Category Archives: Library advocacy

A Tale Full of Fact and Fiction

Much has been made within the profession of the need to adopt a positive narrative approach. In this, libraries are no different from other organisations, and the story we tell about ourselves drives the collective identity of the service. It also shapes the perception of how those outside libraries view us.

So adopting a positive approach to tell the story of an organisation, or in this context the library sector, is a widely acknowledged and effective strategy for influencing others.

This is the driving force behind calls to move beyond the negative aspects of austerity in which the defining theme had been one of cuts and decline in the sector. The inclination for a different narrative has gained particular urgency as continuing public sector cuts challenge not only library budgets but also the very identity and  value of public libraries.

The Narrative

In February 2015 internationally respected librarian R. David Lankes called upon the profession to ‘control the narrative’ and demonstrate how public investment in libraries could have a huge impact on the economic and social well-being of the communities they serve. He stated:

The narrative of crisis is useful, but fleeting in its impact and exhausting and demoralising for those within the profession. A cry of alert had to be matched with a call to action, and, important in times of economic hardship, a compelling value proposition.

We learned that value goes far beyond economics and business development (though we had ample data to make that case). Value can include contributions to economic development, but it must include clear contributions to how librarians and libraries make life better.

Equally, in the same year Kathy Settle of the Libraries Taskforce argued of the need to “break the negative narrative” around libraries. She said:

 “I think we need to break that negative narrative. I recognise that’s difficult because there really are cuts and closures happening. We certainly don’t want to make it look as if everything is sweetness and light because we know that it’s not. But equally, if we don’t turn that narrative round and collectively start talking more positively about libraries, no one else is going to. And why would anyone want to invest in a service that sounds as if it’s failing?”

To a certain extend these arguments are right. Libraries certainly should accentuate what they do well and promote the positive benefits libraries bring. This is particularly true as we begin another Summer Reading Challenge, one of the most important national literacy programmes.

In simple terms there are two aspects of the positive narrative approach . The first is to move away from only the discourse of crisis and focus on the very real and tangible benefits that libraries bring. The second is the return on investment of the improved narrative and the influence gained with decision makers e.g. national government and local authorities.

However, this is where the positive narrative model flounders somewhat as unfortunately there is no clearly defined outcome of what the approach should achieve.

David Lankes argued for a ‘compelling value proposition.’ In practical terms this means showing how libraries are valued, proving both social and economic worth, and demonstrating how effective they are in delivering national and local government priorities etc.

But after that, then what? What exactly is the outcome hoped for once this has been achieved? The arguments so far have focused on the establishment of a narrative without addressing what the cause and effect will be.

The positive narrative in practice

Recently, there has been two strong examples of the positive narrative argument. Firstly, the Shining A Light report from the Carnegie Trust. I’ve already discussed the report in a previous post and argued:

“…the research finally qualifies the ‘narrative’ argument. It demonstrates once and for all that both users and non-users value the library service and that libraries, contrary to some, are not in terminal decline, but remain a well used and valued service.”

Secondly, is the work done by the Libraries Taskforce at the Local Government Association conference this year with the aim to encourage:

“…decision makers to ‘think libraries first’ and events like this are a good opportunity to reach a wide range of different people – many of whom are not immediately involved in the library sector.”

This included:

“…an invitation to a morning fringe session on libraries from the New Local Government Network (NLGN), entitled ‘More than Book-keeping? A New Approach to Library Services’. Featuring presentations from Cllr John Hart, Leader of Devon County Council, Ciara Eastell of Libraries Unlimited, and Brian Ashley of Arts Council England, this was an excellent way to start our conference. It was a small session, but the quality of discussion was high, with half a dozen library services all looking to share ideas and thoughts about achieving successful service transformation.”

There were also further presentations during the event from Stella Duffy on Fun Palaces,  Paul Blantern (Chair of the Libraries Taskforce) describing the Library Plus approach in Northamptonshire,  Jan Holden from Norfolk Library Service on their work with public health, and Tabitha Witherick of Somerset Libraries on the Glassbox project.

There can be little argument that this is not effective advocacy to those with considerable influence over the running of libraries.

Continuing the story

Add to this the direct representation from the Libraries Taskforce to the libraries minister and the years of ongoing advocacy by the SCL and Cilip to the DDCMS and various other governmental departments.

The point being, that while there has been a natural and understandable tendency to focus on the negative side of the reductions in libraries, there has also been an ongoing counter-balance of positive advocacy, particularly at a higher level.

Previous work on demonstrating value to policy makers, while not perfect by any means, should not be disregarded. For example there has been regular contact between the libraries minister and SCL over the years and he would have had ample opportunity to discover direct from HoS the socio-economic contribution of libraries.

So there is a danger of promoting the view that leaders within the profession have been consistently poor at showing the value of the service and thus libraries have suffered a negative perception and decline in funding as a consequence. In other words ‘it’s our own fault’ and all the advocacy undertaken by the SCL, Cilip, and more recently the Taskforce has been irrelevant.

Therefore, there needs to be a greater acknowledgement of the more nuanced complexity between the robustness of the advocacy and the willingness of decision makers to fully engage, listen, and take remedial action.

One observation in the Shining Light report was the:

“Lack of understanding and buy-in among decision makers and the public regarding the broader aims and purpose of libraries.” 

Partly, the problem is the profession defining the aims and purpose of libraries for decision maker to understand as the strategic direction nationally is vague at best. Equally, libraries now offer a smörgåsbord of activities and partnerships from service to service that, even allowing for the Universal Offers, it’s no longer clear what the library brand and identity actually is.

