Hampshire County Council

Culture and Communities Select Committee

Report of Libraries Review

December 2007

Table of Contents

Section		Page
1. Introduction		3
2. Terms of Reference		4
3. Library Review Panel		5
4. Process		5
Findings of the Review Panel 5. Conclusions 5..1 Library Direction and Performance Strategy Marketing Efficiency Staff 5.2 Availability of Books and Information Services 5.3 Library Location and Access 5.4 Improving Customer Experience 6. Recommendations 6.1 Library Direction and Performance Strategy Marketing Efficiency Staff 6.2 Availability of Books and Information Services 6.3 Library Location and Access 6.4 Improving Customer Experience 7. Commentary 7.1 Introduction 7.2 Library Direction and Performance Strategy Marketing Efficiency Staff 7.3 Availability of Books and Information Services 7.4 Library Location and Access 7.5 Improving Customer Experience		6 6 6 6 8 9 9 10 11 12 14 14 14 14 14 15 15 15 16 16 16 17 18 20 22 23 24 26 28
Appendix One:	Summary of Hampshire Data	32
Appendix Two:	Statistics for Hampshire Libraries from 1996/7 to 2005/6	39
Appendix Three:	Evidence submitted by the Chartered Institute of Library and Information professionals	41
Appendix Four:	Response by Desmond Clarke to evidence presented on 6 July	51
Appendix Five:	Notes from Review Panel sessions	53
Appendix Six:	Notes from Haringey Libraries Visit	91
Appendix Seven:	Indicative Bibliography	95

1. Introduction

1.1 This review of Hampshire's Library and Information Service has been undertaken in a context in which, by general consent, public libraries have seen a steady decline over two decades or more in interest in membership and in their services. Concern about this long term trend prompted the House of Commons, Culture, Media and Sport Select Committee during 2004/5 to review the situation and to investigate the underlying causes. This followed the publication in 2003 of the Framework for the Future set of documents, intended to support public libraries in the development of their long term strategic vision: their mission for a modern service (Framework for the Future: Libraries, Learning and Information in the Next Decade, the result of work undertaken by the Department of Culture, Media and Sport (DCMS) and the Libraries, Museums and Archives Council (MLA). The `Framework' was based on consultation and research with a range of stakeholders, and recognised the need for libraries, and the services they provide, to evolve, focusing on three areas of activity:

· Promoting reading and informal learning

· Providing access to digital skills and services including e-government

· Introducing measures to tackle social exclusion, to build community identity, and develop citizenship

1.2 More recently the LMA has undertaken further consultation (A blueprint for Excellence: Public Libraries 2008-2011 "connecting people to knowledge and inspiration", 2007). This work acknowledges the Framework for the Future programme, but proposes three key roles of the public library:

· "Community Place: a place for the whole community to come together.. read, learn and discover"

· "Development Agency: joining with partner agencies for targeted interventions to develop the skills and knowledge of individuals..."

· "The Digital Library: ...create a universal entitlement to remote and 24 hour...access... trusted resources and expert help to explore global resources..."

1.3 These and other documents from the responsible bodies, such as the Department of Culture, Museums and Sport, and the Museums, Libraries and Archives Council (see Appendix Seven: Bibliography) illustrate the concern and determination of Government and national bodies to understand and address the challenges confronting library authorities and the opportunities that exist for them to make a difference to the communities they serve. Hampshire, in common with other authorities has had to adjust to:

· Changes in technology: such as the personal computer revolution that began about 20 years ago, the use of the internet and the world wide web where consumer interest has recently accelerated with the introduction of broadband into people's homes, both of which technologies have profoundly influences how people access and use information. In addition computers and games consoles are now well established as popular leisure activities, and many also use mobile phones and other devices for leisure and social purposes, including those very recently the preserve of computers, such as Googling for information on the world wide web and using email.

· Changes in people's attitudes and behaviour: people tend to be buying more books, either because paperback books can be obtained relatively cheaply, or because people are generally more affluent. People prefer convenience, therefore they visit badly sited libraries less than they used to, but libraries in busy locations attract more visits. Also, people's expectations tend to be higher; they like libraries to be bright and warm, and provide cafes, in addition to stocking the books they want, providing access to the internet and other information resources.

1.4 The Panel recognises the challenging background against which the Hampshire Library and Information Service operates. The review considers how the service has responded to this context, how it has addressed trends in library usage, and what strategy the service has for providing a modern, relevant service that meets the needs and aspirations of its communities.

2. Terms of Reference

2.1 Purpose

The purpose of the review is to evaluate progress of the Hampshire Library and Information Service against a background of, typically, national decline in the use of libraries and borrowing.

2.2 Objectives

· To identify factors considered to be key to good performance and that promote use of public libraries, including issues of:


· Library direction and performance

· Availability of books and information services

· Library location and access

· Improving customer experience


· To acquire and consider relevant documents, written and verbal evidence from key stakeholders


· To make constructive recommendations, as appropriate, to the Executive Member for Recreation and Heritage

2.3 Scope

The focus of the review is on identifying those issues that are considered by national literature and organisations to be critical factors in the success, or otherwise, of public libraries, and to acquire evidence from stakeholders, including representatives of the public in order to evaluate progress of the Library and Information Service in Hampshire.

2.4 Deliverables

The review will produce recommendations against the defined objectives.

3. Library Review Panel

Cllr K Chapman (Chairman)

Cllr P Chegwyn

Cllr Dr R Ellis

Cllr B Gurden

Cllr R Kimber

Cllr A Rice

Cllr D Wright

4. Process

4.1 The process of the review has been intended from the outset to be as transparent as possible, and to include a good representative sample of opinion and experience from within the county and from national leadership. The Overview of Issues paper was shared with LIS leadership, with national leaders and other professionals for comment and feedback. Where comment has been received it has been possible to amend and improve the paper, however it has been largely welcomed as a good summary of the current national picture.

4.2 A website was established early in the review and key documents were made available through it to any who wished to monitor the process and potentially engage with it. Typical of the documents made available were the:

· Terms of Reference

· Membership of the Select Committee Panel

· Overview of Issues

· Agendas (with any provided written evidence) for all Select Committee Panel sessions

4.3 The Select Committee Panel sessions were held in public on the dates below:

8 June 2007

19 June 2007

6 July 2007

17 July 2007

4.4 Over 20 witnesses attended the sessions or contributed evidence for the Panel to consider. Dates, times and venues for sessions were posted on the website at http://www3.hants.gov.uk/scrutiny/scrutiny-committees/culture-communities/libraryreview.htm

Abbreviations

CILIP	Chartered Institute of Library and Information Professionals
CIPFA	Chartered Institute for Public Finance and Accountancy
DCMS	Department for Culture, Media and Sport
ICT	Information and Communications Technology
LIS	Library and Information Service
LISU	Library and Information Statistics Unit (University of Loughborough)
MLA	Museums, Libraries and Archives Council
RFID	Radio Frequency Identification
SOLACE	Society of Local Authority Chief Executives
Wi-Fi	Wireless Frequency
WTE	Whole time equivalent

Findings of the Review Panel

5. Conclusions

The Library and Information Service (LIS) Select Committee Panel has received a significant amount of verbal and written evidence, reflecting a wide range of opinions about the role of public libraries, aspects of the Hampshire LIS, and about the experience of customers who use the service. The conclusions of the Panel are set out in the following sections:

· Library direction and performance


o Strategy

o Marketing

o Efficiency

o Staff


· Availability of books and information services

· Library location and access

· Improving customer experience

Each section reflects a summary of discussions and factors considered by the Panel, and represents their majority views.

5.1 Library Direction and Performance

Strategy

5.1.1 The Panel received a range of evidence about the importance of a formal, well defined strategic direction for library services. Clarity about a service's aims and target groups, means that library services, rather than seeking to provide comprehensive services to satisfy all potential customers, can focus resources on defined strategic objectives, and the key groups who might benefit most from what libraries can offer.

5.1.2 Equally, the way in which people access information is changing rapidly. Information and communications technology is fundamentally eroding traditional ways of accessing written and other information. The Define Research, published in 2006 by the Department of Culture, Media and Sport, the LMA and the Laser Foundation, "...has shown that for many young people under the age of 34, public libraries are irrelevant as a source of information. They can obtain what they want through their PC, mobile phone, Blackberry, etc. Many traditional reference titles are now only available on-line. This trend is increasing rapidly, albeit access is by subscription."

5.1.3 The Panel notes that the observations in Define Research, contrast considerably with evidence heard by the Panel from witnesses who have a more traditional view of libraries. The LIS strategy include how, in addition to traditional provision, it will address the challenges of:

· changing lifestyles and the use of leisure time

· the increasing use of, and access to, literature expressed through different media including book and film

· evolving technologies that affect how customers access and receive library services such as the provision of access to e-learning and educational resources.

5.1.4 The Panel concurs with witnesses who emphasise that public libraries must provide locally relevant services. The recent `Quirk Review: making assets work' (May 2007) logically extends the need for local authorities to work in partnership with local community organisations by improving their capacity to provide services in their communities, including where appropriate, through the sale or transfer of public assets. The Recreation and Heritage Department is already exploring opportunities to pilot the development of `community anchor organisations'.

5.1.5 The outcome of the Museum, Library and Archive Council's Blueprint for the Future consultation, intended to inform the direction taken by public libraries over the 2008 - 2011 period, as well as the principles and aspirations identified in `Framework for the Future', also need to inform the strategic direction agreed for Hampshire's library services.

5.1.6 Members recognise that the intended strategic direction of the LIS is set out directly or implicitly in the business plan and other key documents. Members are of the view that this needs to be consolidated and strengthened to create a clearly defined formal strategy that will:

· support corporate priorities such as maximising wellbeing,

· set out a defined direction of travel in a single 5 year high level plan,

· demonstrate how it will, in conjunction with partners, support inclusion and the aspirations of communities.

5.1.7 The Panel also encourages the LIS when consolidating its strategy to consider extending the capacity of the library service through initiatives such as those proposed in the Quirk Review. Members are of the view that staff and other stakeholders should be fully engaged in this process.


5.1.8 In addition, a fundamental component of the LIS strategy should be a plan for engaging with communities to allow local priorities to influence future direction and plans for development of the service. The Panel is mindful that the Government expects local authorities to work increasingly closely with local stakeholders and the public in serving the needs and expectations of communities, and considers it essential that local people, staff and stakeholders contribute fully to the way in which the LIS in Hampshire develops.


Marketing

5.1.9 The Panel concluded on the basis of evidence received that there is scope for the LIS to strengthen and clarify its approach to market research and public engagement. It was clear to the Panel that the marketing challenges for the LIS are considerable. The evidence presented to the Panel and other background documents shows the necessity for library services to identify their target audiences which may be disparate, and to prioritise provision for the different and changing ways in which people want to access information or, for example, to explore the works of classical authors using different media. The Panel accepts that marketing public libraries and their services for different audiences in an evolving context is not straightforward.

5.1.10 The Panel has been presented with a range of views about the branding of newer town libraries as `discovery centres'. Some witnesses believe that the discovery centre brand does not indicate that in Hampshire, the main element is a library, although complemented by other elements such as an art gallery. Other witnesses informed the Panel that in some areas the term `library' does not have a positive appeal to some members of the public, for example, young people. The Panel concluded that the weight of opinion was sufficient for the Panel to recommend that the LIS revisit the branding of town libraries as discovery centres which as a non unique brand, will often not be associated by the public with `library'.

5.1.11 The Panel is, however, aware of professional marketing input to the development of the `discovery centre' brand and the launch of new build libraries. It is also aware that the Recreation and Heritage Department has recently increased its marketing capacity. The Panel is convinced, however, that effective marketing and wide ranging community engagement are critical elements in increasing the awareness and interest of the public in the services the LIS can provide, and the difference it can make in strengthening and developing sustainable communities.

Efficiency

5.1.12 Evidence provided to the Panel by several witnesses with business experience in the publishing industry questioned the extent to which the LIS has benefited from all the efficiency measures available to it in order to reduce costs and optimise its backroom operations. Members were shown the Radio Frequency Identification (RFID) system used in larger Haringey libraries which had demonstrated through cost savings achieved, its ability to recoup the investment in technology within a much shorter timescale than expected. Members note that the new Winchester Discovery Centre is to use this technology.

5.1.13 Published figures from CIPFA which compare the performance of public libraries, show Hampshire compared against other English counties for both `cost per issue' and `cost per visitor' as 19th out of 34 counties (see Appendix One: Hampshire data), therefore on those indicative criteria, Hampshire is midrange. However, the Panel's view is that the LIS should aspire to achieve all efficiency gains available to it.

5.1.14 The Chartered Institute of Library and Information Professionals (CILIP), in Evidence submitted by Guy Daines, Director of Policy and Advocacy, comments on the issue of efficiency, when he asks, "what set of performance indicators can be shown in themselves to indicate the full nature of services and their efficiency?" The rhetorical question warns that while efficiency is a key issue, there are additional key issues that efficiency and performance in themselves do not address. Careful consideration therefore needs to be given to ensure that proposed improvements in efficiency do not have unintended impact on quality of service provision.

Staff

5.1.15 The Panel was aware of the recent LIS restructuring and of the media interest this had attracted. While not within the scope of this review, Members were nevertheless aware that issues raised could, in due course, have relevance for how the LIS is staffed. The Chartered Institute of Library and Information Professionals (CILIP) expressed their regret that the review did not precede restructuring.

5.1.16 The Panel is making wide ranging recommendations that will inform the development of library services in the future. The Panel accepts the views of CILIP that staff have a significant contribution to make to this work, and need to be fully engaged in the process to ensure that the, "right mix of levels of staff, with the right blend of skills and knowledge to deliver the required service" (see Appendix Three) will follow from the direction and strategy that the LIS decides to take.

5.1.17 The Panel therefore encourages the LIS to demonstrate how staff would be engaged in the process of developing and delivering services.

5.1.18 The Panel, in recognising changing usage of libraries, the increasing use of e-information from within and outside library buildings, and evolving technologies, encourages the LIS to define routes for staff to progress in the service, and to reflect the increased variety of services provided.

5.2 Availability of Books and Information Services

5.2.1 The Panel is aware of the strength of feeling regarding book stocks, and the clear views expressed by some witnesses about the need for these to be increased after a period of declining investment in book stocks (see Appendix Two: Statistics for Hampshire Libraries from 1997/8 to 2005/6). However, members are also aware of the conflicting demands upon the LIS for funding, and the increasing range of electronic information and media services that need to be considered as part of library provision if the service is to modernise effectively.

5.2.2 Individual Members expressed a range of views on the of matter of book stocks which reflect the sort of discussion that needs to be held within communities. There are significant tensions between the preferences of some audiences for a more traditional book-based service, and the need for the service to understand and respond to the opportunities presented by rapidly developing information and communications technology, as well as different lifestyles. The Panel understands that the LIS has to consider these tensions within the wider context of their role in supporting the County's priorities.

5.2.3 The Panel notes that `Framework for the Future' (2003) identifies three areas of activity that, "should be at the heart of libraries' modern mission:

· the promotion of reading and informal learning

· access to digital skills and services, including e-government

· measures to tackle social exclusion, build community identity and develop citizenship"

5.2.4 CILIP also acknowledges that current debate needs to go beyond book stocks when it comments that the Panel's "...Hampshire overview...tends to constrain public libraries within a discussion about books and buildings...". The wider discussion suggested by CILIP includes (see Appendix Three: CILIP written evidence), for example, whether libraries should:

· be providers of `community space', or

· be playing a role in addressing `social inclusion', or

· be providing a `virtual world' of services.

Consideration of this and other evidence confirms the Panel's view that decisions about investment in more books, other media, access to e-information or other library services have to be taken within the context of this larger picture.

5.2.5 The Panel accepts that discussions such as these are critical to the formation of strategy and direction for the LIS; it also accepts that there are no easy solutions since a number of interests may be represented in localities. Members see it as essential that such discussions actively involve the public in planning for the library services that are relevant to the needs and aspirations of the different target communities across Hampshire. In some instances this might lead to greater investment in book stocks or in other instances, different resources may need to be provided.

5.2.6 The attention of the Panel was drawn to special collections of materials that have been built up in some libraries. Members appreciate the local importance of the collections, and their possible interest for wider historical research. Given their strong local links with Hampshire history the Panel concludes that the LIS should decide how access to these valuable resources will be maintained.

5.3 Library Location and Access

5.3.1 The Panel heard from several witnesses who provided examples of where libraries have been successfully co-located with other local government services, colleges, or in busy shopping areas. The Panel is also aware that over time some library locations can become less convenient to the public as community demographics and shopping patterns change.

5.3.2 The examples provided to the Panel are of busy locations that would benefit libraries because of significantly high pedestrian traffic and repeat visiting, however each example also includes the need for ensuring that the public can access the library while the partner facilities are open. The Panel members who visited Haringey libraries were told that the Haringey library service found that badly located libraries were resistant to improvement in performance, despite attempts to revitalise them.

5.3.3 The Panel concludes that the LIS should first consider co-locating new libraries where they will benefit from high levels of footfall and where the public will find the library convenient to visit and at times that are convenient. Members recognise that the LIS discovery centre development programme aims to increase the public interest in the discovery centres by co-locating within them libraries, `community space' for activities and, for example, art galleries. The Panel also welcomes the initiative undertaken at Whitchurch where the library is co-located with the community centre in partnership with the borough council.

5.3.4 The Panel heard evidence that library opening hours in some areas are not always convenient, or are not regular, with some libraries opening at different times on different days, and some closing during the lunch hour. Members encourages the LIS to review library opening hours to ensure they are more regular and relevant to the local community.

5.3.5 Evidence to the Panel from a variety of sources indicates that increasingly, the public want to access a `virtual world' of library resources, including those information sources that are only normally available through subscription, by using the internet from home or other locations. Customers will increasingly judge libraries by ease of access, usability of their websites, and the range and quality of information made available through their internet `portal', in addition to physical locations, books, media and opening hours.

5.3.6 The Panel is aware of innovative approaches to sustaining library services in some small rural communities, such as in Cambridgeshire, where a number of small rural libraries were unsustainable, "...Cambridgeshire County Council closed ten under-used local libraries and worked in partnership with local communities to create a chain of Library Access Points run by local volunteers..." (Cambridgeshire County Council press release: Volunteers run small libraries in Cambridgeshire). During their visit to Haringey, the Panel also heard of a minority community in Haringey that runs their own library that is supplied by the Library Service.

5.3.7 The Panel concludes that Hampshire will need to find its own solution to resolving such issues, possibly in partnership with local volunteers or organisations where it may be feasible, to meet community needs and improve wellbeing. Members note, for example, the work that is being undertaken with community organisations for the management of village halls. This approach supports the Government's current direction of travel.

5.4 Improving Customer Experience

5.4.1 The Panel is aware of the programme of library refurbishment to improve and upgrade the library building stock. Members recognise that much of this work is to maintain facilities and provide a positive customer experience.

5.4.2 Some witnesses commented on the design of the Gosport discovery centre which provides social space appreciated by some visitors, but does not provide enough quiet space to satisfy other library users. Another witness questioned whether the layout could be improved to encourage greater visitor flow around the book stock, thereby encouraging `impulse' borrowing. The Panel is aware that the layout of Gosport discovery centre has been revised since it was opened in 2004 and that within the constraints of the architecture, libraries are faced with providing for conflicting preferences of different types of visitors. Witness evidence from teenagers who undertook a `secret shopper' exercise in libraries, commented that for them, a barrier to the use of libraries included when they "...were not allowed to talk..." Clearly conflicting with the preference of library users who like libraries to be `quiet'.

5.4.3 The Panel concludes that the LIS should continue to review layouts in all libraries and discovery centres to identify opportunities to improve customer experience and library usage. Members acknowledge, however that in some circumstances one customer's experience may be improved at the expense of another's when conflicting preferences exist. The Panel is convinced that effective engagement with customer communities is essential if libraries are to effectively address these tensions, to improve the experience of those that they serve, and to understand what kinds of customer service experiences different customer groups prefer.

5.4.4 Panel members were interested to hear of the `secret shopper' exercise undertaken by secondary school pupils. The exercise, initiated by the Children's Library Service, provided additional insight into how public libraries were perceived by younger customers. The report was submitted as written evidence to the 19 June, Select Panel meeting. Comments from the `mystery shoppers' included a mixture of experiences. Apart from comments about different library environments, some young `shoppers' found some staff helpful and friendly, others found the opposite, even in the same location. Since that evidence was submitted, additional information has been provided that indicates some public library staff do not seem comfortable interacting with young people. On balance the Panel concludes that the LIS should ensure all staff embrace a customer service ethos and ensure that the general customer care training provided for LIS staff is of a high standard, with staff receiving additional special training for target groups; particularly children and young people.

