1.

Strategic Plan for the

Atoka County Library
Atoka County Library, 279 East A Street Atoka, OK 74525

www.southernoklibrarysystem.org/atoka-county-library
Prepared by Gail Currier Spring 2018

2. Photo of Atoka County Library

Photo by Gail Currier

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 Table of Contents

Name and Location of Library 1

Photos of Library Exterior/Interior 1, 3

Period of Time that this Strategic Plan Covers 3

Mission and Vision Statements 4-5

Planning Methodology 5-6

Assessment of User Needs 6-9

Multi-year Goals, Objectives, and Actions 10-13

Approval of Strategic Plan 13

Reflections 13-15

Endnotes 15- 16

Bibliography 16

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 3. Time Period: 2019-2021
The timeline will encompass ongoing projects to begin in 2019 and continued
through 2021. Some of the plan will suggest a continuation based on evaluation.

Photos courtesy of Southern Oklahoma Library System

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 4. Mission Statement
The mission of the Atoka County Library is to provide free, open, and equal access to

informational, educational, cultural, and recreational materials and services to all members of

the community.i

Photo by Gail Currier

5. Vision Statement
* The Atoka County Library “maintains a vision to provide opportunities to connect

customers/patrons to the joy of reading and to information for lifelong learning through library

collections, technology resources, and unique programming for all ages.”

* Atoka County Library “seeks to enhance the quality of life for citizens by promoting its

facility and services as a community resource center.”

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 * Atoka County Library “strives to create a welcoming environment in which all

individuals or groups – regardless of age, economic position or native language – will have an

opportunity to grow intellectually, to nurture creativity and to achieve their potential.”ii

6. Planning Methodology
The Atoka County Library is a branch in the Southern Oklahoma Library System. Atoka

serves approximately 13,793 citizens in the county seat which is located in south eastern

Oklahoma.iii This remote county library serves a low economic population and several school

districts. Tushka, Stringtown, and Caney are nearby towns that also utilize the library and its

services. In order to understand the current needs of the Atoka County Library, a plan was

made to analyze strengths and weaknesses to determine necessary goals for the future.

Obtaining input from community members, as well as current library patrons, would help with

an understanding of what specific goals would be put into a plan for potential opportunities

and success.

Processes and procedures used to gather information needed for the assessment

included: qualitative surveys placed in the library, interviews with local leaders and

stakeholders, and a focus group roundtable meeting. It was the decision of the branch manager

and me to gather information from hard copy surveys rather than online methods due to the

fact that many community members have limited internet access in this rural county. The

surveys were available for six weeks with signage welcoming users to engage in the process.

The assessment forms were designed to obtain feedback and customer perceptions,

expectations, and service priorities. Included in the survey were questions about programs and

library services that would be of interest to those completing them. Some are craft classes,

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book clubs, and exercise classes, in addition to what time of day would be best to attend the

programs. Also included were technology-driven questions as well as early and adult literacy

response categories. The survey also allowed for additional comments to be written by the

participants. Interviews with the branch manager were also conducted for collecting

information. A roundtable discussion was held with city leaders, a board member, an active

patron and anyone interested in attending. ivThis was a volunteer process.

Demographic statistics were gathered and reviewed from the US Census Bureau to

establish the needs of users based on economic status.

7. Assessment of User Needs

To evaluate the needs of those using the Atoka County Library, survey results were

studied to determine approval and ratings of programming and services. All who completed

surveys stated that the Atoka County Library is offering services to meet the needs of the

community. More than 85% of them also indicated that the Atoka County Library was viewed as

the top choice for public gatherings. Classes and programs offered after library hours were

rated as the most popular items with citizens. The Summer Reading Program served 2,813

participants in 2017 and library users selected it as the most important category for the citizens

of Atoka followed by general computer use.v Next, outreach training and instruction including

the mobile library classes that serve daycares and early childhood education centers were

preferred by library users. In addition, the library is partnering with schools through a

presentation and instruction of the resource, Brainfuse, which is introduced at the beginning of

each school year through in-classroom instruction in addition to promotion and training in the

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library. Finally, book clubs such as Let’s Talk About It, Oklahoma, were mentioned as a favorite

with the adult population.