Nevertheless, I would argue that while the broader aims might still be unclear, it’s difficult for even the most hardened supporters of the ‘positive narrative’ approach to argue that libraries are not valued and appreciated by the public and decision makers alike. The vital ingredient in this mix is the willingness, or even ability, of decision makers to intervene particularly where the lack of buy-in is due to political dogma.

This is one of the fundamental flashpoints between campaigners and the ‘official’ representatives of the library sector.

Opposing views

The inherent dichotomy between the positive and crisis aspects of the library narrative is exacerbated  by a profession that places great value on objectivity, especially concerning information, as the ‘facts matter’ campaign illustrates. Conversely politicians prefer messaging that promotes government and local initiatives, even around reductions, in a positive light. Facts versus ‘messaging’ creates a toxic mix, quickly leading to distrust and suspicion.

This is perfectly captured in a claim by Kathy Settle:

“Libraries Taskforce chief executive Kathy Settle made the mind-boggling claim at a recent local government conference that public libraries are currently flourishing. “While people focus on libraries that have closed, there aren’t that many of those — and there are hundreds that have been opened or renovated,” she insisted.  “That message doesn’t always get out.”

Minutes of the last taskforce meeting, just 16 days earlier, record that Settle was present while the taskforce discussed complaints about the lost libraries in Lancashire, Swindon, Southampton, Barnet, Bedfordshire and Darlington.  Maybe she was confused by the fact that in the minutes of a three-hour meeting, covered by more than 4,500 words, “closures” were not mentioned once, instead referred to obliquely as “ongoing changes by library authorities”.”  Library News-  Private Eye – Issue No. 1448

 

Unfortunately, a narrative based mostly on facts appears too didactic, lacking emotional appeal, and unpalatable to the general public. Equally, a narrative devoid of facts is simply hot air and spin, leading to deluded over-optimism. Therefore, there needs to be a balance between the ‘fact’ and the ‘fiction’. No easy task when both sides have become so mired in their conflicting views and stuck on opposing ends of the narrative spectrum.

Another difficulty between the campaigners and official representatives is one of perception. One side sees itself as pragmatic, taking steps to ensure the sector survives, and to some extent thrives, under challenging circumstances. By implication other approaches are considered naïve or idealistic.

 

In contrast the opposing view is one of complicity in the devaluation not just of service quality but in the fundamental principles underlying public libraries.

What would be useful for both the profession and the public is engagement. And by this I mean genuine engagement with a willingness by both sides to consider each others narrative with an open mind.

There has been some attempts at engagement in the past but this has mostly been on an ad-hoc basis. What is needed is a neutral space with the opportunity for both sides to meet and debate openly.

Sadly, the chances of this happening is slim. Both sides appear to prefer silo approaches and the safety of insular meetings or conferences with little or no opportunity to dispute opposing views.

That said, I would argue that the onus should be with the official representatives towards more transparency, openness, and a willingness to justify their work to the public. Closed workshops and conferences that only include parts of the profession and vested interests is not the way to build bridges.

What next?

All credit should go to the individual library services and staff that, despite financial challenges, still drive forward creative initiatives. The demonstrable value of such projects in their local community are not just obvious but measurable as well. Most importantly, they are, in the main, promoted extremely well and libraries have become accomplished at marketing their achievements to local decision makes.

So, what next? We have, and continue, to do our part as a profession; we demonstrate more than ably the value of libraries and the work they carry out; we have a direct conduit to government via the Taskforce, SCL and Cilip. We have won the hearts and minds of the public; we have informed the decision makers many times over, we have collected evidence and highlighted the data where it exists. And now..?

According to the positive narrative approach we should be rewarded; with recognition, influence and appropriate funding. But perhaps it’s too soon. Perhaps not enough decision makers have been informed and influenced. Perhaps the whole approach should be viewed as long term…very long term.

And perhaps after a few more years, with the eventual change in the economic climate, or administration, we will realise that it was ideology and funding to blame after all. And that the ‘positive narrative’ was in fact just another ‘tale’. A tale, to misquote Shakespeare, full of fact and fiction…signifying nothing.

 

 

 

 

 

Too Many Chefs

Well another general election is upon us and sooner than most could have predicted. The indications are the current administration is on course for victory. Sadly, it’s a victory that will mean the  continuing reduction of the central grant paid to local authorities and the consequence this has for libraries at a local level.

Labour have mentioned libraries in their manifesto with a promise to increase council funding and reintroduce Library Standards. Both are very welcome but for me miss the main challenge facing the sector.

Unfortunately, both parties offer little in the way of innovation. For the Conservatives it will be the continuing path of localism and devolution leading to even greater fragmentation of the sector. For Labour it is primarily a funding issue. However, funding is only part of the overall challenge, what’s really needed is addressing the structural issues facing the sector.

There has been a tendency to focus on funding and to apportion the lack of financial support as the main reason for the current crisis in libraries. However, the problem goes deeper than this: it is about vision, about what libraries are, could, and should be. And just as importantly who should run the service. In my opinion the traditional model of delivering library services is no longer fit for purpose and needs a complete overhaul.

The lack of strategic vision is further exacerbated by the lack of leadership, which in turn is the result of the chaotic nature in which libraries are overseen, funded, and influenced. From the libraries minister, DCMS, DCLG, ACE, Libraries Taskforce, and LGA,  to professional representation by Cilip and the SCL, down to local authorities, and increasingly parish councils, community groups, charities, and mutuals.

Far from the concept of ‘distributed leadership’ once inappropriately advocated by the Arts Council the current framework of oversight and delivery is a prime example of organisational dysfunction. Rather than addressing the structural challenges of the sector the current approach creates a toxic mix in which add-hoc project funding merely places greater pressure on an already creaking network.

