulate the technological growth within the MPL. We plan to implement updates in the new building to online presence and through improved technological offerings to better serve residents of the Mulberry community. We will replace all existing computers in the first year, as well as adding tablets and e-readers available for in-house use. We will also redesign the MPL website to make it more user-friendly. The current website uses a simple blog template in the WordPress platform, with a link to the online catalog. We will completely rebuild this website, bringing it into the 21st century by making it compatible with mobile devices, as well as making it ADA compliant and social media friendly. Doing so will provide residents access to the information they need anytime online, and with greater ease in the physical library space. We will also be taking steps towards greater security with an RFID system being installed in 2014. Requirements for staff training will be outlined in an effort to keep up with the latest technological trends. The plan will provide a structural basis for the budget requirements as well as steps necessary to implement these improvements. With new facilities come new challenges for the technology budget. Additional computers (both public workstations and staff computers) and a wifi

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.

router will need to be purchased. Equipment will need to be relocated and installed. A new printer/scanner/copier/fax machine will need to be purchased. The Gertrude Higginbottham Endowment Fund will provide the necessary funding for new technology costs leading up to the move and in the new building. These are much needed improvements to supplement what currently exists at MPL. We will continue to add more hardware to the collection over the next three years. Because MPL is such a small library, we anticipate leftover funds due to a general lack of space and current community needs, at least until the new facility opens. Our endowment fund specifies that if technology needs have been met, funds may be used elsewhere in library. This will be used with discretion as needs arise. 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.
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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 benefitting MPL patrons. This also includes ensuring that library technology is functional and up-to-date. 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. The library aims to act as a community hub by allowing Mulberry residents to become better informed, and able to actively participate in todays increasingly technology-dependent society.

Preparation/Planning
Library Management Team The entire staff of the Mulberry Public Library will be involved with the strategic planning process. Each staff member will have a role to play and will work together with other staff members to achieve the goals of the strategic plan. Here are the current four staff members and their roles. Ashley Swan, Library Director Implement the strategic plan and keep staff on track with the plan. Perform progress and performance checks to ensure compliance with plan.

Greta Kliewer, Reference Librarian, Metrics Analyst Introduce public to changes at the library. Introduce new technology into their daily activities and duties. Record and report metrics for assessment of new technology implementation of both staff and patrons. Dylan Kuhlman, Reference Librarian, IT Specialist, Budget Analyst Implement new technology into their daily activities and duties. Teach library staff about, and how to use new technology. Conduct maintenance and upkeep of the library website.

Kira Warner, Childrens/Youth Services Librarian, Team Secretary Implement technological changes to youth programs as necessary. Document all changes and layout to strategic plan document.

In 2015, the shift to a new building with a bigger space and more capabilities could lead to some changes to the Library Management Team. With more room and different priorities, the goal will be to expand from a staff of four to seven. This will include a Technology/Librarian specialist. The role of this staff member would be to seek out new and cutting-edge technology to test in the library setting, and to implement and teach both other staff members and the public on currently owned technology. This staff person will also take over duties with the library website. Adding this staff member will free up the other librarians and allow the IT staff member to focus on hardware and networking issues. This will also let the library achieve a dedicated technology outreach program with the public and a greater transparency of daily programs with the website.
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Planning Factors Positive Factors The Mulberry Public Library has a lot of factors in place to assist with its goals of presenting the residents of Mulberry with superb technology and a place to engage with information professionals. The budget, space and professionals at the library make this a promising environment for bringing new and innovative means for collaboration and technology use in the Mulberry community. The Mulberry Public Library is already somewhat of a community focal point, having operated since the late 1970s. Any improvements to its engagement with the community will only increase the publics relationship with the information professionals who help patrons to be more informed citizens. The construction of the new library, slated to start in 2013, will provide a greater capacity in terms of space, meeting amenities and resources when it opens to the public in 2015. Since the library is getting a new building, the MPL can take this opportunity to rebrand itself, building on the opportunities it already provides for community engagement, and adding new childrens programs, adult computer literacy classes, new computers and public wifi. These additions can be accompanied with efforts to make these new assets known through the librarys website. The MPL now receives a $30,000 per year endowment fund from a wealthy patron to complement its annual technology budget of $4,000. This has gone towards providing top-of-the line e-readers and tablets in addition to technology basics. The fund stipulates that money can be used for areas other than technology if technology needs have been met. This fund perfectly complements the MPLs core values and goals of providing technology and the means for its use to Mulberry residents. Limiting Factors The library will begin construction in 2013 and the new building will open in 2015. It may be challenging to meet patron needs, especially by increasing the volume of programs and resources provided, while the library facility and staff are in flux. Despite an ample budget, the MPL is relatively small and is outgrowing its current facility. Before completion of the new library building, staff will have to work around these space issues to ensure that patrons have the ability to access the top-notch technology. Until now, the library has offered little in terms of instruction on how to use its new technology such as e-readers and tablets. Staff will have to engage patrons and assist them in learning how to use the technology so these valuable tools do not go unused. The current library website is lacking, limiting outreach and visibility to the community in terms of social media. The MPL has limited staff to accomplish both daily library duties and teaching time. Adding technology instruction classes to an already bustling library in a small space will require planning in terms of time and task allocation in order to deal with possible high patron demand for training on the librarys new tools. Adding an additional staff member to take on this responsibility an option MPL has discussed would require additional salary funds that would strain the librarys non-technology budget.

