Does your law library have a strategic plan? Is the plan available, aligned, and has it been shared? Is process measured against the plan? Is your plan in a document, embedded in your budget report, unwritten?
I have some work to do this January to assemble the strategy of my firm library into a working document that can be referenced by my team and by other members of the firm. While we have a strategy and we are executing it, it is less available than it should be.
Confidence in our library team is high, we had excellent response to a recent survey, our budget and other plans for 2012 were approved without question, and we are very busy with a high volume of work. Why spend time documenting the library strategy when we are very, very busy and there is no present external demand for it? I have a few reasons:
- It is easier to make quick decisions if you have a written strategy to test options against.
- A written strategy is useful for questions where the answer is “No, because…”
- In a commercial enterprise very, very busy can suddenly become not so busy and can also become swamped to the point of adding staff. Having a written strategy will give clues on how to manage volume spikes and dips.
- We have made some significant changes to our library strategy going in to 2012
Does your law library have a strategic plan?