The Libraries Taskforce has failed because it has been unable to address two central issues: the provision of on-going revenue funding and the creation of a unified strategic vision that addresses the structural challenges and is not merely a rehash of government policy. No amount of positive spin, blogging, or occasional funding can cover this deficiency.

Nick Poole captured the above difficulties when stating:

“The reason for this is that the Government has more or less direct control over the priorities of lottery and other providers of project funding, but due to the overarching policies of devolution and austerity has elected not to exert control over the ‘core’ funders of libraries and civic museums – the Local Authorities themselves. By withdrawing funds from Local Authorities and leaving them, essentially to their own devices, Government is forcing them into a position whereby core structural issues cannot be addressed and, by association, creating the very real danger of significant inequality between communities in different parts of the four nations of the UK.”

Those of us on the ground see the outcome of these policies everyday; the creation of a two-tier, post code-lottery in local library provision. In turn this leads to greater inequality throughout the country, with the already socially deprived being the most disadvantaged.

Libraries are a national resource and should be treated as such. However, this approach is very much at odds with current political ideology, which does nothing to address genuine sustainability for the future and impedes long-term planning. What we face is a systemic failure of oversight in the sector to create a unified, sustainable model of provision.

As a working librarian I have to accept the current political reality of the fragmentation of services, the downgrading of libraries as a shop front for a mish-mash of council services, and the deprofessionalisation of the sector.

However, I can also hope and aspire towards a better future. For a strategic vision and leadership that leads towards a national approach for library services; that provides genuine oversight, development, and resources to enable libraries to be the best they can be for the benefit not only of local communities but for society as a whole.

This should be the aspiration of the whole library profession while recognising the current political challenges that make this unlikely for the foreseeable future.

Dataset – Call to Cilip & SCL

Following up from my previous post ‘Nothing to Yell About’ it’s become obvious that the Libraries Taskforce is not the vehicle for collecting and distributing data for and about public libraries. Despite the best of intentions as a body it is too susceptible to interference, including having to scale back it’s activities during the pre-election period.

The snap general election is thrown up the need for reliable data more than ever and Cilip has announced the launch of the ‘Facts Matter’ campaign “to promote the need for evidence-based decision-making as a foundation of a strong, inclusive and democratic society.” 

As such the library profession itself needs to take responsibility for gathering and distributing data around public libraries, without reliance on politically controlled bodies, and for making such data as widely accessible as possible.

Ultimately, as a profession we should encourage an open data approach by local authorities. However, it is likely to take a some time for this principle to become embedded and regarded as the norm as protectionism around data and political nervousness will make this a slow process. Another issue will be around governance models and whether or not public service mutuals would sign up to releasing data in such a way.

I wrote to Cilip and SCL asking for their views around the Taskforce’s recently risible dataset and where they thought the profession should go next. Nick Poole replied saying:

My own view is that, as a sector, it is important to think long-term about how we ensure that the development of public libraries, individually and nationally, is informed by the best possible body of evidence and up-to-date data.

 The publication of the Taskforce dataset, while important, is only one aspect of answering the more fundamental question, which – to me at least – is that of how we as a sector organise ourselves to ensure ongoing access to a credible body of quantitative and qualitative data about public libraries which supports the overlapping needs of management, targeted development and advocacy.
 

The Taskforce is a time-limited task-and-finish group with the specific remit of enabling the Department for Communities and Local Government and the Department for Culture, Media and Sport to respond to the recommendations in the original Sieghart Review. Any long-term solution to the data and evidence needs of the sector ought to address how the process of data-gathering will be governed and funded in the long-run by sector bodies with the remit for the development of the sector – specifically, the Arts Council England, SCL and CILIP with the support of DCMS and the Local Government Association.

Alongside the question of governance and investment, there is the question of ensuring that the dataset is valid and widely-used. In my view, the best means of achieving this is through the creation of an open, public-access dataset published via http://data.gov.uk and licensed for a wide range of commercial and non-commercial re-use. An open access public library dataset, enriched with persistent identifiers,  would facilitate the embedding of library data into Government statistics and reporting, promote the development of 3rd party applications and support activities such as Libraries Week. This, obviously, is an issue with Cipfa data, which remains paywalled and cannot be used in 3rd party platforms.  
 

In the School Libraries sector, CILIP has recently proposed an industry-led consortium with the responsibility for improving the evidence-base (qualitative, quantitative and impact/outcome-based) around school library provision. In my view, such an industry-led consortium ought also to be possible in the public library sector with a broad remit for defining not only how data is collected, but for improving the overall methodology, creating a comprehensive model for what should be collected and engaging with 3rd parties to promote its use.

As part of this, you will be aware that CILIP has announced its intention to develop a Library & Information Sector Research & Evidence Base in our Action Plan 2016-2020. While not primarily concerned with public library data, it would be valuable to consider how the scope of this would intersect with the kind of industry-led data-gathering for which CILIP is advocating.

 

Nick also reiterated that the “… most useful data is open data. We think it is important that this activity yields data that is openly licensed for re-use, and ideally that we start to foster a community of developers and creatives who will use it as the basis of interesting applications.”

 

Neil McInnes, President of SCL also replied agreeing that there was an need for up to date figures on libraries. Neil stated that the SCL agreed with many of Nick Poole’s points, including:

 

“…the need for current and credible data about public libraries that will support and enable the running of excellent library services, and promote libraries widely especially to non or lapsed users.”  

 

He added:

 

“As you know, CIPFA collects data from libraries and publishes yearly figures on use. We have long lobbied for this dataset to be widened to show what we feel would be a more accurate representation of the library sector. Each of our members collects some of the data you refer to—number and type of libraries, opening hours.”

