National Library of New Zealand consultation Positioning ...

CLIO: ADI.PF.003.002-v01 CLIO file:583481

Summary of submissions National Library of New Zealand

consultation Positioning for the future – draft

strategic directions October 2016

CLIO: ADI.PF.003.002-v01 CLIO file:583481

Summary of submissions – National Library Positioning for the future

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Contents Contents ....................................................................................................................................... i

Word cloud ................................................................................................................................... ii

Introduction ..................................................................................................................................1

Summary of submissions received on consultation document ........................................................ 1

Submitters ....................................................................................................................................2

Submitter type .................................................................................................................................. 2

Consultation approach ..................................................................................................................... 3

Analysis ............................................................................................................................................. 4

Questions on the draft strategic directions and the role of a national library ..................................5

Are the three themes the right focus areas for the National Library looking towards 2030? ......... 5

Do the strategic directions fit with your view of a national library? ................................................ 6

One knowledge network ...............................................................................................................8

A nation of readers ...................................................................................................................... 13

Words as taonga ......................................................................................................................... 18

What was missing from the National Library’s draft strategic directions? ...................................... 23

Conclusion and next steps ........................................................................................................... 26

Conclusion ......................................................................................................................................26

Next steps .......................................................................................................................................26

Appendix 1: Organisations represented in consultation feedback ................................................. 28

Appendix 2: Organisations met with during consultation .............................................................. 31


ii

Word cloud The word cloud reflects commonly used words from submissions. References to the National Library, New Zealand and some common words have been removed.


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Introduction

Summary of submissions received on consultation document This report summarises the 164 submissions received by the National Library of New Zealand on its Positioning for the Future draft strategic directions consultation document, released 14 July 2016. Targeted stakeholders were invited to submit their thoughts on the National Library’s document, with 987 people and organisations including staff invited to respond. The consultation document and supporting information can be found at http://natlib.govt.nz/about-us/strategy-and-policy.

The document was released on the Government Online Engagement Service (GOES) platform (in English and te reo Māori) and people were invited to answer questions about the information in the document. Where people did not want to use the GOES platform they could instead email their submissions. A total of 102 submissions were received through GOES and 62 through email.

The consultation document emphasised the National Library’s aspirations for New Zealand looking to 2030 and its intention to work in a collaborative manner to achieve these outcomes. The document set out three themes illustrating opportunities the Library sees, and offering examples of what success could look like. The three themes were:

one knowledge network – transforming the way knowledge is shared to ensure New Zealanders have easy access to publicly held collections and research;

a nation of readers – creating a nation of readers with the skills for a modern life to build social cohesion, participation and wellbeing; and

words as taonga – New Zealanders will value the words, sounds and pictures created and collected as documentary heritage, to learn from the past and inspire the future.

This report includes: a breakdown of submitters by sector; an examination of responses to each of the three themes; and an overview of responses to general questions about whether the themes are the right focus areas for the Library, whether they fit with the role of a national library, and what was missing from the strategic directions.

For clarity, descriptions for the three themes remain here as they were in the consultation document but the titles and content will not necessarily be the same in the final strategy document.

Statistics provided in this document are high-level only, as the value of submissions was qualitative rather than quantitative. Quotes from submissions are used throughout the document to illustrate

the range of views held.1

1 Where necessary grammatical errors and typos have been fixed in the quoted submissions but the meaning has not been changed. Words in brackets may have been added so that the subject of the comment is clear.

http://natlib.govt.nz/about-us/strategy-and-policy


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Submitters

Submitter type Submitters were categorised by sector (those using the GOES platform were able to self-categorise), representing the following:

Archives sector

Central government

Creative sector

Cultural sector

General library user

Library sector

Local government

National Library staff

Not for profit sector

Private sector

Technology (including vendors)

Tertiary sector

School sector

Other

Figure 1 – sector representation in feedback via email and the GOES platform combined

One quarter of submissions were received from National Library staff, with the library sector as the second highest category (refer Figure 1). A total of 13 per cent of submissions were received from government organisations. Many of those who identified in the tertiary, local government and schools sectors represented the interests of libraries within those sectors.

A number of peak and statutory bodies made submissions on behalf of members including:

Library and Information Association of New Zealand Aotearoa (LIANZA);

Te Rōpū Whakahau;

2%

5% 5%

7% 6%

15%

8%

24%

2%

5%

2%

9% 7%

1%

0%

5%

10%

15%

20%

25%

30%


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Public Libraries of New Zealand (PLNZ);

Council of New Zealand University Libraries (CONZUL);

School Library Association of New Zealand Aotearoa (SLANZA);

Archives Council Te Rua Wānanga; and

Archives and Records Association of New Zealand (ARANZ);

Guardians Kaitiaki of the Alexander Turnbull Library;

International Association of Music Libraries New Zealand (IAML (NZ));

Local Government New Zealand (LGNZ);

Museums Aotearoa

New Zealand Society of Authors (PEN NZ Inc);

Publishers Association of New Zealand;

Science New Zealand; and

Society of Local Government Managers (SOLGM).

Refer to Appendix 1 for a full list of organisations that submitted.

Consultation approach The National Library’s consultation was conducted via a number of channels: online survey, email, face to face meetings, presentations, focus groups and briefings. For more information about meetings held during the consultation period, refer to Appendix 2.

The primary platform for consultation was the Government Online Engagement Service (GOES) at www.govt.nz/national-library-future. Here the consultation document and accompanying survey questions were provided in both English and te reo Māori. An invitation to provide feedback was distributed to 987 stakeholders from the National Librarian including:

• 305 sector stakeholders (schools, public libraries, archives, museums, government);

• 77 local councils;

• 52 tertiary, university, polytechnic and special library services;

• 41 international libraries;

• 19 central government agencies; and

• 493 National Library and Department of Internal Affairs staff.

