1998年8月，在聯合國教科文組織的贊助下，在荷蘭的Noordwijk舉行兩天的研討會，把結論提交IFLA的三次年會討論，阿姆斯特丹(1998)、曼谷(1999)及耶路撒冷(2000)。由公共圖書館組(Committee of the Section of Public
Libraries)及服務民眾的圖書館部(Coordinating Board of IFLA Division 3 Libraries Serving
the General Public)共同討論。
The contributions at the Noordwijk seminar, at the IFLA Conferences and
by those to whom the drafts have been sent for consultation have been
invaluable. We are grateful to all those who have commented on the work as
it has progressed and to those who have provided practical examples to
illustrate the text. We are also grateful to the Assistant Director
(Lifelong Learning), Buckinghamshire County Council, England for
permission to reproduce their Library Service Customer Charter.
The interest shown in this publication as it has been in preparation is
evidence of the demand for guidelines for public libraries which reflect
the changed information world in which they now operate. With the benefit
of the input we have had from public librarians from around the world we
trust that these guidelines will be relevant to public libraries at
varying stages of development in the early years of the 21st. century and
can help librarians to meet the exciting challenges they now face. It is
in that belief that we offer this publication to public librarians
world-wide.
In 1973 IFLA published "Standards for Public Libraries", re-issued with
slight revisions in 1977. In 1986 this was replaced by "Guidelines for
Public Libraries". Both these publications have been overtaken by the
dramatic developments in information technology, which have taken place in
the last few years. As their titles suggest they represented two different
approaches to providing practical guidance to librarians. The introduction
to the 1973 Standards states " Separate standards were not considered
desirable, since the general objectives in all countries were the same,
the modifying factor being the pace at which development could take place.
" The 1973 version therefore provides a range of quantitative standards
including the size of collections, size of administrative units, opening
hours, staffing levels and building standards.
Those drafting the 1986 Guidelines took a different view " When needs
and resources vary so widely there can be no common standards for
services...We are offering not rules but advice, based on experience drawn
from many different countries and capable of general application...
Recommendations as to desirable levels of provision, based on past
experience in quite different circumstances are bound to be unreliable and
misleading." Statistics of public libraries in different countries were
provided in an appendix against which librarians could measure their own
service.
In preparing this new edition a number of issues were raised and
addressed but perhaps the three key questions were
In order to get a view on these and other issues a seminar was held in
Noordwijk, Netherlands in August 1998 to discuss the content of the new
edition and the form that it should take. It was attended by twenty-two
librarians from twenty-one countries in different parts of the world and
from public libraries at different stages of development and with varying
levels of resources. The conclusions reached at the end of that
stimulating event have informed the work of the group carrying out the
revision.
The Noordwijk delegates strongly supported the view that the new
publication should include some practical standards and not be confined to
guidelines and recommendations. It became apparent that, though many
people were aware of the 1973 Standards and still used them to a certain
extent, the 1986 Guidelines had not made the same practical impact. Though
fully aware of the wide variety of social and economic circumstances
within which public libraries in different countries operate it was
decided that if this new edition was to have practical value it should
include some recommended standards.
The decision to include standards highlights the importance of the
second question, whether a set of standards and guidelines can have
universal relevance. As each draft has been produced it has been sent to
the Noordwijk delegates, and to a number of other people who have shown
interest in the project, for their reaction. Meetings have been held on
the project at the IFLA conferences in Amsterdam (1998), Bangkok (1999)
and Jerusalem (2000). This consultative process has been an invaluable
element of the project and has revealed both the strength of the public
library movement world-wide and the similarities and differences in public
libraries in different countries and societies.
Despite the variations in levels of service and in funds to support and
develop them it was decided that it would not be fruitful to attempt to
prepare a new edition which was aimed at one group of public libraries,
for example those in the "developed " or the "developing" world. Such
categorisation is misleading as the level and range of services and their
effectiveness is not necessarily based on the available resources.
Libraries in any country and at any stage of development are capable of
improvement and all will have both strengths and weaknesses. It was
decided, therefore, to produce a set of guidelines and standards, which
could be relevant to any public library at some point in its development.
We recognise the problem of meeting standards when reliable population
figures are not available and have suggested alternative approaches. We
recommend that the more detailed guidelines produced by specialist
sections of IFLA are also used. Where public libraries cannot meet all the
standards and recommendations immediately, it is hoped that they will
provide a target at which to aim. This publication is aimed primarily at
librarians for them to use in fighting for improved library services.
We have also included some examples of service provision from round the
world. These are not intended to be comprehensive or necessarily the most
outstanding instances of service provision. They are intended to
illustrate the text with some snapshots of what is happening in countries
round the world and provide a glimpse of imaginative solutions to specific
challenges. We realise that these are very selective and many more
examples could be used which would be equally relevant. They do
demonstrate what is being done throughout the world to match the public
library service to the needs of its users in a local context.
In the last few years the rapid developments in information technology
have revolutionised the way in which information is collected, displayed
and accessed. The synergy between information and communications
technology is allowing access to information in ways hardly imaginable
when the last Guidelines were published in 1986. The speed of change has
accelerated and continues to do so. There are few sectors of activity not
affected and the public library, for which the provision of information is
a primary role, is facing the challenge of radical changes in all aspects
of its organisation and service delivery.
Many public libraries have responded to the challenge of the electronic
revolution and taken the opportunity to develop services in new and
exciting ways. There is, however, another side to this story. The United
Nations Human Development Report 1999 revealed that South Asia with 23% of
the world's population has only 1% of the world's Internet users. In
developing countries 40% of the population have never made a telephone
call. To take advantage of the opportunities information and
communications technology presents there is a basic need for literacy,
computer skills and a reliable telecommunications network. The risk of a
growing gap between the information rich and the information poor has
never been greater. This gap is not just an issue between countries at
different stages of development but also between groups and individuals
within countries.
Public libraries are well placed to help to bridge what is sometimes
called " the digital divide " by providing information technology for
public access, by teaching basic computer skills and by participating in
programmes to combat illiteracy. However to fulfil the principle of access
for all they must also continue to maintain services which provide
information in different ways, for example, through print or the oral
tradition. These are likely to remain of vital importance for the
foreseeable future. In becoming the gateway to the electronic information
world every effort must be made not to close other doors through which
knowledge and information can be provided. These factors present public
libraries with a major challenge and their response will determine the
continuing viability of the public library service. The recommendations
have been framed with these issues in mind.
In the introduction to the 1986 Guidelines Arthur Jones wrote " The
working group identified many imperatives: the words "must" and "should"
occur frequently. Nevertheless this is not a set of rules for designing an
ideal library service: it is a tool to help in the development of services
which will best meet the needs of your own community. The guidelines will
suggest what might be possible, but local conditions will dictate what is
feasible, with regard to both services and organisation." We would echo
that statement: the public library is a locally based service meeting the
needs of the local community and operating within the context of that
community. These guidelines have been framed to provide assistance to
librarians in any situation to develop an effective public library service
related to the requirements of their local community. In this exciting and
daunting information world it is important for those in search of
knowledge, information and creative experience that they succeed.
This chapter is a general statement on the role and purpose of the
public library. The key issues are developed in greater detail in later
chapters.
Public libraries are a world-wide phenomenon. They occur in a variety
of societies, in differing cultures and at different stages of
development. Although the varied contexts in which they operate inevitably
result in differences in the services they provide, and the way those
services are delivered, they normally have characteristics in common,
which can be defined as follows:
The primary purposes of the public library are to provide resources and
services in a variety of media to meet the needs of individuals and groups
for education, information and personal development including recreation
and leisure.
In carrying out its role in these key areas the public library is
acting as an agency for social and personal development and can be a
positive agency for change in the community. By providing a wide range of
materials to support education and making information accessible to all
the public library can bring economic and social benefits to individuals
and to the community. It contributes to the creation of a well-informed
society and helps to empower people in the enrichment and development of
their lives and that of the community in which they live.
The public library should be able to represent all ranges of human
experience and opinion, free from the risk of censorship. In some
countries a Freedom of Information Act will help to ensure these rights
are maintained. Librarians and governing bodies should uphold these basic
human rights and resist pressure from individuals and groups to limit the
material available in the public library.
A fundamental principle of the public library is that its services must
be available to all and not directed to one group in the community to the
exclusion of others. Provision should be made to ensure services are
equally available to minority groups who for some reason are not able to
use the mainstream services, for example linguistic minorities, people
with physical disabilities or those living in remote communities who are
unable to reach library buildings. The development of services, the design
of libraries and their opening hours should all be planned with the
concept of universal access as a basic principle (See Chapter 3 Meeting
the Needs of the Users).
The development of collections should also be based on the principle of
access for all and include access to formats appropriate to specific
client groups e.g. Braille and talking books for blind people. Information
and communications technology should be used to allow access to the
library's collections and those of other information sources both from
within the library or from remote sites.
Public libraries are locally based services for the benefit of the
local community and should provide community information services. The
services and collections they provide should be based on local needs which
should be assessed regularly. Without this discipline the public library
will get out of touch with those it is there to serve and will, as a
result, not be used to its full potential. Librarians should, therefore,
be aware of the changes in society arising from such factors as
demographic change, variations in the age structure, levels of education,
patterns of employment and the emergence of other educational and cultural
providers.
The public library should be a key agency in the local community for
the collection, preservation and promotion of local culture. This can be
achieved in a variety of ways e.g. the maintenance of local history
collections, exhibitions, storytelling, publishing of items of local
interest and developing interactive programmes on local themes. Where the
oral tradition is an important method of communication the public library
should encourage its development.
It is important to the long- term success of the library that it should
be based on the culture of the country or area in which it operates. It is
less likely to succeed if the form and structure of the public library are
introduced from a country or area with a very different cultural
background.
In developing policies to fulfil the role and purpose of the public
library the emphasis should be on the services it provides. In meeting the
needs of its community the public library will provide a range of
services, some of which, for example large collections of printed
material, can be most effectively delivered from a library building.
However there will be many circumstances where it is more effective to
provide the service beyond the walls of the library. Examples will vary in
different societies but the principle of planning library development from
a service rather than building perspective is important in all public
library policy development. The provision of services using information
and communications technology also presents exciting opportunities to take
library and information services direct to the home and the workplace.
A variety of forms of transport are used to deliver services to
sparsely populated areas. The provision of library and information
services to people unable to visit a library due to physical disability or
lack of transport, for example, ensures that access to these services is
available to all at their home or workplace regardless of their
circumstances.
. Library buildings play an important part in public library provision.
They should be designed to reflect the functions of the library service
and be sufficiently flexible to accommodate new and changing services.
They should be located close to other community activities e.g. shops and
cultural centres. Wherever possible the library should also be available
for community use, for example for meetings and exhibitions and in larger
buildings for theatrical, musical, audio-visual and media performances. A
well-used public library will make a significant contribution to the
vitality of an urban area and be an important learning and social centre
and meeting place, particularly in scattered rural areas. Librarians
should, therefore, ensure that library buildings are used and managed
effectively to make the best use of the facilities for the benefit of the
whole community.
The public library has an important role as a public space and meeting
place, particularly in communities where there are few places for people
to meet. It is sometimes known as the drawing room of the community.
To fulfil its roles satisfactorily the public library must have
adequate resources not just when it is established but also on a
continuing basis to enable it to sustain and develop services that meet
the needs of the local community. This means it should provide materials
in all formats, up-dated regularly to meet the changing needs of groups
and individuals, including newly-published and replacement materials. It
should also provide adequate levels of staff with appropriate training and
sufficient funds to support whatever methods of service delivery are
needed for it to meet its vital role in the community.
Public libraries are a community agency providing access at local level
to a range of knowledge and information for the benefit of the individual
and society as a whole. In order to maintain the level of service required
to fulfil their functions public libraries should be supported by
legislation and sustained funding.
