Introduction

The Library Service’s Business Unit Plan 2007-10 describes the current performance of Rochdale Library Service, and identifies priorities, service pressures and contributions to wider agendas for the next 3 years. The plan underpins the Information and Libraries Service Plan 2007-10, which in turn links into the Borough’s key strategies (Aiming High and Pride of Place).

Public Libraries are statutory services; all library authorities have a duty to provide “comprehensive and efficient library services” as described in the Public Libraries Act. Public libraries offer much more than books – benefits to local communities are far-reaching and varied, as set out below.

Context, drivers & reasons for service provision

Overview of the service

The Libraries Service currently delivers the following services through 17 static libraries and 1 Mobile library. The Council is also responsible for a Local Studies Library, run in partnership with the Link4Life Leisure and Recreation Trust.

Core lending services

• Wide range of adult and children’s books available for loan free of charge
• Audio items for hire
• Inter-library loans

Information

• Newspapers and periodicals
• Reference and information provision
• Business information
• Digital image collections
• Local history resources
• Community information
• Online reference services
• Links to validated online information resources

Reader Development

• Adults and children’s reading and learning events
• Reading, writing and poetry groups
• Links to online reader development sites and tools

Lifelong Learning

• Free ICT learning courses
• Study Support
• Informal learning support — reference, non-fiction and online collections
• Links to validated lifelong learning and informal learning resources

Community Facilities

• Meeting rooms/community space
• Exhibition space for community groups
• Fax and photocopying services

Specialist Library Services

• Home delivery service to housebound people
• Bookstart ‘books for babies’ service
• Materials in alternative formats for people with sensory impairments available for loan free of charge
• Community language collections
• Delivery service to sheltered accommodation and homes for the elderly.
• Services to customers with special needs, including Braille transcriptions, talking books etc.

Online Resources

• Free use of computers, including e-mail and internet access
• Access to free online resources
• 24/7 online renewals, reservations, membership, catalogue.

Mobile Library Service

Buckley Hall Prison Library

Resource Collections

• Toy Library, Reminiscence packs, and resource collections for youth workers, teachers, early years providers etc.

Employees:

The service currently has 79.4 FTEs on the establishment.

Current library members:

In January 2006, the service had 70,440 active members (members who have used the service at least once in the past year).

Financial profile:

2006-7 budget (£,000)

• Employees: £1,778
• Premises: £954
• Transport: £28
• Supplies and Services: £975
• Departmental charges: £567
• Total expenditure: £4,302
• Income: -£415
• Net expenditure: £3,887

2007-8 budget (£,000)

• Employees: £1,814
• Premises: £965
• Transport: £28
• Supplies and Services: £996
• Departmental charges: £467
• Total expenditure: £4,270
• Income: -£417
• Net expenditure: £3,853

Key partners:

• DCMS (Department of Culture, Media & Sport)
• MLA (Museums, Libraries and Archives council)
• TRA (The Reading Agency)
• CILIP (Chartered Institute for Librarians and Information Professionals)
• MLA North-West
• Society of Chief Librarians
• Greater Manchester Chief Librarians Group
• Greater Manchester Libraries Stock Purchasing Consortium
• Greater Manchester Libraries Performance group
• Greater Manchester Public Libraries Training Co–operative
• SureStart
• Time to Read
• Primary Care Trust
• The Book Trust (Bookstart)
• RMBC (Rochdale Metropolitan Borough Council)

Vision & mission

Pride of Place II is the Council’s community strategy for the Borough, and Aiming High II is the Council’s plan for continuously improving the services it provides.

These are based upon the ‘Vision 2021’ for the Borough, to create:

“a thriving place where people want to live, work, visit and do business, a place in which we can all take pride.”

In addition, the Council is committed to creating jobs for local people, regenerating key areas of the Borough and improving some Council services through the Local Strategic Partnership (LSP). These three key strands in the Council’s vision can be ordered into a cross-cutting set of themes and priorities:

LSP Cross Cutting Priorities

1. Jobs and prosperity
2. Children and Young People
3. Environment
4. Community Safety
5. Health



Other Cross Cutting Themes

6. Community engagement and development
7. Cohesion and Equalities



Council Specific Improvement Themes

8. Finance and efficiency
9. Our people
10. Customer Focus
11. Service Improvement

In supporting the Council’s corporate vision and values, Rochdale Library Service has developed a vision, which is:

To deliver dynamic, innovative services, which offer everyone access to information, reading and learning opportunities through:

The provision of key library services

• A network of libraries across each Township, providing safe, friendly, non-judgemental and accessible spaces
• Supporting literacy & promoting the enjoyment of reading
• Encouraging information literacy and citizenship by providing free access to ICT, electronic resources & online services
• Providing local & community information, to enable citizens to make informed decisions
• Creating opportunities for formal & informal learning & self-development

Supporting wider agendas

• Listening to and engaging with our communities, paying particular attention to the needs of disadvantaged & vulnerable people
• Championing the needs of children, families & young people
• Helping to build safer, stronger & healthier communities
• Celebrating cultural diversity and encouraging community cohesion
• Contributing to regeneration by supporting local businesses, the local workforce, community and voluntary groups


The delivery of efficient services

• Delivering high quality services that provide value for money, making the best use of our resources & maximising funding opportunities
• Meeting the national public library service standards and becoming an excellent library authority
• Valuing our staff & making best use of their skills, experience & commitment, by providing strong, visionary leadership
• Providing joined up services for local people by building effective partnerships focussed on customer outcomes
• Working effectively with elected members to support the wider aims of the Council & the Borough.

