- Email: [email protected]
Microformatted government publications
GovernmentPublicatiom Review, Vol. 5. No. 4, pp. 511-515 Pergpmon Press Ltd. 1978. Printed in Great Britain
MICROFORMATTED GOVERNMENT PUBLICATIONS
CHARLES R. MCCLURE School of Library Science, University of Oklahoma, 401 West Brooks, Rm116, Norman, OK 73019, U.S.A.
First, previous plans for the organization of microformatted documents may have been informal at best or nonexistent at worst. Thus, a haphazard approach over the years may have dispersed the material throughout the organization. Because of the haphazard approach a number of departments or a number of individuals may have contradictory authority over their control. Second, many document or microform librarians tried to ring the fire alarm in the past about planning for such material but found little organizational concern about the problem, especially at upper administrative levels. Being a product of an unholy marriage between microforms and government publications, microformatted government publications frequently are not “high visibility” areas in many libraries, and thus receive little attention. And, of course, these are still so many unknowns regarding microformatted government publications. How quickly will the GPO increase its production of microformatted documents? What specific titles will be micropublished? Will user resistance to micromaterial decrease in the future? Will microformatted documents be cost effective over the long run? Such questions are not easily answered regardless of your crystal ball! It is because of these difficult questions and the above-mentioned problems that a rational planning approach should be instigated in library organizations to deal with microformatted government publications. We assume that organizational input into the development of such a plan will increase organizational awareness of the situation, provide a number of alternative solutions which can be compared and contrasted, increase the availability of such material, and provide a method for their bibliographic control. The ultimate benefit is for information consumers to
Planning for the Future Crystal balls are unnecessary to foresee a number of trends affecting government publications in the immediate future. Of special interest to this column is the increased use of a microformat to disseminate many government publications which previously were available only in hardcopy format. There is no doubt that librarians will have to contend with a substantial increase in the number of micro-material. At this point the library community cannot be certain as to the specific number or titles that will eventually be produced by the GPO and micropublishers; nor can we be sure as to specific criteria that will determine the selection of items for micropublishing. However, we can be certain that more government publications will be appearing in microformat, with important implication for librarians and other information professionals. Given this reality, information professionals charged with the responsibility for such material should plan now for their organization, bibliographic control, and availability. Indeed, the recent discussions among the GPO, private micropublishers and the library community provides an excellent backdrop for document librarians to focus organization attention onto the planning process for microformatted documents. The moment is opportune for the document librarian to take the lead in developing a written planning document dealing with the role of microformatted government publications within the organization. Alas, the day-to-day pressures of administering the documents collection often precludes the luxury of a formal written plan to deal with the exigencies of the future. Planning for the increased number of microformatted government publications may be especially difficult at an organizational level for a number of reasons. 511
CHARLES R. MCCLURE
512
be able to access microformatted government publications at least as well as, if not better than, other material in the library. NOW that. 1 have you hooked on the importance, need, and benefits for organizational planning vis-d-vis microformatted government publications, what can be done? Overriding all of the following suggestions is my assumption that the person who has primary responsibility for microformatted government publications is committed to the planning process as an ongoing means of establishing goals and objectives, developing procedures to accomplish objectives, and evaluating whether the objectives were accomplished. Furthermore, I stress organizational planning in that other members of the organization should be involved as decisions about microformatted government publications will affect the information services of the organization as a whole. Of course, there are a number of ways by which planning can be accomplished in any organization. But because of the special situations relative to microformatted documents, some major considerations should be raised. Thus, the suggestions that follow are intended to ease possible difficulties for the planning of microformatted government publications.
