3. Planning is anPlanning is an analytical processanalytical process
which involves an assessment of thewhich involves an assessment of the
future, the determination of desiredfuture, the determination of desired
objectives in the context of that future,objectives in the context of that future,
the development of alternative coursesthe development of alternative courses
of action to achieve such objectivesof action to achieve such objectives
and the collection of a course, orand the collection of a course, or
courses of action from among thesecourses of action from among these
alternatives.alternatives.
4. Planning includes articulately clearPlanning includes articulately clear
objectives-able to determine resourcesobjectives-able to determine resources
availableavailable
Timeline period/prioritizing budget, staffTimeline period/prioritizing budget, staff
concerns.concerns.
6. To offset uncertainty and to prepare forTo offset uncertainty and to prepare for
changechange
To focus attention on a clear directionTo focus attention on a clear direction
for the futurefor the future
To gain economical control of theTo gain economical control of the
operationoperation
To facilitate controlTo facilitate control
9. 11stst
factor: TIMEfactor: TIME
there are two categories of plans w/ respectthere are two categories of plans w/ respect
to time; long-range or strategic plans, andto time; long-range or strategic plans, and
short-term or operational plans.short-term or operational plans.
These categories refer to the span of timeThese categories refer to the span of time
over which the plan is effective, starting w/over which the plan is effective, starting w/
the time when the objectives of the plan arethe time when the objectives of the plan are
actually measured for achievement.actually measured for achievement.
10. 2 Divisions2 Divisions
a. Long-range or strategic plans –a. Long-range or strategic plans – a type ofa type of
planning that has become widely used andplanning that has become widely used and
accepted over the last couple of decades.accepted over the last couple of decades.
Strategic planning has become central to theStrategic planning has become central to the
whole management strategy.whole management strategy.
b. Short –term or operational plans-b. Short –term or operational plans-
encompass the day-to-day planning thatencompass the day-to-day planning that
takes place in any organizationtakes place in any organization
more task-orientedmore task-oriented
it involves a shorter time frame and theit involves a shorter time frame and the
resolution of specific problems.resolution of specific problems.
11. 22ndnd
factor:factor:
COLLECTING ANDCOLLECTING AND
ANALYZING DATAANALYZING DATA
-- This step includes systematicThis step includes systematic
collection of data concerning the librarycollection of data concerning the library
or information center, its activities,or information center, its activities,
operations, staff, use, and users at aoperations, staff, use, and users at a
given time and over a given period ofgiven time and over a given period of
time.time.
12. 33rdrd
Factor: Levels ofFactor: Levels of
planningplanning
2 levels in planning2 levels in planning
a.They should be responsible for planninga.They should be responsible for planning
in their individual units.in their individual units.
b.They should work w/ others in theb.They should work w/ others in the
organization to develop the overall plan.organization to develop the overall plan.
14. 55thth
Factor:Factor:
ACCOUNTABILITYACCOUNTABILITY
Means the obligation and initiative toMeans the obligation and initiative to
carry out established plans.carry out established plans.
For managers, this means delegatingFor managers, this means delegating
authority and making individualsauthority and making individuals
responsible for achieving the plansresponsible for achieving the plans
objectives once they have beenobjectives once they have been
established.established.
15. ENVIRONMENT FORENVIRONMENT FOR
PLANNINGPLANNING
It requires systematically organizing theIt requires systematically organizing the
effort needed to use these resources,effort needed to use these resources,
and it requiresand it requires
Measuring the results of planningMeasuring the results of planning
decisions through systematic feedbackdecisions through systematic feedback
so that needed changes can beso that needed changes can be
effected.effected.
16. Strategic planningStrategic planning
Is a major tool for effective identification ofIs a major tool for effective identification of
organizational priorities.organizational priorities.
To establish a climate for strategic planningTo establish a climate for strategic planning
within the library or information center, atwithin the library or information center, at
least 2 things are desirable; the entireleast 2 things are desirable; the entire
organization should know the direction, goals,organization should know the direction, goals,
and expectations of information services, andand expectations of information services, and
both the information services unit andboth the information services unit and
institutional administration should know allinstitutional administration should know all
decisions, commitments, and efforts of thedecisions, commitments, and efforts of the
organizational members.organizational members.
