The Strategic Plan of Digital Libraries

457

Chapter XLVII

The Strategic Plan of Digital Libraries Juha Kettunen Turku University of Applied Sciences, Finland

Abstract This abstract describes the networked cooperation of the academic libraries and the consortium of the digital libraries of the Finnish universities of applied sciences and their strategic plan for the Web service. It argues that it is reasonable to plan the strategies for the network, because no single library has complete control over all the aspects that are necessary to develop the cooperation between the libraries. The strategy is the basis for a cooperation enabling electronic services for the libraries. The findings of this study are useful to the administrators of educational institutions aiming to plan a networked strategy and improve the cost-efficient cooperation of otherwise independent organisations.

INTRODUCTION Strategic management builds bridges between the perceived present situation and the desired future position described by the vision (Bush & Coleman, 2000; Fidler, 2002; Johnson & Scholes, 2002). Higher education institutions adapt their strategies to the education policy and changing environment. Strategic planning has an important role in academic libraries (Adeyoyin, 2005; Huotari & Iivonen, 2005; Decker & Höppner, 2006). The networked cooperation of the academic libraries has been playing an increasingly im-

portant role in the universities. The planning of a networked strategy is different from the planning of a single library strategy, because there is no single organisational unit who owns the strategy or is responsible for its implementation. The network strategy aims to gain commitment to a systematic cooperation and achieve strategic objectives that cannot be achieved by any single library alone. The purpose of this article is to describe the consortium of the digital libraries of 29 Finnish universities of applied sciences and their strategic plan for the Web service. The strategic plan was made in 2006 jointly for the network of libraries

Copyright © 2009, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.

The Strategic Plan of Digital Libraries

to promote their electronic services. The strategy is the basis for a cost-efficient cooperation enabling electronic services for the libraries. The strategy of digital libraries is also an example of the fruitful cooperation of the Finnish universities of applied sciences. This article is organised as follows: The background section introduces first the main characteristics of the consortium of the libraries of the Finnish universities of applied sciences and their shared strategic outlines. The main attention of the article is focused on the strategy for the Web service of digital libraries. Thereafter some future trends are presented. Finally, the results of the article are summarized in the concluding section.

BACKGROUND The Consortium of Libraries The consortium of the libraries of the Finnish universities of applied sciences (Amkit Consortium) was founded in 2001. The purpose of the consortium is to coordinate cooperation between the respective libraries of the institutions. In Finland there are 29 universities of applied sciences, which are professionally-oriented higher education institutions. The libraries cooperate actively with the libraries of the 20 traditional universities, the libraries of vocational institutions and other libraries. The result of the Google search engine indicates that there are many other consortia of digital libraries, but they take different forms. The number of personnel is nearly 500 in the libraries of the universities of applied sciences. They are located in 80 towns and at 200 locations. This reflects the remotely located branches of the institutions. The development of the libraries was rapid during the 1990s when the Finnish Polytechnics were established in higher education. At the beginning of 2006 the polytechnics adopted the new English translation “university of applied

458

sciences,” which reflects the English names of the professionally-oriented higher education institutions in the European Higher Education Area. The European area has defined in the Bologna Process by the European Ministers responsible for higher education (Berlin Communiqué, 2003; Kettunen & Kantola, 2006b, 2007). The consortium of libraries is a typical network to exchange information and cooperate. It is also a network to gain commitment to a joint strategy of the libraries. The presence of network suggests that much of the success of libraries lies outside a given library residing in the cooperative network. The networks, work groups and informal communities of practice have an essential role in the exchange of information and knowledge (Kettunen, 2004a; Kettunen & Kantola, 2006a). Academic libraries seek efficient ways to produce high quality output given the limited financial resources (Brooks, Revill, & Shelton, 1997). Cost-efficiency is a natural choice for strategy in the public sector, where primary management emphasise desired outputs and cost reduction. Typically, taxpayers provide the financial resources for libraries, which have limited annual budgets for activities and investments. Cost-efficiency can be achieved by increasing cooperation between the libraries and taking advantage of the economy of scale across the physical and intellectual assets of the libraries.

