Communicating That Communicating That Vision Thing: Strategic Vision Thing: Strategic Planning and Library Planning and Library

Services Services Ann Campion RileyAnn Campion Riley

Director, Technical and Access ServicesDirector, Technical and Access ServicesSouthern Illinois University EdwardsvilleSouthern Illinois University Edwardsville

Mission vs. VisionMission vs. Vision

Mission – what we want to do (and Mission – what we want to do (and usually are doing)usually are doing)

Vision – where we want to be (and how Vision – where we want to be (and how we will know when we get there)we will know when we get there)

Many higher ed sources, CLIP notes, Many higher ed sources, CLIP notes, websites to help with mission websites to help with mission statementsstatements

Library Mission and VisionLibrary Mission and Vision

Usually a statement on collections and Usually a statement on collections and services related to constituency servedservices related to constituency served

Essential to identify key services to Essential to identify key services to institutional stakeholdersinstitutional stakeholders

Advocacy most effective with focused Advocacy most effective with focused messages to selected messages to selected groups/stakeholdersgroups/stakeholdersRequires identifying services they want Requires identifying services they want

(ALA/ACRL @your library Toolkit) (ALA/ACRL @your library Toolkit)

Major Changes in Public Major Changes in Public ServicesServices

More online, self-service interactions with More online, self-service interactions with librarieslibraries

Different use patterns, foot traffic Different use patterns, foot traffic changeschanges

Use of microforms, paper serials droppingUse of microforms, paper serials dropping Increased emphasis on information Increased emphasis on information

literacy and instructionliteracy and instructionFundamental questions on what value Fundamental questions on what value

libraries add and what we dolibraries add and what we do

Major Changes in Technical Major Changes in Technical ServicesServices

More integration of servicesMore integration of servicesMore availability of cataloging copy More availability of cataloging copy

along with emphasis on standards in along with emphasis on standards in shared data basesshared data bases

Primary access to resources through Primary access to resources through sources additional to the catalog, sources additional to the catalog, e.g., lists of electronic sourcese.g., lists of electronic sources

More on Technical ServicesMore on Technical Services

More technical knowledge needed for More technical knowledge needed for loading files, system administration loading files, system administration etc.etc.

Original cataloging more demanding– Original cataloging more demanding– electronic resources, multiple version electronic resources, multiple version issues, amalgamated resourcesissues, amalgamated resources

Decreased resources, shortage of Decreased resources, shortage of qualified staffqualified staff

A Little About PlanningA Little About Planning

An abundance of experts, a multitude of An abundance of experts, a multitude of approaches, overall a modern conceptapproaches, overall a modern concept

Historical trends in planningHistorical trends in planning Business began the movement, much came from Business began the movement, much came from

military experiencemilitary experience Planning literature starts to appear in the 1950s, Planning literature starts to appear in the 1950s,

grows in the 1960s, flowers in the 1980s grows in the 1960s, flowers in the 1980s Public entities and governmental agencies Public entities and governmental agencies

prolific plannersprolific planners Library planning literature starts in the early Library planning literature starts in the early

1970s1970s

Trends in Planning TermsTrends in Planning Terms

Long-range—usually more than one Long-range—usually more than one year, up to 10 or more, begins with year, up to 10 or more, begins with unit or individual goals and objectivesunit or individual goals and objectives

Short-range– usually one year or lessShort-range– usually one year or lessStrategic Planning– any length of time, Strategic Planning– any length of time,

vision-driven, usually begins with vision-driven, usually begins with leadership’s ideasleadership’s ideas

Strategic Management—operational Strategic Management—operational aspects included in planaspects included in plan

Why Strategic?Why Strategic?

Strategic or long-rangeStrategic or long-rangeSurvey of 65 library plans on websites Survey of 65 library plans on websites

done by Ana Paciosdone by Ana PaciosEmphasis on mission and vision in Emphasis on mission and vision in

strategic the major differencestrategic the major difference@ your library Toolkit supports strategic @ your library Toolkit supports strategic

marketingmarketing

Strategic Vision vs. PlanStrategic Vision vs. Plan

One day meetings or retreats can do One day meetings or retreats can do one or the other, rarely bothone or the other, rarely both

Too much structure can destroy Too much structure can destroy creative and strategic thinkingcreative and strategic thinking

Need to distinguish big picture from Need to distinguish big picture from operational aspects operational aspects (Mintzberg 108)(Mintzberg 108)

VisionVision

Based on strategic thinkingBased on strategic thinkingShould be done as precursor to Should be done as precursor to

planning processplanning processCan be done using the same processes Can be done using the same processes

as planning but at a different timeas planning but at a different timeUsually comes from leadershipUsually comes from leadershipEvaluating vision against mission Evaluating vision against mission

essentialessential

Shareholders and Shareholders and StakeholdersStakeholders

ShareholdersShareholdersBusiness term, those who benefit or Business term, those who benefit or

suffer financially from end result, ownerssuffer financially from end result, ownersStakeholdersStakeholders

Anyone who is part of the organization or Anyone who is part of the organization or whose fate is affected by decisions madewhose fate is affected by decisions made

Example: doctors, nurses and patients in Example: doctors, nurses and patients in a hospital, families of patients, drug and a hospital, families of patients, drug and supply companies, etc.supply companies, etc.

