EPL Strategic Planning Committee

The Plan is Done!

2008-10-23T10:27:00.003-05:00

On October 21, the Board of Trustees approved the Library’s new Mission, Vision and Values Statements and the Strategic Plan for 2009-2013.
The Strategic Planning Steering Committee has also compiled a 60-page document, "Ideas for Implementation," which is comprised of all the wonderful ideas that were generated by the Task Forces. We will use this document as we create action plans to achieve the goals and objectives in our Strategic Plan.
Thank you to everyone who served on a Task Force, attended a meeting, discussed an idea or otherwise contributed to charting a course for our future!

ELMHURST PUBLIC LIBRARY STRATEGIC PLAN, 2009-2013
Explore, Learn, Grow

Introduction
The Elmhurst Public Library has served the citizens of Elmhurst for more than 90 years, growing and changing as the community evolved. In October 2003, we moved into a new, state of the art facility that was the result of years of planning. The response from the people of Elmhurst has been overwhelming, with library use breaking records in nearly every month since then. Surveys indicate a high degree of satisfaction with the library. However we cannot stand still in a time of rapid change. We want to ensure that all residents of Elmhurst get the greatest possible benefit from their library both now and in the future. With this in mind, a Strategic Planning Steering Committee (SPSC) was formed in January 2008 to review the local and societal environment, consider possible responses that would best increase the library's effectiveness and devise a plan of action. Their research was assisted by an Elmhurst College marketing class, which conducted a survey of library use and opinions of residents. A "Community Voice" forum was also held in April to solicit the views of leaders and stakeholders in the community. The results of the City of Elmhurst’s biennial Citizen Survey were also taken into consideration. Over the summer, six staff Task Forces chaired by the SPSC members were formed to investigate ways to realize the library's Vision Statement. The following Strategic Plan is the result of the work of all of these groups.

Planning Environment
Like all other public libraries, we are challenged to remain relevant in a changing world. The advent of information instantly available on the Internet; mobile communications; and downloadable books, music and films have led some to question the future viability of public libraries. In response, many libraries are focusing on marketing and communicating the value of their services. Elmhurst is a well-educated, relatively affluent, community that appreciates and uses its library. The city is experiencing growth in the number of school-aged children as well as older seniors (over age 75), and the population is becoming more diverse. The community has expressed a desire for more programs directed at teens and tweens. Changes in society and the economy have resulted in more single-parent families and more residents working from home. Many residents are involved in social and community organizations. Most people in Elmhurst have access to the Internet at home and/or work. All of this presents an opportunity for the library to function as the "heart of the community," guiding residents to needed information and services in a timely, efficient manner; providing opportunities to learn about the world around them; and offering a place to meet and exchange ideas.

Mission
Elmhurst Public Library enriches life in Elmhurst by providing opportunities to explore, learn and grow.

Vision
Elmhurst Public Library will be a place for discovery at the heart of the community. The Library will provide the support and resources for Elmhurst residents to
· develop a love of reading
· access information for work and learning
· pursue interests that will enrich their lives
· gather and interact with each other
· keep current with technological, social and cultural change.

Values
Elmhurst Public Library values:

RESPECT
· We provide an environment that is welcoming to all
· We protect the privacy of library users
· We defend intellectual freedom
· We respect all points of view
· We expect all library users and staff to be treated with respect

INTEGRITY
· We commit to going the extra mile
· We listen to our community
· We put the public interest first in all decisions
· We are fiscally responsible
· We protect the community’s investment by maintaining the library facility In top condition
· We minimize our environmental impact

ACCESS
· We believe in equal access to information for all
· We facilitate convenient access to library resources
· We employ friendly and approachable staff

LEARNING
· We foster literacy
· We support lifelong learning
· We provide diverse resources and programs
· We hire well-qualified staff and support their continued learning
· We encourage collaboration among staff and with community organizations

Strategic Direction #1
A Visible and Engaged Presence in the Community
To achieve the mission and vision of the library we must communicate the library's services and value effectively to the community. Although the library already rates high in the biennial Elmhurst Citizen Surveys, much more can be done to ensure that residents are aware and take full advantage of what the library offers. An effective online presence is increasingly important to make the library accessible to our community, and person-to-person marketing can communicate the direct, individual benefits of library use. Collaboration with other institutions offers an opportunity for mutual enhancement of our contributions to life in Elmhurst.

1. Goal: We maintain the library’s role as a vital resource in the community by continually reassessing and responding to residents’ wants and needs.

1.1 Objective: Seek out community related information in a variety of ways, such as surveys, data analysis and advisory groups.

1.2 Objective: Identify and evaluate new technologies and other trends as they develop and adopt them as appropriate to enhance library services.

2. Goal: We spark the interests of our patrons through effective marketing and promotion of the library. Our active role in marketing increases awareness and reaches a broader audience.