There are many different models of the relationship between public
libraries and government. Equally the laws that govern their activities
and funding arrangements are varied and complex. In different countries,
provinces, regions, states or municipalities are either in whole or in
part responsible for library services. As public libraries are a locally
based service local government is often the most appropriate place in the
government structure for them. However in some countries public libraries
are provided at regional or state level and the national library sometimes
has responsibility for providing the public library service. There are
instances of two or more levels of government co-operating in the
provision of the service.
Public libraries should be based on legislation, which assures their
continuance and their place in the government structure. Public library
legislation takes various forms. In some countries or regions the
legislation is specific to public libraries whereas in others it is part
of wider legislation which includes different types of libraries. Public
library legislation is also varied in its provisions. It can be simple,
allowing the establishment of public libraries but leaving standards of
service to the level of government directly responsible for the library,
or more complex with specific detail on what services should be provided
and to what standard. IFLA網頁提供若干國家的公共圖書館法，http://www.ifla.org/V/cdoc/acts.htm
Because governmental structures vary so much in different countries the
form and detail of public library legislation is also likely to vary
significantly. However legislation governing public libraries should state
which level of government is responsible for their provision and how they
should be funded. It should also place them in the framework of libraries
in the country or region as a whole.
2.3.1 Related Legislation.
Public libraries are subject to a range of legislation apart from the
specific legislation relating to them. This can include legislation on
financial management, health and safety and staff conditions and there
will be many other examples. Library managers should be aware of all
legislation affecting the operation of the public library.
They should also be aware of global trade negotiations which can
result in policies and agreements, which could have a serious impact on
public libraries. In such cases librarians should take every opportunity
to bring the effect of such policies on public libraries to the notice
of the public and politicians.
2.3.2 Copyright
Copyright legislation is of particular importance to public
libraries, particularly that relating to electronic publications. It is
constantly subject to amendment and review and librarians should keep
up-to-date with the legislation in relation to all media. Librarians
should promote and support copyright legislation which achieves an
equitable balance between the rights of creators and the needs of users.
2.3.3 Public Lending Right
In some countries public lending right legislation has been
introduced which provides a payment to authors and others involved in
the creation of a book, related to its provision in and loan from public
libraries. It is important that funds for payment of public lending
right should not be taken from funds libraries have for the purchase of
materials. However public lending right , if separately funded, does
provide support for authors without affecting public libraries' budgets.
In some schemes it can also provide useful statistics on the loans of
books by specific authors. Librarians should participate in the
development of public lending right schemes to ensure they are not
financed from library budgets.
2.4 Funding
Adequate levels of funding are crucial to the success of a public
library in fulfilling its roles. Without suitable levels of funding over
the long-term it is impossible to develop policies for service provision
and make the most effective use of available resources. This can be seen
in number of examples: a new library building without adequate funds to
maintain it, collections of new books with no money for their replacement
and computer systems without funds to maintain and up-date them. Funding
is required not only when a public library is established but should be
sustained on an assured and regular basis.
2.4.1 Priorities.
A public library and its services is a long-term investment on behalf
of the community and should be funded appropriately. It is recognised
that even in the wealthiest of societies it may not be possible to
provide appropriate levels of funding for every service requirement. It
is vitally important, therefore, that service development should be
conducted on a planned basis with clear priorities. This process is
necessary whatever level of funding is available to the library service.
To determine strategic planning and the maintenance of agreed
priorities, written policy statements should be developed for services .
They should be reviewed at regular intervals and revised where
necessary.
2.4.2 Partnership
No public library, however large and well funded, can meet all the
needs of its users on its own. Partnerships with other organisations,
networking and providing access to other sources of information are
essential if the public library is to satisfy the information needs of
its users.
2.4.3 Sources of Funding.
There are a number of sources of funding used to finance public
libraries but the proportions of funding from each source will vary
depending on local factors in each country.
The primary sources are
- taxation at local, regional or central level
- block grants from central, regional or local level
Secondary sources of income may include
- donations from funding bodies or private individuals
- revenue from commercial activities e.g. publishing, book sales,
sale of works of art and handicrafts
- revenue from user fees e.g. fines
- sponsorship from external organisations
- lottery funds for specific initiatives.
2.4.4 Charging the User.
The IFLA/UNESCO Public Library Manifesto states " The public library
shall in principle be free of charge ". Charging users for services and
membership should not be used as a source of revenue for public
libraries, as it makes the ability to pay a criterion in determining who
can use a public library. This reduces access and therefore breaches the
fundamental principle that the public library should be available to
all. It is recognised that in some countries with very limited financial
resources for public services a policy of 'cost-sharing' has been
introduced, as a result of which subscriptions for use of the library
are levied. This practice denies access to those unable to pay and
should be seen as an interim situation and not as a permanent feature of
public library funding.
It is common in some countries to ask users to pay a fee or fine when
keeping an item after it is due for return to the library. This is
sometimes necessary to ensure that items are kept in circulation and not
retained for a long time by one user. The fine should not be set at a
level that would deter anyone from using the library.
2.4.5 External Funding
Librarians should be imaginative in seeking external sources of
funding for the public library. However, they should not accept funding
from any source, if by so doing the fundamental status of a public
library as an agency available to all is compromised. Commercial
organisations, for example may offer funding with conditions, which
might prejudice the universal nature of the services provided by the
public library.
- 西班牙Tarragona的公共圖書館，接受當地企業的贊助，指定用於營運商業及經濟資訊。
2.5 The Governance of the Public Library
Public libraries should be governed by a properly established body made
up largely of representatives of the local community including those
elected either to the local council or to the library board. Library
committees and boards should have rules of procedure and their proceedings
should be open to the general public. They should meet on a regular basis
and publish agenda, minutes, annual reports and financial statements.
Normally the governing body will be responsible for matters of policy
rather than the day-to-day operation of the library. In all cases the
chief librarian should have direct access to the meetings of the governing
body of the library and work closely with it. Policy documents should be
made available to the public and, where possible, steps should be taken to
involve local citizens in the development of the public library.
Public librarians must be fully accountable both to their governing
bodies and local citizens for their actions by providing reports, holding
public meetings and through consultation. They must also maintain the
highest professional standards in carrying out their duties and in
advising the governing body. Although the final decisions on policy will
be taken by the governing body and the librarian, ways should be sought to
involve the local citizens who are the actual or potential library users.
The concept of a 'Library Charter', which identifies and publicises the
level of service the public library provides has been developed in some
countries (See Appendix 3 for sample charter). This establishes a
'contract' between the public library and the users. Library Charters have
more credibility if they are developed in consultation with users.
2.6 The Administration of the Public Library
Public libraries should be well managed and administered. The
administration of a public library should be directed towards improving
the quality of service to the users and not an end in itself. It should be
efficient and accountable. To get best results the administrative and
management staff of a large public library service should be
multi-disciplinary involving staff with specialist skills e.g. librarians,
accountants, public relations officers and system managers. It may also be
necessary to draw on the expertise of staff of the parent authority or
other related organisation in certain areas e.g. lawyers, payroll and
pensions staff.
2.7 Publicity and Promotion
Public libraries operate in an increasingly complex society, which
makes many calls on people's time and attention. It is important;
therefore that libraries publicise their presence and the range of
services they provide. Publicity ranges from simple techniques, like signs
on library buildings, which state what they are and leaflets advertising
opening hours and services, to more sophisticated methods like marketing
programmes and the use of web sites to promote the library's services and
activities. (See Chapter 6 The Management and Marketing of the Public
Library).
"The 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."
To ensure nation wide library coordination and cooperation,
legislation and strategic plans must also define and promote a national
library network based on agreed standards of service.
The public library network must be designed in relation to national,
regional, research and special libraries as well as libraries in
schools, colleges and universities.
Services have to be physically accessible to all members of the
community. This requires well situated library buildings, good reading
and study facilities, as well as relevant technologies and sufficient
opening hours convenient to the users. It equally implies out-reach
services for those unable to visit the library.
"The library services must be adapted to the different needs of
communities in rural and urban areas."
(IFLA/UNESCO Public
Library Manifesto. 1994)
3.1 Introduction
To be successful in fulfilling its goals the public library service
must be fully accessible to all its potential users. Any limitation of
access whether deliberate or accidental will reduce the ability of the
public library to fully achieve its primary role of meeting the library
and information needs of the community it serves. The following are
important elements in delivering an effective public library service:
- Identifying potential users
- Analysing users' needs
- Developing services to groups and individuals
- Introducing customer care policies
- Promoting user education
- Cooperating and sharing resources
- Developing electronic networks
- Ensuring access to services
- Providing library buildings
3.2 Identifying Potential Users
The public library has to aim to serve all citizens and groups. An
individual is never too young or too old to use a library.
The
potential target groups of the public library include:
- People at all ages and at all stages of life.
- Children
- Young adults
- Adults
- Individuals and groups of people with special needs
- People from different cultures and ethnic groups inc. indigenous
people.
- People with disabilities e.g. blind and partially sighted, hearing
impaired
- Housebound people
- Institutionally confined e.g. in hospitals, prisons
- Institutions within the wider community network
- Educational, cultural and voluntary organisations and groups in
the community
- The business community
- The governing body of the parent organisation e.g. local authority
As resources are limited in even the wealthiest society it is not
always possible to serve all users to the same level. The library must
establish priorities based on an analysis of user needs and related to
their access to alternative services.
3.3 Analysing Needs within the Community
It is important to establish who uses and who does not use the library
service. It is also necessary to collect and analyse data which identifies
those needs of individuals and groups within the community which can be
met by the public library (see Chapter 6.10 Management tools).
3.4 Services to Users
"The public library ...... has to be an essential component of
any long-term strategy for culture, information provision, literacy and
education". (Manifesto)
The public library must provide services based on an analysis of the
library and information needs of the local community. In planning services
clear priorities must be established and a strategy developed for service
provision in the medium to long term. Services should be developed for
identified target groups and only provided if such groups exist in the
local community.
The services of the library should not be subject to any form of
ideological, political, religious or commercial pressure. Services must be
able to adjust and develop to reflect changes in society e.g. variations
in family structures, employment patterns, demographic changes, cultural
diversity and methods of communication. They should take account of
traditional cultures as well as new technologies e.g. support for oral
methods of communication as well as making use of information and
communication technology. In some countries the services which the public
library must provide are defined in library legislation.
3.4.1 Service Provision
Public libraries provide a range of services, both within the library
and in the community, to satisfy their users' needs. The library should
facilitate access to its services for all, including those who have
difficulty reading print. The following services, which should be easily
accessible to the user in a variety of formats and media, should be
provided.
- Loan of books and other media
- Provision of books and other materials for use in the library
- Information services using print and electronic media
- Readers' advisory services including reservation services
- Community information services
- User education including support for literacy programmes
- Programming and events
This is not an exhaustive list but an indication of some of the key
services of the public library. The range and depth of provision will
depend on the size of the library and the community it serves. Every
library should aim to be an active participant in one or more networks,
which will give the user access to a wide range of material however
small the access point. Service provision should not be confined to the
library building but also taken direct to the user where access to the
library is not possible. In providing services both within the library
and beyond use should be made of information and communications
technology as well as the printed word. A list of some of the resources
the library should provide is detailed in Chapter 4.3.1.
3.4.2 Services to Children
By providing a wide range of materials and activities, public
libraries provide an opportunity for children to experience the
enjoyment of reading and the excitement of discovering knowledge and
works of the imagination. Children and their parents should be taught
how to make the best use of a library and how to develop skills in the
use of printed and electronic media.
Public libraries have a special responsibility to support the process
of learning to read, and to promote books and other media for children.
The library must provide special events for children like story telling
and activities related to the library's services and resources. Children
should be encouraged to use the library from an early age as this will
make them more likely to remain users in future years. In multi-lingual
countries books and audio-visual materials for children should be
available in their mother tongue. (See IFLA Guidelines for Children's
Libraries)
- In France public libraries in many regions are co-operating with
Health Services for Children to organise programmes for parents and
their children while they are waiting for medical consultation. These
are aimed at children from birth to three years old, to encourage
parents to read aloud to their children and to visit the public
library.
