Show how an effective collection development policy can support the public library authority’s service objectives Stress the importance of having direct links to other strategic policies. Introduce the standard template for a Collection Development Policy drawn up by the National Acquisitions Group (NAG)

1. Collection Development
Policies
Principles and practices of effective stock
management in public libraries
Sarah Wilkie
May 2010

2. WELCOME
 Who am I?
 Where do I come from?
 What do I want to get out of today?

3. What is a Collections Development
Policy?
And why do I need one?
Sarah Wilkie
May 2010

4. Agenda
 Names and definitions
 Role and purpose
 Context: making the links
 Ethics
 Risk and how to manage it
 Policy and practice
 Who is your audience?

5. What’s in a name?
 Library Stock Policy
 Stock Management Policy
 Libraries Stock Strategy
 Stock Policy Document

6. Definition of a Collections
Development policy
“Collection Development is
the process of planning and
acquiring a balanced
collection of library materials
in many formats”
[NAG Template for a Model Collection
Development Policy for Public Libraries]

7. Role and purpose
“Stock is the lifeblood of a public library service and its
management is fundamental to its effective
deployment and use. The objective of a Collection
Development Policy is to ensure that public libraries
have the materials they need to deliver an effective
service.”

8. Making the links - 1
To other library service policies,
strategies and plans:
 Business plan
 Community engagement strategy
 Reader development strategy
 Marketing strategy
 Events programme

9. Making the links - 2
To wider authority objectives:
 LAAs
 Every Child Matters
 Crime Prevention strategy
 Cultural strategy
 Strategy for Older People
 Integration & Community Cohesion
Strategy

10. Ethics
Each individual in our global society has the right
to a full range of library and information services.
In addressing cultural and linguistic diversity,
libraries should:
 serve all members of the community without
discrimination based on cultural and linguistic heritage
 provide information in appropriate languages and scripts
 give access to a broad range of materials and services
reflecting all communities and needs
IFLA

11. Managing the risks
“In the interests of
intellectual freedom,
material should not be
rejected solely because it
is considered
controversial. A good
library should encompass
controversial issues and
different perspectives in
the interests of democracy
and discovery.”
MLA Guidelines on Controversial
Stock

12. Policy and practice
• Staff training • Stock action plans
• Supplier training • Budget setting
• Public information • Stock audits
• Funding bids
Share Use
Review
Measure
& adapt
• Demographics • Plan for outcomes
• Politics • Set targets
• Priorities • Monitor

13. Who is your audience?
 Staff
 Colleagues
 Head of service
 Elected Members
 The public
 Suppliers
 Council decision makers
 Other council departments
 Consortium members
 Partners

14. ANY QUESTIONS

15. Communicating your Collections
Development Policy

16. Agenda
 What not to say: jargon and how to
spot it
 Segmenting your audience
 Talking to different audiences
 Developing an “elevator pitch”

17. Avoid jargon
 Issue and discharge –
bodily functions?
 Circulation – blood? traffic?
rumours?
 Borrowers – little people
who live under the library’s
floorboards?

18. Segment your audiences
The library service: The library world:
 Staff  Suppliers
 Colleagues  Consortium
 Head of service members
The local authority:
 The public
 Council decision
makers
 Other council
departments
 Elected Members
 Partners

19. Talking to the public
 Think about:
◦ Language – jargon,
“council speak” “Performance indicators”
◦ Detail – not too “CPA rating”
much, not too little
“Supplier selection”
◦ What’s important to
them “National Indicator Set”
“Benchmarking”

20. Spread the word:
Talking to authority colleagues and
partners
If you haven’t read it you can’t
know about it:
 Open to scrutiny
 Part of wider strategies

21. Summing it all up:
the Elevator Pitch
You’re in a meeting with colleagues from
other departments. One asks you what the
library service is doing to help meet the
council’s key objectives, and how
“justlending can be a relevant contribution.
books to You only have a few seconds to
people” convince him that your collections
serve a purpose. What do you
say?
?