5 Recommendations

6.1 Library Direction and Performance

Strategy

6.1.1 The Panel recommends there should be a formally defined strategy for the LIS, setting out the way forward for the service over the following 5 years. It should directly link into the Corporate Priority of Maximising Wellbeing. It should also consider the principles identified in Framework for the Future, and the outcome of the Blueprint for the Future consultation and resulting suggestions for precision in direction.

6.1.2 The Panel recommends that a progress report is provided to the Panel on the development of the Library and Information Service strategy for January 2009. The Panel expects that the strategy will address all the recommendations made in this report.

6.1.3 The Panel recommends the LIS strategy should also include within its strategy, plans for the ongoing engagement of communities in order to inform planning and the provision of services relevant to the needs, aspirations and wellbeing of localities. It should also consider the potential for extending the capacity of the service and communities as proposed, for example, in the Quirk Review.

6.1.4 The Panel recommends the LIS should set out within its strategy how it intends to develop its role as a major provider of access to e-learning and education resources, including its plan for development and upgrading of the relevant technical infrastructure.

Marketing

6.1.5 The Panel recommends the LIS should strengthen its market research and engagement with local communities. It should be clear about how it intends to reach its target audiences, the messages it wants to be heard, and the way in which its future image and branding can be used to greatest effect.

6.1.6 Members recommend that the following are provided to the Panel for July 2008:

· a Communication and Engagement Plan to underpin the involvement of local communities in the planning and provision of services

· a plan for how the LIS intends to strengthen its marketing research

6.1.7 The Panel recommends the LIS should re-consider the `discovery centre' brand name, taking into account that this term may not appropriately signpost individuals to the services provided.

Efficiency

6.1.8 The Panel recommends the LIS should undertake a comprehensive review of efficiency in the service, including consideration of the wider deployment of Radio Frequency Identification systems (RFID) to support self-issues and self-returns of books, and greater efficiency in libraries.

Staff

6.1.9 The Panel recommends the LIS should demonstrate how staff, as well as other stakeholders, are to be engaged in the process of developing services.

6.1.10 The Panel recommends the LIS should provide a clear statement of roles and the range of potential routes for people to progress within the service.

6.2 Availability of Books and Information Services

6.2.1 The Panel recommends the LIS, through engagement with local communities, and better use of demographic research and library systems, should move towards better and more effective targeting of materials, including books, other media, and e-information, driven by local customer needs and preferences rather than a general solution for all. The LIS should aim, in its five year strategy, to increase its percentage spend on books over that period, but based on local engagement, local aspirations and priorities.

6.2.2 The Panel recommends the LIS should make clear its intentions with regard to special collections held in Hampshire Libraries in the context of their 5 year strategy and to explore options for the better exploitation of these resources.

6.3 Library Location and Access

6.3.1 The Panel recommends the LIS should, as a matter of course, consider co-locating new libraries before stand alone buildings. The LIS should show how the co-located elements would mutually expect to gain from the proposed arrangements and what community engagement has been undertaken to inform the development.

6.3.2 The Panel recommends the LIS should consider best practice initiatives in other areas, where circumstances may be appropriate, such as exploring opportunities for volunteers to manage smaller community libraries.

6.3.3 The Panel recommends the LIS should review library hours, engaging with communities to determine the most convenient and regular times for the needs and wellbeing of the community.

6.3.4 The Panel recommends the LIS should continue to review the layout of all libraries and discovery centres, to encourage customers to move through shelving and library areas to stimulate interest and `impulse' borrowing, and to encourage customers to sit and dip into books.

6.4 Improving Customer Experience

6.4.1 The Panel recommends the LIS should further improve its customer care training to include a) a strong emphasis on building a customer focused culture, b) good quality customer care training for all staff for particular target groups, including children and young people and c) training for front line staff to elicit feedback from customers, and to ensure that all customer comments and compliments are used to support continuous service improvement.

6 Commentary

7.1 Introduction

7.1.1 The Library Review Panel has taken evidence from witnesses at four Select Committee meetings. In addition some witnesses who were invited to attend, but were unavailable, also submitted written evidence to the Panel. Other interested parties also wrote to the Chairman. The review has been undertaken against a background of media interest arising from the need for the Library Service to keep its budget under control which involved a difficult period of restructuring. Despite the contentious background, all witnesses made very valuable contributions to the Review and to the understanding of the Panel about the key issues.

7.1.2 The findings presented in this report move from higher level issues of purpose and vision of the Library and Information Service (LIS) and its strategy, to the practical level of customer experience:

· Library direction and performance

o Strategy

o Marketing

o Efficiency

o Staff

· Availability of books and information services

· Library location and access

· Improving customer experience

7.1.3 References to written evidence point to attachments to agendas for Review Panel sessions, unless provided as appendices in this report. Agendas for the Panels can be located on the website at http://www3.hants.gov.uk/scrutiny/scrutiny-committees/culture-communities/libraryreview.htm Notes from Review Panel meetings have been circulated to relevant witnesses for validation or comment. Any corrections have been noted.

7.2 Library Direction and Performance

7.2.1 The Panel notes that in the literature and evidence provided to it, there is a debate about the purpose of public libraries. Members observed in particular, that a distinct difference in emphasis exists between those who envisage library services providing a key role in supporting literacy and reading as part of a wider corporate agenda in conjunction with partners, and those who appear to see a library service as an end in itself; a service primarily for providing a good range of books for people to borrow.

7.2.2 Several witnesses provided examples of these different emphases. Miranda McKearney, Director of the Reading Agency (Appendix Six, Witness 2, 6 July), argued that public libraries should be a major provider of services for adult literacy, and for introducing pre-school children and their parents to reading, and learning how to access information. The Reading Agency comments, "Without effective reading skills, people do not achieve their full potential - socially, creatively, and economically" (response to Blueprint consultation). Ms McKearney observed that by supporting literacy, the service can have an impact on other parts of the authority's agenda. The Panel recognises that the LIS already provides a number of programmes to support literacy and interest in literature across the County (Appendix Six, Witness 3, 6 July notes.

7.2.3 Others argued that public libraries are fundamentally about books, thus showing an alternative emphasis, expecting them to provide a wide range of adult fiction and other reading material, including classics and high quality contemporary literature (Appendix Six, Witness 1, 6 July notes). Other witnesses expressed strong views that not only should libraries be about books, but that they should be advertised as such.

7.2.4 The two perspectives whilst not necessarily mutually exclusive, suggest different priorities. When the Reading Agency asserts, that, "...we'd recommend dropping the "books" bit from "books, reading and learning" because there are many delivery mechanisms for reading" (written evidence, Appendix Four, 6 July), it is an appeal for libraries to consider their purpose in communities rather than a denial of the importance of books (see also Appendix Six, Witness 4, 8 June notes). Some witnesses who would put an emphasis on books, similarly see a role for libraries in supporting literacy (written evidence, Appendix One, 6 July). The Panel is of the view that the LIS needs to clearly articulate a formal strategy to set out how the service will address these different perspectives and how it proposes to respond to the different needs and interests of its customers.

7.2.5 Library services, in common with other local authority services will increasingly be judged on the basis of the difference they make to the communities served. One witness commented that future performance measures will, "...take account of the outcomes and impact of libraries and the value they bring to people, families and communities" (written evidence, Appendix Five, 17 July,). The Government's interest in `outcomes' is echoed in the recent address by the Secretary or State when she said, "The indicators focus not on mechanisms and processes, but on the real difference that people expect to see in their everyday lives." (Society of Local Authority Chief Executives (SOLACE) Annual Conference, 11 October 2007). Departmental strategies will have to show how they plan to deliver against their aims, and how their success in doing so will be measured.

Strategy

7.2.6 One witness emphasised the need for clarity in deciding what a library service aims to achieve (written evidence, Appendix Seven, 8 June). Clarity about a service's aims and target groups, means that library services, rather than seeking to provide comprehensive services to satisfy all potential customers, can focus resources on defined strategic objectives, and the key groups who might benefit most from what libraries can offer.

7.2.7 National guidance and observations will follow from the outcome of the Museum, Library and Archive Council's Blueprint for the Future consultation, intended to inform the direction taken by public libraries over the 2008 - 2011 period. In addition principles and aspirations identified in `Framework for the Future', will also need to inform the strategic direction agreed for Hampshire's library services, however noting the observations of one witness that general principles need to be made specific in order to be taken forward successfully, and that engagement with partners and the public will help in setting local priorities.

7.2.8 Other evidence suggested the need for libraries to re-position themselves to remain relevant to their changing context (Appendix Six, Witness 2, 6 July notes). For instance, the way in which people access information is changing rapidly. Information and communications technology is fundamentally eroding traditional ways of accessing written and other information. The Define Research, published in 2006 by the Department of Culture, Media and Sport, the LMA and the Laser Foundation indicates their research, "...has shown that for many young people under the age of 34, public libraries are irrelevant as a source of information. They can obtain what they want through their PC, mobile phone, Blackberry, etc. Many traditional reference titles are now only available on-line. This trend is increasing rapidly, albeit access is by subscription.". This observation identifies the importance of convenience, and the increasing inclination of these younger people to look on the internet for the most up-to-date reference materials rather than in books.

7.2.9 The Panel notes that the observations in the Define Research, contrast considerably with evidence heard by the Panel from witnesses who have a more traditional view of libraries, such as the witness who stated that, "We are likely to see the same picture at Winchester Discovery Centre (ie. decline in book issues) when it opens, unless a very much more book stock focussed strategy is adopted for the future." ( written evidence, Appendix One, 6 July). The focus on books, however, brings its own challenges, for example, whilst literary works may change little over time, nevertheless the number of literary works published, particularly paperbacks, continues to increase year on year. The Publishers Association reports that, "Nielsen Bookdata recorded the total number of titles as being published in the UK as 115,522 in 2006, up 4.1% on 2005..." (UK book industry in statistics 2006). Wikipedia in its article on `books', claims that in Europe, book production has risen to 200,000 titles per year. Members recognise that libraries can only stock a diminishing proportion of available published material as the accumulative challenge continues to increase.

7.2.10 The LIS strategy should include how, in addition to traditional provision, it would address the challenges of:

· changing lifestyles and the use of leisure time

· the increasing use of, and access to, literature expressed through different media including book and film

· evolving technologies that affect how customers access and receive library services such as the provision of access to e-learning and educational resources

· choosing from an ever increasing number of possible titles from which to refresh book stocks

7.2.11 The Panel concurs with witnesses who emphasise that public libraries must provide locally relevant services. In order for the LIS to meet the challenges identified above, and make the best choices, it will need to engage in regular dialogue with local communities to help shape the services they receive. One witness states, "We need to tie the library service much closer to the priorities of local people and to involve them in planning its development..." (written evidence, Appendix Seven, 8 June) A similar view was expressed by witnesses from the Library, Museums and Archives Council (Appendix Six, Witness 5, 17 July). The strategy should state how the LIS intends to provide opportunity for the public to influence the services they receive.

7.2.12 The recent `Quirk Review: making assets work' (May 2007) logically extends the need for local authorities to work in partnership with local community organisations by improving their capacity to provide services in their communities, including where appropriate, through the sale or transfer of public assets. The Recreation and Heritage Department is already exploring opportunities to pilot the development of `community anchor organisations' in order to increase capacity of localities. It is possible that community-led `anchor organisations' may have an interest in providing local library `access points'. The Panel is aware of initiatives in other places, such as in Cambridgeshire where volunteers are now running some small libraries that would otherwise lack economic viability (Royal Approval for Library Volunteers, June 2007) and at Dorset County Council, where there have been meetings with communities to explore the feasibility of a "community-led approach to local library provision" (Cabinet Report, Dorset Library Service, Section 4.2, 11 July 2007)

7.2.13 Members recognise that the intended strategic direction of the LIS is set out directly or implicitly in the business plan and other key documents; also that it is assumed, for example, in the discovery centre programme. Members are of the view that this needs to be consolidated and strengthened to create a clearly defined formal strategy that will:

· support corporate priorities such as maximising wellbeing,

· set out a defined direction of travel in a single 5 year high level plan,

· demonstrate how it will, in conjunction with partners, support inclusion and the aspirations of communities.

7.2.14 The Panel also encourages the LIS when consolidating its strategy to consider extending the capacity of the library service through initiatives such as those proposed in the Quirk Review. Members are of the view that staff and other stakeholders should be fully engaged in this process.

Marketing

7.2.15 A fundamental consideration for any library marketing plan will include how the service engages with communities to allow local priorities to influence future direction and plans for development of the service. Members note the very recent statements by the Secretary of State for Communities and Local Government, in which she emphasises the importance that the Government attaches to `localism', stating, "...it is right at the heart of this government's agenda" and that it is about, "... how to deliver high quality services that are responsive to people's needs" (Society of Local Authority Chief Executives (SOLACE) Annual Conference, 11 October 2007). The Panel is mindful that the Government expects local authorities to work increasingly closely with local stakeholders and the public in serving the needs and expectations of communities, and considers it essential that local people, staff and stakeholders contribute fully to the way in which the LIS in Hampshire develops.

7.2.16 The issue of marketing was raised by witnesses at every session of the Review Panel. Some witnesses commented on the importance of using marketing research to understand communities and what customers (might) want from libraries (Appendix Six, Witness 2, 8 June, and Witness 4, 17 June). Other witnesses commented on the importance of marketing in the context of getting the message of library services out to communities and target audiences (Appendix Six, Witness 4, 8 June, and Witness 6, 19 June).

7.2.17 Members who visited Haringey libraries were told of the importance attached to monitoring customer behaviour; their book preferences, services used, and when they visit libraries or use resources (Appendix Seven: Haringey Libraries Visit). Run on business lines, it is considered critical for running a responsive and relevant service, to know as much as possible about the communities served. The LIS has found significant benefit from the demographic/marketing research in Gosport that underpins the user engagement in the area.

7.2.18 If marketing research is important for developing and maintaining relevant, responsive services, it is also critical for prioritising and targeting services to achieve maximum benefits for those who need them most. Members note that neighbouring Dorset County Council's library marketing strategy has a proactive approach to ensure that they are able to respond to the changing needs of communities and the demographic profiles of the people they serve (Dorset Library Service Marketing Strategy 2003 - 2006). In common with many other authorities, Dorset County Council is driven by the need to provide sustainable services for the foreseeable future, focus its resources for maximum benefit, and partner with communities to increase capacity (Cabinet papers: Dorset Library Service, 11 July 2007).

7.2.19 The Panel recognises that library staff in Hampshire are often aware of the interests of existing library users, however they may not have the same degree of knowledge about those who have ceased to be library users or who have never used them. As lifestyles and technologies change, the gap between what libraries can or could provide and what communities could see libraries doing for them, can only be bridged through good communication and engagement. The LIS's marketing plan should include how it expects to gain information about communities and what they want, as well as the ways in which it communicates with the public, for example by special campaigns to encourage those under-represented in local user profiles to use library services (see for example, Dorset Library Service Marketing Strategy 2003 - 2006). The Panel is aware that increasingly the LIS is making better and more use of demographic and survey data to understand the communities it serves.

7.2.20 The Panel concluded on the basis of evidence received, such as the comment that Hampshire should, "...use the whole range of marketing techniques available to promote the library" (written evidence, Appendix Five, 8 June,), that there is scope for the LIS to strengthen and clarify its approach to market research and public engagement (Appendix Six, Witness 6, 19 June notes). It was clear to the Panel that the marketing challenges for the LIS are considerable. The evidence presented to the Panel and other background documents show the necessity for library services to identify their target audiences which may be disparate, and to prioritise provision for the different and changing ways in which people want to access information or, for example, to explore the works of classical authors using different media. The Panel accepts that marketing public libraries and their services for different audiences in an evolving context is not straightforward.

7.2.21 Members have been presented with a range of views about the branding of newer town libraries as `discovery centres'. Some witnesses believe that the discovery centre brand does not indicate that in Hampshire, the main element is a library (Appendix Six, Witness 2, 17 July notes), although possibly complemented by other elements such as an art gallery (Appendix Six, Witness 1, 8 June notes). A Google search yields very few `discovery centres' with libraries. Other witnesses informed the Panel that in some areas the term `library' does not have a positive appeal to some members of the public, for example, young people. The Panel concluded that the weight of opinion was sufficient for the Panel to recommend that the LIS revisit the branding of town libraries as `discovery centres' which as a non unique brand, may not be associated by the public with a `library'.

7.2.22 The Panel is, however, aware of professional marketing input to the development of the `discovery centre' brand and the launch of new build libraries. It is also aware that the Recreation and Heritage Department has recently increased its marketing capacity which is a resource for all services, including the LIS. The Panel is convinced that effective market research and wide ranging community engagement are critical elements in increasing the awareness and interest of the public in the services the LIS can provide, and the difference it can make in strengthening and developing sustainable communities.

Efficiency

7.2.23 Evidence provided to the Panel by several witnesses with business experience in the publishing industry questioned the extent to which the LIS has benefited from all the efficiency measures available to it in order to reduce costs and optimise its backroom operations. One witness, for example, stated, "...Any analysis of Hampshire's official library service statistics suggests that the management of the service could do a much better job at managing their resources and improving efficiency." (see Appendix Four, and Appendix Six, Witness 1, 8 June notes) Without a detailed analysis it is difficult for the Panel to know what efficiency gains might be possible, however published figures from CIPFA which compare the performance of public libraries, show Hampshire compared against other English counties for both `cost per issue' and `cost per visitor' as 19th out of 34 counties (see Appendix One: Hampshire data), therefore on those indicative criteria, Hampshire is midrange with arguably, room for improvement. The Panel's view is that the LIS should aspire to achieve all efficiency gains available to it.

7.2.24 The Panel was very interested to see the Radio Frequency Identification (RFID) system in operation in Haringey libraries. Particularly impressive was the faster than expected payback on investment in the technology as a result of cost savings achieved (Appendix Six, Witness 2, 17 July notes). Members look forward to seeing the system in operation in the new Winchester Discovery Centre (Appendix Six, Witness 3, 17 July notes), and to the further achievement of efficiency gains. Also co-incidental with the opening of the Winchester Discovery Centre, the LIS will introduce a new library management system. Diana Edmonds noted that they interrogate their library management system each month to obtain detailed information about performance and their customer interests and library usage (Appendix Six, Witness 2, 17 July notes). The current management system produces a range of reports to provide information about books and customer activities; ad hoc reports can also be produced on request. Members will be interested to learn how the new technology supports improved management and financial control as well as services that are more responsive to local customer needs and interests.

7.2.25 Members note the caution expressed by the Chartered Institute of Library and Information Professionals (CILIP), in Evidence submitted by Guy Daines, Director of Policy and Advocacy, comments on the issue of efficiency, when he asks, "what set of performance indicators can be shown in themselves to indicate the full nature of services and their efficiency?" (Appendix Three) The rhetorical question warns that while efficiency is a key issue, there are additional key issues that efficiency and performance in themselves do not address.

7.2.26 The comments also suggest that the criteria that are used to imply efficiency may not provide an adequate basis for that purpose. Careful consideration therefore needs to be given to ensure that not only do proposed improvements in efficiency not have unintended impact on quality of service provision, but that care also needs to be taken in prioritising areas for improvement. Nevertheless, continuous improvement in efficiency and service delivery is essential for the future of public library services.

Staff

7.2.27 The Panel was aware of the recent LIS restructuring and of the media interest this had attracted. Whilst not within the scope of this review, Members were nevertheless aware that issues raised could, in due course, have relevance for how the LIS is staffed. The Chartered Institute of Library and Information Professionals (CILIP) expressed their regret that the review did not precede restructuring (Appendix Three). The MLA's Learning for Change: Workforce Development Strategy (2004) talks in terms of, "...building capacity to deliver transformation and change through better quality of leadership and workforce skills". A number of the training issues identified include, "conceptual and practical understanding of digitisation and its impact on new users", "extending basic ICT training", and "upgrading and sustaining ICT skills in the future...". Other training issues reflect the additional and changing roles that library staff need to take on as the needs and aspirations of communities are reflected in the services libraries provide.

7.2.28 The Panel is making wide-ranging recommendations that will inform the development of library services in the future. The Panel accepts the views of CILIP that staff have a significant contribution to make to this work, and need to be fully engaged in the process to ensure that the, "right mix of levels of staff, with the right blend of skills and knowledge to deliver the required service" (ibid.) will follow from the direction and strategy that the LIS decides to take. The Panel will therefore expect the LIS to demonstrate how staff are being engaged in the process of developing and delivering services.

7.2.29 The Panel, in recognising changing usage of libraries, the increasing use of e-information from within and outside library buildings, and evolving technologies, will expect the LIS to define routes for staff to progress in the service, and to reflect the increased variety of services provided.

