Date post: | 25-Dec-2015 |
Category: |
Documents |
Upload: | buddy-garrett |
View: | 215 times |
Download: | 0 times |
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))..