Current Reality
Environmental Scan The Mulberry Public Library staff must take into account many different factors affecting their institution. The Mulberry community that is home to the librarys patrons is always changing. The library community also undergoes its own shifts in trends and what practices or tools are best or popular. Mulberry Community The town of Mulberry has a steadily growing population. Its 2010 population of 5,866 is roughly an 18% increase of its population since 2000. This indicates an increase in patrons and the need for a larger library. There is also a shift in demographics occurring. Mulberry is getting older and younger at the same time. An aging population and an increase of families with children will put greater importance on children programs, technology outreach and literacy programs, and other programs that serve those age groups. This could also mean a decrease in our young adult and middle age patrons and the collections favored by those groups (fiction, fantasy, romance, etc.). A second shift in demographics is that Mulberry is becoming slightly more diverse. The change is not substantial but it is a trend the Mulberry Public Library should be aware of. Mulberry has a significant population that lives outside of the town, but are still considered residents. These people attend the Mulberry schools, and make use of the MPL. Procedures could be implemented to make their use of the library easier and more enjoyable.

Library Community Information is changing. The speed, quality and availability of information are all undergoing changes. Tools like smart phones and Google have rendered library ready reference essentially useless, at least in the minds of many patrons. People can get accurate information at the touch of a button, and they can do it almost anywhere. Mulberry Public Library must ensure that it, too, does not become obsolete. The library must stay current and relevant in the services it offers to patrons. Technology is a big trend in the relevance of libraries. Use of computers, e-readers, tablets, and other technology in libraries is on the rise and has become a given in many information-related environments . This technology is not stagnant; there is a
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steady release of new versions or competing products that a library must stay current with. Technology has changed how we interact with information and it has become so mobile and widespread that MPL must stay relevant and up-to-date with the latest technology tools and practices to be a valued institution. Social media is a trend that is also affecting libraries. Social media has changed how humans interact and how information is transferred. People are becoming more connected in different ways and libraries should take advantage of these tools. MPL should have a social media presence and meet patrons on their terms.

SWOT Analysis Positive Strengths Plans for new library building with more centralized location Internal Committed staff with the desire to connect with the community Strong collection on Kansas history High circulation rates, particularly for children's literature Negative Weaknesses Very limited space at current library location Outdated and minimal computer hardware and software Limited, basic website on WordPress CMS platform with no catalog search Collection not well-rounded Staff not properly trained for new technology Opportunities External Use of library by students unable to use school library Endowment fund through late library patron and friend will expand budget Community growth Threats Poor economic conditions could mean less patronage Time restrictions due to imminent move to new location

Organizational Performance The current Mulberry Public Library facility is 3,900 sq. feet and serves a population of 5,688 (Mulvane Public Library, 2012). The tables in this section detail what the library currently has to offer in terms of programs, services, materials, and professional experience. It also compares the MPL to surrounding libraries in an attempt to provide context for the region surrounding Mulberry.

