Wichita Public Library
Strategic Plan
Emporia State University
LI 805
Kari Blazek, Carla Heideman,
Kimberlie McClellan, Jessica Raburn
Table of Contents
Executive Summary ....................................................................................................................... 2
Organizational Profile
Overview .......................................................................................................................................... 4
The Organization .............................................................................................................................. 5
The Community
Geography........................................................................................................................................ 6
Population ........................................................................................................................................ 6
Ethnicity ............................................................................................................................................ 6
Income and Economy ...................................................................................................................... 6
Education ......................................................................................................................................... 6
Cultural ............................................................................................................................................. 6
Mission ............................................................................................................................................ 7
Vision............................................................................................................................................... 7
Values .............................................................................................................................................. 7
Preparation and Planning
Library Management Team .............................................................................................................. 7
Focus on the Community ................................................................................................................. 8
Service Response Activities ............................................................................................................. 8
Current Reality
Environmental Scan ......................................................................................................................... 9
SWOT Analysis .............................................................................................................................. 10
Organizational Performance .......................................................................................................... 10
GAP Analysis ................................................................................................................................. 13
New Priorities
Strategic Profile .............................................................................................................................. 13
Future Vision .................................................................................................................................. 13
Strategic Initiatives ......................................................................................................................... 13
Goals .............................................................................................................................................. 14
Action Plan
Goal 1 ............................................................................................................................................. 14
Goal 2 ............................................................................................................................................. 17
Performance Management .......................................................................................................... 20
Contingencies .............................................................................................................................. 21
Appendix ....................................................................................................................................... 23
1
Executive Summary
Wichita Public Library has been a staple in the community for decades. Composed of nine
branches, WPL has established itself as a place of consistent knowledge, superb collections, and
excellent staff. Located in Wichita, Kansas, WPL is central to the community and now is the time to invest
more resources to promote the library to parts of the community that may be lacking WPL resources. In
this technological age, it is also imperative that we strive to maintain visible online resources and become
a leader in the need for e-books and upcoming technologies. As such, we feel it is our responsibility to
promote and help establish new strategic initiatives that will focus on building a sense of community
locally and online.
We have prepared two major strategic goals, with corresponding initiatives:
GOAL 1:
Implement modern technological advances within the Wichita Public Library system.
Objective: Create three opportunities for the community to benefit from new technology.
Initiative 1: Implement a roving reference team
Initiative 2: Become a community leader by creating an e-reader/e-book department
Initiative 3: Improve website usability
GOAL 2:
Broaden outreach within the Wichita Public Library community.
Objective: Create three opportunities for access to library materials outside the physical library.
Initiative 1: Increase collaboration between Wichita Public Library and community partners.
Initiative 2: Create a “book-mobile” to increase services to our community.
Initiative 3: Create an outreach program to serve nursing home residents.
These goals are achievable as we build a stronger sense of community and implement modern
technological advances within the system. During the course of the 2012-2015 strategic plan, WPL
employees will follow a fluid timeline to develop, coordinate, and implement strategic initiatives to help
broaden the outreach of the Wichita Public Library within the community. In keeping with the nature of the
initiatives and the assistance of outside resources, a timeline has been developed to use as a guide for
WPL employees to follow in achieving strategic initiatives.
2
Wichita Public
Library
Strategic Plan
2012-2015
3
Organizational Profile
Overview
Wichita Public Libraries have undergone significant transformation in recent years. During the
past decade, two new large branch libraries were created through consolidations of smaller facilities. A
master plan has set forth a vision for additional facility changes intended to improve access and capacity
to library services for our community’s citizens. A “virtual branch” of online services and resources makes
increasing amounts of information available to library customers from any place and at any time rather
than only from within the walls of our buildings.
Expectations of citizens are high, matched by the commitment of library staff and volunteers to
deliver service at an equal level of quality. Customer preferences are varied. Some citizens appreciate
the rich tradition of the public library, the printed word and spaces for quiet study and reflection. Others
are increasingly technology-oriented and look forward to each new opportunity for information delivery.
This strategic plan provides a focus for the library’s board and staff as we work together to
maneuver the challenges of delivering a high quality, widely available, diverse service mix in these times
of diminishing public resources. The Wichita Public Library needs a strategic plan in order to be
competitive and remain viable in the community. Focusing on modern technological advances and
community, this strategic plan sets a course towards excellence in service over the next three years.
4
The Organization
Wichita Public Library (WPL) is composed of nine branches. The Library offers the most research
capabilities from its Central Library, located in downtown Wichita. Four district/regional branches (Alford,
Evergreen, Rockwell and Westlink) offer a good mix of basic research tools and popular materials for
education and entertainment alike while the neighborhood branches (Angelou Northeast, Comotara,
Linwood and Orchard) offer mostly popular fiction and media titles in their limited spaces. The Linwood
and Orchard Branches are located in recreation centers. The Comotara Branch Library is located inside
the Dillons Supermarket and celebrated its twentieth anniversary in 2006. The Planeview Community
Library, located inside the Colvin Elementary School, is a partnership library operated by the Wichita
Public School System (USD 259) and Talking Books is the Wichita Subregional Library for the Blind and
Physically Handicapped. The WPL Board of Directors consists of six officers and eight other board
members. The Director of Libraries reports to the Library Board.
Westlink Branch Library
The library is organized into four main departments. Technical Services performs IT
services/support, maintains the library’s website and is responsible for inter-library loan services.
Programming/Outreach oversees the children/young adult services and programming along with the
outreach services. Adult Services is responsible for collection development, acquisitions, cataloging and
general reference. Support Services includes administration and circulation.
5
The Community
Geography
Wichita, Kansas, is located in southcentral Kansas in Sedgwick County. It is the largest city in
Kansas.
Population
The city has a population of 372,186, an increase of 8.1% since 2000, of which 50.7% are
females and 49.2% males. The median age of the population is 33.4 years old. Married households are
predominate at 53.6%, although never-married status households are rising at 25.5%.
Ethnicity
The majority of citizens are white, at 67.7%. Hispanics make up 13.3% of the population, AfricanAmericans 10.5%, and Asian 4.8%. 12.9% of the population in Wichita speaks a language other than
English at home.
Income and Economy
The average household income in Wichita is $44,405. Transportation, construction, and
accommodation/food services make up the majority of the industries in Wichita.
Education
33.4% of the population has a Bachelor’s degree or higher, while 83.8% have a high-school
diploma or higher.
Cultural
Wichita is home to several museums, including the Wichita Art Museum, Museum of World
Treasures, and Old Cowtown Museum. Wichita also has the Theater League and Music Theatre of
Wichita that perform top-notch plays and musicals. Along with Botanic Gardens, Sedgwick County Zoo,
and OldTown, Wichita is a flourishing cultural city in Kansas.
6
Mission
The mission of the Wichita Public Library is to enrich the quality of life for all citizens of our community by
providing resources that enhance and contribute to individual knowledge, enlightenment, and enjoyment
in the most efficient manner possible.
Vision
The Wichita Public Library will be the community's preferred knowledge resource, providing inviting
libraries, superb collections and excellent service.
Values





