Literature and Libraries in the South East and East: Final Report

Literature and Libraries in the South East and East

Final ReportJune 2012

Writers’ Centre Norwich & New Writing South

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Literature and Libraries in the South East and Eastwww.bop.co.ukwww.bop.co.uk 2

This report accompanies the toolkitprepared for use by libraries andliterature organisations in the East andSouth East area of England. While thetoolkit is intended as a manual of ideasand information to be used to strengthenand deepen partnerships across thesesectors, this report is principally forWriters’ Centre Norwich (WCN) andNew Writing South (NWS) as the twocommissioning bodies as well as for ArtsCouncil England as a contribution to thecurrent debate on the future of libraries.It contains findings from the research andinterviews that have a significant importon this debate and that are relevant tocurrent and future joint working.

BOP Consulting would like to thank all those involved including the Steering Group members – a full list of interviewees is attached as an appendix.

I I Introduction and Purpose


Literature and Libraries in the South East and Eastwww.bop.co.uk 3

In libraries and library services NewWriting South (NWS) and Writers’Centre Norwich (WCN) recogniseorganisations and individuals who shareour passion for reading and writing andthe great things that reading and writingcan do for us all.

We have worked productively withlibraries over a number of years and arepart of a national network of literatureagencies that promotes all writing andreading activity. We care passionatelyabout our audiences and believe that all the Arts Council’s funded literatureorganisations have a commonality with the Library service in that we all workwith writers, publishers, readers andaudiences. We all work to ensure youngpeople are given every opportunity todevelop a love of books and readingthrough our programmes schemes andwe all embrace all the full spectrum of thecommunities in which we live and work.

Both the arts sector and libraries are

experiencing degrees of changeunprecedented in scope and speed.Despite the challenges and toughdecisions that are coming, we still share a commitment to the power of readingand writing to achieve positive socialchange. This report and toolkit have beenassembled as part of a piece of researchcommissioned by Arts Council South Eastfrom WCN and NWS.

Our primary aim was to learn as much as we could about how libraries currentlywork with literary organisations of allkinds. In order that this research was notsimply an audit of activity, we have alsotried to explore some of the ways inwhich we might be able to build newbridges between literature organisationsand libraries so that we might work evenmore closely in the future.

Our funders and stakeholders areincreasingly asking us to work morecollaboratively and coherently. If we are to lead the discussion about how this is to happen, we must know how to workwith each other in the most strategicallyuseful, practically successful and creativelysatisfying ways. We hope that this report,toolkit and the research behind it canform a part of this discussion.

1.1 Note from thecommissioningpartners



The current ‘perfect storm’ facinglibraries – significant reductions in localauthority support, including new modelsof delivery and concern about their roleand function – cannot be underestimated.Therefore, the major issue for thisinitiative is one of timing, and the currentuncertainty has both good and badaspects in terms of taking forward new approaches.

Library services differ widely in terms of size, capacity and instinct in response to political and geographical factors, sopartnership building needs to operate at a local level.

While this research is specifically aboutpartnerships between libraries andliterature organisations, any assumptionsthat (as both have to do with ‘books andwords’) there is a natural ‘fit’ is simplistic.Libraries have a range of social purposes,which are potentially in conflict with ‘greatart for everyone’ and there is a markedsensitivity, certainly at senior levels, aboutany such expectations now libraries arepart of the Arts Council England. As oneof our interviewees said, “libraries valueliterature ‘a bit’ but it’s just a small part of

the bigger spectrum”. Another remarkedthat the “differences need to beacknowledged and respected and thenthey can work together”.

So when libraries support ReadingGroups, it is not only about literature but also about additional benefits largelyaround social outcomes e.g. for hard toreach groups or for people with literacychallenges or those experiencing socialisolation etc.

All our interviewees agreed that librariesneed to be ‘more hard-nosed’ now abouthow they approach partnerships and toensure there is benefit for libraries(including income) where before theapproach was more altruistic. One of our interviewees pointed out that the“driving argument for elected members is what can you achieve, how it will makea difference within the community andthe importance of demonstrating valuedown the line”.

Related to this, the only top-level indicator/ impact measurement / KPI for librariesnow is the measurement by numbers of ‘participations’, though at a local level it is important to demonstrate theircontribution to other council priorities.

