News and insights from Lorensbergs

New research from library staff across the UK and Ireland reveals what AI can’t replace. The speed and reach of AI development is causing society to experience a cultural shift. It’s changing how people search for information, get answers and make decisions. As AI tools become part of daily life, it’s causing public libraries to reflect on how their role could be impacted. Over a 6-week period, Lorensbergs collected nearly 80 responses from library staff at a series of public library conferences, from library assistants to heads of service. We asked one question: In an age of AI, what is the human value of using a public library? Here’s a summary of what the answers revealed, with a full report available to download from here. Connection comes first – 46% Almost half of respondents pointed first to human connection. For many, the library is a valued place where they can rely on having a conversation with another person:Combating loneliness, social interaction and communication between people to boost health and wellbeing  – Library Service Coordinator, Wales Empathy. Conversations when the customer may live alone and a library staff member may be the only human conversation in a day or week  – Librarian, Northern England AI can answer a question. It cannot be a building, a familiar face, or offer an experiential dimension to spending time, finding support or participating in activities:The ability to see the physical reference material, to use computers to look up knowledge, to speak to a physical being – Library Operations Manager, Midlands, England In summary, the attraction of being physically present to use services, resources and events, in what is seen as a social setting, cannot be underestimated. Trust in an age of uncertainty – 24% A quarter of respondents named trust directly, often in contrast to AI’s known accuracy problems. Several raised concerns about misinformation and unreliable AI answers, presented as facts. Reliable and trustworthy verified information  – Librarian, Ireland Having accurate helpful responses for humans instead of weird AI hallucination answers to your questions  – Systems Librarian, Ireland A prison librarian in Scotland raised a further point about trust and integrity: Humans understand copyright laws and generally agree to follow them  – Prison Librarian, Scotland A strategic manager in Wales summed up what’s on offer: Libraries offer guided support, human judgement, and ethical stewardship of information in ways algorithms cannot – places where people can learn, belong, and think freely together without being treated as data or customers  – Strategic Manager, Wales Professional judgement, not just information – 18% AI can generate an answer to almost anything. What it struggles to do is tell you which answer is right for you. As one head of libraries in England put it, borrowing a well-known line:Google can bring you back 100,000 answers. A librarian can bring you back the right one  – Head of Libraries, Northern England A library assistant in Ireland went further, connecting curation to critical thinking itself: The value of having a variety of contradictory reading material in one place to teach us to think critically and evaluate different sources. This skill is so important with the increasing pressure of AI  – Library Assistant, Ireland Another respondent linked professionalism and good judgement to safety: AI isn’t going to ensure that it’s giving safe, appropriate information to vulnerable people – Engagement and partnerships manager, London Bridging the digital divide Not everyone has equal access to AI. For some people, the library is the only way in – both to the internet and to supported AI use: The gateway for the digitally excluded to be able to assess and embrace AI, thus performing a crucial community and social role  – Library and Archives Services Manager, London A further respondent focused on the safety aspect of using AI and the support that libraries provide to users with lower digital skills: Being able to come into the library to access the tech to have a staff member show them how to get online and how to safely explore AI  – Library Manager, London A level-headed response Despite the fast pace of AI’s rise, library staff are responding with composure. Many see AI as simply the latest tool to take in their stride, and are able to help users take an informed and positive approach to using it. AI is just another tool to learn and use – good if you embrace it  – City Librarian, Ireland AI is just a tool that can assist human intrigue. Libraries don’t need to change, just regard and support through the change  – Development Manager, London Conclusion Library staff are responding to genuinely new challenges – a wave of disinformation and deep fakes, a digital divide that risks leaving some people unable to access AI at all, and a public that increasingly needs help telling accurate facts from AI-generated misinformation. Meanwhile, what they offer is well practised: trust, judgement, and an environment supporting essential human contact. AI has not created the need for these things – it has simply made their absence in people’s lives more starkly visible. Technology will at some point fail or simply not have the answer. This research shows that trained, trusted professionals are always ready to help. Moreover, they are well placed to support society navigate through the opportunities that AI presents, bringing balance and good judgement along the way. That is not a nostalgic view of the public library. On the evidence presented, it is a fair description of its value today, and in the years to come.

