PAPER D
Purpose : for Decision
REPORT TO THE EXECUTIVE
REPORT OF THE PORTFOLIO HOLDER FOR EDUCATION AND COMMUNITY DEVELOPMENT
IMPLEMENTATION
DATE : 3
October 2003
1.
To
approve the Library Position Statement 2003 and recommend its adoption by the
Council
BACKGROUND
2.
The
Council is required to submit a Library Position Statement to the Department of
Culture, Media and Sport (DCMS) by the end of September. This position statement replaces the Annual
Library Plan (ALP) which the Council previously had to submit to the DCMS. It differs from the ALP in that it is a
shorter and more concise document and is only for a one year rather than three
year period. The guidelines for this statement indicate that it should:
·
Be
about 15 pages in length;
·
Reflect
the government’s agenda of improving people’s quality of life by improving
their experience of public services’
·
Continue
to monitor progress towards the achievement of the Public Library standards;
and
·
Reflect
the Council’s position in relation to the strategic vision document “Framework
for the Future: Libraries, Learning and Information in the Next Decade”
published recently by the DCMS.
3.
The
Position Statement will be assessed using the Comprehensive Performance
Assessment (CPA) four point scoring system (1 = Weak, 2 = Fair, 3 = Good, 4 =
Excellent). Two assessment scores will
be given according to:
·
The
quality of the evidence that the Council is providing excellent policies and
practice to implement Framework for the Future in line with local needs
·
The
quality of the evidence that the Council is
meeting the Public Library Standards, including the realism of the
resource provision.
4.
In
the Council’s CPA the library service rated as being good and the last Annual
Library Plan was rated as fair by the DCMS.
5. The statement
considers the strengths and weaknesses of the service in each of these areas
and targets for improvement in the service.
These are summarised in Appendix 1 to this report. Many will be familiar to Members as they
have been developed as part of the best value review of the library service
with the Community Development Best Value Review. The full position statement is attached as Appendix 2 herewith.
6. The provision of the
library service strongly supports the themes of the community strategy relating
to:
7. The service also
underpins 5 of the Council’s 6 corporate objectives as discussed in detail in
the position statement.
8. The service was part
of the recently completed best value review of Community Development. This found that the service was greatly
valued by the whole community.
CONSULTATION
9.
The
extensive consultation with the public, partners and key stakeholders
undertaken as part of the Community Development Best Value Review has been used
to inform the production of this statement. The
Select Committee has been a central part of this review process and has
therefore not been specifically consulted on the Position Statement.
FINANCIAL/BUDGET IMPLICATIONS
10.
Where
the improvement plans identify the need for additional resources, then revenue
bids will be prepared for consideration as part of the 2004/05 budget setting
process.
11.
All
other improvements and the delivery of the position statement will be met
within existing budget provision.
LEGAL IMPLICATIONS
12.
Under
Section 7 of the Public Libraries and Museums Act 1964 the Council has a
statutory duty to provide a comprehensive and efficient library service. In 2001 the Government published a set of
minimum standards that it expected a public library service to meet in an
attempt to give a definition to the term comprehensive and efficient.
13.
The
Annual Library Statement replaces the Annual Library Plan which, under Article
4 of the Council’s Constitution is part of the budget and policy framework for
adoption by Full Council on a recommendation
from the Executive.
14.
The
services are also able to be provided under the Local Government Act 2000 which
permits the Council to do anything that it considers will promote the social
economic and environmental well-being of an area provided that the action taken
is relevant to the local community strategy.
OPTIONS
1. To approve the Library Position Statement
2. To amend the Library Position Statement
15. The Library Position Statement
is intended to describe the direction that the Council wishes its library
service to take in the coming 12 month period.
Although it is a document required by Government, it is unclear as to
what sanctions would be taken if it were not produced. It seems, however, that the Council would
risk intervention in the running of the service by the DCMS, were it not
produced.
16. The statement prepared for
Members’ consideration today has been drawn from the libraries best value
review findings and therefore is based on solid consultation and research and
the improvements contained within it have all been presented to Members at
previous meetings, although in a different form.
|
RECOMMENDATIONS 17.
That the Library Position Statement be adopted and recommended for
adoption by the Council. |
BACKGROUND PAPERS
18.
Framework
for the Future
19.
Community
Development Best Value Review, 2003
20.
