Strategic Plan Analysis: Indian Trails Public Library District

http://www.indiantrailslibrary.org/pdf/strategicplan2013.pdf
Started with humble beginnings in 1958 by volunteers from the Wheeling Womens Club, Indian
Trails has grown into a library district that serves 67,000 residents in the communities of
Wheeling, Buffalo Grove, Prospect Heights, and Arlington Heights. More than 70% of the
residents possess library cards. The main library is located in Wheeling, with a branch in
Prospect Heights. The collection currently includes 250,000 items with an annual circulation of
over 1,300,000. There are 100 employees and an operating budget of $6,500,000. The librarys
community is home to a diverse ethnic mix of Polish, Korean, Russian, and Spanish speaking
natives. Recent funding has been approved for an expansion and renovation of the facilities.
Indian Trails Library experienced a high turnover of executive directors in recent years and had
been seeking a new director since mid-2013, when David Seleb resigned to become director of
Oak Park Library. Effective October 28, 2013, Brian Shepard becomes the new director of
Indian Trails after a 22 year career at Arlington Heights Public Library where he was the
Assistant Director and was very involved with that librarys current transformation. He worked a
variety of positions before that, including Manager of Information Technology. Mr. Shepard is
Indian Trails fourth executive director in less than five years. It will be interesting to see if the
librarys strategic plan will be modified upon his arrival.
The current strategic plan was initiated in 2013 and has a two year span: 2013 2015. It
appears to be a basic model type, as evidenced by the number and style of planning steps
included in the model. The basic model type is a traditional template that organizations typically
use. The Strategic Plan is organized sequentially with a vision statement, mission statement,
declaration of values, and strategies, objectives, and actions.

The true content of the strategic plan starts with the listing of the values. According to MSM
(p.66), core values are, a set of common beliefs held by the organization. Indian Trails values
are: Service, Respect, Trust, Compassion, Innovation, and Curiosity. From the list, it is evident
that the values are public-spirited and altruistic in theme. For instance, the description for the
compassion value is: We strive to understand the need of those we serve, to appreciate their
challenges, and to respond with kindness. The values are the organizations strengths.
Vision Statement: The Indian Trails Library District inspires individuals, engages communities,
and enriches lives. This vision statement is broad in scope, yet it is succinct. It does not have
a target audience, yet it is inclusive. The vision statement is not about the library; it is about the
communities and the people who live there. The vision statement that Indian Trails created
reflects the values of the library, and is composed of positive, proactive, and humanistic ideals.
Mission Statement: The Indian Trails Library District informs, educates, entertains, and shares
resources as it serves, guides, and empowers its members. According to MSM, the core
elements of a mission statement are the Who, What, and How. (pp. 78-79). The Who
(customers) of the library are its members. Members are both external (patrons) and internal
(staff) customers of the library. The What are the librarys resources. The How are the
different ways the library will provide/serve the resources to the members (informing, educating,
entertaining, sharing, guiding and empowering). Indian Trails mission statement describes its
purpose in a concise statement, but does a great marketing job with the words it chose to set
itself apart from the competition. Like its vision, the mission statements tone is uniquely
positive, lively, and uplifting. The mission and vision statements are congruent, and unite with
the values.
Indian Trails District Library is self-governed and is not under the jurisdiction of any parent
organization.

In the absence of clearly-defined goals, we become strangely loyal to performing daily trivia
until ultimately we become enslaved by it. Robert Heinlein. If the vision and mission
statements are talking the talk, then the goals and objectives are walking the walk. The goals
are the core of the strategic plan and the fuel for the furnace to actualizing the librarys vision
and mission. As Mr. Heinlein stated, the goals have to be clearly defined. Poorly articulated
goals are ineffective and consequently, desired changes will not occur, rendering the vision and
mission useless. (Thus, the library becomes enslaved by inaction). As mentioned in a webcast
for this class, goals are aspirational; objectives are measurable. Goals are focused on the
user; objectives are focused on the library. Objectives serve the goal and are specific
descriptions of what the library aims to achieve.
There are five goals (called strategies) outlined in the plan, along with their supporting
objectives and correlating actions. This section of the plan is written in a hierarchical format,
visually emphasized by bullet points. Each goal has a theme, and the goals have at least one
objective and the objectives have at least one accompanying action plans(s) tasks broken
down to carry out the intentions of the objectives.
The first strategy of the plan concerns Service: Develop and deliver services and materials
that anticipate and exceed the needs of our members. This goal supports the vision because
services and materials can be sources for inspiration. The mission is supported because the
goal bundles the what (resources) and the how (service) together and delivers them to the
who (members) in alignment with the visions positive and proactive theme. A key objective
supporting the goal is: Develop and implement a concierge service. This objective serves the
goal because it is very customer service oriented; it is realistic, measurable and attainable.
Concierge service is becoming a popular library ideal that is not as frivolous as it may seem.
People have more choices than ever before. Enhanced service makes customers feel valued

