Meeting documents

Cabinet
Wednesday, 6th October, 2004

Bath and North East Somerset PUBLIC LIBRARY POSITION STATEMENT 2004

1. Corporate vision

1.1 Corporate ambition and vision for the public library service

1.1.1 Delivery of corporate objectives.

Libraries are recognised corporately as having a role to play in education, leisure, heritage, culture and the delivery of e-government, and can contribute significantly to the corporate aim of "making Bath and North East Somerset a better place to live, work and visit".

The Corporate objectives are

· High education standards

· Good leisure and learning facilities

· Good health and housing

· People living safely in the community

· Economic prosperity

· Good transport

· Equal opportunity

· Protecting our environment

· Planning for the future

· Making best use of our resources

Service Mission Statement

The Customer Service Libraries & Information team's aim is to enrich and empower individuals and communities by providing easy access to services for information, culture and life long learning.

The Service's Key Objectives are:

2. To deliver the Customer Access and Library Visions.

3. To deliver a consistent customer focused, cost effective, efficient, responsive and valued service

4. To provide a supported network of access points to Council Information, literature, IT, life long learning & cultural services.

5. To handle 80% of customer enquiries at first point of contact.

6. To ensure CSLI is a Service where people want to work.

We want the Service to be:

The front face of the Council

A central resource & lifestyle enhancer

Promoting active citizenship

A welcoming & quality public realm with access to space, books, information, education and council services

Library Vision

In March 2003, a new Vision with objectives and themes that fit closely with those in "Framework for the Future" was agreed. This is now being implemented. The Library Service is now merged with Customer Services to create integrated front access channels to council services and information.

Our Vision document says; "`Bath and North East Somerset Library and Information Service will be vibrant and innovative, providing a network of access points to Council information, literature, IT, life long learning and cultural services. We will be customer focused, cost effective and efficient. Libraries will be integral to community life, being owned by the communities they serve. We will use customer involvement and consultation to achieve this. A menu of library services will be agreed based on population size, local need and resources.

The culture will be one where staff will be empowered to deliver a customer focused, responsive service and will be provided with the necessary training, skills and equipment to do so. We will be both a physical and virtual service. Library buildings will become synonymous with welcoming and safe community spaces for all, offering a range of facilities and activities, not all of them "traditional" library ones. We will exploit IT to deliver and improve services. The service will be re-badged and well marketed, and work in partnership with outreach and community workers to deliver the service.

Underpinning the vision are the themes of consultation, partnership working, exploiting IT, and investing in staff. We will help to deliver the Council objectives, making Bath and North East Somerset a better place to live, work and visit. Our work will be fully aligned with other key strategies and work such as Human Resources, the Local Strategic Partnership, Accommodation and Culture Strategies. Our mission statement reflects the powerful role we will have in delivering corporate objectives. In addition, we will work closely with library colleagues in all sectors in the region.

The service will be one that is recognised and relevant to the lives of the people it serves, and will therefore constantly evolve and evaluate it's role and purpose.'

The issues we face can all be met through becoming a delivery mechanism for access to council services and information, and agreeing a menu of traditional library services. Implicit in this is the improvement in customer satisfaction and development through partnership work. Re-branding and effective marketing will enable us to reach more people more effectively.

We will achieve this through four interlinked objectives:

7. Libraries will be community facilities, providing access to public services and information.

8. We will provide an agreed menu of traditional library services as well as ICT facilities and learning.

9. We aim to improve overall satisfaction with the service to reach the top 25% of local authority satisfaction rates.

10. We will deliver a customer focused service through investing in staff and providing them with relevant skills and tools.

1.1.2 Assessment of the capacity of the authority to meet the vision

The newly amalgamated service of Customer Services Libraries and Information is now recognised corporately as a key driver in implementing corporate improvement priorities through the Customer Access Programme. As a result the profile of the service in the organisation as a whole is increasing.

Staffing was radically restructured in October 03 and this new structure is enabling our service to deliver the new vision.

With no additional funding we know that it is vital that we focus constantly on:

· using our resources better,

· attracting external funds.

· maximising the staff capacity - re-appraising what we do as well as how we do it, through improved staff training and development, the menu of services and business process re-engineering.

· exploiting IT in both front and back office to create capacity.

· sharing resources with external and internal partners.

1.1.3 Headlines of evidence to support the assessment

· The Libraries Vision, with an action plan dovetailed to the Best Value Action Plan, has been agreed politically and has senior management support.

· The Customer Access Programme is one of the council's Key Improvement Projects for 2003/2006

· The Corporate Plan explicitly refers to libraries in relation to 3 of the 8 corporate improvement priorities: - 1) improving the environment for learning; 2) improving the life chances for disadvantaged teenagers; 3) improving customer satisfaction. The plan also states that "As an organisation, the Council will change the way it works to create space, or `headroom' within existing resources in order to put more time and resources into securing these improvements. In all these things we must be customer-focused, and must conduct ourselves in a manner that is "efficient, effective and courteous."

· A staff restructuring has been achieved, with the full support of our executive member and chief executive, to make better use of current staff resources and to introduce new skills and expertise into the service

· Project Management methodology is being used throughout the service to improve efficiency and performance management

· Business Process Re-engineering methods are being adopted to improve use of existing resources

· We are part of the Foursite Consortium, which includes North Somerset, Somerset County and South Gloucestershire Library Services. The consortium enables us to share the costs of a specialist computer system, achieve discounts for bulk buying of stock and increase the range of stock. Following strategic and operational review of the consortium a new post of Foursite project officer has been introduced to develop methods of joint working and make better use of shared resources (see 2.1.3)

· A new Library Management System is being procured in co-operation with Consortium partners Funding for the capital cost of the replacement of the library management system will be considered as a priority for inclusion in the Council's 3 year Forward Financial Plan when it is reviewed over the next six months

· A CRM system is being procured for use by contact centre/one stop shop and library staff

· Corporate Capital discretionary funds have been secured this year to contribute to the refurbishment of Bath Library in the last quarter of 2004.

