This presentation was provided by Clara Chu and Merinda Kaye Hensley of The University of Illinois, during Session Eight of the NISO event "Assessment Practices and Metrics for the 21st Century," held on December 6, 2019.

1. Innovation 2 | Strategic Assessment
NISO Series on Library Assessment for the 21st Century, 12/20/19
Strategic Planning
and the Experience of the
University of Illinois
at Urbana-Champaign Library
CLARA M. CHU <cmchu@Illinois.edu>
Director and Mortenson Distinguished Professor
Mortenson Center for International Library Programs
MERINDA K. HENSLEY <mhensle1@Illinois.edu>
Associate Professor/Digital Scholarship Liaison
and Instruction Librarian

2. Overview
• Strategic Assessment
• Strategic Planning (SP) – What, Why, How
• The University of Illinois at Urbana-
Champaign Library experience
• Other experiences

3. Strategic Management (SM)
Source: https://www.lblstrategies.com/training-and-certification/strategic-management-performance-system/

4. Strategic Assessment:
a critical element in SM

5. Strategic Planning:
What
Strategic Planning is a
systematic process to
understand:
• Where we have been, what we are
doing, how we do it, whom we do it
for, and what value we bring
• Where we want to go
• How and when we are going to get
there
• How we know that we are on track
Common myths about Strategic
Planning:
• Most people plan
• Planning takes too much time and work;
slowing us down or constraining us
• Planning is rarely considered an
investment
• Planning is for the business sector
• The best planning measures are based on
complex strategies
• Planning should be concrete, not flexible.

6. Strategic Planning:
Why
You can’t see where you are going unless you know which
path to take. Otherwise, any path will take you there.
• Better leadership—more cohesive team
• A clear picture of trends which may impact the organization now and in
the future
• A clearly defined mission, vision, and strategy
• Identification of short- and long-term “attention” areas
• Specific plans/actions to improve performance
• Consistent, sustained success, as opposed to marginal or
unplanned/unpredicted success
• Moving forward based on a baseline/benchmarks

7. Strategic Planning:
How
Process: Top down or bottom up, length of
time, who’s involved
Urbana Free Library
https://urbanafreelibrary.org/headlines/2019-strategic-planning-process
MIT Libraries https://future-of-libraries.mit.edu
U of Illinois Libraries at Urbana-Champaign
https://www.library.illinois.edu/staff/administration/strategicplanning/

8. Factors in Developing a
Strategic Plan

9. How: Frameworks for
data analysis > SWOT
SW (internal) OT (external) Analysis
[Strengths, Weaknesses, Opportunities, Threats]
• Internal: member services, management,
member contributions/participation,
communication, finances, member
satisfaction, member needs/wants
• External: international, interdisciplinary,
other associations

10. How: Frameworks for
data analysis > SOAR
Strengths, Opportunities, Aspirations, Results
Analysis
• Strengths - What is the library’s greatest strengths?
(e.g., staff, expertise, collections)
• Opportunities and Challenges - What are the
greatest opportunities for your library and its
challenges in the next 1-3 years? In the next 3-7
years? Beyond 7 years?
• Aspirations - What does your library aspire to be?
• Results - How can your library contribute to
advancing the parent organization’s strategic plan?

11. How: Frameworks for
data analysis > SOAR
S.W.O.T.
• Strength, Weaknesses,
Opportunities, Threats
• Competitive mindset
• Strategic improvement on
weaknesses
• Management-focus on areas
to improve
• Tactical action plan
• Focus on limitations
S.O.A.R.
• Strengths, Opportunities,
Aspirations, Results
• Collaborative mindset
• Strategic improvement built
on strength & vision
• Leadership-focus on what
we do best!
• Visionary-based action plan
• Focus on possibilities

12. How: Data sources and
collection methods
• Primary sources: information needs, etc.
• Secondary sources: circulation data,
library use, annual reports, trend reports,
etc.
• Collection methods: survey, interviews,
focus groups, transaction logs, heat
maps, etc.

