+EDINBVRGH+ THE CITY OF EDINBURGH COUNCIL
Review of Edinburgh’s Library and Information Services
Policy and Strategy Committee
10 June 2008
Purpose of report
I To refer to the Policy and Strategy Committee issues in regard to the development of the Central Library and any potential capital receipts.
Main report
2 On 29 April 2008, the Culture and Leisure Committee considered the attached report by the Services for Communities which detailed the outcomes of the review of the City’s Library and Information Services.
3 The Committee agreed on a division:
i) To note the contents of the report and the “Review of the Libraries and Information Services” and endorse the approach taken.
ii) To note the financial implications outlined in Section 5 of the Director’s report.
iii) To refer the issues on the development of the Central Library, as detailed in Appendix C of the report and any potential capital receipts to the Policy and Strategy Committee (in June) for further consideration.
iv) To request the Director of City Development to provide a supplementary report for that meeting on the options for the disposal of the Annexe and other sites which might be surplus to operational requirements in the vicinity.
1 Recommendation
4 That the Policy and Strategy Committee consider the issues on the development of the Central Library, as detailed in Appendix C of the Director of Services for Communities report and any potential capital receipt.
Deidre Brock Convener, Culture and Leisure Committee
Appendix Report by the Director of Services for Communities - The City of Edinburgh Library and Information Services.
ContacUtel Ken Scott, Committee Services Tel: 0131 529 4245; e-ma iI ken.scott@ed inbu rgh .gov. u k
Wards affected All.
Background None. Papers
WG/REPORTS07/Li b&l nfl00608SBIEK
2
Item no + €Dl N BVRGH + Report no THE CITY €IF EDINBURGH Ct3UNClL
Review of Edinburgh’s Library & Information Services
Culture and Leisure Committee 29 April 2008
1 Purpose of report
To advise the Culture and Leisure Committee of the outcomes of the review of the city’s Library & Information Services.
2 Summary
2.1 Services for Communities has conducted a comprehensive review of the Library & Information Services. The outcomes are as detailed in the attached document, and include: 0 Improvements to services to meet current and future customer requirements; 0 Proposals for investment in technology and buildings; and 0 A comprehensive performance management regime.
3 Main report
3.1 At the meeting on 8 February 2007, Council approved a motion calling for “a report from the Director of Services for Communities to review the provision of libraries city-wide”. It was decided that this report should: 0 Take into account previous reports and the financial consequences in both capital and revenue terms; 0 Evaluate the range of services being delivered through the modern library service; Recommend a programme of changes to library outlets and related services to increase access and use by local communities; and 0 Examine the possibilities for new libraries in Kaimes/Alnwickhill and Drumbrae.
3.2 This review has brought together a number of distinct but related elements, including : An assessment of current service provision using the external Public Libraries Quality Improvement Matrix (PLQIM); 0 An assessment of existing customer service quality through the Charter Mark evaluation process;
1 e A review and re-alignment of library budgets as part of a more general appraisal of financial management across Services for Communities; e An audit of library buildings including location and fitness for purpose; e A review of opportunities for relocationlco-location and partnership in the provision of library and other services; e A comprehensive review of the Central Library through the Conservation Plan Option Appraisal Study; e An examination of opportunities for reconfiguring opening hours to improve access and better meet public expectations/demand; e An assessment of the opportunities provided by new technology to improve/extend services and deliver efficiencies; e Research on comparative performance and best practice UK wide; and e Consultation with public users and non-users through the new Neighbourhood Partnership and Management arrangements.
3.3 The review work streams involved staff at every level in the service and were co-ordinated by a project manager reporting to a Libraries Review Steering Group, chaired by the Head of Performance and Community Engagement, and including the Director of the Scottish Library & Information Council (SLIC). The outcome of the review is a comprehensive improvement action plan for the provision of Library and Information Services for the City of Edinburgh.
3.4 The review of the Libraries & Information Services has produced proposals for a range of changes in the way the services are delivered that will result in a more efficient service which better meets customer needs and preferences. These include revised ways of working, more appropriate staffing structures, changes to opening hours, automation of certain functions and a comprehensive performance management regime.
3.5 The review has looked at the stock of library buildings, their location and suitability for purpose. A programme of investment is proposed from within the current Capital Investment Programme and for consideration in any future extension of this programme which includes the provision of new libraries at Drumbrae and Kaimes/Alnwickhill.
3.6 There is also an aspiration to rejuvenate the Central Library (and feasibility work on this project currently features within the Strategic Work Programme). Refurbishment and extension of the existing premises was the preferred strategic option of the multi-agency group set up to consider the issue. The development of a funding strategy for this is now underway. It is also recommended that any future development proposals for the site to the rear of the Central Library take into account options for the expansion of this Library as part of that development.
3.7 The organisational changes set out in the Review document involve changes to staff terms & conditions. It is intended that detailed consultation on these changes will take place with staff and unions. This consultation will include a series of local 'road show' presentations and discussions with staff.
3.8 Once the general approach has been approved, it will form the basis for local programmes of service improvements, developed in consultation with local service users.
2 4 Conclusions
4.1 This review of Edinburgh’s Library & Information Services has been able to build on a solid platform of achievement. The review has been comprehensive, examining all aspects of the Libraries Service. It has included the views of staff and customers, performance comparisons with services elsewhere and both internal and external assessments. Edinburgh’s Libraries Service - like libraries everywhere - faces a time of change. This brings with it both challenges and opportunities, and this review attempts to identify ways forward taking account of both.
5 Financial Implications 5.1 The review has been conducted within existing revenue budgets and is proposing to introduce service improvements as these can be funded by service efficiencies. These efficiencies will also contribute to the additional revenue costs of the two new libraries proposed for Kaimes/Alnwickhill and Drumbrae. The total revenue costs for these new libraries will be accommodated within existing SfC budgets.
5.2 There will be a continuing need for capital investment and the programme that has resulted in the modernisation of a number of libraries in recent years will need to be considered for extension in future capital programmes.
5.3 In particular, the total estimated cost of bringing the Central Library up to adequate standards is more than f 15m. A maintenance and investment plan for the library is currently under development and elected members will be asked to consider this in future capital programmes.
3 6 Recommendations
The Culture & Leisure Committee is recommended to:
1. note the contents of this report and the ‘Review of Libraries & Information Services’ and endorse the approach taken;
II. note the financial implications outlined in Section 5 above; and
Ill. To note that, as a result of the proposed reconfiguration of the Central Library, the Annexe will be available for disposal and the use of this receipt (est. f2m) in connection with the proposed work to Central Library be referred to the Policy and Strategy Committee.
IV. It is also recommended that any future development proposals for the site to the rear of the Central Library take into account options for the expansion of this Library as part of that development.
Mark Turley Director, Services for Communities
Appendices Appendix 1. Review of Libraries and Information Services
Contactltel Angela Leitch, Head of Performance and Community Engagement, Services for Communities, 0131 529 7329.
Wards affected Cit y-wid e
Background Minutes of Council meeting of 8 February 2007 Papers Central Library Strategic Options Development Study (Available from Services for Communities)
4 LOCAL LIBRARIES
REVIEW OF LIBRARY & INFORMATION SERVICES
EDINDVRGH THE ClTT IJF EOIfI6L'RGtl CO'JNCIL
Page 1 1 ACKNOWLEDGEMENTS
City of Edinburgh Council gratefully acknowledges the assistance of the Scottish Library & Information Council (SLIC) in carrying out this review. SLlC have provided specialist knowledge, experience and enthusiasm to the Review Steering Group, as well as carrying out the first PLQlM quality assessment in Scotland that covered all the quality indicators simultaneously.
Page 2 2 CONTENTS
1 Acknowledgements ...... 2 2 Contents...... 3 3 Purpose...... 4 4 Introduction...... 4 4.1 Background...... 4 4.2 Approach to the Review ...... 6 5 Future Services ...... 7 5.1 The Edinburgh Vision ...... 7 6 Achieving the Vision...... 8 6.1 Quality of Service ...... 8 6.2 Library Buildings ...... 8 6.3 Organisation of Services ...... 11 6.4 Utilising New Technology ...... 13 6.5 Service Development...... 14 6.6 Support for Communities ...... 16 7 Financial Implications...... 19 7.1 Revenue Implications...... 19 7.2 Capital Investment...... 19 a Continuous Improvement...... 20 9 Measuring Success ...... 21 10 Conclusion ...... 22
Appendix A .ACTION PLAN Appendix B .PLQIM ASSESSMENT Appendix C .EDINBURGH CENTRAL LIBRARY Appendix D .CURRENT PERFORMANCE BENCHMARKING Appendix E .CURRENT LIBRARIES Appendix F .NEW ORGANISATIONAL STRUCTURES
Page 3 3 PURPOSE
To provide details of a review of Edinburgh’s Library and Information Service and recommend the way forward for the service.
4 INTRODUCTION
4.1 Background
The provision of libraries is a statutory requirement and the service has a pivotal role in helping the Council to achieve its goal of a culturally rich and informed society. Libraries have a vital role to play in establishing, developing and supporting literacy and the love of reading. They play an important part in supporting life-long and informal learning by providing access to books and digital media. By allowing free access to information in whatever form, they provide a foundation for democratic participation and dig ita I inclusion.
As a front line service, the Libraries service plays a highly visible role in supporting the achievement of a number of corporate priorities - providing a stimulating environment for learning and cultural activities, a good start for children and young people, responding to people who need extra help, and supporting Edinburgh’s international reputation as a place to visit. Libraries place a special importance on providing services that are socially inclusive, and so particular emphasis is placed on services for ethnic communities, disadvantaged children and young people, and the increasing population of those who are unable to take advantage of mainstream services.
