Strategic Plan 2003-2005



Pat Steele

Vice President

Kent Owen


Penny Austin


David Ferguson
Rebecca Goss
Sara Laughlin
Art Jacques

David Ivey

Adopted by the
Monroe County Board of Trustees
February 20, 2003

Executive Summary
Planning Process
Community Needs and Other Key Findings
Community Scan
Library Roles
Library Collection
Human Resources and Training
Spending Priorities
Findings Summary

Strategic Initiatives and Goals
Work Plan: Goal and Objectives
Plan Review and Evaluation

List of Supporting Documents:
  1. Work Plan Timeline
  2. Community Survey Report
  3. Focus Groups Report
  4. Data Notebook (Community Scan, Benchmarking, Interviews)

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The 2003 - 2005 Strategic Plan revises the mission, goals, and objectives of the library's previous Long-Range Plan (1992). The plan is a milestone for Monroe County Public Library, the result of over 12 months of work by trustees, library staff, and the citizens of Monroe County. The approach used in the plan incorporates aspects of community-based planning and a national standards-based planning model. Additions in this plan are statements of vision and values. The plan focuses on key areas highlighted in the community's vision for the library. It speaks action and accountability, and meets head on the challenge of continued growth and excellence in the face of steadily increasing patron demand and projected statewide contraction in revenue over the next two years.

Key Areas and Emphases in the Plan


  • Position the library to build a new branch by 2007.
  • Increase service hours; add an outreach van for service to the homebound.
  • Begin cablecasting on third community-access television (CATS) channel.
  • Expand user and staff parking options.

Responsive Service:

  • Increase the budget for library materials.
  • Make use of technology to increase individualized service; install a wireless network for computers; add public Internet workstations; improve the catalog's user interface; increase online services; and provide for self check-out.
  • Establish a library-wide community relations effort; track and respond to 100% of user comment forms; carry out a user survey; create a multi-year Development Plan.
  • Increase circulation and services to growing populations in the community.

Community Gathering Place:

  • Increase library visits, program attendance, and meeting room use.
  • Upgrade vending area in main library; add vending area or café at Ellettsville branch; increase seating and public open space.

Productivity and Effective Library Processes:

  • Establish a new administrative management team and organizational structure.
  • Reconfigure service desks and organize user services to increase efficiency.
  • Improve financial planning through a 5-year financial projection of revenues and expenses, and a 10-year capital spending plan; refine library purchasing policy to maximize resources.
  • Create a Facilities Vision Statement for all library facilities; review and update current space planning; prepare a Library Capital Projects Fund proposal for Board consideration.
  • Increase staff training and computer access.

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The Standards for Public Libraries as produced by the Indiana State Library state:

The library shall have a written long-range plan of service for two to five years including a statement of community needs, goals, measurable objectives and a method for periodic review and evaluation.

Beyond these state standards, a long-range or strategic plan enables Monroe Country Public Library (MCPL) to operate proactively and more efficiently. The plan helps to define the library's future, establishing a common vision and a core set of library goals that position MCPL to evaluate appropriate levels of service and to meet the community's highest priority service needs.

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An introduction to the planning process was presented by the Director and discussed at the Staff Training Day in October 2001. A Strategic Planning Team consisting of the Director, Associate Director, Strategic Planning Coordinator, and the heads of the Ellettsville Branch Library, Adult Services, Children's Services, and Technical Services was formed, and during 2002 data were gathered from a community scan, market survey, community and staff focus groups, and peer libraries. The Planning Team did a SWOT analysis to assess existing strengths, weaknesses, opportunities and threats. Based on these data and analysis, the Planning Team drafted statements of mission, vision, values, and goals. Department managers and staff brainstormed objectives. Throughout the year, planning documents were made available to staff online and in the break room. Additionally, staff input was sought through the library's Intranet, library-wide staff meetings, and departmental meetings. Reference copies of the Community Survey and Focus Group Reports were made available to the public at the main library and the Ellettsville branch. The Library Board held 14 work sessions on aspects of the plan.

