Appendix 1   A Fresh Start for  Doncaster LibrariesDoncaster Libraries & Information            Strategy           2011 - ...
1. INTRODUCTION AND OVERVIEWThis Libraries & Information Strategy, 2011 – 2015 sets out a clear vision for Doncaster’sserv...
•   Improve education and skills across the borough to ensure that Doncaster has all the       necessary skills for econom...
In difficult times, it is important to be clear about what the Library and Information service ishere to provide and for w...
We will formalise in 2011 with partners everyone’s contribution to working together. We willdo this by defining the core o...
•   2011 install new Smart SM system allowing detailed feedback from 2012   •   Regular staff feedback given through Perfo...
•   Learn from the Chartered Institute and Library Information Professionals (CILIP)       seeking professional guidance a...
To become a high performing service, Doncaster needs excellent staff. Since 2005, therehas been no qualified Head of Servi...
•    Introduce revised job descriptions and personal specifications that focus on            library skills, a customer se...
based both on statutory requirements and the degree to which the library service contributestowards Doncaster’s local prio...
How we will achieve thisWe will report our proposals on library rationalisation in early 2011 and consult on thesealongsid...
Appendix ASUMMARY OF KEY OUTCOMES FROM DONCASTER LIBRARIESCONSULTATION QUESTIONNAIRE (OCT. 2010)2726 people responded to t...
7. Weekday mornings 9 – 10   8. Weekday evenings 7 – 9   9. Sunday mornings   10. Sunday afternoonsSome 44% of respondents...
Appendix B               DONCASTER’S LIBRARY PLEDGE                           Helping everyone to read              Suppor...
Appendix CANNUAL PLAN & TARGETS2011/12   •   Complete implementation of new library management system.   •   Training – de...
Proportion of households living within a specified distance of a static library – 95% 1mile, 100% within 2 miles •       T...
% of library users 16 and over who view their library services as: very good, good,adequate, poor, very poor (standard 94%...
Appendix DDraft Calendar of Library based Activities6 Author Talks8 Archives Open DaysStorytelling and other activities fo...
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Doncaster Library Strategy

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  1. 1. Appendix 1 A Fresh Start for Doncaster LibrariesDoncaster Libraries & Information Strategy 2011 - 2015 1
  2. 2. 1. INTRODUCTION AND OVERVIEWThis Libraries & Information Strategy, 2011 – 2015 sets out a clear vision for Doncaster’sservice over the next four years. During this time, Doncaster Council must reduce its budgetby around £70 million and some of these savings will have to come from the library service.At the same time, our library service must improve to meet community requirements – highquality spaces, modern services and opening hours that suit busy lifestyles. It must alsohave a technically skilled, reinvigorated Head of Service and workforce who all share thesame agreed vision. Whilst we will not become the top performing English library service inonly four years, we will make specific and measureable improvements during that time tomake residents proud of our library service.Better Libraries, Better Lives – a review and improvement plan for Doncaster commissionedin 2010 spelt out the issues that we face and this strategy is a detailed response to thatdocument. It will ensure that we meet the national minimum library service requirements. Atthe heart of this strategy is a clear statement of what the service is here for – • Helping everyone to read • Supporting children, young people and families • Supporting learning and skills, including digital inclusion • Supporting communities and vulnerable peopleWhat does the service do?Everyone knows that Libraries provide a lending service for books and in recent years haveadded DVD’s and music CDs to this offer, however libraries also provide: • Access to public services and the internet at every library and a growing programme of online training courses such as UK online; • Services for hard to reach communities such as taking books etc to those people who are too infirm to leave their homes, plus books available in large print and spoken word with Braille translation service available on request; • A programme of activities for families, children and young people; • Services to business such as access to the MINT database, affordable printing, copying and fax facilities (also available for individuals) • Access to meeting rooms and community space.What will the service do in future?For the service to improve in the future, it has to clearly link to the plans and aspirations ofthe Council, its partners and the community. Doncaster has low literacy levels with a highrate of unemployment and the lack of educational attainment and skills impacts negativelyon the town and the quality of life of communities. Improving this situation will be a key partof the library service’s contribution to the Mayor’s priorities, specifically: • Improve services for children and young people, to ensure all are protected from abuse and harm, and have the best quality of life outcomes. 2