7.3 Availability of Books and Information Services

7.3.1 The Panel is aware of the strength of feeling regarding book stocks, and the clear views expressed by some witnesses about the need for these to be increased after a period of declining investment in book stocks, for example one witness states, "lending stocks have reduced by 18.3%" (written evidence, Appendix One, 8 June. See also this report, Appendix Two: Statistics for Hampshire Libraries from 1997/8 to 2005/6). Another witness attributed a relatively low stock position at Gosport with resources being diverted to library refurbishment (Appendix Six, Witness 5, 19 June notes, see also Appendix Two: Hampshire data). However, Members are aware of the conflicting demands upon the LIS for funding, and the increasing range of electronic information and media services that need to be considered as part of library provision if the service is to modernise effectively. Not withstanding that, the Panel also notes the increase in book stocks in 2005/6 (Appendix Two: Statistics for Hampshire Libraries from 1996/7 to 2005/6)

7.3.2 Individual Members expressed a range of views on the of matter of book stocks which reflect the sort of discussion that needs to be held within communities. There are significant tensions between the preferences of some audiences for a more traditional book-based service, and the need for the service to understand and respond to the opportunities presented by rapidly developing information and communications technology, as well as different lifestyles. Even if the LIS strategy were to choose to provide a standard service for all, rather than a more targeted service for particular customer groups, the size and capacity of the different libraries in the county would prevent the same service being provided from all locations. The Panel understands that the LIS has to consider these tensions within the wider context of their role in supporting the County's priorities.

7.3.3 Some witnesses believed there was a cause and effect link between book stock levels and issues. The assertion is that if book stocks are increased, issues also increase (Appendix Six, Witness 1, 17 July notes). However another witness indicated that it was also possible to find instances where an increase in spend on books by an authority coincides with a decrease in book issues in the same time period (Appendix Six, Witness 4, 6 July notes, see also written evidence, Appendix Five, 6 July). The witness cited the case of Kent which has increased book expenditure steadily over a five year period, but experienced declining issues until 2005/6 which saw an increase. However it is unlikely that occasional increases or decreases in book stock levels would have an immediate impact on issues.

7.3.4 The Panel notes that `Framework for the Future' (2003) identifies three areas of activity that, "should be at the heart of libraries' modern mission:

· the promotion of reading and informal learning

· access to digital skills and services, including e-government

· measures to tackle social exclusion, build community identity and develop citizenship"

7.3.5 CILIP also acknowledges that current debate needs to go beyond book stocks when it comments that the Panel's "...Hampshire overview...tends to constrain public libraries within a discussion about books and buildings...". The wider discussion suggested by CILIP includes (see Appendix Three), for example, whether libraries should:

· be providers of `community space', or

· be playing a role in addressing `social inclusion', or

· be providing a `virtual world' of services.

7.3.6 Consideration of this and other evidence confirms the Panel's view that decisions about investment in more books, other media, access to e-information or other library services have to be taken within the context of this larger picture. Corporate priorities, partnership working and local involvement will all contribute to how the service sets its budget priorities over the next five years, and how each library meets local needs and interests. This is not to say that when investment is made in books, that issues such as `quality' (Appendix Six, Witness 5, 19 June notes also Witness 1, 6 July notes), `cost of acquisition' (Appendix Six, Witness 2, 17 July notes) and availability (Appendix Six, Witness 2, 8 June notes) are not important considerations.

7.3.7 The Panel accepts that discussions such as these are critical to the formation of strategy and direction for the LIS; it also accepts that there are no easy solutions since a number of interests may be represented in any given locality, as indicated by the range of evidence exemplified by the interests of younger customers (written evidence, Appendix Four, 19 June) and traditional adult customers (written evidence, Appendices Five and Six, 8 June). Members see it as essential that such discussions actively involve the public in planning for the library services that are relevant to the needs and aspirations of the different target communities across Hampshire. In some instances this might lead to greater investment in book stocks or in other instances, different resources may need to be provided. Inevitably tensions will exist between competing interests and requirements for additional re-sourcing.

7.3.8 The attention of the Panel was drawn to special collections of materials that have been built up in some libraries (written evidence, Appendices Three and Four, 8 June). Library management also acknowledges this issue needs to be addressed, on witnesses suggested in many cases special collection materials could become lending, rather than reference stock (Appendix Six, Witness 5, 19 June notes). Members appreciate the local importance of the collections, and their possible interest for wider historical research. Given their strong local links with Hampshire history the Panel concludes that the LIS should decide how access to these valuable resources will be maintained.

7.4 Library Location and Access

7.4.1 The Panel heard from witnesses who provided examples of where libraries have been successfully co-located with other local government services, colleges, or in busy shopping areas. The Panel is also aware that over time some library locations can become less convenient to the public as community demographics and shopping patterns change.

7.4.2 Examples provided to the Panel included reference to the co-location in Manchester of some new libraries with colleges; combined with marketing campaigns and community engagement these initiatives are showing significant improvements from a previously low base (rated as `fair, with uncertain prospects for improvement'). As with all attempts to improve library usage, no single factor brings success in itself. In addition to the development of new libraries, "...A much closer alignment between library services and overall council corporate objectives was needed, focusing on learning, children, health, local areas and e-government." And, "Customers too, of course, have been integral to this period of change..." (`Been to Manchester Lately?', Manchester City Council press release 2006). The combination of purpose, appropriate and busy (co)locations with high levels of regular pedestrian traffic, convenient opening hours, and provision of services that customers want in pleasant surroundings, at least for Manchester have been elements of a winning formula.

7.4.3 The Panel members who visited Haringey libraries were told that in their experience, badly located libraries were resistant to improvement in performance, despite attempts to revitalise them, but for better sited libraries, through improving buildings and customer service, providing what people want - when they want it, has helped turn a failing service to a highly successful one. The Panel notes that the challenges and opportunities available to libraries in major city area, such as the above examples, are very different to those faced by large counties such as Hampshire which has a large number of libraries of different size, in cities, small towns and rural locations. Approaches adopted in other areas and situations do not imply Hampshire should follow, but some principles will undoubtedly be common, in addition Members are also aware that other authorities have shown interest in Hampshire's `discovery centre' approach.

7.4.4 The Panel concludes that the LIS should first consider co-locating new libraries where they will benefit from high levels of footfall and where the public will find the library convenient to visit and at times that are convenient. Members recognise that the LIS discovery centre development programme aims to increase the public interest in the discovery centres by co-locating within them: libraries, `community space' for activities and, for example, art galleries. The Panel also welcomes the initiative undertaken at Whitchurch where the library is co-located with the community centre in partnership with the borough council (Appendix Six, Witness 6, 19 June notes).

7.4.5 The Panel heard evidence that library opening hours in some areas are not always convenient, or are not regular, with some libraries opening at different times on different days, and some closing during the lunch hour. One witness observed that members of the working public would be more, rather than less likely to visit a library over the lunch hour period. Members encourage the LIS to review library opening hours to ensure they are more regular, and relevant to the local community (Appendix Six, Witness 2, 17 July notes).

7.4.6 Evidence to the Panel from a variety of sources indicates that increasingly, the public want to access a `virtual world' of library resources, including those information sources that are only normally available through subscription, by using the internet from home or other locations. CILIP, in its critique of the Panel's `Overview of Issues' comments, "Already many library services offer aspects of their service over the internet...A few are starting to offer online access (outside the library) to key electronic reference sources and journals...yet to come is library engagement with Web 2 and the opportunities of blogs, Wikis and social interaction sites." (Appendix Three) The Panel is aware that the LIS has for some time offered some of its services over the internet. Customers will, however, increasingly judge libraries by ease of access, usability of their websites, and the range and quality of information made available through their internet `portal', in addition to physical locations, books, media and opening hours.

7.4.7 The Panel is aware of innovative approaches to sustaining library services in some small rural communities, such as in Cambridgeshire, where a number of libraries were unsustainable, "...Cambridgeshire County Council closed ten under-used local libraries and worked in partnership with local communities to create a chain of Library Access Points run by local volunteers..." (Cambridgeshire press release: Volunteers run small libraries in Cambridgeshire). Dorset County Council is also exploring with communities, potential for a greater role for local people in running their libraries (Cabinet Report: Dorset Library Service, 11 July 2007). For this, the County is also considering investing in RFID technology to enable the service to be run effectively in these locations. In this instance the motivation for using RFID is not cost effectiveness, but to ensure service availability. During their visit to Haringey, the Panel also heard of a minority community in Haringey that runs their own library that is supplied by the Library Service.

7.4.8 The Panel concludes that Hampshire will need to find its own solution to resolving such issues, possibly in partnership with local volunteers or organisations where it may be feasible, to meet community needs and improve wellbeing. Members note, for example, the work that is being undertaken within Recreation and Heritage with community organisations for the management of village halls. This approach supports the Government's current direction of travel and may offer opportunities consistent with the Quirk Review (May 2007).

7.4 Improving Customer Experience

7.4.1 The Panel is aware of the programme of library refurbishment to improve and upgrade the library building stock. Members recognise that much of this work is to maintain facilities and provide a positive customer experience.

7.4.2 Since 2004 the following libraries have been refurbished or new buildings provided:

Refurbishments
Chandlers Ford Fleet (1st floor) Yateley Ringwood South Ham Tadley	2004 2004 2004 2005 2005 2005	Aldershot Elson Fair Oak Fareham (ground floor) Fordingbridge Milford on Sea Bridgemary Fareham (first floor) Stubbington	2006 2006 2006 2006 2006 2006 2007 2007 2007
New Build/Refurbishments
Alton Gosport DC	2004 2005	Whitchurch (with B&D DC) Winchester DC	2007 2007
In Process
Andover	2007/8	Botley Rural Discover Centre (with St.Nicholas Church) Lee on the Solent	2007 2007

7.5.3 By providing brighter, warmer and otherwise improved buildings, the LIS has taken positive steps to improve the customer experience. The Panel notes from available library data that when libraries are temporarily re-located, or services interrupted for renewal or refurbishment that visit numbers and issues understandably decline. This is to be expected, but it should be noted that following refurbishment or renewal, visit numbers and issues increase, but usually not up to previous levels. This assumes that the relatively small sample of libraries illustrated in the Hampshire data (Appendix Two: Hampshire data) are representative of the general experience.

7.5.4 At a County level visit numbers have remained quite flat over the five year period between 2001/2 to 2005/6 around the 7,000,000 mark. Book issues for the same period declined each year, dropping from 10,269,455 to 7,437,808 (see Appendix Three: Statistics for Hampshire Libraries from 1996/7 to 2005/6).

7.5.5 As previously noted, given the increasing number of options for customers to acquire information from libraries, `issues' as a measure of customer engagement with the service probably ought to be complemented by evidence of use of online and electronic media, including increasingly, customers `visiting' libraries via the internet from their own homes.

7.5.6 Whilst taking into account the discussion above, in the sample libraries, issues have not reached the pre-refurbishment levels, and only one library, the Gosport Discovery Centre has shown an upward trend in issues following refurbishment (Appendix Two: Hampshire data).

7.5.7 Visit numbers reveal mixed patterns. At Alton, Basingstoke and Gosport there has been a small increase in visit numbers over the last year. Gosport has significantly improved not only in visit numbers since refurbishment, but has clearly exceeded the pre-refurbishment figures and now has a user profile that more closely matches that of the community. Basingstoke has had no refurbishment, but reflects a national improvement in library visits over the last two years. A recent CIPFA news release (January 2007) notes, "Public library usage increased again last year, figures released today reveal...latest figures confirm the recent trend in rising visitor numbers which have now increased by 7.5% over the last five years." The piece attributes the rise in visit(or) numbers to increasing use of computing and internet resources.

7.5.8 Visit numbers for some of the other refurbished libraries, have not, however continued to improve, despite the national increasing trend, and despite refurbishment. At the very least, it indicates that refurbishment of itself is not necessarily a remedy for declining library use, although refurbishment includes periodic maintenance and decorating to maintain libraries in a fit state.

7.5.9 Some witnesses commented on the design of the Gosport discovery centre which provides social space appreciated by some, often younger, visitors, but does not provide enough quiet space to satisfy other library users, as one witness commented, "...however nice the building, if it doesn't have the books I want or need, isn't open when I want, and offers no quiet spaces in which to read or study, then it's of no use to me" (written evidence, Appendix Five, 8 June). Another witness questioned whether the layout could be improved to encourage greater visitor flow around the book stock, thereby encouraging `impulse' browsing and borrowing (Appendix Six, Witness 2, 17 July notes).

7.5.10 The Panel is aware that the layout of Gosport discovery centre has been modified once or twice following experience of its use, since it was opened in 2004. In common with many locations, Gosport is constrained by its architecture and available space, and is faced with providing for conflicting preferences of different types of visitors. Witness evidence from teenagers who undertook a `secret shopper' exercise in libraries, commented that for them, a barrier to the use of libraries included when they "...were...not allowed to talk..." (written evidence, Appendix Four, 19 June) Commenting about their visit to Gosport, they liked the, "Large teen area" and "Seating areas to chill. Lots of books for teens and younger children". (ibid.) It would appear that social space is a valued component of a library for these younger customers. This clearly conflicts with the preference of library users who like libraries to be `quiet' or at least to provide quiet areas.

7.5.11 Members were interested to learn of the increase in numbers of visits to the Discovery Centre by 18-34 years age group (Appendix Six, Witness 1, 19 June notes). During the visit to Haringey Members were told that the main users of Haringey libraries are now in the 25-34 years group (Appendix Seven). This may reflect the recent CIPFA article's argument that attributes a general increase in library visits of about 7.5% over the last five years to visitors wanting to use e-resources ( CIPFA press release `Library visits up as users go online' 16/1/2007). The Discovery Centre appears to be offering what this segment of the community looks for in a library.

7.5.12 Overall, Gosport Discovery Centre has been a success. It has substantially increased the number of visits to the building. The visitor base now more closely resembles that of the community. Whilst book issues do not show a large increase, it is encouraging to note that they have increased. If the profile of book borrowers reflects that of all visitors to the library, ie. it includes those who might previously have not visited the library at all, then the growth in issues marks a significant shift in the appeal of the library `within a discovery centre' to the community. It should be noted that considerable market research and public engagement has contributed to a much greater understanding of the local community and has helped the LIS to attract a customer base more representative of local people. Nevertheless, it is also clear that some in the locality would like to see their interests better represented too.

7.5.13 The Panel concludes that the LIS should continue to review layouts in all libraries and discovery centres to identify opportunities to improve customer experience and library usage. Members acknowledge, however that in some circumstances one customer's experience may be improved at the expense of another's when conflicting preferences exist. The Panel is convinced that effective engagement with customer communities is essential if libraries are to effectively address these tensions, to improve the experience of those that they serve, and to understand what kinds of customer service experiences different customer groups prefer.

7.5.14 Panel members were interested to hear of the `secret shopper' exercise undertaken by secondary school pupils. The exercise, initiated by the Children's Library Service, provided additional insight into how public libraries were perceived by younger customers. The report was submitted as written evidence to the 19 June, Select Panel meeting. Comments from the `mystery shoppers' included a mixture of experiences. Apart from comments about different library environments, some young `shoppers' found some staff helpful and friendly, others found the opposite, even in the same location. Since that evidence was submitted, additional information has been provided that indicates some public library staff do not seem comfortable interacting with young people.

7.5.15 Members recognise that younger customers can present as challenging (Appendix Six, Witness 5, 19 June notes), and it is also the experience of other library services that young people in some areas often find younger staff easier to relate to, hence do not communicate so well with older staff. On balance the Panel concludes that the LIS should ensure all staff embrace a customer service ethos and that in addition to the general customer care training provided to staff, more focused training is provided to enhance the service provided for target groups; particularly children and young people.

Appendix One: Hampshire data

Culture and Communities Select Committee

Library and Information Service Review 2007

Summary of Hampshire Data

Introduction

The Chartered Institute for Public Finance and Accountancy (CIPFA) is one of the leading professional accountancy bodies in the UK and the only one that specialises in the public services. It is responsible for the education and training of professional accountants and for their regulation through the setting and monitoring of professional standards. Uniquely among the professional accountancy bodies in the UK, CIPFA has responsibility for setting accounting standards for a significant part of the economy, namely local government. CIPFA's members work (often at the most senior level) in public service bodies, in the national audit agencies and major accountancy firms. They are respected throughout for their high technical and ethical standards and professional integrity.

Where possible, Hampshire data has been taken from figures produced by CIPFA. Library authorities are required to submit returns each year that allow comparative figures to be produced for all library authorities in England. Figures below are for the year 2005/6, the latest available.

Hampshire in context of English Counties (2005/06)

CIPFA classifies libraries into different groups in order to enable reasonably valid comparisons between library authorities to be made. The following summaries place Hampshire among other Shire counties. In order to provide a reference point, usually Hampshire is compared to the top county, although Norfolk is also frequently compared to show that whilst a good performing authority, it does not always perform at the extremes. There are 34 Shire counties.

All library authorities in England - Top 20 for Issues per annum

Top: Norfolk, 1,109,546

Hampshire n/a

All library authorities in England - Top 20 for Visits per annum

Top: Birmingham 1,580,124

Hampshire n/a

Shire authorities - Visitors per busiest library

Top: Norfolk 1,554,688

#16: Hampshire 540,072

Shire authorities - Issues per busiest library

Top: Norfolk 1,109,546

#21: Hampshire 408,225

Shire authorities - Issues per 1,000 pop

Top: Norfolk 7,789

#16: Hampshire 5,905

Shire authorities - Visits per 1,000 pop

Top: Oxfordshire 6,795

#20: Hampshire 5,509

Shire authorities - Active borrowers per 1,000 pop

Top: Northumberland 409

#11: Hampshire 232

Shire authorities - Cost per visitor

Top: Bedfordshire £3.77

#19: Hampshire £2.56

#29: Norfolk £2.11

Shire authorities - Cost per issue

Top: Warwickshire £3.30

#19: Hampshire £2.39

#33: Norfolk £1.73

Shire authorities - Revenue expenditure on staffing per 1,000 pop

#4: Hampshire £9,362.80

#24: Norfolk £8,080.83

Shire authorities - Revenue expenditure on premises per 1,000 pop

Top: Lancashire £2,438.32

#20: Hampshire £1,624.99

Shire authorities - Revenue expenditure on all material acquisitions per 1,000 pop

Top: Nottinghamshire £3,473.82

#8: Norfolk £2,521.86

#29: Hampshire £1,736.66

Shire authorities - Total revenue expenditure per 1,000 pop

Top: Essex £20,280.06

#19: Norfolk £15,743.62

#21: Hampshire £15,466.18

Witness evidence from Tim Coates consisted of a sheet of figures, most of which were sourced from CIPFA. However, one line contains data for `Revenue cost per visit' It is noticeable that these figures appear to differ from those from the CIPFA website which include those above. The difference for Hampshire is:

Tim Coates: Revenue cost per visit (2005/6) £3.28

CIPFA: Cost per visitor (2005/6) £2.56 (Hampshire = #19)

Top: Bedfordshire (2005/6) £3.77

#29: Norfolk (2005/6) £2.11

Lowest: Northamptonshire (2005/6) £1.64

The figure provided by Tim Coates was picked up by the panel and discussed at the select committee meeting. The Head of the Library Service, who also appeared as a witness, sought clarification at the time, what the figure represented. The difference between the figures can apparently be explained by CIPFA taking net expenditure, and Tim Coates taking gross expenditure as the basis for the calculation. Regardless of which method the figure is calculated, from a comparative perspective Hampshire occupies a ranking very close to the middle.

The data provided by CIPFA are indicative of library performance, but would require detailed analysis and further research to form the basis of an improvement plan. While Hampshire is best compared against other shire authorities, even these tend to differ markedly in their structural and demographic characteristics.

Basic Hampshire data

The Library and Information Statistics Unit (LISU) based at Loughborough University, is an internationally renowned research and information centre for library and information services. LISU collects analyses, interprets and publishes statistical information for and about the library domain in the UK.

HAMPSHIRE	2004/5 Actual Expenditure	2005/6 Original Estimate	2005/6 Provisional Actual	2006 /7 Current Estimate
Total Library Expenditure (gross)	16,527,788	17,883,800	19,479,648	19,959,400
Total Income (gross)	1,797,436	1,784,000	1,696,194	2,031,800
Expenditure breakdown
Books	1,274,394	1,657,600	1,656,478	1,768,800
Newspapers, periodicals	135,472	159,200	76,423	125,000
Binding	13,259	22,800	29,758	31,400
Sound recordings	82,640	92,800	71,109	83,900
Video recordings	228,048	210,000	216,770	228,900
CD-ROM, Online info services	45,791	62,000	15,131	16,000
Other acquisitions	223,768	150,000	121,659	75,700
Total materials expenditure	2,003,372	2,354,400	2,187,328	2,329,700
Materials for service to schools	374,817	303,000	359,946	325,000
Staff Establishment (FTEs)
Professional	134	134	113	113
Other	403	403	424	424
Service points
Open 10+ hours wk	51	51	55	55
Mobile libraries	19	19	18	18
Total hours all service points wk	2,050	2,075	2,176	2,176

Notes:

· 2003/4 and 2004/5 - there was a virement of £500,000 from book fund to capital to support re-furbishment programme (see Recreation and Heritage Policy and Review Committee, Item 6, 23 January 2003 for this decision)

· Hampshire's total staff establishment of 537 WTEs is second only to Kent (646) for numbers of staff (figures predate the recent restructuring)

· Norfolk, which has a similar total library expenditure has 352 WTEs, less service points (63 compared to Hampshire's 73), but is able to spend more on books. Also as the CIPFA figures above, show, Norfolk is one of the busiest library authorities for book issues.

