BOROUGH OF POOLE

COMMUNITY SUPPORT OVERVIEW GROUP

ON WEDNESDAY 4 OCTOBER 2006

REPORT OF THE HEAD OF CULTURE AND COMMUNITY LEARNING

LIBRARY SERVICE UPDATE – SEPTEMBER 2006

1.PURPOSE OF REPORT

To update members on the performance and current issues within the Library Service.

2.DECISIONS REQUIRED

That members note the current position of the Library Service

3.BACKGROUND

Library Mission Statement – The Library Service will provide services that significantly enrich people’s quality of life. We aim to inform, entertain, educate, challenge and inspire people in Poole.

Poole Library Service is a statutory service as indicated by the following extract from the Department of Media Culture and Sport (DCMS):

The Public Libraries and Museums Act 1964 requires English local authorities to provide "comprehensive and efficient" public library services.

The terms "comprehensive and efficient" are not defined within the 1964 Act. However, broadly speaking, the Act requires library authorities to provide free of charge, access for people who live, work or study in their area to borrow or refer to books, printed material and pictures in line with their needs and requirements.

The Public Library Service Standards help to define a comprehensive and efficient service. They are a set of targets across core provision areas. They are not based in statute and failure to meet one or more of the standards does not necessarily signify a breach of the 1964 Act. However, failure to comply with the standards will have an impact upon the Comprehensive Performance Assessment (CPA) of the local authority.

Similarly, the closure of one or even a small number of library branches does not necessarily signify a breach of the 1964 Act. Sometimes a library authority will close a library to ensure a better, more efficient service across its geographical area overall. DCMS will judge on the basis of overall provision. However, DCMS and its Ministers would be concerned where any closures stemmed from wholly financial considerations or where the library service appeared to be affected disproportionately by an authority's need to make savings.

There are a range of national agendas for the Library Service such as the Public Library Service Standards, the Framework for the Future document from the DCMS and Building Better Library Services prepared by the Audit Commission.

At a local level the aims and objectives of the library service are geared to deliver quality services to the community and to meet local priorities. These include Borough of Poole objectives, the Striving for Excellence agenda, performance management measures including national and local Best Value Indicators, Customers First, community engagement and Poole Partnership.

3.1National and Council Objectives

Four objectives identified by the DCMS in Framework for the Future are Books/Reading/Learning, Digital Citizenship and Community and Civic Values. These objectives are compatible with Council priorities identified through Striving for Excellence and Local Area Agreements. The aims and objectives of the Library Service are therefore aligned to both National and local objectives. To meet these objectives the Library Service has re-aligned the development roles of the team librarians and these include:

  • Older people
  • Health and well being
  • Information including business information
  • Children’s services
  • Learning opportunities
  • Reader development
  • Stock profiling

The aims for these roles will be to develop the service to meet the needs of the local community and contributing to local partnership arrangements such as Poole Connects, The Learning Opportunities for Older People Project, the councils POPP project for Poole Old Town and the Children’s Strategic Partnership.

4.LIBRARY SERVICE - KEY RECENT ACHIEVEMENTS

  • 94% of adult library service users rate the Library Service as good or very good
  • 8.7 libraries per 1,000 population compared to national average of 6.4
  • In 2004/05 the Library Service achieved a top score of excellent in relation to delivering services to meet the Framework for the Future document
  • In 2005, Poole Library Service achieved 9 out of the 10 public library service standards and as a result is in the top 8% of authorities in the country
  • The service was a major contributor to the top score achieved by the Culture Bloc in the Council’s recent CPA rating
  • 73 public PCs delivering 200,000 IT sessions per annum
  • Bookstart – the Service, in partnership with Pupil, Parent and Youth Services, achieved 100% delivery of Bookstart packs to children aged under 3 years
  • In excess of 2,000 children participated in the 2006 Summer Reading Challenge thereby contributing to children’s literacy levels
  • In excess of 500 children attended 2006 Summer Reading Challenge events
  • Children’s service – links with 100% of Poole schools, providing life skills workshops, summer reading challenge, school visits to libraries, cultural hub activities
  • The library network hosts over 1,500 events/activities per annum involving around 30,000 people including toddler rhyme time, baby bounce, coffee mornings
  • Absence rates – The Library Service contributes to the unit achieving the lowest sickness absence rate within the Council
  • Books on prescription – developed in partnership with local Primary Care Trust

5.KEY STATISTICAL PERFORMANCE

The Library Service is actively seeking creative solutions to address a national declining trend in book issues. These include the creation of the Book Squad and active stock management.

