The document discusses various strategic planning models important for special libraries, emphasizing that effective planning is crucial for aligning with organizational goals and user needs. It outlines five major models: basic, issue/goal-based, self-organizing, alignment and organic, and scenario planning, each with unique approaches and applications. These planning models aid in organizing tasks, developing action plans, and responding to evolving business needs within the context of a library's strategic objectives.

1. By Francheska Vonne S. Gali, BLIS-III, LIBSCI 36
Planning Models
in Special
Libraries

2. Need For Planning
• The ability to plan for the future is at the center of management
activities, and it can be seen in every stage of an organization's
development.
• All planning processes revolve around strategy, which typically
includes the organization's purpose, policies, programs, actions,
decisions, and resource allocation.
• The planning process employs a variety of models. Each of the
models mentioned has its own set of advantages and disadvantages.
• Basic, issue-based, alignment, scenario, and organic are the five
major models for strategic planning (Evans, G. E., & Greenwell, S.,
2020). A self-organizing model is also involved in strategic planning
(Stueart, R. D., & Moran, B. B., 2007).

3. What is a strategic planning model?
● A strategic planning model refers to several
elements that go into the planning process.
● Strategic planning models can be thought of as
"templates" into which you can place your ideas.
Finally, you'll have a well-structured strategic plan that
provides you with a defined set of activities to
accomplish.
About Planning Models

4. About Planning Models
• The most critical measures for special libraries and information
centers are to meet users' in-depth and dynamic information needs
and to carry out the goals and special interests of the sponsoring
organization. As a result, strategic plan priorities must be based on
user needs and the parent organization's overall business
priorities.
• The special library manager must be concerned with the library's
strategic planning process. The library's future, its contribution to
the parent organization, and the working conditions and
distinctiveness of the staff's careers are all heavily reliant on strategic
planning.

5. 04
Basic
Planning Models
02
03
01
Issue/Goal-
Based
Self-
organizing
Alignment
and Organic

6. Scenario
Planning Models
05

7. Basic
Special libraries that are new to
planning or have a limited time to
complete the work use this model.
01

8. How does it
work?
What is the mission
statement of the special
library?
What are the goals you need
to reach to accomplish the
mission statement?
What are specific approaches
or strategies to reach the
goals?
What are the action plans for
implementing the approaches
or strategies?
Basic
• Most people consider basic planning to be strategic
planning.
• Special libraries that are extremely small, busy, and
have not done much strategic planning before
often use this model.
• The process might be implemented in the first year
of the library to obtain a sense of how planning is
done and then expanded in subsequent years with
more planning phases and activities to ensure that
the special library has a well-rounded direction.

9. Issue/Goal-Based
Special libraries expand on their basic model to
become more established and comprehensive.
02

10. Issue/Goal-Based
• It is a simplified version of strategic planning that
applies to information services in smaller
organizations such as special libraries but retains
the majority of the strategic planning components.
• Its goal is to identify the significant challenges that
the special library is currently facing—in other
words, to start with the problems and work out the
issues before expanding or changing your strategy.
• This is usually a short-term (6-12 months) process
with an internal focus.
How does it
work?
What are the SWOT
(Strengths, Weaknesses,
Opportunities, Threats)?
What are the major issues
and objectives?
What are the action plans to
be developed in addressing
the issues, including budget
allocation?

11. Self-organizing
Special libraries continuously revisit the
process for currency.
03

12. Self-organizing
• According to self-organizing planning, strategic
planning is not supposed to be linear or mechanical.
• As a result, it necessitates constant attention to
shared values.
• It's been compared to the growth of an organism,
which is a self-organizing, organic process. It also
necessitates revisiting the process regularly to
envision what needs to be done at that point.
• The planning process is never finished; learning is
continuous, so value examination is required to
keep the process current.
How does it
work?
What is the situation in the
library?
What are the library’s values?
What vision needs to be
formulated?

13. Alignment
and Organic
Special libraries use it to ensure that
their activities align with their mission.
04

14. Alignment and Organic
• It is used to ensure that the special library's
activities align with its mission. It can be used as a
fine-tuning strategy or investigate why existing
strategies aren't working. Some of these methods
rely on computer software to create the model.
• The model's goal is to ensure that the mission of
the special library and its resources are well
aligned to run the library efficiently.
• Organizations trying to fine-tune their strategies or
figure out why their current ones aren't working
can use this model.
How does it
work?
What are the organization’s
mission, programs, resources,
and needed support?
What works well and what
needs adjustment?
What strategies should be
applied to the adjustments?

15. Scenario
Special libraries use it to identify plausible scenarios and then
determine the potential implications of these scenarios.
05

16. Scenario
• It is a type of planning that entails a group process
that encourages creative thinking by asking "What
if?" questions.
• A scenario is created by imagining and describing a
desirable future situation and determining the
sequence of events that will allow one to move
from the current situation to the desired future
situation.
• Peter Senge's five-discipline approach was used
to develop scenario planning.
How does it
work?
What are the variable
elements in the environment?
What is the plausibility and
impact of each scenario?
What are potential strategies
to the scenarios?
Which scenarios are likely to
effect the organization?

17. Organizational
Function
How the models apply to the
organizational function of special libraries

18. • As the word implies, organizing
provides shape and structure to
an organization.
• Organizing involves looking at
all the tasks that have to be done
and deciding how they will be
done and by whom.
• Organizing has long been central
to the study of management.
• In the organization planning
process, there are various
planning models and factors
involved.
Planning Models
and Organizational
Function

19. • Organizations can use strategic
planning tools, such as models, to
help them develop an action plan
to achieve their objectives.
• Finally, the strategy will act as a
guide for action. There are always
new business needs and new
business models to consider. The
planning models provide a
framework for evaluating new
ideas and allocating resources in
light of strategies to advance the
parent organization's priorities.
Planning Models
and Organizational
Function

20. Planning models are effective tools for
communicating the value and relevance of
the special library or information center
when a clear set of priorities and objectives
is established.
(Brown & Gonzalez, 2008; Jaehne, 2012).

21. References
• Basic Overview of Various Strategic Planning Models - Free Management Library. (2022,
January 18). Free Management Library.
https://managementhelp.org/strategicplanning/models.htm
• Caballero, C. (2009). Strategic planning as a prerequisite to strategic marketing action in
libraries and information agencies. The Acquisitions Librarian, 14(28), 22–59.
• Evans, G. E., & Greenwell, S. (2020). Management basics for information professionals.
• Guerriero, D. (1987). Strategic Planning For A Special Library. Nova Southeastern
University. https://nsuworks.nova.edu/gscis_etd/555
• Hobrock, B. G. (2008). Creating your library’s future through effective strategic planning.
Journal of Library Administration, 14(2), 37–57. doi:10.1300/J111v14n02_04
• Jaehne, R. L. (2012). Strategic planning from an organizational perspective. Paper
presentated at the Special Library Administration course at the Graduate of School of
Library and Information Science. Urbana-Champaign, IL.
• Stueart, R. D., & Moran, B. B. (2007). Library and information center management.
Westport, Connecticut: Libraries Unlimited.

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