ola superconference 2009 creating the future you’ve imagined planning that makes a difference

OLA Superconference 2009

Creating the Future You’ve Imagined

Planning That Makes a Difference


Presentation objectives:

Provide an overview of the planning process Introduce 6 ways to describe your community Highlight the collective analysis/ sense making in planning

(the crucial changeable moments) Identify success factors in plans that make a difference!


About me …

Anne Marie Madziak, MLIS A public library consultant with Southern Ontario Library Service

(SOLS) since 1994 Part-time instructor in the MLIS program at UWO’s Faculty of

Information & Media Studies; currently teaching a course on library leadership

Deeply committed to the practice of intentional conversation as the means to think together, access collective intelligence, learn together, and discover our shared responsibilities and our shared aspirations

Can be reached at:

[email protected]


A SOLS publication:Every public library in Ontario received a copy; extra copies available for $25


What is Essential Planning?

A scale-able approach to the planning process that recognizes that planning is an essential board and staff responsibility, while also recognizing that it represents work that is in addition to the ongoing governance and operational work required for the provision of library service; there is, therefore, a focus on keeping the process manageable

An approach to planning that is focused on big picture thinking and the collective analysis of information, for purposes of achieving a shared understanding of the essence of the organization, its purpose, values, vision, and future direction.


AN OVERVIEW OF THE PLANNING PROCESS:


BEFORE EMBARKING ON A PLANNING PROCESS …

Prepare to plan Board and staff buy-in & commitment to process & outcome Articulate what you want out of the investment in planning;

understand planning is not a license to expect to achieve the impossible

Ensure resources are in place for planning process – time & money

Agree on process (seek assistance as necessary); set limits Establish small board/staff committee to oversee planning


Map out the process …

1. Conduct a Situational Analysis (1-3 months)2. Imagine a Compelling Future (1 day)3. Identify Strategic Directions (1-2 weeks)4. Implement the Plan. (ongoing)


1. Conduct a Situational Analysis

Two stages to the work of conducting a Situational Analysis: 1. Gather information about your current situation/where you are (the

situational half of Situational Analysis);2. Collectively make sense of the information gathered (the analysis

part of Situational Analysis).

KNOW WHERE YOU ARE

AND WHY YOU EXIST;YOUR MISSION


Situational Analysis defined:

The collective analysis of a body of information that describes the library’s current services and user feedback in relation to its intended mission and values, and to the community and environmental context in which library service is developed and delivered.


2 important components of the definition:

The collective analysis (“making sense” together) A body of information coming from different directions


The work of conducting a Situational Analysis:


Profile the Library:

Library Profile Worksheet:

Accessibility of library service Library roles and mission Library services Materials/ resources Staffing Library activity


Gather user feedback:

Suggestion box/ feedback form Appeals for feedback on library website Roaming CEO/ manager “Talk to us” corner or table Observation Topical questionnaires Exit interviews Staff questionnaire Staff focus group Focus groups Key informant interviews Open houses/ public meetings Surveys


Profile the community:


Common sources of community information:

Existing information: Census data Municipal and/or school planning

information Planning documents of local

organizations Telephone book yellow pages Bulletin board notices,

pamphlets, etc. Local directories Local & regional newspapers,

radio & cable stations

New information: Conversations, interviews and/or

meetings with municipal staff, community leaders, media personnel, representatives of service clubs, organizations, and agencies

Public consultation (surveys, interviews, etc), if needed.


Check for alignment with Municipal Council:

The library’s planning process is an excellent opportunity to give focused attention to understanding the formal and informal priorities of the municipal decision-makers, with a view to establishing important linkages between those priority issues and upcoming library initiatives. Information gathering includes: The Municipality’s strategic plan; business and/or service

plans; website; media releases; Council/ staff reports Engaging Municipal senior staff and elected officials in

conversation.


Scan the environment:

Trends and issues in the broader library world Trends and issues in the public/ not-for-profit sector Social and demographic factors Economic/ political issues Technological advances


Articulate mission & values:

The mission is a declaration of purpose, a concise statement that tells the community what the public library does exceptionally well that is unique or different from what other organizations do.

Example:

London Public Library provides equitable access

to the world of information and creative expression.

The power of the statement comes from its simplicity, the fact that these few words make it absolutely clear why the library exists and what difference it makes to the community.


The analysis part of Situational Analysis:

Make sense together: Discuss, exchange perspectives & impressions Identify Key Points Resolve/record questions Summarize and synthesize.


Synthesize with SWOT:

A quick, effective way of synthesizing information about the library and the community is to identify the library’s:

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Strengths & weaknesses are internal, things the library has some control over;

Opportunities & threats are external, the library controls how it responds.

The library’s plan will endeavour to build on strengths and opportunities, and eliminate or minimize weaknesses and threats.


Another approach to synthesis …

Create a series of 4 lists, then prioritize within each list:

Things we are doing well Things we could do better

Community strengths we support

Community characteristics we could pay more attention to

Environmental forces that help us

Environmental forces that hinder us

Changes we want to take advantage of

Changes that are obstacles to be aware of


The Board’s work in conducting a SA:

Assess type/depth of information needed for planning purposes

Ensure information is gathered from different directions Participate in the information gathering process, especially

regarding community information & environmental scan Spend time agreeing on core purpose of the library and

articulating it as a succinct mission statement Commit to reading and pondering the implications of the

information that has been gathered Engage in group conversation (Board & senior staff) aimed at

summarizing and making sense of the information


PROCESS RECAP …

Now that you have conducted a thorough Situational Analysis and, as a result, have a good understanding of where you are right now, it is time to turn your attention to the future.

