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5856 results in Facet Publishing

Page 245 of 293

  • 4 - Cultural and leisure roles

  • 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 61-76

  • Summary

    Introduction

    Public libraries offer vital cultural and leisure roles for the communities they serve. The provision of books, periodicals, music, films, documentaries and other resources opens up new worlds of culture and leisure to library members who are able to gain access to materials they may not necessarily otherwise be able to afford.

    However, as discussed in previous chapters, it could be argued that public libraries in the UK were formed on the back of suspicions about the leisure pursuits of working class people; as Hayes and Morris have suggested, a ‘strong argument for the establishment of public libraries related to the reform of leisure, recognizing them as a means of providing better recreational opportunities for working class people’ (Hayes and Morris, 2005, 76). As will be seen in the discussion below, despite the genuinely positive notion of providing equity of access discussed in Chapter 3, public libraries can face criticism regarding the types of material they deliver to the public they serve.

    This chapter will focus on the services provided by the public library that can be defined as supporting the cultural and leisure needs of the communities it serves, and consider some of the larger philosophical questions related to that provision.

    Culture or leisure?

    First, it is important to consider the philosophical context of libraries providing access to books. A fundamental debate about the existence of public libraries centres around the tension some commentators see between the public library supporting leisure reading and interests, versus its role to support the cultural needs of the community. In reality both are supported, but the pressure for libraries to be seen to be supporting usage that is worthy and educational rather than recreational has been with us since the formation of public libraries.

    Lending of books – which kind?

    This debate, dubbed the Great Fiction Question, relates to whether it is desirable for public funds to pay for people to read for leisure, or whether we should have more lofty ideals for our publicly funded libraries. The debate is constantly revisited both within the profession and without in wider society; one only has to recall the wish of the Select Committee cited in Chapter 2: ‘Shall we therefore abandon the people to the influence of a low, enfeebling, and often pestilential literature, instead of enabling them to breathe a more elevated, and more congenial atmosphere?’ (House of Commons, 1849, vii).

  • Preface

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

  • Summary

    First we shape our buildings and afterwards our buildings shape us.

    (Winston Churchill, 24 November 1951)

    The design of a library profoundly affects the experience of its users, in exactly the way the quotation above suggests. The design will set the tone for the environment and the ethos of the facility and will contribute to the total library experience of all users and staff. Physical spaces are changing as a result of new technologies, and student-centred approaches to learning have led to a need to rethink library design.

    However, libraries of the 21st century are no longer simply repositories for print-based materials and books. They have changed and expanded, been rethought and redesigned. Libraries now provide an increasing range of services and facilities, using a multitude of media to reach a more diverse audience than ever before.

    The developing role of the library has created a set of new and complex challenges for those delivering library buildings and services. There is no such thing as the ‘perfect’ library building. However, a well designed building may enable a project both to gain local acceptance more easily and to ease the process of securing planning permission. It should also support the parent organization well and offer a better service to users than the building it may replace. It should be more efficient to run than any former building and be easily adaptable to a different use if no longer required. The process of creating a new library is therefore one of the most complex, challenging and fulfilling activities that an individual or organization can undertake.

    Although the word ‘library’ is used, and this continues to have a strong brand, a number of institutions have chosen to use a different word for their buildings. Examples include: learning resource centre, learning hub, information centre, learning mall, knowledge place, multimedia centre, ideas store, book bar, cultural centre or some kind of ‘forum’. The term ‘library’ in this book could denote all of the above.

    This book aims to steer a path for library practitioners through the planning of new library buildings and facilities. It is meant for beginners, not only for people new to the library profession but also for skilled and experienced practitioners who are approaching for the first time the important task of creating a new library or major refurbishment or remodelling of existing facilities.

  • Preface

  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp xiii-xvi

  • Summary

    Aims

    The goal of this book is to provide an introductory text on the development of public libraries in the UK and the range of services provided by them in the 21st century. Discussions will focus on the history of the public library and its development into the modern era, and the book will describe the nature of services commonly provided by modern public libraries, and how those services are governed and administered.

