Strategic Planning
University Library
University of California, Santa Cruz
Raynna Bowlby
Library Management Consulting
raynna.bowlby@charter.net
Planning

Planning is an effort to develop priorities and actions in
order to guide what an organization intends to do, with its
rationale, to achieve some change in the future to better
serve the needs of its stakeholders

Our role in planning: Stewards of the University Library



stew·ard –noun 1.a person who manages another's property or
financial affairs; one who administers anything as the agent of
another or others




8/15/08
The Library as a whole system
Our role is not representatives or advocates for individual parts
“It’s not about us”; it’s about the community of users
What is “about us” is that our plans must focus on what’s in our control
“It’s not about “them”, e.g. plans that depend on campus funders
Several different kinds of plans & planning techniques
2
Raynna Bowlby, Library Management Consulting
Strategic Planning

Strategic Planning:
a
future-oriented process of diagnosis, objective-setting,
and strategy building
 relies on careful consideration of the organization’s
environment & capacities
 preps for decisions re: deployment of resources to
achieve meaningful results
 a management tool for organizing the present on the
basis of projections of the desired future
 assumes the organization must be quick to respond to a
dynamic, changing environment, which may require
changes in the future
 aims to build more desirable future results by adjusting
current initiatives so as to have more favorable outcomes
in the external environment
8/15/08
3
Raynna Bowlby, Library Management Consulting
Strategic Planning

Strategic Plan:
a
practical, action-oriented guide based upon an
examination of external & internal factors which directs
goal-setting and resource allocation to achieve
meaningful results over time
 a road map to action, based on what is happening now,
that will lead an organization from where it is to where it
would like to be in (about) 5 years & beyond
 the systematic outcome of a thinking process that
enables the organization to organize efforts necessary to
implement wants/needs of customers
 flexible and practical and yet serve as a guide to
implementing programs, evaluating how these programs
are doing, and making adjustments when necessary
 development of the plan is less work than the
implementation!
8/15/08
4
Raynna Bowlby, Library Management Consulting
Strategic Planning

Key Concepts:
 the
process is strategic because it involves choosing how
best to respond to circumstances of a dynamic
environment
 the process is systematic, structured
 strategic planning focuses attention on why the
organization exists; generates a clear understanding of
the organization’s mission and vision among key
stakeholders
 strategic planning involves choosing specific priorities
 strategic planning guides future allocation of resources
8/15/08
5
Raynna Bowlby, Library Management Consulting
Strategic Planning

What Strategic Planning is NOT:
 Strategic
Planning does not try to make future
decisions; it anticipates the future environment,
however, all decisions are made “in the present”
(whenever that is) with an open mind to changes
for the purpose of making the best decisions at
any given point
8/15/08
6
Raynna Bowlby, Library Management Consulting
Even if you’re on the
right track, you’ll get
run over if you just
sit there
8/15/08
7
Raynna Bowlby, Library Management Consulting
Parts of a Strategic Plan

Who are we? (and who are we here for?)
 Mission
Is a broad, comprehensive statement
 Defines the organization’s purpose

 Core
Values / Guiding Principles
(Optional; can be made explicit at later time)
Lists (expresses) the organization’s enduring
beliefs
 Guides decision-making throughout the
organization

8/15/08
8
Raynna Bowlby, Library Management Consulting
Developing Mission





A short, comprehensive statement of purpose
The ultimate rationale for the existence of the
organization
Identifies what the organization hopes to
accomplish (aspirations)
Identifies primary customers and the needs the
organization will attempt to satisfy
Answers these questions:
 Who
are we?
 What are we here to do, together?
 For whom do we do it?
 Why do we do it?
8/15/08
9
Raynna Bowlby, Library Management Consulting
Planning is bringing the
future into the present
so that you can do
something about it now
8/15/08
10
Raynna Bowlby, Library Management Consulting
Parts of a Strategic Plan

Where are we now? (on the cusp of?)
 Organizational Assessment
(campus directions &
initiatives)
 Ideas from the external environment to challenge &
stretch our thinking (revealed by readings & other media)
 (macro) Environmental Scan
 Customer Analysis
 Peer Analysis
 Organizational Assessment (library)
 Strategic Analysis

8/15/08
Examines and analyzes external & internal factors
11
Raynna Bowlby, Library Management Consulting
Developing the Environmental Scan

“The tea leaves, which we must read, can
be found by looking at trends in society,
economics, politics, & technology” (Emily Mobley)
 Focuses
on the macroenvironment
(Variation on) S – T – E – P
 Socio-cultural
 Technological
 Economic
 Political
 Educational & Scholarly Communication

8/15/08
12
Raynna Bowlby, Library Management Consulting
Environmental Scan Considerations

Socio-cultural
 How
are society & the population changing?
 What can be reasonably projected for 5 yrs?
 What social trends might affect our mission; how?