13. Balanced Scorecard
Source: https://www.onlines3.eu/phase-6-monitoring-evaluation/6-3-balanced-scorecard/

14. Vision
how we want it to be;
future state of organization
Toronto Public Library will be recognized as the world's
leading library by informing and inspiring Toronto and
its communities, making us all more resilient, more
knowledgeable, more connected and more successful.
https://www.torontopubliclibrary.ca/about-the-library/mission-vision-
values/
The [UC Berkeley] University Library will be a leader and
partner in creating and implementing ideas and services
that advance research, teaching and learning.
https://stories.lib.berkeley.edu/missionvision/
The Libraries: NC State’s competitive advantage.
We make NC State better.
https://www.lib.ncsu.edu/about/fact-sheet

15. Mission
purpose of organization (what we do, how
we do it, for whom do we do it)
The NC State University Libraries is a catalyst for knowledge
and discovery for North Carolina State University and its
partners. We define the leading edge of what a research
library can be to support the university’s mission and address
global challenges. https://www.lib.ncsu.edu/about/fact-sheet
Toronto Public Library provides free and equitable access to
services which meet the changing needs of Torontonians.
The Library preserves and promotes universal access to a
broad range of human knowledge, experience, information
and ideas in a welcoming and supportive environment.
https://www.torontopubliclibrary.ca/about-the-library/mission-vision-values/

16. Core Values
what do we stand for; culture framework
Toronto Public Library
https://www.torontopubliclibrary.ca/about-the-
library/mission-vision-values/
1. Equity
2. Diversity
3. Intellectual Freedom
4. Innovation
5. Inclusion
6. Integrity
7. Accountability
8. Service Orientation
U. Illinois Libraries at
Urbana-Champaign
https://www.library.illinois.edu/geninfo/libraryin
it/strategic-framework-2019/
1. Mission-Driven
2. Action-Oriented
3. Inclusive
4. User-Focused
5. Evidence-Based
6. Empowering
7. Leading

17. SMART Goals
Well-written goals share these
characteristics:
Specific
Measurable
Achievable
Relevant
Time-Bound
Drucker, Peter F. 1974. Management : Tasks, Responsibilities, Practices. 1St ed. New York: Harper & Row.

18. Example: Goal and
SMART Objectives?
Specific
Measurable
Achievable
Relevant
Time-Bound
?
Expand the Library’s role as a
partner in online education:
1. Partner with faculty teaching online
courses to create a course LibGuide,
starting May 2019.
2. Information literacy instruction provided
to online courses will increase by 20%
each year, starting August 2019.
3. Library services will be fully integrated
into all online courses in the university’s
Learning Management System.

19. Implementation: Accountability
and Measuring Progress
For each goal, write each SMART objective (and sub-
objectives, as appropriate) that you need to implement your
goal. With each objective, you need to list how you will
know you’ve achieved it, when you will complete it, who will
be responsible for completing it, and possible partners.
GOAL
Objective Target/Measure (KPIs) Timeline
Responsibility
of..
Partners
1
2.
3.
4.
5.

20. Key Performance Indicators (KPIs)
Key Performance Indicators (KPIs) are the elements of your plan that
express what you want to achieve by when. They are the quantifiable,
outcome-based statements to assess if you’re on track to meet your goals
or objectives.
• A Measure – Every KPI must have a measure.
• A Target – Every KPI needs to have a target that matches your
measure and the time period of your goal. These are generally a
numeric value you’re seeking to achieve.
• A Data Source – Every KPI needs to have a clearly defined data
source so there is no gray area in how each is being measured and
tracked.
• Reporting Frequency – Different KPIs may have different reporting
needs, but a good rule to follow is to report on them at least monthly.
KPI examples: Number of Circulated Materials Per Period; Number of
Reference Transactions Per Period; Hours of Operations, etc.
Source: https://onstrategyhq.com/resources/27-examples-of-key-performance-indicators/

21. Outputs vs. Outcomes
• Output (extrinsic) – what the organization
produced or its activities (e.g., 3 computer
workshops per month)
• Outcome (intrinsic) – what was achieved
because of the activity or service the
organization provided. What is the value or
impact (social, economic, educational, etc.) of
the library or its services for its users. (e.g.,
using social media to promote biking club,
communicate with children living abroad, etc.)

