In 2009 Newcastle opened a new City Library (part of a £40m PFI), after a seven-year journey to significant cultural change, achieved through staff development and stakeholder engagement.
Back in 2001 Newcastle Library Service was rated ‘fair’ one star in the Best Value report - this report was the catalysis for the subsequent transformation process.
Generally the service was inward looking and unresponsive, its locations and library hours were not ideal and it was neither well used nor marketed to its communities. The New Ways of Working programme worked with community, councillors, senior officers and staff to change services and develop a clear, consistent and relevant vision for the library service.
The first phase of change was to stabilise the library service and set its future direction. The first two years saw:
- widespread community consultation (pilot studies, displays, questionnaires, focus groups, surveys, articles, presentations and events)
- new opening hours (including, for the first time evenings and weekends)
- a staff review
- improved life long learning provision
- introduction of the People’s Network
- elimination of the service budget deficit
- improved standards
- a raised profile in the council, through increased involvement in corporate working.
This process involved staff in shaping the future of the service and was underpinned by consistent communication and information sharing by senior managers across the council. Working to maintain these stakeholder relationships was critical to ensuring the success of the changes.
Library rebuilding
Between 2003 and 2008 this resulted in four major libraries being rebuilt and co-located with primary customer service centres, and a necessary change in working practices and culture.
Phase two saw Newcastle open the new City Library in 2009. This major development was the catalyst for reviewing and changing services and delivery in all 18 libraries. It was anticipated that the new library would increase public expectations and therefore require new ways of working and of engaging with the public.
Staff were involved at the early stages to ensure that, as well as transforming the library building, service delivery was considered. Working groups for all key areas of the service were set up, lead by a member of the management team. Each working group liaised with staff to produce an action plan, setting targets, researching proposals and reporting back to the management team monthly.
To improve consistency of internal communication an annual staff conference was introduced, which looked forward to change, for example reporting on the implementation of the Best Value Plan. This is supplemented by annual briefings to all staff by the Head of Service.
Municipal pride
These changes have increased municipal pride in the service and increased political support for libraries in Newcastle. They have also created a welcoming library service that is relevant to local needs and focussed on specific priorities.
Gaining Chartermark in 2007 - and subsequently the Customer service excellence Award in 2009 - proved very worthwhile as it is a standard that is understood and valued by the local authority and also positive recognition of staff and their current work.
David Fay the City Libraries’ Manager, said of the process: “Hold your nerve. Once a decision has been reached, with input from staff and in response to a recognised need, see it through to implementation. For example, changing the library opening hours and introducing Sunday opening was not straightforward, and the easy route would have been to call a stop to the changes.”
For more detailed information on Newcastle City Libraries please visit the case study section on the MLA research website.
September 2009