On February 20, 2003, the Board crafted the final revised mission statement and approved the 2003 - 2005 Strategic Plan for library implementation. Our thanks to all those in the community and on the library staff who contributed to this plan.

Community Scan
The community scan provided the context for the planning process, highlighting trends in our population, economy and workforce, educational attainment, and also the issues facing our county and state in the coming years. It was completed summer 2002.

Community Survey
Over 1000 people participated in a touch-screen survey offered on computers set up at the Bloomington Library, Ellettsville Branch Library, the Bookmobile, and Wal-Mart in February 2002. This survey collected data on library use, barriers to use, quality of materials and services, and most used and valued services.

Focus Groups
In March 2002, the library extended invitations to about 900 members of the community to participate in focus groups conducted by an external consultant. Some 237 participants (161 members of the public, 67 staff, and 9 current/former Library Board members) met in 19 groups to provide their views on the library's current services, on unmet needs, and on the library's future.

Benchmarking Against Peer Libraries: PLDS and HAPLR
MCPL used two primary measures, population of legal service area and total operating expenditures, to define a set of 16 peer libraries in the Public Library Data Service Statistical Report 2001 with which to compare itself nationally across 17 quantitative measures of resources and service.

Utilizing another national rating report, The Hennen American Public Library Rating (HAPLR) Index 2000 (the most recent available), the library compared itself with four Indiana libraries, six regional libraries, and two libraries from other areas of the country across 15 input/output measures. Almost all the libraries chosen had extremely high HAPLR ratings. Five of the libraries are located in university communities.

The 16-member PLDS peer library list and the 12-member HAPLR peer list were combined to establish a 27 library peer group list. (There was one library listed in both PLDS and HAPLR.) The combined list is used as a comparison group throughout the plan.

Telephone Interviews with HAPLR Comparison Libraries
MCPL conducted phone interviews with the 12 HAPLR comparison libraries on issues of particular interest: organizational structure, parking, delivery of programming, management of collection development, self-circulation, branch libraries, cable access channels, unique services, and the planning process itself. Organizational charts were requested.

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Community Scan: Census Period 1990-2000
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  • Monroe County's population grew 10.6% over the period to 120,563; it is projected to continue to grow (at a slower rate).
  • The county's median age is 27.6, compared to 32.8 for the state.
  • The age group experiencing the greatest change was the 65+ population at 19.4%.
  • The county is primarily white (about 91%), but racial and ethnic diversity increased over the period with Latinos/Hispanics showing the most growth, 63.5%.
  • The number of families in poverty declined over the period; however, the county ranks 12th in the state for number of families (1,771) living below the poverty level.
  • The economy has been relatively prosperous, with unemployment low. The workforce is young, well-educated, and growing.
  • Manufacturing has declined (with the loss of 4,000 jobs in the last six years); employment in services and government (including Indiana University) has increased.
  • Industries with the largest percentage of workers 16+ are education, health, and social services (33.6%); wholesale and retail trade (12.9%); entertainment, recreation, accommodation, and food service (11.7%); and manufacturing (10%). There are a substantial number of workers who are self-employed (3,548).
  • The area's educational attainment has increased over the period; Monroe County ranks second highest in the state.
  • The county is a regional economic center; 15,300 people from surrounding counties commuted to Monroe County to work in 2000.
  • The area is committed to advanced telecommunications and computer technology, with Indiana University's supercomputer, fiber optic networks linking I.U. Bloomington to Purdue and IUPUI and Internet2, and the city's plan for the laying of fiber optic cable.