Inside Hampshire

Data available from the Library Service is provided for a relatively small sample set (11%) of libraries in Hampshire. These data are not intended to show all libraries for Hampshire, but do provide interesting insight, particularly in relation to the refurbishment programme.

Visitor numbers (disrupted years are shaded)
	2002/03	2003/04	2004/05	2005/06	2006/07
Alton	155193	152667	168072	183936	186700
Basingstoke	403263	463971	453595	379084	405028
Fareham	455680	452009	425513	414414	360214
Farnborough	307535	297274	153755	287951	244138
Gosport DC (incl. Local Studies)	265717	249171	174643	388959	396234
Lymington	198575	204891	221125	211314	210547
Romsey	176931	183463	185747	80651	125517
Winchester Lending	274891	282957	276792	232769	161034

Comment:

The above table should be set against a national recent trend of increasing visitor numbers to public libraries. Recent comment from CIPFA reports an increase of 7.5% in visitor numbers over the last five years. Marginal indications of recent increasing visits to libraries are apparent for Alton, Basingstoke and Gosport, although Gosport's visitor figures are significantly higher than prior to the refubishment of the Discovery Centre. Romsey shows an increase following the disrupted year, but is about 30% less in visits compared to the last year before disruption (2004/5). Otherwise there is a pattern of decline.

CIPFA attributes increasing visits to the availability of online and electronic resources in libraries, however the pattern of growth in visits to libraries does not appear to hold true for most of these libraries, despite the availability of ICT resources. It would appear that the provision of electronic and online resources are not enough in themselves to improve visit numbers. Whether the management of these resources is relevant to this issue, would have to be explored.

Total issues
	2002/03	2003/04	2004/05	2005/06	2006/07
Alton	259028	232366	258836	266981	247817
Basingstoke	542707	505373	451321	408225	393473
Fareham	565967	501149	452041	395115	336087
Farnborough	438629	391456	229901	331844	317438
Gosport DC (incl. Local Studies)	339969	270746	127699	255012	259531
Lymington	416201	401725	373875	331655	311986
Romsey	301214	321906	302477	168678	228282
Winchester Lending	527885	487558	451195	333635	288101

From the above `Total issues' table, the following observations can be made:

· Alton was newly built during 2004. Issues increased that, and the following year, but declined in 2006/7.

· Lymington was a new build library opened in 2002, but book issues have continued to decline.

· Farnborough was in temporary accommodation for refurbishment from June 2004 until March 2005. There was a significant decline in issues that year. Pre-refurbishment issue numbers have not been reached, instead issues appear to be declining as if the library had never been refurbished.

· Romsey was in temporary accommodation for refurbishment from July 2005 to June 2006, whilst issues have increased from the period of interruption, they, like Farnborough have not recovered to the pre-refurbishment level. Whether they continue to decline will have to be seen.

· The only exception to general decline in issue numbers, is Gosport Discovery Centre, which although not reaching issue numbers prior to 2004, has uniquely shown a small increase in issues from 2005/6 to 2006/7.

The apparent continuing decline in issues, even following refurbishment or provision of new facilities, raises questions. Despite being told that people want welcoming buildings, the evidence appears to suggest that refurbishments or rebuilds by themselves are not enough to stimulate increased library use. Furthermore, experience from Haringey seems to indicate that if libraries are poorly sited, it is very difficult or impossible to increase public interest in them; is this true for any of the libraries in this table?

If the provision of ICT resources and refurbished libraries are not enough in themselves or together to stimulate more interest in libraries or borrowing, perhaps, improvement of book stocks, better marketing, knowing customers and what they want, and great customer service are ingredients that cannot afford to be left out of the recipe for success? It would appear that some fundamental questions have yet to be addressed.

Visitor numbers at Gosport Discovery Centre are continuing to rise, but the appeal of the `library' has broadened to include a wider age range. It also seems to be true that some older library users do not feel totally comfortable there. In its favour the Discovery Centre appears to have bridged generations, and the slightly increasing issue numbers may reflect a sense of increasing relevance to this wider community of library users. One challenge may be to attempt to increase the appeal of the DC to all segments of the community, including recapturing, if possible, the custom of more traditional library users?

Appendix Two: Statistics for Hampshire Libraries from 1996/7 to 2005/6

Statistics for Hampshire Libraries from 1996/97 to 2005/06
Data apart from budget figures taken from CIPFA public library statistics.
Budget figures from HCC revenue budget and capital programme reports
*Southampton and Portsmouth were included in the 96/97 figures
	1996/97*	1997/98	1998/99	1999/2000	2000/01	2001/02	2002/03	2003/04	2004/05	2005/06
Book issues	17,044,283	12,698,511	13,070,052	11,482,526	11,626,742	10,269,455	9,754,450	8,902,106	8,113,820	7,437,808
Book stock	3,353,792	2,319,323	2,236,486	2,192,316	2,170,865	2,168,093	1,995,763	1,850,112	1,775,726	1,804,373
Library service budget (£'000)	19,699	13,042	13,117	13,255	13,599	14,086	14,490	14,380	14,945	16,709
Staff (FTE, professional and non professional)	688	483	482	506	511.6	517.3	517	480	537	536.8
Video stock	9,859	8,649	20,756	26,159	38,634	50,366
Video/DVD stock							55,036	62,517	64,764	63,701
CD ROMs and software stock	0	0	304	354	1,585	1,731	6,457	7,259	6,978	8,611
Talking book stock	28,650	35,566	42,452	46,950	49,329	60,097	52,858	52,198	56,277	58,671
Music sound recording stock	80,231	55,959	56,193	57,015	56,266	55,333	54,338	52,387	47,031	50,614
Visitor numbers	10,693,704	7,864,657	8,120,267	7,828,182	7,515,136	7,119,811	6,919,773	7,117,723	6,833,655	6,938,974

Appendix Three: Evidence submitted by the Chartered Institute of Library and Information professionals



Library Review

Hampshire Culture and Communities Policy Review Committee

Evidence submitted by the Chartered Institute of Library & Information Professionals

Introduction

1) The Chartered Institute of Library and Information Professionals (CILIP)¹ is pleased to submit evidence to the Library Review being undertaken by the Culture and Communities Policy Review Committee. We will restrict our contribution to the national picture and how Hampshire might compare to this - we do not have the local knowledge to comment directly on the performance of the library service in Hampshire.

2) CILIP's interest in this Review has, in part, been stimulated by the cost reduction exercise currently being undertaken by the library service leading to a major restructuring of the staffing resource and debate within the national trade press as well as local media. It is somewhat of a surprise that this has happened independently of the library review, a surprise that is at least echoed faintly in the "Overview of Issues" where in the section on the "Use of Employees" (p13) it notes that "Whilst the remit of this review does not encompass staffing "per se", it is the case that the PKF appear to recommend, as a principle, that library services may need to consider either a different mix of roles or categories of staff, or a more fluid approach that allows back office staff to be released to customer facing roles". It seems to CILIP inescapable that a review of library services must also include how and whether resources are deployed in a fashion best able to meet the objectives of the service, and staff, as the highest cost, should be included. We shall say more about this later, but within the context of the library review.

3) The rest of this submission looks briefly at the key issues raised in the overview paper.

The Context

4) The Overview paper sets a scene of a public library service in decline and quotes from the Culture, Media and Sport Committee on Public libraries that "...We regard a situation in which core performance indicators, and gross throughput, are falling - but overall costs are rising - as a signal of a service in distress". It is undeniably true that there has been a steep decline in the lending of books - 38% in the UK between 1994/5 and 2004/5 - and also a less publicised decline in the issues of A/V materials that is having a knock-on effect on library finances because most authorities charge for the lending of such items.

5) However this is but one side of the story and the positive side also needs to be highlighted. The Overview acknowledges the fact that over the past three years the decline in visits to public libraries has been reversed and visits are now starting to increase again. But there is little or nothing in the report about some of the outstanding successes of the last ten years:

6) The Peoples' Network - A rare national project that was delivered on time and on budget and has also delivered the hoped for outcomes. This Lottery funded project connected every public library in the UK to the Internet, undertook a national training scheme for all public library staff in the UK based on the ECDL (European Computer Driving Licence) and helped create new content based on the collections of all types of cultural institutions. The People's Network has undoubtedly helped reverse the decline in visits to the public library, attracted new (younger) visitors and opened up new dimensions of discovery and knowledge to large numbers of people. The evidence for this, including evaluations by the Tavistock Institute, can be found on the MLA's website at: http://www.mla.gov.uk/website/programmes/peoples_network/impact_of_the_peoples_network

7) Reading - It is perhaps one of the great paradoxes of the moment that at time when book issues are declining public libraries are doing more and more quality work with regard to reading and reader development. Much credit for this belongs to one of your witnesses, Miranda McKearney, Director of the Reading Agency. However to pick out three immensely successful initiatives that have national impact and are delivered through public libraries. Bookstart is described in a recent MLA and DCMS booklet as " ... an excellent example of an integrated programme with early years, health and library services working together to improve outcomes for children and their families" based around encouraging parents to share reading experiences with their children. Research studies on early Bookstart schemes have shown that it improves the educational performance at school of those children involved.

8) Then there is the Annual Summer Reading Challenge for children managed by the Reading Agency and this year themed as the Big Wild Read - the Challenge is now in its 9^th year and last year engaged 660,000 across 94% of public library authorities in the UK. Evaluative reports can be found on the Reading Agency website at: http://www.readingagency.org.uk/projects/children/reading_challenge.html

9) Or look again at the mushrooming of reader groups across public libraries. There are literally hundreds of them based on public libraries and the Reading Agency, working with the People's Network, has now established a National Database of Readers' Groups. Perhaps Essex is the authority which plays host to most Reading Groups and also runs an extensive Book Festival each year which this year featured 70 different authors at a wide range of venues across the county

10) Innovation - By its nature innovation is not yet part of the core service. But it does indicate the resilience of a sector and its potential. There is a deep hinterland of service innovation in the public library service which should not be underestimated. One source of information on this is the Libraries Change Lives awards managed by CILIP's Community Services Group. This recognises new and innovatory library services designed to engage with disadvantaged and difficult to reach groups. The shortlisted entries for this award are really about how libraries transform the lives of individuals and the communities in which they live. No statistics can capture the enhancement of life chances and life quality, but you can sample it on the Libraries Change Lives pages at: http://www.cilip.org.uk/aboutcilip/medalsandawards/LibrariesChangeLives/lclawardintro.htm

11) This is not to advocate complacency. Public libraries have to address some big challenges in the future and, along with all other public services, must constantly redesign and re-invent the way the services they provide are delivered. However it is wrong to present this only in the context of current decline - there are some big, big achievements as well.

The Purpose of Libraries and their Future

12) The Overview remarks in a couple of places that it is impossible to measure the success of libraries or comment on their future without an appreciation of their purpose. This is undoubtedly true. However the values of public libraries have remained constant since their beginnings in the early 19^th century - the provision of access to knowledge to all in an open, impartial, non-judgemental and supportive environment. Although definitions of purpose differ most will include the components of education (learning), information and leisure or recreation. If the values and core components remain similar, the context and methods of delivery have changed dramatically and will continue to do so.

13) One starting point is the 1964 Public Libraries and Museums Act that sets out the statutory obligations of local authorities. It includes the well-known requirement in Section 7 of the Act that public library services should provide a "comprehensive and efficient library service for all persons desiring to make use thereof". It also recommends:

a) The provision of "... books and other printed matter, and pictures, gramophone records, films and other materials, sufficient in number, range and quality to meet the general requirements and any special requirements both of adults and of children"

b) " Encouraging both adults and children to make full use of the library service, and of providing advice as to its use ..."

14) It is clear that even in terms of the Act the public library should be about much more than books and that all mediums of knowledge should be accessible through the library - the library is predominantly about providing access to knowledge. However it also true that the Act affords the printed word special status, as in the 1960's it remained the dominant form of recorded knowledge, and it is only the "written word" that public library authorities have to lend without charge. The book will remain an important component of the public library service, with one of the strengths of the public library service being the stock of out of print books it maintains. But if books are the vessels of knowledge, it is the promotion of reading and the joy of reading with its impact on overall literacy, and the ability to transform the quality of people's lives that is a key purpose and outcome of the public library service.

15) A more recent iteration of public library purpose or at least an attempt to set national priorities within the broader statutory requirement is Framework for the Future. This was produced in 2003 by DCMS and MLA, and in consultation with other stakeholders such as CILIP, with the object of setting out a vision for public libraries over the next decade. It sees - the promotion of reading and informal learning; access to digital skills; and services and measures to tackle social exclusion, build community identity and develop citizenship - as being at the heart of the public library mission. This has been shortened to Books, Learning and Reading, Digital Citizenship and Community and Civic Values. We are now half-way through this period and, as John Dolan from MLA stated in his evidence the "Blueprint for Excellence" process is underway to review the overall priorities of the Framework for the Future programme as it enters its next phase, 2008-2011.

16) The Framework priorities highlight some omissions in the Hampshire overview paper, which tends to constrain public libraries within a discussion about books and buildings. Although both those dimensions are important there are other parts of the service that are important and add value to the lives of individuals and communities. These include:

a) Community Space - Public space is now at a premium within communities. Public libraries and parks are the only spaces that all people within a community can use as of right. The importance of libraries to community development was only hinted at in the Overview. Libraries are a place where people can converse, debate or undertake group or communal activities. They are places of local and community information and stand as beacons of learning, self-improvement, enjoyment and hope within their communities. Libraries are therefore an important element within the social glue of a community helping to give communities an identity and providing a resource to increase capacity and resilience.


b) Social inclusion - This has been an important dimension of the work of public libraries since the 19^th century. The social reach of the public library is greater than most other local government or government agencies. However, despite the great efforts to engage with disadvantaged groups within society, much more remains to be done within this area. Work has been done with minority ethnic communities, people with disabilities, the unemployed, single parents, refugees, immigrants, travellers, the gay and lesbian community, those in deprived neighbourhoods and estates and others. One of the challenges is to integrate the best practice identified in many pilot projects into the day to day work of library services. An important aspect of this work is that it will often not take place on library premises. The idea of the library service outside the library walls is totally absent from the Overview. There has traditionally always been library provision outside the library building with the "housebound" services run by most authorities to provide a service to those unable to visit the library in person. However now most public library services will work with and through a number of different organisations to provide a service to specific groups who would not be reached by the library on their own.


c) Virtual world - If tackling social inclusion is one dimension where much takes place outside the library building, then meeting the challenges and opportunities of the virtual world is another. Again this dimension is absent from the Overview. Already many library services offer aspects of their service over the internet - the renewing of borrowed items is perhaps the most widespread. But online catalogues with the possibility of reserving items, the digitisation of local studies material, and the establishment of the online "Ask a Librarian" information service run through a partnership of contributing public library services, are other examples. A few are starting to offer online access (outside the library) to key electronic reference sources and journals to those who are registered members of the library service. Yet to come is library engagement with Web 2 and the opportunities of blogs, Wikis and social interaction sites. The virtual world is already having a profound impact on library services but we are really only in the foothills of this development and the technological developments are likely to continue to have a significant impact on library services.


17) This section has attempted to set out the core purpose and elements of future direction of the public library service. In our view it cannot be constrained within the two developmental models posited in the Overview of book-based development or building-based development. It has got to move beyond looking at the outlet and one of the products to looking at the needs and expectations of communities and the services that can be provided to engage, enrich and add value to those communities. In this way the Framework for the Future roles for the public library - books, learning and reading, digital citizenship and community and civic values - at least try to deal with outcomes. In so doing it is necessary for the library service to actively embrace some of the political priorities and rhetoric today including its contribution to place-shaping and an active programme of community engagement in the design and delivery of its services

Accessibility and Buildings

18) The discussion about accessibility relates almost entirely to buildings. This is important but it is part of the overall need for accessible services whether building-based or not. Indeed as we have described elsewhere in this submission one important aspect of the accessible library is the service provided outside the library buildings to meet the needs of disadvantaged groups or to engage with new ways of delivering services in the virtual world.

19) The DCMS study, "Libraries for All: social Inclusion in Public libraries" (1999), explored the barriers to use of library services and separated them into institutional, personal and social, perceptions and awareness and environmental. It looked at staff attitudes, library rules and regulations, the relevancy of stock, the perception that "libraries are not for us", the lack of skills and low self-esteem of some people, as well as access within library buildings. In regard to making library services accessible most work has probably been done with the blind and visually impaired community based on the resources and guidance provided by Share the Vision².

20) However there have been a number of truly exciting new public library buildings recently that have captured the attention of not only librarians, but architects, politicians and the media. Major prizewinners have included libraries at Bournemouth, Brighton, Stratford (LB of Newham) and Peckham (LB of Southwark). Hampshire has also contributed with an exciting new design concept of Discovery Centres. But, although there have been a number of such high profile building projects demonstrating innovation and public engagement, the condition of much of the library estate across England leaves a great deal to be desired.

21) The poor condition of many buildings constitutes a barrier to use in itself. The Community Libraries programme of the Big Lottery, worth £80 million, is welcome and CILIP manages a project providing a portal with information on new library buildings and refurbishments on behalf of MLA³. However there is still a shortfall on the resources required to bring the library estate up to a standard where all library buildings are fit for purpose (see also para 26d). The public library building survey undertaken by PKF⁴ for the MLA reported that authorities felt that 30% of their library buildings were not fit for purpose, and that 70% did not meet Disability Discrimination Act standards. There is a major need to address the poor state of much of the public library estate nationally.

Efficiency

22) A large section of the Overview is given over to discussing the efficiency or otherwise of the current public library service. It uses the Audit Commission report, "Building Better Library Services" (2002), the PKF report on library budgets ("Public Libraries: Efficiency and Stock Supply Chain Review". MLA, 2005), and the House of Commons Select Committee report on Public libraries (2004) to suggest that there is room for further efficiencies in library provision. CILIP too supports improved efficiency to improve services to users and potential users. It acknowledges that there may well be room in some authorities to improve efficiency, but believes a more balanced approach should be taken when reviewing the nature of the performance management framework for public libraries.

23) The performance management framework for libraries has developed over a number of years. It is not sensible to take the performance indicators in isolation from other elements of the Framework - what set of performance indicators can be shown in themselves to indicate the full nature of services and their efficiency? Do Best Value indicators do this for local government services generally? Initially there were 18 performance indicators and these were supplemented by the Annual Library Plans that each authority had to provide for DCMS as well as the service inspections undertaken by the Audit Commission. Since 2004, following a review led by MLA, the number of performance indicators has been reduced to 10 but impact indicators are being developed covering the contribution of the library service to the shared national priorities agreed by central government and local government in England. In addition peer reviews have been introduced. The performance management framework is once again under revision with the move away from the CPA (comprehensive performance assessment) to CAA (comprehensive area assessments) in 2009 and MLA is again leading this work. A proper assessment of the robustness of a performance management framework needs to look at the whole package and not one element in isolation. Public libraries may have further to go in this area but they have been active in developing such systems and are further ahead than others in the cultural sector.

24) We would also urge caution when looking at expenditure statistics. Certainly most reports into CILIP from members in public libraries are not about growth but ever-increasing demands for efficiency savings. Initially cuts were made in the book fund, then in service points and more recently in staff. This does not square comfortably with the assertion by some of an increase in expenditure on public library services. Recent experience in the National Health Service might suggest that this too could be a more common paradox across public sector services but that expenditure has risen as the bald figures suggest. However the Audit Commission report starts to address this in its report, "Building Better Library Services" (2002), when it notes that total resources have remained broadly stable (1990/91 - 2000/01) and adjusted its figures to take into account inflation and exclude one-off NOF funding (New Opportunities Fund which funded the People's Network).

25) The PKF report to DCMS and MLA - "Public Libraries: Efficiency and Stock Supply Chain Review" (2005) - was much less satisfactory as in our view it did not fully analyse the components of library expenditure, or look at expenditure trends over a 5 and 10 year, in sufficient depth. There was little discussion of the inflation rate in the service, the central costs of common services across an authority, the impact of the introduction of asset rentals rather than capital debt charges on a property rich service (although it noted that this was outside its remit), differences between core and time-limited project funding, and the oncosts of restructuring now borne at departmental level. It is still difficult to identify the core costs of public libraries over a ten year period.