More on stakeholdersMore on stakeholders

In libraries: users, staff, vendors, In libraries: users, staff, vendors, institutional administrators, custodians, institutional administrators, custodians, etc.etc.

Differ from shareholders in that Differ from shareholders in that stakeholders may all desire different stakeholders may all desire different outcomesoutcomes

Each stakeholder offers possibly different Each stakeholder offers possibly different viewpoint and vision of success; e.g., staff viewpoint and vision of success; e.g., staff ease of use vs. student ease of useease of use vs. student ease of use

Need to seek out stakeholders’ ideasNeed to seek out stakeholders’ ideas

Context for PlanningContext for Planning

““Organizations are much more Organizations are much more creatures than creators of their creatures than creators of their environment.” environment.” (Bolman & Deal 235)(Bolman & Deal 235)

Organizations are “confronted with Organizations are “confronted with constraint” constraint”

Planning PreliminariesPlanning Preliminaries

Examine university, institution or Examine university, institution or governing board goalsgoverning board goals

Examine any planning process of Examine any planning process of which you are or would like to be a which you are or would like to be a partpart

Identify any relationship between Identify any relationship between planning and budget development and planning and budget development and any pertinent timelineany pertinent timeline

Identify how– or if– you will connect to Identify how– or if– you will connect to any past or existing processany past or existing process

Change?Change?

Incremental vs. transformationalIncremental vs. transformationalFlamholtz, Eric and Yvonne Randle.Flamholtz, Eric and Yvonne Randle. Changing the Game. Changing the Game. (New York: Oxford University Press, 1998(New York: Oxford University Press, 1998))

Johnson, Spencer. Johnson, Spencer. Who Moved My CheeseWho Moved My Cheese? (New York: G.P. ? (New York: G.P. Putnam’s Sons, 1998Putnam’s Sons, 1998))

DecisionsDecisions

What is your desired result? (of the What is your desired result? (of the process, not the resulting plan)process, not the resulting plan)Measurable progress toward a planning Measurable progress toward a planning

goal?goal?A document for institutional leadership?A document for institutional leadership?Real communication about department Real communication about department

directions?directions?

DataData

Data as raw material: informing Data as raw material: informing rather than controlling processrather than controlling process

Look at existing statsLook at existing statsLook at easy ways to get more statsLook at easy ways to get more statsGather in relevant waysGather in relevant ways

Focus groupsFocus groupsSurveysSurveys

Example: Library Technology Example: Library Technology PlanPlan

Four library directors surveyed literature for trends and Four library directors surveyed literature for trends and questionsquestions List of questions developed, not unlike LIBQUAL ones (did not List of questions developed, not unlike LIBQUAL ones (did not

use)use) Same questions asked of all groups– only ten questionsSame questions asked of all groups– only ten questions

Focus groups of students, faculty, staff and administrationFocus groups of students, faculty, staff and administrationdrawn from lists generated by HRIS; sessions transcribed by drawn from lists generated by HRIS; sessions transcribed by court reporting studentscourt reporting students

Self-initiated; intended to incorporate advocacy for library Self-initiated; intended to incorporate advocacy for library programsprograms

Focus group results formed basis for discussions to identify Focus group results formed basis for discussions to identify goals within existing missiongoals within existing mission

Using Focus Groups Using Focus Groups

Basic market research technique– Basic market research technique– may be able to use a campus may be able to use a campus business training groupbusiness training group

Select no more than ten open-ended Select no more than ten open-ended questionsquestions

Try for representative but small (10-Try for representative but small (10-12) group12) group

Example questionsExample questions

How do you use the library, if you use it? What do you How do you use the library, if you use it? What do you do here if you come in?do here if you come in?

What do you see as the most important things or What do you see as the most important things or services the library offers?services the library offers?

What would you like the library to offer that it doesn’t?What would you like the library to offer that it doesn’t? How has any in-class instruction on the library How has any in-class instruction on the library

affected you?affected you? Which of the campus online services do you use, if Which of the campus online services do you use, if

anyany??

Tell us about the worst experience you had in a Tell us about the worst experience you had in a library.library.