 

So we have both the CEO of Cilip and President of the SCL agreeing that a more accurate picture of libraries is needed. With that in mind there are many advantages to both bodies working together to ensure the collection of accurate and objective data and the regular and timely publication of such information. Therefore:

 

I ask that the Cilip Board of Trustees and the Executive Committee for the Society of Chief Librarians work together and take direct responsibility for the gathering, collation, and release of datasets around public libraries for the good of the profession and sector.

 

I ask that a wide range of individuals and interested parties with the necessary expertise and/or professional credibility to gain the confidence of the profession, public, and campaigners be involved. I urge Cilip and SCL not to rely only on the input of the same bodies that have so far failed to deliver objective and credible data.

 

Further, I ask that as a matter of urgency, and as a first priority, that Cilip and the SCL collate and publish the data around the number and type of public libraries in England to date. This should include information regarding:

 

  • Type of each library within a service: local authority run, community run, commissioned, independent, closed etc
  • Open and staffed hours
  • Stock budgets
  • Number of professionally qualified and library staff
  • Other information deemed appropriate to give a reliable and accurate picture of the current state of public libraries in England

That this request be treated as a matter of urgency by both organisations with the view of establishing an appropriate group and publishing the above data as quickly as possible. 

One last point, both Nick and Neil raised the issue of finance for the project and the need for additional funding on an ongoing basis. The obvious candidates for this would be the DCMS and ACE. Although, whether or not the DCMS would fund a project it had no direct control over remains to be seen. The other, perhaps better, option would be to divert funding from CIPFA since it’s plainly not delivering what the sector needs in terms of appropriate, open data, in a timely and regular manner.

Stronger Together

I make no apologies for this post being unashamedly a recruiting drive for Cilip after seeing on Twitter that membership is still falling by 3%. However, as with everything, the context needs to be understood to see this fall as a positive and not necessarily a negative.

For years I was a harsh critic of Cilip, not because it had lost its way, but because it didn’t have a way forward at all. It was floundering under the pressure of austerity and the resulting widespread hollowing out of public libraries with the loss of jobs and thus membership. Worse of all, this was happening without Cilip speaking up for the profession or advocating the advantages of retaining a professional workforce.

It also faced the challenge of arresting the decline in membership. My own opinion was that members where leaving because they could no longer see the relevance of belonging to a professional body, and paying expensive subscriptions, that was too far removed from their everyday experience of year-on-year budget and job cuts.

But all this has thankfully changed. Cilip now has, and continues to develop, a strong voice in defence of its membership and championing library services in different sectors; public, schools, health. It challenges Government policy and intervenes, as much as it can, in local decisions to reduce services. Cilip is becoming the professional body its members need it to be.

I contacted Nick Poole for further information about the fall in membership and he sent this reply:

“The current rate of attrition is just over 3%. That’s actually around half what it was 3 years ago, but it’s still a declining number. We follow up with people who don’t renew, and the underlying reasons are informative. A significant proportion are due to retirement, which is why we’re working to improve the offer the retired members. Similarly, we see a significant drop-off in the transition from free student membership to full membership. We have seen a decline in the number of people leaving because of dissatisfaction with CILIP.

 Of course, over the past 10 years, the most significant decline in sector terms is membership among public library staff. This is one reason why we launched the new Careers Hub on the CILIP VLE – to provide support for public librarians who find themselves having to make a transition to other parts of the library sector. We know that public libraries are changing, but we see it as essential that public library staff are encouraged to engage with their professional body, develop their skills and maintain the connection to the wider library and information profession. This is why we are pleased to be working with SCL on the new Public Library Skills Strategy, which will help address some of these issues.

 We know from the workforce mapping project that there are around 69,000 people in the library & information workforce in the UK. With around 12,500 members, we currently represent around 18% of that workforce. The average for professional association membership in other sectors is around 20-22%, so there is scope to grow our membership base. It is important for us to do this because the more of the sector we can represent, the more credible we are when advocating for librarians and information professionals.

 When we went out to the wider profession, we found that a lot of people want to be part of CILIP as their professional body but don’t currently regard membership as affordable. The new membership model on which members are currently voting is designed to help us retain and support our existing members, and reach more of those people. We also found that there are a lot of people who want to be part of the profession but aren’t yet ready to commit to Professional Registration. Welcoming these people to the CILIP community and encouraging them to take up Chartership has been a major factor in the design of the new model.

Ultimately, the sector needs a strong independent voice – I’d argue now more than ever. We understand that people expect value for money from their membership, and we are working hard to deliver that. This is a model for growth and we are really hoping that members will support it and empower us to reach out to those people who could and should be members, but currently aren’t.“

All I ever wanted from my professional body, what I had the right to expect, is that it speaks up in defence of its members and profession. Cilip is absolutely doing this, which is why I have changed from critic to proponent for the body.

I absolutely understand why library workers have drifted away from Cilip in the past but I genuinely believe it has changed and would encourage all library and information workers, especially public library staff, to stay connected to the profession.

Here’s some very simple reasons I think you should stay with, join, or rejoin Cilip:

  1. Advocacy: a strong voice for the profession
  2. Lower subscriptions and better value for money
  3. Advice & support including access to employment law advice
  4. Professional development and networking

Ultimately, we are stronger together, and I look forward to Cilip expanding towards the 69,000 target.

Please do forward your question and indeed criticisms via the comments area and I shall ensure they are passed on to Cilip to answer.

Further information:

Review of Public Libraries 2016

2016 is set to be a watershed year for public libraries. The Libraries Taskforce published the Ambition report, the longest serving libraries minister, Ed Vaizey, was replaced, and Cilip finally found its voice. All this against a backdrop of increasing library closures, massive reductions in library budgets, and decreased library book spending.

