Strategic Planning Update The Library Network January 11, 2006

1
Strategic Planning UpdateThe Library
NetworkJanuary 11, 2006

• It's not the biggest, the brightest, or the best
  that will survive, but those who adapt the
  quickest. Charles Darwin

2
Strategic Planning is

• Choosing the organizations destination
• Charting the route to get there
• Deciding on the resources needed
• Creating a frame within which to establish
  specific tasks and targets

3
Our Starting Point - The Assessment

• Document Review
• Research
• Interviews
• Focus Groups
• Survey

4
Document Review Research

• Plans of Service
• Library of Michigan QSAC Standards
• Costing Study
• Values and Visions
• TLN Web Site
• ASCLA Guide to Strategic Planning for Multi-type
  Libraries
• Various articles and papers recommended by
  Stephen Abrahms

5
Personal Interviews (17)

• Including
• Dr. Bill Anderson (HAL)
• 7 Library Directors
• Detroit Public Library Personnel
• Stephen Abrahms
• TLN Board Members
• Stephen Abrahms
• More

6
Focus Groups (7)

• 60 Participants
• Huntington Woods
• Lake Orion
• Farmington Hills
• Westland
• Milford
• Highland
• TLN

7
Web Survey

• 82 respondents
• 45 have been TLN member for over 15 years
• 69 are age 46 or older
• 49 represent Class V or VI library
• 79 are member library staff

8
Result The Following Context Report at November
Planning Workshop

• Users
• Trends and Predictions
• Current Status and Perceptions

9
Who Are Our Users?

• 65 members
• Public Libraries
• Academic Libraries
• School Libraries
• Special Libraries
• Serving diverse constituents/communities
• Operating with wide range of resources

10
Trends and Predictions

• Long-term Time Horizon
• Impact on Industry, Members, Users

11
5 BIG Questions that Matter

• Have our users changed in a material way?
• Can we relax a bit now that weve adapted to the
  last few BIG changes?
• Is there another big environmental or
  technological change on the way?
• Are we automating for the real future? Or are we
  just automating 19th and 20th century processes?
• Do we have the energy, resources, flexibility and
  the money?
• Stephen Abram
• 5 Big Questions for Library StrategiesOct. 19,
  2005

12
Yes, Users Have Changed

• Millennials (Ages 15 26) wont act like todays
  adults
• Retirees and seniors wont want same programs as
  today
• Ethnic, income digital profile of communities
  is changing

13
Can we relax a bit?

• No!
• Ubiquitous wireless broadband
• Streaming media
• ePaper
• Google
• eCommerce

14
Is another big change on the way?

• Yes! Changes to watch
• More Google innovations
• Advanced customer relationship model
• E-learning markets
• Film and TV partnerships
• Messaging
• Digitization
• Merging, dynamic companies

15
Are we automating for the real future?

• Smokestacks vs. synergies
• Operational streamlining
• Thumbs out for opportunities
• eLearning
• Blackborad/WebCT merger

16
Do we have the energy, resources, flexibility and
the money?

• Yes, if we implement innovations collaboratively
  or in consortia!

17
Current Status and Perceptions

• External Research
• Internal Documents
• Interviews
• Focus Groups
• Survey

18
How Does TLN Compare? Membership

• Double the size of next largest Cooperative in
  population served
• Middle range of number of libraries served
• Lowest of school library members

19
How Does TLN Compare? Infrastructure Services

• Staff not proportionate to size
• Technology resources average
• Full range of services offered, except direct
  marketing and public relations
• Training offerings focused on technical skills
  (as opposed to soft stuff)

20
How Does TLN Compare? Income and Expenses

• Income looks different than others due to menu
  services model
• Results in more revenue than traditional Indirect
  State Aid model
• Corresponding reduction in administrative
  expenses has occurred
• Higher than average expenditures on collections
  due to acquisition services

21
(No Transcript)
22
(No Transcript)
23
General Perceptions About TLN

• Customer service low staff morale has influence
• Customer flexibility union contracts limit
• Internal conflicts power struggles among
  members, committees, staff nonproductive
• External forces
• The Past handicaps the future
• Deals Building, DPL, MetroNet, Management
• Relationships Old Bruises

24
Web Survey Results

• Designed to check for consistency with what we
  were hearing in interviews and focus groups.

25
Value on Administration
26
Value on ILL
27
Value on Acquisitions
28
Value on Delivery
29
Value on Shared Catalog
30
Value on Technology Services
31
Value on Group Purchasing
32
Value on Fiscal Agent
33
Value on MiLE
34
How Important is it to Continue These Services?

