CLA Conference 2012               Strategic Planning:                Keep it From Failing                             June...
Today        1.   Planning 101                 How Strategic Plans Differ From Other Plans        2.   Strategic Planning ...
Our Position       Library Strategic Plans can       be characterized as either                   the         Starship Ent...
PART ONEPLANNING 101 – Strategic Plans, Master Plans                     and Management Plans
Three Simple Questions    1.   What Kind of Library Do We Need         to Be in the Future?    2.   What Do We Need to Be ...
Three Different Answers                              Strategic Plan                         What Kind of Library Do       ...
Critical Balance in Strategic Planning  Managing for Change     Managing for Stability • Adaptability            • Desired...
The Difference Between…     Master Planning & Strategic Planning Where We     Master Planning    Where We  Are At         ...
Components of a Strategic Plan              Vision and Values for the Library                   Goals for Library Services...
PART TWOTHE ESSENTIAL COMPONENTS OF         STRATEGIC PLANNING
The Strategic Planning Question       What Type of Library Do We        Need to be in the Future?
R Levien’s Confronting The Future (ALA)A Branded House or a House of Brands? a conceptual brand portfolioframework By Bria...
The Need for Change    Use of the                “Won’t   “Not Top                    Sample   Public Library            C...
The Strategic Planning Question      Strategic Plans are about change –   fundamental and significant change – to    move ...
Structuring of the Strategic Plan
PART THREESeven Keys to a Successful to Strategic Plan
Seven Keys to Success  Be courageous  Be committed  Be selective  Be visionary  Be a leader not a follower  Stick to strat...
BE COURAGEOUS
The Courage to Embrace Change   The SWOT is a powerful analytical tool – but only    if used properly   Honestly assess ...
BE COMMITTED
Commit the Time and Energy     Strategic Planning is hard work     Advance preparation is essential     The Board and s...
Key to Success #3          BE SELECTIVE
Less is More   Isolate elements of the SWOT that indicate the    need for change – all else is irrelevant and    distract...
Be Visionary
“Vision statements … are alsothe most overused, abused, and poorly written part of strategic  planning you will ever see” ...
A Good Vision Statement   Describes a library that in many respects    bears no resemblance to the one that we    know to...
Some Visioning Questions          Does Our Vision of the future library        Have buildings; are they anything like toda...
BE A LEADER NOT A FOLLOWER
Leadership in Strategic Planning   “The only way a leader is going to translate a      vision into reality – an ability th...
Demonstrating Leadership   Embrace change – even if it is not comfortable   Challenge public opinion and perceptions – b...
STICK TO STRATEGY- Details to Follow
Remain Focused on the Strategic Plan      ``Umbrella`` document – all other plans and       policies are guided by the St...
MEASURE YOUR PROGRESS
Effective Implementation                    Library Strategic Plan                   Other Plans/Strategies               ...
Monitoring and Evaluation   Identify a few measurable criteria of success    directly related to the major strategic dire...
PART FOURSumming Up
Starship Enterprise or Spruce Goose?
A Good SP?  1. Well grounded in futures research?  2. Lead rather than follow public     opinion?  3. Passionate discussio...
A Good SP? What We Produced   1.   Library fundamentally changed?   2.   Significant reallocation of resources?   3.   Rev...
Finally – Have Fun; Celebrate Success
Questions?         Thank         you
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Cla 2012 Strategic Planning: Keep it From Failing

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  • The SWOT is a powerful analytical tool – but only if used properlyHonestly assess key strengths and weaknessesFocus on the future – ensure “O” and “T” are grounded in research on the future of communities and libraries Frame the SWOT as “SoWOT” – seriously consider what this means for your library
  • Strategic Planning is hard work Advance preparation is essential The Board and senior staff must commit a significant amount of time if the process is to be meaningful
  • Isolate elements of the SWOT that indicate the need for change – all else is irrelevant and distracts you from the primary purpose of the strategic plan In most cases – the critical considerations can be counted on one hand – in most strategic plans 80% of the strengths and weaknesses are of no significance
  • Describes a library that in many respects bears no resemblance to the one that we know today Sets the “target” for the Strategic Plan Asks and answers the really interesting questions about the future of your library
  • “Vision statements … are also the most overused, abused, and poorly written part of strategic planning you will ever see”Peter Wright http://www.planningbootcamp.com
  • ``Umbrella`` document – all other plans and policies are guided by the Strategic Plan Do not attempt to do complementary plans and policies as part of the Strategic Plan However – update existing and develop new plans and policies to be in line with the Strategic Plan
  • Cla 2012 Strategic Planning: Keep it From Failing

    1. 1. CLA Conference 2012 Strategic Planning: Keep it From Failing June 2012
    2. 2. Today 1. Planning 101 How Strategic Plans Differ From Other Plans 2. Strategic Planning Essential Elements 3. Seven Keys to Success
    3. 3. Our Position Library Strategic Plans can be characterized as either the Starship Enterprise or the Spruce Goose.
    4. 4. PART ONEPLANNING 101 – Strategic Plans, Master Plans and Management Plans
    5. 5. Three Simple Questions 1. What Kind of Library Do We Need to Be in the Future? 2. What Do We Need to Be That Library? 3. How Should That Library Deliver Services?