Libraries Deliver: Ambition for Public Libraries in England 2016-2012

Ambition was a report of two halves in many ways. It was launched with great fanfare early in the year with a round of workshops and consultation that included library staff and not just the usual suspects. I attended one of the workshops and found it positive. There was a sense of optimism that perhaps, at long last, here was an opportunity to effect genuine change and start to turn around the decline in public libraries. As Kathy Settle noted:

“It was inspiring to see and hear all the interest, passion and commitment for the public library network. The valuable ideas, insight and feedback we received really helped to challenge and hone our initial thinking, and make the document more useful to the various stakeholders we’re trying to involve as we take our plans forward.”

The report was due to be published at the end of July but the timetable quickly slipped as the usual horse trading and debate over wording took place. This delay was exacerbated by the replacement of Ed Vaizey, a victim of the post-Brexit vote, with Rob Wilson taking on the role of libraries.

Initially the delay was to allow the new minister time to get to get to grips with his new portfolio but as the months marched on I and many other campaigners began to question if the report would be published this year at all. Eventually, with no advance notice, it was released on a day in which the main news headlines was the increase in EU migrants arriving in Britain. Despite this rather clumsy attempt to ‘bury bad news’ the report received its fair share of publicity within the sector.

I won’t go into the pros and cons of the report as many others have already responded such as Cilipcampaigners and authors.  In contrast the report was broadly welcomed by those with a seat on the Taskforce; SCL, LGA

My own view is that the report failed to encapsulate the aspirations of the profession. What we got merely reflected existing government policy and advocated the views of a minority of vested stakeholders, with the early optimism being replaced by crushing stoicism and an uncertain future of continuing funding cuts.

Libraries Taskforce

I have always chosen not to give the Libraries Taskforce its full title in my posts. This is simply because I do not view it as a leadership body for libraries. What we have is a body set up, funded, and answerable to the DCMS and the libraries minister. In my opinion the Taskforce is precisely that: a group ‘tasked’ with delivering government policy around localism and devolution, and papering over the cracks caused by the continuing decrease in government funding to local authorities.

Now its easy to conflate the organisation with the individuals involved. The fact is I have met Kathy Settle and other members of the Taskforce and they strike me as being both dedicated and conscientious in their aim of supporting libraries through a prolonged and difficult period. But they have the unenviable task of doing this with no access to long-term funding and with only piecemeal project monies available. Even the £4 million libraries innovation fund is not actually new funding but money left-over from previous projects.

Sadly, the Taskforce has yet to evolve into the strategic body that libraries desperately need: one that provides a genuine national strategy underpinned by sustainable funding for the sector.

Library Ministers

This was the year we lost Ed Vaizey as the longest serving culture minister, who was sacked during the post-Brexit reshuffle. Vaizey, despite harsh criticism of Labour when in opposition, proved to be something of a lame duck when in office. He failed to intervene in any cuts, claimed “the library service is not in crisis”, and disputed statistics produced by Cipfa, the BBC, and leading campaigners, while at the same time producing much ridiculed figures from his own desktop research.Very few within the sector were sad to see him go.

Although replaced by Matt Hancock as Minister for Culture and the Digital Economy, the library brief was awarded to Rob Wilson, the minister for civil society. For many this set alarm bells ringing as it placed libraries directly into a portfolio that actively promoted volunteering, social enterprise, and spinning services out from local authority control.

Only five months into his new role Rob Wilson has faced a plethora of challenges as cuts to libraries have become even more entrenched, leading Nick Poole to describe one authority’s proposals as ‘the most damaging ever seen to any library service anywhere in the country.’

Faced with major cutbacks in places such as Lancashire, the minister emulated his predecessor and took a non-interventionist stance. Then again it would be a brave politician that challenged his own government’s policies that have basically starved councils of funding. Equally, given the UK national debt has risen by £555 Billion since 2010, libraries are hardly likely to be viewed as a spending priority when set against the burden of adult social care.

However, it is worth considering how the DCMS decides what does and does not constitute a ‘comprehensive & efficient’ service. Without a baseline measurement how can they evaluate when an authority falls below the standard required? After questioning those councils proposing major cutbacks it appears the Minister does not consider them to have fallen beyond the ‘threshold’ required to trigger intervention. So what yardstick, what definition and criteria, has been used to ensure compliance with the 1964 Act?

Apparently only the Minister and DCMS know.

2016 was the year that Cilip finally found its voice. Following on from the resolution in 2015 to oppose the amateurisation’ of public libraries services’ the My Library By Right campaign was launched, challenging both local and central government to fulfil their legal responsibilities and provide a quality library service.

From being  perceived as soft on library closures we have seen quite increasingly strong statements against closures, hollowing out, and the loss of paid staff. An extensive round of media coverage was undertaken to promote the value of libraries, and councils challenged where cuts appeared draconian.

Recently, Cilip also launched its own vision for the future of libraries. While this is still not enough for some I see it as evidence of an increasingly confident and vocal professional body, willing to champion the value of libraries and library staff.

Unfortunately, Cilip’s aspiration for libraries is at odds with that offered by the Libraries Taskforce and Ambition report. As I’ve previously noted, it’s unlikely Cilip’s vision will be adopted as it runs contrary to government policy.

That said, I much prefer a professional body that is in tune with the aspirations of its members and reflects what the sector genuinely needs even if its vision is unpalatable to the current administration. After all, circumstances, and even administrations, eventually change.

The Future

Sadly, the medium term future appears bleak for public libraries: a lack of national strategy, a dearth of leadership, continuing funding cuts, and a non-interventionist minister hardly provides a genuine ‘ambition’ for libraries. That libraries will survive into the future in some form is a given. What form that takes and whether as a service it will remain ‘comprehensive and efficient’ remains to be seen.