2.1 Objective: Improve and expand the use of traditional methods of marketing, such as newsletters, displays, brochures, handouts and signage.

2.2 Objective: Identify and develop a plan for the use of innovative, in-person marketing, such as taking collections and services to locations and events in the community.

2.3 Objective: Take advantage of marketing opportunities through electronic
communications, social networking and display screens in the library.

2.4 Objective: Create a friendly, informative, and highly navigable website, and publicize it as a portal to library services.

3. Goal: We increase our presence in the community by networking with local organizations and businesses.

3.1 Objective: Improve outreach to the educational community through collaboration, and provide training for school administrators, teachers and students in using library resources.

3.2 Objective: Establish stronger relationships with the local business community in Elmhurst.

3.3 Objective: Become more active in local community organizations and partner with them on special initiatives.

3.4 Objective: Support and participate in the Elmhurst Cool Cities Coalition and other environmental initiatives.

3.5 Objective: Collaborate with area organizations and businesses to create a local information network to strengthen Elmhurst Public Library’s position as the heart of the community.

Strategic Direction #2
A Source of Inspiration and Knowledge
Programs and services are the value-added connection between users and library collections. They support the Library’s vision of providing the means for Elmhurst residents to “develop a love of reading; access information for work and learning; pursue the interests that will enrich their lives; understand changes in technology, society and culture; and gather and interact with each other.”

4. Goal: We foster a love of reading by providing strong readers’ advisory services and a wide variety of programs that connect patrons with books, authors, staff and other readers.

4.1 Objective: Promote Readers’ Advisory as a service.

4.2 Objective: Provide opportunities to meet and learn about authors.

4.3 Objective: Expand opportunities for patrons to share their love of books and reading, such as book discussions, contests and reading programs.

4.4 Objective: Continue to support children and their parents in developing a foundation for learning to read with skill and pleasure.

4.5 Objective: Develop programs that actively engage Tweens and Teens.

4.6 Objective: Provide resources to assist adults who are learning to read (new readers and ESL).

4.7 Objective: Provide opportunities for those with physical or developmental challenges to enjoy the library and reading.

5. Goal: We are active participants in promoting economic development in Elmhurst.

5.1 Objective: Provide training for the public in using business resources.

5.2 Objective: Act as a hub for connecting business people, especially operators of home-based businesses, with each other and the library to enhance their business skills and knowledge.

6. Goal: We offer programming, services and materials for Elmhurst residents to achieve personal, professional and academic success.

6.1 Objective: Establish programs and provide materials that promote personal well-being on topics such as health and wellness, home management and lifestyles.

6.2 Objective: Establish programs and provide materials to support career development and learn financial skills.

6.3 Objective: Provide programs to help students.

6.4 Objective: Help people of all ages learn to use the library and its resources effectively.

6.5 Objective: Offer programs for Elmhurst residents to become more knowledgeable about the political process and local issues.

6.6 Objective: Encourage and support understanding and use of current and emerging technologies.

7. Goal: We provide opportunities for residents of all ages and walks of life to pursue their own interests and learn about those of others.

7.1 Objective: Promote social and cultural understanding among the people of Elmhurst.

7.2 Objective: Identify significant Elmhurst audiences and develop collections, programs and services to meet their needs.

Strategic Direction #3:
A Learning and Evolving Organization
A skilled and knowledgeable staff is essential to providing the resources and services that support the Library's mission and vision. We employ our knowledge to build strong collections, to connect users with the information they need, and to create a welcoming environment that encourages people to explore everything the library has to offer.

8. Goal: We ensure that staff has the technology resources and competencies necessary for their work.

8.1 Objective: Create a development plan for staff technology competencies.

8.2 Objective: Evaluate and optimize the role of IT support and communications in the library.

8.3 Objective: Ensure that staff are aware of and know how to use assistive technologies.

9. Goal: We provide opportunities for our staff to enhance their information and advisory skills.

9.1 Objective: Ensure that staff understands that Readers' Advisory is an integral part of their job responsibilities, and provide opportunities to strengthen their skills.

9.2 Objective: Encourage the entire staff to read and talk about books.

9.3 Objective: Provide Kids' Library staff with the necessary skills and tools to support the “Every Child Ready to Read” initiative.

9.4 Objective: Develop staff expertise in understanding and researching business information.

9.5 Objective: Provide training for staff to support the educational needs of students.

9.6 Objective: Educate staff on resources available to assist users who do not speak English.

10. Goal: We train staff in interpersonal skills to create a positive environment for all at the Elmhurst Public Library.

10.1 Objective: Provide sensitivity training on topics such as ageism, GLBT, and disabilities.

10.2 Objective: Find ways to promote a fun atmosphere in the library.

10.3 Objective: Foster staff cohesion and camaraderie.

Task Forces Complete their Work

2008-08-14T13:56:00.003-05:00

It’s been a busy summer!

