Service Plan 2005-2008

 

The key aims for the Library Service also reflect the three major themes in Framework for the Future.

The Library service is seen a key part of Corporate service development through active participation in the Customer Access to Service programme developing one stop access to services. In addition the Library service is an active partner in many other corporate initiatives including the Brierley Hill Regeneration Partnership, e-Dudley, Dudley Learning Partnership, Cultural Strategy Group and the three Sure Start partnerships in the borough.

The Library Service is fully established as part of the Directorate of Education and Lifelong Learning with the vision ‘opening the door to leisure and learning’. This vision is underpinned by seven key aims for the service, the first of which ‘making library services in Dudley accessible to all and responsive to local needs’ forms the foundation of all our activity.

Libraries are seen as key players in achieving the Council’s targets for the e-enablement of services. The provision of free access to the Internet via People’s Network computers in all 18 libraries has been underpinned by corporate funding.

Dudley Library Service has a committed and experienced workforce and, along with many library services the pace of change presents considerable challenges. A clarity and unity of purpose has enabled us to meet and overcome many of these challenges.

Dudley Council is committed to the Library Service, however it is also committed to delivering value for money services as a consequence, allocation of budgets to a range of competing priorities is challenging.

 

Books
• Dudley Library Service is committed to further improving the book stock with the additional book fund received in this financial year.
• Increased use of stock rotation and targeted purchasing has led to smaller libraries maintaining their issues.

Reading
• The Dudley Libraries Reader Development Policy covers provision for adults and children and includes the statement that ‘Dudley Libraries see reader development as a core activity to which all staff are committed’. This is achieved by participation in national reading initiatives e.g. Reading Rollercoaster, Orange Prize; and the development of local initiatives e.g. ‘Book of the Month’ collections circulated to all libraries.
• Current reader development activity includes four adult, two teenage and two Chatterbooks reading groups.
• Stourbridge Library is a designated Poetry Place under the scheme operated by the Poetry Society.

Learning
• The Dudley Priory Health Care Trust works closely with the libraries to provide Book Start packs to babies. This will be built on with the new funding regime.
• learndirect centres have been established in the four town libraries supported by specialist staff.
• All users of the public access computers have to access to the Internet, Microsoft packages for creating documents and a wide range of CD ROM’s using IRIS technology.
• Homework clubs operate in five libraries using the computers as well as targeted book stock bought to support them.
• Participate in national learning initiatives such as Adult Learners Week in partnership with the Family Learning Co-ordinator.
• Programme of learning events including Silver Surfers and local history talks.
• Provision of the Schools Library Service.
• Co-operation with the other three Black Country Authorities in reading and learning initiatives as Black Country Libraries in Partnership (BCLiP).
• Creation, with BCLiP,of BITS for All (Basic ICT Skills for All) packages which are ICT training packages, in the main community languages (English, Punjabi, Hindi and Urdu) for use in all libraries.

Constraints
• Low level of materials fund.
• Sustainability of funding for projects.
• Reliance on short term funding e.g. ‘Caring with books’.
• Pressures on staff time.

Challenges
• Changes to the funding regime for learndirect.
• Competition in the area of adult learning.
• Implementation of the LPSA target ‘to improve ICT skills for people in disadvantaged areas through the use of informal learning opportunities in libraries.’
• Implementing changes to long running stock selection methods.
• Increased diversity of the population impacting on the type and range of services provided.
• Delivering services to new audiences and partners without alienating existing customers.
• Raising educational standards and improving literacy by:
o encouraging local children to maintain their reading habits through running reading schemes in the Summer– both the national reading scheme for primary age children and a local one for secondary age children,
o running homework clubs and reading groups,
o providing materials, both physically and electronically, to support children doing homework,
o linking with the Sure Start and Book Start schemes to develop reading, and library skills in preschool children,
o working with Dudley Grid for Learning to increase access to the grid outside of school hours.

 

Strengths
• Free access to the Internet and other People’s Network facilities.
• ICT specialist staff and well trained library staff to support computer use.
• Access to the Internet is filtered using Websense software managed corporately and an Acceptable Use Policy is in place.
• Introduction of the PHAROS booking management system enables improved monitoring of use and enabling varying levels of access to sessions according to need including self service booking of PC sessions.
• Links with the Dudley Grid for Learning (DGfL), a pathfinder PFI project rolled out to all schools in the Borough.
• Dudley Libraries Online – www.dudley.gov.uk/libraries
o Library services available electronically via OPAC terminals and the web site include access to the catalogue, borrower information, book reviews, opening hours and locations of libraries, news items, events listings, promotions, ask a librarian, information on how to join.
o Interactive use is available for renewing items on loan and booking sessions on the Peoples Network PC’s using the web site.
o Links to BCLiP website to include a standard list of recommended websites.
• People’s Network PCs have networked access via thin client technology to CD ROM based materials, for example Driving Theory Test, Encarta, Dictionary of National Biography using IRIS technology.
• E-government
o Libraries are positioned as key access points to local and national government services supported by corporate funding of £50,000 to sustain the People’s Network.
o Development of wireless networking in some libraries supports increased accessibility to e-services and improved working practices for peripatetic members of council staff.
o Project with DGfL to enable all children to access their user areas in libraries at any time using their own personal Palm Pocket PC.

