Developing a Vision: Strategic Planning for the School Librarian in the 21st Century

Developing a Vision: Strategic Planning for the School Librarian in the 21st Century

Developing a Vision: Strategic Planning for the School Librarian in the 21st Century

Developing a Vision: Strategic Planning for the School Librarian in the 21st Century

Synopsis

Ce livre historique peut contenir de nombreuses coquilles et du texte manquant. Les acheteurs peuvent generalement telecharger une copie gratuite scannee du livre original (sans les coquilles) aupres de l'editeur. Non reference. Non illustre. 1781 edition. Extrait:...les objets trop compliques. Les Theologiens n'ont tant de peine a convenir entr'eux que parce que dans leurs disputes ils partent fans cesse, non de propositions connues & examinees, mais des prejuges dont ils se sont imbus dans l'educatiou, dans l'ecole, dans les livres, &c.: ils raisonnent continuel, lement, non sur des objets reels ou dont l'existence soit demontree, mais sur des etres imaginaires, dont jamais ils n'ont examine la realite; ils le fondent, non sur des faits constans, sur des experiences averees, mais sur des suppositions depourvus de solidite. Trouvantaces idees etablies de longue main, & que tres-peu/de gens resusent de les admettre, ilslespren-jient pour des verites incontestables, que l'on doit recevoir sur l'enonce; & lorsqu'ils y attachent une grande importance, ils s'irritent contre la temerite de ceux qui ontl'audace d'en douter ou meme de les examiner.-S i l'on eut mis les prejuges a l'ecarfc, on eut decouvert que les objets qui ont fait naitre les plus affreuses & les plus sanglantes disputes parmi les hommes font des chimeres, l'on eut trouve qu'ils se battoient & s'egorgeoient pour des mots vuides de sens; ou du moins l'on eut appris a douter, & l'on eut renonce a ce ton impetueux & dogmatique qui veut forcer les hommes a se reunir d'opinions. La reflexion la plus simple eut montre la necessite de la diversite des opinions & des imaginations des hommes, qui dependent...

Excerpt

What is so unique about developing a strategic plan? Don’t we have to plan as part of our normal responsibilities? Can’t we just consider our regular duties of running an information literacy program, doing collection development, using the library management software, and collaborating with teachers as enough planning? We might add that the learning Web 2.0 tools would, certainly, qualify us as planners. Unfortunately, as vital as these initiatives are, they are not, in and of themselves, strategic planning. Indeed, because we tend to be the lead on many initiatives, such as those just noted, our planning lacks a clear strategy. We attempt to do the best in the time allotted to us. Although time is one of our most precious commodities, we are challenged to set priorities among these initiatives in a time-managed way.

So without a written strategic plan, we are forced to put initiatives on a “time available” basis. Since we are perceived to be a support and service function, many of these initiatives are never given the attention they need. Because we don’t consistently communicate our priorities to our superiors, they tend to be unsure of the priorities of the school library. Without a strategic plan, we have nothing to anchor our schedule in the eyes of administrators. We are hard-pressed to negotiate for time and resources if we can’t clearly show where we are going. Even if our superiors don’t entirely agree with our priorities, they will at least see that we have been thoughtful and deliberate if we engage in a formal planning process. Better yet, if through this planning process we align our priorities with at least some of the priorities of our leaders, they will be more receptive at budget-building time.

Let us make an analogy to planning in our private lives. We are cautioned by our financial advisors to develop a strategy that accounts for the major developments in a typical life. We are usually asked to develop a budget that covers our household’s expenses. This includes paying: premiums for the various insurance policies, utilities, mortgage, taxes, savings, and investments. The composition of these accounts will change as our income and needs change, but they are part of a comprehensive plan. Indeed, short of receiving an inheritance, it is almost impossible to plan for our children’s college expenses or retirement without a well-developed, goal-delineated plan. It doesn’t just happen. It is the fulfillment of long-term and methodical planning. Good household planning forces us to stay loyal to our long-term . . .

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