Lean! innovation in North Yorkshire community libraries
Upcoming SlideShare
Loading in...5

Lean! innovation in North Yorkshire community libraries






Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Lean! innovation in North Yorkshire community libraries Lean! innovation in North Yorkshire community libraries Presentation Transcript

    • Lean! Libraries As Customer Value Catalyst Innovation in North Yorkshire’s Community Libraries 21 November 2013 Julie Blaisdale Assistant Director – Library, Customer and Community Services 1
    • Proposals       Transformational savings of over £2m between 2010 and 2015 10 mobiles finished at end of September 2011, replaced by one “Supermobile” 4 different categories of libraries Community involvement in all libraries 10 libraries in “category 3” to be community run or face closure by March 2012 Reduced staffing in every library, with challenge to retain/improve these 2
    • Context   Libraries consultation: over 6,297 written responses 2,000 people attended 20+ public meetings 3
    • Challenges       Campaigning communities Highly charged political media campaign Working with differing expectations/exploring alternatives to closure Exploring the art of the possible with several fledgling groups at the same time Negotiating with other parts of NYCC on behalf of groups Short timescales 4
    • How Did We Do It?      Clear about “vision” Entered into negotiations quickly Supported by Parish Councils, Town Councils and local community partnerships, including voluntary sector Continuous change programme, including inviting bids for the use of the space making it more flexible/accessible for wider use Challenging/demanding in negotiations within wider Council including: - invest to save initiatives/upgrades, including “Supermobile”, WiFi, Self Service, etc 5
    • Internal Partnerships      “Dragons Den” – legal, landlords, ICT, insurance, risk finance, contracting, cleaning and voluntary sector expertise Learning (apprenticeships) Youth (Rewind) Adults (Extra Care) Passenger Transport (bus passes, etc) 6
    • External Partnerships Delivering with/on behalf of:  District Councils  National Parks  Tourist Information  Community offices/outlets 7
    • How Did Communities Do It?     Local consultation Parish Council support, including Parish precept Recruiting volunteers Becoming limited companies or charities 8
    • What Have We Achieved?      Recognition via external LGA peer review process as successful community leaders Using library as a catalyst/building on traditional “library services” Circa 50,000 voluntary hours into the service per annum Libraries Change Lives award for “Rewind” Leverage of further £100k from Arts Council 9
    • What Have Communities Achieved?      Increased opening hours Steady rise in business levels each month Children’s book issues increasing Increase in active borrowers and new members Increase in visits 10
    • Lessons Learned         Move from building based to asset based Understanding that furthering community interests furthers interest of service Challenge to current policies and thinking New ways of working and solution-finding across organisation Showing service in the lead both internally and externally Change in role for staff, ie what is their role/ professional expertise required? Maintaining excitement/passion for service Going forward into 2015 - 2020 11
    • Future Challenges 2015 & beyond     North Yorkshire 2020 looking for innovative ways to provide service with a further £80m less from 2015 onwards Libraries seen as innovators/leading the way: Council now adopting community-based approaches “Sweating the asset”, capitalising on existing/ new partnerships to deliver community capacity Role of professional/paid staff to develop role of the service in delivering the above 12