Strategic Plan

Executive Summary
Beginning in late 2005, Community Library started working on a five-year strategic plan. It was important to the library that the plan was community-based so it gathered a group of local citizens and stakeholders to articulate the community's vision and help define the key service areas that the library could focus on to help the community fulfill its vision. Library staff provided input and feedback throughout the process helping shape the goals and objectives of the plan. The final plan is the result of the collaborative efforts of the community, library staff, and library consultant Jan Haines.

Vision
Community Library will be a primary information and community center for Big Walnut area residents by providing quality information services, stimulating and educational programs, and access to local historical information within an inviting facility with friendly and professional staff.

Mission
Community Library's mission is to create environments for all to access information, pursue interests, discover community heritage and interact with each other.

Goals
Patrons of Community Library will:

• have their questions answered or be given an educated referral to a reliable source by courteous, knowledgeable, and professionally-trained staff.
• have access to a variety of resources that meet their information needs.
• be made aware of library resources and information services in a variety of venues and formats.
• have timely access to a diverse and comprehensive collection of popular materials, which will be made available in sufficient quantities and in a variety of formats.
• be made aware of new titles and resources relating to current topics through the adequate promotion, marketing, and display of library materials and services.
• receive professional assistance from knowledgeable staff in locating materials that meet their recreational and personal interests.
• have access to a variety of spaces that reflect contemporary library services.
• be welcomed into an environment that encourages the creation, exchange, and seeking of information.
• have access to meeting space that fulfills their needs.
• have expanded opportunities to become aware of the historical and genealogical collection and services.
• have appropriate access to a variety of historical resources that document the role of the Big Walnut area in the history of Ohio.
• have access to adequate resources and reference services for seeking and collecting information on family histories.

Background and Introduction
In October of 2005, the Community Library in Sunbury, Ohio determined that the library needed to complete a strategic plan. Two main factors contributed to the decision to begin the planning process. First, there was recent change in leadership that occurred in February 2005. This transition in leadership created an environment of innovation and change that encouraged the library to consider the future direction of its services. Second, the library's service district had experienced dramatic changes over the past five years. The plan that was in use had been adopted in January 2002, making much of it irrelevant to the current needs of the community.

Community Library began to develop a strategic plan for the library system using The New Planning for Results: A Streamlined Approach, by Sandra Nelson. New Planning for Results was chosen as a planning guide for three main reasons. First, it was not a general planning guide for organizations or businesses, but rather a guide written specifically for public libraries, addressing many of the issues that public libraries are faced with on a regular basis. Second, New Planning for Results was highly recommended by the State Library of Ohio, who provided consultation for the strategic plan throughout the whole planning process. Finally, New Planning for Results describes excellence as being defined locally. Because of its geographical location, the Big Walnut area borders metropolitan areas with larger library systems. These larger library systems are often times able to provide enhanced information services because of the additional funding they receive, where as Community Library cannot offer the latest in information technologies because of its limited resources. New Planning for Results clarified that any public library could offer excellent information services regardless of its size or funding as long as it focused its services on the needs of the community.

To get a better understanding of the community's needs and vision, Community Library planners gathered a group of local stakeholders to form the Planning Committee. Their purpose was to articulate the community's vision and define current community needs. This information was then used to help library planners determine what needs the library could most appropriately help fulfill.

The Planning Committee consisted of:

• LoAnn Burt, an employee of American Showa
• Suzanne Beighley, a homeschool educator
• Peggy McMurry, a principal in the Big Walnut Local Schools district
• Glenn Evans, Delaware County Commissioner
• Kenneth Spicer, a Delaware County Judge
• Bob Jones, a Sunbury Village Council member
• David Simmons, Galena Village Council
• Dick Fisher, Township Trustee
• Rachel Coffield, student at Big Walnut Local Schools
• Julie Green, a local business owner
• Carol Weiss, a local minister
• Doug Urban, a local veterinarian
• Phyllis Taylor, a Library Board member
• Margaret Arnold, a Library employee

The staff of Community Library were also involved in the planning process. The entire planning process was facilitated by Jan Haines, a consultant from the State Library of Ohio.

Community Needs
As representatives of the Big Walnut area, the Planning Committee identified a community vision that represents the long term goals of area residents. The vision consisted of the following statements.