It only remains for me to wish you all, despite the trials and tribulations, a very Happy New Year.

_______________________________________________

Comment from Nick Poole

An excellent and measured review of a challenging year. It is a sad fact that the trend of funding cuts and service reductions has occurred despite a quite extraordinary body of great work by public librarians across the country. I have noted elsewhere that it is not the ‘core product’ of public libraries that is at fault here but the lack of political engagement with it, and it is this which we must increasingly organise ourselves to counter.

We know from the My Library By Right campaign that the statutory basis of public library provision is very thin, thanks in no small part to the withdrawal of Public Library Service Standards, which provided that vital 2nd tier of definition around ‘comprehensive and efficient’. We should also be clear that this is not the only legal basis from which to challenge poorly-implemented service redesign – legislation around Equalities is likely to be equally important in defending the public right to a quality, universally-accessible service.

There are many inside the sector who oppose standards, but the fact is that in almost every other public sector they serve an essential role in providing clarity, definition, a baseline against which to assess improvement and a valuable means of identifying and correcting poor performance or under-investment. In my view, we as a sector ought to be able to organise ourselves in England to develop our own standards, following the model set down in Wales and Scotland.

To me, the most important message in your post is the one that says that ‘administrations will change’. I would be surprised if the current administration survives in its current form to May 2020 given the political and economic pressures at play over the next three years. As a profession, we need to ensure that when and if the political winds change in our favour, we are ready with workable, costed solutions so that we can act swiftly to mitigate the damage being done to the public library network and, where possible, repair it.

In the meantime, though, I commend you, your colleagues and everyone out there that is continuing to focus on what really matters – ensuring that every citizen can continue to benefit from the unique value that libraries bring to their lives.

Changing Times, Changing Roles

My latest post can be found on the Libraries Taskforce blog: Changing Times, Changing Roles

45ea7abe81a766e78aed8ed432fd280eIn the post I reflect on the skills needed to successfully manage a public library service in the current environment. Whether we agree with it or not, we face a new reality for libraries and operating in such a landscape requires a high degree of adaptation and flexibility from all library staff.

Equally, the importance of strong strategic leadership is paramount to provide vision and aspiration. Library leaders will need the mental flexibility and managerial adaptability to bring distributed elements into a coherent whole to ensure the continuing success of libraries into the future.

 

Following the Leader…

libraryFor anyone who hasn’t yet read it I would highly recommend the excellent post by Nick Poole ‘Giving public libraries strong leadership and commitment.’ In it he lays out a coherent vision and set of principles for public library provision , averring that:

“A strong public library service is the foundation of a literate and inclusive society and a competitive knowledge economy. Great local libraries are an investment in communities, providing a cost effective way to improve health, support business start-ups, improve literacy and skills, and do all of this in a way that is open to all.”

The 10 key principles outline a clear stance on developing public libraries in England to hopefully curtail the massive reductions taking place nationally. This includes calling for emergency relief funding and intervention from government bodies where local authorities are being shown to fail their statutory provision.

It’s certainly a vision that many within the profession and campaigners should be able to support. If there’s a drawback it’s the reliance on the proposals being adopted by the same bodies who have so far failed to provide national leadership or a framework of protection for libraries.

However, due credit to Cilip for taking the lead in articulating what the sector needs to firstly survive and then hopefully develop.

Libraries Deliver: Ambition for Public Libraries in England

In marked contrast we are still awaiting the publication of the Libraries Taskforce Libraries Deliver: Ambition. Although, originally due for publication by the end of July this year, the report was held up due to the appointment of a new libraries minister, Rob Wilson.

A further update was provided by the Taskforce in September but with no firm deadline in sight. It’s concerning that a report that was on the verge of being ready for publication over 3 months ago is still languishing in the DCMS, while the sector remains rudderless, libraries closures announced almost daily, and hundreds more staff lost to the profession.

But never mind at least it allows the new minister time to get his feet under the table!

Obviously, we have no way of knowing if or how far the report has been amended, or if any changes will be for the better or worse. Certainly Ed Vaizey was no friend to libraries so perhaps Rob Wilson’s view will be more positive. That said, how long does it take to amend an almost complete document. Then again perhaps the new minister’s view is so different to his predecessor that it requires a major revamp?

It will be interesting if the final product will be recognisable to everyone who attended the consultation workshops and if it fits with the work done and expectations raised at them.

What Next?

Perhaps Cilip has chosen to deliberately steal a march on the Ambition report. Certainly, it has challenged fellow members of the Libraries Taskforce to support the Principles for the Leadership and Development of Public Library Services in England as outlined in the blog post. Whether they will or not remains to be seen.

Partly, Cilip’s reaction could be borne out of the frustration with the long delay in publication of the Ambition document. Equally, there might be a perception that the report will fail to provide the guidance that’s needed for the sector and Cilip is setting out its stall in advance. This remains to be seen and comparing the two side-by-side will no doubt be highly informative and perhaps not a little contentious.

The one thing that is clear however is that only Cilip is currently offering a strategic framework and the leadership that the sector needs, while the others lag behind.

The test to how successful Cilip will be is how closely aligned its vision is to the Taskforce’s and what the fall-out will be if there is a wide discrepancy between the two.

 

 

Cilip VP Election – Rita Marcella

This post is written by Rita Marcella, one of the two candidates for Cilip Vice-President. I asked each candidate the same five questions with the opportunity for an opening and closing statement. The questions reflect my own interests as a public librarian but are hopefully also relevant for the wider profession as well as campaigners. 

The successful candidate will be elected Vice-President and “…will become CILIP President in 2018. The Vice-President and President are honorary roles and their duties include being an ambassador and spokesperson for CILIP.” 

