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5856 results in Facet Publishing

Page 244 of 293

  • 1 - Introduction

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 1-4

  • Summary

    There is at least one thing that is certain about libraries. It is the uncertainty of what they will become in the future.

    (Moshe Safdie, architect)

    The planning of a new library can take as long as five years – so on the day it opens, a library already represents yesterday's thinking to some extent. Therefore, consideration of future needs – ‘future thinking’ – is very important. In the last 20 years, the library as a building type has seen many changes as it has adapted to accommodate digital information systems. This chapter notes some of the current features of different types of library.

    Libraries today are facing the dual challenge of accommodating rapidly changing populations, and keeping pace with information and communication technology (ICT). ICT is altering notions of library space as well as communication links. Chapter 2 explores some of the recent trends in library development and the factors that have an impact on them.

    Success is ultimately measured against a project's objectives, so these must be understood and shared by all the senior people in the organization. It is best to set down the vision for the project at the start and to refer back to it throughout the project. Chapter 3 looks at the development of a business case for a library project and suggests some strategies for ensuring success.

    The creation of a new library requires the co-operation of a whole team, each member with his or her individual contribution to make. The constituents of the team, their relationships with each other and the way the project could be managed are discussed in Chapters 4 and 5.

    Chapter 6 looks at the appointment of an architect. Both the librarian and architect will need to contribute unique skills to ensure that a project is successful, so a positive relationship between the two is vital.

    Increasingly, library services are offered in dual or multi-purpose settings, for example within a school or other community building. At the same time, new funding streams are opening up to libraries, especially in the public sector and particularly where there is evidence of partnership work or community engagement. Chapter 7 explores these issues and their impact on library design and building.

  • 12 - Building libraries for the future – a summary

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 143-146

  • Summary

    The physical library is undergoing a major transformation from collectioncentric to user-focused space, in line with changes in society and a rapid pace of technological development. Within the broader framework of a knowledge society, libraries are shifting in focus from collections to connections and away from an emphasis on storage and access, although the priority given to each will depend on the mission, culture and aims of the library service.

    Any new library should recognize the importance of people, books, ICT and the complex and dynamic relationships between them. Skilful architects and expert planners will strike a clearer balance between creating functional and inspiring buildings with exciting architectural features and enjoyable internal spaces.

    Any library or information professional practitioner who is in the position of managing the refurbishment or new building of a library should grasp this challenge for the opportunities it offers to see through an exciting new development for the parent institution, be it a school, university or community facility.

    The building programme must encompass a business case, clear parameters for the management of the project, close working from the outset with a design team, whose members, particularly the architect, share the vision for the project, and a robust design brief. Engagement with the whole community from the pre-planning stage through to the opening of the new building and beyond will ensure a sense of ownership in that community and added value to the services offered as well as appropriate take-up of the new facilities.

    The members of the project management team will have to negotiate unforeseen changes, however careful and considered their planning, and this will necessitate a flexible, open approach to the exterior and interior design of the building. Even after opening, the team will need to make changes as staff and users adapt to their new surroundings.

    The future of the library as a physical ‘place’ has been a matter of considerable debate in recent years. Despite some hasty predictions about the death of libraries and growth of virtual worlds, libraries continue to be created around the world, often, as it happens, with growing printed collections as well as exhibition and meeting spaces. Rather than being replaced by ICT, libraries have welcomed the technology, which has contributed to their becoming vibrant and relevant centres of culture, learning and community.

  • 2 - 21st-century libraries

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 5-18

  • Summary

    In the 21st century, library planners and architects have an opportunity to create new facilities designed for a new audience. It is important to consider the forces that are changing library design and how these changes can be accommodated. This chapter considers some of the recent trends in library design, and issues to consider when planning a library for the 21st century.

    [A library is] at once a school, a home, a workplace, a church, a theatre and many other things besides.

    (Francine Houben, 2002, quoted in Latimer and Niegaard, 2007, 69)

    Recent library developments

    Towards the end of the 20th century there was a significant increase in the number of new and refurbished library buildings, including public, national and academic libraries. Some notable examples include:

  • ■ public libraries in Peckham, London (architects: Alsop and Störmer), in Brighton (LCE architects) and Vancouver, Canada (architect: Moshe Safdie)

  • ■ the Bibliothèque Nationale national library in Paris (architect: Dominique Parrault)

  • ■ the Thames Valley University library, designed by the Richard Rogers Partnership and the Squire Law Library, University of Cambridge (architect: Foster and Partners).

