Strategic Planning 1195238439599640 2

South Carolina State
Library
Introduction to
Strategic
Planning
Prepared for the

Chester County
Public Library
January 9, 2006
Overview of the Presentation
Part One: The Basics
Part Two: The Context for Change
Part Three: A Tool for Managing Change
Part Four: Why Plans Fail

Part Five: Doing a Plan: What’s Involved
2
Part One: The Basics
 Definition - Strategic
Planning
 Steps in the Process
 Components
 The Benefits
3
A Definition of Strategic Planning
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
4
Key Characteristics
 Full regard for external influences / a
strategy for change – not for
retaining the status quo
 Prepared by the “guiding members”
of the organization
 Long-range, optimistic and focused
on a preferred future
 Broadly based comprehensive review
of services
 Driven by benefits and outcomes;
focused on attainable goals
5
Overview: Steps in the
Strategic Planning Process
1.Where Are We Now? • Situation Audit

2.How Did We Get in this
• Environmental Scan
Situation?
3.What Will Likely Happen if We • Research
Continue As We Are?
4.Where Do We Want to Go? • Vision / Values
• Goals
5.How Do We Get There? • Strategic Directions
• Action Plans
6.How Do We Know We’re • Monitoring
There?
6
Why Do A Strategic Planning
 Concentration of resources
on key areas
 Ability to deal with and
manage change
 Improved decision-making
and management
effectiveness
7
Strategic Planning:
Benefits for the Library
 Renewed sense of purpose
(Vision, Goals, Priorities)
 Enhanced communication and
leadership
 Enhanced perception of the
library’s value
 Positioned to play a significant
role in community development
8
Discussion Question #1
How could a strategic plan

benefit your library?
9
Embracing
Change – The
Library Context
Part Two: The
Context for
Change
The Changing Library Environment
1. Higher Expectations/Fewer Resources

2. Technology
3. Alternative Information Providers
4. Changing Role of the Library as a
Leader / Community Developer
5. Partnerships
6. New Management Approaches
7. Restructuring Among Library Providers
11
“Sensible and responsible women do not want to vote.”
U.S. President Grover Cleveland, 1905
The phonograph…is not of any commercial value.”

Thomas Edison, remarking on his invention to assistant
Sam Insull, 1880
“There is no reason for any individual to have a

computer in their home.”
Ken Olsen, president of Digital Equipment
Corporation, 1977.
12
The Critical Balance
in Strategic Planning
Managing for Change Managing for Stability
• Adaptability • Desired features

• External Forces • Valued attributes
• Continued relevance • Core values
13
Discussion Questions #2
What are the most significant

changes affecting your
library?
Has the library been able to

effectively respond to these
changes?
14
The Strategic Plan
– A Tool for
Managing Change
Part Three:
Review
Situation Audit
“Where Are We Now?”
 Profile of Existing Services
 Historical Changes in
Services
16
Environmental Scan
How Did We Get in This
Situation?”
“What Will Likely Happen if We
Continue As We Are?”
 SWOT
 Trends and Best Practices
 Local Factors Affecting Changes
17
The Components of the Strategic Plan
Vision and Values for Library Services

The Library’s Mission
Goals for Library Service
Strategic Directions
Action Plan Action Plan Action Plan Action Plan Action Plan Action Plan
Library Strategic Plan
Operational Plans
Monitoring and Evaluation
18
Definitions
 The Vision describes a preferred
future that is realistic and attainable
but also optimistic. The Vision
retains all that is positive about the
library today but also enhances and
improves the library to create a
better future.
 Values describe core beliefs that

are the foundation of the
organization and affect day to day
operations. 19
Definitions
 Mission describes the Public Library’s
reason for being by answering three
questions: (1) What is the library’s
function? (2) Who does the library
serve? (3) How does the library fulfill its
function?
20
Definitions
 Goals are broad statements that define

attainable accomplishments that will allow
the library to realize its Vision. Goals
bridge the gap between the present and
the preferred future of the library.
21
Definitions
 Strategic Directions describe the

broad initiatives necessary to achieve
each goal.
22
Definitions
 Action Plans are the tasks necessary to

pursue each Strategic Direction. Action
Plans are specific, measurable, tied to a
schedule and often assigned to
departments for implementation.
23
The Library and its Branches, rooted in
Vision Chester’s vibrant and healthy
communities, are meeting places and
destinations that enliven their
neighborhoods, enhance understanding of
cultural diversities, and link people to one
another, to aLibraries
Position the sense ofas
Chester’s past, and
an institution
Goals
to their
that shared future.
is continually relevant and vital to
the success of Chester’s future, providing
essential services for vibrant, healthy,
sustainable and diverse communities.
Strategic
Directions
Communit Information Commu Marketin
y & Civic Gateway: nity g&
Role Develop Facilitie Commu
s nication
24
Strategic
Directions:
Communi Information Communi Marketing
ty & Civic Gateway: ty &
Role Develop Facilities Communic
ation
• Promote the • E-mail and • Building & • Marketing

