strategic planning for academic libraries

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Strategic Planning for Academic LibrariesJacqueline L. Hipsman MLIS aa Reference Librarian, Mukwonago Community LibraryPublished online: 26 Oct 2008.

To cite this article: Jacqueline L. Hipsman MLIS (1996) Strategic Planning for Academic Libraries,Technical Services Quarterly, 13:3-4, 85-104, DOI: 10.1300/J124v13n03_06

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Strategic Planning for Academic Libraries Jacqueline L. Hipsman

ABSTRACT. As libraries prepare for the twenty-first century consideration must be given to the ever increasing demand for information retrieval. Libraries will be instrumental in the organization and archiving of future information. In order to be prepared for this responsibility planning is necessary. Strategic planning allows libraries to evaluate their role within the community they serve. Goals can be set based on community demands. Once established these goals can be used as guides for libraries as they organize, collect and disseminate information. This article looks at developing a strategic plan, how strategic plans are being used today and how they will apply to the library of the future. [Article copies available from The Hawonh Docu- ment Delivery Service: 1-800-342-9678.]

As we move into the twenty-first century, the need to recognize information as a resource increases. It is a resource that can be harvested, managed and disseminated. Like all resources, information must be governed to enhance its full potential. If left to grow wild, information will produce and bear fruit, but the quality of the crop will be far less than if it were tended and nurtured like a precious commodity. The future will bring a time when survival will be contingent on global success. Success will be with information. Therefore, we must control, classify, evaluate, and maintain information. Ultimately, in order to expedite this type of gover- nance of information we must plan.

The virtual, or electronic, library is the destination of much of

Jacqueline L. Hipsman is Reference Librarian at Mukwonago Community Library. She earned her MLlS in December 1995 from the University of Wiscon- sin-Milwaukee. Ms. Hipsman holds a Bachelor's degree in ~ommunicationl Drama from the University of Wisconsin-Parkside. in Kenosha.

Technical Services Quarterly, Vol. 13(3/4) 1996 O 1996 by The Hawonh Press, Inc. All rights reserved. 85

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86 TECHNICAL SERVICES QUARTERLY

today's information. Accordingly, the virtual library must be developed with guidance. Librarians and information specialists must - seek to establish goals and expectations.

Librarians can participate in the management of the virtual or electronic library by developing a strategic plan, a statement of intention defining their roles and those of the institutions they represent. Decisions must be made regarding the focus of collections and con- sequent specialization. The sharing of this information must also be determined. Considerations regarding the format used for storage of the information, be it book, compact/floppy disk, or magnetic tape must also be established. Directions for these information mediums and the funds required to utilize, preserve and disseminate them will require new goals: the goals of the virtual library.

This article focuses on the reasons why strategic planning is so important in the rapidly changing environment of the virtual or electronic library. The initial section examines the fimdarnental qualities of libraries and how the recent changes in information management have affected them. Suggestions are incorporated on developing a strategic plan for the library of the future. The Second section includes an interview with the director of a library system regarding the implementation of strategic planning. It also high- lights some of the key concerns during the strategic planning process as identified in the literature. The article concludes with an evaluation of the future of the academic library and the use of strategic planning in preparing for library services.

PLANNING AND INFORMATION MANA CEMENT

As we are more proactive in meeting these challenges, we will be better able to grasp the future and cause changes to happen. (Abilene 7)

Strategic planning first became popular during World War 11. Businesses began patterning agendas after the planning procedures used by the military during the war. The Harvard Business School began encouraging-strategic planning as a way for businesses to see the cost effectiveness of cavital exvenses such as communications equipment and power suppiies sou~ces (Jacob 3).

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Jacqueline L. Hipsman 87

Through the fifties and sixties strategic planning became a common business practice. In the late sixties, libraries were being encouraged to develop strategic plans to demonstrate needs to the parent institutions. Even though there were times in the seventies that the popularity of strategic planning declined, it has proven to be an effective tool for communication. The federal government required all states to file a five-year plan by 1966. It also mandated that each state have a specific interlibrary loan plan in place by 1984. These two federal actions resulted in wide-spread use of strategic planning by many library directors. In addition, with the advent of library automation in the eighties, more cooperation among libraries developed. However, cooperation does require more examination of the library's functions and planning (Jacob 5).