Task Forces were established in late May, each consisting of four staff members and chaired by a member of the Steering Committee. Six focus areas were identified for study. These areas include:
Develop a love of reading
Acquire information for work and learning
Pursue the interests that will enrich their lives
Understand technological changes
Understand social and cultural changes
Gather and interact with each other

These groups have been meeting regularly all summer, researching information relevant to their charges, brainstorming ideas, and developing a set of recommended goals and objectives. Each Task Force has prepared a written report of their recommendations which is now in the hands of the Steering Committee. Lots of hard work and careful thought has gone into these reports and they are full of great ideas!

The Steering Committee is now working to craft a final document from these recommendations. Along the way we will revisit the mission and vision statements and develop a values statement for the library. Once a draft document has been created it will be reviewed with key stakeholders before being presented to the Library Board for approval in October.

Thanks for all the hard work and valuable input, everyone!

The Task Forces are hard at work!

2008-07-21T16:31:00.002-05:00

The Strategic Planning Steering Committee reconvened today to review the progress of the Task Forces and consider our next steps. The Task Forces have been hard at work since late May researching information relevant to their charges and brainstorming ideas. The groups are beginning to formulate recommendations for goals and objectives and will prepare written reports by August 8. It sounds as though several common themes are emerging from the many great ideas that have been generated.

The SPSC will be looking at other strategic plans to help us decide how to structure our own plan before we begin the hard work of writing it. We will also revisit the mission and vision statements and resume work on a values statement in August and September.

Week 17 - Community Voice

2008-05-14T15:46:00.000-05:00

WHAT WE LEARNED

Several weeks ago community leaders representing many community groups came together at the Library to discuss the future of Elmhurst and the library’s role in that future. The discussion was facilitated by our strategic planning consultant Maureen Sullivan. Here is some of what we learned.

What would the preferred future of Elmhurst include?
Elmhurst would be a diverse community, tolerant of differences in lifestyles, cultures, and abilities/disabilities. It would be an inclusive community and (in the broadest sense) accessible. There would be equity among the various parts of the community. All schools would operate at an equally high-quality level and there would be more diversity in housing choices. There would be strong connections and collaboration between all community groups – political, schools, parks, cultural institutions, and businesses. People of all generations would be actively engaged in the life of the community and well-informed about issues affecting Elmhurst. There would be a concentration on wellness and healthy lifestyles and Elmhurst would be an environmentally friendly community. There would be good transportation options, good signage, and no crime.

How can the community achieve the preferred future?
We need to focus on improving economic vitality and keep the downtown vibrant. We need to address the lack of diversity in housing and continue to use good economic tools for community development. Elmhurst needs to understand and embrace the economic impact of businesses in the community and the extent to which they support the community. We need to see the interdependence among organizations and groups and to see and promote the value of nonprofit organizations. Elmhurst should work to establish a set of common values and ideals, seek to establish equity, and design ways to promote an appreciation of differences.

How can the library contribute?
The library can be a role model for collaboration, focus on the needs of others, and have a win/win/win attitude. We can develop stronger collaborations with local museums, the park district, and other libraries to help support and promote their efforts. We can partner with school districts to provide resource materials for students, and look for new ways to address the problem of serving those in unincorporated areas. The library should promote literacy development in a variety of ways and at all levels. We should expand outreach efforts and find ways to bring in those who are not coming. We should serve all ages. We can be a conduit for information and facts about the community (activities, events, data, political issues, etc.) and ensure that Elmhurst residents are well informed about local issues. The library should provide a well trained, well- educated staff, who can take full advantage of all available resources for the benefit of residents. The library should look for ways to promote and market what we have to offer. And last but not least, the library should offer more expanded hours, such as after 5 p.m. on Saturdays.

Week 16 – Reports from the SPSC front

2008-05-09T17:06:00.003-05:00

Hello again! These past few weeks have been filled with various activities related to the start of Phase Two of the Strategic Planning process. Phase Two launches on May 21st and marks the start of task force work.

Our task forces will work on studying and suggesting goals in areas that the Strategic Planning Steering Committee has envisioned as enriching life in Elmhurst. The task forces will be broken down into the following interest groups:

· Develop a love of reading
· Acquire information for work and learning
· Pursue the interest that will enrich their lives
· Understand technological changes
· Understand social and cultural changes
· Gather and interact with each other.

As we still have a couple of weeks before Phase Two starts, the SPSC has been working hard on finalizing the descriptions and charges for each of the Task Forces. We also issued a call for volunteers a couple of weeks ago and are pleased to report that we had over 20 people volunteer. The volunteers ranked the task forces they are interested in working on so the SPSC can fairly assign them to groups. We will announce the task force assignments next week.