Library Roles
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Survey Information

  • 90% of all survey participants had library cards.
  • Members of the public who completed the survey use the library an average of 9.6 times per month.
  • The top three library uses (of seven total choices) listed by survey participants were:
    1. recreation/leisure activity (81% of respondents)
    2. school/education activity (54%)
    3. family/daily life activity (43%)
  • The top five reasons (of twelve choices) participants listed as reasons to come to the library were to:
    1. borrow items to take home (selected 85% of the time)
    2. read, view or use items in the library (72%)
    3. ask questions/find information (53%)
    4. use computers/access the Internet (43%)
    5. attend a program or meeting (34%)
  • The top five areas or services used (of 16 choices) by survey participants were:
    1. Information/Reference Services (selected by 75%)
    2. General Reading - area and services (72%)
    3. Audio Visual - area and services (58%)
    4. Children's - area and services (36%)
    5. Computing resources (36%)
  • The lowest five areas or services used (again, of 16 choices) by survey participants were:
    1. Ellettsville Branch- all areas (selected by 16% of participants)
    2. Community Access Television Services (CATS) (15%)
    3. Bookmobile (14%)
    4. Programs for teens (8%)
    5. VITAL/library literacy services (6%)
  • 52% of Ellettsville survey participants and 42% of Wal-Mart participants selected the Children's Department as the top area used at the library vs. 34% for main library survey participants.
  • 62% of main library participants stated they use the Audio Visual area and services vs. 47% of Ellettsville and 32% of Wal-Mart participants.
  • Usage of the top three areas (Information, General Reading and Audio Visual) increases with both age and education level.

Focus Groups

  • Specific areas that were mentioned as positive library roles or services:
    1. library as a resource for an informed citizenry
    2. children's services as a foundation for the future
    3. community gathering place; a destination for individuals and families
    4. tolerant atmosphere and resource for all
    5. CATS (local programming and public meeting coverage)
    6. staff reading recommendations; reader's advisory services
    7. VITAL/adult literacy services
  • Specific opportunities mentioned for library roles or services:
    1. services to patrons who cannot get to a library facility
    2. Interlibrary Loan (review and expand)
    3. more educational programs: preschool, ESL, creative writing, technology
    4. more interactive discussion groups (books, film)
    5. more unattended-children programs and daycare outreach
  • Concern was expressed about the removal of Health Central Indiana, the community-sponsored consumer health information service pilot project (2000-2001) at MCPL.
  • Concern was expressed that the library tries to do everything for everyone.
  • Roles for the future mentioned:
    1. entertainment and education
    2. community center
    3. highly trained information navigators
    4. literacy headquarters
  • Comparative/Peer Group Data
  • Circulation Per Capita (total annual circulation/total population; FY2000=13.5) rate is significantly above average.
  • Visits Per Capita (total annual visits/total population; FY2000=8.3) is 4th highest among the peer group libraries; in the weighted Hennen American Public Library Rating Index, Visits Per Capita is the most "valued" output measure.
  • Program Attendance Per Capita (total annual program attendance/total population) is 3rd highest among peer group libraries.

Library's Collection
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Survey Information

  • 85% of survey respondents (highest rating) selected the choice "Borrow items to take home" for the question asking what brings them to the library.
  • 90% of users check out books; 72% check out videos/DVDs; 40% check out audio CDs/tapes.
  • Only 5% of survey respondents selected "Don't check out any items".
  • 74% of users rated materials as excellent; 24% rated materials as good; 2% rated materials as fair or poor.
  • 81% of users listed "recreation and leisure time activity" when asked how they used the library; the next most frequent selection was "school or education related activity" with 54% of respondents.

Focus Groups

  • Overall the collection was viewed very positively by group participants.
  • Generally, participants found what they were looking for on the shelves.
  • Users frequently mentioned ready access to materials as a strength.
  • Some specific gaps were mentioned: audio-visual items, fiction series titles, and recorded books.
  • Several possible collection management issues were mentioned: dated nonfiction collection; shelving space and some worn/dirty books.
  • There was a concern voiced about too much duplication of titles.

Comparative/Peer Group Data

  • The Collection Turnover Rate (total annual circulation/total number of library items) is above average.
  • Circulation Per Capita is significantly higher than average.
  • The proportion of the operating budget spent on materials is less than average; this budget allocation has decreased over the last several years.
  • Circulation Per Visit is lower than average.
  • Holdings Per Capita is slightly below average.

