Category Archives: Sponsorship in libraries

Challenges and Opportunities

After some initial confusion it was finally announced that Rob Wilson was to be the new Minister for libraries. Given the government’s emphasis on localism it’s not surprising that libraries have been placed as part the civil society agenda. The minister immediately set out his stall by emphasising volunteering, community action, and developing new governance models including mutuals, trusts and co-operatives.

The departure of Ed Vaizey and appointment of Rob Wilson has also led to a delay in the publication of the Libraries Taskforce Ambitions report to allow him time to review the document, visit libraries and talk to colleagues. In all honesty I’m not sure this will make any substantial difference to the outcomes of the report. The direction of travel has always been clear: localism, devolution, community libraries, new governance, commercialisation etc.

So the trajectory will remain the same but what we will see, I suspect, is a more explicit statement on how this will be achieved. Equally, I don’t see Rob Wilson being any more interventionist than his predecessor except perhaps to encourage local authorities to go down the trust route.

Obviously, this will be bitterly disappointing to campaigners fighting to keep libraries as a public service directly accountable to elected members. As it will be for those fighting for a more national approach to libraries that is evident in other parts of the UK.

For the profession there will be both challenges and opportunities and far from the uniform service that has traditionally been offered the new landscape will be a dizzying mosaic of local provision. Over the next few years what I expect to see is a growth of:

  • Hub and spoke model: a central library or small number of libraries providing a core offer, supported by community libraries or alternative provision such as book collections
  • Greater involvement by parish/town council’s in running or funding local libraries
  • Increased commercialisation with more paid for and traded services
  • Relocation, co-location, and core library space given over to other council services or commercial opportunities
  • Reliance on open access technology and volunteers to replace staffed hours and/or extend opening hours

Last but not least a change in how libraries are run. There has been a marked reluctance amongst most authorities to fully embrace the trust route or share services with other councils. Perhaps the new Minister will provide the impetus for this to become the norm, not the exception. None of the above is new and exists in various forms to a lesser or greater degree across the country already. What will happen is an increase in the pace of change.

For those of us in the profession the challenge will be how to manage and adapt to these changes while still providing a core service that reflects the Libraries and Museums Act, and taking advantage of new opportunities for partnership working and income generation.

For some the whole idea will be anathema. But until there is a change in administration, an ideological move away from austerity, and a commitment to plug the funding gap in council budgets then I genuinely don’t see the landscape changing for a long time to come. For campaigners the next few years will be ones of damage limitation and compromise rather than outright victory.

An unintended effect of such changes will impact on the SCL, which until now has offered a safe space at regional meetings for heads of service to support each other. Whether such trust can be maintained around a table where some heads will be eyeing up their neighbours as potential expansion opportunities remains to be seen?

Personally, I would like to think that as a mainly supportive and friendly profession trust and collaboration will continue despite changes to governance models.

Another impact will be the skills needed by senior librarians and heads of service, with less emphasis on traditional skills, and more on managerial and leadership competencies, plus the ability to build partnerships across a wide variety of public, third sector, and commercial bodies.

Whether or not this brave new world is an opportunity or challenge will depend on your viewpoint and politics. But like it or not, it is the new reality to which those of us in the  profession will have to adapt.

 

 

 

 

That Was Then…

untitledI published my first post in October 2013 outlining the Cilip AGM of that year. The context to my beginning this blog was almost utter disillusionment with Cilip: it’s lack of campaigning for public libraries, the continuous increase in subscriptions, and the constant navel gazing culminating in the ill-advised proposal to change the body’s name (‘ILPUKe’ or ‘I’ll Puke’ anyone!). It was hemorrhaging members by the hundreds and seemed lacking any relevance to the battles being fought daily by campaigners and library staff on the ground.

Thankfully, the name change was defeated and the one positive outcome of the AGM was a vote of no confidence in Ed Vaizey. I think if the name change had gone through and the vote of no confidence failed I and many other members would have voted with our feet. More battles followed and I make no apologies for being a staunch critic of Cilip in several areas, particularly membership fees.

In 2015 I gave a cautious welcome to the appointment of Nick Poole as the new CEO but within a few short months I could detect a sea-change in the organisation; a willingness to listen and engage, advocate for the membership, and address the difficult issues and decisions facing the profession. Quickly Nick began to raise the body’s profile during a round of radio and TV interviews talking about library closures and advocating for the profession.

The fact that Cilip seemed to be turning a corner was illustrated in an interview with Kathy Settle, discussing the November spending review, in which Nick stated:

“My biggest concern is that we allow services to be hollowed-out in the name of keeping up appearances, keeping the doors open while reducing the range and quality of services offered by skilled and qualified staff.

We can’t afford to focus on the short-term situation while allowing library services to be systematically under-funded. We need to fight the battles ahead while remaining focused on the real aim – which is to deliver the modern and comprehensive library network that the public need and have a right to expect.”

The AGM in September 2015 brought another surprise when the Cilip Board fully supported the motion opposing the amateurisation of public libraries. Not everything was rosy however and I continued to oppose increasing membership fees. That said, the campaigning and advocacy aspects were improving dramatically.

It appeared that at long last Cilip was evolving into the professional body its members needed it to be. This has included a growing list of positive initiatives:

Not bad for a CEO who has only been in post for 12 months. Credit should also go to the dedication of the Cilip Board Members and staff. As President Dawn Finch is a straight talking proponent for libraries, the Board appears to address the more contentious issues head on, and this is underpinned by hard working staff that make proposals and policies a reality. Long may it continue.

As part of the Fit for the Future proposals there is a short survey for both members and non-members to express an opinion. I encourage everyone to do so. The idea of a leaders network is also intriquing so I look forward to more details being made available about the scheme.

