Inform Strand

Monday 12 September – 3.45pm-4.15pm

Library Classification and Biculturalism in New Zealand

Bednarek, A¹.

¹ Lincoln University, Lincoln, New Zealand

As early as 1963 concern over the library and information needs of Māori had become noticeable; nonetheless, until the 1990s nothing was tried to further investigate and satisfy those needs. With the resurgence of various Māori movements in the 1980s and 1990s the debate about Māori-Pakeha equality was pushed into a new phase. In the wake of development, the National Library launched the Māori Subject Headings Working Party which identified relevant Māori keywords (in te reo). A number of tertiary institutions have implemented search-engines that feature Māori Subject Headings, too. These steps can be viewed as laudable and over-all successful attempts to value the Treaty of Waitangi as a binding legal document that establishes a fruitful partnership between Pakeha and Māori which is intrinsically based on equal rights and participation in all spheres of New Zealand social and political life.

However, tertiary institutions and their attached academic libraries are Western institutions and, as such, embody and convey a certain set of prejudices and assumptions that inherently inhibit Māori access to library material. The main focus of my research in that respect is on classification systems; predominantly based on Francis Bacons knowledge tree they assume a way of thinking that has shaped European consciousness ever since the Enlightenment. The linear forward-upward movement of Enlightenment rationality is hugely different from the Māori spiral-form awareness of the indivisible unity of all being. The linear mode of classifying knowledge, expressed in all modern library classification systems, does not leave room for accommodating such notions, which, drastically speaking is a form of hidden colonialism.

Elucidating the connection between modes of classification, colonialism and the Māori-Pakeha partnership makes clear that Māori library patrons and their needs have to be incorporated in the frame-work of any library throughout New Zealand. Present attempts at doing so must inform similar actions to be taken elsewhere in this country. Biculturalism, established in the Treaty, must be honoured and accomplished, without, however, excluding any of the other ethnic groups that are part of the New Zealand social fabric. The notion of Third Space, taken from human geography, lends itself admirably to the present purposes. Third Space is a third space beside the two spaces that binarisms such as Pakeha – Māori or indigenous people – colonisers create.

It has thus conceptually surpassed Enlightenment binary oppositions which create boundaries and restrict actions. Third Space is a concept that is both politically and pragmatically of great value. Its possible application in a tertiary library will be demonstrated, using the Lincoln University Library as a case study. My aim is to show that there are new directions that the Māori-Pakeha cooperation can be taken to, not only in tertiary institutions. Obstacles that might in future prevent such simple but effective actions as I suggest will be revealed.

Developing a Knowledge Management Strategy

Coolbear, K¹, Treadwell, J¹ & Thomas, M¹.

¹ Know Where Consulting, Auckland, New Zealand

This workshop will provide the basics required to develop a Knowledge Management for your organisation.
The workshop process will cover:

• What is knowledge management?
  
• Who should do Knowledge Management in your organisation?
  
• Identifying stakeholders
  
• Reviewing your organisational culture
  
• Ten Top Tips for getting started with Knowledge Management
  
• Turning complexity into simplicity
  
• Measuring the benefits of implementing a Knowledge Management strategy

Workshop will be limited to 30 participants.

Up, up and away! – The way to a super suburban library.

Gaskin, K B¹ & Stears, J H¹.

¹ Wellington City Libraries, Wellington, New Zealand

Many suburban community libraries are aging and in need of renewal. How do we make a case for renewal? How do we transform our vision into reality?
The purpose of this paper is to answer these questions by sharing experiences from a recent library upgrade project in Wellington. The issues are most relevant to those with a desire to extensively renovate, extend, upgrade or rebuild their community libraries.

Since the late 1980s Wellington City Libraries had identified Karori branch library as needing some form of major upgrade. In early 2000, a decision was made to initiate a project that would realise this goal. Expert institutional knowledge of renewal projects was developed as the work progressed and many of the key outcomes are presented here.

Initially a feasibility study was undertaken, making the case for an upgrade and presenting design concepts. Council support for an upgrade was sought and received, eventually requiring further development of the concepts in cooperation with a newly launched and overarching Karori town centre upgrade project.

Among other community developments, a new vision evolved with the library as the centre of the community 'heart'. This lead to the demolition of the old library and construction of a new two level library and café. It will be three times larger than the previous library and the most prominent building in the suburban town centre. It will also be carefully linked to a town square and other community facilities.

This presentation will examine the following issues in more detail, with the intention to inform other organisations planning to initiate or advance their own renewal projects.

• Feasibility Study & Business Case – building a case for renewal, including methods of consultation, identifying stakeholders, what to consult on and what information can be used to make a persuasive argument for renewal.
  
• Risk Identification & Management – for example, in this project the building site was very near an area where previous excavation had uncovered 19 th century human remains!
  
• Other Libraries – what was observed here and overseas that influenced the design vision and features.
  