2.1 Libraries

2 Findings



Our research shows that librariesfrequently work with many kinds ofcultural organisations in the voluntarysector as well as with Arts Council-subsidised organisations. Indeed, manyinvolve other art forms rather than thosededicated only to literature. These bodiesare part of the cultural infrastructure thatconnects at local level; individual librarieswork with cultural bodies or individualsthat share their interest in andcommitment to ‘place’ – the town, thecommunity – and these partnerships areoften established through personal ratherthan strategic relationships.

Many of these relationships are long-established and are often looseconnections around the use of libraries as trusted spaces with broadly sharedvalues. Activities in this category includereading and writing groups, whichsometimes involve wider public eventssuch as readings by established writers.But activity extends to a variety of otherarts and culture related activites – someexamples from the survey as follows:

• Arts and Craft projects for adults andchildren, around shared themes anddifferent approaches to delivery, e.g. Romans, Victorians

• Play and sensory sessions with adultsand children and using garden space atone of our libraries

• Museum – combined author andhistory events (e.g. Dickens withreadings alongside a talk about his lifeand links to local history)

• Arts and author events e.g. Olympic Arts project – children work withartists to decorate sculptures for the Olympic torch route; libraries are doing storymaking in schools to engage the children’s imagination for their sculptures and provide aliteracy element

• A shared website with the local artsforum and working together to deliverevents at local festivals.

However, libraries are under increasingpressure to earn income, resulting incharges for venue space and there is some evidence that this is weakening the connection with literature, and otherartists and arts, groups.


It is crucial that literature and artsorganisations understand the difficultieslibraries are facing and how this presentsbarriers to arranging or developing jointprojects. While it is not possible toforesee the results of restructuring, thevolatile, uncertain environment meansthat there are:

• Some risks for literature organisationsengaging with libraries, such as buildingrelationships with staff that are thenundermined by new workingconditions including staff changes.

• Dangers where only short-termplanning is possible as a sustainedcommitment by libraries to activitiesand programmes is difficult at thepresent time.

• Significant signs of fragmentationwithin local authorities more generallyand not only in Library Services: largerdepartmental units have resulted in abigger gap between those working at adelivery level and those at a higherstrategic level e.g. within a servicedepartment, resulting in a weaker voicefor libraries and what they can offer.

The understanding and support ofelected members for Library Services is critical. This varies significantly fromservice to service and often depends on the Head of Service. Because ofrestructuring, some heads are relativelynew and often with no direct knowledgeof Library Services.

Closures are now regarded as inevitablewith the smaller and more isolated areaslikely to be the first to suffer. Indeed, someof our interviewees argued that thenational infrastructure of libraries is beingstripped away but were hopeful that itmight be rebuilt in future, though in aradically different form.

At the same time there are positiveregional examples of refurbishments,relocations and new libraries opening,such as in 2012 the Kent History andLibrary Centre in Maidstone and the newDorking library in Surrey.

One of the core objectives for literatureorganisations is the quality of writing and reading the view was expressed that “libraries don’t care about that”. This concern that libraries have norelationship to the art form is balanced by the values and objectives that the two sectors share – a desire to increase


2.2 Risks



reader engagement and exploration.

But it is important that “libraries need tounderstand that literature organisationsdo literature!”

It is of course not only libraries that aregoing through a period of restructuring,but many other organisations at all levels.

Publishers have had good links withlibraries particularly in touring authors.However, it is reported that many areadopting a stricter cost / benefit analysis,which means there is less willingness tosupport costs in smaller libraries that canonly attract a limited audience.

The BBC is restructuring, too, and is nolonger undertaking large-scale year-longprojects. The approach now is moreclosely tied to TV / radio programmingand led by BBC centrally – dominantthemes are reported to be history and nature.

Formerly, the BBC would ask libraries tosuggest ideas but now it is more likely

to contact libraries with a set event andask for venue space to run an activity. The BBC reported that this differentapproach means that smaller libraries inless populous areas are at a disadvantage.However, productive and mutually supportive partnerships are emerging, forexample, Brighton Library was cited as agood example with its flexible, modernspace. The BBC, who are strongly cited as key partners in our questionnaire, arefinding the landscape changing significantly,particularly around levels of staffing andawareness of their activities. This meanssome services are better placed thanothers (Cambridgeshire and Norfolk were mentioned as examples) which is resulting in a much less even offer. This is compounded by staff changes and reductions in the BBC as well as inlibrary services with the disappearance of old contacts and the need to establishnew ones.

A number of respondents mentioned thatmany library computer systems oftencannot run BBC online content, whichfurther weakens the partnership.