Key drivers

Framework for the Future

This is the Government’s 10-year vision for the future of public library services. Libraries are expected to deliver improvement over 4 main themes:

• Books, reading & learning
• Digital citizenship
• Community & civic values
• Building capacity to deliver transformation

Framework for the Future has in turn led to reports, projects and initiatives linked to public libraries, all of which provide the service with many new opportunities. Current opportunities include:

• Big Lottery funding for capital projects, on the theme of Community Engagement
• Revised Public Library Service Standards (see below), included in Council CPA assessments.
• Ongoing investigations into a ‘National Procurement Agency’ for more consistent and better-value stock purchasing and online resources nation-wide.
• National offers listing the services everyone should expect from their public library, based on 5 key life-stages:
• Engaging the under-5s
• Out of school hours learning
• Helping 11-19 year olds fulfil their potential
• Supporting adult learners
• Enhancing adult reading experiences
• New People’s Network online services (see below), such as Enquire, a live interactive information service.
• An audit of public library buildings, aiming to increase the level of funding spent on them.

DCMS Public Library Service Standards/ Impact Measures

A suite of ten standards plus a range of impact measures which link to the shared priorities of national and local government, and are currently under review. All public libraries are expected to meet the standards and demonstrate continuous improvement, and these are included as part of the Culture block for CPA.

People’s Network project (managed by the MLA)

The People's Network, completed in 2002, was a major lottery funded government-led initiative to bring equality of internet access to the whole UK population, by installing PCs, broadband connection and software in all public libraries; training library staff to support users and creating a wealth of quality digital materials relevant to local needs.

Phase 2 of the People's Network, involving the new online services Enquire, Discover and Read services were launched in 2005.

Transformational Government (Cabinet Office) and Service Transformation (Treasury)

The government requires that public sector services be more joined-up with a simpler, ideally single, user interface. Implied within this is a greater need for data sharing between service providers and so a greater degree of interoperability of systems, processes and procedures.

The Gershon review of Public Sector Efficiency

Following a review by Sir Peter Gershon, the Government has called for new and sustained drive to achieve significant efficiencies in public sector services. For local government the target is for efficiency gains of 2.5% per annum for each of the next three years. In achieving these efficiencies at least half should be ‘cashable’, i.e. release resources to spend on something else.

The Government defines efficiencies as

• Maintaining the same level of service but with less resources;
• Additional outputs in quality or quantity for the same level of resources;
• Remodelling service provision to enable better outcomes.

Strong and Prosperous Communities: Government White Paper

In October 2006, the Department of Communities and Local Government published a White Paper which set out the Government’s proposals for changing the way that councils work and lead their communities. The implications for libraries include the devolution of certain powers and responsibilities to Townships, a proposed new performance management framework due to be implemented in 2008, and increased involvement in services by community and voluntary groups.

Youth Matters: Government White Paper

The government’s response to Every Child Matters sets out the vision for empowering young people, giving them somewhere to go, something to do and someone to talk to. It envisages that young people will have more choice and influence over services and facilities that are available to them, and will be able to volunteer and contribute to their local community.

Libraries will support this vision by developing provision of activities and resources for young people, in partnership with relevant agencies.

Current service performance

Baseline assessment
How does the service meet user expectations?

PLUS Survey results 2006

The latest Public Library User Survey results show that 94.7% of respondents were satisfied with library services overall – 1% above the national standard (PLSS 7), and a 3% improvement on the previous survey’s results.

In addition, the service scored very well on two further satisfaction points, which impact on the score for BV 118. 91% of those users successfully found a book to borrow, and 81% successfully found the information they were looking for. Both results are in the top quartile for both Metropolitan districts and Greater Manchester authorities.

However, survey results show lower satisfaction rates with computer facilities – an issue which is tackled in the service’s action plan.

General residents survey 2006

The Council undertook a MORI poll of residents in 2006. The result informs a key performance indicator for libraries – BV119b (Satisfaction with libraries). The 2006 score was 64% - a small increase of 1% on the 2003 score, in a climate when most public services are experiencing declining satisfaction rates.
In addition, the survey showed a corresponding increase in those who stated they have used libraries in the past 6 months – 50% compared to 46% in 2003.

Current service performance

Appendix A lists the service’s current performance against national, corporate and local indicators. As noted in 1.1.3 ‘’Strong and Prosperous Communities’, a new performance framework for libraries is due to be implemented from April 2008 – this is currently under development.