The Planning Document A planning document is a formal written statement that details goals and objectives, delineates specific actions that will be taken within a certain period of time to accomplish objectives, and final-
ly, suggests procedures to evaluate the efficiency and effectiveness of objective accomplishment. It sets out guidelines for “appropriate” activities that have been agreed to by the various organizational members who are affected by microformatted documents. In the final analysis, it is a statement of policy, priorities and procedures. An outline of major components for the planning document is suggested in Table 1. This outline is only that, an outline. The principal headings (Roman numerals) will be helpful for most organizations. The subheadings should be modified, increased, and deleted depending on the specific environment of the organization and its current procedures related to microformatted government publications. Furthermore, the outline is purposely intended to be brief and relatively easy to complete. The typical librarian who is responsible for microformatted documents will not have time to spend 9 months or a year on the development of a detailed planning document. Thus, the outline is the first step toward developing long range and short range plans of improved information services for microformatted government publications. Once the document is completed, it can always be reviewed, updated, and modified. The document begins with statements of goals at both the organizational and department levels. Organizational input is absolutely imperative at this point both to make other members aware of special problems related to microformatted documents as well as to reach compatibility between departmental actions and organizational
Table 1. Outline of a planning document for microformatted
government
publications
LGOALS (Broad statements of purpose, long term, usually not accomplishable) A. Organizational B. Departmental ILRESOURCES AVAILABLE A. Space B. Equipment C. Personnel D. Collection size/type E. Other
-
Analysis of current operations
III.OBJECTIVES (Specific statements of actions, short range, measurable and time-limited) A. Public services B. Technical services C. Organizational/Departmental modifications IV.ACTION STEPS (Detailed set of procedures, which, if followed will accomplish Objectives) A. Time limits B. Resources to be allocated C. Performance measures V.EVALUATION A. Effectiveness - were Objectives actually accomplished? B. Efficiency - how well (least cost or time) were Objectives accomplished?
Microformatted government publications priorities. One hopes that the organization
already has a statement of goals. If not, you may be a catalyst to instigate a statement of goals for the organization. If a statement of goals does not exist, DON’T QUIT! Begin the document with goals statements for your department especially as they relate to the acquisition, organization, bibliographic control, and services needed for microformatted government publications. A typical goal statement might be “To organize microformatted government publications for easy utilization by both library patrons and staff”. The second aspect of the document is an internal audit of current operations regarding the acquisition, organization, bibliographic control, and services being provided with microformatted government publications. Typically such an audit looks at resources and how they have been allocated. This section concentrates on actions, operations, and materials usage now; as such it is a preliminary form of a needs assessment. I have described this process for an internal audit in considerable detail elsewhere, and readers may wish to refer to it for specific suggestions.* The primary purpose of this section is to make certain that we know what is happening now concerning microformatted government publications both in the organization and in the department. Such an internal audit of resource allocation forces us to question the priorities and assumptions inherent in the allocation. Are they appropriate given the future trends for microformatted documents previously discussed? Will you have any flexibility to respond to environmental changes as they occur? What aspects of the resource allocation and current operating procedures will have to be modified to facilitate accomplishment of goals? As part of the internal audit, or perhaps as a separate section, there can be an analysis of the audit results. Frequently it is not enough to describe the existing situation; also it is necessary to analyze its implications. Therefore, a brief written statement that analyzes the appropriateness of the current allocation of resources can be a most important technique to stimulate further thought and consideration by other organizational members. Finally, the objectives are detailed. Objectives are planned actions for a given period of time. They should be specific, measurable, and time limited. The objectives will stress services or out-
lCliarles R. McClure. “Administrative Integration of Microformatted Government Publications: A Framework for Analysis”. Micrqform Review 6 (September 1977). pp. 259-271.