There are some positive signs too;restructuring within BBC means that it is no longer only BBC Learning that isinterested – many more departments

2.3 The National Perspective



see the opportunity for developingactivities with libraries. The BBC is‘hopeful that in future we will still workwith libraries’ and is keen to widen thenetwork through, for example, workingwith other organisations. Bookstart, TheReading Agency and the National Instituteof Adult Continuing Education (NIACE)were jointly involved in a new BBC dramaseries on adult literacy called Secrets andWords, which followed an independentinquiry into Adult Literacy in 2011 (led byformer Education Minister Lord Boswellof Aynho and supported by NIACE). TheBBC also sees museums as key partnersand they will definitely work together infuture but ‘not sure how’ at this time.

Some national organisations, notably The Reading Agency, are developing new‘contracts’ around the Universal ReadingOffer (URO) with library services atindividual local authority level, recognisingthat the ‘routes to market’ have changed;it is no longer a national infrastructure butoperates at a more local, ‘granular’ level.The Reading Agency’s success has majorpotential for partnerships betweenlibraries and literature organisations and is fully covered in the toolkit. It is worthnoting that The Reading Agency is awarethat it has not yet fully connected withArts Council funded organisations at a

regional level and is now hastening that task. There was some concern thatthe URO might adversely affect localoffers and innovation by acting as a‘straight jacket’.

Despite the success in seeding theUniversal Reading Offer, someorganisations expressed concern that the infrastructure within libraries mightweaken to a point where they cannot take part in national activities likeBookstart. Booktrust suggested that this would mean re-examining the role of libraries and finding other partners to deliver their programmes.



This research has benefitted from full andfrank inputs from a range of ‘players’ andthere is universal agreement thatdeepening and widening the partnershipsat all levels is positive for all. However,there is an overarching concern thatlibraries and litereature organisationsshould not be ‘forced into marriage’ butrather explore and develop partnershipsat local and regional levels, built on trustand understanding. In the East and SouthEast areas, interviewees acknowledgedthat good work and solid relationships are established, albeit not across all library services.

It was heartening to have the view of the Society of Chief Librarians (SCL) that “reading, writing and literacy arebuilding blocks for literature. Literatureorganisations can support libraries in this, and libraries give the literatureorganisations the readers”. This top levelconfidence that there is “plenty of roomfor the development of joint work even if it’s just the space – the surroundingsmake it different to holding book groupsin the school hall” suggests that the useof library spaces can often be a practicaland strategic ‘way in’.

It should be recognised that literaturedevelopment agencies cannot adequately

provide to all library services in theirareas, let alone all libraries, and that therewill always be an element of inconsistency.The strongest partnerships are built at alocal level where both partners share acommitment to and knowledge of theircommunities, which external agencies areless likely to be able to offer.

The research showed that, in many cases,libraries at a local level are forging linkswith a wide range of partners, manyoperating within the ‘amateur’ literaturesector. This therefore suggests that one ofthe roles for the literature developmentagencies is to act as information andbrokerage point, rather than to deliverdirectly in every case. One of ourrespondents expressed the view that “the greatest thing they (the literatureorganisations) can offer is access to theregional infrastructure of literature andart; play a role as connectors to the widerliterary culture of the community”.

There is a need to strengthen the linksacross ACE-funded organisations and with smaller non-commercial literatureorganisations in order to work moreeffectively, recognising the diversity interms of size, aims and geography.

It must be borne in mind that libraries

3 Opportunities



need to balance one-off big events (e.g. Festivals) with more basic, sustainableactivities that produce repeat attendance –the important bottom-line for the survivalof libraries. Equally, the importance ofbuilding on established practice and makingit more sustainable was frequentlymentioned – there is little appetite forinventing further new schemes.

Many of our respondents mentionedonline activities and the majoropportunities here. However, most library authorities are tied to their localauthority websites, which offer verydifferent levels of engagement and ease of use. Research in 2011 by the ReadingAcency on libraries’ current and futuredigital provision suggests that this will take time to develop. Funding as well as staff capacity and skills were seen as the main barriers – but the potential, and Library authorities’ ambition todevelop digital provisions (i.e. e-books,audio downloads, resources for bookgroups), are considerable.

We had very positive input from theSchools Library Services across the areas.So far, they reported little work with otherorganisations, perhaps because as a tradedservice (generally, with SLAs attached),they tend to have established and agreed

programmes in place. These include bookawards, which are now very popular, andthe Children’s Reading Partnerships.