· A new mobile library will be on the road in October 2004

· Business Development Manager is targeting external funds. Successful bids have been made through PSA targets, Sure Start, the Heritage Lottery Fund, DDA & LASER

· A staff capacity model has been developed so that we can ensure we are effectively resourced for the work on hand

_ External evaluations - main points

· B&NES overall satisfaction rate with libraries, as recorded for the ODPM, has increased. 64% of customers were `satisfied' in 2001 and 67% in 2003.

· 66% of B&NES Citizen Panel survey respondents are positively satisfied with libraries = 4^th highest satisfaction level out of all council services. 5% gave a negative response, the second lowest negative response for all services

· PLUS. Overall there has been a decrease in the amount of books borrowed. The proportion of customers visiting libraries for activities other than book loan/return has risen markedly, in 2003 87.6% reported visiting the library for study, information search or to read newspapers and magazines, compared to 54.6% 2000

1. Response to Framework for the Future

o Books, reading and learning

2.1.1. Key strengths,

· Membership of the Foursite Consortium. Foursite gives us access to a much greater range of stock and discounted stock purchases. Consortium working is being developed to expand the range of opportunities for joint working.

· Funding for the capital cost of the replacement of the Library Management System will be considered as a priority for inclusion in the Council's 3 year Forward Financial Plan when it is reviewed over the next six months. A new LMS will provide greatly enhanced opportunities for reader development, customer self service and personalisation. Bristol is included in the tender which may widen consortium benefits even further as they are not currently a member of our Consortium.

· The newly created Programme Manager post has gives us increased capacity to analyse management information from our existing LMS. Improved management information coupled with the new team structure has enabled local target setting to be adopted. Local staff can now target their activities to increase issues.

· People's Network facilities continue to offer free access to the internet and digital skills, access to electronic resources and on-line learning.

· A consortium Reader Development Strategy is now agreed and will be implemented. We are represented on South West reader development groups.

· Our mobile service was praised in the recent Best Value Report. A new mobile is under construction and is due to go on the road in October

Challenges

· The need to ensure that we continue to develop the staff skills and capacity to deliver all of our aspirations and needs through our staff training and development programme. A training officer has been appointed to lead on this. Team leaders have received extensive training and coaching since October 03 to develop leadership skills and work on change management. Senior managers are receiving coaching and have regular planning sessions to work on strategies for achieving success on projects with staff at all levels. Key senior staff have mentors from neighbouring authorities.

· Ensuring that customers are better involved in a proactive and meaningful way in the planning of future developments. The newly completed market research and consultation strategy will ensure that full customer consultation is embedded in the planning and evaluation process.

· Results of all research to date shows that marketing of our services must become a key feature of our activities. The service marketing strategic plan addresses this issue and lays out a plan for short, medium and long term progress. See 2.1.3

Constraints relate primarily to the capacity of staff to absorb change, and the differing skill sets now needed. We have limited funds to improve stock quantity, and to provide pleasant and sufficiently spacious environments to encourage people to browse and use our services. We need to further develop outreach work. All of these are being addressed.

2.1.2 Policies and practices for adults and children

· Service delivery is made via 8 static and 2 mobile libraries, as well as through the housebound service. Membership of Foursite means customers have access to a combined catalogue of all stock in the consortium, in varied media and formats, and are able to access and reserve items on line.

· Monthly targets for each service point are set. Teams develop action plans to respond to local issues and to improve performance in order to meet targets for issue figures, visitor numbers, active membership and PN use.

· Lifelong Learning officer and Social inclusion officer co-ordinate our strong partnerships with Adult and Community Education, volunteers and BEACH (Bath East Asian and Chinese Association). Lifelong learning strategy, PN strategy, and social inclusion strategy have all been developed this year in conjunction with partners.

· The new post of Libraries and Information Manger has Reader Development as one of its key elements. A Consortium reader development strategy is in place. Funding is top-sliced from each partner's budgets to support joint activities across the consortium in this area.

· Community Profiles have been completed

· Policies are in place for membership by those with no fixed address.

· We have relatively small black and other ethnic minority groups (1.96%) as a whole of the population, and we ensure that sufficient materials are provided via subscription to Bristol City's materials. We subscribe to Bright Books foreign rentals, on demand supply of foreign language material.

· Periodical and newspaper subscriptions have been reviewed to broaden their appeal and include foreign language publications. Community groups use our facilities, and we are linked to the Bath Literature Festival. We provide a wide range of community information, and are currently compiling a database of local clubs and societies for the Council web site. We have made a successful PSA bid, some of which is being spent on special needs stock.

2.1.3 Key points of activities to develop and evaluate practice

The restructure of the service in October 03 has enabled staff to focus more closely on the development and evaluation of practices. All professionally qualified staff now focus on their specialist roles with most day to day `operational' duties being undertaken by library assistants and local managers.

· New posts of Stock librarian and materials manager, in addition to Libraries and Information Manager and Stock manager, has increased the staff resource dedicated to dealing with the exploitation of stock. Improving issue figures and increasing the number of active borrowers are the two key areas being addressed by the stock team. The Programme Manager has the capacity to collate and analyse management information. Production of regular MI reports has resulted in improved stock management overall especially in terms of better controlled stock rotation and stock selection more in line with local needs. A new stock policy is being developed which will focus on new methods of monitoring performance and on maximising use of existing resources. Community profiles have been completed and are being used to develop a better fit of stock/services to customers and potential customers. Stock quality health check tool, developed by Opening the Book, is now being used.

