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6023 results in Facet Publishing

Page 254 of 302

  • 8 - Building a business case for RFID in libraries, and requesting proposals

  • Martin Palmer
  • Book:
    Making the Most of RFID in Libraries
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 March 2009, pp 75-86

  • Summary

    What are you going use RFID for? How are you going to pay for it? Why are you doing it? What are you going to ask for?

    Risk and reward

    Most libraries contemplating the introduction of RFID – as with any other initiative – will probably require a business case to demonstrate:

  • ■ the rationale for wanting to move in this direction

  • ■ what alternatives exist

  • ■ how the technology will be used

  • ■ the implications for staffing

  • ■ what might constitute a return on investment

  • ■ how this return might be achieved

  • ■ the risks involved, both in adopting RFID and in not adopting it.

    • Rationale

    Libraries may wish to implement RFID for a variety of reasons: in some cases, they may be seeking to resolve problems with a specific building or element of service, while in others it may simply be a desire to modernize the service.

    However, the overarching theme in most cases will probably be a desire to provide better customer service, whether through simpler and quicker transaction processes, longer opening hours, or improved stock management.

    This in turn begins to define the applications for which RFID will be used – self-service, supply chain management, stock security and stocktaking, and so on.

    Implementing RFID – the benefits

    As we have seen, the main impetus behind the rapid adoption of RFID in libraries has been much less about the technology itself, and much more about what can be done with it. However, this also implies that there is much more that has to be done with it to achieve a useful outcome.

    It would be perfectly possible simply to install RFID and sit back and wait for the benefits. Possible, but not advisable, as this implies a level of technological determinism that even Veblen might have found extreme. Installing a new technology like RFID cannot, by itself, provide a solution to all existing problems while automatically realizing all the benefits. Unless all of the processes affected have been thoroughly analysed beforehand, there is a strong likelihood that RFID will simply magnify all the shortcomings of the original approach, and none of the potential benefits will be found.

  • Preface

  • Martin Palmer
  • Book:
    Making the Most of RFID in Libraries
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 March 2009, pp ix-xii

  • Summary

    Introduction

    Radio Frequency Identification (RFID) is no longer quite the latest thing on the block – at least as far as libraries are concerned. However, although RFID is being adopted by libraries around the world at a very rapid rate, it is a dynamic technology whose future development is impossible to predict.

    For the manager considering RFID, whether as a solution to a library's problems or as an opportunity to rethink service delivery, this presents both an opportunity and a challenge – the technology appears to provide a number of benefits (why else would there be such a rush to install it?), but it takes so many different forms that it is difficult to discern which may prove to be the Betamax versions – technologically sound but commercial failures – five years down the line, resulting in a potentially distressing waste of time and money.

    The simple fact is that – for any library management that is only slightly risk averse – RFID is still not the path to take. There are so many imponderables – choice of system, choice of frequency, choice of tag, tag deployment method, and much more – that anybody looking for a futureproofed investment is going to be disappointed and should postpone their decision for a while.

    Consequently, this book does not claim to offer a guide to choosing the definitive RFID system, nor does it go very deeply into the technology itself. It does, however, outline the main elements to be considered when choosing a system, both for RFID and for existing procedures and practices. By providing a general introduction to the topic, describing the different approaches that have been taken to using RFID in libraries and outlining the pros and cons of each, it outlines the benefits that can result from RFID adoption, illustrating why – despite the possible problems – it has proved to be so popular with so many libraries in such a short time, and explores its potential for application to other aspects of library work in the future.

    The essential aims of this book, then, are to help library managers decide whether RFID has anything to offer them and – if so – how to make the most of the benefits while mitigating the risks inherent in adopting this rapidly developing technology.

  • 8 - The design brief

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 85-96

  • Summary

    The design brief is the statement of requirements on which the design is developed. The brief may start as a simple general statement of the project objectives; the ‘outline’ brief. This should provide the basic information required by the architect, but architects will themselves take part in the planning process, creating a detailed brief that will equip them to create the design. This chapter explores the contents of the design brief and the processes involved in creating it, drawing on documents used in actual new library builds as well as technical literature.

    Functions of the brief

    A good brief is vital – one should never start design work until the operational brief is established and space requirements and key relationships have been set out. The design brief can be useful in many ways. Architects generally agree that the brief can provide:

  • ■ a channel of information between librarian and architect

  • ■ a basis for discussion and joint problem-solving

  • ■ a record of decisions and milestones; this can support continuity and consistency of the project's development

  • ■ a useful evaluation tool, as it includes aims and resources against which designs can be evaluated

  • ■ a useful aid for estimating resources required.