Some of you may have noticed Elmhurst College students conducting a community-wide survey about the library in the past few weeks. These students will present the results of that survey to the SPSC and the Library Board next week. We look forward to hearing what the community and students have to say about the library.

Week 13 - Community survey coming soon!

2008-04-19T09:36:00.002-05:00

Vision Statement Responses

The good news is that the committee received 50 responses from staff. The bad news is that there was no consensus. The votes were evenly distributed across all three of the presented options. In addition, three people suggested alternate wordings. Thanks to everyone who took the time to share their thoughts. After much thought and discussion the committee has decided to go with option #2 for the time being. The current draft of the Vision statement has been posted in the staff lounge. This document will continue to be considered a draft until sometime in the fall.

Community Survey about to get underway

Professor Amy Clugg from Elmhurst College met with the Strategic Planning Committee this week. Her marketing class is conducting a survey on behalf of the library. This survey is an educational exercise for the students which they designed under the supervision of their professor. They will be providing valuable information to the Strategic Planning Committee as a community service. Amy reviewed with us how the survey was being put together, types of questions included (we provided some input), and how data would be collected and analyzed. There are 24 students in the class and each will be responsible for completing 30 surveys. Surveys will be conducted April 22-30 at locations throughout town. Some of the surveys will be conducted here in the library. The students will be clearly identified. If you see them in the library please be supportive. The students will make a formal class presentation on May 13th and we have been invited to attend.

TASK FORCES – CALL FOR VOLUNTEERS COMING NEXT WEEK! WATCH FOR DETAILS!

Week 12 - Input from the staff and community

2008-04-16T15:12:00.001-05:00

Vision Statement input sought

The Strategic Planning Committee is debating some word changes in the Vision Statement and would like additional staff input. Rather than call another meeting we are distributing forms containing a draft version of the Vision to all the departments and asking staff to respond to the highlighted areas. Please take a moment and give us your opinion. Responses should be turned in by April 16th.

Task Force development

In the very near future Staff can expect to see a call for volunteers to serve on Task Forces. The Committee has identified six focus areas and is busy defining the work we hope each task force will undertake. Staff will have the opportunity to select the area that interests them the most.

Community Input

The Community Voice meeting was held Wednesday afternoon, April 9th, facilitated by Maureen Sullivan. Maureen asked the group to respond to three questions:

Where do they think Elmhurst should be in five years?
How do we get there?
What do they see as the library’s role?

Twenty-seven community leaders attended and by all accounts there was a lively discussion. To ensure that participants could speak freely no library staff were present. Discussion points were recorded on flip charts that will be reviewed by the committee at our next meeting. We greatly appreciate everyone’s participation.

Week 11 - Vision Statement, Community Input Meeting, and Task Force development

2008-04-07T09:36:00.005-05:00

VISION STATEMENT – STAFF INPUT SOUGHT

The Strategic Planning Committee has been working to incorporate staff input into our draft version of the Library Vision Statement. A revised Vision Statement has been drafted and the Committee would like input from staff to some of the word changes we have made. Rather than call another meeting, we plan to distribute a Response Form to staff sometime next week. We hope everyone will take the time to read the new draft and respond to the highlighted areas. Your input is important to us!

COMMUNITY VOICE MEETING

A Community Voice meeting will be held on April 9th to gather input from community leaders about the future of Elmhurst and the library’s role in it. Invitations were mailed to leaders representing government, schools, business, seniors, youth, social services, service clubs, cultural institutions, and other community groups. Our consultant, Maureen Sullivan will facilitate the discussion. To ensure that participants may speak freely, no library staff will be present.

PHASE TWO – GOALS AND OBJECTIVES

The Committee has begun laying plans for Phase Two of the strategic planning process – developing goals and objectives. To facilitate this process we will be establishing a number of Task Forces to study various aspects of library service. A Task force is simply a committee organized around a specific focus area. The Strategic Planning Committee is working now to identify what those focus areas will be and defining the purpose of each one. Once this work is completed there will be a call for volunteers. Serving on a Task Force will be an excellent opportunity for all staff to get involved. The kick-off meeting for all the task forces is scheduled for May 21st. Save the date!

Week 10 - Mission, Vision, Values Statements and Task Force development

2008-03-31T11:00:00.003-05:00

MISSION and VISION

This week the Strategic Planning Committee worked on combining the three mission statements shared with staff last week, the excellent discussion from last Wednesday’s meeting, and the comments that were subsequently turned in through the suggestion box, into a single concise Mission Statement for the library. Our aim was to make it specific, short, and memorable. We think we’ve succeeded. It’s still considered a work in progress however so continue to share your thoughts with the committee. We appreciate the input!

The Vision Statement shared with staff met with general approval. A few word changes were suggested so we are substituting some stronger verbs and rearranging a few bits.