22. Implementation: Monitoring
progress and adjustments
• Progress: annual reports, dashboards, etc.
• Review: organizational, unit-level meetings
• Adjust based on conditions (e.g., financial,
personnel, etc.) worse, same or better
• Example: https://www.torontopubliclibrary.ca/about-the-
library/strategic-plan/2016-2019/index.jsp

23. Dashboard example:
Virginia Beach Public
Library
proposing use of Power
Business Intelligence (BI), a
Microsoft interactive data
visualization business
intelligence tool
Source:
https://ischool.uw.edu/capstone/projects/2018/strategic-
dashboard-virginia-beach-public-library

24. The University of Illinois
at Urbana-Champaign
Library Experience
Development of
2019-23 Strategic Plan
https://www.library.illinois.edu/staff/administration/strategicplanning/

25. THE NEXT 150 is the 2018-2023 STRATEGIC PLAN
for the UNIVERSITY OF ILLINOIS AT URBANA-
CHAMPAIGN
https://strategicplan.illinois.edu/
“We envision a bold future built on our tradition of excellence and our
land-grant heritage that will require us to harness our community’s
talents and our resources to be world-class in every dimension of our
mission. Our most powerful asset is our diverse community: the faculty
members who lead the research and teaching, the professionals who
enable and support every aspect of our operation, the undergraduate
and graduate students who learn and inspire us, and the alumni who
represent us around the globe. We derive strength from the pursuit of
complex ideas, the value of multiple perspectives, and a commitment to
scholarship and research that asks the difficult questions needed to
create a better future for everyone.”

26. Our Shared Vision [The Next 150]
We will be the pre-eminent public research university with a land-grant mission and a
global impact. This is how the University of Illinois at Urbana-Champaign will define pre-
eminence:
• We will be the best at what we do; this is a matter of excellence in achievement.
• We will have impact locally, nationally, and globally through transformational educational
experiences, innovative public engagement, and groundbreaking scholarship.
• We will be recognized as leaders by our peers. We will be visible, engaged, and
significant agents for the prosperity of the state, nation, and world; this is the leadership
expected from a world-class university with a land-grant mission.
• We will be leaders in advancing diversity and equity that will contribute to creating an
institution committed to excellence in discovery, teaching, and research, and a climate
where all can achieve their highest aspirations in a safe and welcoming environment.

27. Our Mission [The Next 150]
The University of Illinois at Urbana-Champaign
is charged by our state to enhance the lives of
people in Illinois, across the nation, and
around the world through our leadership in
learning, discovery, engagement, and
economic development.

28. Our Guiding Principles, part 1 [The Next 150]
While the mechanics and implementation strategies of a plan may
change over time to reflect the operating environment and global
landscape, we are committed to a clear set of open and transparent
principles to:
• continue to make strategic investments in institutional excellence
• be mindful of and responsive to the changing financial landscape of
higher education
• be agile as we pursue the current sets of priorities in our plan
• embrace a culture of institutional improvement and assessment
• collaborate and engage with faculty members, staff, students, alumni,
and other stakeholders in our planning and implementation
• celebrate our achievements visibly and proudly
• empower all members of our community to speak honestly and openly

29. Our Guiding Principles, part 2 [The Next 150]
• strive to create an inclusive environment for our students, faculty
members, and staff
• enhance and promote diversity as a fundamental value
• foster connections across disciplinary boundaries to inspire and drive
multidisciplinary convergence
• continue leading in areas that drive translation of innovation and
global impact
• engage our local, state, national, and global community as we
redefine what it means to be a land-grant university in the 21st century
At the core of our university, and its principles, is the acknowledgement
of Native peoples and the land on which this university exists.

30. Library Strategic Planning Team (LSPT)
https://www.library.illinois.edu/staff/committee/library-strategic-planning-team/
Clara M. Chu and Merinda K. Hensley, Co-Chairs
Jim Hahn (Central Public Service)
Joanne S. Kaczmarek (Special Collections)
Erin E. Kerby (Life Sciences)
William H. Mischo (Physical Science and Engineering Libraries)
JJ Pionke (Social Science)
Matthew J. Roberts II (Arts and Humanities)
William A. Schlaack (Technical Services)
Mara Thacker (Area Studies)
Tracy M. Tolliver (Staff and Auxiliary Services)
Jen-chien Yu (Assessment, Ex-Officio)
• User perspective considered within the scope of Division work.
Administrative Support: Kim Matherly, Courtney Horry,WendyWolter

31. Strategic Planning Approach
You can’t see where you are going unless you know which path to take.
Otherwise, any path will take you there.
Strategic Planning Timeline
December 2018 – August 2019
• Kick-off message from John Wilkin, Juanita J. and Robert E.
Simpson Dean of Libraries and University Librarian (December
2018) http://publish.illinois.edu/libraryofficenotes/university-librarian-
note/december-2018/
• Strategic Framework (August 26, 2019)
https://www.library.illinois.edu/geninfo/libraryinit/strategic-framework-2019/
SOAR analysis
• Strengths, Opportunities, Aspirations, Results