513
puts related to microformatted government publications. Such services may include bibliographic access, availability, organization, equipment maintenance and location, space allocation, personnel procedures, etc. Other objectives may be related to internal modifications of the organization dealing with resource allocation, cooperation, personnel training, or other coordinating activities. The objectives are prima facie evidence of planning and priority establishment. Since the govemment documents or microform department cannot do everything, it must decide which activities can and should be done relative to microformatted documents. Agreeing on objectives forces a rational choice process of comparing alternatives which the department believes to be most appropriate given constraints from other organizational demands and operations. For each goal that has been stated, at least one objective should be detailed. The goal “to organize microformatted government publications,for easy utilization by both library patrons and staff” may be implemented with the following objectives: (1) to centralize all microformatted government publications in the microform department within the next year, and (2) to develop a classification scheme whereby all microformatted material can be organized in one logical sequence. Depending on the library’s current situation (as detailed in the audit), additional or different objectives may be appropriate. Objectives are implemented with action steps, i.e. a specific set of procedures, which, if followed, will accomplish the goal within the given period of time. Detailing action steps not only provides a means to accomplish the objective, but also provides an internal check on the appropriateness of the objective. If a set of specific actions cannot be detailed that will insure objective accomplisment, it is likely that the objective needs modification. If, forinstance, the objective is to centralize all microformatted government publications in the microform department during the next year, procedures could be described for how this would be done. Furthermore, this objective suggests performance measures such as “all microformatted government publications to be centralized during the next year” which serves as an excellent means to evaluate the degree to which the objective is accomplished. Use of a GANTT or another timesequenced planning chart is especially useful when detailing action steps. As long as the (1) task, (2) time allowance, and (3) person responsible for the task’s accomplishment are described, the action steps should lead directly to objective accomplishment . The capstone to the planning process is evahta-
514
CHARLES R. MCCLURE
tion. The primary question being asked is “Did we accomplish the objective?” (effectiveness). Additionally, we are concerned with how well, i.e. in terms of time, cost, man-hours, etc., the objective was accomplished (efficiency). Both aspects of evaluation are important, but clearly it is imperative that we determine if the objective was actually accomplished. In our example of accomplishing the objective “to centralize all microformatted government publications in the microform department within the next year” we would want to know at the end of the year if all such material was housed in the microform department. If not, what percentage was moved? How much remains? These questions address effectiveness. Additionally we would want to determine the cost and time involved in such a move, the personnel needed, and other resources expanded in accomplishing the objective. These criteria relate to efficiency. The evaluation process is both summative and formative. Summative evaluation is done at the end of the designated time period to determine ultimate effectiveness vrM-v& the objective. Formative evaluation is done on an ongoing basis throughout the objective accomplishment period as a means of obtaining feedback. The purpose of summative evaluation is to “prove” whereas formative evaluation seeks for means to “improve”. Both processes can and should be addressed, the easiest means simply being to detail action steps for evaluation. Month 1
Starting- Up “So how do we get going on this planning document?” There are a number of possible approaches for developing the planning document, depending on the nature of the organization. However, the person responsible for microformatted government publications will have to be politically adept both to involve as many people as possible and still end up with a meaningful document. A major task to be accomplished before starting such a document may be convincing others in the organization that the planning document is really necessary! Therefore, one approach that has been successful is to begin a draft of the planning document yourself. Using the outline suggested in this column, develop preliminary statements of goals, resources, objectives, action steps and evaluation. This draft version would be written, then, by only that person (or persons) who is (are) directly involved in the handling and organization of microformatted documents. Once a draft version is complete, then it can be distributed to appropriate administrative officers for modification and further input. Hopefully, at this point, a committee can be created to examine the draft in more detail and make revisions accordingly. Because of the organizational input, the original authors of the draft should recognize that changes will be made and that the first attempt is not inscribed in marble. Figure 1 is an overview of the planning strategy for microformatted governMonth 4
Month 4
Month 2 I
For a Planning Document
6
7 Statement based on Outline
)
Submit to Appropriate Administrators
I >
Organizational Committee For Revisions
I
I
W
I Summative Evaluation of Obj. Accomplish- ( ment
Formative Evaluation of Obj. Accomplishment
Month 18
Month 12
4
Implement PLAN
Final Document
Month 6
Month 5
Fig. 1. The planning strategy.
