CHAPTER SIX – RESEARCH FINDINGS
6.3 Operations of research libraries
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however, that the number of users coming into the physical library had reduced but the number of users accessing services online had increased.
6.2.5 Libraries have improved
Apart from changes in membership, findings from interviews and focus group discussions with both librarians and users also revealed that most of the case libraries have improved in the past three or so years. They explained that most of these improvements had been necessitated by the need to meet the emerging interests of the users and thus retain them. They explained that most improvement has been done through digitization of services and collections as well as improvement of the physical spaces of the libraries. Both librarians and users also agreed that there are still many areas of the libraries that require more improvement. They expressed hope that the current momentum of change will increase so that the libraries may play their roles effectively. However, they warned that libraries are likely to face challenges relating to inadequate funding, general resistance to change, skill gaps, as well as steep learning curves (for instance, how to deploy and make the best use of new ICT systems) which may be difficult to surmount. They proposed that these challenges can be overcome through good planning, phased implementation of change, intensive involvement of the users, and aggressive resource mobilization.
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6.3.2 Role of the Research Libraries
Findings from the focus group discussions and interviews indicate that users and librarians have generally similar understandings about the role of a research library. There is consensus that a research library supports research activities and is as important to research as a laboratory. The specific roles identified include:
1. Providing a physical space that is conducive for the researchers‟ work;
2. Supporting the researchers in identifying, searching, retrieving and using information necessary for their research projects and interests through reference services, literature searches and the provision of online and physical information resources such as books, journals, reports, and conference proceedings, among others;
3. Repackaging and disseminating research findings to the various categories of consumers such as farmers, policy makers, or the general public through strategic media and events;
4. Providing a platform for interaction and dialogue between researchers and other researchers as well as between researchers and research stakeholders;
5. Acting as the hub of institutional knowledge which collects, organizes, preserves and provides access to various types of organizational knowledge tools such as brochures, leaflets, reports, slides and other forms of knowledge products; and
6. Creating a reference point of all research information in the organization to enable researchers and other interested parties to search and retrieve information on topics and findings of various research projects with a view of guiding the identification of research gaps and selection of research topics for maximum impact.
There was also a general consensus that even though the primary role of research libraries is to provide research material and information, some researchers were also of the view that a research library should also provide general and current awareness information. One participant in one of the focus group discussions made the following statement which captures the essence of this point of view: “It is very bad when you are a good scientist but you don‟t know about current affairs.” Some of the information resources the users suggested for inclusion are Reader’s Digest, fiction books, business books, resources on leadership and biographies.
The head librarians were of the opinion that libraries have played these roles well. However, most of the users and middle-level librarians were of the view that research libraries have not played these
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roles effectively but emphasized that there are a number of changes currently being introduced to bridge the gaps. The librarians said that most of these changes revolve around digitization of information resources and introduction of Web 2.0 tools in some libraries. Other areas include provision of functional ICT tools in the library, user education, marketing of information products and services in the library and active involvement of users in decision making in the library.
Researchers emphasized that the libraries need to go beyond buildings and collection and integrate these with good customer service so as to meet the needs of the users effectively. “In this day and age you do not only consider huge buildings and collection of books,” one researcher said during the focus group discussions for users. They also pointed out that research librarians need to assert their role in the research process, particularly during the proposal writing and remain part and parcel of the projects throughout their lifecycles. One librarian also argued that for the research librarian to be relevant he/she must attach himself or herself in the research value chain. This librarian emphasized that the research librarian must be seen to add value. Here is what he said: “Librarians need to have something to bargain with ... Librarians must have something to place on the table.” It was suggested that one of the possible bargaining chips could be specialized skills in seeking and providing ready information to the researchers.
Researchers also emphasized that a research library should manage institutional knowledge products and store them permanently in the appropriate formats and media. They decried a phenomenon which they said is common in most research institutions where grey literature such as minutes of important meetings or PowerPoint presentations which are useful for research and policy making get lost without trace. They suggested that the research library should act as the institutional depository where such information can be stored permanently for future reference.
Findings from focus group discussions with librarians also revealed that they have not played a significant role in scholarly communication. Only one case library is in charge of a peer refereed journal published by the parent institution. This particular library coordinates the editorial process and production of the journal. The other libraries only manage lists of articles published by researchers in the institution on a regular basis. The findings indicate a general view that libraries should take the publication of research more seriously. It was also suggested that the librarians should influence dissemination provisions in research proposals and should take charge of that process, particularly with non-researchers such as policy makers and the general public. One
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participant in one of the focus group discussions for librarians said: “Publishing should be moved to the library so that it [library] ceases to be just a distribution unit.”
6.3.3 Compliance with new legislation
Recent information legislations and policies in Kenya such as the Freedom of Information Policy (2006), the Kenya National ICT Policy (2006), Kenya Communications (Amendment) Act (2008) as well as the new constitution promulgated on 27th August 2010 generally guarantee the rights of access to information through various media. This legislation and these policies require libraries and institutions to store information in ways that would facilitate easy access and use. Findings from this research indicate that even though most of this legislation has not been enforced, most of the case libraries are generally compliant. It was also pointed out that given that most of the case libraries do not hold any classified records, compliance with the requirements of the above legislations and policies is generally possible. The only challenge would be on how to cope with huge requests because most of the case libraries are small. The librarians suggested that the libraries should invest more in ICT systems which would enable them to serve the needs of the users and general public without requiring them to come to the physical libraries.