Printing in libraries is a hugely popular service. It’s the most affordable and convenient option available on the high street. In fact, it’s very often the only option – libraries fulfil an essential role with other print providers few and far between. With so many documents accepted in digital form these days, it may be surprising to some to hear just how important printing services remain. Not everyone has access to a computer or even a smartphone to store and view documents – around 1.6 million people in fact. Add to this the 8 million in the UK who lack basic digital skills. And of course, most of us need to print out a ticket, document or correspondence at some point, and not always when we’re in reach of a working home or office printer. Library staff will be able to vouch for just how important their printing services are. In our 2025 customer survey, printing from library PCs was rated essential by nearly 95%, with almost 90% rating own-device printing to library printers as at least important, and nearly 50% rating it essential. So it’s critical they have the right print software to support their operations and their customers. Help where it’s needed most Many library print customers may be out of work or retired. Some may be from underprivileged groups or with particular needs. Libraries are very adept at supporting these demographics and at Lorensbergs we’re mindful that our software supports their work. Print management is fully integrated in the Netloan library solution, enabling staff to easily assist library users with printing tasks from either PCs or their own devices. Users follow a familiar printing workflow and are kept informed on print options and price. Clear signposting on how to pay for and collect their jobs means print queries are kept to a minimum. So staff can focus their attention on those in most need of their support. More than this, the Netloan solution makes it possible to provide print discounts to those groups that meet library policy. These discounts are applied automatically. It’s easy to configure the Netloan system to provide this support. Netloan authenticates to the Library Management System, so any user group categories are recognised in the print system allowing their particular needs to be accommodated. Here are some example scenarios that this functionality supports: 10 free prints each to schoolchildren, for support with projects and homework. This of course will incentivise more to make use of library facilities too with the help of a little publicity Cheaper printing for senior citizens, the disabled or visually impaired Discounts and/or free print allocation to registered jobseekers e.g. to make CV and job application printing more affordable Classes such as Adult Education groups – an example library has set up this group’s printing to bypass print release for faster and free-of-charge printouts during tutor-led classes A big advantage of having a combined PC and print management system, such as Netloan, is that the special print allowances you provide to certain groups can be reflected in PC session privileges too. So for example, if disabled users are typically taking longer to print from PCs or complete other tasks, you can allocate them longer session times automatically as well. In conclusion Printing is a service that is essential to library users, so it’s important libraries are supported with the best print technology. Systems that supports your policies for directing help where it’s most needed is available from Netloan – talk to us today for advice and ideas on tailoring your service to meet the varying needs of your community of users.

It has become increasingly important for libraries to secure additional sources of funding. When core budgets are stretched to cover only the bare essentials, this extra support becomes vital, enabling libraries to develop new programmes and expand the resources they offer. This is the third instalment in our series on libraries and funding. So far findings from recent discussion groups have provided guidance on: Writing the bid – practical tips on how to submit a winning application Staying prepared – how to ensure you’re ready for when the next funding opportunity comes along This time, we’re exploring topics of organisation and teamwork. With input from over 30 library authorities, here’s your best practice list on how to organise and pull together to make successful bids and deliver great projects. Understand your internal processesFormal processes for initiating and managing bids vary by authority, so make sure you understand what the process is for you. In some services there’s a well-oiled process that involves sign off by finance, or possibly procurement, ahead of bids being applied for. In such cases, it’s important to follow the correct procedures e.g. budget codes and authorisation. “We have to request permission before we even apply, and we have to get that permission from our head of finance”Other services had a ‘seek forgiveness, not permission approach.’ One authority mentioned being part of a community hub model and that they are fortunate in having council resource for making bids on their behalf. Know who will take the leadAfter all if lots of people are responsible for making bids, no one is responsible…However, there’s more to consider here. In cases where the same individual always takes the lead, there was mixed feedback on whether they approached funding opportunities with a broad enough approach. Recognising specialisations and expertise of team members and how this is reflected in fund objectives has been a productive way of leading bids:“At my level, there’s four of us each with our own specialism. Mine’s digital, then there’s learning and skills, then health and well-being. If a funding opportunity comes up that’s obviously more linked to one of those, that person will take the lead on it. The first thing we do is to say to our service manager, this is the idea we’ve got, are you okay with us putting a bid together?” Early IT involvement in projectsIt works well when IT sound out initial ideas for new projects. One authority reported holding brainstorming sessions 2-3 times each year which both IT and library management attend: “From an IT point of view, it gives control over the ideas that move forwards and the ones that don’t. If some ideas are barking mad, you can chop them off before they gain any traction.”IT are also an essential contributor for drawing up a detailed, successful project plan as part of the application process:“I get asked a lot for the technical specifications. I hear: ‘Hey, we have an idea, we’d like to do something like this.’ They run it past you and you tell them that’s going to need that bit and this is going to need this bit and then you put all that detail into your funding application. When the funding comes through, you’ve got a de facto project plan and it’s less likely something drops through the cracks.”  Take the opportunity to share information across the councilLibraries are not the only part of the organisation that bids for funding. Can you work with colleagues to enhance skills and experience?There were some good examples of this:“We’ve worked with public health quite a lot, either getting money from them, quite frankly, because they have a lot more than we do. But also, at the beginning when my colleague was learning, they were used to writing bids. So they were very helpful.”Without these relationships, there is much less joined-up working:“No, We’re quite siloed. Everybody’s under pressure. There’s not enough staff. You’re pretty much on your own, to be quite honest. You’ve either got to get the experience by doing it, or you ask around in your own teams.”Bear in mind that good ideas for projects often take a lot of coordination between departments to put into practice. There are usually a lot of third parties involved beyond the library, and especially when you get past the bid writing stage. The advice is to try building these networks and relationships now so they are in place ahead of needing support for a bid and for putting the project plan into action. Group applicationsScottish authorities have worked together on group bids, as have authorities in the WECA (West of England Combined Authority). This has led to great efficiencies in the bid process, being able to benefit from the expertise of individuals in other authorities and working together for a combined use of resource and brain power.Partnering with another authority can also bring originality to your plans which is thought to have helped contribute to successful bids.In these group bids, a single application is made so it’s either win or lose for all authorities involved. Advice is to stay focused in what’s being bid for when multiple parties are involved, and it will help to increase the overall chance of success.Another example involved working together with schools and their libraries. With this partnership, it helped keep momentum up from one bid to the next:“We seem to do several bids every year. We keep things going between us and the schools because of course we have school libraries as well… I would say we’re 60/40 successful.” Make it more feasible to applyThe short lead times, the busy working weeks and the lack of guarantee of success mean that sometimes authorities feel they are just not in a position to apply for funding. They also need to know there’s sufficient resource for putting the project into action if and when they are successful. It’s a calculated decision based on the resources available and activities going on at that time.What helps is to be clear on what it’s possible to bid for. Staffing for projects and/or relief staff cover can often be included, helping to make the whole plan much more feasible and giving confidence for delivering on whatever is agreed. Examples of successful projects So there’s definitely a learning curve involved in being organised and ready to make successful applications for funds. However, the rewards are worth the efforts required. Members of the discussion group reported a number of interesting projects they’d been able to accomplish following such funding awards. These included: Support for annual literature festivals and reading challenges Digital volunteer management and promotion Robots for coding clubs Equipment for filming, videoconferencing and podcasts Community group sewing project ‘Know your neighbourhood’ projects – various events that bring communities together Furniture and play equipment for libraries with gardens and outdoor spaces – sometimes used for garden parties! Travelling cinema programme Library app development Pre-school children programme Staying positive The key takeaway from this discussion is that whatever the outcome from your next funding bid, remember never to feel defeated. There is always hope for next time: “If you’re not successful in the first round, there will be other opportunities potentially going forward.”Good luck and we look forward to hearing about your next great project! Further reading:The annual Netloan Public Library Survey 2025 has just published and provides data and experiences around funding, with ideas on building stronger cases. See the results here.

