Jim Morgenstern Library Strategic Planning

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Presented at OLA 2011 Superconference: Why library strategic planning goes wrong, and how to prevent it

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Jim Morgenstern Library Strategic Planning

  1. 1. OLA Super Conference 2011 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 dmA. dmA Planning & Management Services Inc.
  2. 2. 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 dmA Planning & Management Services
  3. 3. My Presentation 1. Planning 101 – Master Plans vs. Strategic Plans 2. Strategic Plans – The Essential Elements 3. Avoiding Lost Opportunities - - Why Strategic Plans Fails dmA Planning & Management Services
  4. 4. PART ONEPLANNING 101 – Strategic Plans, Master Plans and Management Plans
  5. 5. Three Simple Questions 1. What Do We Hope to Accomplish by Providing Library Services? 2. What Do We Need to Provide? 3. How Should We Provide It? dmA Planning & Management Services
  6. 6. Three Different Answers Strategic Plan What We Hope to Accomplish? Master Plan Vision, Goals, Strategic Management Plans What Do We Need to Directions/ Action Plans How Will We Provide Accomplish Our Facilities/Services to Goals? Meet Our Goals?Library Master Plan Marketing PlansFeasibility Studies for New Organizational ReviewsLibraries Policy AnalysisCollection Development Staffing ReviewStrategy dmA Planning & Management Services
  7. 7. PART TWOTHE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING
  8. 8. Overview: Steps in the Master Planning Process1. Where are we now? • Inventory2. What factors will affect future • Demographics/Trends demand? • Research/Benchmarks3. What are other communities doing?4. What does the public want? • Public Participation • Recommendations –5. What do we need to provide? Facilities, Services • Fixed Term Review6. When should we update our plan? or Funding Cycle dmA Planning & Management Services
  9. 9. Overview: Steps in the Strategic Planning Process1. Where are we now? • Situation Audit2. How did we get in this situation? • Environmental Scan3. What will likely happen if we • Research continue as we are? • Vision Values4. Where do we want to go? • Goals5. How do we get there? • Strategic Directions • Action Plans6. How do we know we’re there? • Monitoring dmA Planning & Management Services
  10. 10. The Difference Between… Master Planning & Strategic Planning Where We Master Planning Where We Are At Are Going Strategic Planning Where We Want to Be dmA Planning & Management Services
  11. 11. Critical Balance in SP Managing for Change Managing for Stability • Adaptability • Desired features • External Forces • Valued attributes • Continued relevance • Core values dmA Planning & Management Services
  12. 12. The Structure of the Strategic Plan Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints SWOT Vision Preferred future (Year 2025) Retain all that is positive/essential Change to prosper/remain relevant Long Term Strategic Directions Complementary Plans/Projects Facilities and Services Plan Short Term Action Plans Marketing strategy Staff development/training Ongoing customer satisfaction research Monitoring & Evaluation dmA Planning & Management Services
  13. 13. 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 dmA Planning & Management Services
  14. 14. PART FOURLOST OPPORTUNITIES – WHY STRATEGIC PLANS FAIL
  15. 15. Five Lost Opportunities 1. Ineffective Vision 2. Limited Attention to Future Forecasting 3. Poor Leadership 4. Inappropriate Use of Community Input 5. Not Enough Time Committed to the Planning Process dmA Planning & Management Services
  16. 16. Why We Fail: Lost Opportunity 1 Ineffective Vision dmA Planning & Management Services
  17. 17. “ 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 dmA Planning & Management Services
  18. 18. 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) dmA Planning & Management Services
  19. 19. 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 dmA Planning & Management Services
  20. 20. Why We Fail: Lost Opportunity 2Limited Attention to Future Forecasting dmA Planning & Management Services
  21. 21. 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 dmA Planning & Management Services
  22. 22. 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 dmA Planning & Management Services
  23. 23. Why We Fail: Lost Opportunity 3 Poor Leadership dmA Planning & Management Services
  24. 24. 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 dmA Planning & Management Services
  25. 25. Why We Fail: Lost Opportunity 4Inappropriate Use of Community Input dmA Planning & Management Services
  26. 26. Community Consultation “Consultation with the public at large, and other stakeholders, is a key element of this Plan”.RFP for a Library Strategic Plan dmA Planning & Management Services
  27. 27. Why We Fail: Lost Opportunity 5Not Enough Time Committed to the Plan dmA Planning & Management Services
  28. 28. The Structure of the Strategic Plan Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints SWOT Vision Preferred future (Year 2025) Retain all that is positive/essential Change to prosper/remain relevant Long Term Strategic Directions Complementary Plans/Projects Facilities and Services Plan Short Term Action Plans Marketing strategy Staff development/training Ongoing customer satisfaction research Monitoring & Evaluation dmA Planning & Management Services
  29. 29. Summing Up dmA Planning & Management Services
  30. 30. A Good SP? Six Questions1. Is it a Strategic Plan or a Master Plan?2. Does the Vision describes a Library that would not be recognized as your Library today?3. Did you forecast the future – address major social/economic changes?4. Does the Plan consider, and likely change, key outcomes and priorities?5. Does the Plan lead rather than follow public opinion?6. Does it reallocate resources? dmA Planning & Management Services
  31. 31. Thank You &Your QuestionsdmA Planning & Management Services

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