strategic planning update the library network january 11, 2006 it's not the biggest, the...

Strategic Planning Strategic Planning UpdateUpdateThe Library NetworkThe Library NetworkJanuary 11, 2006January 11, 2006

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

Charles Darwin Charles Darwin

Strategic Planning is…Strategic Planning is…

Choosing the organization’s destinationChoosing the organization’s destination Charting the route to get thereCharting the route to get there Deciding on the resources neededDeciding on the resources needed Creating a frame within which to Creating a frame within which to

establish specific tasks and targets establish specific tasks and targets

Our Starting Point - Our Starting Point - The AssessmentThe Assessment

Document Review Document Review ResearchResearch InterviewsInterviews Focus GroupsFocus Groups SurveySurvey

Document Review & Document Review & ResearchResearch

Plans of ServicePlans of Service Library of Michigan QSAC StandardsLibrary of Michigan QSAC Standards Costing StudyCosting Study Values and VisionsValues and Visions TLN Web SiteTLN Web Site ASCLA Guide to Strategic Planning for Multi-ASCLA Guide to Strategic Planning for Multi-

type Librariestype Libraries Various articles and papers recommended by Various articles and papers recommended by

Stephen AbrahmsStephen Abrahms

Personal Interviews (17)Personal Interviews (17)

Including:Including: Dr. Bill Anderson (HAL)Dr. Bill Anderson (HAL) 7 Library Directors7 Library Directors Detroit Public Library PersonnelDetroit Public Library Personnel Stephen AbrahmsStephen Abrahms TLN Board MembersTLN Board Members Stephen AbrahmsStephen Abrahms More…More…

Focus Groups (7)Focus Groups (7)

60 Participants60 Participants Huntington WoodsHuntington Woods Lake OrionLake Orion Farmington HillsFarmington Hills WestlandWestland MilfordMilford HighlandHighland TLNTLN

Web SurveyWeb Survey

82 respondents82 respondents 45% have been TLN member for over 15 45% have been TLN member for over 15

yearsyears 69% are age 46 or older69% are age 46 or older 49% represent Class V or VI library49% represent Class V or VI library 79% are member library staff79% are member library staff

Result: Result: The Following The Following Context Report at Context Report at November Planning November Planning WorkshopWorkshop

UsersUsers

Trends and PredictionsTrends and Predictions

Current Status and PerceptionsCurrent Status and Perceptions

Who Are Our “Users”?Who Are Our “Users”?

65 members65 members Public LibrariesPublic Libraries Academic LibrariesAcademic Libraries School LibrariesSchool Libraries Special LibrariesSpecial Libraries

Serving diverse constituents/communitiesServing diverse constituents/communities Operating with wide range of resourcesOperating with wide range of resources

Trends and Trends and PredictionsPredictions

Long-term Time HorizonLong-term Time Horizon

Impact on Industry, Members, UsersImpact on Industry, Members, Users

5 BIG Questions that 5 BIG Questions that MatterMatter1.1. Have our users changed in a material way?Have our users changed in a material way?2.2. Can we relax a bit now that we’ve adapted to Can we relax a bit now that we’ve adapted to

the last few BIG changes?the last few BIG changes?3.3. Is there another big environmental or Is there another big environmental or

technological change on the way?technological change on the way?4.4. Are we automating for the real future? Or are Are we automating for the real future? Or are

we just automating 19we just automating 19thth and 20 and 20thth century century processes?processes?

5.5. Do we have the energy, resources, flexibility and Do we have the energy, resources, flexibility and the money?the money?

Stephen AbramStephen Abram5 Big Questions for Library Strategies5 Big Questions for Library Strategies

Oct. 19, 2005Oct. 19, 2005

Yes, Users Have ChangedYes, Users Have Changed

Millennials (Ages 15 – 26) won’t act like Millennials (Ages 15 – 26) won’t act like today’s adultstoday’s adults

Retirees and seniors won’t want same Retirees and seniors won’t want same programs as todayprograms as today

Ethnic, income & digital profile of Ethnic, income & digital profile of communities is changingcommunities is changing

Can we relax a bit?Can we relax a bit?

No!No! Ubiquitous wireless broadbandUbiquitous wireless broadband Streaming mediaStreaming media ePaperePaper GoogleGoogle eCommerceeCommerce

Is another big change on Is another big change on the way?the way?

