Accreditation and library services: don't expect a rose garden when you only planted grass

Abstract

Accreditation is a major tool in ensuring a quality service. The Health Service Industry has embraced accreditation for more than a decade and other service industries are following suit.

While ALIA is working towards accreditation of continuing education for librarians, there is also a need for library services to be accredited.

Managers of different organisations have quite often also different expectations of library services. Just as a landscape architect will consult with the owner of a property regarding his or her ideas of how the garden should look and what features should be included, he will also take into consideration what kind of soil and environment he has to work with.

The same principle applies to library services. One can run the best possible library and information service, but if it doesn't reflect the expectations of management it is deemed to be a failure.

The Australian Library and Information Association can play an important role in helping managers to form a picture of what a library service should entail and we, the practicing librarians, should come up with a list of minimum requirements for a library and information service. From this platform we could then negotiate enhancements to the library and information service.

An analogy has been made between drawing up a plan for a garden, preparing the soil, selecting the plants according to the flowering season and foliage, and reaping its benefits to deciding what kind of library and information service is required, the organisational environment and the clientele.

What is accreditation?

Accreditation is the voluntary system of evaluating the quality of a service, while institutional accreditation evaluates the institution as a whole.

Institutional accreditation

Health Libraries are usually accredited as part of the Hospital's institutional accreditation. However, the accrediting organisation is the Australian Council of Health Care Standards (ACHCS) and not the Australian Library and Information Association.

For example, King Edward Memorial Hospital for Women went through the ACHS accreditation process for the first time in 1989, where the surveyors focused on the existence of departmental procedure manuals. The hospital achieved the maximum accreditation status of three years.

In 1991 the ACHS surveyors checked that procedures mentioned in departmental manuals where actually adhered to. Once again the hospital achieved the maximum accreditation status of three years.

In 1994 the surveyors had lengthy interviews with each Head of Department, as well as checking that procedure manuals were up-to-date and looking for examples of 'quality activities'. This resulted again in the maximum three year accreditation status.

In 1996 the ACHS changed the format of accreditation to the Evaluation and Quality Improvement Program (EQuIP). The focus moved from quality assurance to that of continuous improvement. Emphasis changed to outcomes as a measurement of quality. Instead of a three-year cycle of accreditation, EQuIP expects nine-monthly intervals in activities such as Self Assessment, Periodic Review, Self Assessment, Organisation-Wide Survey, then ACHS Accreditation.

The specific organisational functions addressed by the standards are:

• Continuum of Care
• Leadership and Management
• Human Resources Management
• Information Management
• Safe Practice and Environment
• Improving Performance

King Edward Memorial Hospital for Women and Princess Margaret Hospital for Children became one new joint legal entity on the 1st of July 1995. The two hospitals are managed under the name of King Edward Memorial and Princess Margaret Hospitals, but are still located on the campuses on which they were first established.

In 1997 the EQuIP process was started. All departments had to address each criterion of every standard in the 'EQuIP Quality Planning Workbook'. One had to think quite laterally to write down processes and produce outcomes for the library service under the 'Continuum of Care' standard.

For example: Standard 2 Entry
The process of entry to the organisation meets patient/client needs and is facilitated through effective systems and a suitable environment.

Criterion 2.1: An arrival process for patients/clients and carers addresses their needs and enables efficient and timely entry to the organisation.

Criterion 2.2: Information necessary for efficient patient/client care is obtained and communicated prior to arrival, when appropriate.

Criterion 2.3: Assessment needed before admission is completed, documented and communicated to relevant persons.

Standard 2 consists of nine criteria. Only four criteria could be applied to the library service. Future editions of EQuIP will hopefully address this problem.

An organisation can also apply a process recommended by the Australian Quality Council using their 'Business Excellence Framework'. 'Organisational Self-Assessment' was conducted by KEMH/PMH in April 1998 with volunteers from within the corporate workforce.

The Business Excellence Framework is only one aspect of Quality Assessment. It does not address clinical systems and, therefore, must be used in conjunction with EQuIP.[3]

In the United States Health Care Facilities (Hospitals, Nursing Homes, etc.) and their libraries are accredited by the Joint Commission on Accreditation of Health Care Organizations.[5]

Another example of institutional accreditation are University Libraries, where the whole University is been accredited by the Commonwealth Department of Education, Training and Youth Affairs.

Personal accreditation

The term 'Continuing Professional Development' (CPD) is often used instead of personal accreditation. Increasingly, members of professional bodies are required to undertake continuing professional development activities to retain their status.

In the United States the Medical Library Association appointed in 1982 an 'Ad Hoc Committee on Professional Development' to develop a framework which included continuing education, certification, and re-certification activities.

In 1991 MLA's educational policy statement Platform for Change was adopted. This document describes the need for lifelong interdisciplinary learning.[11]

At present CPD programs are conducted by Library Schools throughout Australia and various sections of ALIA. There is currently no mechanism in existence whereby CPD participants can register their efforts and get credit on a national basis. However, in its Charter of Renewal ALIA has agreed

' That there be formal recognition for accredited continuing professional development activities of librarian and library technician members'

By establishing a system for the recognition of continuing professional development activities, ALIA will recognise and reward continuing professional development efforts of members, as well as provide guidance to employers to identify members who maintain currency in qualifications.

This initiative will re-vitalise the Australian library and information profession and bring it in line with other professions in Australia such as accountants and medical practitioners.

