Case study: State and local government
Developing a strategic plan for a growing library system
Table of contents
A century-old library system serving a rural county in the state of Maryland found itself at a pivotal moment. Rapid population growth, increasing diversity, and evolving technology were reshaping how the community accessed information and engaged with services. No longer just a place for books, the library had shifted into a vital community hub, offering internet access, programming, and essential services that extended far beyond its traditional role. Leadership faced a growing challenge: developing a clear, actionable direction for the future that aligned with evolving community expectations and reflected what it had been—requiring a more intentional approach to strategic planning.
They engaged Eagle Hill to develop a five-year strategic plan that would support continued growth while sustaining high-quality service and maximizing available resources. Unlike prior planning efforts, this approach centered on broad engagement—incorporating input from staff, community leaders, partner library systems, and the community to ensure the strategy reflected the needs of those it serves. This inclusive approach surfaced insights and built early alignment, strengthening the overall strategic planning process and positioning the plan for successful implementation from day one.
The result was a practical, actionable strategic plan that earned the Board of Trustees’ approval and, just as importantly, the confidence and buy-in of staff. Today, the library system is actively implementing this plan to guide its future.
Goal
Establish a shared foundation for decision-making by equipping leaders and staff with a clear, five-year strategic plan aligned to the community’s evolving needs.
Unconventional consulting—and exceptional outcomes
objectives underway across 11 goals and 3 strategic priorities
core values identified
ready-to-use implementation packs for high-priority initiatives
The roadmap to success: A plan built for action
For the strategic plan to be effective, it needed to be owned by those responsible for carrying it out and grounded in the realities of the community. A generic, one-size-fits-all approach would not suffice. Building that level of authenticity required trust, earned through immersion. Our team used their familiarity with the county and drew from local experiences. This included visiting library branches, observing services in action, and engaging directly with community members. These insights became a touchstone, informing every phase of the strategic planning process.
The library system had prior experience with strategic planning efforts which offered valuable insights into what worked well and where a different approach could add value. Our approach was grounded in collaboration and the belief that a plan is only as effective as an organization’s ability to implement it.
We embedded change management throughout the engagement, building awareness, alignment, and buy-in at every level. This focus helped ensure the plan would not sit on a shelf, but instead serve as a practical tool for action. We integrated change management into workshops, communications, and leadership alignment sessions—ensuring stakeholders were prepared to act. Key activities included:
Gathering insights from staff at all levels.
We began by assessing the library system’s current state, engaging not only executives and the Board but all permanent staff. This approach ensured we captured perspectives from those closest to day-to-day operations while also building early buy-in. Through surveys, staff forums, and focus groups, we gathered qualitative insights on the library’s strengths and opportunities for improvement. This level of engagement helped uncover gaps between strategic priorities and frontline realities, strengthening the plan’s relevance.
Incorporating external perspectives.
Our data collection extended beyond the library’s walls to capture a comprehensive view of its role in the community. We interviewed mayors across the county to understand residents’ evolving needs and expectations. These conversations highlighted the library’s role in broader county priorities such as digital access, education, and workforce development. We also conducted a market analysis of peer library systems to identify leading practices and benchmarks. These insights were complemented by existing customer feedback data, providing a well-rounded understanding of community priorities.
Translating insights into an actionable plan.
We synthesized input from internal and external stakeholders to guide strategic plan development and identify key themes and insights. We worked with leadership to prioritize initiatives based on impact, feasibility, and alignment with long-term goals. In close partnership with the executive team, we translated these findings into a five-year strategic plan which also refreshed the library system’s mission, vision, and core values. The plan is organized around clear strategic priorities, each supported by measurable goals and objectives—enabling leaders and staff to track progress, make informed decisions, and remain accountable over time.
Preparing teams for implementation.
As part of our commitment to creating a plan that the entire organization would embrace and act on, we developed customized, turn-key implementation packs for several working groups. The packs include tools and resources for building awareness, easing implementation, and tracking progress, such as project plan trackers and project charters. We designed these tools to help staff own the plan and sustain momentum well beyond publication. These ready-to-use resources enabled teams to quickly launch initiatives without needing to build new processes from scratch, accelerating overall strategy execution.
The path forward: From plan to progress
The library system’s strategic plan now serves as a foundational resource for leaders and staff alike, guiding decision-making while enabling clear tracking of progress against defined goals.
This outcome was intentional. By grounding the plan in robust stakeholder input, we ensured it would be both practical and actionable. Implementation efforts are underway, with teams advancing priority initiatives and using the plan to guide day-to-day decisions. With a strong strategy in place, the library system has moved beyond planning for the future to actively building it.
