Jim morgenstern strat planning presentation distribution copy

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Jim morgenstern strat planning presentation distribution copy

  1. 1. 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.
  2. 2. A Lost Opportunity? <ul><li>All planning is a good thing </li></ul><ul><li>There are good Strategic Plans </li></ul><ul><li>But there are also good plans that are Not Strategic Plans – and that is the lost opportunity </li></ul>
  3. 3. My Presentation <ul><li>Planning 101 – Master Plans vs. Strategic Plans </li></ul><ul><li>Strategic Plans – The Essential Elements </li></ul><ul><li>Avoiding Lost Opportunities - -Why Strategic Plans Fails </li></ul>
  4. 4. PART ONE PLANNING 101 – Strategic Plans, Master Plans and Management Plans
  5. 5. Three Simple Questions <ul><li>What Do We Hope to Accomplish by Providing Library Services? </li></ul><ul><li>What Do We Need to Provide? </li></ul><ul><li>How Should We Provide It? </li></ul>
  6. 6. 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
  7. 7. PART TWO THE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING
  8. 8. Overview: Steps in the Master Planning Process <ul><li>Where are we now? </li></ul><ul><li>What factors will affect future demand? </li></ul><ul><li>What are other communities doing? </li></ul><ul><li>What does the public want? </li></ul><ul><li>What do we need to provide? </li></ul><ul><li>When should we update our plan? </li></ul><ul><li>Inventory </li></ul><ul><li>Demographics/Trends </li></ul><ul><li>Research/Benchmarks </li></ul><ul><li>Public Participation </li></ul><ul><li>Recommendations –Facilities, Services </li></ul><ul><li>Fixed Term Review or Funding Cycle </li></ul>
  9. 9. Overview: Steps in the Strategic Planning Process <ul><li>Where are we now? </li></ul><ul><li>How did we get in this situation? </li></ul><ul><li>What will likely happen if we continue as we are? </li></ul><ul><li>Where do we want to go? </li></ul><ul><li>How do we get there? </li></ul><ul><li>How do we know we’re there? </li></ul><ul><li>Situation Audit </li></ul><ul><li>Environmental Scan </li></ul><ul><li>Research </li></ul><ul><li>Vision Values </li></ul><ul><li>Goals </li></ul><ul><li>Strategic Directions </li></ul><ul><li>Action Plans </li></ul><ul><li>Monitoring </li></ul>
  10. 10. The Difference Between… Master Planning Strategic Planning Where We Are At Where We Are Going Master Planning & Strategic Planning Where We Want to Be
  11. 11. Critical Balance in SP Managing for Stability <ul><li>Desired features </li></ul><ul><li>Valued attributes </li></ul><ul><li>Core values </li></ul>Managing for Change <ul><li>Adaptability </li></ul><ul><li>External Forces </li></ul><ul><li>Continued relevance </li></ul>
  12. 12. The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints <ul><ul><li>Vision </li></ul></ul><ul><ul><li>Preferred future (Year 2025) </li></ul></ul><ul><li>Retain all that is positive/essential </li></ul><ul><li>Change to prosper/remain relevant </li></ul>Long Term Strategic Directions <ul><ul><li>Short Term Action Plans </li></ul></ul><ul><ul><li>Monitoring & Evaluation </li></ul></ul><ul><ul><li>Complementary Plans/Projects </li></ul></ul><ul><ul><li>Facilities and Services Plan </li></ul></ul><ul><li>Marketing strategy </li></ul><ul><li>Staff development/training </li></ul><ul><li>Ongoing customer satisfaction research </li></ul>
  13. 13. Definition of a Strategic Plan <ul><li>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 </li></ul>
  14. 14. PART FOUR LOST OPPORTUNITIES – WHY STRATEGIC PLANS FAIL
  15. 15. Five Lost Opportunities <ul><li>Ineffective Vision </li></ul><ul><li>Limited Attention to Future Forecasting </li></ul><ul><li>Poor Leadership </li></ul><ul><li>Inappropriate Use of Community Input </li></ul><ul><li>Not Enough Time Committed to the Planning Process </li></ul>
