Strategic Planning Logic Map

Ron Senne & Associates

January 28, 2008

Updated 3/10/08

This proposed Strategic Planning Logic Map represents an update to the library’s Strategic Plan 2005-2010, and represents progress achieved during the 2005-2007. The library’s goals as outlined in the Strategic Plan have remained constant.

The proposed action is that the Board will review and approve implementation of the Logic Map, and recommend priorities to library administration.

The process of strategic planning began in June 2007 when staff members participated in a series of two focus meetings and a staff survey that (a) reviewed the library’s previous activities related to its Strategic Plan, (b) updated information from community members, library usage surveys and (c) identified existing and new library activities that would assist in the continued achievement of library goals.

Following the data collection, a Strategic Planning Work Team consisting of the library’s Director, Public Services Manager, Supervisor, and four staff members met in a series of five meetings to further analyze the results of the July and August meetings. The library management also met to further consider the implementation of objectives being proposed. The result was the development of eight objectives associated with each of the three library goals. In addition, draft implementation guidelines have been tentatively established for each objective; these guidelines are included in a separate working document, and are not presented here.

The goals and their objectives are presented for your consideration in the following tables 1 through 3. Some of the objectives have been brought forward from work that has been taking place and is being considered ‘continuation work’. New objectives have been added, and are noted as such.

Of special note are Objectives 2.3 and 2.4; these objectives will result in the development of models that will serve as action templates for the library. Action templates will serve to enhance efficiency and time-to-completion of the library’s responses to community-based requests for similar services.

Table 1

Goal 1: Maintain the Libraries as Community Gathering Places for All Ages.

Objective 1.1: The library will continue implementation of it Space Use Plan at the Downtown Library.

Objective 1.2: The library will establish an understanding how the libraries will operate as it serve as virtual gathering places. New objective for 2008-2010.

Objective 1.3: Library staff members will develop and implement a plan to further enhance Library Customer Relations. New objective for 2008-2010.

Objective 1.4: The library will establish a study group to learn more about library working conditions regarding facility security and personal safety issues. New objective for 2008-2010.The staff survey category of library working conditions indicated 53% of staff rated conditions as positive. Review by this study group may discover findings that will increase this rating.

Table 2

Goal 2: Continue to develop intuitive, mobile, and user-friendly library services for all ages

Objective 2.1: To establish and implement a Personnel Professional Development Program. New objective for 2008-2010. The staff survey category
for training indicated that 86% of staff rated their skills as what is needed to do
their jobs well. 89% indicated they are proud of their association with the library in the survey category of commitment.

Objective 2.2: To acquire and implement an ILS system. New objective for 2008-2010.

Objective 2.3: The library will continue implementation of its plan to develop General Beadle as a community library resource center. Development of model.

Objective 2.4: Develop and carry out a plan to implement the City and County Archival Historical Documents. Development of model.

Table 3

Goal 3: Increase public and staff awareness of existing and evolving services.

Objective 3.1: To complete and implement the Marketing Plan for the libraries.

Objective 3.2 Establish in the working groups tools and skills to improve upon communications between workgroups, employees and supervisors, and employees and senior management. New objective for 2008-2010. The staff survey
categories of working together and involvement at the library indicated 71% worked together well and effectively, and are involved in library operations. 62% of staff
rated positive the categories of management and recognition and rewards.

With approval of these objectives by the Board, the following Next Steps will begin.

Next Steps

1. Identify Working Groups of staff members who will be associated with each objective as a regular part of their daily responsibilities.

2. Each Work Group will review a draft set of Next Steps and Expectations that have been established by the Strategic Planning Work Team.

3. Each Work Group will be responsible to work in collaboration to achieve the objectives that have been established.

1. Individual work responsibilities previously assigned to individuals will not materially change. However, it is intended that the work will be in terms of service (i.e., Increasing Public Awareness, Intuitive and User-friendly Services).
2. The Work Group will regularly collect data and assess their progress toward achieving and maintaining their respective objectives.

Ongoing Strategic Plan Implementation Management

The Strategic Plan is designed to guide all current and future library service provision activities. As such it will be the “filter” through which decisions regarding resource management will be made. As the library’s primary “Guiding Program Document,” the Strategic Plan intends to adhere to the following principles:

1. Be Process-based: that is, involve staff members in its creation, implementation and assessment.

2. Serve as a guide to staff members’ courses of action that will be focused on and defined in customer-oriented language.

3. Serve as a baseline for regular, periodic progress assessment and further analysis. As such it will identify measures of progress and measurement and reporting processes.

4. Identify priorities and establish timelines for activities.