21st Century Library Strategic Plan – Goals and Objectives

WHAT’S THE DIFFERENCE?
This is usually the big question when it comes to developing goals and objectives based on the obvious question – “Why is it always Goals AND Objectives?” Actually, some people and organizations use the terms goals and objectives interchangeably and synonymously, and you will find in a search of literature that often they are combined or even transposed. But, in the context of strategic planning, the distinction between goals and objectives is important and practical. To begin with, goals come before objectives and relate directly to the Mission Statement, while objectives are created with the only purpose of achieving goals. Most significant is that a particular goal is important on its own, but (while they are also important) objectives are not important by themselves. Alone, out of the context of Goals, Objectives could be just a random list of things the library wants to do that would not necessarily contribute to achieving the Mission.

You must decide what objectives MUST be accomplished in order to achieve a goal. Do you need training? Do you need some resource you don’t now have? Do you need to establish a beneficial partnership or collaboration that does not now exist? Do you need some new technology? Is this objective time critical? Are there objectives that are prerequisite to others? By developing the answers to these and many more questions you will be developing your objectives.

However, objectives are much more than activities. Objectives are a description of how to accomplish goals, and they still contain some challenge and options for “how to”, while activities are more simply things that you just do. If an objective does not work to help achieve your goal, modify or replace it so that it does. Develop as many objectives as it takes to achieve the goal they support.

GOALS vs. OBJECTIVES:

DEVELOPING GOALS:
Goals are the desired results we want to achieve to accomplish the mission, expressed in general terms. They are generally long-term, open-ended, and sometimes never totally achieved, because, as has been stated, the Strategic Plan is a living document. Goals can change, especially if they are not written well enough to achieve the Mission or provide appropriate parameters for the Objectives. Working toward our Goals takes us toward our vision and mission.

Goals should be:
• Derived from the mission statement,
• time sensitive – goals should be set with a timeframe for achievement,
• formulated to achieve the library’s mission and vision,
• broad in scope, but easily understood, clear and concise,
• realistic and achievable based on the library’s resources,
• measurable, so they can be tracked and evaluated as to whether they have been achieved,
• meaningful in that achievement of the goals will contribute considerably to the library’s mission, and
• goals should be outcomes focused.

Along with goals striving to achieve the library’s vision and mission, they must also be aligned to the library’s values. Goals should be seen as opportunities for the library, not a burden that is out of reach or a fanciful wish-list. Goals can be established for the entire library and for operational units, i.e. tech services, circulation, programming, etc..

The most important aspect of developing goals is gaining commitment to achieve them from everyone involved with the library. Good communication during the development process is essential, and once established they should be disseminated widely and discussed openly.

Examples:
Cornell University Library Goals:
GOAL I: Build the knowledge base of print, digital, and other materials using selection criteria that reflect 1) the academic priorities of the University, 2) significant research in all areas of study pursued at the University, and 3) current collection strengths.
GOAL II: Provide digital ‘life-cycle’ production services.
GOAL III: Support electronic publishing, scholarly communication, and creative expression.
GOAL IV: Support more effective organization and presentation of information for diverse audiences.
GOAL V: Provide expert assistance, instruction, and an innovative suite of user services.
GOAL VI: Create and maintain a physical environment that fosters learning and research through enhanced intellectual discourse and exploration.
GOAL VII: Foster an organizational culture that is agile, resilient and flexible, embraces change and encourages teamwork.
GOAL VIII: Secure the resources to meet CUL’s goals and objectives.
GOAL IX: Effectively market the library’s products and services, and expand outreach to new and underrepresented constituencies.
GOAL X: Develop strategic alliances in support of CUL’s goals and objectives.
(Overall not bad. I is almost detailed enough to be a goal and objective. IV is kind of vague for developing objectives. VIII may seem obvious or redundant, but it is essential to have the necessary resources.)

Southwestern Oregon Community College
Goal 1) Maintain a balanced and organized collection of high-quality materials and provide professional assistance to all its users.
• Objective 1: Continue to evaluate and develop the collection in appropriate subject areas.
Goal 2) Provide access to information located elsewhere.
• Objective 1: Join larger non-local library consortiums (e.g., ORBIS).
• Objective 2: Continue to evaluate and develop the library’s Web page including access to appropriate online databases.
• Objective 3: Expand and improve interlibrary loan services.
• Objective 4: Maintain formal library service agreements with various libraries and consortiums.
Goal 3) Deliver education and training in developing information-gathering skills, including accessing, evaluating, and using various information sources.
• Objective 1: Lobby for library instruction area on-site equipped with state-of-the-art software and hardware.
• Objective 2: Continue to evaluate and develop user education services including LIB127, Introduction to the Library, class.
• Objective 3: Create a technology replacement plan for library equipment.
Goal 4) Promote technological competence by providing access to information available in non-print formats.
• Objective 1: Acquire additional appropriate online databases.
• Objective 2: Increase number of patron computers with web access.
• Objective 3: Upgrade COASTLINE interface from text-only interface to graphic user web interface.
• Objective 4: Provide campus-wide access to list of video collection holdings on campus intranet, Network Neighborhood.
Goal 5) Cooperate with other organizations for the advancement of scholarship and college goals.
• Objective 1: Continue to participate in regional and statewide organizations to increase easy access to materials not in the library’s collection.
Goal 6) Support the cultural awareness of students and the community at large.
• Objective 1: Develop a plan for acquiring music CDs.
• Objective 2: Evaluate the foreign language audiocassette collection and acquire replacements or additions as appropriate.
(Like I always say, if it works for you, it’s a good plan. But, primarily this is a good example of crafting an organized Strategic Plan)