Library Facilities
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Survey Information

  • 90% of all survey participants had library cards; 65% of the Wal-Mart respondents had library cards.
  • Members of the public who completed the survey use the library an average of 9.6 times per month. Those completing the survey at the main library (highest) averaged 12 uses per month; those completing the survey at Wal-Mart (lowest) averaged 2.8 uses per month.

  • 21% of those surveyed at Wal-Mart stated they never use library services.
  • Those aged 65+ used the library on average three days less per month than other groups.
  • The top three reasons that keep people from using the library were: "Don't have time" (33%); "Difficulty in parking" (32%); and "Hours not convenient" (10%).
  • 52% of survey takers wanted to increase the size of the library collections.

Focus Groups

  • Meeting room availability was mentioned often as a strength, but there was a concern mentioned that some policies may be too restrictive, and a mention of increasing room availability.
  • Bookmobile and the Ellettsville branch were mentioned as the preferred service venue by some.
  • Suggestions were made to add branches, satellite book returns and other service outlets.
  • General safeness of facilities was mentioned as a plus; there was a concern mentioned regarding unruly public behavior at the Kirkwood entrance of the main library.
  • Most comments about main library parking were negative; however, many felt that many of the parking issues were beyond the library's control.
  • Other specific concerns: facilities seem cluttered and are beginning to show wear; book sale needs more room; facility layout is not intuitive or efficient; there are too many public service desks.
  • Opportunities mentioned: expand art gallery area; make greater use of the drive-up window; add café or coffee shop services; create bookstore ambiance.
  • Key barriers to library use mentioned: parking, limited hours, behavior of people outside the library's Kirkwood entrance, local bookstores and the Internet, limited time, people intimidated by the building and technology, use not in family's history, and lack of transportation.

Comparative/Peer Group Data

  • 163 available public service/facility hours per week (69 hrs/wk Bloomington + 64 hrs/wk Ellettsville + 30 hrs/wk Bookmobile) is significantly less than the peer group average.
  • Holdings Per Capita (number of items owned/population) is slightly below average.
  • Visits Per Capita (number of facility visits/population) is significantly above average and in the upper quartile in our comparisons.

Human Resources and Training
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Survey Information

  • 19% of MCPL staff respondents were 45 years old or older; 9 % were ages 25-44.
  • 69% of MCPL staff respondents were female.

Focus Groups

  • There were mentions of lack of staff diversity and of many staff retirements in the next few years.
  • There is a need for more staff training (all levels of staff).
  • The library could utilize more volunteers.
  • Specific recommendations for improvement: improve communication; examine benefits and other ways to hire and retain staff; schedule page hours when library is closed; have staff wear identification tags and be more approachable.

Comparative/Peer Group Data

  • Circulation Per Staff FTE (total annual circulation/total full-time-equivalent staff positions) is below average.

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Survey Information

  • Computer resource use was listed in the top five library service areas by library survey participants (36% of respondents).
  • 43% of survey respondents (4th highest out of 11 possible choices) selected "Use computers/access the Internet" in response to the question of what brings them to the library.

Focus Groups

  • The CATS/HoosierNet video streaming partnership, general computer availability and the web page interactivity were listed as particular strengths.
  • Weaknesses mentioned were the current phone system, the navigation of the website and the fact that pornography is accessible from public workstations.
  • Specific opportunities mentioned were: further exploration of technology for individualized service (e.g. author alert, email notices); expansion of remote use of electronic resources; evaluation and possible upgrade of the online catalog; provision of language translation technology; maximization of technology in library operations.

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Survey Information

  • 98% of all survey participants rated the services and materials that they receive from the library as excellent or good.
  • The most negative library use barriers had few respondents in the survey: safety fears (1.8% of respondents); atmosphere of library as a barrier (1.8%); unhelpful staff (1.3%); difficult procedures (.6%).