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Current Library Collection Items Currently in the Mulberry Public Library Collection (Find the Data, 2012) Print Materials 28,351 Electronic Books Audio Materials 503 Video Print Subscriptions 76 Electronic Serial Subscriptions Local Licensed Databases 0 State Licensed Databases Other Licensed Databases 0 Total Licensed Databases Collection Circulation Average Annual Circulation (Lib-Web-Cats, 2012) Service Population Collection Size Annual Circulation 5,866 30,123 48,657 Inter-Library Loan Circulation Average Annual Interlibrary Loan Statistics (2008 Kansas ILL Statistics, 2008) Borrow Lend Total Items Copies Unfilled Items Copies Unfilled Borrow Lend 255 0 24 776 0 295 279 1,071 Current Library Activities Library Details (Mulvane Public Library, 2012) Population of Service Area 5,866 Number of Bookmobiles Number of Central Libraries 1 Number of Branch Libraries Librarians 1 Master Librarians Other Employees 6 Total Staff Additional Library Programs (Find the Data, 2012) Internet computers 2 Users of the Internet Total library programs 96 Total Kids Programs Total audience at all programs 1,805 Total audience at Kids Programs Mulberry Public Library Budget Situation Library Operating Revenue and Expenses (Mulvane Public Library, 2012) Operating Revenue from Local Operating Revenue from the $135,455 $17,222 Government State Government Operating Revenue from the Operating Revenue from $0 $37,152 Federal Government Other Sources Salaries Paid $69,746 Benefits Paid $20,155 Print Materials Expenses $30,069 Electronic Materials Expenses $0 Other Materials Expenses Paid $2,252 Other Operating Expenses $25,764 0 0 1 7

5 1,188 0 41 41

2,340 95 1,760

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Regional Library Budgets for Comparison (Kansas State Library, 2011)

Current management model The Mulberry Public Library currently operates according the Clan mentality, as described by Cameron and Quinn A very pleasant place to work, where people share a lot of personal information, much like an extended family (2010). Mulberry is a relatively small, close-knit community and that mentality is reflected among the library employees. The head librarian functions as a mentor and team-builder for the three parttime employees at the library and places great importance on equality in access to information and technology literacy. Staff Responsibilities The Mulberry Public Library currently has four employees, only one of which is a full-time M.L.S. degreeholding librarian. These staff members share the day-to-day duties of keeping up the library, maintaining the collection, collecting metrics, teaching classes and conducting library programs, updating the library website and social networks, and a myriad of other tasks. With the goals being implemented over the next three years (see the Strategic Goals section), the head librarian will have to ensure that the staff members, who may not have had as much training and exposure to the new technology being taught in media literacy classes, are familiar with the new devices and their operation so they can pass this information along to patrons. The staff may also need to undergo training on basic computer troubleshooting, as more computers become available to the public, and questions on how to use them will inevitably arise. The staff will also be charged with taking more meticulous metrics (see below) to measure the value and impact of new classes to the librarys patron base. Desired Performance Targets The Mulberry Public Library is in the middle of a rebranding process that involves construction of a new facility, as well as a revamping of the librarys website and social media presence. The librarys generous technology grant allows for updating its technological resources, but the library will need to provide instruction on their use. The goals to be implemented over the next three years focus on media literacy, technology use, and encouraging means to access information in order to become more informed citizens. These broad aims are discussed more explicitly in the Strategic Goals section.

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Metrics to Track Goal Performance Library employees currently track the number of programs the library has implemented, and the attendance of each (96 total as of 2012). The library also tracks the number of internet users it has versus the number of computers currently 2,340 to 2. This ratio should be improved substantially as new technology is added in the coming years thanks to the librarys technology grant. However, the Mulberry Public Library Staff plan to take more detailed metrics to gauge the attendance and usefulness of its technology and programs. They intend to track the circulation of new tools such as the tablets and e-readers the library purchases, as well as tracking the number of attendees and their ages at each of the media literacy classes the library plans to offer. Additionally, the library staff intends to begin tracking how many people are in the actual library building at a given time and the resources they use most often in order to paint a better picture of patron needs and interests alongside their feedback. Gap Analysis The library has identified the need to move from its current physical space into a new building and to revamp it its web presence within the community in order to reach more patrons on a wider scale. The library will have to successfully upgrade its technology in the coming three years and it will be the staffs responsibility to learn how to use the new technology in order to teach the patrons how to use it and to troubleshoot any potential issues. Luckily, these new technology purchase costs and any subsequent training will be covered by the technology endowment fund that has been bestowed upon the library. Metrics will help gauge library program success and we will use the data to help evolve our programs and user services. Average circulation in the last seven years has shown an increase in overall circulation, while the library has experienced a reduction in overall budget. MPL is experiencing an upward trend in the budget due to remaining funds from our technology endowment and plan to use that to strengthen our user holdings in the new space. The hope is to continue to increase circulation with additional stack space and community access to a website where users can put items on hold, pay fines and engage in social reading practices using the tools from the Polaris Integrated Library System, along with the new website. Mulberry Public Library hopes that this outside access to the library will increase patron circulation, as it will make library services more accessible outside the library building itself. Gate counts have decreased 6% in the last three years, due to the opening of a new library branch in a neighboring community. While circulation rates have increased, it has been observed that this is only due to existing patrons checking out more materials during each subsequent visits. The hope is that excitement for the new branch, new technology and additional holdings will encourage patrons to return to using MPL on a regular basis. The website re-design should help with this as well by alerting the Mulberry community to events and new assets available at the library. Starting in 2015, plans to enhance current patron programs and to add additional ones to the mix will coincide with the move to the new space. The hope is that MPL will be able to engage with the community by bringing meetings, partnerships and public events into the library in order to bridge the gap between community and business leadership and the library as a place of knowledge and learning. Currently, the library cannot be community-oriented due to a lack of space.

