The new strategic plan for Reading Public Library, Pennsylvania has just been published.
I supported the Reading team through the early months of this year to devise a set of scenarios for the library’s future operating context, and use these scenarios to inform a new strategy. You can read about the process in my paper for the New Librarianship Symposium, “Mapping the Future: Scenario Planning for the Post-Pandemic Library“.
Reading is a fascinating library service which has a proud tradition of negotiating complex strategic circumstances; there’s a reason why the 1971 chronicle of its existence is called The Library That Would Not Die: The Turbulent History of the Reading Public Library. The challenges of COVID-19 and Pennsylvania’s hotly contested politics were only the latest to be faced in its 250-year history. It was my privilege to support the current team in planning for the next four years.
Reading Public Library’s Executive Director, Bronwen Gamble, writes:
“Creating a new strategic plan for RPL was overdue. Our 2013-2018 plan was modified for two years but the process for creating a new one met several obstacles. Enter the COVID-19 pandemic and virtual meetings. I attended the Pennsylvania Bureau of Library Development’s series of workshops facilitated by Matt Finch and was introduced to his Scenario & Foresight Planning process. Our Board of Trustees and library staff feel very fortunate we were able to engage Matt to lead us through our own library’s scenario and foresight planning with Matt in London and the library team in Reading, PA.
Using a mural app, and Zoom sessions, Matt facilitated our conversations around the collaborations, services, and transactions, which shape our work at every level. Matt acted as a guide, making suggestions and providing alternatives rather than telling us what to do or how to proceed. Our team members were enthusiastic and active participants. Imagination was encouraged and everyone had buy-in. Matt’s scenario & foresight planning process is much different than the usual SWOT analysis, and number crunching. We had fun and lively sessions!
Looking back, I believe it is a good thing our old strategic plan was allowed to languish. The changes brought about by the pandemic would have made a strategic plan created in 2019 obsolete in 2020. Our team has ownership of the Reading Public Library’s Scenario & Foresight Planning to Strategic Plan 2021-2025. We looked into the future, found three plausible outcomes, and crafted a plan that works for today and is flexible to accommodate whatever happens in the next five years. Thank you, Matt, for giving us the tools to move forward with confidence!”