Focus Groups

  • Specific strengths mentioned by public: helpful staff; responsiveness to public opinion.
  • Specific concerns or issues mentioned: lack of staff input; need for trustee development; low Foundation membership; rules and procedures that are difficult for the public to understand; policies not readily available and uniformly interpreted; security presence threatens patrons' privacy; interdepartmental competition; lack of communication.
  • Many were critical of overall library marketing efforts, suggesting that many people did not know about the materials and services that are available; some thought the library's marketing efforts were adequate, and they did not want to further dilute services to pursue additional marketing expenditures.

Comparative/Peer Group Data

  • 9 of the 11 peer library organizational charts received included a position for a manager of Communications, Public Relations, Marketing or Development.
  • There is considerable variety in the organizational structure of peer group libraries. Many follow a management team type of structure with 4 to 7 management members, including Director; Administrator of Business/Administrative Affairs (usually a Deputy Director, Asst. Director; Administrative Coordinator or Financial Manager); Administrator of Public Services (usually an Asst. Director or Public Service Coordinator); Community Relations or Development Manager; Human Resources Manager; Information Systems Manager; Outreach/Branch Manager or Coordinator.
  • Five of the peer group libraries do not have a main library.
  • Several of the peer group libraries are city or municipal library systems.
  • 18 of the 27 peer group libraries have more service outlets than MCPL.

Library Spending Priorities
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Survey Information

  • The top three areas mentioned in the survey (out of twelve total choices) as needing additional financial support were: 1) Increase the size of collections (selected by 52% of respondents); 2) Expand parking capacity (43%); 3) Expand hours of service (28%).
  • The lowest three areas mentioned: 1) Increase staffing levels (15% of respondents); 2) Expand Bookmobile/Homebound services (13%); 3) Increase support of local access television (9%).
  • Only 3.4% (or 34 out of 1,004 who answered this question) responded "None of these options need further money to be spent on them".
  • The top three management courses of action chosen by staff to address continued high levels of demand for library services: 1) Increase level of support for our most highly used or "core" services (27% of respondents); 2) Maintain current levels of support for all current library services (19%); 3) Design more efficient work systems/Increase productivity (16%).

Focus Groups

  • There is potential for significant increase in financial and volunteer support.
  • Many expressed the opinion that money spent on MCPL is an efficient use of tax revenue.
  • The proportion of money spent on labor costs is appropriate.
  • The expansion of user fees was listed as a potential way to curb future operating costs.
  • Specific concerns mentioned: ongoing state and local government budget issues; pay scale and benefits (too low); and library services spread too thin.

Comparative/Peer Group Data

  • Overall Expenditures Per Capita (total operating budget/population; FY2000 = $46.84) are higher than the peer group average ($43.14).
  • Salaries as a Percent of Expenditures are significantly above average.
  • Materials as a Percent of Expenditures are significantly less than average; Materials Expenditures Per Capita (materials budget/population) are also below average.
  • Cost Per Circulation (total operating budget/total circulation) is below average.

Findings Summary
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The Monroe County Public Library is in the enviable position of having very widespread, heartfelt community support. Both survey and focus groups offer convincing evidence that community members are proud of their library and feel valued and comfortable there. The challenge to the library is to sustain that feeling and to extend it to those who do not use the library. The benchmarking data's quantitative measures of resources and service show the library's many strengths, but also point to areas where the library needs to improve in order to be recognized as a leading public library.

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The Monroe County Public Library offers equitable access to information, a place to gather, and opportunities for lifelong learning, enrichment and enjoyment.

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The library's vision is community-driven and action-oriented. It imparts a shared sense of the ideal future of MCPL, and indicates what the main points of effort will be in the library's strategic plan.

The residents of Monroe County envision a future for their public library emphasizing these key areas: access, service, community, and productivity.


Everyone uses library resources through a variety of outlets and access methods.

Barriers to library use are identified and overcome.

The most wanted and needed resources are easily available.


The library anticipates and responds to the demands of the community.