• All residents will benefit from having a local grocery so that they won’t have to drive to other communities to shop for food and necessities.
• All residents will benefit from local transportation within the community that also connects to other area cities and towns so that they may easily travel within the community and to other areas.
• Residents of all age will benefit from a recreational center; partnering with the YMCA to fulfill their recreational needs.
• Residents of all ages will benefit from a movie theater and bowling alley to fulfill their cultural and recreational needs.
• Industry and high-tech industry will generate revenue and provide jobs so that the community will hire locally and have local support – self-sustaining.
• Community members will benefit from a locally owned radio station to meet their cultural, informational and recreational needs.
• Community members will have the benefit of local health care facilities so that they won’t have to travel far for urgent care and other medical needs.
• Residents will support an excellent school system that provides education to prepare students for a variety of good career choices and job opportunities.
• Elderly community members will benefit from affordable housing so that they may lead comfortable lives.
• Young community members and families will benefit from affordable housing such as starter homes to feel like a part of the community.
• School age children will have a variety of activities after school to fulfill their recreational and cultural needs.
• Community residents will have the opportunity to go to local parks with connecting walking trails to fulfill their recreational needs.
• All residents will be able to use a recreational center that is all-encompassing. They will be able to choose a variety of activity from physical fitness to games such as chess and bridge.
• All parents will be able to find adequate and affordable childcare.
• Community residents will benefit from an infrastructure that keeps pace with community growth.

In the context of the vision statements, the Planning Committee considered the community's strengths and weaknesses and the opportunities and threats brought about from the vision. The results of this analysis clarified the most pressing needs that area residents are facing. Following is a list of needs that became apparent to the committee.

• Recreation facility
• Regional planning
• Infrastructure
• Schools
• Houses
• Roads
• Sewers, etc.
• Green space/farm land preservation
• Place for community members to gather on a regular basis
• Place to service farmers
• Place to get basic provisions
• Industry
• Jobs
• Affordable entry level housing
• Incentives to stay in the Sunbury community
• Intra-community transportation including walkways
• Sense of belonging
• Ability to do everything within the community
• Thirst for information
• Cultural arts
• Museum – local history
• Need for community identity, continued community pride
• Need for cooperation between governmental entities
• Neutral space to meet and to provide information

Of the mentioned needs, the committee saw the library addressing the following needs:

• Recreational needs
• Place for community members to gather on a regular basis
• Sense of belonging
• Thirst for information
• Cultural arts
• Museum – local history
• Need for community identity, continued community pride

Library Service Areas
Based on the community needs identified by the Planning Committee and its understanding of the library’s strengths and weaknesses, the committee suggested the following four service priorities for the Community Library. These priorities were selected from among thirteen such priorities listed in The New Planning for Results.

General Information - A library that offers General Information helps meet the need for information and answers to questions on a broad array of topics related to work, school, and personal life.

Current Topics and Titles - A library that provides Current Topics and Titles helps to fulfill the community residents' appetite for information about popular culture and social trends and their desires for satisfying recreational experiences.

Commons - A library that provides a Commons environment helps address the need of people to meet and interact with others in their community and to participate in public discourse about community issues.

Local History and Genealogy - A library that offers Local History and Genealogy service addresses the desire of the community residents to know and better understand personal or community heritage.

Vision Statement
The discussions of the Planning Committee have helped define the current needs of Big Walnut area residents. Community Library understands the unique role it plays in the local community. Additionally, the library is committed to contributing to the excellence of library services throughout the state of Ohio. To this end, it is the vision of Community Library to be a primary information and community center for Big Walnut area residents by providing quality information services, stimulating and educational programs, and access to local historical information within an inviting facility with friendly and professional staff.

Mission Statement
In the context of the Community Library's vision and the four service areas recommended by the Planning Committee, Community Library's mission is to create environments for all to access information, pursue interests, discover community heritage and interact with each other.

Goals and Objectives
Using the four service areas recommended by the Planning Committee, Community Library librarians and staff developed the following goals and objectives. Each objective is then followed by representative strategies and activities to help direct the services being offered and implemented.

