Conclusions About Using Long-Range Planning

It is clear that libraries introduced long-range planning in response to its promotion by the government and universities. The Denver University Library’s long-range plan was ultimately not carried out by the library director and staff. The underlying cause of this failure was that the staff lacked both an understanding of long-range planning and the ability to implement it. There have been cases where even if long-range planning is introduced, many library staff do not understand it and have a negative attitude toward its introduction. For example, at the University of Colorado’s Norlin Library, the library managers felt that it was not realistic to prepare a long-range plan. At University A’s library, the staff were sceptical of PPBS and did not carry it out aggressively.

The idea that management carried out steps to prepare a long- range plan, which is characteristically different from past library work, was pointed out through the case analysis of the Denver Public Library. In the 21st century, managers carry out much of the work required to organise a long-range plan; in contrast, past decision-making was handled by a library’s various departments. McClure, et al., (1993) and Biddle (1992) also pointed out that library staff lacked management expertise at the time. These facts show that long-range planning differs greatly in nature from the past culture, philosophy, and specialised work of libraries.

 
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