Dudley had a library service that required improvement, as identified through peer review and customer feedback. A consultative process ensured that the community, including staff, were involved in the process of developing some significant changes. The developments have led to enhancements – with longer opening hours, better stock and a modernised service achieved within the existing budget. The changes were based upon a whole service approach to invest in better front-line services ; extending opening hours and embedding continuous development and improvement within the culture of the service as a whole.
The implementation of the changes has seen:
• active borrowers increase by 4.2%
• visits increase by 5.6%
• the drop in issue figures arrested – issues are virtually the same as 2008 despite the sixth busiest library being closed for refurbishment and extension for part of 2009.
How the change began and what it involved
The change process officially began in 2006 with the key principles being agreed by the council’s cabinet in September of that year. When the full programme was agreed by the cabinet in September 2007, the biggest public response was in areas where libraries were identified for closure. However, the closed libraries were the five which had been underperforming the most - needing £2.6 million to refurbish them overall. The services provided by three of these libraries had been replaced with a different model – the ‘Library Link’ whereby traditional library functions are moved to existing community facilities to provide books, computer access and a personal service from library staff. Two of the libraries have not been replaced due to their proximity to other libraries. Now all residents live within two miles of a library service point, with 90% residing within one mile of one.
There was some initial resistance to the Library Links that replaced libraries. However Dudley Libraries has just opened one where there has never been a library before and that has been positively received. It opened in a health centre in an area that had wanted a library for some time.
The success of the project has a lot to do with longer opening hours, made possible by the introduction of the Library Links. Five town libraries now open on Sundays (each are open 61.5 hours a week), and there has been an overall increase in staffed opening hours by 80 per week from 672.5 to 752.5, including evenings, Saturdays and Sundays. An additional 118 self-service hours, facilitated by community partners, further extended the opening times.
Comments in the Adult Public Library User survey carried out in October 2009 include:
“The library is so much more enjoyable and efficient since the recent makeover and modernisation. Very good and friendly.”
“Excellent resource - even if something is not available in this library it can be tracked and bought in for a little cost. My whole family finds the library useful and very pleasant to see extended opening hours.”
A £2.5m improvement fund was used for refurbishments, extensions and Radio Frequency Identification (RFID) in Library Links and four other libraries, with a fifth to have RFID in 2010. The implementation of RFID was crucial to realising longer opening hours within a shared service. Dudley’s roll-out of RFID led to its being shortlisted in the prestigious e-government awards in 2009.
Staffing restructure
Alongside these changes Dudley Libraries also completely changed staffing structure to develop a more cohesive cross service delivery. This ended up making strategic work with external agencies easier. The staffing restructure included the introduction of a professional/career development framework and the creation of a development team to drive innovation and responsive services. Staff are supported through ongoing training from their entry to the service. Apprentices can potentially progress to Senior Library Assistants through the current scheme. The first Library apprentices say:
"A great idea that combines theory and practice alongside experienced colleagues."
Nikki
"I enjoyed my experience as an apprentice. I felt the programme gave valuable experience of a library environment and I was fully supported while in this role. I hope the programme continues to allow others the opportunity."
Joanne
Changes to the organisational structure required continual up-front engagement with staff from the beginning of the process. The library service started talking to staff in 2002, giving examples of best practice and asking what staff thought of the proposed vision, which was presented early on. They looked at a needs assessment through customer surveys, plus non-user and citizen’s panels. The combination of this internal communication and other evidence gathered through a peer review, and feedback from surveys, the public and mystery shoppers gave a real insight into customer requirements.
All library projects and activities in Dudley are now planned for and evaluated using an outcome-based methodology such as Generic Learning Outcomes (GLOs) or Generic Social Outcomes (GSOs). High targets are set, good practice is shared and standards are clear. There is a comprehensive programme of events and activities on offer in the area, with over 50,000 people taking part in them during 2009/10.
The changes implemented have resulted in a service which is more suitable for its customer base, with locations and flexible opening times designed to fit with a busy lifestyle.
Assistant Director for Libraries, Archives and Adult Learning, Kate Millin says,”The modernisation programme has raised the profile of the library service as well as improving the service to our customers. I am really pleased to see the improvement in visits and activities over the last year. In addition, the service is now approached by new partners when they are moving to digital records, or working on information, literacy or outreach projects.”
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