and fosters loyalty. A concierge service is a good marketing strategy for libraries because it
helps them stand out against the competition of other information providers.
The second strategy of the plan concerns Community Engagement: Establish the library
district as the heart of the community. This goal supports the mission because it is very
personal; a heart represents life and the mission statements main focus is providing quality of
life for its members, which is dovetailed with the visions mission to engage community. A key
objective supporting the goal is: Provide comprehensive services and materials to identify
significant language and ethnic populations. This objective is realistic, measurable, and
attainable. In fact, Indian Trails is already meeting this objective. The library has a large Polish
population. According to an online article in the Tribune, Indian Trails has been selected to be
the only public library in the U.S. to host All Polonia Reads to Kids. The article also describes
the librarys initiative in starting a special resource center for immigrants. Furthermore, the
librarys fall newsletter contains information on ESL classes for beginner, intermediate and
advanced students. The Community Engagement goal continues an admirable library legacy of
providing access to those in need and helping people move forward with their lives. From a
strategic point of view, this goal delivers added value because it increases the librarys
intangible worth by touching emotions (the use of the word heart was a perfect choice).
The third strategy of the plan concerns Staff: Train, educate and equip library staff members to
excel professionally in their jobs. This goal supports the vision because education enriches
lives, and has an exponential effect. The mission statement is supported because education is
empowering. A key objective is: Conduct monthly, mandatory staff classes on vital topics
including technology, customer service, community diversity, and emergency preparedness.
This objective is realistic, measurable, and attainable. The Staff strategy is a crucial goal. The
library depends on its staff to carry out the mission of the library. If the performance of the staff
is stunted, the librarys effectiveness is stunted too. The Staff goal is compatible and consistent
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with the Service goal. Since the library strives to provide educational services to its patrons, it
makes sense to provide it for staff.
The fourth strategy concerns Facilities: Create buildings and spaces that are well maintained
and human-centered: designed for people to use and with the current and future needs of our
members in mind. This strategy supports both the vision and mission statement because it
demonstrates the librarys commitment to its members by making priorities of the building and
spaces; for now and the future. These spaces, after all, are for the members. A library cant
inspire individuals, engage communities, and enrich lives if the spaces are not well maintained
or not designed for the people who use them! In its mission statement, Indian Trails aspires to
share its resources. Building and spaces are library resources too. Therefore, the goal to
design spaces for current and future use supports the mission of sharing resources and the
vision of engaging communities. A key objective listed for this goal is, Create a fundraising
plan with a focus on capital improvements and other strategies. This objective is realistic,
measurable, and attainable. The library has a Friends group that could be a target candidate for
the objective. Libraries are becoming the third place for communities and this goal echoes
that concept. Ray Oldenburg, the author of Great Good Places, describes third places as
neutral areas where people can gather to connect with others. A third place strengthens a
community. The Facilities strategy is important; it makes the library an inviting place and it
complements the Engaging Community strategy.
The fifth, and final strategy concerns Technology: Be our members first choice for online
access, digital materials, computer instruction, and technology assistance. The strategic plan
saved the best for last! Does this strategy uphold the vision? Yes, because technology has
revolutionized the world of information; producing new platforms of inspiration, engagement,
and enrichment. The library must be at the forefront of technology or else it will do a disservice
to its members, and risks becoming obsolete. Does the strategy uphold the mission? Yes; as
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the first choice for online access, digital materials computer instruction, and technology
assistance, the library will be fulfilling its purpose to inform, educate, serve, guide, and empower
members. A key objective: Provide cutting-edge technology services and devices that our
members will require into the 21st century. This is a lofty objective, but it is measurable and
attainable. However, it might be a little unrealistic because technology is not cheap and it
requires the library to be vigilant with keeping up-to-date on trends and training. It also requires
thinking beyond the technological horizon. This objective is achievable but is contingent upon
the success of the other objectives (funding, staffing, and training). The Technology goal is
extremely strategic because it validates the librarys existence in todays new reality of changing
landscapes.
SWOT ANALYSIS
Strengths:
The librarys values: service, respect,
trust, compassion, innovation and
curiosity
Talented, bilingual staff
Healthy operating budget and funding
for expansion/ improvements
Dedication to continuing education of
staff
Strong circulation statistics
Increase in library card holders
Robust collection, including electronic
resources

Opportunities:
Attract diverse resident populations
Services for new immigrants
Build alliance with business community
Leverage technological advancements
Create library as a gathering place
Increase communitys awareness of
the library
Promote literacy and sciences
Attract potential patrons (community
has grown 14 % since 1995)

