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

1. Interim Report Libraries & Information Services 29th September 2000 Presented by Margie Burdis

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

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

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

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

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

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

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

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

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