26) The Overview report also quotes an observation in the Select Committee report that no one was arguing for more resources for the public library service. In this respect CILIP begs to differ! There are at least two outstanding areas that need investment now and another that needs better scoping and understanding. These are:

c) New investment in the People's Network. It is now over 5 years since the original investment in the necessary hardware and software was made and this now needs replacing and upgrading. CILIP is concerned that as this new investment will not be supported by Lottery funding as the initial investment was, some authorities might consider charging for access to the internet, which would be detrimental to information provision and information literacy.

d) New investment in library buildings - There have been a number of headline-making and prize-winning new public library buildings recently. However a recent PFK Library Buildings Survey (2006) identified £760 million of expenditure simply to make current library buildings "fit for purpose". The Community Libraries Lottery programme worth £80 million is welcome but other ways will have to be found of finding the necessary investment including planning gain

e) Workforce Planning - A recent study by MLA South East suggests that over a third of the library workforce will be retiring soon. WE need to know where the future workforce will be coming from as well as invest in the skills and knowledge that they and the existing workforce will need to meet future demands on the service

27) CILIP would support the general view that more needs to be spent on books and other library stock, although it accepts that this may have to come from existing resources provided by public library authorities. The reason for the dramatic decline in book loans may be varied with increased personal disposable income to spend on books being one factor. However we subscribe to the view that the decline in issues has been less in those authorities that have invested more in their bookstock, although we think the comparator should be the amount spent per capita or per thousand on books and other stock and not the percentage of the overall budget it accounts for. We also agree that opening hours should continue to be extended and, as mentioned above, more spent on making library buildings attractive and fit for purpose.

Delivering the Public Library Service

28) The right mix of levels of staff, with the right blend of skills and knowledge to deliver the required service, is an essential of a quality public library service. Although the current "Standards" for public library services do not contain specific standards relating to the qualifications of staff, previous editions have sought to cover this area and it is included in similar documents in Scotland, Wales and Northern Ireland. We are also actively exploring workforce development issues with MLA as part of the review of "Blueprint for Excellence" with the prospect of making it a key area for future development.

29) We simply state at this stage that we refute the implication of the current restructuring within Hampshire library service that the skills of professional librarians are less needed in public library services now than before. We note with concern the large-scale diminution of professional input within the service especially at the frontline. It is with regret that we also note that none of the posts proposed regard a professional library qualification as even desirable. We have written to lead Councillors and the library management on this matter before and provided them with a copy of the statement "Local people deserve a professional service", which we also provide as Appendix A to this submission.

30) We recently asked a number of Heads of Library Service what types of skills and knowledge they expected from professional librarians in their service. They came up with the following list:

· Knowledge of community groups and their cultural and information needs

· Knowledge of resources and how they can meet needs of communities

· Training and development of staff to deliver service effectively

· Information Literacy skills

· Enquiry Work

· Expertise in Reading and Learning

· Resource discovery techniques

· Specialisms - children's, music, local studies

· Reflective practice - learning and improving through doing

31) We believe that a service that does not value the skills, knowledge and qualifications of its staff will not be able to offer the quality service its users deserve.

Conclusion

32) We trust that these comments will be helpful in the Library Review at Hampshire. If you wish to take up any of the points in the submission please contact:

Guy Daines

Director, Policy & Advocacy

CILIP

Tel: 020 7255 0632

Email: guy.daines@cilip.org.uk

August 2007

Appendix

CILIP Statement:

Local people deserve a professional service

 

 

 

Local libraries are highly valued by local people. CILIP believes that people in every community deserve a professionally delivered public library service.

Many public library services are facing significant budgetary cuts. While members of the public have lobbied to keep open small branches threatened with closure, heads of library service have struggled to meet the demands of public library standards and the needs of local communities - to deliver increased service with a reduced budget. In many cases the pressure is falling on staff - particularly cuts in the employment of qualified library and information professionals.

Qualified librarians are a community's guarantee of a quality service. They have the expertise to find, manage and exploit information relevant to the needs of their users. They have the vision and strategic ability to develop services to meet community needs. They have attained nationally recognised levels of competence, have committed themselves to keeping their skills up to date with continuing professional development and have agreed to comply with a code of professional conduct and ethics.

CILIP understands the budget difficulties that many Public Library Authorities are facing. However a quality library service requires qualified staff as well as convenient opening hours and a good collection of resources. Keeping libraries open at the expense of employing appropriately qualified and experienced staff does not give local communities the quality of service they deserve.


 

 

Appendix Four: Response by Desmond Clarke to evidence presented on 6 July

Received 9 July 2007

I would be grateful if the following submission could be circulated to all members of the Scrutiny Committee and placed on the public record.

Dear Councillors

 

I have just read the submission of Stephen Edwards, the Library Service Procurement Officer, submitted to the meeting of the Scrutiny Committee on 6 July 2007 (Item 10, entitled The Stock Procurement Efficiency Debate, Hampshire's Stock Policy and our Use of the Bookfund). I feel strongly that Mr Edwards' evidence may mislead Councillors and should be challenged.

 

I have considerable knowledge of the issues involved in the supply chain and the wider strategic issues relating to library supply. I retired as President & CEO of International Thomson Publishing Services Group ( a division of The Thomson Corporation) which had an annual publishing throughput exceeding $1 Billion. I have also been a Non Executive Director of a group which owned the UK's largest library supplier. Finally, I am a member of the DCMS /MLA Programme Board for the Better Stock, Better Libraries project.

 

Mr Edwards, at para 1.1 states that PKF (a leading accountancy and consultancy firm) "arguably over estimated the potential savings to be made" in its report to the DCMS and MLA. The study was undertaken by highly respected consultants and their report was accepted both by the Minister and the  MLA. I don't believe Mr Edwards has the expertise, understanding of the cost drivers or knowledge of the total library supply chain to express such a view to Members. The PKF report identified a number of areas where efficiency savings could be achieved by library authorities and not just in book procurement.

 

In Para 1.2. Mr Edwards suggests that a "more robust approach was needed" and the DCMS/MLA commissioned a further report by Price Waterhouse Coopers (PwC), another respected firm of accountants and consultants. In fact, PwC were commissioned to undertake a study of just book procurement. PwC consultants have confirmed that the PKF report was an excellent study of the wider issues and their consultants were able to build on that study and submit detailed recommendations for improvement which are now being implemented by the BSBL project.

 

It is sad that Mr Edwards and other senior management of the service have not done their utmost to drive all the "quick wins" identified by the consultants and pro-actively support the national efforts to optimise efficiency in the public library service. I understand that at least 40 authorities are now involved in the BSBL project. Mr Edwards at Para 1.4 only states that "it will be interesting to monitor developments".

 

Para 2.1 Mr Edwards claims that "we understand that we receive the best discount offer currently in place in the country". Having been involved in discount negotiations over many years and having knowledge of the actual terms available to authorities receiving a "streamline" service, I must question the accuracy of Mr Edwards statement. As any retailer or wholesaler will tell you, discounts are negotiable and are affected by many factors including servicing costs. I have no doubt that Hampshire could increase its discounts further by eradicating non value activities, by fully implementing  EDI and web based technology and by moving to partial supplier selection (as have many councils). I accept that Hampshire's current systems may be an impediment to optimising potential technology solutions.

 

Those who have been involved in the supply chain have long been frustrated by the failure of many library professionals to tackle the significant efficiency issues in the public library service. It is sad that Mr Edwards and his colleagues have not taken the initiative, got actively involved in the DCMS/MLA initiative and sought out every opportunity to eradicate inefficiency. Surely, it is unacceptable to just sit on the side lines "monitoring developments".

 

If Mr Edwards needs help and advice, I would be very willing to give it at no cost to the council.

 

I have recently become aware of a Conservative London Council where the Executive Member was determined to assess every aspect of its operations with the help of the Council's Head of Procurement and external experts. They were able to identify potential savings of more than 10% of their total revenue budget and will re-invest these savings to improve book stocks, re-furbish their libraries and improve the service to the public.

 

Any analysis of Hampshire's official library service statistics suggests that the management of the service could do a much better job at managing their resources and improving efficiency. According to CIPFA, Hampshire failed five of the ten Public Library Service Standards, invested the least amount in book stocks per head of population of any English county and experienced the largest decline in book lending. That contrasts with more than 50 councils that increased book lending as reported by the most recent CIPFA analysis.

 

I  provided Martin Coombs with an extract of a report that I wrote for the DCMS and MLA on potential opportunities to deliver "quick wins" to improve efficiency across the library supply chain. While the paper is a little technical it may be useful to Members.

 

I hope that the Committee will be able to insist that the officers provide proper leadership in tackling efficiency and resource management issues and start to provide Hampshire residents with a much improved service which supports literacy, reading, learning and the acquisition of knowledge.

 

Regards

Desmond Clarke

Old Dairy Cottage

Andover road

WINCHESTER SO22 6AZ

 

Appendix Five: Notes from Review Panel Sessions

Culture and Communities Select Committee

Library and Information Services Review Panel

Friday 8 June 2007 in the Chute Room, Elizabeth II Court, The Castle, Winchester at 10.00am

Attendance Apologies

Chairman - Cllr K Chapman Cllr R Ellis

Cllr P Chegwyn Cllr B Gurden

Cllr R Kimber

Cllr A Rice

Cllr D Wright

Witness 1 - Desmond Clarke

See written statement

Main points:

The 1964 Act provides a statutory duty on every authority to provide an improving, comprehensive and efficient public library service. Public libraries exist to promote and support literacy, reading, learning and the acquisition of information and knowledge.

Hampshire library service is well funded, the revenue having increased by 29% over the previous five years. However, during this period lending stocks have reduced by 18%, visits have decreased by 8%, book issues have decreased by 36%, expenditure on books per resident decreased from £1.51 to £1.08 and Hampshire failed 5 of the 10 Public Library Service Standards.

Concern over re-branding libraries as `discovery centres'. Other places have increased the appeal of libraries without changing the names. Co-location is a good idea, however this shouldn't dilute the service offered by the library part of the discovery centre.

Efficiency savings indicated in PKF and PWC reports should be followed up. Suggestion that back office processes could be improved, thus releasing staff who could be re-deployed in the front line and therefore enable longer opening hours. Books are also important. Hampshire can learn from other examples how book lending etc can be increased. More than 50 authorities increased lending in the past year.

Questions:

· What problems are facing the library service today?

The Library is a popular service and a high % of the population have a library card (see research by the Department of Culture, Media and Sport [DCMS] on cultural trends), there are 300 million visits to Libraries by the public each year. Libraries are essential for supporting literacy and acquiring knowledge, and to deal with social deprivation. However, libraries are an `unloved' service when it comes to budgetary pressures.

Libraries have failed to modernise - to tackle issues of efficiency and using modern technology. Investment was made in the Peoples Network but archaic internal systems persist - there is a lack of full EDI (electronic data interchange) functionality and web based technology. Improvements here could reduce back office costs which could be re-invested in the frontline - to enable extended opening hours and increased book stocks etc. Recent reports suggest there is potential to do this, more processes can be done electronically.

· What about Mobile Libraries?

Mobile Libraries are crucial to get access to a wider range of people. Libraries reach every community - this is very important. Least use of libraries is the over 75s age group, and these are most likely to be dependent on mobile libraries. The challenge is how to offer a wide selection of books to them. Not enough thought has gone into how to meet the needs of older people, libraries need to be more pro-active in this area.

· Staff costs as % of revenue increased from 59% to 62% in Hampshire (over the past 5 years), Do we need Librarians?

Hampshire spends more on staff than other counties, but has now started asking for voluntary redundancies. Witness felt he did not have enough knowledge to comment in detail on this subject. However, the need for professional librarians is important. There is some concern that that the staff restructuring in Hampshire was a knee jerk reaction to make savings. Voluntary redundancies can result in loosing the best/most experienced.

· How can we reduce procurement costs?

See PKF and Price Waterhouse Cooper reports. PWC is working on pilot schemes in this area with approximately 40 authorities. Suggestion that Hampshire volunteers to be included/involved. See written statement for `quick wins' on procurement savings. A review of procurement can result in dramatic savings e.g. London borough. Suggestion to get an Executive Member and a small group to review Hampshire's procurement policies.

· Hampshire is putting money into the service according to the figures, but the performance numbers are still going down (see figures in witness written statement) - why put money in if its not working? And why isn't it working?

Hampshire is in the bottom third in the country in meeting the Public Library Standards and book stocks have declined by 20%. Support the idea of a `destination environment' - co locating libraries with other services, creating a `hub'. However, the focus has been on getting people through the door, not on the library service itself and how to reach a wider community. Lending in the Gosport Discovery Centre has gone down in the last year, this is against the norm for a new library, loans usually go up.

Hampshire is focusing on the wrong things, we need to look at increasing the usage of the library. Money has been transferred to the capital fund (to fund building Discovery Centres). The book fund is an easy thing to cut if budget savings are needed. Technology (computers etc) in libraries are not well maintained and not keeping up with progress in the sector. A Library is a resource, it needs good book stocks. Libraries need to be pro-active in supporting literacy etc. Diana Edmonds (Haringey Borough Council) increased book lending - suggest talk to her (will be a witness at a later meeting).

Witness 2 - Amanda Field

See written statement

Main Points:

(Amanda Field first joined Gosport library when she was seven years old, and has lived and worked in Hampshire throughout her corporate communications career. She spent 10 years with IBM UK as Chief Press Officer and subsequently as Advertising and Promotions Manager, in which role she was responsible for a £21M budget. After building her own communications consultancy ( whose clients included Vodafone, The Science Museum and British Gas) she sold the business in 2000 to concentrate on academic work and is currently reading for a PhD at Southampton University.)

Hampshire Library Service is spending the equivalent of 94 pence in every pound on buildings, staff and administration, and only 6 pence on stock. This does not make good business sense.

Discovery Centres - good to be modern and welcoming, but what's inside needs to live up to this promise- to have a good range and number of books. book stocks are currently appallingly low and badly balanced within subject areas. The library should focus on literacy: it's currently lost its focus. it should not be trying to compete with services already available in other private or public sectors (e.g. DVDs).

Libraries must open when people want to use them, we live in a 24/7 society and that's what people expect now. Quiet areas are important, there are not any in the Gosport Discovery Centre, quiet is an important aspect of libraries so people can study in peace.

business processes need streamlining so that it costs less to put books on the shelf. once all this has been put right, then libraries need good marketing. They have a lot of information about their customers but they don't use it.

White Plains library in New York State could be a source of inspiration/aspiration. It serves a 53,000 population and stocks 181,000 fiction and non-fiction books for adults, 92,000 children's books and audio visual items, 13,000 reference materials and subscribes to 10,000 e-journals. It also has a rich web based catalogue including reviews, sample chapters and pictures of the cover of books. e-journal subscription is the future of internet provision - in the UK in two years' time, everyone will have broadband and providing 'plain vanilla' internet will be like saying the library offers 'electric light'.

There is a public perception that Councillors are no longer setting the policy for Hampshire libraries and that officers have their own agenda and are pursuing it regardless.

Questions:

· You have expressed concerns about the Gosport Discovery Centre, however visits are up, how do you explain that?

People go there for different reasons (not the library). More visits do not translate into increased literacy and interest in books. Getting people through the door is one thing - then you need to convert them to using the library service.

Are people buying books and finding information online instead?

Perhaps, but still short changing people by reducing stocks. Avid readers cannot afford to buy all the books they wish to read. Browsing is important for people to find new books to read.

· Where could the service improve in terms of marketing and use of technology?

Libraries should be more pro-active and use individually targeted marketing e.g. like Amazon recommendations. This could be done by email or on the web when users log in.

A display in the library for new stock of books would also be good. Libraries could also email users to notify them about new books or events they might be interested in. Libraries should make greater use of the information they know about their users, as any modern business would do.

· If there isn't a book you want in the Gosport Discovery Centre, can you get it somehow?

Yes - but its important to have them on the shelves, a lot of people prefer to browse not order. People want things to be available now, if not they will walk away. If a library does not stock the type of books they like, people will not bother coming back.

The book catalogue on the website is also difficult to use, you have to search the whole of Hampshire, you can't limit the search by branch.

Witness 3 - Jo Phelps

See written evidence

Main Points:

Many Libraries contain Special Collections, for example the Military collection at Aldershot Library (including 20,000 items) and the aviation collection at Farnborough (5,000 items). Special Collections are unique and usually have a local connection. They tend to be built up over many years, and need specific librarian attention to maintain and promote. Concern that the complexity and value of special collections is not appreciated. Money needs to be set aside for special collections, and preferably librarians to look after them. Worry that due to increasing staff pressures and cuts there will be less time available to look after the special collections.

Questions:

· How do people know about the special collections?

The main webpage for the relevant library notes the collection, and there is usually a page giving further information about the special collection. However, currently the page on the web giving more details about the Farnborough aviation collection is not working, action is being taken to remedy this.

· How is the special collection sign posted?

It is not very visible, it comes far down on Google search lists. Work needs to be done to get it to appear higher up on a Google search.

· If you were head of the library service, what would you do differently?

Librarians are needed specifically for special collections. If the library is staffed by lots of part time staff this causes a lack of continuity, more full time staff would be better. Libraries don't advertise themselves and sell what they have to offer to people, for example it is not well known that you can get any book through the inter-loan system.

Witness 4 - John Hicks (in personal capacity, not views of MLA)

See written statement

Main Points:

First public libraries set up in the mid nineteenth century to encourage the development of a literate workforce. This remains the case, libraries exist to provide opportunities for learning and to encourage the reading habit. Having an informed and literate society is important to maintain a system of democracy. In recent times libraries have lost their focus, and in times of budgetary pressure this is a problem.

Libraries need to be clear about their purpose and their primary target groups. Personal view to focus on children, teenagers, older people and people with disadvantages. Access to information is changing, more and more is online, though some services are by subscription. Libraries need to act as `gate openers', enabling access to those who can't access information in other ways. Books are still important, particularly as libraries stock out of print titles which can't be accessed elsewhere.

Problem for public libraries - DCMS is the policy department but DCLG is the source of funding, therefore initiatives by the DCMS cannot be backed up by funding restrictions (e.g. imposing a minimum spend on books). Due to local government reorganisations there are 50% more library authorities than previously, resulting in more administration costs.

We need to tie the library service much closer to the priorities of local people and to involve them in planning its development.

It is important that libraries are accessible and in good locations. Co-location is good. Self-issue can be used when staff are not available. Libraries also need to reach out to work with communities based on profiles of community need.

Questions:

· You mention Equality of Opportunity - providing access to those who can't access the information in other ways - How to achieve this?

Work programmes to be targeted at particular groups - to focus on the disadvantaged. Take the service out to people who won't come to the library. It's too restrictive to think the library is one place, need to be more flexible. Need to market what the Library does and contact those that don't use it. Need continuous marketing not short term promotions and to make use of the local press to market.

· Where is the Library Service going in the next 5 to 10 years?

Libraries acting as `gate openers' - providing opportunities for those that can't help themselves. More co-location of libraries with other services. Part time facilities are not a good use of resources. Libraries do better if they are connected to local community centres and hospitals e.g. Camborne library is now in the health centre. This means it doesn't close as health centre receptionists can let people borrow books not just the library staff.

· How to get to the public, need a building or take the service to them?

A library in all major centres is important, however makes less sense in smaller communities. In these cases co-location is better, who to co-locate with dependent on what is in each area.

· What do you think of the Discovery Centre approach?

A report 5 years ago included recommendations for modernising the service, though the discovery centre idea does not necessarily follow this. Changing the name is problematic, witness felt it was a bad idea. Discovery Centre is a confusing term, whereas the public know what a library is. Need to work with the communities to get them interested, need to reach out. Need more books in libraries not less.

· Report from 5 years ago, recommendations not followed up, what is your reaction to that?

When you write a report and make recommendations, you can't follow them through. When the consultation was done, good ideas came forward from staff, he supports devolving decision making and budgets. Let libraries work with their local communities, communities are different, can't have a one size fits all approach.

- expect a new report in October by the MLA

Culture and Communities Select Committee

Library and Information Services Review Panel

Tuesday 19 June 2007 in the Chute Room, Elizabeth II Court, The Castle, Winchester at 1.30 pm

Attendance Apologies

Chairman - Cllr K Chapman Cllr R Ellis

Cllr P Chegwyn Cllr B Gurden

Cllr R Kimber

Cllr A Rice

Cllr D Wright

Witness 1 - John Parry, Research Manager (Recreation and Heritage Department)

See written evidence (research on the Gosport Discovery Centre)

Main points:

Gosport Discovery Centre (GDC) residential survey indicated that visitor numbers are up since the change to a Discovery Centre (in 2004 48% visited regularly, in 2006 53% visited regularly). There was a significant increase over this period in number of visitors in the 18-34 age group (39% in 2004 up to 48% in 2006). However, there has been a decline in regular visits in the 55-64 age group (53% in 2004 to 45% in 2006).

Questions:

· What Key Messages came out of your research?

