DRAFT INTRODUCTION TO DONCASTER LIBRARIES ... · Web viewAt the same time, our library service must improve to meet community requirements – high quality spaces, modern services

Appendix 1

A Fresh Start for Doncaster Libraries

Doncaster Libraries & Information Strategy

2011 - 2015

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1. INTRODUCTION AND OVERVIEW

This Libraries & Information Strategy, 2011 – 2015 sets out a clear vision for Doncaster’s service over the next four years. During this time, Doncaster Council must reduce its budget by 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 – high quality spaces, modern services and opening hours that suit busy lifestyles. It must also have a technically skilled, reinvigorated Head of Service and workforce who all share the same agreed vision. Whilst we will not become the top performing English library service in only four years, we will make specific and measureable improvements during that time to make residents proud of our library service.

Better Libraries, Better Lives – a review and improvement plan for Doncaster commissioned in 2010 spelt out the issues that we face and this strategy is a detailed response to that document. It will ensure that we meet the national minimum library service requirements. At the 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 people

What does the service do?

Everyone knows that Libraries provide a lending service for books and in recent years have added 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 of the Council, its partners and the community. Doncaster has low literacy levels with a high rate of unemployment and the lack of educational attainment and skills impacts negatively on the town and the quality of life of communities. Improving this situation will be a key part of 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.

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

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Ensure people in need of adult social care receive a timely and appropriate service

Ensure local people get value for money from Council services

The 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 behaviour

Doncaster Residents Survey

The service must meet the needs of residents and in October 2010 the Council undertook a survey 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 better informed of services on offer. There was demand for a bigger, more varied programme of activities primarily aimed at young people, families and the hard to reach communities and also 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 to achieve our ambition to improve the service and the targets we will achieve, shown at Appendix C. We will need to continue to improve the service to achieve our ambition to be the 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

In difficult times, it is important to be clear about what the Library and Information service is here to provide and for whom. At the heart of this strategy is a clear statement regarding this:

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Helping everyone to read Supporting children, young people and families Supporting learning and skills, including digital inclusion Supporting communities and vulnerable people

Where we are now

‘Some excellent partnerships already exist between the library service and other council departments, the PCT, the local colleges and other providers’. Better Libraries, Better Lives

The 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 strategic partners and ensure that this strategic role is recognised and valued. Some of the work includes:

Children young people and families - working with schools, Children’s Centres, providing a successful Summer Reading Challenge, having a successful Schools Library Service, being partners of the Doncaster Book Award, participating in the Count Me In scheme and providing Family Learning activities.

Learning and Skills – providing UK Online, the 6 Book Challenge, Family History research and 24/7 Online Services

Vulnerable people - Healthy Lives programme with the PCT, providing a valued Home Library Service, providing Aiming High Scheme – delivery sessions for families and children with disabilities, supporting Youth Offending team, the Children in care Letterbox Scheme, Bag books scheme, holding tutored sessions for Excluded children in libraries, providing Braille facilities, vision aided technology and Books on prescription.

Businesses – libraries are a key source of information such as the MINT service, British Standards On-line, affordable printing, copying and fax materials. The library service is also a member of the Doncaster Chamber. Some libraries also host Opportunity Centres, Job Mates and Citizens Advice Bureau surgeries.

The service is also working with neighbouring authorities examining future delivery of services including a review of the Mobile Library service and the future remit of Doncaster’s Schools Library service.

There have been draft proposals for a replacement Central Library as part of a future phase of the new Civic and Cultural Quarter. However given the current financial climate this is now unlikely to be realised as part of the development.

What we will do

We will formalise in 2011 with partners everyone’s contribution to working together. We will do this by defining the core offer to all stakeholders, designing activities that align with libraries and information core service and having measurable areas of success and impact.

