This version of the slides replaces the photos used during the presentation with text. Hope this is more useful - although not as visually compelling - than the presentation slides.

1. CLA Conference 2012
Strategic Planning:
Keep it From Failing
June 2012

2. Today
1. Planning 101
How Strategic Plans Differ From Other Plans
2. Strategic Planning
Essential Elements
3. Seven Keys to Success

3. Our Position
Library Strategic Plans can
be characterized as either
the
Starship Enterprise
or the
Spruce Goose.

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

5. 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?

6. Three Different Answers
Strategic Plan
What Kind of Library Do
We Want/Need to Be?
Master Plan Vision, Goals,
Strategic Management Plans
What Do We Need to Directions/
Action Plans How Should That
Be That Library? Library Deliver
Services?
Library Master Plan Marketing Plans
Feasibility Studies for New Organizational Reviews
Libraries Governance Analysis
Collection Development Staffing Review
Strategy

7. Critical Balance in Strategic Planning
Managing for Change Managing for Stability
• Adaptability • Desired features
• External Forces • Valued attributes
• Continued relevance • Core values

8. The Difference Between…
Master Planning & Strategic Planning
Where We Master Planning Where We
Are At Are Going
Strategic Planning Where We
Want to Be

9. Components of a Strategic Plan
Vision and Values for the Library
Goals for Library Services
Strategic Directions
Action Plan Action Plan Action Plan Action Plan Action Plan
Library Strategic Plan
Implementation TET
Monitoring and Evaluation

10. PART TWO
THE ESSENTIAL COMPONENTS OF
STRATEGIC PLANNING

11. The Strategic Planning Question
What Type of Library Do We
Need to be in the Future?

12. R Levien’s Confronting The Future (ALA)
A Branded House or a House of Brands? a conceptual brand portfolio
framework By Brian Mathews; The Ubiquitous Librarian

13. The Need for Change
Use of the “Won’t “Not Top
Sample
Public Library Change” of Mind”
Avid 17% 39% 8%
Frequent 31% 17% 1%
Occasional 40% 24% 23%
Infrequent 12% 35% 46%
Total 100% 28% 31%

14. 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

15. Structuring of the Strategic Plan

16. PART THREE
Seven Keys to a Successful to Strategic Plan

17. 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

18. BE COURAGEOUS

19. 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

20. BE COMMITTED

21. 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

22. Key to Success #3
BE SELECTIVE

23. 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

24. Be Visionary

25. “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

26. 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

27. 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?

28. BE A LEADER NOT A FOLLOWER

29. 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

30. 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.

31. STICK TO STRATEGY- Details to Follow

32. 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

33. MEASURE YOUR PROGRESS

34. Effective Implementation
Library Strategic Plan
Other Plans/Strategies
Recommendations
Implementation Approaches
 staffing  budget
 programs/services  schedules
 marketing  accountability
Capital / Operating Budget
Performance Measures

35. 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

36. PART FOUR
Summing Up

37. Starship Enterprise or Spruce Goose?

38. 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?

39. 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?

40. Finally – Have Fun; Celebrate Success

41. Questions?
Thank
you