• Political Process – how information was presented to Council and how it's decisions and processes shaped the project. Why a larger, two level library option was selected when it was not the preferred option.
  
• Community Objectives – the town centre project required the library to be involved in investigating commercial development and other opportunities beyond the library.
  
• Programme, Budget and Time Delay – why flexibility and compromise is important to achieve a winning solution for stakeholders.
  
• Consultants - the selection, appointment and performance of : architect, quantity surveyor, project manager, construction contractor and sub-contractors.
  
• Continuing Library Services - how this was achieved during the year long construction period and how relocation of services was achieved efficiently and successfully with little disruption to staff and customers.
  
• Demolition and Construction – how it was documented and communicated to the community including website information, signage, media coverage, photo documentation and more.
  
• Record Keeping – what information is required and retained throughout and beyond the project.

Internet training for public library staff in New Zealand plus an overview of a UK training project

Herring, J¹ & McMaster, E².

¹ Charles Sturt University, Wagga Wagga, Australia
² Mount Maunganui Public Library, Tauranga, New Zealand

This paper will review a survey of Internet training in public library authorities in New Zealand – to be conducted between April – July 2005 to gauge the extent of and content of training being carried out by NZ authorities. The survey will seek to investigate training areas such as the use of search engines, including range of search engines and advanced searching; website evaluation; developing information skills in public library users; incorporating websites into catalogues; and keeping up to date with Internet developments. The second part will provide an overview of the UK New Opportunities Fund project for Internet training in public libraries and focus on the materials used by the SCOTIA consortium in Scotland to train a large number of public library staff. James Herring was, until February 2004, a Director of the consortium and was involved in the design and delivery of training sessions at a basic level to all public library staff and to senior staff in a number of Scottish authorities. The overview will focus on training needs analysis, design of materials, delivery of training sessions and feedback from authorities and public library staff. Recommendations for Internet training in New Zealand public libraries will be included.

What's Next? Project lifecycle for digital collections

Le Dayn, D¹.

¹ Library Consortium of New Zealand, Wellington, New Zealand

Libraries are now developing their own digital collections, or preparing to do so. For libraries and librarians new to this work, the opportunities, options and risks can all be daunting. What are the key tasks and resources required during the life cycle, from initiation to on-going operation? What are the important decisions and their consequences that need to be made during each phase: analysis, design, build, and implementation? What are the significant roles and skills required; including metadata for access and preservation, systems, and project management?

The members of the Library Consortium of New Zealand (LCoNZ) - a consortium of University of Otago, Victoria University of Wellington, University of Waikato and Auckland University of Technology - have been developing pilot projects for digital collections. Each library has scoped a different pilot project, although all are working together tin collaboration to from each other. These pilot projects have three objectives: to develop skills and experience in building digital collections; to implement each pilot as an operational collection; and to build the skills necessary to scale up to larger digital collection projects after the pilot projects are completed.

This paper will take a project management perspective to the questions and issues which LCoNZ members are dealing with in developing their own digital collections, and describe as a case study the project lifecycle used, issues and learnings during these pilots.

Building the Case for RFID - navigating the RFID Jungle

Nairn, A¹ & Szekely, C¹.

¹Manukau City Libraries, Manukau City, New Zealand

Radio Frequency Identification [RFID] is a well-proven technology in libraries around the world, yielding a range of benefits and efficiencies. However, there are few examples of the technology at work within New Zealand. Late last year Manukau Libraries deployed RFID on a pilot basis in its newest library located at Botany Shopping Centre. This session offers an opportunity to hear about the learnings Manukau gained in the implementation process, including vendor evaluation criteria, project planning and technical integration.

In particular, the session will look at the extent to which the technology has delivered on expected operational efficiencies and service enhancements.

With todays static operational budgets the need to look at smarter, more efficient technologies to deliver services and products becomes ever more compelling.

Why did we do it?
How did we do it?
What happened?
What did we learn?
Would we do it again?

RFPs: A necessary evil or indispensable tool

Read, M¹

¹ Bay of Plenty Polytechnic, Tauranga, New Zealand

So you are about to go through the process of selecting and implementing a new Library Management system? I have been in the unusual position of having experience on both sides of the RFP process – both as a Library Manager selecting a system, and as a vendor responding to RFP documents. In both situations there is an enormous amount of work and effort, and if not done properly the whole process can be a very time consuming exercise in futility.

This paper discusses the pros and cons of the RFP process and how they can become an indispensable tool if used correctly. Preparation is the key – tips on what needs to be thought about prior to the writing process and how the documentation can be written to ensure a successful outcome are provided in this presentation.

Writing the documentation however is only the beginning of the process. Thought needs to be given on how the RFP is to be used as a measurement tool. Again there are pitfalls for the unwary which can be avoided if the process is planned and undertaken in a systematic manner.

The presentation will end with audience participation with discussion from the floor and shared experiences that will benefit those that are considering using the process to select a new library management system in the near future.