The objectives of the Discovery Centre concept were to increase numbers of users, to increase usage and to increase the range of users. The research indicates it has been successful in meeting those objectives. It has been particularly successful in terms of attracting more young people.

· How would you describe the Profile of Users of the GDC?

In 2003, 30% of Library users were retired, compared to 14% of the population in the community being retired. Now 17% of Library users are retired. However, this has been balanced by an increase in young users. In terms of age, gender and occupation, the range of people using the GDC comes much closer now to reflecting the range in the community.

· That suggests we are loosing users from the older generation?

Yes that is true, but you have to bear in mind there has been an overall increase in number of users.

· Why are young people going there?

Books are admittedly not the primary driver for young people, their main usage is the internet. Books are the biggest use within the GDC but diminished.

· Public perception still that it is a Library not a `Discovery Centre'?

The number of visitors has increased overall and the biggest increase has been in young people. However visits by the over 65 age group have declined by around 30%. Book lending is still declining.

· Can you turn around the trend of decline?

It is a long term trend and the Discovery Centre has not bucked the trend yet. It has succeeded in getting more people in the door, but once inside they have not gone for books. However, books are a vehicle for understanding, and books are not the only vehicle. A Library is more than just books.

· For what reasons have we seen a decline in use by the over 65 age group?

The Library previously was a comfort zone for them, now they are having to share it with younger users. The Challenge is to continue to make them feel welcome. It is very difficult to get the whole community together to share one space.

· Figures show a decline in use by 20-24 year olds in last year, is this a worry?

This is the result of the settling down period after a new Library is introduced, the figures may go up and down slightly. This decline is not hugely significant.

· Does the research cover people from Portsmouth who may use the GDC?

One piece of research was based on residents and therefore will only include people from Gosport itself. The other was a survey of users, and therefore could include people from Portsmouth if they use the GDC.

Witness 2 - John Sadden (Librarian and Union Rep at GDC)

See written statement

Main Points:

Recent decision amounts to `de professionalising' the library service, this is a tragedy for the service as it puts the quality of the service at risk. Librarians are not background staff, they spend on average a third of their time face to face with library users. He did a survey of staff regarding the proposal that librarians should be taken away from enquiry desks, to which 165 (an overwhelming majority of respondents) said this was a `daft idea'. The MORI staff survey also provides a damning indictment of staff attitudes to management decisions, showing morale is low. This is not promising for the future of the service.

Librarians are ambassadors for libraries and have a major role to play in outreach. The Discovery Centre concept of combining services works and is good, but the success of this depends on the core services not being diluted. Having more services shouldn't result in a cut in quality of those services. However the figures suggest this is happening, for example in book stocks there were 28,281 items of adult non-fiction (lending) in 1998, and in 2007 only 18, 244. Similarly in adult fiction in 1998 there were 18,553 titles and in 2007 this had reduced to 13,916. Witness appreciates that it can be hard to find what you want within lots of stuff you don't want, so its not necessarily bad to have less, but only if less is quality. Evidence shows that good quality book stocks increases issues (see other counties).

Hampshire naval collection neglected. Not enough money set aside for it, without promotion is will wither. Specialist collections are not having their future considered in the re-structuring, even though they are of national importance.

The local studies centre often has to close at various times due to lack of staff. This results in an unreliable service and complaints and people giving up on it. Nearly 100,000 have signed a petition against the de-professionalisation of the library service. Why was the review delayed so long to the point of taking place after the re-structuring, suggests it's a waste of time.

- The Chairman responded on the last point to explain. Members decided to review the library service when unaware of management plans. At the time they had already started an Arts Review so decided to do the library review afterwards. Then changes imposed externally to the policy review committee structure added to the delay. Panel members do not intend for the review to be a waste of time.

Questions:

· The figures show there is increased usage of the GDC, although not necessarily for books, is book lending a thing of the past? Is the decline in book lending an irreversible trend?

Of course we have to change and move with the times. Society has changing needs, different technologies are emerging, and libraries need to keep up with this. Article in the Hampshire Chronicle on the DC concept interviewed Yinnon Ezra and he referred to book lending as being in `terminal decline' and that libraries `must reinvent to survive'. This is a bad things to say when librarians are trying to improve lending. The answer is to have more librarians, who act as evangelists for the service. The Librarian stereotype is wrong, librarians have embraced change and use of the internet etc.

There are now so many demands on peoples time and more people can afford to buy books, however other authorities have stemmed the decline - by promoting book stocks. With the current situation in Hampshire there is a break down between senior management and staff, the problem will be how to repair this damage in future in order to take the service forward.

· The Library service needs to budget its services, for example cutting staff costs to put more into books instead. Do you appreciate that?

Yes, however there are lots of things about the way the service is run that don't make economic sense, for example the café in the GDC operates as a business, but does not pay any money to be in the GDC. Some senior management are highly paid, is this necessary?

· What do you think about extending opening hours?

Yes, the Library should be available when people need it. But the service also needs to be quality.

Witness 3 - Darryl Sheppard, Development Youth Worker

See written evidence (on secret shopper exercise with young people)

Main Points:

He was approached by the Library service to undertake a `secret shopper' exercise in the library service to look into under use by young people. The young people used were from Toynbee School. Witness feels that decisions made in the Library service don't consult young people. The evidence shows young peoples perceptions of libraries tend to be that they are dull and un-inviting. The witness felt despondency was evident in the staff when they visited the libraries. Some staff were rude to the young people and overall the responses were poor. The young people even felt that some libraries smelled unpleasant!

Questions:

· Use of Computers in Libraries by young people?

Young people sometimes felt the computers in the libraries were slow. There are lots of computers in the GDC, however if they are all in use, there isn't a clear policy about when they can get a chance on one. If adults asked staff to use a computer and young people were using them, the young people were asked to leave to make way. However, this did not happen the other way around.

· Evidence suggests staff were not welcoming to young people, is this a problem?

It is not necessarily an endemic problem, it may well be a result of staff being over worked and there not being enough of them to manage certain situations.

· Why would children use other Libraries if they can use their school Library?

Children were more at ease in their school Library. However, three of the young people used in the secret shopper exercise did not have computers at home, therefore could make use of the computers in public libraries (which are open after school times). Libraries could be better signed, they are not well known among young people.

· Would it be helpful to have Libraries specifically for Young People?

It would be helpful to train librarians in dealing with young people as they have specific needs and ways of approaching things that are different to adults. Libraries specifically for them could help. (for example, Lancaster has a youth library, the young people have their own space rather than conflicting with the adults in one space)

· What did the young people think of Aldershot Library?

They liked the layout. However it was very hard to find! Not very well signed from the outside.

Witness 4 - Sue Greenfield, Business Manager Library HQ

See written evidence of library statistics

Main Points:

Referring to figures provided by CIPFA (Chartered Institute of Public Finance and Accountancy) Witness noted that the figures provided of library statistics cannot be directly compared as the situation will be different in different authorities, and Hampshire has been hampered by libraries being closed for refurbishment which will affect the figures. However, the figures still show some worrying points. For example, active borrowers as a proportion of the population fell by 14% in Hampshire (in the period 2000/01 to 2005/06) compared to a fall of 22% across all English authorities. Book issues per person also fell over this period by 36% in Hampshire (compared to a fall of 20% across all authorities). Spending on books over this period also fell by 25% in Hampshire, compared to an average 2% increase across all authorities. Would be interesting to find out how library services such as Haringey have `bucked the trend' in library use.

Questions:

· Change in book issues per person - down by 36% in Hampshire, Why?

Changing lifestyles, time to read and browse is more and more limited. Need different ways to manage book stock.

· Lowest spend on book stocks in Hampshire compared to other counties, is this linked to the low lending levels?

Book stocks will have some bearing on lending, however it is difficult to say the two are completely parallel, there are many other factors involved.

· Does changing the name and image of a Library work?

It depends where you start from. In Haringey, it was a 1* Library service before, so it was starting from a low base. From a low base, if you put in more money and new ideas it will make a dramatic improvement. If you are starting from a higher base (like Hampshire) any improvements will be smaller and less marked, and perhaps harder to achieve. (Hampshire is a 4* authority). It would be interesting to see how much money Haringey spent on marketing.

Witness 5 - Tim Wills, Library Group Manager Gosport

Main Points:

The GDC had 7947 visits last week. This indicates a 40% increase on May 2003 (before it became a Discovery Centre). This also indicates an increase of 11% compared to May 2006. The witness described the activities going on in the GDC that week to give an impression of the range of things going on there. This included learn direct sessions, an exhibition on the Greeks, a poetry group, a practical parenting course, baby rhyme time, a public art workshop and a stop smoking clinic. School visits had occurred in connection with the Greek exhibition. This shows the GDC is much more than just a Library, and is being successful in drawing in more people.

· What do you think about the problem expressed about the opening hours of the local studies centre?

There is a problem with staffing in this case because it is a separate building, so rather than one desk shutting the whole building has to shut if there are not enough staff. Witness feels the DC deserves more staff.

· In that case will you be able to manage with the further staff cuts that are happening?

Will manage with difficulty. Will get things done with less qualified staff. Need enough staff to staff it sufficiently to keep it open for the agreed opening hours.

· Worries have been expressed about Special Collections, what do you think?

The naval collection, could be made more of. Need to look at the special collections overall. It is a good idea to move items from reference to lending. It does not make sense to duplicate or compete with other services already offered - for example the military collection in Portsmouth.

· What about the Quality of Books?

The quality of books could be improved. Witness would like to see more books and a wider range, particularly in non-fiction, and more newer fiction. The book fund being reduced was disappointing, but there is now pressure on to improve the situation following the LIS Re-structure.

· How to manage users of the museum?

A suggestion has been made to put a wall or barrier around the museum element of the GDC in order to count the people that go in and use it more easily. The witness is against this as it separates it out, when the idea was to integrate the different elements. People are more encouraged to use the museum parts if they are integrated. Prefer to count the people visiting the GDC as numbers having a `Discovery Centre experience' rather than people visiting the Library or visiting the museum.

· The number of visits is up, but the number of borrowing books is down and number of older users is down, how do you react to that?

Are trying to address these issues. It is hard to make one place attractive to all.

· What is your reaction to the perceptions of the Young People indicated by the secret shopper exercise?

Alarming. Some staff are uncomfortable with young people. There may be a training need here. There is a problem that rude young people may colour staffs views of all young people. When work experience youngsters are used in the Library, they interact better with the young users. Perhaps the Library service should look more at recruiting young people as staff to help deal with young users.

Witness 6 - Yinnon Ezra, Director of Recreation and Heritage Department

See written evidence (spend on libraries)

Main Points:

The core business of the Library Service is still books. The book fund was halted to deal with other issues (e.g. to move funds to the capital programme to fund refurbishments). The book fund and quality is an issue. Work is being done to make sure the books in libraries are the books people want. We could be doing more to get more value from the book fund.

Questions:

· Concern over manning of the study centre, how do you respond?

There is a problem due to it being a split site. We need experience to learn how to manage staff in this situation. However the GDC has been successful in general.

· What about Special Collections?

Hampshire County Council is steward of all sorts of collections. Need to look at their affordability, if there are other ways they could be accessed, need to address their usability.

· Report with Recommendations 5 years ago, not many of the recommendations were pursued, why?

At the time they were keen to get an independent picture of the Hampshire Library service. The report suggested the service needed to modernise gradually. However, due to resource and performance pressures they couldn't follow this pattern of gradual change, needed to be sooner rather than later.

· Staff difficulties evident now - how do you expect to manage with less?

When the new structure was devised, they looked into the number of people needed to staff libraries with the current opening hours. Need to let group managers see what they need in each area. Over the last 4 to 5 years opening hours have increased. Traditional deployment needs to be questioned, in the context of the current budget. Need to look at the cheapest option to cover the hours. Opening hours haven't reduced.

· Criticism of senior management has come out , are books still central to a Library?

The future of Libraries is a national debate as there is a national long term trend of decline. If we do nothing, the decline will continue. The GDC is an attempt to halt the decline. It has worked in terms of engaging young people. Although some of the over 60's have stopped using it, there is evidence to suggest the numbers in this age group have gone up in other nearby libraries.

The standards used to judge libraries are out of date. We are in a process of change, and we need to remember that visits are increasing at the GDC.

· Perception that Officers have their own agenda and won't listen to reports that are contrary to their opinion - how do you respond to that?

We need to concentrate on evidence. How to mix different people, young and old, a learning process. Need to learn from the experiment of the GDC. We should be proud of the GDC, it has got lots right. Need to respond to the local community the library serves. For example, in Whitchurch we put the Library in the community centre - it has increased the usage of both. Increasing participation by wider parts of the community is important.

· What about Marketing of Libraries?

Agrees we don't do enough. Need more assessment of usage of Libraries. He created the position of marketing manager. However there are only 2 people in the marketing unit who are designated to work for the whole of the Recreation and Heritage department. Agrees most people don't know about the services offered in a Library. However, due to budgetary pressures, need to weigh up whether to spend money on marketing or other things for example the book fund.

· Judging staff needs should have been done before staff cuts?

Decisions are to be devolved to group managers. There is enough money in the system to keep libraries open for the current opening hours.

Main Issues raised:

· Older people put off by the GDC - how to deal with this

· One Space for All?

· Promoting book stocks important

· Problem of relations between staff and management

· Café not paying rent

· Staff reaction to young people

· Young people's perceptions of libraries

· Use of young people as staff

· GDC a learning process - to move forward based on evidence

Witness Comment - John Parry

Marie

For the most part it seems OK.

The only answers which seem a little odd are:

A) Public perception still that it is a Library not a 'Discovery Centre'? While I may well have made the points quoted, I thought the main point I would have made was that the venue whilst still containing a library was much more. It was beginning to attract new people who had a different kind of engagement and view of the building than that of a 'traditional library'.

B) Can you turn around the trend of the decline? (in book borrowing?) I think I would have said the decline was a national and indeed international long term one. I was also trying to make the point that the Discovery Centre was about understanding, exploring and personal discovery - books are but one vehicle to do this. ... hence my further reference to say that a library is more than just books. [I am referring to what I consider to be the 'essence' of a library].

Regards

John

John Parry MMRS

Principal Research Consultant

Recreation & Heritage Department

Marie,

 

Thanks for your clarification. Nevertheless, there are a number of important omissions and factual inaccuracies in the notes, which I have amended in red for your consideration. These are based on my own notes and better represent what I actually said. Would you please let me know if any of these amendments are disputed.

Many thanks,

John

Witness comment - John Sadden (Librarian and Union Rep at GDC)

See written statement

Main Points:

Recent restructuring amounts to `de professionalising' the library service, this is a tragedy for the service as it puts the quality of the service at serious risk. Librarians are not backroom staff, they spend on average a third of their time face to face with library users, dealing with enquiries, assisting in research, and also, keeping in touch with the everyday running of the service..

Arguments that librarians are remote from the service have been used in the press to justify deprofessionalisation. This is at variance with the truth.

He did a survey of all library staff regarding the proposal that librarians should be taken away from enquiry desks, to which 165 of 186 who responded said this was a `daft idea'. The MORI staff survey also provides a damning indictment of staff attitudes to management decisions, showing morale is low. This is not promising for the future of the service.

Librarians are ambassadors for libraries and have a major role to play in outreach and promotion. The Discovery Centre concept of combining services works and is good, but the success of this depends on the core services not being diluted. Having combined services under one roof shouldn't result in a cut in quality of those services. However the figures suggest this is happening, for example in book stocks at Gosport Discovery Centre there were 28,281 items of adult non-fiction (lending) in 1998 (when it was a library), and in 2007 only 18, 244. Similarly in adult fiction in 1998 there were 18,553 titles and in 2007 this had reduced to 13,916. Witness appreciates that in some circumstances "less is more" in that it can be hard to find what you want within lots of stuff you don't want, so its not necessarily bad to have less, but only if less is quality. Evidence shows that good quality book stocks increases issues (see other counties).

The role of librarian extends beyond responsibility for making the most of a limited budget for book stocks. Currently, they play a major role in outreach, in initiating, planning and running events and workshops, and in seeking out partnerships with other organisations and companies to help spread the word about the wonderful services that we offer. Over two years, nearly seven and a half thousand events reaching nearly 200,000 adults and children, promoting books, literary events etc.

For Discovery Centres to work depends on its core services not being diluted. That the combining of services is not simply an elaborate ploy to significantly cut the quality of services. A number of factors reinforce the impression this is happening, mainly:

The de-professionalisation of the service.

The declining book fund.

In publicity for the Discovery Centre concept (Yinnon Ezra's PowerPoint presentation), the statement that they are, above everything else, "Centres of Excellence" with "help offered by "specialist advisors" has a very hollow ring today with depleted book funds and de-professionalisation.

(Specific points were also made about Gosport Discovery Centre the Hampshire Naval Collection has been neglected since it opened. Not enough money set aside for it, without promotion it will wither. Specialist collections are not having their future considered in the re-structuring, even though they are of national importance. Also at Gosport the Local Studies Centre often has to close at various times due to lack of staff. This results in an unreliable service and complaints. and customers giving up on it.)

Nearly 10,000 have signed a petition against the de-professionalisation of the library service.

Why was the review delayed so long to the point of taking place after the re-structuring? It was first agreed on 18 months ago and the restructuring that has just taken place has caused irreparable damage to the service. This suggest this review is a waste of time.

The Chairman responded on the last point to explain. Members decided to review the library service when unaware of management plans. At the time they had already started an Arts Review so decided to do the library review afterwards. Then changes imposed externally to the policy review committee structure added to the delay. Panel members do not intend for the review to be a waste of time.

Questions:

· The figures show there is increased usage of the GDC, although not necessarily for books, is book lending a thing of the past? Is the decline in book lending an irreversible trend?

Of course we have to change and move with the times. Society has changing needs, different technologies are emerging, and libraries need to keep up with this. Article in the Hampshire Chronicle on the DC concept interviewed Yinnon Ezra and he referred to book lending as being in `terminal decline' and that libraries `must reinvent to survive'. This is a bad- `terminal decline' suggest it will be dead soon - when librarians are trying to encourage and improve lending. The answer is to have more librarians, who act as evangelists for the service. The Librarian stereotype is wrong, librarians have embraced change and use of the internet etc.

There are now so many demands on people's time and more people can afford to buy books, however other authorities have stemmed the decline - by promoting book stocks.

With the current situation in Hampshire there is a break down between senior management and staff, the problem will be how to repair this damage in future in order to take the service forward.

· The Library service needs to budget its services, for example cutting staff costs to put more into books instead. Do you appreciate that?

Yes, however there are lots of things about the way the service is run that don't make economic sense, for example the café in the Gosport Discovery Centre operates as a business, but does not pay any money to be in the GDC. Some senior management are highly paid, is this necessary? Is it necessary to have a head of department on c £150,000 as well as a head of service on £75,000?

· What do you think about extending opening hours?

Yes, the Library should be available when people need it. But the service also needs to be a quality service.

Culture and Communities Select Committee

Library and Information Services Review Panel

Friday 6 July 2007 in the Wellington Room, Elizabeth II Court, The Castle, Winchester at 10.00 am

Attendance Apologies

Chairman - Cllr A Rice Cllr K Chapman

Cllr P Chegwyn (10 mins late) Cllr D Wright?

Cllr R Kimber

Cllr R Ellis

Cllr B Gurden

Witness 1 - Rosemary Conway (on behalf of the Winchester City Residents Association)

See written evidence

Main points:

Publishing has expanded hugely over recent decades, however Libraries book stocks have dwindled. The service is still satisfying some people, however there is a decline in book issues. The decline in issues is not inevitable, some authorities have started to turn it around. Witness had bought books as they were disappearing from Libraries. If what a person wants is not in the Library, its easy to go to a bookshop to get it instead. Buying books could be a viable option for repeat readers. The kind of books the Witness wanted to read were not available on the shelves in libraries. Reading in the home is important, particularly exposing children to the traditional classics which introduce them to a wide vocabulary and are inspiring.

The Gosport Discovery Centre is depleting the core function of a library - books. The witness was not against the principle behind it and agreed adding a café etc was a good idea, however she felt it required a bigger building to do it justice. In Alton, the library has had a `traditional refurbish' and has resulted in increasing book issues. Marketing is important, but you need a quality product to market in the first place, and to have a clear idea about what you are offering. Libraries often look the same as bookshops - offering modern bestsellers, should be offering what bookshops don't - old classics.

Questions:

· How many Libraries in Hampshire have closed?

The witness acknowledged that no libraries had closed, however she felt it was more important to think about what is in the libraries. When pressed she admitted she would rather have less Libraries with more quality books.

· Are you aware of the budgetary pressures on the service?

Witness said she is aware the funding situation makes it difficult. However, she would query some of the funding choices that have been made. For example, in the Gosport Discovery Centre, £100,000 was spent on book stocks, and £20,000 on a revolving screen. How many more books could have been bought with that £20,000 ?