Significant achievements in the last two years have included: . National recognition of the success of the Sighthill Library team’s work with excluded young people to improve community safety. The launch of Scotland’s first dedicated Book Bus for children and young people. Achieving funding and a COSLA Delivering Excellence Award for the Right to Read project with looked-after children. . Launch of the Edinburgh Libraries Passport in partnership with Edinburgh Library & Information Services Agency (ELISA) - the first for the city. . Cities Growth fund money achieved for the Capital Collections project to put 30,000 digitised images from the Edinburgh Room on to the Web. . Introduction of direct delivery of stock from suppliers to libraries and supplier section with resulting efficiency gains. . Upgrading of the Libraries TALIS computer management system to a modem and dynamic service platform. . Refurbishment of Central Lending, Newington and Sighthill Libraries. . Redesign of the People’s Network service migrating to a new network and extension of the service across the city.
Through a network of 25 community libraries, 4 mobile libraries and Central Library, backed by a range of services to specific client groups. These include:
Children and Young People: . Summer Reading programme. . Weekly Rhymetime in 17 libraries. . Class visits and holiday activities in all libraries. . Storytimes in 12 libraries.
Page 4 Bookstart delivered to all children across the city and Bookstart Plus delivered through Wester Hailes, Sighthill, Muirhouse, Granton and Leith. The Reading Champion Project working with looked-after children to ensure they get the extra help they need to access books and reading. Bookbus visiting children’s homes, nurseries and schools which are more than a mile from a static library. Libraries for Youth (L4Y) project working extensively with young people and being rolled out across the library service as resources allow.
Black and Minority Ethnic Communities (BME): Selection of books, and other materials in 80+ languages. Community language software in appropriate locations. 9 Staff with language skills which reflect the community profile. Programme of community events throughout the year.
Disabled People and Elderly People: Resource centre for disabled peopled in Central Library. Adaptive software and hardware in all libraries and equipment loan service. Library link taking frail, elderly and disabled people to the library and takes the library to homebound people. Library services delivered to hospitals and homes. Sheltered housing service. Concessionary travel pass issue.
Online Services and Information: Enquire - a 24/7 online information/enquiry service, based on the resources of the Central Library. Assistive software for disabled people, enabling text to speech synthesis, text enlargement, and so on. . Community language software for users who have difficulty with English. Capital Collections - an online database of images from the collections of the Edinburgh Room and other special resources. Online access to information resources such as KnowUK, NewsUK, Encyclopedia Britannia and others.
Reader Development Activities: . Book groups and book chains. Chatterbooks groups in 12 libraries. Teenage reading groups. Monthly Stock promotion in all locations. . Programmes of author events throughout the year for adults and children. Outreach & Community Activities Neighbourhood surgeries which provide access to Council Services. Partnership work with partners including Community Literacy and Numeracy (CLAN), Edinburgh Libraries and Information Services Agency (ELISA) and NHS Lothian. Prison Library Service. Community Meeting Rooms in 13 libraries across the city. User Education and Lifelong Learning Advice and Support.
The Library service is one of the Council’s most popular and best used services and can demonstrate many achievements and advances in recent years. However, it also faces significant challenges if it is to thrive and prosper in an environment of ever- increasing public expectations and accelerating technological change. Pressures and drivers for change include: . Declining book issues Customer pressure to extend opening hours in certain locations Page 5 Availability of improved technologies Buildings s Neighbourhood Management
Alongside these challenges, the development of Neighbourhood Management and the increasing use of ICT present tremendous opportunities for more effective joined up ways of working and using resources to deliver better services to local communities. It was therefore considered important that the review was as comprehensive as possible in order to identify options for a new financially sustainable framework to improve library services in the city.
4.2 Approach to the Review
At the meeting on 8 February 2007, Council approved a motion calling for “a report from the Director of Services for Communities to review the provision of libraries city- wide”. It was decided that this report should:
m Take into account previous reports and the financial consequences in both capital and revenue terms. Evaluate the range of services being delivered through the modern library se rvice. s Recommend a programme of changes to library outlets and related services to increase access and use by local communities.
This review has brought together a number of distinct but related elements, including: An assessment of current service provision using the external PLQIM quality framework. An assessment of existing customer service quality through the Charter Mark evaluation process. A review and re-alignment of library budgets as part of a more general appraisal of financial management across Services for Communities. S An audit of library buildings including location and fitness for purpose. A review of opportunities for relocation/co-location and partnership in the provision of library and other services. A comprehensive review of the Central Library through the Conservation Plan Option Appraisal Study. S An examination of opportunities for reconfiguring opening hours to improve access and better meet public expectations/demand. An assessment of the opportunities provided by new technology to improve/extend services and deliver efficiencies. Research on comparative performance and best practice UK wide Consultation with public users and non-users through the new Neighbourhood Partnership and Management arrangements.
These work streams involved staff at every level in the service and were co-ordinated by a project manager reporting to a Libraries Review Steering Group chaired by the Head of Performance and Community Engagement and including the Director of the Scottish Library & Information Council (SLIC). The outcome of the review is a comprehensive improvement action plan for the provision of Library and Information Services for the City of Edinburgh.
Page 6 5 FUTURESERVICES
5.1 The Edinburgh Vision
The Edinburgh vision is, by 2010, to have Library & Information Services that are the best in Scotland.
In order to achieve this vision, Edinburgh requires Library 8, Information Services that:
Provide library services that are free, customer-focused and demonstrably of the highest quality.
Provide library buildings and services that are accessible, fit for purpose and provide a safe and welcoming environment.
Promote learning and offer a comprehensive range of cultural, recreational and creative experiences for citizens of and visitors to Edinburgh.
Provide a stimulating environment for learning, a good start for children and young people and positive responses to people who need extra help.
Utilise new technology creatively to enhance service provision, ensure operational emciencies and continuing value for money.
Are at the heart of local communities and help to build vibrant communities by encouraging community involvement and community-based activity.
Provide a foundation for democratic participation and digital inclusion and assist in the creation of social capital.
Have excellent, well-informed staff that are supported and enabled to respond to customer needs.
Page 7 6 ACHIEVINGTHE VISION
6.1 Quality of Service
’The mission of the Library Service is to provide library services that are free, customer-focused and demonstrably of the highest quality.
In order to obtain structured, objective information about the quality of the present service and areas for improvement, the Library Service set up an assessment against two nationally recognised quality improvement frameworks:
Charter Mark is the government’s national accreditation for customer service. Every service within Services for Communities is committed to achieving Charter Mark accreditation by 2010. Edinburgh’s Library Service had previously obtained Charter Mark accreditation and this was due for renewal. As part of a comprehensive review of quality of service, therefore, a further Charter Mark submission has been prepared from scratch and will be presented for assessment in June 2008.
The Public Library Quality Improvement Matrix is a specially developed quality assurance tool developed for the Scottish Government by the Scottish Library & Information Council (SLIC) in 2007. It is a self assessment tool used to monitor and assess the performance of the service and is externally verified by SLIC. The quality indicators are currently based on six levels of performance where level 1 is unsatisfactory and level 6 excellent (no local authority has achieved level 6 for any indicator to date). Edinburgh made a detailed PLQlM submission in February 2008 and was the first Scottish library service to be assessed under all the quality indicators simultaneously. SLIC have indicated that Edinburgh achieved level 5 (very good) in four indicators, level 4 (good) in ten indicators and level 3 (adequate) in ten. (Details of the PLQIM submission together with the results of the external assessment can be found in Appendix 6.) This assessment sets the baseline for this review of Edinburgh’s Library & Information Services - a solid platform of achievement with room for improvement.
To inform the Libraries Review, Edinburgh City Libraries and Information Services used the PLQlM and Charter Mark preparations to develop priorities and actions for improvement, with advice and guidance from SLIC. In addition, quality performance information was taken from a variety of other sources including: benchmarking with peer service providers; reviewing international best practice; visits to other library services; previous surveys by CIPFA; and the Libraries’ section of the SfC Customer Satisfaction Survey 2007. A number of themes and recommendations for improvement were highlighted by this process. The results have been used to draw up an Action Plan (see Appendix A).
6.2 Library Buildings
The Library Service aims to provide library buildings and services that are accessible, fit for purpose and provide a safe and welcoming environment.
The building programme throughout the 1990s has taken the Library Service to a position where the network of central and community libraries, supported by targeted vehicle-based services, provide good access to library services as now identified by the PLQlM assessment. The City of Edinburgh Council and its predecessor authority recognised the value of its libraries to the citizens of Edinburgh and invested a considerable amount in them throughout the period since 1990. New and refurbished libraries have been completed in Macdonald Road, Oxgangs, Piershill, Wester Hailes, Ratho, Currie and Gilmerton (in partnership with the then South Edinburgh Page 8 Partnership) as well as rebuilt libraries in Kirkliston and Muirhouse. The current focus for spending is on upgrading the historic building stock, with a programme of works to Portobello, Stockbridge and Morningside already underway.
The library buildings were looked at as part of the Libraries Review in order to assess the following. Are the current library locations correctly positioned for present and future customers? Are there areas andlor groups of potential customers not served by the current library provision? m Are there opportunities to widen library provision by shared use of buildings? Are all the library buildings fully accessible by all customers? Are the layouts and facilities in all buildings safe, welcoming and suitable for present and future provision?
Prior to the Libraries Review, an assessment of the library provision in Edinburgh was carried out using a standard developed by the Department of Culture Media & Sport in England. This standard looked at the percentage of urban populations living in reasonable walking distance (estimated as 1 mile) of a library. This assessment identified two areas of the city not meeting this standard - Drumbrae and KaimeslAlnwickhill. The Libraries Review therefore had a specific remit to examine the possibilities for new libraries in Drumbrae and KaimeslAlnwickhill.
Appendix E lists all the library buildings with notes about current issues. The main library building issues to be addressed are outlined below.