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New Priorities
Strategic Profile The future of libraries is dominated by technology. The advent of new technology and its implementation into libraries is what could potentially make a library succeed or fail. This is not to say that the library will need to buy the newest laptops and e-readers every year to keep their patrons coming back, but staying relevant with technology is key. The future of libraries is equal parts adding new practices and standards with technology and continuing the status quo of current services provided to patrons. Achieving both of these is difficult with another trend within libraries: dwindling budgets. Libraries must balance the line of evolving to meet the changing wants and needs of some patrons, without losing or alienating other patrons that were content with things the way they were. This is the difficult future of libraries. The Future of Libraries in Numbers People still rely on the free services that libraries provide. o 2009 Libraries had 1.59 billion visitors and lent 2.4 billion times (Vinjamuri, 2013). o 2011 69% of Americans use public libraries (The Future of Libraries). Technology use is growing in libraries. o 2007 38% of libraries offered downloadable e-books. o 2011 67% of libraries offered downloadable e-books. o 2011 7 in 10 libraries reported an increase in use of public computers (The Future of Libraries). The public still has a need for public libraries. o 2009 More than half of young adults and seniors living in poverty used public libraries to access the internet (Vinjamuri, 2013). o 2011 76% of libraries say they dont have enough computers to meet demand. ! 30 million Americans rely on libraries to find a job. ! 91% of libraries provide access to online job resources. ! 72% of libraries help patrons complete online job applications (The Future of Libraries). Libraries have increased their internet and social media presence. o 2011 96% of libraries have a website, 68% use Facebook, 39% use Twitter, 34% host a blog, and 29% use a photo-sharing service (The Future of Libraries).

These statistics were taken into consideration when Mulberry Public Library was forming its goals and mission statement (see mission statement pg 8). Our guiding values of community, access, technology literacy, and ongoing improvement will help us adapt to these trends and the changing currents of libraries.

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Future Vision Ultimately, Mulberry Public Library will be a community center where all citizens of Mulberry and the surrounding area can gain free access to digital and print information. The staff will be ready and able to provide educational services to young and old with fervor. By continuing to improve their technology skills, library staff will be better equipped to provide the best service possible. In turn, residents will know they can count on MPL for their information needs. By creating this strategic plan, along with making changes as necessary and continuing a pattern of detailed goal setting, MPL will achieve this future. The strategic plan committee will meet monthly to ensure progress and re-evaluate initiatives and actions as necessary. This flexibility will ensure that the library is meeting the needs of its patrons. This vision will open new doors for citizens of Mulberry. Citizens will have free access to information in ways they have not had before. For many of these citizens, this is the only way for them to gain this access. As we embark upon these initiatives to fulfill MPLs strategic vision, our future mission statement could be: 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 technologically literate and informed. Strategic Initiatives The new library will need to not only have improved technology, but also new ways to reach out to the community and to provide patron access. The following goals will be our guidelines to encourage community involvement and growth through library resources: Goal 1: 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 1.1: Obtain patron feedback to ensure the current library activities meet patron needs and expectations, and to plan for the future. Initiative 1.2: Engage patrons through community-oriented programs. Initiative 1.3: Provide meeting spaces and technology for community groups to meet and collaborate.

