1.3 Improvement Plan

*Area for improvement:* Development of new management style
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
1. Develop an integrated planning cycle incorporating the Cultural Strategy and Framework for the Future through use of EFQM Priority 1	HOL	6/2004	£2,000	N/A	Improved management with staff participation. Improved staff morale. Integration of all Plans achieved. Achieve an EFQM score of 400	1, 3
1a. Achieve Charter Mark Priority 3	HOL	3/2005	N/A	N/A	Charter Mark awarded	1, 3
2. Produce clear service objectives and outcomes involving all staff Priority 1	HOL / Team	6/2003	N/A	N/A	Incorporate findings of BV review. Improved management / morale All staff to attend series of training and development days	1, 3
3. Involve all staff in the formulation of the Annual Library Plan Priority 1	All	6/2003	N/A	N/A	Ownership by all of plan All staff to attend series of training and development days	1, 3
4. Launch a range of marketing initiatives Priority 3	RDL	12/2003	N/A	£2,000	Raised awareness of libraries and services across the Island – increased usage Library marketing materials displayed in all libraries. Visitor count increased by 5%	1, 3
5. Introduce effective methods for recording trend data Priority 3	SSL	6/2004	N/A	N/A	More effective response for service developments Increase EFQM score to 400	1
6. Review staff and structure of libraries including staffing levels and gradings Priority 1	HOL	6/2003	N/A	£40,000	Improved staff morale, customer focus. Improved career structure New staffing structure in place	1
7. Branch targets agreed and set Priority 2	LOM / SM	8/2003	N/A	N/A	Ownership of service by staff, more effective use of resources Local PIs in place for all service points for 2003-2004 Annual Library Plan	1, 3
8. Appoint Personnel / Administrative Assistant Priority 3	HOL	3/2004	N/A	£13,000	Free up managers to more effective development of service Personnel / Administrative Assistant in post	1
9. Appoint additional professional children’s librarian Priority 3	HOL	3/2004	N/A	£20,000	Ability to extend range of services, more Family Learning projects, Surestart, etc. Additional Professional Children’s Librarian in post	3
10. Appoint ICT technician Priority 2	HOL	3/2004	N/A	£18,000	More effective use of ICT resources, establishment of learning courses ACT Technician in post	3
11. Establish policy for the use of volunteers in libraries Priority 1	HOL / Members	5/2003	N/A	N/A	Allow increased use of libraries out of hours, develop non-core services Policy adopted by Members and accepted by Unions.	1, 3

*Area for improvement:* Improved consultation
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
12. Set up a library focus group Priority 2	RDL	3/2003	N/A	£500	Improved customer focus Library Focus group hold meeting. Results incorporated in the Plan	1
13. Consult with special user groups Priority 3	CSL	12/2003	N/A	N/A	Improved consultation/ social inclusion Consultation with people with hearing difficulties completed March 2003 Consultation with people with learning difficulties completed July 2003 Review meeting with people with visual impairments held October 2002	1, 3
14. Establish library user groups Priority 3	RDL	04/2004	N/A	£500	Improved consultation, social inclusion, marketing Island Library User group established	1, 3
15. Review services to Schools Priority 3	YPSL		N/A	N/A	CIPFA SLS Survey completed when available	1, 3
16. Review current survey results and develop more sophisticated measures of user demand Priority 2	SSL	12/2003	N/A	N/A	Improved responsiveness of service to customer demands and needs	1
17. Develop non-user surveys Priority 2	SSL	4/2004	N/A	£2,000	Determine why people do not use libraries and feed into service development Conduct CIPFA Adult Community Survey March 2004 and Young People’s Community Survey when available.	1, 3, 4

*Area for improvement:* Improved communications
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
18. Instigate a diagonal slice communications focus group Priority 1	LOM	3/2003	N/A	£500	Improved commitment and focus from staff and involvement in planning processes Diagonal slice communications focus group established involving eight front-line staff	1
19. Develop a communications strategy including use of newsletters and communicating mission and values Priority 1	HOL and Team	9/2003	N/A	£500	Improved commitment and focus from staff and involvement in planning processes Communications Strategy formulated and presented to all staff	1
20. Set up small task group to review all policies relating to children and young people to ensure full consultation Priority 3	YPSL and AYPSL and RDL	12/2003	N/A	£250	Development of services to meet this target group, social inclusion, crime reduction, raised achievement Group established at Development Day. All policies reviewed by December 2003.	3, 4
20a. Branch visits by Library Managers to include audit of policies and procedures Priority 2	All Managers	6/2003	N/A	N/A	Programme of manager’s visits revised and formalised. All Libraries conform to Library policies and procedures measured by quarterly audit	1
21. Establish programme of regular staff meetings Priority 2	All	6/2003	N/A	N/A	Improved communications and consultation Programme of monthly service point staff meetings established. Programme of quarterly full staff meetings established.	1

*Area for improvement:* Meeting the Public Library Standards
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
22. PLS 1 and 3 Conduct an assessment of the siting, location and opening hours of libraries Priority 1	HOL and team	6/2003	N/A	N/A	Libraries open at the hours customers wish to use them Survey completed and revised schedules in operation.	1, 3
23. PLS 6. Complete implementation of People's Network Priority 1	Team	03/2003	N/A	N/A	People’s Network fully implemented	1, 2, 3, 4
24. PLS 12. Extend stock rotation to further areas of existing stock and monitor stock supply effectiveness of new Major Supplier Priority 1	SM	03/2004	N/A	N/A	More effective use of resources. Meet standard Percentage of adult library users reporting success in obtaining a specific book 65%	1
25. PLS 14 & 15. Staff training in customer care of children (Their Reading Futures Core Skills) and adults Priority 3	YPSL / AYPSL / SSL	3/2004	N/A	N/A	Better understanding and serviced provision to this target group. Meet standard (95%) All staff trained in customer care	1, 3, 4
26. PLS 17 & 18. Together with the Portfolio holder produce proposals for the Executive to identify funding. Programme of stock editing to reduce stock holdings Priority 1	HOL	3/2003	N/A	£75,000	Wider range of resources available to customers. Raised achievement. Meet standard for stock replenishment.	1, 3
27. PLS 19. Launch new ILS NVQ with Modern Apprentices and complete NOF funded staff ICT training programme Priority 3	SSL	3/2004	N/A	N/A	Improved career structure All staff completed appropriate ICT training	2, 3

*Area for improvement:* Implementation of the People’s Network
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
28. Gain accreditation as a UK On Line centre Priority 2	HOL and Team	8/2003	N/A	£2,000	Improved accessibility and identification within community Accreditation in place	1, 2, 3
29. Achieve budget allocation to sustain hardware and communications for the network Priority 2	HOL and Members	11/2004	N/A	£80,000	Ongoing provision of People’s Network	1, 2, 3
30. Develop homework support area of the children’s website Priority 3	YPLS and AYPLS and ICT Team	12/2003	N/A	N/A	Raised achievement Homework support area of the children’s website for in place	3
31. Establish development strategy for the People’s Network, including the development of training courses for stakeholders Priority 3	HOL, Team and Members	6/2003	N/A	£5,000	Raised achievement, employment opportunities and social inclusion Strategy in place. Programme of training courses published	2, 3

*Area for improvement:* Developing staff
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
32. Review Library Assistant Job descriptions and person specifications, to reflect the needs of the People's Network Priority 1	HOL and LOM	6/2003	N/A	N/A	Commitment from staff to service delivery, improved morale Job descriptions reviewed and new staffing structure in place	1
33. Revise Induction Training programme for front-line staff and compile Induction Programme for managers Priority 3	SSL	12/2003	N/A	N/A	Improved staff development opportunities Induction training programme revised and operational	1
33a. All branch managers trained and responsible for Health and Safety Priority 1ealth and Safety	SSL	3/2004	N/A	Corporate funding	All branch managers received certificates	1
34. Deliver story time training session for staff in each branch Priority 3	YPSL and AYPSL	12/2004	N/A	£1,000	Improved services to this target group and staff development All training completed. Regular story time in each branch library	1, 3, 4
35. Ensure Senior Library Assistants achieve Advanced Certificate in Management Priority 3	LOM / SSL	12/2004	N/A	N/A	Staff development and improved management at middle tier All Senior Assistants achieved certificate	1, 3

*Area for improvement:* Improvements to facilities
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
36. Appropriate signage provided in towns and villages directing community to static service points Priority 1	SSL	3/2003	N/A	£2,000	Raised profile of service within community Street signs in situ	1
37. Introduce common branding policy for all service points, including signage for library opening times Priority 3	HOL and Team	12/2003	N/A	£3,000	Raised profile of service and its identification within community Signage revised and in place at all libraries	1
37a. Establish standards and training for front of house presentation Priority 1	LOM and Teams	06/2003	N/A	N/A	Raised profile of service. Improved appearance of libraries. Measured through internal audits and management visits Leaflet and Posters Policy and training in place.	1
38. Conduct layout audit of all service points, to maximise use of limited space Priority 3	LOM	03/2005	N/A	N/A	Make best use of available resources Increase CIPFA PLUS 7iii to 85%	1
39. Enable disabled access to all buildings up to the requirement of the Disability Discrimination Act Priority 1	HOL and CSL	3/2004	Not identified	N/A	Social inclusion All service points achieve DDA standard – Property Services undertaking this corporately	1, 3, 4
40. Two further library make overs to be undertaken and completed Priority 2	HOL and Team	3/2004	£150,000	N/A	Improved facilities for customers and staff Two libraries refurbished	1, 3
41. Multi-cultural collection in place at Ryde Library Priority 3	SM and YPSL	3/2003	N/A	£2,500	Social inclusion and raised achievement Junior multicultural collection in place at Ryde Library	1, 3
42. Establish partnership between Police Liaison and others with Library Service in use of mobile library for disadvantaged groups Priority 3	CSL	12/2003	N/A	N/A	Social inclusion Pilot project in place	1, 3, 4
43. Establish partnership with the Isle of Wight College and Library Service for the use of the mobile library to support basic skills learning in rural communities Priority 2	CSL	6/2003	N/A	N/A	Social inclusion and raised achievement Pilot project in place	1, 2, 3

*Area for improvement:* Improvements in Service Delivery
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
44. Review and adapt library services to people in hospital Priority 3	CSL	3/2004	N/A	£2,000	Improved service for this vulnerable group Review completed and recommendation implemented in partnership with Health Trust	1, 3
45. Secure Member approval for "Policy on Community Libraries" Priority 1	HOL	10/2003	N/A	N/A	Partnership opportunities with community groups, Town and Parish Councils Policy adopted by Members	1, 2, 3, 4
46. Revision of Mobile Library routes to include sheltered housing complexes and form partnership with WRVS to extend Home Library Service to people in residential homes Priority 2	CSL and partners	9/2003	N/A	£3,000	Improved service for this vulnerable group New services to sheltered accommodation and residential homes in place	1
47. Undertake feasibility study of removing fines for under 5’s Priority 2	YPSL / AYPSL	12/2003	N/A	£5,000	Social inclusion, raised achievement Study completed and recommendations implemented	1, 3
47a. Review Fees and Charges Priority 2	HOL	12/2004	N/A	Unknown	Review completed and recommendations implemented	1, 3
48. Conduct study into costings and costing structure of the School Library Service Priority 1	HOL / YPSL	9/2003	N/A	N/A	New costing structure in place and advertised in all primary, middle and special schools	1, 3
49. Introduce story tapes and extend video collection to School Library Service Priority 1	YPSL	6/2003	N/A	£5,000	New services in place	1, 3
50. Launch service to Childminders/playgroups and looked after children Priority 3	YPSL / AYPSL	3/2004	N/A	£5,000	Raised achievement, social inclusion Service in operation	1, 3, 4
51. Review services to business and industry in co-operation with Business Link and other organisations Priority 3	RL	3/2004	N/A	£5,000	Introduction of new services including electronic resources New services in place.	1, 2
51a. Feasibility study of using Wight Leisure One Card to improve access to services Priority 3	HOL / Wight Leisure / IT Department	3/2005	£10,000	N/A	Feasibility study completed and decision to proceed or not made.	1, 3
51b. Feasibility study to develop the use of Smart Cards to give access to all council facilities and access to libraries within CoSouth subregion Priority 3	HOL / SM / IT Department / Members	3/2005	N/A	N/A	Feasibility study completed and decision to proceed or not made	1, 3
51c. Feasibility to extend video and DVD collections to Leisure Centres Priority 2	HOL / Wight Leisure	3/2004	N/A	N/A	Feasibility study completed and decision to proceed or not made	1, 3

*Area for improvement:* Stock Management
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
52. Thoroughly assess and weed all adult and junior stock to remove redundant and dated material and implement full stock rotation plans Priority 1	SM / YPSL / AYPSL supported by Team	3/2004	N/A	N/A	Improved stock resources. Meeting Public Library Standards All service points stock edited and programme of continual improvement in place PLS 18 achieved	1
52a. Review stock acquisition policies and stock specification profile Priority 1	SM	9/2003	N/A	N/A	Improved stock resources Stock specification revised. PLS 18 achieved	1
53. Complete the edit of reserve stack and dispose of redundant material Priority 3	HOL / SM	04/2003	N/A	(£50,000)	More effective use of resources Stock editing of stacks completed	1
53a. Revise policy for damaged AV material Priority 1	HOL	04/2003	N/A	N/A	Improved customer relations. Reduction in negative feedback on comments forms	1
54. Review reference provision in the libraries Priority 3	RL	3/2004	N/A	£10,000	Improved resources for customers Review completed and additional stock and services in place	1
55. Develop individual stock profiles for each library Priority 3	SM	12/2003	N/A	N/A	Improved response to customer demands / needs Stock profiles completed	1
56. Complete computerisation of Reference Library and Local History collection stock Priority 3	RL	9/2003	N/A	N/A	Improved access to resources All reference and local history stock catalogued	1