    • The three main reasons for the revival of interest in library buildings at this time were:

  • ■ new media technologies leading to a re-assessment of the role of libraries in a digital age

  • ■ other cultural buildings, particularly museums and art galleries, being seen as worthy of interest in their own right as buildings, rather than merely for the collections they contain

  • ■ the expansion of higher education worldwide with academic libraries having to change their role to support new methods of teaching and learning.

    • The main factors leading to change in the design of library buildings are:

  • ■ libraries as a statement of a knowledge-driven society

  • ■ new information technology especially electronic data collections

  • ■ a greater community and educational role for libraries

  • ■ the expansion in higher education and growth in life-long learning

  • ■ the impact of popular culture on libraries

  • ■ the increasing importance of library buildings as visitor attractions.

    • Changes to the storage and dissemination of knowledge may alter the form and content of libraries but they have never made the library redundant, despite predictions to this effect.

  • 3 - Equity of access

  • from Part 2 - Service themes of the modern public library
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 39-60

  • Summary

    Introduction

    Rather than merely being described as a service theme, providing equity of access could also be defined as a core mission for public libraries and, as discussed in Chapter 2, is one of the key reasons why public libraries were formed in the first place. Equity of access is about all members of a community having the right to use the information and books that they need regardless of their ability to afford them or without undue influence or prejudice from others who may wish them not to have access.

    The right for anyone of any race, creed or colour to access the collected knowledge of humankind is something that it is easy to take for granted, but ultimately that is the key role of the public library for its community. This is a key strand of the joint IFLA/UNESCO Public Library Manifesto, which states that ‘services of the public library are provided on the basis of equality of access for all, regardless of age, race, sex, religion, nationality, language or social status’ (IFLA, 2004).

    Therefore, although all of the service themes we will discuss in the following chapters fit the notion of equity of access, this chapter will focus solely on:

  • ■ the broad notion of equity and freedom of access as a core mission of public libraries

  • ■ the professional challenges faced by the librarian in providing equity of access

  • ■ services aimed at specific user communities to facilitate equity of access.

    • Core values

    Librarians pride themselves on working in a profession that is happy to serve all library patrons, and defend their right to access materials. This is enshrined in the professional codes of many of the associations that represent librarians across the world (ALA, 1995; ALIA, 2005; CILIP, 2005).

    Writings on library values

    Over the years attempts have been made to provide a core set of values for the profession of librarianship, and the concept of providing equity of access features prominently.

  • 10 - Space planning and access

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 117-136

  • Summary

    Space planning involves determining how large spaces within a building (like rooms and designated areas) are arranged and relate to each other within larger areas. This chapter explores the space planning issues to be considered in library designs.

    When good intentions meet bad planning, library users pay the price.

    (Woodward, 2007, 64)

    As with other aspects of project management, space planning involves taking decisions within a finite timescale and within the resources available. Space needs should be forecast and meet a future need, based on the library's projected collection and service aims. Space planning is an important part of library design and will contribute to the success of the library in terms of efficiency.

    Access should be as clear and straightforward as possible, with a selfevident layout facilitating independent discovery and study for users. They should not have to understand how the library is structured in order to make use of its services.

    When designing a new library, the architect is challenged to bring the sometimes conflicting needs of library and non-library functions into a coherent whole. Typical services provided within a public or academic library might include:

  • ■ access to and loan of books

  • ■ access to journals and newspapers

  • ■ use of workstations

  • ■ access to the internet

  • ■ electronic access to research journals

  • ■ guidance to sources of information

  • ■ community and visitor support

  • ■ café and refreshment area

  • ■ group study activity areas or rooms.

    • The terms ‘relationships’ and ‘adjacencies’ are sometimes used to describe how different areas of a building or space relate to each other. The relationships within a particular library are determined by studying the library's philosophy of service, its use of materials and services and its policies and procedures. Appropriate planning of adjacencies will be critical to the functioning of the library, though these may change in time.