Statistical Data

Population: the table reflects a decrease in the population in Atoka County. The median
household income in 2016 was $36, 528 which is below the state average of $48,038.

Race and Ethnicity

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According to census statistics, Atoka County serves a high percentage of the white race
followed by American Indian and Alaska Native citizens.

Note that the education level of Atoka citizens is low according to state and national averages.

According to the chart, Atoka County Library serves a population of very low income per capita.

Data was collected and analyzed using comparison charts developed from the US

Census Bureau. According to the statistics, it can be implied that Atoka County serves a

declining population and an economic status of well below the state of Oklahoma’s average.

Serving a majority of white citizens (73.6%) and a significant amount of Native American Indian

(14.6%) citizens, it can be clearly noted that education is lacking or considered very low in this

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county. A significant statistic shows that Atoka County has a very high rate of poverty at

19.9%.vi

Results of Surveys
Surveys were available to anyone who wanted to participate and complete them. There

were fifteen questions and space for additional comments. Sixty eight (68) people responded to

the survey which represents less than 1% of the current card holders. Most (59%) were

completed by persons between the ages of 45-60. Other participants represented ages 31-42.

Several participants reported that they visit the library at least three (3) times a week. Time

was spent attending classes and programs along with library visits checking out materials and

using the Wi-Fi. One interesting note is that many citizens park in the library lot to access the

Wi-Fi even when the library is closed. All of the survey participants indicated that they want to

obtain information on library programming in multiple methods including newspapers, flyers,

and social media such as Facebook.

Personal interviews with library guests as well as community leaders determined that

Atoka County Library is meeting the requests of residents with a variety of age appropriate

programs, materials, and technology. Interviewees also concurred that the Atoka County

Library provides opportunities for life-long learning.

In addition, the needs of the communities are coordinating with the library’s mission as

well as those of the three school districts. The mission of Atoka Public Schools is to “ensure that

all students are provided the educational opportunities to acquire the necessary knowledge

and skills to be competent, productive members of a global society.”vii According to Branch

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Manager JoAnne Mixon, story time presentations are fostering early literacy growth through

multiple outreach programs.

7. Multi-year Goals and Plans for Direction

Goal 1: Timeline (2019)

Objective: Increase public perception by improving visibility of Atoka County Library; expand
customer base.

Objective A: Expand Web presence with promotion of programs/library events

Action 1: Utilize all methods of promotion including social media, press releases,
email blasts, flyers, and mail-outs. (January 2019)

Action 2: Maintain and update calendar of events on social media weekly.

(February 2019)

Objective B: Form Partnerships

Action 1: Strengthen existing partnerships. (February 2019)

Action 2: Develop new partnerships to include Kiwanis, Lion’s Club, local

retirement homes, banks, schools, and others as advocates to the library. (March
2019)

Action 3: Co-Sponsor community activities when and where possible to have

library presence. (April 2019, ongoing)

Goal 2: Timeline (2019-2020)

Objective: Expand Customer Base Using Multiple Methods

Action 1: Design a plan to educate, inform, and engage people in Atoka County.
(January 2019)

Action 2: Create a variety of methods to publicize library and programming to

generate participation from different groups. (January 2019)

Action 2: Target non-users and infrequent library users with new ideas and
programming to meet their needs. (February 2019)

Action 3: Work with the area schools of Atoka, Stringtown and Tushka to develop
a plan/program for all students to get a library card. (February 2020)

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 Action 4: Continue outreach with Brainfuse training/classes in all middle and
high schools in Atoka County. This includes Atoka Public Schools, Stringtown
Public Schools and Tushka Public Schools. (On-going throughout timeline)

Action 5: Expand one-on-one individual tutoring for students at the Atoka

County Library. (September 2020)

Action 6: Develop partnerships with youth advocacy organizations in Atoka

County where they exist. (March 2020-ongoing)

Action 7: Develop and provide classes for tweens and teens to include STEM and
3D printing. (April 2019-ongoing)

Action 8: Develop and provide classes for adults on 3D printing. (September

2020- September 2021)

Action 9: Leverage video conferencing equipment by bringing in new groups and

civic organizations for training workshops and professional engagement.
(February 2019-2021)

