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The Library & Information Systems Technology conference LIST '97 took place for the first time in September 1997 at the University of Hertfordshire, Hatfield, UK, aimed at chief librarians, information centre managers, senior executives and corporate information providers who are affected by the issues raised by the use of technology in library and information work. On 11 September Elspeth Hyams, Director of the Institute of Information Scientists (http://www.iis.org.uk/), gave this talk on what the information professional must do to survive in the future. The talk was given as part of the topic stream ‘Networking the next millennium's libraries’. LIST '97 was organised by Infologistix: its home page is http://www.infologistix.co.uk/infologistix/list97.htm.

Collaborate, collaborate. Collaboration and open‐mindedness were the emphases of a talk by Elspeth Hyams at September's LIST 97 conference in Hatfield, UK. Elspeth Hyams is Director of the Institute of Information Scientists (IIS) and she was speaking on ‘New technological horizons and opportunities for LIS’. Rather than look at what might be on or over the technological horizon, though, her talk concentrated more on what information professionals must do to get to that horizon in the first place.

Sir, We need idealists like Elspeth Hyams (Proceedings, September 1996), but sometimes idealism obscures hard reality. At least she has the grace to say that she is optimistic about the future contrary to some colleagues in the public sector (my italics). Her public library colleagues do not lack idealism or enthusiasm, but do very often find themselves the victims of local party‐politicking, obsessions with fashionable management theories and, in some quarters, a blatant disregard for professional qualifications and experience. It is only too obvious in libraries where qualified librarians have been replaced by unqualified staff or those without relevant experience that the quality of service has suffered alarmingly. The parameters of a question and the scope and potential of available resources are simply not apparent. Recently I read in a local paper that protests about the redundancy of the borough's music librarian (‘our wonderful music librarian’, one correspondent said) were ill‐founded because music enquiries would continue to be answered by other members of the library staff! Adequately? I doubt it. Another borough as a matter of policy (and, no doubt, in the questionable interests of political correctness) appoints non‐librarians to work in its reference libraries. It is clear that the scope of the role and the skills necessary to handle enquiries have not been appreciated by those who formulate such policies. Unfortunately the public too readily accepts such standards as no more than they would expect, with the double result that qualified librarians are insulted and frustrated (what was the point of all the training and experience?) and confidence in the library is not enhanced. (For more in this vein, see my keynote address to the ISG's 1994 Study Weekend in Refer, 11(1), Winter 1995, pp.1–8.)

Many information professionals fear for the future of their jobs as a result of further IT implementation, corporate downsizing, outsourcing and other influences. However the author feels that prospects for the profession have never been better. Through the use of IT, the information profession will find a means dramatically to change the public perceptions of information professionals.

Discusses the changes likely to take place in the information professional’s role in the new millennium. Proposes that the skills of the information professional will be highly sought after as a range of new hybrid jobs develop. Warns that information professionals should be flexible and should be updating their knowledge and skills continually to take advantage of the changes.

While the eighties were years of much research into automated library housekeeping systems they were years of consolidation rather than innovation. The early ‘online’ circulation systems came of age with the addition of other basic modules such as MARC cataloguing and acquisitions. The degree of integration of many of these systems in the early part of the decade ranged from the ridiculous to the not so ridiculous, with sublime not even appearing in the system supplier's dictionary.

Electronic data interchange, or EDI, can be defined as “the paperless exchange of information between computer systems”. Instead of keying of the same data by numerous organisations at different stages, this represents the old idea that data should be entered once only and subsequently passed electronically between all relevant parties. Within the ordering framework this removes duplication of effort, thus saving time and money and reducing the chances of inaccuracies. The full implications for the various parties involved are considered in much greater depth by the contributors to this issue.

Evidence suggests that misconceptions and negative stereotypes of the image of public libraries still prevail today despite libraries diversifying and offering a range of services to their local community and contributing to key local and national priorities. The purpose of this paper is to report on a case study‐based research project that sets out to explore how public libraries in the UK are using branding in order to create a more positive and effective image, as a basis for proposing the key factors that contribute to an effective public library branding strategy.

In total, three case study organisations were selected for the study, on the basis of their reputation for innovation in branding. Semi‐structured interviews were conducted with key staff associated with each of the three public libraries, in order to gather an understanding of the branding processes and strategies that they had adopted, and how they had negotiated some of the challenges in branding in the context of public libraries.

The three case study organizations bear testimony to the fact that branding can be successfully used to change brand image, and in turn, the perceptions of the library service amongst key stakeholders. The following factors are key to successful branding: clear positioning and identity, advocacy and influence, co‐branding, staff buy‐in, brand communication, evaluation, and national marketing campaigns.

This study offers insights into branding process and strategies in innovative public libraries, and on this basis develops recommendations to support information practitioners to develop a positive image of their service and to engage effectively with stakeholders in what are challenging times for public libraries.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.