    Public libraries mean many things to many people. They are at once independent, but political. They lend resources of high cultural value as well as material many commentators believe to be of poor quality and not suitable for funding from the public purse. Yet they have stood for generations as instruments of the higher values of society, and remain among our most prized public institutions. They represent the ideal that everyone within society deserves the right to access materials for their educational, cultural and leisure benefit, regardless of their income level, political beliefs, race, creed or colour.

    It is fair to say that if the public library concept had not yet been invented, anyone proposing such a simple but worthy idea would be lauded as someone of great vision and charity. Undoubtedly every community served by a public library across the globe is better for that institution, bothits staff and contents, being a part of it. Yet although most people would acknowledge that public libraries are a positive influence for their community and society, these libraries continually find themselves battling to justify their existence and their right to access the essential public funds they require to exist and grow.

    The author unashamedly takes that stance that public libraries are institutions that we must cherish, although we must seek to understand and value the services provided by them in their entirety before we can truly do so. In a world where public finances are under pressure to ensure that civically funded services are achieving the best possible value for money for citizens, regrettably public libraries have to justify every penny. However, in doing so they should not compromise their mission for short-term or political motives.

The Public Library
  • David McMenemy
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008
  • Public libraries have changed beyond anyone's predictions in the past ten years and are at a vital stage in their historical development. This timely book is the first standalone text to examine the role and services of the UK public library in the 21st century context. The book discusses the nature and functions of the modern public library service, from its beginnings as the street-corner university, through its delivery of state-of-the-art services and beyond. At the heart of the book is a passionate argument for the professional and public significance of the public library service. The key chapters are: public libraries - the modern context; historical development of public libraries; equity of access; cultural and leisure roles; information, advice and informed citizenship; lifelong learning; the impact of ICT; management, governance and budgeting issues; performance measurement and evaluation; professional and staffing issues; marketing, branding and buildings; and, the public library of tomorrow. Of interest to all students and researchers of library and information science, as well as professionals in public libraries, this book is an advocacy tool for an essential service consistently under pressure.

  • 6 - Selecting an architect

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 57-72

  • Summary

    Choosing the right architect is vital to a successful project. This chapter explores some of the issues to consider and ways to select and contract with architects.

    The information that architects receive from librarians will guide them in detail, but there is a danger that, in providing the information, the librarian will assume that the architect is familiar with the type of library to be designed and built. In fact, an architect may assume that one type of library design will fit all, whereas librarians will know that different types of library vary enormously in their spatial requirements.

    Firms of architects range from single practitioners to practices with a hundred or more staff. Some specialize in particular types of project. Some include in-house engineering or other design disciplines, for example, landscape architects or interior designers. Each firm will bring its own mix of skills and expertise to the project. A good architect will listen carefully to the librarian's ideas and attempt to turn them into a viable construction project.

    The following is drawn from advice issued by the American Institute of Architects (Haviland, 2001) and from the Royal Institute of British Architects (RIBA, 1999). Both of these professional organizations address some of the most frequent issues surrounding architect selection in clear documents. The information is also regularly updated on their respective websites.

    General guidelines

    Bring the architect into the picture as early as possible

    Architects can help define the project in terms that provide meaningful guidance for design. They may also carry out site studies, help apply for planning permission, help locate funding sources, and provide a variety of other design services.

    However, it is also useful if the client has already established the nature, size and scope of the project in outline and drawn up an initial briefing document. This will help to determine the type of architect practice they are looking for and to set the criteria for selection. If some form of competitive interview is used, the initial brief will help the architects focus their presentation.

    Consider more than one firm of architects

    The only exception to this would be if the librarian already has a good relationship with an architect and it makes little sense to change. Procurement regulation may preclude ‘choice by experience’. However, many local authorities have an approved list of architects or in-house architects.

  • 6 - Lifelong learning

  • 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 95-106

  • Summary

    Introduction

    Lifelong learning is the concept that learning is not something that is only undertaken within formal structures such as schools, colleges or universities, but that humans learn throughout their life, often informally, such as through reading a book, attending a seminar or watching a documentary, in addition to the formal learning they undertake at key stages of their life.