It is also gratifying to see the proposed reduction in subscriptions fees and free student membership abolished. I voted against free membership in 2013 on the basis that what students really needed was for a professional body to be relevant rather than free.

Now I understand and sympathise that for some campaigners Cilip is not as radical or political as they would like it to be. But I would argue that it is still early days and more has been done to change and improve Cilip in the past 12 months than in many years previously. Cilip is also a broad church so has to strike a balance between the different aspects and sectors it represents.

That said, Cilip still has work to do, particularly in it’s relationship with the Libraries Taskforce. Many disagreements still exist between government policy and aspirations that Cilip and individual members have expressed for public libraries. Whether or not these differences will be ironed out and a consensus reached through the Taskforce’s Ambitions document remains to be seen.

I also remain critical of the small cadre of Taskforce members making decisions on behalf of public libraries around commercial sponsorship without wider discussions in the sector. In a recent Twitter exchange I, Nick Poole and other campaigners discussed the development of an ethical policy to help inform such partnerships, which is something I hope the Taskforce will take on board.

So, from my first post to this one I see the beginnings of real change in Cilip and as an individual member feel more positive about my professional body than I have done for a long time.

Every Little Helps..!

publiclibrary.jpg2There has been disquiet for a long time in the library field over commercial sponsorship such as Tesco with the Summer Reading Challenge in Scotland or Barclays Bank sponsoring wifi in public libraries in England. However, this brave new world of commercialisation and entrepreneurial one-upmanship chimes perfectly with the government’s neo-liberal economics, plans for a smaller state, and self-funding – or at the very least income generating – public services.

This is an approached accepted by both the Libraries Taskforce and SCL. For some it is seen as a pragmatic solution to fund projects and services that might otherwise not happen and there is no denying there is validity to this argument.

But equally commercial sponsorship is fraught with difficulties and ethical dilemmas for libraries and it’s wrong to consider those who raise such concerns as naive or un-realistic. The fundamental nature of public library provision and who funds it is at issue.

This is because much is made of libraries as safe, trusted, and neutral places. But in this context what does ‘neutral’ actually mean? Does it mean neutrality in terms of the endorsement of a product ? Do users ‘trust’ us not to promote the interest of one commercial company over another or indeed promote them at all?

An interesting and informative blog by Ian Clark, Barclays and the library marketing opportunity, highlights the difficulty regarding the use of Barclays Digital Eagles within libraries:

“BUT signing them up for a Google account, and visiting the Barclays Internet Help pages in the same session will significantly increase the chances of the individual in question receiving targeted ads in their inbox promoting various services Barclays delivers. In short then, Digital Eagles in libraries is a great opportunity for the bank to deliver direct advertising to individuals who are not currently online, who lack digital skills and, potentially, are not existing customers of Barclays (their Internet Help page also promotes their online banking services).”

The post ends on a very telling point about the future of library services if we hand over the responsibility for digital literacy:

“The skills and knowledge we have around using the internet effectively we are not passing onto the general public, we are asking providers of financial services to do it for us. How did we get into this mess? Is it a question of leadership? Is it the hollowing out of public services by central government? Is it the decline in professional ethics? For me it’s all these things and more. One thing is for certain, the future is bleak if we continue to believe that others can do it better than us.”

So, by encouraging and accepting commercial sponsorship and external help does the profession relinquish the right to claim libraries as safe and trusted spaces? Even more so, are we inadvertently allowing our users to be targeted for specific commercial interests? In which case, the claim for trustworthiness rings hollow.

Advocates for sponsorship would argue that this is a small price to pay for the continuation or development of library services.

However, the potential for reputational damage to such a trusted brand is high. Certainly, if we are to learn from the commercial sector then this is a valuable lesson to consider. After all, companies are quick to react over scandals that might impact on brand reputation, cases in point being the withdrawal of sponsorship over scandals affecting Fifa and the IAAF.

Barclays is a bank that has been beset by financial scandal resulting in a staggering £20 billion in fines and taxes imposed in recent years (imagine how little of that money could fund a well resourced and genuinely national library service). This includes Barclays being handed the biggest bank fine in UK history over manipulating the foreign exchange markets.

The Royal Bank of Scotland, Lloyds and HSBC have all faced fines for similar misdemeanours. In fact Britain’s biggest four banks have racked up almost £50billion in charges to cover fines and lawsuits since the financial crisis, with HSBC admitting to money laundering and then last year paying a huge fine over allegations its Swiss private bank helped rich clients avoid taxes.

And it’s not just banks. Tesco is the largest retailer in the UK, third largest in the world, and through its banking arm sponsors the Tesco Bank Summer Reading Challenge Scotland.

All fairly innocuous and philanthropic it might be assumed. However, Tesco itself is not free from scandal. It has been under investigation by the Serious Fraud Office and faces a £500 million fine for accounting irregularities. This is in relation to a shortfall in the retailers 2014 accounts and rigging its financial results to cover falling sales.

In addition, the Groceries Code Adjudicator, Christine Tacon, stated that Tesco “knowingly delayed paying money to suppliers in order to improve its own financial position”, and said the supermarket had seriously breached the industry’s code of conduct. She found extensive evidence that Tesco had acted unreasonably when delaying payments to suppliers.

Recently Tesco was also accused of inventing fictional farm brands that misled customers into thinking they were buying British produce, when in fact the produce was often sourced abroad.

So the question becomes, does the profession’s alliance with scandal riven banks and retailers undermine the very trust and neutrality we so often boast of?

But then again perhaps such ethical considerations are secondary to attracting funding, not just to conform with government expectations, but in order to ensure libraries continue to operate and offer much needed services. Perhaps, even, the public don’t actually care who funds wifi or literacy in libraries.

After all, every little helps..!