Our commitment to excellence is uncompromising. We strive for quality services delivered to each
member of the community.
Our commitment to inclusiveness includes defending the rights of all individuals to use the library's
resources and services. We value our community’s diversity and strive to reflect that by providing a
full spectrum of resources and services to the citizens we serve.
Our commitment to integrity ensures that our organization’s activities will be conducted with
fairness, openness and honesty.
Our commitment to stewardship guides us as we wisely utilize all resources to secure the best
value for citizens.
Our commitment to transformation is achieved by embracing change. We work to ensure that the
knowledge, skills and abilities of our employees are relevant to the needs of our community.
PREPARATION/PLANNING
LIBRARY MANAGEMENT TEAM:
Library Director
Friends of the Wichita Public Library President
Branch Managers
Board of Library Directors Liaison
Senior Reference Librarian
Youth Services Librarian
IT Department Manager
Chair of the Finance Committee
Members of the strategic planning committee were chosen based on the goals in the strategic plan and
the area of expertise each member will bring to the group. The director of libraries, branch managers,
and other librarians throughout WPL will contribute knowledge on day to day operations and have a
closer link with the users and what they are looking for in library services. The Friends of WPL are in
important part as they are vocal advocates for WPL and all of its services. They will also be aware of
7
what users are looking for in library services and will provide a large amount of assistance in promoting
the new goals. The liaison to the board and the finance committee chair are both important because
they will provide a link between committee members and the boards’ ideas for moving forward along
with keeping the strategic team grounded in what is financially possible.
FOCUS ON THE COMMUNITY:
BOOKMOBILES and ONLINE outreach to the community-
A master plan has set forth a vision for additional facility changes intended to improve access and
outreach to library services for our community’s citizens. A “Book Mobile” of roadside services and
resources makes increasing amounts of information available to library customers from any place and at
more times, rather than only from within the walls of our buildings.
Use of public libraries in Wichita has never been greater. Statistics for circulation, library visits,
computer use and program attendance continue to be on record pace. But certain people are not able to
get to the library due to children, age, or weather conditions.
Expectations of citizens are high, matched by the commitment of library staff and volunteers to
deliver service at an equal level of quality. Customer preferences are varied. Some citizens appreciate
the rich tradition of the public library, the printed word and spaces for quiet study and reflection. Others
cannot physically get to the library and would find a bookmobile and information delivery to greatly benefit
them.
This strategic plan provides a focus for the library’s board and staff as we work together to
maneuver the challenges of delivering a high quality, widely available, diverse service mix in these times
of diminishing public resources.
SERVICE RESPONSE ACTIVITIES:

Create a weekly or monthly list of books that will be available through the book mobile. Library
members can simply look through it and pick out the certain books they would like to check out.

Examine staffing and volunteers to see who would be available during the Book Mobile hours

Investigate reference delivery through email or online services

Implement reference service by text messaging

Expand partnerships in order to maintain mutually beneficial presences in the community

Designate a School Liaison to collaborate with local schools
8

Get information about the book mobile in the newspaper and in businesses

Enhance collection development through questioners

Evaluate need for book mobile by asking patrons that come into the library
Current Reality
ENVIROMENTAL SCAN: Wichita versus US data
Population, Wichita in comparison with US
Wichita population can be compared to that of the Midwest as a region, and the US in general.
The city has experienced a population of increase of 8.1% since 2000, the Midwest region an increase
of3.2%, and the US one of 9.7%. The Wichita area has experienced a population growth closer to the rate
of the national rate than the regional rate. This rate of population speaks to the need for increased
services and strategic planning on the part of the Wichita Public Library.
Ethnicity, Wichita in comparison with US
The white citizens of Wichita represent 67.7% of the population. The United States as whole
consists of 74.8% white citizens. Hispanics make up 13.3% of the population of Wichita, KS. According
to the United States Census Bureau, Hispanics make up 16% of the US population as of April 2010.
African-Americans are represented at 10.5% Wichita and 13.6% US, and the Asian population of Wichita
and the US being identical at 4.8%. The city of Wichita is a diverse community with only slight differences
in comparison to the United States as a whole.
Income, Wichita in comparison with US
The average household income in Wichita is $44,405 versus $49,445 for the United States as
whole.
9
SWOT ANALYSIS
Internal
External
Positive
Negative

“Virtual Branch” of library in existence
already

Budget crisis (competing
priorities)

Commitment of staff & volunteers


Current willingness to serve diverse groups
“culturally aware”
Culture change required
to increase “nonphysical” identity

Requires large
coordination effort

Diminishing public
resources for City of
Wichita

Unstable gas prices
makes budgeting
unpredictable

Non-profit partners just
trying to survive

Multiple partnership potentials

Community support

Increased use equals increased perceived
value

City currently investing in downtown
improvements. City values selfimprovement

Access to additional manpower through
WSU co-op education
ORGANIZATIONAL PERFORMANCE
The Wichita Public Library has experienced a marked increase in community usage since 2006. A
comparison between 2006 and 2010 reveals these dramatic increases. The City of Wichita has
experienced an influx of new residents during the same time period. It is important to note that the
circulation per capita has increased at the same time the City population has increased. Meanwhile, the
total income for the Wichita Public Library has increased from 6.8 million to 7.3 million dollars.
Additionally, the City of Wichita contribution has increased its portion of funding at a greater amount than
other funding sources. This illustrates the support the Wichita Public Library has from the City of Wichita
and its residents.
10
11
12
GAP ANALYSIS
Successes