The link was also posted in the New Zealand Education Gazette, NZ-Libs listserv, NZ-Records listserv, Reddit, Open Government [Data] Ninjas, Kiwi Foo, and PLNZ listserv.

During the consultation period, the National Librarian attended team meetings for all National Library staff in Wellington, Auckland and Christchurch. Focus groups with “early” career staff and stakeholders were held in all three cities. Three staff panel discussion sessions were held in Wellington on themes relevant to the strategic directions, and staff in all locations were invited to share views on the current and future state of the National Library via anonymous “quick poll” postcards.

http://www.govt.nz/national-library-future


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Analysis All 164 submissions were read and tagged by reviewers in the Positioning Programme team, and shared with members of the National Library’s Leadership Team. Notes were recorded from all meetings, group sessions and staff meetings.

Feedback will be taken into consideration in shaping the National Library’s final strategy. Only formal submissions made via the GOES platform and via email have been included in the statistics and analysis presented in this report. Responses have been analysed in order of the consultation questions posed on the GOES platform and the back page of the consultation document.

Given the relatively small sample size of submissions, statistics presented in this report must be considered carefully and in context. National Library staff makes up 25 per cent of submitters so a separate column has been added to each table highlighting responses to the ‘ideas for success’. This is to show if the staff responses had a disproportionate effect on the total percentages. In most cases staff responses reflect the overall proportion of responses of all submitters.

As well as commenting on the overall themes and the role of the National Library, respondents were asked to select specific ‘ideas for success’ under each theme that they felt was most important and most problematic. It is important to note that:

• for submissions made via GOES, respondents were provided with a drop-down box for each section, obliging them to make a selection. Where this field was left blank, responses were marked as “N/A”;

• submissions received via email did not follow this format and therefore data from this group was less consistent for the purposes of analysis – responses were allocated under each theme where clearly applicable;

• where email responses were ambiguous, or where a theme was not touched upon, the relevant field was left blank as “N/A”. This accounts for the relatively large proportion of N/A responses under each theme, rather than reflecting a lack of interest in the strategic directions overall;

• responses categorised as N/A under each theme have been omitted from statistical charts for clarity, but included in footnotes for reference; and

• not all respondents interpreted the term ‘problematic’ as ‘unwanted’. Many submitters designated as problematic an idea that they felt was necessary or desirable, but complicated or costly to implement.


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Questions on the draft strategic directions and the role of a national library

Are the three themes the right focus areas for the National Library looking towards 2030?

Figure 2 – responses about whether the three themes are the right focus areas for the National Library to 2030

Answer: Yes

Submitters noted that the themes build on existing strengths of the National Library and broadly capture the right areas of focus, but that the detail under the themes needs modification (refer Figure 2). A number of submitters thought that one knowledge network was required for libraries to be sustainable to 2030 and that connectivity was important but that the mechanics such as a shared library system or software should not be compulsory. Some submitters said it was exciting to see the Library articulate its role and aspiration in the way it contributes to New Zealand as a whole. Others appreciated the emphasis on access and the focus on cross-sector and cross-industry approaches to problem-solving.

Answer: No

Submitters in this category felt that the document lacked vision or innovation and that it did not explicitly acknowledge rapid developments in information technologies and technology in general. Some submitters felt that “creating a nation of readers” was not an appropriate strategic goal for the Library. Others were concerned that the underlying legislative purpose of the National Library was not visible in the stated aims. More broadly, submitters had concerns about specific initiatives outlined within the themes and therefore selected ‘no’. Alternatively, they approved of one or two but not all three themes, and wanted to say that the areas of focus were “partially” correct.

72% 18%

10%

Yes

No

N/A


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Do the strategic directions fit with your view of a national library? This question highlighted the wide variety of opinion among submitters. Regardless of whether they selected yes or no, the answer to the ‘why’ component of the question showed that many submitters disliked the binary choice of yes or no.

Of those who responded via the GOES platform (total 102), 70 per cent agreed that the themes fitted with the role of a national library, while 25 per cent disagreed (5 per cent did not respond). Email responses are not included in this analysis as email submitters were not prompted to answer this question.

Quotes below reflect the range of positive comments:

“In our view the themes, when considered as an integrated package, articulate the most important facets of leadership and areas of activity required of a national library for the foreseeable future - in literacy and digital literacy, which are essential for citizenship; collecting and preserving our nation’s memories as taonga as both preserving the past and providing the platform for future innovation and creativity; and providing whole-of-country leadership in knowledge systems which expose New Zealanders to new research and create efficiencies across multiple sectors.” – cultural sector

“I believe that a national library has an important role in providing access to the knowledge that is specific to our nation, to work towards equality in this access and to make and support connections between people and organisations that will benefit this. Depending on how the strategic directions develop, this could fit this view.” – school sector

“The National Library, as a central government funded agency has a national co-ordination role that no other organisation in New Zealand is mandated to pick up. It can provide leadership and efficiency in systems such as national digital preservation that are not possible on an individual institution or local government basis. The central co-ordination and partnership model proposed, together with these strategic directions, represent best spend of public money.” – cultural sector

“I think these three themes look forward in constructive and thoughtful ways, providing opportunities for the Library to grow and to continue to support New Zealanders to access content that tells them about themselves and the world. They need to be expanded upon in many ways, but provide a good foundation on which to grow.” – National Library staff

“You put emphasis on cooperation and networking and I believe that this is something that is true for every library. So, even if the situation in Germany is different, for example when it comes to the size of our population or the number of languages, cooperation is at the centre of our strategies as well and I think that we will continue to find many ways to work together in the future.” – international library

Where submitters were in disagreement, reasons ranged from perceived lack of innovation or ambition to misdirected priorities. A notable number of submitters felt that a focus on reading was the job of public and school libraries and that the National Library was not sufficiently recognised in this field of work.