*Area for improvement:* Reader Development
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
Action	Responsible Person	Target Date	Capital	Revenue	Outcome Measures	Links to corporate objectives
57. Annual promotional events at all branches, promoting different areas of stock, and to different groups within the Island’s community Priority 2	RDL	12/2003	N/A	£2,500	Raised awareness. Increased usage Programme of promotions and events in place.	1, 3
58. Create a Readers’ Website offering information on additions to stock, online discussions about books, authors and libraries Priority 3	RDL	3/2004	N/A	£1,000	Raised awareness. Increased usage Website operational	1, 3
59. Consultation with teenagers as to what would attract them to libraries and determine action plan of viable teenage suggestions based on consultation Priority 2	RDL / YPSL / AYPSL	12/2003	N/A	£500	Improved services to this target group. Raised achievement, crime reduction Consultation completed and recommendations implemented.	1, 3
60. Establish 4 reading groups across the Island and develop the Isle of Wight Book Award Priority 3	RDL	3/2004	N/A	£500	Improved consultation, usage Four new library reading groups established. Book award established.	1, 3
61. Initiate ‘drop-in’ session in PN suite in Newport for adults/elderly Priority 3	RDL and Team	6/2004	N/A	£1,000	Social inclusion. Raised achievement. Programme of sessions in place and advertised	1, 3
62. Carry out feasibility for ‘Friends of Library’ Groups and develop from this formation of groups if need identified Priority 2	RDL and Team	12/2003	N/A	£500	Greater consultation with customers feeding into service development Feasibility study completed and recommendations implemented	1, 3

*Area for improvement:* Research
Action	Responsible Person	Target Date	Cost implications		Outcome Measures	Links to corporate objectives
			Capital	Revenue
63. Conduct research on promoting literacy and reading in school and public libraries and disseminating the results on a national platform Priority 2	RDL	12/2003	N/A	£500	Improved service delivery. Raised profile of service Research completed and results published	1, 3

Key to Corporate Objectives

1. Improving health, housing and quality of life for all

2. Encouraging job creation and economic prosperity

3. Raising education standards and promoting lifelong learning

4. Creating safe and crime-free communities

Key to Personnel

AYPLS Assistant Young Peoples Services Librarian

CSL Community Services Librarian

HOL Head of Libraries

LOM Library Operations Manager

RDL Reader Development Librarian

RL Reference Librarian

SM Stock Manager

SSL Support Services Librarian

YPSL Young Peoples Services Librarian

2. INTRODUCTION

2.1 BACKGROUND

The Isle of Wight Library Service was established in 1904 following a bequest from the Seely family for the establishment of a Reading Room in Newport. Over the years the number of village centres and collections diminished as Branch Libraries were established in most major towns throughout the Island. Following Local Government reorganisation in 1974, the libraries at Sandown and Shanklin were inherited from the then Urban District Council. This resulted in a network of eleven static branch libraries and three mobile libraries, one each serving rural communities, housebound people and those in residential and care homes and the School Library Service.

The Council operates this statutory service under the provisions of the 1964 Public Libraries and Museums Act, although the range of services now offered, in particular, income generating services and the provision of ICT goes far beyond the initial outlines contained within the Act. In addition the restructuring of the service from a Cultural and Leisure context to an Education environment has led to a greater focus in recent times on raising achievement and the development of cross sector partnerships.

The Library Service gross budget is approximately £1.6 million which is reduced by income from fees and charges by almost £200,000. The service employs 89 staff equating to 56 f.t.e. Approximately 1.2 million books, videos and compact discs are issued from and 900,000 visits made to the Island’s libraries annually. The introduction of the Government’s initiative, the People’s Network, funded by the New Opportunities Fund, will significantly change the way libraries are used over the coming years.

2.2 LINKS TO CORPORATE OBJECTIVES AND STRATEGIC PLAN

The Library Service links directly with four of the Isle of Wight Council’s six Corporate Objectives together with the main objectives of the Education Directorate’s Strategic Plan. The Council is also developing its Cultural Strategy and the Library Service is central to the delivery of parts of this strategy to the Island.

Improving health, housing and quality of life for all (1) for example:

- Use of the EFQM model for service planning

- Maintaining currency and levels of libraries’ stocks

- Refurbishment and extension of Freshwater Library and plans for other libraries in the future

- Makeovers of children’s libraries

Encouraging job creation and economic prosperity (2) for example:

- Use of libraries as drop-in centres for peripatetic careers advisors

- Providing a Business Information Service in partnership with Business Link and Hatrics

- Provision of European Information as an access point

- Contribution to the Cultural Strategy

- Providing library services to holidaymakers and other visitors

Raising education standards and promoting lifelong learning (3) for example:

- Accreditation as a UK Online Centre

- ICT training for frontline staff

- Link2Learn

- Basic skills and Family Learning opportunities

- Accreditation as Learn Direct Access Points

- Establishing Homework Clubs in libraries

- Establishing Library user Groups

- Implementation of the People’s Network

- Staff training in the Customer Care of children

- Basic skills training for staff

- The use of the Mobile Library as a learning resource

Creating safe and crime-free communities (4) for example:

- Looked After Clubs in two libraries

- Home Library Service for housebound people and those in residential and care homes in partnership with the WRVS

- Supporting community Libraries

- Compliance with Disability Discrimination Act in services and facilities

- Partnership with police liaison

- Use of Mobile Library in rural communities

The four main objectives of the Education Directorate’s Strategic Plan are Best Value, Community Learning, Raising Achievement and Inclusion and these are all encompassed within the Council’s objectives above.

3. THE SERVICE IN CONTEXT – THE PUBLIC’S VIEW

3.1 MORI Surveys.

The Isle of Wight Citizens' "Speak up!" Panel was surveyed by MORI in 2001 and early 2002, with the 1,000+ responses feeding into both the Community Development Best Value Review, and informing the Island's Cultural Strategy. The MORI 5 Survey in 2001 include the following findings:-

- Libraries are used by 59% of the panel, and 66% of the panel are very or fairly satisfied with libraries, although only 8% believe there should be a higher level of provision. This 8% is to be targeted by the Library Service in the formation of a Focus Group.

- The MORI 6 Survey in 2002 touched on the role of the Library Service in the Island's Cultural Strategy. It revealed that 12% of the panel chose not to read books as a leisure pursuit, while in contrast 44% chose to read between 1-5 hours per week. It is our intention to target non-readers by marketing reading as a pleasurable activity, and by promoting our non-book services, e.g. video and CD loans. Those people who enjoy reading will be encouraged to develop their reading interests through promotional activities.

3.2 CIPFA PLUS SURVEYS

Responses to the CIPFA Plus survey have evidenced year-on-year improvements in customer satisfaction with many aspects of service provision.

- There is evidence of improvements in stock provision in areas such as general book stock, talking books and videos, reflecting the appointment in October 1999 of a new Stock Manager and the implementation of a Stock Management Policy. In the case of videos, it also reflects the extension of collections to all but three branch libraries, and a concentration on selecting popular titles.

- The satisfaction rate with CD stock is below 50%, but this is being addressed through an increased emphasis on the selection of popular CD titles. CD issues rose markedly in 2001-2, and it is hoped that the 2002 CIPFA Plus survey will reflect this in a higher satisfaction rate.

- Layout and library guidance both show consistently improving satisfaction ratings, reflecting particularly the installation of a new counter area and clear guidance at Lord Louis Library. We are aware that more needs to be done in this area, with better marketing, promotion and awareness-raising all identified as priorities.

- Improvements in customer satisfaction with opening hours reflect an increase in convenient opening hours at the two busiest branches – Lord Louis and Ryde – to include Sunday, late evening and early morning hours.

- Satisfaction rates with staff knowledge and helpfulness have remained consistently high, reflecting the Library Service and its staff's commitment to high quality customer care. However, there is some variation between the satisfaction rates at different branch libraries – customer care training is planned to iron out this slight inconsistency.

In addition to the responses to individual questions, use has been made of comments made on the CIPFA Plus survey forms by customers about particular aspects of service provision, and their concerns about the services and facilities provided at individual branches.

3.3 CHALLENGE EVENINGS

A series of five Best Value Challenge evenings were held across the Island. These were advertised in all libraries, all Doctor’s surgeries and sub-post offices as well as in the local press, but were poorly attended. As well as general discussion generated from questions from the floor, the basis of these meetings was around the checklists provided in the Audit Commission’s publication Building Better Library Services.

3.4 QUESTIONNAIRES

Five questionnaires were produced and distributed to users and non-users of the public library service and the School Library Service. Whilst the level of returns was less than hoped overall, the comments and most of the responses were supportive.

3.5 CONSULTATION ON SPECIFIC ISSUES

The service has conducted public consultation on various specific issues including the Stock Management Policy, Mobile Library routes and services to Visually Impaired People.

3.6 COMMENTS AND CONCERNS

The Library Service invites users and non-users to express their views through a comments and concerns leaflet, allied to a Service Standards leaflet in all service points. Responses can be made in writing, by telephone, by email and via a response form on the libraries section of the Council’s website. All of these are responded to as appropriate and are monitored for review by the Library Management Team. In addition more informal comments are noted on a form at each service point which is then returned to Library Headquarters and responded to as appropriate.

3.7 FOCUS GROUP

A Focus Group meeting was held in late 2002 from respondents identified as having an interest in the development in library services from the MORI poll and this group will be asked to meet again to revisit this Review.

4 REVIEW TEAM

A year ago the Library Service decided to explore the use of the European Foundation for Quality Management (EFQM) Excellence Model. A team drawn from all levels of staff volunteered to serve on a group with external consultants from Woodward Lewis based in West Sussex. This team, from library assistants to library managers and Council Members formed the majority Review Team for this Review.

The Review team was supported by other library managers as well as John Vosper and Pat Ayles from the Best Value Support Group.

The team also had support from elected Members who attended EFQM meetings.

The Service invited a Senior Librarian from another authority, Jenny Varney, Libraries Manager for Buckinghamshire Library Service, to visit the Island for four days to act as a ‘critical friend’ and look at the services provided and carry out ‘mystery shopping’ both in person and by telephone, and to provide constructive criticism from what she found.

Elected Members also formed part of an Appraisal Group which met periodically to review the work that was being undertaken. Some other members of library staff also attend the appraisal group.

5. WHY THIS REVIEW ?

As part of the Council’s ongoing Best Value Review programme, the Community Development section of the Education Directorate is scheduled to undergo this review now.

The Library Service views the Review as part of its ongoing programme of continuous improvement in service developments which was underlined by its decision to pursue the European Foundation for Quality Management (EFQM) Excellence Model. This in itself will provide evidence of measurable improvement year on year.

Managers believe that the use of these tools, coupled with Annual Library Plans and Public Library Standards will lead to a perceptible improvement in the service for the benefit of the Island community.

In doing the review it has provided us with the opportunity to look at all the things that the service does and whether they should be continued, curtailed or enhanced and the ways in which they are done, for example in the most efficient manner or using the technology available. Managers have found particularly useful the opportunity to consult with the community which will continue in the future, and will help shape the future development of the service. Several of the outcomes of these actions are already in progress.

6. SCOPE AND TIMETABLE

The scope of the Review was based on the scoping document produced for the overall review of the Community Services Section of the Education Directorate. Fundamental to this was whether the Council should be providing the service and if this was answered positively, which services and to what extent or combination they should be provided.

The review has examined the complete range of library services offered to determine the future direction that will provide best value and enable them to be continuously improved and developed in the future.

The Library Service was committed to undertaking the widest possible consultation within the available resources, including not only public consultation but also with other groups such as staff through an annual morale survey.

A visit was undertaken to another Local Authority Library Service, the London Borough of Hounslow, which operates in a Trust environment, to explore the benefits / contra-indications of working in this way.

The timetable for the review has slipped from that originally intended but this has not been helped by the time taken to analyse the results of the consultation coupled with other demands on staff time such as the introduction of the People’s Network.

November 2001 – January 2002 Staff Best Value awareness training

March – June 2002 EFQM review and process

June 2002 Your Views Count / We Want You Back / School Library Service questionnaires

July – August 2002 Challenge Evening Meetings

August 2002 Critical Friend

November 2002 Local Authority comparison visit

November 2002 Focus Group Meeting

December 2002 Best Value Final Report

The Service is a member of the Institute of Public Finance’s Public Library Benchmarking Club and has participated in both metric and process benchmarking which has provided useful comparative data for the Review.

7. METHODOLOGY

The methods used

The Review has generated a considerable volume of data that has taken a considerable time to analyse and assimilate. The following activities have been undertaken:

- The establishment of a project team evolved from the work on the European Foundation for Quality Management’s Excellence Model;

- Analysis of the Council’s corporate objectives, the Education Directorate’s Strategic Plan, the Annual Library Plan and the Library Service Plan, their links with one another and the public’s expectations of the Service;

- Challenge Evening meetings at Newport, Ryde, Shanklin, Freshwater and Cowes;

- ‘We want you back’ lapsed user survey, ‘Your Views Count’ user and non-user surveys and three School Library Service surveys;

- Visit from Critical Friend in August 2002;

- Benchmarking activities including metric benchmarking and process benchmarking in the areas of stock management, marketing, management of mobile libraries and reader development;

- MORI surveys;

- Analysis of statistical data from CIPFA etc;

- Comparisons with excellent authorities;

- Focus Group meetings

8. HISTORY

8.1 Background

The Isle of Wight Council was formed in April 1995 following the amalgamation of the Isle of Wight County Council and South Wight and Medina Borough Councils. This Local Government re-organisation had no effect on the provision of library services because the service was already provided statutorily island wide by the then County Council.

In 1999 the Isle of Wight Council restructured its services and the Library Service, which had been part of Wight Heritage encompassing libraries, museums, archives, archaeology and Ventnor Botanic Garden, was disbanded with libraries, museums and archives moving into the Education Directorate as part of the Community Development section. This change afforded closer working opportunities and partnerships with Education that had, till that time, been missing as well as bringing the museum, archives and libraries sector closer together.