    • The design brief may also be part of the legal agreement between librarian and architect.

    Although it is possible to have a verbal brief, a written brief provides a clear source of reference for all involved. Developing the brief is the most important part of the whole scheme; however magnificent an architect's creation, however skilful she/he may be in solving a problem, the solution is useless if the problem's true nature and extent has not been understood. In most if not all cases, therefore, the brief should be written to ensure that there is a common understanding about what is required. The librarian is responsible for seeing that the brief describes clearly what she/he would like the project to accomplish, for reviewing and signing it off at outline and detailed stages. The architect's team is entitled to have a document which will be their authority to spend valuable time in working in a certain direction.

  • 7 - Partnership and community engagement

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 73-84

  • Summary

    Increasingly, agencies involved in providing public services are working together. This chapter looks at the emergence of multiagency projects and community engagement, together with some practical issues relating to dual-use libraries.

    Libraries manifest a community's intellectual and cultural identity.

    (Libris, http://librisdesign.org/docs/index.html)

    Different types of library have different user groups. In a university or school library, the users are students and teaching staff. In a public library the users are members of the community ranging from small children to older citizens. In a special library they are members of the organization served by the library. Consideration of users is fundamental to library design, and it is therefore crucial that their views are sought through the design process.

    Partnership approaches

    In the 21st century there is a general expectation that service provision should be developed via a multi-agency approach in order to secure maximum efficiency and impact. Therefore, in the early stages of planning a new or refurbished library, it is wise to give some thought to how a multiagency approach might be developed. The approach taken will depend on the philosophy of the project, the aim and purpose of the new or refurbished building, the needs of stakeholders and local opportunities.

    There are many toolkits and resources available on the internet to assist the development of partnerships. The following factors have frequently been identified in effective partnership work:

  • ■ The agencies involved have a history of working together.

  • ■ The partnership goals address needs and issues that are relevant to all members, and add value to their own activities.

  • ■ The roles of members are complementary, not competitive, and the ways of working are agreed by all.

  • ■ Members support each other, with agreed mechanisms for control and mutual accountability.

  • ■ Senior management of member organizations support the partnership.

  • ■ Members share control and are represented and influential in decisionmaking processes.

  • ■ Effective systems for communication and information sharing are developed.

  • ■ Members have confidence that each of the others will carry out activities to a high standard.

  • ■ Members are able to learn not only from the outputs of the partnership but also from the process itself, e.g. learning new ways of working.

  • ■ Conflicts and problems are viewed as opportunities for learning.

  • 1 - Introduction

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 1-4

  • Summary

    There is at least one thing that is certain about libraries. It is the uncertainty of what they will become in the future.

    (Moshe Safdie, architect)

    The planning of a new library can take as long as five years – so on the day it opens, a library already represents yesterday's thinking to some extent. Therefore, consideration of future needs – ‘future thinking’ – is very important. In the last 20 years, the library as a building type has seen many changes as it has adapted to accommodate digital information systems. This chapter notes some of the current features of different types of library.

    Libraries today are facing the dual challenge of accommodating rapidly changing populations, and keeping pace with information and communication technology (ICT). ICT is altering notions of library space as well as communication links. Chapter 2 explores some of the recent trends in library development and the factors that have an impact on them.

    Success is ultimately measured against a project's objectives, so these must be understood and shared by all the senior people in the organization. It is best to set down the vision for the project at the start and to refer back to it throughout the project. Chapter 3 looks at the development of a business case for a library project and suggests some strategies for ensuring success.

    The creation of a new library requires the co-operation of a whole team, each member with his or her individual contribution to make. The constituents of the team, their relationships with each other and the way the project could be managed are discussed in Chapters 4 and 5.

    Chapter 6 looks at the appointment of an architect. Both the librarian and architect will need to contribute unique skills to ensure that a project is successful, so a positive relationship between the two is vital.

    Increasingly, library services are offered in dual or multi-purpose settings, for example within a school or other community building. At the same time, new funding streams are opening up to libraries, especially in the public sector and particularly where there is evidence of partnership work or community engagement. Chapter 7 explores these issues and their impact on library design and building.

  • 12 - Building libraries for the future – a summary

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 143-146

  • Summary

    The physical library is undergoing a major transformation from collectioncentric to user-focused space, in line with changes in society and a rapid pace of technological development. Within the broader framework of a knowledge society, libraries are shifting in focus from collections to connections and away from an emphasis on storage and access, although the priority given to each will depend on the mission, culture and aims of the library service.

