Strategic Planning in National Libraries

Abstract

Rapid change, reduced funding, ‘value for money’, a need to justify and re-examine functions, market orientation, and revenue generation are factors affecting most libraries today. Strategic planning tackles them as a whole. National libraries, as well as exhibiting much more variety than other types of library, differ from them in that they are more directly subject to government, have no clearly defined clientele, and have international as well as national responsibilities and therefore cannot act alone. These factors make planning more difficult but no less necessary. Audiences for a strategic plan are the government, other libraries, and the staff, who should be thoroughly involved in the process of planning, since much of the benefit is in developing strategic management attitudes and skills throughout the library. Business and marketing plans can form useful appendices. Annual operational plans are necessary to ensure that action follows. The help of an external ‘facilitator’ is often desirable. The experience of the National Library of Ireland, which has recently published a strategic plan, is used to illustrate the process.