Beyond the encouragement of the federal government, there are many other reasons why libraries should have a strategic plan. Strategic planning examines the institution from many different angles, by evaluating the resources and establishing the relationship between the library and its environment. Strategic planning allows the director and others to foresee the library's relationship with the parent institution, the state, the United States and even the world. This is increasingly important as we move into an electronic environment in which geographic boundaries are losing relevance. In the past, libraries examined their role in relationship to the parent institution (i.e., the university or the city that governs), and if the needs of that immediate community were met, then the library deemed itself successful. Today, automated libraries are being accessed by users from all across the world. However, there is still a relationship with the parent organization. The success of libraries is now more often viewed by the amount of ac,cess it can afford to all users rather than those within the immediate geographic area. This kind of access mandates strategic planning.

By definition, a strategic plan is a means by which the library sets out to identify strengths, weakness, opportunities and threats (Poli- castro I). The library can determine its goals and action plans to attain these goals. Hence, with this premise in mind, strategic planning is explained, and, as the elements of the strategic plan are established, they are illustrated with library-related examples.

One of the most important strengths of libraries is the ability to

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collect, organize and share information with multiple users. Access to information is no longer obtained solely by consulting the index in the back of books or card catalog subject headings. With the advent of Local Area Networks, file servers, and online services, librarians and users are now confronted with a tremendous variety of entry points into the ever increasing abundance of information. Not only are there text-based indexes and tables-of-contents, but there are a wealth of electronic indexes and databases. Planning is reauired to allow for the diversification reauired if libraries and librarians are to continue collecting, organizing and sharing.

Inherent in the diversity of the library institution is one of its more serious weaknesses: the lack of assertiveness derived from the service orientation of the field. Perhaps because the library is so diverse, librarians find it difficult to assert themselves in a focused self-serving manner. Librarians base goals on the immediate needs of patrons and neglect the long-term goals regarding the future of information and libraries. Many times while fulfilling requests, facilitating conveniences, and organizing, they neglect to establish their place in the future. Even though librarians are able to evaluate and link information to other areas of knowledge, they hesitate to demand their righthl place as an equal partner in the scheme of the parent organization. Consequently, librarians and libraries are neglected as an integral part of the group (Billings 4). This will be a serious problem in the information age if librarians do not establish themselves as the professionals best suited for the task of governing the information of the next decade.

If librarians demonstrate skills as information managers, they will be afforded the opportunity to continue doing what they have always done best: guide people to sources of information. As Har- old Billings states in his article "Tomorrow Librarian":

. . . the most important role that librarians have always held in the information process: selection. That is, understanding how knowledge sources are created and organized, deciding in collaboration with other scholars which sources mosl deserve attention and reservation, and grasping the means to bring the right information-and the right amount of information-and the user together. (4)

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Librarians have always been instrumental in uniting the right information with the patron. Often, the patron requires instruction as to how to use the source that has been selected, if not blatant prodding as to the relevancy of the information provided. With the advent of computers and the explosion of information, patrons, now more than ever, require guidance in gaining knowledge. Only through planning can libraries anticipate the direction from which knowledge can be gained. By planning and becoming proactive librarians can deal with the threat of outside sources neglecting the participation of librarians in setting goals and guidelines for the future of the virtual library. Too often within the last decade, commercial vendors and government agencies have forged ahead creating information pools without regard for unified access by the public. This, coupled with the limited budget usually afforded libraries by their parent organizations, will be the most challenging obstacle for libraries striving to continue or expand services. However, in light of the fast pace in which technology is advancing and the even faster pace at which new information is being produced, it is imperative that libraries decide on a course of action quickly. Strate- gic planning allows libraries to be proactive instead of reactive.

There are additional, practical reasons why a strategic plan is essential in tomorrow's library. Planning is useful in identifying competition. Knowing the competition and the services they offer can aid planning in several areas. Learn from those that are success- h l and re-evaluate your services accordingly.

Often competition is from commercial sources with services that are very effective. Barbara M. Robinson and Sherman Robinson in "Strategic Planning and Program Budgeting for Libraries" ask the question:

Can we manage our costs better, learn from other libraries, and become more competitive, or should we let others take over that service? (422)

These are important questions as we enter an era in which funding is diminishing and the federal government is reducing grant initiatives. Libraries must be selective in determining appropriate services and assign fimding accordingly.