8.2 Local factors

There are various local factors which influence the use and development of the library service. These include the higher than national average proportion of older people, not only in the general population but which is also reflected in the usage of libraries, averaging 50% of users in public library user surveys. Also to be considered are the relatively small size of the authority, its separation by sea and particularly from neighbouring authorities, rural isolation, deprivation – in particular isolated pockets of intense deprivation (below ward size) and the significant prison population where the ethnic minority population is significantly larger than in the population at large.

8.3 Contribution to other strategies and plans

The Library Service makes a contribution to the following plans and strategies as part of cross sectoral working:

- Cultural Strategy

- Community Strategy

- Education Development Plan

- Early Years Development and Childcare Plan

- Adult Learning Plan

- ICT Plan including NGfL

- Literacy Plan

- Asset Management Plan

- Youth and Community Plan

- Local Learning Partnership

- Children’s Services Plan

- Health Improvement Plan

- Social Inclusion Strategy

- Agenda 21 strategy.

8.4 Whilst the service is statutory and contributes to a wide range of plans, within the global sum of the Council’s budget it is still comparatively small, with a net budget of around £1.4 million. Against the background of the other statutory services the Council provides, such as Education and Social Services there are still issues for the library service:

- The fact the Council is always seeking year on year savings which reduce the potential for future service developments and indeed threaten the existing level of service;

- Response to the Minimum National Public Library Standards;

- Non-statutory services taking priority;

- Aged building stock;

- Sustainability of the People’s Network;

- High ongoing maintenance costs;

- Lack of significant capital funding for developmental work

- Continued increase in public expectation

- Continuous improvement required.

9. RESOURCES

9.1 Staff

The Library Service employs a total of 54.5 FTE staff, excluding Saturday Assistants and staff on the casual relief roster. The FTEs consist of:-

· 10 Managers (graded at SO/PO/CO)

· 8 Senior Assistants (graded at Sc.3/4)

· 28.5 Library Assistants (graded at Sc.1c/3, with exception of 4 Modern Apprentices)

· 8 Support Staff (graded at Sc. 1/3, with the exception of 1 Modern Apprentice)

There are concerns about inconsistencies in the grading of Library Assistants, which was highlighted in the recent EFQM Review as a factor corrosive to staff morale. There are also inconsistencies in the distribution of staff across branch libraries, and in the adequacy of staffing numbers – both professional and clerical – to meet Library Service objectives. The fundamental problem is that we have too few front-line library staff to adequately cover the present access hours and service points, which in both cases far exceed those of comparator authorities. This situation has led to some unplanned branch library closures in 2001-2002 – 9 hours out of a total of 21,138 over the year.

These concerns are being addressed through the job evaluation procedure and a Staffing Level Review.

9.2 BUILDINGS

The Service is delivered through eleven static libraries and three mobile libraries, supported by staff at Library Headquarters and the Young People’s Library Service.

The present network of 11 branch libraries has developed over a period of a hundred years, and because of this essentially unplanned growth, has brought with it a number of inherited problems.

All but two of the branch libraries are in buildings converted from previous use with the result that they are not ideally sited in the communities they serve. This is particularly true of Shanklin and Ventnor libraries which are sited outside the towns’ main shopping areas.

Additionally some well-populated towns, e.g. Brading and Wootton are not currently served by a static branch while less populated villages, i.e. Brighstone and Niton have static libraries.

The branch libraries – even those purpose built in Sandown and Newport – have struggled to accommodate the range of new services and facilities introduced in recent years. In particular the introduction of AV materials to all of the branches has created severe overcrowding, a situation to be exacerbated by the imminent implementation of the People's Network.

The majority of the branch libraries require frequent emergency structural maintenance and are in an unacceptable decorative condition. A concerted programme of maintenance and redecoration is needed to ensure that branches remain attractive as well as safe places for our customers to visit.

In September 2000, the Council's Property Services Department conducted a survey of the physical condition of Library Headquarters, the former Schools and Children's building, and all the static branch libraries. The survey – which was undertaken in order to inform the Council's Asset Management Plan - resulted in a detailed breakdown of corporate expenditure necessary over the next five years to maintain the buildings in satisfactory condition. Areas examined included external walls, floors and stairs, internal walls and doors, and general redecoration.

The following table shows the total planned expenditure over the next five years, and if anything, underestimates the scale of investment on building maintenance now necessary. Discussions have taken place with Property Services officers, and maintenance expenditure has been prioritised for the current financial year.

*Building*	*Expenditure*
Bembridge Library	£26,997.50
Brighstone Library	£2,734.60
Cowes Library	£25,568.20
East Cowes Library	£30,371.40
Freshwater Library	£24,189.50
Lord Louis Library	£45,057.70
Niton Library	£2,990.50
Ryde Library	£38,623.60
Sandown Library	£28,246.40
Shanklin Library	£23,045.10
Ventnor Library	£22,791.40
Library HQ	£122,481.40
Young People’s Library Service	£19,602.20
TOTAL	£412,698.50

9.3 Budget Provision

The trend in the Library Service budget over the last three years has been fairly constant. In 2000/01 in order to protect education and social services, proposed budget reductions of £70,000 were assigned to Libraries. Members subsequently agreed a revenue increase of £55,000 to help meet the cost of the new stock management system and a one off figure of £50,000 to assist the implementation of the People’s Network. In the context of the impending Standards and implementation of the People’s Network the only reduction actually made was £5,000 from the Periodicals budget

At the same time Council agreed in principle to adding £50,000 to the revenue budget from the financial year 2003/04 as part of the authority’s commitment to sustaining the Network.

OVERALL LEVEL OF EXPENDITURE – LAST THREE YEARS – ACTUALS
Budget Heading	1999/00	2000/01	2001/02
1. Employee costs 2. Premises costs 3. Transport costs 4. Supplies and services (including) 4.1. Adult book fund 4.2. Junior book fund 4.3. Reference book fund 4.4. Periodicals & Newspapers 5. Recharges 6. Income 7. Centrally controlled	930,770 112,880 32,925 384,675 (150,000) (31,380) (28,000) (14,800) -60,920 -187,210 24,200	968,080 97,964 29,136 412,933 (161,269) (31,068) (30,511) (12,001) -61,895 -206,508 25,420	979,830 124,250 38,330 460,770 (161,400) (30,620) (27,880) (11,440) -64,000 -208,420 27,100
TOTAL	1,237,320	1,265,130	1,357,860

In 1999/00 and 2000/01 spending on adult books was inflated by a one off grant of £70,000 allocated in response to an adverse report on our level of spending by the Book Trust. In 2001/02 the budget was overspent by £10,000 in an attempt to address stock weaknesses but in this year has returned its real level.

The authority’s finance department indicate that the over the next two years overall expenditure and the Library Service’s budget will increase by a 3% inflation allowance each year.

The Library Service was allocated £320,000 by the New Opportunities Fund to implement the People’s Network. Because of the poor quality of the infrastructure on the Island BT was unable to deliver Learning Stream and it was necessary to re-bid to NOF for an additional £100,000. This was agreed in May 2002. We have carried a figure of £110,000 allocated to implementing the Network over from last year’s budget.

In the 2001 Annual Library Plan we identified the following additional budget needs:

· £180,000 to meet public library standards on stock. This figure has now been revised down to £75,000

· £80,000 to sustain the People’s Network in 2003/04 -£50k already in principle agreed

· £10,000 of capital to establish homework clubs in branches

The first two have been highlighted to members in committee and a Task Group but have yet to be resolved. These are being addressed as set out in 3.8.2 and 6.3 of the Annual Library Plan (Improvement Plan Action 29). Because of developments in the People’s Network plans for homework clubs have been changed and no capital bid was made. It is planned to bid for this sum in 2003-4.

CURRENT YEAR – MAIN BUDGET HEADINGS
Budget Heading
1. Employee costs 2. Premises costs 3. Transport costs 4. Supplies and services (including) 4.1. Adult book fund 4.2. Junior book fund 4.3. Reference book fund 4.4. Periodicals & Newspapers 5. Recharges 6. Income 7. Centrally controlled	1,059,099 99,525 27,940 449,908 (148,000) (32,000) (28,000) (10,000) -50,497 -194,081 45,379
	1,432,273

10. CURRENT PERFORMANCE AND BENCHMARKING

10.1 National and Local Best Value Performance Indicators

The Library Service has two Best Value Performance Indicators, BVPI 115 and 117. A third, BVPI 118 is currently being redefined by the Audit Commission.

BVPI 115 – Cost (gross) per physical visit to public libraries

In 2000/2001 this was £1.69 and for 2001/2002 £1.85, an increase of 9.5%. This is accounted for by a 4.5% increase in staff salaries and a 6% decrease in the number of visitors to libraries. However, the service remains in the lower quartile of performance in respect to this indicator.

BVPI 117 – Number of physical visits per 1,000 population to public library premises

In 2000/2001 the number of visits per 1,000 population was 7,999 and in 2001/2002, 7,444. We anticipate that the number of physical visits will increase following the introduction of the People’s Network in 2003. The service is in the upper quartile of performance in respect of this indicator.

In addition to these BVPIs the service uses seven local indicators to measure its performance:

Number of books issued per head of population (Local indicator)	10.26	9.7	8.9	9.26
	7.76	7.34	**	**
Number of other items issued per head of population (Local indicator)	0.75	0.9	0.87	0.97
	0.53	0.57	**	**
Number of books/recordings available in libraries per head of population (Local indicator)	1.85	1.55	1.82	1.99
	**	**	**	**
Percentage of customers who found books/information required (Local indicator)	67.8	63.5	69.1	**
	**	63.5	**	**
Percentage of customers who are satisfied with staff, opening times (Local indicator)	89.4	91.1	92.6	**
	**	83.4	**	**
Percentage of population to be active borrowers=35% (Local indicator)			23%	27%

Income to be increased by 10%. (Local indicator)			5.3%	7.3%

“ indicates data not available.

10.2 PUBLIC LIBRARY STANDARDS

New key indicators of performance for public libraries were introduced by the Department for Culture, Media and Sport in the form of Minimum National Public Library Standards. All library authorities are required to meet these standards by 1^st April, 2004.

The Isle of Wight Library Service currently meets 65% of the Public Library Standards. In areas such as aggregate opening times, visitor numbers and request times we exceed the standard by some distance, while customer satisfaction – at least among adults – remains high.

There are areas where improvements are necessary if we are to meet the Standards by 2004-2005, and these are addressed below.

PLS 1 and 3

We meet the targets PLS 1 if we take into account mobile library stops as a contextual indicator, but do not meet PLS 3 as only 25% of our branch opening hours fall outside 9am to 5pm on weekdays. We recognise that some of our branch libraries – in particular Shanklin and Ventnor - are sited inappropriately within the communities they serve. This is the result of the piecemeal and largely unplanned expansion of the Library Service throughout the 20^th century. There are no easy solutions, with problems envisaged in finding suitable sites and identifying adequate finance. The situation will probably only be resolved through working in partnership with both public and private sector bodies, and creating multiple-use buildings.

In addition, there are several substantial Island communities – for example Brading, Wootton and Lake – which are not at present served by a static library. Again the Best Value Review will address this issue, but again there are no simple solutions. We have a recently established policy on "Community Libraries" which sets out our standards for stock security and control, and for staffing, and this will provide us with a means of extending services without taking on unsustainable costs. The Community Services Librarian has held discussions with representatives of Brading Town Council, but to date our commitment has been limited to providing shelving for a community library in the town.

The Rural Mobile Library Service routes are designed to cover communities not served by static branches. The routes are constantly monitored and are reviewed every three years. A new vehicle has been purchased in 2002, equipped with the DS Galaxy 2000 library management system, and services such as video and CD loans. Customers using the Mobile Library Service now have access to the same range of services as those offered by our static branches. Also, the vehicle will be used outside library opening hours to provide free Internet and computer access, as it can easily be converted into an IT suite. Plans are already being drawn up to extend the People's Network in this way into rural areas of the Island.

The Library Service website – www.iwight.com/thelibrary – provides 24 hour remote access to a range of facilities such as the catalogue, and gives people the opportunity to request and renew items, and make enquiries and comments. In 2002 we have also launched a 24 hour renewals and information line, which again makes access to a static library less of a necessity.

As for opening hours, our two busiest libraries – sited in the Island's largest towns, Ryde and Newport – have opened for 6 hours on Sundays since 2001, and both libraries are open for one late evening each week.

Consultation will be necessary with residents in a number of communities, to ensure that opening times meet their needs. Current usage patterns seem to indicate that extending Sunday and evening opening to additional branches will not be popular with our customers, particularly if this has a negative impact on weekday opening hours. However, this situation will be reviewed once the People's Network has been introduced to every branch library.

PLS 6i and 6ii

The completion of the People's Network by March 2003 will also enable us to meet PLS 6i and 6ii, as all static service points will have free public Internet access, and the total number of electronic workstations across the county will be 90.

PLS 10

We currently fall short of meeting PLS 10, although the Library Service website was only launched in January 2002. We are confident that the interactive nature of the site – people can take up membership, interrogate the catalogue, make enquiries, and renew and request items online – will prove popular, particularly as more than 40% of Island residents now have access to the Internet at home. Website development is a priority of the newly appointed Reader Development Librarian, in line with the excellent work already undertaken by the Assistant Young People's Library Services Manager. (Improvement Plan Action 30, 58)

PLS 12i and 12ii

We are planning to conduct CIPFA Plus Young People's and Adult Library User Surveys in October 2002 and March 2003. The responses will enable us to more accurately assess progress towards meeting PLS 12i and 12ii. In the last year, the Young People's Library Service team have worked hard at reinvigorating and redisplaying junior library book stocks, and a new subject guide has been produced. On the adult side, the Stock Management Policy is now fully operational, resulting in automatic stock rotation. Better display of adult books is a high priority, with new display equipment purchased for several libraries, while the appointment in 2002 of a Reader Development Librarian promises further improvements in areas such as promotion and library layout and signage.