  3. 3. • Improve education and skills across the borough to ensure that Doncaster has all the necessary skills for economic prosperity and to enable all young people and adults to lead economically active lives • Ensure people in need of adult social care receive a timely and appropriate service • Ensure local people get value for money from Council servicesThe secondary aims for the service from the Mayor’s priorities are • Improve Doncaster’s economy through increasing and diversifying business opportunities and tourism opportunities across the borough • Regenerate Doncaster’s town centres, including the centre of Doncaster itself, with special emphasis on the Markets and Waterdale areas • Reduce crime and end all forms of anti-social behaviourDoncaster Residents SurveyThe service must meet the needs of residents and in October 2010 the Council undertook asurvey which resulted in almost 3000 responses. These came from library users and non-users, from different age groups and diverse sections of the community.People told us that they want later evening and Saturday opening and want to be betterinformed of services on offer. There was demand for a bigger, more varied programme ofactivities primarily aimed at young people, families and the hard to reach communities andalso talks by authors. Respondents wanted fewer, higher quality libraries in better locations,kept in better condition and with better parking.What will be the key changes to the service?Our plan sets out a number of actions that will take place over the coming four years toachieve our ambition to improve the service and the targets we will achieve, shown atAppendix C. We will need to continue to improve the service to achieve our ambition to bethe best in England. The key changes to the service from 2011-2015 will be: • Having fewer libraries in the most appropriate locations with extended opening hours on weekday evenings and Saturdays • New linkages with neighbouring authorities regarding provision • Investing in improving the library buildings, decor and fittings and the provision of a more varied and interesting stock of material, shaped by community consultation • Improving engagement with the public, developing further volunteer opportunities • Increasing the numbers of qualified libraries staff and providing regular training for all staff and for volunteers to improve the standard of service • Developing a varied programme of activities throughout the year attracting new users of the libraries and increasing overall usage through better promotion.2. VISION, STRATEGY, PARTNERSHIPS 3
  4. 4. In difficult times, it is important to be clear about what the Library and Information service ishere to provide and for whom. At the heart of this strategy is a clear statement regardingthis: • Helping everyone to read • Supporting children, young people and families • Supporting learning and skills, including digital inclusion • Supporting communities and vulnerable peopleWhere we are now‘Some excellent partnerships already exist between the library service and other councildepartments, the PCT, the local colleges and other providers’. Better Libraries, Better LivesThe Library and Information service already undertakes a range of partnership activities.What it has not done is to state these publicly, formalise working arrangements with strategicpartners and ensure that this strategic role is recognised and valued. Some of the workincludes:Children young people and families - working with schools, Children’s Centres, providinga successful Summer Reading Challenge, having a successful Schools Library Service,being partners of the Doncaster Book Award, participating in the Count Me In scheme andproviding Family Learning activities.Learning and Skills – providing UK Online, the 6 Book Challenge, Family History researchand 24/7 Online ServicesVulnerable people - Healthy Lives programme with the PCT, providing a valued HomeLibrary Service, providing Aiming High Scheme – delivery sessions for families and childrenwith disabilities, supporting Youth Offending team, the Children in care Letterbox Scheme,Bag books scheme, holding tutored sessions for Excluded children in libraries, providingBraille facilities, vision aided technology and Books on prescription.Businesses – libraries are a key source of information such as the MINT service, BritishStandards On-line, affordable printing, copying and fax materials. The library service is alsoa member of the Doncaster Chamber. Some libraries also host Opportunity Centres, JobMates and Citizens Advice Bureau surgeries.The service is also working with neighbouring authorities examining future delivery ofservices including a review of the Mobile Library service and the future remit of Doncaster’sSchools Library service.There have been draft proposals for a replacement Central Library as part of a future phaseof the new Civic and Cultural Quarter. However given the current financial climate this is nowunlikely to be realised as part of the development.What we will do 4