In identifying the competition during the strategic planning pro-

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cess, libraries set long term goals. Collections should be evaluated for strength, and goals should be created based on weakness or areas of interest. Decisions should be made on access to the collec- ~ ~ ~

tion and the role of instruction beyond traditional reference service. For instance, at the University of Northern Colorado a "primary role" is to "serve as an educator to ensure that all members of the University community are information literate" (University Libraries 2).

During the early stages of the strategic planning period, technical goals should be assessed. Consideration regarding protocols should be established. Is it important to upgrade to 239.5 protocol to allow easv. consistent access at everv workstation? Libraries are increas- . , ingly striving for a seamless user interface. A consistent interface will facilitate access to most information sources. Planning is required to create a consistent standard of interfaces for the various electronic sources which will guide the librarian in meeting the needs of the patron. Project Mercury at Carnegie Mellon is an excellent example: by uniting the library and computing services they have provided campuswide communication (McClure 462). The strategic planning period is a good time to consider unification with other departments on campus.

Information gained through strategic planning can vastly enhance communication between the library and external sources. This is particularly useful in the budget process. With governmental support at all levels decreasing, alternative sources of funding must be identified and pursued. A well develoved strategic vlan is - . becoming manda to j for consideration of dwindling grant monies. It is equally necessary in approaching local organizations for fimding. Tying appropriations to a strong strategic plan greatly improves communication with vendors, which in turn enhances their service to the library. Equipment options are based on strategic priorities and decisions regarding computer hardware, and software reflect service initiatives and missions. If vendors are made aware of the plan and its objectives they can inform the library of relevant products as they arrive on the market.

Strategic planning is a process, not the creation of formal documents. (Jacob 9)

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Once the reasons for strategic planning have been established important preliminary steps must be taken. Among these is to become familiar with the appropriate literature. This should begin at least six months before any organized meetings are held. The selection of literature should reflect the service emphasis and goals of the library, but should also include strategic planning and higher education. Because sharing is an important element of strategic planning, not all participants need to read all of the selected items. Yet, an effort should be made for each participant to be well read in several areas.

Also important is to examine environmental factors that impact the library. Consideration should be given to the parent organization, clientele and competing organizations. Relevant to the strategic planning process are the defined roles of these groups, respec- tive aims and objectives, and available strategic plans. Budget information, especially for the parent organization, is helpful. User population statistics including socio-economic background of the client base should also be obtained. Collecting demographic and fiscal information early will allow participants to make decisions based on known facts.

The next step is to hold pre-planning sessions with department - .

managers, the core planning group. ~ h ~ ~ u r ~ o s e of these pre-planning meetings is to share collected data with the, key figures of the organization. These sessions should emphasize the importance of planning and that the time involved takes precedence over other priorities. Planning can not be hurried and should not be seen as a simple task: this will waste more time than it saves and will reduce the quality of the plan itself. Having a structured agenda will help manage the time involved with planning effectively and should be established during the early stages of the process.

Another important factor in strategic planning is to have a facilitator. The selection of this person should be based on a variety of issues. The person should be one of authority in the organization, but need not be the top administrator. It is more important that the person have the time to devote to the process. The facilitator must also possess certain personality traits because of the nature of strategic planning. It is important that the facilitator be somewhat relaxed and able to draw information from a variety of other personality

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types. If the facilitator is receptive to the group, the strategic plan will be more representative of the organizational culture.

An advisory committee can also be an asset to the core planning group. Such a group should have community impact. Selection should consequently be based on individual relationships with the community at large. A well respected advisory group can have a favorable effect on community public relations in general (Jacob 26).

With the completion of pre-planning aspects, the actual planning sessions can begin. Key members of your organization, i.e., the core group of managers and institutional representatives should be required to be involved. It is important to represent all departments in the planning "to ensure that a realistic plan with a common goal is developed" (Policastro 2).

Sufficient time must be allocated for the actual planning sessions. Two day Blocks or weekends are appropriate, but, since these sessions will be intense, compensation time should be provided. The meeting space should be comfortable and free of distractions. Due to the character of strategic planning, a relaxed environment should be provided. Casual seating, as well as casual clothing should be encouraged. All members of the group should be accorded equal status for the strategic planning process. Creativity is also essential and should be established early by the facilitator. Creativity implies a brainstorming process which requires the establishment of open- ness and interrelationships. Therefore definitions must be established before brainstorming begins (Policastro 2).