· Joint working with Consortium is being extended. On-line reference services have been expanded, savings on subscriptions being achieved through consortium purchasing and further work is currently underway with Foursite Partners to develop an on-line Reference Portal. Joint stock selection is being introduced to improve efficiency. A successful bid by Foursite to the PN excellence fund has resulted in WISDOM and SAGE which enable simultaneous searching of library catalogues and databases in the South West. `Sub-contracting' of all interlibrary loans administration to the central consortium bibliographic unit is being piloted by one consortium partner. We plan to adopt this approach so that staff time is released locally to focus more closely on stock promotion/development work and on front line services. Opportunities for developing a shared on-line community database are being investigated with consortium partners. Appointment of a joint funded Consortium Project Officer in August 04 will contribute to extending opportunities for joint working.

· Development of new ways to deliver services are being explored. Projects under development include: lending/vending machines and home delivery in partnership with a supermarket home delivery service; `library links' - delivery to a remote site of items requested via the web, for example rural secondary schools, or delivery to a site with a large `captive' audience e.g. a central council office block.

· Sure Start funding has been secured. A sure start worker has been appointed and will deliver a book loan service and promote reading and library use in the Sure Stat area, including Bookstart.

· Children's programmes across the authority include Bookstart, a full programme of Summer events, including the national reading game, a programme to promote services to children at year 7, Baby Bounce and Rhyme events, teenage reading group, themed `weeks' of activities e.g. Fantasy Week May 2004

· PN usage is now measured in detail and can be analysed to ensure that the service is efficient and effective, and to determine how it affects current "traditional" service delivery e.g. stock management.

· IT courses are delivered in liaison with Adult Education. ACES Basic Skills unit now provide a drop in service once a week at Bath Central Library for customers with Basic Skills enquiries. IAG network provides weekly drop in service for adults wanting to explore opportunities for career development, courses and training. A similar drop in service for young people is planned with Connexions

· A new mobile will be on the road in October 2004

· Social Inclusion Officer is extending the partner support programme, including volunteer programme

· "Menu of services" is being developed, looking at geographical spread of libraries, what services should be delivered and at what depth

· Reader development activity includes reading groups; themed weeks of events e.g. crime week Sept 2004; joint purchase of nationally produced publicity materials to support themed displays.

· Implementing the Social Inclusion Policy to encourage & increase the numbers of people who currently do not feel the services are for them, using all the programmes & activities as described.

· New marketing strategy sets out a plan to:

Develop future audiences for the Service by attracting children & young people through specifically targeted marketing initiatives inclusive of participatory outreach programmes

Concentrate marketing efforts to increase membership & transactions in places where the existing customer base is low

Prioritise merchandising and incentives on conversion of customers from infrequent "life-stage" users to frequent "life-style" users

Develop a recognised and respected brand such that when people have life stage needs our service immediately comes to mind as the place to go for assistance

Put significant resources & efforts into the launch of the new look Service, with particular attention to linking the timing of launching the transactional web service, the contact centre and more accessible library & information centres for maximum effect

To ensure capacity to deliver in response to increased demand

To be innovative in product & service development anticipating market needs and trends especially around mode of access

To concentrate on culture, creative & life long learning services as those that attract the most loyal and most active customers.

To attract business sponsors whose brand association is complementary to the Service

2.1.4 How the service fits into and/or contributes to the Authority's Educational Development Plan

The new post of Lifelong Learning officer is enabling increased cooperation and links with Education. Our LLL officer attended this years EDP planning sessions and the Education Development Plan now has action points directly linked to work with public libraries. The Service also links to the EDP through the partnerships of which the service is a member. We contribute to the Children & Young People's Strategic Partnership, Early Years Partnership and Lifelong Learning Partnership. We also contribute through the Adult Learning Plan produced by Adult and Community Education Service and through the Local Cultural Strategy. In addition, we work with Adult and Community Education to deliver IT courses to the public and basic skills awareness to staff. The LibraryLink project currently underway at Writhlington Secondary School, the co-location proposal for Chew Valley and development of an e-payment national project with Writhlington and St Gregory's are all strengthening our links with education.

2.1.5 Priorities targets and timescale for activities

Short term 04/05

· New stock policy written to better exploit the new opportunities now afforded by new service structure, new ways of working and the prospect of new LMS -Dec 04

· Feasibility study for implementation of RFID to enhance stock management & customer service - Sept 04

· Further IT courses delivered by partners (PSA target is +10%)

· Friends and user groups established Dec 04

· Continued implementation of staff development plan for service to achieve IIP (IIP assessment Nov 04)

· Skills audit completed with further staff training completed. Oct 04

· Visitor numbers increase to meet PSA target

· Issue figures increase to meet PSA target

· Develop brand identity for the service, create a consistent branded front line identity Dec 04

Medium term 05/06

· New LMS in place to provide better management information and analysis and improved opportunities for reader development, customer service (including self service) and personalisation

· Business Manager continues to target and obtain further sources of funding for Vision plans including Young People projects

· Working in partnership to deliver the agreed services; including academic and school libraries, community groups, other council services and other library authorities

· PSA targets met ( visitor numbers, issues and customer satisfaction)

· Co-location pilots established ensuring readership and access improved

2.2 Digital citizenship

2.2.1 Key strengths

· The merger with Customer Services and the repositioning of the library as central to the Council's delivery of the Customer Access Programme and e-government targets has strengthened our ability to provide facilities for digital citizenship. The service has achieved 69% of BVPI 157. A Customer Relationship Management system is being procured that will be used at all council one stop shops, counter facilities/reception points, contact centre and in libraries. The e-government co-ordinator is a member of our management team and works very closely in the development of all new and existing services. The officer e-government champion is the service's director.

· The Foursite consortium has made a successful bid to the People's Network Excellence fund (WISDOM and SAGE) and we will very shortly be introducing additional elements to the DS LMS system e.g. membership on-line and an enhanced 24 hour automated phone system.

· We have made a successful PSA bid for self service machines which will be introduced shortly.

· People's Network continues to run successfully providing free access to internet, office facilities and on-line learning. Partners and volunteers are supporting the public with IT queries and short courses etc.

