Breaking through the Walls: A draft strategy for the National Library of Scotland

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1 Breaking through the Walls: A draft strategy for the National Library of Scotland Response by the Scottish Library and Information Council (SLIC) Introduction The Scottish Library and Information Council welcomes the opportunity to participate in the development of the strategy for the National Library of Scotland. The Scottish Library and Information Council is the advisory body to the Scottish Executive and Scottish Ministers on library and information matters. The Council was established in 1991 to create an organisation to support and lead strategic development for all library and information services in Scotland. SLIC members include all local authority, higher education, further education organisations, NHS Trust library services as well as other specialist library and information organisations, including the National Library. SLIC s Mission Statement: To provide leadership and act as the primary focus, co-ordinator and promoting agent for all library and information services in Scotland, and to support their work for the benefit of the nation and the development of its cultural life. Primary Tasks Provide leadership to library and information services and facilitate the co-ordination of these services. Promote understanding of the contribution of the library and information services to life of the nation. Monitor standards of provision of library and information services and advocate the development required for their continuing vitality. Advise Scottish Ministers upon library and information service matters. Undertake research and provide information, education and advice to its members Liaise with other organisations and institutions Award grant-in-aid to promote innovation and development in Scottish library and information services. Background The National Library of Scotland (NLS) is on of the five legal deposit libraries in the United Kingdom with the responsibility of collecting and preserving Scotland s printed heritage. As the amount of material grows and the impact of digital resources is felt, the task facing the NLS cannot be underestimated. The Scottish Library and Information Council has a longstanding working relationship with NLS, which has benefited both organisations. 1st Floor, Building C, Brandon Gate, Page 1 Leechlee Road, Hamilton, ML3 6AU. (t: ; f: ; e: slic@slainte.org.uk; w:

2 The Council looks forward to continuing this relationship to ensure the National Library is able to build on its heritage and legacy and develop services which complement and add value to existing library service provision in Scotland. Consultation, Collaboration and Partnership SLIC welcomes the NLS s intention to be more consultative with its stakeholders, the library and information community in Scotland, and the public about its future role. SLIC would anticipate that the NLS would draw on the experience of SLIC Management Committee for consultation to the widest sectoral interests and through other established SLIC networks such as Heads of Public Library Services, Heads of School Library Services, COSMIC etc. SLIC would be happy to offer support and draw on its own experience of implementing change in a wide variety of library and information services in order to facilitate the growth of the NLS for the benefit of the community. SLIC has many years experience of carrying out research and identifying change-drivers as part of its leadership role in Scotland. The NLS has played a leading role in facilitating and supporting the inter library loans in Scotland. This is a service, and an area of leadership, much valued by the wider library and information sector. Since the introduction of higher charges by the British Library, there remains much scope for partnership with library services across the sectors to ensure co-ordinated approach to sharing resources. SLIC holds the view that the most effective long-term strategy for building a national collection is through the strategic co-ordination of distributed collections rather than a centralised approach. SCURL has been working closely with the Higher Education services for some time proposals for the CASS Project, now entering a pilot phase, to identify appropriate access and storage for valuable if infrequently accessed resources for research have been discussed with SLIC. SLIC supports SCURL, through part-funding with the National Library of Scotland, of the SCURL Development Director s post and is looking forward to closer co-operation on future initiatives. Access The NLS plans to extend access to its buildings, expertise and collections. However, the NLS has been perceived for many years, as a library of last resort. The NLS is not widely viewed as a key reference resource by Scotland s population and its policies on access and admission have not encouraged widespread public use. As the draft strategy indicates, there are a number of barriers, real or imagined, which need to be removed before this view was overturned for example, a review of access policies and DDA compliance for some of the buildings. In addition, the draft strategy also signals that a marketing and publicity strategy is required. However, this would also need to include customer care training, a review of the conditions of use of the resources and a customer-centred approach. Social inclusion is one the National Priorities for Education and the NLS should be considering what measures it needs to adopt to a create Page 2

