A Question of Identity

Who are we, what are we for, and who do we serve? Fairly important questions for any profession but I doubt many of us actively spend much time, if any, pondering the existential and ethical underpinnings of our profession.

So it was interesting when Nick Poole tweeted from the recent IFLA WLIC conference the question as to whether Cilip saw itself as an association for libraries or librarians or both, and then invited views. The question has implications for our identity and how we conduct ourselves, both individually and as a profession.

It’s also worth observing that the question of identity is intrinsically linked to the question of ethics as the ‘who we are’ dictates ‘what we do’ and ‘how we behave’. Both function and form should be closely aligned to shape a coherent organisational ethos.

In terms of ethics many of us will adhere to intrinsic personal standards – and obviously our workplaces also have codes of conduct – but professionally, such matters tend to be codified and promoted by a professional body. In this case, Cilip.

The two main areas of guidance are contained in the Royal Charter and the “Ethical Principles and Code of Professional Practice for Library and Information Professionals”  which is currently under review. In simple terms, the first document defines ‘who we are’, and the latter ‘how we should act’.

Professional bodies can have a variety of roles but most will cover the following areas to a lesser or greater extent:

  • Promote the advantages of the profession to the public
  • Promote the interests of the members of that profession
  • Maintain standards through education, training, and accreditation
  • Safeguard the public interest e.g. code of conduct to guide professional behaviour

Cilip does all of the above. But returning to Nick’s question, why do we do it? For libraries, librarians, or both, or for something else entirely?

Royal Charter

For all practical intents and purposes the answer lies in the Royal Charter, section 2: Objects and Powers. The ‘Objects’ represent the aim of the organisation, and the ‘Powers’ the objectives, or the means Cilip uses to achieve its aim(s).

Broken down the aim of the organisation covers two main areas.

Firstly, “…to work for the benefit of the public to promote education and knowledge through the establishment and development of libraries and information services…” And secondly, “…to advance information science (being the science and practice of the collection, collation, evaluation and organised dissemination of information).”

It is the former that provides the main insight into the question of Cilip’s purpose and again can be split into two aspects: (1) to work for the benefit of the public (2) by establishing and developing libraries and information services.

So it’s clear that Cilip exists for the benefit’ of the public and this goal is served by developing library and information services for public access and use. If we allow that ‘public’ equates to a customer base then this covers all areas of the library, information, and knowledge sectors as no matter how specialised the work area all members will have a public/customer base they serve.

In and of itself the principle seems fairly straightforward. However, the issue then becomes one of definition. What does ‘benefit’ and ‘development’ actually mean? Who defines it?

Without adding context beyond the stated aim(s), arguments can be made that are counter-productive to the association, such as de-professionalisation. That is; whatever is defined as being for the public benefit should be the goal of the association even if it works against the interests of its members.

For example; a volunteer library is better than a closed one (equals benefit) and a peer support network helps sustain them (equals development). Ergo, Cilip should by its own aims, support volunteer led libraries.

But as usual, the issue is not that straightforward and emphasising the ‘public benefit’ argument to the exclusion of all else ignores the overall context. And it is the ‘powers’ that provide the context.

Powers

If the aims of the Charter encapsulate the ‘why’, the ‘powers granted’ represent the ‘how’. Given the importance of these objectives for establishing the wider context it’s worth reproducing what they actually say:

(a) to foster and promote education, training, invention and research in matters connected with information science and libraries and information services and to collect, collate and publish information, ideas, data and research relating thereto;
(b) to unite all persons engaged or interested in information science and libraries and information services by holding conferences and meetings for the discussion of questions and matters affecting information science and libraries and information services or their regulation or management and any other questions or matters relating to the objects of the Institute;
(c) to promote the improvement of the knowledge, skills, position and qualifications of librarians and information personnel;
(d) to promote study and research in librarianship and information science and to disseminate the results;
(e) to promote and encourage the maintenance of adequate and appropriate provision of library and information services of various kinds throughout the United Kingdom, the Channel Islands and the Isle of Man;
(f) to scrutinise any legislation affecting the provision of library and information services and to promote such further legislation as may be considered necessary to that end;
(g) to represent and act as the professional body for persons working in or interested in library and information services;
(h) to maintain a register of Registered Practitioners;
(i) to ensure the effective dissemination of appropriate information of interest to Members;
(j) to work with similar institutes overseas and with appropriate international bodies to promote the widespread provision of adequate and appropriate library and information services;
(k) to provide appropriate services to Members in furtherance of these objectives;
(l) to form and promote the formation of branches, regional member networks, sections or groups of the Institute in any part of the world and to dissolve branches, regional member networks, sections or groups so established;