What will the community look like 10 years from now? What will the library look like 10 years from now?


Process cont’d …2. IMAGINE A COMPELLING FUTURE

Endorse a vision of what success will look like in the future

Take the time to imagine various future scenarios and develop a shared one that everyone can buy into (board & staff); the preferred future, describing a compelling picture of success …

KNOWWHERE YOUWANT TO BE


“Attractive visions of the future have great power. We call the organization that is organized around a deep sense of values, mission and vision the essence-driven organization. This kind of organization has tapped the energy that results from its own clarity of direction and focus. The essence-driven organization has a greater capacity to weather changes in marketplace and customer demand because of the clarity of its core purpose.”

Cynthia D. Scott


The work of imagining success in the future …

Compelling visions work on the heart and the head …

By collectively imagining the best future we can imagine, we plant the seeds of that future … we co-create it by describing it and believing in its possibility …

The work of imagining and visioning requires our collective creativity as well as our collective knowledge …


Sample vision statements …

Brampton Library will provide exceptional access to highly valued services through a full complement of contemporary facilities. Our customer centred service delivery and community partnerships are the foundation of the community’s support. Through superior service and financial stability, Brampton Library’s social and economic contribution to the community will be widely recognized and supported.


Lincoln Public Library is a key partner in the development of the economic and cultural well being of its community.

London Public Library is the Community Hub that strengthens individuals, families and neighbourhoods by connecting them to people and to relevant information, collections, programs and resources.

Your destination for discovery!

Woodstock Public Library


Process cont’d … 4. IMPLEMENT THE PLAN

Use the plan to create the future you’ve imagined Communicate internally as soon as the plan is endorsed by the

Board Make the document short – a ready reference tool! Develop key messages for the community and funders based on

the plan Create annual operational plans and annual board objectives

related to the plan

CREATE THE FUTURE YOU’VE

IMAGINED.


Tie strategic directions and objectives to individual performance; give people the resources they need and hold them accountable

Monitor progress; report regularly at Board meetings Reference the plan in every major decision; keep it on staff

radar; refer to it in reports & at meetings Celebrate successes Revise/ update to reflect changing circumstances, new

opportunities


Allocate the resources needed to achieve the plan

Advocate and budget for new funding as necessary Reallocate existing resources as appropriate Consider staff time necessary to carry out the activities

outlined in the plan Plan and budget for capacity building as needed, eg. staff

expertise, training, technology, etc. Be prepared with contingencies should new resources not

become available Use the strategic plan to support the budget, and raise the

library’s profile, credibility and accountability


Principles of an effective (‘able-bodied’) strategic plan:

Futuristic – responsive to emerging trends Desirable – appealing and worth aspiring to Imaginable – conveying a picture of the desired future Practical – full of concrete tasks with timelines & responsibility

assigned Achievable – realistic; do-able and affordable Defensible – responsive to service demands and external influences,

(ie) the plan makes sense, given the circumstances Measurable – objective language defines success through the use of

descriptive milestones/outcomes and quantitative indicators Memorable – concise and relevant; easy to remember and apply Flexible – adaptable to new ideas and/or changing circumstances


Consulted with CEOs who have been through the planning process …

Stephanie Stowe, CEO, Pelham Public Library Louise Procter-Maio, CEO, East Gwillimbury Public Library Sheila Durand, CEO, North Perth Public Library Deb Jackson, CEO, Haldimand County Public Library Rosemary Marchand, CEO, Penetanguishene Public Library


Success Factors in Planningas identified by CEOs

The right people on the planning committee – mix of board and staff; all are committed to improving and changing

Some form of assessment/ Situational Analysis; Do the bare minimum – assessment & creative brainstorming about the future

The plan is free of jargon and relevant to the community Being realistic – taking small steps Take it seriously – don’t even start if there’s no willingness to

change and faith in the process Shared vision is crucial – Board, CEO, staff Council knows library’s direction – no surprises at budget Engagement in the process by all; involve the Friends Make sure the plan itself is aligned – mission, vision & strategic

directions


Success Factors (cont’d) Alignment with the Town’s Strat Plan – makes it harder for them to

say no Measurable outcomes & annual action plans that assign

responsibility and deadlines; linkages to performance evaluations Notice when you don’t accomplish something

– Why not? – Learn from it – Is it still a valid goal?– What will make it achievable?

USE IT! USE IT! USE IT! – refer to the plan constantly Revisit & review the plan frequently, revise as needed; understand it

as a cycle – you implement, monitor, revise, then start all over Report regularly at Board meetings


Benefits of Planning as identified by CEOs

Improved services, eg. additional hours, new services, increased materials budget

Improved accessibility – facility, services, programs Improved technology infrastructure Increases to staffing New partnerships, eg. Chamber of Commerce, Schools Better opportunities for grants, eg. Trillium Has led to further more focused planning, eg. Facilities, Technology Development of a marketing plan Staff training became a priority (focus on customer service) The planning process created a culture of ongoing improvement Clarity about where to focus efforts to improve service


Benefits (cont’d)

Great value in having your reality named and documented in the Situational Analysis/ information gathering, eg. varying levels of service

It positions the library in the eyes of the funders as an organization with an identified vision and direction

The plan itself keeps the library on track – we know how we’re doing Best result – No one (Board or Council) is surprised by what comes

forward


Planning DOES Make a Difference!

ola superconference 2009 creating the future you’ve imagined planning that makes a difference

Documents