will bring time, energy, and a collabora- tive approach to the Board, and would be honoured to support CILIP in inspiring the next generation of information profes- sionals.
the future of AI, knowledge management, and digital transformation?
AI is rapidly changing what was once famil- iar, transforming how we work, learn, and lead across the profession. CILIP has a vital role to play in empowering members to become knowledgeable partners in this space, influ- encing policy, practice, and pedagogy. This means not only embracing AI, but perhaps leading the conversation around its ethical use, implications for information equity, and the evolving role of professionals in a data-driven world. I bring experience in AI for education and have a Master’s in Change Leadership which focused on sustainabil- ity, AI and digital transformation. I would advocate for continued training, strategic partnerships, and sector positioning that equip members to confidently navigate and help shape the future.
Tania Pemberton If CILIP is the heart and soul of the library and information profession, how do we ensure its longevity, relevance, and bold- ness in a rapidly evolving world? Perhaps this moment calls for fresh perspectives, strategic questioning, and a commitment to both tradition and transformation. My candidacy is shaped in areas where I can add value:
1. Commercial Sustainability How can CILIP remain financially resil- ient while continuing to serve and grow its membership?
With 22 years of commercial experience, including as a UK, Ireland and Nordics Sales Director at EBSCO, I understand what organisations need not just to survive, but to thrive. I bring insight into member- ship models, pricing strategies, and the importance of asking hard questions about value, investment, and future growth. Membership is not just a cost, but a career investment. Tools like the PKSB offer a framework for development, and I believe there is scope to increase aware- ness and perceived value. I would support CILIP in exploring new and existing revenue streams, ensuring financial decisions are aligned with member impact from profes- sional growth to sector influence.
2. Supplier Engagement How can CILIP engage more effectively with suppliers to drive innovation, spon- sorship, and sector-wide collaboration? Having worked extensively with suppliers and as one, I understand the dynamics, expectations, and opportunities within these relationships. I see untapped potential in how CILIP can partner with suppliers not only for sponsorship and event support, but also in shaping sector strategy and shared impact. I would champion deeper, more strategic partnerships, broaden the supplier base, and help position CILIP as a trusted convenor across the knowledge ecosystem.
3. AI & Sector Influence
How do CILIP members secure a seat at the table when organisations are shaping
18 INFORMATION PROFESSIONAL
My career spans teaching in East London, working in a school library, and two decades supporting libraries across sectors. I now work in consultancy across knowledge management and leadership development. Also an ambassador for the Learning and Performance Institute and a member of CILIP’s Growth Task & Finish Group. Also neurodiverse.
Passionate about making a difference and seeking every challenge as an opportunity. This trustee role is one such opportunity to serve, help shape, and steward the future of the profession.
Are we voting for familiarity or for fresh perspectives that can help CILIP lead with courage, clarity, and curiosity?
the estimated 36,100 librarians working in the UK as of 2025, and this falls to 10 per cent of the estimated 86,000+ profession- als working in libraries, archives, records, data, and information roles across the UK. That’s not a recruitment problem – It’s a relevance problem. I will push for a radical rethink of our value proposition, including new pathways for engagement, flexible membership models, and stronger out- reach to underrepresented sectors.
Corporate Membership
Unlike many professional organisations which make Corporate Membership an easy method engaging with its potential membership, CILIP is woefully under- exploiting this route. I will advocate for strategic partnerships that deliver mutual benefit – supporting workforce develop- ment, ethical practice, and sector-wide advocacy. We must ensure corporate members invest in the profession, not just extract prestige.
Financial Sustainability CILIP’s financial model is brittle. I will champion diversified, ethical income streams that reduce dependency on our currently membership income stream while considering CILIP’s existing support offering relative to its current audience.
Chartership & Professional Register Chartership should be a declaration of purpose, not just a credential. I will work to make it more inclusive, accessible, and reflective of real-world impact. The number of Chartered members of CILIP is worryingly low compared to its overall membership: this needs to be urgently considered as part of the current review of Chartership to ensure that it is fit for purpose. The Professional Register must evolve into a dynamic platform for visi- bility, collaboration, and recognition—not a static list. Related to this, Fellowship should be the beginning of leadership, not the end of a journey. Like many other professional organisations, we need a Fellowship track that nurtures advocacy, mentorship, and sector-wide influence.
A More Activist CILIP David Smith
Libraries and information services are at a crossroads. We face threats from budget cuts, digital disruption, and a creeping undervaluation of professional expertise. I bring over four decades of experience in knowledge and information management, governance, and advocacy. But more importantly, I bring a refusal to accept complacency. CILIP must evolve from a respected association into a catalytic force that redefines the role of information pro- fessionals in a data-saturated society. Here’s what I believe CILIP must confront:
Declining Membership vs Expand- ing Workforce CILIP represents fewer than 25 per cent of
We must be louder. Bolder. More political. From resisting censorship to defending intel lectual freedom, CILIP must stand unapologetically for equity, access, and truth. I’ve spent over 40 years in Government knowledge and information management and governance, and I’ve seen how power operates – who gets access, who gets silenced, and who gets erased. If elected, I will push CILIP to challenge bad policy, and refuse to be neutral in the face of injus- tice – CILIP must be the go-to organisation for views on professional matters, not an after-thought or ignored altogether. I am standing for Trustee because I believe CILIP can—and must—be braver, louder, nimbler and more relevant in the eyes of the wider profession. IP
Winter 2025
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