Libraries at Home

This is a very promising piece of ongoing work by Libraries Hacked.

"Watch" pulls together podcasts and videos, "Read" is a blog feed and they're working on "Listen."

This is the sort of thing I'd hoped would have been the basis of a national digital library platform but those projects always seemed to begin and end in discussion of expensive sexy portals.

I wonder how many English library authorities still do Unity submissions. The obvious add-on to the Libraries at Home site would be a union catalogue search which could easily be done with WorldCat if the data's there to be found.

https://www.librariesathome.co.uk/

Don't blame technology for bad management attitudes

Once upon a time, back when the millennium bug was a thing — or we thought it was — the Director of Recreation & Community Services as was told me to put together a roadmap of the IT developments the library service should be undertaking if money wasn't a big issue. We didn't have the money  and there wasn't any immediate prospect of having it but it would give him a sense of where we wanted to be and the opportunities we'd like to grab if they came along. The results included the usual suspects: we desperately needed to get all the libraries networked and onto the library management system and staff on enquiry desks needed access to the internet as well as the library catalogue, and internet access for the public would be good. I also said that we needed to invest in self-service circulation.

I'm now going to say something heretical, please bear with me. There is no intrinsic value in stamping a due date in a book. There, I've said it. The value in a staff-mediated issue/checkout transaction is:

• The borrower gets to borrow an item
• The loan is recorded
• There's the human interaction, which may be the only one some people get that day
• The library staff get the opportunity to provide information about other library resources and services ("We've got that author's new book on order," "Did you know we've started having toddlers' tales sessions on Wednesday afternoons?" etc., etc.)

The value of the return/checkin transaction is similar.

To my mind the high-value parts of any transaction are the ones you need to put your resources into. Anything that takes resources away from the high-value areas needs to be designed out.

In those days our busiest library was issuing between four and five thousand items every Saturday. More to the point, six Library Assistants were issuing between four and five thousand items every Saturday. And returning a similar number, which creates a lot more work as something needs to be done with all that incoming  stock. A lot of the time the queues at the counter were awful with staff and customers both having a stressful experience. Consequently the value of the issue transaction was compromised — the loan was effected and recorded but there was no time for the human stuff: both the staff and the customers felt under pressure to get the transaction over and done with as quickly as possible. Some customers even gave up and didn't bother: they wanted to become borrowers and our process stopped it happening. If someone desperately needed that human interaction they were badly short-changed. At the returns desk it was even worse: some borrowers lost patience and just left items on the corner of the counter and in the confusion these sometimes got back onto the shelves without the return having been recorded. The rest of the week there were other, smaller, stress points and other events and activities in the library added to the mix. By this stage we'd successfully made the case for some more Library Assistant hours but there's a limit to the number of bodies and workstations you that can physically fit behind even the huge counter that was in this library.

So I argued that we needed to include some self-service issue/return functionality to try and ease the burden a bit. Some people just want to be in and out, they want to borrow an item or return it and they're not much fussed about anything else. Some people would have privacy or safeguarding issues that could be addressed by allowing them to self-issue a book. Giving these people the self-service option would address their needs and also reduce the queue, allowing more time for the people who did need the human stuff at the counter. The director, whose background was adult and community education, was enthusiastic about the idea: "You mean that we could get the library staff off that production line at the counter so that instead of stamping books they could be doing something more interesting like helping people to find things and getting them interested in something new?" Yes, we could have.

Some years, and a couple of directors, later we were in a position to credibly rattle the begging bowl to fund self-service circulation. The world had changed somewhat. Library managers nationwide had picked up the idea that this functionality was a way of saving money on staffing and particularly cutting Library Assistant hours. Although I got cross when my library managers saw self-service as an opportunity to cut staffing costs I couldn't really blame them as individuals: they were coming late to a game that already had this established narrative. It was a massive pity but there we were. We weren't alone. And as Austerity took its toll self-service circulation became one of the quick fixes — I know of one library authority that cut staffing hours on the basis that kiosks were going to be installed at a couple of libraries and the next year cut the hours further because the self same kiosks had been installed. So self-service kiosks replaced staff instead of freeing them up to do other, more important, things.

The point to this story is that the technology wasn't to blame. Technology is never neutral — design must have an end in view — but the way that it is used and the consequent outcomes are largely down to human decision. In this case the opportunity to enrich the very many parts of the public library service that aren't the issue and return of books was passed over because neither the staff nor the service were being valued by "Professionals" in managerial positions. It wasn't a decision forced on them by outside forces, it was one they came to themselves collectively at the turn of the millennium and which they then transmitted to the people who hold the purse strings. Which makes it deuced hard for people now arguing the case that public libraries have never been only about issue counts: if front-line staff can be replaced by one-trick-pony kiosks all that other stuff can't have been all that important could it? Well, yes it was and yes it is and it's scandalous that enabling technology's been abused in this way.