VALUES STATEMENT

Another element of strategic planning is clarifying what we stand for and believe in – also called a Values Statement. While our library has never specifically written a values statement before, we do include in our policy manual the following documents that represent our values:
Ethics Statement for Library Trustees
Library Bill of Rights
Pledge of Service to Elmhurst Citizens
Freedom to Read Statement
Freedom to View Statement

These documents are all readily available for staff to read. You might want to take a look! The Committee is also working to develop a Values Statement specifically for our library.

TASK FORCES

Task forces are committees organized around a specific focus area. The purpose of a task force is to examine and analyze its particular focus area, keeping in mind the challenge to consider the future and draw up pertinent goals and objectives for a five-year plan.

We will be using task forces during phase two of the strategic planning process and are currently working to determine what focus areas are needed and defining the charge for each group. Watch for a call for volunteers in late April. This will be an excellent opportunity for more staff to get involved. The task forces will begin work on May 21st at a meeting with consultant Maureen Sullivan, and continue over the summer. We hope everyone will consider participating.

Week 9 - Review of Draft Mission and Vision Statements

2008-03-20T12:45:00.005-05:00

Staff,along with two board members, came together Wednesday morning for an opportunity to see and discuss draft versions of library mission and vision statements. The session was moderated by our consultant, Maureen Sullivan.

Three potential mission statements were presented, along with a vision statement, and these sparked some excellent discussion. The committee will now work to distill the three statements, along with the all the valuable input, into a single mission statement. Thanks to everyone who participated and shared their thoughts!

If you were unable to attend the discussion it’s not too late to offer input. The three mission statements, along with the vision statement, have been posted on the wall of the staff lounge. Please use the suggestion box found under the Strategic Planning bulletin board to share your thoughts. The Committee welcomes any and all input.

Looking Ahead to TASK FORCES

In April the Committee will be planning for the Task Force phase. We will be determining what task forces are needed and developing a charge for each task force. Once the task forces are defined we will issue a call for volunteers. Staff will have the opportunity to select the task force that most sparks their interest. The call for volunteers will come in late April and will be more fully explained at that time. The Task Forces will be launched at a meeting with Maureen on May 21st. If you think you might be interested in serving on a Task Force save that date. The work of the task forces will stretch out over the summer, with final reports due August 8th.

Week 8 - Trends

2008-03-15T10:31:00.002-05:00

Although the library only recently began a formal strategic planning process (also called long range planning), our library staff have always been looking ahead, reading library literature, and making plans. To tap into this vast store of knowledge the Strategic Planning Committee sat down this week with the heads of the Adult and Kids departments, as well as the Teen Librarian, to hear their thoughts on the future of the library. Here are some of the highlights from that discussion:

Every Child Ready to Read – an emphasis on getting children ready to learn to read by fostering the six pre-reading skills in story times, at parent workshops, in print, and with early literacy activity areas.

Services to special niche groups such as children with special needs, homeschoolers, immigrants. The library already has plans to create an ESL (English as a Second Language) collection beginning this May.

Homework assistance. This might include a special homework center in the library, volunteer or paid tutors, or online homework help with a service like tutor.com.

Boys and books. In general, boys take longer to learn to read than girls do, comprehend narrative texts less easily, read less, and value reading less than do girls. Libraries and schools are changing their instruction, programs and services to accommodate the different learning styles of boys, as well as their taste in reading..

Graphic novels, graphic nonfiction. Both departments see these collections as expanding.

Mobile Reference services. May include Librarians who move around the library rather than sit at a desk; a portable “reference/circ desk” that could be taken out into the community, allowing us to reach underserved areas; libraries working together to provide 24-hour live librarian reference service; the use of non-compulsory “uniforms” so librarians can be easily identified.

The Library as cultural center. Expanded programming, targeting audiences of all ages. Libraries are also hosting interactive, museum-like exhibitions. These provide opportunities to link activities with other groups in town and involve the entire community. Drama and readers theater groups are also springing up in libraries.

Gaming. Libraries are beginning to offer special gaming areas where teens can play, hold tournaments, and hang out. Libraries are also building Gaming collections. Gaming is also being used as tool to build literacy.

Downloadable music and movies

Technology. Provide access and training as technologies evolve ; continue to develop and enhance our webite ; be a real presence on the internet. Youth use the internet as a social tool. Libraries are looking for ways to tap into that by exploring the use of MySpace, Facebook, YouTube, etc. Youth like to create content (audio/video/3D/game design). Some libraries are providing space and software to assist with these activities. Blogs are a popular way to communicate and share information.

Publicize better what we have and what we can do for people. Make collections more accessible.

