Prepared for the Chester County Public Library January 9, 2006 Introduction to Strategic Planning South Carolina State Library

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

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 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

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 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

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

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

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 ?

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

The Changing Library Environment Higher Expectations/Fewer Resources Technology Alternative Information Providers Changing Role of the Library as a Leader / Community Developer Partnerships New M anagement Approaches Restructuring A mong L ibrary P roviders

Higher Expectations/Fewer Resources

Technology

Alternative Information Providers

Changing Role of the Library as a Leader / Community Developer

Partnerships

New M anagement Approaches

Restructuring A mong L ibrary P roviders

“ There is no reason for any individual to have a computer in their home.” Ken Olsen, president of Digital Equipment Corporation, 1977 . 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

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

Desired features

Valued attributes

Core values

Adaptability

External Forces

Continued relevance

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

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

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

Profile of Existing Services

Historical Changes in Services

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

SWOT

Trends and Best Practices

Local Factors Affecting Changes

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

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.

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.

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

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?

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

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.

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

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

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. 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 Goals Position the Libraries as an institution that is continually relevant and vital to the success of Chester’s future, providing essential services for vibrant, healthy, sustainable and diverse communities. The Library and its Branches, rooted in Chester’s vibrant and healthy communities, are meeting places and destinations that enliven their neighborhoods, enhance understanding of cultural diversities, and link people to one another, to a sense of Chester’s past, and to their shared future. 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

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?

Why Plans Fail Part Four:

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

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 County/Local Strategic Plan Library Strategic Plan Action Plans Performance Measures Capital / Operating Budget Implementation Strategies staffing programs/services marketing budget schedules accountability

staffing

programs/services

marketing

budget

schedules

accountability

Why We Fail # 3 Poor Leadership

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

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 Your Strategic Plan

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?

Part Five Doing A Plan – What’s Involved

Creating a Plan: Who is Involved 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

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

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

Facilitator

Writer

Researcher

Design the process and facilitate Board/senior staff discussions

Document discussion and prepare report

Prepare the Environmental Scan

Creating a Plan : Other Considerations Outside Assistance Timing Monitoring and Updating Resources

Outside Assistance

Timing

Monitoring and Updating

Resources

Discussion Question #5 What are the options for your library to prepare a strategic plan?

Dr. Curtis R. Rogers Director, Division of Statewide Library Services SC State Library [email_address] 803-734-8928 www.statelibrary.sc.gov Thank You