17.
18. Strategic planning asStrategic planning as
self-analysisself-analysis
It identifies the organizations strengths andIt identifies the organizations strengths and
weaknesses and develops priorities within theweaknesses and develops priorities within the
framework of the organizations physical andframework of the organizations physical and
financial capabilities.financial capabilities.
The library or information center is an openThe library or information center is an open
social system w/ specific goals of service.social system w/ specific goals of service.
In order to identify priorities of service and toIn order to identify priorities of service and to
direct decision making, a mission focuses ondirect decision making, a mission focuses on
strategies for action.strategies for action.
19. This mission statement should be shared w/This mission statement should be shared w/
all members of the organization, fundingall members of the organization, funding
authorities, supporters so that everyoneauthorities, supporters so that everyone
understands and is committed to itsunderstands and is committed to its
principles.principles.
the mission, vision and values statements arethe mission, vision and values statements are
the principal products of the … strategicthe principal products of the … strategic
planning process. They and the process itselfplanning process. They and the process itself
which, either directly or indirectly, involvewhich, either directly or indirectly, involve
nearly every member of the library staff, arenearly every member of the library staff, are
the glue that binds and connects the variousthe glue that binds and connects the various
parts of the community to the whole.parts of the community to the whole.
20. The plan itself encourages managers toThe plan itself encourages managers to
experiment w/ various alternatives beforeexperiment w/ various alternatives before
committing resources by promoting acommitting resources by promoting a
systems approach in:systems approach in:
providing a mechanism to avoidproviding a mechanism to avoid
overemphasizing organizational parts at theoveremphasizing organizational parts at the
expense of the whole;expense of the whole;
guiding managers to make decisions that areguiding managers to make decisions that are
in line w/ the aims and strategies of the wholein line w/ the aims and strategies of the whole
organization;organization;
providing a basis for measuring theproviding a basis for measuring the
performance of the organization as a whole,performance of the organization as a whole,
of an operating unit, and of an individual;of an operating unit, and of an individual;
21. forwarding to higher levels of managementforwarding to higher levels of management
those issues of strategic importance w/ whichthose issues of strategic importance w/ which
they should be concerned;they should be concerned;
serving as a training device by requiringserving as a training device by requiring
participants to ask and answer the veryparticipants to ask and answer the very
questions that managers must address; andquestions that managers must address; and
improving managerial motivation and moraleimproving managerial motivation and morale
through a sense of creative participation inthrough a sense of creative participation in
the development of known expectations.the development of known expectations.
22. Models for StrategicModels for Strategic
PlanningPlanning
Each model has its strengths,Each model has its strengths,
descriptions of which can be found indescriptions of which can be found in
the literature of library and informationthe literature of library and information
science, as well as in the morescience, as well as in the more
extensive literature of business andextensive literature of business and
management.management.
Mechanical planning models can beMechanical planning models can be
helpful in many situations; a morehelpful in many situations; a more
desirable approach emphasizesdesirable approach emphasizes
creativity and innovation.creativity and innovation.
23. Getting StartedGetting Started
The initial step in undertaking theThe initial step in undertaking the
strategic planning is to identify a planningstrategic planning is to identify a planning
team that will be responsible for carrying outteam that will be responsible for carrying out
the major planning phase and will involvethe major planning phase and will involve
other work teams and task forces atother work teams and task forces at
appropriate times in the process.appropriate times in the process.
Before the team or task force begins theBefore the team or task force begins the
strategic planning process, several basicstrategic planning process, several basic
questions need to have been answered.questions need to have been answered.
24. Why plan strategically and why at this
point in time?
Who should be involved and how
involved should they be?
What does strategic planning entail,
and what needs to be known
beforehand?
When to do and how long?
How will the process be accomplished?
What is happening in the larger context,
including the global environment?