· B&NES now works with a strategic IT partner (HBS). This partnership has enhanced corporate systems, improving our service's delivery to the public in all areas.

Constraints and challenges

Sustainability of PN needs to be addressed. We need to keep improving our internal skills, especially in IT, and need to market our facilities better. A key challenge will be bridging the digital divide, and we will be doing this partly through outreach work.

2.2.2 Policies and practices for adults and children

See also 2.1.2

· Static libraries in most communities and mobiles covering urban and rural areas

· PLUS surveys conducted - adults and children

· Non-user focus groups consulted

· Voice box consultation conducted

· Comments and suggestions /complaints are recorded

· Display point for community information

· Use of buildings by community organisations

· Social Inclusion Policy

· Merger with Customer services - offering basic one stop shop information in libraries

2.3.3 Actions which assist library users and non users to develop citizenship and to encourage a community identity

· Increased activities and projects in the field of local and family history

· Cross sectoral work on projects e.g. SAGE and WISDOM,

· Delivery /hosting of IAG, Basic Skills, Community Safety, Inland Revenue etc. drop in advice services

· Development of internet use and on line learning facilities and community sites. PN is enabled with relevant software and adaptive hardware for the disabled

· New Mobile in October 2004 will enhance service to rural areas

· Outreach strategies incorporate learning and social inclusion objectives

· Participation in planning & hosting Black History Month events and activities - to involve & engage all ethnic groups.

· New post of Sure Start Reading and Libraries Development Officer actively engages with Sure Start families to develop community activities.

· Co-location of services with other partners planned to assist sustainability in rural areas e.g. Chew Valley School/Community Library project, Writhlington School Library link project

· Raise funds for a co-ordinator for 0-18 outreach & activities programme, responsible to project manage all existing & new schemes and assist in further fundraising for projects as required. Raise funds to deliver children's & cultural storytelling sessions, after school & holiday educational & activity clubs (with two distinct target groups of disaffected children and children with dyslexia)

· Non-user Focus Groups held Spring 04 to discuss library services and other aspects of the Customer Access programme

2.3.4 How service links into Authority's plans to improve and develop customer services

The libraries are integral to the Customer Access Programme. We will be delivering basic one stop services, building on our position as neutral community spaces and evolving into wider community facilities. As part of Customer Services, there will be integrated planning and development, which is centred on improving customer service. We have already been part of the BPR trial for the council, and are now implementing training and development for all staff, having made NVQs in customer care mandatory in the service. Assets, including stock, are being reviewed from a customer perspective, and we are involving customers better in planning via establishing friends and user groups. The customer access programme is a key enabler of the Community Strategy.

2.3.5 Activities to develop and evaluate practice

· Business Manager accessing streams of funding e.g. LASER, DDA, Medlock Trust

· Social Inclusion Officer appointed for new structure works with communities and partners

· Exploring new ways of reaching lapsed and non-users e.g. outreach workers

· Re branding of libraries - to make libraries welcoming and less intimidating to hard to reach groups

· Basic skills courses underway to enhance usage

· Actively seeking co-location opportunities

· Marketing strategy development & implementation to raise profile to non users and adapt the service to the needs of the community

· Marketing techniques being used to analyse usage by existing customers. Aim to increase no. of active borrowers by converting one-off (life need) users into more frequent (life-style) users

· Management information data analysis improved - to help inform direction and operational effectiveness. Monthly targets set for local teams.

· Library community plans developed by each staff team

· Friends and user groups to be established

· Linking the library planning process with community strategy through lifelong learning representatives

· DDA funding enabling access improvements to branch libraries this financial year

· DDA, PSA and corporate discretionary capital funding being used to redesign layout of Bath Central Library with focus on enhancing customer service and provide self service equipment, Dec 04

· Procurement of new LMS places heavy emphasis on capacity of a new system to offer customers the full range of self service options and maximum potential for personalisation. Dec 05

· Radstock Library under discussion as part of Regeneration bid

· Maintain and extend links to planning e.g. SRB's, Market & Coastal Towns initiative, Keynsham Town Plan, Planning Gain

2.3.6 Priorities and targets

· Increase customer satisfaction from 64% to 80%

· Increase numbers of visitors from 799,734 to 875,281

· Increase number of items issued from 972,842 to 1,035,026

· Achieve BVPI 157 by December 2005

· Ensure all staff have ECDL or CLAIT and NVQs

· Develop use of PN and who it is targeted at

· Partnership working to be enhanced

· Achieve co-located libraries

· Develop implementation plan for contact centre

2.3.7 Time scales

Short term 04/05

· Install self service machines March 05

· Enhanced self service opportunities via existing LMS and automated phone service - Sept 04

· Redesign Bath Central Library, merging enquiry desk and counter into one to improve customer service Dec 04

· Complete scheduled DDA alterations in Saltford and Moorland Rd Dec 04

· Evaluate Writhlington library Link project with view to extending the link Aug 04

· Develop new co-location pilots - ongoing

· Train staff in one stop shop skills - ongoing

· Introduce CRM system Dec 04

· Develop customer consultation and research strategy Oct 04

· Consultation carried out to reach lapsed and non users through PLUS surveys, Voicebox, and focus groups and use information to enhance community and individual use - ongoing

· Revised and improved marketing of service including development of brand image and formal marketing strategy Dec 04

· Procure new LMS system - choice of system by March 05.