Strategic Plan of the Consortium The network strategy of libraries defines the outlines for the activities required by the network. The network strategy provides the insight and direction to guide the libraries and their cooperation. Each library is then able to define its own strategic themes and implement them. Each library has a responsibility to develop its own action plan describing how development work and processes will deliver the output to implement the network strategy. The additional funding provided by the


Ministry of Education has maintained sufficient coherence and ensured that the main objectives have been achieved. The network strategy is a sub-strategy of an overall network strategy, which has been planned for the Finnish universities of applied sciences (Kettunen, 2004b, 2007). The strategic themes of the network strategy of the libraries are as follows: • •

Systematic and nationwide cooperation of the libraries Cooperation within the library network and with the learning process

The vision of the libraries is as follows: • •

Library is the dynamic interface of learning and research. Library is an efficient and high-quality service-point, a partner and developer in the library network, and a notable regional, national and international trend-setter for its subject areas.

The mission of the libraries is as follows: •

•

The library produces information skills to enhance learning and critical thinking and to support applied research and professional competence. The main tools include transforming collections, expert services and content production into networks.

The consortium of libraries has numerous cooperative projects including library system acquisition and implementation (Endeavor’s Voyager), a library portal implementation project, electronic acquisitions (consortium licences), quality management, public relations and communications and information skills studies and virtual learning environments. The Voyager Library Automation System is used by the Finnish university libraries. Voyager, developed by

Endeavor Information Systems, is widely used in many countries (Breeding, 2006; Guy, 2000; Pace, 2004).

MAIN FOCUS OF THE ARTICLE Strategic Plan of the Web Service of Digital Libraries The joint strategic plan of the digital libraries of the universities of applied sciences was prepared to promote the Web service of the libraries. The strategic plan was completed in 2006 and it updates the earlier strategy for virtual libraries planned in 2003. Both of these strategies were planned to support the more general strategic plan of the consortium of libraries prepared for the planning period 2004–2007. The cornerstones of the strategic plan include four perspectives: • • • •

Content Facilities Knowledge Cooperation

The desired strategic objective of the libraries is to achieve a high-quality Web service which supports the core processes of the institutions. The core processes include the learning process and professionally-oriented research. Modern facilities, wide-ranging knowledge and widespread cooperation are the means to put together the Web service.

Cornerstones of the Strategic Plan The contents of the Web service of libraries include high-quality collections, which can be utilised using the Web. A study by Nitecki and Hernon (2000) examines the service quality of libraries. The libraries supplement their collections from the Finnish Electronic Library (FinELib) or other

459


acquisition consortia. In addition, the purpose is to provide the publications of the universities of applied sciences using the Web. The facilities, software and other tools are necessary to support the efficient Web service. The libraries provide portals to acquire information and software of digital libraries. The tools of the libraries must have links to the institution’s other information systems such as the virtual learning environments and student and study registers. The lightweight directory access protocol (LDAP) is a great advantage for the flexible and safe use, especially in distant use of the information systems. The Web service also uses interactive tools, especially the real-time network information service. The knowledge of the personnel plays an important role. The employees are aware of the electronic collections and they have a good knowledge of the use, administration and quality evaluation of the collections. In addition, the libraries provide guidance and counselling to their customers, also in the Web. The libraries develop their own pedagogical knowledge and content production and follow the new opportunities in their field of expertise. Customer’s information seeking and management skills promote the aims of information literacy (ALA, 2006). Cooperation is essential for libraries to put together and maintain the Web services. Cooperation enables the effective use of the scarce resources of libraries. The libraries of universities of applied sciences also cooperate with partners from outside the libraries, including the teachers and experts of the information services.

Action Plan Table 1 describes the action plan of the consortium of libraries including the responsibilities and actions taken. The consortium of digital libraries includes the pedagogical, e-material and facility groups. The libraries clearly have the largest responsibilities. The Web service of libraries is

460

a valuable actor in providing high-quality collections using the Web and developing electronic tools of the libraries. The consortium of libraries annually negotiates about the licences for e-resources, which are purchased jointly from FinELib or other sources for the libraries. The joint principles of the libraries are described in the portal of the consortium. The consortium starts the planning and creation of the publication archives. The libraries also provide customers with the contents of other producers including, for example, electronic learning objectives produced by other universities of applied sciences. The consortium negotiates with the publisher and content producers about the development of e-material appropriate for the universities of applied sciences. The facilities are purchased with the help of the information technology consortium of the universities of applied sciences. The libraries provide the Web service through the portals including the portal of universities, regional portals and portal of the Finnish Virtual University of Applied Sciences. The libraries keep up to date on the development of new facilities and are ready to implement them. The training of the Web service and information literacy is planned and implemented by the pedagogical group of the consortium. The e-material group of the consortium arranges seminars and workshops concerning the e-collections. The topics include content, licences, copyrights, and e-collections in library education. Training is also arranged on metadata for the information specialist and the teachers of the Web service. The libraries provide training for information literacy in their own institutions for the students, teachers and other members of the personnel. The directors of the libraries encourage their personnel to participate especially in pedagogical training and the training in content production. The cooperation of libraries is necessary. The consortium of libraries and the libraries participate in the national and international networks. The


