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Future of the Guildford Library

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Future of the Guildford Library Ordinary Meeting of Council 27 September 2017 2.1 FUTURE OF THE GUILDFORD LIBRARY Ward: (Midland/Guildford Ward) (Customer, Library and Visitor Services) Disclosure of Interest: Nil Authorised Officer: (Executive Manager Community Wellbeing) KEY ISSUES • Guildford Library has for some time been considered underutilised (representing 4% of the overall City of Swan Library usage); • The Guildford Public Library remains the only City of Swan library that has not grown since 2009 in membership and usage. This initiated a reduction in resources and opening hours over time in an effort to ensure equity of allocation of resources to areas of greater need; and • In 2015, a 12 month plan was delivered in an attempt to revitalise the library through the introduction of innovative programs and activities. At the end of this period usage had still decreased (representing 3% of overall City of Swan Library usage). This further demonstrated that the Guildford Public Library is not sustainable as a small stand-alone branch, replicating similar services and programs as other City of Swan Libraries. It is recommended that the Council resolve to accept that the Guildford Public Library is not sustainable to continue as a small stand-alone branch library in its current operating model and request a detailed report be provided to Council at a future Council meeting date providing a business plan to refocus the library, as discussed in option 3 of this report and aligned to recommendations in the Heritage Precinct Masterplan. BACKGROUND At the Ordinary Council Meeting dated the 2 August 2017, Council resolved to: 1) Request a report be provided to Council by the end of September 2017, detailing a plan to close the Guildford Public Library and propose potential alternative uses for the facility; 2) That the report include a discussion on the current and future vision for libraries at the City of Swan, as community hubs in supporting lifelong learning for members of the community, including virtual library services. Page 1 Ordinary Meeting of Council 27 September 2017 This report seeks to achieve four objectives in response to the above resolution: • Summarise the strategic directions of libraries internationally and nationally; • Summarise the City of Swan direction and approach to the delivery of public library services and how this compares to best practice; • Present how the Guildford Public Library fits in this approach compared to other City of Swan libraries and the best practice approach; and • Provide options for the Guildford Public Library going forward. In developing the content of this report, a full service review undertaken on behalf of the City by the AEC Group in 2008 (Attachment 1) has formed the basis for assessment of the current City of Swan libraries as required by Council. This 2008 study was intended to ensure that the City of Swan libraries were efficient, effective and continued to meet community need, whilst supporting the strategic direction of the City of Swan and was informed by analysis of data, State and National benchmarking, broad consultation and research. A further deliverable of this consultancy was the development of a multi-year business plan for the library service based on the outcomes of this review and the identification of strategic directions for the library service that directed management, resource allocation and programs and activities delivered from the hierarchy of the City of Swan libraries, inclusive of the Guildford Public Library. This report provides an updated assessment of the City of Swan libraries utilising relevant comparisons to the previous review and a future direction of the City’s Libraries from other organisational guiding strategies and documents pertaining to provision of broader community infrastructure, asset management, Place Management principles, plus the City’s Ageing Strategy and draft Youth Strategy. There is also a need to evaluate the City of Swan Libraries against not only quantitative data, inclusive of resulting cost implications, but also a measure against the intrinsic value of the public libraries and their service offerings to the community and broader social values and the provision of community wellbeing and inclusion in general. Therefore, this broader assessment of the City of Swan libraries has been undertaken by the consultancy that has developed a futuristic framework for Australian public libraries in this regard. This consultancy will also provide an independent assessment on the management approach taken with respect to the Guildford Public Library. In accordance with the Council resolution, this report also includes a closure plan for the Guildford Public Library for the consideration of the Council. The final part of this report provides the Council with the requested options for the future usage of the historic building, the current home of the Guildford Public library. In the development of these options, engagement with the Guildford Community has been undertaken, led by the community themselves with the support from relevant City Officers. Page 2 Ordinary Meeting of Council 27 September 2017 DETAILS Strategic National Directions The national chapter of the International Federation of Libraries Associations (IFLA) is the Australia Libraries and Institutions Association (ALIA), which has formed the Australian Public Library Alliance (APLA) as the peak body for public libraries in Australia. Therefore, Australian libraries are aligned with international best practices. The Manager Customer and Library Services for the City of Swan is the current WA representative on APLA. APLA commissioned the development of a document in 2016, 'Guidelines, Standards and Outcome Measures for Australian Public Libraries'. The purpose of the document was to re -establish national standards and guidelines for public libraries that reflect the role and expectations of contemporary public libraries including some key performance indicators (KPIs) about the library service’s contribution to community outcomes, feeding into overall measures for local, State and Territory governments. These outcomes are: • Life-long learning (non-formal learning); • Community engagement; • Early childhood development; • Technology and digital inclusion; and • Economic and workforce development. Further, in the development of this document, the profession came together and considered societal trends influencing public libraries. This visioning identified that Australian Public Libraries operate in a world experiencing “massive demographic change colliding with huge technological growth and significant social change.” In order to maximise the value of these resulting public library guidelines, standards and outcome measures, a Framework for Australian Public Libraries (below) was developed to bring together and illustrate the essential components of a public library. The five key areas in the efficient planning, delivery and administration of community- focused public library services are: • Strategic community focus – the extent to which libraries work actively with their communities to provide services that are responsive to community needs; • Service management – the governance and management of library services; • Service offering – the main services provided by a 21st century library (that is, collections, information services, programs, technology access, and places and spaces); • Service delivery – the human, physical, financial and collaborative resources libraries apply to provide quality services; and • Individual and community outcomes – the difference libraries make in the lives of individuals and community, economic and cultural outcomes. Page 3 Ordinary Meeting of Council 27 September 2017 These changes place significant demands on public libraries to support their communities at a time when local government in many parts of Australia is itself undergoing transformation in a constrained fiscal environment. Therefore, while there are ongoing shifts in the way public libraries work and are managed (e.g. increased efficiency through technology, increased emphasis on evaluation and advocacy), the major drivers of change in provision of library services over the next five to ten years will come from outside the library sector. Some of the more significant external impacts on public libraries may include: • Supporting significant numbers of the population to not only access technology but to develop the digital literacy skills critical to participate in society, find and keep employment, access government services and information, and engage with learning and community activities; • Managing the deluge of unfiltered information when many people do not have the information management and discovery skills to match their ability to access information online (e.g. the demands on library staff to assist users to navigate the massive growth in online health information, not all of which is authoritative and reliable); • At the opposite end of the scale, providing place and space for people just to reflect and recharge; • Increasing cultural and ethnic diversity and a greater number of languages spoken across communities, accompanied by greater demand for libraries to offer english language programs; • An ageing national population leading to a need to ensure that older adults are given opportunities for involvement in the social, learning and creative life of their communities; and • Support connection to local identity and culture in a globalised world, and the need for communities to
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