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Many submitters called for stronger leadership from the National Library as a repository of knowledge, collector of national documentary heritage, and internationally respected cultural institution. For some, this meant showing leadership particularly in the technological innovation that will enable the National Library to deliver to its core purpose in decades to come.

“The National Library Act defines the purpose of NLNZ to enrich the cultural and economic life of NZ, including by collecting, preserving and protecting documents and making them accessible. A knowledge network that connects NZ libraries may meet this purpose but a nation of readers is an overreach.” – tertiary sector

“They do on the whole, but seem to be missing the leadership role of the National Library. The emphasis on collaboration is both important and essential, but all too often in government-speak collaboration actually seems to mean abdicating central responsibility for things which could be more effectively carried out centrally or which need real central leadership.” – local government

“Yes up to a point. There is risk of over-emphasis about New Zealand-produced material which is a tiny fragment of total knowledge and of relatively minor impact on New Zealand’s social and economic prosperity. The real need is for New Zealanders to be able to learn and have access from the outside world, which is part of the National Library statutory purpose but is severely understated in this plan.” – library sector

“The document says nothing about what a national library should be or what the vision for the national library in 2030 is. There is a lack of stretch in many of the documented targets… Overall there is a lack of aspiration and no sense that the national library might be, for example, a place where a nation nourishes its memory and exerts its imagination – where it connects with its past and invents its future. Collecting, being a repository for the nation’s documentary heritage, supporting scholarship, national identity, civic processes and democracy in a rapidly expanding digital world characterised by increased volumes, complexity and fragmentation/creation of new communities via new technologies/social media should be a core theme for the national library in 2030.” – National Library staff


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One knowledge network

Transforming the way knowledge is shared to ensure New Zealanders have easy access to publicly held collections and research

General comments

The concept of a knowledge network was on the whole favourably received, where network was interpreted as a linking of resources across institutions and, wherever possible, removal of barriers to access. Most objections came from the interpretation of the concept by submitters as one physical system imposed upon public and school libraries. Alternatively, submitters may have objected to the concept where removal of barriers was interpreted as disregard for rights holders.

Most important – significantly scaled up digitisation

Table 1: most important initiative under one knowledge network

One knowledge network – most important initiative? National Library staff submissions

Total number of submitters

Percentage2

Local government and schools taking part in a shared library system

4 13 11%

National contracts for licensing e-content and new systems 1 12 10%

Network connection linking digital across all sectors 1 18 15%

Partnership with rights management organisations to publish output digitally

3 6 5%

Redeveloped digital services for better interaction with National Library collections

7 23 19%

Significantly scaled up digitisation of New Zealand content 11 47 39%

Total 27 119 100%

2 Percentages in all tables (and graphs) have been rounded to the nearest whole number, in some cases this means that the totals do not add exactly to 100 per cent.


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Figure 3: Most important initiative under one knowledge network3

Significantly scaled up digitisation was clearly the most popular choice as an important initiative to undertake as part of the one knowledge network concept (refer Table 1 and Figure 3). Submitters selected it for a variety of reasons: location issues (being outside Wellington makes access to Library collections and information more difficult); equity of access issues that arise from this; a general desire for more resources being available with digitisation seen as the mechanism to do this; and the almost universal use of the internet meaning that people expect to access material online.

“Digitisation makes information available to anyone, anywhere, rather than just those who live in Wellington or can afford to inter-loan items.” – school sector

“There is a growing expectation that material will be available digitally and the Library needs to meet this. The Library needs to support this initiative with much better systems to unlock this content, easier ways to share and reuse digital content, partnerships with other institutions, and ongoing support for born-digital collecting and care.” – National Library staff

“Tough call between this and the digital services for better interaction. It’s just orders of magnitude easier to search and access digital records, this would put the info in front of so many more eyeballs.” – general library user

“Digitisation is an area where NLNZ has a proven track record, capacity to scale up, and can take a leadership role across the GLAM sectors.” – cultural sector

The next most common response as an important initiative was redeveloped digital services for better interaction with collections, including a website redesign. Increasing volumes of digital material in the collections (both digitised and born-digital) place increasing pressure on the National Library’s own web platforms to enable easy access and searchability with attractive, user-friendly interfaces as well as sophisticated mechanisms for linking data across collecting institutions.

3 45 submissions were marked N/A for this question (27 per cent of the total number of 164 submissions) and are not represented in the chart

11%

10%

15%

5% 19%

39%

Shared library system

National e-licences

Cross-sector digital network

Copyright partnerships

Redeveloped digital services

Scaled up digitisation


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Those who selected redeveloped digital services as most important came primarily from the cultural sector and from within the National Library, reflecting some dissatisfaction with both the internal and external facing aspects of the Library’s digital services.

Most problematic – local government and schools sharing a library system

Table 2: most problematic initiative under one knowledge network

One knowledge network – most problematic? National Library staff submissions

Number of submitters

Percentage

Local government and schools taking part in a shared library system

9 41 39%

National contracts for licensing e-content and new systems

6 17 16%

Network connection linking digital across all sectors 3 12 11%

Partnership with rights management organisations to publish output digitally

5 23 22%

Redeveloped digital services for better interaction with National Library collections

1 1 1%

Significantly scaled up digitisation of New Zealand content

3 11 10%

Total 27 105 100%

Figure 4: Most problematic initiative under one knowledge network4


39%

16% 11%

22%

1% 10%

Shared library system

National e-licences

Cross-sector digital network

Copyright partnerships

Redeveloped digital services

Scaled up digitisation


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The shared library system was cited as problematic (25 per cent, refer Table 2, Figure 4) for multiple reasons, including that: public and school libraries might have different needs; it did not appear to include other libraries such as tertiary or special libraries; it was unclear if it was a virtual network or a new infrastructure to be installed; and the potential stakeholders likely to be involved, particularly local government, may have competing priorities that make achieving the network difficult.