Comprehensive,
Efficient and Modern Public Libraries – standards and assessment 2001.
Contact Point : John Metcalfe, Head of Community
Development and Tourism
( 823825 email: [email protected]
|
David Pettitt, Strategic Director of
Education and Community Development |
Jill Wareham, Portfolio Holder for
Education and Community Development |
Appendix 1
Library Position
Statement 2003
Improvement Priorities and Targets
Section 2 - Response to “Framework for the Future”
|
Priority |
Target |
Timescale |
|
Improve access to management information
to measure effectiveness of the service |
Introduction of performance management
procedures |
In place by December 2003. To be monitored
monthly and annually |
|
Improve stock layout and presentation in
all libraries |
2 library refurbishments / year |
Sept 04 |
|
Raising profile of family reading |
Establish 2 family reading groups at
Newport and Ryde libraries using Chatterboox |
Dec
03 |
|
Raise the profile of the Literature and
Arts Festival |
Secure external funding |
Dec 04 |
|
Raise the profile of reading in the
community |
Introduction of an Adult’s Book Award |
Dec 04 |
|
Inclusion for under 5’s |
Introduction of “my first library” card
with no fines |
Oct 03 |
|
Increase use of libraries as venues for
learning |
Learn Direct access points in all
libraries |
March 04 |
|
Improving access to local and family
history |
Rolling program of genealogy and local
history courses with County Record Office in place |
Dec 04 |
|
Creation of adult and community learning
spaces |
Conversion of 1st floor of
Sandown library |
Mar 04 |
|
Priority |
Target |
Timescale |
|
Improve interactive access |
Develop a readers’ website to include
Reading Groups information, book reviews and links to useful websites |
December 04 |
|
Improve online access to Library
facilities |
Redevelop the Library section of the
Council’s website |
December 03 |
|
Improve online access to community
information |
Develop a Halls for Hire database on the
Council website using the Community Guide as a model |
January 04 |
|
Improve access to family and local history
resources |
Develop a genealogy links webpage on the
Library Website |
March 04 |
Section 2.3 - Community and Civic Values
|
Priorities |
Targets |
Timescales |
|
Involve
young people in the future direction of the Library Service |
Establish a teenagers focus group |
June
04 |
|
Involve wider community in the future
direction of the Library Service |
Establish a Library focus group |
June 04 |
|
Integrate the Library Service with other
Council and Community facilities |
Relocate Brighstone Library to the village
school |
Ongoing negociations |
Section 2.4 - Building capacity to deliver transformation
|
Priority |
Target |
Timescale |
|
Formulate a marketing strategy |
Implementation of the strategy |
December 2003 |
|
Refocus the service to reflect a customer
approach |
Implement the staffing restructure |
March 2004 |
|
Increase co-operation between regional
library authorities |
Implementation of interoperability project
with other CoSouth partners |
Phase one: March 2004 Phase two: September 2004 |
|
Increased evaluation of services |
Introduction of a robust performance
management system |
December 2003 |
Section
3 - Public library standards: Information relating to standards
Section 3.2 – Local
Performance Indicator Development
|
PERFORMANCE TARGET |
2003/04 |
2004/05 TARGET |
|
Issues from the children’s cultural
diversity collection (collection to be monitored) |
New
target |
TBC |
|
No of active borrowers for new “My first
Library Card” |
New
target |
10% |
|
Increase no.of active borrowers under 16
using own library card |
New
target |
10% |
|
Issue of teenage stock |
New
target |
5%
increase |
|
Increase in video and DVD income |
5% |
7.5% |
|
Reduction of gross cost per physical visit
to public libraries |
1.65 |
1.63 |
|
% of library users from wards in the 2000
most deprived * |
New
target |
TBC |
|
% of library users with disabilities * |
New
target |
TBC |
|
% of library users from ethnic minority communities
* |
New
target |
TBC |
Section 4 - Resources
Section 4.1 - Spaces
|
Priority |
Target |
Timescale |
|
Improve library facilities |
Capital bid submitted for improvements to
library buildings |
September 03 |
|
Move Shanklin and Ventnor libraries to
more central locations |
Ongoing |
|
|
Continue the programme of library refurbishment, upgrading and modernisation
(2 libraries a year) |
Ongoing |
|
|
Improve library usage |
Extend use of libraries as a community
resource |
Ongoing |
|
Develop libraries along the Reader Centred
approach |
Ongoing |
|
Priority |
Target |
Timescale |
|
Improve reader development activities |
