Hampshire County Council

Executive Member - Recreation and Heritage Item 9

19 February 2003

Libraries and Information Report

Report of the Director of Recreation and Heritage

Contact: Sarah Stone Ext: 6105

1. Summary

The following decision is sought:

That the Libraries and Information Report be approved.

2. Reasons for the Recommendation

The re-organisation is part of the progress being made to ensure the service is able to grow and develop the services it provides. It builds on the existing quality, and aims to harness the abilities, commitment and enthusiasm of the staff in a more effective way.

3. Other options considered and rejected

None

4. Conflicts of interest declared by the decision maker, or a member or officer consulted

None

5. Dispensation granted by the Standards Committee

Not applicable

6. Reasons for matter being dealt with, if urgent

None

Approved by: (Signature) Date: (of decision)

Councillor J. Waddington

................................. .........................

Libraries & Information

A joint report of the Director of Recreation & Heritage and the County Personnel & Training Officer

February 2003

1 Introduction

1.1. This report outlines the proposed changes to the organisation of the Library and Information Service.

1.2. It has been prepared following extensive consultation with the staff of the service and follows the Best Value report of 2001. This report concluded that the service was good but unlikely to improve. The Audit Commission Inspectors stated "We believe that there is senior corporate recognition that change and innovation is required to significantly improve and modernise the library service and enable it to move from being a good, traditional service to becoming an innovative and forward looking service"

1.3. The subsequent Comprehensive Performance Assessment recognised the work being done to modernise the service

1.4. This re-organisation is part of the progress being made to ensure the service is able to grow and develop the services it provides. It builds on the existing quality and aims to harness the abilities, commitment and enthusiasm of the staff in a more effective way.

2 Executive Summary

2.1. The reorganised structure outlined in this report is based on providing a customer focussed locally based management of the library buildings and mobiles; and teams of professional librarians freed from day-to-day administration; and a strong strategic management for the service.

2.2. To achieve this a more flexible structure has been adopted. The present arrangement of 4 geographically based Divisions is replaced with 20 service units, each managed locally by a Library Manager.

2.3. The focus of the librarian's role will be to develop the service in partnership with local people. The importance of delivering quality on-site specialist advice and guidance to customers is recognised.

2.4. To facilitate liaison at district council level, and encourage active participation in local partnership working, librarians will be organised into 8 teams, broadly coterminous with current district boundaries. These teams will support two or three service units.

2.5. The service will be strategically managed by the Head of Libraries and Information Services, supported by a Head of Operations, a Head of County Services, a Head of Strategy and Performance and an ICT Manager.

2.6. Specialist support, including central stock purchase and management will form part of the new County Services Division.

3 Vision

3.1. A new Vision Statement was launched in December 2002 which outlines the aims and objectives of the service.

We will build a service which:

_ is welcoming to all

_ builds on Discovery Centre principles

_ has a clear customer and quality focus

_ operates buildings which are bright, vibrant and attractive

_ provides services in ways and at times which customers find convenient

We will train and develop our staff and organise them into:

_ operations teams

_ service development teams

_ county services

Our service delivery will be socially inclusive and focus on:

_ children, young people and families

_ those most in need

_ reader development

_ local studies

_ lifelong learning

_ access to information

_ responsiveness

4 Strategic Management of the Service

4.1. The strategic management of the service will be led by the Head of Libraries and Information, supported by the Head of Operations, the Head of County Services, the Head of Strategy and Performance and the ICT Manager. These 5 posts will form the service management board.

4.2. In addition, a service management team, meeting regularly but less frequently, will consist of the senior posts reporting to the board.

5 Service Development and the role of the Librarian

5.1. A key feature of the reorganisation of the service will be the split between operations (running the library) and service development (providing professional direction and innovation)

5.2. In order to maximise the amount of professional time provided to service users, the administrative tasks of running a library will no longer form part of the duties of a librarian. Librarians will work in teams in eight areas which will link closely with local councils and will enable better links to be established with local communities.

5.3. Each team will be led by a Service Development Team Leader, who will have responsibility for co-ordinating professional services in their area and be the focal point for the service in each district. They will also have a key responsibility for determining the nature and level of professional services provided in libraries in negotiation with Library Managers.

5.4. Librarians in teams will not be branch based although they will have a `home' branch where a desk and `phone are provided. Their role will be to work in any of the branches covered by the team, offering on-site services, as well as undertaking outreach work to develop partnerships in the community.

5.5. Each team will contain a number of professionals with different subject specialisms:

_ equal access (formerly community services)

_ children and young people

_ reader development and stock

_ reference, information and local studies

Professional direction and leadership at subject level will be provided by specialists within the County Services section.

5.6. The Service Development Team Leaders will be managed by one of two Customer Services Managers and will be part of a countywide team which will develop initiatives, share good practice and foster excellence. The Customer Services Managers will report to the Head of Operations and will ensure the efficient and effective operation of services throughout the county.