    Any new library should recognize the importance of people, books, ICT and the complex and dynamic relationships between them. Skilful architects and expert planners will strike a clearer balance between creating functional and inspiring buildings with exciting architectural features and enjoyable internal spaces.

    Any library or information professional practitioner who is in the position of managing the refurbishment or new building of a library should grasp this challenge for the opportunities it offers to see through an exciting new development for the parent institution, be it a school, university or community facility.

    The building programme must encompass a business case, clear parameters for the management of the project, close working from the outset with a design team, whose members, particularly the architect, share the vision for the project, and a robust design brief. Engagement with the whole community from the pre-planning stage through to the opening of the new building and beyond will ensure a sense of ownership in that community and added value to the services offered as well as appropriate take-up of the new facilities.

    The members of the project management team will have to negotiate unforeseen changes, however careful and considered their planning, and this will necessitate a flexible, open approach to the exterior and interior design of the building. Even after opening, the team will need to make changes as staff and users adapt to their new surroundings.

    The future of the library as a physical ‘place’ has been a matter of considerable debate in recent years. Despite some hasty predictions about the death of libraries and growth of virtual worlds, libraries continue to be created around the world, often, as it happens, with growing printed collections as well as exhibition and meeting spaces. Rather than being replaced by ICT, libraries have welcomed the technology, which has contributed to their becoming vibrant and relevant centres of culture, learning and community.

  • 2 - 21st-century libraries

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 5-18

  • Summary

    In the 21st century, library planners and architects have an opportunity to create new facilities designed for a new audience. It is important to consider the forces that are changing library design and how these changes can be accommodated. This chapter considers some of the recent trends in library design, and issues to consider when planning a library for the 21st century.

    [A library is] at once a school, a home, a workplace, a church, a theatre and many other things besides.

    (Francine Houben, 2002, quoted in Latimer and Niegaard, 2007, 69)

    Recent library developments

    Towards the end of the 20th century there was a significant increase in the number of new and refurbished library buildings, including public, national and academic libraries. Some notable examples include:

  • ■ public libraries in Peckham, London (architects: Alsop and Störmer), in Brighton (LCE architects) and Vancouver, Canada (architect: Moshe Safdie)

  • ■ the Bibliothèque Nationale national library in Paris (architect: Dominique Parrault)

  • ■ the Thames Valley University library, designed by the Richard Rogers Partnership and the Squire Law Library, University of Cambridge (architect: Foster and Partners).

    • The three main reasons for the revival of interest in library buildings at this time were:

  • ■ new media technologies leading to a re-assessment of the role of libraries in a digital age

  • ■ other cultural buildings, particularly museums and art galleries, being seen as worthy of interest in their own right as buildings, rather than merely for the collections they contain

  • ■ the expansion of higher education worldwide with academic libraries having to change their role to support new methods of teaching and learning.

    • The main factors leading to change in the design of library buildings are:

  • ■ libraries as a statement of a knowledge-driven society

  • ■ new information technology especially electronic data collections

  • ■ a greater community and educational role for libraries

  • ■ the expansion in higher education and growth in life-long learning

  • ■ the impact of popular culture on libraries

  • ■ the increasing importance of library buildings as visitor attractions.

    • Changes to the storage and dissemination of knowledge may alter the form and content of libraries but they have never made the library redundant, despite predictions to this effect.

  • 3 - Equity of access

  • from Part 2 - Service themes of the modern public library
  • David McMenemy
  • Book:
    The Public Library
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 39-60

  • Summary

    Introduction

    Rather than merely being described as a service theme, providing equity of access could also be defined as a core mission for public libraries and, as discussed in Chapter 2, is one of the key reasons why public libraries were formed in the first place. Equity of access is about all members of a community having the right to use the information and books that they need regardless of their ability to afford them or without undue influence or prejudice from others who may wish them not to have access.

    The right for anyone of any race, creed or colour to access the collected knowledge of humankind is something that it is easy to take for granted, but ultimately that is the key role of the public library for its community. This is a key strand of the joint IFLA/UNESCO Public Library Manifesto, which states that ‘services of the public library are provided on the basis of equality of access for all, regardless of age, race, sex, religion, nationality, language or social status’ (IFLA, 2004).