The number of library visits remain relatively steady. The service recognises that it is competing for an individual’s time and an increasing tendency for individuals to access on-line services.

Based on 2005/06 statistics:

  • Visitors - 970,000 (for any purpose).
  • Issues - over one million
  • IT sessions – 200,000

Comparative statistics with the 46 other Unitary Authorities 2004/05:

  • Book issues per 1,000 population – Poole ranked 5th
  • Audio Visual issues per 1000 pop. – Poole ranked 1st
  • Visitors per 1,000 population – Poole ranked 8th
  • Aggregate opening hours per 1,000 population – Poole ranked 9th

Appendix A and B provides a breakdown of issues and visitors from April to August 2006 per branch, including on-line issues indicated as TALIS WEB on the chart.

6.EFFICIENCIES

As mentioned above, the Library Service has a statutory duty to provide a comprehensive and efficient service. The comprehensive element is measured through public library standards and national and local objectives. The efficiency element is driven through a management determination to find creative solutions to the use of resources and a need to respond to the national and local financial climate.

Recent Government and media reports have raised the profile of efficiencies within library services. A parliamentary select committee report and a number of national initiatives have highlighted the role and management of libraries in recent years. Currently a national debate is taking place about stock procurement processes which vary across the country. Poole’s stock procurement is already very efficient as most of our stock is purchased through a consortium and we make extensive use of supplier selection.

Since LGR in 1997, the efficiency agenda has been at the forefront of library objectives and is firmly embedded in the culture of the service. As a front line service we are continually reminded by the public of the need to deliver best value.

There have been many creative solutions to budget pressures to increase efficiency whilst maintaining quality. Examples include:

  • Re-structuring in 2001, moving back office/management hours to front line provision through the increase in opening hours
  • Further management costs were reduced in 2005
  • Outsourcing stock procurement (traditionally this is arranged in-house and tends to be labour intensive)
  • Pro-active approach to stock circulation ensuring book stock works harder and is well used
  • Highly successful approach to generating Audio Visual income
  • Pro-active use of volunteers e.g. WRVS deliver books on wheels to housebound users, volunteers assist in the delivery of ICT taster sessions
  • Funding the purchase of a new mobile vehicle from revenue
  • The development of a culture which is self-challenging

The revenues released through the above have been used in part to meet some significant budget pressures over the last few years:

  • Significantly increased revenue costs for maintenance and ongoing replacement resulting from the introduction of public PCs through the Peoples Network Initiative.
  • Increased revenue associated with keeping pace with a range of technological advances
  • Increased costs associated with staffing and asset management
  • Contributing to local efficiency requirements

Consequently, for the past 5 years, the Library Service has demonstrated an excellent record of achieving savings and promoting a high level of efficiency. Poole Library Service has already implemented many initiatives currently being recommended at national levels. Comparisons with other authorities provide clear evidence that Poole is operating a very efficient library service. Appendix C provides a cost per employee comparison with other library authorities in the South West, indicating that the service can deliver a quality service with comparatively lower staffing costs.

6.1 Income from audio-visual material

Since the refurbishment of the Central Library we have consistently achieved the highest level of income of any service in the region. This has made a major contribution to our stock fund. Although overall income remains high, we have seen how quickly changes in technology and the marketplace can affect us. In 2004-05 we took £51,000 from hire of videos. The video market has collapsed and the prediction for this financial year is £10,000. Our dependence on Audio Visual income is a matter of concern for the service given the speed at which technological developments can affect the market. We are particularly keen to ensure that the amount of money spent on books is not as closely aligned to hire income, as has been the case in recent years.

6.2 Procurement of stock

The whole supply chain in operation in public libraries to purchase and make available books has been examined by consultants on behalf of the MLA. We believe we have already identified and achieved many of the potential savings they suggest exist, through:

  • Being founder members of the leading regional consortium
  • Taking a proactive approach to working with suppliers to remove selection costs
  • Removing unnecessary internal procedures. Our processing costs continue to be amongst the lowest in the region and compare favourably with bigger authorities who enjoy economies of scale not open to us.

The consultants will be doing more detailed work on their suggested model, which includes an e-procurement market, and regional hubs to process stock to agreed national standards. At this time it remains unclear how this will impact on Poole but because our processes are already streamlined it is unlikely that additional savings will accrue.