Goal 3: Timeline (2019) Objective: Cultivate Early Literacy

Action 1: Continue story time programs during the school year and an extensive
summer reading series. (June 2019, 2020, 2021)

Action 2: Provide outreach programming and materials to day care facilities and
residents of housing authorities. (September 2019-ongoing)

Action 3: Develop and deliver “early literacy” packets for Head Start facilities,
daycares and hospitals. (October 2019)

Goal 4: Timeline (2019-2021)

Objective: Deliver Adult Literacy and Training (2019-2021)

Action 1: Host Adult Classes in Literacy (January 2020)

Action 2: Host Adult classes to include crafts, book clubs and exercise (health
literacy) (January 2019-2021)

Action 3: Hire tutors to work with adult reading comprehension (February 2020-
2021)

Goal 5: Timeline (2019-2021)

Objective A: Improve Infrastructure, Increase Security for Customers and Staff

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 Action 1: Make youth areas (children, “tweens” and teens) more user-friendly
and attractive. (July 2021)

Action 2: Determine needs (shelving, flooring, furniture) to create a friendlier

atmosphere, encourage more dynamic programming, better access and
stimulate learning and creativity for youth programming. (January 2021)

Objective B: Add security surveillance equipment in the library

Action 1. Place security cameras to monitor traffic near circulation desk, meeting room
and other blind spot areas. (April 2020)

Action 2: Add outside surveillance cameras as needed. (2021)

Action 3: Review options to insure that Atoka County Library is safe and secure for
patrons and staff, as well as materials and infrastructure. (2019-2021, ongoing)

Goal 6: Review Collection Development (2019-2020)

Objective: Update Collection as needed

Action 1: Study diverse community needs in relationship to collection development.

(2019)

Action 2: Expand E-Book format for adult and youth collections. (2020)

Action 3: Provide a broad range of print, non-print and electronic resources to meet the
educational, cultural and recreational needs of Atoka County’s diverse population.
(2019-Ongoing)

Goal 7: Upgrade Technology Hardware and Software (2020-2021)*timeline is open as

contract with IT manager and service may vary.

Objective: Maintain Computer Stations, Network, and Catalog Computers

Action 1: Replace outdated computers and purchase additional computer stations and
hardware for technology area of the library. (2020)

Action 2: Maintain Firewall and Wi-Fi units and make software improvements as
needed. (2020-2021)

Action 3: Keep up with Internet demands by adding 30 Mbps. (2020)

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 Action 4: Upgrade speed and storage capacity on public computers. (2021)

8. Approval of Strategic Plan

Upon review of the data and discussion by the Southern Oklahoma Library System

(SOLS) Board of Trustees, Board Chair, Gary Farabough, and the SOLS Executive Director, Lynn

McIntosh, the Strategic Plan for the Atoka County Library will be approved.

9. Reflections
This assignment allowed me to recognize and implement “real-life” applications for my

future career. I was grateful to study a branch in the system rather than an entire library system

because I could take a closer look into many different areas of a library from the security to the

programming and collection. I was able to work personally with Atoka County Library Branch

Manager JoAnn Mixon who was flexible to meet in person, over the phone, and through email

exchange. I participated in the roundtable interview and met supporters of the library who

rarely enter the building but believe in the library’s mission.

We studied the significance of advocates in Chapter 12 of the textbook during this class

earlier in the semester and I witnessed first-hand the importance these supporters are to the

success of an institution.viii One example of Atoka County Library’s advocate is State

Representative Charles McCall who I met on several occasions. He not only supports the library

financially and through legislative processes at the capital, but he knows the branch manager by

name, and shared library stories of the previous manager, Alice Withrow. It was enlightening to

see the support system at work, even behind the scenes. Libraries thrive on supporters and

advocates who may never step foot in the library.

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 I was able to obtain information easily through multiple avenues as well. Using data

from the census was also a favorable tool because I could understand the economics of this

community and the diverse population as well as recognizing how the library could foster their

needs. It was valuable for me to understand that even in a multi-county library system, the

needs of each county or branch differ and it is important to meet the demands of specific

communities.