3 supportive, learning environment whilst delivering on its core functions without duplication of services provided by others. The NLS has identified a major challenge in how the nation can access the resources, currently centralised in Edinburgh, on a more equitable and cost-effective basis. This might be through the development of a strategic digitisation programme, such as the Virtual NLS. The lack of an explicit ICT strategy to articulate the vision, develop the skills amongst the NLS staff and support this initiative should be addressed as a matter of some urgency. SLIC has a close working relationship with the Centre for Digital Library Research, based at the University of Strathclyde, EDINA, and the Joint Information Systems Committee. In addition, to access to the latest ICT initiatives and research, SLIC has played a major role in the implementation of the New Opportunities Fund programmes for digitisation, infrastructure and staff training. Again, our expertise in widening access through standards and technology can be shared by the NLS as they develop their ICT strategy and action plan. A Digitisation Strategy will require careful planning and consultation with the stakeholders, partners and users and consider the cost benefits of a planned programme versus on demand digitisation. The NLS does not have much experience of working within the direct service provision area with schools, colleges and workplace or home-based users. There are existing providers for some of the functions which might be envisaged such at the public libraries People s Network initiative. The initiative, co-ordinated by SLIC in Scotland, currently runs collaborative projects on electronic content, national procurement of resources, electronic lifelong learning materials, genealogy, library access, reference, health and children s services all good examples from which the NLS can learn. The experience of the People s Network is still being monitored and evaluated by SLIC. SLIC has recently agreed to conduct research into what users expectations and information needs are and what their use of electronic services might be. This will include identification and justification of costs of service delivery and monitoring and evaluation of current service use. SLIC is happy to share and develop this research with the NLS. Collections SLIC welcomes the NLS s intention to develop and integrated strategy for the selection, acquisition, preservation and retention of material. SLIC welcomed the extension to cover electronic materials in the Legal Deposit Act 2003 and sees an important role for the NLS in creating and nurturing a nationally-focused electronic archive to satisfy the research need of Scotland s citizens in future years, which is an integral part in the developing distributed Scottish Information Environment. SLIC has been working with the NLS for some time on developing a National Strategy for Scottish Materials. Currently, the library and information community has a variable approach to identifying and retaining core Scottish material. In addition NLS and SLIC have a role to play to contribute to a national strategy for collections and digitisation for Scotland, to ensure that Page 3

4 investment in digitisation is robust and meets user s requirements. Under this initiative there is potential for the Scottish Fiction Reserve to be more fully exploited and plans for this should link naturally to extending access to the NLS s own collections. SLIC is currently in discussion with the Scottish Publishers Association to look at innovative ways in which new Scottish materials might be identified and acquired by local authorities and others. SLIC welcomes the NLS s intention to support key political and social priorities through collaboration with research and other legal deposit libraries. The resources held by the National Library of Scotland have the potential to support lifelong learning in a more focused way and wider than the current research market. However this ambition must be set against the Library s ability to change public perceptions, manage internal cultural change and develop content and access which is fit for purpose. The NLS should ensure that these developments do not compromise their legal obligations. Organisational development SLIC welcomes the commitment to staff training and development. It is not widely acknowledged but most of the NLS staff are not librarians but experts in their own particular fields. There will be a need for a wide-ranging programme which supports both the acquisition of new skills in particular fields of expertise and also knowledge and understanding of the library and information sector. SLIC played a major role in supporting Glasgow s Best Value Review in the late 1990s and would be delighted to support the library in its proposed review. It is important that publicly-funded bodies are subject to external as well as internal scrutiny and SLIC would be happy to assist by involving members of the cross-sectoral SLIC Management Committee in the process. SLIC is pleased to see that the NLS management is considering how to support some of these new functions through fund-raising, income generation and maximizing funding opportunities. The Heritage Lottery Fund provides a key fund for acquiring new materials of national interest and making them accessible. SLIC is concerned that the NLS focuses on currently fund core activity before diversification into new areas. In particular, SLIC sees a potential overlap in certain areas of service with public libraries. It is not in the communities interest to duplicate provision or bring services into competition for funding. Infrastructure The NLS estates are in clear need of a master plan in order to become DDA-compliant and provide the equitable access available elsewhere. It would seem sensible that consultation is carried out at an early stage to gauge public demand for access Consideration should be given to levels of access required to key buildings, measured against cost, or closer partnerships which provide access to materials via other public facilities. Page 4

5 Governance One area of concern is in the draft strategy is the lack of detailed reference to the governance of the NLS. The Quinquennial review is long overdue and the Scottish Executive is considering this along with the National Museums and Galleries. The proposed consultation announced by the First Minister on St Andrews Day will give the opportunity to ensure that National organisations are structured to deliver access to quality cultural experiences for the people of Scotland. However SLIC considers it essential that a forward looking strategy needs to be complemented as a matter of urgency by updating the Library s legislation and governance, to ensure that it is fit for the 21 st century and not vested in 1925 legislation. Conclusion SLIC welcomes the draft strategy and looks forward working with the NLS to ensure its draft strategy can be delivered in the most meaningful and robust manner. Page 5