· Launch new mobile library Oct 04

Medium term 05/06

· Business Manager pursuing funding streams for a new build central library for Bath

· Active pursuit of business partners and sponsorship opportunities

· Outreach work established and better delivery of services with partners

· Implement new LMS by Dec 05

o Building capacity to deliver transformation

2.4.1 Key strengths, constraints and challenges

Our staff have excellent customer care and traditional library skills, but in keeping with the changing environment we need staff who have IT and information guidance skills. We are now IAG accredited, and staff have completed ECDL training with advanced training planned for this year. An NVQ (currently being offered on a voluntary basis) in customer care and ECDL (or CLAIT) are now compulsory qualifications for all new front-line staff

We have completed a strategic review of Foursite to establish how we can develop capacity (sharing some posts and creating efficiencies e.g. on line ordering of stock and use of EDI). We piloted business process re-engineering for the authority and will now implement this formally to create efficiencies. We are developing a menu of services and a capacity model so that we can be much clearer about what and how we deliver. We are looking at sharing staff resources corporately e.g. Life Long learning working with Education. Staff are seen as the key in transforming the service and therefore are being invested in (see Vision objective 4 above).

2.4.2 Actions to improve leadership, staff capacity and skills

· New staff structure to implement vision now in place. Staff are more customer focused and can better deliver the services identified in the vision through improved communications and improved training.

· Leadership and management training and coaching taking place for senior staff

· Mentoring introduced for key senior staff. Head of service is part of the F4F Mentoring pilot

· A service wide staff training and development plan is being implemented led by the newly appointed Training Officer. Skills audit to be completed and necessary training implemented as a result.

· Staff workshops are ongoing to ensure good communications and buy in.

· "Change coaches" have been trained as a corporate resource and are being used with the new teams to help develop the proactive and customer focused culture we aspire to

· Policies and strategies are being developed and embedded into day to day working practices

· Benchmarking club membership

· Developing a capacity management model to ensure best use of staff and adequate resources

· Performance management will be use rigorously to ensure standards are maintained and developed.

· Business process re-engineering skills being used to streamline and improve processes so that they are customer focused and efficient. Special focus on Bath central Library where counters are being amalgamated to increase efficiency.

· Self Service opportunites developing - via the web and on-site self service machines- which will free staff to carry out a wider range of tasks

· Use of volunteers and friends groups to be developed to assist with some activities.

· "Embedding" libraries in other services plans and strategies, so there is no duplication

· Use of call centre to manage many of the library calls - free up staff time.

2.4.3 Activities to develop and evaluate practice

· See above

· Evaluation of pilot activities e.g. use of volunteers

· Staff capacity model being developed

· Team structure assists in achieving continuous improvement in service delivery

· Local targets set for each team and progress monitored monthly

· Project officers recruited as part of restructure - trained in use of formal project methodology to carry out and evaluate project work

· Business process re-engineering skills to be further developed and implemented to ensure customer focused service

· Evaluation process to ensure we meet PSA targets

· We are piloting the use of volunteers, and are about to set up user and friends groups to support us further

2.4.4 Partnerships in place

· Foursite Consortium; shared IT and materials purchases

· Lifelong Learning Partnership including sub partnerships e.g. basic skills and widening participation

· Early Years Development Partnership

· Sure Start Partnership

· Community Bus

· Children's & Young People's Strategic Partnership

· Library Network - new partnership of librarians from public/academic libraries in the area

· SRB's and Market and Coastal Town Initiative

· Partner Support - tutors from local colleges and volunteers to help with People's Network

· Adult Community Education Service and in particular Basic skills tutors

· Corporate strategic IT Partner

· Link to Local Strategic Partnership through Lifelong Learning and Cultural Strategy representatives

· IAG and Connexions service

· Cultural Strategy Group (internal)

· Local Strategic partnership - culture sub group

2.4.5 Partnerships proposed

· Partnership with the Police and Mobile Library Service (information in rural areas)

· Job centre/DSS using library

· Further use of volunteers e.g. Investigate potential to increase branch library opening hours by working with volunteer teams.

· User groups/friends groups e.g. establish a Friends Scheme with charitable status to enable access to 30% increase in funding gain through gift aid on any donated funds from individuals or through CSR.

· Looking to develop the lending / vending and home delivery concept with suitable company - currently under discussion with interested business partners

· Investigating opportunities for corporate social responsibility investment in providing library services in rural areas, aiming to work with local companies & major bookseller.

· Actively pursuing long term relationships with international companies for high level sponsorship of new library services.

· Searching for sponsors for outreach work with 0-18's and volunteers programme.

2.4.6 Priorities targets and timescale for activities

Short term 04/05

· IIP award - assessment in November 2004

· Charter Mark - work towards this award on successful attainment of IIP

· Continue to evaluate the Foursite Consortium for the potential for career and secondment opportunities. Foursite Project Officer post currently advertised

· Develop an agreed staffing capacity model

· Change management and customer service style training for staff (part of the Customer Access Programme) will being delivered over 2004 /05

· Project management is being used throughout the service to ensure consistency and effectiveness and develop business case skills

· Involvement in corporate HR Improvement Strategy

· Customer focused performance indicators used and monthly targets set for local teams

· BPR for the service

Long term 05/06

· Recruitment of new staff to reflect these aspirations

· We will use existing and further develop business process re-engineering skills to enhance the service and make it more customer focused

· Charter mark accreditation

· Continue to encourage opportunities for staff secondments in and out of the service

· Exploit opportunities to access wider and different funding streams

· Improved succession planning and develop a knowledge management culture

2.4.7 Main points of any service or staff restructuring proposals that are being developed.

Current structure implemented October 2003. The restructure merged the Library and Information Service with Customer services (i.e. one stop shops, kiosks, call centre, web). The basic principle is a front of house / back of house split, enabling the implementation of a customer focused service. Libraries will deliver basic one stop shop services and may be co-located with full one stop shops. The aim of the new structure is to;

· Develop staff potential

· Enable a customer focused ethos to flourish

· Provide flexibility in roles and responsibilities

· Provide clarity for responsibility and accountability

· Provide career opportunities for all staff

· Ensure recruitment and retention of able staff

· Generate a proactive and innovative culture

· Ensure good communication

· Provide clarity for staff as to their role in the organisation as a whole

The drivers are; our Library Vision, People's Network and IT, Best Value Review 2002, Staff morale and views, Customer's views, Customer Access Programme, Foursite Reviews, and Framework for the Future.