The contract for supplying adult and junior books was re-tendered in 2002, and the selected book supply company is required to meet stringent stock specifications and supply times. We expect that these measures will lead to improvements in our ability to supply the books that our customers want.

PLS 14ii and 15ii

The CIPFA Plus Young People's Survey will also give us more up-to-date information about our performance against PLS 14ii and 15ii. The Young People's Library Service team are planning to hold a series of in-house training days, specifically aimed at raising the awareness in front-line staff of children's needs, and the appropriate way to respond to children's enquiries. This training will increase the knowledge of staff in this area, and enable them to react helpfully to enquiries.

The subject guide referred to above will also have an impact here, as will the guides to children's fiction genres produced in 2001, which are available in hard copy and on the Library Service website.

PLS 17 and 18

The primary reason that we fall short of meeting PLS 17 and 18 is financial constraint. The number of items added to stock in 2001-2002 fell by 30%, largely because of an overspend inherited from the previous financial year, and because as we were retendering our book supply contract in 2002, we did not want this year-end overspend to be perpetuated.

Our book fund has failed to keep pace with book price inflation. This need for increased investment has been strongly flagged within the Annual Library Plan, and we are engaged with Elected Members in an effort to gain the necessary additional funding.

In relation particularly to PLS 18, the Stock Manager is working hard to weed out redundant stock from open access shelves, and this reduction in the total stock will improve the replenishment figure. However, additional resources will also be required.

PLS 19i and 19ii

We are confident that we will be able to meet the suggested targets for PLS 19i and ii by 2004/5. The NOF ICT Training Programme will by then have been completed by every permanent member of staff, while every manager will have been trained in one or more of the advanced roles.

Information management qualifications are a requisite for the management team who are all professionally qualified librarians, with time allocated for newly appointed librarians to work towards the CILIP Charter. We have invested a huge amount of time in ensuring that staff at the other end of the scale – Modern Apprentices – achieve the Level 3 Information and Library Services NVQ.

10.3 BENCHMARKING

The Library Service is a member of the Institute of Finance’s Metric and Process Benchmarking clubs and has been for the last three years. The metric benchmarking has provided a useful range of trend data covering such areas as staff costs, use of staff resources, staff availability and turnover, expenditure on stock by category, stock management, mobile libraries and premises costs. The reports provide comparison against a basket of selected other library authorities.

The process benchmarking clubs including stock management, reservations and interlibrary loans, social inclusion, reader development and management of mobile libraries have given professional librarians the opportunity to share good practice with other participating authorities.

10.4 CIPFA PUBLIC LIBRARY USER SURVEYS

The Library service has conducted CIPFA Plus Adult Users' Surveys in two of the past three years; the next survey is due to be held in March 2003. The children’s survey was carried out in November 2002 and we are awaiting the analysis of the data from IPF. Data relating to customer satisfaction is detailed in the comparative table below.

Question asked	1999-2000	2000-2001
Q3. If you were seeking a particular book(s) during today's visit, show if you were able to obtain them? Response "yes".	60.7%	61.2%
Q4. If you came to the library today without a particular book in mind, did you find one to borrow? Response "yes".	89.6%	89.5%
Q5. If you came to the library to seek information, did you get the information you needed. Response “yes”	69.2%	77.1%
Q6i. If you came for a Talking Book did you borrow any? Response "yes".	52.2%	69.3%
Q6ii. If you came for a CD did you borrow any? Response "yes".	49.9%	46.9%
Q6iii. If you came for a video did you borrow any? Response "yes".	79.3%	85.5%
Q7i. What do you think of hours of opening? Response "good/very good".	86.5%	89.3%
Q7ii. What do you think of guiding/signs? Response "good/very good".	79.5%	80.7%
Q7iii. What do you think of layout and arrangement? Response "good/very good".	76.0%	78.3%
Q7iv. What do you think of staff helpfulness? Response "good/very good".	97.8%	97.7%
Q7v. What do you think of the time waiting for service? Response "good/very good".	90.2%	91.9%
Q7vi. What do you think of the staff knowledge and expertise? Response "good/very good".	95.7%	95.9%
Q7vii. What do you think of the range of books/other materials? Response "good/very good".	73.3%	73.7%
Q7viii. What do you think of services for children? Response "good/very good".	92.9%	91.6%
Q7ix. What do you think of reference/information provision? Response "good/very good".	78.9%	80.7%

Responses to the CIPFA Plus survey have evidenced year-on-year improvements in customer satisfaction with many aspects of service provision.

· There is evidence of improvements in stock provision in areas such as general book stock, talking books and videos, reflecting the appointment in October 1999 of a new Stock Manager and the implementation of a Stock Management Policy. In the case of videos, it also reflects the extension of collections to all but three branch libraries, and a concentration on selecting popular titles.

· The satisfaction rate with CD stock is below 50%, but this is being addressed through an increased emphasis on the selection of popular CD titles. CD issues rose markedly in 2001-2, and it is hoped that the 2002 CIPFA Plus survey will reflect this in a higher satisfaction rate.

· Layout and library guidance both show consistently improving satisfaction ratings, reflecting particularly the installation of a new counter area and clear guidance at Lord Louis Library. We are aware that more needs to be done in this area, with better marketing, promotion and awareness-raising all identified as priorities.

· Improvements in customer satisfaction with opening hours reflect an increase in convenient opening hours at the two busiest branches – Lord Louis and Ryde – to include Sunday, late evening and early morning hours.

· Satisfaction rates with staff knowledge and helpfulness have remained consistently high, reflecting the Library Service and its staff's commitment to high quality customer care. However, there is some variation between the satisfaction rates at different branch libraries – customer care training is planned to iron out this slight inconsistency.

11. RECENT SERVICE AND FACILITY DEVELOPMENTS

The service has not benefited from large amounts of capital funding (with the exception of £75,000 for the refurbishment of one library), a considerable number of other service developments have been achieved within existing revenue funding or as the result of grant funding from external sources. These include:

· Commissioning of two new state of the art mobile libraries, equipped with satellite based internet access;

· The extension and total refurbishment of Freshwater Library;

· Makeovers of the children’s libraries at Cowes and Lord Louis Library, Newport;

· Introduction of Borrow Anywhere, Return Anywhere, allowing library users to borrow items from any Island library and return them to any other Island Library;

· Commissioning of a 24 hour automated renewals and information telephone service based on the Talking Tech I-Tiva product;

· Production of a ‘Codebuster’ booklet and reclassification of junior book stock;

· Computerisation of the loan stock of the School Library Service;

· Development of a library section on the Council’s website allowing online renewals, reservations, joining, catalogue searches, facility to book a computer or microfiche reader, ask a reference enquiry and to make online comments and concerns;

· Introduction of Basic Skills training for library staff and the stocking of Basic Skills materials in partnership with BSSU;

· Link to Learn college and course information;

· Production of a range of new leaflets and promotional material;

· Formation of Reader’s Groups in partnership with Ottaker’s bookshops;

· Successful bid for £425,000 to the New Opportunities Fund and the subsequent implementation of the People’s Network;

· Extension of DS Galaxy integrated library management system to the two new mobile libraries using GSM technology;

· Establishment of two Homework Clubs;

· Production of a weekly staff newsletter;

· Extension of audio-visual services to all libraries, including the Rural Mobile Library;

· Appointment of a Reader Development Librarian;

· Retendering and renegotiation of Principal Book Supplier.

It is intended that a large amount of capital funding will be made available in 2003 – 2004 to enable the purchase of a new industrial unit at Somerton Business Park for the relocation of the existing Library Headquarters which is currently housed at Parkhurst Road in a substandard building.

12. SERVICE PLAN

The Library Service produces an annual Service Plan which is incorporated into an overall Community Development Service Plan as part of the Council’s Business Planning process.

The plan encompasses the Council’s corporate objectives and the Directorate’s strategic objectives as identified in its Strategic Plan. It continues by identifying the other plans that the service contributes to and the financial resources available to deliver library services as well as contracts, grants and service level agreements. Numeric and non-numeric statements of performance are included together with a service SWOT analysis. The plan then concludes with the Service’s strategic aims and objectives for the year which link back to the Council and Directorate objectives. In turn these feed into individual staff Personal Performance Reviews.

The Library Service has or is developing in partnership with other Council Departments and other agencies the following departmental policies and strategies:

· Annual Library Plan

· Asset Management Plan

· ICT Strategy

· E-Government Strategy

· Stock Management Policy

· Access and Inclusion Strategy

· Learning Strategy

· Staff Development Strategy

· Marketing and Consultation Plan

· Strategy for the use of Volunteers

· Strategy relating to Children and Young People

· Community Libraries Policy

· Leaflets and Posters Policy

· Reader Development Strategy

13. PARTNERSHIPS AND OTHER PROVIDERS

The Library Service has been criticised in the past in the appraisal of its Annual Library Plan for the limited number of partnerships that have been in place. The service has worked to increase the number of these to the mutual benefit of all parties involved and to improve the range and level of services provided to the Island community.

External partners:

· Surestart - a partnership with Surestart is already underway. We provide specialised story sessions for babies to develop the use of bouncing and rhyming activities. We are working closely with the Surestart team to encourage previously excluded groups to use the library and encourage the use of books. (Improvement Plan Action 41)

· The Book Trust and local Health Visitors to deliver Bookstart packs to every new born child at their nine-month check. Anecdotal evidence has shown that babies who have participated in the scheme achieve more in their early years at school.

· Ottaker’s bookshops who provide support and development in the formation and operation of Reader’s Groups started by the Reader Development Librarian.

· Co-South. This is a partnership between Hampshire, Southampton, Portsmouth and the Isle of Wight library services, initially to offer interoperability between the four authorities catalogues, leading to inter-lending and further developments such as a common library card.

· Home Office for which we provide a Prison Library Service on an agency / service level basis.

· IWIGTS – Isle of Wight Industrial Group Training Services who provide training for Modern Apprentices.

· SWRLS – The South Western Regional Library Service through whom we conduct inter-lending activities with other library authorities.

· HATRICS – An inter-lending service based in Winchester which draws upon the business information resources of public, academic, special and commercial libraries

· Askews Library Services, Preston as principal library supplier and who support promotional activities, particularly reader development within the service.

· IPF – Institute of Public Finance responsible for running the benchmarking clubs in which the service participates.

· NOF – New Opportunities Fund – grant funding of £425,000 towards the implementation of the People’s Network.

· Isle of Wight College for support for Basic Skills courses for library staff, ECDL testing, family fun days and delivery of basic skills training via the mobile library.

· Carter-Small Partnership for ICT training for Library staff.

· Parish Councils, particularly at Brading working towards a community library.

· British Red Cross Society – deposit collections of books for use in hospitals. (Improvement Plan Action 44)

· WRVS – Women’s Royal Voluntary Service for delivering books and other resources to housebound library users.

· Hampshire and Isle of Wight Basic Skills Support Unit for free access to basic skills resources.

· Isle of Wight Society for the Blind for co-operation with assistive technology for the People’s Network.

· Learn Direct / Isle of Wight College for Learn Direct Access Points in libraries.

· Isle of Wight Society for the Blind / Portsmouth City Libraries / RNIB / NLB / Calibre / Branching Out for exchange visits etc of VIPs

· Family Learning Centre for PALS – Promoting Adult Learning and training staff in supporting adult learners.

· Wroxall Community Association in connection with Mobile access to IT resources.

· The Woodward Lewis Partnership for training and support in the use of the EFQM Excellence Model

Internal partners:

· Social Services Department in connection with clubs for Looked After children.

· Learning Centre for staff training and development.

· Information and Communications Technology section for support in connection with the development of the library service section of the Council’s website.

· Schools for their support of the School Library Service.

Other providers:

There are other providers who compete and offer similar services to those provided by the library service and these include:

· Video rental stores

· Bookshops

· Music / video retail outlets

· Other cyber cafe providers

· Mail order book clubs

· Online booksellers

14. INVESTMENT REQUIREMENTS

14.1 Capital Funding

The Improvement Plan identifies £152,000 of capital resources required to implement some of the actions proposed and these include:

EFQM as integrated planning tool £2,000

Refurbishment of two further libraries £150,000

In addition capital bids have already been submitted for the following:

Installation of air conditioning to main library area at the

Lord Louis Library, Newport £30,000

Additional network support costs for People’s Network to

Meet the requirements of the central ICT section £25,000

Replacement of inadequate / poorly located library at

Shanklin £400,000

General refurbishment / improvements to libraries £25,000

As has already been identified elsewhere in this report and its appendices there is a requirement for an additional £257,000 to meet the work required by the Property Services Department of the Council’s estimated cost of upgrading / repairs identified in their schedule of dilapidation of the remaining libraries. This does not take into account any amount required to fully meet the outstanding requirements of the Disability Discrimination Act due to come into force in 2004.

14.2 Revenue Funding

The Improvement Plan identifies a revenue funding requirement of £258,500 on an annual basis and a further £36,250 on a one off basis to meet all of the actions proposed and these include:

Marketing initiatives £2,000

Staffing structure review £40,000

Appointment of Personnel Assistant £13,000

Appointment of additional professional children’s librarian £20,000

Appointment of ICT technician £18,000

Set up costs for focus group £500

Set up costs for library user groups £500

Development of non-user surveys £2,000

Set up costs for communications group identified from EFQM £500

Development of communications strategy £500

Set up costs for young people’s task group £250

Cost of meeting Public Library Standards 17 and 18 £75,000

Cost of accreditation as UK Online Centre £2,000

Sustainability of People’s Network £80,000

Cost of development strategy for People’s Network £5,000

Staff training in storytelling £1,000

Library external signage £2,000

Cost of establishing common branding for all libraries £3,000

Establishment of a multi-cultural collection £2,500

Review and adaptation to services to hospitals £2,500

Revision of Mobile Library routes / partnership with WRVS £3,000

Cost of removing charges for children under 5 £5,000

Service to childminders / playgroups / looked after children £5,000

Review of services to businesses and industry £5,000

Updating reference material in branch libraries £10,000

Annual promotional events in libraries £2,500

Creation of reader’s website £1,000

Consultation with teenagers re service provision £500

Targeting reading activities to disadvantaged groups £500

Cost of establishing four Reading Groups £500

Drop in sessions at Newport for adults / elderly £1,000

Friends of Libraries Groups £500

Cost of research relating to literacy and reading £500

14.3 Future Developments

There are also proposals for further developments which have not been encompassed within the body of this document as they are at a very early planning stage.