CPA
The service currently meets 8 out of 10 Public Library Service Standards. Those we don’t meet are:

• PLSS 6 – visits to libraries per 1,000 population
• PLSS 8 – satisfaction (under 16s)

In addition to the service standards, four additional indicators are included for libraries in the CPA culture block, plus a Best Value indicator (BV119b) on resident satisfaction with libraries. The service meets at least the lower thresholds for all except C13 Cost per Visit.

The Council scored 3 stars in its 2006 CPA assessment – "Performing well – consistently above minimum requirements". The Culture Block of the service assessments scored 2 stars – "Adequate performance – only at minimum requirements". However, libraries scored very highly within the Culture Block – 7 indicators were above the upper threshold, 6 between the threshold and 1 (Cost per visit) below the threshold.

Best Value Performance Indicators

The service must also report nationally against BV118a-c, the results of which are taken from the thrice-yearly Adult PLUS survey. BV118 measures satisfaction with finding books and information, and overall services. Rochdale libraries perform highly for all three parts.

BV220 is a composite indicator which collates performance against each of the PLSS.

Public Library Impact Measures

A suite of twelve national Impact Measures is currently under development by the MLA/DCMS. Although no targets have been set nationally, the service is working locally to improve performance against each and has assessed performance in relation to neighbouring Greater Manchester authorities. The Impact Measures are designed to assess libraries’ impact against key government priorities – improving the economy, improving quality of life, raising standards across schools, and safer and stronger communities.

Key achievements and outcomes 06/07
Key achievements for the service over the past year are listed below:

• Successful co-location of Castleton Library with the local Community Centre.
• Two further co-locations in progress.
  Refurbishment of Littleborough Library.
  Excellent PLUS survey results – 95% customer satisfaction, exceeding the Public Library Service Standard and placing Rochdale in the top quartile.
• Service contribution to Aiming High/Pride of Place reviewed – contribution accepted to Jobs & Prosperity, Health and Children and Young People.
• Vacant management team posts filled – Performance & Development Manager, E-Learning & Information Manager, Area Librarian (Rochdale & Pennines).
• New vision & service objectives set.
• New partnership with the PCT under development – ‘Bibliotherapy’ Books on prescription scheme.

How does the service compare?
The service participates in a number of benchmarking activities to inform performance improvement and future planning. Currently, the service is a member of the AGMA (Association of Greater Manchester Authorities) public libraries benchmarking group, and IPF (Institute of Public Finance) benchmarking groups.
Recent benchmarking exercises show that:

• The service is in the top quartile for all England authorities, all Metropolitan districts, and all Greater Manchester authorities, for the key library customer satisfaction indicators BV 118 and PLSS 7.
• The service has one of the highest membership rates across Greater Manchester.
• Performance for PLSS 5iii Requests supplied within 30 days is in the top quartile for both Metropolitan authorities and AGMA.
• The service only just meets the Public Library Service Standard for Number of Electronic Workstations (PLSS 4) – the service is working to ensure current performance can be maintained.
• The service has the highest Cost per Visit (C13) for Greater Manchester Authorities, and the lowest Visits per 1,000 Population (PLSS 6) – an issue which the service is working towards.
• The service is working to improve performance in several of the Public Library Impact Measures – particularly for the Bookstart scheme and Summer Reading Challenge.

Service priorities

Current issues and priorities facing the service

Co-locations

A Members report was produced in November 2006 entitled ‘Future Provision of the Library Service’. As a result of consultation with all 4 townships and the Community Services Overview and Scrutiny Committee (O & S), recommendations were:

• The possibility that Smallbridge Library be co-located with the new Hamer School be explored
• Agreement in principle to co-locate Darnhill Library with the local community centre at a location to be decided
• The co-location of Balderstone Library, previously reviewed in principle, be reviewed once the future of Balderstone and Springhill Schools has been resolved
• Wardle and Smithybridge Libraries to be retained, but the position be reviewed following the opening of the proposed Littleborough Joint Service Centre
• Alkrington Library be retained but the position be reviewed following the opening of the proposed Middleton Joint Service Centre

The co-locations of Darnhill, Langley and Norden libraries are currently underway.


Devolution of Townships

The Council is planning to devolve the running of some services, including library services, to individual Township Committees. This has implications for the service for budgets, staff management and some aspects of service delivery.


Big Lottery funding

A significant feature of the Government’s 10-year vision for libraries, Framework for the Future, is the modernisation of library buildings, to make them welcoming and attractive. There is a need to maintain and refurbish library premises in Rochdale.

The Big Lottery Fund’s Community Libraries programme invited bids for capital funding for buildings with the theme of community engagement, in March 2007. Rochdale Libraries, after completing an appraisal of all library buildings, submitted a bid for a major extension and refurbishment to Darnhill Library, focussing on adult learning, young people and community arts. Successful bids will be awarded in September 2007.