Example: Campus Strategic Example: Campus Strategic PlanPlan

Needed to accommodate AQIP accreditation Needed to accommodate AQIP accreditation processprocess

Needed to incorporate existing Baldridge award Needed to incorporate existing Baldridge award effortsefforts

Tradition to plan in the early spring for budget Tradition to plan in the early spring for budget preparation in Aprilpreparation in April

Much ongoing negativity toward administrative Much ongoing negativity toward administrative processesprocesses

Selective/appointive process to choose attendeesSelective/appointive process to choose attendees Write-up done by selected administratorsWrite-up done by selected administrators Structured around pre-chosen goalsStructured around pre-chosen goals

Process AProcess A

Brainstorming, small groups and flip Brainstorming, small groups and flip chartschartsDreaded by many, designed by Dreaded by many, designed by

extrovertsextrovertsComfort in familiarityComfort in familiarityStill a standard approach to involve Still a standard approach to involve

many people; often very effective many people; often very effective Updated with laptops, projector and Updated with laptops, projector and

white boardswhite boards

Process BProcess B

Solicit written ideas ahead of time on Solicit written ideas ahead of time on goals and objectivesgoals and objectives

Suggest units take time to do this during Suggest units take time to do this during regular staff meetings to insure regular staff meetings to insure participationparticipation

Emphasize assets and past achievements Emphasize assets and past achievements (very important to long-time staff)(very important to long-time staff)

Large meeting with small group Large meeting with small group discussion to respond to compilation of discussion to respond to compilation of ideasideas

Different Ways to DiscussDifferent Ways to Discuss

Analyze internal and external factors Analyze internal and external factors relating to your functionsrelating to your functions

SWOT analysis (Strengths, SWOT analysis (Strengths, weaknesses, opportunities, threats) weaknesses, opportunities, threats) to your missionto your mission

Scenario planning using pre-supplied Scenario planning using pre-supplied vision and goals with responses vision and goals with responses evaluated against them only evaluated against them only afterwardafterward

Collision of Data and VisionCollision of Data and Vision

Data often show trends not in accord Data often show trends not in accord with vision: e.g.,with vision: e.g.,Vision– make more staff available to Vision– make more staff available to

serve publicserve publicData– more materials needing Data– more materials needing

cataloging; fewer paper monographs, cataloging; fewer paper monographs, more continuing resources and non-more continuing resources and non-book materialbook material

Back to the MissionBack to the Mission

Focus on essential services identified that Focus on essential services identified that library provides and functional roles within the library provides and functional roles within the librarylibrary

Seek ideas on directions to go to become Seek ideas on directions to go to become more valuable; e.g., move forward in more valuable; e.g., move forward in technology, more effectively use resources, technology, more effectively use resources, etc.etc.

Examine how internal library functions can Examine how internal library functions can affect external perceptions by stakeholdersaffect external perceptions by stakeholders

Clarify connections of functions to services for Clarify connections of functions to services for all staffall staff

Producing a PlanProducing a Plan

Organize the results of the discussion Organize the results of the discussion according to your needsaccording to your needsAvoid long documents; three pages Avoid long documents; three pages

goodgoodEssential to communicate the Essential to communicate the

product of the discussions back to product of the discussions back to the participantsthe participants

Useful to do assessment of the Useful to do assessment of the processprocess

Create a CycleCreate a Cycle

Use assessment results to modify the Use assessment results to modify the processprocess

Keep to a calendarKeep to a calendarRemind people throughout the year Remind people throughout the year

of progress and need to have ideas of progress and need to have ideas for next planning sessionfor next planning session

Remember strategic thinking has no Remember strategic thinking has no timetabletimetable

Use the PlanUse the Plan

Nothing more effective for planning Nothing more effective for planning than to use the plan with awarenessthan to use the plan with awareness

Nothing more guaranteed to doom Nothing more guaranteed to doom the process than for it to look the process than for it to look irrelevantirrelevant

Manage consensus; beware the Manage consensus; beware the Abilene Paradox Abilene Paradox (Harvey) (Harvey)

Works CitedWorks Cited

@ your library Toolkit for Academic Libraries@ your library Toolkit for Academic Libraries. Chicago: American . Chicago: American Library Association, 2003.Library Association, 2003.

Bolman, Lee and Terence E. Deal. Bolman, Lee and Terence E. Deal. ReframingReframing OrganizationsOrganizations. San . San Francisco, CA: Jossey-Bass, 2003.Francisco, CA: Jossey-Bass, 2003.

Harvey, Jerry B. Harvey, Jerry B. The Abilene Paradox and Other Meditations on The Abilene Paradox and Other Meditations on Management.Management. Lexington, MA: Lexington Books, 1988. Lexington, MA: Lexington Books, 1988.

Mintzberg, Henry. “The Fall and Rise of Strategic Planning.” Mintzberg, Henry. “The Fall and Rise of Strategic Planning.” Harvard Business ReviewHarvard Business Review 72.1 (1994). 72.1 (1994).

Pacios, Ana R. “Strategic Plans and Long-range Plans: Is There a Pacios, Ana R. “Strategic Plans and Long-range Plans: Is There a

Difference?” Difference?” Library ManagementLibrary Management 25.6(2004 25.6(2004))..