These include particularly the relocation of a further five libraries which are Ryde, East Cowes, Ventnor, Niton and Brighstone. It is envisaged that the majority of these could move into dual or multi use facilities, thereby making the service more accessible at hours most likely to suit the local community with the possibility of savings in revenue costs. The cost of these proposals has yet to be fully determined.

In addition the Library Service is looking to entering into partnership with Hampshire, Southampton and Portsmouth library authorities to establish a co-operative organisation to be known as Co-South. The initial intention is to make the catalogues of all four authorities visible in each authority. The next stage would be to make online reservation available from any library. This work is subject to Co-South entering into agreement with a third party contractor to provide the necessary technology to enable the proposals to work effectively and negotiations are currently under way but costs are not yet finalised. It is then hoped that further co-operation can take place which will, for example, allow for a single library ticket, perhaps a smartcard, to be used in any of the four authorities and co-operation to extend to other areas such as training, procurement etc. Discussions have also taken place with SEMLAC with a view to them considering some level of funding on a pipe priming basis.

15. QUALITY INITIATIVES

15.1 Investors in People

Investors in People is focussed on the development of an organisation’s most valuable and expensive resource, its people, and in order to achieve the award the organisation must demonstrate its compliance across four key areas:

· Commitment – fully committed to developing its people in order to achieve its aims and objectives;

· Planning – must be clear about its objectives and what its people need to do to achieve them;

· Action – develops its people effectively in order to improve its performance;

· Evaluation – it must understand the impact of its investment in people on its performance.

As part of the Education Directorate, the Library Service was included in the Directorate’s accreditation as an Investor In People which was awarded in 2002.

15.2 EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT EXCELLENCE MODEL

In 2002 the Library Service adopted the EFQM model of assessment to measure the quality of our service. The assessment team was made up of staff from library assistants to library managers and included two of our council members. The EFQM team met several times from May – July, to learn how the EFQM process would operate and carry out the assessment of the service. The results of the review provided us with valuable information to help us formulate the Annual Library Plan and prepare for our Best Value Review.

The review forced us to look at the service with a customer focus. The diagonal slice of staff on the review team enabled us to challenge the views held about the service. The more open management style that has been adopted over the last year came out as a particular strength, which has enabled a more open culture enabling greater consultation and involvement from all levels of staff.

The executive summary of the review encapsulates the overall findings of the review. We decided before undertaking the review that we would not score the review. We recognised that we did not have sufficient data over a period of time that was required. It has already been agreed that we will review the service using the EFQM model on an annual basis. The core team will remain the same but some members will be changed each year, providing continuity and a fresh approach. (Improvement Plan Action 1, 2, 3).

Executive Summary from the EFQM Review

The EFQM Review of the Isle of Wight Library Service has shown that we have many strengths we should be proud of and celebrate. The change in management style has come out as an important feature which is driving the library service forward as well as ensuring staff from all levels are involved in the process. We have recognised the need for wider consultation and this has been a key part of our Best Value review and our ongoing programme of CIPFA surveys. We will be using the results of this review to develop our Annual Library Plan alongside the need for fulfilling the Public Library Standards and putting in place the People’s Network.

We have identified Areas for Improvement, which will enable the service to be more customer focused as well as ensuring we strive for continual improvement. We need to further develop our new style of management and improve communications within the library service itself, communications with other areas of the council and our communication to the people we serve. We have recognised that our people are our strength but need to continually improve their skills to increase our service to the public.

Key Themes

At the end of the review process each of the three groups of staff were asked to identify the key strengths and weaknesses that had arisen from the review of the library service.

Strengths	Areas for improvement
Senior Library Assistants
· Customer satisfaction · Improvements to children’s services · Positive attitude	· Communications
Library Assistants and Members
· Better than we thought we were · Management approachable · Local access good · Responsive to public need	· Communications · Marketing / promotion · Celebrating success
Management Team
· Our people · Our performance · Accessibility · Breadth of service · Community and environment response	· More joined up thinking within and across Directorates · Communications · Marketing / promotion · Celebrating success · Use and management of information · Training / sustainability

The similarities between the groups provide us with a clear direction of our priorities in the future.

Areas for Improvement:

Further develop our management style

· Our vision needs to include

o Customer focus

o Improvement/achieving satisfaction

o Listening service

o First choice service

· Our role / place within the council

· Joined up thinking across the council

· Further develop our use of data to improve services (Improvement Plan Action 5, 7, 16)

· Bring planning cycles together

Communication (Improvement Plan Action 19)

· Within the library service

· Across the council

· With our customers

· Celebrate our success

· Market our services

· Libraries bring communities together (Improvement Plan Action 45)

People

· Further improvements to customer service (Improvement Plan Action 50, 51)

· Developing our induction process to include all staff (Improvement Plan Action 33)

· Recognising the hard work of our teams

· Improve opportunities for staff development (Improvement Plan Action 6, 35)

· Enquiry work and customer care training to all staff

Our services

· Fulfil the Public Library Standards

· Investigate our fines and charges

· Reader development for adults and children (Improvement Plan Action 34)

· Improve the use of our stock

· Improve our buildings

· Attract non-users

· Sustainability

Quality of Stock

Our Stock Management Policy outlines the range and condition of stock in all of our libraries. In our smaller libraries the range and condition of the stock is very good. However, this is not the case in our larger libraries. As part of this Review we engaged the services of a ‘critical friend’ to review our services. The report we received commented on the poor quality of the stock in many of our libraries. It was useful to have this outside view to support our views and the programme of work we had already outlined. We will be fast tracking our withdrawal programme to remove outdated and damaged stock and reducing the stock as necessary. (Improvement Plan Action 53) We will be introducing a similar stock management tool that was used in the children’s libraries and we will be supporting this by a training programme for all of our branch supervisors. It is essential that all staff understand the Stock Management Policy and how we need to improve our stock and image if we are to compete with other book providers. Funding has been a major problem for us and until recently the book budget has been spent on new stock rather than replacements. We are currently reviewing this policy.

A great deal of work has been undertaken in the children’s libraries to improve the quality of the stock. We now have a good range of stock that is in good or excellent condition. We introduced a measurement tool to assess the condition and currency of our stock, which provided us with useful information to improve the stock in the junior and teenage sections. A major withdrawal programme has taken place and replacement programme of “classics” has been put in place alongside the purchase of more popular material. We will be undertaking a major review of our junior non-fiction during the coming year and will be reviewing our younger fiction.

15.3 Charter Mark

In tandem with the IIP and EFQM work that has been undertaken, the Service will seek to gain Charter Mark accreditation by 2005. (Improvement Plan Action 1a)
16. LEGISLATION / GUIDANCE

16.1 Power to Provide the Service

The Council has a Statutory Duty under the Public Libraries and Museums Act 1964 to provide a public library service. Until recently the only qualititative requirement was that the service should be ‘efficient and comprehensive’ but there is no definition within the Act to determine the level of this. Similarly there are no quantative indicators within the Act.

Section 8 of the Act prevents any library authority making a charge for core services, i.e. the loan of books, but this is the only primary constraint on charging for services.

There is provision within Section 9 of the Act for library authorities to make payments to other library authorities or other persons who provide library facilities for members of the public.

Under Section 8 of the Act the Secretary of State has made a Statutory Instrument Number 2712 of 1991 – The Library Charges (England and Wales) Regulations 1991 which explicitly identifies what charges may be made for what services the library authority provides over and above the core service.

Under Section 19 of the Act a library authority has the power to make byelaws regulating the use of the library facilities and the Isle of Wight Council has done so against the guidelines of model byelaws issued by the Secretary of State.

Section 2 of the Act states that ‘every library authority shall furnish such information and provide such facilities for the inspection of library premises, stocks and records, as the Secretary of State may require for carrying out his duty under this section’. It is under this section that the DCMS has required the production of an Annual Library Plan.

On 1^st April the National Public Library Standards will come into force whereupon library authorities will be required to meet the 19 standards specified. The Secretary of State reserves the right to intervene in instances where any authority does not meet the Standards.

17. THE REVIEW

17.1 Best Value (the 4 C’s)

The Local Government Act of 1999 abolished the CCT regime and replaced it with a new regime aimed at delivering continuous improvement through Best Value.

This new regime required Councils to demonstrate continuous improvement across all services with regard to economy, efficiency and effectiveness. This section of the review outlines how the 4 C’s of Challenge, Compare, Consult and Compete have been applied throughout. Where possible, drawing upon the amount of work, consultation, external consultancy and benchmarking previously undertaken, this has been used to measure existing service delivery and make value judgements as to how it can continue to deliver improvements in the future.

The original scoping document was written to focus particularly on the need for the Review Team to undertake a rigorous and serious “Challenge”. Throughout this review the five Challenge Meetings, We Want You Back and Your Views Count surveys, the evidence of the Mori 5 and 6 surveys, the use of the Critical Friend and the visit to Hounslow clearly illustrate that the challenge element has been severely tested.

The review was conducted as outlined by the scope within the prescribed timetable by the review team.

18 CHALLENGE

18.1 Whilst the Library Service is a Statutory function of the Council, the provision of its various services has been challenged through consultation with stakeholders, through audit reports and management processes.

The fundamental question of whether the Council should be providing this service was specifically posed by MORI 5 and 79% of respondents said that it should. 59% of respondents said that they used the Library service at least once a month.

76% of respondents in MORI 5 believed that libraries are the best service to provide learning resources to the community.

The views of those participating in the MORI survey were upheld by those attending a Focus Group meeting held in Ryde in October, 2002.

In MORI 6, 66% of the population stated that they were satisfied with the provision of library facilities, but that leaves a considerable number who are not or do not use them. To explore this issue and to challenge whether we are providing the right services at the right times, in the most appropriate places at sustainable pricing, where appropriate, we carried out two consultation issues using questionnaires.

One of these, We want you back, was directed at lapsed users whose library tickets had not been used in the preceding twelve months to borrow an item. The main response for not having used the library was too busy (29%), and 20% using an alternative source for books etc. 14% cited an insufficient choice of books, video or music but only 4% for inconvenient opening hours. This has challenged the service to review the level of expenditure on materials and it is seeking an additional revenue funding of £75,000 per annum to address this and the need to meet certain of the Public Library Standards. The service has one of the highest levels (upper quartile) for aggregate opening hours per 1,000 population which may account for the apparent satisfaction with opening hours. However, on being asked what would encourage them back, 29% of respondents said longer opening hours, Sunday or evening opening. The service will be challenging the current opening hours in the light of the introduction of the People’s Network and, although Newport and Ryde libraries are already open seven days a week, there may be a need to time shift opening hours to meet the needs of the community in the evenings and weekends or to offer opening groups for underrepresented sectors such as teenagers and young men. This may also attract more of the current non-users. Car parking was also an issue raised by 11% saying it had stopped them and with very limited free parking near any of the libraries and likely increases in on and off street parking charges, this is unlikely to change. Interestingly 75% of respondents had used a book, video or music shop in the preceding six months, so there may be lessons to be learnt from these outlets.

In the second of the questionnaires, Yours Views Count, which was distributed through all libraries and doctor’s surgeries and all but one sub post offices, questions asked included what types of services libraries should offer. In response to other services that libraries should offer, the highest percentages were in favour of public toilets – 63%, followed by free internet access (44%), coffee shops (33%) and other Council services (27%). Free internet access will be available in the early part of 2003 through the People’s Network and we are currently looking at ways of providing refreshments in our larger libraries.

The service has challenged process issues and through the tendering process has entered into a partnership with a supplier who now provides all bibliographical data and carries out all adult book selection through a supplier selection process based on profiles supplied, reviewed and monitored by the service.

Because of demand from residents of sheltered accommodation, care and residential homes the service is challenging ways of delivering services to housebound people by entering into a partnership with the WRVS to deliver books and other materials in a pilot area.

The Library Service adopted the European Foundation for Quality Management Excellence Model in 2002, and the outcomes of a review undertaken showed that communications at all levels were poor and this is to be addressed within the Improvement Plan.