- In Bucharest, Rumania the city library is offering summer
programmes, run by volunteers, aimed at children from eleven to
fourteen whose parents are at work.
3.4.3 Services for Young Adults
Young people between childhood and adulthood develop as individual
members of society with their own culture. Public libraries must
understand their needs and provide services to meet them. Materials,
including access to electronic information resources, should be provided
which reflect their interests and culture. In some cases this will mean
acquiring materials, which are not traditionally part of a library's
resources, which represent youth culture in a variety of media e.g.
popular novels, book and television series, music, video tapes, teenage
magazines, posters. To ensure it reflects their interests it is
important to enlist the help of young people in selecting this material.
In larger libraries this material with appropriate furniture can form a
special section of the library . This will help them to feel the library
is for them and help to overcome a feeling of alienation from the
library, which is not unusual among this age group. Relevant programmes
and talks to young adults should also be provided. (See IFLA Guidelines
for Library Services for Young Adults).
- In Hamburg, Germany young adults help to select and buy media
stock for the young adults library. They select media reflecting their
own cultural background and have organised and gained sponsorship for
their own Internet café.
3.4.4 Services for Adults
Adults have a number of different requirements of an information and
library service related to the variety of situations they will
encounter. These requirements should be analysed and services developed
on the outcome of that analysis. They should include support for
- Lifelong learning
- Leisure time interests
- Information needs
- Community activities
- Cultural activity.
Services meeting these needs should also be available to children and
young adults.
3.4.5 Lifelong Learning
The public library supports lifelong learning, working with schools
and other educational institutions to help students of all ages with
their formal education. The challenge of providing educational support
provides an opportunity for public libraries to interact and network
with teachers and others involved in education. It should also provide a
range of materials on a variety of topics, which will allow people to
follow their interests and education on an informal basis. The public
library should also provide materials to support literacy and the
development of basic life skills. In addition the library must provide
study facilities to students who have inadequate or no access to these
facilities in their homes.
The development in distance learning and its increasing reliance on
the Internet is having an impact on the public library. Distant
learners, studying at home, are likely make use of their local library
as their primary source for material. Public libraries play an
increasingly important role within the educational network and should
provide space and access to materials to meet this demand.
- South Dublin County Library Service, Ireland provides
self-learning facilities for adults, including computer-based learning
and audio and video based language learning materials. The aim is to
provide a neutral and supportive environment in which individuals can
learn at their own pace.
3.4.6 Leisure Time Interests
People need information to support their leisure time interests and
meeting this need by a range of resources in a variety of formats is
another key role of the public library. Public libraries must be aware
of the cultural, social and economic changes in the community and
develop services which are sufficiently flexible to adjust to these
changes. The public library should also help to preserve the culture,
history and traditions of the local community and make them readily
available.
The public library, by organising activities and exploiting its
resources, should encourage artistic and cultural development in people
of all ages. The library is also an important social centre for
individuals and groups to meet both formally and informally. This is of
special importance in communities where other meeting places are not
available.
3.4.7 Information Services
The rapid development of information technology has brought a vast
amount of information within reach of all those with access to
electronic media. Information provision has always been a key role of
the public library and the ways in which information can be collected,
accessed and presented have changed radically in recent years. The
public library has a number of roles in providing information
- Providing access to information at all levels
- Collecting information about the local community and making it
readily accessible, often in co-operation with other organisations
- Training people of all ages in the use of information and the
associated technology
- Acting as a gateway to the information world by making it
accessible to all, thus helping to bridge the gap between "the
information rich" and "the information poor".
The dramatic development of the Internet has been largely
unstructured and uncontrolled. The vast amount of information that can
be accessed via the Internet is of variable quality and accuracy and a
key role of the librarian is to guide users to accurate information
sources which will meet their requirements.
3.4.8 Services to Community Groups
The public library should be at the centre of the community if it is
to play a full part in its activities. It should therefore work with
other groups and organisations in the community. This will include
departments of government and local government, the business community
and voluntary organisations. An analysis of the information needs of
these bodies should be conducted, and services provided to meet these
needs. Not only will this help the organisations involved it will also
demonstrate in a practical way the value of the public library to people
in the community who are likely to have some influence on the future of
the library service. Many public libraries, for example, provide an
information service to local government politicians and staff, giving a
practical demonstration of the value of the public library.
- Essex County Library, England creates web sites for voluntary
organisations. It makes a small charge, below the commercial level.
3.4.9 Services to Special User Groups
Potential users who, for whatever reason, are unable to use the
regular services of the library have a right to equal access to library
services. The library should therefore establish ways of making library
material and services accessible to these users. These will include
- Special transport e.g. mobile libraries, book-boats and other
forms of transport to serve those living in isolated areas
- Services taken to the home of those people who are housebound
- Services for those confined in institutions e.g. prisons and
hospitals
- Special equipment and reading materials for those with physical
disabilities e.g. hearing impaired and visually impaired people
- Special materials for people with learning difficulties e.g.
easy-to-read materials and cassettes
- Services for immigrants and new citizens to help them to find
their way within a different society and to provide access to media of
their native culture
- Electronic communication e.g. Internet catalogues
Services for people with special needs can be enhanced by the use of
new technology e.g. speech synthesizers for the visually impaired,
on-line access catalogues for those in isolated areas or unable to leave
their home, connections to remote sites for distance learning.
Innovative schemes should be developed to exploit the new technology to
make the public library's services available to as many people as
possible.
Services for ethnic groups in the community and for indigenous
peoples should be developed in consultation with the group concerned.
They are likely to include
- The employment of staff from the group in the library
- Collections including the native literature of the group and
reflecting the oral tradition and non-written knowledge of the people
- The application of special conditions, developed in conjunction
with local people, to culturally sensitive material.
Library services can also be provided in a variety of places in the
community where people congregate
- Library services are provided at Metro stations in Santiago,
Chile.
- Beach libraries are provided in Catalonia, Spain and in Portugal
during the summer months
- Many forms of transport are used to deliver library services. Book
mobiles are common in many countries. There are book boats in Norway
and Indonesia, where bicycles and pedicabs are also used, donkeys in
Peru which transport laptop computers as well as books, camels in
Kenya and donkey-carts in Zimbabwe.
- In parts of South Africa library services are supplied to informal
settlements or squatter areas with no infrastructure. This is done in
a variety of ways e.g. from car boots, steel cabinets in clinics,
cargo containers, under a tree or by individuals or shops to other
members of the community. Block loans are provided to schools and old
people's homes and storytelling and school project information is
available at after-care centres for children unable to go the library.
3.4.10 Reading Promotion, Information and Literacy
Reading and writing and the ability to use numbers are basic
prerequisites to being an integrated and active member of society.
Reading and writing are also the basic techniques needed for making use
of new communication systems. The public library should support
activities, which will enable people to make the best use of modern
technology. It should support other institutions, which are combating
illiteracy and promoting media competence. It can achieve this by
- promoting reading
- providing appropriate materials for those with poor literacy
skills
- working with other agencies in the community involved in combating
illiteracy
- participating in campaigns to combat illiteracy and improve
numeracy
- organising events to promote an interest in reading, literature
and media culture
- promoting and providing training in the use of computer technology
- promoting awareness of new developments in the media market
- helping people to find the information they need in the
appropriate format
- co-operating with teachers, parents and other contact persons to
help new citizens acquire the necessary educational skills which will
help them to manage their lives in the new context.
Public libraries provide a range of creative literature and can use
promotional techniques to bring its variety and range to the attention
of its users. It can also organise interactive programmes which enable
users to exchange views about books they have read.
- An interactive programme developed in Wandsworth, England uses
multi-media software to encourage readers to experiment with their
reading and engage in dialogue about books they have read.
- Offaly and Limerick County Libraries, Ireland, in partnership with
literacy students, tutors, local literacy organisers and the National
Adult Literacy Agency, are active agents in literacy provision. They
make a wide range of books and other materials available to adult
literacy students and their tutors and generally promote a reading
culture.
3.5 Customer Care
The policies and procedures of the library should be based on the needs
and convenience of the users and not for the convenience of the
organisation and its staff. Quality services can only be delivered if the
library is sensitive to the needs of its users and shapes its services to
meet those needs. Satisfied users are the best advocates of the library
service.
The public library should have a positive policy of customer care. This
means ensuring that in all policy planning, design of libraries and of
systems, preparation of operational procedures and drafting of information
and publicity material a positive effect on the user should be a prime
objective. The following actions should be elements in a customer care
policy
- The image projected by all libraries must be neutral and objective
- Staff should be courteous, friendly, respectful and helpful at all
times
- There should be a regular programme of staff training in customer
care
- Jargon should be avoided in all forms of communication, verbal and
written
- Staff should have a friendly and informative telephone manner
- Methods of communication with the users must be provided, e.g.
billboard, bulletins, web-site
- Library services should be properly planned, adequately prepared and
reliable
- The design of the library should be as convenient and inviting as
possible
- Opening hours should be convenient for the users
- Open public access catalogues should be available on the Internet so
that the user can access services from home and outside opening hours
- There should be efficient renewal and reservation services
- Services should be delivered beyond the library building when users'
needs require it
- Users should receive a response in the shortest possible time.
Letters and other forms of communication should be answered promptly and
courteously
- Equipment should be provided to make library use convenient e.g.
drop-in boxes for returning materials out of hours; self-service issue
and return equipment in the library; answering machines for
communicating with the library out of hours
- Where resources allow good quality electronic equipment should be
provided in the library including special equipment for the partially
sighted and hearing impaired.
3.6 User Education
The public library should help its users develop skills which will
enable them to make the most effective use of the library's resources and
services. Library staff must act as information navigators to help users
of all ages make the most effective use of information and communications
technology. Programmes of user education should be developed and the
library should make every effort to bridge the gap between the information
rich and the information poor. As the new technologies become more
commonly available the role of the public library both in providing access
to these technologies and in helping people learn how to make best use of
them is of vital importance.
Guided tours of the library should take place regularly to introduce
people to the library building and services and how to use its tools e.g.
catalogues and technical equipment. These guided tours have to be
carefully planned according to the needs of those taking part. Tours for
groups should be organised in co-operation with the institution from which
they come.
3.7 Co-operation and Resource Sharing
Overall service to the community is enhanced when libraries develop
links for exchanging information, ideas, services and expertise. Such
cooperation results in less duplication of service, a combining of
resources for maximum effect, and an overall improvement in community
services. In addition, individual community members may in some cases be
of great assistance in helping the library to carry out special tasks or
projects.
3.7.1 Formal Links
The library should establish formal links with other organisations in
the local community, e.g. schools, cultural institutions such as
museums, galleries and archives, literacy programmes, chambers of
commerce or boards of trade, in order to coordinate the resources and
efforts of each partner and thereby jointly improve services to the
community.
3.7.2 Relations with schools
One of the most important institutional relationships for a public
library is that with the local schools and the education system in the
service area. Types of linkages and/or forms of cooperation include
- Sharing resources
- Sharing staff training
- Co-operative collection development
- Co-operative programming
- Coordination of electronic services and networks
- Co-operation in the development of learning tools
- Class visits to the public library
- Joint reading and literacy promotion
- Web-awareness for children programme
- Sharing of telecommunications and network infrastructures
- Jointly arranged authors' visits( See IFLA/UNESCO School Library
Manifesto)
3.7.3 Resource Sharing
Each library collection is in some degree unique. No collection can
contain all the materials that the members of its public require.
Libraries therefore can greatly enhance services to their users by
providing them with access to the collections of other libraries.
The library should also make its collection available for loan to
other libraries through participation in a resource sharing network e.g.
in a union catalogue or in a local network of information providers,
such as schools, colleges and universities.
3.7.4 Bibliographic Records
The library should classify and catalogue its resources according to
accepted international or national bibliographic standards. This
facilitates their inclusion in wider networks.