CPA – increasing visits to libraries

The service currently meets 8 out of 10 Public Library Service Standards. The service expects to meet a further standard – PLSS 8, % of under 16s satisfied with libraries – when the Children’s PLUS survey is carried out in September 2007.

There is an urgent need to increase visits to Rochdale libraries, in order to meet PLSS 6, visits to libraries per 1,000 population. A separate ‘Strategy for Increasing Visits to Libraries’ was prepared in late 2006, and is referred to on part 4 of this plan.


People’s Network

The People’s Network is a key government initiative and a requirement of all library authorities. Its core aim is to provide citizens of all ages with free access to online information and electronic resources.

Continual development is highlighted below as a budget pressure.


Cultural change

The service was one of the first to be the subject of a Peer Review by the IDEA, supported by the MLA, in 2006. A key recommendation of the Peer Review Action Plan was to implement cultural change throughout the service, for which funding was allocated.


Infrastructure change

The Dynix Library Management System was originally designed in the 1980s and was bought in 1989. The system has reached the end of its predicted lifespan. There is an urgent need to specify and fund a replacement Library Management System to enable greater interoperability with other systems and to provide a greater range of e-enabled services in-library and online.

A great deal of library service work goes on beyond the library buildings, with outreach work within the community and mobile operations such as the Mobile Library and the Doorstep Home Delivery Service. These services are currently not linked to the Library Management System and work in continuing in this area.


Budget issues

• Inability to purchase e-learning/on-line resources due to the existing financial arrangements for the book fund. Majority of the budget treated as capital purchases
• Lack of a dedicated training budget
• Revenue costs of IT replacement programme
• Replacement of the Library Management System
• Urgent need to upgrade the People’s Network
• Lack of funding for statutory consultation and customer satisfaction surveys
• Purchase and implementation of EDI for stock procurement improvements
  

Achieving our objectives:Detailed action plan

1: A network of libraries across each Township, providing safe, friendly and accessible spaces

Corporate objective links

• Environment
• Community Engagement
• Cohesion and equalities

Key Activities 07-10

Develop a library refurbishment plan
Lead officer: Principal Librarian
2007/8
Budget implications: Budget to maintain and refurbish library premises
Performance measures and monitoring arrangements: Plan in place

Continue investigations into the co-location strategy
Lead officer: Principal Librarian/Area Librarians
2007-10
Budget implications: Limited Capital budget allocation through the co-location budget
Performance measures and monitoring arrangements: Co-locations/joint service centres in place

Review Mobile library service provision
Lead officer: Community Services Manager
2007-10
Budget implications: Funding required for Mobile technology
Performance measures and monitoring arrangements: Visits to the Mobile library, Mobile library issues

Carry out replacement of current Mobile Library
Lead officer: Community Services Manager
2007/8
Budget implications: See above
Performance measures and monitoring arrangements: New mobile in place

Investigate and implement self-issue terminals in appropriate libraries
Lead officer: Area Librarians
2007-10
Budget implications: Ongoing revenue budget implications; Software/hardware costs; Furniture; Promotional/user education
Performance measures and monitoring arrangements: Self-issue in place in appropriate libraries

Agree services to be delivered through corporate contact centres
Lead officer: Principal Librarian
2007/8
Budget implications: Potential licensing costs, depending on which services and how delivered; Staff budget implications.
Performance measures and monitoring arrangements: Services in place

Agree devolution plans with Township committees
Lead officer: Principal Librarian/Head of Service (Head of Information and Libraries)
2007/8
Budget implications: Possible re-structure of budgets
Performance measures and monitoring arrangements: Devolution plans in place

2: Supporting literacy & promoting the enjoyment of reading

Corporate objective links

• Jobs and prosperity
• Children and Young People
• Community safety
• Community Engagement
• Cohesion and equalities

Key Activities 07-10

Fill vacant Stock Management/Reader Development Post
Lead officer: Community Services Manager
2007/8
Budget implications: none
Performance measures and monitoring arrangements: Vacancy filled

Continue participation in Literacy Entitlement Group
Lead officer: Principal Librarian
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Library representation on group; LEG-derived activities and events in libraries

Establish good networking with Skills for Life team/participate in Adult Learning Week/Family Learner’s Weekend
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Library representation at team meetings; SfL-derived activities and events in libraries

Continue participation in Greater Manchester Time to Read group
Lead officer: Reader Development post
2007-10
Budget implications: Annual Fee
Performance measures and monitoring arrangements: Library representation at group meetings; TtR-derived activities and events in libraries

Establish Reader development "Focus Group" – annual programme of events and stock promotions/featured collections.
Lead officer: Reader Development post
2007-10
Budget implications: Staff cover; Need for a dedicated reader development budget
Performance measures and monitoring arrangements: Attendance to library events (establish a baseline by March 2008); Impact on use of target stock

