6.6

North Somerset Council

REPORT TO THE Community Services Policy & Scrutiny Panel

Date of Meeting: 12 October 2005

Subject of Report: Library Services Working Group

Town or parish: N/A

Officer/Member presenting: Chairman

Key Decision: No

RECOMMENDATIONS

That Members consider the findings of the recent Audit Commission Inspection and comment on the subsequent Improvement Plan.

That subsequent improvement / project plans have target dates / resource implications assigned to each action to ensure that both officers and Members are clear on priority areas in the plan and can monitor the progress of it adequately

That Panel Members are kept informed on progress with the improvement plan at regular intervals and are involved in identifying possible priorities for improvement through the established working group or Panel meetings.

That the Executive Member responsible for Libraries continue to further enhance the profile of libraries and its benefits to the community and seek the additional funds needed to ensure the objectives identified in the improvement plan are realised.

1. Summary of Report

This report provides an overview of the Library Services Working Group response to the recent Audit Commission Inspection and subsequent improvement Plan.

Appendix 1 is the current draft of the Libraries Improvement Plan 2005 - 8

2. Policy

This report relates directly to Corporate Aim 1 “Promoting Lifelong Learning Opportunities for All” as identified in the Corporate Plan 2005 – 8. The priorities identified under this aim are:

• To improve achievement levels and promote effective social inclusion with particular reference to Weston-super-Mare.
• Widen participation in learning by extending provision for early years and adult community learning.
• Improve existing and create new community learning facilities.

It also has potential impacts on Enhancing Health and Well Being, Continuous Improvement, Increasing Prosperity, Protecting and Improving the Environment and Building Safer Communities.

3. Details

The Audit Commission Inspection report considered that North Somerset Council provide a ‘fair service with uncertain prospects for improvement. The Libraries Working Group consider this to be an accurate judgement at present.

The working group reconvened to discuss the findings of the recent inspection and have the following comments on the improvement plan which has been developed to address some of the recommendations made in the inspection report and the working groups final report produced in March 2005.

· Enabling libraries to become the Gateway to Council Services – The inspection report stated that “the vision for the service is not consistently clear to all stakeholders and future plans are not clear or agreed”. The working group feel that although this topic has been acknowledged in the improvement plan, it is still not clear what the vision for the gateways project is or how it will impact upon library service. It is understood that this is part of a wider council agenda and would like to see this more clearly defined once consultation and involvement from other directorates has been established.

· Developing Partnerships both internally and externally – This was considered to be a key recommendation by the libraries working group and vital if libraries were to progress beyond the ‘traditional’ service. It was also criticized by the inspection report for being “under-developed and un-evaluated”. The improvement plan does set out the need for developing partnerships further and also identifies actions to evaluate current ones.

· Creating more opportunities for staff to influence the decision making process – The working group are pleased that this was included in the Improvement plan and will be monitoring this with interest. Library staff were praised in the Inspection Report for providing good customer care and were regarded as helpful and knowledgeable. One of the working groups recommendations was that an intranet forum for staff to share ideas on improving the service be set up, whilst this is not specifically in the Improvement Plan, there are positive moves to involve staff more in improving the service and plans to improve the internal communications system.

· The Improvement Plan acknowledges the need to ‘use new initiatives’ in increasing understanding of satisfaction levels with the service. The working group believe that more detail on this is needed with regards to how such consultation will be used to improve the service and decision making process (with particular consideration given to gaining information on non users and what could be done to improve attendance in libraries).

· Raising awareness of the potential for libraries to contribute to community and corporate priorities is crucial for the gateways project to succeed. The working group, whilst in favour of gateways, raised initial concerns that this is not seen as a libraries funded project and does not have a detrimental effect on already limited library resources. Gateways has the support of the Working Group providing that it is given sufficient support from all of the Directorates involved and the benefits seen as those that will benefit all of the community, not just library enthusiasts. It is hoped that as the project plan is further developed, it will include more detail on the impact of gateways on libraries.

· The working group are in support of the improved performance management systems as a tool to address problem areas and celebrate successes. The group hope that this is managed in a proactive manner and support the invitation to attend performance meetings as a way in which real issues can be identified and communicated back to the Panel. This in turn will help to make scrutiny involvement more effective and concentrate on the areas that Scrutiny can make the most impact upon.

Overall, the working group welcome progress on the improvement of North Somerset Libraries and support the positive steps being taken to ensure this occurs. However the group do have concerns that in the absence of target dates or associated resources assigned to the objectives in the plan, this may result in yet more delays in progressing libraries forward to meet the expectations of the community.