3.7.5 Borrowing from Other Libraries
In order to meet the information needs of users the library should
borrow materials from other libraries both within the same organisation
and beyond. The library should establish interlending policies which
address such issues as
- lending materials to other public libraries
- the type of materials it is prepared to lend or not to lend
- the length of time for which materials will be lent
- when it will request materials from other libraries
- methods of shipment
- how the costs of the service will be met
- action to be taken if materials are lost or damaged.
3.8 Electronic Networks
Public libraries are instruments of equal opportunity and democracy and
provide a safety net against alienation and social exclusion from
technological advance - a route to universal access and opportunity. The
public library is a great equaliser and must reinforce this role by
becoming the electronic doorway to information in the digital age. It
should enable all citizens to have access to the information, which will
enable them to manage their lives at the local level, to acquire essential
information about the democratic process and to participate in an
increasingly global society.
The library should provide access to the resources of the library and
to those of other libraries and information services through the creation,
maintenance and/or participation in effective electronic networks at the
local, regional, national and increasingly international levels.
- It is planned to introduce a virtual public library in Denmark. It
will be possible to gain access to the catalogues of all public
libraries plus the biggest research and special libraries. People will
be able to order an item from anywhere in the country and collect it at
their local library.
3.8.1 User Access
The library should provide free public access to the Internet/World
Wide Web to enable all citizens, regardless of economic means, to have
access to information available in electronic form. It should have at
least one public access work station with Internet access and a printer
that is not shared with staff.
3.8.2 Remote Access
The library should exploit information and communications technology
to enable the public to gain access to as many of its electronic
resources and services as possible from their home, school or workplace.
If possible they should be made accessible 24 hours a day, seven days a
week. Making the library catalogue available on the Internet increases
its accessibility for the public and for other libraries. The quality of
service is enhanced when the library forms partnerships with the library
and information world beyond the local community.
3.8.3 Staff Access
Library staff should have access to the Internet/World Wide Web to
enable them to provide better reference and readers' advisory service to
users. Staff should have regular training in using the Internet
3.8.4 Electronic Partnerships.
Public libraries must form part of information networks and
contribute to national information policies if they are to fulfil their
role as major information providers. The library should participate in
local and/or regional initiatives such as community networks, programmes
to develop technologically advanced communities, and electronic networks
linking two or more separate agencies, where available.
3.8.5 Information Navigator
The public library's role is becoming one of mediator, of being the
public's electronic doorway to digital information and of helping
citizens cross the "digital divide" to a better future. The librarian's
role is increasingly one of "information navigator" ensuring that the
user gets accurate and reliable information
3.9 Access to Services
Physical accessibility is one of the major keys to the successful
delivery of public library services. Services of high quality are of no
value to those who are unable to access them. Access to services should be
structured in a way that maximises convenience to users and potential
users.
3.9.1 Location of Service Outlets
Public library service outlets should be located for the maximum
convenience of residents of the community. If possible they should be
near the centre of transport networks and close to areas of community
activity e.g. shops, commercial centres, cultural centres. The outlet
should be highly visible and easily reached by foot, public transport,
where available, or by private vehicle. In well developed urban and
suburban areas a public library should be available within a journey by
private vehicle of about 15 minutes
3.9.2 Opening Hours
In order to provide the best possible access to the library service,
the library must be open at times of maximum convenience to the
residents of the community.
3.10 Library Buildings
In general when planning a library, the librarian and governing body
should consider the following elements:
- The function of the library
- The size of the library
- Designated spaces
- Design features
- Accessible shelving
- Sign-posting
- The ambience of the library
- Electronic and audio-visual equipment
- Safety
- Parking
3.10.1 The Function of the Library
The library should have adequate space to implement the full range of
library services that are consistent with the library's strategic plan
and that meet local, area or national standards/guidelines.
3.10.2 The Size of the Library
The amount of floor-space required by a public library depends on the
unique needs of the individual community as determined through a
community needs assessment and the level of resources available. There
is no universal consensus on the space required for a public library.
Aids to measurement, based on standards developed in North America are
included in an appendix and may be of use in the planning process. (See
Appendix 4 Library Buildings-Aids to Measurement).
3.10.3 Designated Spaces
The library should include space for services to adults, children and
young adults and for family use. It should aim to provide a range of
materials to meet the needs of all groups and individuals in the
community. ( See Chapter 4 Collection Development)
The range of functions provided and the space available for each will
depend on the size of the library. In planning a new library the
following should be considered for inclusion:
- The library collection including: books, periodicals, special
collections, sound recordings and video cassettes and other non-print
and digital resources
- Reader seating space: for adults, children and young adults to use
for leisure reading, serious study, group work and one-one tutoring.
Quiet rooms should be provided.
- Outreach services: space should be provided to house special
collections and preparation areas for outreach services
- Staff facilities including: work space including desks or PC work
stations, rest space for eating and relaxing during breaks and meeting
rooms where staff can meet with colleagues and supervisors in private.
- Meeting room space: for large and small community groups. It
should have separate access to the washrooms and to the exterior to
enable meetings to be held while the library is closed.
- Technology including: public access work stations, printers,
CD-ROM stations, copiers, microfilm/fiche readers, public typewriters
and facilities for listening to recorded sound.
- Special equipment including: atlas cases, newspaper racks,
self-service book circulation, dictionaries, wall mounted display
racks, display stands, filing cabinets, map cases etc.
- Circulation space: sufficient space should be provided for ease of
circulation by both public and staff. This can be 10%-15% of public
areas and 20%-25% in staff areas.
- Building services: space must be allowed for the mechanical
services of the library e.g. elevators, heating, ventilation,
maintenance, storage of cleaning materials etc.
3.10.4 Design Features
The library should guarantee easy access for all users and in
particular persons with physical disabilities. The following features
should be included in the planning of a new library:
- The exterior of the library should be well lit and identified with
signs clearly visible from the street
- The entrance of the library should be clearly visible and located
on that part of the building that most users approach.
- The library should focus on eliminating barriers to use
- There should be no design features that limit the ability of an
individual or groups to use any part of the library
- Care should be taken to avoid steps as much as possible in both
interior and exterior design
- Lighting levels should comply with those stated in international
or national standards
- Libraries that occupy two or more floors should provide elevators
that are close to the library entrance and that easily accommodate
wheelchairs and child strollers
- Baskets or carts can be provided for users in larger libraries
- The library should provide facilities for the return of library
materials when the library is closed. After-hours deposit boxes should
be theft and waterproof
- A library should undertake an "accessibility" audit on a regular
basis to confirm that there are no barriers to easy use
- Wherever possible, local, national or international standards on
making public buildings accessible to the disabled should be followed.
3.10.5 Accessible Shelving
Materials should be displayed in open shelves and arranged at a
height within easy reach for users. All shelving should be adjustable
and preferably on lockable wheels so that it can easily be moved. The
furniture in the children's section should be appropriately sized.
Shelves should be of accessible height and width for persons using a
wheelchair.
3.10.6 Sign-Posting
The library's exterior signs not only identify the particular
function of the building but is the library's most basic form of
publicity. Signs should therefore be carefully planned to communicate an
appropriate image of the library. Internal areas of the library and
parts of the collection should be clearly identified by signs of a
professional standard so that users can easily find them e.g. the
library catalogue, magazines, reference services, the children's area,
washrooms, Internet stations, copy machines etc. Signs should also be
posted in Braille where necessary. Where appropriate signs should be
provided in languages used by ethnic groups in the community. Talking
kiosks could also be considered to help all users find their way in the
library. Directional signs should be erected in nearby streets and town
centres to guide the public to the library.
3.10.7 The Ambience of the Library
The library should provide a physical setting for the library service
that is inviting to the public and that provides
- adequate space to store and display the library collection
- adequate, comfortable and attractive space for the public to make
proper and convenient use of the library's services
- sufficient space for the library staff to carry out their duties
in an efficient and comfortable setting
- adequate space and flexibility for the future.
The climate of the library should be maintained at a comfortable
temperature, using efficient heating and air conditioning. Humidity
control helps to protect the stock as well as increasing the comfort of
the library.
Larger libraries may include a café open either throughout the
opening hours of the library or for special occasions. Such facilities
are sometimes contracted out to a commercial provider.
3.10.8 Electronic and AV Equipment
As a major function of the public library is to bridge the gap
between the information rich and the information poor, it has also to
provide access to the necessary electronic, computer and audiovisual
equipment. This will include personal computers with Internet access,
public access catalogues (OPAC's) , microform readers, tape recorders,
slide projectors and equipment for the visually and physically
handicapped. Wiring should be up-to-date and easily accessible for
alterations at a later date. It should also be inspected regularly.
3.10.9 Safety
Every effort should be made to ensure that the library is safe for
the public and the staff. Smoke and fire alarms should be provided and
security protection for staff and resources. The location of fire
extinguishers and emergency exits should be clearly marked. Staff should
be trained in first aid and first aid supplies made readily available.
Evacuation drills should be carried out regularly. The Library Manager
in cooperation with the emergency services should prepare a disaster
plan to be put into action in the event of a serious incident e.g. fire
3.10.10 Parking
Where users travel to the library in private vehicles there should be
sufficient safe and well-lit parking either at or close to the library
with appropriately identified spaces for persons with disabilities. If
bicycles are a common mode of transport cycle racks should be provided
outside the library
"Specific services and materials must be provided for those users
who cannot, for whatever reason, use the regular services and materials,
for example linguistic minorities, people with disabilities or people in
hospital or prison."
All age groups must find material relevant to their needs.
Collections and services have to include all types of appropriate
media and modern technologies as well as traditional materials.
High quality and relevance to local needs and conditions are
fundamental. Material must reflect current trends and the evolution of
society, as well as the memory of human endeavour and imagination.
"Collections and services should not be subject to any form of
ideological, political or religious censorship, nor commercial
pressures." (IFLA/UNESCO Public Library Manifesto. 1994)
4.1 Introduction
The public library should provide equality of access to a range of
resources that meets the needs of its users for education, information,
leisure and personal development. The library should provide access to the
heritage of its society and develop diverse cultural resources and
experiences. Constant interaction and consultation with the local
community will help to ensure this objective is achieved.
4.2 Collection Management Policy
Each public library system requires a written Collection Management
Policy, endorsed by the governing body of the library service. The aim of
the policy should be to ensure a consistent approach to the maintenance
and development of the library collections and access to resources.
It is imperative that collections continue to be developed on an
ongoing basis to ensure people have a constant choice of new materials and
to meet the demands of new services and of increased use. In the light of
today's technological advances, the policy must reflect not only a
library's own collections but also strategies for accessing information
available throughout the world.
The policy should be based upon library standards developed by
professional staff with regard to the needs and interests of the
community, and reflecting the diversity of society. The policy should
define the purpose, scope and content of the collection, as well as access
to external resources.
4.2.1 Content of the Policy
The policy may proceed from statements of universal applicability
that are relevant to all library services, through more general
statements that are relevant to particular countries, or regions, to
statements that are specific to particular library services.
The universal and general statements should form the basis of the
policy and could include the following elements
- Universal:
- Article XIX of the Declaration of Human Rights
- IFLA statement on freedom of access to information
- Statements on Intellectual freedom, free access to library
collections
- Freedom of Information
- Consideration of the International Copyright Convention
- General:
- Purpose of the collection management policy and its relation to
the corporate plan of the library service
- Long and short term objectives
- Access strategies
- History of the collection and/or library service
- Identification of relevant legislation
- Specific:
- Analysis of community needs
- Priorities of the library service
- Parameters of the collection, including special collections and
collections for special needs, such as multi-cultural material,
literacy and resources for people with disabilities
- Selection and discard principles and methods
- Budget allocation
- Responsibility within the organisation for collection
development, selection and discard
- Access to electronic resources including on-line access to
periodicals, databases and other information sources
- The role of the library as an electronic gateway to information
- Co-operative relationships with other libraries and
organisations
- Preservation and conservation policies
- Auditing requirements - accessioning, recording, control,
discard, sale or disposal
- Financial accountability
- Donations policy
- Complaints procedure
- A resource management plan assessing the current and future
needs of the collections.