Developing reader development skills with
more staff |
Ongoing |
|
Programme of stock a reader development
work from the management team alongside branch staff |
Ongoing |
|
|
Increase choice for library users |
Increase stock fund through a revenue bid |
April 04 |
|
Further extend stock circulation to all
types of material |
Mar 04 |
|
|
Evaluate the effectiveness of special
collections |
Monthly and annual |
|
|
Revise stock management policy for videos
and DVDs |
November 03 |
Section - 4.3 Staffing
|
Priority |
Target |
Timescale |
|
Increase access to libraries |
Revise library opening hours to achieve
PLS 3 (ii) |
March 04 |
|
Increase staff effectiveness |
Identifying joint projects to promote library
usage at the local level |
March 2004 |
|
Improve sickness monitoring |
Monthly |
|
|
Complete ECDL training for all library
staff |
April 2004 |
|
|
Investigate alternative methods of service
delivery |
Develop policy for use of volunteers in
libraries |
November 2003 |
Section 4.4 - Resources ICT
|
Priority |
Action |
Timescale |
|
Support
the People’s Network |
Discuss with central ICT ways forward Revenue bid placed for ICT specialist |
Oct 03 Mar 04 |
|
Improve access to Management Information |
DS Management Information package ordered
and staff trained |
Oct 03 |
Note: The sections referred to in this summary document reflect those of the full position statement.
Appendix 2
Isle of Wight Council
Education and Community
Development Directorate
Library Position Statement
2003
September 2003
Foreword by
Councillor Jill Wareham
Portfolio holder
for Education and Community Development
Our
libraries are an essential part of our Islands’ communities. They continue to develop and it has been
very encouraging to see the completion of the People’s Network. This latest service has encouraged many more
people, both Islanders and visitors, to use our libraries.
We
recognise that the service has identified areas for improvement through their
EFQM and Best Value Reviews. We welcome
the development of robust performance management strategies to drive through
improvements to the service.
Working
in partnership with other areas of the council and other external partners we
plan to have an excellent library service in 3 – 4 years time.
The
collaborative work with the college and basic skills as well as the development
of services to children and young people have shown the ways in which libraries
can make a difference to people’s lives.
It
is encouraging to see that we are already well underway in preparing for the
“Framework for the Future”. We look
forward to developing the library service as part of the modernising agenda for
the Council.
Contents
1 Corporate
Vision
1.1 Vision
and ambition for the library service 1
2 Response
to Framework for the Future
2.1 Books,
reading and Learning 3
2.2 Digital
Citizenship 6
2.3 Community
and Civic Values 8
2.4 Building
capacity to deliver transformation 10
3 Public
Library Standards
3.1 PLS 1 – 19 12
3.2 Local targets 13
4 Resources
4.1 Spaces 14
4.2 Stock 16
4.3 Staffing 17
4.4 ICT 18
Section 1 - Corporate Vision
Wight's
ambition and vision
The objectives and plans of
the Library Service exist within the critical context of the ‘Island Futures’
Community Strategy which itself is substantially underpinned by the Isle of
Wight Council’s corporate objectives.
The Council’s vision to
improve Island life is taken forward through the identification of six main
objectives.
The
ambition and vision for the Library Service
The library mission is
currently ‘To be the best Public Library Service in the country’. We recognise
that this vision which was set several years ago is unrealistic and needs to be
changed in order to reflect the core aim of the service. At the time of writing
the Head of Libraries is retiring and a new management structure is being put
in place alongside robust management performance procedures. During our next
development day the mission and vision of the service will be reviewed to
include learning, entertainment and information. This process will embody the
principles of “Framework for the Future” and result in a clearer focus and
identity of our service for our staff and users.
We aim to be an excellent
library service, but recognise that it will take several years in to achieve
this. This process is already underway
and was highlighted during our review of the service using the European Foundation
for Quality Management model which we used to prepare our Best Value
review. We aim to have achieved the
Charter Mark in 4 years time. We are
putting in place a range of measures to improve the service following the
example of other excellent authorities.
