Strategic Planning for the Information Age
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Libraries in the Information Age are characterized by rapid, constant change. How is it possible to create an organizational plan in an era of change? How can we incorporate the ideas of Library 2.0 into the strategic planning process of libraries? This session presented at the Nebraska Library Association Annual Conference in 2008 provides basic information on creating a library strategic plan and integrating Library 2.0 concepts into the planning process. Presented by Rene J. Erlandson
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Strategic Planning for the Information Age
- 1. Strategic Planning for the Information Age Rene J. Erlandson NLA October 17, 2008 2:50-3:40 (Hawthorne Room)
- 2. What is strategic planning? • Who we are • Where we are • Who we want to be • Where we want to go • How we will get there
- 3. Core Concepts for Successful Strategic Planning • Engagement • Shared Vision • Culture/Environment • Assessment
- 4. Components of a Strategic Plan • Mission • Vision • Values • Goals • Objectives • Strategies
- 5. How to Begin the Planning Process • Why are we doing this? • Who will be involved? • What are the critical issues? • When? • Where?
- 6. Situation Analysis • Past, Present, Future • Internal-External Stakeholders • Strengths/AssetsWeaknesses/Liabilities • Opportunity Threat Assessment
- 7. Internal-External Stakeholders • Define the community you serve • Identify external stakeholders • Identify internal stakeholders • Identify competitors
- 8. Strengths/AssetsWeaknesses/Liabilities • What do we do well NOW? • What do we do “OK” now? • What do we need to improve? • What do we “stink” at?
- 9. Opportunity-Threat Assessment • Create a list of external threats – Shrinking budgets, new mayor/chancellor/advisory board, new technologies • Create a list of external opportunities – Can any of the threats you listed above be re-visioned as opportunities?
- 10. Create Goals/Objective/Strategies • Goals (3-5 years) • Objectives (1-2 years) • Strategies (6 months-2 years)
- 11. Example: • Internal Strength/Asset=Staff Expertise • External Threat=Rapidly changing technologies • Goal=Support and enhance staff effectiveness • Objective=Enhance staff technology skills • Strategy=Provide opportunities for staff to attend IT training sessions.
- 12. Assessment • Create a timeline for assessment of the listed objectives. • Are you able to measure the impact of successful completion of the listed objectives? • Revisit the listed goals & objectives after each assessment period and re-evaluate their continued inclusion in the overall plan.
- 13. Rene Erlandson Director, Library Operations University of Nebraska Omaha erlandson2@yahoo.com
Editor's Notes
- Libraries in the Information Age are characterized by rapid, constant change. How is it possible to create an organizational plan in an era of change? How can we incorporate the ideas of Library 2.0 into the strategic planning process of libraries? This session will provide you with basic information on creating a strategic plan for your library and offer suggestions on how to integrate Library 2.0 concepts into your library’s planning process
- Strategic Planning defines where an organization is going over the next year (or more) and how the organization will get there. Strategic Planning is also often known as long-range planning. Libraries are significantly influenced by technological change. I have heard many library staff and even some administrators say they don’t know how they can make a long-range plan (or road map) for where the library will be in 5-10 years because they have no idea what technologies will be available in 5-10 years, or how library patrons/communities will interact with the Library in 5-10 years. Strategic / long-range planning in the Information Age must view librarianship/libraries through a broad lens on the future, setting broad goals, while implementing short-term strategies for medium range objectives.
- Successful strategic planning engages everyone in the process and creates an environment that encourages creativity and brainstorming. Successful strategic planning develops a shared vision to guide your library into the future. By developing a shared vision for your library, participants identify critical issues facing your library and clarify your library’s goals. For strategic planning to be successful, you must create a culture of planning where decisions made within the library are based on the strategic plan you have developed. Nothing will kill future strategic planning efforts quicker than having participants expend energy, effort and creativity to develop a plan that is never referred to in the daily decision-making process of the Library. Strategic plans should not be static documents. Re-visit your strategic plan on a regular basis (annually). Have people read it. Make changes to it. As your library evolves your strategic plan will evolve.
- Mission: Where are we now Vision: Where would we like to be (in 5 years, or 10 years) Values: Ideals everyone in the organization will use or strive towards in pursuit of the vision (morals or operational) Morals: treat everyone with respect, embrace cooperation/collegiality etc Operational: Be more efficient, provide excellent service, communicate openly Goals: Broad ideas/concepts that will allow us to reach our vision Objectives: Narrower concept than a goal (measurable and are to be done within a specific timeframe in pursuit of the corresponding goal) Strategies: Specific actions taken to successfully accomplish objective and implement goal. Strategic / long-range planning in the Information Age must view librarianship/libraries through a broad lens on the future, setting broad goals, while implementing short-term strategies for medium range objectives.
- Ask yourself 5 questions to begin the planning process: Why: Why are we doing this—what benefits do we expect, what will be the outcome of the process? What concerns are there about the planning process? Who: What groups or individuals should be involved in the strategic planning process Who will facilitate the process—internal or external What: What are the critical issues facing your library When: How much time do you want to devote to the process (1/2 a day, full day, multiple days) Where: Where should you meet Remember, successful strategic planning is clearly thought out, but simple—focus on critical issues, not the minutia of the library day.
- Past, Present, Future Pull together the background information you will need to have a productive discussion of your library’s current situation (do you have an old mission statement, vision statement, core values document or strategic plan). If there were past planning efforts spend time discussing how these past planning efforts were successful and how they might have been made even better. Never ignore a past planning effort, regardless of its success. If folks took the time to be involved in a past process, acknowledge that effort and be willing to learn from that experience.
- Internal-External Stakeholders (who does your library serve?) Who are your external stakeholders? (define the community you serve – faculty, staff, school children, teachers) Who are you internal stakeholders? (Administration, each other) Who are your library’s competitors? – DVD check-outs (NetFlix, Blockbuster); books – Amazon, local bookstore)
- These are internal factors—circumstances we have control of, things we can change internally without any external support (budget etc)
- Take several minutes to think about external forces that impact how you serve your community (political,cultural, economic, social, technological) Shrinking budgets can actually be an opportunity to look for alternative outside funding (grants, endowments, partnerships with other similar non-profit organizations—a public library and college library partnering to open a new building (housing a branch location for both), a public library merging with a high school library, a college library partnering with a commercial business to house a reading room specific to the business supporting students working in the field (and at the business).
- Using your Strengths/Weakness/Opportunities/Threat Assessments create a list of long-term goals (5 years), medium-term objectives (1-2 years) and short-term strategies (1 year or less).
- One of the most important components of successful strategic planning is assessment. The last example is easily assessed. It is a measurable objective—it can be quantified within a specific timeframe.