Whilst the additional resources allocated are welcomed and will have a positive effect, if libraries are to improve sufficiently and have a much more prominent profile in the community, further resources need to be identified in line with its contribution to the Councils Corporate Aims.

Finally, Members of the working group would like to express that the actions detailed in the Plan need to be realistic as well as aspirational. If the profile of libraries in the community is to improve then we need to ensure that we can deliver what we are promising.

4. Consultation

Officers and Members of the Libraries Working Group

5. Financial Implications

Meeting objectives in improvement plan is dependent on necessary resources allocated

6. Equality Implications

The work of the working group is based on a commitment to treat all people equally and respect diversity

7. Corporate Implications

As detailed in the report

8. Options considered

As detailed in the report

Author

Libraries Service Working Group

Contact Officer – Michael Joy, Scrutiny and Performance Officer

Background Papers

Libraries Working group Report, March 2005

Libraries Service Improvement Plan
Audit Commission Inspection Report 2005

Library Service Improvement Plan 2005-2008 – Draft Appendix 1

This Action Plan has been produced in response to the Audit Commission inspection of the Library Service in April 2005. It sets out how the Library Service will be improved over 2005-2008 in order to meet the Public Library Standards, improve the score for the Libraries and Leisure element of CPA and to ensure that North Somerset’s Library Service meets and responds to the needs of local residents.

This first draft lays out the scope and scale of the improvements to be made. Further work is needed to identify detailed actions, resources and timescales.