Findings from the 2025 Netloan Public Library Survey, from software provider Lorensbergs, highlight the vital inclusivity facilitated by libraries in an increasingly digital-first world. The results demonstrate the importance of sustaining library services and investing in their future. Library PCs were rated as essential by over 95% of library authorities taking part. They are used by a range of demographics, most frequently job seekers and others requiring additional support including benefit claimants, retirees or others needing digital skills development. However, it is not just individual needs that libraries are supporting. The results demonstrate how libraries represent an essential resource in the delivery of local and central government services, with 80% of library authorities frequently seeing users referred to access their PCs. Anna Crilly, Managing Director at Lorensbergs commented: “Libraries are the default answer to a long list of needs encountered daily by councils, central departments and health organisations. “How do councils ensure all can access their many online services? What do job centres do when claimants have no broadband, data or limited digital skills? Where are people sent for help making doctors’ appointments or understanding more about health conditions? It’s so often the local library, as shown in the latest Netloan survey findings.” The survey explores opinions on current funding levels for libraries and the impact when it’s inadequate. It also examines a broad range of ideas on how to build a stronger case for funding. Investment in library PCs continues but with greater challenges to making ends meet. These include the wide-scale need to upgrade away from Windows 10 which ended support in 2025 and the increase in Microsoft Office costs. Office applications support a range of tasks users seek to accomplish on library PCs.   Crilly adds: “How well libraries are invested in will become increasingly important as technology continues to impact our lives. The support network for those needing help with digital skills development and job opportunities will only grow more critical as new AI efficiencies alter the job market and bring fresh challenges to school leavers, graduates and other job seekers. I hope our research helps to support libraries and power up their case for funding.” The full survey findings are available here. For press enquiries, please contact: enquiries@lorensbergs.co.uk

Looking to tap into extra funds this year to develop library services? There’s lots of good advice out there that will strengthen your chances of success. We’ve gathered this up and here provide the second instalment on this topic. It includes the findings from over 30 libraries that joined us to discuss their experiences when it comes to making funding bids. Preparation and planning were important themes that arose time and time again. Here’s how best to stay prepared to make the most of the next opportunity when it comes along: Have some projects in mind so you’re ready for when funding is made availableFunding timescales are often tight and several services mentioned keeping a list of potential projects and ideas that have already had some work completed to support them. This way when new funding is announced, you’ve got a head start. Know which groups or demographics you wish to supportShowing your knowledge and reflecting the specific needs of these groups, then structuring your project outcomes to meet these needs can lead to strong applications:“We will provide a service for job seekers or for refugees or asylum seekers. Or we pick an area and tend to kind of drill down into that and say this is what we will provide specifically for those people.”So get the consulting done ahead: address a specific group and ask what additional services they need. It will really strengthen this kind of bid:“We put out a quick survey to them… We got some really interesting information, and I’m sure that helped with our funding bid, because it was actually the people who would be most affected by the new equipment and services we were getting that we got information from.”Working with partners such as charities can lead to fresh ideas for targeting particular groups, e.g. new initiatives aimed at visually impaired people. One library mentioned being approached by a charity in this way. However, you may need to look for additional partners to attract sufficient funding for scaling up beyond a pilot.Another authority highlighted the value of getting ideas and feedback from their mobile library drivers. It helped to understand the needs from communities beyond their initial reach. Building on past successesKeep a record of past bids with thorough notes. It can help to revisit the wording used in successful applications with potential to help meet tight deadlines in your next bid. Occasionally, a fund may close earlier than advertised if it’s been inundated with applications. It’s always worth keeping your workings handy for the next round.Better still, make contact with individuals involved in past successes:“Libraries are really good for communicating with each other. So if you know somebody who’s already had a successful bid with that funder, then you know to approach them.” Stay up to date on possible sourcesA number of sources of funding information were mentioned to keep updated on where to apply. These included Libraries Connected, LibraryOn website, Section 106 funding, Reading Agency, SLIC, supermarket community champions, local flight path funds, and use of subscription services such as Grantfinder. Sometimes the council will have a central project manager who circulates funding opportunities from their subscribed information source. Inter-departmental meetings are another source of knowledge:“We have working groups that can include ICT or other council departments. Then they’ve got their fingers in the pie of knowing potentially what funds are available for you to be able to tap into. So make sure you’ve got someone in your libraries that’s involved in meetings with other departments, and also with external partnerships.”This way of working also helps to avoid ‘clashes’ when making applications. Some funds have criteria stipulating only one application for your organisation per year, which is important to note with many funding sources targeting more than just libraries. Sharing information on projects with suppliersSuppliers are keen to help you! When Lorensbergs has known about funding available we have supported customers with some ideas of how funding objectives can be met with the help of our solutions, e.g. digital inclusion or reaching new audiences. Kiosk integration and Wi-Fi printing have both played a role here as part of funded projects. Do let us know when funding is available and we’ll do our best to help. Speak to your contact points at the awarding organisationsLibraries reported that their contacts:– Were able to give them advance notice about future pots of money– Provide guidance on what might be successful– Give advice on completing the application Always ask for feedbackThere was mixed success in doing this; some simply got the feedback “Sorry your application wasn’t successful this time” but others reported that some feedback has helped them in future applications. So it’s always worth asking. Even when you’re successful, it may be worth asking what was it that made the difference? Remember, you can also get feedback from colleagues, although this is most worthwhile before actually submitting the bid! While publishing this blog, it’s great news to hear that £27.5 million has been added to the Libraries Improvement Fund, supporting libraries across England over the next 5 years with investment in buildings and technology. Although we can’t help thinking it would have been nice to have a bigger slice of the £1.5bn cultural pot, this is what we have so let’s make the most of it! We trust the information above will help you prepare in the meantime, then we’ll be ready to help with your bid when the next round begins.