Many thanks to Rita for sharing her views.  

Details on how to vote can be found at: Elections for the CILIP Board and for Vice-President 

rita-marcellaAbout me

I have been a librarian since my early twenties when I first went to work in a university library after graduating with my Diploma in Information and Library Studies. After having my first child I became an academic teaching cataloguing and classification, user studies and bibliographic and reference work. My research and teaching interests have varied far and wide over the years and I honestly believe that there is not an aspect of library and information service that I have not reflected upon over that time.

However, despite varied interests and work with public library services, advisory services and special libraries in government and business, my chief personal research interest has always remained that of supporting the library and information user to access the information they need to help them in every aspect of their everyday lives. I like to look at the issue from both sides: from that of the information service provider and of the information service user, understanding the motivations, context and challenges of both.

Over the last 15 years as Dean of a business faculty my focus has been on interaction with industry and management of resources, both of which have given me keen insights into the challenges facing organisations in both the public and private sectors. I have also been involved in numerous charities and non-exec boards, in particular in work to enhance equity and diversity.

1. What is the core message of your manifesto?

I feel passionate about the value of library and information service and about our profession – I believe that the enabled access that we in the profession provide is critical to people’s lives in a huge number of ways and I would appreciate the opportunity in the role of Vice President to support the profession in maximising the impact of that message.

We need to provide more tangible evidence of the ways in which access to information and knowledge empowers individuals, organisations and societies. It is my view that there has been a steady erosion of the funding of, investment in and commitment to libraries and information service support in all kinds of spheres in the three decades of my career and that this erosion has been mirrored in academia, where our discipline has found itself swamped by an organisational incorporation into ‘bigger’ disciplines to the detriment of the subject. I’d like to bring the whole profession – practitioners, academics and those entering the profession together to assemble the evidence of the impact of libraries and information in an even stronger way. Through CILIP we have the base of professional partnership on which to make that work.

2. If elected what is the one area you would like to see CILIP tackle?

I should like CILIP to tackle the notion of empowerment through information both by celebrating the successes and illustrating the impact of information access but also by exploring further the ways in which people, organisations and societies can be disadvantaged through not having access to relevant, reliable and robust information. This is very much in line with my own chief focus in so much of my work but I believe that it is an agenda that it is at the heart of what CILIP is seeking to achieve.

3. What would you like to see the Taskforce’s Ambitions document contain?

I’d like a clear action plan on assembly of evidence and its powerful communication. I think that all of us who are involved in LIS understand and believe passionately in the vital role that libraries and information services play at every stage and in every context. What we have perhaps been less good at doing is having a targeted strategy for how to tackle the attitude that allow us to be packaged up as something that is ‘nice to have’ in good times but under threat at others. Strengthening and reinforcing powerful advocacy and building on work CILIP has already done is crucial.

My own particular contribution to the debate whether or not I am successful in this election will be to develop our understanding of how access to libraries and information more generally enables people and in particular disadvantaged groups to overcome barriers to success and exclusion from society.

4. In your opinion are public and school libraries facing a crisis or opportunity? 

As ever there are no threats without opportunities – that is an accepted truism in business practice. The threat is real and has resulted in the erosion I describe above – and not just in public and school libraries, but in every kind of library and information service imaginable. But the opportunities are there too: indeed arguably too many opportunities. For another truism in management is that if you have 83 priorities, you’ll fail: if you have one or two you have a far greater chance of success. And one of the ways in which the profession and academia needs to work together is on identifying and focusing on the most high value opportunities, the biggest wins – is that the extent to which libraries and information services support the health of our economy? That’s a big ticket item for sure.

5. What is your opinion of the My Library By Right Campaign & did you sign the petition?

I agree that all of society should have free and equal rights to information through libraries and other forms of provision and I support the My Library by Right, as I did the American Library Association’s Declaration for the Right to Libraries. I was very happy to sign the petition and wish the campaign every success. It is it seems to me a fact that LIS professional communities across the globe share the same set of common values about libraries and information and we need to work together through IFLA and other fora to drive forward such campaigns.

My final thoughts

Standing in the election for Vice President of CILIP has given me a very welcome opportunity to reflect back over a career spent working in Library and Information Science, a career of researching information use and need amongst citizens, business, decision makers in government and so on – but also a career of recruiting young people into the profession and preparing them for a career in library and information service. Those 35 years have seen many changes but ultimately at their core the library and information professional is dedicated to excellent service to people, to organisations and to society. We have a huge amount to celebrate in that but some messages to convey to policy makers about how and why that is important.

I want to conclude by saying that while I would be honoured if given the opportunity to take on the role of Vice President of CILIP, I will not be downcast if I am not successful for having read the post of my fellow candidate in the hustings, Ayub Khan, that I completely support everything that he says.

Cilip VP Election – Ayub Khan

This post is written by Ayub Khan, one of the two candidates for Cilip Vice-President. I asked each candidate the same five questions with the opportunity for an opening and closing statement. The questions reflect my own interests as a public librarian but are hopefully also relevant for the wider profession as well as campaigners. 

The successful candidate will be elected Vice-President and “…will become CILIP President in 2018. The Vice-President and President are honorary roles and their duties include being an ambassador and spokesperson for CILIP.” 

Many thanks to Ayub for sharing his views. 

Details on how to vote can be found at: Elections for the CILIP Board and for Vice-President 

ayub-khanAbout me

I started my library career as a Saturday assistant more than 25 years ago. I have hands-on experience of all aspects of library services – at nearly every level. For the past few years I have been working hard in Warwickshire, steering county services through much change and many economies.

