Strategic Planning and Marketing Oct. 30, 2006

1. Strategic Planning and MarketingOct. 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. plan: strategic: a design; an intention or proposed proceeding; a goal 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

3. overall strategic planning cycle 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

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, 2006-2010http://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, 2004-2007http://www.torontopubliclibrary.ca/abo_stp_index.jsp – see handout • 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: strategic planning – creating the future • what to do • when • how • who • with what operational planning – creating the present for delivering service

15. alphabet soup of planning techniques –different names, same ideas • 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

16. What writers have said about planning… • 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.