Library authorities are repeating this mistake with technologies such as Open+. Open+ is a good way of extending the use of a building and some of its resources. Many of the running costs of a building are incurred whether or not that building's in use: the fabric of the building deteriorates regardless and the lights may be out but you'll need the heating on sometimes unless you fancy having a lot of burst pipes in Winter. So it makes sense to maximise the return on this investment in running costs by maximising the building's availability for use. Especially if that use is currently particularly limited: if you have a building and it only has a useful life of ten or twenty hours a week then this is a huge waste. In these cases using a technology like Open+ makes sense: it allows access to the building as a community venue or a quiet study space and you could make stock available for self issue/return, thus extending the reach of part of the library service. What it doesn't do is replace the shedload of other stuff that gets delivered — or should be delivered — by the library service in that building. It isn't a replacement for a library service, it just extends some people's access to some of those parts of that service that can be passively delivered.

Anything else is yet another abuse of library technology.

Visible security

A long, long time ago, back when we first put the People's Network into Rochdale's libraries, I got worried about the physical security of all the kit we were putting out there. A few months before we'd had a break-in at Langley Library (back when it was in a stand-alone building next to the bus stop): somebody had drilled through a wall panel into the stock room and pinched a couple of the "homework" PCs we had in the children's library. So I worried about it a bit.

To my mind there's two types of security:

• Rendering something for all intents and purposes non-existent to anybody who isn't authorised to know about it.

• Something in your face that says: "We both know there's something here but it would be a pain in the arse for you to try and have away with it.

In a library context where we were wanting everyone to know there were PCs for public use invisibility wasn't an option so we needed something conspicuous to put off the scallies and sneak thieves.

Somebody, I can't remember who, pointed me in the direction of a chap called Peter Radcliffe, trading locally as Nexus Computers who sold computer safes. At the time Peter was selling metal computer safes. There was nothing subtle about these: they were made of plate metal and the fittings used to fix them to the furniture were uncompromisingly industrial. They did the job brilliantly. Only one thing bothered me.

Back in those days computers came in three colours: "white" (beige), grey (beige) and beige (grey). Dead boring. About this time Rochdale was in the early stages of a complete refurbishment of nearly all its libraries. The aim was to make them lighter, brighter and more colourful and I wasn't much keen on installing a lot of battleship grey boxes into this bright new landscape. So I asked Peter if they were available in any other colours. He came back with a paint sheet from the metal-bashing shop he was working with.

"I'll have that," I said.
"Are you sure?"
"Yes. In gloss finish."
"You're mental!"
"Can you do it?"
"The customer is always right. We can do it if you really want it. Are you really sure? Really?"
"Yes, please."

The colour? It was

Signal Violet

And so it came to be.

I got a bit of stick about it. Not least because I hadn't spent any time whatever consulting anyone about it (ordinarily I'd accept a good shin-kicking for that but I only had four months to do a complete implementation of the People's Network from scratch across the whole borough and we had just had the one and only planning meeting where we had spent three hours watching a debate about the position of a chair in a particular library). But I stuck to my guns. Still do, in fact:

• This was aggressively-visible security.

• It fitted in with the bright, colourful feel of the libraries.

• They were an easy visual cue. We hadn't consciously gone in for any branding at that stage but it provided a consistent, obvious "Here be computers" message to the libraries' customers.

If I had my time again would I make that same decision? Dead right I would. And Peter still thinks I was barmy.

Ambitions 1998

Another bit of archaeology. In 1998 — back when we had only five libraries networked and on the library management system and before the reality of The People's Network — I was asked why the library service didn't have an IT strategy so I drafted one. This is some of the working-out.