Week 7 - Mission and Vision

2008-03-10T09:29:00.001-05:00

The Steering Committee has crafted first drafts of both a mission and vision statement for the library. We expect these documents to be revised a number of times before we are done. At this week’s meeting the committee reviewed and discussed what we have so far. Next, we will be asking staff for your input on these documents.

On March 19th, from 11-12, staff will be invited to join the Steering Committee for a discussion of these draft documents. We hope you will consider attending. Please check with your supervisors and mark your calendars! We plan to post the draft statements prior to the meeting so keep checking the bulletin boards.

As a guide for some of our work we have been referring to the book “Strategic Planning for Dummies” by Erica Olsen. She identifies some of the elements that should be found in good mission and vision statements. To get you thinking, here they are:

Elements of an effective mission statement:
Focuses on satisfying patron needs
Based on our core competencies
Motivates and inspires employee commitment
Realistic and clear : avoid making the mission to narrow or too broad
Specific, short, sharply focused, and memorable: write a precise statement of purpose that describes the essence of the business in words employees and patrons can remember us by.
Clear and easily understood
Says what the company wants to be remembered for: How do we want the world to think of us? The Mission statement can provide simple insight into why we do business.

Elements of a effective vision statement:
Audacious: represents a dream that’s beyond what you think is possible.
Capitalizes on core competencies: builds on what you’ve already established – strengths,
Unique capabilities, resources, and assets.
Futurecasting: provides a picture of what your business looks like in the future
Inspiring: creates enthusiasm and poses a challenge.
Motivating: clarifies the direction in which we need to move and keeps everyone pushing forward to reach it.
Purpose-driven: gives employees a larger sense of purpose, so they see themselves as building a cathedral instead of laying stones.

Sound challenging? It is!

Week 6 - Looking out to the commmunity

2008-03-03T10:10:00.002-06:00

Community Survey
A marketing class at Elmhurst College, taught by Amy Clugg, will be conducting a survey on the library’s behalf as part of their class work this semester. Sarah Caltvedt visited the class on Tuesday evening, February 26, to share with them some background on the library, the process we are going through, and what we would hope to learn from a survey. The class will draw up a list of objectives, target audiences, and a draft survey that they will then review with us before moving forward.

“Community Voice” Focus Group
We are working to develop a guest list for participation in a community focus group meeting. This meeting will take place on April 9th, from 1:30 – 3 p.m. and be facilitated by Maureen Sullivan. So that participants can feel free to speak openly, library staff will not attend. Invitations will be sent out in about two weeks.

Library Patterns of Use
At previous meetings the Committee looked at Elmhurst demographic statistics and other background information on the community. At this meeting we focused on the library, examining circulation and card holder statistics for the past five years. In the past five years the library has seen a 35.16% growth in circulation and an 18.76% growth in number of card holders. A ranking of SWAN Consortium libraries by number of items checked out has Elmhurst at the top, followed by Downers Grove, Indian Prairie, Oak Lawn, and Woodridge. We also looked at some statistics from the Public Library Annual Report that compared Elmhurst to other libraries in a variety of ways.

What do these statistics tell us about the future of the library? Has circulation gone up because we have made the library easier to use? We have added bags patrons can check out to carry materials; improved the accessibility of the catalog; permitted patrons to place their own holds and renewals; provided a drive-up window, etc. These are good questions to ponder as we move forward.

Week 5 - Thank you!

2008-02-25T14:18:00.002-06:00

THANK YOU! to everyone who participated in the Staff Brainstorming session on Tuesday, February 19th. We had about 48 Staff members and 2 Board members attend the meeting, which was facilitated by our Consultant, Maureen Sullivan. The Strategic Plan Steering Committee greatly appreciates your input.

The group was first asked to brainstorm nouns and verbs in answer to the question – “What is the purpose of the library?” Next we considered the question – “In an ideal word, five years from now, what would we like this library to be?” The responses collected will be the foundation for developing our Mission and Vision Statements.

The Steering Committee, along with Maureen Sullivan, met the next morning to review the input we received. To get started we looked over all the flip charts and identified recurring vision themes, listed here in no particular order:

Be more user-friendly
Access
PR, Marketing, Outreach
Community gathering place : welcoming, ambiance, quiet, busy
Teens
“Edutain”
Technology – achieving the right balance
Adapt to evolution of community
Working/Networking with other community organization
Staff Development –What we (the library) do now; learning new skills, bonding

Next, we will be drafting Vision and Mission statements for our library. We have saved all the flip charts and will continue to refer to them as we move forward. On March 19th, from 11-12, we will be inviting staff to an open discussion of the draft Mission and Vision Statements. People will be able to take a look at the first drafts and give us their reactions in person that day. You will also have other opportunities to respond.

On April 9th we are planning a focus group meeting to gather information from the community at large. Representatives from a wide range of community groups, businesses, and organizations will be invited to participate. This meeting is still in the planning stages.

