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(Download PDF) The Invisible Librarian A Librarian S Guide To Increasing Visibility and Impact 1St Edition Lawton Online Ebook All Chapter PDF
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The Invisible Librarian
A Librarian’s Guide to Increasing
Visibility and Impact
Aoife Lawton
This book and the individual contributions contained in it are protected under copyright by the
Publisher (other than as may be noted herein).
Notices
Knowledge and best practice in this field are constantly changing. As new research and
experience broaden our understanding, changes in research methods, professional practices,
or medical treatment may become necessary.
Practitioners and researchers must always rely on their own experience and knowledge in
evaluating and using any information, methods, compounds, or experiments described herein.
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instructions, or ideas contained in the material herein.
ISBN: 978-0-08-100171-4 (print)
ISBN: 978-0-08-100174-5 (online)
Introduction
Figure 1 Google Trends library (www.google.com/trends) 2
Figure 2 Google Trends librarian (www.google.com/trends) 2
Figure 3 OCLC graphic 1. OCLC, At a Tipping Point: Education, Learning
and Libraries, 2014 3
Figure 4 OCLC graphic 2. OCLC, At a Tipping Point: Education, Learning
and Libraries, 2014 5
Cartoon 1 Librarian on the shelf 9
Chapter 1
Figure 5 Metrics triangle for business 15
Cartoon 2 CEO struggles at shop floor of library 18
Cartoon 3 Student buzzes a librarian 24
Chapter 2
Cartoon 4 Cherry on the cake library service 43
Cartoon 5 Academic library 44
Figure 6 Word cloud of tips for academic librarians to increase their visibility 70
Chapter 3
Cartoon 6 Librarian demonstrating Zumba dancing 87
Figure 7 Word cloud of tips for school librarians to increase their visibility 99
Chapter 4
Cartoon 7 Sheila on O’Connell street 124
Cartoon 8 Robots taking over the library 133
Figure 8 Word cloud of tips for public librarians to increase their visibility 145
Chapter 5
Cartoon 9 Librarian’s lift speech 160
Figure 9 Word cloud of tips for health science librarians to increase their
visibility 179
x List of figures
Chapter 6
Cartoon 10 The sound of a phone ringing sends shockwaves in research centre 199
Figure 10 Word cloud of tips for special librarians to increase their visibility 213
Chapter 7
Figure 11 Visibility scale 216
Figure 12 PDSA cycle applied to a library scenario 227
Figure 13 Library visibility in Web 1.0 and Web 2.0 244
Chapter 8
Figure 14 The COM-B system – a framework for understanding behaviour 252
Figure 15 Vision, mission and value statements 259
Photo ITT library 265
Figure 16 Quality improvement cycle of core library activities and initiatives 268
Chapter 9
Cartoon 11 Librarian online 281
Cartoon 12 Pet therapy in a health library 290
Chapter 10
Cartoon 13 The world is online at central station 311
List of tables
Chapter 2
Table 1 Research demonstrating the value of academic librarians and
libraries to readers and organisations 38
Table 2 Self-reported visibility rating of librarian at time of appointment
versus today 41
Table 3 Self-reported visibility rating of librarian at time of appointment
versus today 48
Table 4 Self-reported visibility rating of librarian at time of appointment
versus today 54
Table 5 Self-reported visibility rating of librarian at time of appointment
versus today 60
Table 6 Self-reported visibility rating of librarian at time of appointment
versus today 67
Chapter 3
Table 7 Mapping literature demonstrating evidence of impact of school library
or school librarian on student learning and achievement 74
Table 8 Ireland Department of Education and skills allocation of funding to
primary schools for the purchase of books 75
Table 9 Ireland Department of Education and skills allocation of funding
to post-primary schools for the purchase of books 76
Table 10 Self-reported visibility of school librarian 78
Table 11 Self-reported visibility of school librarian 85
Table 12 Self-reported visibility of school librarian 95
Chapter 4
Table 13 Research demonstrating evidence of the impact and value indicators
of public libraries and librarians to society 104
Table 14 Self-reported visibility rating of librarian at time of appointment
versus today 107
Table 15 Self-reported visibility rating of librarian at time of appointment
versus today 114
Table 16 Self-reported visibility rating of librarian at time of appointment
versus today 122
Table 17 Self-reported visibility rating of librarian at time of appointment