Constraints
• Difficulties in controlling access to unsuitable sites by children and other library members despite putting controls in place.
• Funding for full sustainability and development.

Challenges
• Linking the library service effectively with the Black Country Knowledge Society Smart Card Pilot.
• Maintaining and expanding the use of the Peoples Network Computers.
• Continuing staff development and training now the New Opportunities Fund has ceased.
• Resources to improve and develop accessibility of the web site.

 

Strengths
• Network of 18 libraries within the community and Town Centres.
• Library facilities in 5 libraries used by the community out of normal opening hours.
• Public consultation is achieved by carrying out regular CIPFA surveys.
• Specialist staff in place to develop services to ethnic minority and socially excluded members of the community.
• Joining the library made easier. Only one proof of identity needed for full membership. Light membership available with no proof of identity allows limited use with opportunity to transfer to full membership on production of letter sent to the address by the library service.
• Children under 14 are not charged for any services and adults over 60 have half price fines.
• Library service is part of the Council’s Options+ scheme, which entitles people receiving benefits and on low incomes to access library services at half price.
• Partnership in an extended school opportunity to move Amblecote Library to the Brook School site.
• All libraries offer a Community Information service, which provides free leaflet information on subjects ranging from health and benefits to leisure and tourism in the Borough.

Constraints
• Lack of Community Profiles for each library.
• Low staffing levels inhibit the ability to fully develop partnerships.
• Some staff reluctant to take on the challenge of making libraries more inclusive.

Challenges
• Linking effectively with the Council’s Regeneration Strategy for Town Centres.
• Linking positively with the Council’s Customer Access to Services initiative.
• Linking with the Extended Schools agenda
• Working with the Early Years Team on the development of Children’s Centres

 

Strengths
• Staff are consulted and informed through annual road shows and regular staff meetings.
• Lowering staff age profile, due to improved staff appointment processes, is moving the service closer to a reflection of the community it serves.
• Skilled staff committed to providing an excellent service to customers and responding to new challenges.
• Libraries play an active role in the development of the Directorate- for example performance management through the Directorate Policy Team, Directorate Development Group, Equal Opportunities through the Directorate Equal Opportunities Group and the Accommodation Review Group.
• Libraries play an active role in the development of Corporate and regional initiatives – for example Lifelong Learning through the Dudley Learning Partnership and Black Country Knowledge Society.
• Service developments are managed through four service teams, which report to the Strategic Management Group, via the Departmental Management Team.
• The Housebound Service review has been implemented including the restructure of the service and the appointment of a Community Services Librarian. This will improve capacity for developing services to disadvantaged communities.
• Partnership funding from the Community Education Division of the Directorate of Education and Lifelong Learning to enable employment of Ethnic Services Librarian.
• Accessed funding from Kates Hill & Sledmere and Lye, Rufford & Wollescote Sure Starts to fund two 18.5 hour posts.
• Partnerships

o Book Start – with the Priory Health Care Trust
o Sure Start – with the Education Department Early Years Team and managers of the individual projects
o Dudley Grid for Learning – NoF funded project for schools and ICT in Dudley
o learndirect - centres in the four town libraries
o The library in Brierley Hill could potentially be part of a new development as a result of taking part in the Brierley Hill Development Plan
o The library service is a member of the Inter Departmental Arts Team which will co-ordinate work in this area across the borough
o Dudley are one of the four Black Country Library Services who have formed Black Country Libraries in Partnership (BCLiP)
o The Assistant Head of Libraries: North attends the Borough wide Learning Partnership to co-ordinate learning activities
o The service has strong links with the Museums, Libraries and Archives Council – West Midlands
o Society of Chief Librarians
o Black Country Knowledge Society
o Training and Development Group
o SPICE – Specialist Provision in Community Languages and English
o Black Country Tourism Strategy Group.

Constraints
• Some staff still feel threatened by the change process and changing culture.
• Lack of resources to develop appropriate staffing structure.
• Reduced resources to fund training and release staff due to NoF funding ceasing.

Challenges
• Moving to a performance related culture.
• Moving from a safe rule-bound culture to an empowering and risk-taking culture.
• Keeping staff enthusiasm when there is a lot of change.
• Capacity of the current Central Services structure to deliver changing priorities.

 

Spaces
• New libraries at Sedgley and Coseley.
• Modernised/ refurbished facilities at Halesowen, Dudley, Lye and Netherton.
• Libraries used as community spaces by agencies such as Health, Housing, Police, Community Education and Dudley College.
• All but one library Disability Discrimination Act (DDA) compliant.
• Using partnerships to achieve improvements in building stock delivered by representation on, for example Brierley Hill Regeneration Partnership and the Directorate Accommodation Review Group.
• £150,000 in this years budget to tackle health and safety, access and inclusion issues.
• Plans well advanced to relocate Amblecote Library at Brook Primary School to support developments on the extended school agenda.

