Strategic Plan Analysis: Plainfield Public Library

The Plainfield Public Library is located in Chicagos southwest suburbs and serves a
library district population of about 66,000 residents. The library was officially opened in 1926
and was founded through a combination of two estates: resident Ebenezer Nimmons died on
July 4, 1919, leaving an estate of $25,000 to the Village of Plainfield for the establishment of a
tax-supported public library, and also, in 1924, prominent resident George R. McClester
willed his entire estate to the Village of Plainfield for the provision of a public library. The
librarys current building was constructed in 1991, and was one of the first projects to begin
following the 1990 tornado (p. 12). There have been a few attempts to pass a referendum to
increase the librarys physical space (a major issue), but they have been unsuccessful.
Physical space continues to limit our ability to provide library services that meet
community needs. With a facility that is 1/3 the recommended size to serve todays
population, there is no relief in sight for the space crunch within the Library. The
challenge of balancing the diverse needs of users, from library materials to program
space to study tables to public computers, will extend into the foreseeable future
(Expansion Nixed, 2012, p. 1).
Interestingly, the strategic plan itself acknowledges this space crunch, noting that although
the plan doesnt specifically address space issues, it helps lay the groundwork for the future
expansionby outlining goals for the programs and services to be provided in the future (p.
11).
With this in mind, the current strategic plan was adopted in 2011 and covers the years
2011-2015. It uses an issue-based model of planning because it goes beyond the scope of a
basic model. The plan not only includes the basic mission and vision statements, strategies,
goals, and objectives, but also the results of 4 focus groups (a SWOT analysis) and statistical
data about the community and library. Also, the structure of the plan is fairly straightforward:
1. Introduction
2. Process Outline
3. Vision and Mission
4. Strategies, Goals and Objectives
5. Timeline for Evaluation and Revision
6. Summary
7. Appendix A: History of the Plainfield Library
8. Appendix B: Focus Groups
9. Appendix C: FY2001-FY2010 Statistical Summary
10. Acknowledgements
11. References
The Plainfield Public Librarys vision statement is a little lengthy, but it provides an
image of what the librarys purpose is and how it envisions itself. It defines the library as a place
to meet the communitys needs throughout their lives, as a community center, creating
connections, providing access, and partnering with other organizations. The final statement of
the vision is optimistic: The Library is a vibrant and visible presence in the community, making
residents aware of 21
st
century library services and our Librarys unique character (p. 6).
According to Moran and Stueart, a vision statement is inspirational; set within a context of the
future, it is timeless*and+ it gives shape and direction to the organizations future (2013, p.
75). This vision statement does all of these things effectively; it emphasizes the role the library
has in the community and the services it provides to meet the communitys needs.
Furthermore, the mission statement is simple and straight to the point: educate,
captivate, connect (p. 6). A mission statement is a tangible image that focuses attention on
something currently worthwhile. It defines a clear and compelling goal that serves to unify
employee efforts (Hartzell, 2002). The image and idea that Plainfields mission statement
illustrates is the value, access, and provision of education, information, and services for its
community. These somewhat abstract goals that the mission statement provides follow and
support the same ideology presented in the vision statement, and this connection between
mission and vision statements is important. The mission statement should depict who the
customers are, the services offered, and the activities of the library, while the vision statement
explains why the library does these things (Moran & Stueart, 2013, p. 78). Both mission and
vision statements for the Plainfield Public Library have achieved this goal. Also, although the
Village of Plainfield doesnt have its own mission statement, I believe that the librarys mission
to educate, captivate, connect serves the priorities of the community. By looking at the
results of four focus groups (provided in the strategic plan), the Plainfield community seems to
put importance on education for all ages, efficient and quality services, and being connected to
the community at large. In relation to these values, the Plainfield Public Librarys mission seems
to recognize these ideas and strives to meet them through the development of its programs,
services, collections, and vision.
Plainfield Public Librarys strategic plan lists three broad strategies under which
several goals and objectives are presented. The first strategy is service excellence; in this
category there is only one goal listed, and it is that all residents have access to resources and
programs that support literacy and lifelong learning to meet educational, informational, and
entertainment needs (p. 7). This statement directly follows the mission and vision statements,
illustrating that the library intends to connect all community members with its resources and
services to enhance their lives. One important objective to meet this goal is to annually
evaluate, expand and/or retract services, programs and resources based on primary mission
and budget (p. 7). In order to effectively meet the needs of the community and provide them
with beneficial resources and services, it is pertinent that they be evaluated on a regular basis.