Locations widely dispersed across the Wichita metropolitan area
Different branches reflect the culture of the areas they are located in
Various programming targeting children, teens, genealogy, and technology
Successful partnering with the Wichita Genealogical society
Short falls


Reference is limited to a physical space and concentrated in the Central branch
Patrons must physically go to a library branch to obtain books
New Priorities
Strategic Profile
Successful libraries today are those that have fully embrace the principles of customer service, staff and
community involvement, and creativity. Libraries no longer exist in a world where the customer must
come to them rather the reverse is taking place. The core mission of providing information access to all
will remain the same but the method of delivery will look very different.
In order to adapt and thrive, library service will need to fully transform into a wholly integrated operation.
Services provided will now need to reach fully into the community and allow patrons easy access no
matter their situation. To achieve this transformation it is necessary to take strategic steps in developing
and implementing modern technological advances that send our resources out into the community.
Future Vision
Our vision for the future is that the Wichita Public Library will be an intrinsic part of the community. To this
end, the future will entail reference staff, and other library staff, out from behind the desks and working
one on one with patrons. Staff members will also be sent into the community to develop key partnerships
with local businesses to promote services. This future vision of the Wichita Public Library will empower all
members of the community to take advantage of the services offered.
Strategic Initiatives
Currently, the Wichita Public Library provides a variety of different programs to different ages, from story
time to adult programming to computer training classes. The library also offers an assortment of
resources for patrons browsing for the latest best seller or the patron conducting online research. All of
these, and others, are services that need to be kept and continued in order to continue meeting the
various needs of the community.
In light of the strategic plan to imbed library services within the community it is necessary to take the
existing programs and add to them. This will be accomplished through initiatives like updating the
webpage and making it more user friendly. The development of a bookmobile service and working more
closely with community partners will help close the gap between the level of service currently provided
and the level of service strived for.
13
GOAL 1:
Implement modern technological advances within the Wichita Public Library system.
Objective: Create three opportunities for the community to benefit from new technology.
Initiative 1: Implement a roving reference team
Initiative 2: Become a community leader by creating an e-reader/e-book department
Initiative 3: Improve website usability
GOAL 2:
Broaden outreach within the Wichita Public Library community.
Objective: Create three opportunities for access to library materials outside the physical library.
Initiative 1: Increase collaboration between Wichita Public Library and community partners.
Initiative 2: Create a “book-mobile” to increase services to our community.
Initiative 3: Create an outreach program to serve nursing home residents.
ACTION PLAN
GOAL 1:
Implement modern technological advances within the Wichita Public Library system.
Objective: Create three opportunities for the community to benefit from new technology.
Initiative 1: Implement a roving reference team
Opportunities

Roving reference team will give reference staff the
ability to help patrons where they are instead of migrating
to a desk.

Potential features such as text and chat will allow staff to
reach more users in a variety of ways.

Gives patrons a less intimidating view of library staff and
will make patrons more likely to ask for assistance.
Challenges

Roving members and patrons may miss each other out in the library.

Purchasing and maintenance of handheld devices is another item to add to the budget.
14
Initiative 2: Become a community leader by creating an e-reader/e-book department
Opportunities

Expands services to a broader range of patrons

Will help patrons access library resources without
necessarily having to come to the physical location

Allows those previously unable to experience working
with an e-reader/e-book
Challenges

Purchase and maintenance of e-readers can increase
the budget

Educating patrons on their responsibility for care of an e-reader will initially be time consuming

Determining patron liability and how library can recover lost or damaged resources may require
legal advice
Initiative 3: Improve website usability
Opportunities



Improved website usability will give patrons a more enjoyable on-line experience with the WPL
website
Improved usability will help promote library services by allowing patrons to explore and discover
more on their own
Improved usability will allow patrons who are not as Internet savvy to use WPL’s website with
minimal frustration
Challenges



