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Jim Morgenstern Library Strategic Planning
1. OLA Super Conference 2011
Library Strategic Planning
Feb 2011
Presentation Notes from: OLA Conference: Feb. 5,
2011
Copyright: dmA Planning and Management
Services – Not to be reprinted, circulated or
presented without the prior written permission of
the dmA.
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2. A Lost Opportunity?
All planning is a good thing
There are good Strategic Plans
But there are also good plans
that are Not Strategic Plans –
and that is the lost opportunity
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3. My Presentation
1. Planning 101 – Master Plans vs.
Strategic Plans
2. Strategic Plans – The Essential
Elements
3. Avoiding Lost Opportunities - -
Why Strategic Plans Fails
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5. Three Simple Questions
1. What Do We Hope to
Accomplish by Providing
Library Services?
2. What Do We Need to Provide?
3. How Should We Provide It?
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6. Three Different Answers
Strategic Plan
What We Hope to
Accomplish?
Master Plan Vision, Goals,
Strategic Management Plans
What Do We Need to Directions/
Action Plans How Will We Provide
Accomplish Our Facilities/Services to
Goals? Meet Our Goals?
Library Master Plan Marketing Plans
Feasibility Studies for New Organizational Reviews
Libraries Policy Analysis
Collection Development Staffing Review
Strategy
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8. Overview: Steps in the
Master Planning Process
1. Where are we now? • Inventory
2. What factors will affect future • Demographics/Trends
demand? • Research/Benchmarks
3. What are other communities doing?
4. What does the public want? • Public Participation
• Recommendations –
5. What do we need to provide? Facilities, Services
• Fixed Term Review
6. When should we update our plan? or Funding Cycle
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9. Overview: Steps in the
Strategic Planning Process
1. Where are we now?
• Situation Audit
2. How did we get in this situation?
• Environmental Scan
3. What will likely happen if we • Research
continue as we are?
• Vision Values
4. Where do we want to go?
• Goals
5. How do we get there? • Strategic Directions
• Action Plans
6. How do we know we’re there? • Monitoring
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10. The Difference Between…
Master Planning & Strategic Planning
Where We Master Planning Where We
Are At Are Going
Strategic Planning Where We
Want to Be
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11. Critical Balance in SP
Managing for Change Managing for Stability
• Adaptability • Desired features
• External Forces • Valued attributes
• Continued relevance • Core values
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12. The Structure of the Strategic Plan
Situation Audit Environmental Scan
strengths/weaknesses opportunities/constraints
SWOT
Vision
Preferred future (Year 2025)
Retain all that is positive/essential
Change to prosper/remain relevant
Long Term Strategic Directions
Complementary Plans/Projects
Facilities and Services Plan
Short Term Action Plans Marketing strategy
Staff development/training
Ongoing customer satisfaction research
Monitoring & Evaluation
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13. Definition of a Strategic Plan
Strategic Planning is the process by which the
guiding members of an organization envision its
future and develop the necessary procedures
and operations to achieve that future
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15. Five Lost Opportunities
1. Ineffective Vision
2. Limited Attention to Future Forecasting
3. Poor Leadership
4. Inappropriate Use of Community Input
5. Not Enough Time Committed to the
Planning Process
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16. Why We Fail: Lost Opportunity 1
Ineffective Vision
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17. “ 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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18. What a Vision is NOT
Lazy – a tagline or slogan
Familiar – a description of your library today
Boring – unimaginative, unexciting,
uninspiring
Self-Serving – focused on past
accomplishments rather than future
expectations (dreams)
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19. An Effective Vision
Addresses the SW and the OT in the
SWOT
Communicates a Clear Picture of a
Preferred Future
Focused on the Need for Major Changes
Directly Tied to Goals / Strategic
Directions and Ultimately
Recommendations
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20. Why We Fail: Lost Opportunity 2
Limited Attention to Future Forecasting
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21. The Extreme Future
Ability to predict and adapt to extreme
change
Enlightened leadership – a bold new vision
Investment in innovation
Immigration and new lifestyles
Global security threats – terror and global
democracy – free minds, free speech
Quality public education
Transformed workforce
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22. My Four Rules of Forecasting
#1 – Forecasts are incorrect as often as not
#2 – There is no right answer – just differing
assumptions
#3 – Forecasting is based on analysis not
guesswork – and you can often spot a bad
forecast
#4 – Notwithstanding Rule #1 – any forecast is a
good thing if it makes you question your
assumptions; think creatively about the future;
and act to anticipate a different future
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23. Why We Fail: Lost Opportunity 3
Poor Leadership
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24. 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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25. Why We Fail: Lost Opportunity 4
Inappropriate Use of Community Input
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26. Community Consultation
“Consultation with the public at
large, and other stakeholders, is
a key element of this Plan”.
RFP for a Library Strategic Plan
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27. Why We Fail: Lost Opportunity 5
Not Enough Time Committed to the Plan
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28. The Structure of the Strategic Plan
Situation Audit Environmental Scan
strengths/weaknesses opportunities/constraints
SWOT
Vision
Preferred future (Year 2025)
Retain all that is positive/essential
Change to prosper/remain relevant
Long Term Strategic Directions
Complementary Plans/Projects
Facilities and Services Plan
Short Term Action Plans Marketing strategy
Staff development/training
Ongoing customer satisfaction research
Monitoring & Evaluation
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30. A Good SP? Six Questions
1. Is it a Strategic Plan or a Master Plan?
2. Does the Vision describes a Library that
would not be recognized as your Library
today?
3. Did you forecast the future – address major
social/economic changes?
4. Does the Plan consider, and likely change,
key outcomes and priorities?
5. Does the Plan lead rather than follow public
opinion?
6. Does it reallocate resources?
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31. Thank You
&
Your Questions
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