· Have you been to the Gosport Discovery Centre? Recently?

Yes has been, but not recently. Cllr Chegwyn noted that in the GDC there was a shelf full of yellow pages, and further asked if this was an example of `dumbing down' Libraries?

The witness agreed and said that she felt Yinnon Ezra had lost the plot on what Libraries are about and should be promoting culture and libraries.

· Single most important deficiency in Libraries?

Lack of quality book stocks, a deficit. Need to call the head of Recreation and Heritage to account for the lack of performance.

· What factors make other Libraries better?

Witness said in her opinion the Hampshire Library Service is dumbed down. You can't expect to attract people to a service where the book stocks are poor. Libraries have a duty to provide a quality service.

· I.T. in Libraries?

See written statement - it is an essential component of Libraries, but need to bear in mind its short comings.

· Would you prefer the new Winchester set up to be a Library or a Discovery Centre?

A Library!

Witness 2 - Miranda McKearney (Director of Charity `The Reading Agency')

See written statement

Main Points:

Need to address the role of Libraries. The MLA is hoping to do so with its `blueprint for excellence'. Libraries should be there to support the reading culture and provide access to information and knowledge. Libraries should also serve their local communities, should address local needs. Poor literacy in communities links to serious challenges - the library service can assist with literacy and therefore have in impact on other parts of the authorities agenda regarding these communities. Her charity is working with the BBC on a scheme to do with adult literacy.

There has been an explosion of reading groups - 4,500 were supported by Libraries in 2004, this is encouraging. Children get involved in the summer reading challenge, Hampshire exploits this well. Children can share their experiences during the challenge on a website - use of this has gone up five times on the previous year. Children's book issues are up for the second year running. Noted there are 13 authorities where book issues are rising. Authors can connect to readers through Libraries. Books are not the only vehicle to support a culture of reading - the aim is more important than the vehicle.

Outreach is important - taking reading out into the community - social inclusion. The context libraries find themselves in has changed, they need to re-position themselves and clarify their purpose. Need to join up formal and informal education. Opportunities are there. Sharing of power with new young users can help - involvement in recruitment of staff and buying of books etc.

Questions:

· Do you see Libraries as a place to go for knowledge? Nowadays many people go to the internet instead. How widespread in the community is the culture of reading? There is a lack of interest by some parents in encouraging reading in children.

Libraries are still needed as trusted guides - to help people find reliable information. The brand of Libraries is good, is trusted, need to build on this. Reading is the biggest form of the population engaging in culture - more people read than go to the theatre or art galleries. Television promotion - e.g. Richard and Judy Bookclub has helped encourage reading. The Library has an interesting role to play in this. Libraries are `soft support', are easier for people to approach than formal education.

· Children's Library service in Hampshire?

There is national recognition that Anne Marley has done well with Hampshire's Children's Service. Hampshire has the best rate of children completing the reading challenge. More consulting people is important, need to inform them more about what's available.

· Direct link between book stocks and lending?

Yes. Various surveys indicate people think it would improve the service if it had longer opening hours and greater book stocks. Main reasons given for not using libraries - don't have time or don't think libraries are for them. Book stocks are important, but are not the only thing. In terms of improving the situation - witness felt it was important to have clarity of purpose, to have advocacy for the service within the council. To see the chance to develop reading as an exciting part of the council's purpose. Yinnon Ezra is misguided to say Libraries are moving on from this.

· Need long term studies - hard to make decisions on little evidence?

Witness agrees, it's a problem that the research and evidence base on Libraries impact is slim. There hasn't been a major study on this. There is currently a move to try to organise a study of the impact of Libraries on day to day life.

· Are the tools used by the Reading Agency for Children transferable to other groups?

The MLA are developing a qualitative tool `inspiring learning for all' to attempt to measure the `soft' work done by Libraries. Libraries can improve peoples confidence, enjoyment, and engagement with reading, which can then be transferred to other areas. The `Taking Part' survey is also important.

· If you were in charge what would be your priorities?

Putting book stock expenditure up to 15%. To be clear about Libraries focus and the priorities of the service, and to have good leadership.

Witness 3 - Anne Marley (Head of Hampshire School and Children's Library Service)

See written evidence (and PowerPoint presentation slides)

Main Points:

Between 05/06 and 06/07 book issues have gone up slightly. Need to remember some libraries have been closed for refurbishment. Children are not allowed out on their own any more, they have to go to libraries with their parents which relies on them having the time to take them. In Lancashire there has been an increase in books, but lending is still down, so it is not a direct correlation though the two are connected. 37% of 0-14 year olds have their own Library Cards (this doesn't include parents who take the books out on their own card).

Take the results of the secret shopper exercise seriously and are grateful for this evidence. The reaction to the Gosport Discovery Centre from this exercise were generally that it was a really nice place and that the young people would like to see more Libraries like it. Children's issues account for 28% of overall book issues. Within children's libraries 39% of issues are in the 0-4 age range. Provide books in 42 languages. Bookstart projects - packs are given out to children at schools, supermarkets, health centres etc. Low literacy area's are targeted to promote the summer reading challenge. In Hampshire the completion rate is 66% compared to the national average of 50%. The average cost is 73p per child. There was a good response from parents to the challenge and it helps achieve the councils aims. Introducing `rewarding regular readers' scheme to encourage children to continue reading after the summer. In the school library service, 77% of the stock is on loan at any one time. The best value review indicated this provides very good value for money.

Questions:

· Children's and Schools Library Service evidently very good. What could be done to keep them attracted to reading as adults?

Don't have school context for adults (easy method of reaching children). Need to target, promote, and find ways to reach out and grab them!

· Use of mobile libraries in supermarkets?

Mobile library vehicle attended the Asian cultural festival, going to the Queen Elizabeth Country Park, and one will be going to Marwell Zoo. They are used as much as they can.

· What top priority?

Books are important, but there are so many things to work on. Need resources, but also need attractive places to go and expertise.

Witness 4 - Stephen Edwards (Hampshire County Stock Support Services Manager)

See written evidence

Main Points:

Hampshire is in a strong position in terms of value for money from the book fund, due to being part of a consortium which enables us to get discounts. He is keen to take advantage of any other options. Hampshire has always prided itself on having a range of books, over the last year 30,000 were added. One of the performance indicators involves comparing a list of authors and titles with the stock, in the last few years Hampshire has been rated excellent on this basis. E-books a growing area, a quarter of a million pages read online a year in Hampshire by Library card users. The problem is, these are not counted as book loans or counted in book acquisition figures.

Admits 5% of total budget being spent on books is not enough, wants to spend more, wants to stop taking money from the book fund to pay for other things. Wants to reassure people that if there is more money for the book fund it will be spent wisely. However, spending more on books doesn't necessarily improve lending. For example, Kent spent 83% more on books last year, and book lending still declined by 17%. Our stock in Hampshire is as good as it can be with the funds available. The book stock policy is no different in the Discovery Centre to other libraries in Hampshire. The core function of libraries is still important and still the same, are not looking to `dumb down' libraries.

Questions:

· Welcome support for higher spend on books. Function of Library to support existing culture which is unquantifiable. Is the time ripe for partnership across boundaries for book repositories to help with book storage?

Hampshire has one of the best stores in the country, however there is scope for more to be done cross boundary. It is difficult to get such initiatives going, but this has been raised as an issue. There is more will now for more collaboration.

· The stock policy is good, but its how its applied that is important. De-commissioning of books is a worry. Some books may have cultural significance even if they are not taken out regularly, will they be protected?

There is finite space, if you are to accommodate new books you need to make space. Stock turnover is measured and it is considered important to refresh stock.

· Spend on books as a % of total budget may be mis-leading if the total budget varies?

Witness agreed, they are trying to protect the book fund part of the budget.

· Why is there a shelf of yellow pages in the GDC?

Witness couldn't say and would be investigating.

· Is shoplifting a problem in Libraries?

Yes, though its difficult to quantify as library stock is not checked regularly. Are looking at new technology which could help e.g. RFID - which would make self issue easier and stock checking. Also have a problem with books being taken out and then not returned. But getting people to take out books in the first place is a bigger problem!

· Analysis of books bought that aren't used?

If there is a new edition available, will look at the usage of the old edition to judge whether its worth buying the new edition.

· Is it wise to purchase popular books? As they are easy to get on Amazon, should be focusing instead on the higher end books that are more out of reach?

Need to make sure there is a range. If you have enough different things you have the best chance of having something that will suit a range of different people. Still need to provide popular items, bestsellers are popular. Unfortunately doing both is difficult.

· Figures available on lending by type of book?

Not easily available.

· If you were head of the library service and could change something, what would be your priority?

Would attack national politicians for taking money away from the Library Service.

· Are publishers not interested in the Library market anymore (due to getting more business elsewhere e.g. supermarkets)?

Yes. Only 3% of their sales are to Libraries now.

Witness - Tim Coates (see 17 July)

The witness was not able to get to the meeting in time. He will be invited to the next meeting instead.

Points made by Public present at meeting:

a professional librarian - The success of libraries depends on the expertise of the staff. Will people be as confident speaking to a `service development officer' as they would to a professional librarian?

Retired schools librarian - school libraries are good. Their success is due to highly motivated, well trained staff. Down grading of librarian to service development officer is a concern.

Cllr Bailey - Hampshire's school library service is excellent. Is the decline in book lending inevitable? Some councils have managed to reverse the decline. Don't want to think its an inevitable decline.

Stephen Edwards responded that in the Grindlay and Morris paper in the Journal of Librarianship they indicate various social factors which suggest the decline is inevitable.

Main Issues raised:

· Book stocks `dumbed down' ? quality book stocks important

· Funding for books important - higher spend would be better

· Libraries to re-position themselves and clarify their purpose

· Libraries - to encourage reading and provide `soft support' to education

· Need long term study on impact of libraries

· Libraries need clear focus, priorities and leadership

· In some cases increase in books but lending is still down

· To reach adults - target, promote, reach out to grab them

· e-books not counted in book figures

Witness comment - Stephen Edwards (Hampshire County Stock Support Services Manager)

See written evidence

Main Points:

Hampshire is in a strong position in terms of value for money from the book fund, due to being part of the Central Buying consortium which enables us to get the biggest possible discounts. He is keen to take advantage of any other practical options that arise from MLA stock procurement plans . Hampshire has always prided itself on having a range of books, over the last year 30,000 new titles including AV were added. One of the few performance indicators measuring quality involves comparing a list of authors and titles with the stock, in the last few years Hampshire has been rated excellent on this basis. E-books a growing area, a quarter of a million pages read online a year in Hampshire by Library card users. The problem is, these are not counted as book loans or counted in book acquisition figures.

Admits 5% of total budget being spent on books is not enough - the Library Service wants to spend more, wants to stop taking money from the book fund to pay for other things. Through a painful structure we are cutting staff costs to meet overall budgetary limits and to protect our book fund spend. Any further growth in book fund spend can only come if Members can provide the service with greater funding. Wants to reassure people that if there is more money for the book fund it will be spent wisely. However, spending more on books doesn't necessarily improve lending. For example, Kent spent 83% more on books last year, and book lending still declined by 17%. The conclusion is that increased book fund spending can slow the rate of decline. Our stock in Hampshire is as good as it can be with the funds available. The book stock policy is no different in the Discovery Centre to other libraries in Hampshire. The core function of libraries is still important and still the same, are not looking to `dumb down' libraries.

Questions:

· Welcome support for higher spend on books. Function of Library to support existing culture which is unquantifiable. Is the time ripe for partnership across boundaries for book repositories to help with book storage?

Hampshire has one of the best stores in the country, however there is scope for more to be done cross boundary. It is difficult to get such initiatives going, but this has been raised as an issue. There is more will now for more collaboration within the SE region.

· The stock policy is good, but its how its applied that is important. De-commissioning of books is a worry. Some books may have cultural significance even if they are not taken out regularly, will they be protected?

There is finite space, if you are to accommodate new books you need to make space. Stock turnover is measured and it is considered important to refresh stock. There are guidelines as to whether and when books should be withdrawn.

· Spend on books as a % of total budget may be mis-leading if the total budget varies?

Witness agreed, they are trying to protect the book fund part of the budget.

· Why is there a shelf of yellow pages in the GDC?

Witness couldn't say and would be investigating. Feedback from Gosport is that this is a popular section which gets much use.

· Is shoplifting a problem in Libraries?

Yes, though its difficult to quantify as library stock is not checked regularly. Are looking at new technology which could help e.g. RFID - which would make self issue easier and stock checking. Also have a problem with books being taken out and then not returned. But getting people to take out books in the first place is a bigger problem!

· Analysis of books bought that aren't used?

If there is a new edition available, will look at the usage of the old edition to judge whether its worth buying the new edition.

· Is it wise to purchase popular books? As they are easy to get on Amazon, should be focusing instead on the higher end books that are more out of reach?

Need to make sure there is a range. If you have enough different things you have the best chance of having something that will suit a range of different people. Still need to provide popular items, bestsellers are popular. Unfortunately doing both is difficult.

· Figures available on lending by type of book?

Not easily available.

· If you were head of the library service and could change something, what would be your priority?

Would attack national politicians for taking money away from the Library Service.

· Are publishers not interested in the Library market anymore (due to getting more business elsewhere e.g. supermarkets)?

Yes. Only 3% of their sales are to Libraries now.

Culture and Communities Select Committee

Library and Information Services Review Panel

Tuesday 17 July 2007 in the Former Grand Jury Room, Castle Avenue, The Castle, Winchester at 1.00 pm

Attendance Apologies

Chairman - Cllr K Chapman Cllr B Gurden

Cllr P Chegwyn

Cllr R Ellis

Cllr R Kimber

Cllr A Rice

Cllr D Wright

Witness 1 - Tim Coates

See written evidence - spreadsheet of library figures

Main points:

In 2000/1 a regeneration programme for libraries in Hampshire was agreed. The figures show from 1997/8 to 2005/6 the total gross expenditure on libraries going up, however expenditure on books (as a % of the total) is going down. It is often said `book lending is inevitably in decline', the witness feels this is not true and is not a good basis for developing the Library Service. Out of 149 Library authorities, in 53 book lending has increased. Lots of `shire' counties are included in those where lending has increased, as are Portsmouth and Southampton.

Library Services become more used if they reflect what people want, managing stock carefully is important. Councillors need to give direction to the service - can't leave the officers to it. It becomes a self fulfilling prophecy if you reduce books lending will go down. Book issues are the core of the Library Service. You should try filling a library full of books before denouncing that you can't convince people to take them out. `Libraries are not about books' is not the kind of message Hampshire County Council should be advertising. It should instead be encouraging use of libraries and supporting the idea that books are important.

Questions:

· Are you aware of the financial situation in Hampshire? The amount given to Hampshire per capita is much less than in London Boroughs

Witness acknowledged this, is not suggesting the service needs more money, Hampshire has been generous to its Library Service.

· Evidence is important, its an assumption that if books increase, lending will increase, where is the evidence to support this theory?

Evidence from other councils suggests this, for example Westminster, Richmond, Oxfordshire. Witness suggests doing an experiment with a Library of focusing on books to see what happens.

· What do you think of the attitude of not worrying about lending going down?

The County should be worrying about this. If the service managers think this isn't a problem, that in itself is a problem. When modernising a service there are lots of obvious things to do. For example, 16 Libraries in Hampshire still close at lunchtime and some shut on Wednesdays. Simple things like this could be changed to modernise the service.

· Value for money is important. Currently our value for money looks bad (£3.28 per visit), how can we turn this around?

Should be aiming for £2.40-50 per visit. If you increase visitors and decrease the cost of running the service, the value per visit will improve. His paper `Who's in Charge' deals with these issues. You can not look at this situation and think it is working. Need to cut costs by moving cost from the back office, reducing administration etc, so the public will not see a cut in services on the frontline.

· Cuts in Librarians?

Jobs should be allocated on ability not qualifications. However staff should be encouraged to qualify.

Witness 2 - Diana Edmonds (Assistant Director Culture Libraries and Learning, London Borough of Haringey Council)

Main Points:

Witness explained that she started out as a private sector contractor running a company called `instant library'. In 2001 the Audit Commission inspection gave Haringey Library Service `no *'s and no hope'. Her company was brought in to turn the service around. It has now turned round and she sold her company and now works for the Council. Since 2001 issue figures have risen by 54% and are still rising, visitor numbers are up by 154%. In the poorer areas the increase has been particularly significant, with visitor numbers up approximately 600% and issues up around 150%.

Questions:

· You have visited the Gosport Discovery Centre, What did you think of it?

Liked the use of colour. Found it a little odd that it says `Discovery Centre' and doesn't say anywhere that it is a library. Concern that `Discovery Centre' is not a unique brand, near where she lives there is something called the Snibsden Discovery Centre, which is an interactive science centre. It's a flaw that Discovery Centre doesn't represent a Library immediately. The interior and layout was generally good. However the way in which the shelves were arranged needs to be reviewed. The shelves are low and the light doesn't go onto the books.

It is also important that all ages are catered for. The layout could be improved to help older people. For example, older people need to be able to sit down near the shelves, in the GDC there are no chairs near the shelves. A Library is to some extent a retail institution, need to look at how to attract users and get `customers' to see what there is. She would arrange things differently. Only saw English language, should have languages as represented in the community readily available. The experience was generally light pleasant and airy which is good. The shelving looked like it was designed by architects - laid out in lines, and you have to go through all the shelves to get to the children's library. Need to lay them out more appropriately.

· You have a new way of issuing books in Haringey, can you describe it?

Use self-issue, the customer issues and returns the books themselves. The largest expenditure in the library service is on staff, in order to increase expenditure in other areas you need to reduce staff costs and free up staff time. This system helps with that. It is RFID (Radio Frequency Identification), each book has a tag in it which provides for security and self issue. When books are returned they are sifted out if they have been requested by others. The system is in two libraries at the moment and will be going live in a third soon. In one library, 80% of transactions are now done this way. The system has had a very fast payback time - costs around £100,000, estimated payback time was three years but it has paid for itself in one year.

· Your book issues have gone up, why?

The Quality of books was not good back in 2001 and it took a long time between ordering new stock and getting it on the shelf. She streamlined the procurement process and tendered for stock supply. The deal she has is better than any consortium she is aware of. Gets the supplier to do as much as possible so the book arrives ready for the shelf. Have 1.5 staff working on procurement and processing. Revenue cost per visit in Haringey is £2.22.

· Any other Key elements to the improvement?

Four key things - buildings, books, I.T. and staff. Refurbished the buildings as well as they could with the money available. Important for them to be open for a good length of time. Aimed to match retail hours. There is now an argument for opening longer than 7pm and on Sundays. Regularity and reliability of opening hours is important. I.T is also important. Its important to have a good Library Management System. She changed the reservations system to work with the computer system and save staff time. Providing access to the internet is also important, and all Libraries in Haringey also have Wi-Fi so people can use their own laptops. Use of RFID, having a high level of I.T. tells the public it is a modern service - gives confidence and credibility. Non-members can use PCs but members get a longer time allocation. Once people are members, can tempt them to do other things. Arrange things around the PC area to attract them, things that are relevant to the type of people who use the PCs. Support the e-government agenda, can request a council house online or apply for a school place. Also piloting `choose and book' to chose a hospital if you have been referred by your GP. 48% of their customers come in to use the I.T. facilities.

· Do you see books as central to Libraries?

Need relevant stock. One of the public library standards requires a number of books per population. Yes books are important. People who are very poor deserve an excellent public library service. If children have books to read, their life chances are much higher. If books are not needed, why do they get stolen? Witness thinks they will remain important, though you need to be smart about what books people want.

· Does the automated lending and returning service give information about lending?

Always analyse lending. The Library Management System gives detailed information. Every month they monitor lending figures, like you would monitor sales figures in a business. Meets with her team to discuss, and learns which areas are being well used e.g. the Chinese collection.

· How do you put the tags in the books for the RFID system?

The system requires a tag in each book. Brought in contractors to do the tagging. Now for new books get the suppliers to do it before it reaches the Library. It now costs 40p per item to process or less, this is less than under the old system.

· Titles of jobs in Haringey?

Haringey is a much smaller authority than Hampshire, has 9 Libraries, 5 mobiles and 1 outreach. It is important that those working there feel valued and have a chance to move on. Wants to have through put of staff. Trains people as much as possible. Library assistants get an induction, customer service, European computer driving license and use of library I.T. systems, book stock display techniques, reader development etc. Run a seminar programme and bring in external experts to talk to staff, for example about Wi-Fi or RFID. Also fund people to qualify, think its important to have a qualification so can move on to another service.