The library is easy to use independently, and staff are accessible and helpful.

The library implements and maintains state-of-the-art patron-oriented technologies.

People of all ages find a supportive environment for learning, literacy, recreation, and information seeking.


People of all ages, backgrounds, and cultures feel ownership of the library, which serves as a focal point for community connection and public discourse.

The library is the center of the community's literary life.

People value the library as a place that connects them to the information they need.


Library staff are highly trained and effective.

The library maximizes resources to produce the most results for the dollars available.

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The library's values are the important principles and beliefs that guide staff as they seek to accomplish the library's vision.

Monroe County Public Library values:

  • Equitable access to information, ideas, and creative works
  • Intellectual freedom and diversity of opinion and cultures
  • Lifelong learning and the love of reading
  • Responsiveness to community demands
  • Excellence in service
  • The library as a welcoming place for all
  • Effective and efficient delivery of library services
  • Responsible stewardship of public resources
  • Partnerships to advance the library's mission

Strategic Initiatives and Goals, 2003 - 2005
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Strategic Initiative #1: To Expand Access to the Library

Goal 1. As library usage continues to expand, Monroe County residents will have excellent access to library facilities and services.

Goal 2. Users of the library will have more parking options and experience improved traffic flow in and around the library facility parking lots.

Goal 3. Monroe County residents will have additional hours of library service.

Strategic Initiative #2: To Provide Responsive Service that Meets the Community's Needs and Interests

Goal 1. The library will concentrate resources on the services and programs that the community has said are most valued.

Goal 2. The library will make use of technology to increase individualized service to users.

Goal 3. The library will provide high quality and relevant collections with active collection management.

Goal 4. The library will be proactive in gathering and responding to all input from library users.

Goal 5. The library will have effective marketing/public relations efforts.

Goal 6. The library will provide services and collections to address emerging demographic trends.

Strategic Initiative #3: To Provide a Welcoming, Central Place for All to Meet and Exchange Ideas

Goal 1. The library will be a primary community destination and gathering place.

Goal 2. Library users and library staff will have a safe and comfortable environment.

Strategic Initiative #4: To Establish and Maintain Effective, Efficient Library Processes.

Goal 1. The library will have an efficient organizational structure that allows for proactive management and creative leadership.

Goal 2. Library staff will be adequately trained and will maintain a sound knowledge base in their area of the organization.

Goal 3. The library work environment will be progressive and incorporate best management practices.

Goal 4. The library will operate with a high level of financial accountability.

Work Plan 2003 - 2005
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Strategic Initiatives, Goals, and Objectives
Dates indicate the intended timeline for action. Multi-year objectives are highlighted.

Strategic Initiative #1:


Goal 1. As library usage continues to expand, Monroe County residents will have excellent access to library facilities and services. Objectives:

  1. Position the library to construct and operate at least one additional branch facility by 2007 (2004-2005).
  2. Add a van-based outreach vehicle for homebound service and deposit collection delivery (2004).
  3. Begin cablecasting on the third CATS channel (2003).
  4. Migrate to the newly designed library website (2003).
  5. Install power-assisted doors to at least one pair of restrooms in the main library (2003).

Goal 2. Users of the library will have more parking options and experience improved traffic flow in and around the library facility parking lots. Objectives:

  1. Expand the main library parking lot by 3-to-6 parking spaces (2004).
  2. Increase available parking space for bicycles, scooters, motorcycles, and other alternative forms of transportation by 50% (2004).
  3. Ensure that parking space for alternative forms of transportation is covered, very functional, and routinely promoted to the community (2004).
  4. Implement a new traffic flow pattern for both passenger and materials drop-off (2004).
  5. Decrease staff use of adjacent street parking by increasing the number of off-site, leased staff parking spaces by at least 25% (2005).
  6. Develop a revenue-neutral stipend proposal for staff that provides a parking place, a bus pass, or a financial incentive to commute or walk to work (2005).

