cla 2012 strategic planning: keep it from failing
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CLA Conference 2012
Strategic Planning: Keep it From Failing
June 2012
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Today
1. Planning 101
How Strategic Plans Differ From Other Plans
2. Strategic Planning
Essential Elements
3. Seven Keys to Success
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Our Position
Library Strategic Plans can be characterized as either
the Starship Enterprise
or the Spruce Goose.
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PART ONE
PLANNING 101 – Strategic Plans, Master Plans and Management Plans
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Three Simple Questions
1. What Kind of Library Do We Need to Be in the Future?
2. What Do We Need to Be That Library?
3. How Should That Library Deliver Services?
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Three Different Answers
What Do We Need to Be That Library?
Library Master Plan
Feasibility Studies for New Libraries
Collection Development Strategy
How Should That Library Deliver
Services?
Marketing Plans
Organizational Reviews
Governance Analysis
Staffing Review
What Kind of Library Do We Want/Need to Be?
Vision, Goals, Strategic
Directions/ Action Plans
Strategic Plan
Management PlansMaster Plan
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Critical Balance in Strategic Planning
Managing for Stability
• Desired features• Valued attributes• Core values
Managing for Change
• Adaptability• External Forces• Continued relevance
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The Difference Between…
Where We Want to Be
Master Planning
Strategic Planning
Where We Are At
Where We Are Going
Master Planning & Strategic Planning
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Components of a Strategic Plan
Action Plan
TET
Vision and Values for the Library
Goals for Library Services
Strategic Directions
Action Plan Action Plan Action Plan
Library Strategic Plan
Implementation
Monitoring and Evaluation
Action Plan
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PART TWO
THE ESSENTIAL COMPONENTS OF STRATEGIC PLANNING
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The Strategic Planning Question
What Type of Library Do We Need to be in the Future?
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A Branded House or a House of Brands? a conceptual brand portfolio framework By Brian Mathews; The Ubiquitous Librarian
R Levien’s Confronting The Future (ALA)
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The Need for Change
Use of the Public Library Sample “Won’t
Change”“Not Top of Mind”
Avid 17% 39% 8%
Frequent 31% 17% 1%
Occasional 40% 24% 23%
Infrequent 12% 35% 46%
Total 100% 28% 31%
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The Strategic Planning Question
Strategic Plans are about change – fundamental and significant change – to move the library from a place that is no
longer relevant and sustainable to one that is vibrant, engaged and essential to the life
of your community
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Structuring of the Strategic Plan
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PART THREE
Seven Keys to a Successful to Strategic Plan
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Seven Keys to Success
Be courageous
Be committed
Be selective
Be visionary
Be a leader not a follower
Stick to strategy: details to follow
Measure your progress
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BE COURAGEOUS
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The Courage to Embrace Change
The SWOT is a powerful analytical tool – but only if used properly
Honestly assess key strengths and weaknesses
Focus on the future – ensure “O” and “T” are grounded in research on the future of communities and libraries
Frame the SWOT as “SoWOT” – seriously consider what this means for your library
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BE COMMITTED
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Commit the Time and Energy
Strategic Planning is hard work
Advance preparation is essential
The Board and senior staff must commit a significant amount of time if the process is to be meaningful
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Key to Success #3
BE SELECTIVE
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Less is More
Isolate elements of the SWOT that indicate the need for change – all else is irrelevant and distracts you from the primary purpose of the strategic plan
In most cases – the critical considerations can be counted on one hand – in most strategic plans 80% of the strengths and weaknesses are of no significance
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Be Visionary
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“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
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A Good Vision Statement
Describes a library that in many respects bears no resemblance to the one that we know today
Sets the “target” for the Strategic Plan
Asks and answers the really interesting questions about the future of your library
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Some Visioning Questions
Does Our Vision of the future library Have buildings; are they anything like today’s buildings?
What are librarians doing in the library? Indeed, are libraries staffed by librarians?
What are staff doing? What skills do they need?
Who is using the library? For what purpose?
What services are available that are not today?
What can you do in the library that isn’t allowed today?
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BE A LEADER NOT A FOLLOWER
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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
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Demonstrating Leadership
Embrace change – even if it is not comfortable
Challenge public opinion and perceptions – be prepared to take your community in a different direction
Actively engage segments of your community that no longer view the library as a important part of their life or a vital contributor to their interests “Non users?” nah…..”potential customers”
Make your case for change – reasoned, defensible and practical – and then do it.
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STICK TO STRATEGY- Details to Follow
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Remain Focused on the Strategic Plan
``Umbrella`` document – all other plans and policies are guided by the Strategic Plan
Do not attempt to do complementary plans and policies as part of the Strategic Plan
However – update existing and develop new plans and policies to be in line with the Strategic Plan
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MEASURE YOUR PROGRESS
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Effective Implementation
Library Strategic Plan
Other Plans/Strategies
Recommendations
Performance Measures
Capital / Operating Budget
Implementation Approaches staffing programs/services marketing
budget schedules accountability
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Monitoring and Evaluation
Identify a few measurable criteria of success directly related to the major strategic directions in the plan
Be prepared to invest the time and resources required to establish effective monitoring mechanisms
To the extent possible, tie into measures adopted by other agencies
Use the measures to tell your story in a persuasive manner to those that matter
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PART FOUR
Summing Up
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Starship Enterprise or Spruce Goose?
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A Good SP?
1. Well grounded in futures research?2. Lead rather than follow public
opinion? 3. Passionate discussion, difficult
perspectives on the future? 4. Things to “let go” on the table?
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A Good SP? What We Produced
1. Library fundamentally changed?2. Significant reallocation of resources? 3. Review and restructure staff roles and
responsibilities? 4. Update or adopt complementary plans and
policies?5. Commitment to track trends, review research
and monitor implementation?
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Finally – Have Fun; Celebrate Success
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Questions?
Thank you