Common elements of the strategic plan are the mission statement, key result areas, and strategic and tactical objectives. Prior to determining these elements, it is necessary to evaluate the organization for strengths, weakness, opportunities and threats (Policastro 3). The group should list ideas as to characteristics of the organization and how they address the four elements. A recorder should organize the suggestions in a manner visible to the entire committee.

All sessions, including the brainstorming should be hlly docu- mented by the appointed recorder. The information will be used to create the initial draft of the strategic plan. The exact wording of the mission statement and objectives should not be determined during the brainstorming sessions. The key focus of planning should be to collect all relevant ideas. It is more important in these sessions to

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Jacqueline L. Hipsmarl 93

establish (1) plans of action and budgeting allowances, (2) .target dates for implementation, and (3) selection of representatives from each focal area who will monitor the success.of the plan (Policastro 9).

Upon completion of the planning sessions, the facilitator and several representatives of the committee should draft the strategic plan. Copies of the draft should be sent to all group members. The draft should then be edited as necessary to meet the consensus of the group. Share the plan with the parent organization and members of the advisory committee. Upon approval by the parent organization, the plan should be put into action. Monitor, document, and evaluate the results and always expect priorities to change.

IMPLEMENTATION: A CASE STUDY AND AD W E

The implementation of a strategic plan significantly impacts the institution involved. To ascertain the effect of strategic planning on a representative institution, an interview was conducted with Kathy Gosz, director of the Waukesha County Federated Library System (WCFLS). Kathy was instrumental in developing the strategic plan for the WCFLS and is now involved in teaching library boards and directors about strategic planning. As an advocate of strategic planning, she understands that it is not easy to convince people to participate based on the effectiveness of the process.

Early in the interview, Ms. Gosz related the story of the Wauke- sha County Executive mandating county-wide strategic planning. The intention was that each department was to develop a strategic plan to "fit" into the larger county plan. According to Ms. Gosz, all department heads were invited to a crash course on strategic planning. By the end of the session department heads were shaking their heads wondering how this was ever going to work. Not everyone was convinced that strategic planning was necessary. They were not ready to absorb instruction on how to begin. Ms. Gosz told this story to make the important point that if strategic planning is to be successful everyone must be involved in the initial discussions. No plan will work if the people who are expected to execute it, don't understand why such activity is necessary in the first place. Eventu- ally, a trainer was hired and smaller workshops were held to teach

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all department heads how to develop a strategic plan and conduct a meaningful process.

Upon completion, the WCFLS's plan was presented to the system board and then to the county board. During these sessions it was discovered that the system board had the ultimate power over the federated library system and not the county board, as was pre- viously assumed by the county executive. By developing and pre- senting the strategic plan, communication lines were opened that brought this issue to the forefront. Even though all parties concerned were not comfortable with this new information, the future approach of the county executive toward WCFLS had to change.

The budget hearing was the next event at which the impact of WCFLS's strategic plan was demonstrated. In retrospect, Ms. Gosz stated that it was the first time that she was able to have "the plan drive the budget instead of the budget drive the plan." This made developing the budget easier, and the presentation was more effective. Since the board was familiar with the plan, they understood the motivation for the budget expenditures. The relationship between the board and system improved, through increased understanding by both parties of the strategic plan.

When comparing strategic planning to long-range planning, Ms. Gosz mentioned the guilt and frustration that often accompanied the review of the long-range plan. She stated that "people often scur- ried around to do the projected tasks for that year or just left things unaccomplished." However, Ms. Gosz believes the strategic plan is "like a living document-you've constantly got it on your mind." Using the plan as a guiding force, she feels a sense of accomplish- ment when a task is completed.

Concerning how strategic planning can improve relationships with governing bodies, Ms. Gosz stated that "strategic planning needs to address funding and the importance of what libraries do." Even though Ms. Gosz seems to have an upbeat perspective on strategic planning, she was realistic in her sense of what has to be accomplished. Just because a library has a strategic plan support for the library or the plan is not automatic. Libraries must redefine themselves.