Yes!Yes! Changes to watch…Changes to watch… More Google innovationsMore Google innovations Advanced customer relationship modelAdvanced customer relationship model E-learning marketsE-learning markets Film and TV partnershipsFilm and TV partnerships MessagingMessaging DigitizationDigitization Merging, dynamic companiesMerging, dynamic companies

Are we automating for the Are we automating for the real future?real future?

Smokestacks vs. synergiesSmokestacks vs. synergies Operational streamliningOperational streamlining ““Thumbs out’ for opportunitiesThumbs out’ for opportunities

eLearningeLearning Blackborad/WebCT mergerBlackborad/WebCT merger

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

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

Current Status and Current Status and PerceptionsPerceptions

External ResearchExternal ResearchInternal DocumentsInternal DocumentsInterviewsInterviewsFocus GroupsFocus GroupsSurveySurvey

How Does TLN Compare? How Does TLN Compare? MembershipMembership

Double the size of next largest Double the size of next largest Cooperative in population servedCooperative in population served

Middle range of number of libraries Middle range of number of libraries servedserved

Lowest % of school library membersLowest % of school library members

How Does TLN Compare? How Does TLN Compare? Infrastructure & ServicesInfrastructure & Services

Staff not proportionate to sizeStaff not proportionate to size Technology resources averageTechnology resources average Full range of services offered, except Full range of services offered, except

direct marketing and public relationsdirect marketing and public relations Training offerings focused on technical Training offerings focused on technical

skills (as opposed to soft stuff)skills (as opposed to soft stuff)

How Does TLN Compare? How Does TLN Compare? Income and ExpensesIncome and Expenses

Income looks different than others due to Income looks different than others due to menu services modelmenu services model

Results in more revenue than traditional Results in more revenue than traditional Indirect State Aid modelIndirect State Aid model

Corresponding reduction in Corresponding reduction in administrative expenses has occurredadministrative expenses has occurred

Higher than average expenditures on Higher than average expenditures on collections due to acquisition servicescollections due to acquisition services

Growth - Admin v. Menu Service

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05* 05-06**

Year

Total Admin Total Menu

General Perceptions About General Perceptions About TLNTLN Customer service – low staff morale has Customer service – low staff morale has

influenceinfluence Customer flexibility – union contracts limitCustomer flexibility – union contracts limit Internal conflicts – power struggles among Internal conflicts – power struggles among

members, committees, staff nonproductivemembers, committees, staff nonproductive External forcesExternal forces The “Past” handicaps the futureThe “Past” handicaps the future

Deals: Building, DPL, MetroNet, ManagementDeals: Building, DPL, MetroNet, Management Relationships: Old BruisesRelationships: Old Bruises

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

Value on AdministrationValue on Administration

Administration

3

30

36

10

05

1015

2025

3035

40

Very Important Important SomewhatImportant

Not Important

Value on ILLValue on ILL

Interlibrary Loan

4 3

62

12

0

10

20

30

40

50

60

70


Not Important

Value on AcquisitionsValue on Acquisitions

Acquisitions

24

16 16

24

0

5

10

15

20

25

30


Not Important

Value on DeliveryValue on Delivery

Delivery

74

5 1 10

10

2030

4050

6070

80


Not Important

Value on Shared CatalogValue on Shared Catalog

Shared Catalog

70

4 4 3

010

2030

4050

6070

80


Not Important

Value on Technology Value on Technology ServicesServices

Technology Services

52

22

3 3

0

10

20

30

40

50

60


Not Important

Value on Group Value on Group PurchasingPurchasing

Group Purchasing for Discounts

3133

97

0

5

10

15

20

25

30

35


Not Important

Value on Fiscal AgentValue on Fiscal Agent

Fiscal Agent & Assistance for Grants and Development

17

28

21

13

0

5

10

15

20

25

30


Not Important

Value on MiLEValue on MiLE

MiLE

41

23

13

3

05

1015202530354045


Not Important

How Important is it to How Important is it to Continue These Services?Continue These Services?

Almost identical responses to value Almost identical responses to value questionquestion

Importance of Advocacy Importance of Advocacy RoleRole

How important is it that TLN leads and facilitates advocacy efforts on behalf of its member libraries?