The art of applying for additional funds is a hot topic for libraries. In our 2025 public library survey, over 50% of respondents indicated that their basic funding was inadequate (full findings are to be published early 2026). If they wish to provide a reliable, innovative service or, in some cases, simply meet established standards, then more money is required. The reality is though creating bids for extra funds takes a lot of time and effort. So it’s not surprising it’s a skill many libraries wish to grow in competence to be more successful. Fortunately, we’ve been amassing a good amount of knowledge on what helps to make a successful application. It’s something we often discuss with our Netloan customers. Earlier this year, we completed a case study on how Stoke Libraries won a £300k grant from the Libraries Improvement Fund (LIF) administered by Arts Council England (ACE). Then a few weeks ago, we hosted discussion groups attended by representatives from 30 library services to share best practice. Over the next few weeks, we’ll go over all our findings on this topic, including good preparation, team working and other operational matters. Today, we’re starting with practical advice to take into account when actually writing your next bid. Key learnings about making successful applications Good project planning and time managementStart early – make use of all the time available, especially when your bid might involve other team members or departments; make sure you allow time to return to and review your drafts: “I’ve never known anybody to say I’m just writing a funding bid this afternoon so I can submit.” Start small, be realisticBe prepared to start off with simpler projects and build from there. Break down large projectsFor larger sums, break down into smaller projects to show how you will spend money within timeframe allowed. Financial details to considerMake sure you prepare for the unknown. Build in contingency for inflation and any unclear areas in your costings, and make this clear in your submission. Is the grant paid in instalments? If yes, these should be reflected in the project timeline so that you can pay suppliers. Make sure you answer the questionIt can be tempting to provide lots of other supplementary information, which can be very useful, but ensure that you answer the questions first! Creativity in applicationsSometimes a little creativity or a brainstorm with colleagues is useful to identify how the funding pots may apply. At first glance sometimes fund objectives don’t appear to be relevant for your projects but it’s always worth having a second look as it can still lead to a successful bid. As always, make it very clear in your submission how your bid hits all the relevant goals of the fund. Remember not to go off topic or aim too wide: “The more shoehorning you have to do, the less successful you are.” Stick to the wordcount  These can be fiercely applied to maintain fairness to all applicants. Working as a team can make it more difficult in some ways with the need to combine different writing styles. Using AI tools such as Copilot, can help reconcile these different ways of expressing what’s needed. Also, bringing in fresh eyes can help to see what’s superfluous and what to keep. Work smart to draft responsesThere are other ways that AI use can strengthen applications and reduce the time involved in preparation.“Use something like Copilot AI and just say give me bullet points on what I should be hitting with my funding bids here, what I should be connecting with in my plans, and how that meets with the criteria for the funding bid.” Use data to support applicationsIdentify what data you can use to support your application, what data do you have to identify a group of users that needs further engagement and support. Also think further ahead: will you be able to gain data to demonstrate success of the project?   Be persistent and never lose heart!Sometimes it takes longer for funds to be allocated than initially scheduled. It’s always worth reaching out. And if you learn that you haven’t been successful, then take the opportunity while you’re in touch to find out why, for next time! You can always apply lessons learned on your next attempt. So key takeaways here are that getting an early start, diligence, creativity and persistence all pay off. The full case study from Stoke Libraries can be found here. Libraries are well practised in making the most of the funding they receive whatever the source, so we hope you find these best practice tips useful. It’s exciting to think about the extra support, resources or facilities you might provide following your next successful bid. This is the first of 3 instalments exploring library funding. Read the other instalments here:The Art of Successful Library Funding Applications: Staying PreparedThe Art of Successful Library Funding Applications: Collective Strength

In September some additional analysis on the ACE English Libraries Activity Dataset 2023-24 was published to provide some interesting new metrics. It highlights that there were 14 million hours used on public PCs that year. We know from our own research that many of these hours would have been used for tasks fundamental to personal wellbeing – job seeking, benefit applications, maintaining family and social connections etc.The 25,000 PCs counted by the report are considered essential by the libraries themselves too. Not least they provide staff with the means to support users coming in looking for help with online access and skills – people who may otherwise be at their wits end (according to our 2024 public survey, library staff invest on average a third of their time helping in this way).14 million hours is definitely a lot, but actually, could it be a lot more? It might be useful to think of this total – impressive though it is – as simply a baseline, with huge potential for an increase. Here’s why…Another important finding recently published by DCMS, based on IPSOS research, examines barriers and enablers to library engagement. 33% of non-users felt that ‘Access to free Wi-Fi and digital equipment like public computers and printers‘ could draw them back into the library.Lack of awareness and outdated perceptions on the range of library services, and the benefits of using them, are a large part of the problem. Ideas on tackling them are included in the report which is well worth a read. It’s a topic we will be tackling during our Wi-Fi print session at our Netloan User Groups this autumn, with printing services also in the frame for helping to increase engagement. We encourage all our library customers to attend!