We continue to welcome input from everyone. You will now find a Suggestion Box in the Staff Lounge by the Strategic Planning bulletin board. We have also made it easier to post comments to the Blog. Look to the right of the Blog screen for “General Comments and Ideas”. Click here and add your comments. We look forward to hearing from you and will post responses as appropriate.

Strategic Planning Comments and Ideas

2008-02-20T12:07:00.007-06:00

If you have general comments or ideas regarding Strategic Planning that are not related to specific postings, please use this as your forum. We welcome your input.

What is Strategic Planning?

2008-02-19T16:44:00.006-06:00

It has come to our attention that some of you out there may be wondering:

What is Strategic Planning?

Simply put, strategic planning determines where an organization is going over the next year or more and how it's going to get there. Typically, the process is organization-wide, or focused on a major function such as a department. At EPL, we are approaching this project by inviting input from all staff and community members.

How to Get a Feel for Strategic Planning -- There's No Perfect Way to Do It

Planning typically includes several major activities in the process. Different people often have different names for these steps. They might even conduct them in a different order.

One Way to Look at Strategic Planning

One interpretation of the major activities in strategic planning activities is that it includes:

1. Strategic Analysis

This activity can include conducting some sort of scan of the organization's environment (for example, of the political, social, economic and technical environment). Planners carefully consider various driving forces in the environment, for example, increasing competition, changing demographics, etc. Planners also look at the various strengths, weaknesses, opportunities and threats (SWOT analysis). Note that in the past, organizations usually referred to "strategic planning" as "long-range planning".

2. Setting Strategic Direction

Planners carefully come to conclusions about what the organization must do as a result of the major issues and opportunities facing the organization. These conclusions include what overall accomplishments (or strategic goals) the organization should achieve, and the overall methods (or strategies) to achieve the accomplishments.

At some point in the strategic planning process, planners usually identify or update what might be called the strategic "philosophy". This includes identifying or updating the organization's mission, vision and/or values statements. Mission statements are brief written descriptions of the purpose of the organization. Mission statements vary in nature from very brief to quite comprehensive.

Vision statements are usually a compelling description of how the organization will or should operate at some point in the future and of how customers or clients are benefiting from the organization's products and services. Values statements list the overall priorities in how the organization will operate.

3. Action Planning

Action planning is carefully laying out how the strategic goals will be accomplished. Action planning often includes specifying objectives, or specific results, with each strategic goal. Therefore, reaching a strategic goal typically involves accomplishing a set of objectives along the way.

Action planning also includes specifying responsibilities and timelines with each objective, or who needs to do what and by when. It should also include methods to monitor and evaluate the plan, which includes knowing how the organization will know who has done what and by when.

It's common to develop an operational plan or management plan, which includes the strategic goals, strategies, objectives, responsibilities and timelines that should be done in the time alotted.

Main text found on: http://www.managementhelp.org/plan_dec/str_plan/basics.htm.
Edits by EPL Strategic Planning Committee.

Week 4 – Profiling the Elmhurst Community

2008-02-14T19:18:00.002-06:00

This week the Strategic Planning Committee continued to collect background information on the Elmhurst community. Last week we focused on numbers. This week was spent looking at the various cultural, educational, civic, and service organizations in town, and identifying special interest groups. We are also looking at the business environment - what types of businesses exist and who are the major employers.

This information will be the building blocks on which we will construct our strategic plan. What needs exist in the community that are not being addressed? Is another organization or group doing something that we can support or enhance? Can we partner with a local business or group on a future project? How are residents spending their time and how can the library support these activities?

Community Survey

We will be meeting with Professor Amy Clugg from Elmhurst College on February 27th to discuss what we want to learn from a community survey. Her marketing class will be conducting the survey for us for free. To prepare, we have been researching surveys conducted by other libraries, trying to develop a set of questions. If you have any thoughts on this please share them with any member of the committee.

Week 3 - Elmhurst by the numbers

2008-02-07T14:42:00.000-06:00

Strategic Planning Week Three – Elmhurst by the Numbers
This week the Strategic Planning Committee has been studying census data and other available statistics on Elmhurst. As a starting point we used the community data survey provided in PLA’s Planning for Results as a guide. From these statistics we are compiling a list of summary statements to describe the Elmhurst environment, highlighting what we think is relevant for library planning. We are looking at the following:

Population trends (Numbers of people/ Ages)

Socioeconomic factors (income, poverty levels, employment)

Education levels

Ethnicity/Language

Staff Update and Brainstorming Session

2008-02-07T10:29:00.001-06:00

Strategic Plan Update and Brainstorming Session for Staff Only

Tuesday, February 19, 2 - 4 PM
Meeting Room 2

EPL staff are invited to join the Strategic Plan Steering Committee and consultant Maureen Sullivan for an update on the planning process and a chance to brainstorm ideas for the Library's mission and vision statements.