The
Library Service contribution to the corporate objectives
Improving
health, housing and the quality of life for all - This is evidenced by:
Encouraging
job creation and economic prosperity - This is evidenced by:
Raising
educational standards and promoting lifelong learning - This is evidenced by:
Create
safe and crime-free communities – This is evidenced by:
Improving
public transport and the highways infrastructure – This is evidenced by:
Protecting
the island’s physical environment – This is evidenced by:
Assessment
of the capacity to meet the vision with evidence
There is evidence
of continuous improvement as evidenced in both the MORI and Cipfa surveys. The
position against the Public Library Standards continues to improve with 21
standards met by March 2003. There has been significant change over the last
the years in the development of the Children’s Service as a result of which
issues have risen and the Cipfa Children’s Plus survey has demonstrated
significant improvements. The introduction of a performance management
structure will strengthen the ability to monitor performance on a monthly
basis. We were delighted to receive a
Good status in our recent CPA score, but we now recognise what needs to be done
to improve the service. It is
essential that we develop much stronger links within the Community Development
section of our directorate as well as developing links throughout the
authority.
Section 2 - Response to “Framework for the
Future”
Key
strengths, constraints and challenges
Strengths
Constraints
Challenges
Headlines
of policies and practices for adults and children
The Library Service
policies conform to local, regional and national learning policies such as the
Education Development Plan, the Early Years Development and Childcare Plan, the
Literacy Plan, the Community Development Service Plan, the Adult Learning Plan
and Framework for the Future.
The Stock Management Policy
sets out stock aims and objectives in relation to services for adults and
children. Its key objectives are to:
Key
points of your activities to develop and evaluate your practice
A comprehensive set of specific,
measurable targets linked to Public Library Standards and local targets for
books, reading and learning are being developed as part of the new performance
management procedures.
Four of the Aims and
Objectives of the Community Development Service Plan are ‘to promote the
personal development of the individual’, ‘To enable and provide accessible
cultural and leisure opportunities in order to support the economic and social
well being of the Island’, ‘To encourage participation in cultural and leisure
activities as a constructive use of leisure time’ and ‘To encourage the uptake of physically and mentally stimulating
activities as a route to staying healthy and a foundation for a full and active
life ‘. The Library Service aims to improve and expand the range of stock,
information and other materials and resources for all age groups and to
increase public access to ICT and lifelong learning activities. These are all
monitored on a monthly basis through the performance management process.
Short
note on how the library service fits into/contributes to your authority’s
Education Development Plan
The Library Service
supports the Isle of Wight Education Development Plan by providing:
·
Books and other materials for all ages
·
free computer access including computer training sessions to
support formal and informal learning
·
Activities that support the Early Years Development and
Childcare Plan though Surestart and Bookstart
·
Rhyming and bouncing activities for babies
·
Homework clubs
·
School visits, talks and study support sessions for school
children
·
Training sessions for teachers, teaching assistants and school
librarians
·
Providing a responsive School Library Service
·
a range of learning opportunities for adults run by Adult
Learning Services and library staff , including ICT and basic skills
·
free use of the mobile library as an ICT and training resource
for isolated communities
·
A range of out-of-school reading activities
·
Work experience in libraries for secondary school children.
·
Support for teachers in their personal and curriculum
development
Priorities and targets with timescale
|
Priority |
Target |
Timescale |
|
Improve
access to management information to measure effectiveness of the service |
Introduction
of performance management procedures |
In
place by December 2003. To be monitored monthly and annually |
|
Improve
stock layout and presentation in all libraries |
2
library refurbishments / year |
Sept
04 |
|
Raising
profile of family reading |
Establish
2 family reading groups at Newport and Ryde libraries using Chatterboox |
Dec 03 |
|
Raise
the profile of the Literature and Arts Festival |
Secure
external funding |
Dec
04 |
|
Raise
the profile of reading in the community |
Introduction
of an Adult’s Book Award |
Dec
04 |
|
Inclusion
for under 5’s |
Introduction
of “my first library” card with no fines |
Oct
03 |
|
Increase
use of libraries as venues for learning |
Learn
Direct access points in all libraries |
March
04 |
|
Improving
access to local and family history |
Rolling
program of genealogy and local history courses with County Record Office in
place |
Dec
04 |
|
Creation
of adult and community learning spaces |
Conversion
of 1st floor of Sandown library |
Mar
04 |
Key
strengths, constraints and challenges
Strengths
Constraints
Challenges
Headline
of policies and practices for adults and children
The council is committed to
using ICT to transform the way it delivers services to customers and is
investing significantly in key enabling and other technologies to make this
possible. The Library Service response to this is to develop services to
support local and national initiatives for the implementation of e-Government
by 2005. This will also promote social inclusion by making services accessible
to all communities on the Isle of Wight.