Action Libraries’ Civic Chat Design Plan
Plans: Role • Customer Concepts • Communicati
• Service Training • Facility ons Plan
Assessment • Needs Standards
• Target the Assessme and
Underserved nt Guidelines
Segments of • Customiza • Facility
the Community tion Review
• Enhance Access
to Heritage
Records
• Staff Role – The
Heritage
Records
• Staff Role – The
Information 25
Navigator
How current are your library’s

Vision, Mission and Goals?
Do you have an effective plan

for dealing with your library’s
future?
26
Why Plans Fail
Part Four:
Why We Fail #1
Ineffective Vision
28
An Effective Vision for
Strategic Planning
1. Embraces Change As Opportunity
2. Reasonable and Rewarding
3. Relevant to the Community and
the Specific Challenges to be
Addressed
4. Directly Tied to Goals / Strategic
Directions and Ultimately
Recommendations
29
Why We Fail #2
No Follow-Through –
Poor Implementation
30
Effective Implementation and Evaluation
County/Local Strategic Plan
Library Strategic Plan
Action Plans
Implementation Strategies
 budget
 staffing
 programs/ser  schedules
 accountabi
vices
 marketing lity
Capital / Operating Budget
Performance Measures
31
Why We Fail #3
Poor Leadership
32
Leadership Qualities
 Clear Vision
 Willingness to Embrace
Change
 Desire to Reposition the

Library in the Community
 An Effective Communicator
33
Why We Fail #4
Poor Communication
34
Your Strategic Plan
 A Statement of Purpose
 An Opportunity to Speak to
the Community Leaders,
Your Users and Library
Staff
 A Means to Reposition the
Library as a Key Player in
the Community’s
Development
35
If your library has done a
strategic plan, was it
successful? Why / why
not?
If your library has not
done a strategic plan,
what are the barriers to
doing the plan?
36
Part Five
Doing A
Plan –
What’s
Involved
Creating a Plan:
Who is Involved
The  The Board
Authors of  Senior Management Staff
the Plan
 External Library
Advisors Organizations
and  Municipal Politicians and
Observers Staff
Review and  Library Staff

Comment  Library Users
 The General Public 38
Creating a Plan :
Roles &
Responsibilities
 Design the process and
Facilitator facilitate Board/senior
staff discussions
Writer  Document discussion

and prepare report
Researche  Prepare the

r Environmental Scan
39
Creating a Plan :
Other Considerations
 Outside Assistance
 Timing
 Monitoring and Updating
 Resources
40
Discussion Question #5
What are the options for

your library to prepare a
strategic plan?
41
Thank You
Dr. Curtis R. Rogers
Director, Division of
Statewide Library Services
SC State Library
[email protected]
803-734-8928
www.statelibrary.sc.gov

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South Carolina State

Prepared for the

Part One: The Basics

Part Two: The Context for Change

Part Three: A Tool for Managing Change

Part Four: Why Plans Fail

 Steps in the Process

Strategic Planning is the process

1.Where Are We Now? • Situation Audit

4.Where Do We Want to Go? • Vision / Values

How could a strategic plan

1. Higher Expectations/Fewer Resources

The phonograph…is not of any commercial value.”

“There is no reason for any individual to have a

Managing for Change Managing for Stability

• Adaptability • Desired features

What are the most significant

Has the library been able to

“Where Are We Now?”

 Profile of Existing Services

Vision and Values for Library Services

Library Strategic Plan

Monitoring and Evaluation

 Values describe core beliefs that

 Goals are broad statements that define

 Strategic Directions describe the

 Action Plans are the tasks necessary to

• Promote the • E-mail and • Building & • Marketing

How current are your library’s

Do you have an effective plan

County/Local Strategic Plan

Library Strategic Plan

 Desire to Reposition the

Review and  Library Staff

Writer  Document discussion

Researche  Prepare the

What are the options for

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