59%

34%

4%

3%

Very Important

Important

Somewhat Important

Not Important

Should TLN organize Should TLN organize regionally for:regionally for:

5146

40

31

2530

35

42

0

10

20

30

40

50

60

Networking Shared Services Advocacy Web Services

Services WantedServices Wanted

49

4421

20

27

6

ProfessionalDevelopment

Marketing / PublicRelations

Area Experts on TLNStaff

Program Development

Coordination withStatewide and NationalOrganizations

Other (please specify)

Would You be Willing to Would You be Willing to Contribute Supplemental Contribute Supplemental Funding?Funding?

31, 42%

20, 27%

23, 31%

Yes

No

Comments

Comments Related to Comments Related to Supplemental FundingSupplemental Funding

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

Does the Current Committee Does the Current Committee Structure Meet the Need?Structure Meet the Need?

51, 66%

12, 15%

15, 19%

Yes

No

Other (please specify)

Comments on Committee Comments on Committee StructureStructure

If regional groups of each committee met If regional groups of each committee met regularly could better serve everyoneregularly could better serve everyone

Need better collaboration among all Need better collaboration among all membersmembers

Hard to participateHard to participate Representation by class size not effectiveRepresentation by class size not effective

Other Priorities for Other Priorities for Strategic PlanStrategic Plan

Employee moraleEmployee morale Member input mechanisms, ways to listenMember input mechanisms, ways to listen Reducing gaps between ‘have’ and ‘have-not’ Reducing gaps between ‘have’ and ‘have-not’

librarieslibraries Ways to promote excellence when member Ways to promote excellence when member

libraries so differentlibraries so different Advocacy and public relationsAdvocacy and public relations Facilitated collaboration, broader participation, Facilitated collaboration, broader participation,

less concentrated powerless concentrated power Improved day to day communicationImproved day to day communication

TLN Mission AffirmedTLN Mission Affirmed

To provide and facilitate quality services To provide and facilitate quality services developed through collaboration with its developed through collaboration with its

member libraries.member libraries.

Next: Workshop to Next: Workshop to Articulate the Articulate the Shared Practical Shared Practical Vision Vision and Strategyand Strategy

Vision: 2008Vision: 2008

““The Library Network will be regarded as a The Library Network will be regarded as a model library service organization, model library service organization,

delivering high value, innovative systems delivering high value, innovative systems and services that enable member and services that enable member

excellence and facilitate a strong, unified excellence and facilitate a strong, unified Southeast Michigan library community.”Southeast Michigan library community.”

Strategic Priorities 2006 Strategic Priorities 2006 – 2008– 2008

1.1. Be a Model Library Service Be a Model Library Service Organization in Michigan Organization in Michigan

2.2. Build a Strong, Unified Southeast Build a Strong, Unified Southeast Michigan Library Community Michigan Library Community

Model Library Service Model Library Service OrganizationOrganization

Goals:Goals: Implement Implement innovative systemsinnovative systems to help to help

members delivered patron-centered members delivered patron-centered service;service;

Facilitate proactive delivery of Facilitate proactive delivery of services to services to enable member excellenceenable member excellence; and; and

Optimize internal resourcesOptimize internal resources for for excellent service.excellent service.

Strong, Unified Library Strong, Unified Library CommunityCommunity

Goals:Goals:Coordinate member efforts to advocateCoordinate member efforts to advocate

for library/public needs;for library/public needs;Lead collaboration processesLead collaboration processes among all among all

Southeast Michigan libraries; andSoutheast Michigan libraries; andEnsure Ensure effective, valuable member effective, valuable member

participationparticipation processes. processes.

Implementation Implementation StrategyStrategyAssign Planning and Oversight to Assign Planning and Oversight to Four Task ForcesFour Task Forces

This is work in progress…This is work in progress…

Task Force for Business Task Force for Business PlanningPlanning Develop a new business plan that includes Develop a new business plan that includes

alternative ways to provide key member alternative ways to provide key member services through other expert organizationsservices through other expert organizations

Maximize effectiveness of existing services Maximize effectiveness of existing services including:including: MiLEMiLE ILLILL MeLMeL Automation System (iBistro)Automation System (iBistro) DeliveryDelivery

Task Force for Business Task Force for Business PlanningPlanning

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


Achieve QSAC standards for Excellence Achieve QSAC standards for Excellence for Cooperatives.for Cooperatives.

