TOPIC FOUR POLICY 10 HOURS

 Library policies
 Purpose of the library policies
 Challenges in implementation of library policies

LIBRARY POLICIES

1. Preservation Policy

The policy handles like the cost of preservation, storage, electronic resource, and utilization
of resources, processing and Maintaince of resources, item creation.

Preservation is the art of ‘keeping safe’, ‘maintaining’, ‘retaining’, and ‘keeping alive’.
Preservation, as it applies to library and archive collections, can be defined as ‘all managerial,
technical and financial considerations applied to retard deterioration and extend the useful life
of (collection) materials to ensure their continued availability . A preservation policy is an
essential component of a collections management framework, regardless of the size of the
collection or organisation. It sets out an organisation’s approach to preservation, addressing
the questions of what needs to be preserved, why, for what purpose, and for how long. The
policy clarifies the responsibilities of all concerned, staff, volunteers and users alike. It
enables organisations to set and validate priorities, and to review long-standing practices.

Preservation strategies, work plans, procedures and processes should all follow from a
preservation policy. Building a successful preservation policy relies on a clear sense of
purpose, widespread collaboration and good communication. This booklet provides a
framework for setting out an organisation’s approach to achieving the sustainable use of its
collections through a preservation policy. It outlines the benefits of a preservation policy,
describes its relationship to other policies, and provides guidance on structure and content

Benefits of a preservation policy

The need for a preservation policy is not new, but it has become more acute in recent years.
With ever-dwindling resources and many more claims on those that are available, the need
for accountability and the need to prioritise and justify expenditure have become more
pressing. Clear statements, agreed at the highest level in an organisation, about what needs to
be preserved, why, and for how long, are essential for long-term collections management.

A strong preservation policy will:

 Clarify the relationship between the organisation’s mission and preservation activity
 Clarify the scope of preservation activity by identifying the collections to be
preserved, their significance and the desired retention period
 Act as a focal point for collaborative working across organisations and in some cases
between organisations
 Clarify relationships with other aspects of collections management such as collections
acquisition, access, and security
 Provide a statement of accountability against which performance can be monitored
  Demonstrate the organisation’s long-term commitment to its collections to funders
and users, internal and external
 Act as a communication tool, internally and externally
 Provide a basis for the development of preservation strategy and preservation
programmes
 Provide a basis for establishing priorities and justifying investment
 Demonstrate responsible stewardship for the benefit of current and future users
 Explain to users why certain actions are taken and others are not.

Relationship to other policies, strategy and action plans

The length of a preservation policy and the level of detail included will vary from
organisation to organisation. A short, high-level document is much more likely to be agreed,
read and acted upon than a very lengthy or complex document. For these reasons, it is
generally most effective to limit a preservation policy to short statements of intent that are
agreed at a senior level in the organisation, and to highlight other relevant organisational
policies, strategy, or sub-policies to provide greater levels of detail as needed.

Given the variety of activities involved in slowing the deterioration of collections and
ensuring their continued availability, a preservation policy must relate to other organisational
policies, such as collection development, security and access policies. Guidance on how these
aspects can be successfully managed together can be found in PAS 197: 2009 Code of
practice for cultural collections management.

A preservation policy is likely to impact on the work of more than one person or department,
e.g. retrieval staff, reading room staff, collection care staff, curators, estates & facilities staff,
reprographics staff and volunteers. For the preservation policy to be successful, it is
important to involve colleagues in its creation as well as its on-going communication.

Foundations for a preservation policy

Before identifying the sections and content for your policy you need to give careful thought
to the questions: what needs to be preserved, why, for what purpose, and for how long?

Purpose of the organisation

There are many different kinds of libraries and archives, ranging from national institutions
and large research collections, to specialist libraries and archives, local record offices and
public lending libraries. They cater for a wide variety of users, from academics, businesses
and private researchers, to children and all others who want to be educated and entertained.
What needs to be preserved and why are directly linked to the purpose and function of the
collections and of the organisations in which they are kept.

