HOWARD UNIVERSITYLIBRARIES

Strategic Planning

Retreat, 2005

Strategic Planning Retreat, 2005

Facilitators:

Mr. Dean Sirjue

Assistant Dean for Administration, Howard University School of Business

Mrs. Lucille Smiley

Assistant Director for Business Library and Staff Development

Participants:

Thirty-three (33) Library employees

Strategic Planning Retreat, 2005

OVER-VIEW OF RETREATDay 1:

Why Does the Library Need a Strategic Plan?

Planning Process

Reviewing/Editing the Vision, Mission, Values & Beliefs Statements

Strategic Planning Retreat, 2005

OVER-VIEW OF RETREAT

Day 1 (continued)

SWOT Survey

SWOT Survey Results Analysis

SWOT Survey Reports & Discussion

Strategic Planning Retreat, 2005

Day 2:

Reviewing of Proposed Goals and Strategies

Identifying Performance Indicators for Strategic Directions

Strategic Planning Retreat, 2005FORMAT

Presentations and Break-out Groups

Groups:

Divided into four sub-groups

Met separately to discuss assigned task

Reconvened and reported back to main group

Why Does the Library NeedA Strategic Plan?

To establish the Library’s direction

To enable the Library to revitalize itself

To provide a basis for transforming Library services and apply scarce resources to meet the evolving needs and demands of our clients

Why Does the Library NeedA Strategic Plan?

To enable the library to manage and create change

To focus our resources and efforts on accomplishing a set of strategic goals over a period of time

To enhance our effectiveness within the University’s intellectual and

cultural life

Why Does the Library NeedA Strategic Plan?

To re-enforce among the Library staff our commonly held values, and a shared sense of purpose and mission

To inform decision-making and enable action within a larger context that is known and understood by all

Strategic Plan Characteristics

The plan will be the starting point in ongoing process

The plan will be dynamic

The plan will be monitored to remain relevant and on target

Planning Process

Review the Library’s mission/vision/values

Environmental Scan

Review and discuss the various driving forces, or major influences that might affect the library’s

future.

Analyze the Situation

Conduct a “SWOT analysis” to “measure” the health of the library.

Planning Process

Establish Goals

Based on the analysis and alignment to the overall mission of the library, establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats.

Planning Process

Establish Strategies to Reach Goals

The particular strategies (or methods to reach the

goals) we’ll choose depend on affordability, practicality and efficiency.

Planning Process

Establish Objectives to Achieve Goals

Our selected objectives should be timely and indicative of progress toward goals.

Planning Process

Associate Responsibilities and Time Lines with each Objective

Responsibilities will be assigned for implementation of the plan, and for achieving various goals and objectives. As far as practical, deadlines will be set for meeting each responsibility.

Planning Process

Write and Communicate a Plan Document

Acknowledge Completion and Celebrate Success

Reviewing/Editing the Vision, Mission, Values & Belief

StatementsMission:

Is it clearly understandable by people internal and external to the library?

Does it succinctly describe the purpose of the library?

Does it succinctly describe the overall type(s) of client served by the library?

Reviewing/Editing the Vision, Mission, Values & Belief

Statements

Mission: Does it provide sufficient focus and direction that the University Administration and library staff can reference the mission when making major decisions.

Reviewing/Editing the Vision, Mission, Values & Belief

StatementsMission:

Does it mention the particular results that the library tries to

help its clients to achieve ?

Does it convey strong, public image?

Reviewing/Editing the Vision, Mission, Values & Belief

Statements

Mission:Does it mention the communities in which the library operates ?

Does it stay within any legal requirements of the library?

 

Reviewing/Editing the Vision, Mission, Values & Belief

StatementsVision:

Is it clearly understandable by people internal and external to the library ?

Does it depict the desired future state of the library and its clients at some point in the future?

Reviewing/Editing the Vision, Mission, Values & Belief

StatementsVision:

Does it inspire members of the library and key stakeholders?

Does it depict the environment in which ourlibrary operates and how clients benefit fromthe library's services?

What additional attention might be needed to developing the vision statement?

 

SWOT Survey/Analysis

Survey:

Strengths

Excellent, Experienced Staff

Partnerships and Profile

Organization and Services

Scholarly Resources - Physical and Virtual

Infrastructure

SWOT Survey/Analysis

Survey:

Weaknesses

Space and Facilities

Staff Resources

Organization and Services

Systems and Technological Infrastructure

Funding

SWOT Survey/Analysis

Survey:Opportunities

Academic Plan

New Resources for Funding

Staff Renewal

Technology

SWOT Survey/Analysis

Survey:

Threats

Restrictive Copyright and Licensing Agreements

Alternative Information Providers

Rate of Change in Information Field and Information Technology

Funding and the Economy

SWOT Survey/Analysis

Analysis:Consider the following questions:

Generally, what conclusions can we draw about priorities for action from this SWOT analysis?

What should we do more of? What should we stop doing?

What should we do less of? What should westart doing?

What are the priorities for action in each area?

SWOT Survey/Analysis

Analysis:

Strengths

Which strengths must we capitalize on in order to reach our vision and how will we do so?

What leverage can be gained from our

strengths?

Weaknesses

Which weaknesses must we shore up in order to reach our vision and how will we do so?

What must we improve?

SWOT Survey/Analysis

Analysis:

Opportunities

Which opportunities should we seize in order to reach our vision and how should we go

about it?

What are the priorities for action?

Threats

What can we do to minimize the impact of these threats so that we can reach our vision?

What are the priorities for action?"

Reviewing of Proposed Goals and Strategies

Validate goal and strategies using the

following criteria:

Is the description of the goal/strategy understandable and explainable?

Is the goal/strategy within the legal character of the Library and the University?

Reviewing of Proposed Goals and Strategies

Validate goal and strategies using the

following criteria:

Is the goal/strategy in accordance to the mission, vision and values of the

library and the University?

Does the goal/strategy have predictable and acceptable effects on library customers?

Reviewing of Proposed Goals and Strategies

Validate goal and strategies using the

following criteria:

Does the goal/strategy consider the Library's strengths and opportunities, weaknesses and threats?

Does the description of the goal/strategy convey the types of activities associated with the goal (activities vs outcomes)?

Reviewing of Proposed Goals and Strategies

Validate goal and strategies using the

following criteria:

Does the description of the goal/strategy convey timing information?

Is the goal/strategy realistic and achievable?

GOALS AND OBJECTIVES

Goal 1: To strengthen library support for learning, scholarship and service

Goal 2: To continually improve the effectiveness of library service, administrative, and technological processes

Goal 3: To increase and enhance external support

Goal 4 : To enhance national and community service

OUR STRATEGIC PLAN IN

ACTION

http://www.howard.edu/Library/About/StrategicPlan.pdf