The document discusses strategic planning for libraries. It outlines the key differences between strategic plans and master plans, noting that strategic plans should focus on where the library wants to go in the future rather than just where it is now. The presentation identifies five common reasons why strategic plans fail: having an ineffective vision, limited future forecasting, poor leadership, inappropriate use of community input, and not committing enough time to the planning process. Effective strategic plans require envisioning how the library and community may change in the future.

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. 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

3. My Presentation Planning 101 – Master Plans vs. Strategic Plans Strategic Plans – The Essential Elements Avoiding Lost Opportunities - -Why Strategic Plans Fails

4. PART ONE PLANNING 101 – Strategic Plans, Master Plans and Management Plans

5. Three Simple Questions What Do We Hope to Accomplish by Providing Library Services? What Do We Need to Provide? How Should We Provide It?

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. PART TWO THE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING

8. Overview: Steps in the Master Planning Process Where are we now? What factors will affect future demand? What are other communities doing? What does the public want? What do we need to provide? When should we update our plan? Inventory Demographics/Trends Research/Benchmarks Public Participation Recommendations –Facilities, Services Fixed Term Review or Funding Cycle

9. 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

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. Critical Balance in SP Managing for Stability Desired features Valued attributes Core values Managing for Change Adaptability External Forces Continued relevance

12. The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints Vision Preferred future (Year 2025) Retain all that is positive/essential Change to prosper/remain relevant Long Term Strategic Directions Short Term Action Plans Monitoring & Evaluation Complementary Plans/Projects Facilities and Services Plan Marketing strategy Staff development/training Ongoing customer satisfaction research

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

14. PART FOUR LOST OPPORTUNITIES – WHY STRATEGIC PLANS FAIL

15. Five Lost Opportunities Ineffective Vision Limited Attention to Future Forecasting Poor Leadership Inappropriate Use of Community Input Not Enough Time Committed to the Planning Process

16. Why We Fail: Lost Opportunity 1 Ineffective Vision

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

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)

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

20. Why We Fail: Lost Opportunity 2 Limited Attention to Future Forecasting

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

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

23. Why We Fail: Lost Opportunity 3 Poor Leadership

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

25. Why We Fail: Lost Opportunity 4 Inappropriate Use of Community Input

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

27. Why We Fail: Lost Opportunity 5 Not Enough Time Committed to the Plan

28. The Structure of the Strategic Plan SWOT Situation Audit Environmental Scan strengths/weaknesses opportunities/constraints Vision Preferred future (Year 2025) Retain all that is positive/essential Change to prosper/remain relevant Long Term Strategic Directions Short Term Action Plans Monitoring & Evaluation Complementary Plans/Projects Facilities and Services Plan Marketing strategy Staff development/training Ongoing customer satisfaction research

29. Summing Up

30. A Good SP? Six Questions Is it a Strategic Plan or a Master Plan? Does the Vision describes a Library that would not be recognized as your Library today? Did you forecast the future – address major social/economic changes? Does the Plan consider, and likely change , key outcomes and priorities? Does the Plan lead rather than follow public opinion? Does it reallocate resources?

31. Thank You & Your Questions