Goal 2: The library should be the forefront of current technology in the community, and the means to use that technology. Objective: Create new and engaging ways to expand technology and library holdings to MPL patrons. Initiative 2.1: Engage in a consortium with other nearby libraries to ensure
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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.

Action Plan Goal 1: 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 1.1: Obtain patron feedback to ensure the current library activities meet patron needs and expectations, and to plan for the future. Action steps: Library staff will distribute an online survey for feedback on the library to all patrons registered in the library system. They will also distribute the survey to residents of Mulberry who dont come in very often in order to gauge why they do or do not use the library. This will be done using random sampling from the Mulberry phone book. Paper surveys will be mailed to the participants, along with an incentive to participate: a drawing for a new e-reader. All the patrons of MPL will receive the survey either an online link if they have provided an e-mail address, or the same mailed survey if they do not have their own e-mail. Patrons will be eligible for the e-reader drawing as well. Staff will obtain indirect feedback by monitoring which collection items are used and how often via circulation records. A staff member will also count the number of patrons using resources that dont leave the library each hour reference materials, public computers, fax machine/printer, etc. for a predetermined amount of time and make an assessment about which types of technology to augment based on user statistics. Initiative 1.2: Engage patrons through community-oriented programs. Action steps: During 2014, the library will train its current employees on basic media literacy skills as well as on the new technology they are in the process of purchasing. They will also evaluate the library budget in an effort to hire a technology librarian. This librarian will be in charge of the librarys classes and programs, including those mentioned in Initiative 2 below. Other classes may include book clubs, resource evaluation classes, library tours that acclimatize patrons to the new facility and technology, and programs for kids including video game tournaments, library scavenger hunts, and basic computer and web use classes. The community also needs to know what amenities and services are available in order to use them. For this reason, library staff will update the librarys website in a more user-friendly format, as well as post regular communication about library events on social media (Facebook and Twitter.) An MPL staff member will be responsible for regular website and social media updates. Initiative 1.3: Provide meeting spaces and technology for community groups to meet and collaborate.
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Action steps: During the construction of the new MPL facility, staff will look for a meeting location outside the library in which to begin hosting media literacy classes. As it becomes known that these classes are available and that a space for these kinds of activities is a necessity, library staff can begin to gauge patron interest in booking the room to use for their own purposes. Patrons will also be aware of the media literacy classes that are offered and staff will gain experience teaching them. By the time the new facility opens, the demand for classes will have been cultivated, and the staff will be able to deliver these classes successfully based on their prior experience. Goal 2: The library should be the forefront of current technology in the community, and the means to use that technology. Objective: Create new and 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. Action steps: MPL staff will coordinate with other libraries in the South Central Kansas Library System in order to create a courier network for interlibrary loan purposes. This will give Mulberry residents access to a much larger collection than MPL can provide on its own, given the librarys previously limited budget. Initiative 2.2: Provide media literacy classes for different age groups, with topics varying periodically. Action steps: After undergoing technology training, MPL staff will begin to teach these classes. After 2015, should resources allow, the new technology librarian will be responsible for organizing and teaching these classes. Age groups for the classes will be determined by feedback to the librarys patron survey. Options for classes will include child, adult, and senior media literacy classes on a variety of skills such as basic computer use, tablets and e-readers, evaluating online information, and others. 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. Action steps: This will be an ongoing process that will be helped immensely by the reviewing and complying with the librarys technology budget each year. The Gertrude Higginbotham Endowment Fund has provided some generous funds to be able to continuously update and provide maintenance to both the technological components of the librarys catalog as well as the tools and equipment that help it run. Library staff will be responsible for regular inventory and quality checks on library technology, as well as staying on top of media trends and patron feedback in order to see what the library should purchase next.

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Budget
Budget for Implementing Strategic Plan Goals Technology Updates Item Public computers (5 desktops, 3 laptops) Staff laptops (3) Printer/copier/scanner for patron and staff use 2 e-readers for checkout 2 tablets for staff use Media Literacy Training Item Technology librarian (yearly salary @ $25/hr) Meeting room rental (until new facility opens; $20/hr for room in City Hall @ 6hrs/week) Laptops for conducting classes in City Hall until new facility opens (use staff laptops) Projector for conducting classes in City Hall Projector screen for conducting classes in City Hall XBOX 360 for video game tournaments/after-school programs Outreach Item Cost of updating, maintaining, and training staff on upkeep of new website Printing and postage for mailing patron feedback surveys (approx. 500) Excel spreadsheet to track what resources patrons are using at MPL Excel spreadsheet to track what areas of the libraries patrons of MPL are using regularly Newspaper ad to announce class availability Annual fee for participating library consortium

