The internal environment begins with the information agency or unit. Typically, this environment would also include the parent organization. For example, the internal environment for Hodges Library would include the University Libraries System and the Knoxville campus of the University. It might also include the University of Tennessee System. Information agencies vary notably in the nature and complexity of their internal environments.
If the information agency is a large one, it may be that the internal environment could be limited to the agency itself. However, it would be more likely that since the agency supports the mission, goals, and objectives of the parent organization that all are considered to be part of the internal environment.
Environmental scanning here focuses on change likely to impact both informational and recreational wants/needs and the ability of the information agency to provide what is needed. For example, budgetary and personnel change loom large. The collection developer and manager who is well-informed about the internal environment, how it is changing, and how it is likely to change is most likely to be successful. We live in a time of dramatic change in the nature of information provision. We must be prepared to deal with change in our internal environment via proactive initiatives rather than merely waiting to see what happens. For example, a new university president or a new dean of libraries could have an immediate impact on the place of the library within the univirsity and on resource allocations.
If you were a new hire, there are a few traditional variables that you would want to learn about. As you become better informed about your local CDM environment, you will do a better job of understanding change elsewhere.
Accessibility is always important. How easy is it to get to the collection? How easy is it learn what the collection contains? How easy is it to retrieve and use items from the collection? If the collection must be used at an institutional site, how pleasant, cheerful and comfortable is the place where the collection must be used? Answers to questions like these will help you to identify barriers that inhibit collection use.
Available space seems to invite collection development. Lack of space seems to discourage collection development. Access to nonprint or digital material often requires special space for in-house use. Is that available? Special collections also require special space,usually with humidity and temperature control. Preservation and conservation issues often involve evaluation of space as does disaster planning.
While free and inexpensive material is sometimes available, collection development and management requires steady, adequate funding. How much money is available for collection development/management? How is that money allocated to subjects, audiences, and formats? What is the outlook for funding in the future? What fund-raising initiatives have been taken and how successful have they been?
You will certainly need to become familiar with CDM policies and procedures whether they are written (formal) or oral (informal). Does the agency have a written, adopted collection development/management policy statement? How current is it? Does the policy statement contain clear and helpful priorities? Policies are implemented via procedures. How does the agency select and acquire new items for the collection? Who is involved in this process? Which selection criteria are most important?
Both collection development and management depend on tools or resources, especially for current awareness. Which collection development resources are available to you? Which resources are normally used? Are there any obvious gaps, especially in the major reviewing sources?
While CDM may be the responsibility of an individual, it typically involves several people on a part-time basis. To what degree are information professionals involved in collection development and management? How enthusiastic are they about collection development?
We would then move on to parent organizational variables likely to have an impact. In particular, we need to know about changing research and development priorities and trends in how information is used and which information formats are favored.
Finally, we attempt to identify threats and opportunities. Which variables are likely to inhibit collection development? How difficult would it be to overcome these variables? Which variables are likely to facilitate collection development? Are the facilitating variables greater than the inhibiting ones?
The external environment includes everything beyond the internal environment. It is large, complex, confusing, and more difficult to deal with. Each information provider will have specific audiences, communities, and missions so their external environment may vary. Only a few examples are provided below.
Historically, collection developers have paid particular attention to change in the publishing business. Today, that attention would be expanded to include a variety of content providers in a wide variety of formats. Product availability, likely popularity, and changing prices (and licensing provisions) are variables of particular interest.
Obviously, government and politics can threaten and provide opportunities. Threats may include censorship initiatives, privatization of government information provision, reduced funding for information services, extension of copyright and reduction in fair use provisions, reduction in the library postal rate, and the like. Opportunities may include government funding for new IT initiatives, court decisions that uphold intellectual freedom, and enhanced funding for education, including libraries and information centers.
When asked about current awareness or environmental scanning, most information professionals probably first think of technology. Information technology has rapidly transformed the landscape of information provision with better, cheaper computers and software, the Internet, fax machines, wireless telephony, inexpensive acid-free paper, and the like. The key is to understand the difference between what is technically feasible and what is economically feasible and desirable.
With many information agencies in reduced circumstances, there is renewed interest in cost-effectiveness and thoughtful frugality. There is particular interest in new ways of "doing more with less." Information professionals are also sensitive to price increases.
Select an information provider of your choice. Create a list of events in the external environment likely to impact CDM. Provide a rationale for your list.
Select an information provider of your choice. Visualize a typical situation. Which internal variables are most likely to inhibit collection development? Which internal variables are most likely to facilitate collection development?