Conclclusively, A preservation policy will clarify the relationship between an organisation’s

mission and preservation activity. It provides the basis for establishing priorities and
justifying investment, and for the development of preservation strategy and preservation
programmes. It also provides a statement of accountability against which performance can be
monitored, and demonstrates an organisation’s long-term commitment to its collections to
funders and users. There are many resources that will help you write a policy. In addition to
the publications referred to in the text, a number of organisations have published their own
policies online. Remember that a preservation policy is a living document and its strength
comes from being tailored to an organisation, its collections and users.

2. The Collection Development Policy

The policy describes how decisions are made for the acquisition and withdrawal of library
materials at the library.

Collection development includes everything that goes into acquiring materials including
selection, ordering and payment. It is a chain of events that includes planning, administration
and control. Collection development serves as a function upon which other library services
are built. It is a process of assessing the strengths and weakness in a collection and then
collecting a plan to correct the weakness and maintain the strengths. Every library collects the
library materials based on the collection development policy.

Definition of Library collection development policy:

A collection development policy is a written statement of selection principles and criteria,

with guidelines on the depth of subject coverage, and details such as language, geography,
and time period.

G. Edward Evans “A collection development policy is the written statement to the plan,
providing details for the guidance of the library staff. Thus a policy statement is a document
representing a plan for action and information that is used to guide the staff’s thinking and
decision making; specially, the policy is consulted when considering in which subject areas to
acquire material and deciding how much emphasis each area should receive.”

Richard K. Gardner ” A collection development policy is a written statement that is both

planning tool ans a communication device. It should serve as a day-to-day working tool that
provides that necessary guidelines for carrying out the majority of tasks within the area of
collection building.”

From this above discussion it may say that , Library collection development policy is a
written statement and the vehicle through which the library collects the library materials and
achieves the goal of its reader’s services.

Importance of Collection development Policy for Library:

A collection development policy has necessity for a number of good reasons:

1. A collection development policy forces the library staff and the governing body to
think through the goals of the library.
2. It helps to assure that the library will seriously commit itself to serving all parts of the
community.
3. It informs users, administrators, governing bodies and other libraries in the area of the
scope and nature of the collection.
4. It helps to minimize personal bias on the part to the individual selectors.
5. It serves as a good in-service training tool for new staff members.
Case Study: ILO Library Collection Development Policy

1. Overview

 Purpose of the collection development policy

The collection development policy sets out guidelines for developing and maintaining the
Library’s collections in all formats.

The policy allows the Library to make decisions on acquisitions in a transparent and
consistent manner. It provides the Library’s clients with an overview of the nature of the
collections and plans for future development.

The policy will be reviewed on a regular basis.

 ILO Library mission and vision

The collection development policy supports the ILO Library’s vision to be the “First choice
of information on the world of work”.

The policy is set within the context of the Library’s mission:

We connect and engage via traditional and digital channels with users all around the world to
promote and share ILO knowledge, as part of the ILO's goal to be the global centre of
excellence on all world of work matters. We offer expertise and knowledge services to
strengthen the Organization's research capacities. By managing, developing and preserving
the ILO Library's digital and print collections we make them accessible for the use of present
and future audiences.

 ILO Library place in the Organization

The ILO Library in Geneva is the leading library on the world of work. The Library works
within a network of ILO libraries around the world, known internally as the ILO Global
Information Network. Together these libraries collaborate on collecting information on the
world of work for the benefit of ILO staff, constituents and researchers. Each ILO library
manages a core collection of ILO documents and contributes to a broader collection of locally
produced information. This allows the ILO to collect valuable information on the world of
work from all regions.

The ILO Library maintains the repository of all ILO publications produced around the world.

2. LibraryCollections

 Historical

The ILO was created in 1919, as part of the Treaty of Versailles that ended World War I.
Shortly thereafter, in 1920, the Library was opened. Since these early days, the Library has
sought out and preserved materials on all subjects related to the world of work including
social movements, economic development and labour policies. For more information about
the historical collections: http://www.ilo.org/inform/online-information-resources/historical-
collections/lang-- en/index.htm
 Current collections

The Library's collections are global in scope. They include both print and digital formats of
the following: books, journals, reports, legislation and statistics covering all aspects of work
and sustainable livelihoods, economic and social development, human rights, and labour law
in countries around the world. Much of the collection focuses on developing and transition
countries.