  16. 16. Why We Fail: Lost Opportunity 1 Ineffective Vision
  17. 17. <ul><li>“ Vision statements … are also the most overused, abused, and poorly written part of strategic planning you will ever see” </li></ul><ul><li>Peter Wright http://www.planningbootcamp.com </li></ul>
  18. 18. What a Vision is NOT <ul><li>Lazy – a tagline or slogan </li></ul><ul><li>Familiar – a description of your library today </li></ul><ul><li>Boring – unimaginative, unexciting, uninspiring </li></ul><ul><li>Self-Serving – focused on past accomplishments rather than future expectations (dreams) </li></ul>
  19. 19. An Effective Vision <ul><li>Addresses the SW and the OT in the SWOT </li></ul><ul><li>Communicates a Clear Picture of a Preferred Future </li></ul><ul><li>Focused on the Need for Major Changes </li></ul><ul><li>Directly Tied to Goals / Strategic Directions and Ultimately Recommendations </li></ul>
  20. 20. Why We Fail: Lost Opportunity 2 Limited Attention to Future Forecasting
  21. 21. The Extreme Future <ul><li>Ability to predict and adapt to extreme change </li></ul><ul><li>Enlightened leadership – a bold new vision </li></ul><ul><li>Investment in innovation </li></ul><ul><li>Immigration and new lifestyles </li></ul><ul><li>Global security threats – terror and global democracy – free minds, free speech </li></ul><ul><li>Quality public education </li></ul><ul><li>Transformed workforce </li></ul>
  22. 22. My Four Rules of Forecasting <ul><li>#1 – Forecasts are incorrect as often as not </li></ul><ul><li>#2 – There is no right answer – just differing assumptions </li></ul><ul><li>#3 – Forecasting is based on analysis not guesswork – and you can often spot a bad forecast </li></ul><ul><li>#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 </li></ul>
  23. 23. Why We Fail: Lost Opportunity 3 Poor Leadership
  24. 24. Leadership in Strategic Planning <ul><li>“ 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”. </li></ul><ul><li>Warren Bennis </li></ul>
  25. 25. Why We Fail: Lost Opportunity 4 Inappropriate Use of Community Input
  26. 26. Community Consultation <ul><li>“ Consultation with the public at large, and other stakeholders, is a key element of this Plan”. </li></ul><ul><li>RFP for a Library Strategic Plan </li></ul>
  27. 27. Why We Fail: Lost Opportunity 5 Not Enough Time Committed to the Plan
  28. 28. The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints <ul><ul><li>Vision </li></ul></ul><ul><ul><li>Preferred future (Year 2025) </li></ul></ul><ul><li>Retain all that is positive/essential </li></ul><ul><li>Change to prosper/remain relevant </li></ul>Long Term Strategic Directions <ul><ul><li>Short Term Action Plans </li></ul></ul><ul><ul><li>Monitoring & Evaluation </li></ul></ul><ul><ul><li>Complementary Plans/Projects </li></ul></ul><ul><ul><li>Facilities and Services Plan </li></ul></ul><ul><li>Marketing strategy </li></ul><ul><li>Staff development/training </li></ul><ul><li>Ongoing customer satisfaction research </li></ul>
  29. 29. Summing Up
  30. 30. A Good SP? Six Questions <ul><li>Is it a Strategic Plan or a Master Plan? </li></ul><ul><li>Does the Vision describes a Library that would not be recognized as your Library today? </li></ul><ul><li>Did you forecast the future – address major social/economic changes? </li></ul><ul><li>Does the Plan consider, and likely change , key outcomes and priorities? </li></ul><ul><li>Does the Plan lead rather than follow public opinion? </li></ul><ul><li>Does it reallocate resources? </li></ul>
  31. 31. Thank You & Your Questions

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