The Library Service is
dedicated to user education in ICT. In partnership with the Isle of Wight
College we provide training opportunities in ICT in rural communities via a
satellite link on the mobile library two evenings a week. Other training
opportunities are provided through Basic Skills classes in three libraries and
the use of ICT Training Suite for other formal and informal training.
The children’s section of
the Library website has been extensively enhanced to include not only
information about library services and recommended links for homework sites,
but also providing a forum for children to discuss their reading habits and
favourite books and also a section for them to become web authors themselves.
Library
Services for which users may undertake electronic transactions in libraries and
remotely.
Services available
both via the council website and remotely include access to the library
catalogue, the ability to place a reservation, renew a book, review loan
reservation charges, the local organisation database, access to the EBSCO
periodicals database and feedback on services forms.
Within
library buildings – in addition to the above, users can use specialist software
to enlarge text and change text to speech and convert text to Braille.
Involvement
in implementing e-Government Strategy
The council’s
e-Government Strategy includes specific targets for the library service. These
include the implementation of the People’s Network across the Island’s eleven
static libraries, the provision of a satellite-linked mobile library service to
deliver ICT training to rural communities and the provision of catalogue access
and online transactions via the Council website.
Key
points of activities to develop and evaluate practices
The Library Service is
currently using and developing a variety of methods to evaluate e-services.
These include:
Priorities and targets with timescale
|
Priority |
Target |
Timescale |
|
Improve
interactive access |
Develop
a readers’ website to include Reading Groups information, book reviews and
links to useful websites |
December
04 |
|
Improve
online access to Library facilities |
Redevelop
the Library section of the Council’s website |
December
03 |
|
Improve
online access to community information |
Develop
a Halls for Hire database on the Council website using the Community Guide as
a model |
January
04 |
|
Improve
access to family and local history resources |
Develop
a genealogy links webpage on the Library Website |
March
04 |
Section 2.3 - Community and Civic Values
Analysis of key strengths,
key constraints and key challenges
Constraints
·
Securing
capital funding to continue the programme of library makeovers
Challenges
·
The need to
review library opening hours in order to meet PLS 3.ii
The
policy is to provide and develop services which conform to the principles set
out in the Framework for the Future. This includes the promotion of reading,
support for formal and informal learning, planning and developing services for
digital citizenship, improving library facilities and encouraging non and
lapsed users to use the library facilities.
The Library Service Plan
links into the Council’s Corporate Plan and the Community Strategy, the
Education and Community Development Strategic Plan, the Education Development
Plan, the Early Years Development, the Literacy Plan and the Childcare Plan.
Performance in the Library Service is a key part of the Libraries and Leisure
section of the authority's Continuous Performance Assessment (CPA) for 2003 and
library services are visited annually to establish the areas for review within
the Council's Internal Audit Service.
The
Library Service evaluates community involvement through a variety of methods.
These include:
·
MORI surveys
·
CIPFA PLUS
surveys
·
Children’s
CIPFA PLUS surveys
·
Questionnaires
such as “Your Views Count” and “We Want You Back” targeting current, lapsed and
potential library users
·
Public
consultation on major policy issues
·
Challenge
Meetings as part of the Best Value process
·
Comments and
Complaints forms
·
Feedback from
the OPACs and the Council website
Priorities and targets with timescale
|
Priorities |
Targets |
Timescales |
|
Involve young people in
the future direction of the Library Service |
Establish
a teenagers focus group |
June 04 |
|
Involve
wider community in the future direction of the Library Service |
Establish
a Library focus group |
June
04 |
|
Integrate
the Library Service with other Council and Community facilities |
Relocate
Brighstone Library to the village school |
Ongoing
negociations |
Section 2.4 - Building capacity to deliver transformation
Analysis
of key strengths, key constraints and key challenges
The Library Service has
recently completed the second EFQM review of the service. This process has
proved invaluable to measure not only what we do well, but has also highlighted
area for improvement. As a result of these reviews there is a five year
programme to build on our strengths and to work
on our areas for improvement.