The Library maintains one of the world's most significant print collections of national labour
statistics and one of the most complete collections of official gazettes and labour legislation.

The ILO Library in Geneva is the core repository of ILO publications produced in Geneva
and around the world. The Library has created an extensive digital collection of ILO
documents and publications since 1919 in many languages.

 Library audiences

The Library’s collections are used by audiences in Geneva and around the world. The
principal audiences served by the ILO Library are:

o ILO staff, researchers, policy-makers and others in Geneva and ILO offices around
the world

o ILO constituents: governments, employers’ and workers’ organizations

o Academic researchers and students in universities, colleges or other

o educational institutes around the world

o Enterprises, managers, journalists or other professionals seeking reliable

o information on world of work issues

o International organizations, NGOs and other members of civil society

3. Collection Development

The Library serves the information needs of its principal audiences by collecting and
providing access to information on the world of work. The Library is committed to
preserving and providing long-term access to its collections to guarantee that these resources
are available for future audiences. The Library keeps up with changes in the information
landscape and adapts to needs of its key audiences.

 Principles

The guiding principles of the collection policy are:

o Relevance – we will strive to maintain a collection that is relevant to our key

audiences
 o Scope – the collection is global in scope. We make an effort to include material from
all regions, with particular attention paid to “grey literature” or hard to find materials

o Formats – the Library acquires content in both digital and physical formats, with a
preference for digital first

o Access – the Library is committed to acquiring materials accessible to the broadest

possible audiences

o Preservation – the Library acquires publications with a view to long-term preservation

 The information landscape

Published information has grown exponentially in recent years. It is no longer possible for
any library to be exhaustive in its collecting. We can no longer expect to identify, much less
acquire, all significant materials on the world of work. The current trend in specialized
libraries is to focus on providing electronic access to unique collections, rather than attempt
to acquire materials that are generally available through many channels.

 Changes in researchers’ needs

The explosion of published material online in open access repositories, free websites and via
commercial suppliers has completely changed the way most researchers find information.
Researchers now expect information to be in easily accessible electronic formats, available
immediately, anywhere in the world. The Library must be flexible, in touch with our clients’
needs and recognize that we will need to adapt any strategy to keep up with changes.

 Future collection development

The Library’s principal clients are the researchers and staff of the ILO, both at Headquarters
and in the field. With the significant changes taking place in information publication and
access, the Library will build on its current collection policies and adopt some new strategic
directions.

o Consultation with ILO staff on purchases

The Library strives to meet the information needs of this group by consulting regularly on
major purchase decisions. The largest part of the acquisitions budget is spent on electronic
journals and databases. We rely on input from our colleagues in the ILO to let us know the
relevance of journal titles to their work. We actively solicit input on the latest trends or topics
of interest to ILO researchers. We follow developments in the ILO’s areas of work to inform
decisions about purchases.

o Electronic first

E-journals are accessible more readily for our audiences outside of Geneva and even our
clients in ILO Headquarters have indicated that they mostly prefer electronic formats. For
these reasons, the Library will apply an “electronic first” collection policy for journals where
reliable online access exists. We will continue to collect in print more marginal or print-only
journals.

o Maintain important print collections

Although most ILO staff and Library clients now prefer to conduct their research using
electronic sources of information, there remains an ongoing and important need to continue to
maintain print collections. The ILO Library has a rich historical collection dating back to the
18th century and significant national collections of legislation and statistics. It is not feasible
to imagine digitizing all materials. We do not foresee this information being made available
online in the near future.

o Ensure value for money

As prices of e-resources, in particular, e-journals, are constantly rising, it is important that the
Library use its budget wisely. Despite the large amount of freely available information on the
Internet, acquiring reliable information can be costly. It is necessary to be selective in
purchase decisions.

The Library will continue to support the work of ILO researchers and staff by acquiring
materials on demand, rather than purchasing in advance “just in case”. This strategy will
make better use of resources, ensuring that all acquisitions are used. In some cases we may
choose whether to borrow or purchase materials based on speed, cost and estimated value to
the collection.

o Enhance visibility of ILO resources

Given that ILO staff have easy access to a broad range of electronic materials from around
the world, the Library will direct its energies to making visible and accessible, the
Organization’s own published knowledge. We will do this through our digitization
programme, the creation of an ILO repository and new digital libraries to enhance access to
previously hidden ILO content.