The Association of Senior Childrens andEducation Librarians (ASCEL) seesopportunities of working with literatureorganisations in order to widen theprovision for teachers, includinginformation and support. This could forexample be around the recent trend in the interest in children’s authors. ASCEL also pointed out that nationalorganisations have a stronger offer andprofile than local bodies, and that there isa need to triangulate these relationships.A strong arts department within a localauthority often helps in terms of contactsto local organisations and they stressedthe benefits of building links with the arts teams.

ASCEL mentioned the previously strongconnections to the Creative Partnershipsorganisations (where these operated). The new Bridge Organisations are at an early stage of development but nowhave a framework (and some funds) for working with libraries and there isevidence that connections are graduallybeing built (e.g. the invitation to a meetingre Summer Reading Challenge). Severalrespondents suggested there is an



opportunity for a campaign aroundbuilding relationships in order to moreclearly set out the advantages ofpartnership working. (The toolkit is a step on this road). There is a need to address feelings that partnership projects will involve more work andrequire more funding.

Linking with existing programmes iscrucial. For the new round of theBooktrust programme (Bookstart) localauthorities were asked to sign partnershipagreements with Booktrust for 2011-13(length of funding agreement with DfE).The partnership agreement is signed bythe Head of the Library Service and setsout the expectations of and support fromBooktrust. While this was in many caseshard work, (Library Services had to makethe case to their local authorities andsome were better than others re skillsand capacity), Booktrust played afacilitator role and by September had100% sign-up.

Libraries are often engaged in local or national initiatives to improve levels of literacy and, while this is not the role of literature organisations, both share acommitment to building social capital. The National Literacy Trust is running amajor programme, with funding from the

Esmee Fairbairn Foundation, on research into the use of literature in literacy(Transforming Writing) from September2011-2013. Some early findings (based on previous research) suggest thatchildren who do not have access to ahigh quality reading experience find ithard to communicate in different voices.www.literacytrust.org.uk/projects_networks/

transforming_writing

Other research by the UK LiteracyAssociation suggests that children’s literacy is damaged by teachers’ limitedknowledge of texts and indicatedteachers’ limited knowledge of children’sbooks. There are opportunities here forlibraries and literature organisations alongwith ASCEL to work together and it wassuggested that the Arts Council’s CreativePeople and Places initiative might produceinteresting new models that bring the two together.

A further Arts Council initiative, theStrategic Touring programme, was alsoidentified as having potential: mostlibraries can accommodate small scaletouring, and the need to develop a ruraltouring network where writers ‘getgigging’ was suggested.


While there was some quiet confidencethat many partnerships could be builtusing existing resources, it was recognisedthat funding was an issue. The LibraryDevelopment Initiative (LDI) initiativesare perceived as positive and manylibraries mentioned the need to engagelocal businesses and trusts as funders.There is a view that arts organisations aremore experienced in this and could playan important role in advising andsupporting libraries.

Many respondents mentioned the needto address sustainability. The viewemerged that too often initiatives cameand went and that a more strategic andlonger-term approach is needed.

A suggestion was put forward of‘Literature Leads’ within library servicesthat could help in networking and taking a more focused / planned approach tofundraising and sustainability. It seemslikely that even if this is not formallyadopted, literature organisations will formparticular bonds with individuals that arewell-placed to support the mutual

objectives – essentially, self-nominating.

The Steering Group agreed that a criticalpart of both funding (making the most of existing resources and identifying newopportunities) and sustainability lie incoordination, including bringing togetherinformation and data. It is thereforesuggested that the Steering Group willremain in place to continue the dialogueand act as driver across the sectors andthe areas. This will facilitate coordinationwith the SCL and ASCEL that are able to liaise across the two regions.

For the issue of both funding andsustainability, it is clear that a betterevidence base is needed. The LDI might be a means of piloting this to gather evidence about joint working. In developing the toolkit, we had difficulty in identifying good case studies onevaluation. The commissioning model(which is likely to be a good source ofnew investment) will depend on therebeing clear and coherent evidence.

The Arts Council at national level shouldbe aware that not all its literatureorganisations have the resources andcredibility to engage successfully withlibraries and here, too, there are issues ofsustainability that need to be considered.


3.1 Funding and Sustainability



Linking with the Universal Reading Offer may indeed be a critical driver, an‘overarching platform’ on which a range of new and sustainable partnerships can emerge, built on local strengths suchas initiatives between the Norfolk andNorwich Festival and WCN.