“I was at the LIANZA Future of Libraries summit where everyone seemed to emerge united behind this idea, but as soon as you get into details it could be difficult to get all the diverse stakeholders on board with the practicalities of this. Organisations are reluctant to give up autonomy.” – National Library staff

“I would hate to see schools, libraries and other institutions tied in to only one library management system or proprietary software - should be more focussed on standardised format for digital content that can be accessed by a variety of software, platforms - ie. z39.50 protocols, ePub format, MARC records etc. - whatever the prevailing standards are”. – library sector

Despite selecting it as problematic, some submitters acknowledged the potential benefits of a shared system but felt that the negotiation required and costs incurred presented a risk.

“There could be great potential to make a seamless service for people of all ages in New Zealand. There will be some issues around how items get back to their home locations and problems with items and fines. On the other hand, it could be a system like the current Kōtui system. There are currently problems with the catalogue and the one size fits all approach that would need to be resolved. Also how this would be funded and ensure the infrastructure is maintained.” – local government

“While I think it’s a good idea to have this as an option, having a one-size fits all solution implies that all the communities we serve are the same. I’d rather NLNZ focussed on solving the problem of discovery across these organisations and how we perhaps create a common interface with them, rather than focusing on the underlying technology.” – central government

Following the shared library system, the next most problematic initiatives related to copyright (national contracts for licensing e-content and new systems and partnership with rights management organisations to publish output digitally). Current copyright requirements (including international requirements) and “entrenched ideals” were mentioned as being the biggest barrier to these initiatives as well as the need to ensure publishers and creators still received adequate compensation.

“National Library approaches to licensing copyright may also help to make te reo Māori content more widely available. National Library’s and Services to Schools’ focus on meeting the needs of Māori, for example, by addressing barriers to Māori accessing content, will also be beneficial.” – central government

National contracts for e-licensing received an almost equal proportion of positive and negative response. Where negative, this was based around concern about existing contracts in place and a removal of market competition leading to over-charging on a national scale. Where positive, submitters saw it as creating an even playing field, and a chance to open access to resources for those who could not otherwise afford licence fees.


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“To establish national contracts for licensing e-content should be cost effective and achievable with a country our size. Partnership with publishers, copyright policy makers and rights management organisations makes sense. The National Library is the logical institution to facilitate this, e.g. more material like EPIC would be positive. NLNZ could develop (or partner in the development or NZ-wide licensing of) tools to assist other institutions to improve access to digital music-related collections, e.g., standards-based web score viewers and AV players.” – library sector (peak body)


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A nation of readers

Creating a nation of readers with the skills for a modern life to build social cohesion, participation and wellbeing

General comments

Submitters on this theme were split between those who applauded the National Library’s recognition of reading as a foundational literacy, acknowledging inequity of access to knowledge given current literacy levels; and those who regarded reading as a bookish, outdated focus or out of scope for the National Library. Nonetheless, the concept of cross-sector partnership to lift literacy levels and lead to positive outcomes through reading was ranked both most important and most problematic.

“A literate nation is vital for Aotearoa/ New Zealand to prosper and reading is the foundation of many different literacies. It is a core role of the National Library to support a nation of readers. CONZUL supports this direction.” – tertiary sector (peak body for libraries)

“High levels of literacy (and numeracy) are essential to a well-functioning democratic society. Effective archives also support the cause and operation of democracy but equally rely upon and need a literate population to meet their purpose.” – archives (statutory body)

“We support the idea of reading in the context of social cohesion and inclusion and recommend these links be articulated more strongly in the draft strategy. The connection between reading and success in education and employment is obvious.” – central government

“We do not believe that this is an appropriate top level strategic goal for the National Library, but a bi-product of success in other strategic directions… Emphasis on reading as an end in itself is backward looking, focuses on a self-evident aspect of business as usual, and has the very great danger of limiting the understanding of those outside the National Library and the sector, of the much wider role and responsibility of the National Library looking forward in the twenty-first century.” – library sector (statutory body)


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Most important – cross-sector partnership for reading

Table 3: most important initiative under a nation of readers

A nation of readers – most important initiative? National Library staff submissions


Percentage

Cross-sector partnership to improve literacy levels and for positive outcomes through reading

10 45 40%

Distribute te reo material through e-devices to te reo Maori learners

2 8 7%

National reading strategy based on successful literacy programmes

3 16 14%

New Zealand Children’s Laureate appointed to champion reading

2 6 5%

Programmes to inspire reading and support literacy 6 24 21%

Public library membership from birth 1 13 12%

Total 24 112 100%

Figure 5: most important initiative under a nation of readers5

The 40 per cent of respondents in Table 3 under ‘cross-sector partnership’ (refer also Figure 5) represents a combination of two similar initiatives: a cross-sector partnership to lift literacy levels and a cross-sector commitment to improved social, cultural and economic outcomes through the promotion of reading.


40%

7% 14% 5%

21%

12% Cross-sector partnership for reading

Te reo material through e-devices

National ready strategy

Children's laureate

Literacy programmes

Public library membership from birth


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Submitters who selected these initiatives as most important highlighted that multiple parties would need to be involved in promoting reading or improving literacy and that a joined-up approach to these issues would be the only way to achieve the changes needed. Nonetheless, a considerable number of submitters questioned whether the Library was the right organisation to lead such a partnership due to a perceived lack of recognition in the literacy field. Many felt that the Ministry of Education should instead take the lead on any cross-sector programmes.