Basically, this can be distilled into four broad areas:

  • Research: the promotion of librarianship and information science as an academic pursuit and discipline and to disseminate appropriate research
  • Education: to promote education, training, and the knowledge, skills, position and qualifications of librarians and information personnel
  • Collaboration: to act as a professional body for members, to provide a framework of opportunity for member collaboration e.g. conferences, to engage with similar overseas bodies
  • Advocacy: to promote adequate and appropriate library provision, to comment/challenge legislation affecting the sector

What I take from these objectives is that the aim of the organisation, ‘to work for the benefit of the public’, is best achieved through a knowledgeable, skilled, and qualified workforce. One that is organised, collaborative, and outward looking so that it learns from best practice both nationally and internationally, and which is informed by solid research.

Equally, to promote the position (point C) of librarians. Traditionally, this has been viewed as being protectionist and sometimes rather precious about the status and hierarchy of the term ‘Librarian’. However, Cilip has addressed this issue head on and the Professional Knowledge and Skills Base offers a broader and more inclusive approach to CPD for all levels of staff. Recently, Cilip has also jointly launched a public library skills strategy to invest in and develop the skills of the public library workforce in England.

The presence of the professional librarian role – and allowing for how many routes there now are for achieving this – from specialist posts, to management expertise, and Head of Service, should be at the heart of any professionally run and managed service. A skilled, educated, and knowledgeable library workforce is, in my opinion, the single most important factor for ensuring that the public benefit is best served.

And for me, this is what promoting the ‘position’ of the librarian, and all library staff, means. Thus, my answer to Nick’s question would be it’s for both and by building a strong professional body we provide the best possible service for libraries, librarians and ultimately the public. However, I would like to leave the last word to Nick Poole himself:

“Everything CILIP does is defined under our Royal Charter, which gives us our charitable status and our mandate. The Charter is quite clear that our role as a professional association covers both libraries and librarians (and information professionals in all types of library and information service). Specifically, it states our responsibility to “promote the improvement of the knowledge, skills, position and qualifications of librarians and information personnel” and to “promote and encourage the maintenance of adequate and appropriate provision of library and information services”. This is why we took the Charter as the basis of our current Action Plan, launched last year.
 
Having an independent member-led professional association which leads on both sector and workforce development is important. It means that we can maintain the status of librarianship as a recognised profession, scrutinise and influence policy and legislation relating to our sector and maintain a strong connection to our shared values, set out in the Code of Ethics. The staff, Trustees and Presidential Team at CILIP are committed to doing this job to the very best of our ability to secure the long-term interests of our profession.”

 

 

Stronger Together

cilipI 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:

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.

 

Paved with good intentions

love-librariansI’ve come across the phrase ‘volunteer librarian’ twice recently. Firstly from a newspaper article about a volunteer run library in Lincolnshire and secondly in a blog from a campaigner protesting cuts in Barnet and the establishment of volunteer libraries.

The sentiments from the latter post are to be admired as is the valuable work they do with their local school. I also endorse their end statement that “You wouldn’t want a volunteer teacher. So why would you want a volunteer librarian?”. And in fact most people don’t. What they want is paid and qualified staff delivering services.

The one unfortunate element of the above post is the authors claim to be a ‘volunteer librarian’ themselves, which rather undermines the whole argument. Now, this is not a personal attack but we need to be clear as to what constitutes a librarian, which is a theme I explored in a recent post ‘When is a librarian not a librarian?’ Put simply, if an individual doe not hold a recognised qualification in librarianship then they are most definitely not a librarian.

This is not to undermine the valuable contribution such library helpers make but just as being a classroom assistant, despite the important work they do, does not make you a ‘teacher’, volunteering in a library does not entitle the individual to the title of librarian. So within this context there is no such thing as a volunteer librarian. Librarianship is a highly skilled and qualified profession and one way of campaigners supporting librarians is to ensure the currency of the title is not debased.