Produce a calendar of local & national events/celebrations for future library promotions
Lead officer: Performance & Development Manager
2007-10
Budget implications: Staff cover; Promotional materials; Support materials
Performance measures and monitoring arrangements: Calendar in place; Impact on visits; Impact on use of target stock and/or services; Press coverage of events (in particular)

Develop a programme of displays (including retail-style window displays)
Lead officer: Area Librarians/Community Services Manager
2007-10
Budget implications: Staff cover
Performance measures and monitoring arrangements: Number of displays; Impact on visits; Impact on use of target stock and/or services

Sustain and develop links with Council media unit and ensure library inclusion on a regular basis
Lead officer: Performance & Development Manager
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Number of library press articles

Expand library marketing materials, using MLA toolkit, covering all library services (Learning, reading, children’s, special services etc.)
Lead officer: Performance & Development Manager
2007/8
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Marketing materials produced; Impact on PLSS

Actively develop and promote Web Catalogue portal functions providing access to both in-library and online reader development resources
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Publicity costs; Staff time
Performance measures and monitoring arrangements: Impact on use of target stock and/or services

Investigate a loyalty scheme for library users
Lead officer: Area Librarians
2007/8
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Proposal for scheme produced

3. Providing free access to ICT, electronic resources & online services

Corporate objective links

• Jobs and prosperity
• Children and Young People
• Community safety
• Cohesion and equalities

Key Activities 07-10

Produce ICT & Information strategy
Lead officer: E-Learning & Information Manager
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Strategy in place & aligned with budgets

Develop team for co-ordination of future Web development
Lead officer: E-Learning & Information Manager
2007/8
Budget implications: Staff cover
Performance measures and monitoring arrangements: Team in place, meets regularly; Team action plans

Develop the provision of online resources and information
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Current inability to purchase e-learning/online resources needs to be addressed; Budget needed for upgrade of the People’s Network.
Performance measures and monitoring arrangements: Use of online resources; PLIM 12 % take-up of available ICT time in libraries

Continual development of the People’s Network with additional functionality
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Budget pressure identified for upgrades to People’s Network
Performance measures and monitoring arrangements: Take-up of the People’s Network

4. Providing local & community information, to enable citizens to make informed decisions

Corporate objective links

• Jobs and prosperity
• Community engagement and development
• Cohesion and equalities
• Customer focus

Key Activities 07-10

Review existing information provision throughout all libraries
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Promotion/marketing; Staff cover; Dedicated budget needed for online resources
Performance measures and monitoring arrangements: PLUS survey – satisfaction with information provision/staff help; No. information literacy events

Develop a training plan for staff on information provision
Lead officer: E-Learning & Information Manager
2007-09
Budget implications: Training budget provision
Performance measures and monitoring arrangements: PLUS survey - % satisfied with staff help in finding information

5. Creating opportunities for formal & informal learning & self-development

Corporate objective links

• Jobs and prosperity
• Children and Young People
• Community safety
• Cohesion and equalities

Key Activities 07-10

Develop a Learning Strategy for libraries/ set up learning, ICT & information "development group"
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Staff structure to be reviewed
Performance measures and monitoring arrangements: PLIM 1 Adult Learning Session attendee hours per 1,000 population

Increase the use of libraries by 16-24s
Lead officer: Performance & Development Manager/E-Learning & Information Manager
2007-10
Budget implications: Online resource budget/People’s Network upgrade as above; Promotion/marketing
Performance measures and monitoring arrangements: Book issues/PC bookings by 16-24s in libraries; Number of careers-related resources available in libraries per 1,000 population

Review staff structure - investigate releasing posts to other areas e.g. learning
Lead officer: E-Learning & Information Manager/Principal Librarian/Area Librarians
2007-10
Budget implications: Within existing resources
Performance measures and monitoring arrangements: Impact on learning hours in libraries (PLIM 1); Increased no. learning events; Impact on visits; Impact on use of targeted stock and/or services

Work with local partners to identify and mailshot unemployed young people (careers resources in libraries)
Lead officer: Performance & Development Manager
2007-09
Budget implications: Publicity costs; Resource budget implications
Performance measures and monitoring arrangements: As above

Investigate learning centre in Wheatsheaf as part of the overall layout
Lead officer: E-Learning & Information Manager
2007-09
Budget implications: Possible funding for design/layout; Resource budget implications
Performance measures and monitoring arrangements: Feasibility study produced

Actively promote careers resources in libraries
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Issues/use of careers-related resources

Actively develop and promote Web Catalogue portal functions providing access to both in-library and online careers and jobs-related resources
Lead officer: E-Learning & Information Manager
2007-10
Budget implications: Publicity costs; Staff time
Performance measures and monitoring arrangements: Issues/use of careers-related resources

6. Listening to and engaging with our communities, paying particular attention to the needs of disadvantaged & vulnerable people

Corporate objective links

• Community engagement and development
• Cohesion and equalities
• Customer focus

Key Activities 07-10

PLUS/MORI survey analysis and action plan
Lead officer: Performance & Development Manager
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Action plan in place

