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  1. 1. Strategic Planning and Marketing Oct. 30, 2006 <ul><li>today’s topics: </li></ul><ul><ul><li>marketing client services in the not-for-profit environment : turning features into benefits – with Della Paradis </li></ul></ul><ul><ul><li>strategic planning principles for continuous renewal </li></ul></ul><ul><ul><li>strategic planning assignment – choice of “corporate” library due Nov 7 – email me </li></ul></ul>
  2. 2. strategic: plan: of or serving the ends of strategy strategic plan: <ul><li>statement(s) of direction for policy & action… </li></ul><ul><li>- anticipating the changing environment </li></ul><ul><li>leading to meaningful change to be achieved in 2-5 yrs </li></ul>a design; an intention or proposed proceeding; a goal
  3. 3. proposing a process for developing the strategic plan carrying out the proposal to end up with… the strategic plan … to be implemented through work (action or operational) plans overall strategic planning cycle
  4. 4. 1 month for you to develop the proposal 6 months for [someone] to carry out the proposal and end up with the strategic plan 3 years for management & staff to implement the strategic plan
  5. 5. <ul><li>&quot; Would you tell me, please, which way I ought to walk from here?“ </li></ul><ul><li>&quot; That depends a good deal on where you want to get to ,&quot; said the Cat. </li></ul><ul><li>&quot; I don't much care where–––,&quot; said Alice. </li></ul><ul><li>“ Then it doesn’t matter which way you go ,” said the Cat. </li></ul><ul><li>&quot; –––so long as I get somewhere ,&quot; Alice added as an explanation. </li></ul><ul><li>&quot; Oh, you're sure to do that ,&quot; said the Cat, &quot; if you only walk long enough .“ - Alice in Wonderland, by Lewis Carroll, p.63 </li></ul>
  6. 6. Planning starts with vision, and vision comes from reviewing the past and imagining the future – from considering what we want and what world we are entering.
  7. 7. principles of outcomes-based strategic planning: <ul><li>anticipating the future: creating a shared, preferred, values-based, outcomes-based vision (mental image) of how the org’n wishes key stakeholders to perceive it </li></ul><ul><li>by preparing for likely changes </li></ul><ul><li>through evidence-based situation assessments </li></ul><ul><li>by means of inclusive, participatory processes involving key stakeholders </li></ul><ul><li>to make risk-taking, “good-enough” choices </li></ul><ul><li>for establishing and monitoring priorities for the use of resources to serve clients well (strategic staffing and strategic budgeting – i.e., strategic management) </li></ul>
  8. 8. Edmonton Public Library Strategic Plan, 2006-2010 http://www.epl.ca/ResourcesPDF/StrategicPlan2006-10. pdf <ul><li>introduction </li></ul><ul><li>our mission </li></ul><ul><li>our enduring values </li></ul><ul><li>where we have come from </li></ul><ul><li>the environment in which we work </li></ul><ul><li>where we are headed: a vision for 1020 </li></ul><ul><li>strategies to take us there </li></ul>
  9. 9. Brantford Public Library Strategic Plan, 2001-2003 <ul><li>Executive summary </li></ul><ul><li>Introduction </li></ul><ul><li>Mission, values, principles </li></ul><ul><li>The changing world around us </li></ul><ul><ul><li>Changes in our society </li></ul></ul><ul><ul><li>What this means for public libraries </li></ul></ul><ul><li>Community goals (actions with timelines for each goal) </li></ul><ul><li>Organizational goals </li></ul>
  10. 10. Toronto Public Library Strategic Plan, 2004-2007 http://www.torontopubliclibrary.ca/abo_stp_index. jsp – see handout <ul><li>Message from the Mayor </li></ul><ul><li>Welcome to Urban Stories: The Next Chapter </li></ul><ul><li>Our Vision </li></ul><ul><li>Our First Strategic Plan </li></ul><ul><li>Engaging Toronto’s Citizens </li></ul><ul><li>Key Priorities 2004-2007 </li></ul><ul><li>1. Books and Culture 2. Low-Income Neighbourhoods 3. Newcomers 4. Youth </li></ul><ul><li>Our Operating Principles </li></ul><ul><li>Our Mission </li></ul><ul><li>Our Values </li></ul>
  11. 11. process of outcomes-based strategic planning: <ul><li>identify, consult, and involve all stakeholders (users, non-users, staff, partners, suppliers, vendors, donors, champions, supporters) – i.e., those who influence library direction and operation; those who contribute to library outputs; those who benefit from library services & products </li></ul><ul><li>scan environment external, internal – SWOT, PESTDL* </li></ul><ul><li>prepare mission, vision, and values statements </li></ul><ul><li>formulate strategic goals and objectives, outputs and outcomes (impacts, benefits) </li></ul><ul><li>* political, economic, social, technological, demographic, & legal – aka PEST or STEEP (social, technological, economic, environmental, & political) </li></ul>
  12. 12. analysis & planning tools: <ul><li>SWOT analysis – formal & informal internal environment & organizational structure; information flow; policies; traditions & practices; union presence; management style; management & staff beliefs, values, & ethics; HR policies including recruitment, orientation, training, & retention; staff skills; technology; budgets; planning systems </li></ul><ul><li>PESTDL assessment – environmental scanning, trend analysis, market analysis – primary ways of receiving input from and about stakeholder groups including competitors, partners, suppliers and vendors </li></ul><ul><li>project management – for organizing, sequencing, scheduling, & monitoring tasks & staff – Gantt chart, PERT network analysis, CPM analysis </li></ul>
  13. 13. in sum: effective planning depends on… <ul><li>good project management </li></ul><ul><li>wide-ranging, inclusive stakeholder consultation – including appropriate level of staff involvement </li></ul><ul><li>situation & environmental scan thoroughness </li></ul><ul><li>user-centred, outcomes-based focus </li></ul><ul><li>staff training </li></ul><ul><li>management & staff commitment – to implementation & continuous review, evaluation, feedback, & improvement </li></ul><ul><li>marketing and communication planning – both internally & externally </li></ul>
  14. 14. levels of service planning: operational planning – creating the present for delivering service strategic planning – creating the future what to do when how who with what
  15. 15. <ul><li>PPBS planning programming budgeting system </li></ul><ul><li>ZBB zero-based budgeting </li></ul><ul><li>MBO management by objectives </li></ul><ul><li>TQM total quality management </li></ul><ul><li>TQL total quality leadership </li></ul><ul><li>SPC statistical process control </li></ul><ul><li>BPR business process reengineering </li></ul><ul><li>QA quality assurance </li></ul><ul><li>CI continuous improvement </li></ul><ul><li>quality improvement </li></ul><ul><li>zero defects </li></ul>alphabet soup of planning techniques – different names, same ideas
  16. 16. <ul><li>The most successful strategies are vision, not plans. – Henry Mintzberg </li></ul><ul><li>I have always found that plans are useless, but planning is indispensable.” - Dwight Eisenhower </li></ul><ul><li>A vision without a plan is an hallucination. – Anon. </li></ul><ul><li>The typical mission statement is a long, awkward sentence or paragraph that demonstrates management’s inability to think clearly. – Scott Adams </li></ul><ul><li>We don’t plan to fail – we only fail to plan. </li></ul>What writers have said about planning…