  5. 5. We will formalise in 2011 with partners everyone’s contribution to working together. We willdo this by defining the core offer to all stakeholders, designing activities that align withlibraries and information core service and having measurable areas of success and impact.How we will achieve thisThe Library service will work with internal and external partners to agree the terms of aConcordat for Children, Young People and Families, Learning Outcomes, Services toVulnerable People and Business Support. We will discuss new service deliveryarrangements with partners, including neighbouring authorities. Key partners include: • Members of the public • Doncaster Council departments including Doncaster Schools, Children’s Centres and Children’s & Young Peoples Service; Youth Offending service; Adults and Communities Directorate; Opportunity Centres; Tourism • Doncaster Together • Health partners • St. Leger Homes of Doncaster • Doncaster Chamber • Local Voluntary and Community Sector3. FOCUSING ON CUSTOMERSA new culture of monitoring, analysis, feedback and recognition will be introduced into theservice. At the heart of this will be the principle focus on customers and their wishes andrequirements.Where we are nowCurrently the service gathers large bodies of data, using antiquated procedures and systemswithout staff clearly understanding why, and what this information can show. This leads toproblems of duplication and makes access to the information complex and inefficient.What we will doWe will gather information that will allow the service to: • Agree and set service wide standards for customer service backed up by training; • Set local performance targets in consultation with those who deliver them, which are realistic and deliverable, clearly linked to the aims of the service; and • Allow staff to take ownership for their own performance and that of their teams, instilling a culture of team working and fostering a ‘can do culture’.How we will achieve thisThe introduction of new technology is already being progressed and this will enable branchstaff to identify local trends and action accordingly to the individual sites needs. 5
  6. 6. • 2011 install new Smart SM system allowing detailed feedback from 2012 • Regular staff feedback given through Performance Development Reviews, team meetings and briefing sessions • Inform our customers of how we are performing in simple and open language • Widespread staff training of the system’s significance in recording accurate data and information • Full rationalisation of reporting systems in useConsult and Communicate with the public and stakeholdersBoth “Better Libraries, Better Lives” and the DCMS review “Empower, Enrich, Inform” stressthe need for libraries in the 21st century to target their services around the needs andexpectations of their customers. In this respect, the broad agenda and ideals of the BigSociety and localism can be seen as key to shaping a library service that fully meets thoseneeds: involving and empowering local people to define the nature of the service theyreceive. Effective communication and meaningful consultation are essential if this process isto be achieved.There has been some quantitative research on Doncaster’s Library service over a number ofyears. A bi-annual survey has more recently been replaced by ongoing Customersatisfaction surveys which are carried out across all sites on a rolling basis. The LibraryService also participates in the regular Doncaster Council consultations such as the recent‘Your Doncaster’, ‘Your say’. Doncaster also participates in the national Active Peoplessurvey which showed declining usage figures.Where we are nowIn October 2010, Doncaster Libraries undertook a consultation of almost 3,000 residents,both library users and non-users. The findings are summarised in Appendix A, the detail ofthe findings from the survey will play an important part in shaping the future of the service.What we will doWe will consult and communicate more frequently with the residents of Doncaster about ourservices and programme of activities. We will participate in local and national reviews toraise the quality of Doncaster Library Service.How we will achieve thisThis will be achieved through consulting residents, communicating more frequently withthem and confirming their experiences of our service. Some of these will be: • Establish Friends of Doncaster Libraries and User groups; • Peer Led Challenge and Mystery Shoppers with neighbouring local authorities; • Continue to participate in the Active People’s Survey; • Introduce Facebook presence for the Library service and explore the possibilities of social and business networks e.g. Business Network International (BNI); • Engage with both the Youth Council and Older People’s Parliament; 6