    Public libraries are key facilitators in lifelong learning because:

  • ■ they are open to all citizens

  • ■ they provide access to a range of learning materials free

  • ■ they are easily accessible with relatively convenient opening hours

  • ■ they increasingly offer instructional courses using ICTs and partnerships.

    • This chapter will discuss the role of the public library in lifelong learning, the modern political aspects of the concept, and the pressures on library services as a result, and how public libraries have responded to the concept through specific service delivery.

    What is lifelong learning?

    Lifelong learning has been defined as ‘a deliberate progression throughout the life of an individual, where the initial acquisition of knowledge and skills is reviewed and upgraded continuously, to meet challenges set by an ever-changing society’ (Brophy, Fisher and Craven, 1998). It can be seen to be different from the structured learning which takes place in schools, further and higher education establishments. It is more informal in nature, can be picked up and completed at leisure and is learner-centred in that it can be engaged with in whichever way the learner desires.

    Crucially conventional education is exclusive in nature, as progress normally requires prior qualifications; lifelong learning does not rely solely on qualification attainment and can be as meaningful to the learner in the form of attending short seminars or evening classes as it is in attending year-long certificate-bearing courses. The needs and wants of users vary at different parts of their life, and those providing lifelong learning recognize that informal learning may well be enough to satisfy a user need in some cases.

    The specific concepts of lifelong learning and conventional education and their differences are elucidated clearly in a report entitled Distributing the Library to the Learner (Brophy, 1999). See Table 6.1.

  • 11 - Marketing, branding and buildings

  • 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 181-196

  • Summary

    Introduction

    Several key challenges present themselves to the public librarian when marketing their services in the modern era. As the services on offer could be seen to compete with other social, educational, information, cultural and leisure opportunities members of the public have available to them, public libraries must increasingly use marketing techniques to spread the message of what they have on offer. This has led to debates related to what libraries are, what services they should provide, and even whether the word library itself is a positive or negative thing.

    This chapter will discuss the key issues related to the marketing of public library services in the 21st century, and how modern approaches to branding are being used to reinvent the public library concept. It will also discuss the issue of library buildings, and how an ageing infrastructure is being perceived as a barrier to service progression by many library services.

    Marketing public libraries

    Public library professionals need to take marketing very seriously in the modern age. The challenge is twofold: marketing to the library user community and marketing upwards to senior officers and elected members.

    As Usherwood has stated, it ‘is necessary for public librarians to exercise effective public relations if they are to obtain recognition and support at both national and local level’ (Usherwood, 1989, 29). Advocacy, then, is as important within the local authority structure as it is to the user community.

    Nevertheless there are few services that have the entire population as their potential membership base, yet this is the reality for public library services. In theory a public library can have a potential membership level of 100% of the people who live in the community served. Since public libraries also serve people who work or study in a specific area, and many also offer services to tourists, we see a potential market that puts other publicly funded services in the shade. Of course the reality is that public libraries would be unable to cope with such a high demand, but this in itself offers challenges in terms of which audiences the marketing of library services should be addressed at.

  • 1 - Public libraries: the modern context

  • 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 3-18

  • Summary

    Introduction

    As an evolving collection of national institutions, public libraries have been in existence for over 150 years, and for much longer as a series of ad hoc libraries serving local communities. Over that period they have grown from being an informal network to a nationwide, statutorily accountable service.

    In recent years there have been several key reports that have examined the UK public library sector and its perceived challenges. These have come from varying sources including the expected government advisory departments as well as advocacy groups and think tanks. A key strand in all of them is the desire to create a modern mission for the public library within the information society. How for instance does an idea that was adopted in the Victorian era to enhance access to learning and knowledge remain relevant in an age when many people now have such access within their homes via the world wide web? All of this has led to what has been dubbed as a volatile time for its history (Goulding, 2006, 3).

    To set the scene for the remainder of the book, this chapter will discuss some of the recent discourse around public libraries in the UK, with emphasis on key government reports and contributions to the discussion from researchers in public librarianship, and interested other parties such as library advocacy groups.