This summer Newham Libraries’ Digital Inclusion Team was presented with the Libraries Connected Digital and Information Award, recognising their commitment to tackling the digital divide. In this blog we talk with Natasha Nelson, Digital Inclusion Coordinator and Muireann McMenamy, Digital Inclusion Officer, to find out about their work and how it has become a source of inspiration for so many other libraries.   We will start by looking at the work taking place inside their libraries, then consider how they have broadened their reach through the empowerment of local community groups. We hope you enjoy learning about the team’s achievements, and the incredible leadership and commitment that’s been recognised through their award. From PCs to People Power Newham’s Digital Inclusion team have demonstrated both ambition and perseverance, making a massive difference to the communities they serve. They have developed the digital skills of staff across the borough, with each library having at least one trained Digital Champion, sometimes two, delivering weekly skills sessions, 6-8 week courses, one-to-one help to access online services, and drop-ins like Tea and Tech. Staff training is very well organised, with access to structured learning through Digital Unite’s training platform – more on this below. Every branch offers use of Netloan PCs and Wi-Fi plus use of laptops and iPads during group sessions. They are also part of the Good Things Foundation device gifting programme and have given away over 1000 sim cards in the last year. What’s most important is the staff themselves. Residents don’t just get access to equipment—they gain confidence, skills, and personalised support from people they trust. They also get the opportunity to try new technologies and gain new experiences, including through VR, robotics and other creative tech. Library customers access new technologies and learn new skills Leading the Way with the Digital Inclusion Alliance The library’s Digital Inclusion Team chairs the Digital Inclusion Alliance which partners with community-based groups. This extends the library’s reach, effectively using a hub and spoke model to pass on expertise and support. The groups are able to begin and improve their own digital inclusion initiatives and awareness, with support, advice and training provided by the library along the way. Utilising external funding, the library service was able to run a small grants project for members of the alliance. This has led to more groups being able to join the alliance and the overall number of digital skills sessions has dramatically increased. With this development of the network, it means that many more hard-to-reach residents are now being helped. The groups’ staff and volunteers are helped via the Digital Unite training platform through licensing shared by the library, which strengthens understanding and know-how for tackling digital exclusion. The library keeps in touch with all groups in the alliance on a regular basis and circulates newsletters. It continues to be extremely successful in magnifying the library’s impact. Digital Inclusion: Vital Work in Challenging Times The cost-of-living crisis, the shift to online services, and the rapid pace of technological change mean that being digitally excluded has never carried such high risks. As reported nationally, many people are making impossible choices to manage rising costs, with many having cancelled broadband to be able to continue paying for food and fuel. However, without internet they can no longer apply for jobs, access their GP or stay connected with family. They can’t apply for benefits or manage their money. The social inequality implications are huge. The digital inclusion team’s work enables residents not just to survive but to participate in modern life. Many library computer users come in daily or weekly to be able to carry out these basic activities on the PCs. The reach of the library’s work is wide and diverse: Older residents (usually over-50s) gain confidence in basic online tasks and developing digital skills Jobseekers improve digital skills and get PC access for employment and benefit applications Refugees and asylum seekers use the library as a safe space to learn digital basics while also accessing council services; English support is provided where it’s not their first language Families and young people take part in Code Clubs, VR experiences, and creative digital workshops Residents with no devices at home receive refurbished laptops, new smartphones and data The Role of Creativity and Social Connection Digital inclusion isn’t just about skills; it’s also about confidence, curiosity, and belonging. By offering creative opportunities – like robotics or stop-motion filmmaking – the library makes technology more accessible and inclusive. The team has found that by presenting these activities as fun and interesting, participants are more encouraged to get involved and can learn new skills by default. For example, some children may be more excited by the prospect of designing a game than being invited to learn how to code. The social