All staff are invited. RSVP to your supervisor.

Week 2 - Painting a background picture

2008-02-06T13:49:00.001-06:00

The Strategic Planning Committee members spent the last week gathering and reading background documents we felt would prove useful to the planning process, looking at both the broad picture for libraries as well as our local context.

The Local Picture:
School District 205 is in the midst of their own strategic planning process. Much of their work is not yet available to us but the committee was able to look at preliminary figures on enrollment projections. These statistics will be very valuable as we identify who are users are, and will be in the future.

The City of Elmhurst is also working on a comprehensive plan. There is a lot of information available on the city web site, including an environmental scan. We also looked at the results of the 2006 Citizen Survey.

Elmhurst Park District published their comprehensive master plan in 2007. The Library owns a copy of this document. Not only is the final data useful to us but we also get a glimpse into the process the Park District went through in developing their plan.

Census data for Elmhurst was reviewed. The last census was in 2000.

Elmhurst Public Library circulation statistics were also examined, looking at patterns over the past five years.

Next week we plan to pull this data together into a “Snapshot” of the Elmhurst community as it is, and as it is projected to be in the future.

The Broader Picture:
We are scanning the available literature, as well as the Internet, gathering information on what other libraries are doing.

The OCLC Market Research team has published a number of reports that examine the significant issues and trends impacting libraries both now and in the future. These reports look at social, economic, and technological trends; how trends and innovation in information formats are creating new challenges and opportunities for librarians; and perceptions of libraries and information resources.

Exciting News!
We have been approached by Amy Clugg, a professor at Elmhurst College who teaches a marketing research class. Each term the class conducts a survey for a organization in town and they would like to do one for the library. The Committee will be meeting with Professor Clugg on February 27 to discuss what the library would like to learn from a survey. If you have any thoughts on this, please share them with one of the committee members.

Communications:
We are working to establish a library blog, accessible through our website, that will be used to communicate with both the staff and the community. Two different software packages are currently under consideration and we hope to have something set up soon. We will also make use of bulletin boards throughout the library, including a new one in the staff lounge where you will find notes on our meetings as well as a timeline.

Week 1 - The Strategic Planning Process has begun!

2008-02-06T13:45:00.001-06:00

The Strategic Planning Committee had our kick-off meeting with consultant Maureen Sullivan on Tuesday, January 22, 2008. At this meeting we discussed the following:

Planning process – We discussed what the planning process would look like and reviewed key components.

The key components will be
Mission
Vision
Values
Strategic directions (also called initiatives)
Goals and objectives
Implementation

The overall planning process will consist of three phases. In Phase One we will draft mission/vision/values statements; determine strategic directions, and decide how we want to proceed with the creation of goals and objectives. Phase Two will be the actual development of goals and objectives. In Phase Three we will write the official strategic planning documents; review them with key stakeholders; and finalize the plan.

Time Table – Phase One activities will take us to May. We will be gathering information and input and developing some of the core documents that will direct our later work. We plan to engage both staff and community in discussions during this phase. Phase Two will begin in May. A good chunk of time will be spent on developing goals and objectives, with plenty of opportunity for staff involvement. Phase Three, writing the plan, will begin by September 1, with final completion of the plan aimed for October 1, 2008

When / how to engage the community? – We spent some time identifying the various community agencies and groups we might want to involve in our strategic planning process and exploring what form this involvement might take. More on this later.

When / how to involve Staff? - In considering the planning process we looked for opportunities to involve other staff. The first one is coming soon! On February 19th we want to invite staff to brainstorm with us as we look at the library mission statement and consider whether we want to create a slogan (or tagline) for the library.

First Work Plan – Moving forward, the committee plans to meet every Wednesday morning. To get us started we identified research avenues to pursue and made work assignments for our next meeting.

Communication – We want to keep everyone informed at all stages of this project. To that end we identified a number of communication methods we hope to employ throughout this process. In addition to the usual E-mails, and Staff/Community Newsletters, you can look for the following in weeks to come – a Strategic Planning Information Center in the staff lounge and our first ever library Blog! Stay tuned!

Welcome to our blog!

2008-02-06T13:20:00.000-06:00

We are excited to welcome all of you to Elmhurst Public Library's first blog!

Our library has entered a new and exciting phase where we are planning for our library's future. To help us in this process, we have organized a volunteer Strategic Planning Committee that is comprised of seven library employees. We have also enlisted the help of Maureen Sullivan, an organization development consultant, to keep the committee on track.

We are using this blog as a means of communicating what the library's Strategic Planning Committee will be doing for the next nine months. Here, you will find notes from our weekly meetings and we invite you to post your comments and ideas as well.

Thanks for reading and we look forward to a future dialog.