Service accreditation

The American Library Association actively promotes the concept of service accreditation. It has set up an 'Office for Accreditation' where interested persons can find out what programs the American Library Association accredits. However, these programs deal mainly with the educational aspect of librarianship.

http://www.ala.org/accreditation.html

In 1996 the Nebraska Library Commission produced Public Library Accreditation Guidelines, which were to be phased in over a three year period. Libraries that meet the basic guidelines are eligible for state funding to public libraries.

http://www.nlc.state.ne.us/libdev/revguid.html

The Australian Library and Information Association plays a vital role in the accreditation of library and information studies courses via the ALIA Board of Education. However, there is at present no mechanism whereby a library service is accredited by its own professional organisation.

The word 'accreditation' evokes fear in many people and is perceived to be a threat as it might highlight shortcomings. If those shortcomings are of a professional nature, then they definitely could pose a threat. On the other hand, if those shortcomings can be attributed to the organisation, one might have a lever to push for improvements. Those improvements might be, for example, of financial, staffing, or of a physical nature.

The emphasis of this paper is devoted to service accreditation.

The idea of the rose garden

Do you need a garden?

When buying a house one considers the importance of the layout for the house, as well as the size of the property. A prospective buyer usually has preconceived ideas if he/she wants a garden, a swimming pool and a gazebo, or the preferred option may be a town-house with practically no garden at all. According to these ideas he will purchase a house and or property.

When an organisation decides that it needs a library and information service it usually also has preconceived ideas of what it wants from this service. Therefore, it is vital to establish from the very beginning what the organisation's expectations are regarding:

The information required and the format in which it should be presented. Will the information be mainly contained in books, journals, catalogues or audio-visual materials? Management may perceive that all information is available in electronic format. This is very much a layman's perception. It is important to check if this is really the case.

The physical environment.
How large or small is the area set aside for a library service?
If the information is contained in electronic format very little space is required, but books and journals need quite considerable space, as does audio-visual viewing equipment. The growth factor of the collection also needs to be considered.

The budget allocated to this service.
Unrealistic allocations may hinder the fulfillment of the organisation's expectations.
It is vital to determine for what the budget allocation has been assigned.
Is it for materials only, or does it pay for everything from pen and paper to salaries and electricity?

Many library and information services have been closed down because the Librarian never asked Management "What information do you need? When an organisation cannot see the benefits and relevance of a library and information service, it is likely to withdraw its support by cutting the library's operational budget - or closing the service totally.

Preparing the soil

Let us assume an organisation has decided it needed a library and information service. It proceeds by employing a librarian. This librarian may, or may not, be an experienced professional. In many cases it is a newly qualified librarian with very little practical experience, as this person will not demand the salary a more experienced librarian would ask for.

This is the scenario where the Australian Library and Information Association could play a vital role by providing an 'Accreditation Kit' a tool to set up a basic library and information service.

Such a tool kit could contain standards and/or guidelines for the service to be established. It also could contain a 'check list' of topics to be considered, such as the need for a statement of the philosophy and objectives of the organisation, a collection development policy and a procedure manual. In addition the kit could contain ALIA work level guidelines and useful web sites.

The Medical Library Association has published in 1998 a MLA's Librarian Survival Kit from which the following headings have been copied and adapted:

Know your organization
Be selective when using these materials.
Look at the big picture of the organisation.
Recognise local and national trends.
Follow up knowledge with action.

Know your clients
Identify your clients.
Attract clients who have power.
Identify your most valuable services.
Concentrate on providing the most valuable services visibly and well.

Know how to manage and market your services
Know exactly what your library does for its customers.
Lead other parts of the organisation to your library.
Lead the library to other parts of the organisation.

Communicate with ALIA leaders
Keep in touch with ALIA leadership.
Get involved in ALIA.

Each sub-heading has an explanation, which has not been copied, but is very important and gives further explanations. Therefore, please visit the following site: http://www.mlanet.org/

Such a survival kit can and should be used by every library and information service, be it a One-Person Library, a Special Library, a Health Library, or a University Library.

Another invaluable tool is the kit published in 1996 The winning package: ACLIS Special Libraries Advocacy Project by Meg Paul, Diana Rylatt and Clare Atkins. While ACLIS has ceased to exist, this package has lost nothing of its usefulness and should be a 'bible' for special librarians.

Planting your rose bushes

Once the librarian feels confident that she has fulfilled all major requirements contained in the 'Accreditation Kit' he/she could then apply to ALIA for accreditation of the library and information service.

This does not need to be a costly affair. Each state could have a register of Accreditors. An Accreditor would have to be an associate member of ALIA, preferrably with a postgraduate degree in Information and Library Studies, and would have to be part of an accredited library and information service.

The accreditation team should consist of at least two persons, who would have to present a written report to ALIA. In case of one of the Accreditors being not in favour of accrediting the library service, another Accreditor from another State could be asked to review the service as well. ALIA's General Council should then decide if a 'Certificate of Accreditation' should be issued.

Enjoying the blooms

The 'Certificate of Accreditation' should be presented to the librarian at a function organised by a State's Branch Council of ALIA. The Chief Executive of the organisation should be informed of the librarian's achievement by the National Office of ALIA. This would ensure that librarians are seen in a more positive, quality oriented light and also ensure a much higher profile of the library and information profession.

Brigitte Glockner holds a Masters Degree in Information and Library Studies from Curtin University of Technology. She is this year's WA President of ALIA. In 1994 she was the recipient of the WA Special Librarian Award. Brigitte has been Senior Librarian at King Edward Memorial and Princess Margaret Hospitals since 1995.

Bibliography

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