From Strategic Planning to Taking Action

1,123 views

Published on

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,123
On SlideShare
0
From Embeds
0
Number of Embeds
7
Actions
Shares
0
Downloads
80
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

From Strategic Planning to Taking Action

  1. 1. From Strategic Plans to Taking Action NELINET http://moodle.nelinet.net/moodle/ Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  2. 2. Pow! Wham! Splat! Welcome and Introductions ● Presentation ● Overview of Strategic ● Planning and Process Action Planning ● Break ● Workshop ● Explanation ● Poster Creation ● Poster Presentations ● Conclusion ● Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  3. 3. Why Strategic Planning? • Important trends in society, technology and education • New initiatives (four seasons scheduling, academic renewal, foundational skills) • Efficient and effective use of limited resources • Community outreach • Basis for assessment and accreditation Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  4. 4. Why Strategic Planning? “ • Unclear priorities • No long-range plan • Not enough $ resources • Need focused mission statement and academic identity • Lack of time for planning Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  5. 5. Sin Solution Sloth Diligence Fail to plan Implement a planning process Envy Kindness Fail to understand the Listen and explore environment Lust Chastity Fail to demonstrate vision Develop scenarios and encourage innovation Greed Temperance Fail to focus Develop effective implementation strategies, structures, and reallocations Pride Humility Fail to demonstrate agility Foster a learning organization Wrath Patience Fail to establish Designate individuals or accountability positions within the plan Gluttony Abstinence Fail to assess level of Embed accountability and success metrics in plan, & assess performance Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  6. 6. Strategic Plan? It's the Journey! Shared sense of purpose and ✔ strategic vision of the future Shared criteria for setting ✔ priorities Shared sense of ownership and ✔ commitment Lengthy, cumbersome documents ✗ Static ten-year plans ✗ Unrealistic goals ✗ Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  7. 7. The Process Environmental Scan Mission Goals Trends Analysis Vision Objectives SWOT Analysis Values Success Metrics Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  8. 8. Get SMART! S specific, significant, stretching M measurable, meaningful A agreed upon, attainable, actionable R realistic, results-oriented T time-based, trackable Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  9. 9. A Stab at Assessment • Doing the work right • Doing the right work • NEASC Accreditation • Accountability Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  10. 10. Success Metrics Batman had it easy! • Selection to shelf time reduction from 2 months to 2 weeks • Event attendance at 75% capacity • Average age of browsing fiction less than 5 years (down from 10 years) • Circulation of science books increases 20% • 75% reduction in person-mediated document delivery requests Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  11. 11. Potential Barriers • Need for advocacy • Lack of internal knowledge/expertise • Lack of buy-in, transition management • Lack of resources (e.g. funding) • Conflicting priorities Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  12. 12. Change • Cultural readiness • quot;Seequot; the new work and benefits first • Understand the impact on the customer • Identify work that needs to change/stop second • Support experimentation and false steps Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  13. 13. Identify Resources • Funding • Staff • Facilities • Collections • Marketing • External dependencies Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  14. 14. Achievable Deadlines Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  15. 15. A Leader • Is committed. • Has access to needed resources. • Will communicate effectively (progress, barriers, etc.). • Inspires action and buy-in. Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island
  16. 16. Questions More on Assessment Stay tuned for more courses on library planning and assessment throughout the year. Stay in touch Stephen Spohn spohn@nelinet.net Thank you Thanks for your time! Let us know about your successes and challenges with planning and assessment. Connecticut • Maine • Massachusetts • New Hampshire • Vermont • Rhode Island

×