• Almost identical responses to value question

35
Importance of Advocacy Role
36
Should TLN organize regionally for
37
Services Wanted
38
Would You be Willing to Contribute Supplemental
Funding?
39
Comments Related to Supplemental Funding

• Yes, in general
• Depends
• Not up to me
• Would if I could
• If essential
• Yes, for some

40
Does the Current Committee Structure Meet the
Need?
41
Comments on Committee Structure

• If regional groups of each committee met
  regularly could better serve everyone
• Need better collaboration among all members
• Hard to participate
• Representation by class size not effective

42
Other Priorities for Strategic Plan

• Employee morale
• Member input mechanisms, ways to listen
• Reducing gaps between have and have-not
  libraries
• Ways to promote excellence when member libraries
  so different
• Advocacy and public relations
• Facilitated collaboration, broader participation,
  less concentrated power
• Improved day to day communication

43
TLN Mission Affirmed

• To provide and facilitate quality services
  developed through collaboration with its member
  libraries.

44
Next Workshop to Articulate the Shared Practical
Vision and Strategy
45
Vision 2008

• The Library Network will be regarded as a model
  library service organization, delivering high
  value, innovative systems and services that
  enable member excellence and facilitate a strong,
  unified Southeast Michigan library community.

46
Strategic Priorities 2006 2008

1. Be a Model Library Service Organization in
   Michigan
2. Build a Strong, Unified Southeast Michigan
   Library Community

47
Model Library Service Organization

• Goals
• Implement innovative systems to help members
  delivered patron-centered service
• Facilitate proactive delivery of services to
  enable member excellence and
• Optimize internal resources for excellent service.

48
Strong, Unified Library Community

• Goals
• Coordinate member efforts to advocate for
  library/public needs
• Lead collaboration processes among all Southeast
  Michigan libraries and
• Ensure effective, valuable member participation
  processes.

49
Implementation Strategy

• Assign Planning and Oversight to Four Task Forces
• This is work in progress

50
Task Force for Business Planning

• Develop a new business plan that includes
  alternative ways to provide key member services
  through other expert organizations
• Maximize effectiveness of existing services
  including
• MiLE
• ILL
• MeL
• Automation System (iBistro)
• Delivery

51
Task Force for Business Planning

• Create long-term operational plan including
  staffing, location and other elements to align
  with the new vision and strategic priorities, an
  increased focus on partnerships, and career
  development opportunities for staff.

52
Task Force for Business Planning

• Achieve QSAC standards for Excellence for
  Cooperatives.
• Identify and analyze emerging technologies,
  systems and other innovations that may be of
  value to members.

53
Task Force for Business Planning

• Strategies Will Impact at Least 2 Goals
• Implement innovative systems to help members
  delivered patron-centered service.
• Optimize internal resources for excellent service.

54
Task Force for Service Excellence

• Create QSAC SEMI Library Excellence Support
  Plan
• Survey of QSAC-specific needs
• Plan to provide needed services, training
• Service delivery through partnerships or
  rededication of existing TLN staff

55
Task Force for Service Excellence

• Maximize effectiveness of existing services
  including
• Acquisitions
• Consultants
• Group discounts
• Business services
• IT audits for members

56
Task Force for Service Excellence

• Strategies Will Impact at Least 2 Goals
• Proactive delivery of services to enable member
  excellence
• Implement innovative systems to help members
  delivered patron-centered service.

57
Task Force for Advocacy Collaboration

• Partner with MLA PLFIG to achieve common
  legislative goal and demonstrate model of
  unified, collaborative approach
• Shared goal w PLFIG and MLA
• Coordination with MLA
• TLN facilitates regional action technology,
  grassroots activism, communication, training
• TLN continues Federal advocacy for E-rate,
  Patriot Act, etc.

58
Task Force for Advocacy Collaboration

• Maximize effectiveness of existing services
  including
• Grants
• PLFIG
• MLA
• Lists (mailing, member)
• Meetings
• Calendar
• Newsletter

59
Task Force for Advocacy Collaboration

• Explore potential association-related needs of
  under-represented type libraries and create plan
  to integrate through membership or partnership
  strategies
• School
• Medical
• Professional
• Other

60
Task Force for Advocacy Collaboration

• Strategies Will Impact at Least 3 Goals
• Coordinate member efforts to advocate for
  library/public needs.
• Lead collaboration process among all SEMI
  libraries.
• Implement effective, valuable member
  participation processes.

61
Task Force for Member Participation

• Align TLN Board, Governance and Committee
  participation to support vision and need for
  member-driven participation
• Establish schedule of Member Roundtables for
  purpose of 2-way communication
• By Class size
• By Neighborhood

62
Task Force for Member Participation

• Strategies Will Impact at Least 3 Goals
• Coordinate member efforts to advocate for
  library/public needs.
• Lead collaboration process among all SEMI
  libraries.
• Implement effective, valuable member
  participation processes.

63
Whats Next?

• Draft Plan to Include Evaluation, 2006
  Objectives, Framework for Tactical Planning
• Process for Adoption by Board, Membership

64
Thank you!