versus today 129
Table 18 Self-reported visibility rating of librarian at time of appointment
versus today 136
xii List of tables
Chapter 5
Table 19 Research demonstrating evidence of impact/value indicator of health
science library or librarian on health care 148
Table 20 Self-reported visibility rating of librarian at time of appointment
versus today 151
Table 21 Self-reported visibility rating of librarian at time of appointment
versus today 156
Table 22 Self-reported visibility rating of librarian at time of appointment
versus today 164
Table 23 Self-reported visibility rating of librarian at time of appointment
versus today 167
Table 24 Self-reported visibility rating of librarian at time of appointment
versus today 175
Chapter 6
Table 25 Research demonstrating evidence of the value of special libraries/librarians
to readers and organisations 182
Table 26 Self-reported visibility rating of librarian at time of appointment
versus today 185
Table 27 Self-reported visibility rating of librarian at time of appointment
versus today 190
Table 28 Self-reported visibility rating of librarian at time of appointment
versus today 195
Table 29 Self-reported visibility rating of librarian at time of appointment
versus today 203
Table 30 Self-reported visibility rating of librarian at time of appointment
versus today 209
Chapter 7
Table 31 School librarian – example of stakeholders 218
Table 32 Hospital librarian – example of stakeholders 218
Table 33 Public librarian – example of stakeholders 219
Table 34 Academic librarian – example of stakeholders 219
Table 35 Special/corporate librarian – example of stakeholders 219
Table 36 Prioritisation of activities and initiatives carried out by library staff 222
Table 37 Visibility to key stakeholders (sample) 223
Table 38 Visibility to readers/colleagues/customers 224
Table 39 Paths to root cause analysis 228
Table 40 Self-reported visibility of the library to readers 229
Table 41 Sample library slogans 242
Table 42 Common metrics of digital and social media tools 246
Chapter 8
Table 43 Key components of a strategic plan – sample school library strategic plan 255
Table 44 Sample library reader charter 259
List of tables xiii
Chapter 9
Table 47 Professional associations representing libraries and librarians 276
Table 48 Examples of reported impact of embedded librarians 292
Chapter 10
Table 49 The four futures 315
Biography
Aoife Lawton BA, MLIS works as a systems librarian at the Health Service Execu-
tive Library in Dr Steevens’ Hospital in Dublin, Ireland. She coordinates electronic
resources providing access to over 13,000 health service employees. Responsible for
setting up and the management of the highly successful Irish health repository Lenus,
she is actively involved in a range of specialist projects in the health service. She is
former chair and an active member of the Irish Health Science Libraries Group, a
section of the Library Association of Ireland.
Preface
We are all living in uncertain times, and librarianship is a profession that is facing
significant challenges. An opportunity to investigate the theme of visibility of the
profession arose, which prompted this book. The visibility of librarians in society
is something that presents as a paradox. Although a long-established and recognised
profession, it is predominately misunderstood and persistently associated with books.
The problem of the paradox is the potential for the profession to drift and its value and
recognition in the world to slowly dissipate.
This book is written by a librarian for librarians, students interested in studying
librarianship and anyone who wonders what it is exactly that librarians do. Readers
are invited to navigate the world of a special, health, public, school or academic
librarian in the first chapter. This is to give the reader an opportunity to adopt the
character of a librarian and get an insider’s view of the profession. Many librarians
who were interviewed for the book gave up their free time in the evenings, early mornings
or during lunch breaks to meet in person or online and share their experiences. A true
insight into the real working life of librarians from many different countries and
continents is captured through these interviews by way of case studies. Their stories
will open up a world of intrigue and reveal the good, honest work that librarians do
every day. The difference that they make to society generally and the dedication to
the profession, which at its core, puts people first, is admirable.