When the focus group for WCFLS's strategic plan got together to discuss important accomplishments, they determined that redefin-

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ing roles was one of the most important steps to take. Ms. Gosz stated that "Redefining roles of libraries is the underlying issue of what we (libraries) need to do to continue in existence. Look at yourself on a regular basis and look at what's going on around you, keeping in mind that your goal is to serve that public, whatever that public may be." The reason for self-scrutiny is simple: "When you have to get those dollars that you need just to exist, and it's getting harder and harder to get them, you have a very well thought through role and know how you are relevant to what is happening today. . . . Libraries need to get relevant, and determine how they can get their service to be relevant and why they need what they need to do that." Part of the effectiveness of the strategic plan is that it enables the justification of expenses, not just at budget time but on a contin- uing basis.

Strategic planning also provides the opportunity to analyze staff- ing levels and responsibilities. Invariably, job descriptions and sala- ries are based on tasks that are no longer relevant. As an example, Ms. Gosz related the incident of hiring her secretary; the county required candidates to know shorthand. With the advent of word processing, this requirement was irrelevant. The evaluation of positions based on the strategic plan provides an opportunity to establish training and staff development programs.

The interview with Ms. Gosz also covered the impact of strategic planning on organizational culture. In defining hierarchy, Ms. Gosz noted the distinct levels that prevail in a library in which it is assumed that "a person at a lower level can't make an important contribution to the next level." Ms. Gosz doesn't see libraries as moving away from hierarchies, especially in larger settings, even though the team approach has appeal in terms of productivity and job satisfaction. As she sees them, teams are diverse and empow- ered to make a solution for the problem at hand. Members know that the efforts they have made will be used as part of the solution to the problem.

Strategic planning and organizational transformation, coupled with information access technology, have created very real concerns for librarians. By implementing a strategic plan administra- tors can bring balance to the growing needs of the community. Many result from a well developed strategic plan. Planning can also

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have a tremendous impact on the environment, as institutions redefine information service needs. However, even the most articulate and well-intentioned plan won't work without people.

To ensure that the strategic plan works well with the people in the organization, a values assessment is recommended. In an article entitled "Incorporating Organizational Values into the Strategic Planning Process" Rick Forsman suggests that one of the first steps to creating a successful strategic plan is to conduct a values audit of the institution. The mission statement, goals and strategies must share common elements to be effective. By determining the underlying values of the institution, the potential success of the strategic plan increases significantly.

It is also important to conduct a service assessment of the information resources available. Joseph Branin illustrates this point in an article entitled "Integrating Information Services in an Aca- demic Setting: The Organizational and Technical Challenge." While describing the University of Minnesota's Integrated Informa- tion Center (IIC) Branin states: "It was apparent to the IIC planners from the beginning that advances in information technology were driving both the fragmentation and the potential for integration of information services-on campus" (2). B; offering different types of computer systems designed specifically to the tasks of the department, the information systems specialists were creating separate systems throughout campus that were not accessible by other enti- ties. This created a communication gap, that frustrated those who knew that the information thev desired was in another commter on campus, inaccessible from the resident workstation. With planning, IIC was able to fund and further develop an infrastructure that integrated the various nodes of information offering access to faculty and staff throughout the institution. By reconstructing the system and taking the time to plan, the University of Minnesota was able to expand its service significantly.

Easier access to information must be complemented by training. Ellen F. Falduto, Kenneth C. Blythe, and Polley Ann McClure describe the frustrations of a faculty member, new to personal computing, who sent the following message, "Thanks for the effort and time invested in my new tool of production. Now all that I have to do is learn how to use the #@$ thing!" (1). The lesson learned was

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that "technology was only as usehl as the training that went along with it" (I). Without proper training technology is counter produc- tive. Strategic plans must include training as one of the strategies of implementation.

AS training increases, job descriptions must change. In the article "Organizational Effectiveness and Changing Job Design in the Information Technology Community," Elsa Swan and Celeste Giunta state that "We've changed from the idea of 'one skill, one job' to the reality of a range of skills that have to apply to a number of different kinds of professions" (3). This is especially true of librarians, who must personally gain various technological skills and then help to develop those skills in the clientele they serve. As searchers and teachers, librarians roles are becoming more com- plex. This should be reflected in the strategic plan.