Actions
to improve leadership, staff capacity and skills for your service
Leadership
Staff
capacity
Skills
Key
activities to develop and evaluate practice
·
Personal Development Reviews conducted annually with six
monthly updates for all staff
·
Award of IIP in 2003
·
Management performance measures to evaluate and drive the
service
Examples
of Current and proposed partnerships
Priorities
and targets with timescale
|
Priority |
Target |
Timescale |
|
Formulate
a marketing strategy |
Implementation
of the strategy |
December
2003 |
|
Refocus
the service to reflect a customer approach |
Implement
the staffing restructure |
March
2004 |
|
Increase
co-operation between regional library authorities |
Implementation
of interoperability project with other CoSouth partners |
Phase
one: March 2004 Phase
two: September 2004 |
|
Increased
evaluation of services |
Introduction
of a robust performance management system |
December
2003 |
Service
or staff restructuring proposals under development - rationale
The Library Service is
currently conducting a review of front line library staff. The purpose of the
review is to refocus the staffing structure to reflect the Library Services
commitment to customer service. The review will also provide a more structured
career progression for library assistants and other frontline staff.
Section 3 - Public library standards: Information
relating to standards
Section 3.1 - Public Library Standards 1 - 19
By 31st
March 2003 were met 21 of the 29 standards.
PLS2ii - planned time mobiles
were unavailable - did cause concern this year. Our two old mobiles were constantly breaking down reducing our
ability to meet the target. We now have two new mobile libraries in place with
internet access which will enable us to meet the target for 2004.
The
introduction of the People’s Network to all of our libraries has increased
dramatically the number of terminals available to the public enabling us to
exceed PLS6(i) to 6.9 workstations per 10,000 population.
The recent
Children’s Cipha Plus survey showed significant improvements in PLS14(ii)
Percentage of Children rating staff knowledge as good and PLS15(ii) Percentage
of children rating staff helpfulness as good.
These figures reflect the excellent work that the team in Young People’s
Library Service have been undertaking.
The other results for children were encouraging but a disparity between
branches has been recognised which will be improved through the use of local
targets for specific branches which will be supported by specific
training. The issue figures for most of
our children’s libraries have increased in almost all cases over the last two
years as well as stock being reduced. Specific targets will be set.
We are
looking very closely at PLS 12(i) Percentage of adult users obtaining a
specific book. We will be improving the
stock profiles in our branches and fine tuning the supplier selection specifications
to improve on this figure and meet this target, A great deal of stock editing has been undertaken during the last
year; this, alongside the increased reader development activities and use of
display, should enable us to meet this target next year. The stock editing has reduced the time taken
to replenish our lending stock and made our stock much more attractive in line
with the Framework. We have made
significant improvements from 2002 16.8 years, 2003 10.3 years and we hope to
reach 8 years by 2004. We have placed a
revenue bid to increase the purchase of stock to help us reach the target. As
part of our review of our supplier selection we will investigate ways to
increase the number of items added per 1000, by looking at increasing the
number of paperbacks
As part of
our Best value plans we are exploring a change in opening hours which we hope
to put in place early next year. Members, staff and the public will be
consulted on these changes which will enable us to meet the PLS3(ii) target
next year – Proportion of opening hours outside 9-5.
Our programme
of NOF training should enable us to reach the PLS19(ii) target by next year.
Numbers of staff with ICT qualifications
We are unable
at the present time to meet the target of households living within distance
of a static library PLS 1. We are hoping that the Management
Information module which has just been purchased for our library system will
give us a much more accurate picture for this target.
We exceed the
targets in a number of areas. The percentage of requests met within 7, 15 and 30 days and the number of opening hours
per 1,000 population. We will continue
to monitor these figures to ensure we meet the targets.
Section 3.2 - Public Library Standards – local
targets
Previously we have not set
specific local performance indicators which can be measured on a regular
basis. From September we are
introducing a much more rigorous performance management process to monitor
performance. These targets will be
broken down to branch library level to involve everyone in the service and
ensure that all staff are aware of the contribution they make to its overall
improvement.
We have just ordered the
Management Information module for our library system and will be providing
staff with regular updates on performance.
