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

By John D. Crowley | Go to book overview

CHAPTER 18
Developing Action Plans
The final sequential step of the planning process is the writing of the action plans, which ensure that the strategies developed in the planning process are implemented (see Figure 18.1). They outline the tasks required to implement a program, the person responsible for each task, the due date for the completion of each task, and an analysis of the benefits and costs for the specific action plan.The main intent in writing such plans is to address a particular issue raised in the vision and/or mission statements. Although the bullets of the mission statement should provide the major areas to be addressed in the action plans, it is possible to draw in other areas of focus from the vision statement. All plans will be subject to the scrutiny of priority, time considerations, resource availability, and feasibility. Therefore, it is best to draft as many plans as can be inspired by the vision and mission statements and limit their numbers later.Each action plan should include the following sections:
The issue (from the vision or mission statements) being addressed
Tangible benefits
Intangible benefits
Critical assumptions on which the success of the action plan is based
Evaluation criteria
Start date
Who is responsible for its completion
Category and issue number
Date of creation
Statement of the problem it is written to address
Action steps, with the person(s) responsible, start date, due date, and completion date
Resource requirements/cost analysis

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

Table of contents

  • Recent Titles in Libraries Unlimited Professional Guides in School Librarianship Series ii
  • Title Page iii
  • Contents vii
  • Acknowledgment xi
  • Part I 1
  • Chapter 1 - Why Strategic Planning? 3
  • Chapter 2 - Planning Team 5
  • Chapter 3 - Preamble 7
  • Chapter 4 - Values Statement 11
  • Chapter 5 - Mission Statement 13
  • Chapter 6 - Continue-Stop-Start 15
  • Chapter 7 - Current Context 19
  • Chapter 8 - Strategic Themes 21
  • Chapter 9 - Implementation 37
  • Chapter 10 - Final Deliberation 39
  • Chapter 11 - Other Considerations 43
  • Part II 47
  • Chapter 12 - Convening the Planning Team 53
  • Chapter 13 - External Scanning 61
  • Chapter 14 - Internal Scanning 73
  • Chapter 15 - Organizational Analysis 83
  • Chapter 16 - Vision Statement 91
  • Chapter 17 - The Mission Statement 107
  • Chapter 18 - Developing Action Plans 115
  • Chapter 19 - Setting Priorities 131
  • Chapter 20 - Action Plans and Budgetary Considerations 137
  • Chapter 21 - Keeping Strategic Planning Dynamic 141
  • Chapter 22 - Caveats and Serendipity 145
  • Chapter 23 - Conclusion 149
  • Bibliography 151
  • Index 155
  • About the Author 163
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