Witness 3 - Richard Ward (Head of Hampshire Library and Information Service)

Main Points:

The Children's books in the GDC are on the ground floor because a public consultation indicated this was preferable. Used regimented style of shelves in order to fit in the amount of stock the public wanted. There is an ethnic minority collection but it is in a closed room. Are in the process of seeking a new issue system - looking at RFID. Expect to open the new Winchester set up with RFID. Witness wanted to assure people he is passionate about books and reading and libraries, and understands the need to spread the love of books across the community. Thinks it is important that the people coming in to the Library match the demographic of the area. Use of the GDC is up by 49%, and more individuals are borrowing. Want to increase use by those that are not natural library users.

What has the money been spent on? Built new libraries, refurbished some others. The GDC needed a new lift etc to comply with safety standards, which added to the cost. Have the largest and youngest mobile library fleet (19). Have differentiated the mobile service - 2 are huge including internet access and DVDs. Also have small ones for reaching areas the large ones can't. Work with deprived communities, encourage young single mothers to come to baby rhyme time etc. More adult learning offered in the GDC. Provided an extra 250 PCs. Subscribe to lots of e-resources. 300,000 titles are now available electronically, there are not counted in statistics. Hampshire has an excellent schools Library service, it is important to encourage reading in the young. 46% of those involved in the summer reading challenge were boys. A growing number of people are not interested in reading, do their homework on the internet instead of with books. If we don't encourage reading, what will happen to libraries in future?

Witness 4 - Stuart Dorward (Hampshire Business Development Manager)

Main Points:

Explained he is a business manager, not a library professional, though he felt he owed most of his education to the library service and sees it as vital. DCMS with MLA did a study of attitudes of 35-45 year olds to libraries (in 2005). A significant number of non-users indicated they would use the service if it was better adapted to their needs and more attractive. Broadening the Library offer - need to look at needs of users - target. Improving physical offer - to make more attractive. Better marketing - to target particular markets with particular products. When developing the GDC did research with young people. Society is changing and we need to change with the times.

Questions (to both above witnesses):

· Why is the revenue cost per visit £3.28 in Hampshire when it is lower in other Counties?

The ways Counties calculate the budget that this is derived from is different. Some may not include capital costs. Need to check the costs, need to know why ours is so high. If close a library for refurbishment there is less usage, which affects the figures. Remember the grant per population in Haringey from 2000/1 to 2005/6 was £838, the equivalent in Hampshire was just £30.67.

· Is it true that 16 libraries in Hampshire close at lunchtime?

Yes.

· Do we tender for book stock supply?

Hampshire is part of a buying consortium which is regularly tendered.

· Is PC time different for non members and do we have Wi-Fi?

If you are not a member you can have guest access which is more limited than member access. Currently have Wi-Fi in two locations, plan to have it in the Winchester branch.

· How is the Library Service monitoring use of computers (looking out for abuse)?

If users bring in a CD from home to view images on Library computers this is hard to stop without patrolling all the PCs. The Library computers have a strong filtering service to prevent people from viewing things online, however users can be devious and can sometimes find a way around the filter.

· Why Discovery Centre name?

The word `library' has lots of connotations. For some people it is a turn-off. Wanted to make clear its different and make it attractive to non-users. Admits that maybe should have done more to say its still a library to re-assure existing users.

· The number in the population using the library and borrowing books is important. How do you see the future of libraries?

If libraries stay as they are, the future is bleak. Need to change to make libraries more relevant for the future. Avid users may get out a lot of books, but do they read them all? Users may just use the library for its electronic resources.

· Will the new Harry Potter be stocked in Hampshire libraries? And why is there a whole shelf devoted to yellow pages? Is this dumbing down of the service?

Regarding the yellow pages, there was customer demand for it. Have to have a balance between what people want and what should have. Harry Potter gets boys reading and for that reason should be praised. If the new Harry Potter has been reserved in a Library, are making sure will have it on the day it comes out.

Witness 5 - Andrew Stevens (Framework for the Future Manager at the Museums Libraries and Archives Council)

See written evidence

Main Points:

Witness began by commenting that this was an excellent process and that it had been an interesting day. He noted that the problem with authorities is that they often do not strive to improve or look at other authorities to compare themselves. He explained that he used to be head of service at Westminster among other things, and now works for the MLA, who are currently reviewing the public Library standards and developing a new performance framework, which is being designed to fit in better with the rest of local government.

MLA have produced papers e.g. `Better Stock, Better Libraries'. Putting the public first is important. It is important to have things people need (whether books or I.T.), convenient opening times, accessible places, staff who know what they are doing and have good customer care. The service needs to be close to its community - to involve the community in decision making. There is currently a perception of distance between the service and the community. Should be a locally driven service to suit the local community. Libraries are no longer ends in themselves, the end is that people get something from it.

Authorities tend to spend an insupportable amount on the process of buying stock. The MLA is producing a tool at the end of August to help calculate costs - suggest using this. Getting the best deal is important. Local authorities need to look at sharing facilities with other authorities or other organisations. The MLA has led peer reviews of Library services, common issues are how to determine priorities. Need a performance culture from officers and councillors. Need long term strategy and plan for libraries. This then gives you a basis to communicate what you are doing. Leadership and training are also important.

Questions:

· Is Hampshire going in the right direction?

Hampshire is doing many of the right things, but perception is that they are not joined together, not pushed robustly. It is a well funded service, however funding in stock is low, this should be higher. Putting money into buildings takes it away from other areas - need to bear in mind the consequences. With Discovery Centres - bringing services together is a good idea, but within it there are unresolved issues - it needs to be more engaging.

· Do you see other ways of doing Libraries in the UK? (e.g. like the staff-less library in Hong Kong, or library in Cambridgeshire which is run by the local community itself)

A Library needs to reflect its community. If the community is technological, could use a staff-less library. But Hampshire is probably not there yet! However there is an expectation to access information online easily. There is currently a feasibility study being done on ordering books and having them posted to you (like Amazon-type DVD clubs). Good to offer more choices to the consumer.

· Do you for-see putting libraries in other places being more common?

Yes, if responsive to local community. There is a wide variety of library services combined with different things.

· How many libraries should there be per population?

Each community is different. People identify with their local library. Hampshire provides a network, but often people are only interested in their own local situation. Need the community to be involved and understand the issues. I.T can be a bridge between the local community library and the rest of the network.

· General Public Library picture?

The picture is patchy across the national network of libraries. Libraries must find ways to show how providing their service provides a value - to agendas of local and national government. If libraries don't do that, they will become museums.

· Is it a common problem that people may not know a place is a library?

Yes!

· Funding referred to in 5.1 of your paper, how does this work?

Authorities are invited to apply for this funding - with new ideas for connecting to the community.

Witness 6 - John Dolan (Head of Policy at the Museums Libraries and Archives Council)

See written evidence

Main Points:

The Library service is different to many other council services as it is a service of choice. The world is changing rapidly, in terms of demographics, lifestyle, technology etc. Libraries need to provide different services, to become a `destination environment', a place to spend time not just go and get books (see Devine report). Should be a place for reading development as well and book loaning. The role of books extends to encouraging the skill and joy of reading. If you are not reading by the age of 2 or 3 you are less likely to leave school with good qualifications.

Libraries need to react, as a business would to a market, to users needs and expectations. Publishing has doubled in recent years so there is clearly still an interest in books. The Information Service is the other element to the Library Service - providing information and steering people to help them access information. People increasing are aware of their right to know and access information, Libraries can help them find this e.g. reference material online.

Convenient opening times depend on who you are trying to reach. If it is open in the evening instead of the morning, this is useful for people who work, but not good for children and pensioners. A mobile service is important in a rural area. Designated ones for reaching particular communities. Reaching the house bound is important, and will arguably increase with an ageing population. Libraries often look inwards, they need to be more outward looking, look for more partnerships with other services etc. For example in Derwent there is a Library in a `healthy living' centre. In Manchester there is a Library connected to a college for 14-19 year olds. Life long learning is important.

Technology is important to make use of - opportunities to offer services differently and better. The younger generation are more used to interactive technologies. Libraries should be increasingly pro-active. The MLA is looking at the future nature of library staff. Staff should engage with users and with the communities they serve, should be less involved with mundane tasks e.g. issues (should use technology for these).

Questions:

· What about older users?

Older users are also changing. They are usually bright and enthusiastic about technology. Need to create a place to meet the community, need to gear towards older people if aiming at them. Grandparents tend to take grandchildren to the Library. Interested in promoting better relations between young and old. Providing an area all fee comfortable in, preferable in his opinion to sectioning off in different places.

Main Issues raised:

· Books inevitably in decline - bad message, should promote, evidence that increase books increase issues

· Reflecting what people want important

· Spend more on books (6.23% not enough, should be at least 10%)

· Modernise opening hours - don't shut on Wednesday or at lunchtime - regular and reliable

· £3.28 per visit not good value? (nee to clarify significance of figures on this issue)

· Discovery Centre not a unique brand, doesn't say includes a library

· Review shelving arrangement in GDC

· Chairs near shelves for older users

· Save on staff costs by using RFID for book issue and return

· Wi-Fi - technology gives impression of modern service

· Analyse issue figures to understand what users want

· Increasing use in non-natural library users

· Society is changing - need to change with the times

· Service should be close to its community

Witness comments

Marie

 

Thank you for this

 

Just one small change in the last point.  I don't think I said that I would encourage librarians to qualify (I think Diana Edmonds said that- and I don't agree with her)

 

I suggested that the council should call all its staff "librarians" and regard them all as "professional" .  Then I said that jobs should be given to the candidate with the appropriate and best experience and ability, not on the basis of their qualification.  I said the council should end the practice of demarcation between "professional" and "non- professional" staff.  Only a council can make this change- we cannot expect the existing "professionals" to do it.

 

Tim

Thank you Marie. The notes are absolutely fine, with the one caveat that my comment on the general public library picture should say that (if libraries don't show their relevance) they will be dead - I know I said museums, but my ironic emphasis and inverted commas are rather lost on the page!

Andrew

Appendix Six: Notes from Haringey Libraries Visit

Culture and Communities Select Committee

Library and Information Services Review Panel

Site Visit: Haringey Council Library Service

Friday 13 July 2007

Attendance

Councillors: R Ellis, B Gurden, R Kimber, A Rice

Officers: M Combs, M Mannveille

Diana Edmonds, Assistant Director Culture Libraries and Learning, London Borough of Haringey, gave members a presentation entitled `Libraries in Haringey...On The Up And Up' (please see attached slides).

Background to Haringey situation

Diana Edmonds explained that back in 2001 the Audit Commission gave Haringey Library Service `No stars and No hope' and as a result, her private sector company `Instant Library' was brought in to improve the service. Therefore her background is running a private sector company, however she has since sold the company and is now employed by Haringey Council.

When she arrived the service was in a bad way, the buildings gave the impression of being dirty, one of the first things she did was have the windows cleaned! The buildings were poorly maintained, the furniture in them was odds and ends and the impression was of a jumble sale. There was no security - books were not returned and not followed up. There was also a quarter of a million underspend - poor management.

Situation Now

· In 2006-07 visitors increased by 146% (compared to 2001 figures), issues are up by 54% and still rising. Meet 8 out of 10 public library standards, cost per visit is £2.22 (which puts Haringey in the top quartile for value)

· Typically the main users in Haringey are in the 25-34 age group

· Library is run like a business - need to be able to predict customer behaviour

· Trialling making available tracks by local artists for download

· Upstairs - teen library, offering courses on web design, use of Myspace etc

· Working with the science museum and on the creative side - Photoshop courses etc

· Institute of physics - applied for funding for a project to interest children in science

· Make buildings `fit for purpose' for older users

· `are you sitting comfortably' survey, as a result made chairs more suitable for older users and introduced trolleys for carrying books

· CIPFA + Surveys also used to judge users needs

· Changed the focus from inward to outward - the customer is the priority, get to know customers, analyse their behaviour, ask their opinion, put ourselves in their place

· Access - extended opening hours, better telephone access, better website with online catalogue

· Stock - better quality, better discounts, faster processing, better display

In her opinion, there are four components to a Library Service: Stock, Buildings, People and I.T.

Stock

· Monitor customer base and behaviour - adjust what provide accordingly

· Currently researching downloading of music and film to see how the service can fit in with this market (Haringey is the top lender in London of DVDs and audiovisual material)

· book budget just under half a million

· If people request books - they are bought rather than borrowed from elsewhere

· Highgate - shelves full (no space for display) as this was what users requested

· Buy stock directly from manufacturer - cheaper than consortium

Buildings

· In the Coombe Library there has been a big improvement - applied for lottery funding to extend it. Most refurbishments are done internally. Don't have funds for refurbishment - that is now a central function. Before got a £100,000 capital allocation by the council

People

· Haringey has 127 full time equivalent staff.

· All staff European Computer Driving License trained, trained on library systems and customer care. Staff encouraged to qualify as professional librarians, so they have a qualification they can take elsewhere if they want to move on and develop their career.

· Funding - majority spent on staff

· Encouraging people to use their best skills, staff with particular flair in design , IT skills etc

Information Technology

· PCs being upgraded to Vista later in the year

· 65 PCs on ground floor of Wood Green Library - use a booking service to book time on them

· Wi-Fi free of charge in all Libraries

· RFID (Radio Frequency Identification) for self issue (see Marcus Garvey below for details)

· PCs - non library members can use with a `guest' log in, but get less time than members

· Have flat screen TV's on walls showing when a PC will be available

New Ideas

· Apply for other funding available constantly (e.g. connected to well being, if money available, design a project around this theme and apply for grant to run it). Don't get enough money from authority - get money from elsewhere - entrepreneurial approach, e.g. shelves from GlaxoSmithKline - they wanted rid of them, used in the Wood Green Library

· looking at use of mobile phone technology more

· Choose and Book system being piloted - so library users can use the computers in the library to choose and book an appointment at a hospital if they have been referred by their GP

· Consistent opening hours - all 9 libraries open Monday to Friday 9am to 7pm and Saturday 9am to 5pm, 3 also open on Sunday 12noon till 4pm

· (55 in Hampshire, different hours different days, some closed on Wednesdays or for lunch, only two open on Sunday)

· Text messages to tell you your reservation is in the library

· `sound showers' (movement activated sounds when enter a library to provide information)

Wood Green Central Library

· External signage to Library - sign outside tube, flag on pavement, however there are shops at the entrance which is a little confusing

· Different areas/rooms for different ages - children's library, teen library (next to connexions), adult learning centre

· Other features - `business lounge', exhibition room, meeting room

· books available in different languages

Marcus Garvey Library

· (located with a leisure centre)

· Talk by Robert Scoon on the use of RFID

· Entrance to the Library changed to make the self-issue/return options obvious - instead of a whole row of issues desks, just one, opposite the self issues terminal. The desk near the terminal means staff can help people to use it if they have trouble, and if it is not working (a few items do not work) can issue them manually instead

· All books have an electronic tag. Put a pile on the terminal and insert library card, the terminal reads the tags and issues a receipt for all books with due date.

· Returns terminal is straight ahead when enter library. Put books in one at a time, get read by the machine and filed in different places. Get receipt confirming return. If items have been reserved - get filtered out by the system. Also separates children's and adults books for ease of re-shelving.

· System costs £100,000 approximately all told (for issue and return terminal and tagging of stock), it was expected to recoup this money in 1 to 3 years (by savings in staff costs as need less staff manning issue desks). Has been so successful in this library that it has paid for itself earlier than expected (in a year). 70-80% of issues/returns are done by this system in this library.

· Can also use for DVDs though have security box on outside. System set up so won't accept box back without DVD in it!

· Now get the supplier to put the tag in books so they are ready for the shelf when they arrive.

· In the Wood Green Library the system is in place, but not such a clear layout so is less used.

· Christmas gimmick - wrapped books - for people to take out via the self issue system (as can do it without unwrapping) so get a mystery read!

Key Messages from Visit

· Importance of Management of the service

· Areas Hampshire could consider, if not already doing so:

_ Use of RFID (self issue and returns) in larger libraries to free up staff time for other things

_ Consistency of opening hours and Sunday opening

_ Business perspective - use information about issues/usage, react to what customers want, predict what customers will want in future etc

Appendix Seven: Bibliography (excludes written evidence included elsewhere)

Indicative Bibliography: Review of Hampshire's Library and Information Service
Title	Year	Author	Source
A blueprint for excellence: public libraries 2008-2011	01/02/2007	John Dolan	MLA
A Research Study of 14-25 year olds for the Future Development of Public Libraries: Final Report	Jun-06	Define research and insight	MLA/DCMS/Laser Foundation
Better stock: better libraries: transforming library stock procurement	Aug-06	MLA/PWC	MLA/Price Waterhouse Coopers
Building Better Library Services	2002	Audit Commission	Audit Commission
Community Engagement in Public Libraries: a report on current practice and future developments	2006	MLA/CSV	MLA/CSV
Digest of Statistics 2006	2006	LISU	LISU/MLA
Digital Reference Overview	2003	Linda Berube	UKOLN
Economic value of public libraries	2000	Morris, Hawkins and Sumsion	Resource (Council for Museums, Archives and Libraries)
Electronic books in public libraries: a feasibility study for developing usage models	Aug-04	Dearnly, McKnight and Morris	Laser Foundation
English Public Libraries: Research Review and Initial Strategic Recommendations	2004	Andrew Stevens/Joshua Blackburn	MLA
E-serial provision in UK public libraries	Jul-06	Dearnly, Towle, Dungworth, McKnight	Laser Foundation
Evaluation of the Framework for the Future Action Plan 2003-06	01/01/2007	Johnny Kelleher et al	Tavistock Inst/MLA
Focus on the Digital Age	2007	ONS	ONS/Palgrave MacMillan
Follow-up research into YP's perceptions of the GDC 2005	01/07/2005	Sian Butler	R&H
Framework for the Future	10/02/2003	DCMS	DCMS
From University to Village Hall	Jul-05	Libri	Libri
Gosport Discovery Centre: 2005 Survey of Users (main report)	01/01/2005	John Parry	R&H
Gosport Discovery Centre: 2006 Survey of Users	01/02/2007	John Parry	R&H
Gosport Discovery Centre: Findings Residential Postal Consult Surv 2004	01/05/2004	John Parry	R&H
Gosport Discovery Centre: Qualitative Shaping Research Nov 2003	01/11/2003	J Parry/Adelaide Morris	R&H
Gosport Discovery Centre: Residential Postal Consultation	01/02/2007	John Parry	R&H
Government response to the third report of the Culture Media and Sport select committee session 2004-2005: Public Libraries	2006	House of Commons	House of Commons
Hampshire Library Service: Public Library User Survey 2003	01/01/2003	Corporate report	R&H
Learning for Change: Workforce Development Strategy	2004	MLA	MLA
Libraries fear digital lockdown	2006	Ian Young	BBC News
Libraries: The Digital Future	Sep-05	ALCS	ALCS
Libraries Impact Project	Jul-05	Laser Foundation	Laser Foundation
LISU Annual Library Statistics 2006	01/11/2006	Claire Creaser	LISU
Making Assets Work: the Quirk review of community management and ownership of public assets	May-07	DCLG	Department for Communities and Local Government (DCLG)
MLA looks for excellence in the public libraries of England	23/02/2007	Anne Marie Todaro	MLA News
MLA to decide library purpose	22/02/2007	Katherine Rushton	thebookseller.com
Observational research into YP's perceptions/usage of the GDC 2005	01/07/2005	Sian Butler	R&H
On the Road Again: the next e-innovations for public libraries	2006	Linda Berube	UKOLN
Our Libraries: Where has all the cash gone?	Jun-07	Tim Coates	Reader's Digest Grid
Paper for members of library review panel	01/02/2007	Desmond Clarke	Individual stakeholder
Possible Hampshire Library Service Benchmarks 1999-2001	01/01/2003	Corporate report	R&H
Public Libraries in the Knowledge Economy	Jul-06	Naomi Clayton/Mark Hepworth	MLA
Public Libraries Materials Fund and Budget Survey 2006-08	Sep-07	Sonya White	LISU/nielsen
Public Libraries: Efficiency and Stock Supply Chain Review	01/07/2005	Corporate report	PKF (accountants and business advisers)
Public Libraries: The changing face of the public library	2004	Penny Garrod	Ariadne (a web-based magazine for information professionals)
Public Library Service Standards	2004	DCMS	DCMS
Research into young people's attitudes to usage libs and disc centres	01/07/2004	Sian Butler	R&H
Strong foundations mean a sound future for public libraries	08/02/2007	Anne Marie Todaro	MLA News
The Communications Market 2007: Nations and Regions	24/05/2007	OFCOM	OFCOM
The death of the library book?	18/10/2004	Philip Pettifor	Libri
The decline in adult book lending in UK public libraries and its possible causes	17/06/2004	Grindlay and Morris	Journal of Documentation
UK book industry in statistics 2006	2007	The Publishers Association	The Publishers Association
UK broadband coverage will reach 64% in next 2 years	2007	e-consultancy	e-consultancy
Who's in charge?	27/04/2004	Tim Coates	Libri/Laser foundation
Who's in charge? Review	2004	Ciaran Guilfoyle	Culture Wars