6.3Partnerships

The Library Service recognises the importance of working with other agencies to deliver and develop quality services for the community. The following are examples of partnership arrangements:

  • WRVS – delivering books to housebound users, and providing social link
  • ASDA – provision of a book drop return bin at ASDA supermarket
  • CUSP – joint stock purchase consortium to procure stock and develop reader development
  • Poole Adult Learning – the development of learning centres to deliver local training opportunities.
  • Youth service – youth worker support at Rossmore Community Library and Learning Centre
  • Early Years Partnership – delivery of the Bookstart initiative
  • Pupil and Parent Support – excluded children are tutored within libraries
  • Information provision – children’s, carers and health information
  • Café – the café in the Central Library is run by the Lewis Manning Trust
  • Education – links between the library Literacy Officer and SASS, together with joint initiatives with schools e.g. the Big Book project.
  • Rossmore Community Library and Learning Centre – a nationally recognised example of joint working between a library service and a school.
  • Healthpoint – health information service provided in partnership with NHS Direct, Poole PCT and Borough of Poole’s Social Services.
  • Book Prescription Scheme – working with the PCT to deliver bibliotherapy.

7.ASSETS

In Poole, we have 10 static libraries, which equates to 8.7 libraries per 100,000 population compared to a national average of 6.4.

Of the 10 static libraries:

  • Rossmore Community Library and Learning Centre was newly built in 2005
  • Branksome Library was newly developed in 2002
  • The Central Library was refurbished in 2001
  • Creekmoor Library is a relatively new build and in good condition
  • Canford Cliffs Library was refurbished internally in 2005
  • Hamworthy Library and Canford Heath Library has received internal improvements through the partnership with Poole Adult Learning
  • Parkstone Library received internal work improvements to the public space in 2003

A recent report by the Museums, Libraries and Archives Council has concluded that nationally only 70% of public library buildings are fit for purpose and meet health and safety standards. All the libraries in Poole meet health and safety standards and meet DDA requirements in relation to public access. A number of significant improvements listed above have improved Poole’s libraries in recent years.

In 2006, the Library Service is piloting a new way to deliver repair and maintenance on its library buildings, in partnership with Property Services. The aim of this pilot is to improve the management of maintenance by moving to 70% planned maintenance and 30% reactive.

A future challenge for the service is to maintain the library network within a climate of overall increased costs from contractors and materials etc.

8.FUTURE DEVELOPMENTS

The are a number of major developments currently underway within the service. including:

8.1Mobile Service

The Library Service currently operates two ageing library vehicles to deliver the public mobile service and the community mobile service (delivering to residential homes etc). To address the ageing mobile vehicles, and to contribute to the efficiency agenda, the Library Service is currently procuring a new mobile vehicle to replace the two existing vehicles. The Library Service is funding the procurement from revenue resources over a seven-year period. The Service is also undertaking a review of outreach services including a review of the delivery of services to housebound users and the future use of the mobile library vehicle.

8.2New Self Issue system - RFID

The Library Service is planning to introduce self-service terminals together with RFID (radio frequency identification tagging) in the Central Library early in 2007. This will produce the following benefits:

  • Stock will be RFID tagged allowing for improved stock management processes
  • Self-service terminals will result in less staff needed to issue and return stock items
  • The removal and re-design of staff desks will improve customer service by removing counters that are perceived as barriers by many of the public. Front line staff will take on a greater welcome host role, incorporating training that will put an even greater emphasis on product knowledge e.g. if you have read this, why don’t you try this.

8.3 Meeting the strategic priorities of the authority

Last year we undertook a major review of the work undertaken by our small team of librarians. The key driver in this review was the need for the service to be aligned to deliver the authority’s priorities and to ensure that the limited developmental resources of the library service are clearly focussed on those priorities. The outcome is a set of much clearer job roles for the small team of librarians. We now have a post specifically to address the needs of older people, while another role includes a particular responsibility for health promotion within the service. We continue to have a dedicated post to support children and younger people. Other team members have duties including supporting reading and learning, user consultation and the delivery of our information services.

8.4 Declining issues

Reading is an important creative activity both for individuals and for communities and it is universally agreed that it should be encouraged. In common with most authorities in the country, we continue to see a gradual downward trend in book issues. The reasons for this are complex and deep rooted. Many facets of our work, such as children’s activities, partnership working and community engagement, will in a broad sense help to combat this decline. There are some specific actions that we in Poole are taking in terms of stock management to try and maintain or raise the level of book loans:

  • Book Squad targeted approach to stock improvement
  • Continuing investment in high quality display equipment
  • Increasing use of weekly loans for popular titles
  • Enhanced stock support role for team librarians

There are ongoing challenges to balance the demand for mainstream, popular stock while offering a broad range of material, particularly in our Central Library. One possibility currently under review is to put most new stock into the Central Library and Broadstone for the first few months where they will get much higher levels of use