Libraries and the surrounding world

Developing a stakeholder model

A good starting-point for evaluation efforts is to develop a stakeholder model.

A stakeholder model (Figure 2.1) is a first step in mapping out the library's various roles. It illustrates which parties actually have an impact on the content and direction of the organisation. The model includes both internal and external stakeholders. It shows the links and relationships with the surrounding world, and that each stakeholder has different interests in terms of their reasons for interaction. The relationship between a stakeholder and the organisation might be one of dependence, but the situation could also be a more balanced one, based on exchange in the form of contributions and rewards. One of the model's strengths is that it highlights any conflicts that may exist between stakeholders. For example, the task handed down by the responsible authority can sometimes be the reason why the library's profile is not completely aligned with users' needs. This type of discrepancy is just one example of the tension that is illustrated in the stakeholder model.

Figure 2.1 Example of a stakeholder model

It is possible to see discrepancies between expectations by studying how staff and users each view the library's task. A study of this type was conducted in 2006 at the university library in Växjö. Students viewed the library as a workplace and information collection to a much greater extent than did the staff, for whom the library was more of a pedagogical resource. Both educational goals and the Swedish Higher Education Act emphasise that students should achieve a greater level of information literacy through the library's intervention. However, only 12 per cent of students reported that they frequently or always participated in training provided by the library or contacted a librarian for assistance with information searches. (Further information is available (in Swedish) at www.vxu.se/bib/about/bemotande/Projektrapport_2006.pdf)

Usually, there are also relationships between stakeholders. But a stakeholder model that is too detailed tends to become more of a sociogram. The stakeholder model is a sketch that shows which parties have an influence on the organisation. When you evaluate your organisation, it becomes evident that actually you have interactions with many different kinds of stakeholder. They exist at different levels and have widely differing starting-points in terms of their relationship with the library. A stakeholder might both set requirements for the library and be a cooperation partner who never sets foot in the library. Stakeholders might also be the authority responsible for the organisation, the national parliament or users already registered with the library. When the mutual exchange between the organisation and its stakeholders has been mapped out, ideally it will show a balance in the flows (shown by arrows) that symbolise give and take, but in reality there may be some stakeholders who demand quite a lot of the library without having much to give in return. The reverse may also apply. In terms of organisational development, the relationships need to be balanced.

All of the relationships in the stakeholder model include aspects of benefit. A benefit assessment must have a perspective, but it is possible to work with the benefit perspectives of several stakeholders at the same time. Stakeholders typically have varying degrees of influence and a decision should be made as to which desires to prioritise. It might be possible to reconcile all expectations, but a priority must be set. There may be a lowest common denominator in the mission for public libraries, university libraries and specialised libraries, but the manifestos that most would support are typically so meaningless that they are impossible to measure or evaluate. Besides, the intention of this book is not to take any particular political stance.

Tenants

Tenants can play a significant role in terms of the library's revenues. They may be exhibitors who are renting space temporarily, or they may be organisations that use portions of the library regularly and pay for being able to do so. Given that a library has very few external financing options, these types of relationship must be managed very carefully.

Statistics Sweden (SCB)

Reporting statistics is a task that keeps many people busy in Swedish libraries. Statistics should have the value of making it possible to compare different libraries. They should also provide the basis for a library's planning, budgeting and applications for funding. One of the arrows in the stakeholder model in Figure 2.1 symbolises the statistics that are sent to the Swedish Arts Council. The other arrow represents the knowledge transfer that occurs.

Parliament and government

The national parliament is able to influence public library activities through legislation. In other words, it has a significant effect on libraries. But the library is not financially dependent on the state. Rather, the benefits that the state can offer are typically more abstract, such as status, protection and favourable policies.

Employees

On paper, the exchange between library staff and the library is quite simple: employees receive a salary and job security, while the library benefits from the employees' time and expertise. However, the library staff are an influential group. At times they may defend their own ideas and rights, and these may conflict with the expectations of other stakeholders.

Other libraries

Public libraries interact with other libraries at both national and local levels. This interaction may involve interlibrary loans, transport and the allocation of responsibilities. Traditionally, this type of interaction has gone smoothly. But there can sometimes be friction if the balance is not maintained.

Writers' organisations

It is possible that the huge supply of Swedish fiction in Sweden's public libraries has more to do with the influence exerted by writers' organisations than with the needs of other stakeholders or policy objectives. The support that libraries provide for the publication and dissemination of Swedish fiction helps to ensure that authors will continue to be involved in library activities.

Users

In order for libraries to continue to exist, there must be a demand for what they offer, as well as people who are interested in consuming the services and products that are offered. The role of these stakeholders is quite simply unique. Although the library does not receive any payment from its registered users, their consumption (both virtual and physical) has untold value.

Funders

Funders are a group that is nearly as important to the library as its users or customers. In the public sector, funders can exist at several levels - and range from taxpayers to those responsible for approving the library's budget proposal. For libraries that are not publicly financed, there is clearly a need to demonstrate that the library is rational, productive and efficient compared to other market alternatives. In the stakeholder model for a public library, it is difficult to see just where the requirements for financial return come from, since there is no clear owner. Committees, the government and taxpayers have other reasons for providing support to libraries. If expectations are met, so the willingness of funders to provide funding increases.

Scenario planning

We all know that we need to base our development plans on what is going on the rest of the world. Customer surveys and business intelligence enable us to stay informed. Business intelligence involves arriving at answers to the following three basic questions: What is going on? Why are these things happening? What are the long-term implications and what will the consequences be for us? Long-term planning is necessary when we make major investments. However, it is also necessary when we are formulating goals for the future. For example, if a new library is to be built, an attempt must be made to predict future needs while at the same time trying to solve whatever current problems exist. Perhaps a new library will also have an impact in certain future situations.

Figure 2.2.The objectives of business intelligence Source: Kairos Future

Scenario planning is one way of gaining an advantage from thinking about the future. According to Wikipedia, the method originated in military intelligence activities - which certainly seems plausible. It involves collecting as much information as possible about the enemy and then predicting and preparing for the outcomes of various courses of events. Scenario planning may also have its origins in the Royal Dutch Shell oil company's preparedness for the 1973 oil crisis. It has been claimed that Shell was the only oil company to predict the formation of OPEC by the Arab countries and the cuts in production that followed.

A scenario analysis is a qualitative description, even though it is based on facts and figures....