I trust this book will empower librarians everywhere to increase their visibility,
impact and value to the world around them. If you are reading this in print, then I wish
you an enjoyable digital detox. If you are reading this online, then enjoy a different
digital experience.
Acknowledgement
I am indebted to the librarians who participated in the interviews and answered some
thought-provoking questions with courage and honesty. I am grateful to the individuals
and organisations who gave me permission to reproduce diagrams, quotations and
photos in this book. As librarians, we are often at the beginning or end of a reader’s
journey, but rarely are we in the writer’s shoes. This has been a personal challenge,
and I owe tribute to my husband Dave, who p rovided some light relief by way of
the illustrations in the book. I would like to thank my family and work colleagues
and especially my parents, Angela and Herb, for their encouragement and to my Jack
Russell, Sam, for pet therapy (see Chapter 9).
Introduction
Librarians are not trendy anymore. It is unclear if they ever were or ever will be. The
new problem facing librarians is that they are losing visibility. Google Trends paints
a stark picture of declining visibility of the term ‘library’ and ‘librarian’ over the past
10 years (see Figures 1 and 2). This should act as a wake-up call to all librarians.
Is this a profession in decline? Google Trends data would suggest that it is. Are
libraries and librarians losing their foothold in the world of disruptive technology?
Do librarians want to reverse the trend and begin an upward slope with increased vis-
ibility? If the answer is yes, then this book offers a starting point. Librarians can take
on this challenge and turn it into with what John Kotter, an authority on leadership
and change, describes as ‘A Big Opportunity (ABO)’ (Kotter, 2014). Kotter describes
ABO as ‘A window into a winning future that is realistic, emotionally compelling and
memorable’ (p. 137). All that is needed is a willingness to change – together with inspi-
ration, dedication and knowledge – characteristics that librarians have in abundance.
In the United States and Canada, Public Library Data Service (PLDS) statistical
reports for 2013 and 2014 paint a picture of general decline. The decline is in the area
of activities, which does not necessarily translate into a decline in impact or value. Paid
full-time equivalent (FTE) staff numbers have been steadily reduced from a mean of
196.7 in 2009 to 181.5 in 2013. In four of the nine population groups, the mean public
service hours (total hours open and convenient hours open) per week were reduced
with a negative effect on activity statistics. Activity statistics extend to website visits,
which was reduced by 18.4% per year since 2012. On the positive side, libraries are
slowly embracing change, and in the past 3 years, more libraries declared that they
offer a growing variety of technology equipment. Technology equipment included tab-
lets, MP3 players, laptops and e-book readers. There was a significant increase (98%)
in libraries’ lending of tablets in the last 2 years. Libraries are embracing social media,
with 97% of continuous responding libraries (N = 288) offering social networking. It
is interesting to note that it was not until 2014 that outcome measures and a nod to evi-
dence-based practice was being described in the statistical report. Operational statistics
assist library managers in planning and managing, but evidence-based outcomes paint
a picture of impact of public libraries that is essential for public accountability. The
inclusion of outcomes in the report is a step in the right direction, with the 2014 report
measuring libraries’ plans for evidence-based demonstration of value in 12 areas.
2 Introduction
Public libraries in the United Kingdom are under threat, and in some ways irrep-
arable damage has been done to this cornerstone of democracy. Approximately 477
libraries in the United Kingdom have closed since 2004, and several others are under
threat of closure (publiclibrarynews.com). According to the Chartered Institute of
Public Finance and Accountancy, the number of library staff has fallen by 22% since
2009–2010. The problem? The value of public libraries and librarians is invisible to
key decision-makers. The value of public libraries is wrongly perceived to be based on
how ‘busy’ a library is, how many people visit it and how many people borrow books.
