Information technology (IT) strategic planning for libraries
| Pages | 470-485 |
| Date | 01 July 2006 |
| DOI | https://doi.org/10.1108/01435120610702459 |
| Published date | 01 July 2006 |
| Author | Rob McGee |
| Subject Matter | Library & information science |
Information technology (IT)
strategic planning for libraries
Rob McGee
RMG Consultants Inc., Chicago, Illinois, USA
Abstract
Purpose – The purpose of this paper is to describe an approach to information technology (IT)
strategic planning for libraries and institutions of higher education.
Design/methodology/approach – The “why, what, and how” of IT strategic planning for libraries
is explained, to show the efficacy and value of long-term IT planning and budgeting. The organization,
design, processes, templates, and methodologies of IT strategic planning practices that have been
proven and constantly refined through projects with academic, public, and national libraries are
described.
Findings – Principles described for IT strategic planning as a team-based enterprise learning process
apply as well to the design and conduct of major IT procurements, where the organization also seeks
best value IT outcomes for the long term. The approach is scalable with respect to the human
resources and time required (e.g. three months, six months); the design and steps of the process; the
methodologies employed; and the number, design, format, components, and contents of internal
working documents and the published report(s).
Originality/value – IT strategic planning educates the institution about choices and consequences,
decides on technology priorities and investments, makes informed decisions with confidence, and
delivers consensus-based outcomes and stakeholders’ buy-in.
Keywords Information systems,Strategic planning, Libraries,Higher education
Paper type General review
Introduction
This paper describes an approach to information technology (IT) strategic planning for
libraries and institutions of higher education that was developed in 1999 by adapting
two public sector IT strategic planning best practice models (ITSC, 1999; Committee on
Institutional Cooperation, n.d.) to produce a set of templates and methodologies that
have been constantly refined with projects for consortia, academic, public, and national
libraries, and colleges and universities. (As parenthetically noted in the following
sections, many of the principles described for IT strategic planning as a team-based
enterprise learning process apply as well to the design and conduct of major IT
procurements, where the organization also seeks best value IT outcomes for the long
term.)
What is a library IT strategic plan?
The library IT strategic plan should define the library’s strategic directions for
technology and specify the technologies and IT projects it plans to implement in each
of the next one, three, and five years, with technology budgets for each year.
The plan should be consistent with the library’s mission, vision, and values – and
those of its host institution. The plan should substantiate the needs for technology
funding. The plan should answer key questions like “What technologies should my
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
LM
27,6/7
470
Received 9 June 2006
Revised 10 June 2006
Accepted 12 June 2006
Library Management
Vol. 27 No. 6/7, 2006
pp. 470-485
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435120610702459
library consider?”, “How will they improve library services?” “Which ones should my
library implement – when, and in what order?”[1] “How much money and human
resources will we need to invest?” “Are there technologies and costs we should share
with other libraries?”[2].
The plan should define a set of IT goals, objectives, and strategies that are
consistent with those of the library’s overall strategic plan – or folded into it.
The plan should have performance measures to determine progress or problems
with actionable items.
The plan should be easy for the library IT strategic planning team to update
annually – or more frequently – to keep technology plans and budgets current with
innovations and opportunities.
Why undertake IT strategic planning?
Simply put, strategic planning determines where an organization is going over the next year
or more, how it’s going to get there and how it’ll know if it got there or not ... (McNamara,
2003).
Strategic planning is the first step in initiating organizational change, as well as an essential
element of business process reengineering. The strategic planning process includes an
organizational assessment and the development of strategic foundations: mission, future
vision, and guiding principles. Analyzing the gap between the current state of the
organization and its future vision provides essential information for developing strategic
goals, specific strategies, and objectives (ITSC, 1999).
Many previously unthinkable process changes are possible because of new information
technologies (ITSC, 1999).
The objectives of IT strategic planning are to determine the library’s strategic
directions for technology, to provide needed technology tools, and to re-invent the
organization to the point where everyone becomes part of the IT process. IT strategic
planning looks beyond the traditional limits in libraries’ technology planning by
examining new possibilities and planning aggressively – and smart – for libraries’
roles in the digital age. Above all the IT strategic plan must ensure that the library
remains technologically relevant to the needs of its constituents[3].
To be meaningful service organizations in the twenty-first century, libraries should
become highly proficient, technology-driven learning organizations[4] where
workflows are efficient and employees are well-trained and equipped to provide the
best service possible, and are ready to master change and provide new
technology-based services. Staff with technical talent should be welcomed,
challenged, motivated, and made to feel that the library is a place for them to
contribute and grow. In this kind of learning environment staff stay attuned to ne w
information resources and service possibilities, and the organization constantly seeks
and adapts best practices in delivering information resources and services to its
patrons.
Many library organizations and staffing patterns are still based on service models
developed in the analog era. For libraries to assert their roles as critical players in
society’s information environment, they must adapt, re-invent, and re-cast themselves
IT strategic
planning for
libraries
471
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