These figures will be used by our management team to drive the service
forward. As soon as the module is
installed we will be able to give accurate figures as a basis for some of our
targets. In the short term it may be in
terms of percentages but these will be translated into real figures as soon as
the module is in place. This management
process was identified as essential as part of our EFQM review. We are awaiting data from the People’s
Network at the time of writing which is needed to set realistic targets for the
future
|
PERFORMANCE
TARGET |
2003/04 |
2004/05 TARGET |
|
Issues
from the children’s cultural diversity collection (collection to be
monitored) |
New target |
TBC |
|
No
of active borrowers for new “My first Library Card” |
New target |
10% |
|
Increase
no.of active borrowers under 16 using own library card |
New target |
10% |
|
Issue
of teenage stock |
New target |
5% increase |
|
Increase
in video and DVD income |
5% |
7.5% |
|
Reduction
of gross cost per physical visit to public libraries |
1.65 |
1.63 |
|
%
of library users from wards in the 2000 most deprived * |
New target |
TBC |
|
%
of library users with disabilities * |
New target |
TBC |
|
%
of library users from ethnic minority communities * |
New target |
TBC |
* It is
anticipated that in future years individual targets will be set for people with
specific disabilities and people from specific ethnic minority communities. As
a first step, the principle which will underlie local targets for these groups
will be to raise the representation of these groups among library users
progressively to the same proportion as their presence in the community as a
whole.
The Island is
beginning to tackle the issue of ethnic minorities and has now produced an
Equality Policy. In preparation for
this the Library Service has compiled Community Profiles for each of our
libraries. Our biggest ethnic
population is in the ward that contains the island’s three prisons. These profiles indicate that our ethnic
population is very small and scattered across the island. The children’s library service in
partnership with Surestart has identified communities in one of our libraries
where we are developing a cultural diversity collection.
The Community
Services Librarian is exploring ways of reaching these communities in order to
liaise with them and provide appropriate services.
Section 4 - Resources
Section 4.1 - Spaces
Key strengths, constraints
and challenges
Strengths
The Council is committed to
improving the library service and is looking at ways which services can be
co-located in the same building. Our
static and mobile libraries are being used as centres for basic skills tuition
and Link2Learn supporting the statement in Framework for the Future, that
'libraries are public anchors for neighbourhoods and for communities'. As part of the modernising agenda the
council is looking at ways of putting management centres or one stop shops in
the same building as the library.
·
There is a library in 11 of our larger communities
·
We have 11
libraries and 2 mobile libraries that serve rural communities and the
housebound. The Young People’s Library
Service provides a service to schools through its mobile library and through
its central collection and exhibition based at the Education Centre. We have a partnership agreement with our
three prisons. Libraries are seen as
welcoming and “safe” spaces and on the Island
this is reflected in improved performance and increased use particularly
in our children’s service. This is a pleasing trend which we need to extend to
our adult libraries.
·
In December
2002 Freshwater Library was extended and refurbished to provide a modern
library in a 1930’s building. This
library will provide the benchmark for future developments.
·
Our reference
library within Lord Louis Library in the centre of Newport is a vital part of
the library service and provides an essential backup facility for the whole
service.
·
County Library
Headquarters will have moved to new premises to provide new opportunities to
support the development of the service by making use of digital services for
the benefit of the whole service as well as providing a new stack area.
Constraints
·
Many of our
libraries are outdated and in serious need of upgrading
·
Libraries in
wrong locations
Challenges
·
Users have
identified that our libraries being outdated as one of the reasons they stop
using the service
·
Opposition to
change
Priorities and targets with timescale
|
Priority |
Target |
Timescale |
|
Improve
library facilities |
Capital
bid submitted for improvements to library buildings |
September
03 |
|
Move
Shanklin and Ventnor libraries to more central locations |
Ongoing |
|
|
Continue
the programme of library
refurbishment, upgrading and modernisation (2 libraries a year) |
Ongoing |
|
|
Improve
library usage |
Extend
use of libraries as a community resource |
Ongoing |
|
Develop
libraries along the Reader Centred approach |
Ongoing |
Key strengths, constraints
and challenges
Strengths
Constraints
Challenges
Priorities and targets with timescale
|
Priority |
Target |
Timescale |
|
Improve
reader development activities |
Developing
reader development skills with more staff |
Ongoing |
|
Programme
of stock a reader development work from the management team alongside branch
staff |
Ongoing |
|
|
Increase
choice for library users |
Increase
stock fund through a revenue bid |
April
04 |
|
Further
extend stock circulation to all types of material |
Mar
04 |
|
|
Evaluate
the effectiveness of special collections |
Monthly
and annual |
|
|
Revise
stock management policy for videos and DVDs |
November
03 |
Section - 4.3 Staffing
Key strengths, constraints
and challenges
Strengths
One of the key strengths of
our service is its staff. This was
highlighted in our recent EFQM review of the library service, reflected in our
Best Value consultation and in Cipfa surveys.