Furthermore, while planning and writing the strategic plan I recognized the importance

of meeting ALA’s core values.ix Libraries must be progressive and forward thinking in meeting

the needs of society. Library institutions should welcome citizens of all ethnicities and strive to

unite them socially as well as educationally. While reviewing the ALA Code of Ethics, it was

understood that librarians should “provide the highest level of service to all library users

through appropriate and usefully organized resources, equitable service policies; equitable

access; and accurate, unbiased and courteous responses to all request.”x

My current position in marketing/public information keeps me informed regarding most

of the daily activities of the library. However, I was privy to important and very detailed

information where I have not been involved. For example, upgrading technology is vital in the

information world. Without it, the library would certainly suffer. Atoka County Library serves a

huge population with technology needs. It is one of the main reasons (or only reason) many use

its facility and services. By understanding the technology goals, I can apply it to future positions

I may hold within the library. Understanding a specific population and demographics can

determine how the library can cater to those citizens.

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 Creating a survey was a project that provided me the knowledge and skills to include all

ages, users, and populations. During this process, it was important to meet specific deadlines at

the same time.

Finally, it may sound cliché, but it takes a village to make a library successful. It also

requires detailed planning and the ability to listen to what a community needs. These plans can

be used to promote our mission, solicit grants and funding, and present a clearer understanding

of goals. As the strategy becomes a reality, it will be rewarding to see that the hard work

invested can also develop a successful institution of learning for a public that is enriched by its

services.

10. Endnotes

i
Southern Oklahoma Library System’s Library Laws, Policies, Routines & Procedures. Approved
and Amended by Library Board of Trustees; July 11, 2016.
ii
“Vision Statement” in Southern Oklahoma Library System’s Library Laws, Policies, Routines &
Procedures. Approved and Amended by Library Board of Trustees, July 11, 2016.
iii
United States US Census Bureau, “American Fact Finder for County of Atoka and State of
Oklahoma: 2016-17. Washington D.C.
iv
Interview with Atoka community leaders to include State Representative Charles McCall,
Friends of Library member Alice Withrow, Board Chair Gary Farabough, Atoka County Library
patron Elizabeth Laney, and Branch Manager JoAnn Mixon, Atoka County Library Meeting
Room, March 15, 2018.
v
Statistic revealed during interview with Branch Manager JoAnn Mixon. March 2018.
vi
United States US Census Bureau, “American Fact Finder for County of Atoka and State of
Oklahoma: 2016-17. Washington D.C.
vii
Atoka Public Schools Student Handbook, page 4. Accessed March 17, 2018.

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viii
Evans and Christie, 97-112. Chapter 6, “Vision, Mission, Planning, and Strategy” in
Managerial Leadership for Leadership for Librarians: Thriving in the Public and Nonprofit World.
ix
“Core Values,” American Library Association, accessed April 29, 2018,
http://www.ala.org/advocacy/intfreedom/corevalues.
x
“Code of Ethics,” American Library Association, accessed April 29, 2018,
http://www.ala.org/tools/ethics.

11. Bibliography

American Library Association. “Code of Ethics.” Accessed April 29, 2018.

http://www.ala.org/tools/ethics.

American Library Association. “Core Values of Librarianship.” Accessed April 29, 2018.
http://www.ala.org/advocacy/intfreedom/corevalues.

Atoka County Schools Handbook. “Mission Statement.” Page 4. Accessed March 17, 2018.
https://s3.amazonaws.com/scschoolfiles/9/2017_ahs_handbook_student.pdf.

Evans, G. Edward, and Holland Christie. Managerial Leadership for Librarians: Thriving in the
Public and Nonprofit World. Santa Barbara, CA: Libraries Unlimited, an Imprint of ABC-
CLIO, LLC, 2017.

Mixon, JoAnn (Branch Manager of Atoka County Library), interviews by Gail Currier, Atoka, OK,
February 2018-April 2018.

Southern Oklahoma Library System. “Policies and Procedures: 2016-2019”, Approved by Library
Board: November 14, 2016,” http://www.southernoklibrarysystem.org.

United State US Census Bureau, “American Fact Finder for City of Atoka, Atoka County, and
State of Oklahoma: 2016-2017. Washington, D.C.

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