    Therefore, although all of the service themes we will discuss in the following chapters fit the notion of equity of access, this chapter will focus solely on:

  • ■ the broad notion of equity and freedom of access as a core mission of public libraries

  • ■ the professional challenges faced by the librarian in providing equity of access

  • ■ services aimed at specific user communities to facilitate equity of access.

    • Core values

    Librarians pride themselves on working in a profession that is happy to serve all library patrons, and defend their right to access materials. This is enshrined in the professional codes of many of the associations that represent librarians across the world (ALA, 1995; ALIA, 2005; CILIP, 2005).

    Writings on library values

    Over the years attempts have been made to provide a core set of values for the profession of librarianship, and the concept of providing equity of access features prominently.

  • 10 - Space planning and access

  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 117-136

  • Summary

    Space planning involves determining how large spaces within a building (like rooms and designated areas) are arranged and relate to each other within larger areas. This chapter explores the space planning issues to be considered in library designs.

    When good intentions meet bad planning, library users pay the price.

    (Woodward, 2007, 64)

    As with other aspects of project management, space planning involves taking decisions within a finite timescale and within the resources available. Space needs should be forecast and meet a future need, based on the library's projected collection and service aims. Space planning is an important part of library design and will contribute to the success of the library in terms of efficiency.

    Access should be as clear and straightforward as possible, with a selfevident layout facilitating independent discovery and study for users. They should not have to understand how the library is structured in order to make use of its services.

    When designing a new library, the architect is challenged to bring the sometimes conflicting needs of library and non-library functions into a coherent whole. Typical services provided within a public or academic library might include:

  • ■ access to and loan of books

  • ■ access to journals and newspapers

  • ■ use of workstations

  • ■ access to the internet

  • ■ electronic access to research journals

  • ■ guidance to sources of information

  • ■ community and visitor support

  • ■ café and refreshment area

  • ■ group study activity areas or rooms.

    • The terms ‘relationships’ and ‘adjacencies’ are sometimes used to describe how different areas of a building or space relate to each other. The relationships within a particular library are determined by studying the library's philosophy of service, its use of materials and services and its policies and procedures. Appropriate planning of adjacencies will be critical to the functioning of the library, though these may change in time.

    Libraries are service organizations and it is important to consider how they will be used by both users and staff. Planning teams need to consider both relationships and the movement of people and materials through the library during the design process. To operate efficiently, the library must be planned so that there is minimum interference with main routes through the building for both users and materials. Architects need to resolve these relationships through design.

  • Appendix 1 - Glossary (including common terms used within the construction/building environment)

  • from Appendices
  • Ayub Khan
  • Book:
    Better by Design
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    20 December 2008, pp 161-178

  • Summary

    This is an alphabetical list of terms that are specific to the construction industry and might be encountered by the librarian as the client in a building project. There may be terms that are not included in the text of this book. This glossary is drawn from several sources, most particularly from CABE's Creating Excellent Buildings (Eley, 2003, 183–201).

    Access audit A review of the ways in which the building will meet the needs of people with any type of disability. The audit may involve the journey to, entrance into and movement round the building.

    Access consultant Specialist in design that enables access for all.

    Accessibility Ease of reaching, entering and using a building.

    Architect The designer of a building who must be registered with the Architects Registration Board (ARB) in the UK in order to use this designation. The architect often leads the design team, although bigger projects also use project managers who work directly for the client.

    Architectural design competitions A means of selection of the design team. The process may add to early costs and extend the timeframe.

    Architectural drawing A line drawing – either a plan, section or elevation views of the proposed building.

    Area measures As defined by the Royal Institution of Chartered Surveyors (RICS):

  • ■ gross external area (GEA) – the area enclosed by the outer surface of the external walls, used for development control and planning permissions.

  • ■ gross internal area (GlA) – the area enclosed by the inner surface of exterior walls

  • ■ net internal area (NIA) – the GIA less internal structure, vertical circulation (stairs and lifts), plant and WCs

  • ■ net useable area (NUA) – the area that can actively be used, equivalent to the NIA less horizontal circulation routes.

    • Articles of agreement The details of a contract.

    As-built drawings (also known as Record Drawings) Contract drawings marked up to reflect changes made during the construction process.

    Axonometric projection A three-dimensional drawing which combines the plan and elevations (see also Isometric projection).

    Benchmark A standard of performance set by an organization or groups of common interest, against which similar projects can be measured.

    Best value The value represented by quality and lifetime costs, rather than construction costs alone. Central and local government clients are charged with obtaining best value for their construction projects, as for all other aspects of government, rather than seeking lowest price. See also Value for money.

Page 254 of 302