6.3.4 Library management system
Four of the case libraries use Inmagic software. The other one uses Web-based Library Integrated System (WEBLIS), which is based on Computerised Documentation Service – Integrated Set of Information Systems (CDS-ISIS). The library systems were introduced to the libraries in the mid 1990s. The librarians stated that they prefer Inmagic because it has many modules covering most of the library operational needs; is user-friendly; supports integration to the web; generates customizable reports; integrates with email systems; supports upload of image files; is upgradable to include more features; and supports Extensible Markup Language (XML) file formats. However, the librarians also explained that Inmagic is too dependent on the Internet; requires frequent updates which is costly; does not show when a user‟s membership expires; has no local technical support (currently obtained from South Africa); does not allow manual filing of updates; and lacks tight security features – anyone logged to a computer where the software is installed can edit the library records. On the other hand, the librarians who use WEBLIS said they chose it because it is open source and is fully integrated. However, they also said that being open source, the system lacks regular updates with the last one having been made in 2007. They also said that it uses controlled
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vocabulary for searching rather than a natural language approach and is server-based making it impossible to use when the server is not working.
6.3.5 Participation of users in library decisions
Generally, users do not participate actively in determining what or how they are served in the libraries. However, findings from the interviews and focus group discussions with researchers and librarians revealed that there are some efforts to get the views of senior researchers on what materials should be acquired on a yearly basis mainly through book lists. Nonetheless, it was noted that these requests are sent out during the annual planning and budgeting season when the researchers are not able to respond to them adequately because of the pressure of work which increases during the planning season. Some libraries also conduct some form of user surveys.
However, these are irregular and far-between.
In one of the research institutions there is a Library and Information Committee which analyzes the lists of materials requested by the researchers. Interestingly, participants at a focus group discussion for users in that institution expressed no confidence in that committee because it is reportedly composed of “retirees” whom they said lack the interest or competence to review modern information resources for emerging research needs. They were also not happy with the fact that the majority of the members of this committee are librarians and not users. Further, most of the requests of the users are not acted upon. Consequently, the users feel that the whole exercise of inviting their input is a mere public relations gimmick that yields nothing for the users.
Consequently, feedback from users is normally low.
Generally, the users stated that they have not contributed anything significant in the management of their libraries but they said that given a chance they would like to. They proposed that the library management should establish transparent systems of capturing users‟ views and preferences on a continuous basis. They also suggested that using an appropriate ICT system as part of the Library Management System would be beneficial. Some of the challenges that the librarians and users could foresee when involving the users actively in determining library services and products include heightened expectations which may not be easy to satisfy; varying and diverse opinions which would not be easy to merge or deliver; and huge time requirements for the users and library managers to sift and integrate the suggestions. They pointed out that the benefits of adequate involvement of the
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users in decision making in the libraries include ownership, user-centricity of the services and products, improved usage (frequency and intensity), and high impact.
6.3.6 Collaboration
Most libraries collaborate with each other through networks and consortia. Except for two case libraries which are sponsored by the same organization and therefore have institutionalized systems for collaboration, the other libraries work together in ad hoc manner. The findings also indicate that the researchers have no established collaboration networks. However, they said that they collaborate individually with other researchers working on similar projects (more details on this are provided on page 33, that is, the section on Social Network Analysis). The researchers explained that effective collaboration would enable them to pool resources, share information materials and get exposure on what is being done elsewhere. No collaboration was suggested for termination.
6.3.7 Challenges to the libraries
Fig 6.9 below summarizes the major challenges facing research libraries as identified by the librarians and how serious they were perceived to be (on a 1 to 5 Lickert scale in which 1 is very serious while 5 is not serious):
Fig 6.9 - Challenges identified by librarians Source: Researcher
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Table 6.1 – Challenges and suggested solutions by both librarians and users Source: Researcher
Challenges Suggested Solutions
Inadequate funding Fundraising, exchange programmes, donations, allocating a portion of research grants to the library.
Inadequate ICT systems Acquire and install WiFi equipment to create adequate wireless hotspots, establish infrastructure to enable users to plug in and use their own equipment, increase the number of computers used by the public, get a dedicated Internet link for the library, increase the number of power sockets.
Inadequate staff Retrain the library staff on ICTs, public relations and marketing, hire more professional staff, develop an internship programme, improve the working conditions of the librarians, develop succession plans for librarians, support continuous training of librarians through short courses and workshops, and promote the spirit of teamwork amongst librarians.
Inadequate collection Acquire current information materials, subscribe to more “high- end” online journals, establish collaboration networks to share information resources, focus more on electronic resources since they are more affordable and readily available to a wider section of users.
Inadequate space Reduce shelf areas by digitizing the collection, create private reading rooms, create collaboration (group work) areas, decentralize (embed) the libraries in the centres to reduce pressure on the main libraries, expand the physical library where possible.
Poor dissemination strategy Embrace aggressive public relations and marketing of information products and services in the library, utilize the potential of ICTs, make the library visible where it matters.
Internal politics; unfavourable organizational structures
Establish suitable policies and structures which focus on institutions and not individuals, work with corporate communications units to reduce grapevine (gossip), establish clear career paths and succession plans for the librarians.
Lack of linkages Create a niche for the library and use it to negotiate favourable linkages with other organizations, departments and individuals.
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The most serious challenge the research libraries in Kenya face is inadequate funding. Both librarians and researchers agreed on this. Other challenges include inadequate ICT systems, understaffing (numbers and competence), collection, and space; poor dissemination strategies; internal politics in the organizations and within the libraries; and lack of adequate linkages with other librarians and institutions (libraries and organizations). There was also consensus amongst the librarians and users that these challenges are serious and are affecting the performance of the libraries adversely and need to be dealt with conclusively and promptly. Table 6.1 summarizes the challenges and the corresponding solutions suggested.