He mentions a state of “perpetual inse- curity and paranoia” between them and goes on to say that the feeling is probably mutual: “I have no doubt too that some library services are perceived as tricky and awkward internal customers by our estates colleagues – never happy with their lot.”
In the book Regina herself describes challenging times in her efforts to support library users while cooperating with the wider university needs. She said: “In my effort to protect the student spaces and experience, I may have appeared less collegiate than desirable by highlighting more problems than solutions. There is a fine balance here, as my team and I understand how these spaces operate and so we were vocal in raising concerns about decisions that would have an adverse collateral impact.”
The other side
Some of the tension comes from the fact that FM has changed from just provid- ing services like cleaning, security and maintenance. In the book the perspective of FM as a new and confident profes- sion is given by co-editor, Neil Everitt, who points out that historically FM was “outsourced and procured at ‘best value’” adding that it operated in the background
in doing so, be it through making con- nections or engendering joint purpose or enhancing culture.”
Finding a footing
This is a view that many senior leaders at universities have come to hold, and the result is that FM often has more traction with decision makers than departments, including libraries.
Regina Everitt.
“as long as they didn’t negatively impact on the organisation’s core business.” In other words, as cheap and as invisible as possible. That role has been dramatically changed with the realisation that FM is what regulates the two most expensive elements of any organisation, people and property. “So, when organisations bring people together in space that is costing money,” Neil writes, “there must be value
Regina said: “You’ll have organisations where only certain people are sitting at the table, and it really depends on your distance from the university executive board on how much say you get.” In his contribution, Tim Wales says: “It is very rare, in my experience, for library heads to be permanent members of es- tates strategy committees in UK univer- sities. The estates director is usually the more senior of the two positions in terms of responsibility, budget and position in corporate governance.” His chapter goes on to discuss what leverage library direc- tors have in rebalancing this. For Regina, an important point is that the crucial role of libraries is highlighted. “What I tried to get away from in this book is that the library falls to the bottom of the list of priorities. All departments within the university have their impor-
Summer 2025
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