element of group sessions helps people build friendships, share knowledge, and feel part of a supportive community. Children enjoy using the Code Clubs and the parents are benefiting too. During the summer, family activities saw adults getting equally involved, expressing their creativity and displaying interest in learning more about VR and animation. It demonstrates how digital learning is truly lifelong and intergenerational. This combination of learning, creativity, and social connection is what draws people back into library spaces and encourages long-term engagement. Stop-motion filmmaking class, sees parents learning alongside their children Newham is one of 8 authorities participating in the Digital Spaces in Libraries programme coordinated by The Space and funded by Arts Council England (ACE). They are enjoying the opportunities it provides to showcase the latest VR technologies while evaluating and feeding back on what’s working and why. It is leading to some unique projects that are really pushing the boundaries of the usual library experiences. For example, the funding enabled the library to commission a digital art experience in partnership with the London College of Fashion. It combined themes from the South Asian Heritage month, including identity around traditional dress. The creative output is being used by the college to produce an immersive film which will be included in Newham Libraries’ Festival of Stories taking place later this year. Newham would really like to offer permanent MakerSpace facilities to continue and expand on this work. With experience from a previous role, it’s understood how excitement can be generated when users take traditional skills and add new digital dimensions to them, e.g. Natasha has seen how a digital embroidery machine can motivate a traditional knitting group to acquire a whole new set of skills and creative potential. Funding: A Critical Enabler Most of the digital inclusion work at Newham Libraries has been supported by the UK Shared Prosperity Fund. This has funded the Digital Inclusion officer posts and most of their activities over the last 3 years. Other external funding and support – from ACE projects to Good Things Foundation device schemes – has also helped. But the team are clear that funding remains a constant challenge. It tends to offer only a short-term solution and ongoing uncertainty makes long-term planning difficult. Despite this, the team continues to innovate and expand, applying for projects that sustain their work and push it forward. There are new funding opportunities opening up all the time. For example, The Space has an ongoing programme of digital arts and immersive experience commissions that libraries may get involved with. The Digital Inclusion Innovation Fund from the Department for Science, Innovation and Technology is another recent example. It’s important to highlight that digital inclusion requires ongoing investment – equipment needs updating, staff require training, and community demand continues to grow. The team’s award recognises the value of making funding bids for new projects, but it also underscores the need for long-term, stable funding to keep services running and expanding. Approach to Staff Training Another important area tackled so effectively by Newham is staff training. Staff need to be motivated to stay on top of digital skills development. Using the Digital Unite resources have proved popular here. The Digital Inspire platform is a good place to start for understanding the importance of digital inclusion. Then there’s a digital champion training platform, which is focused on specific topics such as NHS and health literacy, or online bills payment and helping users with these areas. Natasha works with library managers to encourage their teams to complete the training based on the latest priorities. It’s challenging to find time for the training but important for them to keep up. She is also part of a working group helping to steer the development of the Digital Unite training resources. Yet again it’s evident that the leadership role being taken is making impact on a much wider scale. The impressive STEM offer in the libraries, e.g. coding, robotics and other creative tech, comes with its own training requirements. Muireann has spent a lot of time visiting the libraries and giving one to-one staff training so they can deliver sessions without the need to rely on partners. Another training opportunity has come from Capgemini who will be delivering additional sessions to library staff. In time, the training will be extended to colleagues from Customer Services and other departments, helping to ensure the Council stays aligned behind the objectives for increasing digital inclusion. In Conclusion Newham Libraries’ award is a powerful reminder that digital inclusion is social inclusion. By combining access to technology with expert support, creativity, and community connection, the Digital Inclusion Team is transforming lives. Their success shows how libraries can continue to adapt, innovate, and support their communities in a digital-first world.