25. MASSACHUSETTS BOARD OF
LIBRARY COMMISSIONERS
Proposed Process for Development of a
Strategic Plan for the Future of Library
Service in Massachusetts
26. Step 1 Identify Assumptions/Audit Values
Step 2 Environmental Scanning:
Identify and review existing services and
studies
Identify opportunities and threats
Identify related organizations and possible
competitors/collaborators and their plans
Identify relevant models and developments
Public Input
Step 3 Create Vision Statement
Step 4 Formulate Mission Statement
30. Factors to be considered in initial strategic planning steps
31. The steps in strategicThe steps in strategic
planning processplanning process
1. Identify the organizational culture and the1. Identify the organizational culture and the
values or assumptions that are thevalues or assumptions that are the
organization’s guiding principles.organization’s guiding principles.
2. Conduct the environmental scan: identify the2. Conduct the environmental scan: identify the
opportunities and challenges, the relatedopportunities and challenges, the related
competitors/cooperators and their plans, andcompetitors/cooperators and their plans, and
the relevant existing models andthe relevant existing models and
developments.developments.
3. Create a vision statement that focuses on a3. Create a vision statement that focuses on a
better future by communicating enthusiasmbetter future by communicating enthusiasm
and excitement.and excitement.
32. 4. Formulate a mission statement that identifies4. Formulate a mission statement that identifies
distinctiveness.distinctiveness.
5. Develop the goals and objectives.5. Develop the goals and objectives.
6. Develop strategies and action plans. This6. Develop strategies and action plans. This
requires identifying resource funds andrequires identifying resource funds and
developing funds and developing policies anddeveloping funds and developing policies and
procedures to accomplish the objectives.procedures to accomplish the objectives.
7. Implement the strategic plan.7. Implement the strategic plan.
8. Monitor, evaluate, and adjust the plan as8. Monitor, evaluate, and adjust the plan as
objectives are accomplished and as prioritiesobjectives are accomplished and as priorities
shift.shift.
33. Planning TechniquesPlanning Techniques
Developing Standards or GuidelinesDeveloping Standards or Guidelines
should provide guidance for actions in theshould provide guidance for actions in the
present climate while being flexible enough topresent climate while being flexible enough to
allow for future development.allow for future development.
I. FORECASTINGI. FORECASTING
this term elicits visions of crystal ball gazing, butthis term elicits visions of crystal ball gazing, but
more appropriately designates a process ofmore appropriately designates a process of
projection or prediction.projection or prediction.
It is the most valuable technique. It attempts toIt is the most valuable technique. It attempts to
find the most probable course of events orfind the most probable course of events or
range of possibilities.range of possibilities.
34. Three strategies forThree strategies for
forecastingforecasting
1.1. DETERMINISTICDETERMINISTIC – this strategy assumes– this strategy assumes
that there is a close causal relationshipthat there is a close causal relationship
between the present and the future.between the present and the future.
2.2. SYMPTOMATICSYMPTOMATIC – this strategy searches for– this strategy searches for
signs that might be indicators of the future.signs that might be indicators of the future.
This approach is based on the concept thatThis approach is based on the concept that
the sequence of events in a cycle is athe sequence of events in a cycle is a
consistent pattern.consistent pattern.
3.3. SYSTEMATICSYSTEMATIC – this strategy looks for– this strategy looks for
underlying regularities over a period of timeunderlying regularities over a period of time
35. II. DELPHIII. DELPHI
TECHNIQUETECHNIQUE
–– most useful when judgment ismost useful when judgment is
required, when several responses to anrequired, when several responses to an
issue might be viable, or when it isissue might be viable, or when it is
politically expedient to have strongpolitically expedient to have strong
support for the alternative thatsupport for the alternative that
eventually will be chosen.eventually will be chosen.
36. STEPSSTEPS
1. A panel of experts on a subject, for1. A panel of experts on a subject, for
example, library funding, is identified.example, library funding, is identified.
2. Working independently, selected2. Working independently, selected
members of the panel predictmembers of the panel predict
developments over a specified period ofdevelopments over a specified period of
time.time.
3. The list of predictions is used to create3. The list of predictions is used to create
a survey that is sent to each panelist fora survey that is sent to each panelist for
further reaction.further reaction.
37. II. TRENDII. TREND
PROJECTIONPROJECTION
another forecasting technique that has beenanother forecasting technique that has been
used quite effectively in libraries and otherused quite effectively in libraries and other
information centers. This techniqueinformation centers. This technique
graphically plots future trends based on pastgraphically plots future trends based on past
experience and current hard data.experience and current hard data.
