Strategic Planning Update The Library Network January 11, 2006

1. Strategic Planning UpdateThe Library NetworkJanuary 11, 2006 It's not the biggest, the brightest, or the best that will survive, but those who adapt the quickest. Charles Darwin

2. Strategic Planning is… • Choosing the organization’s destination • Charting the route to get there • Deciding on the resources needed • Creating a frame within which to establish specific tasks and targets

3. Our Starting Point - The Assessment • Document Review • Research • Interviews • Focus Groups • Survey

4. Document Review & Research • Plans of Service • Library of Michigan QSAC Standards • Costing Study • Values and Visions • TLN Web Site • ASCLA Guide to Strategic Planning for Multi-type Libraries • Various articles and papers recommended by Stephen Abrahms

5. Personal Interviews (17) Including: • Dr. Bill Anderson (HAL) • 7 Library Directors • Detroit Public Library Personnel • Stephen Abrahms • TLN Board Members • Stephen Abrahms • More…

6. Focus Groups (7) 60 Participants • Huntington Woods • Lake Orion • Farmington Hills • Westland • Milford • Highland • TLN

7. Web Survey • 82 respondents • 45% have been TLN member for over 15 years • 69% are age 46 or older • 49% represent Class V or VI library • 79% are member library staff

8. Result: The Following Context Report at November Planning Workshop Users Trends and Predictions Current Status and Perceptions

9. Who Are Our “Users”? • 65 members • Public Libraries • Academic Libraries • School Libraries • Special Libraries • Serving diverse constituents/communities • Operating with wide range of resources

10. Trends and Predictions Long-term Time Horizon Impact on Industry, Members, Users

11. 5 BIG Questions that Matter • Have our users changed in a material way? • Can we relax a bit now that we’ve adapted to the last few BIG changes? • Is there another big environmental or technological change on the way? • Are we automating for the real future? Or are we just automating 19th and 20th century processes? • Do we have the energy, resources, flexibility and the money? Stephen Abram 5 Big Questions for Library StrategiesOct. 19, 2005

12. Yes, Users Have Changed • Millennials (Ages 15 – 26) won’t act like today’s adults • Retirees and seniors won’t want same programs as today • Ethnic, income & digital profile of communities is changing

13. Can we relax a bit? No! • Ubiquitous wireless broadband • Streaming media • ePaper • Google • eCommerce

14. Is another big change on the way? Yes!Changes to watch… • More Google innovations • Advanced customer relationship model • E-learning markets • Film and TV partnerships • Messaging • Digitization • Merging, dynamic companies

15. Are we automating for the real future? • Smokestacks vs. synergies • Operational streamlining • “Thumbs out’ for opportunities • eLearning • Blackborad/WebCT merger

16. Do we have the energy, resources, flexibility and the money? Yes, if we implement innovations collaboratively or in consortia!

17. Current Status and Perceptions External Research Internal Documents Interviews Focus Groups Survey

18. How Does TLN Compare? Membership • Double the size of next largest Cooperative in population served • Middle range of number of libraries served • Lowest % of school library members

19. How Does TLN Compare? Infrastructure & Services • Staff not proportionate to size • Technology resources average • Full range of services offered, except direct marketing and public relations • Training offerings focused on technical skills (as opposed to soft stuff)

20. How Does TLN Compare? Income and Expenses • Income looks different than others due to menu services model • Results in more revenue than traditional Indirect State Aid model • Corresponding reduction in administrative expenses has occurred • Higher than average expenditures on collections due to acquisition services

23. General Perceptions About TLN • Customer service – low staff morale has influence • Customer flexibility – union contracts limit • Internal conflicts – power struggles among members, committees, staff nonproductive • External forces • The “Past” handicaps the future • Deals: Building, DPL, MetroNet, Management • Relationships: Old Bruises

24. Web Survey Results Designed to check for consistency with what we were hearing in interviews and focus groups.

25. Value on Administration

26. Value on ILL

27. Value on Acquisitions

28. Value on Delivery

29. Value on Shared Catalog

30. Value on Technology Services

31. Value on Group Purchasing

32. Value on Fiscal Agent

33. Value on MiLE

34. How Important is it to Continue These Services? • Almost identical responses to value question

35. Importance of Advocacy Role

36. Should TLN organize regionally for:

37. Services Wanted

38. Would You be Willing to Contribute Supplemental Funding?

39. Comments Related to Supplemental Funding • Yes, in general… • Depends… • Not up to me… • Would if I could… • If essential… • Yes, for some…

40. Does the Current Committee Structure Meet the Need?

41. Comments on Committee Structure • If regional groups of each committee met regularly could better serve everyone • Need better collaboration among all members • Hard to participate • Representation by class size not effective

42. Other Priorities for Strategic Plan • Employee morale • Member input mechanisms, ways to listen • Reducing gaps between ‘have’ and ‘have-not’ libraries • Ways to promote excellence when member libraries so different • Advocacy and public relations • Facilitated collaboration, broader participation, less concentrated power • Improved day to day communication

43. TLN Mission Affirmed To provide and facilitate quality services developed through collaboration with its member libraries.

44. Next: Workshop to Articulate the Shared Practical Vision and Strategy

45. Vision: 2008 “The Library Network will be regarded as a model library service organization, delivering high value, innovative systems and services that enable member excellence and facilitate a strong, unified Southeast Michigan library community.”

46. Strategic Priorities 2006 – 2008 • Be a Model Library Service Organization in Michigan • Build a Strong, Unified Southeast Michigan Library Community

47. Model Library Service Organization Goals: • Implement innovative systems to help members delivered patron-centered service; • Facilitate proactive delivery of services to enable member excellence; and • Optimize internal resources for excellent service.

48. Strong, Unified Library Community Goals: • Coordinate member efforts to advocate for library/public needs; • Lead collaboration processes among all Southeast Michigan libraries; and • Ensure effective, valuable member participation processes.

49. Implementation Strategy Assign Planning and Oversight to Four Task Forces This is work in progress…

50. Task Force for Business Planning • Develop a new business plan that includes alternative ways to provide key member services through other expert organizations • Maximize effectiveness of existing services including: • MiLE • ILL • MeL • Automation System (iBistro) • Delivery