Interim Report

1

• Interim Report
• Libraries Information
• Services
• 29th September 2000
• Presented by
• Margie Burdis

2
Consult key findings

• High level of satisfaction amongst users (94)
• Library use does not mirror population - higher
  proportion of elderly and unemployed
• Opening hours is an issue if the service wants to
  attract new users (current users are happy as is)
• Adult fiction and non-fiction are considered most
  important stock items
• Non-users generally do not know what services are
  currently provided

3
Compare key findings

• High expenditure relative to both population and
  area
• High number of service points relative to both
  population and area
• Low number of active borrowers
• Wide variations between branches in terms of
  cost, visits, stock etc
• High proportion of professional staff
• High stock availability per head but low rate of
  stock replenishment
• High cost of stock purchase but low number of
  books added

4
Direction Purpose

• service perceived as currently having no shared
  visions
• Libraries must be established as a focus of
  Lifelong Learning
• they must also developed as a focus of culture
  and heritage
• Libraries should be information centres of
  communities
• Libraries must be mapped into the corporate
  agenda and become better connected
• Model of best fit for purpose must be
  developed within individual communities
• but - should not try to be all things to all
  people

5
Service Structure

• City Library
• must be better utilised and marketed
• needs a clearly defined purpose
• could be better located in the City ?
  (feasibility study needed)
• could be developed as a regional centre of
  excellence
• Branch Libraries etc
• need to rationalise to improve service to local
  communities (review viability and catchments)
• need to be upgraded and given a more positive
  image
• must be responsive to local need in terms of
  structure, location and service provision

6
Future Funding

• Must plan to ensure a stable and adequate base
  budget for the service
• budget must be aligned to policy priorities
• any reduction strategy must be on best value
  principles in line with the findings of the
  review
• external funding and bidding opportunities have
  been missed these must now be exploited
• funding must be considered for the City as a
  whole rather than on current area basis
• flagship scheme could lever in resources

7
Service Delivery

• The service must seek to raise its profile by
  advertising and marketing
• examine the scope to develop partnerships with
  e.g. universities
• Stock management, selection, promotion,access to
  stock and co-ordination must improve
• compare data highlights the need to increase
  effective purchasing before decline sets in
• access to the service generally good but need
  better signage and store guides
• IT issues must be addressed

8
Service Management

• Internal communications must improve (72)
• staff moral and motivation is very low and they
  believe the service lacks vision and direction
  (77) is poorly managed (73),
• Upward feedback must be implemented (top 10
  issues?)
• low corporate profile of the service is an issue
  for staff

9
Key Issues for Action

• Profile and corporate role of the service
• Clear service direction and effective management
• Continued dialogue and consultation
• Improve service delivery (City and branches)
• Budget linked to policy priorities

10
Future questions

• Does the service want to expand its client base
  and engage the wider community?
• Must answer the questions
• what does the service need to provide,
• who should we provide it to?
• How should it be provided?
• This must be taken forward with the continued
  involvement of key stakeholders, building on the
  bridges built by the review