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Strategic Planning Administrative Retreat June 6, 2008 Gail Griffith The Singer Group, Inc.

Strategic Planning Administrative Retreat June 6, 2008 Gail Griffith The Singer Group, Inc. AACPL Memory Wall. In your table groups: Share a brief story highlighting something important to you from the time you first joined the library staff

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Strategic Planning Administrative Retreat June 6, 2008 Gail Griffith The Singer Group, Inc.

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  1. Strategic Planning Administrative Retreat June 6, 2008 Gail Griffith The Singer Group, Inc.

  2. AACPL Memory Wall In your table groups: • Share a brief story highlighting something important to you from the time you first joined the library staff • The scribe from each group will capture significant words and ideas and post them on the timeline • We’ll look at the entire timeline together

  3. Agenda • Introductions, Goals • About strategic planning • AACPL’s process • Context: Data and Trends • Your Vision • Next Steps

  4. Goals for Today • Kick off the process with Administrative Staff • Understand AACPL’s strategic planning process and how you and your staff will be involved • Set context for planning • Share your vision for the future of the library

  5. About Strategic Planning Strategic planning is a roadmap for impelling continuous change and ensuring a future for an organization. C. Davis Fogg (1998)

  6. Traditional Assumptions No need to look back—only look forward The future can be predicted – therefore plans need to anticipate forecasted changes. A clear, consistent strategic vision will show is the path to the future. We need a detailed, formal, comprehensive implementation plan. Learning-Oriented Assumptions We learn from the past, and context is important The future is unpredictable – therefore planning needs to anticipate the possibility of a variety of futures. The major value of a strategic vision is that it compels the library to act and learn. We need to trigger quick journeys of discovery focused on immediate business issues. Traditional vs. Learning-Oriented Assumptions: Strategic Change [Readding & Catalanello]

  7. Our Process: Transparent, Inclusive • Steering Committee with staff and Board: analyze data, set direction, collate, and prioritize • Staff involvement: contribute ideas, develop strategy (email surveys, cross-functional teams) • Community input : Surveys and Focus Groups • Open to all – Wiki

  8. Marion Francis Nancy Choice Kate Purcell Scott Sedmak Lois Miller Chief, TKS Wanda Wagner Cathy Butler Gloria Davis Joanie Bradford Ed Epstein Betty Morganstern Susan Schmidt Laurie Hayes Joanne Trepp Skip Booth Pat Ferguson Board of Trustees Member Library Associate Circulation Supervisor Librarian I Branch Manager/Librarian II Steering Committee

  9. Conduct External Environmental Analysis Create Strategic Vision Set Strategic Direction Construct Strategic Plans Design & Execute Implementation Perform DataCollection Perform DataAnalysis Conduct Internal Organizational Assessment Evaluate Performance Steps

  10. Dates • First Steering Committee meeting is June 24 • Five meetings to follow, dates TBD but beginning in the Fall • Staff ‘goal teams’ for strategy development TBD, later in the Fall • Community focus groups, other data gathering to begin in the summer

  11. Context Individual Group Library County The US The World

  12. Turbulent and changing world Compelling need for leaders and all staff to proactively shape how the library’s business will be conducted Context

  13. The World and this is just a start!  • New technologies • More generations in the library and at the workplace • New groups, other cultures • COMPETITION! • Succession planning imperatives • Web 2.0 • What do our customers want? How can we best satisfy them? • What is changing that we cannot see?

  14. And at AACPL • County funding issues • New Foundation, Development Office • Community support • Changing demographics, BRAC

  15. So Let’s Get Started Setting the Context Perspectives: Individual, Group, Library, County

  16. Some Data Analysis… You have results from • AACPL Road Trip, April 2007 • Patron Online Survey, February 2008 • In-Branch Patron Survey, April 2008 As a table group, identify the top 3 items that the community wants/needs from the library based on this data. Be ready to report out

  17. Trends to Come • Social • Technological • Economic • Environmental • Political • Values

  18. The world we live in The world our library customers (or non customers) live in The world our employees live in The world our employees come from Trend Convergence

  19. We’ll be looking at the implications of trends on AACPL • In the Steering Committee meetings and on the wiki, there will be opportunities to discuss • Which trends are especially significant • What they mean to the role of the library in the community • What we must do in order to meet the community’s changing needs and expectations

  20. Developing a Vision • Requires collective, creative and entrepreneurial thinking about how to prepare the library for the future • Describes the preferred future for the library • Conveys a larger sense of purpose

  21. Which brings us to today… ..and a way for you to help envision the future

  22. Imagine that Library Journal has selected as its Library of the Year in 2012! YOU are LJ’s ‘Cover Story’ Tell us what the story says…

  23. The Cover Story 5 minutes Think or write your vision Select a recorder and a reporter 15 minutes Share images in your group 20 minutes Write your story Decide how to present it in a creative way Draw, write, act, whatever you like. But be sure to involve the right side of your brain in some way! Sign up for the order of presentation at any time

  24. Current Vision AACPL is the essential connection to learning and enrichment

  25. Challenges of Creating A Strategic Vision • Needs to be well-conceived • Needs to be articulated clearly so that all the library’s stakeholders can see the future and their place in it • Needs to create enthusiasm and provide a compelling rationale for change

  26. The Vision …. • EXCITES:Appeals to our heart, our values • IGNITES: Compelling; moves us to action • INVITES: Everyone can share this vision • UNITES: Everyone wants to be part of it • LIGHTS: Shows the way to a better organization

  27. Next Steps • First meeting of Steering Committee 6/24 • Roll out the wiki • Public focus groups • Staff Zoomerang surveys • Best practice + trend research • Look at ourselves • Updates to Board and Staff

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