We were delighted when the library service gained IIP accreditation
alongside the education directorate.
Most of our staff are engaged in front line services. All of our library managers work in
libraries when developing areas of the service. The service is much more customer focussed since the EFQM review.
·
We have knowledgeable and flexible staff, many with long experience within the service
·
Staff are committed to providing customer service which is
essential to improve our EFQM scores and gain Chartermark
·
Service has been accredited with Investors in People
·
Our modern apprentices trained to NVQ 3
·
All staff will have achieved ECDL
·
High level of satisfaction with staff PLS 14 + 15
·
Management team develop and help to provide specialist services
to the community
·
Development of strong partnerships to deliver Surestart, Book
Start, family and adult learning
·
Many staff involved in working groups to develop the service –
children, communication, EFQM, Video, Reader Development, Reservations
·
Staff encouraged and supported
to develop areas of the service – Looked After Clubs, Family and adult
Learning
·
Restructuring of branch staff underway to establish equality of
service in every service point
Constraints
Challenges
Priorities and targets with timescale
|
Priority |
Target |
Timescale |
|
Increase
access to libraries |
Revise
library opening hours to achieve PLS 3 (ii) |
March
04 |
|
Increase
staff effectiveness |
Identifying
joint projects to promote library usage at the local level |
March
2004 |
|
Improve
sickness monitoring |
Monthly |
|
|
Complete
ECDL training for all library staff |
April
2004 |
|
|
Investigate
alternative methods of service delivery |
Develop
policy for use of volunteers in libraries |
November
2003 |
Section
4.4 - Resources ICT
Key strengths
The
service has a record of developing ICT sytems. We have installed DS Galaxy in
all of our libraries providing access to our catalogue inside our libraries and
remotely. The People’s Network was
successfully completed this year providing much greater access to our
users, Provision of the internet on all
library counters has proved a valuable resource to answer enquiries. We have purchased EBSCO as part of a
regional consortium to provide access to the magazine database. We are in partnership with 3 other local
authorities to extend our catalogues to improve inter library loans.
·
Fully
automated systems for library archives and CD management.
·
Library
catalogue and interactive services available on the internet.
·
All
sites will become UK Online centres.
·
DS
Galaxy available live on three mobile libraries.
·
NOF
funding to complete ECDL training to meet the Public Library Standard.
·
Provision
of visual and physical impairment facilities in many libraries
·
Development
of Children’s website to support reading and learning
Constraints
Challenges
Priorities and targets with
timescales
|
Priority |
Action |
Timescale |
|
Support the People’s
Network |
Discuss
with central ICT ways forward Revenue
bid placed for ICT specialist |
Oct
03 Mar
04 |
|
Improve
access to Management Information |
DS
Management Information package ordered and staff trained |
Oct
03 |
Glossary
CIPFA Chartered Institute of Public
Finance Accountancy
CPA Continuous Performance
Assessment
CoSouth Cooperative partnership
between the Isle of Wight, Portsmouth, Southampton and Hampshire Library
Services
DCMS Department of Culture, Media
& Sport
DS the company which provides
the Galaxy library housekeeping system
EBSCO A company providing full text
subscription service to online journals
ECDL European Computer Driving
Licence
EDP Education Development Plan
EFQM European Foundation for
Quality Management
GAGS Great Access to Great
Services
GALAXY Library housekeeping system
ICT Information and Communications
Technology
IIP Investors In People
ITEVA A company providing
automated telephone renewals software
MORI Market and Opinion Research
International
NGfL National Grid for Learning
NOF New Opportunities Fund
NVQ National Vocational Qualification
OPAC On Line Public Access
Catalogue
PI Performance Indicator
PLS Public Library Standards
PLUS Public Library User
Survey (CIPFA)