Drumbrae: Most residents in the Drumbrae area do not have a library building within reasonable walking distance. The neighbouring libraries of Blackhall, Corstorphine, Muirhouse and Sighthill are being used by people living in the Drumbrae area and around 29% of Drumbrae residents are active borrowers - considerably higher than in some other areas with more immediate access to a static library. Funding has now been identified in the Council’s capital investment programme from 2010-11 to provide a library in this area and work is ongoing to identify and secure a suitable building or site. In particular, any possible options for a shared facility within the area are being explored.
There will be future revenue consequences of this new provision. Mainly, these will be the future costs of staffing and it is proposed to address these across the Libraries Service as a whole by a combination of the following. 9 Exploring opportunities to reduce staffing pressures by sharing services and facilities. Taking advantage of future efficiency savings from prudential investment (e.g. in ‘self-service’ technology).
Kaimes/Alnwickhill: This is an area of considerable need, with active borrowers a low 16.6% of the population. Neighbouring libraries are not being used to any great extent by residents in this area. It is likely that a number of residents of this area do not have access to a car to make the journey to a neighbouring library easier. Although the Library Access Services section currently provides mobile services to housing estates, hospitals and homes in the area, use is generally very low despite the density of population.
No suitable building or site has been found for the provision of a separate library but an innovative and cost-effective solution has been identified from within Services for Communities. The South Edinburgh Neighbourhood Office in Captain’s Road requires the refurbishment of a very large foyer area. It is proposed that a library will be included in this area, alongside other Council services. This provides an opportunity to look at a new model of service delivery whereby public facing staff, Page 9 most of whom will be existing staff, will undertake a wider range of duties than has previously been the case and deal with all SfC/Council face-to-face customer queries including those associated with the provision of a local library service. Self-service technology will assist staff to deal with both library business and also to engage effectively with queries arising from other services.
Central Library: The Camegie Central Library building designed by George Washington Browne is a national cultural asset. A Strategic Options Development Study by LDN Architects was completed in December 2007, to establish the most viable way of “re-inventing” the Central Library so that it becomes, once again, a flagship library worthy of Scotland’s capital. The results are outlined in Appendix C to this report.
Looking at how its services could evolve in the future, the Study sees the Central Library at the centre of an excellent community library service. In the new knowledge society, it would operate as a centre of excellence for the public library network in terms of scale and capacity - offering a breadth and depth of resources and services which meet the needs of users from across the city and which will attract researchers and interna tiona I visitors.
To implement the Study recommendations in full would take time and the identification of extensive investment resources. A development project has therefore been set up to look at possible funding sources and to define proposals for a first phase of capital investment to refurbish the GWB building. It is intended that this will be the subject of a detailed report to Committee late in 2008. In the meantime, Committee endorsement is sought for the general approach set out in Appendix C and for the associated property/site disposals and retentions.
Craigmillar Library, along with a number of other CEC buildings in the area, has reached the end of its useful life and now needs to be replaced. Discussions with local partners identified the need for a significant civic building as part of the regeneration of the town centre. Funding has been secured by the Council’s joint venture partner, PARC (Promotion & Regeneration in Craigmillar) to provide a community complex which includes a replacement for Castlebrae Community High School, other community related buildings and a new Community Library, estimated for completion in 201 1. Funding will be required from the Council’s capital investment programme for fitting out this new library.
Balerno Library, in addition to having outgrown its premises, is rented from the local primary school which is likely to be rebuilt within the next few years. Premises of a suitable size are difficult to find in the area though staff continue to actively investigate possible new locations. Shops and other premises in the main street will continue to be assessed as the opportunity arises. Discussions are still ongoing as to whether the annexe will be retained by the Council for use by the local community.
Leith Library is a listed building in need of considerable refurbishment. Discussions are ongoing about funding for the future development of the building in conjunction with adjacent buildings and services under the auspices of the North Neighbourhood.
Sighthill Library is being considered as part of the refurbishment of North Sighthill, as the present building is due to be redeveloped. Space for a replacement library and community centre has been included as part of the planning brief for the area and discussions are underway with Stevenson College, Children 8, Families and Culture & Sport to work out how best to provide a replacement for this award-winning library.
Fountainbridge Library: Options are currently being examined for funding via the Prudential Framework to upgrade this building. In addition to housing the local Community Library, the building is home to Publishing Scotland, the Gaelic Books Page 10 Council, Teabster (a multi-media and digital organisation) Gorgie & Dalry CAB, staff from Health and Social Care, and the Scottish Beekeepers Association Library. Historic Scotland has listed both the exterior of the building and also the interior s ta iwe 11.
Gilmerton Library: As Gilmerton Library shares premises with what was the South Edinburgh Partnership and as SIP funding is now in transition, discussions are ongoing about how best to use the building for the future benefit of the local community.
Replacement, Relocation and Co-location of Library Buildings: The review has considered the condition of all library buildings, their location and their fitness for purpose. In general, libraries remain located in the broadly correct places and there are therefore no proposals to close any existing libraries at this time. However, continuing social, technological and demographic changes mean that library locations and the services they provide will need to be continually monitored to ensure that they develop in line with customers’ needs and expectations. At the same time, these changes present opportunities and the Libraries Service will continue to explore the sharing of services and buildings, and the possibility of partnership developments, through the move towards community ‘hubs’.
The Libraries Service has a long tradition of active participation in city-wide strategic planning processes. This approach is vital to ensuring library facilities are included in major regeneration projects, looking at options for new-build, opportunities for co- location and partnership projects. This approach proved successful in opening Gilmerton Library in 2000 and currently the Libraries Service is involved in discussions about developments in several areas of the city, including North Sighthill, Craigmil la r and Edin bu rg h’s Waterfront .
Changing demographics and developing communities mean that, to remain responsive, the library services must continue to plan for change. Part of the ongoing work from the review will be to carry out in depth analyses of each of the library locations and catchment areas, including current and predicted demographics, current and future use and opportunities offered by increasing integration with other Council services and library buildings acting as local hubs to a range of service access methods (see Section 8). As well as improving customer access to Council services and making service delivery more efficient, such hubs can also increase library use by co-location with other activities.
The Library Experience: At the same time as looking at the location, number and general repair of library buildings, the review has examined the spaces within these buildings, their accessibility, the facilities available and the general quality of the library experience for customers. Improvements to these facilities have been included in the ongoing programme of small capital projects (see Section 7).
6.3 Organisation of Services
The Libraries Service aims to have excellent, well-informed staff that are supported and enabled to respond to customer needs.
The restructuring of Library & Information Services proposed by the Libraries Review is taking place alongside wider organisational change as Services for Communities integrates services and sets up a structure of Neighbourhood Management. This presents the Libraries Service with some challenges but also with a number of opportunities.
Page 11 A new service management structure has been developed (see charts in Appendix F). The main changes are as follows. = Local SfC Neighbourhood Managers will have responsibility for the management and service performance of Community Libraries in their area, alongside a range of other local Council services. . Greater integration will take place between the Libraries Service and Services for Communities as a whole, particularly for those support services where efficiencies can be achieved by departmental provision across a range of services. . Other efficiencies will be achieved by centralising a range of specifically library support services in a central Library Service Strategic Business Unit. . A review of staff structures is undenvay to achieve more effective cover of customer services, a phased introduction of better opening hours, and to take account of corporate changes such as Modernising Pay.
The new Library Service Strategic Business Unit (SBU) will provide support, expertise and flagship services including: . Service-wide media fund, budget management and centralised purchasing. . Service-wide stock and supplier management including stock selection. - A centre of expertise for the utilisation of developments in technology and processes, such as Smartcard or self-service. . A repository of designkost options for use when upgrading and building community library and customer information services. . A Programme Office that will manage service-wide projects, identifying resourcing needs and project priorities. . Expertise on income generation and funding bids. . New life long learning opportunities, including reader development programmes, which will be developed and then mainstreamed. . Direct Services for individuals and groups to meet particular service needs (based on the current Access Services model). . A Central Library offering a series of unique and prestigious services befitting the first City of Literature.
At a local level the service will be delivered through a combination of neighbourhood services tailored to meet community needs, whilst delivering to consistent standards and using economies of scale where appropriate. The delivery model will be based on that currently in place, with a more clearly defined staffing and team leader structure, and will follow the principles for re-structuring used across Services for Communities by removing unnecessary layers.
Learning and development of staff is a strategic objective that is key to improving these services and managing change. A comprehensive programme of staff training and development is being undertaken, in line with staff development across the whole of Services for Communities, to ensure that all library staff are able to meet the needs of customers as the service modernises. Recent programmes for all staff have included an intensive programme to support the Libraries for Youth project and training for all staff in using retail principles to make libraries look more attractive and accessible. These programmes will continue as required to support staff in effectively rolling out their service objectives.
The 2008-09 annual Learning and Development Plan for library staff is currently in preparation. Plans for the next 12 months include training for all levels of staff in the service. This will include performance and management training for senior staff and supervisors; training for all staff on SfC’s Customer Service Strategy; staff training incorporated into the roll-out of ‘self-service’; and specific training for library staff on customer and service standards for each location. The training will be supported and the effectiveness monitored by the introduction of the Council’s PRD system, as well as mentoring and 360” appraisals for appropriate staff. Page 12 6.4 Utilising Improved Technology
The Library service aims40 utilise new technology creatively to enhance service provision, ensure operational efficiencies and continuing value for money.
For many years, the Library Service has made use of new technology such as computer systems to manage issues and returns, of materials, the selection and acquisition of stock and to provide an online catalogue. Recent years have seen the development and improvement of these systems. For example, cornputer-assisted stock management has greatly improved the efficiency of operations and enabled the Library service to identify f200k worth of savings. In addition, the People’s Network has been implemented, providing free public access to the Internet and other electronic systems in all libraries. This is now a major access channel to information on Council services and will provide the foundation for the development of such services within Neighbourhoods in the future.
