Community Led Libraries How to create needs based library services

(1) The Spirit Level Wilkinson & Pickett (2010) The Spirit Level: why equality is better for everyone Almost everything (including library use) is affected not by how wealthy a society is, but how equal it is Societies with a bigger gap between rich and poor are bad for everyone in them – including the well off

(2) Income Inequality LowHigh Japan1UK20 Finland2Portugal21 Norway3USA22 Sweden4Singapore23

(3) Public Engagement Brook (2011) International comparisons of public engagement in culture and sport Consistently higher attendance and participation in culture and sport in Scandinavia DCMS (2011) Taking Part Survey - library use in the UK fell from 56% in 2001 to 40% in 2011

(4) Library Use Library use Finland 72% Sweden 70% Denmark 68% UK40%

(5) Equality & Library Use EqualityLibrary use Finland272% Sweden470% Denmark568% UK2040%

(6) Mind the Gap The Equality Trust (2011) Research Digest: Trends & Measures Between 1960 – 2005 income inequality increased by 32% in the UK and decreased by 12% in Sweden. In the 1960s Sweden and the UK had similar levels of income inequality. By 2005 the gap between the two had increased by 28%.

(7) Overview Needs based library service – identify, prioritise and meet community needs Community-Led libraries - service planning, design, delivery, evaluation Holistic and Systematic approach – strategy, structures, systems, culture

(8) Open to All? Resource (2000) Open to All? The Public Library and Social Exclusion NIACE (2003) Developing a Needs Based Library Service Ashgate (2010) The Public Library and Social Justice [with John Vincent] Ashgate (2012) Community Led Libraries [with Ken Williment, Working Together Project]

(9) Needs Based Identify community needs – profiles, assessments, partners, relationships Prioritise – those with the greatest needs Meet needs – universal / targeted services Redirect resources – challenges from users, politicians / board, managers, staff

(10) Exclusive Paradigm 1. Active Users 13% 2. Passive Users 27% 3. Non Users 60%

(11) Inclusive Paradigm 3. Active Users 13% 2. Passive Users 27% 1. Non Users 60%

% population Library Users Working class 60%33% Middle class40%44% (12) Social Class

(13) Community Engagement PASSIVEREACTIVE PARTICIPATIVE EMPOWERMENT LEADERSHIP Local residents and organizations are informed of issues by library service. Local residents and organizations provide input into the priorities and resource use of library service. Local residents and organizations influence the priorities and resources of library service. Local residents and organizations work in shared planning and action with library service. Local residents and organizations initiate and lead on issues with support from library service.

(14) Traditional Service Planning Community Assessment Needs Identification Service Planning Delivery Evaluation Staff review Demographic data Library use statistics Comment Cards Community survey results Staff identify service gaps or under-served communities Staff review literature Staff consult with other staff and service providers Staff develop service response Staff deliver service: Develop the collection, Hold the programme, Design facilities. Staff review various inputs: Feedback forms Programme attendance Collection use Library card enrolment

(15) Community Led Planning Community Assessment Needs Identification Service Planning DeliveryEvaluation Staff review all of the traditional measures and: Staff spend time in community developing relationships with local people Staff hear from community about what is important to them. Staff discuss with community and hear from them what their priorities are. Service ideas are the community’s ideas. Community is engaged in the planning of the service. Staff act as partners and facilitators rather than as creators and experts. Community and staff work together to deliver the service: Community involved in selecting materials Community active in hosting the programme Community work with the library to develop policy recommendations. Community and staff discuss: How did the process work? Did the service/policy, etc. actually address the need? What could have been done differently?

(16) Holistic & Systematic Strategy Culture Structures, Systems

(17) Strategy DCMS (2003) Framework for the Future Promotion of reading and informal learning Access to digital skills and services including e- government Measures to tackle social exclusion, build community identity and develop citizenship

(18) Staffing The right people In the right jobs With the right skills

(19) The right ‘man’ for the job Wilson & Birdi (2008) The right ‘man’ for the job? The Role of Empathy in Community Librarianship Communication, listening & negotiation skills Influencing relationships Reflective practice Improved confidence and assertiveness Dealing with conflict

(20) Staffing Structure LGA (2004) Extending the Role of Libraries ‘Strengthen strategic management to ensure that appropriate services are delivered across the public library authority, rather than leaving project development to individual operational management teams that target specific areas and populations.’

(21) Specialist Team Strengths Vanguard services - big leap forward Innovation, experimentation and change New collections and services Knowledge of local communities Raise awareness among library staff Training and guidance

(22) Weaknesses Isolated and not mainstreamed Two tier services No redirection of resources Library staff not engaged Limited access to resources No performance measures Not valued, vulnerable to budget cuts

(23) Whole Service Approach Structures aligned with service strategy Staff clear about what is expected of them Everyone pulling in the same direction Impact and outcome indicators Positive effect on organizational culture Services become embedded and not vulnerable to changes of policy or budget reductions

(24) Service Structure The right services In the right places At the right times

(25) Opening Hours LGA (2004) Extending the Role of Libraries Increased opening hours led to more: Use of ICT facilities Visitors in total Visits from target groups Books lent

(26) Systems Inappropriate rules and regulations Charging policies which disadvantage those on low incomes Book stock policies which do not reflect the needs of the community Lack of signage in buildings Lack of a sense of ownership and involvement by the community

(27) Welcome to Your Library? ADP (2004) Welcome to Your Library External signage – library hard to find Internal signage – unclear Environment - unwelcoming Stock – no books in other languages Joining procedures – no particular sensitivity Customer care – staff not friendly

(28) Culture ‘The way we do things around here’ Hearts and minds Attitudes and behaviours Shared values

(29) Community Development OUTREACHCOMMUNITY DEVELOPMENT Goes out into the community to deliver a service or programme (story time at school, display at community centre). Begins with relationship building. Tells audience what the library has to offer, but rarely seeks opinions of participants and what they might like the library to offer. Identifies and assists in articulating individual or community needs. [Source: Working Together Project ( ), Canada.] - Identifies and provides services that meet those needs. - Investigates ways to work collaboratively to meet needs. - Identifies gaps in services and policy.

(30) Social Justice ‘It falls to our generation to make one of the biggest transformations in human history. The rich countries have got to the end of the really important contributions which economic growth can make to the quality of life and also that our future lies in improving the quality of the social environment in our societies. Greater equality is the material foundation on which better social relations are built.’