4. Selection and Acquisition

 Main selection criteria

The Library is both the repository of ILO publications from around the world and the world’s
most significant research library on labour and social issues. The collection focuses on the
world of work, in the broadest sense of the term. The criteria for selection are related to
focus, quality, format and provenance.

 Subject or area of work

The Library collects materials related to the world of work including social and economic
development, human rights and labour law.

 Research value
We try to focus on materials deemed to have lasting research value. We do not acquire news
articles or other ephemeral sources, except when an item is judged to be an important source
of information on the history of the ILO.

 Sustainability

We collect only items that can be stored or maintained within existing Library resources. We
do not acquire items for which we would subsequently need to purchase special equipment to
view, migrate to current formats or preserve.

 ILO materials

The Library collects and preserves all reports and documents published by the ILO in print
and digital formats, from Geneva or other offices around the world:

 Books, reports, studies, series

 Conference proceedings and reports

 Governing Body minutes and papers

 Working papers, briefs, discussion papers

 Codes of practice, guidelines

 Training materials, manuals, toolkits and other educational resources

 Journals, newsletters

 Brochures, pamphlets, leaflets

 DVDs, CD-ROMs

 Speeches or statements of the Director-General

The following ILO content is not currently collected by the Library but may change in future
following an Organization-wide information strategy:

 Multimedia: ILO TV videos, ILC sessions, podcasts

 Images

 Web sites

 Blog, Facebook, Twitter or other social media

 Posters

 Research about the ILO

The Library makes every effort to identify and acquire materials that document the history
and impact of the ILO.

 ILO authors

The Library strives to acquire articles and books published by ILO authors on topics related
to the world of work. The Library welcomes ILO authors’ contribution to this effort through
the deposit of materials in the ILO repository.

 International Organizations

Publications from the international community are of importance to the ILO’s work. The
Library collects the flagship reports in print and electronic copies. We also selectively collect
electronic copies of any studies relevant to the world of work. In reports with global, regional
or national statistics. We collect any studies on national legislation related to the world of
work.

 Journals

The Library subscribes to approximately 400 journals which have been identified as essential
to the work of the Office. Where electronic access of a journal is reliable, we subscribe first
to the electronic version and add a print subscription if the difference in cost is not excessive.
We maintain print subscriptions of any journal not yet judged to be available reliably in
electronic formats. We review all subscriptions on an annual basis.

 Journal articles

Selected journal articles are included

 Newspapers

The Library subscribes to e-resources that give ILO staff access to the world’s news sources.
We keep a limited selection of print newspapers for consultation in the Library’s Reading
Room in Geneva.

5. Books

 E‐resources

The Library selects and purchases e-resources which support the current work of the ILO. We
welcome recommendations for purchase from ILO staff. Due to budget restrictions, we may
not be able to purchase all requested items.

 Donations to the Library

The ILO Library welcomes donations of materials related to the world of work, particularly
from developing countries. Donations become the property of the ILO. The Library reserves
the right to examine donated materials before deciding to include them in the collection. The
Library encourages ILO staff to donate a copy of their academic publications.
Retention and Preservation

The Library maintains and preserves ILO publications in perpetuity. We aim to keep at least
2 print copies of all publications in all languages. We preserve and make accessible digital
copies. Research about the history or impact of the ILO will be kept permanently. Books and
journals documenting social history will be kept permanently. Official gazettes and other
materials in the national labour legislation collection are kept permanently. ILO Library –
Collection Development Policy 1.11.2013

6. De‐selectionanddisposal

The Library regularly reviews the collection to identify items that should be eliminated.
Superseded editions, duplicate copies, news bulletins, outdated dictionaries, directories and
other items no longer used, will be discarded. Documents in outmoded formats will be
converted to accessible formats where useful and the outmoded copies eliminated from the
collection.