It is clear that ICT will continue to play a significant role not only in enabling the development of Library services in the future, but also in delivering the efficiency savings to enable the development of improved services within current budgets. The following are some of the projects, either currently underway or actively planned:
Self-service -Work is currently underway to implement self-service in three libraries - Macdonald Road, Newington and Blackhall - and it is part the refurbishments of Morningside and Stockbridge. Self-service technology allows members of the public to carry out their own loans and returns, check on outstanding loans and reservations and carry out routine financial operations. BT, the Council’s ICT partner, has been commissioned to prepare a business case for the implementation of self-service across the libraries estate. Self-service will greatly improve the efficiency of library procedures, providing better customer service while freeing up staff time to address the development of other services.
The ’People’s Network’ - In December 2002, public access PCs were installed in all library locations giving free access to computers and the internet to users. This provision is in the process of being overhauled/upgraded and there are currently 320 machines available for public use. 186,491 PCs were issued to the public from April to December 2007, an average of 583 per PC. Through the People’s Network, the Libraries Service has supported the public in using e-mail, accessing the internet and using software applications. In the first 9 months of 2007-08, Central Library and 12 Community libraries ran 877 computer sessions for the public with 7082 customers attending (an average of 8 per course). It is intended to expand further in future, taking advantage of shared service provision to locate access to the People’s Network in non-library buildings such as Neighbourhood Offices.
CRM - The Council’s Citizens Relationship Management system, currently based on the Contact Centre, is being overhauled. It is anticipated that the future system will encompass libraries, local offices etc. enabling staff to provide information and support to citizens locally and face-to-face and enhancing the customer experience.
Web-based Services - Edinburgh has one of the highest levels of personal internet access per head of population in the UK. The Libraries Review has identified expanding the services available via the web and making access to these services more user-friendly as a high priority in the Action Plan. This has been prioritised through the wider SfC ICT Strategy and has been targeted for early action. This could enable an expansion of the Libraries’ customer-base and an expansion of the services on offer (e.g. to include a catalogue of audio books and music made available for free, time-limited download). Page 13 Wireless - The Council is in the process of deciding upon a telecommunications partner for City Wireless - the provision of a ‘cloud’ of wireless ‘hot spots’ covering the city. In future, the Libraries Service plans to take advantage of this to provide access to wireless devices (e.9. for students) from all library locations. In the meantime, discussions are underway with commercial providers to explore the possibiltty of some ‘hot spot’ provision to selected locations such as Central Library, funded by appropriate advertise me nts.
The ‘Virtual’ Library - The concept of the ‘virtual library’ combines the use of various ICT elements, most of which are already in place. Customers could browse online catalogues and reserve books which are then picked up and dropped off at convenient local points, not limited to the ‘static’ libraries. The keys to the success of the ‘virtual library’ will be reliability and convenience, but this concept could extend the user base of the library service.
6.5 Service Development
The Library Service aims to promote learning and offer a comprehensive Pange of cultural, recreational and creative experiences for citizens of and visitors to Edinburgh and to provide a stimulating environment for learning, a good start e for children and young people and positive responses to people who need extra help.
The Libraries Review has looked at the present service provision, particularly those aspects that are most successful and most valued, and has attempted to identify how services should be developed to meet future needs.
Self-service - The introduction of self-service terminals is one of the key drivers, within the library service and within the review, of both economic and cultural change. As such, it will be a critical element in the future success of the Libraries Service. It could achieve some or all of the following: . Free up the resources to enable service enhancements to be achieved. Provide resources for additional opening hours in a number of locations. . Free up revenue resources (e.g. for new libraries in Kaimes/Alnwickhill and Drumbrae). Enable staff to work differently and engage more effectively with customers - answering enquires and directing people to the material they wish to borrow or use. Allow staff to work more proactively with customers right across the library floor as opposed to from behind a counter. Provide the capacity for staff to undertake more intensive work with customer groups (e.g. computer taster sessions, ‘rhyme-times’ for children and diversionary activities for young people). In conjunction with other developments, give staff the capacity to undertake detailed stock work. . Allow staff to engage in meaningful reader development activities with groups of customers. . Free up time for staff to provide a ‘gateway‘ to other Council services. Additionally, self-service can enhance the customer experience. . It is simple and easy to use and gives customers the ability to efficiently and quickly borrow and return material themselves. . Along with the increased use of retail principles, it enhances the appearance of a library and helps provide a welcoming environment. . It signals a modern service that invests in technology for the benefit of users.
Page 14 Changing Demographics & Target Groups - Edinburgh’s library services need to change to reflect changes in the city’s population mix, their needs and aspirations, as well as societal changes affecting the way libraries are - or are not - used. In general, recent city-wide trends have included some decrease in teenagers as a proportion of the population, alongside an increase in children, older people and inward migrants. At the same time, although early reading activities with children are increasing, the ‘traditional’ use of libraries for book borrowing by the adult population continues to decline. The combined effects of these changes may impact differently in different areas of the city and a study is underway looking at each library catchment area in detail (see Section 8).
Core Offer - The Libraries & Information Services Core Offer will be the minimum level of services to customers in all parts of Edinburgh. This Offer will be reviewed annually in the light of changing customer needs and expectations, and its delivery will be monitored regularly. This core commitment also forms the basis for the Libraries & Information Services’ Chartermark submission. The components of the Core Offer and how they will be monitored are set out below.
m We will provide a welcoming environment with helpful and knowledgeable staff in our libraries and online. The standard will be to answer all enquiries on the spot. Where this is not possible (or for email or written enquiries) a response will be provided within 5 days. We will encourage and promote the love of reading and learning. The standard will be to deliver at least 200 free local events and reading groups across Edinburgh each year. We will provide free access to computers and the internet with support for beginners. The standard will be to deliver at least 350 free computer learning events across Edinburgh each year. We will provide current books, information, magazines, newspapers, CDs and DVDs in a variety of languages and formats to suit our communities. The standard will be, on average, to add 1500 new items to Edinburgh libraries’ stock each week. We will maintain an efficient and accessible reservation system. Items reserved in our stock by customers will be supplied within 21 days, or they will be given a free reservation. We will support a good start for children and young people. The standard will be to provide 850 activities each year for children and young people across Edinburgh to encourage literacy and learning. We will support community involvement by providing meeting and study space and free access to Council services and local information. The standard will be to provide free access to Council information at all libraries and affordable meeting space at 14 libraries. m We will bring the library to customers who find it difficult to use their local library because of age or disability. The standard will be to provide free services such as home and hospital delivery to at least 400 customers each year.
Expansion of the Libraries’ Offer - Presently, whilst there is an increased use of libraries by children, only a minority of the city’s adult population use the ‘traditional’ library services. Increasing the libraries’ customer-base will not be simply - or even mainly - a matter of publicising the services or opening more libraries. The reasons for not using libraries are complex and research in the coming months will seek better information on what services might attract the non-library users. Early indications, however, are that the libraries’ offer will need to be expanded to attract these non-users. This expansion is likely to include the facilities available at library locations as well as an increased range of services and services accessible remotely.
Page 15 Opening Hours - A review of customer satisfaction was carried out in June 2006, based upon an analysis of data derived from adult CIPFA Public Library User Surveys (PLUS). Edinburgh performed poorly in the combined surveys for 2004/05 and 2005/06, with only 26% of customers rating the opening hours as “very good” - below average for the peer group. The Libraries Review seeks to address this through some adjustments to timings and through a phased increase in opening hours. The intention is to extend the present half day Saturday opening to a full day where appropriate and, in selected locations including Central Library, to introduce 7 day opening. This increase in opening hours will need to be implemented in a phased way over a period as it involves changes to staffing shifts and hours and, in some cases, changes to library organisation.
Library Charges - The Libraries Service budgets for revenue income from a number of charges. The structure of charges is presently under review to ensure that the charges are at an appropriate level and that they operate in a way that supports the aims of the service. In parallel with this, one of the responsibilities of the new Strategic Business Unit will be to focus on marketing and income-generating opportunities for the Libraries Service. Pending these more comprehensive reviews, some immediate changes are proposed.
Removal of Reservation Charae for Stock Items: Presently, a 60p charge is levied when customers reserve library items. However, it acts as a barrier to library use and to the development of new services such as online reservations. It is therefore proposed to remove this charge for the reservation of items where these are held within the library stock. It is anticipated that this will have benefits in reduced staff administration, increased issues and an improved customer experience of self- service and online access. The cost can be contained within the libraries’ revenue budgets.
“[A] love of reading bs] more important in academic achievement than a child’s social or economic background.” (Organisationfor Economic Co-operation & Development: Reading for Change, 2002) With this in mind, it is proposed to implement two ‘clean slate’ amnesties targeted at children and young people.
‘Clean Slate’ for LODs Incurred by Young People: The Library Services promote reading for pleasure and informal learning to all children and young people, including those who for various reasons may have stopped using libraries. Some of these children and young people are affected by ‘social exclusion’, such as those who are looked after, either in residential care or in foster care, young people who are travellers, or disadvantaged young people who are using the Book Bus. During the Libraries for Youth consultation, ‘long overdues’ (LODs) were flagged up as a significant barrier to the use of libraries by young people. In order to reduce potential barriers to library use for children and young people when they rejoin a library, it is therefore proposed to operate a ’clean slate’ policy on long overdue items on their old library card. This policy would apply to all children and young people aged up to and including 19 years and is anticipated that it will attract and encourage increased library use by children and young people who have stopped using the service due to apprehension about the sanctions regarding long overdue items. This ‘clean slate’ would be one-off when they rejoin - subsequently young people would be responsible for any LODs or fines incurred (subject to the usual staff discretion as appropriate). The age 19 years is proposed as in Edinburgh there are young people aged up to 19 in residential care, though the ‘official’ leaving care age is lower. Book Bus users are aged up to and including 18 years.