I have been a member of CILIP for more than two decades so I have a good understanding of the organisation, its membership, values and ambitions. I have been heavily involved in the national and international library scene, through various professional bodies, helping to develop new strategies and programmes whilst steadfastly adhering to traditional library values.

I would describe myself as a moderniser and problem-solver – and someone who is prepared to hard-sell library services at every opportunity. I am equally comfortable presenting to Government Ministers, or chatting to customers. In 2013, I was awarded an MBE for my services to libraries.

1. What is the core message of your manifesto?

Despite the challenges of recent austerity years I remain enthusiastic, committed and optimistic about the future for libraries. I believe CILIP has a pivotal role to play in providing a positive narrative for libraries – and pressing for positive action – as the leading voice of a vibrant and forward-thinking profession.

2. If elected what is the one area you would like to see Cilip tackle?

If elected as Vice-President I would focus on libraries’ future potential, as well as their proud traditions. My priorities would be workforce development, advocating the key role of knowledge workers, partnerships and technology.

 3. What would you like to see the Taskforce’s Ambitions document contain?

I would like to see the Taskforce come up with some practical, funded actions for change. There have been several reports, in recent years, looking at the future for libraries – but relatively little has changed as a result. We need to move forward now, with a clear purpose, ministerial mandate, and a properly-funded action plan.

4. In your opinion are public and school libraries facing a crisis or opportunity? 

Libraries have certainly had a tough time over the last few years and, for many of us, there are more cuts to come. We need to capitalise on the wider range of services libraries now offer – and their unique role. There are real opportunities for libraries around information literacy, data security  and information governance.

There has been plenty of commentary on the wider benefits of libraries – for health, literacy levels, education and job prospects, social inclusion and cohesion, the cultural wellbeing of the nation….. One anecdote sticks in my mind. Author Neil Gaiman, during his 2013 Reading Agency lecture, said he once heard a talk in New York about private prison provision in America. Apparently they forecast the number of cells that would be needed in 15 years time based on the percentage of 10 and 11-year-olds unable to read.

More recently, the October 2016 Libraries Taskforce meeting focused on ‘healthier and happier lives’ – one of its seven key outcomes. Members stressed ‘the importance of libraries marshalling evidence to advocate their strengths’ so they could promote library services – to health commissioners – as a prime delivery channel, particularly in terms of the self-management agenda.

What shocked me was the fact that, in one of the richest countries in the world, more people die from loneliness than smoking. Surely we need no other incentive?

Digital developments present all kinds of exciting opportunities for libraries. Advancing technology will enable library services to work together more effectively – and to offer more and better services to both physical and online customers.

Blowing our own trumpet: the opportunities are out there. I would encourage the profession to sing its own praises a lot more, and to shout about the power and importance of libraries. I know we tend to be modest types by nature but we are underselling the wider impacts we have on society. Libraries need to be seen as the solution, not a problem. Evidence-based advocacy – and the confidence to deliver it – is crucial.

5. What is your opinion of the My Library By Right Campaign & did you sign the petition?

I signed the My Library By Right petition as an individual citizen and support the campaign in principle. We need to take our voice to a national level – because it was national policy that created the austerity agenda. And we should capitalise on the massive public support for libraries of all kinds. We need others to be our advocates – as this would be more powerful.

Finally

It may sound corny but the library profession has given me so much that I want to give something back. I have a hands-on background but plenty of high-level strategic experience gained from the ‘day job’ and various voluntary/honorary roles I have undertaken, over the years. I believe my experience would bring a broader perspective to the Vice-Presidency, and I would welcome opportunities to influence policy, ensuring grass roots concerns and aspirations were fully considered.

 

Cilip Vice-President Election

vote2The good news is that there will be elections for the post of Vice-President, which has not always been the case in the past with Cilip struggling to generate interest and attract candidates.

Elections are not only healthy for the democratic mandate of the professional body but shows an increasing interest in Cilip by members. Those standing are to be commended for their willingness to give up their time and energy to support the work of Cilip.

In return it is only right that members show an interest in election and participate in the ballot. Voting opens on the 8th November and closes 1st December. Further details can be found on the Cilip election page with details of the candidates submissions.

The post of the Vice-President is particularly important as the successful candidate will also be President the following year and will influence the direction of travel for Cilip. Both VP candidates, Ayub Khan and Rita Marcella, have kindly agreed to write a post for me outlining their ideas and answering some questions, which I will publish over the coming weeks.

I have recently gone from being highly critical of Cilip to being a strong supporter due to the approach the body is now taking, particularly in questioning both central and local government decisions concerning libraries. With that in mind I shall be following the election closely, with the hope that the successful nominee is willing to drive the current direction forward and not put the metaphorical brakes on.

There is a time and place for a softly-softly approach but this is not one of them. We need clear strategic leadership and a strong voice in support of libraries, not quiet acquiesce to government policy. It will be interesting to see which candidate will provide this.

________________________________________

Addendum:

Barbara Band has kindly pointed out that the:

“Presidential Team (ie: VP, President and Immediate Past President) attend board meetings and are able to participate in discussions, none of them can vote. This can be quite frustrating but those accepting the position are aware that it is outward facing, the link between members and the board. The Presidential Team may be able to influence board members by being verbally persuasive but the direction of CILIP comes from the voting board members and it is the Presidential Team’s role to support any decisions made.”

And it is the outward facing role to the membership and public that is incredibly important in setting the tone for the body. Both Barbara and the current President, Dawn Finch, are outspoken critics of Government policy and changes within the sector. Unfortunately, this has not always been the situation and many past presidents have felt restrained by their position from being overtly critical of political decisions or partner organisations.

My hope is that the current stance of speaking more frankly about the negative impacts on the profession and the public will continue, instead of the banal platitudes that unfortunately still appear in some quarters.