“The proposed partnerships with government agencies, schools, the wider education sector and public libraries is the strength here. Nā tō rourou, nā taku rourou, ka ora te iwi.” - library sector (peak body)

“The Draft Strategic Directions aligns with a number of our goals to improve offender education. Approximately, 63 percent of the prison population lack fundamental literacy skills and many community-based offenders also struggle. As a result, we are focused on delivering programmes and initiatives to improve offender literacy and numeracy skills so they can better participate in New Zealand society, thereby reducing their likelihood of re-offending.” – central government

“We have been promoting the need for a national literacy strategy for some time. This needs to go beyond just learning to read in schools and second-chance adult learning, to include the value of intergenerational connections and of reading for information and pleasure in homes and communities.” – not for profit sector (education)

Most problematic – cross-sector partnership for reading

Table 4: most problematic initiative under a nation of readers

A nation of readers – most problematic? National Library staff submissions


Percentage

Cross-sector partnership to improve literacy levels and for positive outcomes through reading

6 28 30%

Distribute te reo material through e-devices to te reo Maori learners

4 11 12%

National reading strategy based on successful literacy programmes

1 9 10%

New Zealand Children’s Laureate appointed to champion reading

6 23 25%

Programmes to inspire reading and support literacy

0 8 9%

Public library membership from birth 6 14 15%

Total 23 93 100%


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Figure 6: most problematic initiative under a nation of readers6

As in the one knowledge network theme, the reason for selecting this option as problematic tended to stem from the difficulty of achieving it rather than from questioning its value (refer Table 4 and Figure 6).

“A nation of readers is an informed nation which can make decisions. It is exciting to see National Library proposing to take the lead with this.” – creative sector

“The library itself probably can’t have enough leverage to have as big an impact as it could if it partnered. Together the partners could reach areas of society that could only be reached through a connected network. New Zealand is too small to NOT work together. The various organisations have different strengths and weaknesses, some overlaps in community, and no real reason NOT to work together. Much more could be achieved through a co-ordinated and shared effort. With a rapidly changing cultural face of the nation, one organisation is not going to be able to keep up with all the community’s needs.” – cultural sector

The idea of appointing a Children’s Laureate to champion the benefits of reading received negative feedback, with 23 submitters labelling it problematic due to unclear evidence of its likely impact on literacy levels, or a sense that it was an old-fashioned idea that would fail to reach its target audience. Some had difficulties with perceived elitist connotations of the word laureate. Conversely, the six submitters who ranked it most important were very enthusiastic about the possibilities that this kind of role might bring.

“Reading from an early age increases literacy levels, and a NZ Children’s Laureate will champion reading from an early age, therefore a NZ Children’s Laureate will help increase literacy levels.” – creative sector

“Not sure it (Children’s Laureate) would be relevant to or effective for most of the target group. Too broad and too likely to touch only a small segment of the market (too elitist).” – local government


30%

12%

10%

25%

9%

15% Cross-sector partnership for reading

Te reo material through e-devices

National ready strategy

Children's laureate

Literacy programmes

Public library membership from birth


17

“Maintain a leadership role across the government, education and library sectors to raise New Zealanders’ literacy levels. We would like to see that leadership reflect a targeted approach that focuses on priority groups that have a high proportion of low literacy levels, including those born outside of New Zealand. This could be done by building upon knowledge that is already present within the multicultural diversity that we have in New Zealand. We also support the establishment of a Children’s Laureate. This high profile role has the potential to focus attention on the importance of reading.” – National Library staff

This polarisation in responses to the same initiative was shown again in comments about the distribution of te reo Māori publications through e-devices. Many submitters commented on the favourability of wide availability of te reo content – the primary reservation appeared to be in dictating the channel through which that material would be made available. Submitters commented that the notion of e-devices may well be outdated by 2030, and that tying an initiative to a particular type of device would mean ongoing maintenance or replacement. Some felt that e-devices were not the best mechanism for getting content into the hands of learners or for helping children to learn.


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Words as taonga

New Zealanders will value the words, sounds and pictures created and collected as documentary heritage, to learn from the past and inspire the future

General comments

The content and aspirations outlined within this theme were broadly popular, however, widespread disagreement was generated by the title and the different interpretations of it. The restriction to “words”, while appreciated by some as a figure of speech to represent the whole, caused concern among a large number of submitters who felt that it was reductionist, failing to reflect the full scope of National Library collections. Submitters were particularly keen to recognise the Library’s world-class collections of music, paintings, film, photographs, artists’ books and oral history.

Some submitters appreciated the use of the word taonga in the theme, for its literal translation as ‘treasure’, for its broader meaning connected to relationships, or for the integration of te reo language and a compelling Māori concept in the theme headings. It was contentious for the very same reasons. As taonga does not stand alone, and derives meaning from relationships with people, some were not comfortable with simplifying its meaning and others noted the wide variety of materials in the National Library’s collections, not all of which could be classified as national treasures.

“Words as taonga. We are energised by this section heading.” – library sector

“Words are not taonga - they are code for ideas, ideas are not taonga they are socially and culturally constructed memes, memes are not taonga they flow like info, change like the wind and have no treasured associations. People are taonga, te reo may be taonga, cultural items ARE taonga when designated and recognized as such by Māori.” – school sector

Some submitters felt that this theme read as static or implied that collecting is ‘done’. In addition to an emphasis on the collection, preservation and care of heritage materials, they wanted to see evidence of the Library’s role in actively collecting contemporary materials – both born-digital and analogue – and in promoting creativity and re-use; inspiring the generation of new works; and responding to the changing needs of researchers and library users. Responses to this theme also indicated that submitters are looking to the National Library for guidance and expertise in collection care and particularly in digital preservation.


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Most important – sustainable, fit-for-purpose digital preservation approach to manage new digital content

Table 5: most important initiative under words as taonga

Words as taonga – most important initiative? National Library staff

submissions


Percentage

Greater diversity of people supported and inspired to create and share our diverse heritage

2 13 11%

National documentary heritage framework 2 20 17%

State-of-the-art National Library space for discussion and debate

0 1 1%

Sustainable, fit for purpose digital preservation approach to manage new digital content

4 33 28%

Digitisation and distribution of te reo Maori published content

5 17 14%

National Library programmes encouraging learning about constitutional documents

3 4 3%

Shared expertise to acquire, curate and preserve our documentary heritage and make it accessible

7 24 20%

Strengthened NZ and Pacific collections reflecting our changing population and culture

1 8 7%

Total 24 120 100%

Figure 7: most important initiative under words as taonga7

Submitters who chose a sustainable, fit-for-purpose digital preservation approach as the most important initiative highlighted the exponential increase in digital material coming into National Library collections and the need to keep up with this volume, as well as with rapid changes in digital formats, in order to make today’s collections accessible in future (refer Table 5 and Figure 7).