New methods of compensation for highly trained professionals must also be considered. Swan and Giunta suggest that skill levels should be established to include the integration of competencies that allow for three stages of advancement: the foundation, career, and expert levels. "In the new structure, the foundation level defines a limited range of skills appropriate for entry level or support fbnctions in the technology areas. The career level, however, encompasses a broad range of skills and is intended to accornmo- date the majority of employees through most of their careers. The expert level is for the top technical echelon, and it is anticipated that only a few positions will be defined at this level, hence only a small percentage of employees will achieve this level" (8). These employee levels may not be suitable for all libraries, yet they demonstrate some of the considerations that must be addressed as demands for larger numbers of highly trained librarians increase. Swan and Giunta fiuther suggest that as employee skills increase, their desire for opportunities rises. Employee productively increases and ultimately "the manager's role will be to balance employee development needs with operational and strategic objectives" (10).

To ensure that productivity is focused in the right direction, the strategic plan can be used for "self evaluation" standards. Bonnie Gratch and Elizabeth Wood suggest this in their article "Strategic Planning: Implementation and First Year Appraisal." The strategic

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plan of the Bowling Green State University Library was received with zeal by the library director. "Each department head submitted operating and temporary employment budget requests that included justifications connected to objectives and goals in the strategic plan" (13). Each department consequently was forced to examine their "fit" into the larger ~ l a n . This caused a librarv-wide cohesive- - . ness in the early stages of the their strategic planning process.

Not all of the aspects described are relevant to every strategic plan. It should also be recognized that the reorganization that nor- mally evolves from a strategic plan will be met with some resis- tance; in fact some will choose to leave rather than participate. The key to success is to keep the lines of communication open and be sure that all personnel understand the motivations behind the plan and the resulting reorganization.

PLANNING AND THE USER POPULATION

The effectiveness of the strategic plan lies in its ability to be dynamic. This quality is extremely important as the plan guides academic librarians into the future. Through a careful assessment of trends in higher education, the librarian can envision hisher role in the future of the academic society. This section focuses on trends within higher education and the role library services can play in enhancing that environment.

The teacher has the job of facilitating learning, the teacher is a facilitator, there is no hierarchy. It is partnership, the teacher is included in the circle. (Robinson)

For the purpose of gaining an informal understanding of the future of role academic librarians, a telephone interview was conducted with Wilma Robinson, former professor and researcher in adult education at the University of Wisconsin, Oshkosh. Ms. Robinson has spent a great deal of time analyzing the learning patterns of adults and what their future educational needs include. Her current mentorship project focuses on uniting young people at risk with successful adult role models that will guide them through the first stages of higher education.

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To evaluate the services required of the library it is important to identify the user population. Therefore, the first issue discussed with Ms. Robinson concerned changes taking place within the student culture. Today's college students are a good indication of what the student body will be like in the future. Ms. Robinson was presented with a definition of the current student population from an article by Carol A. Twigg entitled "The Need for a National Learning Infrastructure."

Prior to the 1960s, college students were similar in age (young), sex (male), ethnicity (white), and economic means (affluent.) . . . Today's student body is characterized by heter- ogeneity: in age (only 43 percent are under age 25), sex (women account for nearly 55 percent of the undergraduates), ethnicity (more than one student in six is nonwhite), and economic means (studenis from all socioeconomic groups attend college). (1)

When asked if she agreed with these descriptions, Ms. Robinson concurred. She stated that "more adults are returning to school, and many of them are not returning by choice; mandatory education is prevalent. Cultures are more diverse as well." She further stated that "the jobs that you can stay on for thirty years and get your watch from have practically disappeared."

What does this mean for the academic environment? Ms. Robin- son believes that "by the nature of things, we will have to keep reinventing ourselves." Older students and students from different backgrounds have varying expectations from the colleges they attend. In this diverse population, Ms. Robinson describes the role of the teacher as a "job of facilitating learning. The teacher is a facilitator. There is no hierarchy. It's a partnership, and the teacher is included in the circle."

The discussion of the changing student population and teacher roles prompted the question "what do you see as the library's role in the future student's education?" Ms. Robinson stated that she "looks to the library as a support for life-long learners. We may need to re-orient ourselves to different careers many times in our lives, and the library should support this." Regarding the question, "what materials and services should the library provide?" Ms.

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Robinson responded, "Materials and services that represent and support the diversity of each student. Diversity enriches the learning experience." By carefully listening to teachers like Ms. Robin- son, and considering the needs of all students on campus, it will be easier for librarians to develop goals for the strategic plan. Access to information will be important to students in the future; however, selection of materials that represent the diversity of the student population will be as significant.