The message about the value of public libraries having an economic, social and cul-
tural dimension is being lost in translation. Value is not being properly communicated
Introduction 3
Figure 3 OCLC graphic 1. Reused with permission from OCLC. OCLC, At a Tipping Point:
Education, Learning and Libraries, 2014.
to government, to ordinary citizens and to librarians themselves. One of two key find-
ings of the Sieghart report was that ‘not enough decision-makers at national or local
level appear sufficiently aware of the remarkable and vital value that a good library
service can offer modern communities of every size and character’ (Independent
Library Report for England, 2014, p. 4).
The city of Birmingham library in the United Kingdom illustrates this point all too
well. With a budget of £189 million, the library opened to much applause in 2013. It
was opened by Malala Yousafzai, a teenager from Pakistan who was shot by the Taliban
for speaking up for girls’ rights to education, sending a powerful message about the
role of libraries in learning, education and democracy (Culturehive.co.uk). However,
less than 18 months later, the council announced reduced opening hours and a potential
loss of 90 staff members. Thus, Birmingham is left with one big library and very few
librarians. Coverage in the media captures a glimpse of public reaction: ‘I do not know
how many read books these days’, and one person felt it would have a limited impact
on tourism ‘because people would take photos outside anyway and may not go inside’
(Library of Birmingham, 2015). Therein lies a fundamental problem. Firstly, people
equate public libraries with books, but librarians seem to be the only ones who know
that there is much more to a public library than books, and it is their best kept secret.
This perception is backed up by a recent Online Computer Library Center (OCLC)
report which showed that across all age groups, the library brand is steadily associated
with books (see Figure 3). Secondly, architecture has its own unique value, but what is
inside of the library must be more important to a community than the outside.
Beyond the United Kingdom, public libraries have been under-funded and under-
resourced for a long time. Gomez et al. (2009) found that in Eastern Europe and
Eurasia, after more than a decade of reduced budgets, public libraries are seen as
‘Irrelevant due to lack of current information, leading to a weaker perception of public
library value’. In Latin America, public libraries were seen as places only for aca-
demics. In South Asia, public library development is hampered by poor infrastructure
and poor information and communications technology (ICT) in particular. A lack of
national policy to promote better ICT infrastructure impedes public library relevance
in many countries. The Public Libraries 2020 programme highlights that every year
100 million people visit their public library in the European Union. This is not tell-
ing us enough, because it is at a time when 73 million adult Europeans, or 1 of 5, is
functionally illiterate (publiclibraries2020.eu).
4 Introduction
In academia, big changes in the last decade have been in the areas of online learning,
scholarly communication, digital preservation, research, managing electronic resources
with constrained budgets and no equitable e-book model. The open-access movement,
the growth of repositories and data management have been mostly positive, introducing
new roles for librarians. This has been evident in the increasing demand for data man-
agement roles. ‘Big deals’ with publishers have fired up much debate among librarians
and publishers (Fister, 2014), and challenges have been set to introduce new paradigms
for purchasing periodicals (Suber, 2006; Osorio, 2012). The library as a space has had a
complete rejuvenation. Off-site warehouse storage of books and materials has become
a trend in academic and national libraries (Shenton, 2004). This is freeing up library
spaces with the concentration shifting from collection to people and process, including
meeting rooms, group areas, study spaces and technology equipment.
OCLC has reported that education and libraries is reaching a ‘tipping point’, and
three forces have converged to cause this tip: consumer behaviour, advanced tech-
nology tools and economic incentives (see Figure 4). This tipping point is changing
how librarians and educators work and presents new challenges for the profession of
librarianship. How librarians respond to this challenge will be key to the evolution of
the profession into the future.
