1 Strategic Management All libraries must look into the future to be able to develop long-term strategies to meet user needs

2 What is Strategic management  ”Designing a disired future and identifying ways to bring it about  Involves ideas and actions that are directed to the long term future of the library

3 The steps in Strategic planning  Define the library´s mission (Purpose)  What is the vision for the library?  Set the libraries goals and objectives Or………  Where are we today?  Where are we going?  How do we get there?

4 Management tools Community needs analysis Swot analysis  strengths,  weaknesses,  opportunities,  threats Pest analysis:  Political situation  Economical situation  Social environment  Technological environment monitoring and evaluation monitoring and evaluation performance measurement. performance measurement.

5 Monitoring and evaluation achieving the objectives and declared goals of the library achieving the objectives and declared goals of the library actually and regularly provided actually and regularly provided meeting the needs of the community meeting the needs of the community able to meet changing needs able to meet changing needs in need of improvement, new direction or redefinition in need of improvement, new direction or redefinition adequately resourced adequately resourced cost effective. cost effective.

6 Performance indicators Usage indicators loans per capita loans per capita total library visits per capita total library visits per capita membership as a percentage of the population membership as a percentage of the population loans per item i.e. turnover resources loans per item i.e. turnover resources reference enquiries per capita reference enquiries per capita loans per opening hour loans per opening hour number of accesses to electronic services and other non-print materials. number of accesses to electronic services and other non-print materials. Resource indicators total stock per capita total stock per capita provision of terminals/personal computers per capita provision of terminals/personal computers per capita provision of online public access computers (OPACs) per capita. provision of online public access computers (OPACs) per capita.

7 Human resource indicators ratio of full time equivalent (FTE) staff to population ratio of full time equivalent (FTE) staff to population ratio of professional staff to population ratio of professional staff to population ratio of full time equivalent (FTE) staff to library use. ratio of full time equivalent (FTE) staff to library use. Qualitative indicators user satisfaction surveys user satisfaction surveys enquiries satisfied. enquiries satisfied. Cost indicators unit costs for functions, services and activities unit costs for functions, services and activities staff costs per functions, e.g., books processed, programmes staff costs per functions, e.g., books processed, programmes total costs per capita, per member, per visitor, per service point etc. total costs per capita, per member, per visitor, per service point etc. Comparative indicators bench-mark statistical data against other relevant and comparable library bench-mark statistical data against other relevant and comparable library services, internationally, nationally and locally.

8 Who is responsible for Strategic Management?  Strategic mamagement is a top-level and business-level function  Tactical management is at the functional and operation levels.  Personnel at the tactical level provide information input to management for use in making decicions

9 Make a development plan  Objectives  Expected date of completion  Expected outcome  Specifications  Costs involves  Person responsible  Possible source of funding

10 Summary  Strategic library management is a complex undertaking  The cooperation of all staff in the library is a key factor in the successful implementation of the development plan  To avoid pitfalls, apply the strategic management concepts in planning and managing your library.