In 2008 Suffolk County Council decided to move to a commissioner/provider model of service delivery. This model has created a greater performance focus, opened up a more entrepreneurial approach and encouraged the service to think in terms of other Local Authority agendas.
It means that, outside of core funded activities, the library service has become outcomes focused and is competing with other local authority services to provide specific activities that contribute to overarching Local Authority objectives. This has made the Service particularly fit for purpose to demonstrate the wider value it provides to the community and able to compete for funding in an increasingly competitive environment.
Since 2006 the service has been part of the adult services directorate and has gained recognition for its role in delivering key outcomes for older people; those with learning disabilities; and mental and physical health. In particular it is an acknowledged player in preventive activity.
Needs assessment
The starting point for the commissioning strategy was the Council’s Joint Strategic Needs Assessment. This was supplemented by market research, which worked with community groups to identify barriers to use, audience wants, and changes needed. This needs assessment informed the directorate’s vision for the next year, consistent with geographic and community need.
The Local Authority then set the strategy based on the needs assessment and the library service negotiated what it could deliver and how this might be measured. The negotiation process starts each autumn and targets are jointly agreed with performance against the contract monitored through this period. The library service currently has five targets, focussed on addressing the challenges of prevention, signposting and participation.
Strong relationships
This new way of working has fundamentally challenged working practices. Library staff and the council have had to gain a shared understanding of the role of the commissioner for an internal delivery agency. This has been a demanding process and building strong relationships has proved central to the success of the model.
The first year and a half after the library and archive service joined the adult and community services directorate were spent testing how culture could contribute to the directorate’s agendas. Frontline library staff were trained in inclusion and communication skills to support users with mental health or learning disability.
At the same time, the Local Authority conducted an independent consultation with customer groups to inform the future shaping of services. This exploratory phase was key in enabling the library service to continue to build a reputation, track record and confidence in its ability to deliver for target audiences. The service is still at the beginning of its new model of delivery and is delivering against its targets.
Roger McMaster, Head of Suffolk Libraries and Record Office said: “Different governance models will be appropriate for different organisations – it is unlikely that you can adopt someone else’s. Therefore it’s important to look around at others’, but then apply the elements to you particular context.”
For more detailed information on Suffolk Library Service libraries please visit the case study section on the MLA research website
September 2009