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ALA Chapter Leaders Forum

ALA Chapter Leaders Forum. Strategic Planning…. It’s Called Doing Things Dana Murphy-Love, CAE Executive Director Washington Library Association. About Creating a Future.

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ALA Chapter Leaders Forum

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  1. ALA Chapter Leaders Forum Strategic Planning…. It’s Called Doing Things Dana Murphy-Love, CAE Executive Director Washington Library Association

  2. About Creating a Future • "Know what you want to do, hold the thought firmly and do every day what should be done, and every sunset will see you that much nearer the goal." - Elbert Hubbard • "Once you make a decision, the universe conspires to make it happen." - Ralph Waldo Emerson

  3. Why Strategic Planning? • Primary responsibility of Leadership • Best use of available resources • Makes decisions in advance • Builds community • Builds continuity • Encourages assessment

  4. What is Strategic Planning? • Identifying why we exist • Stating what we want to become • Specifying what we are going to do to fulfill our mission/vision • Defining our culture

  5. HOW IT WORKS In Principle • Sell the Board • Let the members know • Do some research • Do a retreat • Draft a plan (mission/vision/values) • Circulate it and get feedback • Modify it • Adopt it • Do it! Then repeat the process.

  6. What is a Mission Statement? Tells us why we exist

  7. Why Do We Need a Vision Statement • Provides us with a definition of success. • Provides us with a clear picture of where we are going. • Suggests a “route” to get there. • CLEAR - SHARED - COMPELLING

  8. Core Values “Perhaps more than at any previous time, an organization today must know what it stands for and on what principles it will operate. No longer is values-based organizational behavior an interesting philosophical choice…it is a requisite for survival.” Blanchard & O’Connor Managing by Values

  9. Updating the Plan • Looking Back How have we done in the past two years (or one year)? • Looking Around What is different than when we met last? • Looking Ahead What will we do in the next year? Two years?

  10. WLA’s Strategic Planning Evolution 2001 First 3-Year Plan created 4 key goals, 58 Initiatives, 47 completed 2003-2005 Update 4 key goals, 29 Strategies, 135 Tactics Completed

  11. WLA’s Strategic Planning Evolution 2005-2007 Update Mission Statement Created The purpose of the Washington Library Association is to promote library services, continuing education and library advocacy on behalf of the people of Washington State 3 Key Goals, 52 Tactics, 41 completed

  12. WLA’s Strategic Planning Evolution 2007 – Complete Overhaul Created Vision for 2017, with an Elevator Version WLA is a vibrant and effective advocate for libraries, library professionals, and library allies, and a community of practice where its members learn, grow professionally, develop strong relationships, and have fun. Core Values Created Community, Integrity, Professionalism, Responsiveness, Inclusivity, and Education 2007-2009 Update 6 Goals, 30 Initiatives, 25 Completed

  13. WLA’s Strategic Planning Evolution 2009 Update Changed our Vision Statement – Summary Version to: WLA is a vibrant and effective advocate for libraries and the people who make them great. We are a community of practice where its members learn, grow professionally, develop strong relationships, and have fun. Added three more Core Values Public Good, Intellectual Freedom, and Leadership 7 Goals, 7 Key Initiatives, 6 Completed, PLUS 19 other Strategies

  14. WLA’s Strategic Planning Evolution 2010-2011 Update Revised Mission Statement The Washington Library Association provides essential resources, support and advocacy for libraries and the people who make them great! 7 Goals (remained the same from previous), 7 Key Initiatives, Completed all 7

  15. WLA’s Strategic Planning Evolution 2011-2012 Update 7 Goals, 8 Key Initiatives, 5 Completed, with two in progress 2012-2013 Planning Created Vision through 2022, but Summary Version remained the same 7 Priority Initiatives, plus 5 Other Initiatives

  16. Keys to Successful Implementation • Get everybody’s fingerprints on it. • Build your Board agenda around it. • Build annual priorities/programs of work. If it doesn’t fit the mission/vision of the organization, don’t do it! • Get the staff involved. • Celebrate successes. • Report to the members. • Live your values.

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