Identify and analyze emerging Identify and analyze emerging technologies, systems and other technologies, systems and other innovations that may be of value to innovations that may be of value to members.members.


Strategies Will Impact at Least 2 Goals:Strategies Will Impact at Least 2 Goals: Implement innovative systems to help Implement innovative systems to help

members delivered patron-centered members delivered patron-centered service.service.

Optimize internal resources for excellent Optimize internal resources for excellent service.service.

Task Force for Service Task Force for Service ExcellenceExcellence

Create QSAC “SEMI Library Excellence” Create QSAC “SEMI Library Excellence” Support PlanSupport Plan Survey of QSAC-specific needsSurvey of QSAC-specific needs Plan to provide needed services, trainingPlan to provide needed services, training Service delivery through partnerships or Service delivery through partnerships or

rededication of existing TLN staffrededication of existing TLN staff


Maximize effectiveness of existing Maximize effectiveness of existing services including:services including: AcquisitionsAcquisitions ConsultantsConsultants Group discountsGroup discounts Business servicesBusiness services IT audits for membersIT audits for members


Strategies Will Impact at Least 2 Strategies Will Impact at Least 2 Goals:Goals:

Proactive delivery of services to enable Proactive delivery of services to enable member excellencemember excellence

Implement innovative systems to help Implement innovative systems to help members delivered patron-centered members delivered patron-centered service.service.

Task Force for Advocacy Task Force for Advocacy & Collaboration& Collaboration

Partner with MLA & PLFIG to achieve common Partner with MLA & PLFIG to achieve common legislative goal and demonstrate model of legislative goal and demonstrate model of unified, collaborative approachunified, collaborative approach Shared goal w PLFIG and MLAShared goal w PLFIG and MLA Coordination with MLA Coordination with MLA TLN facilitates regional action – technology, TLN facilitates regional action – technology,

grassroots activism, communication, traininggrassroots activism, communication, training TLN continues Federal advocacy for E-rate, Patriot TLN continues Federal advocacy for E-rate, Patriot

Act, etc.Act, etc.

Task Force for Advocacy Task Force for Advocacy & Collaboration& Collaboration Maximize effectiveness of existing Maximize effectiveness of existing

services including:services including: GrantsGrants PLFIGPLFIG MLAMLA Lists (mailing, member)Lists (mailing, member) MeetingsMeetings CalendarCalendar NewsletterNewsletter

Task Force for Advocacy Task Force for Advocacy & Collaboration& Collaboration Explore potential association-related Explore potential association-related

needs of under-represented type needs of under-represented type libraries and create plan to integrate libraries and create plan to integrate through membership or partnership through membership or partnership strategiesstrategies SchoolSchool MedicalMedical ProfessionalProfessional OtherOther

Task Force for Advocacy Task Force for Advocacy & Collaboration& Collaboration


Coordinate member efforts to advocate Coordinate member efforts to advocate for library/public needs.for library/public needs.

Lead collaboration process among all Lead collaboration process among all SEMI libraries. SEMI libraries.

Implement effective, valuable member Implement effective, valuable member participation processes.participation processes.

Task Force for Member Task Force for Member ParticipationParticipation

Align TLN Board, Governance and Align TLN Board, Governance and Committee participation to support vision Committee participation to support vision and need for member-driven participationand need for member-driven participation

Establish schedule of Member Establish schedule of Member Roundtables for purpose of 2-way Roundtables for purpose of 2-way communicationcommunication By Class size By Class size By NeighborhoodBy Neighborhood

Task Force for Member Task Force for Member ParticipationParticipation


Coordinate member efforts to advocate Coordinate member efforts to advocate for library/public needs.for library/public needs.

Lead collaboration process among all Lead collaboration process among all SEMI libraries. SEMI libraries.

Implement effective, valuable member Implement effective, valuable member participation processes.participation processes.

What’s Next?What’s Next?

Draft Plan to Include Evaluation, 2006 Draft Plan to Include Evaluation, 2006 Objectives, Framework for Tactical Objectives, Framework for Tactical PlanningPlanning

Process for Adoption by Board, Process for Adoption by Board, MembershipMembership

Thank you!Thank you!