  7. 7. • Learn from the Chartered Institute and Library Information Professionals (CILIP) seeking professional guidance and national best practice; and • We will repeat the library service survey in 2014.Marketing and Outreach Plan for target audiencesThe 2010 report highlighted concerns about the effectiveness of marketing and outreachactivity and particularly identified that a better targeting of services to vulnerable people wasrequired. The Library and Information service recognises that library use is about choiceand has to be relevant to the needs of the communities they serve.Where we are nowWe have recently produced a series of leaflets that promote specific services across thelibraries e.g. Home Library Service, Schools Library Service. Library activities are alsopromoted through the local press and council website. However, we recognise that ourmarketing and outreach resources are insufficient to have real impact.What we will doWe will develop a clear identifiable brand for Doncaster Library and Information Service inkeeping with our target market and vision. The introduction of E-books and online resourceswill revolutionise how the public will access material and be contacted by the service in thefuture.How we will achieve this • All users who have failed to use the service within the last 6 months will be contacted and asked why, and offered promotions to return. • Explore joint opportunities with partners to promote service areas. • Increase budgets for promotions and activities. • Launch a competition involving Doncaster children asking them to design a logo for Doncaster Libraries and Information Service in conjunction with the Marketing and Communications team to establish a brand for the service. • Introduce a standard staff colour code uniform and new badge. • Library Assistants in charge will be more responsible for engaging with their communities from 2012. • Introduce standidised displays and advertising material across the service. • Develop an activity calendar which supports literacy and inclusion, outlined in draft at Appendix D.4. STAFFING THE SERVICE‘Staff should be helpful, knowledgeable, welcoming and well trained. They should beinvolved in a workforce development programme. Staff in frontline customer service rolesshould be supported by specialist in service planning in promotion, leadership &management, and those areas of service delivery requiring specialist skills and expertise’(CILIP 2009) 7
  8. 8. To become a high performing service, Doncaster needs excellent staff. Since 2005, therehas been no qualified Head of Service and the number of qualified librarians has fallen. Thishas resulted in a lack of direct technically skilled service leadership as well as some keyworking skills being lost.The level of change that is required to deliver widespread service improvements has tobegin with every member of the team understanding the new vision and the role that theirspecific post plays in delivering it. As a service, we need to invest in the workforce through aclear programme of training and development that will invigorate and re-vision the teams.Where we are nowThe Library Service employs a range of skilled and dedicated staff many of whom arecommitted to their communities and customers are champions of reading, learning andinclusion. There are areas of excellent practice, such as the Schools Library service andmany national initiatives are being pursued despite low levels of resources. However, thelast five years has seen rapid changes that have led to many of the workforce losing sight ofessential core library skills. It is vital to the service that all staff develop a love of reading,feel comfortable and at ease whilst engaging with children, young people and families aswell as having a true understanding of the importance of their roles.To drive improvements in the service, there needs to be a better balance of qualified staff inthe team, as well as appointing a leader who can take the service forward.What we will doWe need to ensure that appropriate strategic leadership and expert knowledge is in placeto.champion and drive forward the improvements that are needed We need to ensure thatour front-line staff are enthusiastic, flexible and able to communicate effectively with allsections of the community, instilling a ‘can do culture’. We will achieve this through thefollowing: • Ensure staff at all levels have excellent customer service and enquiry skills; • All staff will be competent and up to date in the use of ICT and have a high level of stock awareness; • Develop the skills of our frontline staff so that they can continue to deliver other partners services as well as the core elements of information, learning and reader development; • Introduce new technology which allows staff to be freed of routine duties and offer a more comprehensive service; • Establish a staff development framework which will map the knowledge, skills and competencies needed in the different roles and which ensures all staff have a good understanding of the strategic issues for libraries; • Ensure that all staff have the expertise and knowledge to work and provide activities aimed at children, young people, families and learners; and • Support and train staff to develop creative skills and flexibility necessary to effectively deliver a continuously improving service.How we will achieve thisTo achieve the changes above, we will: • Recruit a qualified Head of Service supported by suitably skilled managers. 8