Microformatted government publications ment publications. The benefits of such an approach are that you instigate the development of the document. Therefore, you substantially determine its contents. Secondly, it is then a tangible basis for beginning a discussion about the role of microformatted government documents. Participants can proceed from the draft ,rather than begin with nothing. And finally, this approach shows your willingness to involve other organization members, listen to their input, and respond to their needs. Such a stance, politically, may be of considerable importance when organizational resource allocation takes place. Why? Because you will know where you’re going, what needs to be done, what resources are necessary to get these things done, and have a specific set of actions to show how objectives can be accomplished. Furthermore, on a year-to-year basis you will have documentation as to what has been accomplished. In short, you will have planned out a logical approach to deal with the future and will be much more likely to obtain appropriate resources for their accomplishment than those areas in organization without such a plan. Keep in mind that this planning document may be the first such document of a formal written plan done at a department level in the organization. As such consider it as a first step; keep it
relatively short (no more than 8 - 10 pages) and expect to revise it at a later date. Don’t expect perfection on the first go-around. But . . . end up with some written document to suggest guidelines for organizing, controlling and servicing microformatted documents in the future. The first attempt will be the most difficult because of inexperience with the planning process. However, each attempt thereafter will take less time both for you and your department and the organization. The goals are not likely to change on a year-to-year basis. Objectives, action steps, and evaluation procedures will be the primary areas of emphasis after year one. In short, the writing is on the wall - substantial increases in micropublishing of government publications have numerous ramifications for their organization, bibliographic control, storage, equipment usage, staffing, and servicing. Librarians have difficult decisions to make regarding these factors vis-h-vis microformatted government publication. Since the ultimate purpose of the library is to make UN information
515
sources accessible and available to various user groups, we would be remiss were we not to plan for the onslaught of microformatted government publications. Depository and regional document collections must be especially concerned; organizational input will be essential because of centralization - decentralization controversies. The moment is opportune, the signals are clear, and time invested now in planning may save twice the hours later if a crisis arises over the organization and servicing of such material. Now is the time to begin the planning process for microformatted government publications! . . . And in closing Keep those cards and letters coming in! Consider this column as a forum to air your views and opinions regarding microformatted government publications. Readers are welcome to contribute their ideas and suggestions in terms of organizing, servicing, storage, bibliographic control, or any other issues affecting the effective usage of microformatted government publications. We can all learn quite a bit from each other’s experiences, so if you have some knowledge to share that may be of interest to others who work with microformatted government publications, forward it to this column editor.
APPENDIX Selected References for Planning Epstein, Irwin and Tripodi, Tony. Research Techniques for Program Planning, Monitoring, and Evaluation. New York: Columbia University Press, 1977. Lancaster, F. W. The Measurement and Evaluation of Library Services. Washington, D.C.: Information Resources Press, 1977. Stufflebeam, Daniel L. et al. Educational Evaluation and Decision Making. Chicago: Peacock Press, 1971. Bone, Larry Earl. “Community Analysis and Libraries”, Library Trenris 24 (January, 1976), entire issue. Granger, Charles H. “The Hierarchy of Objectives”, Harvard Business Review 42 (May/June 1964), 63 - 74. Lancaster, F. W. and Cleverdon, C. W. Evaluation and Scientific Management of Libraries and Information Centers. Reading, Mass.. Nordhoff, 1977. DeProspo, Ernest R. and Samuels, Alan R. A Program Planning and Evaluation Self-Instructional Manual. New York: College Entrance Examination Board, 1975.
MICROFORMATTED GOVERNMENT PUBLICATIONS
CHARLES R. MCCLURE School of Library Science, University of Oklahoma, 401 West Brooks, Rm116, Norman, OK 73019, U.S.A.
First, previous plans for the organization of microformatted documents may have been informal at best or nonexistent at worst. Thus, a haphazard approach over the years may have dispersed the material throughout the organization. Because of the haphazard approach a number of departments or a number of individuals may have contradictory authority over their control. Second, many document or microform librarians tried to ring the fire alarm in the past about planning for such material but found little organizational concern about the problem, especially at upper administrative levels. Being a product of an unholy marriage between microforms and government publications, microformatted government publications frequently are not “high visibility” areas in many libraries, and thus receive little attention. And, of course, these are still so many unknowns regarding microformatted government publications. How quickly will the GPO increase its production of microformatted documents? What specific titles will be micropublished? Will user resistance to micromaterial decrease in the future? Will microformatted documents be cost effective over the long run? Such questions are not easily answered regardless of your crystal ball! It is because of these difficult questions and the above-mentioned problems that a rational planning approach should be instigated in library organizations to deal with microformatted government publications. We assume that organizational input into the development of such a plan will increase organizational awareness of the situation, provide a number of alternative solutions which can be compared and contrasted, increase the availability of such material, and provide a method for their bibliographic control. The ultimate benefit is for information consumers to