32. LSPT Strategic Framework Process Timeline
• 2/28 - LSPT introduction meeting
• 3/7 - LSPT meeting to discuss data and assessment to inform
Division Reports with Jen-chien Yu
• 3/14 - AULs were invited to bring their perspective to the strategic
planning process
• 4/5 - First draft of S.O.A.R. Analysis due; co-chairs provided
feedback for revision; all members of LSPT have access to the
Division Reports
• 4/15 - Revised draft of S.O.A.R. Analysis due with consideration of
input from chairs
• 4/18 - LSPT exercise to draft strategic priorities based on the Results
as outlined in the division SOAR Analyses
• 4/22 - Co-chairs meet with EC to discuss expectations re: retreat and
expectations for final document
• 4/24 - LSPT review strategic priorities and feedback from EC,
ongoing discussion of Mission and Principles
• 4/26 - Send revised draft to EC for comment; comments shared with
LSPT for document revision
• 5/1 - Final meeting for LSPT – Finalize revised draft with EC input
• 5/6 – EC review of final draft
• 5/7 – Final draft of strategic framework, Division Reports and
Crosswalk emailed to Library and available on LSPT webpage
• 5/14 - Library-wide strategic planning retreat
LSPT Co-Chairs Office
Hours (Library - Main – 308)
1. Tue 3/12/2019 2:00-3:00
pm
2. Tue 3/26/2019 4:00-5:00
pm
3. Thu 3/28/2019 1:00-2:00
pm
4. Tue 4/2/2019 10:00-11:00
am
5. *Fri, 5/10/19 3:30-5:00
pm
6. *Mon, 5/13/19 12:00-1:30
pm
*=After draft available

33. Data sources: internal and external
•Primary sources: information needs, etc.
Committee members looked at data from their
divisional structure and this looked different for each
•Secondary sources: circulation data, library
use, annual reports, trend reports, etc.
https://www.library.illinois.edu/staff/committee/library-strategic-planning-team/

34. Division SOAR Analysis Report Guidelines
• Introduction - Overview of the division and the population(s) served (text
and/or data). [2 pages max]
• Strengths - What is the division’s greatest strengths? (e.g., staff, expertise,
collections) You may provide up to 10 bullet points with justification as
needed with no more than 300 words in support e.g., 1-2 sentences per
each bullet point or an intro and conclusion. [2 pages max]
• Opportunities and Challenges - What are the greatest opportunities for
your division and challenges in the next 1-3 years? In the next 3-7 years?
Beyond 7 years? 5 bullet points allowed for each time period with no
more than 200 words of justification. [3 pages max]
• Aspirations - What does your division aspire to be? No more than 3 bullet
points with 200 words of justification. [1 page max]
• Results - How can your division contribute to advancing the university’s
new strategic plan? Scholarship, discovery, and innovation; Transformative
learning experiences; Societal impact; Resources and strategic
investment. Construct a list up to 5 items in each of the four areas. [2
pages max]
For examples of the division SOAR reports, please visit the committee page:
https://www.library.illinois.edu/staff/committee/library-strategic-planning-team/

35. Crosswalk of Library Strategic Directions
with Campus Goals
FRAMEWORK FOR STRATEGIC
ACTION, 2015 – 2018
University of Illinois at Urbana-
Champaign Library
University of Illinois at Urbana-
Champaign Library Strategic
Framework 2019-2023
The Next 150: 2018-2023
Strategic Plan
University of Illinois at Urbana-
Champaign
Strategic Directions Strategic Directions Goals
1. Strengthen the campus
infrastructure to support
scholarship and innovation.
[G1, G4]
2. Ensure an integrated and
coherent user experience of
library services focused on
user success in information
retrieval and use. [G2]
3. Maximize the use and impact
of library services, collections,
and spaces. [G4]
4. Capitalize on the University
Library’s national and
international leadership to
strengthen the research library
ecosystem. [G1]
1. Pro-active and trusted
partners in scholarship,
discovery and
innovation [G1]
2. Transformative
learning experiences
[G2]
3. Societal and global
impact [G3]
4. Strategic investments
for a sustainable library
environment [G4]
G1. Scholarship,
Discovery, and
Innovation
G2. Transformative
Learning Experiences
G3. Societal Impact
G4. Resources and
Strategic Investment

