STRATEGIC PLANNING TIME SEQUENCE

Date What OutcomesSept. 25, 2001

LMC Retreat Goal Groups Identified

October – December

Goal Group work and reports

Recommendations used to identify the three strategic priorities of Core Services, Global Library and Digital Library (now called International Programs and Integrated Library). Goal group work was the basis for the January budget request.

January 2002

“Yale University Library: A note on strategy” written by the University Librarian

Provided a broad outline and context for the three priorities of Core Services, Digital Services, and the International Library.

May LMT and LMC meetings and retreats

1. Drafted initial Library Mission Statement 2. Defined Core Services, Digital Services,

International Library. Identified Internal and External Factors that affect the future environment of the library

3. Identified critical issues that could impact the success of achieving the library’s desired future. (Organization flexibility and attitude, University perception of the library, Economic downturn, Staffing and labor pool challenges, Increased user expectations, Technology, Information content).

4. Created first integrated prioritization of work (using the goals groups reports as a reference) related to each of the three strategic priorities.

5. Drafted vision statements for Core, Integrated and International.

June LMT and LMC 1. Signed off on Mission and Vision (acknowledging that it is still a work in progressed)

2. Analyzed critical issues3. Identified driving force4. Determined goal priorities5. Assigned Objective Planning Groups

July – September

Objective Planning Groups

Developed key objectives that address their assigned goal priorities. The objectives will form the foundation of the strategic plan for the next 2-5 years.

October - Novembe

LMT, LMC Discussed and determined priorities and resources needed for budget planning based on the Objective

r Planning Groups. December

Library-wide Survey Deciding that the elements of a high performing organization supported the strategic direction, flexibility and agility of the library, the MG sponsored the High Performing Organization SCORES survey. Provided a base line for measuring progress.

January, 2003

Focus Forward Large Group Meeting

Involved a wider stakeholder base “to continue the Library’s movement toward becoming a higher performing organization through broad participation and involvement in achieving shared mission, vision, values and in building on the strategic planning work.”

May Spring Forward Large Group Meeting

To increase participation in translating Yale University Library’s mission, vision and values into action. Outputs included 13 “Recommendations on Broad Topics” which LMC is addressing.

October 8 Fall Large Group Meeting

To complete the formal strategic planning involvement cycle.

YUL STRATEGIC PLANNING OUTPUTS AND ORIGINS

Key Planning Outputs Creation PurposeStrategic priorities Core Services International Programs The Integrated Library

Head Librarian’s review of the Goal Group work.

Provided the starting point for the planning efforts

Mission and Vision StatementsVision Statement: As Stewards of and guides to the record of human activity, we ensure and provide:- An environment of discovery and

creativity- Successful use of the Library in

learning, teaching and intellectual growth

- Effective and integrated access to scholarly resources

- Leadership in an emerging global network of libraries

- An exemplary work environment where members participate, develop, and excel.

Initial work done by the LMT, LMC, and Head Librarian.

Worked on at Focus Forward (1-03) by 130 people representing a YUL cross section.

Finalized by LMT and Microcosm Group (MG).

Provides shared understanding of the Library’s purpose. Defines the desired future for the strategic priorities (Core Service, International Programs and The Integrated Library).

Strategic planning focuses on the priorities within the vision statement.

The work of all Library Staff should be directly linked to one or more of the elements in the mission and vision statements.

See M/V/V statements, plus 3 pages on priorities for full text.

Driving ForceShort term and long term access to the collections.

Head Librarian with concurrence from the LMT.

Should direct decision making and setting priorities. Gives an overall strategic focus to work over the next five years.

Goal PrioritiesManagement of collections so there is room and resources are in the right place

Establish appropriate bibliographic access to inadequately described collections

Advance and organize international programs to provide a clear, unified, coherent international presence

Provide seamless access to digital information.

Increase the flexibility and agility of

AUL’s selection of the most important elements under the vision statement for each strategic priority, plus the most critical issue identified by the LMT. LMT and LMC input was requested.

Objective Planning Groups created to develop objectives to achieve these priorities.

Provides direction to develop objectives (high level, yet specific and measurable). Objectives should include funding requirements.

When accepted, they become the headers for the future development of action plans to achieve the objectives. Each objective should be assigned to an action team, an individual or an existing group

YUL to respond to priorities.Values- Integrity- Respect- Excellence- Creativity and Flexibility- Open Communication

LMC’s initial work, followed by work at Focus Forward. Finalized by LMC and MG.

Guiding principles and broad guidelines for behaviors. Answers “how” you will pursue your mission.

(See M/V/V for full text).YUL Vision: Are We On Target? MG creation with

LMC sign off Provides questions to ask to keep work on track for higher performance.

YUL Guidelines for Committees and Working Groups

LMC review and sign off

Provides guidelines for running effective meetings that get results while observing values.