Book Bus Fines Amnestv: The Book Bus targets young people who are disadvantaged due to disability, family circumstances or distance from static libraries. A pilot fines amnesty, to encourage the uptake of library membership and use of services, has been operating since October 2006 for the parents and carers of Book Page 16 Bus users. This amnesty is a one-off wiping of all outstanding fines on the library card of the parent or carer. All Book Bus parents and carers receive a letter about Book Bus when their child joins, which includes information about the fines amnesty. It is now proposed to make this amnesty a permanent feature of the Book Bus service. While there has been some modest uptake of the amnesty from parents and carers, there is considerable scope to increase the uptake by more widely promoting the amnesty directly to parents and to staff at Book Bus venues. In addition, it is proposed to extend the scope of this amnesty to include the (one-off) writing off all LODs on the parent or carer’s library card, as these often relate to children’s books, where the parent or carer has borrowed items for their child using their own adult Library card. As the Book Bus ethos involves children and young people having their own library card, the likelihood of parents running up future LODs for children’s items on their own card can be minimised.
These measures would encourage and support parents and carers to become more directly involved as active participants in their child’s reading. Research in this area confirms that this will give children much greater chances of success in developing literacy and language.
6.6 Support for Communities
The Library Service aims to be at the heart of local communities and help to build vibrant communities by encouraging community involvement and community-based activity and to provide a foundation for democratic participation and digital inclusion and assist in the creation of social capital.
Central to this vision is the creation of ‘Community Hubs’. Services for Communities is in the process of devolving a range of services to be managed in Neighbourhoods, closer to local communities. Community Libraries are the focal point of local communities and will have a major role to play in the development of Neighbourhood Management. Devolving the management of community libraries to Neighbourhoods will also bring opportunities to develop the creative use of libraries in partnership with local communities .
Libraries are central to the provision of community information. Closer integration with the Neighbourhoods will enable local information to be better co-ordinated and collated, and more effective use of ICThew technology will enable it to be better disseminated. The local community planning processes will ensure that community groups are fully consulted and engaged in developing the service to suit local needs.
The Libraries Service has also developed some leading examples of working with local communities, particularly with young adults, and the current review and reorganisation of the service provides an opportunity for this work to be rolled out more widely and for identified best practice to become embedded across the city. Examples of such good practice include Sighthill Library and the Libraries for Youth (L4Y) project.
Sighthill Library: Sighthill Library has epitomised the true spirit of delivering best value through council services, by successfully turning a difficult and challenging work situation into a highly improved customer-focused service. The staff team tackled local problems of anti-social behaviour head-on by adopting an inclusive and ground-breaking approach to working with excluded young people. Instead of confronting these young people, they began to work directly with them in order to develop a library service which, responded to their needs. A new emphasis was placed on positive interaction with young people and on developing programmes of activities aimed at providing alternative pursuits to anti-social behaviour and increasing service availability within the community. Recognising the importance of Page 17 partnership working, the team worked hard to strengthen links with existing partners and develop relationships with a new wide range of agencies. This allowed them to deliver more effective and ambitious initiatives, to work more creatively than they had in the past and to maximise the services that were available to the local community in Sighthill. Simultaneously, the staff team introduced new behavioural management techniques, which meant that young people were no longer banned from the service for long periods of time.
This new way of working has produced significant benefits for the library service, the customers, the staff team and most importantly, the local community. It has had a dramatic effect on the provision of services for young people in Sighthill. They found that they were now being welcomed into the library, their views were listened to and they were actively involved in making decisions about the development of their library service. The work carried out by the team has attracted significant achievements including, most importantly, a reduction in anti-social behaviour incidents within the local area therefore resulting in a more accessible library service and a safer community. Overall, the team's vision has led to the development of a real 'community library' that listens to the local community and responds to their needs, therefore encouraging more young people to access local services and to become socially included in their local community.
Libraries for Youth (L4Y): This Project seeks to replicate the innovative Sighthill model of best practice in working with young people in three community libraries - Kirkliston, Craigmillar and Moredun. Staff teams work with local young people (age 15-20) and key partners to tackle the problems of anti-social behaviour through listening to the views of young people and directly engaging them in service development. Young people are encouraged to learn, read and develop, and to start to value and use their library service through diversionary programmes of imaginative activities, events and clubs, including a Youth Video Project, Duke of Edinburgh Award Groups and an inclusive reading scheme designed for reluctant teenage readers. Improvements will be made to the media collections including the introduction of new music CD and DVD services, as well as modernising "new look" teen zones. All of the diversionary activities have a vital role to play in introducing, developing and supporting literacy and an interest in reading. Participants in the Project are encouraged to become involved in a wide range of learning and cultural community-based activities, prompting personal development and community involvement. The Project directly supports lifelong and informal learning for currently excluded groups of young people through removing existing barriers to books and digital media.
The Project's key objectives are: . To encourage young people (age 15-20) to make positive use of library services, to read and enjoy books and to develop their literacy, information and IT skills. To actively engage and involve young people in the development and improvement of their library services. . To help minimise exclusion to library services for young people by working in partnership with others to develop programmes of activities, clubs and events to encourage learning, reading and the pursuit of other identified cultural and art's interests. . To replicate an established model of best practice in working with young people at 3 priority locations whilst introducing elements of the approach to libraries across the city through the application of a tailor-made staff training package.
Based on previous experience, it is anticipated that standards of service provision for the targeted user group will improve. Numbers of visitors and stock issues for young people should increase, in line with an increase in the number of activities and Page 18 promotions for the target group. Also, numbers of young people achieving their Duke of Edinburgh Award should increase.
7 FINANCIALIMPLICATIONS
7.1 Revenue Implications
The Libraries Service currently operates within a yearly revenue budget of about f 11m (including income from fees & charges of about f 1m) - around f 8m of which is staff costs. One of the aims of the review has been to find efficiencies within the staff and other costs to allow a greater proportion of the budget to be invested in service development and improvement.
Some efficiency savings have already been identified. For example, centralising stock management through managed contracts has produced around f200k worth of savings. The review has also looked at opportunities that have arisen through integration with the wider Services for Communities department. This work is still ongoing but already potential revenue efficiencies have been identified through integration of community library staff into neighbourhood management structures or integration of library support functions with similar functions across SfC. These efficiencies will also enable the additional revenue costs of the two new libraries proposed for Kaimes/Alnwickhill and Drumbrae to be accommodated within existing budgets.
Efficiency savings like these take time to implement and be realised and the revenue budgets will remain extremely tight, particularly considering the needs for investment to meet changing demands. However, the review has been conducted within existing revenue budgets and is proposing to introduce service improvements only as these can be funded by service efficiencies.
In addition to the revenue budgets held by SfC, there will be continuing pressure on corporate budgets for the maintenance of the Council’s stock of buildings. Many of the library buildings are in need of substantial repair works, as well as the ongoing demands for building maintenance. Excluding any capital investment (see below) building maintenance is estimated to require around f 150k per annum for library buildings across the city, excluding the Central Library. A building condition survey of Central Library carried out by surveying consultants in 2005 estimated that this building alone required around f2m of programmed maintenance over a five year period,
7.2 Capital Investment
The Libraries’ capital programme has now been agreed for the three years up to 2010-11 (see table below). This includes a carry-over from 2007-08, mainly for refurbishment work to Morningside Library and the latter stages of refurbishment work to Stockbridge Library. f3.5m has been agreed for provision of a new Library at Drumbrae. A further f0.75m, spread over three years, has been agreed for other capital projects and essential building fabric work. It is intended that, in 2009-10 and 2010-11, part of this would fund the initial costs of providing a new library located within the South Local Office (Kaimes/Alnwickhill) with the remainder of the costs of this project being the subject of a future years’ capital bid.
Page 19 I Total: I 697 I 1.150 I 3.000 I 750 I
It is intended that the capital cost of rolling out self-service facilities beyond the pilot libraries will be funded by prudential borrowing. This is possible because these facilities enable revenue savings that can repay the borrowing over a 3-4 year period.
It is anticipated that the substantial part of the costs of fitting out the new library in Craigmillar would begin to impact in 201 1-12 and these will therefore be the subject of a capital bid for that year. Other possible demands on future capital funding include the first phase of the Central Library refurbishment (estimated at around f 15m) and the replacement of Sighthill Library due to site redevelopment (estimated at around f3m).
Prudential borrowing is not an option for funding most of these future costs. Bids will be made for funds from the Council’s capital programme in 2011-12 and the years following but it is unlikely that these will meet the need for capital investment on their own. Consequently, the Library Service will need to pursue a range of other options to generate additional funds, including selective sale of assets, possible Lottery funding, assistance from Scottish Government and, where appropriate, partnerships with the private sector.
7 CONTINUOUSIMPROVEMENT
The present review is only a step in a process of continuous improvement. In particular, some specific areas have been identified during the review where work will be taken forward in the coming months. These include:
Project work to develop a detailed plan and specification for works to Central Library (see 6.2).
Identification of a site and development of proposals for a new library in Drumbrae (see 6.2).
A detailed analysis of service provision in each library in the light of current and predicted future changes to the demographics of the library’s catchment area. (The review has done this at a city-wide level but more work is needed at the level of individual libraries.)
Detailed consultations and negotiations with staff and unions on changes to terms and conditions as a result of both service changes and ‘external’ factors such as Single StatudModernising Pay.
Continuing integration of the Libraries Service with other Council services through the development of Shared Services and Neighbourhood Management.
Page 20 . Continuing work to develop the performance framework, including the alignment of the Library Service’s local and national outcome targets with the new Single Outcome Agreement with the Scottish Government.