- Review and assessment of the policy
This is not an exhaustive list but an indication of
some of the issues which may be included.
4.3 Range of Resources
The public library should provide a wide range of materials in a
variety of formats and in sufficient quantity to meet the needs and
interests of the community. The culture of the local community and society
must be reflected in the resource collection. Public libraries must keep
abreast of new formats and new methods of accessing information. All
information should be as readily available as possible irrespective of
format. The development of local information sources and resources is
vital.
4.3.1 Collections
The following categories of library materials may be represented in a
typical public library, although this list is not exhaustive
- Fiction and non-fiction for adults, young adults and children
- Periodicals
- Local, regional and national newspapers
- Community information
- Government information, including information by and about local
administrations
- Business information
- Local history resources
- Genealogical resources
- Resources in the primary language of the community
- Resources in minority languages in the community
- Resources in other languages
- Music scores
- Computer games
- Toys
- Games and puzzles
- Study materials including textbooks
4.3.2 Formats
The following formats may be included in a public library collection
although this list is not exhaustive and new formats are continually
appearing
- Books, both hard and soft covers
- Pamphlets and ephemera
- Newspapers and periodicals inc. cuttings files
- Digital information through the Internet
- On-line databases
- CD-ROM databases
- Software programmes
- Microforms
- Tapes and CDs
- Digital Versatile Disks (DVD's)
- Videocassettes
- Laser discs
- Large print materials
- Braille materials
- Audio books
- Electronic books
- Posters
4.4 Collection Development
Collections complement services and should not be seen as an end in
themselves, unless their specified primary purpose is the preservation and
conservation of resources for future generations.
Large collections are not synonymous with good collections,
particularly in the new digital world. The relevance of the collection to
the needs of the local community is more important than the size of the
collection.
Collection size is determined by many factors, including space,
financial resources, catchment population of the library, proximity to
other libraries, regional role of the collections, access to electronic
resources, assessment of local needs, acquisition and discard rates, and
policy of stock exchanges with other libraries.
4.5 Collection Maintenance Principles
Public libraries of any size will contain materials in a variety of
formats. Collection maintenance applies equally to all materials whatever
their format. Materials on open access should be in good physical
condition and contain current information. A smaller, high quality stock
will result in more usage than a large stock with a high proportion of
old, worn and out-dated books, in which newer titles can be lost among
mediocre stock. Using out-dated reference material can result in the user
being given inaccurate information.
Materials in electronic formats complement book collections and will
replace them in certain areas. Reference works and periodicals on the
Internet and on CD's are viable alternatives to printed formats.
4.5.1 Acquisition and Discards
The library collection is a dynamic resource that requires a constant
inflow of new material and outflow of old material to ensure that it
remains relevant to the community and at an acceptable level of
accuracy.
Acquisition rates are more significant than collection size. The
acquisition rate is often determined largely by the size of the resource
budget. However it can also be affected by other factors e.g. the number
of books published in local languages, the population served, the
multicultural and linguistic diversity, age distribution of the
population, access to on line information and special needs such as
people with disabilities or older persons. The size and quality of the
stock should reflect the needs of the community.
4.5.2 Reserve Stocks
It may be necessary to maintain a collection of books not on open
access. This should only contain books, which have a current or future
use and which cannot be replaced or found in any other format. This may
include special subject collections, which are used on a regular if
limited basis and out-of-print fiction. Books, which contain out-dated
information or are in poor condition and can be replaced, should be
discarded and not held in a reserve stock. In some cases it is efficient
to maintain a co-operative reserve with other libraries. The maintenance
of a reserve stock should be a regular and on-going activity. The
availability of a wide range of information on the Internet and
electronic data bases reduces the need for public libraries to keep
extensive reserve stocks.
4.5.3 Interlending
No library or library service can be self-sufficient in stock, and an
efficient and effective inter-library loan system should be an essential
part of every public library service. Within a library service with
several outlets a regular programme of exchange of stock between
libraries makes maximum use of the stock and provides users with a
greater variety of titles from which to choose.
4.6 Standards for Book Collections
The following proposed standards relate to book collections. Local and
financial circumstances could lead to variations in these proposed
standards. Where resources are severely limited these may be regarded as
target figures and medium and long- term strategies should be developed to
work towards achieving these standards in the future.
- As a general guide an established book collection should be between
1.5 to 2.5 books per capita.
- The minimum stock level for the smallest service point should not be
less than 2500 books.
In the smallest collections materials for children, adult fiction and
adult non-fiction may be provided in equal proportions. In larger
collections the percentage of non-fiction titles will tend to increase.
These ratios can vary according to the needs of the local community and
the role of the public library. Relevant collections to serve the needs of
young adults should be developed (See IFLA Guidelines for Library Services
to Young Adults). Where the library has a strong educational role this is
likely to be reflected in the composition of the stock.
Where reliable population figures are not available alternative methods
of developing standards are needed. The estimated size of the community
served, the size of the library, and the number of current and anticipated
users can be used as a basis for developing standards for the size of the
collection. Comparisons with a number of existing libraries serving
communities of a similar size and make-up can be used to determine a
target figure for the size of the collection and the resources needed to
maintain it.
4.7 Standards for Electronic Information Facilities
The development of standards for the provision of electronic
information facilities is at an early stage. Current standards include the
following:
- A standard of one computer access point per 5,000 population has
been used in Canada
- A recently developed standard in England recommends that the total
number of work stations, including those for on-line catalogues, which
are available for public use, should not be less than 0.7 per 1000
population
- In Queensland, Australia it is recommended that the following be
provided
- For populations up to 50,000 - I Personal Computer (PC) per 5,000
population
- For populations over 50,000 - 1PC per 5,000 population for 50,000
population and 1 PC per each additional 10,000 population.
- These standards recommend that at least half the public PC's
should have access to the Internet and all should have access to a
printer.
4.8 Collection Development Programme for New Libraries
An assessment is required of the population demographics in the
catchment areas of proposed new library developments to determine the
initial mix of collections. The development of local and regional
standards should be undertaken to take account of variations in the
catchment population to be served by the new library.
4.8.1 Establishment Phase
A basic collection should be established in new libraries to serve
the needs of the general population within the catchment area. A
sufficient range and depth of resources to meet general needs should be
the aim at this stage rather than comprehensive coverage. The
inter-library loan system should be at its peak utilisation during this
phase to supplement the developing collections. Ideally a new library
should be established with a minimum base stock of 1.0 books per capita.
Where this is not achievable a modest growth plan should be implemented
to establish this minimum base stock over a period three years. Access
to electronic information sources should also be included in this phase
of development.
4.8.2 Consolidation Phase
The objective under this phase is to achieve growth in the bookstock
size, range and depth. Special conditions of the population are taken
into account and collections developed to meet the more in-depth needs
of the population served. The book discard factor comes into play and
the collection growth rate decreases as discards begin to offset
acquisitions. A growth to 2.0 books per capita would be a modest target
over a three year period.
4.8.3 Steadystate Phase
The collections meet the needs of the community in depth, range and
quantity. The quality of collections is maintained by acquisition rates
matching discard rates. New formats are accommodated within the
collections as they become available and access is provided to the
widest possible range of resources through the use of technology.
4.8.4 Content Creation
The service becomes a content creator and a preserver of local
community resources. Content creation includes publication of
information booklets and the development of web content by providing
access to information about the library or held by the library in
printed formats. This positions the library as an electronic gateway by
the creation of links to useful web pages.
4.9 Acquisition and Discard Rates
For general bookstock in an established library service the following
acquisition rates may be applied:
| Population |
Books per Capita per annum |
Books per 1000 Population per annum |
| Below 25 000 |
0.25 |
250 |
| 25 000 - 50 000 |
0.225 |
225 |
| 50 000 + |
0.20 |
200 |
The following examples suggest the size of stock for communities of
different sizes.
Scenario 1
Established library service serving 100 000
population
Median book stock of 200,000 volumes
Annual acquisition
rate of 20,000 volumes
Scenario 2
Established library service serving 50 000
population
Median book stock of 100,000 volumes
Annual acquisition
rate of 11,250 volumes
Scenario 3
Established library service serving 20,000
population
Median book stock of 40,000 volumes
Annual acquisition
rate of 5,000 volumes
4.9.1 Small Libraries and Mobile Libraries
The general acquisition rates would be inadequate to meet the needs
of small libraries and mobile libraries where stock numbers are limited.
All libraries require a certain minimum stock in order to provide a
sufficient range of books from which users may make their selection. The
acquisition rate of 250 books per 1000 population may not be relevant in
the smallest service points where physical limitations may reduce stock
levels to below the minimum recommended level of 2500 volumes. In these
cases the acquisition rates, renewal rates or exchange rates should be
based upon the collection size rather than the population served, and be
in the order of 100% or more per annum. An efficient inter-library loan
system is essential in these situations ( See IFLA Mobile Library
Guidelines).
4.9.2 Special Collections
General acquisition and discard rates may not be relevant to some
parts of the collection or to particular special collections or where
special circumstances prevail. In these cases the collection policy must
reflect the special needs. Particular examples of these exceptions are
- Indigenous resources - the public library has a role in
maintaining and promoting collections of resources related to the
culture of indigenous people and ensuring access to them
- Local history resources - material relating to the history of the
locality should be actively collected, preserved and made available
- Libraries in communities with a high proportion of particular
groups e.g. children, retired people, young adults, indigenous
peoples, ethnic minorities or unemployed people should reflect the
needs of these groups in their collections and services
- Reference collections - older reference material may need to be
retained to provide historical data for research.
"The public library has to be organised effectively and
professional standards of operation must be maintained".
"The librarian is an active intermediary between users and resources.
Professional and continuing education of the librarian is indispensable
to ensure adequate services." (IFLA/UNESCO Public Library Manifesto.
1994)
5.1 Introduction
Staff are a vitally important resource in the operation of a library.
Staff expenses normally represent a high proportion of a library's budget.
In order to provide the best possible service to the community it is
necessary to maintain well trained and highly motivated staff to make
effective use of the resources of the library to meet the demands of the
community . Staff should be available in sufficient numbers to carry out
these responsibilities.
The management of library staff is itself an important task. All staff
should have a clear understanding of the policy of the library service,
well defined duties and responsibilities, properly regulated conditions of
employment and salaries which are competitive with other similar jobs.
5.2 The Skills of Library Staff
The public library is a service aimed at all members of the community
who will have varied and changing needs. Public library staff will require
a range of skills and qualities, including inter-personal skills, social
awareness, teamwork and leadership and competence in the practices and
procedure of the organisation. The fundamental qualities and skills
required of public library staff can be defined as:
- The ability to communicate positively with people
- The ability to understand the needs of users
- The ability to co-operate with individuals and groups in the
community
- Knowledge and understanding of cultural diversity
- Knowledge of the material which forms the library's collection and
how to access it
- An understanding of and sympathy with the principles of public
service
- The ability to work with others in providing an effective library
service
- Organising skills with the flexibility to identify and implement
changes
- Imagination, vision and openness to new ideas and practice
- Readiness to change methods of working to meet new situations
- Knowledge of information and communications technology
5.3 Staff Categories
The following categories of staff are found in public libraries:
- qualified librarians
- library assistants
- specialist staff
- support staff
In some countries there is an additional category of library technician
with an intermediate level of qualifications.
Staff in all categories may be appointed on either a full-time or
part-time basis.
5.3.1 Qualified Librarians
Qualified librarians are professional staff who have undertaken a
course of study in librarianship and information studies to degree or
post-graduate level. A librarian designs, plans, organises, implements,
manages and evaluates library and information services and systems to
meet the needs of the users of library and information services in the
community. This will include collection development, the organisation
and exploitation of resources, the provision of advice and assistance to
users in finding and using information and the development of systems
which will facilitate access to the library's resources. Qualified
librarians will have regular contact with members of the community that
they serve. In order to fulfil its functions staff with expertise in
specific areas e.g. children's libraries, information officers and
reference librarians should form part of the professional team.