7. Cancellation of subscriptions

Usage of resources is monitored and cancellation is recommended when usage is low. The
Library consults with ILO departments for feedback on electronic and print subscriptions of
journals. Continuing subscription is based on demand, access and price. The Library may
cancel subscriptions due to price increases, poor access or low demand.

8. Access

The Library is open to the public. All materials available in our databases and through the
Library’s web are available to the public. The Library purchases some e-resources
exclusively for the use of ILO staff.

Book Circulation Policy

The policy handles charging and discharging of book, authority of the borrowers, loans the
main reason for this policy is authorize.

The majority of circulation policies are traditional (typical circulation periods, low numbers
of renewals and traditional fines), though non-traditional policies (longer circulation periods,
more renewals, and elimination of fines) provide better service and satisfaction for patrons.
Libraries should examine their policies to determine if non-traditional policies would work at
their institution.

Library circulation or library lending comprises the activities around the lending

of librarybooks and other material to users of a lending library. A circulation or lending
department is one of the key departments of a library. 

The main public service point is the circulation desk or loans desk, usually found near the
main entrance of a library. It provides lending services and facilities for return of loaned
items. Renewal of materials and payment of fines are also handled at the circulation
desk. [1] Circulation staff may provide basic search and reference services, though more in-
depth questions are usually referred to reference librarians at the library reference desk. The
circulation desk is in most cases staffed by library support staff instead of professional
librarians.

Selection Policy

The policy handle issue of who is supposed to do the final decision of which books to
purchase.

For library professionals to make informed choices, selection policies for all types of libraries
public libraries, academic libraries, technical school libraries, and school libraries (public and
private) should include criteria to guide in the resource selection process. The criteria should
be a blend of general, specific, and technical to enable library staff to select materials in all
subject areas and formats. In addition to criteria such as appropriateness to the age and level
of the user, librarians must also consider creating a collection that reflects diversity of ideas
and authors as well as being reflective of the population the library serves.
Guidance on Selection Criteria

Selection policies should include specific criteria to guide professionals in purchasing items.
The criteria should be relevant to the library’s objectives: excellence (artistic, literary, visual,
etc.), appropriateness to level of user, authoritative and varying perspectives on controversial
issues, accessibility, and ability to stimulate further intellectual and social development.
Librarians should consider authenticity, public demand, general interest, content, and
circumstances of use. For libraries serving minors, librarians should consider age, social and
emotional development, intellectual level, interest level, and reading level. Technical criteria
should be included in the policy (for example, clarity of sound in audio materials, quality of
cinematography in video, and quality of graphics in games).

Public Library Selection Criteria

By considering a range of criteria in selection, public libraries will be able to create a

collection that serves the community and makes the best use of their resources. There are
some general criteria for selection that apply, but each organization will need to determine
the relative importance of these criteria for their community. General, content specific and/or
special to particular collections, these considerations will serve as guiding factors when
making decisions about how best to invest resources to maximize the impact of the library’s
collection.

Example: Public Library Selection Criteria

Public libraries are diverse and represent a broad demographic. With a patron base that can
include infants to the elderly, selection criteria should take into account the various interests
and needs of the patrons the library serves. Criteria for selection of materials should also
depend on the goals and mission of that particular library/system. In general, public libraries
provide collections containing a wide variety of material formats, including print, audio-
visual, and electronic. In selecting materials and developing collections for adults, as well as
for children and teens, library staff includes materials that represent the broad range of human
experience, reflecting the ethnic, religious, racial, and socio-economic diversity not only of
the region it serves but also the larger global perspective. Library collections will provide a
broad range of opinion on current issues.
Collections contain popular works, classic works that have withstood the test of time, and
other materials of general interest. Works are not excluded or included in the collection based
solely on subject matter or on political, religious, or ideological grounds. In building
collections, library staff is guided by the principle of selection, rather than censorship.
Furthermore, the selection of a given item for a library’s collections should not be interpreted
as an endorsement of a particular viewpoint.

To build a collection of merit, materials are evaluated according to one or more of the
following standards. An item need not meet all of these criteria in order to be acceptable.