Goal 3. Monroe County residents will have additional hours of library service. Objectives:

  1. Increase hours at the two existing library facilities by at least 10% (2005).
  2. Add to the number of available bookmobile and other outreach vehicle hours by at least 10% (2005).

Strategic Initiative #2:


Goal 1. The library will concentrate resources on the services and programs that the community has said are most valued. Objectives:

  1. Increase the materials budget by at least 10% each year (2003-2005).
  2. Increase the budget for electronic subscription resources by 15% (2005).
  3. Maintain the current level of support for library programs (2003-2005).
  4. Maintain high usage rate of materials by achieving a circulation rate increase of at least 7% annually (2003-2005).
  5. Reduce the average length of patron reserve time for an item by at least 20% (2004).
  6. Add at least 5 public Internet workstations to the library each year (2003-2005).
  7. Establish a four-year replacement cycle for computer terminals, replacing 25% each year (2003-2005).

Goal 2. The library will make use of technology to increase individualized service to users. Objectives:

  1. Send out 55% of circulation notices to users via email (2005).
  2. Install and make operational 3 self check-out stations (2005).
  3. Have 25% of meeting room requests handled via the library's website (2005).
  4. Implement email notification of upcoming library programs (2004).
  5. Install new printer/copier environment to assist users with their hard copy needs (2003).
  6. Allow library users to receive electronic library newsletter subscriptions, program notices, and other electronic local content via the website (2005).
  7. Update the library's integrated system to provide a contemporary and intuitive user interface (2004-2005).
  8. Install a wireless network infrastructure to allow for expanded and personalized Internet access by library users with their own laptops (2003-2004).

Goal 3. The library will provide high quality and relevant collections with active collection management. Objectives:

  1. Achieve high collection use with a collection turnover rate (circulation divided by holdings) of 4.2 (2005).
  2. Maintain the collection by adding at least 50,000 items per year, and by removing at least 25,000 items per year, establish a 2:1 growth rate. (2005).
  3. Develop centralized collection management to increase efficiency in the library's acquisition and deselection cycles (2003-2004).
  4. Reduce the time period from receipt of new materials in the library to their availability to library users by 50% (2005).
  5. Increase the number of periodical subscriptions by 20% (2004).

Goal 4. The library will be proactive in gathering and responding to all input from library users. Objectives:

  1. Track and respond to 100% of comment forms from library users (2003).
  2. Incorporate users' comments into the regular management meeting agenda (2003).
  3. Carry out a library-wide user survey (2005).

Goal 5. The library will have effective marketing/public relations efforts. Objectives:

  1. Create a comprehensive design guide for at least 25% of the library's publishing needs (print or electronic) (2003); 75% (2005).
  2. Establish a multi-year Development Plan (2003).
  3. Add a Community Relations Coordinator to oversee communication and development efforts (2003).
  4. Establish a Gift Policy that provides needed instruction for donors and staff (2003).
  5. Coordinate merchandising efforts (2005).
  6. Increase the rate of circulations per visit by 10% (2005).
  7. Coordinate media communications efforts resulting in more effective library promotion (2003-2005).

Goal 6. The library will provide services and collections to address emerging demographic trends. Objectives:

  1. Establish a foreign language materials budget line of at least $10,000 (2003).
  2. Increase the number of multicultural program offerings by 25% (2005).
  3. Increase proportional levels of service (materials, programs, etc.) to the growing, 65+ population (2003-2005).

Strategic Initiative #3:


Goal 1. The library will be a primary community destination and gathering place. Objectives:

  1. Increase the rate of annual library visits by at least 5% per year (2003-2005).
  2. Increase meeting room usage by 25% (2005).
  3. Increase library program attendance by 10% (2005).
  4. Offer online meeting room reservation system (2003).
  5. Upgrade or expand the vending/café area in the Bloomington library (2004).
  6. Create a small vending area or café within the Ellettsville library in conjunction with other remodeling (2004).
  7. Provide Friday or Saturday evening meeting room venues in conjunction with expanded facility hours (2004-2005).