School librarianship appears to be the worst-hit sector. It has not managed to reach
maturity even in countries where it is mandatory for schools to have a library. The
struggle of school librarians everywhere continues. Their plight is more difficult than
other sectors of librarianship. The unfortunate reality is that school librarians find
themselves competing against educators for resources. This is a competition that
librarians are never going to win. Education will always stand on its own two feet as
a valued, respected, stand-alone societal good. Despite its long history and despite the
evidence to show that school librarianship improves student learning, librarianship as
a discipline has not evolved sufficiently to be counted as an equal alongside education.
In health science librarianship, the trends have been new roles for librarians, including
embedded or blended librarians, working as part of clinical and multidisciplinary teams,
informationists and data scientists. A focus has been on moving outside of the confines
of a library and working in outreach roles with research teams, working with biomedical
data, and working as clinical librarians, again as part of the clinical team, providing infor-
mation at the point of need. Librarians have had to completely change what they do to
remain critical to the mission of their health centres and hospitals. Despite this, many hos-
pital libraries have closed and librarians have not been replaced where they have retired. In
the United States, the Medical Library Association reported that 30% of libraries have had
their staff downsized. Of the 189 responses received to a hospital library status report, 28
staff members lost their jobs and 24 libraries closed (MLA, 2013). In European countries
severely affected by the global recession, such as Greece, the under-development of hospi-
tal libraries has downgraded the important contribution of medical librarians (Kostagiolas
et al., 2012). Trends that affect hospitals and health systems naturally affect health science
librarians and technology has had a huge impact on medicine. There is a steady growth in
mobile technology usage among clinicians who expect and need information to be avail-
able to them in the palm of their hand. In hospitals, this can present many challenges with
ICT infrastructures blocking library-subscribed databases and social media sites.
Introduction 5
Figure 4 OCLC graphic 2. Reused with permission from OCLC. OCLC, At a Tipping Point:
Education, Learning and Libraries, 2014.
No matter what sector of librarianship, all libraries and librarians are experiencing
unprecedented change in three big areas culminating in constant disruption:
1. Disruptive technology – such as emerging technologies, big data, mass digitization, growth
of e-publications and decline of print.
2. Disruptive economics – the global financial crisis of 2007/2008 is continuing to have rami-
fications for librarians and libraries.
3. Disruptive consumer expectations – people are more likely to use a major search engine to
start their research, regardless of what rich data are provided through library websites.
What do we do now?
Speaking in 2008, Brewster Kahle answered this question by saying to an audience of
information school students in Michigan that we need to build open library services.
According to Kahle, this could be achieved in three steps: (1) digitise the library and
most of the archives, (2) provide free access to public domain and (3) loan the rest.
The cost of digitising books was 10 cents a page or $30 a book. He illustrated how
this could be done in 10 years. The Internet Archive, which Kahle founded in 1996,
now preserves 20 petabytes of data – the books, webpages, music, television and soft-
ware of our cultural heritage – working with more than 400 library and university
partners to create a digital library that is accessible to all (archive.org).
6 Introduction
Open library services certainly represent an ideal that librarians aspire to. The
advent of the open-access movement has been a transformative development for
librarians. It has led to repositories and new, enhanced roles for librarians. It is one
of the six areas of ethics in librarianship outlined by the International Federation of
Library Associations and Institutions (IFLA).
Librarians need to look to thought leaders in their profession. If we look to the past
to one of the great thought leaders of library science, to Dr Ranganathan’s five laws
of library science formulated in 1928, here we will find some leads on where to focus
our attention for the present and for the future.
The following month, the library comes up for discussion at the management team
meeting. Bob doesn’t have to say much. Dan and the marketing director start singing
your praises. They decide to give you a 5% salary increase. They found that the return
to the shop floor day increased collaboration across the whole company, and to them
better collaboration means better business. They realise they have not been valuing
your contribution to the business at all. They throw in a bonus of €3000 in addition to
your pay increase that Christmas. Good job! You made yourself visible to three key
stakeholders in the company and helped them to understand the work that you do by
giving them the opportunity to sit at your desk and manage your work for a few hours.
It paid off! Congratulations, you have succeeded in your mission.
A.