How we will achieve this

The Library service will work with internal and external partners to agree the terms of a Concordat for Children, Young People and Families, Learning Outcomes, Services to Vulnerable People and Business Support. We will discuss new service delivery arrangements with partners, including neighbouring authorities. Key partners include:

Members of the public

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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 Sector

3. FOCUSING ON CUSTOMERS

A new culture of monitoring, analysis, feedback and recognition will be introduced into the service. At the heart of this will be the principle focus on customers and their wishes and requirements.

Where we are now

Currently the service gathers large bodies of data, using antiquated procedures and systems without staff clearly understanding why, and what this information can show. This leads to problems of duplication and makes access to the information complex and inefficient.

What we will do

We 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’.


The introduction of new technology is already being progressed and this will enable branch staff to identify local trends and action accordingly to the individual sites needs.

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 use

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Consult and Communicate with the public and stakeholders

Both “Better Libraries, Better Lives” and the DCMS review “Empower, Enrich, Inform” stress the need for libraries in the 21st century to target their services around the needs and expectations of their customers. In this respect, the broad agenda and ideals of the Big Society and localism can be seen as key to shaping a library service that fully meets those needs: involving and empowering local people to define the nature of the service they receive. Effective communication and meaningful consultation are essential if this process is to be achieved.

There has been some quantitative research on Doncaster’s Library service over a number of years. A bi-annual survey has more recently been replaced by ongoing Customer satisfaction surveys which are carried out across all sites on a rolling basis. The Library Service also participates in the regular Doncaster Council consultations such as the recent ‘Your Doncaster’, ‘Your say’. Doncaster also participates in the national Active Peoples survey which showed declining usage figures.

Where we are now

In 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 of the findings from the survey will play an important part in shaping the future of the service.

What we will do

We will consult and communicate more frequently with the residents of Doncaster about our services and programme of activities. We will participate in local and national reviews to raise the quality of Doncaster Library Service.


This will be achieved through consulting residents, communicating more frequently with them 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;

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 audiences

The 2010 report highlighted concerns about the effectiveness of marketing and outreach activity and particularly identified that a better targeting of services to vulnerable people was required. The Library and Information service recognises that library use is about choice and has to be relevant to the needs of the communities they serve.

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Where we are now

We have recently produced a series of leaflets that promote specific services across the libraries e.g. Home Library Service, Schools Library Service. Library activities are also promoted through the local press and council website. However, we recognise that our marketing and outreach resources are insufficient to have real impact.

What we will do

We will develop a clear identifiable brand for Doncaster Library and Information Service in keeping with our target market and vision. The introduction of E-books and online resources will revolutionise how the public will access material and be contacted by the service in the future.


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 be involved in a workforce development programme. Staff in frontline customer service roles should be supported by specialist in service planning in promotion, leadership & management, and those areas of service delivery requiring specialist skills and expertise’ (CILIP 2009)To become a high performing service, Doncaster needs excellent staff. Since 2005, there has been no qualified Head of Service and the number of qualified librarians has fallen. This has resulted in a lack of direct technically skilled service leadership as well as some key working skills being lost.

The level of change that is required to deliver widespread service improvements has to begin with every member of the team understanding the new vision and the role that their specific post plays in delivering it. As a service, we need to invest in the workforce through a clear programme of training and development that will invigorate and re-vision the teams.

Where we are now

The Library Service employs a range of skilled and dedicated staff many of whom are committed to their communities and customers are champions of reading, learning and inclusion. There are areas of excellent practice, such as the Schools Library service and

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many national initiatives are being pursued despite low levels of resources. However, the last five years has seen rapid changes that have led to many of the workforce losing sight of essential 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 as well 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 in the team, as well as appointing a leader who can take the service forward.

What we will do

We need to ensure that appropriate strategic leadership and expert knowledge is in place to.champion and drive forward the improvements that are needed We need to ensure that our front-line staff are enthusiastic, flexible and able to communicate effectively with all sections of the community, instilling a ‘can do culture’. We will achieve this through the following:

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.


To achieve the changes above, we will: Recruit a qualified Head of Service supported by suitably skilled managers.