Carry out the national children’s Public Library User Survey 2007, evaluate and implement actions arising
Lead officer: Performance & Development Manager/Community Services Manager
2007-09
Budget implications: Survey costs
Performance measures and monitoring arrangements: Children’s PLUS survey results

Carry out the national Home Delivery Survey to Housebound customers, evaluate and implement actions arising
Lead officer: Performance & Development Manager/Community Services Manager
2007-09
Budget implications: Survey costs
Performance measures and monitoring arrangements: Home Delivery Survey results

Consultation with customers and non-customers within the community re: future provision
Lead officer: Area Librarians/Performance & Development Manager
2007-09
Budget implications: Survey costs
Performance measures and monitoring arrangements: Results of consultation & action plans in place

Review current opening hours – consult with local communities vis the Opinionmetre. Consider more hours of opening outside 9-5pm, fewer closed afternoons and fewer closed lunchtimes
Lead officer: Principal Librarian/Area Librarians
2007/8
Budget implications: Possible staffing implications
Performance measures and monitoring arrangements: PLUS survey - % respondents satisfied with opening hours

Develop Community Engagement Strategy in libraries
Lead officer: Principal Librarian/Performance & Development Manager
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Strategy in place

Big Lottery follow-up work - dependent on bid outcome for Big Lottery capital funding for library buildings
Lead officer: Principal Librarian/Performance & Development Manager
2007-10
Budget implications: Dependent on successful bid
Performance measures and monitoring arrangements: Dependent on successful bid

Set up a staff performance and development focus group
Lead officer: Performance & Development Manager
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Group in place, regular meetings held

7. Championing the needs of children, families & young people

Corporate objective links

• Children and Young People
• Cohesion and equalities

Key Activities 07-10

Develop and mainstream the Bookstart scheme to the 0-3 age group
Lead officer: Community Services Manager
2007/8
Budget implications: Staff costs-mainstreaming Bookstart staff
Performance measures and monitoring arrangements: PLIMs 4-6 Take-up of the Bookstart scheme

Establish Children’s Services Focus Group who will develop a children’s library service plan
Lead officer: Community Services Manager
2007/8
Budget implications: Staff cover
Performance measures and monitoring arrangements: Group/plan in place

Engaging with the 11-19 yr age group through the Reading Agency-led Fulfilling their Potential project
Lead officer: Community Services Manager
2007/8
Budget implications: Publicity costs; Staff time
Performance measures and monitoring arrangements: Library members aged 11-19

Continue to deliver an annual programme of library events for children and young people
Lead officer: Community Services Manager
2007/8
Budget implications: Staff time
Performance measures and monitoring arrangements: Attendance at children’s events

Increase participation in the annual Summer Reading Game in libraries (4-12 year olds)
Lead officer: Community Services Manager
2007-10
Budget implications: Staff time; Publicity costs
Performance measures and monitoring arrangements: PLIMs 8-11 take-up of the Summer Reading Game

Actively promote children’s and young people’s resources in libraries
Lead officer: Community Services Manager
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Children’s visits to libraries; Issues of children’s and young people’s resources

Actively develop and promote children’s web site functions and encouraging customer content input
Lead officer: E-Learning & Information Manager/Community Services Manager
2007-10
Budget implications: Publicity costs; Staff time
Performance measures and monitoring arrangements: Impact on use of target stock and/or services

Actively develop and promote Kids’ Portal functions providing access to both in-library and online reader development resources and encouraging customer input
Lead officer: E-Learning & Information Manager/Community Services Manager
2007-10
Budget implications: Publicity costs; Staff time
Performance measures and monitoring arrangements: Impact on use of target stock and/or services

Investigate possibility of library provision in Children’s Centres/promote children’s library services in CCs
Lead officer: Principal Librarian/Community Services Manager
2007/8
Budget implications: Within existing resources
Performance measures and monitoring arrangements: Investigations underway

8. Helping to build safer, stronger & healthier communities

Corporate objective links

• Community Safety
• Health

Key Activities 07-10

Launch the Bibliotherapy ‘Books on Prescription’ scheme in partnership with the PCT
Lead officer: Community Services Manager/Performance & Development Manager
2007/8
Budget implications: Purchase of resources
Performance measures and monitoring arrangements: Take up of the Bibliotherapy scheme

Promote libraries as health information points, in partnership with local health agencies
Lead officer: Performance & Development Manager/Community Services Manager
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Issues of health-related books in libraries;Total stock of health-related books in libraries

Develop programme of health awareness events in all libraries e.g. smoking cessation
Lead officers: Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Number of events

Actively promote library information & resources on environmental issues
Lead officer: Community Services Manager/Area Librarians
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Issues of books on environmental issues

Carry out the Reading Agency-led Fulfilling their Potential ‘Stay Safe on the Web’ project, aimed at 11-19 yr olds, in partnership with the Children’s Council
Lead officer: Community Services Manager
2007/8
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Evaluation/impact of the project; Library members aged 11-19