The structure will be reviewed in November 2004 and some minor amendments may be made to account for new front line staff joining our service from other service areas of the council

3 Public Library Standards: Information relating to Standards met or not met in the financial year to March 31^st 2003.

3.1 Standards not met in PLS 1 -18

PLS 1i Proportion of household living within a fixed distance of a static library

PLS 1ii Proportion of households within a fixed distance of a static library open convenient hours

The number of static service points remains at 8 for the authority

Actions to meet targets

· Exploring opportunities to co-locate with other services

· Address imbalance in appropriate library provision across the authority, via the development of a menu of services based on community profiling exercise carried out in March 04

· Developing feasibility of alternative delivery systems, in particular home delivery and local lending vending services linked with info+ kiosks to be located in less accessible or rural areas of the authority.

PLS 3i Total Hours of Access per 1,000 population

This remains at 83 in 2004 from fixed and mobile service points.

Actions to meet targets

· Renewal and return of items is now available at One Stop Shop.

· Potential to increase branch library opening hours by working with volunteer teams being investigated

· The `Library Link' concept is being developed to enable delivery of requested items to remote sites

· Opportunities for providing alternative access to the service are being explored e.g. lending/vending and home delivery project; development of more self service points to allow for extended, unstaffed access in some venues

· Review of mobile library stops to maximise no. of `open' hours for mobiles

PLS 12 Percentage of library users reporting success in obtaining a specific book

PLS 13 Percentage of library users reporting success in gaining information as a result of a search or enquiry

26% for 12(i) 61% for 13(i)

Actions to meet targets

· Re design of Bath Central Library Dec 2004 with improved guiding, merged counter and enquiry desk to ease congestion and improve customer service plus the installation of self service equipment will increase ability of staff to `floor walk' and be more active in assisting with customer enquiries

· Development of stronger brand image will improve layout and design, especially in terms of signage in all service points.

· Catalogue becoming more accurate as a result of a centralised audit of stock carried out for Foursite. New LMS system will enhance facilities for catalogue browsing.

· Revision of stock policy with increased emphasis on providing browsing/quick pick opportunities, themed displays and increased circulation of material.

· Analysis of existing Management Information is now an integral part of operations. Community profiles and monthly MI reports are enabling stock team to target purchasing more usefully.

· Enhanced ability to produce MI reports from the new LMS will contribute to greater control over stock management

· People's Network - provision of additional PC's to enable searching

· Research and pilots into expanding the range of on-line material

· SAGE and WISDOM projects provide additional opportunities for locating specific items.

· Staff training and development programme contains strong emphasis on customer service.

PLS 14/15 Percentage of library users rating the knowledge and helpfulness of staff

Actions to meet targets

· Further training for staff - see above

· Implementation of self issue and cash management facilities, re -design of central library enquiry desk and counters with further business process re-engineering will release staff to focus on providing assistance to customers `on the floor'

· Culture change brought about through restructure and BPR to become more customer focused

· Regular Customer feedback and evaluation forms will be introduced in addition to PLUS surveys

· `Mystery shopping' to measure customer service

· Training and development plan for service and increased training budget now in place.

PLS 17 Stock items added per 1,000 population

Has risen to 151 but still below target

Actions to meet targets

· Successful bid for £50k for materials through PSA

· Proportion of hardbacks to soft backs changing to increase stock quantity

· Successful bid for children's stock (£16k) to support Sure Start project work

· On line resources being developed to reduce amount of spend on hard copy reference items

· New contract for newspaper and periodical supply will release funds for other areas of stock

· Successful funding received as result of external bid for basic skills reader development collections

· Stock rotation system expanding

· SAGE and WISDOM provide access to others catalogues

· New contracts set up for supply of all AV stock, in partnership with Foursite authorities

PLS 18 Lending stock replenishment rate (years)

Actions to meet targets

· Catalogue is more accurate as a result of a centralised audit of stock carried out for Foursite authorities improving effectiveness of stock revision work

· Additional stock maintenance carried out as a result of new Stock Policy and new staff structure which has increased staff capacity in stock management team

· Successful bids for funding for materials including PSA funding and Sure Start

· New contracts negotiated in partnership with Foursite to maximise funds

3.2 Public library standards - Local targets identified in "Comprehensive, efficient and modern public libraries"

· Local targets are being developed and monitored, and will be included in the corporate balanced scorecard being implemented during 04. Targets will be both qualitative and quantitative and will be set in consultation with Education, Heritage, Social Services and Leisure as well as the Foursite Consortium.

· Corporately new performance management software will enable a better overview of performance. Indicators are being developed based on issues relevant to customers based on results of market research and focus groups.

· Local library teams are now responsible for achieving specific local targets based on issue figures, visitor numbers and PN use

· Local library teams create action plans for their area to achieve progress against their targets

Services for socially excluded people

A social inclusion officer for the service was appointed in October 2003. The newly completed social inclusion policy states the following objectives:

· Ensure that the management and administrative arrangements for the libraries and all customer service delivery points are appropriate for the effective ongoing implementation of the Social Inclusion Policy, encouraging active staff and community involvement, enabling greater cooperation and coordination between partners and securing necessary funding.

· To work with the Training Officer and other key corporate and service staff to provide training and guidance to new and existing Customer Service, Libraries and Information staff, line managers and supervisors; to make sure that they understand their responsibilities and have the opportunities to participate fully in improving social inclusion.

· Provide positive team plans to provide appropriate, accessible and effective services and facilities to all without prejudice or bias.

· Monitor the take up of services by socially excluded individuals and groups to ensure that services are relevant and targeted appropriately

The Service will aim to deliver socially inclusive outreach programmes in reader development, culture and heritage, literature and the arts, ICT and basic skills for a variety of target groups, in particular early years, young people, senior citizens and those for whom such involvement might improve their health, wellbeing and quality of life. Specialist computer equipment has been purchased for disabled users and the visually impaired.