    Libraries are service organizations and it is important to consider how they will be used by both users and staff. Planning teams need to consider both relationships and the movement of people and materials through the library during the design process. To operate efficiently, the library must be planned so that there is minimum interference with main routes through the building for both users and materials. Architects need to resolve these relationships through design.

Better by Design
  • An Introduction to Planning and Designing a New Library Building
  • Ayub Khan
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008
  • Libraries today are faced with rapidly shifting populations of users with differing needs, who require a range of new communications links that are transforming our concept of the library space. This developing role has created a set of new and complex challenges for those delivering library services. There is no such thing as the 'perfect' library building. However, a well designed building will enable a project both to gain local acceptance more easily and to ease the process of securing planning permission. It also needs to be cost effective to run, support the organization's objectives well, offer an improved service to the user and make an impact on the community. This much needed book takes as its starting point the fact that few architects know very much about libraries, and fewer librarians know about architectural planning and design. It steers a clear path for library managers through the language and processes that they need to understand as members of a team overseeing the planning of a new library building project, major refurbishment or remodelling of an existing library. Key topics of this title include: twenty-first century libraries; developing a business case; project management; the design/project team; selecting an architect; partnership and community engagement; the design brief; design quality; space planning and access; occupancy and post-occupancy evaluation; and, building libraries for the future. Appendices offer top tips and checklists, together with a glossary of common terms used within the construction environment to help further de-mystify the design process for librarians. This practical and accessible book is an invaluable guide not only for new entrants to the library profession, but also for experienced practitioners who are approaching for the first time the important task of creating a new library or major refurbishment of existing facilities. It will also be of great relevance to architects unfamiliar with library building requirements.

  • Appendix 1 - Glossary (including common terms used within the construction/building environment)

  • from Appendices
  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 161-178

  • Summary

    This is an alphabetical list of terms that are specific to the construction industry and might be encountered by the librarian as the client in a building project. There may be terms that are not included in the text of this book. This glossary is drawn from several sources, most particularly from CABE's Creating Excellent Buildings (Eley, 2003, 183–201).

    Access audit A review of the ways in which the building will meet the needs of people with any type of disability. The audit may involve the journey to, entrance into and movement round the building.

    Access consultant Specialist in design that enables access for all.

    Accessibility Ease of reaching, entering and using a building.

    Architect The designer of a building who must be registered with the Architects Registration Board (ARB) in the UK in order to use this designation. The architect often leads the design team, although bigger projects also use project managers who work directly for the client.

    Architectural design competitions A means of selection of the design team. The process may add to early costs and extend the timeframe.

    Architectural drawing A line drawing – either a plan, section or elevation views of the proposed building.

    Area measures As defined by the Royal Institution of Chartered Surveyors (RICS):

  • ■ gross external area (GEA) – the area enclosed by the outer surface of the external walls, used for development control and planning permissions.

  • ■ gross internal area (GlA) – the area enclosed by the inner surface of exterior walls

  • ■ net internal area (NIA) – the GIA less internal structure, vertical circulation (stairs and lifts), plant and WCs

  • ■ net useable area (NUA) – the area that can actively be used, equivalent to the NIA less horizontal circulation routes.

    • Articles of agreement The details of a contract.

    As-built drawings (also known as Record Drawings) Contract drawings marked up to reflect changes made during the construction process.

    Axonometric projection A three-dimensional drawing which combines the plan and elevations (see also Isometric projection).

    Benchmark A standard of performance set by an organization or groups of common interest, against which similar projects can be measured.

    Best value The value represented by quality and lifetime costs, rather than construction costs alone. Central and local government clients are charged with obtaining best value for their construction projects, as for all other aspects of government, rather than seeking lowest price. See also Value for money.

  • 2 - Historical development of public libraries in the UK

  • from Part 1 - The public library: history and modern context
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 19-36

  • Summary

    Introduction

    Public libraries have existed for a comparatively short space of time in terms of human history. In the 21st century it is difficult to conceive of any large community in the developed world that does not have at least one public library, yet this was the case for the majority of the citizens of Victorian Britain. The network that currently exists in the UK owes its existence to a number of individuals who led the way either by altruistic provision of a library for their local community, or through their campaigning for a national network through parliament. As Black suggests, ‘Proposals for a truly free library service did not appear overnight: they emerged on the back of a healthy tradition of independent library provision made by a diverse range of social, political and educational institutions’ (Black, 1996, 26).

