Agendas, Meetings and Minutes - Agenda item

Agenda item

Libraries Strategy

Minutes:

The Panel received a report which set out details of the draft Libraries Strategy which was to be considered by Cabinet on 20 December 2019. The report provided the background to the libraries remodelling process, including the extensive public consultation process that had been undertaken.

 

The Cabinet Member with Responsibility for Communities (CMR) advised that considerable progress had been made in modernising Worcestershire’s library services in recent years. It was stressed that the Transformation Programme had never been about seeking to close libraries, but instead it had focused on how the Council’s statutory function could be fulfilled in a challenging financial environment, whilst also ensuring value for money. The CMR provided a brief overview of the draft Strategy, including the five strategic ambitions which set out the vision for the libraries service for the next five years. The Panel was assured that all 21 of the libraries in the County formed part of the statutory offer. 

 

The Assistant Director reminded the Panel of the journey that had been taken to arrive at this stage. The modernisation programme, which had resulted in efficiency savings of £3.9m since 2011/12 had been achieved as a result of a range of transformational approaches, including a comprehensive property remodelling programme, staff and management restructures and investment in self-service technology.

 

With the findings of the Worcestershire Libraries Needs Assessment in 2018 and a set of recommendations for going forward, the Cabinet had agreed to launch a wide-ranging public consultation exercise, which was then completed by the Spring 2019.  A Local Government Association Peer Review was also completed in May 2019 and the Cabinet had consolidated all of the feedback and learning that had been obtained in order to shape a medium to long term Strategy, which would then underpin all future delivery changes. In the meantime, savings had continued to be delivered.

 

It was recognised that Panel had played an active and constructive role in the above process, including taking part in a number of site visits to libraries outside of the County.  These visits had proved beneficial to inform the Scrutiny process by expanding Members learning of different service models including how they operated in practice. One of the issues that had been highlighted was the significant investment which would be involved in operating an open library, because of the high cost of security monitoring systems. 

 

The Service Manager - Libraries and Culture outlined the detail of the five strategic ambitions, as follows:

 

  • A Library service for everyone, with initiatives to raise awareness and widen community engagement including an extended digital offer and working with external partners. The Assistant Director highlighted that the implementation of the strategy would need Corporate support and involvement to ensure that it was successful.
  • Libraries First, putting libraries at the heart of the delivery of Council and community services. Libraries would become the front door to Council services and provide new opportunities for services to be delivered.
  • Resilient, Independent and Connected Communities, using the libraries brand to deliver services to improve the health and quality of life of residents. The Panel was advised that libraries provided trusted spaces where services could be offered, which could potentially reach more people and therefore improve best value. As an example, Kidderminster library had a working space where staff could connect to the Council network, and therefore could be used by a variety of staff when their job demands required a temporary base away from their office.
  • Prosperous Communities – Developing new services to support business enterprise and skills and to help people into work. The Hive was cited as an example where there were currently a variety of initiatives offering support to businesses for their growth, for example with training facilities, adult learning, job club and traineeships.
  • Sustainable and Innovative libraries – Investing in new service models and securing new funding to future-proof the libraries service. The Panel was informed that a key approach going forward would be to use every opportunity to expand the use of shared buildings, with a continuation of the property remodelling programme.  The Service Manager advised that there had been little public support for the community managed libraries, therefore instead the community support model, for instance as currently in Hagley and Cats hill libraries, would be extended.  In terms of opportunities for service growth, the potential of Section 106 funding was raised. Members were keen that the libraries team were made aware of all the potential opportunities for tapping into the S106 monies, including where new communities were being developed or to redevelop an existing community building which was no longer viable.

 

Members raised a number of issues and questions as follows:

 

  • A Member asked how more residents could be encouraged to use the range of libraries services on offer. The Service Manager explained that there were a range of initiatives that were aimed at achieving this, especially with regard to digital services, of which awareness levels were particularly low.
  • In terms of maintaining momentum of this awareness raising, the Panel was advised that the Team’s work would be creative and targeted, for instance seeking to raise awareness amongst groups which were currently under-represented
  • Where an open plus library system was being considered, the point was reinforced that safeguarding needed to be given the highest priority when arrangements were put in place. 
  • Whilst acknowledging that the five ambitions were very worthy, a Member queried what underpinned them and whether any local authority had evidence that by raising awareness, a significant difference could be made to the use of services. The Assistant Director explained that the impact of the Strategy would need to be tracked in accordance with the Needs Assessment base line.
  • A further question was raised as to whether the Council had the resources available to be able to deliver the plans set out for libraries. The Assistant Director confirmed that over time the resources would be available, provided savings continued to be identified and corporate support was forthcoming.
  • The CMR highlighted that Worcester City Council had provided some funding to support Warndon and St John’s Libraries.
  • In response to a question about whether the Worcestershire Local Enterprise Partnership (LEP) was involved with the Hive, the Service Manager advised that the LEP was involved through the Economic Development and Learning and Skills teams, but not directly with the libraries.
  • A Member suggested that it would be helpful to include an overall ambition statement to tie in all the aspects of the Strategy. ‘Active Minds’ was a possible theme for this, which would directly link to efforts to improve the mental health of residents.

 

The Assistant Director provided an update on the libraries savings plan for 2018 - 2021. The Panel was advised that there was still a further £294k of savings which needed to be identified and delivered in 2020/21. These savings would be achieved through measures such as renting space in libraries, introducing self-service technology and seeking further community support. It was highlighted that the Open Plus library proposals were included in the business plan for 2020/21.

 

The Senior Project Manager provided the Panel with details of the implementation time line going forward. The key initial elements of work would involve:

 

  • Developing the workforce and determining the best fit for the future management and staffing structure.
  • Focusing on developing a robust Communication and Engagement Strategy
  • A close check on technology systems to ensure continued integration with the Council’s Digital Transformation Strategy
  • Identifying further service development opportunities and improvements to service planning
  • Continuing with the property re-modelling programme including innovative use of spaces and co-location with partners.

 

The Panel was informed that the Transformation Programme would continue to be managed through the Libraries Programme Board. The Libraries Team were also keen to maintain the current relationship with the Scrutiny Panel, which had proved to be beneficial.

 

In response to a few detailed queries raised by Councillor Hotham, it was agreed that Officers would liaise with him outside of the meeting to clarify the matters.

 

The CMR thanked the Members of the Panel for the time they had given to the libraries issue. She reassured the Panel that the aim of the strategy was all about modernising the libraries service, rather than closing any of the current sites.

 

It was agreed that the Panel’s comments would be forwarded to the CMR and would include:

 

  • The Panel’s support for the Strategy, seeking assurance that sufficient resources were available to deliver the strategy
  • A request to see a detailed Implementation Plan when available
  • The suggestion for consideration be given to including an overarching ambition statement relating to the ‘Active Minds’ theme to link to the development of the libraries service
  • Where possible, the exploration of opportunities for S106 monies that might benefit the development of the libraries service
  • The need for the highest priority for safeguarding when proposals for unstaffed hours were considered.

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