Thursday, 4 February 2010

Potentially dangerous waffle

Bob Usherwood (Chair of SINTO, but writing in a personal capacity) has given his views of the Empower, Inform, Enrich report in a letter to Library & Information Update (Jan/Feb 2010 p29).


Bob was not impressed. Describing it as potentially dangerour waffle he says "For the product of a government that advocates 'evidence based policy' the collection of 'essays'... contains precious little by way of evidence". Asking if the professional librarians involved might now regret that they contributed to this report he warns that "... there is a fear that they reflect a profession that no longer challenges the establishment and is afraid to argue against the conventional wisdom".


He points out that past research using contingent valuation and social auditing has demonstrated the value of libraries to individuals and communities, but that the government has ignored this work, allowing those such as Cllr Foulkes to argue that the only people who support libraries are those with a direct self interest.


Bob then makes a strong defence of the statutory basis of the library service.

We may get a policy statement from Margaret Hodge "in the spring". No doubt it will form a central plank of Gordon Brown's election manifesto (insert sarcasm mark here). It is probable that the battle ground for the future of public libraries will be at local rather than national level as local authorities seek to implement cuts. Evidence of the value of libraries to their communities will be a central weapon and the ability of professional librarians to articulate their arguments to the likes of Cllr Foulkes will be critical.


Wednesday, 27 January 2010

Career progression for library assistants

I received an interesting and I suspect typical query this week. A library assistant in a local college wanted some advice on how to progress their career in librarianship. Steve has several years experience in various libraries and last year he obtained an NVQ3 in Information & Library Services. He was now wondering about his next step. Should he take a distance learning degree in librarianship with Northumbria or Aberystwyth Universities, or should he go for CILIP Certification (ACLIP) followed by Chartered membership (MCLIP)? Anyone with two years experience of library and information work can submit a portfolio for ACLIP and then with a further two years experience you can apply for Chartered status.

I issued a health warning that I was in no way qualified to give career advice but was happy to share some ideas with him. I pointed out that the ACLIP route was designed with people like him in mind and provided a logical route to accredit the knowledge and skills he had built up and provide a pathway to gaining professional qualifications. A distance learning degree was a step up to another level but would teach him a body of professional knowledge and give him a degree level qualification which could help when seeking jobs in the future.

I suspect that the key factors in his decision will be cost, time and the amount of commitment to formal study he is able to give. It may also depend on whether Steve sees his career as a steady progression through different levels of the profession or if he wants to jump to a new career path. In either case I wish him well.

One strong piece of advice I did give was to consider CILIP membership. CILIP provides a wide range of information, advice and support to anyone who wants to progress their career in librarianship. It a 'chicken and egg' situation - if you don't see yourself as having a library career then you are unlikely to think about the 'professional association', but you then miss out on the support that CILIP can provide (at a price, but nothing is for nothing!) There is a perception among some people that CILIP is a club for the established members of the profession and does not support 'new professionals'. This came out recently when CILIP advertised for librarians to join the project board to run a major consultation exercise. CILIP said it was looking for people with considerable experience of running projects and some people objected that this meant that younger members of the profession were excluded. CILIP President Biddy Fisher (who until recently ran the learning centres at Sheffield Hallam University) defended this, saying that the consultation exercise would welcome input from everyone but the project board must consist of people who could show that they could run projects. (SINTO is planning to get Biddy to give a talk to SINTO in which she will explore the contribution of new and old professionals).

What do other SINTO members think? Would you have given Steve the same advice? Are there any other routes Steve could follow? Have you had a similar experience? Let me know and I will share them with him.

Monday, 18 January 2010

Change is the law of life.

The Managing Change seminar that we were planning to run last year and then had to postpone has now been rescheduled. It will be held on Wednesday 24th March 2010. This is a repeat of the blog posted last year.

Change is the law of life". This quote by JF Kennedy was used by Camila Alire, President of ALA, to introduce her talk to SINTO last year. Whether it is taking advantage of new opportunities or responding to cuts, all organisations have to deal with change, and deal with it in a positive manner.I don't suppose that one could find many information managers today who are not expecting some sort of change, for better or for worse, in their organisation. To help them SINTO is putting on a seminar on the topic of change management.Managing Change is a seminar presented by Peter Lumley, Personnel and Training Consultant, who has led several workshops on the Next Generation management development programme. Change Management is a structured and systematic approach to achieving a sustainable change in human behaviour within an organisation. (Copyright © 2007 Realising Change)There are three different aspects to change management: adapting to change, controlling change and effecting change. This seminar covers all three aspects. It is aimed at staff who are being affected by change, are having to manage change and who are, or will be, leading change. It will look at how we plan, initiate, realize, control and finally stabilize change within our organisations.The objective of the course is to provide an introduction to the principles and processes of managing change and to apply them to some of the changes faced by delegates.This course is offered at the special low price of £70 to SINTO members (£100 non-members). This is an opportunity to provide yourself and your organisation with the skills needed in a changing world.For a booking fom go to the SINTO website or email Sintoenquiry@shu.ac.uk

Thursday, 7 January 2010

Empower, Inform, Enrich 3

CILIP is asking for input for its response to the DCMS Modernisation Review - Empower, Inform, Enrich. An online questionnaire is available at http://tinyurl.com/yefdxql until Tuesday 12th January 2010.