8 MEASURINGSUCCESS
The success of the Libraries Review in taking forward the improvements identified in the Action Plan will be measured against a range of external and internal performance indicators. These are detailed in the Action Plan in Appendix A.
In order to embed a culture of performance measurement and performance improvement, a performance reporting workbook for collecting information on a basket of indicators has been developed and is now in use in all libraries. Currently, this workbook measures the following indicators, which are reported on monthly. . Enquiries/Reservations . Cornmen ts/Com pla ints Number of Visitors Use of People’s Network . Record of Activities for Adults . Record of Activities for Children & Young People . Link Activities Any Displays Any Closures/Cancellations/Withdrawals of Service with reasons
The external measures of successful performance include benchmarking and the externally assessed PQLIM. External assessments of customer satisfaction - as well as the views of non-library users - will be measured through regular structured surveys. The Library Service will also be subject to an ongoing programme of Council performance measurement. This will include continuity by using measures/targets from previous Best Value Reviews, as well as introducing the wider SfC performance improvement framework through the Edinburgh Improvement Model (EIM). Work will also be undertaken in the coming months to ensure that performance targets are aligned with local and national outcome targets under the new Single Outcome Ag reement.
The review process has considered the Libraries Key Performance Indicators that are currently monitored nationally. It is considered that these are largely ‘input’ measures (e.9. number of stock additions) and do not adequately define a ‘successful’ library service. As part of the ongoing work on the performance management framework, therefore, the Libraries Service will be exploring the development of some additional measures of outputs and customer satisfaction. The net result should be a basket of measures and targets going forward that ensure the Edinburgh Library & Information Services continue to improve and build on success.
Page 21 9 CONCLUSION
This review of Edinburgh's Library & Information Services has been able to build on a solid platform of achievement. The review has been comprehensive, examining all aspects of the Libraries Service. It has included the views of staff and customers, performance comparisons with services elsewhere and both internal and external assessments. Edinburgh's Libraries Service - like libraries everywhere - faces a time of change. This brings with it both challenges and opportunities, and this review attempts to identlfy ways forward taking account of both.
This review has been about embracing change, however, and not about fixing solutions that quickly become out of date. This has meant setting frameworks, introducing organisational structures and developing investment plans fit for a future of continuing change and improvement. This review has been an opportunity to take stock but taking stock is only the beginning of the improvement process. The review will also act as a springboard for further change in pursuit of the Edinburgh Library & Information Service aim by 2010, to have Library & Information Services that are the best in Scotland.
Page 22 APPENDIXA: ACTIONPLAN
The following table sets out the improvement action plan developed through the Libraries Review and incorporating actions determined through external assessments for PLQIM and Charter Mark.
1. Quality of Service
Become the best Library Service in Scotland targets. & review supporting measured against appropriate basket of Monitor & manage Performance agreed quality quality measures & performance management to com parators. comparators to improvements. ensure describe ‘best’. improvements Achieve renewal of Assessment from Charter Mark for Libraries June 2008 Improve performance Achieve ‘v good’ in Achieve ‘v good’ in Achieve ‘v good’ in Risk that external against PLQ IM 50% of categories. 75% of categories. all categories. assessment not available in every year I so need rigorous internal assessment. Continuing external To be in top To be in top To be leader of benchmarki ng . quartile of peer quartile of peer peer group in all group across group in all categories. average of categories. categories. To improve customer Commence survey Baseline still to be satisfaction as measured programme. established and by structured surveys. improvement targets set. Implement staff training & Finalise the Ongoing Ongoing development programme Libraries Learning to develop skills & & Development support enhanced Plan. Deliver to customer care. programme.
2. Library Buildings
- to provide modern develop piark, phase of refurbishment flagship for Edinburgh. phasing, costings & refurbishment. works. funding. Report to Committee late 2008. Provide library for Prepare plans & Commence works Complete site KaimedAInwickhill within specifications, inc. on site. works &fitting out. South Neighbourhood consultations with office building. Neighbourhood & local community. Complete refurbishment Site start. Completion of of Morningside library inc. works. l-stop-shop & self service. Finish refurbishment of Completion of Stockbridge library. works. Provide new library for Feasibility work inc Start on site during
Page 23 Drumbrae. identification of 2009-1 0. location. Provide new library for Pre-planning inc Detailed planning & Start on fitting out Craigmillar in building analysis of local preparation. on completion of provided through- PARC. trends & building works (est. 1 demographics. 201 1). Provide replacement for I Determine options I award-winning Sighthill & funding bid. library following redevelopment. I Finalise plans & carry out I Develop proposals. I refurbishment to buildings that include Leith library. Establish framework for Carry out study of future investment. future trends & local demographics for each catchment
Carry out ongoing Ongoing programme of small projects and improvement works across stock of I 3. Organisation of Services
Restructure management & staffing of library & structure of library overhauled & new ancillary services. teams. or refurbished Integrate library staff & Transfer local facilities introduced, management structures Ii brary budgets to opportunities will be with SfC structures. Neighbourhood taken for greater Managers. integration. Embed revised PRD PRD timetable in scheme across the place & SfC Audit service. arrangements will include Libraries by June 2008 Integrate Libraries service Pilot 1-stop-shops. l-stop-shops will livery with other Stockbridge & require preparation & Morningside testing of such as range refurbs opportunity of services, location- to develop specific parameters, customer facing supportltechnology to access to wider deliver etc. range of Council and SFC services. Kaimes/Alnwickhill model will develop :ustomer facing services and library services operating 'rom local ieighbourhood. Overhaul stock supply & ntroduce supplier rechnology purchasing inc. quicker ;election for newly mplications (e.g. for supply of newly published Iublished children's eedback & targeting of books. md teenage books. ;tack ordering).
Page 24 4. Utilising Improved Technology
2018.lt Notes
Phased introduction of Project to be Programme of roll ‘self-service’ across the delivered by May out to other Libraries Service. 08 in 3 initial locations based on locations (and 2 evaluation of refurbished ‘pilots’. locations by 2009). Expand access to the Commence People’s Network. ’ programme of installation in ‘non- Iibrary’ locations. Overhaul & improve Make information Continued access to web-based about services and development of services. collections more web pages to meet readily available evolving needs of and accessible users. online. Ensure online catalogue etc. is up to date. Introduce new services - e.g. Capital Collections. Develop access & Establish network delivery of drop-off/delivery infrastructure inc. points. web development. Pilot ‘non-library’ delivery & collection. Improve services for Roll out as part of All staff need training to people with disabilities the upgrade of the enable efficient through wider use of People’s Network operation of equipment assistive technology - and software. software and equipment- Currently only 1 person across all library services. available to undertake this training. Introduce Wi-Fi Wireless access to Public W i-Fi access access to selected council intranet, to People’s library locations. Internet and library Network service cil services on the management available at all systems on Mobile appropriate Library Fleet locations across the city.
5. Service1 !velopment
2008-08k- 200Q-t0 2010.tf ’ ‘ Notes 4 Increase opening hours Commence Dependent on changes l to include full Sat. & 7 implementation as to working
I day opening at opportunities arise. arrangements to be appropriate locations. negotiated in line with other changes (e.9. Single Status). Overhaul stock supply & Introduce supplier Technology purchasing inc. quicker selection for newly implications (e.g. for supply of newly published published children’s feedback & targeting of books. and teenage books. stock ordering). Improve methods of Early action areas Current systems to be identifying and circulating -teenage & streamlined to improve stock. children’s stock. efficiency. Establish downloadable Examine oDtions I ‘loans’ of music & audio. inc. shared & externally hosted services. Commence [ implementation. I Review, evaluate and I Establish a Book I Implement Book develop the Book Bus in Bus advisory BUS service Ii ne with findings. group. Commence improvements inc. Book Bus service additional venues & review services.
6. Support for Communities
Develop neighbourhood Establish local Ongoing Ongoing libraries as community opportunities & ‘hubs’. priorities. Draw up & commence implementation of development plan. Local Enquire service Evaluate methods Roll out to target available at all library of mounting a local audience. locations as well as service delivered remotely to widen and through CEC promote access to website inc. information resources. suitable brand. Organise events to trial service and promote. Develop up to date local The Edinburgh Roll out citywide Discussions are well organisation database to Room will update resource via TALIS advanced on audit of improve connections their local Engage. local information within the local organisations list provision at community community. with a view to using libraries via TALE this as a basis for a Engage citywide initiative. Replicate across the city Start roll out of L4Y est practice models in project to additional horking with young locations in people. response to community need. Develop partnerships with With NHS Scotland Implement I I other service providers to and local Health strategies. support complementary Boards to draft local service delivery. Hospital Libraries strategy to extend current provision. With Health & Social Care, public and private Care sector, draft strategy to improve Library provision for residents in Care Homes, Sheltered Housing and Retirement Flats. Increase the number of Extend to Arabic Staff with language book groups. md Polish skills may need to be Page 26 communities. recruited. Providelsupport Adult Carry out joint audit Roll out to Measurable learning Homework Clubs to of homework appropriate outcomes for each enhance learning, support groups in locations based on clubnearning activity. attainment & life chances. libraries & schools joint assessment of across the city in priority need. conjunction with Information and Learning Resources. Pilot project with learning partners.
Page 27 APPENDIXB: PLQIM ASSESSMENT
The Public Library Quality Improvement Matrix (PLQIM) is a specially developed quality assurance tool developed for the Scottish Government by the Scottish Library and Information Council (SLIC) in 2007. It is a self assessment tool used to monitor and assess the performance of the service and is externally verified by SLIC. The seven quality indicators are currently based on six levels of performance where level 1 is unsatisfactory and level 6 excellent (no local authority has achieved level 6 for any indicator to date).