Objectives	Actions	Success looks like
Develop clear ambitions for libraries and translate these into targets to benefit the local community:
Create a consistent description for libraries which clarifies what libraries are for and which all stakeholders can understand.	Together with stakeholders, produce a vision statement for the Library Service. Define the level of access to customer services via libraries through the Gateways project.	Stakeholders feel they have been included in developing the future of the service. (Therefore they feel valued). Clear vision and statement of purpose for the Library Service. Libraries known as and used by residents as first stop shops for council services.
· Define the shape, size and type of service for each library.	Create table of potential service range, floor area etc. for each library. Research the local demographic profile and community aspirations.	Specification of service available for each library. Each library is recognised as meeting the needs and aspirations of the local community.
Communicate ambitions for the Library Service to all stakeholders.	Widespread user survey and comprehensive resident survey (non-user) via libraries, other council buildings including schools and leisure centres, and North Somerset Life. Establish stakeholder focus group. Establish non-user focus group. Develop Library Service communications plan ensuring links with Gateways project delivery.	Stakeholders understand and are engaged in the improvement of the Library Service. Stakeholders understand the vision for the Library Service and the Gateways project.
Raise awareness of the potential role for libraries to contribute to corporate and community priorities e.g. provide support for people with lower levels of literacy, promote health and well-being books and materials, libraries as meeting places.	Map Library Service against corporate priorities to show current and future contribution. Identify links to other agencies and their goals (e.g. PCT, Adult Services, Early Years Plan and Gateways project). Revise service and team plans to reflect findings.	Stakeholders understand how the Library Service contributes to the achievement of corporate priorities. Service and team plans clearly show how the Library Service contributes to the achievement of corporate priorities.
Develop projects and initiatives and long-term service priorities, which reflect ambitions and are based on outcomes for local people.	Research top ten performing authorities for Library Services Review service and team plans and revise as necessary to reflect Improvement Plan.	Clear short, medium and long-term aims and objectives for Library Service, reflected in business, service and team plans and individual project plans.
Enhance capacity to deliver improvements:
Create more opportunities for staff to influence decision making.	Review current arrangements. Invite staff representatives on to the Library Service Improvement Plan Steering Group. Ensure Library Service Improvement Plan includes internal communication systems to identify and address staff concerns. Involve staff in the production of the Library Service communications plan. Risk assess all lone working situations and ensure affected libraries are included in corporate pilot for lone working.	Improved staff satisfaction with internal communications. Staff feel more informed and involved in current and future developments and understand their role in these. Staff are committed to new developments. Staff feel empowered. All lone working issues are addressed; relevant health and safety measures in place and staff have no lone working concerns.
Develop a strategic approach to building and maintaining internal and external partnerships.	Continue mapping exercise currently underway as part of Gateways project. Evaluate effectiveness of current partnerships. Identify new partners, including researching other authorities to identify their existing partnerships and associated values. Investigate potential of regional and national partnerships. Use Partnership Toolkit to evaluate performance of external partnerships. Maximise Section 106 opportunities utilising established policy.	Relevant and effective partnerships resulting in economies of scale, improved service delivery and increased customer satisfaction. A clear understanding of the outcomes of the Gateways project and each partner’s role in it. All internal partners capitalise on joint delivery opportunities. Customers are able to access a wider range of council and other services through their local library. More efficient use of resources resulting in additional frontline capacity.
Implement performance management systems.	Combine service performance management with corporate performance monitoring. Invite relevant members (Executive and Scrutiny) to performance meetings and/or present more detailed performance information to scrutiny panels to identify service improvements and prioritisation. Ensure achievements are celebrated and communicated to stakeholders. Identify and address under performance across the service. Extend performance management knowledge and skills amongst staff. Investigate benchmarking opportunities.	Everyone has a clear understanding of issues of concern and actions are taken to address problem areas. Members are more aware of performance management, and can champion the service Success is recognised and celebrated. Improved service delivery and staff morale. The service has a wider knowledge base. Benchmarking group established and performance information shared and acted upon.
Improve the quality of user experience:
Develop a programme of planned decoration and maintenance to refurbish and upgrade existing library buildings.	Survey all buildings and produce priced work programmes - link to Library Service asset management plan (currently being prepared with the corporate property management team).	Each library is included in the corporate asset management plan, and has a clear short, medium and long-term priced work programme to ensure they meet DDA standards and library standards.
Upgrade customer and staff facilities.	Implement planned maintenance and decoration programme. Identify and allocate Section 106 funding in relation to library improvements. Utilise the newly established user groups established under 1 above in order to gain specific input into the development of the service.	Libraries have attractive, welcoming buildings and facilities, and are recognised as pleasant places to visit and work. Increase in stakeholder satisfaction levels. .
Develop service standards so that users are clear about what they can expect from their library service.	Establish and promote service standards for each library. Programme of events to promote library standards to users and non users e.g. welcome coffee mornings for new users; library open days for non-users (ensuring hard to reach groups are particularly targeted). Consider how establishment of friends of library groups could assist. Meet the public library standards – three standards already met - No’s 3 (libraries with access to the internet), 5 (percentage of requests for books met on time) and 9 (annual items added per 1,000 population). To purchase additional workstations (meets public library standard No.4). Purchase 10,000 additional items of stock in current financial year (meets public library standard No.10).	Clear service standards displayed at each library. Users aware of the range of services they can expect at each library. The Library Service is recognised for ‘going the extra mile’ for customers. five of the ten Public Library Standards met by the end of March 2006 and plans in place to meet the final five standards.
Improve resident satisfaction for all communities:
Develop a systematic approach to engaging with all communities in a range of different ways.	Research best practice in other authorities. Ensure Library Service Communications plan caters for all communities and in particular, minority group needs. Use information gained through consultation exercises (linked to demographic profiles) to ensure all communities represented via focus and user groups. Ensure Marketing and Communications Team and local press are briefed on up and coming Library Service developments. Compile register of translators.	Improved range of accessible services, stock and signage at all locations. Improvement plans identify outcomes for different groups. Increase in customer satisfaction and usage by each group. Increase in residents’ satisfaction with Library Service (reflected in local surveys, Citizens’ Panel and MORI surveys).
Use new initiatives, such as complaints systems, to increase understanding of varying levels of satisfaction between different communities such as young people, people with disabilities and ethnic minorities.	Research best practice in other authorities. Develop Library Services for people from other cultures and with disabilities. Promote equalities and mainstream diversity. Ensure Library Service Communications plan and individual project plans cater for all communities and in particular, minority group needs. Use information gained through consultation exercises (linked to demographic profiles). Identify where pricing is a barrier to Library Service users and non-users & develop a co-ordinated pricing policy which can be used to stimulate new and additional use by target communities.	. Increased use and satisfaction of Library Service by target communities. Price is not a barrier to Library Service users. North Somerset Council has developed a fair and consistent district wide pricing policy, which is clear to our residents.
Clarify the role of libraries in the race equality scheme.	Liaise with Equality and Diversity Manager to prepare and promote statement.	Clear statement relating to the role of libraries in the Race Equality Scheme. Race equalities issues considered throughout delivery of service and reflected in relevant plans.
Ensure communications materials reflect diverse communities.	Research best practice in other authorities. Use information gained through consultation exercises (linked to demographic profiles). Ensure Library Service Communications plan and individual project plans cater for all communities and in particular, minority group needs. Library user and non-user focus groups to be used to inform of new initiatives. Introduction of appropriate customer feedback forms which identify service users by group. Routinely monitor take up and satisfaction with the service by different communities and use this information to plan improvements.	Libraries known as and used by all residents as first stop shops for council services. Increase in residents’ satisfaction with Library Service (reflected in local surveys, Citizens’ Panel and MORI surveys). Improvement plans identify outcomes for different groups. Increase in customer satisfaction and usage by each group. Increased library usage and satisfaction by minority groups.