11%

17%

1%

28% 14%

3%

20%

7%

Sharing diverse heritage

National documentary heritageframeworkNational Library venue space

Digital preservation programme

Digitisation of published te reo Māori

Constitutional documents -programmesShared expertise in documentaryheritageNZ and Pacific collections reflectingpopulation


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Most felt that preservation was a core role of the National Library and this is was just as vital for digital collections as for analogue. Submitters familiar with digital preservation practices clearly saw the National Library as a leader, recognising its international reputation in the field, and emphasised the urgency of a reliable, national solution to a challenge that faces not only the National Library itself, but cultural institutions, government, business and private organisations alike.

“If we don’t get digital preservation right, we won’t have a contemporary collection within 25 years” – National Library staff

“Publishers and their authors are significant users of the National Library and the Turnbull’s resources, sending researchers in and using words and pictures from the collections in the books we publish. Publishers welcome the National Library focusing on its core mission of preserving those collections and making them accessible, digitised where possible, to writers and publishers so that we can communicate their value to the wider public.” – creative sector

“Every year this work is delayed means more and more content is not adequately preserved, making the eventual work harder and the potential loss of digital documentary heritage greater. I think it is vital this work is begun as soon as practical so that institutions across New Zealand can work efficiently towards digital preservation using one set of well-understood, achievable standards.” – local government

“This is tied to the core role of a National Library in that NZ history is preserved and shared with all. This needs a digital preservation approach which is scalable and interoperable.”- private sector

“The need to have a planned and practical approach to the range of digital formats as they evolve will be crucial if we are to capture new digital content.” – tertiary sector

The next most common selections were the shared expertise related to collections – acquisition, curation and preservation – and the national documentary heritage framework. Shared expertise clearly related to both analogue and digital collections.

Submitters highlighted the need for a more coordinated approach to managing the nation’s documentary heritage, sharing the responsibility of collection care and access and avoiding duplication of effort. A well-documented, nationally distributed collection would allow heritage and contemporary materials to be managed by institutions across the country according to areas of specialisation, rather than swamping a small number of collecting institutions with unsolicited requests or donations of material requiring arrangement, description, storage and care.

“Documentary heritage (and new written/documentary/digital material of all kinds) is collected and held in a wide range of public (and private) institutions. NLNZ is in the best position to lead on a collaborative framework for preservation and access - setting standards and improving capability nationally. Working with Archives NZ under the DIA umbrella, and more broadly with other leading GLAMS organisations, a strategy which reaches out to all our citizens would assist and empower smaller organisations, and could extend to the Pacific and private collectors as well.” – cultural sector (peak body)

“CONZUL members felt that more systematic digitisation and preservation of heritage material, and participating in discussions about what content, who digitised it and where it is hosted/stored would strengthen this strategic imperative… There is an obvious synergy here between the National Library and the Universities in terms of a shared strategic priority and a key area in which we can work collaboratively together.” - tertiary sector (peak body for libraries)


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“We support the development of a ‘national documentary heritage framework and strategy for institutional collaboration’ and would collaborate on this. This is a significant gap.” – library sector (peak body)

One submission voted for a documentary heritage framework just ahead of shared expertise and a digital preservation programme, noting: “All three are critical to smart, coordinated, informed and successful collection development and provision of New Zealand intellectual output and information content.”

Submitters who selected digitisation and distribution of te reo Māori published content noted the importance of providing te reo content to assist in the revitalisation of Māori language. One submitter wanted to see preservation and digitisation of unpublished Māori collections also. This would be subject to complex rights management processes:

“We need to ensure Māori digital taonga, including born digital taonga have safeguards and processes in place for iwi, hapū, whānau to maintain kaitiakitanga and control of their Mātauranga Māori.” – library sector (peak body)

Most problematic – a state-of-the-art National Library space for discussion and debate

Table 6: most problematic initiative under words as taonga

Words as taonga – most problematic? National Library staff submissions


Percentage

Greater diversity of people supported and inspired to create and share our diverse heritage

2 5 6%

National documentary heritage framework 0 7 8%

State-of-the-art National Library space for discussion and debate

8 26 29%

Sustainable, fit for purpose digital preservation approach to manage new digital content

4 17 19%

Digitisation and distribution of te reo Maori published content

2 8 9%

National Library programmes encouraging learning about constitutional documents

4 15 17%

Shared expertise to acquire, curate and preserve our documentary heritage and make it accessible

2 9 10%

Strengthened NZ and Pacific collections reflecting our changing population and culture

1 3 3%

Total 23 90 100%


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Figure 8: Most problematic initiative under words as taonga8

The state of the art National Library space initiative received the most negative feedback from submitters under the words as taonga theme (refer Table 6 and Figure 8). Though intended primarily to convey the renovation of the National Library’s auditorium (not currently in use), this was not clearly explained in the document.

The most common answers to the “why” question were that it would only benefit Wellington, that there was too much emphasis on physical spaces or that the current building was fine. One submitter who was aware of the auditorium proposal thought this would sit better as an operational decision rather than as a strategic initiative.

Overall, responses to this question emphasised the importance of nationwide access to and promotion of collections online over and above facilities in one location. Few contested the role of the National Library to foster non-partisan, national debate as part of a functioning democracy.