Cost $7500 $1600 $2000 $160 $800 Cost $52,000 $6240 $0 $450 $250 $400 Cost $4000 $445 $0 $0 $250 $2500

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Performance Management
Synergy MPLs goals and initiatives go hand-in-hand, so there is a high level of synergy between them. The first goal of engaging the community has initiatives that include holding programs and providing meeting spaces for the community. These are overlapped and strengthened by the second goal of being on the forefront of technology and its corresponding initiatives. Holding technology literacy classes will help the library with its public outreach programs and obtaining a meeting area will give us the space necessary to hold these technology programs. Each initiative is important to reaching its respective goal, but it also plays a part in achieving the other goals. The MPL Action Plan has been carefully constructed to achieve goals in the community and technology; with each contributing to the success of the other. Resource Conflicts The biggest conflicts to MPLs Action Plan are time and money. Time will be the hardest resource to manage due to the high demand of work hours necessary to complete the initiatives. It is possible that demand for community programs, learning the skills needed to teach the programs, and the constant collection and monitoring of stats will put a strain on a small staff with a heavy work load and a limited amount of work hours. There is also a possibility that with the goal of staying on the forefront of technology, MPL could drain its budget and grant by overspending on technology. The issue of time can be managed by proper research into what programs should be offered and who should teach them. There should also be a rotation of the staff that teaches these programs, so staff members are constantly sharing the responsibility of teaching classes, and consequently staying up-to-date on program content. The issue of taking and monitoring stats will be helped by creating a streamlined approach to the process that will make the process as quick as possible. The possible problem of overspending on technology will be solved by a responsible decision making process. A group of staff members will analyze each new request for technology on a case-by-case basis. Each decision will take into account the release date, cost, benefit to the library, other competing models, and demand from the community for the specific piece of technology. By using this group decision-making process, the library will avoid buying technology that is not needed and reduce spending. Monitoring Progress There will be problems that arise during the course of the Action Plan, and MPL will have safeguards that will deal with these issues. The first safeguard will be a digital or analog bulletin where staff will be
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able to note problems or issues. They will add notes on a day-to-day basis as issues arise. This bulletin will serve to track and compile problems for the monthly meeting. The second safeguard is monthly meetings for the strategic planning committee. The goal of these meetings is for the entire staff to track the progress of the Action Plan, update the plan as necessary, and to address the problems that the staff has noted on the bulletin in the weeks prior. These two safeguards will ensure the Action Plan is being followed and adapts to the changing needs of the library.

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Contingencies
Implementing our goals successfully could be impeded by the following roadblocks: Further budget cuts While we have been provided with a generous donation for an endowment fund, this money is expected to go towards new technology costs first, and collections development second. Our operating budget comes from state and local tax revenue and has decreased in the last several years, a trend we do not see reversing in the immediate future due to economic realities. Our hope is that operating budgets are expanded so we can allocate more money to additional operating expenses in the new library. Delay in new library construction The new library building is supposed to start construction in January 2013. Any construction, planning or funding delays will impact our plan to achieve goals that are dependent on the new building facility. Lack of community support A lack of community support for our new programs will have a negative effect on our plans to engage more with the community and local businesses. Patrons using another regional community library Our plan is to try to maintain patronage in the MPL facility by entering into a consortium with neighboring libraries so that their materials are available locally for Mulberry patrons. If we do not succeed in recruiting patrons to use the new library space we could see a lack of increase in gate counts. Lack of community feedback One of our key goals is to capture feedback from our patrons so we can continue to enhance and evolve our user services. If the community does not provide adequate feedback, we will not be able to

use this data in our future strategies and plans. Plans for consortium do not work out We are currently in planning discussions with four regional community libraries to group together for a hyper-local consortium. If the consortium details are not completed by 2015, our goal to expand our shared holdings with area libraries will not be achieved.