Active library involvement in the "Children’s and Young People’s Participation Group’
Lead officer: Community Services Manager
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Library representation on the group

Delivering Positive Activities for Young People to the 16-24 age group in libraries
Lead oficer: Community Services Manager/Area Librarians
2007-10
Budget implications: Event costs; Staff time
Performance measures and monitoring arrangements: Attendance at library events

Promoting libraries as safe, welcoming places to go for all people
Lead officer: Performance & Development Manager/Area Librarians
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: PLUS survey results - % stating libraries are ‘a safe place to visit’

Actively promote library information and resources on community safety
Lead officers: Community Services Manager/Area Librarians
2007-10
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Issues of library resources on ‘community safety’

9. Celebrating cultural diversity and encouraging community cohesion

Corporate objective links

• Cohesion & Equalities

Key Activities 07-10

Develop Social Inclusion strategy
Lead officer: Performance & Development Manager
2007/8
Budget implications: Possible publicity costs in developing awareness of services
Performance measures and monitoring arrangements: Strategy in place

Develop services to Asylum Seekers and minority ethnic communities in libraries/establish dedicated staff post
Lead officer: Performance & Development Manager/Community Services Manager
2007-10
Budget implications: Funding needed – intention to bid for funding from Asylum Seeker Board
Performance measures and monitoring arrangements: Library members from minority ethnic groups; PLUS survey results – respondents from minority ethnic groups

Develop Community Profiles
Lead officer: Performance & Development Manager/Area Librarians
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Profiles in place and relevant targets set

Establish links with Carnival of Cultures festival
Lead officer: Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Library events to tie in with carnival/entries to writing competition

10. Contributing to regeneration by supporting local businesses & the local workforce

Corporate objective links

• Jobs and prosperity

Key Activities 07-10

Review information provision – careers and business
Lead officer: E-Learning & Information Manager
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Library stock relating to careers and business

Investigate linking in with Manchester Business Resources
Lead officer: E-Learning & Information Manager
2007/8
Budget implications: Costs to join a Greater Manchester Business Resources consortium
Performance measures and monitoring arrangements: Partnership in place

11. Delivering high quality services that provide value for money, making the best use of our resources & maximising funding opportunities

Corporate objective links

• Efficiency
• Our people
• Service improvement

Key Activities 07-10

Continue investigations into Greater Manchester consortium stock procurement feasibility study
Lead officer: Community Services Manager/Principal Librarian
2007/8
Budget implications: None currently – but possible future impact on staffing
Performance measures and monitoring arrangements: Investigations ongoing

Investigate EDI/Quotes/supplier selection
Lead officer: Community Services Manager
2007-09
Budget implications: As above
Performance measures and monitoring arrangements: As above

Review marketing/publicity/stationery – liaise with design and print
Lead officer: Performance & Development Manager
2007-09
Budget implications: Publicity costs
Performance measures and monitoring arrangements: New stationery in place

12. Meeting the national public library service standards and becoming an excellent library authority

Corporate objective links

• Efficiency
• Service improvement

Key Activities 07-10

Engage staff at all levels in performance management
Lead officer: Performance & Development Manager/Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Meetings undertaken with all branches/targets set

Continue to improve existing performance to become an excellent library authority
Lead officer: Performance & Development Manager/Area Librarians
2007-10
Budget implications: None
Performance measures and monitoring arrangements: PLSS performance; BVPI performance; CPA performance; PLIMs performance

Identify key areas of non-use and lapsed, using mapping/library membership data – target marketing materials at specified groups
Lead officer: Performance & Development Manager
2007-09
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Branch profiles produced; Active library membership

Implement the ‘Strategy for increasing visits to libraries’ – aim to improve CPA performance
Lead officer: LMT
2007/8
Budget implications: Publicity costs; Some staff costs; Budget implications – online resources/people’s network, as above
Performance measures and monitoring arrangements: CPA C13 – Cost per visit; PLSS 6 – Visits to libraries per 1,000 population

13. Valuing our staff & making best use of their skills, experience & commitment, by providing strong, visionary leadership

Corporate objective links

• Our People
• Service improvement

Key Activities 07-10

Develop a structured Training Development Plan in libraries, with clear progression scale, and linked to staff one-to-ones
Lead officer: Principal Librarian/Area Librarians
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Plan in place

Carry out skills audit of library staff
Lead officer: LMT
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Staff database produced

Produce induction programme with built in refresher training/local studies training
Lead officer: Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Programme in place

Develop post-entry training for staff
Lead officer: Area Librarians
2007-10
Budget implications: Training costs
Performance measures and monitoring arrangements: Training plan in place

Review career progression scheme/staff rotation
Lead officer: Area Librarians
2007-10
Budget implications: As above
Performance measures and monitoring arrangements: As above

Review library staff roles in terms of work-life balance
Lead officer: Area Librarians
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Revised work-life balance plans in place

Establish communications strategy and communicate it to all staff
Lead officer: Performance & Development Manager/Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Communications flow-chart produced & disseminated