The following is a list of some of the duties of the qualified
librarian. This list is not exhaustive nor is it likely that the
qualified librarian will undertake all these activities simultaneously.
- Analysing the resource and information needs of the community
- Formulating and implementing policies for service development
- Planning services to the public and participating in their
delivery
- Answering reference and information enquiries using appropriate
material
- Assisting users in the use of library resources and information
- Developing services to meet the needs of special groups e.g.
children
- Creating and maintaining data bases to meet the needs of the
library and its users
- Designing library and information services and systems to meet the
needs of the public
- Developing acquisition policies and systems for library resources
- Managing and administering library and information systems
- Cataloguing and classification of library materials
- Promoting library services
- Evaluating library services and systems and measuring their
performance
- Selecting, evaluating, managing and training staff
- Budgeting
- Strategic planning
- Keeping up-to-date with current developments in librarianship and
information services, particularly electronic information resources.
5.3.2 Library Assistants
The duties of the library assistant include routine circulation
functions and operational library tasks such as shelving,
shelf-checking, processing library materials, data entry, filing,
secretarial support and basic level reader enquiry work. Library
assistants are the staff the public will come into contact with most
frequently. It is essential, therefore, that they should have a high
level of interpersonal and communication skills.
5.3.3 Specialist Staff
Large public library services may employ specialist staff to carry
out specific functions e.g. computer system managers, administrative,
financial, training and marketing staff. Specialist staff may have a
qualification in their specialism rather than in librarianship.
5.3.4 Support Staff
Support staff include caretakers, cleaners, drivers and security
staff. They carry out important functions which contribute to the smooth
operation of the library service. They should be regarded as an integral
part of the library's staff.
5.4 Ethical Standards
Public library staff have a responsibility to maintain high ethical
standards in their dealings with the public, other members of staff and
external organisations. All members of the public should be dealt with on
an equal basis and every effort must be made to ensure that information
provided is as full and accurate as possible. Librarians must be sure not
to allow their personal attitudes and opinions to determine which members
of the public are served and what materials are selected and displayed.
The public must have confidence in the impartiality of the library staff
if the library is to meet the needs of all members of the community.
Library associations in some countries have developed codes of ethics,
which can be used as models to introduce similar codes elsewhere.
5.5 The Duties of Library Staff
The operation of a library should be a team effort with a close working
relationship between all members of staff. It is important, however, that
staff are used primarily for tasks related to their skills and
qualifications. It is a wasteful use of scarce resources, for example for
qualified librarians to regularly carry out routine circulation functions.
For the same reason it is not necessary to have a qualified librarian in
every library regardless of size or circulation rate. Small libraries open
for limited hours do not require the continuous presence of a qualified
librarian. They should however be under the supervision of a member of the
qualified staff. All staff should have a written contract at the time of
their appointment, which clearly states their duties and responsibilities.
These should not be changed without consulting the member of staff
involved.
5.6 Staffing Levels
The number of staff required in each library service will be affected
by a number of factors e.g. the number of library buildings, the size and
layout of library buildings, the number of departments within each
building, services provided beyond the library and requirements for
specialist staff. The level of available resources is also a critical
factor. Allowing for these and other local differences the following basic
staffing level (excluding support staff) is recommended:
- One full-time equivalent member of staff for 2 500 population
- One-third of staff (excluding support staff) should be qualified
librarians.
These are basic recommended levels, which will be affected by local
circumstances. Where reliable population figures are not available
staffing levels can be related to the size of the library, the range of
its functions and the number of users. Another method of developing an
appropriate staffing level for a library service is to carry out
benchmarking with libraries of comparative size and similar
characteristics.
5.7 Education of Librarians
Qualified librarians will have undertaken a degree or post-graduate
course in librarianship and information studies at a school of
librarianship. To ensure that they remain in touch with the latest
developments librarians should maintain a process of continuing
professional development on a formal and informal basis. It is important
that public librarians maintain close links with the school of
librarianship in their country and are fully aware of course content.
Whenever possible they should participate in the work of the school e.g.
by contributing lectures, assisting in interviewing of prospective
students and other appropriate forms of cooperation.
5.8 Training
Training is a vital element of the activities of a public library.
There must be a planned and continuous programme of training for staff at
all levels which should include both full-time and part-time staff. The
rapid developments in information technology make the need for regular
training even more essential, and the importance of networking and access
to other information sources should be included in training programmes. In
budgeting for the implementation of new systems, an element should be
included for training. In large library services a post of Training
Officer should be created to plan and implement the training programme. To
ensure funds are available for training a set percentage of the budget
should be earmarked for this function.
- It is recommended that 0.5% - 1 % of the total library budget should
be earmarked for training purposes.
This level of funding for training should be maintained at times of
budget reductions as the need for a well-trained staff is very important
in such circumstances.
5.8.1 Mentoring
An effective and economical method of training is to introduce a
system of mentoring. New staff work with a more experienced colleague
who provides guidance and training. The mentor should be able to advise
the new member of staff about issues relating to their work and
employment. A check list of the training provided by the mentor should
be maintained to ensure that it is carried out effectively.
5.8.2 Contacts
In addition to in-service training staff should be given the
opportunity to attend short courses and conferences relevant to their
ability to do their work. They should be encouraged to be active members
of the relevant library association as this creates links with other
library staff and provides opportunities for an exchange of ideas and
experience. It may also be possible to arrange staff exchanges with
staff in other libraries either in the same country or in a similar
library in another country, which can be a valuable experience for all
those involved.
5.9 Career Development
In order to motivate and retain skilled staff opportunities for career
development should be available at all levels. If possible there should be
separate career ladders for staff in different categories but when this
cannot be achieved opportunities for career progress should be available
to all staff. A scheme of performance appraisal should be in place that
provides staff with an evaluation of current performance and guidance in
improving and developing their skills. It also presents an opportunity to
review career progression.
5.10 Working Conditions
All library staff should have satisfactory working conditions and the
conditions of employment should be clearly stated in the contract given to
the new member of staff when they are employed. Salaries should be at a
level appropriate to the level of work being undertaken and competitive
with other similar jobs in the community.
5.10.1 Health and Safety.
The health and safety of staff must receive priority treatment and
policies and procedures be put in place to reduce risks. Consideration
should be given to
- good working conditions for staff
- ergonomically designed furniture and equipment
- availability of technical aids for employees with special needs
and disabilities
- the drawing up of evacuation plans and their testing on a regular
basis
- identified health and safety risks being rectified at the earliest
opportunity
- ensuring that all equipment and cabling conforms with recognised
safety standards
- the establishment of a staff health and safety committee
- appointment and training of staff as first aid officers and fire
wardens
- provision of safety devices for staff, particularly when staff
work at nights or away from the library
- providing advanced driver training for staff who drive library
vehicles
- protective clothing when required
- limiting the weight of cartons and loads on book trolleys.
Public libraries are often open for long hours including evening and
weekend working. In creating work schedules for staff every effort
should be made to ensure their working hours provide them with adequate
time off at appropriate times for social activity. It is vital that good
labour relations are maintained and fostered with staff.
5.10.2 Anti-Social Behaviour
In any building freely accessible to the public, staff will
occasionally encounter users who behave in an unpleasant and anti-social
manner. Staff should be trained in how to deal with such situations and
have alarm systems which can alert other staff. Senior staff should be
immediately available to assist staff and full records of such
occurrences should be kept.
5.11 Volunteers
Where a library uses volunteer help from individuals in the community
to assist library staff a written policy should be in place defining the
tasks of these volunteers and their relationship to the library operation
and staff. Volunteers should not be used as a substitute for paid staff.
"A clear policy must be formulated defining objectives,
priorities and services in relation to the local community needs. The
public library has to be organised effectively and professional
standards of operation must be maintained". (IFLA/UNESCO Public
Library Manifesto.1994)
6.1 Introduction
A successful public library is a dynamic organisation working with
other institutions and individuals to provide a range of library and
information services to meet the needs the varied and changing needs of
the community. To be effective it requires experienced, flexible and
well-trained managers and staff able to use a range of management
techniques. This chapter deals with the key elements of public library
management.
6.2 Management Skills
Management of a public library involves a number of different skills:
- Leadership and motivation
- Maintaining effective relationships with governing and funding
bodies
- Planning and policy development
- Building and maintaining networks with other organisations
- Budget negotiations and management
- Management of library resources
- Staff management
- Planning and development of library systems
- The management of change
- Marketing and promotion
- Community liaison and lobbying.
6.2.1 Leadership and Motivation
The Library Manager has a vital role in advocating the value of
public libraries as an integral part of an international, national and
local infrastructure. He/she must promote public libraries to
politicians and key stakeholders at all levels in order to ensure they
are aware of the importance of public libraries and to attract adequate
funding for their maintenance and development. The Library Manager must
ensure that governing authorities are informed of new developments that
may impact on public library services and that the library service is a
key player in providing access to the delivery of new services.
The Library Manager is responsible for the motivation of staff and
bringing energy, vitality and strength into the library service and its
staff. The manager also plays a key role in managing the development of
physical facilities and ensuring that the most effective use is made of
resources, including information technology to enable the library
service to meet the library and information needs of the community.
6.2.2 Relationships with Governing and Funding Bodies
To achieve its goals the public library needs adequate and sustained
funding. It is very important that the Library Manager establishes and
maintains a close and positive relationship with the bodies that govern
the library service and provide its funding. The Library Manager as head
of the public library service should have direct access to and
involvement with the board or committee, which is directly responsible
for the library service. As well as formal meetings there should be
regular informal contacts between the Library Manager and members of the
governing board and they should be kept well informed about the library
service and current and future developments.
6.2.3 Planning and Policy Development
Planning ensures that:
- the library responds to the needs of the community
- the governing body, management and staff understand what the
library is trying to achieve
- community funds are spent in an effective and responsible manner
- continuity of service is maintained regardless of changes of
personnel
- the library is able to respond effectively to change
The determination of public library goals, short and long term
objectives, strategies and performance measurement is necessary to
ensure equitable, effective and efficient library service provision with
access for all sectors of the community. Strategic and operational plans
require formulation, documentation and adoption.
Planning should not take place in isolation but in conjunction with
the governing and funding bodies, the library staff and the actual and
potential clients served. A strategic plan must be user-focused and
should include the following elements:
- review of achievements
- examination of needs
- identification of priorities and short term goals
- development of strategies for achieving goals
- identification of critical success factors
- budget allocation
- deployment of resources to achieve optimum performance
- measurement and evaluation of input and output performance
- re-assessment of needs and policies.
6.2.4 Operational Planning
An operational plan is necessary to ensure the activities of the
library service are focused on the achievement of the priorities and
goals identified in the strategic plan and should reflect the following
elements:
- a focus on service to users
- the implementation of the priorities and goals of the strategic
plan
- the formation of operational elements of the agreed strategies
- the development of clearly identified goals with manageable and
achievable time frames
- the definition of achievable outputs for the level of inputs
- the inclusion of both the core activity and new service
developments
- the participation of library staff who carry out the activities
- the allocation of responsibility to identified staff members for
achieving outputs
- a programme for monitoring, evaluating and amending the plan at
regular intervals
By-laws or local legislation, specific policies and procedures may be
needed and should be properly formulated, documented and communicated to
all those involved. Business and marketing plans, market research,
community needs analyses and surveys of users and non-users should form
part of the management process.
Planning for the future should advocate positive change and
flexibility and aim to minimise the impact of transition on services,
staff and users. To achieve effective change all stakeholders must be
involved in the change process and have ownership of it.