During the Best Value Review process a Senior Librarian from the mainland spent four days on the Island to act as a ‘critical friend’ to challenge the ways in which the service was delivered and to act as a ‘mystery shopper’ to judge the consistency of service delivery. The subsequent report highlighted thirteen areas of challenge for the service:

Profile of the Library service and branches within the community

· Seek to develop the profile of library services within the Council and on the Island, in partnership with other agencies (the service is working proactively with partners particularly basic skills and adult learning) (Improvement Plan Action 18, 26, 42, 43)

· Ensure the provision of appropriate signage to every library service point (Orders have been placed for external signage in all towns and villages) (Improvement Plan Action 36)

· Implement a common branding policy for all library buildings, including signage for library opening hours (following the refurbishment of Freshwater Library future work will follow guidelines used there) (Improvement Plan Action 37)

Physical access to library buildings

· A full disability audit needs to be carried out in order to meet the actions required to meet the Disability Discrimination Act (this work is being undertaken by the Property Services Section of the Council who have access to some funding which has already resulted in some work being carried out) (Improvement Plan Action 39)

Accessibility of individual libraries

· Establish standards for front of house presentation (Training for staff is to be provided together with a programme of ‘rate my library’) (Improvement Plan Action 37a)

· Staff training and sharing of good practice (a series of one day training courses with a choice of themes is proposed) (Improvement Plan Action 21, 25)

Library layout, condition and tidiness

· Prioritise use of limited space (Guidelines will be issued to all service points) (Improvement Plan Action 38)

· Every Branch Manager trained and responsible for Health and Safety and meeting Fire Regulations (All staff to undergo relevant health and safety and fire marshal training in 2003 as part of Council wide initiative following Health and Safety Executive Improvement Notice) (Improvement Plan Action 33a)

· Seek corporate funding to address those Health and Safety issues beyond the Library budget Some of the above training is to be met from corporate funding) (Improvement Plan Action 33a)

Shelving

· Significant reduction in stock levels would free top shelves, which could then be used for display (A programme of stock weeding and reduction has commenced at Freshwater and Lord Louis Libraries and display shelving adapters installed for face out display. This will be replicated across all service points over time and within available resources) (Improvement Plan Action 26, 40, 52)

· Consistent house style for library and shelf guiding (Following the refurbishment of Freshwater Library a consistent style will be determined and applied across all service points) (Improvement Plan Action 37, 37a, 38)

· Embargo on handwritten notices and guiding (instructions and training will be given to staff) (Improvement Plan Action 37, 37a)

Presentation and promotion of stock

· Stock management policy to be disseminated to all staff (Policy has already been distributed but will be reinforced at training sessions and manager’s visits) (Improvement Plan Action 20a, 55)

· Staff training in stock presentation and promotion (Identified as a training need for the Reader Development Librarian to deliver) (Improvement Plan Action 21, 25, 57)

· More intensive weeding of stock (Programme commenced as mentioned above, initially on a team basis by all of the management team assisted by branch staff as a training exercise) (Improvement Plan Action 52)

· Small investment in display stands (Some have been resourced from promotional budget from principal supplier, further will be procured as libraries are refurbished) (Improvement Plan Action 40, 57)

· More use of paperback spinners (Resourced as library refurbishment or other funding is available) (Improvement Plan Action 40, 57

Depth, range, currency and physical condition of stock

· Stock management policy to be disseminated to all staff (Policy has already been distributed but will be reinforced at training sessions and manager’s visits) (Improvement Plan Action 20a)

· Staff training in stock withdrawal, rebinding and in housekeeping routines such as plastic jackets (Advice and training to be provided by Stock Manager, reinforced by manager’s visits) (Improvement Plan Action 20a, 21)

· Improve physical condition of stock by re-allocating book funds, perhaps buy more paperbacks, releasing funds for rebinding standard works. (Following refurbishment of Freshwater Library, funds have been set aside for stock replacement programme and a full programme of stock rotation using the DS Galaxy system is to be implanted across the Island according to a timetable programme) (Improvement Plan Action 22, 52a)

Access to other services

· Do not allow these access points to become dumping grounds for overflow library materials and leaflets (Training for staff is to be provided together with a programme of ‘rate my library’) (Improvement Plan Action 37a, 38)

Library publicity material

· Establish a discrete area for library publicity material to focus attention (Commercially produced leaflet display racks have been purchased for all service points and a series of commonly branded library information leaflets are being produced) (Improvement Plan Action 37)

Community information and notice boards

· Devise a clear publicity leaflets policy and disseminate. Space prohibits displaying everything (Existing policy will be reviewed and revised where appropriate and disseminated to all staff) (Improvement Plan Action 37a)

· Staff training in front of house techniques (Policy and guidance will be disseminated to all staff and training provided where appropriate) (Improvement Plan Action 37a)

Staff knowledge and helpfulness, including telephone answering techniques

· Ensure staff in every library wear their name badges (Staff to be reminded and checked on manager’s visits) (Improvement Plan Action 7, 25)

ICT public access

· Involve staff in every service point in the rollout programme for the People’s Network, and in siting the PCs (Consultation with staff undertaken during manager’s visits and site visits relating to the People’s Network) (Improvement Plan Action 23, 27)

Public access catalogues

· Improve signage to the public access catalogues (To be undertaken as part of guiding and signage programme) (Improvement Plan Action 23, 37)

18.2 RECOMMENDATIONS

· Branch targets agreed and set (Improvement Plan Action 7)

· Instigate a diagonal slice communications focus group (Improvement Plan Action 18)

· Develop a communications strategy including use of newsletters and communicating mission and values (Improvement Plan Action 19)

· Branch visits by Library Managers to include audit of policies and procedures (Improvement Plan Action 20a)

· Establish a programme of regular staff meetings (Improvement Plan Action 21)

· Conduct an assessment of the siting, location and opening hours of libraries (Improvement Plan Action 22)

· Complete implementation of People's Network (Improvement Plan Action 23)

· Establish a programme of staff training in customer care of children and adults (Improvement Plan Action 25)

· Programme of stock editing to reduce stock holdings (Improvement Plan Action 26)

· Launch new ILS NVQ with Modern Apprentices and complete NOF funded staff ICT training programme (Improvement Plan Action 27)

· Programme of branch manager training in Health and Safety (Improvement Plan Action 33a)

· Provide appropriate signage in towns and villages directing the community to static service points (Improvement Plan Action 36)

· Introduce common branding policy for all service points, including signage for library opening times (Improvement Plan Action 37)

· Establish standards and training for front of house presentation (Improvement Plan Act 37a)

· Conduct a layout audit of all service points to maximise use of space (Improvement Plan Action 38)

· Enable disabled access to all buildings up to the requirements of the Disability Discrimination Act (Improvement Plan Action 39)

· Two further library makeovers to be undertaken and completed (Improvement Plan Action 40)

· Establish partnership between Police Liaison and others with the Library Service in the use of the Mobile Library for disadvantaged groups (Improvement Plan Action 42)

· Establish partnership with the Isle of Wight College and the Library Service for the use of the Mobile Library to support basic skills learning in rural communities (Improvement Plan Action 43)

· Thoroughly assess and weed all adult and junior stock to remove redundant and dated material and implement full stock rotation plans (Improvement Plan Action 52)

· Review stock acquisition policies and stock specification profile (Improvement Plan Action 52a)

· Develop individual stock profiles for each library (Improvement Plan Action 55)

· Annual promotional events at all branches, promoting different areas of stock, and to different groups within the Island’s community (Improvement Plan Action 57)

19. CONSULTATION

Alongside the issue of challenge the consultation process used in the study was used to discover how good the Library Service is and what improvements it would like to see. The responses drawn from MORI surveys 5 and 6, the two main user and non-user questionnaires, the five Challenge evenings, past CIPFA Public Library User Surveys and an analysis of user comments and concerns are considered below.

19.1 MORI SURVEYS

Four questions were asked in the MORI 5 survey which had relevance to the library service but they primarily related to whether the Council should operate the service and whether it met the aims of the Council. 79% of respondents felt the Council should operate Community Development Service including libraries and 59% felt that libraries were the best of the services for delivering the aims. 59% felt that they should not pay a price for the service and 59% (the highest percentage) had visited a library within the preceding month.

MORI 6 conducted in April 2002 asked questions about respondent’s activities. 47% stated that they read books more than three times a week, (with 45% reading for between 6 and 21 hours per week) whilst only 8% said they did not read then at all. Of activities respondents were most interested in, reading books was rated the highest. Only 4% of those who did not currently read books wanted to do so in the future. 66% said that they were fairly satisfied or very satisfied with libraries whilst 7% were fairly dissatisfied or very dissatisfied. 8% of respondents wished to see more libraries provided on the Island and 18% would like to see them improved.

19.2 QUESTIONNAIRES

The service produced two questionnaires and the results have been analysed and many suggestions incorporated within the Best Value Improvement Plan.

4000 copies of the Your Views Count survey were distributed through all libraries, doctor’s surgeries and all but one sub post office. The response rate was a little over 20% with 565 replies. The greater majority of these were library users, with 61% stating that they were retired and 69% female. Some libraries identified in the survey received a higher response rate than others, perhaps indicating a particular concern over that Library.

91% felt that the book stock was in good condition but only 64% felt they were up to date and 25% consider that the stock did not contain sufficient popular titles and half of those felt the books were not changed often enough. There was an opportunity to express particular comments within the survey and the responses included concerns such as:

· High level of charges for videos, talking books, etc.

· Loan period for material being too short

· Low turnover of stock in some areas

· Lack of variety in some areas, e.g. large print, paperbacks

· Categorisation of fiction genres

· More up to date reference collections

86% of respondents felt that the information service provided covers a good range. There was mixed response to whether people would use free internet access provided by the People’s Network with some expression that the service should concentrate on the provision of book material.

90% felt that library opening times were at least satisfactory with 50% rating this as good. This reflects the high aggregate number of opening hours in the authority, 183 per 1,000 population. Comments indicated that evening and Sunday opening at Ryde and Newport libraries were welcomed. 88% considered that the libraries were suitably located but there were specific comments relating to the location of some libraries, e.g. Shanklin, Ventnor and Niton.

Low percentages felt that the signage outside and inside libraries was good, with 35% and 38% respectively. Several suggestions were made about how libraries could be made more accessible for those with disabilities and some of these are already being implemented. (Improvement Plan Action 36, 39)

97% or respondents felt that staff are helpful and welcoming (88%) but there were suggestions that improvements could include ensuring that all staff were fully trained in customer care and library procedures. When asked about additional facilities, 63% said that they would welcome toilet facilities and 44% internet facilities. Baby changing, coffee shops and access to other Council facilities ranked lower in the order of priority. There was also an expectation that staff would be available to give guidance in the use of ICT equipment (Improvement Plan Action 6, 25, 28, 32, 61)

Respondents were next asked for their opinions on the level of charges and fees. Although many considered that they were sensible and reasonable, others raised concerns about individual charges. (Improvement Plan Action 47)

On the appearance and layout of libraries, many felt that the available space was well used but suggestions such as enlarging libraries, reducing clutter, seating and fiction categorisation. (Improvement Plan Action 38, 57)

Respondents were also asked what lessons we could learn form bookshops and whilst many were content with libraries as they were they came up with a wide variety of ideas.

We Want You Back was a survey directed at 3600 library users whose library ticket had not been used in the preceding six months. The response rate was very low – a total of 278 representing just 8%. Although their library tickets had not been used, half of the respondents indicated they had used a library in the preceding six months, either using a relative’s ticket or visiting the library for some other purpose. 29% of respondents stated that they had been too busy to use the library and 20% had used alternative sources for materials. 11% stated that parking was too difficult (or expensive ?) near the library. 52% had used a book, music or video shop in the last six months and evening or Sunday opening accounted for a reason that 21% of respondents would start using a library again.

19.3 CHALLENGE MEETINGS

Best Value Challenge meetings were held in Newport, Ryde, Cowes, Shanklin and Freshwater in July 2002 and, although widely advertised, proved to be poorly attended with on one occasion only three people attending. The service used the checklists in the Audit Commission’s Building Better Library Services as the basis for the meetings, but there was also the opportunity for general discussion.

Findings

Using Libraries – a pleasant experience?

Appearance

The appearance of libraries from the outside and inside was a cause for concern. Signposts pointing to the libraries in towns are virtually non-existent which makes them particularly difficult to find for the first time, and especially for tourists. There was a lot of concern over the outside of Lord Louis Library. It has a dark appearance, a lot of litter around the outside and graffiti on the walls. Groups of teenagers congregate around the outside of the library that makes it intimidating to use for members of the public. One person attending the Newport meeting had witnessed “Drug Dealing outside Lord Louis”, in order to combat this the Library Service is working with the Police and has installed CCTV outside Lord Louis Library. (Improvement Plan Action 36, 37, 40)

The public also believed that the interior of libraries needed to be brightened up. It was felt by some that the signage inside Lord Louis Library was not adequate and that it would be useful to have banners hanging from the gallery to help people downstairs see what is upstairs. One library user asked why there were threadbare carpets in some of the libraries.

Display and Promotion of Stock

The public felt that signage was a barrier to stock. It was felt that signage should be on shelving and clearly on the books themselves. Plastic blocks amongst the adult shelves as with children’s libraries would be helpful. (Improvement Plan Action 37a)

Genre themed sections were perceived as a good idea as were themed booklists. One member of Cowes Library commented that children like promotional displays of mixed fiction and non-fiction. (Improvement Plan Action 57)

Island Local Collections seemed to be scattered.

Leaflets stocked by libraries were seen as over the top – too many. They make the library look messy and where are the public meant to start looking? (Improvement Plan Action 37a)

Staff

The comments about staff on the whole were very positive – “very willing and helpful”, “wonderful”, “superb” and “hardworking librarians are the ones who make the library a pleasant experience”. However, some staff were perceived as giving an air of being too busy, and look like they are not available to help. (Improvement Plan Action 6, 25)

The public were keen to know whether or not libraries would be considering the use of volunteer staff. (Improvement Plan Action 11)

Some felt that the staffing of the gallery at Lord Louis would be helpful.

Charges and Fees

One person commented that the “System is cheap and good”, however other comments were less positive.

· Fines – are less people using the libraries because of them? High fines put people off using libraries

· Fines are a disincentive to borrow – especially for children (Improvement Plan Action 47, 47a)

· Series of videos – these should be charged for at one price not each video in the series charged for separately. The length of the loan should also be reflected by the length of the videotape.

· Talking books for children – the 75p hire charge is too high, and the one week loan period is too short. A two-week loan period would be better. Potential of age banding on charges for talking books as younger children can’t read.

· The price of books are falling – “I can buy new books for less than you want to charge me to go to the mainland for them”

· £2.50 fee or inter library loans is too high

General Comments

The public acknowledged that the Island is one of the highest paying council tax areas in the county. How does the council expect to encourage people without supplying funding? The suggestion was that libraries should get agreement from the council that increased productivity equals extra revenue.

Some felt that the car parking fees were too high, and this discouraged people from using the library facilities.

People felt that the Viewpoint OPAC was very helpful, and commented how great it is to be able to order books directly. However, Viewpoint does need more publicity to say what it is and does. (Improvement Plan Action 23, 37)

Availability – books, audio visual materials and information services

Books

Some library users found book stock up to date. It was commented that the stock at Niton Library is “Brilliant and well used”.