Stock
• Breadth, depth and diversity of core stock.
• Rotating stock ensures stock refreshed regularly, especially in smaller libraries.
• Targeted purchase to refresh key stock areas including Basic Skills, material for ethnic communities and textbooks.
• Improved practices in stock management including the Stock Quality Health Check, Stock Profiles and review of the book selection process.
• Sustained the funding improvements first achieved in 2002-2003.
• Free reservations for all items in stock.
• Working in partnership regionally and sub regionally to improve the range of stock available for example the provision of reading group stock in conjunction with the three other Black Country Library authorities.

Staffing
• Dudley Library Service shows its commitment to professionalism by maintaining specialist posts including four Children’s librarians; four Lending Librarians; three Reference Librarians; ICT learning co-ordinators; Ethnic Services and Community Services Librarians.
• All staff have an annual review of their training and development needs against their roles and responsibilities and service priorities as part of Dudley Council’s annual Performance, Review and Development (PRD) scheme. Followed up by review meetings every 6 – 13 weeks.
• Annual Training Plan created from the needs identified in the PRD process.
• The ECDL training programme for all staff is recognised across the Council as an example of best practice.
• Induction framework for new staff which will include training programmes. These will also be available to existing staff as part of a refresher training package.
• A career structure has been implemented available for all staff supported by the commitment to send staff on appropriate training courses to achieve qualifications in management and library skills.
• Staff with excellent book knowledge.
• Loyal experienced workforce who achieve high user satisfaction rates.
• Service improvements have been achieved as a result of the elimination of lone working at all libraries for example reading groups and story times.

ICT
• People’s Network – 156 public access PC’s across 18 libraries.
• Fully integrated Library Management System including recently implemented Management Information module.
• Specialist ICT staff.
• All sites fully networked with a minimum provision of 2 Mb with seven libraries also part of the authority wide wireless network.
• Assistive technology accessible from all public access PC’s including JAWS, Zoomtext, keyboards and mice.
• Online and self service PC booking facility in place.
• 20% increase in the number of staff PC’s.
• Implemented ‘Shelf check’ reservation facility, which has further improved reservation supply times.
• By December 2004 we will have completed ECDL training for all staff.
Constraints

Spaces
• No funds identified for replacement of ageing building stock - 35% of buildings are over 50 years old with three over 100 years old.
• No control over repairs and maintenance budget.
• Lack of corporate resources to support building projects.
• Long term leases on some buildings.
• Demographic change has resulted in some libraries now being in the wrong place.
• Woodside Library not DDA compliant.
• Some library buildings have limited development and marketing potential because of listed building status.

Stock
• Need to fully resource four town libraries to match user expectation.
• Materials fund insufficient to result in compliance with Public Library Standard 17.
• Stock Quality has been adversely effected by under funding in previous years.
• Some libraries overstocked.

Staffing
• The change agenda and the reluctance of a limited number of staff to abandon traditional working practices.
• Some ‘pressure points’ in terms of staffing numbers prevent service developments being readily undertaken.
• Skill shortages in some staff including diversity, partnership working, bid preparation, resource management, performance management and staff management.
• Limited opportunities for staff to develop appropriate skills.
• Limited capacity to maximise developmental opportunities meeting LPSA targets and Book Start delivery.

ICT
• Limited opportunity to increase numbers of public access PC’s due to space constraints.
• Inflexibility of Corporate ICT ethos.
• Support costs rising by approximately 30% year on year.

 

Spaces
• Resourcing the continued library refurbishment programme.
• Develop a strategic approach to the replacement of old and inappropriate buildings.
• Develop links with other service providers to look at innovative ways of replacing building stock
• Woodside Library to be brought up to basic DDA standards.
• Improving accessibility within library buildings.

Stock
• Secure a further £155,000 increase in the Materials Fund.
• Deploy resources to make up for the poor stock quality as a result of under funding from previous years.
• Put in place systems and capacity to improve stock management.
• Introduce new stock selection procedures.
• Reverse the trend in falling book issues.
• Maximise value for money in stock acquisition.

Staffing
• Improve staff skills in key areas such as diversity, partnership working, bid preparation, resource management, performance management and staff management.
• Manage the change agenda to maximise the advantages of new services for example the People’s Network.
• Secure resources for additional staff to relieve pressure points and readily facilitate service development.
• Adopt innovative and creative approaches to improving staffing capacity including reviewing methods of service provision, secondment opportunities, use of agency staff and fully exploiting external funding opportunities.

ICT
• Provide the most appropriate access to ICT for staff making full use of wireless technology and GPS.
• Further enhance facilities available via the People’s Network.
• Deploy further modules within the Library Management System including Inter Library Loans, Interactive renewals and self-service.
• Continue Library ICT developments with the support of Corporate ICT services.
• Ensure that ICT skills are maintained at current levels.
• Secure resources to match escalating support and maintenance costs.