If there is no evaluation of what the library is providing, the organization will most likely
become stagnant and no longer important to the community. This objective is realistic,
measurable, and attainable in how the library plans to accomplish it. They intend to examine
programming attendance, collection usage, and the use of services in order to determine if the
overall goal is being met.
The second strategy is community focus and lists three goals, the first of which is that
the library board, staff, Friends and Foundation members actively promote the Library and its
services throughout the community (p. 8). This applies to the librarys vision and mission in its
desire to be visible in the community and to make residents aware of services the library offers.
The second goal is tied to the same aspect of the vision and mission, specifically stating that the
library wants to make sure residents are aware of the Library resources, programs and services
available to them and how to access those services (p. 8). Both of these goals have one
objective in common: to create an annual Marketing Plan to guide marketing activities.
Having a marketing plan in place is an essential library component; a library cannot expect the
community to know everything that its doing and all of the services it provides without
informing them about what it offers. Furthermore, the marketing plan is directly related to the
librarys mission and vision: that vision and mission, developed as the primary guiding principle
of the strategic plan itself, serves as a basis for initiating and developing the process of
communication and marketing within the librarys community (Moran & Stueart, 2013, p.
107). Plainfields activities listed under this objective are basic marketing strategies, such as
training staff on word-of-mouth marketing, sending out newsletters, and using partnerships
with other community organizations to continue to make the library visible. This objective is
certainly realistic, measurable, and attainable, but only if the library and its partners utilize a
marketing plan that effectively reaches out to the district residents.
The third goal categorized under community focus is the library positions itself as a
community hub, working through alliances and partnerships with businesses, organizations and
government entities (p. 9). This goal follows the visions idea of the Plainfield Public Library
being seen and utilized as a community center and for providing opportunities for community
partnerships. A key objective for this goal is to continue to provide Outreach programs and
services. The librarys Outreach department provides services and partnerships with schools,
homebound patrons, community organizations, and supports community events. By providing
such services, the library is reaching beyond its physical building (which is another element of
the vision statement) to put its services into the hands of the community rather than waiting
for the community to come to the library while at the same time accomplishing marketing
strategies. Providing outreach services to the community is both realistic and attainable if there
is room in the budget to provide such services, and it is quantifiable in the receptiveness of the
community to these services and the success of the services themselves when put into action.
The third strategy category is stewardship and includes one goal, which is that the
Library Board of Trustees budgets to ensure a safe, well-maintained Library facility to meet
projected growth in demand for resources, services, and access to technology (p. 9). Just like
any other business or organization, it is important to make sure that the library building is
maintained so that residents and staff have a safe environment to be in. It is also important
that the taxpayer funds that keep the library running are used to provide resources and services
that are needed and wanted by district residents, so that the library continues to be a place
that serves the communitys needs. A key objective for this goal is to prepare an annual
budget that reflects the Librarys mission and goals. Budgeting is the ultimate expression of
the librarys mission, vision, and goals; it is part of the total planning equation that assures that
resources are obtained and then used effectively and efficiently in accomplishing objectives
(Moran & Stueart, 2013, p. 409). The budget is the means a library has in to make their vision
and goals possible. It is definitely measurable (every aspect of the budget is quantified to the
operating and functioning of the library as a whole), but depending on the funds available in
relation to making the mission and goals possible, being realistic and attainable can be a
challenge. Overall though, creating a budget plan is realistic and attainable as an objective
itself.
Before this strategic plan was completed, the Board of Trustees and management
gathered the input of the community about the librarys strengths, weaknesses, opportunities,
and threats by conducting four focus groups. These focus groups consisted of different
members of the community (leaders, business owners, homeowners, etc.), and they were
asked a series of questions relating to the library and the community. Some of the strengths
that were attributed to Plainfield Public Library were offering effective programming (especially
childrens programs), having knowledgeable staff, and being a welcoming environment. I would
also add that PPLs collaboration and pooling of resources with other libraries in the Pinnacle
Library Cooperative as another strength; not only does it increase the availability and number
of materials that a cardholder can check out, but it also allows them to go to any of the other
involved libraries to use their resources. On the other hand, some of the weaknesses that the
focus groups responded with were not marketing services effectively, having a limited budget,
and lack of community support. I would also add that a major issue PPL is dealing with is lack of
space; the current library building is not big enough to serve the residents of the library district.
