1. Strategic Planning and Marketing Oct. 30, 2006 today’s topics: marketing client services in the not-for-profit environment : turning features into benefits – with Della Paradis strategic planning principles for continuous renewal strategic planning assignment – choice of “corporate” library due Nov 7 – email me

2. strategic: plan: of or serving the ends of strategy strategic plan: statement(s) of direction for policy & action… - anticipating the changing environment - leading to meaningful change to be achieved in 2-5 yrs a design; an intention or proposed proceeding; a goal

3. proposing a process for developing the strategic plan carrying out the proposal to end up with… the strategic plan …to be implemented through work (action or operational) plans overall strategic planning cycle

4. 1 month for you to develop the proposal 6 months for [someone] to carry out the proposal and end up with the strategic plan 3 years for management & staff to implement the strategic plan

5. " Would you tell me, please, which way I ought to walk 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. " –––so long as I get somewhere," Alice added as an explanation. " Oh, you're sure to do that," said the Cat, " if you only walk long enough.“ - Alice in Wonderland, by Lewis Carroll, p.63

6. Planning starts with vision, and vision comes from reviewing the past and imagining the future – from considering what we want and what world we are entering.

7. principles of outcomes-based strategic planning: anticipating the future: creating a shared, preferred, values- based, outcomes-based vision (mental image) of how the org’n wishes key stakeholders to perceive it by preparing for likely changes through evidence-based situation assessments by means of inclusive, participatory processes involving key stakeholders to make risk-taking, “good-enough” choices for establishing and monitoring priorities for the use of resources to serve clients well (strategic staffing and strategic budgeting – i.e., strategic management)

8. Edmonton Public Library Strategic Plan, 2006-2010 http://www.epl.ca/ResourcesPDF/StrategicPlan2006-10.pdf http://www.epl.ca/ResourcesPDF/StrategicPlan2006-10.pdf introduction our mission our enduring values where we have come from the environment in which we work where we are headed: a vision for 1020 strategies to take us there

9. Brantford Public Library Strategic Plan, 2001-2003 Executive summary Introduction Mission, values, principles The changing world around us - Changes in our society - What this means for public libraries Community goals (actions with timelines for each goal) Organizational goals

10. Toronto Public Library Strategic Plan, 2004-2007 http://www.torontopubliclibrary.ca/abo_stp_index.jsp – see handout http://www.torontopubliclibrary.ca/abo_stp_index.jsp Message from the Mayor Welcome to Urban Stories: The Next Chapter Our Vision Our First Strategic Plan Engaging Toronto’s Citizens Key Priorities 2004-2007 1. Books and Culture 2. Low-Income Neighbourhoods 3. Newcomers 4. Youth Our Operating Principles Our Mission Our Values

11. process of outcomes-based strategic planning: identify, consult, and involve all stakeholders (users, non-users, staff, partners, suppliers, vendors, donors, champions, supporters) – i.e., those who influence library direction and operation; those who contribute to library outputs; those who benefit from library services & products scan environment external, internal – SWOT, PESTDL* prepare mission, vision, and values statements formulate strategic goals and objectives, outputs and outcomes (impacts, benefits) * political, economic, social, technological, demographic, & legal – aka PEST or STEEP (social, technological, economic, environmental, & political)

12. analysis & planning tools: SWOT analysis – formal & informal internal environment & organizational structure; information flow; policies; traditions & practices; union presence; management style; management & staff beliefs, values, & ethics; HR policies including recruitment, orientation, training, & retention; staff skills; technology; budgets; planning systems PESTDL assessment – environmental scanning, trend analysis, market analysis – primary ways of receiving input from and about stakeholder groups including competitors, partners, suppliers and vendors project management – for organizing, sequencing, scheduling, & monitoring tasks & staff – Gantt chart, PERT network analysis, CPM analysis

13. in sum: effective planning depends on… good project management wide-ranging, inclusive stakeholder consultation – including appropriate level of staff involvement situation & environmental scan thoroughness user-centred, outcomes-based focus staff training management & staff commitment – to implementation & continuous review, evaluation, feedback, & improvement marketing and communication planning – both internally & externally

14. levels of service planning: operational planning – creating the present for delivering service strategic planning – creating the future what to do when how who with what

15. PPBS planning programming budgeting system ZBB zero-based budgeting MBO management by objectives TQM total quality management TQL total quality leadership SPC statistical process control BPR business process reengineering QA quality assurance CI continuous improvement quality improvement zero defects alphabet soup of planning techniques – different names, same ideas

16. The most successful strategies are vision, not plans. – Henry Mintzberg I have always found that plans are useless, but planning is indispensable.” - Dwight Eisenhower A vision without a plan is an hallucination. – Anon. The typical mission statement is a long, awkward sentence or paragraph that demonstrates management’s inability to think clearly. – Scott Adams We don’t plan to fail – we only fail to plan. What writers have said about planning…