Regular schedule of staff meetings in place
Lead officer: Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Schedule in place

Celebrate success and achievement
Lead officer: LMT
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Website articles; Roger’s global submissions; Local matters submissions

Establish a structured plan for attracting volunteers into libraries
Lead officer: Principal Librarian/Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Number of volunteers in libraries

Establish staff procedural manual/induction pack
Lead officer: Area Librarians
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Staff manual produced

Empower and resource staff to be able to take decisions at an appropriate level
Lead officer: Principal Librarian/Area Librarians
2007/8

Develop links/establish rep for SCG (Service Consultancy Group)
Lead officer: Area Librarians
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Rep in place

14. Providing joined up services for local people by building effective partnerships

Corporate objective links

• Efficiency
• Service improvement

Key Activities 07-10

Identify all current and potential partners, review and develop
Lead officer: Performance & Development Manager
2007/8
Budget implications: None
Performance measures and monitoring arrangements: Number of partnerships in place

Contribute to development of joint service centres
Lead officer: Principal Librarian
2007-10
Budget implications: Possible funding implications
Performance measures and monitoring arrangements: Library representation on development groups

Develop joint working with customer services e.g. community languages
Lead officer: Principal Librarian
2007-10
Budget implications: None
Performance measures and monitoring arrangements: Projects developed for joint working

15. working effectively with elected members to support the wider aims of the Council & the Borough

Corporate objective links

• Efficiency
• Service improvement

Key Activities 07-10

Produce glossy leaflet for members
Lead officer: Performance & Development Manager
2007/8
Budget implications: Publicity costs
Performance measures and monitoring arrangements: Leaflet produced and distributed

Carry out briefings on devolved Townships
Lead officer: Principal Librarian
2007-09
Budget implications: None
Performance measures and monitoring arrangements: Briefings carried out

Risk Management

The service has identified the following risks to service delivery, and identified control measures for each as part of the Borough’s Risk Register, which is updated and monitored regularly:

Risk: Failure to secure budgets for online resources, training or publicity

Potential consequence

• Disruption to library operations
• Poor image of service
• Public dissatisfaction

Control measures

• Annual budget review
• Re-alignment of budgets as appropriate.

Risk: Further budget reduction measures

Potential consequence

• As above

Control measures

• As above

Risk:Failure of the People’s Network and other IT systems

Potential consequence

Loss of library online services

• Severe disruption to library operations
• Disruption to workflow
• Public dissatisfaction

Control measures

• Support from specialist suppliers
• IT Service Level Agreement
• IT equipment replacement programme
• Need for support on Saturdays

Risk: Single-staffed libraries – vulnerability of staff

Potential consequence

• Vulnerability to false accusation
• Breakdown of home delivery or mobile vehicle
• Theft of council or personal property
• Emergency call out to premises, esp. after dark

Control measures

• Home bound staff follow known routes and always let other staff know their whereabouts
• Main library back up support available
• For attendance at promotional events during day, other staff always know their whereabouts
• Personal attack alarms linked to monitoring station in all single staffed libraries
• Another member of staff present after 5pm
• Home bound staff carry mobile phones
• Training in dealing with difficult customers available
• Home bound staff issued with Driver's Handbook

Risk:Healthy & Safety/Freedom of Information issues – legal claims

Potential consequence

• Legal claims for compensation
• Loss of public confidence
• Pressure to censor materials

Control measures

• Risk assessments undertaken
• Users agree to abide by internet policy and staff have guidance on enforcement
• Enquiry desk staff experienced in information handling skills

Risk: Vandalism/break-ins to library premises

Potential consequence

• Disruption to service
• Financial cost
• Reflects on image of council and area

Control measures

• Barriers to prevent climbing onto roof at Langley and Balderstone libraries
• Computer equipment fitted with security safes in some buildings
• Shutters on some buildings
• Contact with Community police if problem known
• Wax solution applied to some surfaces vulnerable to grafitti (Norden library)
• Alarms on most buildings

Risk: Lack of capital investment in buildings and IT

Potential consequence

• Poor presentation of buildings
• Health and safety issues
• Inability to relocate to reflect demographic change
• Potential for emergency closure with impact on ability to meet Public Library Standards
• Staff morale
• Management time spent on trouble shooting
• Restricts modernisation of library services

Control measures

• Capital bidding process
• Service planning
• Implementation of Fundamental Service Review

Risk: Failure to meet the national Public Library Service Standards

Potential consequence

• Potential government intervention
• Adverse impact on Comprehensive Performance Assessment
• Detrimental publicity for council
• Potential loss of public confidence

Control measures

• Focussing on Standards not currently met
• Implementation of recommendations of Fundamental Service Review

Risk: Failure to recruit and retain staff

Potential consequence

• Impact on service delivery
• Failure to meet required deadlines
• Staff morale
• Loss of continuity
• Inability to undertake tasks

Control measures

• Advertise locally and nationally as appropriate