It is interesting to note that throughout the discussion, Ms. Robin- son did not mention electronic information, online catalogs or the Internet. Is it because she is unaware of these tools? Most likely not. As a researcher in adult education, she has probably had experience with, at a minimum, an online catalog. She is concerned with rapid access information; the medium is irrelevant. As a teacher, Ms. Robinson's focus is with the learning process. What does this mean for librarians? Librarians should include in the strategic plan goals that allow the patron to learn retrieval systems as well as an opportunity for library assistance.

The future role of the librarian is to support learning. The librarian's knowledge of information sources and the maintenance electronic-based environment foster success in a new era. As student populations mature and return to campuses for multiple degrees, they will be more sophisticated; in terms of research skills and demands. The library must be ready. To insure student satisfaction, libraries develop a mission statement that acknowledges life-long learning.

A Mission Statement is: A general statement of 2-3 sentences that clarifies what the organization provides, who it's customers are and what the products and services do for those customers. (WCFLS 3)

The mission statemcnt of a library is a declaration of the path the strategic plan will follow. This portion of the article examines several possible directions for the library of the future; directions that transform the library of today into the library of tomorrow.

Service and patron satisfaction are two elements that will continue into the library of the future. Technology, however, will have a declining impact on education as we progress into the 21st century. Though it is difficult to envision, eventually today's technology will

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be inexpensive and public proficiency will be common. This will result in less demand for the instruction of technological applica- tions. The demand for instruction on content, however, will grow exponentially. Students will demand that libraries provide information literacy skills that allow success in the educational experience. The result will be an academic library mission based more on the service-concept than ever before.

With an increasing focus on information content as opposed to technological application, the hture role of the library will be to provide students with a support system for life long learning. This role reflects the changing nature of higher education and the socioeconomic problems that impact the future role of education. In "Education for the Age of Collaboration," Mr. Denning points to several of the more blatant problems of higher education today:

(1) American students falling farther behind international standards each year, (2) cheaper labor markets in other countries that are drawing jobs away from the United States, (3) graduates saying what we teach does not match what employers are looking for and (4) employers saying our graduates have too much evanescent technical knowledge and insufficient life- long knowledge. (21)

Librarians can assist the parent institution in the development of strategies to address these situations. Denning sees a "three part strategy" for reinventing education and research:

(I) Broaden research. Enter into collaborations with groups in other fields, connect project goals to real concerns . . . (2) Reor- ganize curricula. Educate a worker who knows not only the subject matter but also how to work effectively in organizations that listen, complete and learn. (3) Implement a feed back loop. Use this feedback loop to tie research back into the cumculum. (23-24)

Examining these strategies separately, evaluating the library's role, and determining what services the library can offer, a vision of the future library unfolds. As the central core of information resources on campus, the library can become the facilitator for the transmission of communications for the entire academic community.

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In the area of broadening research, libraries can be utilized as collection sites for research data. Librarians can index and classify the information as it is developed making it accessible to others. External businesses can request research projects and monitor progress using the campus information center. Reorganizing curricula can be aided by allowing students access to research information as it is being developed, giving them opportunity to contribute and learn skills that will enhance academic growth and development. Finally, with the feedback loop, librarians can act as liaison between researchers, facilitators, and students, while monitoring the flow of communication. With customer satisfaction included in mission statements, libraries can maintain information for other campus departments.

The campus-wide information centers will be the responsibility of librarians in the future. The computing center will become part of the library, managed jointly by librarians and computer technolo- gists. Students will come to accept that all information is the responsibility of the library, regardless of format or location. Course descriptions, grades, syllabi, and even instructor's biographical pro- files will be available from the library. Further, this information will be available through the same central database as the rest of the library's digitized collection. All patrons will have access in person from a library terminal or remotely from their home media centers. Patrons will not accept having to change terminals or travel if they choose not to. At present, many clerical tasks can be accomplished through the campus-wide information center like the one at the Uni- versity of Minnesota's Integrated Information Center (Branin 2). However, in the future, all libraries will offer the same type of campus-wide service in order to satisfy customers. If libraries do not assume the responsibility for the campus-wide information center, it will be done by another department on campus. Or worse, the

' students will seek another educational institution. In order to pre- vent this scenario, the libraries of the future will need to include campus-wide information services in strategic plans.

Another service that libraries will provide in the academic community is a system for faculty publication. Librarians will be instrumental in resolving the copyright issues of the information age. It is only logical that librarians should become part of the publishing

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sector. Separating digitized information by copyright status will inhibit access; therefore, it will be up to libraries to offer access to electronic information using a new system that is developed for scholarly works (Franks 42). Everyone will benefit from a library that includes electronic publishing as a community service goal.