6.3 Building and Maintaining Networks
No public library can meet all its users' needs from within its own
resources. It should be part of an information infrastructure at national,
regional and local level. The Library Manager must ensure that networks
are developed and maintained using information and communications
technology wherever appropriate. This enables a very wide range of
resources to be brought to the user at a local level. The Library Manager
should also develop good working relationships with other agencies in the
community e.g. schools, other local government departments and voluntary
organisations for the benefit of the users, and to confirm the public
library's role at the centre of community activity. The Library Manager
should, wherever possible, ensure that the library takes an active and
positive role within the corporate structure of the parent organisation.
6.4 Financial Management
Financial management and financial planning are vitally important to
ensure that the library operates efficiently (at optimum performance),
economically (at minimum cost), and effectively (at maximum benefit). In
order to achieve these aims the Library Manager should:
- look for ways of improving levels of funding from national, state or
local government or from other sources
- prepare 3-5 year business plans based on the library's long term
plans
- allocate funds to support activities identified in the library's
policy statement and based on the priorities previously determined
- establish partnerships for co-operative purchasing to maximise the
use of available funds
- undertake activity based costing to determine the cost of activities
and programmes and to facilitate future planning
- maintain an asset management policy for the sustainable renewal of
plant and equipment
- evaluate and implement automated techniques wherever appropriate to
improve efficiency and effectiveness
- introduce systems that will ensure that all staff with
responsibility for any part of the budget will be fully accountable for
the expenditure of funds for which they are responsible
6.5 Management of Library Resources
A major element of a library's budget is expenditure on library
materials. The Library Manager should ensure that these funds are spent
properly and in accordance with the agreed priorities of the library and
that the materials are maintained and made available so that they can be
of maximum benefit to the library user.
6.6 Staff Management
Library staff are a vital element of the library's resources and staff
salaries are normally the largest part of the library budget. It is very
important that the management of staff should be sensitive, consistent and
based on sound principles if they are to work most effectively and with
high levels of motivation and job satisfaction. The following are
important elements of staff management:
- An equitable procedure for staff appointments. Job and person
specifications should be drawn up prior to a post being advertised.
Interviews should be conducted in a way that is fair to all applicants.
Appointments should be based solely on professional judgment and
suitability for the post and not be prejudiced by any other factors
- It is very important that there is good communication between staff
at all levels. Managers should review internal communication systems
regularly to make sure staff are well-informed about the policies and
procedures of the library service
- Staff should be given the opportunity to participate in the
development of policy and operational procedures. Initiative should be
encouraged making the best use of the skills and experience of staff. By
bringing staff into the decision-making process they will feel they
"own" the policies and procedures of the service
- The principles of affirmative action, including the creation of
nominated positions for special needs areas, may be adopted.
6.7 Planning and Development of Library Systems
To make the most effective use of resources the public library will
require a variety of systems e.g. circulation control, financial
management, internal communications. The Library Manager should ensure
appropriate systems are introduced making use of specialist staff for
their development where necessary. Staff must be given adequate training
in the use of such systems whose effectiveness must be reviewed regularly.
6.8 The Management of Change
In common with many other organisations public libraries are going
through a period of unprecedented and on-going change as a result of the
rapid development of information technology and social and demographic
change. This presents tremendous opportunities for the public library, as
information provision is one of its primary roles. It also presents
challenges to managers and staff to ensure change can be introduced with
the maximum effectiveness and the least stress on staff and the
organisation. Library managers must be aware of the issues arising from
continuous and fundamental change and establish methods of dealing with
them.
6.8.1 Planning for the Future
Library managers should be aware of developments both within and
outside librarianship which are likely to have an impact on service
development. They should make time to read and study so that they can
anticipate the effect of changes, particularly technological, on the
future shape of the service. They should also ensure that policy-makers
and other staff are kept informed of future developments
6.9 Delegation
The Library Manager in charge of the public library service has
ultimate responsibility for the service, in conjunction with the governing
body. However all library staff with responsibility for any resources of
the library, whether materials, staff or library premises, have a
managerial role, and this should be recognised by the Library Manager and
the member of staff concerned. They should be given appropriate managerial
training and participate in the policy development of the library whenever
possible. Managerial responsibility should be delegated to staff at an
appropriate lower level. It should be made clear what responsibilities are
being delegated, what the reporting mechanism to senior managers is and
staff must be given training to enable them to carry out the delegated
responsibilities effectively. A planned system of delegation makes best
use of the skills and experience of a wide range of staff and provides
opportunities for professional development. It also increases the number
of people fully involved in the development and operation of the library
service, improves job satisfaction and prepares staff for promotion when
opportunities arise.
6.10 Management Tools
There is a wide range of management tools, which can be used in a
public library. Their relevance will depend on a number of factors, e.g.
the cultural context, the size and character of the service, the
management style of other departments in the same organisation and
available experience and funding. The following are however important
tools for public libraries in almost any situation:
- community needs analysis
- monitoring and evaluation
- performance measurement.
6.10.1 Community Needs Analysis
In order to provide services, which meet the needs of the whole
community the public library has to establish the extent of those needs.
As needs will change, this process will need to be repeated at regular
intervals, perhaps every five years. A community needs assessment is a
process in which the library collects detailed information about the
local community and its library and information needs. Planning and
policy development are based on the results of this assessment and in
this way a match between services and needs can be achieved. In some
countries the preparation of a community needs assessment is a
legislative requirement of the local authority. The information to be
collected will include
- socio-demographic information about the local community e.g. the
age and gender profile, ethnic diversity, educational level
- data about organisations in the community, e.g. educational
institutions, health centres, hospitals, penal establishments,
voluntary organisations
- information about business and commerce in the locality
- the catchment area of the library i.e. where library users live in
relation to the library
- transport patterns in the community
- information services provided by other agencies in the community.
This is not an exhaustive list and further research would be required
to establish what information is needed to form a community needs
assessment in each situation. However the principle of preparing a
community profile which will enable the librarian and the governing body
to plan service development and promotion on the needs of the community
is an important one whatever the local context. The assessment should be
complemented by regular customer surveys to establish what library and
information services the public wants and how they judge the services
they receive. Survey work is a specialist skill and where resources are
available a more objective result will be gained if the survey is
carried out by an external organisation.
6.10.2 Monitoring and Evaluation
As the library service moves towards its goals, management must be
accountable in terms of financial control and the monitoring and
evaluation of library activities. Management must continually monitor
the performance of the library service to ensure that strategies are
achieving the set objectives. Statistics should be collected over time
to allow trends to be identified. Community needs and satisfaction
surveys and performance indicators are valuable tools in monitoring the
achievements of the library. Techniques should be developed to measure
the quality of the services provided and their impact on the community.
All programmes and services should be evaluated on a regular basis to
ascertain whether they are
- achieving the objectives and declared goals of the library
- meeting the needs of the community
- able to meet changing needs
- in need of improvement, new direction or redefinition
- adequately resourced
- cost effective.
Procedures and processes operating within the library also require
constant evaluation and revision to increase efficiency and
effectiveness.
6.10.3 Performance Indicators
The availability of reliable performance information is a necessary
tool for evaluation and the improvement of efficiency, effectiveness and
quality of service. The collection of statistics related to resources,
staff, services, circulation, activities etc. will provide data for
planning, show accountability and assist informed management
decision-making.
The following key performance indicators may be used to evaluate and
monitor the achievement of the library's objectives:
Usage indicators
- Loans per capita
- Total library visits per capita
- Membership as a percentage of the population
- Loans per item i.e. turnover resources
- Reference enquiries per capita
- Loans per opening hour
Resource indicators
- Total book stock per capita
- Provision of terminals/personal computers per capita
- Provision of on-line public access computers (OPACs) per capita
Human resource indicators
- Ratio of full time equivalent (FTE) staff to population
- Ratio of full time equivalent (FTE) staff to library use
Qualitative indicators
- User satisfaction surveys
Cost indicators
- Unit costs for functions, services and activities
- Staff costs per functions, e.g. books processed, programmes
- Total costs per capita, per member, per visitor, per service point
etc.
Comparative indicators
- Benchmark statistical data against other relevant and comparable
library services, internationally, nationally and locally.
In addition to the collection and analysis of input and output
service statistics, the unstated needs of non-users need to be
established by carrying out market research including the use of focus
groups and community surveys.
Where reliable population statistics are not available it becomes
more difficult to develop reliable performance indicators. Use can be
made of estimated population totals, the comparison of costs with user
and visitor statistics and benchmarking with other libraries with
similar characteristics.
6.10.4 Performance Measurement
Performance measurement has been used in public libraries for some
years. Measurements or performance indicators are established to measure
the input to libraries i.e. the resources devoted to the whole or
particular services, and the output, i.e. what is achieved as a result
of the activity being carried out. For example the establishment of an
enquiry service for users requires the input of staff, materials,
equipment and floor space. The output is the number of enquiries
received, the number satisfied, the level of use made of the resources
and the use of other services, e.g. the reservation service, arising
from the original activity. These measures can then be compared each
year to see if the effectiveness of the library service is improving.
Computer technology makes performance measurement a simpler task and
enables sophisticated models of library use to be established and used
in service development. Performance measurement should be a planned
process carried out with consistency over a period of time. Further
information about library performance indicators can be found in ISO
11620:1998 Information and Documentation. Library Performance
Indicators.
Another way of gaining a useful indication of the success of a
library service is to compare key input and output measurements with
other public libraries of similar size and characteristics. This is
usually known as benchmarking and is a useful adjunct to performance
measurements carried out internally.
6.11 Marketing and Promotion
Library managers can use marketing techniques to enable them to
understand the needs of the users and to plan effectively to meet those
needs. The library should also promote its services to the public to
ensure that they are kept aware of its ability to meet their library and
information requirements.
6.11.1 Marketing and Promotion Policy
The library should have a written communications, marketing and
promotions policy to enable it to undertake a planned promotion of its
services to the public. The policy should include a marketing and
communication strategy and methods of evaluating promotional programmes.
6.11.2 Marketing and Promotion Plan
To enable the library to achieve its marketing strategy a coherent
marketing and promotion plan should be developed based on the agreed
policy. It could include the following elements:
- the exploitation of print and electronic media
- displays and exhibits
- effective interior and exterior sign-posting
- regular publications and the preparation of resource lists and
pamphlets
- reading and literacy campaigns
- book fairs
- library web-sites
- linkages to and from related web-sites and portals
- friends of the library groups
- annual library week celebrations and other collective promotional
activities
- special years of celebration and anniversaries
- library listings in the telephone book and other community
directories
- fund-raising activities and campaigns
- public speaking activities and liaison with community groups
- special library publications e.g. history of the library, history
of the community
This list is not exhaustive and other elements can be added depending
on local circumstances.
6.11.3 Working with the Media
Library staff should be trained to use communication media to promote
the library service and respond to media enquiries. They should be able
to write articles for local newspapers and prepare press releases. They
should be familiar with the techniques of speaking and being interviewed
on radio and television. They should also be able to promote the library
and its services via computer and telecommunication networks including
the creation of library web-sites.
6.11.4 Community Support
The library managers must ensure that the community is aware of the
importance of the library service and that municipal, regional and
national funding bodies fully understand the important place, which the
library occupies in the community, and support its development.
6.11.5 Gaining Community Support
The library should have an agreed policy and a sustained programme
for developing community support. This can include:
- maintaining a Friends of the Library organisation for fund-raising
and general support
- working with community advocates in support of major initiatives
such as new buildings and services
- forming liaisons with community groups to enhance parts of the
collection or strengthen specific services
- working with groups that wish to speak out on behalf of the
library service and its development
- participation by library staff in activities aimed at increasing
awareness of the variety and value of the library service.
The support of the community also depends on the library delivering
the services it has promised to deliver.
6.11.6 Advocacy
The library should have established and adopted written policies
which define its role in generating public support for the library
service.
A well-informed public can provide valuable support for the public
library service and actively promote it within the community. Lobbying
involves interaction with decision-makers to secure specific objectives
at an appropriate point in the legislative, policy-making or budget
process.
