Effecting change: reader development projects in public libraries

Abstract

Investigates the growing significance of project‐based work in the public library sector, using as an example the field of reader development. Drawing on the Branching Out national reader development initiative (1998‐2001), and on input provided by staff in participating authorities and members of the project management team, it examines the role of the project manager. It looks specifically at the requirement of project managers to co‐ordinate a piece of work from a central position in the organisational structure. The paper acknowledges the difficulties of managing change, and suggests means of overcoming these, using the Branching Out model. It concludes that cultural and structural change will only be achieved in the longer term with the support and commitment of all staff, which will only be achieved through widespread project dissemination.

Citation

Train, B. and Elkin, J. (2001), "Effecting change: reader development projects in public libraries", Library Management, Vol. 22 No. 8/9, pp. 395-403. https://doi.org/10.1108/01435120110406336