A sustainable, fit-for-purpose digital preservation approach was chosen as the next most problematic. For some submitters, this was about the urgency and complexity of digital preservation as an issue. Others may be unaware of the National Library’s existing digital preservation infrastructure and expertise, and thus thought it would be challenging and resource intensive to establish. Those who were aware of the Library’s reputation in this area felt that much more investment was required to ensure sustainability and continual improvement.


6% 8%

29%

19%

9%

17%

10%

3% Sharing diverse heritage

National documentary heritageframeworkNational Library venue space

Digital preservation programme

Digitisation of published te reo Māori

Constitutional documents - programmes

Shared expertise in documentary heritage

NZ and Pacific collections reflectingpopulation


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What was missing from the National Library’s draft strategic directions?

Introduction

Submitters on GOES were asked to identify what they thought was missing from the draft strategic directions. Below is a summary of some of the key themes that were raised.

Subject areas raised

National Library’s role

There was a clear mandate from submissions for the National Library to deliver a bold and ambitious strategy. Many felt that the consultation document did not go far enough. It was missing the “wow factor”, a strong vision for the National Library in 2030 and a set of “big, impressive… consumer focused projects that will impress and inspire”. Some respondents were cautious about funding restrictions and warned against “lofty, over-reaching” goals, while others felt that the National Library should already be delivering against initiatives listed in Horizon 1 in the document or that these initiatives could be classified as business as usual.

Some respondents were frustrated by the vague descriptions within the themes and sought a “clear understanding” or “clear boundaries” around what the National Library would and would not deliver; timelines and frameworks for implementation and even statements of commitment from other agencies and institutions.

Submitters wanted to hear more about the role of and vision for the National Library, now and in 2030, seeking reassurance that the National Library would:

provide leadership for the sector;

maintain a genuinely collaborative approach to service delivery;

invest in and advocate for professional development for information professionals;

advocate for libraries across the country;

respond to continuing change in information technologies;

play a leading role as a centre of debate; and

focus on knowledge generation as well as on finding and accessing information.

Promotion and marketing

Comments from submissions and in a number of meetings indicated that the National Library was under-promoted, in terms of its services, its collections and its position as a national cultural institution. It was not necessarily expected that this issue would be reflected in the strategic directions but the lack of explanation of the Library’s role may have contributed to it being raised.


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Organisations and institutions

The consultation document deliberately presented a broad set of proposed themes without reference to specific institutions, agencies or business units within the National Library itself. This was intended to avoid any prescriptive sense of the future and to focus discussion on priorities for New Zealand. The nature of the feedback reflected that this approach was not well communicated.

A large number of submitters noted the lack of reference in particular to special libraries, other collecting institutions, polytechnics, community organisations, and specific areas within the National Library including the Alexander Turnbull Library. The inference or concern was that these institutions would not be part of the National Library’s future.

Collections and collecting

There was a sense from many submitters that the document underplayed the value, rarity and variety of the National Library’s heritage collections. Existing expertise in curation, preservation and collection care was considered under-emphasised, and the reputation of the Alexander Turnbull Library as a premier research library was omitted.

Submitters mentioned born digital content and felt that the Library’s ongoing, active role as a collector of contemporary materials for access today, in 2030 and beyond, was neglected in the document. They felt that the institution was instead portrayed as the keeper and sharer of materials from the past. One noted with concern that “we do not currently have strategies, tools, expertise, mandate or vision to collect today’s digital heritage… a strategy that recognise[s] the importance of collecting NZ changing demographics will need to incorporate new ways of digital collecting”.

“We also need to ensure that as much of New Zealand’s digital culture as possible is captured and preserved for future generations. This includes content such as NZ-centric blog and forum posts, www.reddit.com/r/newzealand/, and even just websites for NZ based organisations and businesses. Otherwise much of this content will be lost for future generations” – technology sector

Creativity

The National Library as a source of creativity, inspiring the production of new knowledge was highlighted by some submitters as something that could have been drawn out further, but also that this could be a specific focus for Library work. The focus on access to knowledge and on stewardship of collections may have detracted from the extraordinary potential of those collections “to be the spark that ignites new works. This should be your unique selling point because access to these collections is something only you can provide.”

Community

Community collections, or an intent to work with communities, was noted as absent by some submitters in relation to kaupapa Māori as well as to community archives and local collecting institutions generally. Submitters wished to know how the National Library planned to work with communities, to benefit from community knowledge as well as to share expertise in collection care and access. References to a possible national documentary heritage framework were too generalised to cover this.


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Digital literacy

A total of 33 submitters noted the absence of any explicit reference to digital literacy in the document. To some the focus on reading appeared limited or lacking in aspiration. The document did not make a sufficiently clear case about the degree to which reading, and reading for pleasure particularly, provides the strongest foundation for the development of multiple literacies including digital literacy. A small number of submitters did recognise the research and evolving practice in this area.

Equity of access

Equity of access to the Library and its resources and inclusion was mentioned by a small number of submitters, in terms of diversity of population. Specifically overcoming language and cultural barriers and in terms of print disabilities including visual impairment.

International reputation

A few submitters noted that the National Library’s international role was missing. The Library maintains relationships with national libraries and collecting institutions across the world, along with UNESCO and has contributed to major partnerships in library systems, services and innovation. The National Library of New Zealand (Te Puna Mātauranga o Aotearoa) Act 2003 states that the purpose of the Library is to “enrich the cultural and economic life of New Zealand and its interchanges with other nations”.

Research and development

A focus on research and development, innovation, and professional development more generally were noted as missing from the strategic directions – particularly the need for a consistently funded and maintained programme of research into technical solutions for digital collecting, preservation and access as collection formats evolve. As an extension of this theme, some submitters noted the need to recognise and accommodate changing research practices including demand for raw data, research datasets and contemporary collections.


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Conclusion and next steps

Conclusion Consultation on the National Library’s draft strategic directions drew out wide ranging opinions and ideas among stakeholders. The majority of stakeholders were in favour of the three strategic themes, but differed in opinion about how these might be achieved.