A final observation from SCL, which was reflected in the consultation overall: “It’s thinking about the audiences first,and using your local resources to workup the ‘how’. Come up with ideas firstand the rest will follow”.


4 Response from Writers’ Centre Norwich

4 and New Writing South


As established literature organisations with ahistory of close and productive partnershipswith libraries, we recognise that as timeschange, so must our approaches tocollaboration. Equally, both organisationswork with partners beyond the librariessector and we believe that this experiencecan positively contribute to the new workingrelationships that are emerging since ArtsCouncil England’s assumption of responsibilityfor supporting and developing libraries atnational level last year.

The knowledge derived from this report will enable the funded literature sector (and the wider arts and culture sector) towork more closely and more productivelywith libraries in the coming years. Our sectorhas undergone as radical a shake up as thelibraries sector and we are now finding that our desire to collaborate and shareresources, knowledge, skills and audiences is being matched by a similar enthusiasmfrom the libraries.

In Norwich, the UNESCO City of Literatureprogramme has pledged to make accessiblereading and writing for pleasure to everyonewho lives in, works in or visits the city. Thelibrary service are key partners in achievingthis aim and we have just launched a jointproject around volunteer training for readingand writing clubs in public and school

libraries. Library representation has beenadded to the County’s Executive ArtsStrategy Board and arts representation tothe Read East regional consortium of readerdevelopment librarians. Similar changes andopportunities are being pursued by NewWriting South in Brighton and the South East.

The challenge we face is not defined byregional or political boundaries. We must find ways of working that meet the aims of libraries as well as arts / literatureorganisations in order that the limited (anddecreasing) resources are used to greatesteffect and new sources of funding andsupport are developed and deployed for thebenefit of people of all ages and backgrounds.

Our Steering Group has agreed to continueits work in the South East and East and wehope to build on our learning by continuingto encourage and advocate productiverelationships and collaboration in our regionsincluding through joint bids to available ArtsCouncil funds. Arts organisations, nationalpartners, the Bridge organisations and localauthorities together will be able to make realimpacts in local communities and we’repleased to be at the heart of thoseconversations and plans.

Chris Taylor / Chris Gribble


Literature and Libraries in the South East and Eastwww.bop.co.ukwww.bop.co.uk 15

5 5 Appendix

5.15.1 Full List of IntervieweesName Position OrganisationChris Gribble (Steering Group) Chief Executive Writers’ Centre Norwich

Chris Taylor (Steering Group) Director New Writing South

Lorna Payne (Steering Group) Assistant Head of Service – Norfolk County Council Library Development Chair of Read East and Information Service Read East

John Prebble (Steering Group) Relationship Manager, Literature – Arts Council EnglandSouth East

Lisa Elmer (Steering Group) Relationship Manager, Libraries – Arts Council EnglandEast

Chris Fardon (Steering Group) Relationship Manager, Libraries – Arts Council EnglandSouth East

Nicky Morgan Director, Libraries Arts Council England

Antonia Byatt Director, Literature Arts Council England

Jennifer Holland Head of Libraries and Assistant Norfolk County Council SCL EastHead of Cultural Services Chair of SCL for East region

Mark Taylor Head of Libraries, Arts and Heritage Royal Borough of Windsor & Chair of SCL for South East region Maidenhead SCL South East

Debbie Hicks Director of Research The Reading Agency

Viv Bird Chief Executive Booktrust

Sarah Mears Children’s Services Development Essex Library Service ASCEL EastManager Chair of ASCEL East

Michele Eaton Head of Schools Library and Schools Library and Museum Service, Museum Service, Joint Chair of East Sussex ASCEL South EastASCEL South East

Greta Paterson Head of Children’s and East Sussex Library and Young People’s Services Information ServiceJoint Chair of ASCEL South East ASCEL South East

Jonathan Douglas Director National Literacy Trust

Madeleine Forrester Regional Project Manager – East BBC Learning, East

Eleanor Gloster Regional Project Manager – BBC Learning, South East South East


Writers’ Centre Norwich14 Princes StreetNorwichNR3 1AE

E [email protected] 01603 877177

New Writing South9 Jew StreetBrightonBN1 1UT

E [email protected] 01273 735353


Literature and Libraries in the South East and East: Final Report

Documents

future of libraries

libraries currentlywork

writing andreading activity

workwith writers

arts sector

arts councils

research andinterviews

artscouncil england