Rochdale Library Service

Information/Communications Strategy — suggested bullet points

1         Factors informing the strategy

a)       Operational needs

i)        Lending

·         Stock management & control

—  Making stock work harder

—  Audit requirements

·         Borrower management & control

—  Accessibility to library services across the Borough

—  Fines/charges control

—  Market analysis

·         Reservations management & control

—  Reaching performance targets

—  Managing costs of interlibrary loans

ii)      Reference

·         Increasing access to electronic information resources

—  Access to new forms of material

—  Access to wider ranges of material

—  Making existing materials more widely available

—  Increasing the accessibility of Council information

iii)    Access to Library information

·         Access to the Library Catalogue

·         Access to local history materials

—  Digital formats

…  Documents

…  Pictures

—  Indexing

…  Local history collections

…  Local newspapers

·         Accessibility

—  Within libraries

—  Mobile library provision

—  Meeting special needs

—  Telematic access

iv)    Management information

·         Stock management information

—  Stock use analysis

—  Stock age analysis

·         Statutory statistical requirements

—  CIPFA

—  Audit Commission

·         Performance indicator measurement

—  Local

—  National

·         Financial information & control

—  Stock ordering management

—  Book fund analysis

—  Budget monitoring

v)      Administrative requirements

·         Word–processing

·         Contact management — shared resources

—  Council telephone numbers

—  Emergency numbers

—  Professional contacts

—  Suppliers

·         Bibliographical information (all formats)

—  Records for requests

—  Approvals

—  Bibliographical records

b)      Staffing/support issues

i)        Training

·         Designing systems to minimise training needs

·         Commitment to empowering staff — enabling local problem–solving

·         Resources for delivery

—  Staff time

—  Cover for staff being trained

—  Trainers

—  Opportunity and resources for preparation

ii)      Support

·         Ownership issues

—  Enabling local problem–solving

…  Spreading skills widely

…  Agreeing what can be expected of staff locally

—  Support structures within the Library Service

…  Professional Librarians taking responsibility for library systems

…  Other staff

—  Third–party support

…  Within the Council

…  Suppliers

…  Cost implications

·         Providing support at the front line

—  For staff

—  For the public

c)       External pressures

i)        National issues

·         New Library: People’s Network

·         National Grid for Learning

·         Audit Commission: Due for Renewal

·         Information for All

ii)      International perspectives

·         European information issues

—  Information 2000

—  IRISA–LAPSA & successor organisations

·         Internet access

d)      Technological possibilities

i)        Dynix library system

·         OPACs

—  Graphical interfaces

—  Web PACs

—  OPACs for special needs (e.g. Libris Envisage)

—  Off–line PACs (“OffPACs”)

·         Cash management

·         Acquisitions

—  Order management

—  Supplier performance monitoring

·         Community Resources

—  Community organisations

—  Events

—  Newspaper indices

·         Internet publishing

ii)      PC–based systems

·         Word–processing

·         Spreadsheets

·         Custom databases

·         SQL–compliant systems

·         Electronic reference materials

·         Tutorial materials

·         Web browsers

·         Windows NT networks

·         Intranet systems

iii)    Unix–based systems

·         Electoral roll

·         Corporate financial data

iv)    Self–service opportunities

·         Reservations

—  OPACs

—  Web–based telematic systems

·         Circulation

e)       Restraints

i)        Funding for projects

·         Capital funding

·         Revenue funding for maintenance, etc.

·         Staffing costs

ii)      Expertise

·         Within the Library Service

·         Within the Council

—  Knowledge of library systems

—  Networking

iii)    Staff time

iv)    Support issues (see above)

v)      Corporate policies

2         Suggested outcomes

a)       Dynix Library System

i)        Aim to stay with Dynix for the period of this strategy provided the development and support of the system meets the needs of the Library Service.

·         Join forces with other Dynix users to lobby for enhancements to the system to meet outstanding needs

·         Keep a watching brief as to the development of the product as a graphical system based on PCs 

·         Pending proper reassurance on the life expectancy of the Dynix system, add remaining libraries to the system

—  Circulation

—  OPACs

·         Implement procedures to automate parts of the stock editing system

—  Transfers of some fiction collections

—  Flagging up “tired” or “under–used” stock

—  Collection inventory systems

·         Implement the Acquisitions module — automating the order process; book fund monitoring; supplier performance monitoring

·         Developing the use of Community Resources

—  Making the Community Organisations database available

…  On OPAC

…  On Council intranet via WebPAC technology

…  On World–Wide Web via WebPAC technology

—  Making local newspaper indices (currently in card format) available on OPAC

…  Could be made available on the World–Wide Web and Council intranet via WebPAC technology

·         Investigating the effectiveness & viability of the Dynix Cash Management system

·         Develop new OPAC functions

—  Kids’ Catalogue

—  Graphical interfaces

—  Publishing the Library Catalogue on the World Wide Web, including allowing “WebPAC” access to search for particular items

…  Requires web access to the processor housing the library system

 Allows the possibility of allowing self–service reservation via the WWW

·         Telephone access

—  Investigate the effectiveness and viability of potential options

…  Automated telephone renewals

…  Automated telephoned messages — overdues/charges/reservations notices

ii)      Where possible, create interfaces between the Dynix Library System and PC–based software

·         Management information

—  Collating data between Dynix and proprietary software (e.g. for spreadsheet analysis)