Gathering input and constructing a well designed website can be time consuming
Any change can create anxiety in patrons who are already familiar with the website
Collaborating with the IT department may be time consuming
Timeline
During the course of the 2012-2015 strategic plan, WPL employees will follow a fluid timeline to
develop, coordinate, and implement strategic initiatives to help broaden technological advances and
increase the variety of services offered by the Wichita Public Library to the community. In keeping with the
nature of the initiatives and the assistance of outside resources, the following timeline is a guide for WPL
employees to follow in achieving strategic initiatives.
15
1-6 months:





Designated staff will research how other libraries have implanted roving reference teams
Staff will begin outlining a schedule for roving reference while still managing a ‘reference desk’
Staff will research and compare devices to determine the most cost effective and usable option
for roving teams
Designated staff will gather statistics on e-book usage and patron feedback (why some use ebooks, what non-users are looking for)
Staff will assess current usability of WPL’s website while exploring other websites rated as
excellent
Evaluations
The success of the first phase will be measured by the qualitative data gathered concerning best
practices for a roving reference team, website usability, and an assessment of the current e-book
collection. At the end of six months designated library staff should have gathered research to support how
to best implement and staff a roving reference and traditional reference team. Information should also be
compiled on what type of hand held devices would best fit the reference teams’ needs. Finally, staff will
have assembled information on patron opinions of the e-book collection and done a thorough assessment
of WPL’s website usability and compared it to other library sites.
7-12 months:





Designated staff will begin working with all reference staff on best practices for roving reference
Library will begin promoting new roving reference service
Evaluation of technology for reference team should be narrowed
Staff will use feedback from patron input to work complete e-book assessment and work towards
adding to the collection
Staff will begin physical layout of new webpage design
Evaluations
Success during the second phase will result in designated library staff having promoted and
implemented beginnings of a roving reference team and beginning the web information architecture. By
the end of twelve months library staff will have finalized how to staff a roving reference team, worked with
all reference staff on initial training, and begun getting out from behind the desk. Staff will also have
complete a thorough assessment of the e-book and e-reader collection and begin planning what
resources to add to the collection next. Finally, staff will begin to physically layout how the new WPL
webpage will look.
13-20 months:



Library will purchase, set up, and begin using roving reference devices
Staff will continue adding e-books to the collection and plan to add additional e-readers for
lending
Staff will have webpage designs in the finalization phase and begin advertising the new webpage
layout
16
Evaluations
Success during the third phase will be measured by the purchase, use, and successful
completions of reference transactions by the roving team. Success will also be measured by using e-book
statistics to determine if patron interest and use has grown. By the end of twenty months library staff will
have acquired the devices the roving reference team will use, set them up, and be using them on a
regular basis. Staff will also continue to gather feedback on the e-book collection. The webpage will be in
the finalization phase with staff working to polish design and promotion of the new layout should begin.
21-36 months:




Roving reference team will continue to refine best practices and look towards adding additional
features such as texting and online chatting to assist patrons
Library staff will continue to gather statistics and feedback on e-reader program and build on
current collection based on results
WPL will launch new webpage layout
WPL staff will hold workshops for any patron who wants basic training on the new website
Evaluations
Success during the fourth phase will be measured by the amount of successful reference
transactions done by the roving reference team, and feedback gathered from the new website layout, and
the e-reader collection. By the end of thirty six months staff will be expanding the roving reference team to
include features like texting and online chatting with patrons. Library personnel will continue to monitor ebook statistics and develop collection. WPL will launch the new website and offer basic introduction
classes to any patron who wishes to be trained on the new website.
GOAL 2:
Broaden outreach within the Wichita Public Library community.
Objective: Create three opportunities for access to library materials outside the physical library.
Initiative 1: Increase collaboration between Wichita Public Library and community partners
Opportunities

Increased collaboration between WPL and other organizations in the community will heighten the
general public’s awareness of both partner organizations thus boosting support for each.

Creating a strong working relationship between organizations can increase the ability to better
serve patrons through joint use of planning and resources.

Increased cooperation will help create a close network of resources that can be better used to
help serve the members of Wichita.
17
Challenges

Developing close, mutually beneficial relationships with community organizations can take time to
fully implement and perfect.