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Concluding Remarks
This strategic plan is integral to the future of Mulberry Public Library, especially considering this time of transition. It will allow staff members to critically apply steps towards desired goals into their everyday work routine. By adhering to action steps outlined in the strategic plan, the move into the new facilities will run efficiently and patrons will greatly benefit from the positive changes therein. Implementation of these initiatives will encourage strength within the community and the drive to stay current in a constantly changing world. For rural communities, this can be a challenge, but MPL is committed to educating its citizens on technology to enrich lives. All members of the library management team, those charged with creating and carrying out the goals of the plan, have been fully informed of implications and are eager to accomplish all items included. Their adaptability will ensure that the patrons and their needs are always the first priority. Their commitment to providing superior service will remain through all stages of this plan. Change can be uncomfortable, but in the end assists in the growing process. While many unknowns exist in the next few years with possible changes needed to the strategic plan, MPL staff is ready to face these challenges. Mulberry Public Library is eager to face this exciting future.

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References
2008 Kansas ILL statistics, alpha library by name. (2012). Retrieved February 24, 2013, from http://www.kslib.info/Documents/state%20data%20center/ILLSummary-Alpha_001.pdf Cameron, K. & R. Quinn. (2010). Organizational Culture Assessment Instrument: Public Administration. Accessed at http://www.ocaionline.com/userfiles/file/ocai_pro_example_report.pdf Find the Data. (2012). Retrieved February 24, 2013, from http://library.findthedata.org/l/20138/Mulvane-Public-Library Kansas State Library. (2011). Expenditures capital and other. Retrieved February 24, 2013, from http://www.kslib.info/Documents/statistics/R07%20-%20ExpCapOth.pdf Lib-Web-Cats. (2012). Retrieved February 24, 2013, from http://www.librarytechnology.org/lwcdisplaylibrary.pl?RC=18369 Mulvane Public Library. (2012). Retrieved February 24, 2013, from http://www.everylibrary.com/MulvaneKS/Mulvane-Public-Library.html The Future of Libraries. Retrieved March 3, 2013 from http://edudemic.com/wpcontent/uploads/2013/02/future-of-libraries.jpg Vinjamuri, David. (2013). Retrieved March 1, 2013 from http://www.forbes.com/sites/davidvinjamuri/2013/01/16/why-public-libraries-matter-and-howthey-can-do-more/

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Appendix:
Team Plan Retrospective
LI805 Management and Information Organizations
April 3, 2013 Greta Kliewer, Dylan Kuhlman, Ashley Swan & Kira Warner

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Appendix A: Team Narrative Forming Team Dream Team began our Forming stage, as described by Andriopoulos and Dawson (2009, p 141) even before our first group meeting. Each team member had various levels of experience with and knowledge of strategic plans, and various skills to bring to the table. In order to make these talents explicit and to know our own abilities better, we all participated in the Strengths Finder StrengthsQuest test to see where we could make the most effective contribution. At this point, we were discovering things about ourselves as much as about the plan we were going to have to write. We also came up with our team name during this stage. Storming During the Storming stage, we learned what a strategic plan looked like in the context of a library. Once we had learned the basics of a strategic plan, Team Dream Team began forming a concept of what we wanted our plan to apply to, and what type of library we wanted the plan to revolve around. We decided on the Mulberry Public Library during this time, since it was a realistic environment that any of us might end up one day working in. We came up with the mission and core values of MPL, which we could focus our concrete goals and action steps around. Norming During this stage we began taking our concept of a library strategic plan, and deciding how to best align our strengths in order to decide on goals for our library and the means to achieve them. Team Dream Team noted that most group members had the Adaptability trait (Rath, 2007, p 45) in common, and consequently decided to have project roles in our group rotate among members, rather than picking static roles for each member. We also decided to communicate by e-mail on an as-needed basis in order to be alerted to new tasks quickly, and to develop our plan continually. This strategy worked well, as we ended up alerting each other to key deadlines and accomplishing a lot of work with a minimal amount of formal meetings. We also discovered that our group members favored structure and organization in our working styles, so we created a timeline and set deadlines for ourselves. This worked to keep us ahead of the curve before formal deadlines, and also allowed us some flexibility if we knew we would need more time to submit a detailed portion of the project. Performing Based on the previous three stages, the Performing stage ran relatively smoothly for Team Dream Team. We met a few times to discuss how to execute our plan once face-to-face and once on Google chat and communicated via e-mail as we implemented our project from then on. We also used the Blackboard File Exchange to post a few key documents. We operated according to our timeline and submitted pieces of the paper to each other, which we then critiqued and edited into the larger document. The accompanying Power Point presentation was accomplished in the same way. If we ran into a snag along the way be it a discrepancy between two group members content in their sections or a question about formatting we addressed it via e-mail, and group members responded
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promptly, allowing us to create our plan in a timely manner. We used the rapport we had built in earlier stages of the project to create an environment of constructive criticism, and were able to create a strategic plan that could serve as an inspiration for the work environments we will one day find ourselves in. References Andriopoulous, C. & Dawson, P. (2009). The group: Nuturing team work. (p. 137-145) Managing Change, Creativity, & Innovation. Los Angeles: Sage. Rath, T. & Conchie, B. (2007). StrengthsFinder 2.0. New York: Gallup.