Other mathematical and statistical models areOther mathematical and statistical models are
used by for-profit organizations to provideused by for-profit organizations to provide
quantitative data, and econometric models ofquantitative data, and econometric models of
the economy are also used.the economy are also used.
38. LIBRARY COSTINGLIBRARY COSTING
MODEL (LCM) –MODEL (LCM) –
one recent modeling attempt which is aone recent modeling attempt which is a
computer program that provides meanscomputer program that provides means
for estimating staff, materials and costsfor estimating staff, materials and costs
needed to handle library operations andneeded to handle library operations and
services.services.
one recent modeling attempt which is aone recent modeling attempt which is a
computer program that provides meanscomputer program that provides means
for estimating staff, materials and costsfor estimating staff, materials and costs
needed to handle library operations andneeded to handle library operations and
services.services.
39. Vision, Mission,Vision, Mission,
Goals, and StrategiesGoals, and Strategies
for Informationfor Information
ServicesServices The vision (an act of foresight ) and valuesThe vision (an act of foresight ) and values
(principles intrinsically desirable) of the(principles intrinsically desirable) of the
organization set it within a context of theorganization set it within a context of the
future, envisioning the changes that will affectfuture, envisioning the changes that will affect
systems and services.systems and services.
Following from the identified values and aFollowing from the identified values and a
vision for the future, components can bevision for the future, components can be
more accurately stated. One of the difficultiesmore accurately stated. One of the difficulties
in stating components of the strategic thinkingin stating components of the strategic thinking
and planning process is the confusion thatand planning process is the confusion that
exists in the terminology used.exists in the terminology used.
40. PLANNINGPLANNING
TERMINOLOGYTERMINOLOGY
Activity –Activity – a predetermined act towarda predetermined act toward
achieving an objectiveachieving an objective
Aim –Aim – a determinant to a course of actiona determinant to a course of action
DeadlineDeadline – a time before which something– a time before which something
must be donemust be done
Ethos –Ethos – a guiding beliefa guiding belief
Goal –Goal – a purpose toward which effort isa purpose toward which effort is
directeddirected
Mission –Mission – a self-imposed dutya self-imposed duty
41. Objective –Objective – a measurable action to bea measurable action to be
achievedachieved
Philosophy –Philosophy – a viewpoint, a system ofa viewpoint, a system of
valuesvalues
Plan –Plan – a method of achieving an end,a method of achieving an end,
implying mental formulationimplying mental formulation
Policy –Policy – a written guideline for actiona written guideline for action
Principle –Principle – an assumptionan assumption
Procedure –Procedure – a particular way ofa particular way of
accomplishing somethingaccomplishing something
42. Purpose –Purpose – an intentionan intention
Quota –Quota – a production assignmenta production assignment
Strategy –Strategy – a guide for makinga guide for making
decisionsdecisions
Target –Target – a desired goal to be achievea desired goal to be achieve
Values –Values – a set of intrinsically desirablea set of intrinsically desirable
principlesprinciples
Vision –Vision – an object of imaginationan object of imagination
43. GENERAL MISSIONGENERAL MISSION
The mission is the overarching concept orThe mission is the overarching concept or
principle that guides the organization inprinciple that guides the organization in
establishing goals and developing strategiesestablishing goals and developing strategies
to achieve those goals.to achieve those goals.
For public libraries, this mission hasFor public libraries, this mission has
traditionally included education, informationtraditionally included education, information
and recreation or entertainment; and theand recreation or entertainment; and the
library’s services have emerged as a vehiclelibrary’s services have emerged as a vehicle
to accomplish a broader mission.to accomplish a broader mission.
An organization’s mission statement is oftenAn organization’s mission statement is often
set forth in a charter, constitution and bylaws,set forth in a charter, constitution and bylaws,
annual report, or other authoritativeannual report, or other authoritative
pronouncements of the organization.pronouncements of the organization.
