how libraries make tough choices in difficult times: purposeful abandonment
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This article was downloaded by: [University of Connecticut]On: 10 October 2014, At: 09:38Publisher: RoutledgeInforma Ltd Registered in England and Wales Registered Number: 1072954 Registeredoffice: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK
Australian Academic & ResearchLibrariesPublication details, including instructions for authors andsubscription information:http://www.tandfonline.com/loi/uarl20
How Libraries Make Tough Choicesin Difficult Times: PurposefulAbandonmentLeith Robinsona
a Curtin UniversityPublished online: 28 Feb 2014.
To cite this article: Leith Robinson (2014) How Libraries Make Tough Choices in DifficultTimes: Purposeful Abandonment, Australian Academic & Research Libraries, 45:1, 67-68, DOI:10.1080/00048623.2014.888978
To link to this article: http://dx.doi.org/10.1080/00048623.2014.888978
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BOOK REVIEWS
How Libraries Make Tough Choices in Difficult Times: Purposeful Abandonment, byDavid Stern, Oxford, Chandos, 2013, xvi þ 210 pp., USD$80.00 (paperback), ISBN 978-
1-84334-701-9
David Stern is the associate dean for public services at Milner Library, Illinois State
University, USA. He administers US$7 million resources budget, supervises 23
librarians and staff, and contributes to the library’s strategic directions, plans and
evaluation.
Purposeful abandonment (“Drop”) is one of four categories of action into which Stern
suggests libraries place their tasks and services, to cope with “difficult times” of financial
pressure. Purposeful abandonment is required when, “Despite organisational momentum,
emotional attachments, historical experience and even particular champions, the service
value is deemed unsupportable given present resources and other expectations” (173). The
other categories are:
“Do”: The task has top priority, and is to be performed at the highest level of
capability, with top-level responsibility and support.
“Delegate”: The task has value and priority, but responsibility is delegated to a sub-unit
and lower-level managers.
“Delay”: The task has lesser importance that those currently receiving support, and
less immediate value toward the strategic initiatives. Postpone the
implementation of the task, but “keep it on the agenda” (173).
Stern describes how to undertake an organisational review to reach the categorisation
stage. The book progresses in six chapters through the processes of creating new strategic
objectives, determining intentions, gathering and analysing data, identifying best
practices, and providing leadership and direction. The resources that were associated with
the abandoned tasks can be reapplied to other priorities with greater impact. Stern advises
that user desires should be the most important driver of resource allocation.
Stern identifies two types of responses by libraries to financial pressure (budget
cutbacks). The first response is to re-engineer processes, which often achieves only small
savings. The modifications (such as automation) also recover staff time, but are
transitional in nature. The second response is to transform operations, which not only
achieves significant savings, but also will enhance services. Stern supports the latter
response, and he focuses on the technique of Service Quality Improvement (SQI) with the
ultimate goal of developing a flexible, user-centric, efficient and effective organisation. He
exhorts the reader to be creative, not conservative; and to be entrepreneurial, not safe: “Do
not avoid making tough decisions that will eventually demonstrate your failure to provide
timely and proactive services” (189).
Stern notes that assessments, analyses, enhancements and reconsiderations are part of
responsible management practices, and thus should occur regularly, not only in difficult
times. Hence the book targets both new appointees and experienced managers, by offering
basic management techniques, reminders and new tools. Another reviewer (Michelle
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Dalton 2013) has highlighted the usefulness of Chapter 4 “Understanding and utilising
data and statistical reports”. I found particular value in Chapter 3’s explanation of interest-
based problem solving, a technique to uncover causes of concern and resolve impasses
between groups.
The book is part of the Chandos Information Professional Series, which aims to
provide easy-to-read and practical coverage of topics of interest. The book is indexed, and
each chapter has an abstract and a key word listing. Each chapter also contains at least one
case study. There are two appendices: Appendix A “Start-up scenarios to ponder” provides
practice in identifying solutions, and Appendix B “Suggested readings” groups material
under the headings of philosophy, measurement and tools.
Stern concludes with a warning of the likelihood of pushback from internal and
external populations following the re-categorisation of tasks and services. He suggests
reviews be presented as invigorating and cleansing, and that managers should emphasise
the larger perspective of gaining the greatest amount of good from the resources involved.
Reference
Michelle Dalton. 2013. “How Libraries Make Tough Choices in Difficult Times: Purposefulabandonment by David Stern (Review).” Libfocus. Accessed November 18, 2013. http://www.libfocus.com/2013/04/how-libraries-make-tough-choices-in.html
Leith Robinson
Curtin University
q 2014, Leith Robinson
http://dx.doi.org/10.1080/00048623.2014.888978
Preserving Archives, by Helen Forde and Jonathan Rhys-Lewis, 2nd edn, Principles and
Practice in Records Management and Archives Series, London, Facet, 2013, xivþ272 pp.,
£49.95 (paperback), ISBN-978-1-85604-823-1
Preserving historical information for the use and enjoyment of a community and its future
generations is extremely important. Knowing how to maintain its integrity so its value
isn’t diminished or lost is particularly the job of those who work in records and archives
institutions, but libraries, museums and organisations more generally may also have an
interest. This second edition of Preserving archives by UK preservation and collection
specialists, Helen Forde and Jonathan Rhys-Lewis, is a must-read handbook for three main
audiences: those who already work within the area, those who want to work within it, and
those who need to understand the issues or elements involved to be able to manage a
quality archives operation.
It is made clear in the first few pages of the text that the rise of new technologies, as
well as new media on which to store information, is one of the reasons that prompted the
writing of this new edition. The digital world poses challenges that paper-based material
does not: paper is static, while electronic files will need to be continually monitored and
handled with care to ensure they do not become inaccessible. Digital preservation is a
particular focus of the third chapter, but its impact is discussed throughout the book. Each
chapter focuses on an aspect of managing an archive and includes small case studies to
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