Technology
 What
new technology is already out there that affects
our mission? Emerging?
 Is there technology, or certain characteristics,that would
give us an advantage?
8/15/08
13
Raynna Bowlby, Library Management Consulting
Environmental Scan Considerations

Economic
 What
are the patterns & trends of economic distribution
on the local level? How will they affect us?
 How will changes in the stock market, organizational
financial performance, costs, and prices affect us?

Political
 What
is happening in local, state, & national politics that
will have an impact on our mission, markets, economics,
processes?
 Are there legislation and regulations that will impact us?
8/15/08
14
Raynna Bowlby, Library Management Consulting
Environmental Scan Considerations

Educational & Scholarly Communication
 What
is happening in our “industry” that will have
an impact on our mission, customers,
economics, processes?
 What are the patterns & trends in higher ed &
publishing/scholarly communication? How will
they affect us?
8/15/08
15
Raynna Bowlby, Library Management Consulting
Developing the Customer Analysis

What we know (& want to know) about our
community of (potential) users
 User/Demographic

Population size & characteristics
 Use

data
Use of programs, services, products, etc.
 User

8/15/08
data
preferences
Customer needs, wants, perceptions, etc.
16
Raynna Bowlby, Library Management Consulting
Developing the Peer Analysis

What we want to know about other
institutions of higher ed and academic
libraries
 Peer
Institutions
 Institutions w/similar missions & visions
(University’s interdisciplinary focus)
 Aspirations; Institutions in AAU, ARL
8/15/08
17
Raynna Bowlby, Library Management Consulting
Customer & Peer Analysis
Considerations

Customers:

Describe the community – numbers, characteristics, trends


Summarize Library use info, user preference info and insights





What is the customer feedback?
What have you learned from surveys, focus groups, etc.?
What are their desired (product or service) performance characteristics
& how well are we doing?
What more can you do, to “delight” customers?
Peers, etc.:




8/15/08
Are there any discernable shifts in numbers, demographic patterns, type
or segment?
What is striking about the 3 – 5 year vision of academic libraries?
What are the key strategic initiatives/changes underway?
What do your peers provide that you don’t?
What are some opportunities for our Library to pursue such
initiatives?
18
Raynna Bowlby, Library Management Consulting
Strategic Assessment
Examines & analyses external & internal factors

S–W–O–T


Strengths: attributes of the organization (internal) that are helpful to
achieving the mission; distinctive skills & capabilities
Weaknesses: attributes of the organization (internal) that prevent it
from achieving the mission; deficits in skills & capabilities



Opportunities: external conditions that are helpful to achieving the
mission
Threats: external conditions that increase the difficulty of the
organization in achieving the mission

8/15/08
Internal factors may be viewed as strengths or weaknesses depending
upon their impact on the organization's mission. The factors may
include product, price, place, promotion, personnel, finance, unique
capabilities, etc.
External factors may be viewed as opportunities or threats depending
upon their impact on the organization’s mission. The factors may
include macroeconomic matters, technological change, legislation, and
socio-cultural changes, as well as changes in the marketplace or
competitive position
19
Raynna Bowlby, Library Management Consulting
Strategic Assessment S – W – O - T

Look for confirmation of your Strengths



Look for indications of your Weaknesses





Are there likely unfolding events that will put you in a unique
position?
Are there new directions & new capabilities you can offer that take
advantage of your expertise & unique resources?
Look for Threats

8/15/08
Where are you losing your leading edge?
Which trends & technological developments may overtake you?
Which economic trends & financial situations may leave you
exposed?
Look for Opportunities


What are you good at? What are you known for?
What capabilities have you mastered?
Are there problems that may develop into crises?
20
Raynna Bowlby, Library Management Consulting
For a sailor without
a destination there
is no such thing as a
favorable wind
8/15/08
21
Raynna Bowlby, Library Management Consulting
Parts of a Strategic Plan

Where do we want to go?
 Vision

Presents a compelling image of the desired future
 Goals/Strategic

Describes desired results, after 3 – 5 years
 S.M.A.R.T.