Services for children

Target 03

Actual

Target 04

Actual

Children taking part in Summer Reading Schemes

700

800

1000

(as at 30.7.04)

No. schools visited

pre summer hol's

PSA targets (set 2003)	03/04 total	04/05 forecast
Increase numbers of visitors from 799,734 to 875,281 by 05/06	809,137	831,396
Increase number of items issued from 972,842 to 1,035,026	899,514	924,170
Increase all population satisfaction from 64% to 80%	67%	Not measured 04/05
Other Local Targets	03/04 total	04/05 target
Increase number of active borrowers from 38051 to 40811 by 05/06	38,051	39,000
Increase staff satisfaction rating	+10%	+10%
BVPI 157 - Increase % of e-deliverable services to 80% by 2006	69%	75%
% of customer enquiries dealt with at first point of contact = 80%	Not measured	80%
% of customers very or fairly satisfied with the service	67%	80%

4 Resources

4.1 Spaces

4.1.1 Key strengths constraints and challenges

We recognise that we need to maximise the benefits of one of our major assets, i.e. our buildings.

Our libraries are all single service buildings, and do not give the right geographical coverage to the area. They are in a poor state of repair generally speaking, as evidenced by the Best Value report in 2002. Cost and current leases are a constraint, but we are actively looking for co-location opportunities, working with regeneration partnerships, and schools etc. We are working with our Property Services on long term plans for the area to include new library facilities. In developing the "menu of services" we are actively reconsidering where libraries should be located, and what type of library each should be. Long term planning has begun to shortlist options for the re-location of Bath Central Library. Opportunites for providing alternative access to our services are being developed e.g. the Library Link project currently being piloted at a rural secondary school, the introduction of self service equipment and the expansion of on-line self service opportunities.

4.1.2 Adequacy of resources

We do not have funds for new or additional buildings, but through recruitment of a Business Development Manager we are now targeting funds for refurbishment and co-location projects. We are looking to share current buildings either during traditional opening hours or through use of buildings "after hours". Merging with Customer services gives us the opportunity to co-locate with one stop shops which are being rolled out across the area. DDA funds are being used to make improvements to branch libraries this year. Funds from the corporate capital discretionary fund have been secured this year to make improvements to Bath Central Library. Work has been carried out this year to ensure that libraries are featured in any 106 Planning Gain opportunities that arise in the future

4.1.3 Responding to challenges and constraints Short term 04/05

· Work with partners to ensure good use of library spaces when closed e.g. IT taster sessions; basic skills classes provided by Basic Skills tutors; school visits; work with pre-school children as part of the Sure Start project

· Joint ventures in progress - SRB new library as part of Radstock town development, working with a school to enable a library to become a community facility - successful bid for part funding

· Develop menu of services to ensure library facilities in optimum location

· Re-badge and repackage the Library and Information Service in conjunction with the one stop shop Communication plan

· Carry out work in line with DDA improvement plan

· Re-design layout of Central Library to maximise staff resources and improve customer satisfaction

Responding to challenges and constraints Medium - long term 05 / 06

· Co-locating with other services over the next three years and sharing premises with other service providers.

· Work with the one stop shop project to integrate libraries into the one stop shop programme.

· Review all library buildings on a rolling programme and agree a programme of refurbishment in conjunction with one stop shop plans

4.2 Stock

4.2.1 Key strengths constraints and challenges

One of the most common complaints from our customers is that the choice of stock is poor in terms of both quality and quantity. We perform very badly in comparison to other authorities in regard to the amount spent on stock, and the range of formats available as was high lighted in the recent Best Value report. However, Foursite means we have access to consortium stock, and we have a joint contract for book supply which has resulted in higher discounts than would be possible otherwise. New contracts for supply of AV materials, binding and journal/newspaper subscriptions have all been introduced or are about to be introduced. We are now expanding the stock rotation programme, after a pilot, to fully exploit existing stock and improve customer choice. Stock audits are now being regularly undertaken to assess stock losses and inform stock purchases. A key challenge is to digitise stock and embrace on line resources. A further challenge will be to develop a quality measure for stock, and to ensure it is customer focused.

4.2.2 Adequacy of resources

Resources are poor in terms of funds for stock, but being part of a consortium has helped overcome some of this. SAGE and WISDOM gives customers access to wider catalogues. PSA money has been successfully applied for, some of which is being spent on stock. Stock management has been improved through the staff restructure, with a stock team now in place to ensure improvements.

4.2.3 Responding to challenges and constraints. Short term 04/05

· New stock policy implemented and all staff trained in line with responsibilities

· Systematic methodology for maintenance and purchase of stock in place - including increased levels of joint selection with Consortium partners

· Materials purchased as result of PSA funding of 50k. October 04

· Launch of a new basic skills initiative to enable targeted marketing

· Criteria for monitoring Foursite Contract set up Dec 04

· Post of Foursite project Officer created to develop opportunites for joint working in the Consortium August 04

· Online resources to be further developed in partnership with Consortium - ongoing

· Complete electronic catalogue for local history items (HLF funded project ) April 05

· Add older reference items to on-line catalogue (Consortium funded retrospective cataloguing project) from August 04

· Introduce new LMS system by end of 2005 - improve catalogue browsing & personalisation; improved management information to better inform stock purchase

· All external bids include stock needs

Responding to challenges and constraints. Medium to long term 05 / 06

· Supplier selection considered by Foursite Consortium

· Possible merger of Archives Service with Libraries local history service

· Increased promotion of audio visual stock (income generating materials)

· Continue to increase use of management information to inform stock buying, maintenance and promotion