To inform the Libraries Review, Edinburgh City Libraries and Information Services used the PLQIM and Charter Mark to develop priorities and actions for improvement. This was undertaken with advice and guidance from SLIC. A number of themes and recommendations for improvement were highlighted by the Project Team over the self-assessment period. These were used to develop a detailed Improvement Plan, which fed into the Action Plan shown in Appendix A to this report.
In March 2008, SLIC provided an interim verification - noted below. This will be followed up with further discussions with CEC prior to the final external verification being agreed together with the action plan for improvement. However, as the external verification is broadly in agreement with the self-assessment submitted by CEC, there are only a few areas for discussion. A number of these will surround the more detailed method of assessment used in practice by SLIC as opposed to the broad- brush approach suggested in their guidance notes.
The PLQIM assessment is summarised below, under the seven quality heads.
Access to Information:
Public libraries are in the front-line of the delivery of information in their communities with free access to information technology offering the opportunity for all citizens to play a full part in society irrespective of their individual circumstances.
I Sufficiencv. ranae and suitabilitv of resources I Good 1 Arrangements for access Adequate Staff interaction and support Good
Strengths: - 0 Wide range of online and print collections 0 24/7 access, including participation in Enquire to provide round the clock reference service 0 Wide range of information to support communities and individuals
Areas for improvemen t:- 0 Scope for improved promotion and monitoring of the use of online subscription services 0 Sustained investment in the public access computer hardware and software is key to the future development of e-government and library services 0 Provision of online booking system 0 Provision of wi-fi and access to laptops for loan in libraries to extend service.
Personal and Community Participation:
Social inclusion is a founding principle of the public library service. Libraries actively contribute to building a sense of community well-being and cohesion. They also provide support to new communities and to those who are hard to reach. They
Page 28 Planned approaches promoting personal and community Very good ‘ development Provision of community space for a range of activities Good Supporting, recording and providing access to community Very good heritage and culture
Strengths:- 0 Working with community partnerships and scope of community consultation 0 Encouraging local community identity and sense of place 0 Commitment to serving hard to reach embedded in library service, exemplified in Libraries4YOUth and the Bookbus 0 Access Services and Ethnic Services
Areas for improvement:- 0 Extending community consultation within Neighbourhood Management 0 Building on existing good practice with teenagers, hard-to-reach groups, ethnic groups and housebound
Meeting Reader’s Needs:
Libraries strive to meet the reading needs of individuals from pre-literacy & emergent to fluent, and across interests and age groups. Beginning with Bookstart and progressing through to fully confident adult readers, a reader-centred approach should be evident - that provides for different formats and aims to encourage people to read widely. Basic literacy is the key to accessing information, whether print or electronic and, working with Adult Literacy Networks, libraries can offer an informal environment for adult literacy learners.
Identification of reading interests Good Choices of activities and resources Very good Opportunities to improve literacy and numeracy Good
Strengths:- CYP work, in particular development of Bookstart and the Reading Champion project 0 Reader Development Strategy Work with literacy learners 0 Range of stdck and provision of reading-related events in community languages
Areas for improvement:- Manage supplier selection through Evidence Based Stock Management 0 Embed the retail techniques training 0 Build on reader development work to improve book loans to adults
Learners’ Experiences:
Public libraries have long been a natural place of learning. They allow people to achieve their potential as learners by offering the first step into - or back into - formal learning. Libraries provide a range of courses and/or resources for independent learning through local, national and digital networks, enriched through partnerships and with the support of trained staff.
Page 29 ZxGnt to which the environment stimulates and motivates Adequate learners The range of learning opportunities offered Adequate Provision for learners with differing abilities and aptitudes Adequate
I Partnerships enabling progression with others I Good
Strengths:- 0 Learner centred support 0 Granton Homework Centre
Areas for improvement:- 0 Review the learning role of libraries at strategic level 0 Provision of online booking system 0 Improving access to Central Library for disabled learners 0 There is scope to increase IT and homework support in other community libraries
Ethos and values: 0 Libraries must provide welcoming neutral community spaces to promote inclusion, equality and fairness. They must work positively with partners to encourage participation, which contributes to community involvement and identity. Staffing is a key resource which must be appropriately trained and supported on an ongoing basis.
Sense of identity and pride in the civic space Very good Reception and atmosphere Good Customer service Good
Strengths:- 0 Community consultation 0 Focus on contributing to CEC goals 0 Access and Ethnic services 0 Recent Retail Techniques and Customer Care training
Areas for improvement:- 0 Ensure all staff have been trained in retail techniques and customer care, embedding the training in service delivery and monitoring its impact 0 Seek further opportunities to widen teenage discussion forums 0 Libraries Marketing Plan 0 Roll-out of L4Y training piloted in Sighthill
Organisation and Use of Resources and Space:
Accommodation and facilities Adequate Organisation and promotion of resources and services Adequate Deployment of skilled staff Adequate Use of funding Adequate
Strengths:-
Page 30 Participation in strategic planning for service relocation and to identify new service partnerships 0 Action taken to improve buildings to date 0 Public involvement in how some available space in libraries in used
Areas for improvement:- 0 Buildings improvement programme for the Central Library, Leith and Fountainbridge 0 New services for Drumbrae and Kaimes/Alnwickhill 0 Manage supplier selection through Evidence Based Stock Management 0 Physical layout of study and PC facilities should be reviewed for spdce, flexibility to meet differing physical and technological needs and lighting 0 Review staff deployment
Leadership:
Vision and policy making Adequate Planning for improvement Good Innovation Good I Manaaement of chanae I Adeauate I
Strengths:- 0 Systematic approach to service planning and monitoring 0 Range of innovative projects
Areas for improvement:- 0 Development of leadership potential 0 Secure sustainable funding for Bookstart team
Page 31 APPENDIXC: EDINBURGHCENTRAL LIBRARY
Edinburgh’s continuing success is closely linked to developing the world class cultural infrastructure that will sustain its position as the best place in the UK to live, with the highest quality of life of any city. Libraries play a central role in the life of modem cities by empowering people and providing free and open access to the knowledge and information that underpins our democratic way of life. Central libraries are the heart of city public library networks.
Like other leading UK and world cities, Edinburgh is seeking to re-invent its central library for the 21st century. Birmingham, Liverpool and Newcastle are currently engaged in multi million central library projects. Similarly, Amsterdam and Seattle have recently opened landmark libraries in re-vitalising their city centres and showcasing their cultural offer to the world. The scale of investment in these major projects, ranging from cf35f200 million, demonstrates the pivotal role that central libraries have in contributing to the wealth and prosperity of modern world knowledge cities. In the new knowledge society, they operate as centres of excellence for the public library network in terms of scale and capacity, offering a breadth and depth of resources and services which meet the needs of local users, researchers and international visitors.
Strategic Options Development Study
In November 2004, the Council endorsed the findings of the Central Library Conservation Plan and agreed that the Camegie Central Library building designed by George Washington Browne is a national cultural asset. The Council further agreed that an Options Appraisal Study should establish the most viable way of “re- inventing” the Central Library so that it becomes, once again, a flagship library worthy of Scotland’s capital. The Council also agreed that the Conservation Plan represented a first step towards Heritage Lottery Fund and Historic Scotland grant applications.
The resulting Strategic Options Development Study by LDN Architects was completed in December 2007. Using the rigorous methodology of the Treasury Green Book evaluation process, the Study considered the full spectrum of possible re-development options, ranging from the best use of the existing buildings, to the relocation of the whole library in a new purpose built facility. The outcome of the evaluation exercise presents a preferred development option that will best meet the future needs of Library users.
The Study asserts the importance of Edinburgh Central Library as a much loved, widely used asset in the heart of the city, attracting almost half a million visitors a year. Looking at how its services could evolve in the future, the Study sees Central Library at the centre of an excellent branch library service. In the world’s first UNESCO City of Literature, engaging with citizens and visitors alike, it can act as: . a showcase for the City’s nationally and internationally important collections . the first place that people go to - as a nexus for reading, information and referrals to and from other services . a vital back up resource for community libraries, supporting staff and making unique resources available locally and internationally with more emphasis on digital delivery channels . the landmark public library with the primary synergies with cultural partners . a destination for thousands of tourists seeking out its cultural heritage resources and its range of facilities as a visitor attraction . a community hub where everyone knows that there is always something going on with an appealing mix of leisure, information and learning services.
Page 32 The Study defines an appropriate level of ambition for a re-invigorated Central Library . Central Library, together with the Library service, has a significant role to play in realising the City Vision which will see Edinburgh leading the most successful and sustainable city region in Northem Europe, with the highest quality of life of any UK city. It should support the City in striving to keep and attract the people needed to drive its talent and knowledge economy, providing every citizen with the best personal opportunities for work, education and development. As a Library for the information age, it should provide an environment that inspires and enables people of all ages and backgrounds, including those new to the city, to read, learn, meet others and exchange ideas, to enhance their lives and contribute to the success of Edinburgh. The Library should offer those who have limited opportunities to engage in formal education a place to learn in order that they can take part in the success of the economy. The public library service has a unique place among city institutions as a neutral environment, free from political, religious or class boundaries. Central Library should reach out to everyone in the city and offer free access to the infinite knowledge resources of the modern world in order to build a cosmopolitan and inclusive city. m At the heart of a City of Literature, the Central Library should provide a place for the celebration of literature, writing and a place where writers can meet.
Realising this vision will require investment. The Study describes the severe building constraints which compromise and impede the quality of service provision today. These include: A building complex that is labyrinthine, inefficient and confusing to use and failing to provide access to all, with many parts of the building inaccessible to disabled people. m Storage that has reached capacity with important collections housed in inadequate conditions and much of the book stock in reserve, which makes getting access to materials a slow and frustrating experience. m Mechanical and electrical installations that have or are reaching the end of their life and require complete replacement. Public spaces and facilities that are inadequate to meet changing public demands. m A severely restricted ability to innovate and keep pace with best practice in providing modem public services.