  9. 9. • Introduce revised job descriptions and personal specifications that focus on library skills, a customer service ethos and working with children, young people, families and learners. • Have an Assistant in charge at every library to drive service improvements. • Introduce a programme of one-day closures across all sites from April 2011 to allow staff to participate in essential training without the service incurring costly relief cover. All dates will be scheduled well in advance to reduce the impact of any customer disturbance. This will also be supported by the current hours training on Friday where all staff will participate with online training to include UK Online training modules, data protection, equalities and diversity etc. In 2011/12, there will be bi-monthly day closures across all sites to allow staff to receive a significant amount of training, followed by quarterly closures in future years. Over time, staff will be able to spend more of these training days working in their communities to promote the service further. • Detailed procedural toolkits will be established and kept online to be available to staff at all times.5. EFFICIENCIES AND IMPROVEMENTSAs part of the 2010 review, a detailed analysis was made of the Libraries and Informationservice. Even to maintain a cost neutral position, significant changes to the service wereproposed. The recent Comprehensive Spending Review has resulted in a reduction of£70m being needed to Doncaster Council’s budget over the next four years. The Librariesand Information service will have to make significant contributions to assist in meeting thistarget for the council as a whole. However, in spite of this we are confident that bydeveloping a new service offer fro Libraries overall performance can be improved.Where we are nowCurrently Doncaster has too many static libraries, an overprovision of computers, low qualitybuildings, is not meeting stock standards and with opening times not suitable to customers.Services must be delivered in future that meet national and local needs and are designedaround customers. Appendix A highlights key points arising from our recent survey.It must be accepted that any change must be delivered within the constraints of currentresources, which are reducing. In order to bring about an improvement in library services itmust be acknowledged that levels of provision cannot be maintained at current levels acrossthe existing network of libraries. Falling issues and footfall need to be addressed andresources properly targeted to deliver on the agreed priorities, which must include seriousinvestment in the infrastructure to transform our remaining libraries into vibrant, welcoming,community hubs.We are also working with neighbouring authorities on shared service improvements such asreviewing mobile libraries, investigating improvements to stock purchasing and sharing goodservices, such as the School Library service.What we will doRationalise the library sitesThere has to be fewer, physical library buildings. As part of the service offer redesignprocess, all Doncaster libraries have been measured against rigid criteria designed toassess the efficiency, effectiveness and sustainability of the current service. These were 9
  10. 10. based both on statutory requirements and the degree to which the library service contributestowards Doncaster’s local priorities. Community profiles, levels of educational attainment,worklessness and deprivation were also factored into the review.The location of the buildings has been considered in relationship to their relative positioningat the heart of their local community and their proximity to other council facilities. Sincecommunities rarely remain static the influence of external factors, such as new housingdevelopments, urban renewal and regeneration initiatives have been considered.The fitness of current library buildings to deliver a modern 21st century library service wasalso a key factor as a safe, spacious environment bears direct relevance to library usageand national requirements. With this in mind the proximity of possible partners who mightprovide a more adequate, alternative delivery point was also taken into account, as was thefeasibility of delivering mobile services in lieu of static service points. Accessibility issues,such as toilet and car parking facilities, were fully considered and assessed.In respect of Doncaster strategic priorities the effectiveness of current libraries wasmeasured against their ability to deliver against the following criteria: • Improved services for children and young people; • Improved education and skills across the borough; • Value for money; and • Participate positively in the community.Introduce new, extended opening hoursIn response to customer and non-user comments a review has taken place to proposeopening hours which are more appropriate to modern lifestyles. These will be introduced in2011 and thereafter evaluated against user patterns. Our ambition is to tailor these openinghours further in the future to more accurately reflect local demand for the surroundingcommunities of each library.Improve Stock