…  This would require a third piece of software to act as an interface between the two

—  Investigating the effectiveness & viability of the Dynix “Executive Information System” — data warehousing/reporting system

·         Catalogue information

—  Envisage — OPACs for visually–impaired

—  Off–line copies of the Catalogue on CD–ROM (using the data conversions already taking place for Envisage)

…  Replacing microfiche at off–line libraries

…  Replacing microfiches as “back up” at on–line libraries

…  Could be available on laptop on Mobile Library

…  Could be available on laptop on Housebound Service

·         Using WWW technology (especially Java) to enable telematic delivery of library services (available from Dynix release 162E)

—  Access to the Library Catalogue

…  Potentially including placing reservations

—  Access to library information

…  Community Organisations

…  Events

…  Newspaper indices

—  Constraints

…  Requires a change in Council policy on web access to networked data

…  Requires web access to the processor housing the library system

b)      Workstation access to other information systems

i)        PC–based information

·         Access to PC–based electronic references

—  Networked electronic references based on a Windows NT server

…  Allows resources to be shared between libraries

…  Expensive references kept secure centrally

…  CD–ROMs cached to hard disk to improve speed of access

…  Using existing networks where feasible

…  Networking dependent on licensing regimes — some material may not be networked; some networked licences may be prohibitively expensive

…  May be able to derive use statistics for individual references

…  Potential for differential access — different reference materials for different client groups

—  Intranet connection with the rest of the Council

…  Council information

…  Statutory papers/minutes

…  email

·         Library intranet

—  Staff manuals in hypertext format

—  Staff notices

—  Staff training materials

—  Contact information

—  Shared bookmarks for WWW

ii)      The Internet (more probably, just the WWW)

·         Staff workstations

—  Including email

—  Access to appropriate lists

·         Public workstations

—  See below

iii)    Other systems

·         Reference Enquiry Desk workstations access to Electoral Roll

·         Administrative/management systems

Financial systems

 Suppliers database

c)       PC–based services to the public

i)        Extension of Open for Learning facilities

ii)      Maintenance of text–reading and Brailling facilities

iii)    Word–processing facilities

·         Support?

·         Cost of consumables?

iv)    Computers Don’t Bite and successors

d)      Public Internet access

i)        Controlled access

·         ?Timed out by software on PC

·         ?Time booked and issued to “borrower”

·         Use of Net Nanny et al. To prevent inappropriate access

·         ?Users registered, including disclaimers

—  Promise not to look for illegal/immoral materials (how defined?)

—  Promise not to hack machines

—  Accept responsibility for own actions

—  Agree that Library Service not responsible for anything the customer does during their time on the Internet

—  Accept that service may be withdrawn from the customer if they break the rules

·         Costs

—  To Library Service

…  Service provider subscriptions

…  Line costs

—  To the customer

…  ?How to be as inclusive as possible

…  ?How nominal is a nominal charge

…  ?Charge period — session or season

e)       Local history collections

i)        Access to the Local History Catalogue

·         Staff at Heywood and Middleton need access to the Catalogue at Rochdale

…  Cost

…  Training load

…  Is there OPAC access?

—  Why not Dynix at Local Studies?

…  Cost

…  Training load

—  Why not both in both places?

…  Compatibility?

…  The Library Catalogue on Dynix will be searchable from a Web browser with 162E. If both catalogues Z39.50 compliant, both could be searched from a Web browser (as per draft Telematics strategy)

·         Practical issues

—  Large cataloguing task

—  May require some modification of the Dynix Catalogue record to include additional MARC fields (e.g. additional media fields; URL tags; image data)

—  Would need to look at how other libraries/museums approach the job

ii)      Digitising local history materials

·         Security of primary materials

·         Making materials more widely accessible

—  PAC–style picture catalogues

—  Intranet/WWW access

·         Pictures

—  Scanned into JPEG format

—  Catalogued

…  ?Dynix (how catalogued?)

…  ?Proprietary database system

—  PAC access

…  ?Dynix

…  ?Proprietary system

—  Electronic watermarking for copyright purposes

·         Documents

—  Copyright issues

—  Imaging

…  Investigate routes taken corporately through Document Imaging Working Group

—  Transcription

…  Investigate effectiveness/viability of scanning and OCR (optical character recognition) systems

f)        Office applications at main libraries

i)        Word–processing facilities — MS Word

ii)      Use of MS Word and MS PowerPoint for DTP/notices

iii)    MS Excel for spreadsheet analyses

iv)    MS Access for local databases (created by Systems Manager for local use — e.g. for enquiry desk statistics)