Privatization of public libraries-part of overall administrative reform-is happening before our very eyes.

The Designated Manager's System, implemented in 2003, allows a municipality to choose a private organization to run its facilities, including parks, museums and sports venues. And nonprofit organizations that completely manage libraries-not just provide partial services like reception work-are cropping up nationwide.

How does privatization change the library scene? How does the new system affect staff? What about service?

Take a look at Yamanakako Joho Sozokan, a library that opened last spring in the village of Yamanakako, Yamanashi Prefecture.

The facility goes by an English name, the Yamanakako Library for the People's Creativity, and has a catchy motto: ``Your personal intellectual library at the foot of Mount Fuji.''

The library is managed by an NPO, Chiiki Shiryo Dejitaru Kenkyukai (Diji-Ken). Launched in 1999, the organization compiles local historical references into digital archives and contracts other work from public libraries.

When Yamanakako decided to open its first library, Diji-Ken was named to run the facility.

The library prepared for the opening by announcing its arrival in newspapers and offering 24-hour lending service. Customers can check out books any time, as long as they make a reservation.

Zeko Kobayashi, chairman of the board at Diji-Ken and curator of the library, started his career at a prefectural library, then was curator at two public libraries in Yamanashi Prefecture. He sounds quite satisfied: ``Even if you want to try something new, things never seem to go anywhere at a public library. Here, decisions are made fast.''

Why did the village contract out its first library?

Masahiko Gonsho, member of the village board of education, put it simply: ``Better service and lower costs.''

The commission contract runs for three years. The village budgeted 15 million yen per year for the library project. According to calculations, Yamanakako is saving close to 7 million yen a year, compared to direct public management.

The key is cheaper labor.

The library is managed by seven staff members, who earn only 12.5 million yen as a group, because they work just six hours a day, five days a week.

According to Kobayashi, ``Staffers should not be holed up in the library all the time. They should be out there, bringing knowledge from the outside world back to the library.''

Most of Kobayashi's staff consider their short working hours a plus. Some are college students, and others have second jobs. Not everyone, however, feels the same about privately managed libraries.

Naoto Ohashi, board member of the Japan Library Association, commented: ``Most privately managed libraries offer low wages, making it difficult for their staff to build long careers. I wonder how they manage to deepen their expertise as librarians that way.

``There is also the nagging concern that once a contract is completed, management may be taken over by another organization. Continuity is not assured. In principle, I believe libraries should be under direct public management.''

Kobayashi disagrees: ``If people really feel the need for a library, they should be ready to build one themselves. That kind of passion is needed.''

Kobayashi hopes to land contracts from other libraries in the future.

Nakano Ward in Tokyo has eight public libraries. Last April, the ward began contracting part of their management to the private sector and NPOs.

Actually, the NPOs are made up of part-time workers who had been working at libraries and lost their jobs when management was handed over to the private sector. The temp staffers decided to launch their own organization.

Genki-na Toshokan, an NPO with 23 members, is in charge of library services at two libraries. Compared to when they were working part time, employees have seen their hourly wages decline. But most members say they earn more this way, as they can work more days. Before, they were restricted to a maximum of 14 days per month.

Genki-na Toshokan also plans lectures and organizes training sessions.

Aya Isomura, chairman of the board, said: ``Sure, it's a lot of work. But there is the great feeling we are hammering out our own future.''

She added: ``In the future, we will compete against private companies. We need to get stronger.''

Another NPO based in Nakano Ward is Gugu Raibu, whose 22 staffers mainly work counters at the ward's central library.

Masako Omori, chairman of the board, noted: ``There is a lot of tedious work like calculating wages. We have to handle customer complaints by ourselves, too. But instead of being on the receiving end of orders, now we are trying out things that we want to do.''

In Kitakyushu, Fukuoka Prefecture, five city-run libraries will adopt the designated-manager system in April. Three will be managed by Toshokan Ryutsu Center (TRC), a book distributor that has contracted services at around 60 libraries nationwide.

Akira Ishii, president of TRC, said: ``We have the know-how to build huge data files and are confident we can make the most of that experience in offering reference services.''

Ishii also mused: ``I think there is too much stress on the money aspect. It should boil down to what kind of library the municipality envisions.''(IHT/Asahi: February 12,2005)