This leads me on to the question of librarian volunteers. That is, qualified librarians who help in their local volunteer library. This is a difficult and divisive issue.

One such volunteer recently commented that:

I am a retired librarian running my local library with about 70 volunteers. A library with no links to the local community is now a local hub, with talks, clubs, many kids events and displays, trained volunteers, who have just won an award for the tiptop service they supply to the community. I love it , having always worked miles away I know so many local users and volunteers. Some libraries were great but not this one – we have together made it great. I am proud of this Community Library created by the local population. And Surrey regards us as one of their own they fully support their community libraries.

The intention is again well meaning. However, the involvement of a retired librarian has wider implications than that of ordinary volunteers because they, in my opinion, also have a duty towards the wider profession.

Unfortunately, the involvement of qualified librarians in volunteer run libraries:

  • Undermines the integrity of librarianship and enables the deprofessionalisation of the public library sector
  • Limits career opportunities of those still in or newly entering the profession
  • Gives a façade of respectability to council cuts
  • Supports the erroneous notion that volunteer services are as good as those run by paid staff

I’m sure the inclination to save a much loved local library is genuine. Nevertheless, I also feel that retired librarians who have enjoyed a rewarding career and the good fortune of paid employment should not support a system that denies the same opportunities to their fellow professionals.

Rather than enabling the degradation of library services and actively supplanting paid staff retired and ex-librarians should be in the vanguard of opposing such moves.

By undermining the sector such ‘librarians’ should forfeit the right to be part of a professional body that is fighting hard to preserve the professional integrity of the public library network nationally.

 

 

The Library User Comes Second

The phrase that ‘staff are an organisation’s most valuable asset’ was at one time so ubiquitous that it became accepted as a truism. Unfortunately, this belief was fundamentally undermined by globalisation as companies outsourced and focused on short-term gain and maximising profits, with employees seen as an expensive overhead and therefore expendable.

Despite this public services were to a certain extent protected. That was until five years ago and the introduction of the Government’s austerity programme and a political agenda that viewed centrally funded public services as a burden rather than an asset to the state.

That staff are a valuable resource is still accepted in principle, with plenty of lip service being paid, but in practice, particularly in local authorities, the reality is somewhat different. Over 500,000 workers having lost their jobs since 2010 and according to the Office for Budget Responsibility a further 500,000 more jobs are still to go, making the loss of a million jobs between 2010 – 2020.

Budgets have also decreased significantly with central funding to councils reduced by 40% and the spending review in November set to scale the grant back even further. The National Audit Office has warned that some councils may struggle to provide services they are legally obliged to and no doubt this will include libraries.

Nowhere is the perceived value of staff in principle and their replacement by untrained amateurs in practice more evident than in libraries, with views from some councils bordering on the absurd regarding the capacity and capability of volunteers. This approach is underpinned by the unevidenced belief that it is communities at the micro level that are best placed to determine the needs of that particular locality. Despite the fact that this very rarely applies to any other council or outsourced service in the area.

This is not to preclude the local community from having influence into the service via appropriate fora such as friends groups, but there is a fundamental difference between input and actual responsibility for delivering the service.

Despite the primacy afforded to communities I would argue it is the opposite; that it is staff and not the user that is most important. This has long been recognised in the commercial sector with many advocates of the approach of it’s staff who provide customer satisfaction so by keeping staff engaged a better customer experience is delivered. There are many books on the subject with perhaps Hal Rosenbluth The Customer Comes Second being one of the best known.

If this can be true in the commercial sector it is particularly true for the public sector delivering as it does vital public services. Many councils have a ‘vision’ and ‘brand’ that they expect staff to translate into practice. However, it is difficult to support any vision while at the same time being under constant threat of restructuring, increased workloads, reductions in conditions and pay, and redundancy. And in the case of library staff, replacement by volunteers.

What is perhaps surprising is that library staff actually do remain engaged despite such threats hanging over them, which is testimony to their resilience and belief in the social value of what they do. It is paid staff that deliver on services which include social equality, economic benefits, health & wellbeing, digital skills, learning, and literacy. It is not enough to have a passive service where the doors remain open, you need trained staff and qualified librarians to engage in outreach and activities that encourage people to come through the library doors in the first place. The work delivered around the Universal Offers, Libraries Change Lives, and the Carnegie Library Lab are shining examples of this.