    This chapter will discuss the antecedents of public libraries, the history of the public library movement in the UK, the progression towards the 1850 Act, and how the resultant system of public libraries developed into the 20th century.

    The early antecedents

    The origin of public libraries, using this term to describe libraries freely open to members of the public to consult the materials within, can be traced back long before the 1850 Act of Parliament that established the principle in law. The publishing revolution brought about by Johannes Gutenberg and his development of movable type took the production of books into a new era. Although books were still relatively expensive items well into the 19th century, the ability to mass produce texts meant that they were more readily available for purchase by benefactors or groups who wished to create libraries for their local communities. As Kelly has discussed, the term public library had been used widely from the 17th century to refer to libraries open to the public that had been endowed by such benefactors (Kelly, 1977, 4).

    The first public library, as in a library freely accessible to the general public without restrictions, is commonly attributed to the library set up in the Free Grammar School in Coventry in 1601, which existed until 1913–14 (Minto, 1932, 22). Subsequent libraries were created in Norwich (1608), Bristol (1615), Leicester (1632) and Manchester – the famous Chetham Library in 1653 (Murison, 1971, 19).

  • 8 - Management, governance and budgeting issues

  • from Part 3 - Issues in management and service development
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 125-144

  • Summary

    Introduction

    Like all organizations public libraries need an appropriate management structure in place to ensure services are delivered and developed and in order for the resources provided by the community to be properly accounted for. In addition public libraries in the UK are operated under the banner of local authorities and as a result do not deliver their services in a vacuum; thus libraries must support the strategic objectives of an umbrella organization that has a wide range of statutory responsibilities and only a finite budget to respond to them.

    This chapter will discuss some of the key governance issues facing public libraries in the modern era, such as:

  • ■ local authority structures and reorganization

  • ■ the place of the public library in the local authority structure

  • ■ management and budgeting

  • ■ income generation

  • ■ partnership working

  • ■ recent management trends.

    • Local authorities

    In the UK public library services are delivered by local authorities. It is a statutory requirement for local authorities in England and Wales to provide a library service under the 1964 Public Libraries and Museums Act. In Scotland the Act relating to public libraries is the Local Government (Scotland) Act 1973. Although the local authority structure ensures that public libraries are delivered for local needs, under the provisions of the 1964 Act the Secretary of State for Culture has ultimate responsibility for public libraries and all local authorities have to ensure that the libraries they administer meet the standards specified by the Department for Culture, Media and Sport. Similarly in Scotland as public libraries are under the devolved administration's remit the ultimate responsibility for them is in the hands of the local government minister, who is responsible to the Scottish Parliament.

    Local authority governance

    A local authority is a statutory body charged with administering local services for a specific geographic community. Normally called councils, they consist of:

  • ■ Councillors: elected through ballots in local areas defined as wards. One councillor is normally elected by the body of councillors to become mayor, or in Scotland Lord Provost.

  • ■ Committees: made up of a subset of councillors, related to a specific service theme, e.g. licensing, culture, education. Committees are normally charged with budgeting and decision making on these areas, which then have to be rubber stamped by the full council. Senior officials of the departments advise the committees.

  • 9 - Performance measurement and evaluation

  • from Part 3 - Issues in management and service development
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 145-162

  • Summary

    Introduction

    The varied nature of the services provided by public libraries we have discussed in the previous chapters can make it challenging to measure them effectively. It is straightforward enough to measure the number of books borrowed by a user, and this done across a population of tens of thousands will give statistical information that can be used to inform decisionmaking. Nevertheless book issues are only one small part of public library services, and statistics about book issues only give us a limited picture of how the library is impacting on its local community.

    However, by attempting to measure all services provided by public libraries there is a ‘danger that with the imposition of too many external quality and performance accreditation processes quality and performance measurement declines into box ticking, statistics generation, and form filling’ (Rowley, 2005, 509). The challenge is creating a performance measurement regime that provides informative data while not wasting staff time and expense in excessive data gathering.

    This chapter will discuss the types of performance data regularly collected for public libraries, outline the methods used to collect meaningful data, and consider the debates related to the potential of such data for informing best practice.

