A robust library review by Lincolnshire County Council has shown that, with a strong vision and corporate objectives, benefits for users can be achieved through a realignment of the service.
The outcome of the change has been a closer alignment with corporate objectives, and a staff who are open to new ways of working, with an ability to maximise opportunities whilst responding to change. The service has also increased take up whilst delivering cost effectiveness within existing resources, and eliminating a £175k service overspend.
There was also move away measuring traditional outputs towards National Indicators and outcome indicators of success as part of the transformation. Initial indicators, such as membership and visitor numbers, suggest that the review has been successful.
An important part of the change was the involvement of IDeA; partners in district councils and regional agencies such as MLA as critical friends at key points.
Evaluation of delivery
The main drivers for the review were ‘future proofing’ the service and ensuring sustainability. An evaluation of the front line delivery took place and traditional aspects of a well run service were robustly challenged with the following objectives established:
• Develop a branch library network which is fit for purpose, affordable, sustainable and able to deliver the Council’s strategic objectives
• Increase use of the library service by existing members and attract new and different members
• Make better use of Council facilities by relocating and co-locating library services
• Find out what people want from their local library service through public consultations
• Develop a range of service delivery models in partnership with the districts, neighbouring authorities and local communities
The service moved from a ‘counters culture’ to no counters in any branch libraries in 18 months. It also significantly changed the opening hours of branch libraries, increasing them in some areas and reducing them in others. The process raised the profile of the service and led to successful bids for development funding, enabling the introduction of RFID and further service change.
Outward facing service
The review team was made up of council staff - some with no connection to the library service - drawing on their relevant experience and led by the assistant CEO. The vision underpinning the review was for a more outward facing service informed by corporate objectives and linked to the sustainable Communities’ Strategy. This reinforced the service’s understanding of their ability to contribute to inclusion, learning and regeneration.
John Pateman Head of Libraries, Learning and Inclusionl noted the need to, “maintain focus and motivation, identifying the change as a long-term continuous process, rather than a short term fix.”
One of the main challenges was to create a learning organisation, giving the workforce the capacity and willingness to respond to future change. Activities included significant workforce development and regular staff communication. The staff appraisal system was used to identify skills needs, which were cross referenced to the future direction of service. External funding also provided bespoke training for library, heritage and learning roles and customer service and care.
Public consultation
Public consultation started early in the process, and community focus groups and household surveys identified the key issues for users and non users. Decisions were backed up with data, and the willingness to review the opening hours was made clear. Some adverse reaction from existing customers was also anticipated and mitigated within the process. A managed and flexible process included communication with the media, members and for open meetings.
To ensure consistency of communication about the changes, the whole management team go out across the county twice-yearly. These road shows feed back on progress against plans, giving reasons for actions, or explaining where they were not implemented.
For more detailed information on Lincolnshire Library Service please visit the case study section on the MLA research website
September 2009