While volunteers do their best to keep services running they lack the skills, knowledge and experience to develop and deliver such strategic and innovative programmes for the good of the wider community. Offering a passive service, with the expectation that users will come to the library without continuous innovation and maintaining high-quality services, is one reason why many volunteer libraries struggle to maintain visitor numbers.

Library staff and librarians offer a whole range of skills and knowledge that ensures a service is professionally managed and developed. Importantly, they offer a service for the benefit of the whole community and not just for a local ward or parish. For an extensive list of the type of work carried out see ‘What Librarians Do’ on the Voices for the Library website.

Many volunteers recognise this fact and even when forced to take on libraries regret the loss of paid staff as demonstrated in Lincolnshire.

Library users are incredibly important, as are their views on libraries, but it is paid staff and librarians that are essential to the running of an comprehensive and efficient service. To use business parlance libraries are not a start up scrabbling to place an untried product. Libraries are an established business with recognisable products, services, and a brand, and most importantly customer base. The challenge is to maintain and grow that customer base by offering products and services that customers want. Not that I agree with commercial terminology being applied to public services but for comparison purposes it’s useful in this particular context.

Thus, it is staff that are best placed to manage, develop, deliver, and innovate services that will keep the public coming through the doors and ensure that libraries have a long-term future.

 

Tim Coates: Ten Steps to Changing Public Libraries

This guest post comes from Tim Coates, former Waterstone’s boss and library commentator. Tim is known for his outspoken views on libraries and recently criticised the government and councils for showing a lack of leadership. He also called for Ed Vaizey to be replaced.

Tim often comments on this blog and so I invited him to write a piece about what he views as the challenges facing library services and possible solutions, which he has kindly done.

Ten Steps to Changing Public Libraries

1. The first line of the CILIP charter says ‘for the public benefit ‘. That has to be the motto for everything.

2. That means increasing use of libraries as libraries (not as social services or council centres); using limited resources as efficiently as possible; and really understanding what makes people use libraries. There needs to be professional ‘consumer’ analysis . CILIP should conduct this initially and then on a continuous basis.

3. All training, including professional training, has to be directed at understanding and meeting people’s library needs – NOT the traditional academic ideas of information management . Training needs to change to be about service and books and information resources and open to anyone who works in the service. CILIP should facilitate and monitor this.

4. All people who work in libraries should give professional service, be equipped to do so and be acknowledged by the profession by virtue of their experience and skills – not their education. There should be no more demarcations about who can do which jobs – except by the ability to do those jobs properly. CILIP should oversee this.

5. The emphasis should be on local libraries in local communities with management and systems designed and empowered to give the best service. Localism means local libraries not local councils. The library systems for management and acquisition of material should be national and standard and able to be used by any local library with its own budget . CILIP should cooperate in this.

6. Councils need help to make best use of the budgets they can allocate to libraries and how much money is needed. Local residents should know what they should expect from local libraries and how well their local library performs . Local people should be able to look for increasing use of each individual library . CILIP should provide this, explaining all the while why good libraries are of benefit to the people within the jurisdiction of the council and why.

7. Councils should be able to call on CILIP for special projects and advice knowing that the priority will be to the service to local people and issues of that kind and will not be about protecting jobs.

8. There should be a national digital library as a resource available to all libraries and library users – CILIP should participate in facilitating this . This should be linked into and operated through one standard national library management system with the various book and material suppliers.

9. I believe that creating one absolutely standard ILMS specification (not a ‘minimum standard) is essential to the project on digital development – and to the future of the service as a whole . Without being disagreeable, it should not be carried out by a committee – but by the most expert group that can be found.

There should be no need to spend £20m on an umbrella system if the ILMS requirements were specified properly and totally standard.

10. With the emphasis on local: libraries rather than councils – there needs to be a wholesale reorganisation of the English library service into 6-10 regions . There should eventually be no council library authorities. CILIP should cooperate in the creation and establishment of these new larger regions and the removal of the old ones – it should work with national task forces on all these things

If it did these things there would be nothing ‘amateurish’ whatsoever about the library profession.

Tim Coates