    Performance measurement

    First let us consider what is meant by the term performance measurement. Ultimately performance measurement is a management tool aimed at ensuring resources are well spent and that a service can guarantee a level of quality for all its stakeholders. Public libraries are paid for by all taxpayers and have the potential to be used by all taxpayers, thus everyone in society should have an interest in their good management. Librarians have a duty to their public to strive continually for best performance from their service, and performance measurement allows regular analysis to be undertaken to examine whether standards are being maintained.

    Yet this is all obviously dependent on the performance measures that are adopted being fit for purpose. Performance measurement is concerned with inputs and outputs. From the point of view of public libraries, inputs are categories like cost involved in providing a service, and the number of staff hours involved in delivering a service.

  • 3 - Developing a business case

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 19-26

  • Summary

    Before a project can start, it will usually be necessary to prepare a business case, to obtain management commitment and approval for investment in the project. The business case provides a framework for the planning and management of the business change; it also provides a tool for monitoring the viability of the project. This chapter looks at what the business case needs to include and suggests some strategies for ensuring success.

    A library is not a luxury but one of the necessities of life.

    (Henry Ward Beecher)

    Content

    The business case is the one document that encapsulates all aspects of the project's rationale – the what, how, why, when and where. Not all projects will have a business case but many have some type of rationale for the new library or re-modelling programme. It is crucial to check that the proposed project is clearly described, together with the benefits to the organization of the proposal. The business case should further clarify:

  • ■ that benefits of the project are consistent with the library's or parent organization's strategy

  • ■ that systems be established to measure success of outcomes, e.g. increase in visitor numbers, satisfaction rates

  • ■ that where there are options, the preferred option is clear, with reasons given, for example, the choice between a new library or a major refurbishment

  • ■ that where there is external procurement, the sourcing option is clear, with reasons given

  • ■ how necessary funding will be put in place

  • ■ how benefits will be realized

  • ■ any potential risks in the project and how these would be addressed. It may be necessary to undertake a high-level risk assessment in the business case, detailing the major risks of undertaking the project.

    • The business case should include five areas of information:

  • ■ strategic fit

  • ■ options appraisal

  • ■ commercial aspects

  • ■ affordability

  • ■ achievability.

    • The strategic fit should describe how the project will contribute to the organization's business strategy. Key objectives should highlight why the project is needed at this point, the key benefits and critical success factors, including the ways in which these will be measured.

    An options appraisal, a means of considering several possible ways of achieving the goals of the organization, should be carried out to look at a minimum of three possibilities. The financial costs, benefits and risks of each option can then be compared and checked against issues of practicality and suitability.

  • 7 - The impact of information and communications technology

  • from Part 3 - Issues in management and service development
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 109-124

  • Summary

    Introduction

    Information and communications technologies (ICTs) have had a dramatic influence on society, and the way people use public libraries. In fact technology has been a key driver in service development across library sectors for decades, but the advent of the internet and the world wide web (WWW) has begun to change the way the public use and interact with information, and as a consequence how they expect some services to be delivered.

    This chapter will discuss the impact ICTs have had on public libraries, how they are altering how many traditional services are being provided, and what this means for the public librarian charged with managing these developments.

    Understanding the use of technology in libraries

    The term ICT is a relatively new acronym for describing computer technologies, replacing the term IT (information technology), which was used for decades. The addition of the communications tag has largely been the result of the ability to use the same technologies for communicating with others via the internet. The terms tend to be interchangeable for many people, and thus it is common to hear people still refer to IT. Indeed in the USA it is common to find professionals in information and library work who do not use the term ICT and continue to use IT to describe the technologies.

    ICTs can be found in many aspects of the modern public library service. In Chapter 3 we discussed equity of access, and indeed public libraries remain crucial gateways for many people to access ICTs who otherwise could not afford to do so. Yet long before the first library user interacted with a computer in the public library, the technologies that underpin them had been transforming how the services they used were delivered.

    The library management system

    The gateway to the library's collections is the catalogue, more often than not nowadays in the form of an online public access catalogue, or OPAC. The OPAC can be accessed within the library building, and for most public library systems in the developed world, via the internet using the website of the public library authority concerned. Indeed, in the UK this latter access was a cornerstone of e-government expectations for local authorities.

Page 244 of 293