Strategic Plan 2012-2015

Board Approval Date: 6-13-2012

Our Promise (Core Values):

Mission Statement:

The Community Library Network reflects our local communities through quality programs, services and materials. The Board of Trustees and talented staff members believe in and offer life long learning opportunities in a customer-focused environment.

Vision statement:

People visiting the Community Library Network find beautiful buildings and virtual worlds that serve as social and learning centers with up-to-date tools for informational and recreational needs. Our libraries foster a love of reading, build intellectual self-confidence and encourage life-long learning. People of all walks of life enjoy enriching experiences delivered within our libraries and in our communities. We are a dynamic, collaborative community leader, helping those who seek information and ideas to become better-informed citizens.


This Strategic Plan, 2013 -2015, is the result of a new vision and process for District trustees and staff. The plan is designed to specify programs and services above and beyond the current maintenance of effort, to make the public feel ownership in the facilities and pride in their libraries. 2010 was a pivotal point for the District due to the consolidation with the Post Falls Public Library. The District was renamed and considerable resources were invested in equalization of services.

The Community Library Network is governed by a five member Board of Trustees (Board), elected by the residents of the District. Community Library Network employs 91 staff to serve 101,500 residents over 1,150 square miles in two counties. Service points include community libraries at Athol, Harrison, Hayden, Pinehurst, Post Falls, Rathdrum, Spirit Lake and an Outreach Department. Harrison, with a population of 206, is the smallest community while Post Falls, with a population of 27,000, is the largest. There are 14 defined communities within the District. Eleven percent of the population exists below the poverty level. Change is a constant and the Community Library Network is adapting to the external forces – from demographic and cultural shifts to workforce changes and serving new constituencies. How we constitute our organization and human resources to embrace change will determine our future success.

This plan, initiated by the Board, outlines ways to positively impact the lives of our citizens. We know we will have achieved our objectives when community members see us as an essential player in solving challenges that move their community forward. The Board reviews the plan annually to monitor success.

The balance between traditional and visionary services is essential in our constantly changing environment. Success criteria will be developed, implemented and evaluated as a critical component of the plan. This ongoing plan emphasizes the continued relevance of our libraries to their communities.

Introduction to Strategic Question 1:

As our communities' needs change, so must we. Our purpose is to enable our communities to be the best they can be. We develop, adapt and transform our organization in response to the needs and aspiration of customers and staff. We work within our communities to align ourselves with their critical needs.

Strategic Question 1:

How do we continue to build upon our success to become an organization of excellence?

Goal: Create a culture of excellence

Objective: By the end of fiscal year 2014, 75 percent of staff will report that their efforts are recognized and rewarded. 2012 baseline = 68


Objective: By the end of fiscal year 2013, a plan will be in place to set benchmarks, recognize accomplishments and reward achievements.


Objective: By the end of fiscal year 2013, the Board will have specific procedures in place to ensure the District is offering needed services and programs within budget as defined by Idaho and Federal Code.


Objective: By the end of 2013, at least one or more policies will be reviewed by the Board to reflect recent interpretations of library laws and regulations.


Goal: Create a culture of change

Objective: By the end of fiscal year 2014, 75% of full-time staff will participate in District-wide teams to share experience, creativity and responsibility for program and service success. 2012 baseline= 23


Objective: By the end of fiscal year 2013, 100% of administrators, managers and coordinators will complete supervisory training. 2012 baseline = 16


Objective: By 2013, 95% of staff will complete prescribed training. 2012 baseline = 86


Introduction to Strategic Question 2:

Through evaluation and assessment of programs and services, we define how the Community Library Network creates impact on citizensÕ lives and their community. Our understanding of our customers comes from working with and listening to others. Identifying the needs and offering relevant programs and services to teens, boomers, seniors and those aged 24 to 35 enhances community engagement.

Strategic Question 2:

How do we align our services to community needs?

Goal: Redefine success measures for all programs and services

Objectives: By the end of fiscal year 2014, the District will complete a community assessment.


Objective: By the end of fiscal year 2015, 100% of programs or program series will be evaluated for success criteria.


Goal: Strengthen our programs and services to targeted customer groups

Objective: By the end of fiscal year 2015, 100% of libraries and departments will use the community assessment study to determine target audiences for programs and services. 2012 baseline = 10


Goal: Provide print and virtual materials to satisfy needs of our communities

Objective: By the end of fiscal year 2013, e-book downloads will double from the 11,500 downloads of 2012.


Objective: By the end of fiscal year 2013, District will evaluate materials delivery and holds processes.


Introduction to Strategic Question 3:

Our core services evolve and adapt to a dynamic environment in which changes in technologies and publishing are influencing information access and reading. We embrace challenges in applying new technologies and developing innovative service models to meet service needs.

Strategic Question 3:

How do we provide enriching experiences to encourage life-long learning?

Goal: Provide customers and staff with innovative environments and technologies

Objective: By the end of fiscal year 2014, 80% staff will attend training on library technology and trends. 2012 baseline = 73


Objective: By the end of fiscal year 2014, three technology events at three or more libraries will be offered to the public.


Objective: By 2013, a technology assessment team will be in place.


Objective: By 2013, 100% of the Board members will have pursued at least one continuing education opportunity.


Goal: Provide social and learning spaces and opportunities

Objective: By the end of fiscal year 2014, each District library will participate in developing or presenting shared programs.


Introduction to Strategic Question 4:

As a thriving 21st Century library, we understand community. We welcome partnerships, function as a nimble and flexible agency and seek innovative approaches to public services. The District has special relationships with the two Friends of the Library organizations and the two Library Foundations.

Strategic Question 4:

How do we cultivate support for the DistrictÕs mission?

Goal: Establish broad-based community support

Objective: By the end of fiscal year 2014, 95% coordinators, managers and administrators will regularly attend community events or meetings. 2012 baseline = 15


Objective: By 2014, 100% of the Board Members will attend two or more District library programs.


Objective: By the end of fiscal year 2014, 100% of legislators, county commissioners and mayors presiding in the District will receive information related to District Library services. 2012 baseline = 33


Objective: By the end of fiscal year 2015, each library will develop two or more events with community partners.


Objective: By the end of fiscal year 2013, 4 or more projects will be completed in collaboration with the Friends and Foundation organizations.


Introduction to Strategic Question 5:

We support multiple service outlets to serve our residents and our communities have a vested interest in their buildings. We create functional spaces to meet changing needs.

Strategic Question 5:

How do we adapt our spaces to meet the changing needs of our communities?

Goal: Eliminate barriers to service

Objective: By the end of fiscal year 2015, staff will implement two or more new service delivery methods.


Goal: Ensure that library spaces are attractive and inviting

Objective: By the end of fiscal year 2015, 100 percent of libraries will be assessed for interior and exterior visual appeal.


Goal: Ensure that library spaces and furnishings meet customer need

Objective: By the end of fiscal year 2015 100 percent of library furnishing, fixtures and equipment will be evaluated.


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Strategic Plan 2012-2015