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Managing Change in Hampshire: Libraries & Information

This presentation discusses the changes and transformations in Hampshire's library service, including capital investments, branding, cultural changes, and the installation of RFID technology.

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Managing Change in Hampshire: Libraries & Information

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  1. Managing Change in Hampshire Presentation to EDGE 2011 Conference Nicola Horsey Assistant Director, Libraries & Information

  2. Contents • Background to Hampshire’s Library Service • Capital investment • Branding and marketing • Cultural Changes since 2008 • Installation of RFID

  3. Hampshire

  4. Hampshire’s Library Service • 53 libraries and Discovery Centres • 19 mobile library vehicles • School library service • 6.69 million visits in 2009/10 • 7.55 million issues in 2009/10 • Nearly 800 staff • £17m budget • 276,500 active borrowers – 22% of Hampshire's population

  5. Hampshire County Council • Stable administration – same leader since 2000 • Audit Commission, December 2009 ‘Performing Excellently’ - one of only three County Councils to be awarded this top rating • Significant capital reserves • Less dependent on Government grants than many others • Strong all party political support for cultural services generally

  6. Recreation and Heritage Department • Set up in 2002 – includes Libraries, Countryside, Museums, Arts and Archives • Yinnon Ezra, Director, appointed in 2002 • Library Service – 60% of the department • Old fashioned, traditional Library Service, not really focused on customers

  7. Transformation of Hampshire’s Libraries since 2002 • Discovery Centres • New libraries/ library refurbishments • Branding and ‘proper’ marketing

  8. What is a Discovery Centre? • Bringing together a wider range of services than a traditional library • Attracting a wider section of the community • Fun!

  9. What is in a Discovery Centre?

  10. Discovery Centres • Gosport – opened March 2005 • Winchester – opened November 2007 • Basingstoke – opened November 2010 • Total cost £11m

  11. Discovery Centres Gosport - visits up by nearly 50% - profile of customer more closely matches that of the local community Winchester - visits up by 60% to 0.5 million per year - issues up by 30% Over 60% of visits to DCs last 30 – 120 mins (compared to average of 15 – 30 mins in other libraries) Frequency of visit to DCs is higher (over 50% of customers visit weekly)

  12. New libraries/ refurbishments since 2002 • 2 new libraries • Alton, 174,000 visits, large library • Whitchurch, 29,000 visits, neighbourhood library • 34 libraries refurbished • Total cost £18m+

  13. Alton Library

  14. Whitchurch Library

  15. Branding Libraries • The branding for libraries and Discovery Centres was developed to: • Position the service as modern and professional library service • Demonstrate a clear link between libraries and Discovery Centres • Position Discovery Centres as a new and fun step forward for libraries

  16. Key Themes of the Branding • Libraries are changing • A place for leisure and learning • An expert pair of hands • Community focused • It’s your library!

  17. Library Strapline See above!

  18. Lapsed Customers Campaign To attract back library members who have not visited in the past 12 months, but have visited in previous 24 months Direct mail pilot to 18,000 customers using Mosaic to identify target groups 24

  19. Mosaic - Symbols of Success “Rupert and Felicity” People with rewarding careers who live in sought after locations, affording luxuries and premium quality products traditional gardens classical music 25

  20. Symbols of Success 26

  21. More personalisation • 11.4% customers returned – compared to 3.4% in control group • But we couldn’t afford to keep sending things in the post • The solution……Email! • But not just mass mailing….personalised email • Now have 60,000 email subscribers who have opted in to received marketing communication from us

  22. 2010 Poster Campaign • To raise awareness and interest in library offer • To start changing perceptions of non-users

  23. Decrease in use has been halted

  24. By 2008 • So far so good……… BUT

  25. 2008 • Staff de-motivated after 2 restructures • Significant part of the Book Fund being used every year to ‘fund’ overspend = less money for books and resources = more complaints = fewer visits/issues • 8 libraries with leaking roofs • 15 libraries still closing at lunch time • Little budget management or planning • Lack of overall vision from the top

  26. Cultural Change Since 2008 • Change starts at the top - now have a new, stronger and more visible Library Management Team • First ever Vision and Strategy written in 2009. Over 200 staff involved in workshops etc, contributing to its formulation

  27. Cultural Change cont. • Staff Wellbeing Survey – February 2009 • Looked at work related wellbeing of staff • Independent researcher – Bridget Juniper • 466 returned questionnaires • Areas which had greatest impact on staff • Library management system • Poor air quality at work – too hot/cold • Reduced quality of service to public • Uncertain about the future • Role of Library Management Team

  28. Cultural Change cont. • More emphasis on staff training and development • Two closure days per year, started in 2009 • June 2010, training day for all staff, with Embervision • Answering information enquiries • ‘The Hampshire Way’ – quality standards for presentation and behaviour • Library audits

  29. Cultural Change – cont. • Stop doing things/doing things more effectively: • Getting rid of clutter • Elastic bands and string (!) • Reserved stock on open shelves • Stamping/marking books in workroom • Retail processes • Making better use of stock • More flexible rotas/daily huddles

  30. Installation of RFID in Hampshire • Winchester Discovery Centre in 2007, funded from refurbishment budget • 2009/10 Business Case developed to roll out RFID across all of Hampshire, but too expensive • Ad hoc approach adopted • RFID installed in 8 more libraries – 2 yet to open

  31. Conclusion of RFID installation so far • 5 Libraries at 88-90% self-issue, 1 at 75% • Tag all the stock in the service • Learnt lessons from every RFID installation • Grab every funding opportunity, making sure the needs of the Library Service are uppermost in negotiations • Does not lead to large savings in front line staff • Treat RFID and non RFID libraries the same as far as possible

  32. More Change! • Continuous change is inevitable • Large restructure in 2010 to balance the budget, 170 staff at risk, lost 52 FT posts, saved £1.5m • Need to make 16%+ cuts over the next 2 years, approx £2.5m • Mobile Library service restructure 2011, saving nearly £600,000 • Merger with a bigger department, April 2011

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