Not all organizations may have the ability or be willing to enter into a partnership with the WPL.
Initiative 2: Create a “book-mobile” to increase services to our community
Opportunities:

A book-mobile will help serve sectors of our community that may not be able to access recourses
in WPL’s physical locations.

A book-mobile is a cost effective way of reaching portions of the population who do not live near,
or cannot physically access and library branch.

A book-mobile will help increase WPL’s outreach and make WPL services more visible within the
community.
Challenges:

Staffing and maintaining a book-mobile will be
an additional expense in the library budget.

Coordinating resources, drop-off and pick-up
locations, and routes will initially be time
consuming.
Initiative 3: Create and outreach program to serve nursing home residents
Opportunities:

Allows WPL to serve the needs of some of the most overlooked members of the community.
Challenges:

Coordinating program and outreach will initially be time consuming.
Timeline
During the course of the 2012-2015 strategic plan, WPL employees will follow a fluid timeline to
develop, coordinate, and implement strategic initiatives to help broaden the outreach of the Wichita Public
Library within the community. In keeping with the nature of the initiatives and the assistance of outside
resources, the following timeline is a guide for WPL employees to follow in achieving strategic initiatives.
18
1-4 months:

Designated employees will be investigating possible community partners (nursing homes, Parks
and Rec department, local businesses)

Employees will extend offer of partnering, being working relationship and begin developing ideas
for continuing collaboration

Designated staff will begin researching the initial and ongoing costs of beginning and maintaining
a book-mobile program
Evaluations
The success of the first phase will be measured by feedback from contacted community partners,
nursing home administrators, and the approval of the library board for further development. At the end of
the first four months the strategic team should have gathered a list of potential partners, developed
several ideas for continuing partnership, outlined the costs of a book-mobile, and have gathered and be
ready to present research on moving forward with strategic initiatives.
5-10 months:

Designated staff will take feedback from community partners and assess resources, develop a
plan to add any needed resources (more large print books, audio books)

Designated staff will develop potential routes, schedules, and staffing of book-mobile

Begin heavy promotion of outreach services to nursing homes, and coming book-mobile

Begin developing/creating signage for new community partners and programs that are available
Evaluations
The success of the next phase will be measured by feedback gathered from community partners,
patrons, and the approval of the book-mobile funding, routes, and staffing. At the end of ten months
strategic team members should have completed an assessment of current and needed resources to
achieve initiatives. The team should also have a fully developed book-mobile plan along with beginning
promotional ads to let community know specifics about the new outreach initiatives.
11-17 months:

Organize and begin first programs with community partners (library members at a city festival to
answer questions, library staff providing programs at a local YMCA)

Initiate purchase and outfitting of vehicle(s) for book-mobile program

Begin making first rounds on scheduled book-mobile routes

Until book-mobile is running, plan and initiate services to nursing homes
19
Evaluations
At the end of seventeen months, the success of the third phase will be measured by the number
of programs held and number of attendees at library programs. Success will also be measured by number
of resources delivered to community nursing homes, and by the eventual beginning of a book-mobile
making small, regular rounds throughout the community. Library staff will also continue to seek out
community and patron feedback on the new programs.
18-36 months:

Continue to build and plan programs with community partners

Continue to work on and adjust nursing home and book-mobile program

Continue to promote library outreach with community partners and nursing homes

Get book-mobile fully up and running on regular schedule and routes

Continue to gather community feed back to assess programs
Evaluations
At the end of thirty-six months, the success of the final phase will be measured by the continuing
number of programs held with community members. Success will also be based on how many community
partners have stayed in the partnership and continue to offer services. By the end of this phase a bookmobile program should be making regular stops at designated points throughout Wichita and stop at
partnered nursing homes to provide resources. Library staff should also be gathering feedback and
adjusting programs according to the needs described.
Performance Management
There are several synergies among the initiatives to be implemented at the Wichita Public
Library. Growing the outreach and technological advances at the library requires that we communicate
effectively with the community. Under our broad strategic goal to broaden outreach, for example, the
long-term success will directly depend on our ability to build strong relationships with local community
leaders and execute the initiatives to strengthen the library and the community. Marketing the remote
access opportunities will be essential in progressively developing our new outreach plan. We also need
to involve the community and marketing/research in developing modern technological advances within
the library system.
The Wichita Public Library strategic plan is a complex initiative and will be a significant endeavor
for the employees and staff of the library. Conflicts arise when trying to change policies, develop new
ideas, or when involving the community in new outreach plans. Departments will have to maintain their
enthusiasm and effort to accomplish the strategic plan ideas. Conflicts will be managed using current
policy and cooperation between departments.
Communication is key when developing new ideas and information will be made available to staff
members at the Wichita Public Library regarding success and revision of the initiatives. Department
managers will be crucial in providing this information in monthly newsletters and will present statistics and
action plans for the initiatives relative to their own departments. Revisions and measurements of the
initiatives will be decided between management during bi-annual meeting.
20
Contingencies
A strategic plan is naturally limited by the known. A number of factors could change in the future to
threaten our desired goals. Threats that can be foreseen at this time include:




Spikes in cost combined with loss in revenue. While the City of Wichita has continued and even
increased its support of the public library, these are uncertain economic times. The City has
already faced furloughs of employees and outsourcing of park mowing previously done by City
employees.
Fluctuations in gas prices have the potential to cause serious problems for any mobile service
depending on gasoline to operate.
When partnering with outside agencies there is an automatic loss of control as some of the
responsibility and authority resides outside of the main agency.
Rapid changes in technology create a constant source of unpredictably in any venture pertaining
to them.
21
Conclusion
Strategic plans allow libraries to focus on their community, their patrons, and their needs to create
new initiatives that will be beneficial in this ever-changing environment. The Wichita Public Library
strategic plan has reviewed the needs of the community, the changing technological advances, and has
focused our efforts to provide the best possible proposal to better serve our patrons. Our mission, vision,
and value statements reflect our commitment to the community and serve as a foundation for conducting
library services. Two main goals have been identified, along with initiatives, strategies, and action steps
for implementing these goals. The fluid timeline will allow for revision if necessary. This plan will direct
the Wichita Public Library and allow us to be a leader among our community.
22
Appendix:
Summary Report of Team Project Activities
LI 805 Leadership and Administration of
Information Organizations
October 26, 2011
Kari Blazek, Carla Heideman,
Kimberlie McClellan, Jessica Raburn
23
Members of Team Leadership met during the first face-to-face meeting of LI 805.
We agreed to work together as a team to create a strategic plan for a public library
setting. Throughout the project, the members progressed through the stages of
“forming,” “storming,” “norming,” and “performing.”
Forming Stage:

Team members agreed to work together to create a strategic plan
Storming Stage:




Roles of the team members were determined (leader and secretary)
Team members discussed ideas for plan, including determining the strategic plan
would be for the Wichita Public Library. Three team members were familiar with
the library and had knowledge of the areas that could use improvement.
Improvements/goals were discussed
The team decided to communicate through e-mails, team wiki, and the team
discussion board. We did not feel face-to-face meetings were necessary.
Norming Stage:


Team members contributed to the wiki and discussion board.
Deadlines were discussed for having various parts of the strategic plan in place.
Performing Stage:


Team members took action to accomplish their specific parts of the strategic
plan.
Frequent updates to the team file exchange were made.
The “forming” and “storming” stages took place early in our meetings, during the first
face-to-face weekend at Emporia State University. We agreed to develop a strategic
plan for the Wichita Public Library because several team members were familiar with
the library and the improvements that could be made with it. One member is an
employee of the library. The roles of leader and secretary were decided early on also.
24
The “forming” and “storming” stages of the team meetings went rather smoothly and
everyone contributed ideas. Discussions were well thought out and many ideas were
considered.
During the “norming” stage, members contributed what they had researched and
developed to the team wiki and/or file exchange. Questions and ideas were well
received and team members were helpful. Communication became a crucial part of our
“performing” stage as the paper came together and became more focused.
25
MINUTES
August 20, 2011 Minutes
First Meeting at Applebee’s
Members present: Carla, Kari, Jessie, and Kimberlie
Contact information: Jessie: jraburn@emporia.edu
Carla: cheidema@emporia.edu
Kari: kblazekl@emporia.edu
Kimberlie: kmcclell@emporia.edu
Objectives:
-start building our strategic planning
-pick a library
-what strategic goals do we want to focus on?
Library – Wichita Public Library in Wichita, Kansas
2 Main goals to focus on was our main discussion
-How can we fund our renovations?
-Carla told us that currently the Public Library has 30 million dollars for a renovation. But
architects are saying that it will cost 43 million to do the renovations.
Jessie- improve the downtown (Main Branch) while also focusing on the outreach branches
Carla- feels like people have been putting too much emphasis on branches and people need
to focus on the main branch downtown, which is the HEART of the city.
Does Wichita have a Book- Mobile Service? If so where does it go? Who does it serve?
-If they don’t they need one, get the underserved books and information.
-Elderly, Kids could benefit
Logo? We need to create a new one because the current one is so bland.
-Kari is going to work on creating a new logo
Does the library partner with people? If so who?
-Could potentially partner with “Meals on Wheels”
How can you engage branches to make new changes?
-Motivation?
-Competition
-Surveys
-Facts
26
Interested in the Book Store Model
-Barnes and Noble
Technology?
-implement E-Readers
-iPads
-Cell phones
-Roving Reference
How we would work the E-reader:
-patrons would sign a contract
-not allowed to download books
-library downloads books onto the E-reader
-2 week check-out period
TO DO LIST:
-Assign a team name
-Meeting times?
-How to communicate?
Carla:
-Mission and value statement
-send us what the neighborhood branches are supervised by what branches
-get an organizational chart
Team will work with the Wiki
Emails work well
27
August 20
WPL strategic plan:
http://www.wichita.lib.ks.us/NR/rdonlyres/E54400B3-B1CE-404D-BFD6F8E39BBF2D68/70248/StrategicPlanScreen.pdf
and information about the expansion:
http://www.wichita.lib.ks.us/NR/rdonlyres/E54400B3-B1CE-404D-BFD6F8E39BBF2D68/70378/ExpansionStudy.pdf
August 23
Carla sent the group Wichita Public Libraries information, including the vision and mission
statement.
She also stated some concerns, “I was also looking at their goals and goals of other library
plans, and it looks like they are all goals the library can do for themselves. Meaning, I don't
know if a complete library renovation project (as we were discussing) is appropriate for
this type of strategic plan. There are just too many factors (budget, city approval, taxes,
etc.) for that kind of master plan. The WPL strategic plan does mention the facility
renovations in a "Master Plan" document, not their own strategic plan. I was wondering if
we should stick to things the library can do, such as providing better outreach like a
bookmobile and getting better technological advances (e-readers, roving reference, etc.).”
On August 31st we decided that we would divide the plan up so we can each get started on
finding information for it. Carla had the great idea of dividing it up into four sections:
organizational profile (overview, the organization, guiding values, mission),
preparation/planning (library management team, planning factors), current reality
(environmental scan, SWOT, organization performance, gap analysis), and new priorities
(strategic profile, future vision, strategic initiatives).
October minutes
In finalizing the project Kari, added a PowerPoint and started adding notes under some
slides. If people want to, they need to put their own notes. Kari will be adding to her
PowerPoint throughout the week and intend to have a final version up by Thurs evening.
She also encouraged us to “please add on anything you think it needs or just send me
comments and I'll add missing pieces.”
The paper has also been revised and Kari did some basic formatting (consistent spacing
28
and such) and began a basic table of contents. She suggested that we add page numbers at
the last minute since adding and revising the paper may move some of the sections.
Carla also contributed in finalizing the paper. She was happy with everyone’s information
update. Carla posted another plan on the file exchange, which includes the title page,
executive summary, and conclusion.
Things we still need to get done: Update the preparation/planning part, do the table of
contents, and the appendix, which would include the minutes (Kimberlie) and our
forming/norming/etc narrative.
Kari is working on the ppt.
Carla can do the forming/etc. narrative.
Also if anyone wants to spiff up the paper, go right ahead, as right know it is kind of barebones.
29