Planning for the Future Crystal balls are unnecessary to foresee a number of trends affecting government publications in the immediate future. Of special interest to this column is the increased use of a microformat to disseminate many government publications which previously were available only in hardcopy format. There is no doubt that librarians will have to contend with a substantial increase in the number of micro-material. At this point the library community cannot be certain as to the specific number or titles that will eventually be produced by the GPO and micropublishers; nor can we be sure as to specific criteria that will determine the selection of items for micropublishing. However, we can be certain that more government publications will be appearing in microformat, with important implication for librarians and other information professionals. Given this reality, information professionals charged with the responsibility for such material should plan now for their organization, bibliographic control, and availability. Indeed, the recent discussions among the GPO, private micropublishers and the library community provides an excellent backdrop for document librarians to focus organization attention onto the planning process for microformatted documents. The moment is opportune for the document librarian to take the lead in developing a written planning document dealing with the role of microformatted government publications within the organization. Alas, the day-to-day pressures of administering the documents collection often precludes the luxury of a formal written plan to deal with the exigencies of the future. Planning for the increased number of microformatted government publications may be especially difficult at an organizational level for a number of reasons. 511
CHARLES R. MCCLURE
512
be able to access microformatted government publications at least as well as, if not better than, other material in the library. NOW that. 1 have you hooked on the importance, need, and benefits for organizational planning vis-d-vis microformatted government publications, what can be done? Overriding all of the following suggestions is my assumption that the person who has primary responsibility for microformatted government publications is committed to the planning process as an ongoing means of establishing goals and objectives, developing procedures to accomplish objectives, and evaluating whether the objectives were accomplished. Furthermore, I stress organizational planning in that other members of the organization should be involved as decisions about microformatted government publications will affect the information services of the organization as a whole. Of course, there are a number of ways by which planning can be accomplished in any organization. But because of the special situations relative to microformatted documents, some major considerations should be raised. Thus, the suggestions that follow are intended to ease possible difficulties for the planning of microformatted government publications.
The Planning Document A planning document is a formal written statement that details goals and objectives, delineates specific actions that will be taken within a certain period of time to accomplish objectives, and final-
ly, suggests procedures to evaluate the efficiency and effectiveness of objective accomplishment. It sets out guidelines for “appropriate” activities that have been agreed to by the various organizational members who are affected by microformatted documents. In the final analysis, it is a statement of policy, priorities and procedures. An outline of major components for the planning document is suggested in Table 1. This outline is only that, an outline. The principal headings (Roman numerals) will be helpful for most organizations. The subheadings should be modified, increased, and deleted depending on the specific environment of the organization and its current procedures related to microformatted government publications. Furthermore, the outline is purposely intended to be brief and relatively easy to complete. The typical librarian who is responsible for microformatted documents will not have time to spend 9 months or a year on the development of a detailed planning document. Thus, the outline is the first step toward developing long range and short range plans of improved information services for microformatted government publications. Once the document is completed, it can always be reviewed, updated, and modified. The document begins with statements of goals at both the organizational and department levels. Organizational input is absolutely imperative at this point both to make other members aware of special problems related to microformatted documents as well as to reach compatibility between departmental actions and organizational
Table 1. Outline of a planning document for microformatted
government
publications
LGOALS (Broad statements of purpose, long term, usually not accomplishable) A. Organizational B. Departmental ILRESOURCES AVAILABLE A. Space B. Equipment C. Personnel D. Collection size/type E. Other
-
Analysis of current operations
III.OBJECTIVES (Specific statements of actions, short range, measurable and time-limited) A. Public services B. Technical services C. Organizational/Departmental modifications IV.ACTION STEPS (Detailed set of procedures, which, if followed will accomplish Objectives) A. Time limits B. Resources to be allocated C. Performance measures V.EVALUATION A. Effectiveness - were Objectives actually accomplished? B. Efficiency - how well (least cost or time) were Objectives accomplished?
Microformatted government publications priorities. One hopes that the organization
already has a statement of goals. If not, you may be a catalyst to instigate a statement of goals for the organization. If a statement of goals does not exist, DON’T QUIT! Begin the document with goals statements for your department especially as they relate to the acquisition, organization, bibliographic control, and services needed for microformatted government publications. A typical goal statement might be “To organize microformatted government publications for easy utilization by both library patrons and staff”. The second aspect of the document is an internal audit of current operations regarding the acquisition, organization, bibliographic control, and services being provided with microformatted government publications. Typically such an audit looks at resources and how they have been allocated. This section concentrates on actions, operations, and materials usage now; as such it is a preliminary form of a needs assessment. I have described this process for an internal audit in considerable detail elsewhere, and readers may wish to refer to it for specific suggestions.* The primary purpose of this section is to make certain that we know what is happening now concerning microformatted government publications both in the organization and in the department. Such an internal audit of resource allocation forces us to question the priorities and assumptions inherent in the allocation. Are they appropriate given the future trends for microformatted documents previously discussed? Will you have any flexibility to respond to environmental changes as they occur? What aspects of the resource allocation and current operating procedures will have to be modified to facilitate accomplishment of goals? As part of the internal audit, or perhaps as a separate section, there can be an analysis of the audit results. Frequently it is not enough to describe the existing situation; also it is necessary to analyze its implications. Therefore, a brief written statement that analyzes the appropriateness of the current allocation of resources can be a most important technique to stimulate further thought and consideration by other organizational members. Finally, the objectives are detailed. Objectives are planned actions for a given period of time. They should be specific, measurable, and time limited. The objectives will stress services or out-
lCliarles R. McClure. “Administrative Integration of Microformatted Government Publications: A Framework for Analysis”. Micrqform Review 6 (September 1977). pp. 259-271.