DEVELOPING OBJECTIVES:
Developing objectives to achieve goals and guide activities is essential for several reasons:
• provides the target at which to aim so that all activities and efforts will be focused on achieving the objective,
• gives participants direction to where they’re going,
• provides a step-by-step guide to reaching the goal,
• provides means to evaluate the progress of achieving a goal,
• motivates leaders and teams to successfully complete an objective, because it is measurable.

Developing objectives could include a process of listing a dozen or more objectives that come to mind for a specific goal, and then scrutinizing each to decide whether it will contribute to achieving that goal and whether it is realistic and achievable. Just because an objective sounds like a great idea, doesn’t mean it is the right objective for the organization. Objectives must meet certain criteria to be worthwhile and useful. One method for developing and selecting objectives is the SMART approach.
Specific
Measurable
Achievable
Relevant
Timely

Specific -
When it comes to strategic planning, “specific” means something that is easily identified and understood, and meets the reasons outlined above. Individual objectives should not encompass more than one aspect of a goal, but be specific in addressing each of the elements that reasonably comprise the goal, regardless of how many or how few objectives result. Too few end up being a mirror of the goal without being useful in developing ACTIVITIES. Too many may be actually dipping into the Activities area of the Plan rather than really being objectives.
Example: If you tell someone “I need this report in several copies.”, you did not provide them with a specific instruction. It is unclear what “several” means. It also does not communicate a timeframe for the action. A much better instruction would be like “I need this report in 5 copies, collated and stapled, before close of business today.” This will communicate exactly what you expect and will have less chances to fail in delivering the desired result.

Measurable -
When an objective is measurable, that implies the necessity that it has the possibility to be measured, to track the activities associated with the objective, and to know when it has been achieved. Every library must have in place a system of clear procedures of how objectives and activities will be monitored, measured and recorded. If an objective and the activities pertaining to it cannot be quantified, it is most likely that the objective is poorly developed and should be reconsidered.
Example: “Improve customer service.” is a general goal and not easily measured. However, the objective to “Open the doors to the library on time every day.” is easily measured – one distinction between goals and objectives. What means does the library have to monitor, measure and record this objective? The number of complaints from customers that the doors were NOT open on time, or other staff members’ observations.

Achievable -
It is a given that every organization wants to give outstanding performance. However, when setting objectives, one should seriously consider first the factors determining the success or failure of the objectives. Think of your employees, of their capacities, of their motivation. Are they sufficient to achieve the objectives being set? Does the library have the means and capabilities to achieve them? Think it through and be honest and realistic about your capability to achieve the objectives (and even goals) you’ve set. Or are you likely headed toward disappointment? Always set objectives that have a reasonable chance to be achieved, but not necessarily “easily” achieved. Every organization must stretch itself if it hopes to improve in anything, so you would be wise to set difficult objectives as long as they are realistic and not futile.
Example: You own a newly created moving company and you set the objective of “becoming No. 1 movers within the state”. The problem is you only have 3 trucks available, while all your competitors have 10 and up. Your goal is not attainable; try instead a more realistic one, such as “reaching the Top 5 fastest growing movers company in the state”.

Relevant -
The quality of an objective to be “relevant” refers to setting appropriate objectives that actually lead to achieving the Goal they support. It is important to seriously analyze a goal and determine what objectives are required to achieve it, and then select from the various alternatives of “how” to achieve it that are realistic and achievable.

Timely -
This aspect is simply establishing a realistic and appropriate time frame for achieving an objective. Any worthwhile objective must have a clear timeframe of when it should start and when it should be achieved. Without having a timeframe specified, it is practically impossible to say if the objective has been achieved.

Examples:
Goal #1 – Improve customer service. (Remember that 21st Century Libraries try to break the stereotype of libraries that once served “patrons”.)
Objective #1.1 – Open the doors to the library on time every day
Objective #1.2 – Always greet every customer with a verbal greeting and ask if you may help them.
Objective #1.3 – Regularly observe customers and offer assistance to any who appear to be lost, undecided or confused, without being intrusive.

Goal #x – Effectively use volunteers. (In these times of shrinking resources, this is a highly realistic goal.)
Objective #x.1 – Recruit undergraduate students from Xxxxx University to become volunteers in the Library.
Objective #x.2 – Provide a 1 week training program for the volunteers that covers;
a) library policies and procedures, and
b) how to properly shelve materials.
Objective #x.3 – Evaluate volunteers’ performance at least quarterly.
Objective #x.4 – Conduct an annual appreciation event for all volunteers.

Hopefully, this overview has provided some food for thought, if not some downright helpful ideas for developing your library’s 21st Century Strategic Plan.
Please share your library’s Goals and Objectives.

More to come…………………
Next up: Activities