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Appendix B: Team Meeting Minutes Meeting Minutes Team DreamTeam Meeting Face-to-face February 2, 2013 @ 1:15 p.m. Members Present: Ashley Swan, Dylan Kuhlman, Kira Warner, Greta Kliewer Absent: none Discussion Topics: Team Name Mission: bringing new ideas and opportunities to small town libraries Selection of project roles for this meeting (will rotate with each mtg): o Ashley Secretary o Facilitator all o Editor none yet o Research Analyst will be Greta if we have any questions this first part of the project Volunteer for taking minutes (secretary) Discussion on roles and responsibilities of team members (will rotate with each mtg) o We will have an open community group concept o Shared responsibilities (clan & autocracy leaning) that will rotate with each stage of project o We will be posting all details, communication and research to the wiki, but also using email to communicate Type of library for our strategic plan: small town library with population of approx. 5,000-6,000 residents Team management strategies Greta will submit the Progress Report Update on 3/3 We will submit progress reports for each of our part of the work with each milestone to the wiki so we can all follow where we are at with the project Action Items: Ashley create timeline with milestones We will all email our own tech ideas and post to each other and post to the wiki by 2/6 We will all submit 2 goals for the strategy plan by 2/13 Greta will submit the Progress Report Update on 3/3 Kira will find a PPT template & we will use it to submit our own slides to her Agenda for Next Meeting: Greta will be secretary next meeting Discuss timeline concerns, if any Who will submit final paper? Discuss last Progress Report
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Next meeting to be held on TBD based on next milestone in timeline. Minutes Submitted by Ashley Swan

EMAILS: aswan1@g.emporia.edu gkliewer@g.emporia.edu kwarner2@g.emporia.edu dkuhlma3@g.emporia.edu

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Meeting Minutes Team DreamTeam Meeting Google Chat meeting February 23, 2013 @ 5:30 p.m. Members Present: Ashley Swan, Dylan Kuhlman, Kira Warner, Greta Kliewer Absent: none Discussion Topics: Timeline concerns: o Moved several sections of the paper to later dates based on what needed to be written first o Decided to treat self-imposed deadlines as flexible as long as the sections are completed within their specified window o Decided to communicate via e-mail about any time concerns; paper sections will be sent to Kira for editing. Kira will periodically post dated drafts that we can refer to in order to work on later sections of the paper Discussed who will submit what portions of the assignment: o Greta to submit the progress report o Kira to submit the final paper o Ashley to submit the final powerpoint Discussed our Progress Report: o Group agreed what Kira had completed on the progress report looked good; any changes should be communicated to Greta before she submits the report on March 3. Finalized group goals: o Looked over the goals we had submitted and decided to go with two broad goals revolving around community engagement and staying up-to-date with technology o Greta to send out broad goals and more specific sub-goals by March 1 for review by the group Discussion of values and mission: o Decided to go with a variation of the mission Ashley provided in group materials o Decided to base our core values off of the mission and the goals to be decided March 1 Action Items: Greta to send out list of consolidated goals with sub-goals, and ideas for values on March 1 Group to make additions or changes to the goals and values document Greta will submit the team progress report March 3 Group to send paper section to Kira by the approximate date listed on the timeline
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Kira will send out drafts periodically that we can refer to while writing later sections of the paper Kira to submit the final paper on April 3 Ashley to submit the final powerpoint on April 8

Agenda for Next Meeting: Kira will be secretary next meeting, Dylan at the following one Next meeting TBA based on timeline concerns, communicated by e-mail Discuss paper progress

Minutes Submitted by Greta Kliewer E-mails: Aswan1@g.emporia.edu gkliwer@g.emporia.edu kwarner2@g.emporia.edu dkuhlma3@g.emporia.edu

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