General Criteria:
 Present and potential relevance to community needs
 Suitability of physical form for library use
 Suitability of subject and style for intended audience
 Cost
 Importance as a document of the times
 Relation to the existing collection and to other materials on the subject
 Attention by critics and reviewers
 Potential user appeal
 Requests by library patrons

Content Criteria:
 Authority
 Comprehensiveness and depth of treatment
 Skill, competence, and purpose of the author
 Reputation and significance of the author
 Objectivity
 Consideration of the work as a whole
 Clarity
 Currency
 Technical quality
 Representation of diverse points of view
 Representation of important movements, genres, or trends
 Vitality and originality
 Artistic presentation and/or experimentation
 Sustained interest
 Relevance and use of the information
 Effective characterization
 Authenticity of history or social setting

Special Considerations for Electronic Information Sources:

 Ease of use of the product

 Availability of the information to multiple simultaneous users
 Equipment needed to provide access to the information
 Technical support and training
  Availability of the physical space needed to house and store the information or
equipment
 Available in full text

School Library Selection Criteria

School libraries vary and include libraries in public schools, charter schools, independent
private schools, schools with religious affiliations, and international schools based in
countries outside the United States. Criteria for selection of materials in these libraries are
dependent on the goals and objectives of the educational institution of which the library is a
part of; however, there are general criteria that will fit most, if not all, school libraries.

Example: School Library Selection Criteria

General Criteria:
 Support and enrich the curriculum and/or students’ personal interests and learning
 Meet high standards in literary, artistic, and aesthetic quality; technical aspects; and
physical format
 Be appropriate for the subject area and for the age, emotional development, ability
level, learning styles, and social, emotional, and intellectual development of the
students for whom the materials are selected
 Incorporate accurate and authentic factual content from authoritative sources
 Earn favorable reviews in standard reviewing sources and/or favorable
recommendations based on preview and examination of materials by professional
personnel
 Exhibit a high degree of potential user appeal and interest
 Represent differing viewpoints on controversial issues
 Provide a global perspective and promote diversity by including materials by authors
and illustrators of all cultures
 Include a variety of resources in physical and virtual formats including print and non-
print such as electronic and multimedia (including subscription databases and other
online products, e-books, educational games, and other forms of emerging
technologies)
 Demonstrate physical format, appearance, and durability suitable to their intended use
 Balance cost with need

Library Services Policy

The policy handle issue of which users are supposed to access which service in the library for
example book collections meant for staff, lecturers, students.

Policies guide the daily operation of the library and the decision-making of the library
director and staff. Essentially, policies provide the framework for library operations and
services. Carefully developed policies can help ensure high-quality library service that
provides for community needs, wise use of library resources, and fair treatment of library
staff and library users.
Library boards should approve policies to cover many issues, including the services offered
by the library (such as the hours the library is open to the public), circulation of materials,
selection of books and other resources, confidentiality of patron records, and use of electronic
resources. The library personnel policy (see Trustee Essential #7: The Library Board and
Library Personnel) and the board bylaws (see Trustee Essential #3: Bylaws—Organizing the
Board for Effective Action) are two essential statements of policy relating to library and
library board internal operations.

Wisconsin Statutes authorize the library board to establish both “external policies” (policies
that determine how the library serves the public) and “internal policies” (policies that govern
library board operations and library management). Wisconsin Statutes Section 43.52(2)
provides that “[e]very public library shall be . . . subject to such reasonable regulations as the
library board prescribes in order to render its use most beneficial to the greatest number. The
library board may exclude from the use of the public library all persons who willfully violate
such regulations.” Additional broad authority is granted by Section 43.58(4): “... [T]he library
board shall supervise the administration of the public library and shall appoint a librarian...
and prescribe [library employee] duties and compensation.”

Policy Development Steps

The following basic steps provide for careful development and review of library policies:

1. Director, with staff (and maybe public) input, develops recommended policies.
2. Board discusses, revises (if necessary), and approves policies.
3. Director makes sure staff and public are aware of policies.
4. Board reviews policies on a regular cycle so all policies are reviewed at least every
three years (perhaps one or two policies could be reviewed per meeting until all of the
policies have been reviewed, and revised if necessary).

The library board must approve all policies in properly noticed public meetings (see Trustee
Essential #14: The Library Board and the Open Meetings Law for details).

