Established in 2003 the Therese Brady Library originally sat within the bereavement education function of the IHF & had drifted away from connection to rest of IHF programs & activities. Was not immediately seen as the ’go to’ for information by staff not involved in the education courses
Began a full strategic audit in summer 2011 - Bringing together circulation data for the previous year and all queries. When the data was brought together it presented a snapshot of the libraries activities as a reflection of the organisations projects & areas of development.
Symbiosis. The library is a microcosm of organisation. IHF adopts a life cycle approach - death & bereavement occur at all stages across life cycle -
The completion of the auditing and fact finding element of the library’s strategic planning process coincided with organisational transition (New CEO, internal & external review, strategic planning) – suddenly SWOT analysis & strategy were all the rage. LIS was a step ahead, but with the LIS strategic all but completed it now had to be put on ice as a process of organisational self reflection took place and until the new IHF strategy was finalised
This time presented an opportunity to as Argyris states ‘Combine advocacy with inquiry’. Lack of Inter departmental communication came up in organisational strategic review process as it had in LIS audit. The time allowed for LIS strategy to be woven into the new IHF strategy.
The new normal – the shape of library & info services is less connected to a physical space & more about application of skill set & resources to all aspects of the organisation. Web management & CMS training, analytics, document & data management, Measuring impact, consulting on publication processes, training on new tech ….working with fundraising on driving traffic (AdWords). Librarian is literally no longer located in the library but IS the library
The danger of embedded practice is overstretch as the role bleeds out of the library & into other areas of the organisation. Having a strategic plan helps pin point the important areas to invest in & areas that can be redistributed, delegated or rethought. Where a long term investment is planned in the organisation, investment (in resources, time allocation) needs to be considered for Library services
The ink never dries on a strategic plan before it needs to be changed. IHF due to go through further change & expansion of work programmes, further research & developments which draw together many strands of the organisation - will have implications for LIS – but now engaged in change planning.
Aligning strategy in the Death LibraryLaura Rooney Ferris – Library & Information Manager IHFLaura Rooney Ferris – Library & Information Manager IHF@IrishHospicehttp://irishhospicelibrary.wordpress.com/http://www.flickr.com/people/irishhospicefoundation/https://delicious.com/IrishHospice
‘I have always imagined that Paradise will be a kind of library’Jorge Luis Borges