1. Libraries for 21st Century communities
Introduction:
MLA is …
Interested in making libraries work for communities, getting best value from public money; difference to lives
Field team support …
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2. 02 Public libraries support well-being, encourage reading,
spread knowledge,
contribute to learning and skills
and help to foster identity, community and
a sense of place
for people of all ages, backgrounds and cultures.
The role of libraries:
Across the country over 40% of people use their libraries
In Yorkshire as a whole – xm visits per year
And in Doncaster x visits per year
Huge range and coverage – reach out into every community … valued services 02
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3. 03 Why are they valued: Safe and trusted space Expertise of staff
Access to learning – informal learning for all ages … partic if poor experience …
Homework clubs
Health information 03
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4. 04 Modern services are: Welcoming Appealing Customer-focussed …
Challenge to stereotypes – Frank Skinner 04
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5. 05 A living room in the city
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6. Library Services Meet Key Policy Agendas
Improving the economy
Increasing social mobility
Making places better
Supporting learning
Connecting communities
They also are key front line delivery of council priorities for local communities
e.g. fact and stat of impact – aspiration and literacy
e.g. community cohesion
e.g. fact and stat of impact – routes to employment 06
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7. Context
Complex social, political, economic and public management environment
Changing user expectations
Understanding that environment and adapting accordingly.
Changing environment:
Social, political and economic
Changing user expectations
Challenge to respond appropriately 07
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8. 08 Libraries across the country are responding by:
Shared services – with e.g. council information points; with other authorities, e.g. London
Colocation – health centres; community centres; pubs; retail centres …
Engaging communities in developing their services – more than just consultation
Alternative governance models
Joint procurement
Beyond buildings
Future libraries programme
Ministerial support
Cutting edge
Race Online?
Health Libraries?? 08
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9. Councils have a clear duty to provide a ‘comprehensive and efficient’ library service
‘Duty to Involve’ 2009
DCMS policy statement “The modernisation of public libraries”
Framework governing this:
1964 Act – councils have a statutory requirements to deliver a ‘comprehensive and efficient’ library service – this takes into account:
The council’s local priorities and financial constraints;
The profile and needs of different local communities;
Delivery models and best practice from elsewhere;
Comparative impact of alternative approaches to delivering the service
Recently tested with the Wirral
Duty to Involve’ 2009
DCMS policy statement “The modernisation of public libraries” published just prior to the election
Plus …
Sharper investment
Best practice resources; experience … 09
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10. 010 Access and mobility - Wirral Checklist Good service Conclusion:
Not straightforward
Need for services to address user need and reach out to new audeinces
Possible to improve services by doing differently
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11. 011 Case study: Newcastle Before : 2001 ‘fair’ one star service.
Inward looking
Unresponseive
After :
Visits up; membership up
Living room in city
Branches with different offers
Colocations
Poised for change again
Customer service
Change and alternatives:
How approached
Outcomes
User engagement
Radical?
Difference
Ongoing change
In 2009 Newcastle opened a new City Library (part of a £40m PFI), after a seven-year journey to significant cultural change, achieved through staff development and stakeholder engagement. Back in 2001 Newcastle Library Service was rated ‘fair’ one star in the Best Value report - this report was the catalysis for the subsequent transformation process.
Generally the service was inward looking and unresponsive, its locations and library hours were not ideal and it was neither well used nor marketed to its communities. The New Ways of Working programme worked with community, councillors, senior officers and staff to change services and develop a clear, consistent and relevant vision for the library service.
The first phase of change was to stabilise the library service and set its future direction. The first two years saw:
widespread community consultation (pilot studies, displays, questionnaires, focus groups, surveys, articles, presentations and events)
new opening hours (including, for the first time evenings and weekends)
a staff review
improved life long learning provision
introduction of the People’s Network
elimination of the service budget deficit
improved standards
a raised profile in the council, through increased involvement in corporate working.
This process involved staff in shaping the future of the service and was underpinned by consistent communication and information sharing by senior managers across the council. Working to maintain these stakeholder relationships was critical to ensuring the success of the changes.
Library rebuilding
Between 2003 and 2008 this resulted in four major libraries being rebuilt and co-located with primary customer service centres, and a necessary change in working practices and culture.
Phase two saw Newcastle open the new City Library in This major development was the catalyst for reviewing and changing services and delivery in all 18 libraries. It was anticipated that the new library would increase public expectations and therefore require new ways of working and of engaging with the public.
Staff were involved at the early stages to ensure that, as well as transforming the library building, service delivery was considered. Working groups for all key areas of the service were set up, lead by a member of the management team. Each working group liaised with staff to produce an action plan, setting targets, researching proposals and reporting back to the management team monthly.
To improve consistency of internal communication an annual staff conference was introduced, which looked forward to change, for example reporting on the implementation of the Best Value Plan. This is supplemented by annual briefings to all staff by the Head of Service.
Municipal pride
These changes have increased municipal pride in the service and increased political support for libraries in Newcastle. They have also created a welcoming library service that is relevant to local needs and focussed on specific priorities.
Gaining Chartermark in and subsequently the Customer service excellence Award in proved very worthwhile as it is a standard that is understood and valued by the local authority and also positive recognition of staff and their current work.
David Fay the City Libraries’ Manager, said of the process: “Hold your nerve. Once a decision has been reached, with input from staff and in response to a recognised need, see it through to implementation. For example, changing the library opening hours and introducing Sunday opening was not straightforward, and the easy route would have been to call a stop to the changes.”
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12. 012 xxxx.xxxxxxx@xxx.xxx.xx www.mla.gov.uk
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