Goal 2. Library users and library staff will have a safe and comfortable environment. Objectives:

  1. Reupholster or replace 5 to 10% of the (soft) public seating each year (2003-2005).
  2. Review facilities' signage for the public each year for currency and efficacy (2003-2005).
  3. Reduce the annual missing item rate (loss rate) by 15% (2005).
  4. Review all emergency procedures each year (2003-2005).
  5. Develop an Ellettsville-specific emergency plan (2003).
  6. Implement self check-out stations to handle at least 10% of material circulation (2005).
  7. Increase current levels of seating and public open space in the Ellettsville branch by 20% (2005).
  8. Maintain current levels of seating and open space in the main library (2003-2005).
  9. Reduce passive viewing of content on public Internet terminals by 50% (2004).

Strategic Initiative #4:


Goal 1. The library will have an efficient organizational structure that allows for proactive management and creative leadership. Objectives:

  1. Establish a new administrative management team structure (2003).
  2. Realign the current library departments to equitably distribute work loads in conjunction with the new management team structure (2003).
  3. Further refine the work team environment to allow for higher levels of two-way communication (2003).
  4. Maintain the proportion of the budget spent on personnel at no more than 66% (2005).
  5. Adjust minimum pay rates to allow for adequate entry-level candidate pools (2003).

Goal 2. Library staff will be adequately trained and will maintain a sound knowledge base in their area of the organization. Objectives:

  1. Develop core training competencies for each job description (2004).
  2. Allocate at least .25% of the operating budget for professional meetings and continuing education (2004).
  3. Provide 100% of staff with access to a PC, web-based continuing education opportunities, and other relevant competency training tools (2004).
  4. Increase the usage of the staff training lab and professional collection (2003-2005).
  5. Develop an employee handbook and formalize employee orientations (2003).
  6. Carry out annual performance evaluations involving employee and supervisor input (2003-2005).

Goal 3. The library work environment will be progressive and incorporate best management practices. Objectives:

  1. Establish a Facilities Vision Statement that provides an overall vision for MCPL facilities and space planning (2003).
  2. Determine Ellettsville and Bloomington library remodeling projects and implementation timetables (2003).
  3. Increase the rate of circulation per staff FTE by 20% (2005).
  4. Increase the rate of shelf-ready materials acquisition to 65% of all materials (2005).
  5. Reduce the amount of staff material handling library-wide by 50% (2005).
  6. Decrease the amount of in-house original cataloging by 10% annually (2003-2005).
  7. Reconfigure the current layout of public service desks; maximize customer service effectiveness; and consolidate duplicate work tasks (2003-2005).
  8. Integrate VITAL collections and patrons into the library databases (2003).
  9. Increase the rate of CATS television programming hours per FTE staff by 5% annually (2003-2005).
  10. Determine 10-year library storage needs (2004).
  11. Establish effective methods of library property disposal and establish an annual library-wide cleaning day (2003).

Goal 4. The library will operate with a high level of financial accountability. Objectives:

  1. Refine the library's purchasing policy to maximize resources (2003).
  2. Develop a five-year financial projection of anticipated revenue and expenses (2003).
  3. Develop a ten-year capital expenditure plan (2003).
  4. Establish an effective asset inventory system (2003).
  5. Contract with an accounting firm to provide ongoing audit assistance (2003-2005).
  6. Maintain or increase current levels of Library Improvement Reserve Fund transfers (2003-2005).
  7. Prepare a Library Capital Projects Fund proposal for Board of Trustee consideration (2004).

Plan Review and Evaluation
Table Of Contents

The objectives and success measures outlined here will be expanded into action plans. The administrative staff will regularly assess progress and actively review measures of success. Also, this plan will serve as the basis of an annual report to the public on the activities of MCPL. The Library Director and Library Board of Trustees will annually review the plan and make adjustments as needed to reflect community trends. Before the next planning cycle, the planning process will be evaluated to ensure that the library has the best information for meeting community service needs and allocating resources.