1. General Information A library that offers General Information helps meet the need for information and answers to questions on a broad array of topics related to work, school, and personal life.
1.1	Library users will have their questions answered or be given an educated referral to a reliable source by courteous, knowledgeable, and professionally-trained staff.
	1.1.1	On a annual basis, 80% of all patrons using the library's reference services will indicate that the reference transaction was helpful.
		Representative Strategies and Activities Reference staff will interact proactively with patrons in ways that will help them locate information Purchase mobile devices such as phones and PDA's for flexibility Develop a plan for information desks to handle reference transactions instead of procedural tasks. Circulation staff will greet patrons, give directional information, and provide follow-up to library visits. Train reference staff to have knowledge of a variety of resources to help answer questions Have specialized staff in each department Provide PC at children's information desk Have two people scheduled at circulation, especially during busy times All reference questions referred to an information desk
	1.1.2	All reference transactions will be completed within a 24 hour period.
		Representative Strategies and Activities Provide knowledge base to record question, answer, source, date, time, and when completed Create staff Web resources, including links to frequently used Web pages Train reference staff so that they can respond to reference questions with speed and accuracy and make reference referrals as necessary.
	1.1.3	Each year, all reference staff will complete a minimum of 3 contact hours of professional training.
		Representative Strategies and Activities Budget for continuing education for reference staff Provide tuition assistance for employees enrolled in library and information science programs Reference staff will record continuing education attendance for performance evaluations Reference staff will attend free State Library of Ohio workshops as needed Administration will monitor workshops provided by Ohio Library Council, State Library of Ohio, Southeast Regional Library System, Ohionet, etc. and provide time for staff to participate.
1.2	Library users will have access to a variety of resources that meet their information needs.
	1.2.1	Each month, one subject area of the reference collection will be evaluated against the collection development policy.
		Representative Strategies and Activities Create a strong, descriptive collection development policy Create and maintain weeding schedule Consult a variety of professional collection development resources Purchase collection management hardware and software as needed
	1.2.2	On a annual basis, 80% of patrons will indicate that they found the information they were looking for in the format they desired.
		Representative Strategies and Activities Reference staff will interact proactively with patrons in ways that help them locate information Train reference staff to have knowledge of a variety of resources to help answer questions Provide knowledge base to record question, answer, source, date, time, and when completed
	1.2.3	Use of general information services will increase by 10% over the next year.
		Representative Strategies and Activities Reference staff will interact proactively with patrons in ways that will help them locate information Purchase mobile devices such as phones and PDA's for flexibility Circulation staff will greet patrons, give directional information, and provide follow-up to library visits. All staff will be knowledgeable of library services in order to promote them to community members Library services will be marketed to the community Develop a plan to improve interior signage throughout the library Expand material displays (end caps on shelves, etc)
1.3	Library users will be made aware of library resources and information services in a variety of venues and formats.
	1.3.1	Attendance for programs related to general information topics will increase by 10% annually.
		Representative Strategies and Activities Develop and implement a marketing plan Create a marketing committee All staff will be knowledgeable about programs in order to promote them to community members Develop thematic programs throughout library Offer programs that meet community's current information needs Position library to provide more technology training for community members Investigate use of other community facilities to accommodate large programs Revise book sale schedule and/or location to accommodate space for library programs
	1.3.2	The number of community venues the library uses to market its resources and services to the public will increase 10% annually.
		Representative Strategies and Activities Implement marketing strategies that encourage all residents to use library materials and services Send temporary cards to every new resident Market in other communities Evaluate the cost/benefits of a traveling library display (to be used at trade shows, etc.)

2. Current Topics and Titles A library that provides Current Topics and Titles helps to fulfill the community residents' appetite for information about popular culture and social trends and their desires for satisfying recreational experiences.
2.1	Library users will have timely access to a diverse and comprehensive collection of popular materials, which will be made available in sufficient quantities and in a variety of formats.
	2.1.1	Titles related to current topics will be available for circulation within one week of when the item was received by the library.
		Representative Strategies and Activities Create standards for defining popular titles (New York Times, Amazon, Book Page, etc.) Reengineer workflow and processing to increase efficiencies from acquisition to having shelf-ready materials
	2.1.2	On a annual basis, 80% of patrons using the print collection will indicate that they were able to find something of interest.
		Representative Strategies and Activities Implement aggressive marketing strategies to promote current topics and titles Review popular sources, hold alerts, and other sources that reflect patron requests for popular materials Review circulation policies for new books and materials
	2.1.3	On a annual basis, 90% of patrons using the Audio/Visual collection will indicate that they were able to find something of interest.
		Representative Strategies and Activities Implement aggressive marketing strategies to promote current topics and titles Review popular sources, hold alerts, and other sources that reflect patron requests for popular materials Review circulation policies for new Audio/Visual materials Monitor current and forthcoming media formats
2.2	Library users will be made aware of new titles and resources relating to current topics through the adequate promotion, marketing, and display of library materials and services.
	2.2.1	Annually, the circulation of displayed materials, including new titles, will increase by 10%.
		Representative Strategies and Activities Create prominent displays of new and topic materials Create “bookstore” atmosphere within the library Develop electronic displays
	2.2.2	Attendance of programs related to current topics and titles will increase by 10% annually.
		Representative Strategies and Activities Design programs related to current trends including library-wide, cross-department, thematic programming Evaluate effectiveness of library programs
2.3	Library users will receive professional assistance from knowledgeable staff in locating materials that meet their recreational and personal interests.
	2.3.1	On a annual basis, the number of patrons seeking reader advisory assistance will increase by 10%.
		Representative Strategies and Activities Develop staff training in delivering reader’s advisory services Develop suggested reading, genre, best-seller and read-a-like brochures, bookmarks and lists for patrons Add and promote electronic resources for readers advisory services, such as Online Public Access Catalog enhancements and NoveList
	2.3.2	On a annual basis, 80% of all patrons seeking reader advisory assistance will find the service helpful.
		Representative Strategies and Activities Library staff will be easily identified by nametags and employee shirts. Staff will be trained in providing readers advisory services Provide short booktalks at staff meetings