Weaknesses:
Outdated facilities in need of
renovation and expansion (assumption
based on the action plans to create
renovation and expansion proposals)
Staff in need of improved image
(assumption is based on the action
plan to hire an image consultant)
Shifts in leadership (4 directors in 5
years)
Inability to keep current with
technology trends (assumption is
based on the action plan to develop
and provide staff with technology
classes)
Threats:
Perception that libraries are not viable
Competition from external resources
such as internet search engines,
Amazon.com, e-books etc.
Slow recovery from recession
Increased costs
Competition with other publicly funded
organizations for limited funds

PEST ANALYSIS
Political:
Changes in librarys leadership
Decreased confidence in government
affiliated facilities
Challenges to fundamental library
values (for example, privacy and
intellectual freedom)
Social:
Changing demographics
Libraries perceived as obsolete,
inconvenient
Library employees do not represent
demographics of the general
population

Economical:
Reduced funding
Increased costs
Competition from other information
brokers

Technological:
Rapidly changing technology
Proliferation of electronic choices
Link rot and reference rot

I think the benchmarks and standards that might have been used for this plan are the best
practices and new ideas of other libraries. It seems that Indian Trails wants to adopt the work
processes and emulate the creativity of their successful peers in Northern Illinois. Oak Park
Library has a concierge service and the customer service staff at that library has been
recognized with prestigious awards from the Illinois Library Association. Schaumburg Township
District Library recently opened a cutting-edge, state-of-the-art Teen Center. Vernon Area
Public Library District underwent a renovation that included new meeting rooms, and a
technology petting zoo. Of course, Arlington Heights transformation has been turning heads
very much in Library Land, and beyond. Is it a coincidence that the Assistant Director of
Arlington Heights (and its former manager of information technology) was chosen to be the new
leader of Indian Trails? I think not.
This plan does not include methods for assessment, except for one action item under an
objective in the Services category: Collect reliable data and opinions through frequent member
surveys and community engagement to guide the selection and development of collections,
programs, and services. This is a good starting point. However, there are opportunities for
further assessment. Some assessment methods that I propose they employ are:
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The number of people served. This assessment measures the number of users served for a
period of time. For example, the ESL classes; how many classes were offered for each
quarter in 2014 and how many people attended each class?

How well the service met the needs. Indian Trails does have an action item to collect
opinions from members to measure user satisfaction. The feedback collected helps the
library identify whether the services/materials provided were useful to the members. It is a
measurement of success or failure from the users perspective. The feedback could help
the library make adjustments so it stays on track. A survey about the quality of the
concierge service would be another opportunity to measure user satisfaction.

Total transactions provided. This assessment measures the total number of service
transactions completed for a specific objective. Libraries do a good job of reporting their
circulation statistics and Indian Trails is no exception. Libraries also report their reference
statistics. Circulation from the users point of view (the library circulated x number of items
per person per year) can be a very effective measurement; it makes the transactions
personal and proves the librarys impact on the community it serves. I would advise Indian
Trails to keep track of the transactions of its new initiatives, such as the total devices
circulated, and the number of technology questions answered; and if possible, track the new
transactions from a users point of view.

Outcome Measurement. This measurement is a bit trickier to capture because it can be

subjective. This type of assessment measures the effects of the service. Did the library
make a difference? How did it help or improve members lives? Indian Trails could use this
method to assess the achievements of the Community Engagement objectives. For
instance, many libraries are adding meeting/study rooms to their facilities. If Indian Trails
decides to increase or improve meeting/study rooms, the outcome measurement can
describe how the new rooms made a difference for the members.

Target dates are missing from this plan and I suggest they be included with the objectives. I
think it would be a good idea to employ the use of project management software, and/or appoint
a person in charge to make sure that action and target dates are met. Worksheets that outline
the goals, objectives, target audience and target dates are very useful. Sandra Nelsons book,
Strategic Planning for Results, is a great resource for a public librarys strategic planning.
Indian Trails strategic plan does not have an accompanying marketing or outreach plan; but
there is an action item in the strategic plan to include one! Nonetheless, there are some
marketing/outreach elements included with the actions that serve goals and objectives. One of
the librarys goals is to become the heart of the community. Effective marketing and outreach
plans have to be a driving force behind this effort to ensure success. Fortunately, Indian Trails
has laid a good foundation for promoting and connecting, despite an absence of a
marketing/outreach plan per se. Under the Service and Community Engagement categories,
the following actions are articulated:
1) Marketing
a) Create a Marketing and Communications Plan to guide the communication
methods and activities of staff.
b) Hire a social media specialist to work in the Communications Services
Department.
2) Outreach
a) Work as an active participant in the Lake County Adult Learning Connection and
other regional literacy initiatives.
b)

