Strategic Plan

WPLC Strategic Plan 2025-2028

Goal I: Focus on Our Strengths

The WPLC carefully focuses its work on projects that improve equity in statewide library service by leveraging efficiencies of scale and balancing the workloads of those that support it.

Objectives:

  • Prioritize Wisconsin’s Digital Library by improving processes to enhance library and patron experiences.
  • Improve equitable access to library materials statewide by providing budget and policy recommendations related to statewide intersystem delivery service.
  • Maintain the high level of satisfaction that members have for existing WPLC-led services and workgroups.
  • Clearly define the scope of the WPLC’s work and develop a practice of continuous assessment.

Goal II: Clear, Purposeful Communication

The WPLC makes it easy for members to engage with, understand, and advocate for the important work the consortium performs.

Objectives:

  • Increase member library awareness of and engagement with the services the WPLC supports.  
  • Improve communication between and among the various groups that accomplish the work of the WPLC to ensure awareness, increase efficiency, and inspire confidence.
  • Develop WPLC champions with unified, easy to implement communication strategies and messages.

Goal III: Sustaining the WPLC

The WPLC is well-supported, financially and organizationally, and in turn is able to support its members and the work they do.

Objectives:

  • Improve the WPLC’s organizational capacity through governance enhancements, appropriate structural changes, process improvements, and incentivizing WPLC participation.
  • Develop clarity around funding for the WPLC, particularly finding a way to increase funding for Wisconsin’s Digital Library.
  • Leverage the collaborative power of the WPLC to advocate for more competitive contracts, appealing content, and improved service models. 

History

Starting in June 2024, the WPLC engaged in a strategic plan process to understand existing strengths and new directions for the consortium in the coming years. This strategic planning process centered the WPLC membership and engaged numerous stakeholders in the following steps. The WPLC Board approved the goals and objectives of the plan at their February 2025 meeting.

  • Development of a Mission and Vision. Members of the WPLC Board were invited to complete a questionnaire to inform the development of a mission and vision statement that reflects the values and purpose of the WPLC. 
  • Review of Existing Information. The WPLC completed data gathering that was examined during the planning process, including a SOAR exercise and the results of a visioning session. The results of these activities provided key themes.
  • Focus Groups. Three focus groups were held during the planning process, two focused on members and partners and one with WPLC project managers. In total, there were 26 attendees. Attendees came from library systems and member libraries, directors and staff, with wide regional representation. Additionally, there were attendees from key partners such as DPI and Recollection Wisconsin.
  • Member Survey. A survey was designed to solicit information on understanding of the WPLC, satisfaction with its services, and priorities for the future. 278 public library and system directors and staff members participated in the survey, with public library directors and staff making up ~90% of respondents.