Monday, 7 December 2009

Wirral - a costly victory

Elspeth Hyams in her Library & Information Update blog predicted that Wirral (i.e. the Council) would "wriggle with embarrassment" when they read Sue Charteris' report on the proposed library closures. Elspeth cannot be very familiar with the sort of people who run northern metropolitan councils if she thinks that wriggling or embarrassment are things that come easily to them.
The response from Steve Foulkes, leader of Wirral MDC to the decision of the enquiry was blunt:

"I want to do some very straight talking here. I know a lot of people won’t want to hear what I have to say, but I believe it needs to be said… I am disappointed not because it is critical of the decision, but because it is fundamentally flawed in its logic, and in many places it is just plain wrong."

Cllr Foulkes' first point is that if Wirral were to be in breach of its statutory duty then so would any number of other local authorities. It is undoubtedly true that other authorities have made or are planning cuts in library services at a similar level but have simply not triggered the review process that resulted in the Wirral report. We can argue that that is a condemnation of those other authorities rather than a justification for Wirral's actions but it does suggest that the lesson that will be drawn is not "don't cut libraries" but rather "don't get caught cutting too many libraries at one go".

Cllr Foulkes then argues that the report confused theory with reality:
"In theory, we could keep all our libraries open, improve our services and repair our buildings for no additional cost, just by introducing some minor changes like self service systems. In reality, the decision not to close some libraries and invest in Neighbourhood Centres will cost £2.3m next year, which is the equivalent of a 2% increase in Council Tax. Over the next three years we will also need to find another £2.4 million from revenue budgets for major repairs which will mean either increased council tax levels or cuts in services elsewhere."

He continues:
"There are winners and losers in this situation. Those who lobbied to keep their local library open have what they wanted. But the silent majority who do not use their library, who do not want to see their council tax increase, and who might have used one of the new neighbourhood centres because they were more attractive, more conveniently located and open longer hours are definitely the losers".

Given that the main criticism in the report was that Wirral failed to make an assessment of local needs in respect of its Library Services, Cllr Foulkes' claim that he has a special insight into the opinions of the majority should be taken with a pinch of salt. However, we would be naïve to imaging that he is completely wrong. Council leaders don't get to where they are without a fairly good idea of what it is that people (or at least voters) want. The strong expressions of support for libraries that we heard when these cuts were proposed were very gratifying but the fact is that at least as many people don't care that much about libraries or care more for other services and/or cuts in council tax.

Cllr Foulkes then becomes apocalyptic:
"The people of Wirral need to understand very clearly what is coming. Between 2011 and 2014, this Council is going to need to save over £67 million, and that is a minimum estimate. We will have to change or go under.
"If we continue to hang on to what we know, and reject that change, and if the silent majority continues to remain silent, Wirral will become an impoverished backwater with failing services, crumbling buildings and a mass exit of any investors who could help us weather the storm and allow us to become the attractive and prosperous region we deserve to be".

Not much sign of wriggling with embarrassment here! This is strong stuff and to suggest that keeping a few libraries open will cause this much damage is over-the-top. However Cllr Foulkes makes the point that "We can’t just look at one service in isolation from every other service we provide. There is a limited amount of money that has to be shared out to meet a whole host of demands, some of which are literally matters of life or death".

As Council leader it is Foulkes' role to see the big picture. Our role as librarians is to deliver a service within that big picture.

The report by Sue Charteris can be seen as a victory for public libraries as it resulted in Wirral withdrawing its proposals. But if it is a victory, it is one we can ill afford. How can we possibly celebrate the fact that we have won one over on Wirral council and other councils in a similar position? What sort of victory is it that results in a Council leader believing (albeit it with a touch of political hyperbole) that the decision could lead to the impoverishment of his local community?

And this is not just the view of one individual. The Act underpinning this report has been condemned by the Local Government Association as "fit for nothing but the archives" (Nice of them to fit in an insult to archives as well as libraries). The LGA wants councils to be "freed up to make decisions on how best to provide information services to local people without being judged according to laws drawn up half a century ago, before the arrival of the internet and digital media". What is frightening about this is that it makes the LGA sound forward looking while public libraries are relying on the technicalities of ministerial intervention contained in an outmoded act of parliament.