513
puts related to microformatted government publications. Such services may include bibliographic access, availability, organization, equipment maintenance and location, space allocation, personnel procedures, etc. Other objectives may be related to internal modifications of the organization dealing with resource allocation, cooperation, personnel training, or other coordinating activities. The objectives are prima facie evidence of planning and priority establishment. Since the govemment documents or microform department cannot do everything, it must decide which activities can and should be done relative to microformatted documents. Agreeing on objectives forces a rational choice process of comparing alternatives which the department believes to be most appropriate given constraints from other organizational demands and operations. For each goal that has been stated, at least one objective should be detailed. The goal “to organize microformatted government publications,for easy utilization by both library patrons and staff” may be implemented with the following objectives: (1) to centralize all microformatted government publications in the microform department within the next year, and (2) to develop a classification scheme whereby all microformatted material can be organized in one logical sequence. Depending on the library’s current situation (as detailed in the audit), additional or different objectives may be appropriate. Objectives are implemented with action steps, i.e. a specific set of procedures, which, if followed, will accomplish the goal within the given period of time. Detailing action steps not only provides a means to accomplish the objective, but also provides an internal check on the appropriateness of the objective. If a set of specific actions cannot be detailed that will insure objective accomplisment, it is likely that the objective needs modification. If, forinstance, the objective is to centralize all microformatted government publications in the microform department during the next year, procedures could be described for how this would be done. Furthermore, this objective suggests performance measures such as “all microformatted government publications to be centralized during the next year” which serves as an excellent means to evaluate the degree to which the objective is accomplished. Use of a GANTT or another timesequenced planning chart is especially useful when detailing action steps. As long as the (1) task, (2) time allowance, and (3) person responsible for the task’s accomplishment are described, the action steps should lead directly to objective accomplishment . The capstone to the planning process is evahta-
514
CHARLES R. MCCLURE
tion. The primary question being asked is “Did we accomplish the objective?” (effectiveness). Additionally, we are concerned with how well, i.e. in terms of time, cost, man-hours, etc., the objective was accomplished (efficiency). Both aspects of evaluation are important, but clearly it is imperative that we determine if the objective was actually accomplished. In our example of accomplishing the objective “to centralize all microformatted government publications in the microform department within the next year” we would want to know at the end of the year if all such material was housed in the microform department. If not, what percentage was moved? How much remains? These questions address effectiveness. Additionally we would want to determine the cost and time involved in such a move, the personnel needed, and other resources expanded in accomplishing the objective. These criteria relate to efficiency. The evaluation process is both summative and formative. Summative evaluation is done at the end of the designated time period to determine ultimate effectiveness vrM-v& the objective. Formative evaluation is done on an ongoing basis throughout the objective accomplishment period as a means of obtaining feedback. The purpose of summative evaluation is to “prove” whereas formative evaluation seeks for means to “improve”. Both processes can and should be addressed, the easiest means simply being to detail action steps for evaluation. Month 1
Starting- Up “So how do we get going on this planning document?” There are a number of possible approaches for developing the planning document, depending on the nature of the organization. However, the person responsible for microformatted government publications will have to be politically adept both to involve as many people as possible and still end up with a meaningful document. A major task to be accomplished before starting such a document may be convincing others in the organization that the planning document is really necessary! Therefore, one approach that has been successful is to begin a draft of the planning document yourself. Using the outline suggested in this column, develop preliminary statements of goals, resources, objectives, action steps and evaluation. This draft version would be written, then, by only that person (or persons) who is (are) directly involved in the handling and organization of microformatted documents. Once a draft version is complete, then it can be distributed to appropriate administrative officers for modification and further input. Hopefully, at this point, a committee can be created to examine the draft in more detail and make revisions accordingly. Because of the organizational input, the original authors of the draft should recognize that changes will be made and that the first attempt is not inscribed in marble. Figure 1 is an overview of the planning strategy for microformatted governMonth 4
Month 4
Month 2 I
For a Planning Document
6
7 Statement based on Outline
)
Submit to Appropriate Administrators
I >
Organizational Committee For Revisions
I
I
W
I Summative Evaluation of Obj. Accomplish- ( ment
Formative Evaluation of Obj. Accomplishment
Month 18
Month 12
4
Implement PLAN
Final Document
Month 6
Month 5
Fig. 1. The planning strategy.