· Digitisation work started with particular themed materials

· Pilot of sale of images from archives

4.3 Staffing

4.3.1 Analysis of strengths, constraints and challenges

Our staff have excellent customer care and traditional library skills, but in keeping with the changing environment, we need people who have IT and information guidance skills. We have a high proportion of part time staff in different locations which is a challenge to effective communication and can sometimes result in a lack of understanding about wider corporate issues and objectives, and how their role fits to the wider picture. However, the new structures with clear team leaders, Library Vision, PN and the merger with Customer Services has given us the opportunity to address these issues. New posts have been created, and staff are being supported in achieving ECDL / CLAIT and NVQ in customer care. Staff training and development is being addressed more strategically, with a new post of Training Officer attached to corporate HR specifically working to develop relevant skill sets in the newly merged service. Challenges include capacity to manage change and business as usual, improving staff morale and ensuring the ethos becomes more customer focused. Our staff age profile means we will have a retirement bulge over the next ten years. We are working with the corporate HR improvement strategy to ensure that corporate policies and practices will support us in our aims. Retention of staff is high which ensures a high level of local knowledge but a lack of new ideas. Staff with varying backgrounds and experiences have recently been recruited to bring in specialist management, performance and customer skills.

4.3.2 Adequacy of resources

Staff absorb 64% of the overall budget. There are no further resources for staff, and we therefore will be looking to use staff more effectively by investing in IT (e.g. self service machines), introducing business process re-engineering, and focusing more clearly on activities that achieve our priorities and allocating resources accordingly. The restructure has placed staff into small teams with specific areas of responsibility to bring about a more empowered and proactive culture. An innovations fund has been created for teams to use to trial and implement "good ideas". We are re-evaluating posts to try and reduce the number of part time staff, replacing them with full time staff. This should have an impact in terms of communications, administration and training costs, as well as the type of staff we are able to recruit. We also expect new posts to work better with partners, thereby ensuring we share resources across the authority, specifically in the areas of Heritage, Leisure, Social Services and Education

4.3.3 Responding to challenges and constraints Short term 04/05

· New staff structure embedded and staff aware of responsibilities, lines of communication and opportunity to look forward and discuss challenges and opportunities

· Capacity planning model finished and implemented

· Communications strategy with action plan produced

· New learning strategy and training plan incorporating key priorities for staff training - leadership, dealing with change, customer service, business and project management skills etc Sep 04

· Secondment opportunities set up within Foursite and academic library partners Sept 04

· Implementation of self issue and cash management facilities, the redesign of the central library enquiry desk and counters with further business process re-engineering will release staff to focus on providing assistance to customers `on the floor' - Dec 04

· Application submitted for IIP accreditation Nov 04

· Application for Charter mark accreditation - on successful attainment of IIP

· Investigate benefits of applying for IAG Matrix accreditation - on successful attainment of IIP

Responding to challenges and constraints Medium - long term 05 / 06

· Use existing, and further develop, business process re-engineering skills to enhance the service and make it more customer focused.

· Appropriate qualifications available for staff to reflect a customer focused ethos

· Application for Beacon Status on successful application for Charter Mark

4.4 ICT

4.4.1 Strengths, constraints and challenges

Libraries are playing a key role in delivering the e-government agenda, not only through People's Network but also through development of the Library Vision. Our ICT resources, both for customers and staff, have improved substantially with the provision of the People's Network and through the corporate IT strategic partnership with HBS. A new Library Management System is being procured with our Consortium partners for implementation by Dec 05. Improvements continue to be made to our existing LMS however, e.g. on-line registration, and an enhanced automated telephone service. A Customer Relationship Management System is being procured for use in One Stop Shops, counter/reception facilities, and libraries. This will ultimately join up the whole Council and provide information / transact services for most or all Council services.

SAGE and WISDOM projects provide enhanced catalogue searching for customers in addition to our large Consortium catalogue.

The issue of sustainability of PN still needs to be addressed.

Customer Access Programme budgets will help with short term sustainability.

Staff training remains a key challenge which is being addressed through the appointment of training officer, the introduction of a training and development plan and an increased training budget.

Further use of ICT to improve service delivery is being developed e.g. self service machines, e-payments, content management, contact management, e-forms, Intranet. Additionally, libraries will have access to other council systems in order to provide enhanced service delivery in accordance with First Stop Shop plans for libraries

The authority has implemented a new financial management system enabling electronic ordering and invoicing. We have achieved 69% conformance with the BVPI 157 target in our service.

Through the IT Strategic partnership with HBS we will be implementing a contact centre which will deal with library calls as well as customer relationship management.

4.4.2 Adequacy of resources

· Extra funds were given to the service for 2003/04, enabling us to upgrade staff IT

· PSA funding is paying for the installation of self service equipment

· The HBS partnership helps to provide corporate solutions through the Business Advisory Service which assists with delivery of new projects e.g. customer relationship management, on line payments and e-forms

· The DS LMS contract expires in 2005 and work is now underway for the re-tender. Funding for this will be a priority for inclusion in the Council's 3 year Forward Financial Plan when it is reviewed over the next six months

4.4.3 Responding to challenges and constraints Short term 04/05

· Production of action plan for E-Government Implementation for the Service 03/05

· Piloting self service machines - Dec 04 ( feasibility study currently underway to determine if RFID or EM is our best option)

· Liaison with HBS re potential IT projects e.g. digitisation

· Develop current PN strategy to address sustainability issues

· Procurement of new LMS

· Procurement of CRM software

· Contact centre business case and implementation plan Aug 04

Responding to challenges and constraints Medium / long term 05 / 06

· Increasing number of e-deliverable services from 68.97 % to 80% via front and back office ICT by 2006

· Development of People's Network with linkage to national programmes - NHS University and DEFRA (IT targets in rural communities)

· WISDOM - Phase 2

· Need to link service database with corporate data to better exploit information

Julia Fieldhouse

Head of Customer services, Libraries and Information

PO Box 3403

Bath

BA1 2ZG

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CabinetWednesday, 6th October, 2004

Cabinet
Wednesday, 6th October, 2004