44. Organization-WideOrganization-Wide
GoalsGoals
Some of the support in libraries for the humanSome of the support in libraries for the human
relations approach and the study of informalrelations approach and the study of informal
processes has its basis in the inherentprocesses has its basis in the inherent
difference of opinion between librarydifference of opinion between library
managers and staff members over the type ofmanagers and staff members over the type of
organizational structure needed to achieveorganizational structure needed to achieve
organizational goals. -organizational goals. --Duane Webster-Duane Webster
““Effecting Change in the Management ofEffecting Change in the Management of
Libraries”Libraries”
Goals are the organization’s broadGoals are the organization’s broad
aspirations defined in operational terms,aspirations defined in operational terms,
leading to measurable objectives orleading to measurable objectives or
strategies and activities.strategies and activities.
45. TWO TYPES OFTWO TYPES OF
GOALS FUNCTIONGOALS FUNCTION
Stated goals and real goals may be identicalStated goals and real goals may be identical
but often are different. If they are “real goalsbut often are different. If they are “real goals
they will have an impact on the organization’sthey will have an impact on the organization’s
policies, structure, operations and, in general,policies, structure, operations and, in general,
on the behavior of people.”on the behavior of people.”
The differences between stated goals andThe differences between stated goals and
real goals are subtle and often financial.real goals are subtle and often financial.
For instance, a library may want to offerFor instance, a library may want to offer
bookmobile service (stated goal), but, if itbookmobile service (stated goal), but, if it
does not adequately finance the operation, itdoes not adequately finance the operation, it
cannot offer high-quality bookmobile servicecannot offer high-quality bookmobile service
(real goal).(real goal).
46. Specific ObjectivesSpecific Objectives
and Strategiesand Strategies In setting objectives, many things must beIn setting objectives, many things must be
taken into account: the strengths of the librarytaken into account: the strengths of the library
or information center, the limitations of theor information center, the limitations of the
library or information center and how muchlibrary or information center and how much
can be accomplished w/ the financial andcan be accomplished w/ the financial and
material resources available, and thematerial resources available, and the
objectives of the larger institution of which theobjectives of the larger institution of which the
library or information center is a part.library or information center is a part.
The library or information center must be ableThe library or information center must be able
to prove to both its staff and to the fundingto prove to both its staff and to the funding
authority that the objectives are suitable,authority that the objectives are suitable,
sustainable, and measurable.sustainable, and measurable.
47. Elements of theElements of the
hierarchy ofhierarchy of
objectivesobjectives
Clients – who they are and who they are not;Clients – who they are and who they are not;
Services – what services are needed, whichServices – what services are needed, which
should be added, and which deleted;should be added, and which deleted;
Personnel Resources – what professionalPersonnel Resources – what professional
and support skills are needed to provideand support skills are needed to provide
identified services;identified services;
Financial Resources – what and where theyFinancial Resources – what and where they
are and how to maintain them; andare and how to maintain them; and
48. Community Responsibilities – theCommunity Responsibilities – the
library’s obligations as a sociallibrary’s obligations as a social
institution.institution.
49. It is important to remember that manyIt is important to remember that many
forces influence the process of planningforces influence the process of planning
and achieving goals; therefore, theand achieving goals; therefore, the
process must be viewed from a numberprocess must be viewed from a number
of perspectives.of perspectives.
50. 3 Primary3 Primary
PerspectivesPerspectives
1. Environmental, that is, considering1. Environmental, that is, considering
those constraints imposed on thethose constraints imposed on the
organization by society in general;organization by society in general;
2. Organizational, that is, consideration of2. Organizational, that is, consideration of
the organization as a system; andthe organization as a system; and
3. Individual, that is, the goals of the3. Individual, that is, the goals of the
individuals working in the organization.individuals working in the organization.
51. ActivitiesActivities
At the lowest and very basic level, theAt the lowest and very basic level, the
elemental tasks are directly related toelemental tasks are directly related to
objectives and strategies, the specificobjectives and strategies, the specific
activities that are required to achieve theactivities that are required to achieve the
objectives.objectives.
Activities guide the everyday functioning ofActivities guide the everyday functioning of
the organization, and in that sense arethe organization, and in that sense are
pragmatic and narrow.pragmatic and narrow.