8/15/08
Directions
Goals
Outlines specific & measurable targets for
improvement
22
Raynna Bowlby, Library Management Consulting
Developing Vision





A compelling, conceptual image of the desired, ideal future
A picture of the future you seek to create, described in the
present tense, as if it were happening now
From Latin, videre, “to see”
Shows where we want to go, what it will be like when we get
there, yet can be fluid, evolving (as possibilities become
clearer)
Should be:




Answers these questions:



8/15/08
Brief & memorable
Inspiring & challenging
Appealing to all stakeholders
What do we desire to accomplish?
What will our organization look like in the future?
How do we wish to be known by our customers & others?
23
Raynna Bowlby, Library Management Consulting
A good plan
implemented
today is better
than a perfect
plan implemented
tomorrow
8/15/08
24
Raynna Bowlby, Library Management Consulting
Parts of a Strategic Plan
(alternatively, in continuous Annual Planning)

How do we get there?
 Implementation
/ Action Plans
Outlines strategies & detailed work plans to
accomplish goals
 Leads to resource allocation


How do we measure our progress?
 Performance
Measures (continuous assessment)
Describes systems & methods to monitor progress &
measure results (data)
 Ensures accountability & continuous improvement

8/15/08
25
Raynna Bowlby, Library Management Consulting
Developing Goals (Strategic
Directions, Themes)





The broad strategic directions & primary actions for the
organization
Challenging, but realistic & achievable; the desired result
after 3 – 5 years
What people associated w/the organization commit
themselves to
Chart a clear direction for the organization, but not the
specific ways to get there
Encompass a long time frame (multi-year) and tend to
remain unchanged until a shift in the environment under
which they were created occurs


8/15/08
Should be kept to a manageable number, in order to clearly chart the
direction of the organization & provide unifying themes for programs
& activities
Goals do not conflict
26
Raynna Bowlby, Library Management Consulting
S.M.A.R.T. Goals
Specific & measurable targets for accomplishment of a goal


S

the desired outcome or result is clearly defined
M
Measurable



Attainable

achievable, goal is challenging but realistic
R
T

8/15/08
accomplishment can be charted and/or observed
A


Specific
Relevant
results-oriented, in line with institutional goals and library vision
Timely
deadlines are set for accomplishment
27
Raynna Bowlby, Library Management Consulting
S.M.A.R.T. Goals -- Examples




75% of materials acquired from other libraries are received by users
within 7 days of request, by 1/09
50% of new books are on shelf within 5 days after library receipt, by
12/08
80% of Spring’09 courses utilizing the campus CMS include links to
library research materials
The unit cost of each service desk transaction will decrease by 10%
from FY’08 to FY’09
Versus general goals:
Improve ILL turn-around time
Make new materials accessible to users more quickly
Link library to instruction
Decrease staffing budget
8/15/08
28
Raynna Bowlby, Library Management Consulting
8/15/08
29
Raynna Bowlby, Library Management Consulting
Developing Implementation / Action
Plans (Annual Planning)


Specifies actions, tasks in order to achieve the
goals
Consider alternative ways to achieve a goal
 Encourage,
generate innovative ideas
 Research successful programs (“best practices”) in
other organizations, not just LIS
 Look w/in the institution, to borrow

Develop detailed implementation plans
 Implementation
leads to processes, procedures,
policies

8/15/08
Align & assign financial & human resources
30
Raynna Bowlby, Library Management Consulting
Developing Measurement &
Assessment
Monitor, measure & assess progress; adjust
as required by changes in the environment &
as priorities shift
 Contemplate contingency plans; the
alternative courses of action to be taken if an
intended plan is unexpectedly disrupted or
rendered inappropriate

8/15/08
31
Raynna Bowlby, Library Management Consulting
CELEBRATE
SUCCESSES!
8/15/08
32
Raynna Bowlby, Library Management Consulting
Some Planning Resources









8/15/08
Matthews, Joseph R. Strategic Planning & Management
for Library Managers, 2005
University of Arizona Libraries Handout, c1998
Mobley, Emily R. “The Future: Looking for Tea Leaves to
Read”
College and Research Libraries News Volume 61
Number 10 November 2000, page 898-901
http://www.quickmba.com/strategy/pest/
http://www.quickmba.com/strategy/swot/
http://www.businessballs.com/pestanalysisfreetemplate.h
tm
http://www.businessballs.com/swotanalysisfreetemplate.
htm
http://www.mindtools.com/pages/article/newTMC_05.htm
33
Raynna Bowlby, Library Management Consulting