Microformatted government publications ment publications. The benefits of such an approach are that you instigate the development of the document. Therefore, you substantially determine its contents. Secondly, it is then a tangible basis for beginning a discussion about the role of microformatted government documents. Participants can proceed from the draft ,rather than begin with nothing. And finally, this approach shows your willingness to involve other organization members, listen to their input, and respond to their needs. Such a stance, politically, may be of considerable importance when organizational resource allocation takes place. Why? Because you will know where you’re going, what needs to be done, what resources are necessary to get these things done, and have a specific set of actions to show how objectives can be accomplished. Furthermore, on a year-to-year basis you will have documentation as to what has been accomplished. In short, you will have planned out a logical approach to deal with the future and will be much more likely to obtain appropriate resources for their accomplishment than those areas in organization without such a plan. Keep in mind that this planning document may be the first such document of a formal written plan done at a department level in the organization. As such consider it as a first step; keep it
relatively short (no more than 8 - 10 pages) and expect to revise it at a later date. Don’t expect perfection on the first go-around. But . . . end up with some written document to suggest guidelines for organizing, controlling and servicing microformatted documents in the future. The first attempt will be the most difficult because of inexperience with the planning process. However, each attempt thereafter will take less time both for you and your department and the organization. The goals are not likely to change on a year-to-year basis. Objectives, action steps, and evaluation procedures will be the primary areas of emphasis after year one. In short, the writing is on the wall - substantial increases in micropublishing of government publications have numerous ramifications for their organization, bibliographic control, storage, equipment usage, staffing, and servicing. Librarians have difficult decisions to make regarding these factors vis-h-vis microformatted government publication. Since the ultimate purpose of the library is to make UN information
515
sources accessible and available to various user groups, we would be remiss were we not to plan for the onslaught of microformatted government publications. Depository and regional document collections must be especially concerned; organizational input will be essential because of centralization - decentralization controversies. The moment is opportune, the signals are clear, and time invested now in planning may save twice the hours later if a crisis arises over the organization and servicing of such material. Now is the time to begin the planning process for microformatted government publications! . . . And in closing Keep those cards and letters coming in! Consider this column as a forum to air your views and opinions regarding microformatted government publications. Readers are welcome to contribute their ideas and suggestions in terms of organizing, servicing, storage, bibliographic control, or any other issues affecting the effective usage of microformatted government publications. We can all learn quite a bit from each other’s experiences, so if you have some knowledge to share that may be of interest to others who work with microformatted government publications, forward it to this column editor.
APPENDIX Selected References for Planning Epstein, Irwin and Tripodi, Tony. Research Techniques for Program Planning, Monitoring, and Evaluation. New York: Columbia University Press, 1977. Lancaster, F. W. The Measurement and Evaluation of Library Services. Washington, D.C.: Information Resources Press, 1977. Stufflebeam, Daniel L. et al. Educational Evaluation and Decision Making. Chicago: Peacock Press, 1971. Bone, Larry Earl. “Community Analysis and Libraries”, Library Trenris 24 (January, 1976), entire issue. Granger, Charles H. “The Hierarchy of Objectives”, Harvard Business Review 42 (May/June 1964), 63 - 74. Lancaster, F. W. and Cleverdon, C. W. Evaluation and Scientific Management of Libraries and Information Centers. Reading, Mass.. Nordhoff, 1977. DeProspo, Ernest R. and Samuels, Alan R. A Program Planning and Evaluation Self-Instructional Manual. New York: College Entrance Examination Board, 1975.