Alternative education is another area in which libraries can assist the Darent institution. Distance leamine will be a necessitv for the cam- - puses of the 21st century. Alternative education via interactive media such as video will allow campuses to hold down space requirements (Daigle 1-2). Like electronic publishing, much of the information for alternative education will be digitized. As the information hub of the university, the library is best suited to maintain studio space for distance. teaching and to disseminate archive course materials.

Even though much of the information in the library of the future will be digitized, libraries will continue to offer traditional services. Collecting materials will be one of the greatest challenges for libraries. Locating, acquiring and preserving information will require dedication and planning. As was mentioned earlier, classify- ing and indexing will be increasingly important to control the influx of information. Assistance in accessing desired information through references services via document delivery will be common place. Libraries must recognize the needs of the patron and incorporate them into the strategic plan.

REFERENCES

Abilene Christian University. Abilene Christian University lnformation Technology Long-Range Plan 1993-1995. Cause Gopher. Boulder. CO. [email protected] rado.edu, 1993.

Billings, Harold. The Tomorrow Librarian. Wilson Library Bulletin, WWW, Janu- ary 14, 1995.

Birdsall. Douglas G . and Oliver D. Hensley. "A New Strategic Planning Model For Academic Libraries." Colleges & Research Libraries 55 March 1994: 149-59.

Branin Joseph J. "Integrating lnformation Services In An Academic Setting: The Organization and the Technical Challenge." Cause Gopher CausetEffcct 17, 1 Spring 1994.

Breivik. Patricia Senn. VIEWPOINT: INVESTING WISELY IN INFORMATION TECHNOLOGY: ASKING THE RIGHT QUESTIONS. Cause Gopher, Boul- der, CO. [email protected]. 1994.

Daigle, Stephen L. "Alternative Education Delivery: Using lnformation Technology In A Multicampus Environment.'' Cause Gopher, Paper presented at CAUSE92.

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Denning, Peter J . "Education for the Age of Collaboration." Educom Review NovemberlDecember 1993: 20-25.

Eaton, Robert B. and Rodney C. Schuler. "Revolu~ion in the Information Systems Shop: Reengineering the IS Workplace." Cause Gopher Cause/Effect 17, 1 Spring 1994.

Falduto, Ellen F., Kenneth C. Blythe, and Polley Ann McClure. "The Information Age, The People Factor, and the Enlightened Manager." Cause Gopher Cause1 Effect 17, 1 Spring 1994.

Forsman, Rick B. "Incorporating Organizational Values into the strategic Planning Process." The Journal of Academic Librarianship 16,3 July 1990: 150-1 53.

Franks, John. "The Impact of Electronic Publication on Scholarly Journals." Causc/Effect, Spring 1994: 40-46.

Gosz, Kathleen. "Private Interview" March 29, 1995. Gratch, Bonnie and Elizabeth Wood. "Strategic Planning: Implementation and

the First Year." The Journal of Academic Librarianship 17, 3 March 1991: 10-15.

Jacob, M. E. L. Strategic Planning: A How-To-Do-It Manual For Librarians. New York: Neal-Schuman, 1990.

Long Rangc Plan for Library Services in Wisconsin 1994-99. Madison, 1994. McClure, Charles. Libraries and the InternetMREN. Westport: Mecklermedia,

1994. Policastro, Michael. Introduction to Strategic Planning. U.S. Small Business

Administration, circa 1993. Robinson, Barbara M. and Sherman Robinson. "Strategic Planning and Program

Budgeting for Libraries" Library Trends. Vol. 42 no. 3, Winter 1994. Robinson, Wilma. "Telephone Interview." May 1995. Swan, Elsa and Celeste Giunta. "Organizational Effectiveness and Changing Job

Design in the lnformation Technology Community." Cause Gopher CauseIEf- fect 17, 1 Spring 1994.

Twigg, Carol A. "The Need for a National Learning Infrastructure." Cause Gopher Educom Review September/October 1994.

University Libraries University of Northern Colorado. Draft Strategic Plan. Gree- ley: 1994.

Waukesha County Federated Library System. "Almost Easy Strategic Planning." August 1994.

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strategic planning for academic libraries

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