3. Commons A library that provides a Commons environment helps address the need of people to meet and interact with others in their community and to participate in public discourse about community issues.
3.1	Library users will have access to a variety of spaces that reflect contemporary library services.
	3.1.1	The number of people visiting the library will increase annually by 10%.
		Representative Strategies and Activities Evaluate furniture arrangement to be more inviting for group use and to include quiet spaces Evaluate use of space Provide coffee bar Increase number of public computers Investigate providing a computer lab
	3.1.2	Each year, the number of people attending library programs will increase by 10%.
		Representative Strategies and Activities Develop and implement a marketing plan Review offerings of other libraries and organizations for ideas Revise book sale schedule and/or location to accommodate space for library programs Investigate use of other areas in the library or community facilities to accommodate programs Evaluate effectiveness of library programs
	3.1.3	Each year, the number of patrons using the public computer workstations will increase by 20%.
		Representative Strategies and Activities Add more workstations with Internet access throughout library Evaluate and maximize current use of space
3.2	Library users will be welcomed into an environment that encourages the creation, exchange, and seeking of information.
	3.2.1	Each year, 80% of patrons visiting the library will indicate that the facility was warm and inviting.
		Representative Strategies and Activities Create “living room” atmosphere within the library Staff will provide friendly atmosphere by greeting and acknowledging patrons
	3.2.2	On an annual basis, 80% of patrons will indicate that the facility met their needs.
		Representative Strategies and Activities Maximize available space by evaluating current use Provide a variety of spaces that meets the needs of the community
3.3	Local organizations and groups will have access to meeting space that fulfills their needs.
	3.3.1	Each year, 90% of the organizations using the library as a meeting place will indicate that the space and services provided met their needs.
		Representative Strategies and Activities Maximize available space by evaluating current use Ensure library facility meets the needs of groups Provide easy and convenient meeting room registration Investigate meeting room addition
	3.3.2	Annually, the number of organizations using the library as a meeting place will increase by 10%.
		Representative Strategies and Activities Maximize available space by evaluating current use Promote availability of meeting space to community

4. Local History and Genealogy A library that offers Local History and Genealogy service addresses the desire of the community residents to know and better understand personal or community heritage.
4.1	Library users, other local history organizations, and the community at large will have expanded opportunities to become aware of the historical and genealogical collection and services.
	4.1.1	Each year, the number of public communications, including but not limited to displays and newspaper articles, regarding the local history collection and services, will increase by 10%.
		Representative Strategies and Activities Market services and collection in library newsletter, Sunbury News, and larger area newspapers. Send articles to larger papers Display print and electronic historical photos throughout the building Create and maintain a local history blog
	4.1.2	Each year, the number of local history programs offered will increase by 5%.
		Representative Strategies and Activities Offer thematic programs Create a Burrer Room usage policy Co-sponsor programs and tours with Big Walnut Area Historical Society
	4.1.3	Each year, the library will participate with at least one other historical organization on a program or project.
		Representative Strategies and Activities Monitor local/regional events to determine which activities provide best exposure for the library Join Ohio Memory Project Co-sponsor programs and tours with Big Walnut Area Historical Society
4.2	Library users will have appropriate access to a variety of historical resources that document the role of the Big Walnut area in the history of Ohio.
	4.2.1	On an annual basis, 50% of patrons seeking local historical information will have immediate access to the resources located in the Burrer Family Memorial Room.
		Representative Strategies and Activities Develop user-friendly policies and procedures Create a collection development policy specific to the local history collection Install security cameras Recruit volunteers to monitor room use
	4.2.2	Each year, the number of electronic resources pertaining to the local history collection will increase by one.
		Representative Strategies and Activities Digitize local history documents and artifacts and make available online Recruit volunteers with intelligence and commitment to assist in digitizing
4.3	Genealogists will have access to adequate resources and reference services for seeking and collecting information on family histories.
	4.3.1	Use of genealogical resources, both electronic and print, will increase 10% annually.
		Representative Strategies and Activities Publicize resources and promote genealogical services Reference staff have knowledge of core collection Walk-in hours for room Offer workshops on using genealogical resources Provide a link to “Ask a Local Historian”
	4.3.2	On an annual basis, 80% of patrons will indicate that the genealogical service provided was helpful.
		Representative Strategies and Activities Reference staff have knowledge of core collection Organize collection in meaningful way Write collection development policy Provide lists of county and state genealogical resources

Adopted 11/6/2006 (06-60)

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