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

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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 IMPROVEMENTS

As part of the 2010 review, a detailed analysis was made of the Libraries and Information service. Even to maintain a cost neutral position, significant changes to the service were proposed. 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 Libraries and Information service will have to make significant contributions to assist in meeting this target for the council as a whole. However, in spite of this we are confident that by developing a new service offer fro Libraries overall performance can be improved.

Where we are now

Currently Doncaster has too many static libraries, an overprovision of computers, low quality buildings, 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 designed around 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 current resources, which are reducing. In order to bring about an improvement in library services it must be acknowledged that levels of provision cannot be maintained at current levels across the existing network of libraries. Falling issues and footfall need to be addressed and resources properly targeted to deliver on the agreed priorities, which must include serious investment 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 as reviewing mobile libraries, investigating improvements to stock purchasing and sharing good services, such as the School Library service.

What we will do

Rationalise the library sites

There has to be fewer, physical library buildings. As part of the service offer redesign process, all Doncaster libraries have been measured against rigid criteria designed to assess the efficiency, effectiveness and sustainability of the current service. These were based both on statutory requirements and the degree to which the library service contributes towards 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 positioning at the heart of their local community and their proximity to other council facilities. Since communities rarely remain static the influence of external factors, such as new housing developments, urban renewal and regeneration initiatives have been considered.

The fitness of current library buildings to deliver a modern 21st century library service was also a key factor as a safe, spacious environment bears direct relevance to library usage and national requirements. With this in mind the proximity of possible partners who might provide a more adequate, alternative delivery point was also taken into account, as was the feasibility of delivering mobile services in lieu of static service points. Accessibility issues, such as toilet and car parking facilities, were fully considered and assessed.

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In respect of Doncaster strategic priorities the effectiveness of current libraries was measured 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 hours

In response to customer and non-user comments a review has taken place to propose opening hours which are more appropriate to modern lifestyles. These will be introduced in 2011 and thereafter evaluated against user patterns. Our ambition is to tailor these opening hours further in the future to more accurately reflect local demand for the surrounding communities of each library.

Improve Stock Provision

The DCMS modernisation review paper ‘Empower, Enrich, Inform’ (2010) stresses the importance of ensuring that a modern, effective library service meets the needs of the communities it serves. In an age in which technology is developing exponentially, and generating a demand for new methods of service delivery, it is even more important that we respond quickly to the needs of our customers and design all of our services around this key principle.

This applies, not least, to the stock that we carry in our libraries. Book loans are still the most popular of all library services and it is essential that we continue to supply sufficient numbers of titles in the quantities that our customers demand. In the past this has often been problematical due to the methods we have employed to select stock and the lack of adequate methods of measuring usage and reader satisfaction. The introduction of new technology and stock management software will allows us to remedy this, providing an up to the minute statistical picture of library usage and trends, as well as, crucially, allowing us to identify those areas in which we are failing to keep pace with public demand – and to correct the trend.

Buildings

The quality of the library buildings varies enormously. Some are modern and vibrant buildings but most are “tired”. We will aim to enhance libraries to improve their physical appearance and condition.


We will report our proposals on library rationalisation in early 2011 and consult on these alongside 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 the survey requests, we will pilot vending facilities at libraries.

We will introduce self service points in some libraries from 2011 allowing staff to spend more time on engagement activity rather than administrative tasks.

The introduction of supplier selection will streamline the process of getting books onto the library shelves and into the hands of our customers, employing the specialist knowledge of our library supplier to develop our book collection in the most cost effective and efficient way. We will also continue to work within the Yorkshire Book Consortium to extend its

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membership and increase its buying power and our ability to provide value for money, in demand stock across all our libraries.

In addition, the introduction of downloadable content in the form of eBooks and E-audio books, will permit 24/7 access to our stock and broadening its appeal to sections of the community that may not be attracted by traditional library services. Doncaster will introduce eBooks from 2011. To further meet the demand for new methods of service delivery we will also introduce video and audio downloads, phasing out where necessary DVD and compact disc 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 is delivered 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 response to the recent survey from April 2011.