consortium participates and, if necessary, establishes multidisciplinary and cooperative projects to develop Web services. The consortium makes sure that the results of the cooperative projects are utilised after the project is over. The facility group of the consortium promotes Voyager cooperation, for example, by solving problems to establish a joint catalogue. The technology group of the consortium monitors the development of the metadata banks. The libraries seek ways of multidisciplinary cooperation in their institutions. The virtual information specialists develop the cooperation between the library and e-learning in their institutions.

Every library must be active both in its institution and in the national and international cooperation to achieve the strategic objectives. The transparency of the activities of the consortium must be increased by efficient communication. Successful cooperation requires sufficient human resources to achieve the objectives defined in the strategic plan.

FUTURE TRENDS The libraries of the universities of applied sciences hone and adapt their strategies to the changing

Table 1. Action plan of the consortium of libraries Responsibility

Action

The consortium of libraries

• The consortium annually negotiates about the licences for e-resources, which are jointly purchased from FinELib or other sources for the libraries • The consortium negotiates with the content producers and publishers about the development of e-material appropriate for their respective institutions • The Voyager cooperation will continue • The purchase of information technology tools • Training on metadata provided for the teachers of the Web service and information specialists

The pedagogical group

•

The e-material group

• Arrangement of workshops and seminars concerning the e-collections

The facility group

• Solves problems and establishes a joint catalogue

The technology group

• Supports and supervises the development of metadata banks

Libraries

• The supplement to collections from FinELib or other acquisition consortia with the help of the consortium • Provide the publications of the universities of applied sciences using the Web • Provide portals for the students and personnel to acquire information and software of digital libraries • Participate and establish multidisciplinary and cooperative projects to develop Web services • Make sure that the results of cooperative projects are implemented and utilised after the project is over • Training in information literacy for students, teachers and personnel in their own institutions • The library personnel participates in content production and pedagogical training • The virtual information specialists seek ways how the library can support the e-learning of the degree programmes • The provision of the Web service through various portals including the portal of universities, regional portals and the portal of the Finnish Virtual University of Applied Sciences • Provide the customers with the contents of electronic learning objectives produced by the other universities of applied sciences

Web service of libraries

• Provision of high-quality collections which can be utilised using the Web • The electronic tools of the library are connected with the institution’s other information systems such as the student and study registers and virtual learning environment • Provision of interactive tools such as the real-time network information service

Planning and provision of training for information literacy

461


environment. The environment includes education policy, changes in the local environment, and the institution itself in which the libraries operate. The environmental changes force the libraries to plan new strategies, which will be tested in real time with students, members of the personnel and other customers. The purpose of strategic management is to build a bridge from the perceived situation of the libraries to their desired future situation described in the vision of the strategic plan. Increase in open access is an obvious future trend. Open access provides free online access to digital content. It is most suitable and best-known for peer-reviewed scholarly and journal articles, which are published without expectation of payment. In open access, publishing journals make their articles openly accessible immediately on publication. In open access, self-archiving authors make copies of their own published articles openly accessible.

CONCLUSION The strategic plan of digital libraries has been planned for the network, because no single library has complete control over all the aspects that are necessary to develop the cooperation between the libraries. The proper strategy process across the different libraries, financial resources and knowledge about the development of digital libraries are essential elements for a successful network strategy. The approach presented in this article can also be used for other networks and other regions. A general pattern of the network strategy is that the strategic themes and objectives and outlines of action plans are formulated for networks. Then strategic themes and objectives are defined for each library of the institution. The institutional strategic plans can then be implemented using detailed action plans and other management tools. Typically the individual organisations align their financial and human resources with their internal

462

processes to achieve the strategic objectives. The strategic planning of networks is very similar with the autonomous strategic planning. The strategic planning and management of networks is typically less developed than the planning of proper organisations, which prepare detailed budgets and human resource plans. They also define indicators and set target values for the planning period. The autonomous organisations must also emphasise the organisational culture and define values to give meaning to the workplace and form the basis for the characteristic spirit of an organisation.

