The academic landscape has changed in recent years. In the modern academic environment, competition between departments and programs for scarce dollars is the order of the day. Despite the fact that the library is traditionally "the single largest budget center in any academic organization" (Schrift, 1993, p. 29), it is not exempt from this competitive atmosphere (Rubin, 2002). If anything, the library often runs the risk of being overlooked by the academic funding authority if steps are not taken to increase its visibility and vocalize its needs.
While this is certainly a challenge, it is by no means an insurmountable one. However, libraries need to take certain specific steps in order to overcome this challenge.
[...] If the library simply shows up once a year begging for money to be thrown into its “black its requests are not very likely to be approved. Openness with Staff Any organization is only as good as the people in it, and a library is certainly no exception to this rule. Because this is true, libraries, like any other organization, must clearly communicate their expectations, visions, and goals to the staff members (Toogood, 2005). According to Gordon (2005), a library that does not do this is a library that will not succeed, regardless of any other factors. [...]
[...] This is why it is critical for budget proposals to include an action plan relating money to services. Librarians spend a lot of time making postulations about the future of the library, as well they should; however, it is not enough to simply predict the future—one must describe how one plans to meet it, and why (Weingand, 1998). Presenting an action plan oriented toward academic benefits is likely to help the library achieve its budgetary objectives. Martin (1997) reports that, while institutions of higher learning are facing many general budgetary difficulties, they are willing to pay for services that clearly benefit students. [...]
[...] An Action Plan for Outcomes Assessment in Your Library. ALA: Chicago. Koechlin, C. & Zwaan, S. (2002). Making library programs count: Where's the evidence? School Libraries in Canada, 21-23. Martin, R. R. (1997). Recruiting a library leader for the 21st century. (pp. 47-58). In The Academic Library Director: Reflections on a Position in Transition, F. D'Andraia, ed. Haworth: New York. Rogers, M., Oder, N., & Albanese, A. (2001). UNC faculty rally for library funds. Library Journal, 126(11), 16-17. Rubin, R. [...]
[...] Advocating to advance academic libraries: The 2005-06 ACRL President's focus. C&RL News, 590- Berry, J. N. III. (2005). Throwing in the towel. Library Journal, 130(5) Curzon, S. C. (2003). Budget shortfalls: A survival guide to making the best choices when bad economic times mean cuts at your library. Library Journal, 128(9), 34-35. D'Andraia, F. (1997). Director's challenge: Academic libraries, risky business or a business at risk? (pp. 89-100). In The Academic Library Director: Reflections on a Position in Transition, F. [...]
[...] In Declining Acquisitions Budgets: Allocation, Collection Development and Impact Communication, S. H. Lee, ed. Haworth: New York. Dougherty, R. M. (1992). Vision and sacrifice. Journal of Academic Librarianship, 18(4) Evans, G. E., Ward, P. L., & Rugaas, B. (2000). Management Basics for Information Professionals. Neal-Schuman: New York. Gordon, R. S. (2005). The Accidental Library Manager. Information Today: Medford, NJ. Henshaw, R. (1994). The library as a place. College & Research Libraries, 26-28. Hernon, P. & Dugan, R. [...]
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