A simple plan? Reflections on how a library service secured investment for a new library management system

Abstract

The purpose of this article is to report and reflect on how a UK academic library secured investment for a new library management system. This is written from the perspective of the former Head of Service. This is a professional article which describes the organisational context and the stages of the initiative, including planning and implementation. The article sets the organisational context of the Library Service, which was formed out of the merger of 5 libraries. The author highlights issues which staff identified with the library management system (LMS) and the initial information gathering exercise to assess alternatives. The article describes an initial failed bid for investment and stages of hiatus due to unexpected events like COVID-19. The article describes how the Library developed a wider vision, and lobbied for wider support for digital changes through a cross-organisational group. The article describes the second bid for investment, and key features of this which made it successful. The author offers reflections on the failure and success of the project, and lessons from the experience. The article highlights that contextual evidence is vital to secure investment in library initiatives. It indicates that a story-telling approach to writing a business case can be powerful, in addition to market and sector data. It highlights the attributes and skills which library leaders might need in order to drive forward major strategic change. The author highlights some considerations for future policy and research, particularly around how library leaders can be equipped with skills.