ProvisionThe DCMS modernisation review paper ‘Empower, Enrich, Inform’ (2010) stresses theimportance of ensuring that a modern, effective library service meets the needs of thecommunities it serves. In an age in which technology is developing exponentially, andgenerating a demand for new methods of service delivery, it is even more important that werespond quickly to the needs of our customers and design all of our services around this keyprinciple.This applies, not least, to the stock that we carry in our libraries. Book loans are still themost popular of all library services and it is essential that we continue to supply sufficientnumbers of titles in the quantities that our customers demand. In the past this has oftenbeen problematical due to the methods we have employed to select stock and the lack ofadequate methods of measuring usage and reader satisfaction. The introduction of newtechnology and stock management software will allows us to remedy this, providing an up tothe minute statistical picture of library usage and trends, as well as, crucially, allowing us toidentify those areas in which we are failing to keep pace with public demand – and to correctthe trend.BuildingsThe quality of the library buildings varies enormously. Some are modern and vibrantbuildings but most are “tired”. We will aim to enhance libraries to improve their physicalappearance and condition. 10
  11. 11. How we will achieve thisWe will report our proposals on library rationalisation in early 2011 and consult on thesealongside the investment we propose to make in improving library and information services.We will aim to improve buildings, improving the décor and furniture. In response to thesurvey requests, we will pilot vending facilities at libraries.We will introduce self service points in some libraries from 2011 allowing staff to spend moretime on engagement activity rather than administrative tasks.The introduction of supplier selection will streamline the process of getting books onto thelibrary shelves and into the hands of our customers, employing the specialist knowledge ofour library supplier to develop our book collection in the most cost effective and efficientway. We will also continue to work within the Yorkshire Book Consortium to extend itsmembership and increase its buying power and our ability to provide value for money, indemand stock across all our libraries.In addition, the introduction of downloadable content in the form of eBooks and E-audiobooks, will permit 24/7 access to our stock and broadening its appeal to sections of thecommunity that may not be attracted by traditional library services. Doncaster will introduceeBooks from 2011. To further meet the demand for new methods of service delivery we willalso introduce video and audio downloads, phasing out where necessary DVD and compactdisc collections that can no longer find a meaningful audience amongst our customers.The emphasis will be on providing up to the minute stock that meets customer needs and isdelivered in the formats, and to the time scales, that best express those expectations.Opening hours will be extended into the early evening and Saturday afternoons in responseto the recent survey from April 2011.We will make a Pledge (Appendix B) to customers over the next four years setting out keychanges to the service and the services on offer. 11
  12. 12. Appendix ASUMMARY OF KEY OUTCOMES FROM DONCASTER LIBRARIESCONSULTATION QUESTIONNAIRE (OCT. 2010)2726 people responded to the questionnaire, 953 (35%) male and 1730 (63%) female. 393respondents (14%) considered themselves to have a disability.2421 (89 %) were White British with a further 91 respondents (3%) being White. ForDoncaster as a whole 5% of the population is from an ethnic background, so this survey isreasonably representative of the overall population. This cannot be said for the age profile ofrespondents where only 94 respondents were under 16 and 810 (30%) were over 65 years.Respondents were asked to state which libraries they used, the most popular being Central,Armthorpe, Bentley and Conisbrough. The least used libraries were Bessacarr, Denaby,Edenthorpe, Moorends, Warmsworth and Wheatley. Even lower numbers used the Storybus, Mobile Library and the Home Library services.In response to the question, “How important is it that the Council provide a library service,over 92% stated it was important. Generally, respondents used the library service frequently– 162 daily and 967 at least weekly. Some 329 respondents do not appear to use theservice and a further 415 on a less than monthly frequency.When asking those non-users what would make them use the service, 282 (86%) wantedmore and better facilities e.g. a cafe, 226 (69%) cited opening times to suit them and 185(56%) wanted a better awareness of the services provided.Respondents rated the library stock highly, with only 10% asking for a better range ofnewspapers and magazines. Staff were perceived as helpful and knowledgeable.Respondents were generally positive about services though 301 people thought authorevent/ talks were poor.Respondents had stronger opinions on the parking facilities, where