In consideration of policy matters, it is important that you give adequate time and attention to
the many complex issues that may be involved. All library policies should promote the best
interests of the community and be consistent with the library’s mission and strategic plan.
You should be satisfied that a policy is legal, clear, and reasonable, and that all ramifications
(including the effects on the public image of the library) are understood.

After a new policy is established, it is important that the policy be clearly documented and
available to staff and public. It is helpful for a library to gather all library policies into a
policy manual available to all staff and readily available to all library users. Many libraries
are now posting their policies on their websites (see
http://dpi.wi.gov/pld/boards-directors/policy-resources for examples) to help make the public
more aware of the library’s services and policies.

Although disagreements during the development of policies are natural, each board member
should support staff in implementation of policies once they are established. Challenges to
policies are most common on the topics of material selection and public Internet access (see
Trustee Essential #23: Dealing with Challenges to Materials or Policies).
Legally Defensible Policies

It is important for policies to be legal. Illegal policies can open the municipality to liability.
(See Trustee Essential #25: Liability Issues, for more information.) Below are four tests of a
legally defensible policy:

Test #1: Policies must comply with current statutes and case law. For example:

 Alibrarypolicychargingpatronsforuseofcomputersinthelibrarywould be contrary to
Wisconsin Statutes Section 43.52(2), which requires that public library services be
provided free of charge.
 A policy that says the library’s public meeting room cannot be used for religious
purposes would be unconstitutional under a Wisconsin federal district court decision.

Test #2: Policies must be reasonable (and all penalties must be reasonable). For
example:

 A library policy that says, “All talking in the library is prohibited, and anyone who talks in
the library will permanently lose library use privileges,” is clearly an unreasonable rule with
an unreasonably harsh penalty.

Test #3: Policies must be clear (not ambiguous or vague). For example: A policy that says,
“Library use privileges will be revoked if a patron has too many overdue books,” is too vague
to be fairly administered.

Test #4: Policies must be applied without discrimination. For example:

If a library charges fines, it cannot give preferential treatment to some individual patrons. For
example, if the library sometimes waives fines, that waiver must be available to all patrons on
an equal basis not just to friends of library staff or to politically important people.

Many libraries find that it is helpful when developing or revising policies to review the
policies of other libraries. Many examples of Wisconsin public library policies and other
resources are available from the Wisconsin Public Library Policy Resources page.

Policies vs. Procedures

In addition to a policy manual, many libraries find it helpful to write up procedure manuals,
especially for covering complex activities like the selection, ordering, and processing of new
materials. Procedure manuals outline the steps necessary to accomplish various tasks and
therefore are especially valuable to new staff.

Procedures must conform to the policies approved by the library board. While it is true that
the library board is responsible for the entire administration of the library, your library will
operate most effectively if the board delegates responsibility for the development of
procedures and the day-to-day supervision of library operations to the library director. A
properly trained library director is well equipped to handle this responsibility. “Micro-
management” of library operations by the board is, in almost all cases, an unnecessary use of
the board’s time and a practice that can undermine the authority of the library director. (See
Trustee Essential #6: Evaluating the Director for recommended procedures for handling any
concerns about the director’s performance.)

Identification Policy

The policy handle issue of registration of users, issuing of library cards, identity cards for
users of the library.

ICTs and Internet Policy

The policy handles user access over its computer network to, or transmission of,
inappropriate material via Internet, electronic mail, or other forms.

Interlibrary Loan Policy

The policy handle issue of leasing books to users of different libraries the type of information
resource and what should be charged for that information.

Renewal Policy

The policy handles the issue of Library books may be renewed if they are not recalled, Lost,
reserve items.

Recall Policy

The policy handles Checked out books can be recalled by another user after certain number
of days. Books needed for reserve or reference may be recalled any time.

PURPOSE OF THE LIBRARY POLICIES

Libraries have a responsibility to meet the information needs of everyone in their

communities. To do so, they must promote and protect users’ intellectual freedom and ensure
that the delivery of library services to the community is fair, equitable, and non-
discriminatory. This can be achieved only if the library has developed and adopted formal,
written library policies and procedures. Written policies are essential because they provide a
legal framework for the operations of the library and provide a bulwark against claims that
the library or its staff is acting in violation of its mission or the law.  