Theres not enough physical space to continue to develop the collection, there isnt enough
space for visitors to work and study, and the space is too small for the number of people who
want to attend programs and events at the library.
Also, some of the opportunities the library was described having were informing the
community about services and programs through marketing, taking advantage of Friends of the
library and other library advocators, and to create more partnerships with other groups and
organizations in the community. As for threats, there is the negative perception of what the
library can do for the community (as seen by non-library users), the lack of awareness and
details about a referendum to build a new library space, and the threat of other local
businesses and places where patrons would rather go (because there is not enough physical
space in the library).
Furthermore, a PEST analysis of PPL reveals the following:
A. Political: recent changes to the Board of Trustees (new members), state
support for public libraries is low
B. Economical: small operating budget, not a lot of donations or outside
financial support, middle-class income, economy still slow
C. Socio-cultural: not enough support from the community, need for more
meeting/work spaces, children are a large group in the community, increase
in community diversity and culture
D. Technological: increased desire for more digital materials (ebooks, music,
etc.), digital/technological literacy, increase in available technology
Overall, these analyses illustrate that the Plainfield community is changing and feels somewhat
uninformed about services the library offers. They also seem to be aware of the librarys lack of
physical space, but (due to a slow economy) dont want to take the steps necessary to provide
the funds for a new library space.
As for standards, Moran and Stueart define them as established criteria against which
subsequent performance can be compared and evaluations can be made. Most often they are
developed, or at least devised, from organizational goals (2013, p. 386). In PPLs strategic plan,
the three main strategies each of the goals are listed under are the established criteria that
the library uses, in a broad sense, as the standards to which they form their goals and
objectives; the strategies are service excellence, community focus, and stewardship.
Furthermore, within one objective there are listed methods of assessment: in order to fulfill
their goal of providing resources and programming, they have stated that the programs and
services offered will be annually evaluated, be examining program attendance, collection use,
and use of services. The strategic plan also lists a timeline for evaluation and revision in which
a month-by-month list is provided as to different assessment goals the library Director, Board of
Trustees, and Management Team will complete. Another assessment included with the
strategic plan are the results of four focus groups that were held as part of the planning process
for the creation of PPLs strategic plan. They asked members of the community (residents,
business owners, local politicians, students, etc.) a series of questions about how they
perceived the library and its place in the community (essentially performing a SWOT analysis).
There is no accompanying marketing strategy or outreach plan provided along with the
strategic plan, but part of two of the goals is to create an annual marketing plan to guide
marketing activities; some of the marketing activities they propose are training staff on word-
of-mouth marketing, keeping brochures updated, work on generating ideas on how to reach
non-users, etc. As for outreach, several of their goals listed objectives to provide services to
those outside the library walls and to continue building relationships with other organizations in
the community. Finally, as for the plan itself, I believe that there are a few strengths it provides.
I think that the mission and vision statements are strong and provide the community with an
image of how the library sees itself and what it intends to provide for the Plainfield community.
Another strength I found the plan to have was that the goals were listed under broad categories
(the 3 strategies) which provide a background and support for why the specific goals were
created. Overall, this strategic plan was mostly a basic plan, but included a few elements (such
as demographics and library counts, focus group data, a history of the library, etc.) which went
slightly beyond a basic strategic plan. It seems as though the Plainfield Public Library is new to
the strategic planning process (since the plan is pretty simple), but has acknowledged that they
will continue to evaluate their goals and objectives and methods of meeting them.















Works Cited
Expansion nixed, space crunch continues. (2012, January/February). Plainfield Public Library
District Newsletter. Retrieved from http://www.plainfieldpubliclibrary.org/library-
info/newsletters-pdfs/PlainfieldNews_JanFeb12.pdf
Hartzell, G. (2002). Controlling your own destiny. School Library Journal. Retrieved from
http://www.schoollibraryjournal.com/article/CA254382.html
Moran, B.B., Stueart, R.D., & Morner, C.J. (2013). Library and Information Center Management
(8
th
). Libraries Unlimited.
Plainfield Public Library Strategic Plan 2011-2015. http://www.plainfieldpubliclibrary.org/
library-info/board.asp