What Cllr Foulkes' rhetoric - and our own response to that - should not mask is that what Sue Charteris' report actually says is 'If you are going to make drastic changes to people's services (1) FIND OUT ABOUT THEM and (2) CONSIDER THE PEOPLE AFFECTED (3) ASK THEM WHAT THEY THINK'. (To quote Elspeth Hyams). This might not be totally comfortable for librarians as the people affected are those who have to pay for the service, and those who might benefit if the money was spent on something else, as well as those who use the service - but this is evidence based librarianship. Of course, as librarians, we should be giving people the information they need to make decisions. Cllr Foulkes' decision was based on the belief that librarians are part of the problem, rather than part of the solution. Why does he believe that? The strategic goals of Wirral Council are:

  • To create more jobs, achieve a prosperous economy and regenerate Wirral.
  • To create a clean, pleasant, safe and sustainable environment.
  • To improve health and well being for all, ensuring people who require support are full participants in mainstream society.
  • To raise the aspirations of young people.
  • To create an excellent Council.
Did the Head of Libraries for Wirral ever sit down with Cllr Foulkes and go through these points explaining how the libraries can and do help to achieve these goals? Has anyone pointed out to him that libraries could help prevent Wirall from becoming an impoverished backwater? Did anyone provide him with a vision for public libraries in Wirral - a vision that did not rely on the status quo, a vision that took account of the bigger picture, a vision that recognized that the enthusiasm of library users for their own local library building was not the be-all and end-all of the argument?

Perhaps he is not the sort of Council leader that you can sit down with and talk to. Unfortunately there are many in local government who will not listen - and that is why libraries regard the powers of intervention under the 1964 Act as still being of value in the last resort. We must fight for the principle of a free public library service accessible to all, but I pray that we are spared any more victories like this one.

Wednesday, 2 December 2009

Empower, Inform, Enrich 2

Not surprisingly, many of the contributions to EIE said that library buildings should be improved. They should have longer and more flexible open hours which meet the needs of their local communities (combined with 24/7 access to on-line services). They should be welcoming and attractive community spaces - a third place, neither home or work, but one where people feel comfortable. They should provide "good coffee" (according to the managing Director of Starbucks (natch); a good range of books; access to the Internet, digital resources and a virtual learning environment; be "havens for debate and the simple, basic pleasures of social networking"; provide access to a range of information services from various agencies and enable "facetime" - interaction with trained library staff.

Some essayists suggested that improving the users' experience of libraries might require fewer but better libraries - but that goes against the strong desire of communities for local, easily accessible service points. The extreme of this position is the case of the library in a phone box.

The combination of financial cuts and the need to dramatically improve the users' experience may lead some library authorities to consider closing some branches. In that case they need to be aware of another recent report - the report of the Wirral enquiry. Bob McKee says of this report "Sue Charteris has produced the best in-depth case study I have ever read of the issues faced by Public Library Authorities in the present climate, trying to meet the needs of local communities and comply with legislation in hugely challenging circumstances"

The report was commissioned by the Secretary of State to investigate if the decision of Wirral MBC to close several branch libraries was consistent with their statutory responsibility under the Public Libraries and Museums Act 1964. Wirral reversed their decision on closure before the report was published and as a result the Secretary of State decided that no formal ruling was necessary. However the report does find that Wirral was in breach of its statutory duties. In brief the report says that Wirral was at fault not because they wanted to close branches per se, but because the Council failed to make an assessment of local needs (or alternatively to evidence knowledge of verifiable local needs) in respect of its Library Services.

The Council's plan was to set up 13 Neighbourhood Centres, each with a library at its heart, effectively replacing a service comprising 24 libraries. The Centres would house multiple Council functions and, wherever possible, be co-located with one or more of the Council’s key partners, including the Police, Fire Authority and Health Service. This would have allowed for improved opening hours and more than 99% of people would be within a two mile radius of a library. They argued that the plethora of small, outdated libraries would deter potential users. In many ways this is pattern suggested by the EIE report. However, Sue Charteris pointed out that:

"The Council took the decision to close 11 of its libraries in the absence of a strategic plan for or review of the Library Service. As such, I believe that the Council’s approach to re-visioning the service was fundamentally flawed, because their approach focused specifically on the issue of asset management and cost savings".

So "fewer but better" may be a way forward but only if this is part of a strategic plan based on an assesment of local needs which must include consultation with the community.

Empower, Inform, Enrich 1

In this blog I will continue looking at the common themes that emerge from the essays in the EIE report.

A National offer
Lynne Brindley (British Library) mentions the National Library of China with local cultural centres, regional centres and a national centre. No one suggests that this model should be adopted here but several aspects of a national service are discussed . These include
· A national library card
· A national catalogue of all library books (combined with postal delivery of requested books).
· A national Libraries Development Agency
· National marketing of library services
· A national digital network delivery electronic resources and a virtual learning environment.


Governance and leadership
· The need to change or replace the legislative framework for public libraries
· New government department with responsibility for libraries
· A reduction in the number of separate library services with library authorities joining together to deliver a regional service.
· Different models for library services such as trusts, corporations, partnerships with private sector etc


Service points
· Better (possibly fewer) service points
· Improved opening hours
· Co-location and integration of different services in a single venue
· Services offered through non-traditional outlets


Digital services
· Development of e-books and digital resources
· Improving digital literacy
· Deeper understanding of needs and behaviours of digital information customers


Staffing
· Improved leadership and management
· New skills with a focus on customer services and digital literacy
· Partnership working