Well-written, board-approved policies and up-to-date procedures based on those policies

achieve several things:
 They encourage stability and continuity in the library’s operations while reducing
ambiguity and confusion about ongoing practice and procedure
 Inform the community about the library’s intent, goals, and aspirations
 Give the public a means to evaluate library performance and show that the library is
willing to be held accountable for its decisions
 Dispel unfounded claims of bias or arbitrary selection when the library’s operations are
based on policies and procedures that reflect thorough research, sound judgment, and
careful planning
 Serve as evidence of the library’s normal practices, which can be helpful if the library is
sued for enforcing reasonable policies.
 To standardize activities that is it how to create, what to collect and when to collect
materials.
 To minimize confusion by enabling one to be able to determine what to have at what
time.
 To enhance coordination of activities in an organization for example creation, usage, and
disposal.
 To facilitate decision making in the institution because you are sure of who should do
what.
 To provide basis of measuring performance by monitoring and valuating on what has
been done.
 To define the way institution operations are carried out.
 To offer equal opportunities to all members or employees of the organization.
 To allow you to have an accepted method of dealing with complaints &
misunderstanding.

CHALLENGES IN IMPLEMENTATION OF LIBRARY POLICIES

Collection development librarians encounter a lot of challenges in the process of formulating

and implementing collection development policy. Budget shortage is the first major challenge
for implementing an effective collection development policy. Libraries are the worst hit
whenever the parent organization suffers budget cut. Often times you find items that are very
relevant but not affordable. It is important to provide the librarian some level of discretion in
the implementation of the CDP. The selection librarian should enforce internally-generated
revenue like over dues and compensation for lost items. There is also for soliciting for grant
to complement the shortfall in budget.

Another challenge is lack or inadequate skilled collection personnel. Collection development

requires skilled personnel in selection, acquisition, computer operation, etc. (Jensen, 2017).
Managing the e-resources without adequate skilled manpower is a challenging task for the
librarians. The library staff needs different types of training as and when the new e-resources
are acquired. Since the kind of e-resources available in the market is different and the
technology is changing rapidly, the training of the staff is an ongoing process. If the library
staff is not well versed with the available e-resources, they may not be in a position to assist
the users in using the e-resources properly.

Having a good collection of e-resources without enough skilled staff is wastage of money and
space. Unlike print materials, licensing agreement is very important for acquiring the
resources. The license agreement of electronic resources is a complex issue that needs
attention. The librarian should be able to identify the issues that need to be addressed while
negotiating a contract. A well drafted license agreement is mandatory for the fair use of e-
resources. Unfortunately, the present study revealed that the majority of the college libraries
do not have a license agreement for e-resources (Benny, 2015).
Information explosion poses another challenge. There is increased number of books
published. Selection librarians are kept in a dilemma which information to select for which
subject. This threat can be overcome by constant users’ needs assessment. The library will
work only with the recommendations emanating from the users.

Other challenges include: increase in the cost of books and journals, security in library
environment, problems related to check the reliability and authenticity of the digital
information, control over the copy right act, availability of library materials in various
physical medium, increased demand of the readers, fluctuation in the exchange rate, etc. to
overcome these challenges, the librarian should always go for materials that are relevant and
cost effective, depending on the budget, electronic security gadgets are preferred. The library
can go for CCTV device to tract any threat of theft. It is advisable to emphasize on purchase
on local but relevant resources when the exchange rates are high.

Conclusion:

Collection development in libraries is a very important exercise. Selection policies and

practices play fundamental role in developing an un-bias collection that will serve the
interest of clientele based on their requirement. Hence in order to develop the resources of the
library in a more usable manner, users should be involved in the process of collection
development. Developing an all-encompassing policy for selection is a herculean task. Aside
the fact that it must keep with the mission and vision of the parent institution; it is a
continuous and never-ending activity that requires never-ending flow of finances that is never
achieved. Selection librarians should explore other means of generating revenue such as
enforcement of overdue charges, soliciting for grants to complement library budget for
improved services to their patrons.