However, some library users questioned why the heaviest books at Lord Louis Library are upstairs, whilst others asked if either the oversize books, or the Reference Library could be moved upstairs.

Cowes Maritime Collection – The gangways in the upper level of the library were seen as dangerous. Members of the public felt that the collection needed to be well presented and accessible five times per week. The collection was perceived as valuable and visited by people nationally and internationally. Others felt that the maritime collection and museum would be better suited elsewhere and suggested locations such as Harbour Master and Shepard’s Warf.

Spoken Word

A Shanklin user commented that non-fiction talking books at Shanklin were limited. Other users felt that there was a lack of talking books generally and rotation of stock around the branches. There were specific requests for science fiction, autobiographies and historical novels. It was also felt that the loan periods were too short. (Improvement Plan Action 52, 52a)

Videos

The public felt that one week video loans were excellent. However, some library users felt that factual videos were out of date. The quality of some videos were in question as a member of the public had told staff about a poor quality video which was later seen on the shelf. (Improvement Plan Action 25, 53a)

Computers

The public were concerned over the installation of People’s Network computers at Shanklin and the possible loss of book stock. The public also questioned whether or not they would be able to use printers.

Some library users requested educational computer games in the children’s library.

Other

One library member was keen to have a toy library, not just for toddlers but as an educational resource (e.g.: prisms, telescopes. The charging for such a facility was perceived as expected) for home educators.

Accessibility

Opening Times

The public questioned library opening hours. Some felt libraries should open more during the evenings. Others felt that local communities should be involved in helping to decide the opening hours. Some felt that a “drop off” box should be provided for returned books. There was a lack of awareness regarding Sunday opening and routes and times for the mobile library. (Improvement Plan Action 22)

Location of Shanklin Library

This was a major concern of many of the people attending Challenge Meetings. It is not ideally situated, and has a steep hill approaching it from both sides that is not good for the elderly and disabled. Some people living in Shanklin do not know where the library is situated. This emphasises the need for greater signage within towns. (Improvement Plan Action 22)

Relocation of Niton Library

Again, this was a major concern for members of the public. They wanted an answer to the question “Will Niton Library stay where it is?”. Members of Niton community emphasised that the library is very important to the people of Niton and is in an ideal spot for the elderly and handicapped. The possibility of it moving to the school was disliked as the school is up a narrow lane and not in a central position. The community have spent money on the grounds of Niton library to say that “This is our library and we are proud of it”. (Improvement Plan Action 22)

Other

It was felt that the gallery at Lord Louis is less easy to browse and more seating would be desirable. Furthermore, there needs to be greater consideration for disabled access at several branches. The lift at Lord Louis regularly appears to be out of order. (Improvement Plan Action 38, 39)

There needs to be a greater crossover between school and town libraries. Think about the possibility of integrating teenage and adult sections. Teenagers like to hang around in the evenings, but nothing is open. Can the libraries use the mobiles to attract teenagers or use youth and leisure centres for evening libraries? (Improvement Plan Action 20, 22, 59, 63)

At Freshwater there is a notice board in the entrance, which is too close to the door and when people look at it they are blocking the doorway. This has been actioned as part of the library refurbishment.

Some library users perceived Sandown Library as too small and cramped and felt that the service should utilise the upstairs area. (Improvement Plan Action 40)

Others felt that Ventnor library was in the wrong place and too far out of the town centre, up a hill and with limited parking facilities. (Improvement Plan Action 22)

Raising Awareness

Some people felt that the library service overloaded the public with consultation exercises such as “We Want you Back” and “Your Views Count” surveys. Whilst others felt that libraries do not market themselves effectively and felt that the low number of people attending the Best Value Challenge Meetings supported that view. (Improvement Plan Action 4)

Some members of the public suggested the establishment of “Friends of Libraries” groups to give a wider public perspective of issues surrounding libraries, in addition to more regular meetings of the Best Value Challenge nature. Others also felt that we should use local media more effectively to promote our successes as well as using it to notify the public of general service information, for example, the new mobile library service. Other suggestions included sending out leaflets about library services with Council Tax Demands, which would reach both library users and non-users and promote new and existing services and advertising the library website on buses and ferries. (Improvement Plan Action 12, 14, 62)

There were suggestions for Reading Groups and monthly updated booklists. (Improvement Plan Action 57, 58, 60)

19.4 CIPFA PUBLIC LIBRARY USER SURVEYS

Between 2000 and 2002 the Library Service has engaged in a number of consultative exercises, intended to inform policy decisions, increase the involvement of our stakeholders, and ensure that our services are responsive to their needs.

The Library service has conducted CIPFA Plus Adult Users' Surveys in two of the past three years; the next survey is due to be held in March 2003. On both occasions all our branches – with the exception of the Home Library Service – have been surveyed. Data relating to customer satisfaction is detailed in the comparative table below.

Question asked	1999-2000	2000-2001
Q3. If you were seeking a particular book(s) during today's visit, show if you were able to obtain them? Response "yes".	60.7%	61.2%
Q4. If you came to the library today without a particular book in mind, did you find one to borrow? Response "yes".	89.6%	89.5%
Q5. If you came to the library to seek information, did you get the information you needed. Response “yes”	69.2%	77.1%
Q6i. If you came for a Talking Book did you borrow any? Response "yes".	52.2%	69.3%
Q6ii. If you came for a CD did you borrow any? Response "yes".	49.9%	46.9%
Q6iii. If you came for a video did you borrow any? Response "yes".	79.3%	85.5%
Q7i. What do you think of hours of opening? Response "good/very good".	86.5%	89.3%
Q7ii. What do you think of guiding/signs? Response "good/very good".	79.5%	80.7%
Q7iii. What do you think of layout and arrangement? Response "good/very good".	76.0%	78.3%
Q7iv. What do you think of staff helpfulness? Response "good/very good".	97.8%	97.7%
Q7v. What do you think of the time waiting for service? Response "good/very good".	90.2%	91.9%
Q7vi. What do you think of the staff knowledge and expertise? Response "good/very good".	95.7%	95.9%
Q7vii. What do you think of the range of books/other materials? Response "good/very good".	73.3%	73.7%
Q7viii. What do you think of services for children? Response "good/very good".	92.9%	91.6%
Q7ix. What do you think of reference/information provision? Response "good/very good".	78.9%	80.7%

Responses to the CIPFA Plus survey have evidenced year-on-year improvements in customer satisfaction with many aspects of service provision.

The Library Service has so far conducted one Children's Survey, in 1999-2000. Again the survey was conducted across all service points with the exception of the Home Library Service, allowing comparison of customer satisfaction between branches. The main satisfaction ratings are shown in the table below.

How do you rate the library for:-	Good	OK	Bad
Books?	90.9%	8.6%	0.5%
Cassettes/CDs?	53.6%	44.3%	2.1%
Videos?	83.3%	14.6%	2.1%
CDROMs /computers?	55.9%	41.1%	2.9%
Computer catalogue?	40.9%	54.5%	4.7%
Photocopier/fax facilities?	62.2%	35.7%	2.1%
Someone to help with your homework?	53.7%	38.7%	7.6%
Information to help with your homework?	78.8%	18.8%	2.5%
Homework space?	70.7%	26.7%	2.6%
Number of chairs/tables?	50.8%	43.7%	5.5%
Events/activities?	60.1%	36.5%	3.4%
Finding way around library?	69.6%	29.0%	1.4%
Look of the library?	75.4%	22.3%	2.3%
Opening times?	71.6%	25.7%	2.7%
Library staff?	87.3%	12.4%	0.3%

The Library Service is planning to undertake a second Children's Survey in 2003, by which time service developments introduced by the Young People's Library Service team should have had a significant effect in branch libraries. This will follow up the Library Service's participation in the piloting of the revised Young People's CIPFA Survey in February 2002. We are optimistic that the predominantly positive responses from the initial survey, and from the smaller sample derived from the pilot will be improved further by initiatives such as a revised programme of activities, a children's services staff training programme, general redisplay of stock, and the introduction of homework collections.

A pilot of the draft Adult CIPFA Community Survey was carried out in October 2001, with the findings fed into CIPFA's methodology for the Survey in its final format. As the responses from the pilot survey were too limited in number to be statistically valid, it is intended that full Community Surveys of adults and children should be undertaken during 2003-4. (Improvement Plan Action 17)

19.5 COMMENTS AND COMPLAINTS

The Library Service has a leaflet inviting customer comments, which is displayed in all libraries. 70% of comments are received on these forms, the remainder being sent by letter and by email. We undertake to provide a response within five working days. The low number of comments we have received in the past has been a matter of concern to us and provided little information to include in the planning process.

From March 2002 we have begun recording those comments made verbally, only giving a written response if a customer requests one. Initial feedback suggests a very significant increase in the comments we receive and, in March alone, we had 71, more than twice as many as we normally have in a full year.

From August 2002 we introduced a new Statement of Service and Customer Comments Form with a freepost address to make it easier for our customers to respond with any comments or concerns.

In 2001 – 02 we received 32 comments by form or letter. The themes were very clear – nearly 40% concerned our stock, 20% the level of charges and 15% library buildings. The majority of verbal comments we received in March concerned these themes, although there was greater emphasis on buildings and facilities.

19.6 RECOMMENDATIONS

Launch a range of marketing initiatives (Improvement Plan Action 4)
Review staff and structure of libraries including staffing levels and gradings (Improvement Plan Action 6)
Establish policy for the use of volunteers in libraries (Improvement Plan Action 11)
Set up a library focus group (Improvement Plan Action 12)
Consult with special user groups (Improvement Plan Action 13)
Establish library user groups (Improvement Plan Action 14)
Develop non-user surveys (Improvement Plan Action 17)
Set up small task group to review all policies relating to children and young people to ensure full consultation (Improvement Plan Action 20)
Conduct an assessment of the siting, location and opening hours of libraries (Improvement Plan Action 22)
Complete implementation of People's Network (Improvement Plan Action 23)
Establish a programme of staff training in customer care of children and adults (Improvement Plan Action 25)
Gain accreditation as a UK On Line centre (Improvement Plan Action 28)
Achieve budget allocation to sustain hardware and communications for the People’s Network (Improvement Plan Action 29)
Develop homework support area of the children’s website (Improvement Plan Action 30)
Establish development strategy for the People’s Network, including the development of training courses for stakeholders (Improvement Plan Action 31)
Review Library Assistant Job descriptions and person specifications, to reflect the needs of the People's Network (Improvement Plan Action 32)
Provide appropriate signage in towns and villages directing community to static service points (Improvement Plan Action 36)
Introduce common branding policy for all service points, including signage for library opening times (Improvement Plan Action 37)
Establish standards and training for front of house presentation (Improvement Plan Action 37a)
Conduct layout audit of all service points, to maximise use of limited space (Improvement Plan Action 38)
Enable disabled access to all buildings up to the requirements of the Disability Discrimination Act (Improvement Action Plan 39)
Two further library make overs to be undertaken and completed (Improvement Plan Action 40)
Undertake feasibility study of removing fines for under 5’s (Improvement Plan 47)
Review Fees and Charges (Improvement Plan Action 47a)
Thoroughly assess and weed all adult and junior stock to remove redundant and dated material and implement full stock rotation plans (Improvement Plan Action 52)
Review stock acquisition policies and stock specification profile (Improvement Plan Action 52a)
Revise policy for damaged AV material (Improvement Plan Action 53a)
Annual promotional events at all branches, promoting different areas of stock, and to different groups within the Island’s community (Improvement Plan Action 57)
Create a Readers’ Website offering information on additions to stock, online discussions about books, authors and libraries (Improvement Plan Action 58)
Consultation with teenagers as to what would attract them to libraries and determine action plan of viable teenage suggestions based on consultation (Improvement Plan Action 59)
Establish 4 reading groups across the Island and develop the Isle of Wight Book Award (Improvement Plan Action 60)
Initiate ‘drop-in’ session in PN suite in Newport for adults/elderly (Improvement Plan Action 61)
Carry out feasibility for ‘Friends of Library’ Groups and develop from this formation of groups if need identified (Improvement Plan Action 62)
Conduct research on promoting literacy and reading in school and public libraries and disseminating the results on a national platform (Improvement Plan Action 63)

20. COMPARE

20.1 CIPFA Public Library Actuals 2000-2001

Comparisons have been made against three of the authorities from our NUB group, the Critical Friend authority and two excellent authorities.

STOCK	Lending Stock per 1000 population	% of Stock on Loan	% of stock added
Isle of Wight	2079	19.3	8.7
Brighton & Hove	1131	33.6	11.1
Portsmouth	1892	45.9	11.1
NE Lincs	1240	28.9	12.1
Bucks	1112	50.0	25.4
Gateshead	1617	39.3	20.2
Leeds	1198	26.7	14.8

Because the Isle of Wight has a considerably higher lending stock per 1000 population the percentage of stock on loan and percentage of new stock added is significantly lower than other authorities. This has been recognised through stock audits and the Critical Friend. Most of our libraries are overstocked and much of that stock is out of date and in poor condition. A programme of rigorous stock editing has been initiated with the aim to reduce the level of lending stocks per 1000 population to 1,300. This will bring the percentage of stock on loan and percentage of stock added in line with the comparator authorities and assist us in meeting the PLS standards.

The issues per 1000 population are the highest of the comparator authorities and are comparable to the excellent authorities. However, the percentage of people who thought the range of books available was good or very good, is one of the lowest reflecting the age and condition of the stock.