more people thoughtthey were poor than good, the only category where this was the case. 1726 respondentsthought the condition of libraries and 1170 the location of the libraries, were poor.The response to questions on reducing the cost of the libraries service brought aninteresting response. The respondents supported the introduction of self service points,fewer but higher standard libraries and a home delivery service. They did not supportreplacing static libraries with a mobile service, using volunteers to run the service nor co-locating the service with other public services (though this already happens in a number oflocations).In response to the question about preferred opening hours the order of support was 1. Saturday mornings 2. Weekdays 2 – 5 3. Weekdays 10 – 12 4. Weekdays 12 – 2 5. Weekdays 5 – 7 6. Saturday afternoons 12
  13. 13. 7. Weekday mornings 9 – 10 8. Weekday evenings 7 – 9 9. Sunday mornings 10. Sunday afternoonsSome 44% of respondents supported Saturday mornings with only 13% supporting Sundayafternoon opening.KEY PROPOSALS ARISING FROM THE SURVEYNon-users are looking for better facilities – suggest installing some vending facilities ordrinks machines at some libraries as a pilot.More suitable opening times – suggest that libraries should open later in the evening, lateron Saturday afternoons but remain closed on a Sunday.Non-users asked for a better awareness of services provided – suggest using Internetresources, social websites and local news stories. They also stated they downloaded e-books so when this service becomes available in 2011 it should be widely promoted.Linked to this is demand for a bigger, more varied programme of activities.Fewer, higher quality libraries in better locations, kept in better condition and with betterparking are supported.Promotion of the Home Delivery system more widely through public agencies to those whowould benefit from this service e.g. older peopleThe continued co-location of libraries and other public services and the use of volunteers. 13
  14. 14. Appendix B DONCASTER’S LIBRARY PLEDGE Helping everyone to read Supporting children, young people and families Supporting learning and skills, including digital inclusion Supporting communities and vulnerable people1. We will continue to provide investment of £1 per resident in our book stock, with a further 30p on CDs, DVDs and eBooks.2. We will create a Friends of Doncaster Libraries Group and develop other user groups such as for young people and specific communities.3. We will consult the Friends of Doncaster Libraries, user groups and other users of local libraries on at least an annual basis about the service, as well as conducting a wider survey of residents every four years to ask their opinion.4. We will resource a programme of activities for young people and seek to engage them in developing a library offer to meet their requirements.5. We will continue our business and learning programme activities and formalise these in agreements with partners.6. We will provide a larger programme of family and community activities, including author visits.7. We will continue to provide services and develop a programme of outreach activities for vulnerable people.8. We will raise awareness of our services, through increased promotion.9. We will continue to provide spaces for the local community to meet.10. We will introduce additional and improved services such as eBooks, self-service points, refreshment facilities and refurbish our libraries. 14
  15. 15. Appendix CANNUAL PLAN & TARGETS2011/12 • Complete implementation of new library management system. • Training – develop a comprehensive electronic procedure toolkit and libraries F.A.Q’s • Introduce e-books • New programme of activities • Invest in the remaining libraries • Introduce self service • Central children’s library investment • Install drinks facilities • Explore app application with LMS • Establish friends of groups2012/13 • Develop an Olympic themed reading and learning programme with partners • Ongoing training • Install drinks facilities • Further investment in online facilities/materials • Implement further self-service2013/14 • Ongoing training • Establish Central library development team2014/15 • Repeat library surveyTARGETS FOR THE SERVICEActive BorrowersAn active borrower is defined as someone who has borrowed at least one item from thelibrary during the past year. The current standard for active borrowers is 19%. Figures for2009/10 show Doncaster Libraries active borrower figure at 16%, (40,037) well belowstandard. In 2011/12 we will increase this figure to 17% and thereafter by 1% per annum.Cost per head of populationThe cost per head of population for Doncaster in 2009/10 was £19.70. This is higher thanaverage and possibly due to the high number of libraries. We aim to reduce this figurethrough rationalisation of sites, introduction of new technology, shared facilities andprocurement efficiencies. Our aim is to reduce this figure to £12.30 in 2014/15. 15