36. Strategic Framework Outline
•Introduction
•Our Shared Vision
•Our Mission
•Areas of Distinction
•Our Process [proposed not included in final
version]
•Our Guiding Principles
•Our Strategic Directions and Priorities
https://www.library.illinois.edu/geninfo/libraryinit/strategic-framework-2019/

37. Our Guiding Principles
Mission-Driven
Action-Oriented
Inclusive
User-Focused
Evidence-Based
Empowering
Leading

38. Agenda
8:15 am - 8:45 am Registration and coffee/tea
8:45 am – 8:50 am Welcome by Dean John P. Wilkin
8:50 am - 9:15 am Setting the stage (Next 150, Library’s SF), with
Q&A
9:15 am - 10:00 am Introductions and “What are we known for?”
(Brainstorming and discussion)
10:00 am - 10:30 am Break (and voting)
10:30 am - 12:00 pm Strategic Framework Mapping (Exercises,
discussion and reporting)
12:00 pm to 1:00 pm Lunch with Dean closing remarks, and
conversation
Library Strategic Planning Retreat
May 14, 2019; 8:30am-1:00pm. Library 200/230
Facilitated by Clara M. Chu, Merinda Hensley and Jen-Chien Yu

39. INTRODUCTIONS [before Retreat start]
Please introduce yourself to others at the
table and share:
1. your experience with strategic planning, in
general
2. your experience with the current or past
library strategic plan(s)
3. your expectations with the new strategic
framework
We hope your conversations and work throughout the
morning will connect you with colleagues at your table
and create a collective understanding related to Library
strategic planning.

40. Brainstorming (10 minutes)
On each of your 3 post-it notes, write something that you want to tell
the world that is is outstanding or you are proud about the Library. It
can be about any aspect of the Library, such as the people or the things
that the Library does, has or offers.
Activity 1: “What are we known for?”
Voting (during the Break period)
For each of the 5 categories, review the areas of distinction and use one
dot to vote for the one you consider most distinct. (5 dots per person)
Facilitated Discussion (25 minutes)
Each person shares the areas of distinction they wrote, then all discuss
the differences and similarities identified. Were there any surprises?
Organizing (10 minutes)
Each person places their post-it notes on the flip chart paper
corresponding to the broader categories of distinction.

41. 1. Mapping (8 minutes)
Write down in the right column work that you or your unit are doing or plan to
do in 2019-23 to implement each strategic direction (SD) and as appropriate,
next to each item write down the number of the priority(ies) that corresponds
to it. If you are not doing any work in a particular SD, please leave it blank.
Activity 2: Strategic Framework Mapping
Reporting (45 minutes overall, including plenary discussion)
In 2 minutes, the facilitator reports some of the activities in one of the
strategic directions, and up to 2 areas to be considered for inclusion.
Facilitated Discussion (30 minutes)
Each person at the table reports out from their list, noting the strategic directions
where work is being done and where they are doing little or no work. The
Facilitator will ask each attendee to contribute one current area of their work that
maps to the draft Strategic Plan and one area for opportunity. The Facilitator will
write these ideas down on the flipchart for reporting out to the entire group.
2. Areas to include (7 minutes)
Write down what you or your unit are doing or plan to do in 2019-23 that
doesn’t fit (isn’t covered) in any of the strategic directions.

42. Activity 3: Your Point of View
Survey and lunch discussion
1. The Strategic Framework presents directions that are
important for the future of the library.
2. The Strategic Framework describes directions that will
make a positive difference on campus.
3. The Strategic Framework provides a mechanism for me
to understand how my work contributes to advancing
the mission and the vision of the library.
à Yes or no and if not, why?

43. Final Document
SD1. Pro-active and trusted partners in
scholarship, discovery, and innovation
SD2. Transformative learning experiences
SD3. Societal and global impact
SD4. Strategic investments for a sustainable
library environment
https://www.library.illinois.edu/geninfo/libraryinit/strategic-framework-2019/

44. Other academic library experiences
•UC Berkeley
https://stories.lib.berkeley.edu/strategicplan/
•Penn State University
https://libraries.psu.edu/about/university-libraries-strategic-plan
•McGill University
https://www.mcgill.ca/library/about/planning
Do you know of any other examples?

45. Updates and Innovation
•Reporting mechanism
•Guidance for funding requests
•As a communication tool
Do you have other avenues for using
your strategic plan?

46. THANK YOU!
Contacts:
Clara M. Chu cmchu@illinois.edu
Merinda K. Hensley mhensle1@illinois.edu