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Jim morgenstern strat planning presentation distribution copy
 

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    Jim morgenstern strat planning presentation distribution copy Jim morgenstern strat planning presentation distribution copy Presentation Transcript

    • OLA Super Conference 2011 d m A Planning & Management Services Inc. Library Strategic Planning Feb 2011 Presentation Notes from: OLA Conference: Feb. 5, 2011 Copyright: dmA Planning and Management Services – Not to be reprinted, circulated or presented without the prior written permission of the d m A.
    • A Lost Opportunity?
      • All planning is a good thing
      • There are good Strategic Plans
      • But there are also good plans that are Not Strategic Plans – and that is the lost opportunity
    • My Presentation
      • Planning 101 – Master Plans vs. Strategic Plans
      • Strategic Plans – The Essential Elements
      • Avoiding Lost Opportunities - -Why Strategic Plans Fails
    • PART ONE PLANNING 101 – Strategic Plans, Master Plans and Management Plans
    • Three Simple Questions
      • What Do We Hope to Accomplish by Providing Library Services?
      • What Do We Need to Provide?
      • How Should We Provide It?
    • Three Different Answers What Do We Need to Accomplish Our Goals? Library Master Plan Feasibility Studies for New Libraries Collection Development Strategy How Will We Provide Facilities/Services to Meet Our Goals? Marketing Plans Organizational Reviews Policy Analysis Staffing Review What We Hope to Accomplish? Vision, Goals, Strategic Directions/ Action Plans Strategic Plan Management Plans Master Plan
    • PART TWO THE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING
    • Overview: Steps in the Master Planning Process
      • Where are we now?
      • What factors will affect future demand?
      • What are other communities doing?
      • What does the public want?
      • What do we need to provide?
      • When should we update our plan?
      • Inventory
      • Demographics/Trends
      • Research/Benchmarks
      • Public Participation
      • Recommendations –Facilities, Services
      • Fixed Term Review or Funding Cycle
    • Overview: Steps in the Strategic 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
    • The Difference Between… Master Planning Strategic Planning Where We Are At Where We Are Going Master Planning & Strategic Planning Where We Want to Be
    • Critical Balance in SP Managing for Stability
      • Desired features
      • Valued attributes
      • Core values
      Managing for Change
      • Adaptability
      • External Forces
      • Continued relevance
    • The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints
        • Vision
        • Preferred future (Year 2025)
      • Retain all that is positive/essential
      • Change to prosper/remain relevant
      Long Term Strategic Directions
        • Short Term Action Plans
        • Monitoring & Evaluation
        • Complementary Plans/Projects
        • Facilities and Services Plan
      • Marketing strategy
      • Staff development/training
      • Ongoing customer satisfaction research
    • Definition of a Strategic Plan
      • 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
    • PART FOUR LOST OPPORTUNITIES – WHY STRATEGIC PLANS FAIL
    • Five Lost Opportunities
      • Ineffective Vision
      • Limited Attention to Future Forecasting
      • Poor Leadership
      • Inappropriate Use of Community Input
      • Not Enough Time Committed to the Planning Process
    • Why We Fail: Lost Opportunity 1 Ineffective Vision
      • “ 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
    • What a Vision is NOT
      • Lazy – a tagline or slogan
      • Familiar – a description of your library today
      • Boring – unimaginative, unexciting, uninspiring
      • Self-Serving – focused on past accomplishments rather than future expectations (dreams)
    • An Effective Vision
      • Addresses the SW and the OT in the SWOT
      • Communicates a Clear Picture of a Preferred Future
      • Focused on the Need for Major Changes
      • Directly Tied to Goals / Strategic Directions and Ultimately Recommendations
    • Why We Fail: Lost Opportunity 2 Limited Attention to Future Forecasting
    • The Extreme Future
      • Ability to predict and adapt to extreme change
      • Enlightened leadership – a bold new vision
      • Investment in innovation
      • Immigration and new lifestyles
      • Global security threats – terror and global democracy – free minds, free speech
      • Quality public education
      • Transformed workforce
    • My Four Rules of Forecasting
      • #1 – Forecasts are incorrect as often as not
      • #2 – There is no right answer – just differing assumptions
      • #3 – Forecasting is based on analysis not guesswork – and you can often spot a bad forecast
      • #4 – Notwithstanding Rule #1 – any forecast is a good thing if it makes you question your assumptions; think creatively about the future; and act to anticipate a different future
    • Why We Fail: Lost Opportunity 3 Poor Leadership
    • 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
    • Why We Fail: Lost Opportunity 4 Inappropriate Use of Community Input
    • Community Consultation
      • “ Consultation with the public at large, and other stakeholders, is a key element of this Plan”.
      • RFP for a Library Strategic Plan
    • Why We Fail: Lost Opportunity 5 Not Enough Time Committed to the Plan
    • The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints
        • Vision
        • Preferred future (Year 2025)
      • Retain all that is positive/essential
      • Change to prosper/remain relevant
      Long Term Strategic Directions
        • Short Term Action Plans
        • Monitoring & Evaluation
        • Complementary Plans/Projects
        • Facilities and Services Plan
      • Marketing strategy
      • Staff development/training
      • Ongoing customer satisfaction research
    • Summing Up
    • A Good SP? Six Questions
      • Is it a Strategic Plan or a Master Plan?
      • Does the Vision describes a Library that would not be recognized as your Library today?
      • Did you forecast the future – address major social/economic changes?
      • Does the Plan consider, and likely change , key outcomes and priorities?
      • Does the Plan lead rather than follow public opinion?
      • Does it reallocate resources?
    • Thank You & Your Questions