earlier chapters. In the end, the success or failure of the Library in the digital age will be marked chiefly by its ability to rethink and reinvent (along with comparable institutions around the world) the way collecting and cataloging are done, whether the artifacts are digital or analog. If this report has a single central message, it is this one.
Finding: The future of libraries and the future of information technology are inseparable.
Finding: The Planning, Management, and Evaluation Directorate might assist usefully with the process of strategic planning, but there remains a need for improved substantive input into the strategic planning process.
Finding: Before taking up their present appointments, the three senior-most members of Library-wide administration (the librarian, deputy librarian, and chief of staff) did not have particular expertise or experience in library administration or information technology.
Recommendation: The committee recommends appointment of a new deputy librarian (Strategic Initiatives) to supplement the strengths and capabilities of the three members of the Library-wide administration now in place.
Finding: Much of the workflow of the Library is manually based. There seems to be much opportunity for workflow automation. However, the approach should not be to use information technology to automate existing processes but rather to examine the processes themselves and rationalize them across unit boundaries before new information systems are designed and developed or acquired. The Whole-Book Cataloging Pilot Program of some years ago shows how such reengineering can be piloted in limited areas and then extended to a broader range of Library operations. The Copyright Office and the interface between it and Library Services is the first place that deserves attention.
Recommendation: The committee recommends that the Library publish, by January 1, 2001, its own review of this report and an outline of the agenda that the Library will pursue.