    The 21st century context

    The picture of the public library service in the UK in any given period can be accurately gleaned from the twin publications of the Library and Information Statistics Unit (LISU) entitled Annual Library Statistics and Public Libraries Material Fund and Budget Survey. According to Annual Library Statistics, during 2004–5:

  • ■ Public library expenditure increased for the seventh consecutive year, to £18.32 per head of population.

  • ■ Although the greatest part of this was on library staff, over £95 million was spent on books with a further £29 million on audiovisual and electronic materials. Increasing staff costs reflect in part an increase in opening hours.

  • ■ The number of visits to public libraries continued to increase, although fewer books are being borrowed overall. An estimated 48% of the adult population visit the library each year, drawn in part by the information and communications technology (ICT) facilities available in 97% of branches.

  • 10 - Professional and staffing 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 163-180

  • Summary

    Introduction

    One of the most vital aspects of any service are the people who plan and deliver it; in public library terms the staff are the key asset in delivering the service to the library user. Public libraries are made up of teams of staff who deliver the diverse range of services previously discussed in Chapters 3 to 6.

    This chapter will discuss the nature of the skills required in public library staff, the professional networks that exist to sustain them, and other issues that impact on staff well-being and development.

    The local authority staffing structure

    As discussed in Chapter 8, public libraries in the UK are part of local authority structure and staff fit within a broad salary and grading structure that reflects their qualifications and experience. Staff roles are normally divided between professional and paraprofessional responsibilities.

    Professional and paraprofessional

    As discussed, functions within public libraries are shared between professional and paraprofessional staff. The nature of which duties should be undertaken by each is sometimes a matter of debate and controversy, as will be discussed further below, and in some library authorities the distinction between duties carried out is blurring.

    Professional duties are normally those that require knowledge of librarianship, for instance leading in reader development activities for children or adults, as well as making and maintaining professional links across the service, and taking responsibility for a service-wide function such as young people's or adult services, or an inclusion remit. Paraprofessional duties are designed to support these activities and will require more direct involvement with the general public, some basic enquiry and reference work, and perhaps undertaking initiatives in the library that have been planned by the professional staff, such as reading activities, facilitating reading groups, and the like.

    As more library authorities have moved from the old model of having a librarian based in and responsible for each library branch, increasingly paraprofessional staff are charged with higher levels of responsibility, such as holding keys for the building, managing a staff team, monitoring revenues, and maintaining sickness and absence records for the branch they manage. These roles are normally for senior library assistants and offer promotion opportunities for paraprofessional staff.

  • 5 - The design/project team

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 43-56

  • Summary

    A successful project requires skilled people to work together in collaborative teams, inside and outside the organization, in order to design, cost and construct the project. This chapter explores the possible team roles, leadership and key tasks to be completed by the team.

    Team roles

    Many people are likely to be involved in a new library project and they must all have the right skills and ability to work in a team. Crucial to the project's success is the selection of the people and organizations, the definition of what is expected of each and the management of relationships between them so that they work effectively. As much work needs to be put into this as into discovering inspirational projects and best practice benchmarks.

    The in-house team needs to involve people who understand the library manager's needs. Librarians who are new to the world of construction may also want to include within the in-house team an external person as a ‘client adviser’, whose experience will be helpful if they have worked in the past on a range of projects, not just libraries. This will give the library manager broad experience to draw on in helping set the project up, choosing design and construction professionals and assessing how far design proposals really meet project needs.

    The wider project team needs to include a range of professionals, all of whom may be more or less involved at different stages. Success of the project and design quality depends on expertise found within various professions, including architects, surveyors, cost consultants, structural engineers, civil engineers, landscapers and construction teams. The skills of these professionals are interdependent and valuable for the members of a well managed team. Projects can be procured in a number of different ways and, although these may affect the team selection approach, fair, thorough, clear and transparent procedures are essential for any competitive selection. A carefully selected architect and/or client adviser should be well placed to support selection of other professionals. However, in all circumstances it is important to research the capabilities and past performance of potential consultants and contractors.

    Teams may fluctuate in size and composition over time to meet the evolving needs of the project. It is important that all team members are clear about their roles and responsibilities; and lines of communication and rules governing team relationships must also be clear.

Page 245 of 293