We will make a Pledge (Appendix B) to customers over the next four years setting out key changes to the service and the services on offer.

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Appendix A

SUMMARY OF KEY OUTCOMES FROM DONCASTER LIBRARIES CONSULTATION QUESTIONNAIRE (OCT. 2010)2726 people responded to the questionnaire, 953 (35%) male and 1730 (63%) female. 393 respondents (14%) considered themselves to have a disability.

2421 (89 %) were White British with a further 91 respondents (3%) being White. For Doncaster as a whole 5% of the population is from an ethnic background, so this survey is reasonably representative of the overall population. This cannot be said for the age profile of respondents 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 Story bus, 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 the service and a further 415 on a less than monthly frequency.

When asking those non-users what would make them use the service, 282 (86%) wanted more 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 of newspapers and magazines. Staff were perceived as helpful and knowledgeable. Respondents were generally positive about services though 301 people thought author event/ talks were poor.

Respondents had stronger opinions on the parking facilities, where more people thought they were poor than good, the only category where this was the case. 1726 respondents thought 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 an interesting response. The respondents supported the introduction of self service points, fewer but higher standard libraries and a home delivery service. They did not support replacing 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 of locations).

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

7. Weekday mornings 9 – 10

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8. Weekday evenings 7 – 9

9. Sunday mornings

10. Sunday afternoons

Some 44% of respondents supported Saturday mornings with only 13% supporting Sunday afternoon opening.

KEY PROPOSALS ARISING FROM THE SURVEY

Non-users are looking for better facilities – suggest installing some vending facilities or drinks machines at some libraries as a pilot.

More suitable opening times – suggest that libraries should open later in the evening, later on Saturday afternoons but remain closed on a Sunday.

Non-users asked for a better awareness of services provided – suggest using Internet resources, 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 better parking are supported.

Promotion of the Home Delivery system more widely through public agencies to those who would benefit from this service e.g. older people

The continued co-location of libraries and other public services and the use of volunteers.

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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 people

1. 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.

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Appendix C

ANNUAL PLAN & TARGETS

2011/12

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 groups

2012/13

Develop an Olympic themed reading and learning programme with partners Ongoing training Install drinks facilities Further investment in online facilities/materials Implement further self-service

2013/14

Ongoing training Establish Central library development team

2014/15

Repeat library survey

TARGETS FOR THE SERVICEActive Borrowers

An active borrower is defined as someone who has borrowed at least one item from the library during the past year. The current standard for active borrowers is 19%. Figures for 2009/10 show Doncaster Libraries active borrower figure at 16%, (40,037) well below standard. In 2011/12 we will increase this figure to 17% and thereafter by 1% per annum.

Cost per head of population

The cost per head of population for Doncaster in 2009/10 was £19.70. This is higher than average and possibly due to the high number of libraries. We aim to reduce this figure through rationalisation of sites, introduction of new technology, shared facilities and procurement efficiencies. Our aim is to reduce this figure to £12.30 in 2014/15.

Proportion of households living within a specified distance of a static library – 95% 1 mile, 100% within 2 miles

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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 128 hours)

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 libraries catalogue 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.







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.

% 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%

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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.

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Appendix D

Draft Calendar of Library based Activities 6 Author Talks

8 Archives Open Days

Storytelling and other activities for children with learning & physical disabilities

Adult Learners activities in conjunction with other learning providers

Summer Reading Challenge activities for children and young people

Develop more activities for vulnerable groups with other providers

An annual Heritage Festival

Study Support Activities

UK Online Learning Provision

Rhyme Time and other pre school activities

Book Clubs for different groups

Various services launches e.g. E-Books, Downloads, On-line resources

Establish and develop Friends of Doncaster Libraries

Develop four Concordats with partners for services relating to Vulnerable People; Children, Young People and Families; Learning and Business

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Documents

DRAFT INTRODUCTION TO DONCASTER LIBRARIES ... · Web viewAt the same time, our library service must improve to meet community requirements – high quality spaces, modern services