6.11.7 Working with Governing Bodies
Library managers should meet at least annually with the library's
principal governing and funding body to review the library's services,
development plans, achievements and obstacles. Librarians should look
for as many opportunities as possible to involve its governing body in
its major activities. Events such as the opening of a new library, the
launching of a service, the installation of public Internet access, the
opening of a new collection and the inauguration of a fund-raising drive
can be used for this purpose.
6.11.8 Participation in Community Life
One of the most effective promotional strategies is the participation
of well-informed library staff and committee or board members in
community activities. Examples include:
- presenting book and activity reviews on radio and television
- working with adults and children's literature and cultural groups
- writing a newspaper column
- supporting literacy organisations and campaigns
- participating in the activities of local organisations
- assisting with school-based initiatives
- participating in local history and genealogy societies
- being a member of a service organisation e.g. Rotary
- visiting local organisations to promote the library service.
6.11.9 Evaluation
The library should carry out a regular evaluation of its marketing
and promotion programme and ensure the results of the evaluation are
taken into account when planning future programmes.
THE IFLA/ UNESCO PUBLIC LIBRARY MANIFESTO
The Manifesto is available on-line at: http://www.ifla.org/VII/s8/unesco/eng.htm
THE FINNISH LIBRARY ACT (904/1998)
Issued in Helsinki On the 4th
of December 1998
In accordance with a decision of Parliament the following is enacted
Chapter 1
Objectives
- This act prescribes the library and information services to be
provided by municipal public libraries, and the promotion of these
services both nationally and regionally.
- The objective of the library and information services provided by
public libraries is to promote equal opportunities among citizens for
personal cultivation, for literary and cultural pursuits, for continuous
development of knowledge, personal skills and civic skills, for
internationalisation, and for lifelong learning.
Library activities also aim at promoting the development of virtual
and interactive network services and their educational and cultural
contents.
Chapter 2
Arranging library and information services
- The municipality shall be responsible for arranging the library and
information services referred to in this act.
The municipality may provide the library and information services
independently, or partly or totally in co-operation with other
municipalities, or in any other way. The municipality is responsible for
the services being in accordance with this act.
Library users shall have access to library and information
professionals, and to continually renewing library material and
equipment.
In a bilingual municipality, the needs of both language groups shall
be taken into consideration on equal grounds
In the municipalities of the Saami home area, the needs of both the
Saami and the Finnish language groups shall be taken into consideration
on equal grounds.
Chapter 3
The library and information service network
- A public library shall operate in co-operation with other public
libraries, with research libraries and with libraries in educational
establishments, as part of the national and international networks of
library and information services.
The libraries acting as the central library for public libraries and
as provincial libraries supplement the services of public libraries.
The central library for public libraries is a public library in a
municipality appointed by the relevant ministry, with the consent of the
municipality. Its sphere of operations shall be the whole country.
A provincial library is a public library in a municipality appointed
by the relevant ministry, with the consent of the municipality. The
sphere of operations shall be laid down by the relevant ministry.
The tasks of the central library and the provincial library shall be
enacted in a decree. The relevant ministry can, after consulting the
municipality, cancel the designation as central or a provincial library.
Chapter 4
Library services free of charge
- The use of the library's own collections within the library and
borrowing from them shall be free of charge.
Inter-library loans issued by the central library and by the
provincial libraries to public libraries shall be free of charge.
For other library transactions, the municipality may charge a fee
amounting to the prime cost of the transaction at most.
For a specific reason, the fee which would otherwise be fixed to
amount to the prime cost may exceed this.
Chapter 5
Evaluation
- The municipality shall evaluate the library and information service
it provides
The purpose of the evaluation is to improve access to library and
information services and to promote their development. The evaluation
shall monitor the implementation of the library and information services
and the quality and cost-effectiveness of the services.
Each municipality is obliged to take part in evaluation referred to
by this clause.
Decisions about national evaluation and about national participation
in international evaluations shall be made by the relevant ministry,
which shall carry out the evaluation together with the Provincial State
Offices. The municipality shall contribute to the evaluation referred to
in this subsection.
Salient findings of the evaluation shall be made public.
Chapter 6
State administration of library and information services
- The relevant ministry shall be the national administrative for
library and information services. The provincial state office shall be
the regional administrative authority. The tasks of the provincial state
office shall be enacted in a decree.
Chapter 7
Miscellaneous regulations
- The library system shall have a sufficient number of staff qualified
for library and information service and other personnel.
The qualification requirements for library staff shall be enacted in
a decree.
For a specific reason, the relevant ministry may grant exception from
the formal qualification requirements.
- The municipality shall receive statutory state aid towards the cost
of operating the library under the Act on the Financing of Educational
and Cultural Provision (635/1998).
The municipality shall receive a government grant towards the costs
of constructing and renovating a library under the Act on the Financing
of Educational and Cultural Provision. The purchase of a mobile library
bus or boat shall also be regarded as construction.
- The library may issue library rules which contain provisions
concerning the use of the library and the rights and duties of the
library user.
Infringement of the library rules shall be chargeable with fines
commensurate with the infringement.
- More detailed provisions on the application of this act shall be
issued by statute.
THE FINNISH LIBRARY DECREE (1078/998)
Issued at Helsinki on 18th
December 1998
Section 1
Functions of the Central Library of Public Libraries
The central library of public libraries shall
- act as the national interlibrary lending centre
- promote co-operation of public libraries and between public and
scientific libraries
- develop common methods and instruments necessary for organising
library and information services
- perform other duties assigned by the competent Ministry
Section 2
Functions of a Provincial Library
A Provincial Library shall
- support the information and interlibrary lending services of the
public libraries within its region
- develop information services relating to its own sphere of operation
- provide the personnel of the sphere of operation with training in
new forms and development projects of library work
- perform other duties assigned by the competent Ministry.
Section 3
Functions of the State Provincial Office
The State Provincial Office shall
- in co-operation with the competent Ministry, monitor and promote
library and information services needed by the population, and evaluate
the accessibility and quality of the services
- promote regional, national and international development projects in
the field of library and information services
- perform other duties assigned by the competent Ministry.
Section 4
Qualification Requirements
A minimum of two thirds of the personnel referred to in Section 8,
Subsection 1 of the Library Act (904/1998), must have a university degree,
or college diploma, or a vocational qualification which includes, or has
been supplemented with, a minimum of 20 credits of library and information
studies at a university or a vocational institution.
The qualification required from the person responsible for the library
and information services in a municipality shall be a higher university
degree which includes, or has been supplemented with, a minimum of 35
credits of library and information studies.
Section 5
Entry into Force
The Decree shall come into force on the first day of January 1999.
The provisions of Section 4, Subsection 1 shall not apply to the
personnel employed by a library at the time when this Decree comes into
force.
Any process of filling a vacant post or position pending at the time
when this Decree comes into force shall be subject to / comply with the
qualification requirements valid prior to the entry into force of this
Decree
Before the entry into force of this Decree, necessary measures may be
taken to implement it.
Section 6
Transitional Provisions concerning Personnel
Not detailed here
Section7
Transitional Provisions concerning the Completion of Studies
Not detailed here
圖書館服務讀者憲章是公共圖書館對讀者的承諾，此處為英格蘭白金漢郡圖書館的圖書館服務讀者憲章。
英格蘭白金漢郡圖書館
Buckinghamshire County Library
圖書館服務讀者憲章
Library Service Customer Charter
我們希望白金漢郡的圖書館讀者得到高水準的服務，本憲章設定我們圖書館能夠達到的標準，讀者也有權利做這樣的期許，讀者可以循一定的管道，改變或提昇圖書館的服務。圖書館的承諾
- 在白金漢郡有圖書館分館及圖書巡迴車，參照當地居民的意見，配合社區的需要，訂定開放時間。
- 每個分館都有電腦化目錄，包括全郡各圖書館的館藏。
- 被借出的圖書，可以在任何一個分館還書，不以當初出借的圖書館為限。
服務水準的承諾
取得及公平的承諾
- 我們的服務會充份反應社區的文化及語言多樣性。
- 我們會盡一切可能，為行動不便的民眾(disabilities)提供特別的設備及服務。
- 我們的服務會滿足特殊讀者群的需要，包括無法出門的人及在監人士。
- 我們提供適當的訓練，使圖書館同仁得以公平對待每位讀者的需要。
傾聽及諮詢的承諾
- 讀者有需要的時候，我們主動提供圖書館服務的更多資訊。
- 我們傾聽讀者對圖書館服務的看法，讀者願意與圖書館分享他的意見及指教時，可以直接與圖書館主任約談，或者填寫意見表。
- 我們對每個圖書館做全面性的讀者滿意度調查，至少每三年做一次，並公佈其結果。
- 影響服務的重大議題上，我們將諮詢讀者的意見，並告知變動及其進展。
圖書館服務及前述承諾的關係，會仔細的觀察，每年評鑑及公布其結果。
Library Buildings-Aids to Measurement
There is no one universal
measurement for library facilities. However, because library building
projects are expensive and usually financed from public funding, it is
useful and helpful to have some kind of formula on which to base planning
estimates for capital requests.
The following measurements, based on standards developed in the United
States and Canada, are offered for as a starting point for planning a
library building. It is important that the unique needs of any community
must be a primary factor in determining the final space allocated for the
library.
Finally, library planners should keep in mind that automation has
changed library services patterns forever and the library must take
current and future technology into account.
- Average square feet per capita:
For a community under 100,000
population the appropriate standard is 56 sq. m. (600 sq. ft.) per
capita
- Collection space: Collection space can be determined by using
the average standard of 110 volumes per sq. m. (10.8sq. ft.) This allows
for low shelving and wider aisles in specialized areas such as
children's and reference collections
Space required = 1 sq. m. (10.8 sq. ft.) for every 110 volumes
- User Space: A generally accepted standard for user space in a
library is 5 user spaces per 1,000 capita. This allows for individual
study stations in adult and children's areas, as well as informal
seating, reference tables, A/V stations, public Internet stations.
A space of 2.8 sq. m. (30 sq. ft.) for each reader station is an
acceptable standard.
A public Internet station may be provided @ 1 station/5,000
population (See also Chapter 4.7)
- Staff space: A recommended library standard used to determine
the number of library staff (excluding support staff) is 1 staff member
per 2,500 population (See Chapter 5.6). Staff space can be determined by
using a total space per staff member of 16.3 sq. m. (175 sq. ft.) This
figure includes work stations, reader services desks, circulation areas,
lounge, locker facilities, etc.
Space required: 16.3 sq. m. (175 sq. ft.) per staff member @ 1 staff
member per 2,500 population
- Multipurpose Rooms: Each library should assign space for these
rooms based on community service and programme objectives.
- Building Services: Space is required for building services
including washrooms, space for caretakers and cleaners, storage for
cleaning materials, mechanical services (heating, ventilation,
air-conditioning), elevators, staircases, etc. The need for such space
is reduced where the library shares washrooms, mechanical areas etc with
another tenant in a building, or when a library is part of a multi-use
facility.
Space required = 20% of net space
- Minimum overall size
The minimum size for an independent library should not be less than
350 sq. m. (3770 sq. ft.)
In a multi-branch system, the branch should have not less than 230
sq. m. (2,500 sq. ft.) of floor space plus 14 sq. m. (150 sq. ft.) for
each additional 1,000 volumes over 3,000 volumes in its collection.
See also the section on Facilities in the Resource List accompanying
these Guidelines. ( N.B. Not attached to this draft)
Particular thanks is due to the following authors and publications:
Dahlgren, Anders. 1996. Planning the Small Library Facility. 2nd
ed. Small Libraries Publication, #23. Chicago: Library Administration and
Management Association
Dahlgren, Anders. 1998. Public Library Space needs: A Planning
Guide/1998. State of Wisconsin, Department of Public Instruction.
Public Library Development. [http://www.dpi.state.wi.us/dlcl/pld/plspace.html.]
Ontario Public Library Guidelines: A development tool for small,
medium and country libraries. 1997. Sudbury, Ontario: Ontario Library
Service North.