Maintain active memberships in the local chapters of commerce and other

organizations for community leaders.

c) Host frequent networking and information sharing events at the library for
community leaders.
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The core strength of this plan is the focus and priority to service. There are many categories of
service, and the ones that Indian Trails selected hit the mark. Service to members in the
development and delivery of materials/programs that anticipates and exceeds expectations is
the spirit of true librarianship of the 21st century. In synergy with service is the librarys goal to
educate and coach the members of its staff. It would be hypocritical of the library to expect its
staff to deliver exceptional customer service if it did not promote a culture of commitment to
developing exceptional employees. Another of this plans strength is the emphasis on
technology; in fact it is an absolute necessity to include it. The level of technology a library
provides is directly proportionate to its level of service. In other words, a librarys technology
and service go hand in hand; for now, and the foreseeable future. Libraries must embrace
technology or risk fading into obscurity. It would be a great loss to society if libraries lose their
relevance. However, it is a librarys responsibility to stay relevant to society, and not the other
way around.
The core weakness of this strategic plan is the lack of target dates. The plan has an aggressive
2 year timeframe. I think the lack of target dates demonstrates lack of commitment and
accountability. Time has to be budgeted appropriately if the goals of the project are to be met.
On a side note, I think the lack of measurements and assessments are concerning. The library
cannot truly know how well the plan worked unless there are assessments, which is especially
important when much effort will be spent creating and carrying out the objectives.
Measurements are very important because libraries increasingly have to justify their existence in
the contemporary era of competing resources, which means they need evidence to substantiate
their rights to funding.
Overall, I think Indian Trails Public Library District did an impressive job creating its strategic
plan and I hope it yields great success.

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References
Gruen, T. (2013, October 1). Indian Trails library to host reading event in Polish. Chicagotribune.com.
Retrieved October 24, 2013, from
http://www.chicagotribune.com/news/local/suburbs/arlington_heights/ct-tl-wheeling-librarypolish-20131003,0,6727889.story
In Touch Fall 2013 (Publication). (n.d.). Retrieved October 22, 2013, from Indian Trails Library District
website: http://www.indiantrailslibrary.org/pdf/newsletters/Fall2013_Newsletter.pdf
Indian Trails Library District Hires Brian Shepard as New Director. (2013, September 28).
Chicagotribune.com. Retrieved October 21, 2013, from
http://www.chicagotribune.com/news/local/suburbs/chi-ugc-article-indian-trails-library-districthires-brian-sh-2013-09-28,0,4331872.story
Indian Trails Library District Strategic Plan 2013-2015 (Rep.). (n.d.). Retrieved October 19, 2013, from
http://www.indiantrailslibrary.org/pdf/strategicplan2013.pdf
Indian Trails Library gets second new director in two years. (2013, September 28). Dailyherald.com.
Retrieved October 21, 2013, from
http://www.dailyherald.com/article/20130928/news/709289858/
Indian Trails Public Library Annual Report 2010-2011 (Rep.). (n.d.). Retrieved October 22, 2013, from
http://www.indiantrailslibrary.org/pdf/AR2011.pdf
Indian Trails Public Library District. (2013, August 15). Wikipedia. Retrieved October 20, 2013, from
http://en.wikipedia.org/wiki/Indian_Trails_Public_Library_District
Li, H. (2012, September 14). Libraries and the Demographic Shift. The Huffington Post. Retrieved
October 26, 2013, from http://www.huffingtonpost.com/haipeng-li/libraries-and-thedemogra_b_1884123.html

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Library Director - Indian Trails Public Library District (Wheeling). (2013, June 11). Illinois Heartland
Library System. Retrieved October 21, 2013, from
http://www.illinoisheartland.org/?q=content/article/library-director-indian-trails-public-librarydistrict-wheeling
Library History. (n.d.). Indian Trails Library District. Retrieved October 20, 2013, from
http://www.indiantrailslibrary.org/aboutus/history.html
Moran, B. B., Stueart, R. D., & Morner, C. J. (2013). Library and information center management
(Eighth ed.). Santa Barbara, CA: Libraries Unlimited.
Nelson, S. S. (2008). Chapter 7. In Strategic planning for results (pp. 95-100). Chicago, IL: American
Library Association.
Ray Oldenburg. (n.d.). Project for Public Spaces. Retrieved October 26, 2013, from
http://www.pps.org/reference/roldenburg/
Three Awards for Oak Park Public Library Staff from Illinois Library Association. (2011, October 31).
Oak Park Public Library News. Retrieved October 26, 2013, from http://oppl.org/about/libraryinformation/library-news/three-awards-oak-park-public-library-staff-illinois-library

Debra Nelson, LIS 770 99

Submitted on October 28, 2013

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