Yesterday our planning committee entered the objectives phase of our 5-year plan.  Now we’re using the planning for results model for our plan in which there are goals, subdivided by objectives, subdivided again by benchmarkable activities; all of which can be frustratingly bureaucratic at times.

Now our primary objective all along is to ensure patrons get more use out of the library.  5 years ago when the previous plan was written (before my time) it was decided that the way to accomplish this would essentially be to get more stuff.  This plan failed.  Sure new stuff circulates more than old stuff but it doesn’t do anything to get more people in the door.

This time around we’re being a little smarter, focusing instead on our publicity.  The problem though is the structure of the planning for results model.  Increasing our PR efforts is an objective that fits perfectly under every goal we have, which people feel is just a tad redundant.  It is, but given how the planning model works that’s what must be done, and it’s a topic that certainly deserves the increased prominence that the repetition gives it.

But that still leaves another problem, we need ways to benchmark progress and this doesn’t really lend itself to any easily determinable service indicator.  Damn I’m starting to speak the lingo now!  Better stop before I begin thinking in metrics.  More next month.

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