REFERENCES Adeyoyin, S.O. (2005). Strategic planning for marketing library services. Library Management, 26(8/9), 494–507. American Library Association (ALA). (2006). Standards and guidelines. Retrieved August 30, 2008, from http://www.ala.org/ala/acrl/acrlstandards/standardsguidelines.htm Berlin Communiqué. (2003). Bologna process Berlin 2003, realising the European higher education area. Communiqué of the conference of Ministers responsible for higher education in Berlin on September 19, 2003. Breeding, M. (2006). Reshuffling the deck. Library Journal. Retrieved August 30, 2008, from http://www.libraryjournal.com/article/ CA6319048.html Brooks, P., Revill, D., & Shelton, T. (1997). The development of scale to measure the quality of an academic library from the perspective of its users. In J. Brockman (Ed.), Quality Management and Benchmarking in the Information Sector, Results of Recent Research. British Library Research and Innovation Report 47. London: British Library.


Bush, T., & Coleman, M. (2000). Leadership and strategic management in education. London: Paul Chapman Publishing.

Kettunen, J., & Kantola, M. (2006b). The implementation of the Bologna Process. Tertiary Education and Management, 12(3), 257–267.

Decker, R., & Höppner, M. (2006). Strategic planning and customer intelligence in academic libraries. Library Hi Tech, 24(4), 504–514.

Kettunen, J., & Kantola, M. (2007). Strategic planning and quality management in the Bologna Process. Perspectives, Policy and Practice in Higher education, 11(3), 67–73.

Fidler, B. (2002). Strategic management for school development. London: Paul Chapman Publishing. Guy, F. (2000). Progress towards the development of digital libraries: The experiences of some national libraries in North America, Australasia and Europe. Russian Digital Libraries Journal, 3(3). Retrieved August 30, 2008, from http:// www.elbib.ru/index.phtml?page=elbib/eng/journal/2000/part3/guy Huotari, M.-L., & Iivonen, M. (2005). Knowledge processes: A strategic foundation for the partnership between the university and its library. Library Management, 26(6/7), 324–335. Johnson, G., & Scholes, K. (2002). Exploring corporate strategy: Text and cases. Cambridge: Prentice Hall. Kettunen, J. (2004a). The strategic evaluation of regional development in higher education. Assessment & Evaluation in Higher Education, 29(3), 357–368. Kettunen, J. (2004b). Bridge building to the future of Finnish polytechnics. Journal of Higher Education Outreach and Engagement, 9(2), 43–57. Kettunen, J. (2007). The strategic evaluation of academic libraries. Library Hi-Tech, 25(3), 409–421. Kettunen, J., & Kantola, M. (2006a). Strategies for virtual learning and e-entrepreneurship. In F. Zhao (Ed.), Entrepreneurship and Innovations in E-Business: An Integrative Perspective (pp. 107–123). Hershey: Idea Group Publishing.

Nitecki, D.A., & Hernon, P. (2000). Measuring service quality at Yale University’s libraries. Journal of Academic Librarianship, 26(4), 259–273. Pace, A.K. (2004). Dismantling integrated library systems. Library Journal, Retrieved August 30, 2008, from http://libraryjournal.com/article/ CA374953.html

KEY TERMS Finnish National Electronic Library (FinELib): Acquires Finnish and international resources to support teaching, learning, and research. The library negotiates agreements for electronic resources on a centralised basis for its member organisations and cooperates with universities, research institutes, and public libraries. Information Literacy: Information literacy includes competencies that an informed citizen of an information society should possess to participate intelligently and actively in society. Lightweight Directory Access Protocol (LDAP): In computer networking, LDAP is a networking protocol for querying and modifying directory services running over TCP/IP. Open Access: The free online availability of digital content, typically scientific, or scholarly journal articles which are published electronically without expectation of payment. Strategic Themes: Describe the strategy of an organisation in a concise way. They describe

463


what management believes must be done to succeed and achieve the desired outcomes. Voyager Library System: An integrated library system used by many academic and other libraries. It provides users with keyword searching, parallel searching across other libraries, databases and access to electronic journals and URL links straight from the catalogue screen. Voyager is broken down into different modules

464

that are focused on helping with certain tasks commonly done in libraries. For example, Web Voyage lets people search the library catalog using a normal web browser. The system is produced by Endeavor Information Systems. Web Service: A software system designed to support interoperable machine-to-machine interaction over a network.