Staffing	Professional FTE	All other Posts FTE	% Professional	Total FTE	Staff per 1000
Isle of Wight	9	44.5	16.8	53.5	0.41
Brighton & Hove	15.1	72	17.3	87.1	0.34
Portsmouth	26.7	65.4	28.9	92.1	0.49
NE Lincs	11.5	51.8	18.2	63.3	0.41
Bucks	40.5	157.4	20.5	197.9	0.41
Gateshead	37.5	110.5	25.3	148	0.75
Leeds	71.3	238.4	23.0	309.7	0.43

The staffing establishment of 0.41 per 1000 population is comparable to other authorities. However, the percentage of professional staff is lower than most other comparator authorities. With the appointment of the Reader Development Librarian the staffing establishment has been raised to 0.42 per 1000 population. However, the percentage of professional staff of 18.3 is still below the excellent authorities although more in line with the comparator authorities. This is reflected in the low employee cost per employee. Another possible reason for this low figure could be the relatively high number of Modern Apprentices employed by the Library Service and also the discrepancy in pay scales of the library assistants. This discrepancy is being addressed by a staffing review to be completed by mid 2003.

It has been recognised that there is a skills and manpower shortage in our present team. Three additional posts have been identified which will support our service delivery and increase service efficiency and customer focus. (Improvement Plan Action 8, 9, 10)

Finance and Issues	Average Cost per Book	Employee Cost per Employee	Net expend per 1000	Issues per 1000	Range of Books Satisfaction	Total materials budget per 1000
Isle of Wight	9.35	16,575	10,540	8,800	63.2	2,204
Brighton & Hove	9.63	18,849	11,688	4,983	68.6	1,780
Portsmouth	9.15	17,965	13,162	6,472	72.2	2,442
NE Lincs	12.25	16,401	13,120	5,463	60.9	2,298
Bucks	7.11	19,700	12,956	8,966	64.0	3,549
Gateshead	6.19	17,851	14,757	8,977	84.0	2,938
Leeds	7.60	16,889	11,356	5,659	65.1	1,720

The average cost per book is fairly low for the comparator authorities but considerably higher than the excellent authorities. This may be due to the higher proportion of paperbacks purchased by the excellent authorities. The proportion of paperbacks to hardbacks being purchased is being addressed through the new Supplier Selection agreement. (Improvement Plan Action 24, 52a)

The net expenditure per 1000 population and the total materials fund per 1000 population are among the lowest of all the authorities. This demonstrates not only an underinvestment in the Library Service but also efficiency savings generated by the adoption of supplier selection for all adult book stock. The percentage of expenditure allocated to the materials fund is the highest of the comparator authorities. (Improvement Plan Action 26)

20.2 BVPI

	Visits per 1000	Cost per physical visit
Isle of Wight	7,927	1.69
Brighton & Hove	4,202	3.67
Portsmouth	5,894	2.24
NE Lincs	5,077	2.58
Bucks	8,000	2.37
Gateshead	6,636	3.51
Leeds	4,973	2.28

For visits per 1000 population, the Isle of Wight is in the upper quartile for the nearest neighbours and is the by far the highest of all the comparator authorities. Only one of the excellent authorities has a higher visit per 1000 population than the Isle of Wight.

20.3 BENCHMARKING

The Library Service is a member of the IPF Library Benchmarking Clubs and participates in both metric and process benchmarking. In respect of metric benchmarking, the service is compared with a self selected basket of authorities and also against all authorities who are members of the club. The service has participated in process benchmarking threads of reservations and interlibrary loans, social inclusion, marketing, stock management and management of mobile libraries all of which have enabled professional staff to share and learn from best practice in other authorities.

Metric benchmarking covers a number of areas and enables the service to compare with other authorities and to identify extremes which may be caused by a number of factors.

Staff

The most recent report shows that the percentage of professional staff is considerably lower than in both comparator and all authorities and their cost and proportion of the annual budget is below the median. Fewer professional staff can limit the range of developments that can be supported and it is only in the last few months that the service has had a Reader Development Librarian. However staff costs are higher than the median but the percentage spent on materials is almost the highest of comparator and all authorities. However, the number of visits and issues is also higher then the median. (Improvement Plan Action 9, 10)

Stock

The amount spent on adult fiction and non-fiction and video recordings is higher, in some cases, significantly, than other authorities. This has been to the detriment of reference material and children’s books, but probably reflects demand, the small size of the authority, the inadequacy of the book fund and the high level of income generated by video loans. The number of years taken to replace total stock in all categories is significantly higher than all and comparator authorities and this reflects the inadequacy of the book fund plus too much stock being retained for excessively long periods of time. Steps are now being taken to reduce the overall level of stock and to promote stock more effectively by face out display. Whilst expenditure on video material is almost double the median, so is the level of income generated, although the revenue per issue is lower and the number of issues much greater. (Improvement Plan Action 52, 52a, 54, 56)

Mobile Libraries

The service performs comparatively well in relation to all and comparator authorities and whilst the latest figures show the Isle of Wight has the oldest fleet, this will now be reversed the service having acquired two new vehicles in 2002. We are investigating different projects to maximise the use of these new vehicles in supporting community development. (Improvement Plan Action 42, 43, 46)

20.4 SCHOOLS LIBRARY SERVICE COMPARISONS

It is difficult to compare school library services with each other. There is no statutory requirement for a school library service and no standard performance indicators apply. Each school library service operates in a different way and offers a different menu of services. National benchmarking is currently being developed and piloted and will be available as one of the CIPFA measurement tools.

The LISU statistics do provide some information to show comparison, but as many services are funded in different ways the results do not necessarily compare like with like. Full service costs are not identified in some services, i.e. rent is charged to some school library services, but not in others, the school library service manager costs can be hidden in different ways depending how they fit into the library or LEA structure. Drawing conclusions from this data provides some useful information but needs to be used with care. The new CIPFA tool to measure school library services will be used when it is available (Improvement Plan Action 15)

Services Offered

From - Survey of Library Services to Schools and Children in the UK 2000-2001

(table 4.4)

SLS	Project Loans	Exchange fiction	Exchange non-fiction	Audio	Video	Mobile	Exhibition	Inset	Prof help	Coll’n Management	Advisory
Isle of Wight	ü	ü	ü	X	ü	ü	ü	ü	ü	ü	ü
East Sussex	ü	ü	X	X	X	ü	ü	ü	ü	ü	ü
Portsmouth	X	ü	ü	ü	X	X	X	ü	ü	ü	ü
NE Lincs	ü	ü	ü	X	X	X	ü	ü	ü	ü	ü

The running of the school mobile is a major cost that needs to be considered. Portsmouth SLS for example took away their mobile service to reduce costs. The geographical area they serve is much smaller and easier for its users to travel. It is interesting to note that they have recently re-introduced a form of mobile service to assist schools in selecting exchange materials.

The Island picture is very different, schools are more geographically spread and many schools bring children on to the mobile to select stock. Teachers would not travel to the centre on a regular basis due to time commitments and perceived distance. The mobile has recently been fitted with the DS Galaxy system which enables full access to the catalogue.

Our project service supplies individually selected project collections which are highly regarded by schools. Some School Library Services have pre-packed boxed collections, this option has been considered but space and limitations on the use of items for different topics have excluded this option. This collection is currently being added to the galaxy system enabling improved efficiency.

We will be adding to our video collection and introducing a spoken word cassette collection in response to user comments. (Improvement Plan Action 49)

School Library Service Stock

From - Survey of Library Services to Schools and Children in the UK 2000-2001

(table 4.3)

SLS	Stock per pupil	% on loan	Additions to stock %
Isle of Wight	5.3	45.7	10.1
East Sussex	Na	50.6	7.1
Portsmouth	3.6	70.7	15.2
NE Lincs	4.5	31.8	5.8

Total Expenditure per capita

From - Survey of Library Services to Schools and Children in the UK 2000-2001

(table 4.8)

SLS	1999-2000	2000-2001	2001-2002 est
Isle of Wight	8.62	9.30	8.73
East Sussex	Na	Na	Na
Portsmouth	5.98	6.31	6.47
NE Lincs	2.60	5.33	5.39

Although we are currently getting 95% buy back of schools into the school library service, we must not be complacent and need to look at our pricing structures. The current figures were set historically and have been increased to keep in line with staff percentage wage increases. Of the total expenditure per capita from the LISU returns of English authorities, the average is £7.35. We need to investigate actual costs and perhaps look at other methods of charging. Non subscribing schools have suggested a menu of services which other school library services offer. However, this can make long term planning difficult and until now has been rejected by the LEA. It must be recognised that there are additional costs for operating a service on the Island. We provide an exhibition collection to enable teachers and librarians to look at items before purchasing. Carriers often charge additional costs to cover the ferry charges. The service is quite small but efficient, demands on it are increasing as confidence in the service is growing under its new management. (Improvement Plan Action 48)

School Library Service Staffing

From - Survey of Library Services to Schools and Children in the UK 2000-2001

(table 2.3)

SLS	Professional Librarians	Other Staff	Total
Isle of Wight	1	2	3
East Sussex	6.5	6.8	13.3
Portsmouth	1.5	1.9	3.4
NE Lincs	1.3	0	1.3

20.5 RECOMMENDATIONS

Introduce effective methods for recording trend data (Improvement Plan Action 5)
Appoint Personnel / Administrative Assistant (Improvement Plan Action 8)
Appoint additional professional children’s librarian (Improvement Plan Action 9)
Appoint ICT technician (Improvement Plan Action 10)
Review services to Schools (Improvement Plan Action 15)
Extend stock rotation to further areas of existing stock and monitor stock supply effectiveness of new Major Supplier (Improvement Plan Action 24)
Together with the Portfolio holder produce proposals for the Executive to identify funding. (Improvement Plan Action 26)
Establish partnership between Police Liaison and others with Library Service in use of mobile library for disadvantaged groups (Improvement Plan Action 42)
Establish partnership with the Isle of Wight College and Library Service for the use of the mobile library to support basic skills learning in rural communities (Improvement Plan Action 43)
Revision of Mobile Library routes to include sheltered housing complexes and form partnership with WRVS to extend Home Library Service to people in residential homes (Improvement Plan Action 46)
Conduct study into costings and costing structure of the School Library Service (Improvement Plan Action 48)
Introduce story tapes and extend video collection to School Library Service (Improvement Plan Action 49)
Thoroughly assess and weed all adult and junior stock to remove redundant and dated material and implement full stock rotation plans (Improvement Plan Action 52)
Review stock acquisition policies and stock specification profile (Improvement Plan Action 52a)
Review reference provision in the libraries (Improvement Plan Action 54)
Complete computerisation of Reference Library and Local History collection stock (Improvement Plan Action 56)

21. COMPETE

21.1 As Part of the Best Value Review, officers and one Member from the Isle of Wight visited the London Borough of Hounslow to investigate a Library Service operated within a trust environment. The idea of a trust to provide library service on the Isle of Wight was not though to be appropriate at the present. The Hounslow model operates on the basis of the library service being part of a much larger leisure and culture trust which has the ability to generate significant amounts of income. More research and investigation needs to take place with other sections within the Community Development section of the Education Directorate before a trust can be seen as viable. The Community Development section is currently exploring the establishment of trusts for Wight Leisure and Tourism Services. When either or both are established, it may be worth revisiting this issue.

The contracting out of library services to a neighbouring authority was also investigated. This was found not to be viable as no neighbouring authority has the capacity or desire to take on extra responsibilities, particularly bearing in mind the additional costs severance by sea would undoubtedly cause.

The contracting out of bibliographical and computing services to a library supplier was also investigated. This was not pursued as the indicative cost of the third party carrying out these activities was in excess of current expenditure. There was also no evidence that the supplier could deliver the service as defined in the specification, especially as anecdotal evidence had shown a considerable number of problems in another authority where this was being undertaken.

In partnership with Askews Library Services (and previously with the Cypher Group), the selection of adult book stock, and reader’s requests has been contracted out. Books are selected and allocated to branches by Askews who also provide management information to facilitate the monitoring of the supplier selection. The contractor also provides bibliographical information electronically and in partnership we are working towards the electronic data interchange (EDI) of information including electronic invoicing as well as jointly establishing an online bookshop on the Council’s website. The library service has provided a stock specification and branch stock profiles to aid selection and these are monitored and reviewed on a regular basis. This has reduced the amount of time spent in selecting and ordering books, allowing staff to work on development projects and stock work in branch libraries. It has also reduced the cost of book acquisitions and considerable speeded delivery times, thus leading to a more efficient and effective service.

In partnership with Hampshire, Southampton and Portsmouth library services, the Isle of Wight has established a co-operative body, Co-South. The initial aims of Co-South are to achieve interoperability between the four library catalogues, thus giving library users access to the stock of each of the authorities by cross catalogue searching. Future developments of Co-South include the facility to request items from each authority, the possibility of E-commerce links and the development of links to databases of other libraries and cross sectorally to museums and archive offices. Co-South will also investigate the use of smartcards to enable users to access facilities in all four authorities (Improvement Plan Action 51b).

21.2 RECOMMENDATIONS

Review and adapt library services to people in hospital (Improvement Plan Action 45)
Feasibility study of using Wight Leisure One Card to improve access to services (Improvement Plan Action 51a)
Feasibility study to develop the use of Smart Cards to give access to all council facilities and access to libraries within CoSouth subregion (Improvement Plan Action 51b)
Feasibility to extend video and DVD collections to Leisure Centres (Improvement Plan Action 51c)

APPENDICES

Appendix 1 Annual Library Plan*

Appendix 2 EFQM Workbook*

Appendix 3 Mori 5

Appendix 4 Mori 6

Appendix 5 Service Plan*

Appendix 6 We Want You Back Report*

Appendix 7 Your Views Count Report*

Appendix 8 Challenge Meetings Report*

Appendix 9 Staff Morale Survey*

Appendix 10 Annual Library Plan Planning Profile*

Appendix 11 ECD Strategic Plan

Appendix 12 Critical Friend Report*

Appendix 13 Staffing Structure

Appendix 14 Library Promotional Material

Appendix 15 Metric Benchmarking Report*

Appendix 16 Best Value Review Team

Appendix 17 Library Focus Group Meeting Notes

Appendix 18 Annual Library Plan Guidelines

Appendix 19 Co-South proposal to SEMLAC

Appendix 20 Stock Selection Specification*

* denotes supplied electronically