Strategic Planning The Path to the Future 1

Why do we need a plan? Provides a direction for all to follow. Provides certainty and consistency for staff, board, patrons, funders. Is a leadership document. Provides continuous focus to all. A plan provides guidance to the current and future boards and staff. It is the blueprint for the goals and objectives of the library. 2

Where do we want to go? 3

Or? 4

Where do we go, and how do we get there? “Would you tell me, please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the cat. “ I don’t much care where,” said Alice. “Then it doesn’t matter which way you go,” said the cat. From Alice’s Adventures in Wonderland by Lewis Carrol 5

Who Should be Involved? Board Staff Patrons Friends of the Library Funders 6

How often should the plan be done? If you don’t have one, immediately. If you do have one, review it annually. Make your new plan at the end of the time period for your current plan. And don’t forget, your plan is a living document. 7

The Process Conduct a SWOT analysis – Strengths – Weaknesses – Opportunities – Threats Review the vision and mission of your library. Set key strategic goals for the next 3-5 years. Set strategic objectives for these goals. Develop tactical plans for each objective. 8

The Vision Vision – A written statement that reveals “What we want to become.” A possible and desirable future state of an organization that includes specific goals. Should be short, preferably one sentence. Let’s quickly do up a vision statement for a generic library… 9

The Mission Statement Mission – An enduring statement of purpose that distinguishes one organization from other similar organizations. – A mission statement reveals what an organization offers, to whom and in what way. – The statement addresses the basic question that faces all organizations: “What is our business?” – It is a declaration of an organization’s reason for being. Let’s quickly do up a mission statement for our library… 10

Goals Strategic Goals – A statement defining how we will make the mission statement real. – Let’s try to define three strategic goals for the library. Keep your goals from 3-5. Let’s set one goal for our library… 11

10 Rules of Goal Setting 1.Decide – Every decision you make affects what you become and starts you on a path to a destination. 2.Focus – A goal becomes a magnet pulling you towards it. The more focused you are, the more power you generate 12

10 Rules of Goal Setting Plan – Strategize how you’ll attain the goal. Planning also helps you to deal with roadblocks. 4. Talk – Tell people about your goal. Welcome feedback, suggestions and criticisms. This provides a level of accountability. 13

10 Rules of Goal Setting Write it down – Goals not written down are forgotten. 6. Act – You must act or a goal becomes a series of postponements, delays and missed opportunities. 7. Remain flexible – Change the goal if needed 14

10 Rules of Goal Setting Use Positive Talk – Use “ We will” or “ We can” to bolster confidence. 9. Measure – What gets measured gets done. 10. Celebrate – Recognizing achievements guarantees repeat performance. 15

Determining the Right Goals Goals are the bridge to realizing the vision of the business. They clearly articulate the key results required after a specific period of time. There are short term ( less than 3 years) and long term (greater than 3 years) goals 16

Determining the Right Goal Goals must be SMART – Specific What are you going to do and how? What is the expected outcome? How will you know when you’ve reached your goal? – Measurable How can the outcome be graded or evaluated? 17

Determining the Right Goal Actionable – Take steps to complete the goal – Define action items Realistic – Set goals that are within your capabilities and promote your vision – Don’t try to achieve too many goals at once 18

Determining the Right Goals Timed – How long will it take to achieve the goals? – What is the target date? – How much time will I spend working on these goals? 19

The Right Goals Specific Measureable Actionable Realistic Timed 20

The Plan Strategic Objectives – Measurable targets for achieving Strategic Goals – Must also be: Simple Measurable Attainable Realistic Timed 21

The Plan Tactical Plan – Specific actions needed to meet Strategic Objectives – Must include: Timeline Accountability Mechanism for Support Mechanism for evaluation 22

Objectives Strategic Objectives – Measurable targets for achieving Strategic Goals – Must be: Simple Measurable Attainable Realistic Keep the number of objectives to 3 for each goal. Let’s set one objective for our goal… 23

Work Plans Tactical Plan – Specific actions needed to meet Strategic Objectives – Must include: Timeline Accountability Mechanism for Support Mechanism for evaluation Keep work plan items to 3 for each objective. Let’s set one work plan item for our objective… 24

And remember… It’s not always about reaching the summit; it’s also about the climb. 25

And one more thought… Change the thinking; change the action. 26

And some more thoughts… Improvement is not mandatory… but then neither is survival.—Deming Anything worth doing well… is worth doing slowly.—West Rowing is the only activity where you can sit on your backside, look backwards, and still make progress… How many board members does it take to change the board? Only one, but the board has to want to change… 27

And Don’t Forget “ Everyone who has ever taken a shower has had an idea. It’s the person who gets out of the shower, dries off, and does something about it that makes a difference.” 28

The Final Step Set a date for your strategic planning workshop for your library. It will only be as complicated as you make it. 29