Introduction to Strategic Planning

OLBA / SOLS / OLS-N TRAINING April 23 and 30, 2005 dmA Planning & Management Services Introduction to Strategic Planning

Overview of the Presentation Part One: The Basics Part Two: The Context for Change Part Three: A Tool for Managing Change Part Four: Why Plans Fail Part Five: Doing a Plan:What’s Involved

Part One: The Basics • Definition - Strategic Planning • Steps in the Process • Components • The Benefits

A Definition of Strategic Planning Strategic Planning is the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future

Key Characteristics of the Strategic Planning Process • Full regard for external influences / a strategy for change – not for retaining the status quo • Prepared by the“guiding members” of the organization • Long-range, optimistic and focused on a preferred future • Broadly based comprehensive review of services • Driven by benefits and outcomes; focused on attainable goals

Overview: Steps in theStrategic Planning Process • Where Are We Now? • How Did We Get in this Situation? • What Will Likely Happen if We Continue As We Are? • Where Do We Want to Go? • How Do We Get There? • How Do We Know We’re There? • Situation Audit • Environmental Scan • Research • Vision / Values • Goals • Strategic Directions • Action Plans • Monitoring

Why Do A Strategic Planning • Concentration of resources on key areas • Ability to deal with and manage change • Improved decision-making and management effectiveness

Strategic Planning:Benefits for the Library • Renewed sense of purpose (Vision, Goals, Priorities) • Enhanced communication and leadership • Enhanced perception of the library’s value • Positioned to play a significant role in community development

Discussion Question #1 How could a strategic plan benefit your library?

Part Two: The Context for Change Embracing Change – The Library Context

The Changing Library Environment Higher Expectations/Fewer Resources Technology Alternative Information Providers Changing Role of the Library as a Leader / Community Developer Partnerships New Management Approaches Restructuring Among Library Providers

The phonograph…is not of any commercial value.” Thomas Edison, remarking on his invention to assistant Sam Insull, 1880 “Sensible and responsible women do not want to vote.” U.S. President Grover Cleveland, 1905 “Who the hell wants to hear actors talk?” Harry Warner, Warner Brothers Pictures, 1927. “There is no reason for any individual to have a computer in their home.” Ken Olsen, president of Digital Equipment Corporation, 1977.

The Critical Balance in Strategic Planning Managing for Stability Managing for Change • Adaptability • External Forces • Continued relevance • Desired features • Valued attributes • Core values

Discussion Questions #2 What are the most significant changes affecting your library? Has the library been able to effectively respond to these changes?

Part Three: Review: The Strategic Plan – A Tool for Managing Change

Situation Audit • Profile of Existing Services • Historical Changes in Services “Where Are We Now?”

Environmental Scan How Did We Get in This Situation?” • SWOT • Trends and Best Practices • Local Factors Affecting Changes “What Will Likely Happen if We Continue As We Are?”

Vision and Values for Library Services The Library’s Mission Goals for Library Service Strategic Directions Action Plan Action Plan Action Plan Action Plan Action Plan Action Plan Library Strategic Plan Operational Plans Monitoring and Evaluation The Components of the Strategic Plan

Definitions • The Vision describes a preferred future that is realistic and attainable but also optimistic. The Vision retains all that is positive about the library today but also enhances and improves the library to create a better future. • Values describe core beliefs that are the foundation of the organization and affect day to day operations.

Definitions • Mission describes the Public Library’s reason for being by answering three questions: (1) What is the library’s function? (2) Who does the library serve? (3) How does the library fulfill its function?

Definitions • Goals are broad statements that define attainable accomplishments that will allow the library to realize its Vision. Goals bridge the gap between the present and the preferred future of the library.

Definitions • Strategic Directions describe the broad initiatives necessary to achieve each goal.

Definitions • Action Plans are the tasks necessary to pursue each Strategic Direction. Action Plans are specific, measurable, tied to a schedule and often assigned to departments for implementation.

Vision The Branches, rooted in Markham’s vibrant and healthy communities, are meeting places and destinations that enliven their neighbourhoods, enhance understanding of cultural diversities, and link people to one another, to a sense of Markham’s past, and to their shared future. Goals Position the Libraries as an institution that is continually relevant and vital to the success of Markham’s future, providing essential services for vibrant, healthy, sustainable and diverse communities. Strategic Directions: Community & Civic Role Information Gateway: Develop Community Facilities Marketing & Communication

Strategic Directions: Community & Civic Role Information Gateway: Develop Community Facilities Marketing & Communication Action Plans: • Promote the Libraries’ Civic Role • Service Assessment • Target the Underserved Segments of the Community • Enhance Access to Heritage Records • Staff Role – The Heritage Records • Staff Role – The Information Navigator • Upgrade the Virtual Library • Web Page • E-mail and Chat • Customer Training • Needs Assessment • Customization • Building & Design Concepts • Facility Standards and Guidelines • Facility Review • Marketing Plan • Communications Plan

Discussion Questions #3 How current are your library’s Vision, Mission and Goals? Do you have an effective plan for dealing with your library’s future?

Part Four: Why Plans Fail

Why We Fail #1 Ineffective Vision

An Effective Vision for Strategic Planning • Embraces Change As Opportunity • Reasonable and Rewarding • Relevant to the Community and the Specific Challenges to be Addressed • Directly Tied to Goals / Strategic Directions and Ultimately Recommendations

Why We Fail #2 No Follow-Through – Poor Implementation

Effective Implementation and Evaluation Municipal Strategic Plan Library Strategic Plan Action Plans Implementation Strategies • budget • schedules • accountability • staffing • programs/services • marketing Capital / Operating Budget Performance Measures

Why We Fail #3 Poor Leadership

Leadership Qualities • Clear Vision • Willingness to Embrace Change • Desire to Reposition the Library in the Community • An Effective Communicator

Why We Fail #4 Poor Communication

Your Strategic Plan is: • A Statement of Purpose • An Opportunity to Speak to the Community Leaders, Your Users and Library Staff • A Means to Reposition the Library as a Key Player in the Community’s Development

Discussion Questions #4 If your library has done a strategic plan, was it successful? Why / why not? If your library has not done a strategic plan, what are the barriers to doing the plan?

Doing A Plan – What’s Involved Part Five

The Authors of the Plan Advisors and Observers Review and Comment The Board Senior Management Staff External Library Organizations Municipal Politicians and Staff Library Staff Library Users The General Public Doing A Plan:Who is Involved

Facilitator Writer Researcher Design the process and facilitate Board/senior staff discussions Document discussion and prepare report Prepare the Environmental Scan Doing A Plan:Roles & Responsibilities

Outside Assistance Timing Monitoring and Updating Resources Doing A Plan:Other Considerations