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Deb Hoadley, Advisor Massachusetts Library SystemPresented at NHLTA Spring Conference May 21, 2012
Includes vision which Exact results over a drives decisions period of time Process oriented Product oriented External forces Internal forces Stable Allows organization to Projection of the future respond to changes in environmentStrategic Planning Long-Range Planning
Parts of Plan DefinitionMission Statement Statement of purpose; fundamental reason for the library’s existence; major service roleVision Statement What the library wants to be; how it wants to operate; concentrates on the futureGoals Broad statements describing desired results (not measurable)Objectives Specific, short range statements of results that help to implement the goal; define what will be done, by who and by when (measurable)Actions/Activities The means to accomplish an objective; specific tasks; specific time to accomplishOutcomes A final result; something that comes from an actionMethodology Identification of the specific planning process; including assessment of user needs (surveys, focus groups, forums)
Steps to having a great plan:1. Strategic Planning Committee2. S.O.A.R. exercise3. Community Visioning Exercise4. Surveys/Community Forums/Focus Groups/Intervies5. Look at trends and patterns6. Write the plan
Strategic Planning Model (Shirley and Volkwein, 1978) External Needs, Opportunities, and ConstraintsInstitutional Mission,Vision, Decisions onEducational Programs,Philosophy, “Matching Process” Priorities,Role and Scope, Policies, &Goals and Objectives Budgets Internal Strengths and Capabilities