  16. 16. Proportion of households living within a specified distance of a static library – 95% 1mile, 100% within 2 miles • This standard cannot be achieved cost effectively throughout Doncaster due to geographical size and population spread. However the introduction of customer focused opening hours across all sites will allow greater access to static facilities. Further investment in 24/7 virtual information will give customers the benefit to access wider facilities from their own homes.Aggregate scheduled opening hours per 1,000 population for all sites (standard 128hours) • Currently exceed this standard – 186.32 • Provision through extended opening hours and mobile provision will be 133 hours.Total number of electronic workstations with access to the internet and the librariescatalogue available to users per 10,000 population (standard 6) • Currently exceed this standard – 12 • New provision will still exceed this standard - 8.5 work stations.% of requests for books met within 7 days (standard 50%) • Currently meet the standard. • We will continue to meet the standard by working to best value methods of procurement, stock rotation and maintenance. We will inform customers that their items have arrived in a timelier manner by using email, sms and telephone.% of requests for books met within 15 days (standard 70%) • Currently meet the standard. • We will continue to meet the standard by working to best value methods of procurement, stock rotation and maintenance. We will inform customers that their items have arrived in a timelier manner by using email, sms and telephone.% of requests for books met within 30 days (standard 85%) • Currently meet the standard. • We will continue to meet the standard by working to best value methods of procurement, stock rotation and maintenance. We will inform customers that their items have arrived in a timelier manner by using email, sms and telephone.Number of library visits per 1,000 population (standard 6,000) • Recent figures show that we achieved 5,548 • We will aim to achieve this figure during the period of this strategy. To enable us more accurately record visitors we will introduce electronic counting systems. Libraries will be set individual usage targets, alongside this wider promotion of the whole service will be undertaken across the borough. 16
  17. 17. % of library users 16 and over who view their library services as: very good, good,adequate, poor, very poor (standard 94% good or very good) • Recent figures show that we achieved 94.8% • We intend to increase this satisfaction figure through modernising and updating our facilities, creating a comfortable and welcoming space, offering increased opening hours which will include late night and Saturday provision. Offer a wider range of stock and digital materials and greater 24/7 provision. An increased programme of events that will support both informal learning and leisure will be introduced and constant feedback will be sought through regular surveys and user groups. Staff training will take place that will add to the customer’s satisfaction levels.% of library users under 16 who view their library services as: very good, good,adequate, poor, very poor (standard 77% good) • Recent figures show that we achieved 85.5% • We intend to increase this satisfaction figure through the methods outlined above. Also a wider range of stock and digital materials and an increased programme of events that will support study and leisure. Constant input of views and decisions will be made through ongoing involvement with youth organisations and schools.Annual items added though purchase per 1,000 population (standard 216 per 1,000) • Recent figures show that we fail to achieve this figure, reaching 196 per 1,000 • Current population figures 286,866 indicate that we would have to purchase 61,963 items per year. We will try to achieve this figure through a more cost efficient procurement and payment model and by participating in national consortia’s to achieve cheaper prices.Time taken to replenish the lending stock on open access or available on loan(standard 6.7 years) • Recent figures show that it currently takes 7.9 years • Our new standard will be 6.6 years by 2012. This figure may be improved further by streamlining back room operations, reducing staff costs, introducing cost efficient procurement and payment methods and participating in national consortias to achieve cheaper prices. 17
  18. 18. Appendix DDraft Calendar of Library based Activities6 Author Talks8 Archives Open DaysStorytelling and other activities for children with learning & physical disabilitiesAdult Learners activities in conjunction with other learning providersSummer Reading Challenge activities for children and young peopleDevelop more activities for vulnerable groups with other providersAn annual Heritage FestivalStudy Support ActivitiesUK Online Learning ProvisionRhyme Time and other pre school activitiesBook Clubs for different groupsVarious services launches e.g. E-Books, Downloads, On-line resourcesEstablish and develop Friends of Doncaster LibrariesDevelop four Concordats with partners for services relating to Vulnerable People; Children,Young People and Families; Learning and Business 18

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