Following a survey of the existing building spaces and facilities, a two day workshop with a cross-departmental panel of senior CEC Officers and external architectural consultants considered the options for redevelopment. Facilitated by an external consultant (expert in ‘multi-criteria analysis’) the participants considered a set of detailed development objectives derived from a range of national and city-level policies, including the Scottish Public Library Quality Improvement Matrix, the City’s Cultural Policy, the Edinburgh Libraries Strategy and City of Literature Covenants. The criteria considered included: good geographical accessibility opportunities for commercial partnership m contribution to city centre diversity positive heritage outcome flexibility of building in use collections combined in one location.
The panel arrived at a clear recommendation to dispose of the existing library annexes and to develop the vacant site to the west of the existing Library (which was Page 33 purchased in 1899 to ensure future scope for expansion). This development would create a new, purpose built facility linked to a refurbished existing building. This was felt to best meet future needs and to be the most efficient in life cycle costs, through the efficiencies of operating on a single site with a modem extension. The capital costs for this were estimated at cf45 million.
The site includes land which forms part of the portfolio of several CEC departments, including SfC. With good opportunities for commercial partnerships, particularly at Cowgate level, there are a number of potential ways in which the whole site could be developed, harmonising both with the Library development and plans for the local Conservation Area. These include: Building a stand alone Library extension owned by CEC on part of the overall site and selling the remainder to a developer. Selling the entire site to a developer who will undertake to build a stand alone Library extension and lease it back to the Council. Selling the entire site to a developer and going forward with a mixed development brief - in which the Library would occupy a number of floors in a shared building. In this option, the other floors of the building could include commercial and residential space. The remainder of the site would be developed for other purposes.
A further option of re-locating most of the central library services in another city- centre building was considered. This option might reduce the total capital costs but would produce a less suitable solution and there is little likelihood of finding a suitable Council-owned city-centre building in reasonable condition.
First Phase Action
The developments outlined above require the negotiation of a suitable funding package so, including building works, they represent a long term strategy, likely to take several years to implement. A shorter term strategy is therefore also needed to deliver the core of the vision in a first phase that will provide service improvements while addressing the immediate maintenance and DDA-related issues.
To take this forward, a development project has been commenced: To identify the core elements of the central provision in order to ensure an enhanced library experience even in the short term pending a more comprehensive development in the longer term. To look at key issues including meeting DDA and access requirements; mechanical and engineering upgrading requirements and how to consolidate and re-model space for public use in the George Washington Browne and the adjacent Bank Buildings. To identify the key links to enable the Central Library to act as a hub for the wider library service. To ensure that any development in Phase 1 harmonises with the longer term plans for the major re-development project. . To develop the existing links with other providers, particularly the National Library, to ensure effective and complementary provision. . To develop a design brief, phased building proposals and cost estimates. To develop proposals for funding Phase 1 , allowing for the phased availability of different funding streams.
It is proposed that these works will form Phase 1 of the “Transforming Central Library’’ project. The cost of Phase 1 will be determined by the detailed planning exercise undertaken by the project team and will form the basis of a report to Committee toward the end of 2008. Previous indications are that this could be in the region of f 15-f20 million. Page 34 Developing a Funding Strategy
Recognising that the modernisation of Central Library will be a major project for the city, a phased funding strategy will be required. The full development as envisaged by the Study is likely to require participation of the private sector in a mixed development. The feasibility of this will be explored in the coming months with a view to reporting to Committee late in 2008. Over a similar period, it is intended that the project team identify sources of funding for Phase 1, some possibilities for which are identified below.
The Children’s and Music Annexe buildings could be declared surplus to requirements if the project space planning exercise can demonstrate that sufficient space exists in the re-defined George Washington Browne building and the adjacent Bank Building to house services currently housed in these buildings. Initial estimates are that the Children’s and Music Annexe building could realise around f2 million (following remedial works).
Based on the experience of other leading UK and world cities “re-inventing” their central libraries, the overall project could have iconic status for Edinburgh and Scotland. The project will meet the Scottish Government’s strategic aims and should attract popular public support. Given this, it should be possible to lever in external funding even for the first phase. Potentially, the main funding sources will include: . Scottish Government - Cities Growth Fund or successor scheme and special projects funds . Heritage Lottery Fund - initial indications from HLF are that certain elements of the project may be eligible . Grants and Trusts - including possible Historic Scotland interest . Private and individual donations through a recognised fund raising strategy Possible sources for external funding are shown below:
Source f Scottish Government Up to f 10 million Heritage Lottery Fund Up to f5 million Big Lottery Fund (or successor Up to f 1 million scheme beyond 2009) Grants and Trusts Up to f2 million Private and Individual Donations UD to f2 million
It is unlikely that all these possible sources will provide these maximum amounts but, if a substantia1 percentage is raised, it is anticipated that the remainder could be funded through a combination of capital receipts and the Council’s Capital investment Progra mme.
Heritage Lottery Fund Scotland has indicated that, since Central Library is one of the Council’s principal services, the project would be worthy of serious consideration for financial support. There are a large number of funding applications from Edinburgh and they are engaged in a dialogue with the Council to determine the priority status of each project and the time frame for delivery. The Central Library project therefore needs to be seen as a priority for the Council as more Lottery funding becomes available after the ‘Olympics watershed’.
Page 35 APPENDIXD: CURRENTPERFORMANCE BENCHMARKING
The following charts illustrate benchmark libraries performance data as published in February 2008. The figures are a combination of CIPFA and Audit Scotland. The CEC Peer group is Aberdeen City, Dundee City, East Dunbartonshire, Glasgow City, Inverclyde, North La narks hire, Renf rewshire and West Dunba rtonsh ire.
Visits per 1000 Pop
Year
Issues per 1000 Pop
2002103 2003104 2004105 2005106 2006107 Year
Page 36 Avg Issues per borrower
31 30 29 28 27 26 25 24
Year
Borrowers as %of Pop
26
25
24 --e ECLIS 23 +Peer Avg 22
21
20
Adult Stock Additions
70
60 Em -0 C -+- ECLlS cm 50 In Lc -a- Peer Avg 0 s 40
30
Year
Page 37 CYP Stock Additions
I +ECLlS --a- Peer Avg i
Year
Avg no. of days to satisfy requests
21
19
u) 17
U2 Y- 15 O --cEa15!-D- Peer Avg 0 z 13
11
9 2001 102 2002103 2003104 2004105 2005106 Year
PC use per 1000
1,100 1,000 900 al 3 800 3 rn PeerECL'S Avg I 700 600 500 2003/04 2004105 2005106 2006107 Year
Page 38 PC User as %of Pop
2003104 2004105 2005106 2006/07 Year
No of FTE professional I per I000 points open gross 10+ hm
--l_-l l_l___- -_ I
t
Page 39 APPENDIXE: CURRENTLIBRARIES
Notes
School is due to be relocated - part of the local primary elsewhere in the village. The annexe school. may be retained for use by the local Community.
A very busy library, Blackhall is part of the pilot programme which will introduce self-service into a number of libraries. See separate notes. Colinton Amenities Association have expressed a wish for a larger library cum community centre for the people of Colinton. To date, no funding has been identified for this project.
Due to be rebuilt as part of Craigmillar Town Centre redevelopment project. Will be relocated with secondary school and community facilities. Due to open in August 201 1. Well located on Lanark Road. Opportunities for other local facilities tc be incorporated into the building. Relocation of the local school means that disabled parking can now be restored to front of the library. Fountainbridge Premises shared with Publishing Scotland, local Citizens Advice Bureau and Social Work Dept. It also houses the Scottish Beekeepers Association Library. Gilmerton In refurbished premises shared with South Edinburgh Partnership =Co-located in Granton Primary School, Community Centre the library has a very active Homework Centre as part of it. Kirkliston Local office. Leith Part of Leith Town Hall The library is in urgent need of complex, with Thomas Morton refurbishment but no funds have as ye1 Hall and Leith Theatre been identified for this. It is well located and is central to both new developments on the Waterfront and the original community. Macdonald Road VVell located recently refurbished wilding. Self service will be ntroduced during 2008. Moredu n Primary School adjacent to the library. Morningside Jery well situated on Morningside qoad. Avery busy library with a najor refurbishment programme now mderway. I Muirhouse Part of Muirhouse Shopping qebuilt and opened in January 2000. I Centre. sittina alonaside North Page 40 The library has recently undergone internal refurbishment. Self service will be introduced into Newington during 2008. Library also houses Access Services HQ and garages the mobile fleet. A planning gain, the library was built by Safeway supermarket chain and is located close to it. Portobello Community Centre Minor refurbishment has been undertaken to provide disabled access. The building is in reasonable condition although modernisation of the interior is desirable. Discussions about Portobello Town Centre redevelopment are currently ongoing locallv. Ratho Community Centre and Primary School Sighthill Community Centre Both the library and the community centre will be demolished as part of the redevelopment of North Sighthill. Discussions are underway to provide a library elsewhere in the area. South Queensferry Small town library in need of replacement windows and some refurbishment. S tockbridge Currently closed as part of a complete refurbishment of the building. Due to reopen end May. Wester Hailes Built as part of the regeneration of the area, located in the town square beside the shopping centre, the local office and the iob centre
Page 41 APPENDIXF: NEWORGANISATIONAL STRUCTURES
Chart 1: Overview of Strategic Business Unit & Neighbourhood Libraries
r
Chart 2: Strategic Business Unit
Library Devt Library Devt. Library Devt. Offlcer
Central Library Direct Services
Programme Office
I Staff
Page 42 Chart 3: Neighbourhood Community Libraries (illustrative)
not co-located
Page 43