6 Customer Services & the role of operations staff

6.1. To facilitate a more responsive service to the public at local level, branch and mobile libraries will be grouped into eighteen operational units consisting of one or more branch or mobile libraries in each unit.

6.2. Each unit will be managed by a Library Manager who will have responsibility for ensuring high levels of customer service. They will be responsible for all operational staff and buildings and the budgets to support them.

6.3. Local empowerment is a key feature of the reorganisation and Library Managers will be responsible for budgets to improve facilities. They will also have a role in achieving income generation within their units. Library Managers will negotiate with Service Development Team Leaders to ensure appropriate levels of professional service are provided within the units.

6.4. Library Managers will report to one of two Customer Services Managers and will form part of a countywide group which will develop service improvements, share good practice and foster excellence.

7 County & Specialist Services

7.1. A new grouping of Specialist Services under the heading of County Services is being created consisting of:

_ Children, Young People and Schools

_ Stock

_ Information and lifelong learning

_ Equal Access (outreach and social inclusion)

7.2. Each manager of a specialist area will be responsible for providing professional leadership in their subject for the whole service and for managing staff in their section.

7.3. They will also liaise with Service Development Team Leaders and give a professional lead to specialist librarians within the teams, to ensure initiatives and opportunities are incorporated into service plans.

7.4. Specialist managers will report to the Head of County Services and will form a team to work on cross-specialist initiatives, share good practice and foster excellence.

8 Strategy and Performance

8.1. A new team under the heading of Strategy and Performance is being created covering the following areas:

_ Projects

_ Standards and Quality

_ Policy

_ Mobile Libraries and county-wide contracts

8.2. A number of key posts have been included to support staff training, marketing and income generation, quality management and support for mobile library services and the van delivery service.

9 ICT Management

9.1. The new role of ICT Manager will carry the responsibility for this aspect for the whole of the Recreation & Heritage Department. As the major service and with a significant use of ICT through internet services, the People's Network and the Galaxy library management system, Libraries & Information is the most appropriate location for this post.

9.2. The ICT Manager will co-ordinate the work of ICT staff throughout the Recreation & Heritage department.

10 Financial Implications

10.1. The costs of these changes, based on salary mid-points and including on-costs are included at Appendix B

10.2. The cost of the new structure is marginally lower than the old one. The opportunity has been taken of making the structure more cost effective and funding some key posts which will facilitate the changes and more innovative approach required for a modern library service.

10.3. The structure is being implemented through natural wastage. Costly early retirements will be avoided except where necessary to achieve the required organisational change

11 Implementing the Change

11.1. Although the changes to the structure of the service are significant and wide ranging, the existing posts of Library Supervisor and Assistant Supervisor and Library (& Information) Assistants will remain. Therefore staff in these roles will be automatically slotted into the new structure on the same basis as their present roles.

11.2. It is proposed to address some of the inequalities which have developed over time in the staffing levels at branch libraries. However, this will be done gradually as staff leave, or by local negotiation between library managers and the individuals concerned.

11.3. Some minor changes to grades will be effected, including a realignment of the salary of Library Auxiliaries to a standard Scale 1.

11.4. It is proposed to achieve the rest of the revised structure by a combination of ring-fenced but competitive recruitment to new posts (Heads of County Services, Operations and Strategy & Performance; Customer Services Managers; Service Development Teams; Library Managers; and some of the County-wide but new roles).

11.5. Any staff not appointed to posts in the new structure will be held as supernumeraries. As appropriate vacancies arise they will be expected to apply for these roles. They be treated as redeployees and will get support, mentoring and, where required, training for new skills. This approach will have the great benefit of giving additional support to the new structure in the early stages.

11.6. There will be limited opportunity for early retirement. As this is expensive, it will be the exception rather than the rule and the basis of discussion with individuals who may be supernumerary after implementing the new structure.

11.7. To further support the service through these changes, it is proposed to have the role of Change Facilitator on a fixed term basis, supporting the Head of Operations.

11.8. The removal of the divisional structure will result in the loss of not only divisional management posts but also a number of divisional administrative posts. Each Service Development Team has a Team Assistant role and these will be ring-fenced for Divisional Admin staff. Some administrative staff may wish to work as Library Assistants and can be absorbed into service units on this basis.

Appendices

Appendix A - Outline Role Profiles for key posts

_ Head of Operations

_ Head of County Services

_ Head of Strategy

_ Library Manager

_ Service Development Team Member

Appendix B - Costs

Appendix C - Organisational Chart

Role Profile - Head of Operations

Role Profile - Head of County Services

Role Profile - Head of Strategy

Role Profile - Library Manager

Role Profile - Service Development Team Member

Appendix B - Costs