At last month’s Libraries Connected seminar, a talk from Ian Harvey from the Institute of Place Management (IPM) highlighted just how critical it is to recognise the huge significance of public libraries. They are a key part of our social infrastructure and invaluable as local and unique institutions. They belong to our towns, cities and their citizens, and are integral to the vitality and regeneration of these places. It’s a topic that Lorensbergs studied closely in 2021 with case studies from six library authorities. This was in the earlier days of social and economic recovery from Covid. What libraries were doing then was both critical and timely to support this recovery. But it was still very much a continuation of their usual role – it just became all the more apparent and recognised when thrown into sharp relief by the crisis. Indeed, the case studies have stood the test of time and are very much worth revisiting as we reflect on what it means to describe libraries as our town centre anchors. From the six case studies, here are the key aspects that characterise libraries in this way: Important ‘places’ in our town and city centres that answer each area’s needs and celebrate its character (often based on local consultation) Offering important community space for meeting and social cohesion: likened to central ‘living rooms’ Well-located either on or close to high streets Attractive destinations for a range and mix of demographics Experiential: offering opportunity for cultural encounters and events Accessible and inclusive: supporting social and digital participation Often co-located with other key services or leisure facilities: council offices, museums, cafes, visitor information centres, even an aquarium in one case study Expanding and encompassing related services including business growth hubs, employment and skills hubs, innovation labs and creatorspaces What Next? The authorities participating in our research had further ambitions and plans to develop their presence and role. Four years on, it’s interesting to revisit these plans and see the progress made. Bolton Libraries was planning a large scale refurbishment of their central library. This opened in early 2024 after undergoing a restoration and refurbishment that adapted the building to meet changing requirements and wider needs with new creative and cultural spaces. Brent Libraries was aiming to increase the capacity of its community space for cultural and social purposes. Its reopening of Wembley Library in December 2024 expanded the library space with a new resident hub and dedicated customer service area, digital zone and separate rooms, plus a new, purpose-built children’s library. At Fife Libraries, flexible space and furniture were attracting the use of different groups. Regular events were leading to return visits and the forging of new social bonds. Extra events have since helped grow footfall further. Hertfordshire Libraries actively seeks opportunities to relocate libraries to more central locations. This has progressed with Hatfield and Ware libraries both moving to more prominent positions, supporting their role as hubs for social and community cohesion. Furthermore, the library authority’s CreatorSpaces have grown with new facilities at Hatfield, Hitchin and Welwyn Garden City and a new one planned using LIF (Libraries Improvement Fund) funding from ACE (Arts Council England). In addition, the CreatorSpace Out of the Box offer is proving popular in smaller libraries.  Gloucestershire Libraries had positioned their sites as accessible, central spaces and attractive hubs for visiting and interacting. Their Growth Hubs had already been at the heart of regional business growth. Plans for 6 new innovation labs have been quickly realised, providing equipment including 3D printing and media software. It enables users to learn new skills. Small and new businesses can access and experiment with resources that would otherwise be difficult to afford. They are now working towards the relocation and GCC investment in Gloucester new library in a prime city centre regeneration location. At North Somerset Libraries, self-service has supported resuming their events programme and they have been able to start offering additional events via new partnerships. They have long worked with the economic team to help boost local employment and develop jobseeking and IT skills. This partnership has gone from strength to strength with a range of related services and activities including regular employability sessions and an Employment and Skills Hub. Digi Buddies and IT Gadget Support sessions are regularly available. A partnership with Public Health delivers community wellbeing sessions, including painting and aromatherapy. In addition, social connections are supported via various clubs, e.g. involving jigsaws, arts and crafts. Above: Libraries are popular high street destinations – the new Ware Library from Hertfordshire Libraries’ case study. So library ambitions are being realised. In fact across all authorities, around 50% are seeing library footfall and event attendance increase due to a range of factors (Netloan Public Library Survey 2024). Extra events, reopening refurbished sites, publicity, extended self -service hours, partnership services inclusion, and face-to-face support for council services are all contributing to this growth. There’s so much more they are able to do when given the necessary recognition and funding. It’s important that this happens when they contribute so much to societal resilience. Going back to the IPM talk, there’s a key takeaway that will help pave the way here. It was emphasised that you cannot plan separately for health or education or libraries on either a local or national level. For it to be effective, government planning has to combine and coordinate all parts of this critical social infrastructure. Clearly it’s time to boost our resilience and incorporate greater library potential in our plans for a better future. Further reading Resilient Places – Ian Harvey, Institute of Place Management– please contact ipm@mmu.ac.uk to request a copy. Reviving our High Streets: The Role of Libraries – Lorensbergs Public Libraries 2024: Netloan Survey Results – Lorensbergs