HOWARD UNIVERSITY LIBRARIES Strategic Planning Retreat, 2005

Strategic Planning Retreat, 2005 Facilitators: Mr. Dean Sirjue Assistant Dean for Administration, Howard University School of Business Mrs. Lucille Smiley Assistant Director for Business Library and Staff Development Participants: Thirty-three (33) Library employees

Strategic Planning Retreat, 2005 OVER-VIEW OF RETREAT Day 1: Why Does the Library Need a Strategic Plan? Planning Process Reviewing/Editing the Vision, Mission, Values & Beliefs Statements

Strategic Planning Retreat, 2005 OVER-VIEW OF RETREAT Day 1 (continued) SWOT Survey SWOT Survey Results Analysis SWOT Survey Reports & Discussion

Strategic Planning Retreat, 2005 Day 2: Reviewing of Proposed Goals and Strategies Identifying Performance Indicators for Strategic Directions

Strategic Planning Retreat, 2005 FORMAT Presentations and Break-out Groups Groups: Divided into four sub-groups Met separately to discuss assigned task Reconvened and reported back to main group

Why Does the Library Need A Strategic Plan? To establish the Library’s direction To enable the Library to revitalize itself To provide a basis for transforming Library services and apply scarce resources to meet the evolving needs and demands of our clients

Why Does the Library Need A Strategic Plan? To enable the library to manage and create change To focus our resources and efforts on accomplishing a set of strategic goals over a period of time To enhance our effectiveness within the University’s intellectual and cultural life

Why Does the Library Need A Strategic Plan? To re-enforce among the Library staff our commonly held values, and a shared sense of purpose and mission To inform decision-making and enable action within a larger context that is known and understood by all

Strategic Plan Characteristics The plan will be the starting point in ongoing process The plan will be dynamic The plan will be monitored to remain relevant and on target

Planning Process Review the Library’s mission/vision/values Environmental Scan Review and discuss the various driving forces, or major influences that might affect the library’s future. Analyze the Situation Conduct a “SWOT analysis” to “measure” the health of the library.

Planning Process Establish Goals Based on the analysis and alignment to the overall mission of the library, establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats.

Planning Process Establish Strategies to Reach Goals The particular strategies (or methods to reach the goals) we’ll choose depend on affordability, practicality and efficiency.

Planning Process Establish Objectives to Achieve Goals Our selected objectives should be timely and indicative of progress toward goals.

Planning Process Associate Responsibilities and Time Lines with each Objective Responsibilities will be assigned for implementation of the plan, and for achieving various goals and objectives. As far as practical, deadlines will be set for meeting each responsibility.

Planning Process Write and Communicate a Plan Document Acknowledge Completion and Celebrate Success

Reviewing/Editing the Vision, Mission, Values & Belief Statements Mission: Is it clearly understandable by people internal and external to the library? Does it succinctly describe the purpose of the library? Does it succinctly describe the overall type(s) of client served by the library?

Reviewing/Editing the Vision, Mission, Values & Belief Statements Mission: Does it provide sufficient focus and direction that the University Administration and library staff can reference the mission when making major decisions.

Reviewing/Editing the Vision, Mission, Values & Belief Statements Mission: Does it mention the particular results that the library tries to help its clients to achieve ? Does it convey strong, public image?

Reviewing/Editing the Vision, Mission, Values & Belief Statements Mission: Does it mention the communities in which the library operates ? Does it stay within any legal requirements of the library?

Reviewing/Editing the Vision, Mission, Values & Belief Statements Vision: Is it clearly understandable by people internal and external to the library ? Does it depict the desired future state of the library and its clients at some point in the future?

Reviewing/Editing the Vision, Mission, Values & Belief Statements Vision: Does it inspire members of the library and key stakeholders? Does it depict the environment in which our library operates and how clients benefit from the library's services? What additional attention might be needed to developing the vision statement?

SWOT Survey/Analysis Survey: Strengths Excellent, Experienced Staff Partnerships and Profile Organization and Services Scholarly Resources - Physical and Virtual Infrastructure

SWOT Survey/Analysis Survey: Weaknesses Space and Facilities Staff Resources Organization and Services Systems and Technological Infrastructure Funding

SWOT Survey/Analysis Survey: Opportunities Academic Plan New Resources for Funding Staff Renewal Technology

SWOT Survey/Analysis Survey: Threats Restrictive Copyright and Licensing Agreements Alternative Information Providers Rate of Change in Information Field and Information Technology Funding and the Economy

SWOT Survey/Analysis Analysis: Consider the following questions: Generally, what conclusions can we draw about priorities for action from this SWOT analysis? What should we do more of? What should we stop doing? What should we do less of? What should we start doing? What are the priorities for action in each area?

SWOT Survey/Analysis Analysis: Strengths Which strengths must we capitalize on in order to reach our vision and how will we do so? What leverage can be gained from our strengths? Weaknesses Which weaknesses must we shore up in order to reach our vision and how will we do so? What must we improve?

SWOT Survey/Analysis Analysis: Opportunities Which opportunities should we seize in order to reach our vision and how should we go about it? What are the priorities for action? Threats What can we do to minimize the impact of these threats so that we can reach our vision? What are the priorities for action?"

Reviewing of Proposed Goals and Strategies Validate goal and strategies using the following criteria: Is the description of the goal/strategy understandable and explainable? Is the goal/strategy within the legal character of the Library and the University?

Reviewing of Proposed Goals and Strategies Validate goal and strategies using the following criteria: Is the goal/strategy in accordance to the mission, vision and values of the library and the University? Does the goal/strategy have predictable and acceptable effects on library customers?

Reviewing of Proposed Goals and Strategies Validate goal and strategies using the following criteria: Does the goal/strategy consider the Library's strengths and opportunities, weaknesses and threats? Does the description of the goal/strategy convey the types of activities associated with the goal (activities vs outcomes)?

Reviewing of Proposed Goals and Strategies Validate goal and strategies using the following criteria: Does the description of the goal/strategy convey timing information? Is the goal/strategy realistic and achievable?

GOALS AND OBJECTIVES Goal 1: To strengthen library support for learning, scholarship and service Goal 2: To continually improve the effectiveness of library service, administrative, and technological processes Goal 3: To increase and enhance external support Goal 4 : To enhance national and community service

OUR STRATEGIC PLAN IN ACTION /About/StrategicPlan.pdf