Strategic Planning and Marketing Oct' 30, 2006

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Strategic Planning and MarketingOct. 30, 2006

• todays 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

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strategic
plan
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

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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
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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
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• "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 doesnt 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

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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.
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principles of outcomes-based strategic planning

• anticipating the future creating a shared,
  preferred, values-based, outcomes-based vision
  (mental image) of how the orgn 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)

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Edmonton Public Library Strategic Plan,
2006-2010http//www.epl.ca/ResourcesPDF/Strategic
Plan2006-10.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

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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

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Toronto Public Library Strategic Plan,
2004-2007http//www.torontopubliclibrary.ca/abo_s
tp_index.jsp see handout

• Message from the Mayor
• Welcome to Urban Stories The Next Chapter
• Our Vision
• Our First Strategic Plan
• Engaging Torontos Citizens
• Key Priorities 2004-2007
• 1. Books and Culture 2. Low-Income
  Neighbourhoods 3. Newcomers 4. Youth
• Our Operating Principles
• Our Mission
• Our Values

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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)

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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

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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

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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
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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

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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
  managements inability to think clearly. Scott
  Adams
• We dont plan to fail we only fail to plan.