54. The process rests uponThe process rests upon
several premises:several premises:
1.1. Clearly stated objectivesClearly stated objectives
2.2. A succession of specific objectivesA succession of specific objectives
3. Delegation of specific objectives3. Delegation of specific objectives
4. Freedom to act4. Freedom to act
5. Verifiable objectives5. Verifiable objectives
6. Clear communication6. Clear communication
7. Shared Responsibility7. Shared Responsibility
8. Personal accountability8. Personal accountability
9. Improving management ability9. Improving management ability
55. Both policies and objectives are guides Both policies and objectives are guides
to thinking and action, but there are to thinking and action, but there are
differences between them. Objectives differences between them. Objectives
are endpoints of planning, while policies are endpoints of planning, while policies
channel decisions along the way toward channel decisions along the way toward
meeting those objectives, after meeting those objectives, after
objectives have been established.objectives have been established.
56. Policy MakingPolicy Making
Policy making is a part of decision making. Policy making is a part of decision making.
Policies emanate from the original decisions Policies emanate from the original decisions
and become general statements or and become general statements or
understanding that channel thinking in future understanding that channel thinking in future
decision making.decision making.
They serve as guidelines for actions, They serve as guidelines for actions,
particularly those of a repetitive nature, in particularly those of a repetitive nature, in
order to create some sense of uniformity in order to create some sense of uniformity in
the conduct of an organization.the conduct of an organization.
57. Sources of PolicySources of Policy
1. Originated policy – this type of policy is 1. Originated policy – this type of policy is
developed to guide the general operations of the developed to guide the general operations of the
library.library.
2. Appealed policy – this type of policy can cause 2. Appealed policy – this type of policy can cause
tension because it forces a decision or policy, tension because it forces a decision or policy,
which, consequently, often does not have the which, consequently, often does not have the
thorough consideration that is required. thorough consideration that is required.
3. Implied policy – is developed from actions that 3. Implied policy – is developed from actions that
people see about them and believe to constitute people see about them and believe to constitute
policy.policy.
4. Externally imposed policy – these policies, which 4. Externally imposed policy – these policies, which
come through several channels, dictate the come through several channels, dictate the
working of an institution but may be beyond its working of an institution but may be beyond its
control.control.
59. Characteristics ofCharacteristics of
good policiesgood policies
1. Reflective of the objectives and plans 1. Reflective of the objectives and plans
of the organizationof the organization
2. Consistent2. Consistent
3. Flexible3. Flexible
4. Distinguished from rules and 4. Distinguished from rules and
proceduresprocedures
5. Written5. Written
60. Stated policies haveStated policies have
several advantagesseveral advantages
1.1. They are available to all in the same formThey are available to all in the same form
2. They can be referred to, so that anyone who 2. They can be referred to, so that anyone who
wishes can check the policy.wishes can check the policy.
3. Misunderstandings can be referred to a 3. Misunderstandings can be referred to a
particular set of word.particular set of word.
4. They indicate a basic honesty and integrity of 4. They indicate a basic honesty and integrity of
the organization’s intentions.the organization’s intentions.
5. They can be readily disseminated to all who 5. They can be readily disseminated to all who
are affected by them.are affected by them.
64. Group DecisionGroup Decision
MakingMaking
1.1. Group judgment – “two heads are Group judgment – “two heads are
better than one”, applies here.better than one”, applies here.
2. Group authority – role of leadership is 2. Group authority – role of leadership is
not diminished but altered.not diminished but altered.
3. Communication – permits wider 3. Communication – permits wider
participation in decision making.participation in decision making.
67. Steps and Factors in DecisionSteps and Factors in Decision
MakingMaking
1. Distinguish big from little problems to avoid 1. Distinguish big from little problems to avoid
getting caught in a situation that is rapid-fire getting caught in a situation that is rapid-fire
and not effective.and not effective.
2. Rely on policy to settle routine problems, and 2. Rely on policy to settle routine problems, and
subject the big problems to thorough analysissubject the big problems to thorough analysis
3. Delegate as many decisions are possible to 3. Delegate as many decisions are possible to
the level of authority most qualified and most the level of authority most qualified and most
interested in handling the probleminterested in handling the problem
4. Avoid crisis decisions by planning ahead4. Avoid crisis decisions by planning ahead
5. Don’t expect to be right all the time; no one 5. Don’t expect to be right all the time; no one
ever is.ever is.