    6. 6. Three Different Answers Strategic Plan What Kind of Library Do We Want/Need to Be? Master Plan Vision, Goals, Strategic Management PlansWhat Do We Need to Directions/ Action Plans How Should That Be That Library? Library Deliver Services?Library Master Plan Marketing PlansFeasibility Studies for New Organizational ReviewsLibraries Governance AnalysisCollection Development Staffing ReviewStrategy
    7. 7. Critical Balance in Strategic Planning Managing for Change Managing for Stability • Adaptability • Desired features • External Forces • Valued attributes • Continued relevance • Core values
    8. 8. The Difference Between… Master Planning & Strategic Planning Where We Master Planning Where We Are At Are Going Strategic Planning Where We Want to Be
    9. 9. Components of a Strategic Plan Vision and Values for the Library Goals for Library Services Strategic DirectionsAction Plan Action Plan Action Plan Action Plan Action Plan Library Strategic Plan Implementation TET Monitoring and Evaluation
    10. 10. PART TWOTHE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING
    11. 11. The Strategic Planning Question What Type of Library Do We Need to be in the Future?
    12. 12. R Levien’s Confronting The Future (ALA)A Branded House or a House of Brands? a conceptual brand portfolioframework By Brian Mathews; The Ubiquitous Librarian
    13. 13. The Need for Change Use of the “Won’t “Not Top Sample Public Library Change” of Mind” Avid 17% 39% 8% Frequent 31% 17% 1% Occasional 40% 24% 23% Infrequent 12% 35% 46% Total 100% 28% 31%
    14. 14. The Strategic Planning Question Strategic Plans are about change – fundamental and significant change – to move the library from a place that is no longer relevant and sustainable to one that is vibrant, engaged and essential to the life of your community
    15. 15. Structuring of the Strategic Plan
    16. 16. PART THREESeven Keys to a Successful to Strategic Plan
    17. 17. Seven Keys to Success Be courageous Be committed Be selective Be visionary Be a leader not a follower Stick to strategy: details to follow Measure your progress
    18. 18. BE COURAGEOUS
    19. 19. The Courage to Embrace Change The SWOT is a powerful analytical tool – but only if used properly Honestly assess key strengths and weaknesses Focus on the future – ensure “O” and “T” are grounded in research on the future of communities and libraries Frame the SWOT as “SoWOT” – seriously consider what this means for your library
    20. 20. BE COMMITTED
    21. 21. Commit the Time and Energy  Strategic Planning is hard work  Advance preparation is essential  The Board and senior staff must commit a significant amount of time if the process is to be meaningful
    22. 22. Key to Success #3 BE SELECTIVE
    23. 23. Less is More Isolate elements of the SWOT that indicate the need for change – all else is irrelevant and distracts you from the primary purpose of the strategic plan In most cases – the critical considerations can be counted on one hand – in most strategic plans 80% of the strengths and weaknesses are of no significance
    24. 24. Be Visionary
    25. 25. “Vision statements … are alsothe most overused, abused, and poorly written part of strategic planning you will ever see” Peter Wright http://www.planningbootcamp.com
    26. 26. A Good Vision Statement Describes a library that in many respects bears no resemblance to the one that we know today Sets the “target” for the Strategic Plan Asks and answers the really interesting questions about the future of your library
    27. 27. Some Visioning Questions Does Our Vision of the future library Have buildings; are they anything like today’s buildings? What are librarians doing in the library? Indeed, are libraries staffed by librarians? What are staff doing? What skills do they need? Who is using the library? For what purpose? What services are available that are not today? What can you do in the library that isn’t allowed today?
    28. 28. BE A LEADER NOT A FOLLOWER
    29. 29. Leadership in Strategic Planning “The only way a leader is going to translate a vision into reality – an ability that is the essence of leadership – is to anchor, implement and execute that vision through a variety of policies, practices, procedures and systems that will bring in people and empower them to implement the vision”. Warren Bennis
    30. 30. Demonstrating Leadership Embrace change – even if it is not comfortable Challenge public opinion and perceptions – be prepared to take your community in a different direction Actively engage segments of your community that no longer view the library as a important part of their life or a vital contributor to their interests  “Non users?” nah…..”potential customers” Make your case for change – reasoned, defensible and practical – and then do it.
    31. 31. STICK TO STRATEGY- Details to Follow
    32. 32. Remain Focused on the Strategic Plan  ``Umbrella`` document – all other plans and policies are guided by the Strategic Plan  Do not attempt to do complementary plans and policies as part of the Strategic Plan  However – update existing and develop new plans and policies to be in line with the Strategic Plan
    33. 33. MEASURE YOUR PROGRESS
    34. 34. Effective Implementation Library Strategic Plan Other Plans/Strategies Recommendations Implementation Approaches  staffing  budget  programs/services  schedules  marketing  accountability Capital / Operating Budget Performance Measures
    35. 35. Monitoring and Evaluation Identify a few measurable criteria of success directly related to the major strategic directions in the plan Be prepared to invest the time and resources required to establish effective monitoring mechanisms To the extent possible, tie into measures adopted by other agencies Use the measures to tell your story in a persuasive manner to those that matter
    36. 36. PART FOURSumming Up
    37. 37. Starship Enterprise or Spruce Goose?
    38. 38. A Good SP? 1. Well grounded in futures research? 2. Lead rather than follow public opinion? 3. Passionate discussion, difficult perspectives on the future? 4. Things to “let go” on the table?
    39. 39. A Good SP? What We Produced 1. Library fundamentally changed? 2. Significant reallocation of resources? 3. Review and restructure staff roles and responsibilities? 4. Update or adopt complementary plans and policies? 5. Commitment to track trends, review research and monitor implementation?
    40. 40. Finally – Have Fun; Celebrate Success
    41. 41. Questions? Thank you
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