Crash Course in Strategic Planning

Stephen A. Matthews, PhD, MLS, is rural library consultant at the Utah State Library, where he consults with 12 small and rural library staff and boards.Kimberly D. Matthews, MLS, MBA, is executive director of the Trenton Free Public Library, which she led through two recent downsizings due to budget cuts of nearly 50 percent.

Truly presents the reader with a comprehensive overview of how to step into the role of the library administrator in charge of creating a vision and mission for the library. . . . This text could easily be used by the inexperienced librarian thrown into the role of library management and administration, either by choice or by necessity. The work is a great review as well as introduction to the life of a librarian, illustrating both the positive and the challenging situations.

• IntroductionChapter 1—Why Develop a Strategic PlanTheoryStrategic Plan ImportanceFrequent Drastic ChangesYour Strategic PlanPracticeDerailmentSmall Library IdeasChapter 2—The 21st Century Library Strategic Plan ModelTheoryThe Strategic Plan ProcessPracticeProcess of InclusionAdditional BenefitsDerailmentSmall Library IdeasChapter 3—Mission StatementTheoryMissionMission Statement TemplateThe StatementPracticeDetermining Where You Are NowBuilding ConsensusOrganizational Influences21st Century Library ExampleMission StatementAssessmentDerailmentSmall Library IdeasChapter 4—Values and Guiding PrinciplesTheoryValues and Guiding Principles DescriptorsPracticeExamplesA Sample StatementAssessmentDerailmentSmall Library IdeasChapter 5—Vision StatementTheoryVisionVision Statement TemplateVision DescriptorsPracticeThe QuestionExampleSample Vision StatementAssessmentDerailmentSmall Library IdeasChapter 6—ForecastTheoryForecasting the Perfect StormForecasting Using Environmental ScanSTEP AnalysisSWOT AnalysisIncorporating SWOT ResultsIncorporating the Environmental Scan ResultsPracticeDerailmentSmall Library IdeasChapter 7—Goals and ObjectivesTheoryWhat's the Difference?Goal versus ObjectiveDeveloping GoalsPracticeMore theoryDeveloping ObjectivesMore practiceStill more theoryIncorporating OpportunityPlanned AbandonmentStill more practiceSample Goals and Objectives for Strategic PartnershipsDerailmentSmall Library IdeasChapter 8—ActivitiesTheoryPracticeExamplesDerailmentSmall Library IdeasChapter 9—Measures and OutcomesTheoryMeasures and OutcomesMeasuresOutcomesTargets and IndicatorsPracticeExampleDerailmentSmall Library IdeasChapter 10—Resource AllocationTheoryCalculationsPrioritiesResourcesPracticePrioritizationPersonnel CostsFinancial CostsAssociated CostsDerailmentSmall Library IdeasChapter 11—Organization of a Plan DocumentTheoryPracticeOutside ConsiderationsExampleDerailmentSmall Library IdeasChapter 12—Choose Your Strategic Plan Ending"Choose Your Strategic Plan Ending"Path CPath DPath EPath FPath GPath HPath JPath MPath OPath PPath RPath TPath UPath ZChapter 13—ConclusionChange Within Your LibraryThe Planning ProcessExecution of Your PlanBecoming a 21st Century LibraryBibliographyIndex