In broad terms, stakeholders were in favour of:

the National Library taking a leadership role in the library sector and in the cultural sector more generally – particularly in shared expertise and in advocacy;

the concept of linking or sharing networks and collections across New Zealand and removing barriers to access wherever possible, sharing knowledge while respecting the rights of authors and creators;

a cross-sector partnership to boost literacy levels, involving schools, libraries, government, creative and cultural sectors;

a fit-for-purpose, appropriately resourced digital preservation programme with national reach;

identifying and documenting subject matter experts and heritage collections in cultural institutions across New Zealand (creating a national documentary heritage framework) to allow for better collection care and access nationwide;

programmes that contribute to the revitalisation of te reo Māori, including digitisation and distribution of published te reo content but extending to generation of new te reo content;

research and innovation from the National Library to enable reliable, curated collection of contemporary materials including born digital content, web harvests and datasets – and access to that material now and in future; and

active support from the National Library for the generation of new content and use of collections in multiple formats to inspire creativity.

Many stakeholders applauded the National Library for its focus on outcomes for New Zealand, though most were keen to see work on achieving outcomes begin from a position of existing strengths.

Overall stakeholders had a strong focus on access to content online, drawing away from initiatives tied to particular geographic locations. Some were cautious about the resources that might be required to carry out proposed initiatives and others found it difficult to imagine possibilities for 2030. A number interpreted the consultation document as an operational plan or a set of agreed initiatives, or missed the introductory focus on collaboration, consultation and partnership. It was clear that stakeholders did not want systems or programmes imposed upon them, but that they looked to the National Library for leadership.

Next steps The submissions on the consultation have provided confirmation that the general direction the National Library intends to head is the right one. This summary document will inform decisions about the National Library’s final strategy. The strategy will be designed as an overarching document focussed on the Library’s purpose, a clear direction and outcomes for New Zealand, and will be released in late 2016.


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Consultation feedback also indicated that key stakeholders would like further input into the detail of initiatives that might be established to achieve those outcomes. While achieving consensus on any of the issues raised during consultation would be difficult, the Library is now equipped with a rich source of information with which to begin more targeted conversations with stakeholders on initiatives. A total of 55 submitters directly expressed a willingness to partner with the National Library.

A comprehensive work plan will be developed in consultation with stakeholders that have indicated an interest in working with the National Library. Work on this will begin in early 2017. The Library will communicate with stakeholders as plans progress.


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Appendix 1: Organisations represented in consultation feedback NB: statutory, peak or representative bodies highlighted

Organisation

2020 Trust

Alexander Turnbull Library Endowment Trust (ATLET)

Archives and Records Association of New Zealand (ARANZ)

Archives Council

Ashburton District Council Library

Auckland City Libraries

Auckland War Memorial Museum

Axiell

Bailey Road School

Blind Foundation

Bridget Williams Books

British Library

Central Hawke's Bay District Council

Christchurch City Libraries

COMET Auckland

Copyright Licensing Ltd

Council of New Zealand University Libraries (CONZUL)

Creative Commons New Zealand

Department of Corrections

Department of Internal Affairs and National Library staff

Dunedin City Council

Ex Libris

Friends of the Turnbull Library

German National Library

Gisborne Public Library

Gore District Council

Guardians of the Alexander Turnbull Library

Hastings District Council

Heretaunga College

Hutt Valley High School

International Association of Music Libraries New Zealand

Internet New Zealand


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Kingsford School

Lesbian and Gay Archives of New Zealand (LAGANZ)

Library and Information Association of New Zealand Aotearoa (LIANZA)

Local Government New Zealand (LGNZ)

Manukau Institute of Technology

MetService

Ministry of Business Innovation and Employment

Ministry of Culture and Heritage

Ministry of Education

Museums Aotearoa

National Digital Forum

National Library of Korea

National Library of the Netherlands

New Plymouth District Council

New Zealand Book Council

New Zealand Historical Association

New Zealand Micrographic Services Limited

New Zealand Society of Authors (PEN NZ Inc)

Ngā Taonga Sound & Vision

NZEI Te Riu Roa

Office of the Auditor-General

Otago University

Palmerston North City Council

Pangur Productions

Ponsonby Primary School

Public Libraries of New Zealand/Association of Public Library Managers

Publishers Association of New Zealand

Rotorua District Council

Royal Society of New Zealand

Science New Zealand

Selwyn District Council

Society of Local Government Managers

South Taranaki District Council

St Patrick's School

Swiss National Library

Sylvia Park School

Te Puni Kōkiri

Te Rōpū Whakahau


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Te Rūnanga Nui o Ngā Kura Kaupapa Māori o Aotearoa

University of Auckland Press

Victoria University of Wellington Library

Wellington City Libraries and Community Spaces

Wellington High School

Whanganui District Council


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Appendix 2: Organisations met with during consultation

Organisation9

Association of Public Library Managers (APLM)

Christchurch City Council (Libraries)

Council of New Zealand University Libraries (CONZUL)

Creative Commons New Zealand

Department of Corrections

Internet New Zealand

Library and Information Association of New Zealand (LIANZA)

Local Government New Zealand (LGNZ)

Ministry for Business, Innovation & Employment

Ministry for Culture and Heritage

Ministry of Education

Ministry of Pacific Peoples

Museums Aotearoa

New Zealand Society of Authors

New Zealand Society of Local Government Managers (SOLGM)

NZ Micrographics Pty Ltd

Publishers Association of New Zealand (PANZ)

Royal Society of New Zealand

School Library Association of New Zealand Aotearoa (SLANZA)

Solus

Te Komiti Māori for the National Library

Te Papa Tongarewa

Tertiary Education Commission

University of Auckland Library

Victoria University of Wellington Library

WeCreate

Wellington City Council

Wheelers

9 Some meetings were not able to be held during the consultation period due to availability. We intend to engage with organisations missed as soon as possible.

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